Good day everyone, and welcome to the Boot Barn Holdings, Inc. Q4 2026 earnings conference call. As a reminder, this call is being recorded. Now, I would like to turn the conference over to your host, Mr. Mark Dedovesh, Senior Vice President of Investor Relations and Finance. Please go ahead, sir. Thank you. Good afternoon, everyone. Thank you for joining us today to discuss Boot Barn's Q4 and fiscal 2026 earnings results. With me on today's call are John Hazen, Chief Executive Officer, and Jim Watkins, Chief Financial Officer. A copy of today's press release, along with a supplemental financial presentation, is available on the investor relations section of Boot Barn's website at bootbarn.com. Shortly after we end this call, a recording of the call will be available as a replay for 30 days on the investor relations section of the company's website. I would like to remind you that certain statements we will make during this call are forward-looking statements. These forward-looking statements reflect Boot Barn's judgment and analysis only as of today, and actual results may differ materially from current expectations based on a number of factors affecting Boot Barn's business. Accordingly, you should not place undue reliance on these forward-looking statements. For a more thorough discussion of the risks and uncertainties associated with the forward-looking statements to be made during this conference call and webcast, we refer you to the disclaimer regarding forward-looking statements that is included in our Q4 and fiscal 2026 earnings release, as well as our filings with the SEC referenced in that disclaimer. We do not undertake any obligation to update or alter any forward-looking statements, whether as a result of new information, future events, or otherwise. I will now turn the call over to John Hazen, Boot Barn's Chief Executive Officer. John. Thank you, Mark. Good afternoon. Thank you everyone for joining us. On this call, I will review our Q4 and fiscal 2026 results, provide an update on current business, and discuss the progress we have made across each of our 4 strategic initiatives. Following my remarks, Jim Watkins will review our financial performance in more detail. Then we will open up the call for questions. Looking back on my first year as CEO, I'm extremely proud of our team's accomplishments. Over the past year, the team has not only executed on our 4 strategic initiatives, but also exceeded expectations on the 3 additional priorities I introduced. Building a sourcing organization, marketing exclusive brands as standalone brands, and reinvigorating our Work Boot business. I would like to spend some time discussing each of these priorities. First, our sourcing organization ramped up throughout fiscal 2026 and is now fully built out. While we expect the run rate benefits of this team to begin to be realized late in fiscal 2027 and during fiscal 2028, the timing of this investment proved especially advantageous. As the tariff landscape evolved, the team's mitigation efforts and factory negotiations helped drive margin expansion over the past year. Second, we refined our marketing approach to better position our exclusive brands as standalone brands, resulting in sales penetration growth that exceeded our initial expectations. Over the past year, as part of these efforts, we have launched four dedicated brand websites for Cody James, Hawx, Shyanne, and Cleo & Wolf. These sites are in addition to the legacy Idyllwind site we have had for many years. I am very pleased with the strength of our brand storytelling and the new customer acquisition these sites have generated. Finally, our Work Boot business exited this year with 4 consecutive quarters of accelerating comp sales growth and has maintained the momentum into the start of fiscal 2027. This performance reflects the impact of several initiatives, including enhancements to our in-store merchandising, increased marketing focus on the work category, and targeted investments in key third-party brands to ensure we offer the right assortment for our work customers. Now turning to full year results. I am very pleased with our fiscal 2026 results, which reflect strong performance across key metrics, broad-based strength across the business, and unprecedented sales and earnings for the company. For the full year, revenue increased 18% to $2.25 billion, driven by continued momentum across the business. We opened a record 80 new stores and delivered same-store sales growth of 7.2%. Merchandise margin expanded by 80Bps, contributing to a remarkable 660Bps expansion over the past six years. Earnings per diluted share grew 25% to $7.35, an increase of $1.47 compared to the prior year. Turning to our Q4 results, total revenue increased 19%, driven by the opening of 25 new stores during the period and consolidated same-store sales growth of 6.1%. While we had originally estimated 15 store openings in the Q4 we were able to accelerate the opening of 10 stores that had initially been scheduled to open in early fiscal 2027. Earnings per diluted share in the Q4 increased 19% compared to the prior year period to $1.45. I am extremely proud of the team's accomplishments over the past year, I'm excited about the opportunities ahead as we continue to drive growth in the business. Now turning to current business. Through the first 6 weeks of the fiscal Q1, we have continued to see broad-based strength in same-store sales across all channels. On a consolidated basis, quarter to date same-store sales are up 5%, cycling high single digit growth in the prior year period, we feel very good about the underlying momentum of the business in our start to the quarter. I will now spend some time discussing each of our 4 strategic initiatives. Let's begin with new store growth. Our new store engine continues to deliver strong results across all regions of the country. Over the past 5 years, we have opened 267 stores, which doubled our store count to 539 locations at fiscal year-end. The 267 stores comprise half of the chain and contributed more than $750 million in incremental revenue to fiscal 2026, exceeding our expectations on average for sales, earnings, and payback. As a reminder, new stores on average are on track to generate approximately $3.2 million in annual sales in their first full year of operation and to pay back their initial investment in less than 2 years. In addition to driving incremental sales and earnings, new stores also help drive same-store sales growth once they enter the comp base. Stores opened within the past five years, which as a reminder, have not yet reached sales maturity, added approximately 150 Bps to consolidated same-store sales in fiscal 2026. Looking ahead, our new store pipeline remains strong, and we believe we are well-positioned to continue expanding the Boot Barn brand for years to come as we progress towards our long-term target of 1,200 stores across the U.S. Moving to our second initiative, same-store