Good afternoon, everyone. Thank you for participating in today's conference call to discuss Clarus Corporation's financial results for the first quarter ending March 31st, 2023. Joining us today are Clarus Corporation's Executive Chairman, Warren Kanders, COO, Aaron Kuehne, CFO, Mike Yates, and the company's External Director of Investor Relations, Cody Slach. Following the remarks, we'll open the call for your questions. Before we go further, I'd like to turn the call over to Mr. Slach as he reads the company's safe harbor statements within the meaning of the Private Securities Litigation Reform Act of 1995. That provides important cautions regarding forward-looking statements. Cody, please go ahead. Thanks. Before we begin, I would like to remind everyone that during today's call, we will be making several forward-looking statements, and we make these statements under the safe harbor provisions of the Private Securities Litigation Reform Act. These forward-looking statements reflect our best estimates and assumptions based on our understanding of information known to us today. These forward-looking statements are subject to potential risks and uncertainties that could cause the actual results of operations or financial conditions of Clarus Corp to differ materially from those expressed or implied by the forward-looking statements. More information on potential factors that could affect the company's operating and financial results is included from time to time in the company's public reports filed with the Securities and Exchange Commission. I'd like to remind everyone this call will be available for replay through May 1st, 2024, starting at 7:00 P.M. Eastern Time tonight. A webcast replay will also be available via link provided in today's press release, as well as on the company's website at claruscorp.com. Now I'd like to turn the call over to Clarus's Executive Chairman, Warren Kanders. Warren? Thank you, Cody. Good afternoon. Thank you for joining Clarus's earnings call to review our results for the first quarter of 2023. I am joined today by Aaron Kuehne, our Chief Operating Officer, and Mike Yates, our Chief Financial Officer. I will start by addressing the overall business and corporate strategy. Aaron will provide an update on each of our business segments, and Mike will walk through our financial performance for the quarter. Our consolidated performance for the quarter highlights the resilience of our portfolio, given the uncertain market conditions and headwinds that carried over from 2022. Each of our segments experienced sequential top-line improvement throughout the first quarter. Outdoor generated modest growth over the prior year, highlighted by increases in our direct-to-consumer and international channels, which were mostly offset by fewer shipments to our North American retail partners due to elevated inventory levels and reduced open-to-buy dollars. Precision Sport started slowly in January as market participants took stock of inventory levels and customer demand across SKUs. In aggregate, sales in February and March were off 3% over the same period in 2022. We have quickly rebuilt our order book, indicating that we have open demand plus year-to-date shipments that covers more than 70% of our full- year sales target. We are seeing a strong focus on specialty components and calibers as our core reloading customers restock, while we remain constrained by limited availability of rifle shell casings. The first quarter presented a difficult comparison for Adventure given the record performance of the U.S. business in Q1 of 2022. The North American market continues to be hampered by promotional activity due to excess inventory at wholesale distributors down to retailers. While our North American business was off nearly 70% over the same period last year, we are seeing declines level off and turn to sequential growth. After a slow January in our Adventure's home markets of Australia and New Zealand, we saw sales in February and March that we believe represent stabilization. More importantly, the operational improvements we implemented are taking hold as we generated gross margins in excess of 40% for the quarter, versus 32% and 28% in Q4 and Q3 of last year, respectively. At the corporate level, I'm pleased with the progress that we have made to upgrade our segment leadership. As Clarus has grown from a single brand, Black Diamond, to three distinct segments, we identified the need to shift to an operating model focused on individual entity growth, accountability, and performance. The changes that began in late 2022 are now manifesting themselves throughout our organization. We implemented cost cuts in Q1 and Q2, which will save us $1 million at the corporate level on an annualized basis over 2022. As a precursor to our cost-saving initiatives, we recognized an inflection point in our organizational evolution, implementing a strategic plan to decentralize and focus on individual segment performance. As we look forward, we are establishing baselines in each business, upgrading our talent pool, and driving towards the critical few metrics that we believe matter to operations and shareholder value: cash flow generation, debt paydown, and margin enhancement at both the gross profit and EBITDA lines. With respect to cash flow generation, we've been working through inventory rationalization, which we expect to normalize by year-end. Our budgeting process for 2023 identified the inventory overhang affecting customer channels across all segments, and we have moderated our inbound purchases accordingly. Furthermore, as we focus our efforts at the segment level, we hired key leaders in outdoor and adventure who are each in the initial phases of their long-term planning. We are looking forward to sharing their views with you at the appropriate time. Neil Fiske joined as the new president of Black Diamond during Q1. An avid outdoorsman and experienced mountaineer, Neil brings deep expertise in building brands, driving innovation, and improving operational performance. We are enthusiastic about Neil's energy and vision for Black Diamond and its place as an iconic brand in the broader outdoor ecosystem. Likewise, in March, we hired Matt Hayward to run our Australian Adventure business. Matt has over 20 years of experience in brand architecture, product strategy, and global marketing operations. He was previously the Chief Marketing and New Business Development Officer at R.M.Williams, an iconic Australian brand. Prior to that, he was with L Catterton in its APAC operations and value add team, along with marketing roles at Deckers, Quiksilver, and DC Shoes. With that, thank you for being with us today, I'll turn the call over to Aaron. Thanks, Warren. Coming off an unprecedented three years of market volatility, shifting consumer spending habits, and supply chain challenges, we are principally focused on baselining each business segment, solidifying our long-term growth objectives, and enhancing the brand teams to ensure we are positioned for success and can sustainably execute our plans. The foundation of our brands has always started with our dedicated people and our hallmark approach to product innovation. We're excited to build sustainable growth through the implementation of our long-term strategic initiatives. Before getting into the individual segments, I would like to reiterate some of Warren's commentary around the baselining of our businesses, as there are overarching themes that apply