sales. Q4 consolidated same-store sales increased 6.1%, with brick-and-mortar same-store sales increasing 5.2%. Store comp growth was driven by a low single-digit increase in transaction count and to a lesser extent, growth in average unit retail. From a merchandising perspective, we delivered broad-based growth across most major merchandise categories. Men's Western boots increased mid-single digits and ladies Western boots increased low single digits. While men's and ladies' apparel increased double digits led by low teens growth in denim. Notably, the majority of our top-selling styles in the stores have been in our assortment for more than 5 years, underscoring the durability and consistency of our core offering. Our work boots business delivered mid-single-digit comp growth during the quarter, which as I mentioned earlier, marks the 4th consecutive quarter of growth in this category. From a marketing standpoint, the team continues to effectively balance advertising spend across channels, drive traffic to both our stores and e-commerce sites, and extend overall brand awareness. In April, for the 1st time, Boot Barn served as the official boot retailer for Stagecoach, the world's largest country music festival. We hosted events at our local stores and on-site at Stagecoach and sponsored one of the festival's music stages. We are very pleased with this partnership and believe it will help drive incremental customer acquisition going forward. For fiscal 2026, our customer loyalty database grew 12.5% year-over-year, reaching 10.8 million total active customers. From an operations perspective, our field team continues to deliver best-in-class customer service while driving strong sales performance. This was particularly notable given the demands of this past quarter, including holiday recovery, heavy new store openings, rodeo season, and our annual physical inventory. I would like to thank our field organization and the entire Boot Barn team for their continued partnership and outstanding performance. Moving to our third initiative, omnichannel. In the Q4, e-commerce comp sales increased 14.1%, driven by double-digit growth on bootbarn.com. During the quarter, we launched dedicated websites for 2 of our women's exclusive brands, Shyanne, our leading women's brand, and Cleo & Wolf, our country lifestyle brand. We are pleased with the early results of these new launches, as well as the enhanced storytelling capabilities the platforms provide, allowing us to continue to position and market our exclusive brands as standalone brands. From an AI perspective, the digital team continues to identify opportunities to drive incremental traffic across online and in-store channels, leveraging AI to enhance the customer experience and further elevate the brand. AI is also being used to augment existing capabilities, improve efficiency, and enable greater focus on higher-value work. Now to our fourth strategic initiative, merchandise margin expansion and exclusive brands. For the full year, merchandise margin increased by 80Bps, significantly outperforming the expectations we originally had at the beginning of the year. Exclusive brand penetration increased 220Bps for the full year to 40.8%, with Q4 penetration up 90Bps. Over the past 6 years, exclusive brand penetration has grown by an impressive 1,900Bps. Looking ahead to fiscal 2027, we believe we have multiple drivers of ongoing merchandise margin growth in addition to our ability to further increase exclusive brand penetration. We expect fiscal 2027 exclusive brand penetration to reach 41.3%, reflecting an increase year-over-year of approximately 50Bps as we lap strong growth from prior years and continue to drive growth in our work boots category with third-party vendors. We remain confident in our ability to expand exclusive brands towards our long-term target of 50% of total sales. I would like to now turn the call over to Jim. Thank you, John. I'm very proud of Boot Barn's performance in fiscal 2026, as our commitment to our core strategic initiatives drove sales that exceeded $2.2 billion and delivered 25% earnings per share growth of $7.35. I am confident these strategies will continue to support both near and long-term growth. Turning to the Q4 net sales increased 19% to $539 million. Consolidated same-store sales grew 6.1%, driven by a 5.2% increase in retail store comps and a 14.1% increase in e-commerce comps. Q4 merchandise margin decreased 30Bps, which outperformed our guidance. Merchandise margin was driven by better than expected product margin expansion of 40Bps, offset by a 70Bps headwind from cycling low shrink and low freight expense in the prior year period. Buying occupancy and distribution center costs deleveraged by 50Bps, primarily as a result of new store occupancy costs, resulting in a gross profit decline during the quarter of 80Bps. SG&A expenses for the quarter were $139 million, or 25.7% of sales, which was a 50Bps improvement over last year, but slightly higher than expectations. Income from operations was $57 million or 10.6% of sales, and earnings per diluted share increased 19% to $1.45 compared to $1.22 in the prior year period. Turning to the balance sheet. On a consolidated basis, inventory increased 13% year-over-year to $845 million and slightly decreased on a same-store basis. The increase in total inventory reflects the growth needed to support new stores, Exclusive Brands, and inventory purchased at a volume discount. Overall, we feel good about the health of our inventory and markdowns as a percentage of inventory remained below historical levels. During the quarter, we repurchased more than 68,000 shares of our common stock for an aggregate cost of $12.5 million under our $200 million share repurchase authorization. This brings total repurchases in fiscal 2026 to $50 million for approximately 287,000 shares. We ended the quarter with $141 million in cash and zero drawn on our $250 million revolving line of credit. Turning to our outlook for fiscal 2027. In establishing our sales guidance for fiscal 2027, we utilized sales trends from February through April and applied the historical seasonality of our business to arrive at our sales forecast for the year. We also analyzed purchasing behavior across income segments and have not observed any meaningful divergence among low, middle, and high-income customers at Boot Barn. Our guidance reflects the trends we have seen from our customers over the past several months and does not consider potential impacts from changes in the macroeconomic environment. Additionally, our outlook excludes the potential recovery of approximately $18 million in IEPA tariff refunds that we're actively pursuing. The supplemental financial presentation we released today outlines both the low and high end of our guidance ranges for the full year and the Q1. In my following remarks, I will focus on the high end of those ranges. For the full year, at the high end of our guidance, we expect total sales of $2.6 billion, representing 16% growth over fiscal 2026. We expect same-store sales to increase 4%, including a 3% increase in retail store comps and 13% growth in e-commerce comps. Merchandise margin rate is expected to be approximately 51.4% of sales, reflecting a 50Bps increase year- over- year. We expect the growth in merchandise margin to be driven by buying economies of scale, moderated promotional activity, supply chain efficiencies, and an increase in exclusive brand penetration. We expect gross profit rate to deleverage by 20Bps year- over- year to approximately 37.9% of sales. We expect to achieve 40Bps of SG&A leverage. We also expect income from operations of $353 million, or 13.5% of sales, an increase of 20Bps over last year. Net income is projected to be $265 million, with growth in earnings per diluted share of 18% to $8.64. Capital expenditures are expected to total $130 million, and we anticipate an effective tax rate of 25.7% for the year. We plan to open 70 new stores in fiscal 2027 compared to our original plan of 80 stores, as we accelerated the opening of 10 stores into fiscal 2026. Store growth in fiscal 2026 actualized at 17%, and we anticipate 13% growth in fiscal 2027, resulting in a two-year average growth rate of 15%. From a timing perspective, in addition to the 10 stores that were accelerated into the Q4, we now expect to open approximately 25 stores in the Q1 of fiscal 2027, with the remaining 45 stores anticipated to open relatively evenly throughout the balance of the year. Turning to our leverage points for fiscal 2027. We expect to leverage income from operations at 3% consolidated same-store sales growth. We expect to leverage Selling, General and Administrative Expenses at 2% same-store sales growth. As outlined in our supplemental financial presentation on slide 9, our accelerated store growth over the past several years, combined with our planned fiscal 2027 openings, continues to put pressure on occupancy costs. While new stores opened within the past five years are ramping as expected, the inclusion of these newer locations in our comp store base has reduced the pro-proportion of fully mature locations in our sales base and increased occupancy costs as a percentage of sales. Importantly, average occupancy cost per store has remained relatively consistent, and we expect continued maturation of newer cohorts to support same-store sales growth and margin performance over time. In fiscal 2027, we plan to open two high-traffic, high-visibility stores that we expect will generate outsized sales volumes relative to our typical new store model. These locations also carry higher pre-opening costs, including non-cash incremental straight-line rent expense due to earlier than average possession dates and longer build-out periods. As a result, we will incur several additional months of occupancy expense at elevated costs, with one of these stores not expected to open until later in the fiscal year. We are annualizing the investment in our sourcing organization, which ramped during fiscal 2026. As John mentioned earlier, we have already realized many benefits from this investment, including tariff mitigation and improved factory negotiations, and expect to see the sales from higher margin products begin to materialize towards the end of fiscal 2027 and into fiscal 2028. We continue to invest in our distribution centers to support ongoing growth. This year, we're annualizing the extension of our legacy California distribution center lease that was executed midway through last year and are continuing to deploy capital across all three distribution centers to enhance capacity and efficiency. These investments support new store expansion, growth in Exclusive Brands, and margin opportunities through volume-driven purchasing and inventory optimization. As a result of the continued addition of new stores to our sales base and these focused investments, we anticipate a higher hurdle rate this year on buying occupancy and distribution center costs with expected leverage at 10% same-store sales growth. While these initiatives create near-term pressure on buying occupancy and distribution center costs, we believe they will position the business to drive further sales growth and margin expansion over the years to come. Although we anticipate ongoing pressure on occupancy rate as we invest toward our long-term target of 1,200 stores across the U.S., we expect to offset this pressure through merchandise margin expansion and SG&A leverage consistent with recent years. Now turning to our Q1 guidance. We expect total sales at the high end of our guidance range to be $584 million and a consolidated same-store sales increase of 4%. We expect merchandise margin of approximately 51.5% of sales, representing a 60Bps decline year-over-year, but a 120Bps increase on a 2-year stacked basis. This guidance reflects 10Bps of product margin growth as we lap 100Bps of product margin expansion in the prior year period, offset by a 70Bps increase in freight expense as we cycle low freight costs last year. Our outlook assumes current freight rates that, while higher year-over-year, are consistent with the Q4. We expect the year-over-year freight pressure to moderate as the year progresses and anticipate a 10Bps decrease in freight expense for the full year. While we have seen increases in container costs and increased fuel surcharges for domestic shipments, assuming that freight rates and fuel surcharges stay roughly in line with where they are today, we expect this pressure to be more than offset by improvements in our supply chain and logistics pricing. We expect gross profit of approximately 37.3% of sales, including 120Bps of deleverage in buying occupancy and distribution center costs for the Q1. SG&A for the Q1 is expected to be approximately 25.5% of sales, representing 40 Bps of deleverage year-over-year. This increase is largely driven by the timing of marketing expenses, which are more heavily weighted towards the Q1 this year, primarily as a result of our new Stagecoach sponsorship and related events. For the full year, marketing spend is expected to remain in line with our historical level of approximately 3% of sales. SG&A reflects incremental expenses associated with store growth, including 26 grand opening events this year in the Q1 compared to 18 last year, as well as pre-opening store labor for 25 new stores this year versus 14 in the prior year. We expect income from operations of $69 million or 11.9% of sales and earnings per diluted share of $1.71 compared to $1.74 last year. We expect our Q1 fiscal 2027 earnings to come in below last year, primarily due to an extremely strong Q1 in the prior year that creates a difficult comparison. Looking ahead, second quarter fiscal 2027 earnings are expected to be in line with Q1 fiscal 2027, resulting in strong year-over-year growth given last year's second quarter was comparatively smaller than the Q1 versus typical historical cadence. We are confident in our fiscal 2027 guidance, our solid start to the Q1, and the ability of our team to execute on our financial plan. I would like to turn the call back to John for some closing remarks. Thank you, Jim. I am very pleased with our performance in fiscal 2026 and the start to fiscal 2027. Our team continues to execute at a high level. I believe we are well positioned for another year of growth. I want to thank our entire team across the country for their hard work, dedication, and unwavering commitment to serving our customers and building the Boot Barn brand. I would now like to open the call for questions. Thank you. We will now begin the question and answer session. To ask a question, you may press star then 1 on your telephone keypad. If you're using a speakerphone, please pick up your handset before pressing the keys. If at any time your question has been addressed, and you would like to withdraw your question, please press star then 2. As this call is scheduled for 1 hour, please limit yourselves to 1 question and 1 follow-up. At this time, we will pause momentarily to assemble our roster. The Q1 comes from Matthew Boss with JPMorgan. Thanks, and congrats on another nice quarter. Thanks, Matt. John, on Q1 to date, running 5% comps, can you elaborate on the consistency of demand that you're seeing, whether it's across categories or regions, despite May facing your toughest compare of the quarter and the Q1 facing your toughest compare of the year? Yeah, absolutely. Looking at the 1st 6 weeks of Q1, we're very happy with how broad-based the comps and the growth has been. We're seeing across most major merchandise categories, notably work boots are trending up in the high single digits. We're seeing nice performance in denim, men's Western boots as well, and women's apparel. The one to your point, the one soft spot is women's boots is a little softer going up against such strong comps in Q1 of last year in the mid-teens. Other than that, if we looked at it by geography and all other major merchandising categories, it is broad-based. Then just to follow up. John, as we think about 7.2% comps this year, I mean, that's actually consistent with 7%+ pre-pandemic performance. Could you speak to the durability of the top-line drivers that you think you have remaining and the outperformance relative to the 2%-4% historical target? If you could just walk through maybe the structural expansion of the total addressable market that you've seen. Yeah, absolutely. We, you know, we've proven over and over again, of course, that we can comp the comp, and we have exceeded that to your point. I think there's a couple of things going on. One is the resiliency of our customers, and the product that they're buying that they need to buy each and every quarter. We continue to be a needs-based business and as we said in the prepared remarks, which is kind of new news, is the majority of what we sell, of our top sellers are products that have been in the line and in our stores for more than 5 years. Beyond that, you know, we've become more of a denim destination, as we've said in the past. I think if you walk into a Boot Barn for the first time, and I hear this on a regular basis when I'm in the stores and doing store visits across the country, people say, "Hey, I've only just recently discovered Boot Barn. I can shop here on a regular basis." It's not only for that needs-based customer. I think we're taking denim market share from some of the mainstream players who have struggled over the years. We can service those customers who perhaps aren't part of that needs-based segment, but instead have found us and realized we can be more of a lifestyle or general retailer to them. It's a great color. Best of luck. Thanks, Matt. The next question comes from Max Rakhlenko with TD Cowen. Great. Thanks a lot, guys. Just Q1 is, can you elaborate a little bit further on how we should think about the freight headwinds throughout the year? You gave us the 1Q, some of the guidance. Just the rest of the quarters, what's a good way to think about it, especially if any of the costs were to increase from here? Just remind us how you capitalize some of the freight expenses. Sure. While we're not going to provide the freight numbers as we get throughout the year, the freight in the Q1, if you go back to last year, we had really nice freight benefit in the Q1, and then we had a freight headwind in the second quarter. As we lap that, we would expect to see in the second quarter a freight tailwind, assuming all things being normal in this freight environment. As we get into the back half of the year, that should be flattish to get us to a 10 basis point improvement on freight year-over-year. As you think about how we capitalize freight, we turn our inventory roughly 2 times a year, as we incur freight expenses, we capitalize those and expense them over a 6-month period. If there were to be elevated freight costs that were to come in over the next 6 months, we would see those go through our P&L in the back half of the year. That's roughly how we manage it, Max. Got it. That's helpful. I think one of the lessons that we learned last year is that it may be your customer shows less elasticity to you guys taking price. Does that give you more optionality this year as you look to potentially offset some of the transportation or other price increases that we're seeing? Within that, you did take less price on EBs than national brands. Just curious if there's an opportunity this year to catch up on that. Let me just keep on the freight for just a quick second. John can jump in on talking about our pricing strategy for the year. Some of the things that are allowing us to offset some of the increases that we've seen already are the negotiations that we've taken with some of our logistics partners. That's really allowing us already to offset some of the surcharges that we're seeing. As we get better discounts with our providers, even as the core or the gross cost goes up, we're able to offset that. That's been a nice benefit to us right now. If you look at container costs, while they've been elevated over the last 2 months, they're still relatively low compared to what some of the spikes we've seen over the last 3 or 4 years. It would have to get pretty outsized on the container cost for us to feel that in a material way this fiscal year. I don't wanna forecast what's going to happen with freight and fuel costs, we did wanna convey that we've got kind of the current run rate modeled in for the balance of the year and anything that kind of accelerates from here or elevates from here is not contemplated in the back half of the year. Thanks, Jim. Then if we look at our pricing strategy on third party as well as Exclusive Brands, the best way to put it is we're back to kind of normal business and normal cadence of business and price increases. We got through the holiday season. We completed our price increases on our Exclusive Brands. We continue to see nice performance with Exclusive Brands and, you know, every summer we see some price increases from some of our third-party vendors and it's really business as usual at this point. You know, IEPA tariff struck down the 10%, deemed unlawful but still in place. We're kind of running the business right now, business as usual from a pricing standpoint. Got it. Thanks a lot, guys. Best regards. Thanks, Max. The next question comes from Steven Zaccone with Citi. Great. Thank you very much for taking my question. Congrats on a nice quarter, nice year. I wanted to follow up there just thinking about same-store sales. Could you help us just understand in the quarter to date performance, what is the transaction versus ticket? And then, to follow up on the earlier question, how do you think about the outlook for transaction versus ticket this year? Obviously, your transaction compares are tougher in the first half, so how do we think about that over the cadence of the year? Sure. As we look at it for the first 6 weeks of the fiscal year, it really is how we believe it's gonna play out for the remainder of the year. We're up roughly 3 in AUR for the first 6 weeks. transactions rather, excuse me, we're up roughly 1. We think we'll be 0-1 on the transaction side and 2-3 on the AUR side. Okay, thanks. You mentioned opening two stores that are high visibility, high traffic. Kind of curious where they're going to be. In terms of the 70 store openings this year, can you just help us understand, you know, how you think about new markets versus existing markets in that store opening plans? Absolutely. One of the stores, the bigger and more expensive one is in on the strip in Las Vegas, and the second one is in a market in Southern California. As far as the 70 stores that we're planning on opening this year, we often struggle as we think about a new market versus an existing market. A number of stores that are going to be 40 miles plus away from an existing store is the majority of the 70. There are some that we'll open that are in closer proximity, particularly in bigger metropolitan markets that can be 10 miles apart or even closer. There are, you know, several of those that we'll plan on opening this year. Okay. Thanks for the detail. Best of luck. Thanks, Steve. The next question comes from Peter Keith with Piper Sandler. Thank you, guys. Congrats on the continued momentum here. With the subject of gas prices, there was a time years ago where Boot Barn actually might do better in a period of higher oil prices. I was wondering kind of where you stand today and how you think about the impact of higher oil prices, higher gas prices if these stay sustained. Specifically anything you're seeing in Texas as maybe one market that's potentially seeing a lift. Sure. I think generally speaking, if you're thinking about this from the input cost of things, clearly higher freight or higher fuel prices lead to higher freight costs, and that's something that puts some pressure on the model and often requires increases in pricing. If you're asking the question around our consumer, which I think those were the discussions we had, we've had, Peter, over the last 10 plus years. Our business is more diversified than it used to be out of the oil and gas markets. There is the thought that as we drill more in the U.S. or we do more fracking in the U.S. and we bring more of that oil production and refinery here into the U.S., that there could be a benefit to our core customer in some of the markets that, while we're less penetrated than we used to be, we over-penetrate compared to many other retailers. There's the potential that could be a benefit to certain folks. As far as what we're seeing right now, there's not anything that we're seeing in our business by geography that would lead us to believe that there's an impact that's helping us right now in those markets. Okay. Helpful. Maybe for John. Congrats on the Stagecoach presence. I know some of the online feedback was that you guys were one of the stronger brands, at that, at that festival. Should we think about that as, a Q1 impact to sales? Or do you think the branding was positioned that there is more of a sustained benefit over time? Thanks, Peter. That was a nice review of the brands that kinda own Stagecoach. That was really nice to see. I was at Stagecoach. I spent two days, one day at our stores, one day at the event, and one day watching the streaming side of it, which was the part that I was most excited about. I thought we did an incredible job in Southern California and for the folks who come in from Arizona and Nevada to come to Stagecoach. Our store event was great. Our on-site event at Stagecoach had lineups every single day. It looked amazing. The best part was the Mustang Stage presented by Boot Barn. It was a new stage for Stagecoach. Had bands, some kinda retro brand-bands on there, Diplo, Counting Crows, Bush, Third Eye Blind. It was streamed by Amazon. It was that amplification that we saw in the number of folks watching the Stagecoach Festival far beyond Southern California, turning it into a national, or you could even argue a global event, that most excited me. I think this is gonna be, over the long term, more and more folks across the country and the world recognizing the brand name. We're already working on how we're gonna be louder on that Mustang Stage next year in partnership with AEG. Okay. Sounds great. Thank you very much. Thanks, Peter. The next question comes from Janine Stichter with Jefferies. It's Janine Stichter with BTIG. I was hoping you could talk a little bit about the exclusive brand strategy, you know, over 40%, how you see that evolving. Definitely seems like you've made some big investments behind the private brands, but at the same time, seeing you add some new third-party brands. If you could just weigh in there on how you're thinking about that. Just on the guidance, I wanted to clarify, you know, typically, I think you take the prior 6 to 8 weeks or so of volume and then kind of run rate that through the year, macro you get. Yeah. Yeah. I'll take the first part, Janine, and then I'll pass it to Jim to talk through kinda how we came up with sales. On the Exclusive Brand side, you know, it has always been a little lumpy. Again, we had guided 100 Bps last fiscal year, penetration going from 38.6 to 39.6, and we nicely exceeded that by 120 Bps. We are marketing those Exclusive Brand sites and seeing some nice business come through those sites, so I'm still very optimistic about the growth and our march towards 50% Exclusive Brand penetration over the next several years. That being said, we are having some success with some third-party brands, especially in the workspace, that is putting some pressure on the overall exclusive brand rate. That's why it's a little lower this year than we have seen. We are fully confident that we will get to 50% exclusive brand growth over the next several years. Janine, on your guidance question, you got cut off or something happened. Do you mind repeating that, please? Sure. was just asking about, you know, typically you have the formula where you take the last, however many, 6-8 weeks of store volumes and then run rate it through annually. I think last year you gave a bit of a haircut due to macro. How are you thinking about the macro embedded in that formula this year? We did take a similar approach. We took February, March, and April and extrapolated that over the balance of the year. What we did different when compared to last year is we did not take a haircut from that guidance. The guidance that is laid out there is the guidance as the math works out in that extrapolation. Thank you. You're welcome. The next question comes from Jonathan Komp with Baird. Yeah. Good afternoon. This is Alex Conway on for John. I just wanted to ask, when you I know you mentioned not having seen really consumers across any income cohort pull back. When you kinda look at March and April, the comps, especially for the in-store, just pulling back a little bit from February and January and starting to see that come back here in May. Anything stand out that is necessarily driving that change? No. When we look at, when we look at the comps in store and we look at it by cohort, we're not seeing anything in one income bracket, in one geography, in one occupation that stands out. There's no kind of, quote-unquote, "K-shaped Economy impact" happening to our business. We are up against some strong comps from last year. You know, we're quite happy with the comps we're seeing in store and online and we're sitting at a +5% right now, and we've guided the year at a +4%. We feel good where the business is. We just know we're up against some of the toughest comps of last year. Great. Thank you. That's super helpful. Just one more kind of on the sourcing side. I know you mentioned you should start to see some benefits in the second half of this year. Just beyond just the tariff offsets, what are you really kind of sharpening there to get those benefits? Is there any potential of product cost increases given the current oil environment? We've asked that question of the sourcing team very recently, nothing dramatic happening on the raw material side right now that's worth calling out. When we look at how we're going to attack sourcing and our mix across the globe, kind of as we enter the next phase of tariffs, we are trying to leverage USMCA. We've started to move certain products, more products to Mexico where we're essentially duty-free. We're also looking at other duty-free countries that are part of other agreements, such as AGOA in the Africa region. Multi-sourcing products that we may have always had in a particular Asian country and then sourcing it in alternative countries. It's always a very fluid situation. I meet with the sourcing team once a week. We feel great about how they are bobbing and weaving, so to speak, through the tariff environment. Well, Jonathan, does that answer your question? Yes. Thank you again. Thank you. Thank you, Alex. The next question comes from Jay Sole with UBS. Super. Thank you so much. John, I wanna follow up, if possible, on the Exclusive Brands. You talked about 50% penetration, but I'm interested in sort of the standalone opportunity, given that, you know, the stores and the websites that you have and what you've learned over the last 90 days, that might, you know, inform your vision for the standalone side of what the Exclusive Brands could be, and where you might take those going forward. Yeah. Well, there's nothing planned for this fiscal year. It is gonna be kind of business as usual. Outside of these sites, I think these exclusive brand sites will build some nice business, and we'll continue to market them both in, you know, traditional digital methods such as Google PPC as well as TikTok. You know, we are seeding influencers with thousands of SKUs from our exclusive brand. We're gonna continue to push exclusive brand marketing as you would at any other standalone brand throughout the year. That has a lot of momentum and energy behind it. What we're not planning for this year, but I think about, and I've said this before often, is, at some point, you know, distributors internationally, and whether it be Canada or Australia or something, I would consider, would we ever take a particular category and wholesale it to a particular retailer? Possibly. I do think there are other growth drivers. Our commercial accounts business would be another place where we could skew towards exclusive brands. I think there are other growth levers beyond the marketing, the exclusive brand sites, making the brands more recognizable, more coveted. We're doing all those things this year. As I look forward to the next couple of fiscal years, I think some of those other growth levers will start to come into play, but they're not in fiscal 2027. Got it. If I can just follow up on one. Do you need to add extra infrastructure in terms of supply chain capabilities or IT capabilities to be able to maybe do some of those things, not this year, but next year, whether it's distributors or international or some of the other ways that maybe you could drive the exclusive brands? Yeah. I've had experience architecting these deals in a past life. The way we've always done it, and we would do it here, is you'd have one customer in each country, the distributor. The orders would peel off at the source. We wouldn't store here, we wouldn't ship it from here, and it would go directly to that distributor. It is very light in the way I've done this in my past life, from a footprint and resource standpoint. Got it. Okay. Thank you so much. The next question comes from Chris Nardone with Bank of America. Thanks, guys. Good afternoon. We just have a few margin follow-up questions. First on gross margins, can you just elaborate on the sustainability of this 10% buying occupancy leverage point beyond this year as you hold this level of unit growth? On SG&A, it looks like you're getting about 20 Bps of leverage for each 1 point of comp. If you continue to flow through better comps than what you're initially expecting, is there a good rule of thumb on how we can think about the incremental SG&A leverage as we also try to think about incentive comp potentially moving around? Thank you very much. Yeah. No, no problem. On the second question, on just the flow-through of a beat to our guidance, we typically model in a 35% flow-through to income from operations or EBIT on the beat. I think your math on the SG&A leverage also will get you probably to a pretty similar spot as you model that forward. As to the 10% same-store sales required to leverage buying occupancy and distribution center costs, as we get into next year, I would expect that to go down because I'm not anticipating having some of these other one-time or special investments that we talked through, particularly those 2 stores and the cycling of the lease amendment in our Southern California distribution center. So I would expect that to go back down a couple points. Okay. Got it. Just a quick follow-up on the digital comps. Can you just remind us how much these new exclusive brand websites you've launched over the last several months have contributed to that digital comp? Just remind us of the cadence of how we should think about lapping each launch throughout the fiscal year. We had mentioned on one of the last calls that, and we had two sites at that point, that they were contributing about a third of the e-commerce growth. It's a little cloudier right now. We are testing several different paid initiatives around the different sites. Some of them are much bigger. You know, Cody James is much, much bigger than Cleo & Wolf as an example. It's still undetermined how much of it will be part of the growth for e-commerce. Okay. Thanks, guys. Good luck. Thanks, Chris. The next question comes from Corey Tarlowe with Jefferies. Yeah, thanks. John, you made a comment about work boots and third parties, or I guess could you just clarify what it is that you meant around kind of that comment or that dynamic? Just curious there. Yeah. We have seen some great sell-through from some of our third party brands that we have bought. You know, we're retailers, so we're gonna provide what a customer wants to buy and sell them what they want from a product standpoint. We have seen some nice sell-through from several. This isn't, you know, one brand. Several work boot brands on the lace-up side as well as on the pull-on side. There's a little bit of rebalancing as part of this work boot reinvigoration that's happening as we bring in some of these fast-selling third-party brands. Of course, when we do that, we're gonna take a little bit of a hit on our exclusive brands on the work boot side. That work boot brand, EB penetration or Exclusive Brands penetration will be a bit of a drag on the overall Exclusive Brands penetration this year. Okay. Got it. Is there any way to kind of size up how that plays into the expectation for this year where you guided, the Exclusive Brands penetration? Just to clarify, Jim, I think you made a comment as well. Basically, it sounds like freight actually is getting to the full year. It's like a 10 basis point improvement. One would think that in an environment where freight costs are more elevated, that there would be, I guess, an incremental negative. I recognize that you're lapping higher costs. Is that simply all that is? I'm just curious how that is working out in the math. Thank you. Yeah. On the freight, it's really a function of some of the negotiations with our logistics partners that we've been able to work out in getting our rates down. Higher discounts may be a better way to explain. A higher rebates, better rates as we have increased in volume with those suppliers. Those improvements that we've seen in negotiations are helping to offset or even more than offset some of the rising costs that we're seeing. Again, to be very clear, we're not assuming rates that exceed what we're seeing today, which they are elevated from what we had a year ago. In an environment where those continue to rise and get significant or, you know, they don't go back down, they're prolonged at this point, the 10 Bps could be something less than 10. Back to your first question on work boots and the impact of those third party brands and the growth of 50 Bps. We're comfortable with the growth of 50 Bps of EB penetration for this fiscal year. It contemplates the rebalancing of the work boots. As a reminder, work boots make up roughly 15% of our sales. That implies that there's gonna be a decrease by, you know, 200-300 Bps of EB penetration on the work boot side. But the rest of the business, we're very pleased with how Exclusive Brands are progressing. This isn't something that's new to this year, Corey. Every year we'll have some fluctuations in different categories on Exclusive Brand penetration. Usually they're going up, sometimes they're going down. They're rebalancing as we cater to what the customer wants. Not something that we're concerned about, but as we look at the long-term growth of the Exclusive Brands, it's something that we've seen in the past as well. That's very helpful. Thanks so much, and best of luck. Thanks, Corey. The next question comes from Sam Poser with Williams Trading. Thank you for taking my questions. I got three. They're pretty simple. Yeah. 1, can you just give us the breakdown of the store and the e-comm year-to-date comps, just the 2. Number 2 is what regions somebody asked earlier about, you know, new markets. Could you talk about regions that you're focusing on with the new store openings? Lastly, what I view as the most important question, you've done a great job of narrowing your assortment in apparel. I'm hearing from talk to some of your vendors that you're working on the same thing in footwear, getting more focused in key items. Where are you on that journey? How is it helping? How long will it take to get where you're going? In the release, Sam, we've got the e-comm and the retail store comps broken out by month. In April, retail comps were up 3.8%, e-commerce was up 18.3%, and in the most recent 2-week period, they're both up about 5%. As far as the regions, I'd love to give you the roadmap, Sam, but unfortunately, on this public call particularly, it's a little hard for competitive reasons for us to lay out where we're planning on going with the stores. We'll have to refrain from sharing that right now. Then Sam, on the third question, yeah, correct. We had really last holiday season kinda leaned into that depth in denim and apparel. If I think about where we are on boots, I've got some, you know, great examples of where that has also occurred on some very, very popular boot styles in, you know, everything from work boots to women's to men's western. If I had to put it in an inning, we're probably in the fifth or sixth inning of that focus in boots. It takes a little longer for the vendors or our own factories, to be fair, to go as deep as we are able to do in denim, for example, overseas. I think there's still opportunity on the boot side. I think what we did with the merchandising teams in denim over the last 12 months, kinda opened their eyes to those opportunities in boots as well. I hear them talk about it weekly in our merchandising meetings, how they're doubling down and having, you know, more than 1 size run of a particular style. You know, we know that this one's gonna work. Let's have 2 or 3 size runs in a particular store. That philosophy has trickled through into the boot world from what we started on the soft goods with the denim. Is that helping your conversion rates as you can see it, do you think? Or I mean And if you do that better, that should theoretically improve your conversion rates and increase your inventory turn as the old stuff goes away. Is that fair? That's absolutely fair. We still have stores that are not comp from a conversion standpoint, so it's a little muddy. When you look at conversion for one particular category, albeit a big one with boots, the denominator, of course, is all the traffic. Yes, you're absolutely right. Thanks very much. Thanks, Sam. The next question comes from John Keypour with Goldman Sachs. Hey, guys. Thank you for fitting me in. I appreciate it. I have a couple questions. The first is just the cadence of the comps through the year. Just looking at 2-year stacks on a monthly basis, it seems like there's been acceleration, you know, in April and May at least, and a little bit before that too. I'm just wondering where the conservatism for the 2%-4% in the quarter and the 2%-4% in the year. I understand like July obviously is gonna be a pretty meaty comp, May was, you know, almost in line with July and it still did a 5%. I'm just wondering why the temperance on the 4% at the high end. I've got some follow-ups. Sure. The cadence throughout the year, the way we've planned it is pretty consistent quarter to quarter. You're right, we've got a +5% that we're sitting on here for the 1st 6 weeks, and we're guiding the behind of the range for the 1st quarter of 4%. I'll share with you that the 2nd half of May, so the 2nd 2 weeks of May last year, were a +14%, we have the tougher part of the comps ahead of us as we look through these next 2 weeks. Then as you can see, and as you pointed out, pretty strong comps as we get through the year. We're not afraid to comp the comp. We've done it in the past. I think it will be a pretty even comp, at least that's how we're modeling it for the year. Got it. Presumably the two high traffic stores you mentioned, opening this year, right? There's gonna be some elevated costs around that. Just wondering how we can think about the cadence of those costs layering in. It seems like 1 Q is going to bear some of that brunt, but I'm not sure exactly. Any clarity there? Yes. Both those stores are taking more of that expense in this Q1. One of those stores will open within the quarter, and the bigger of those will open later this year. I think it's relevant to call out on a full year that it puts some pressure on it. I think for modeling the buying and occupancy throughout the year, there are a lot of other things that weigh into the deleverage in each of those quarters more than those two stores. Okay. All right, that makes sense. The last one is just on tariffs. I'm not sure if you guys were explicit. I assume that at the moment you guys, the guidance is factoring in 10%. Just not sure on the in the back half of the year, are you expecting that through whatever mechanism, it jumps back up to the pre-SCOTUS ruling tariffs? No, it's really a plan of the 10% that's in there for right now. Then we will adapt to whatever tariff environment comes at us, similar to what we did last year. If we need to raise prices because we're seeing price increases, then that's something we'll do. My expectation is that, you know, barring some significant changes in the tariff environment, that the pricing will stay pretty well in check for this year. At least those are the early reads we're getting from our vendors. Okay. Thank you, guys. Appreciate it. Thank you. Thanks, John. The next question comes from Jeff Lick with Stephens. Hi, great. Thanks very much for taking my question. John, on the last call, you talked about how, you know, the sales to like Cody James and hawx.com, you know, the third-party environment or, you know, the direct environments. You were seeing customers that you had never seen before, and I was just curious if you could give an update if that's still happening. Have you had any success converting them into regular Boot Barn store customers? Yeah. Well, yes and yes. We are still seeing many of the majority of those customers, roughly 70% of them are customers who have never shopped with us in stores, on bootbarn.com or any of our other channels. They are net new customers to the brand, and we're seeing many of those then shop at Boot Barn. You know, when you order a product from us, we don't hide the fact that the packaging says Boot Barn, Sheplers, Country Outfitters. We let people know that, you know, this is coming from Boot Barn. We don't try and shield that and create unique packaging for each of the sites. I think the awareness to Boot Barn is coming to those customers in how they're getting their packages delivered to them. I don't have the number right in front of me of how many of them convert to Boot Barn customers, but we are absolutely seeing it happen. Just from a digital perspective, you know, what's kind of been the preferred or the most effective mechanisms you've been using to drive, you know, that kind of methodical marketing? For the exclusive brands, it has been social. It has been Meta and TikTok, and it is their, you know, it's the algorithm, right? They have an uncanny ability to target folks and find new customers for you. That's why we kind of plow those marketing dollars into those companies. And the other piece of it if you think about Meta and TikTok is the one place where a customer doesn't mind being interrupted by product discovery or an ad for a new product. Where even on YouTube, you could argue that it is disruptive to the experience they're having, and that really isn't true when you're on TikTok or Instagram. The combination of the medium and how people use it and how good the algorithm is at helping find new customers for us, that's where we're putting a large chunk of the marketing dollars for Exclusive Brands. Great. Thanks for squeezing me in, and continued success. Thanks, Jeff. The next question comes from Jeremy Hamblin with Craig-Hallum. Hey, this is Will on for Jeremy. Thanks for taking my question. Just wondering if you're able to quantify the total weather impact you saw in Q4 inclusive of the February storms. If there's anything to note on the Easter shift, and if that was a benefit at all to Q4. We did not quantify the total weather impact on Q4. We had some discussion on our last call, just early reads, but not something that we reported on for the full quarter. On the Easter impact, there was no real shift that we could see. I say shifts we can see. We can see the Easter shift and what happens around that, but that was all contained within the quarter. The thing that often gets a little hard to read through different spring breaks across the country as people are off for different times, depending on where that falls in the year, Easter or around Easter or not. Nothing worth calling out. Got it. Thanks. Best of luck. Thank you, Will. Thank you. This concludes our question and answer session and the Boot Barn Holdings Inc. Q4 2026 earnings call. Thank you for attending today's presentation. You may now disconnect. Thank you.