to our consolidated business. First, we are laser- focused on the allocation of our capital behind the rate at which we introduce new product innovations focused on specific categories of growth. Two, we are expanding our geographical footprint in key markets of the U.S., Canada, Europe, Australia, Japan, and Korea. Third, we are increasing the depth of our presence in these geographies through increased penetration into key channels and segments, specifically our interactions with the end consumer, as we look to expand each of our brands. Finally, we continue to activate continuous improvement initiatives around increased capacities, efficiencies, and the elimination of non-value-add activities. Despite the challenging marketplace, we believe we are seeing stabilization in several end markets, and the initiatives I just highlighted will establish the footing for growth and increased profitability as we come out of 2023. Now turning to specific commentary about each of our segments. First, let me address outdoor. We believe the long-term trends continue to favor the outdoor industry, even as the market settles to a new normal post-pandemic. Q1 results reflect the strong international demand for the Black Diamond brand as Europe grew 26% year-over-year, and our international distributors grew 35%, exceeding our expectations for the period. Demand trends are strong for the brand, and we believe this highlights the strength of our relationship with our vast network of European specialty stores and the desire for the consumer to remain active in the outdoors. In North America, we are seeing a soft wholesale market continue to settle into a new normal post-pandemic as retailers work off a backlog of inventory and consumer spending trends towards the middle of the range between pre-pandemic levels and the sharp demand spike in outdoor categories during the COVID period. For much of the past two years, supply and demand have been out of balance, and we expect that it will take another six months before the market approaches a closer state of equilibrium. Market adjustments notwithstanding, the Black Diamond brand is strong. We see it in our direct-to-consumer business, where e-commerce grew 28% during the quarter, and comparable store sales lifted 13%. We see it in the growth of our apparel and lifestyle categories, which grew 50% year-over-year. We see it in global expansion, and we see it in the talent we are attracting to the business as we continue to strengthen our team at all levels in the organization and across key functions. Looking ahead for the year, our top priority remains bringing supply and demand into better alignment across our regions and channels while reducing our outdoor inventory levels by 15% by the end of this year compared to with the end of 2022. Also at the top of our priority list is rebuilding our sales and go-to-market approach in North America under the leadership of a new VP of sales for the region. Finally, we must balance our focus on short-term operational performance with strategic investments in areas that will drive long-term growth and market share gains, notably in product innovation, marketing, digital, and international. In our Precision segment, difficulty sourcing shell casings and heavy inventories at both retailers and distributors, in particular with pistol and revolver calibers and the more popular rifle calibers such as.223, masked an otherwise strong order book. Somewhat offsetting this headwind was strength in our OEM vertical due to the programs we have developed with key partners over the years, driven by best-in-class product and the proven ability to be a reliable partner, as well as strong demand in our reloading businesses. Despite the headwinds in retail, our Barnes brand continues to be in high demand when it comes to centerfire rifle cartridges, as our all-copper solutions continue to demonstrate world-class terminal ballistics required by the super fan hunter. Demand for niche, new or less mainstream cartridges is also still very high, limited only by our availability of the brass cases required to load and deliver this product. The response we are receiving from dealers to new product launches like our Pioneer line of ammo, which is focused on lever gun and revolvers, is positive. Combined with the relationships that we have with our key distribution partners, we believe we will continue to steal market share in 2023. Moving forward, we plan to focus on several initiatives in our Precision segment. First, we are working to shore up component sourcing challenges associated with shell cases. Second, we are working to refresh the Sierra ammunition lines later this year. Third, we will continue to create more dealer and consumer touch points for both brands. Finally, we will focus on building and fostering key relationships with tier one retailers, wholesalers, and key accounts. Given the strength of our brands and diversity of the end markets we serve, we feel strongly that 2023 will present various opportunities to build further momentum within our brands. Finally, our Adventure segment. Headwinds around new vehicle supply, lagging demand, and imbalanced inventory levels at our larger key distributors and retail partners persisted in Q1, impacting sales velocity. Irrespective of these headwinds, we remain excited by the global addressable market for overlanding, which we define as the intersection of the automotive enthusiast with the outdoor super fan. This is supported by the most recent issue of SEMA Future Trends, where the light truck segment, which includes pickups, vans, SUVs, and CUVs, is forecasted to account for close to 80% of all new vehicle sales by 2027, with pickups alone making up nearly 50% of all new vehicles sold. Our commitment to great teams, along with permanent changes to the cost structure, have set the table for an expected sustainable business in the long- term. With Matt's recent hiring, we have now completed the transition from a founder-led to a management-led organization, and we are committed to a renewed emphasis on being customer and consumer- centric and bringing to life a new approach to the unique ecosystem that our adventure segment can bring to one's lifestyle. The business has strong fundamentals in place, and we expect to invest in a number of initiatives to support our business partners through 2023 and beyond, and to drive best-in-class customer service while managing a more challenging macroeconomic environment. We have already launched a number of unique product solutions and will be ramping this up throughout 2023. The opportunities outside of Rhino-Rack's home market are coming to fruition as we step into new markets this year, like Japan, Saudi Arabia, and China. Unfortunately, we still do expect the supply and demand imbalance with new vehicles to persist in 2023, particularly in Australia. We have important initiatives we believe will accelerate our growth. Let me lay them out here. First, we'll focus on transforming our product development and innovation processes to drive significant improvement in speed of market and product differentiation. We have a renewed focus on customer and consumer insights to drive an overhauled product hierarchy. A key part of our go-to-market evolution will be how we create and launch products as part of a larger ecosystem of lifestyle demands. Next is customer service. With a renewed focus on our key account partnerships and key account programs, the goal is to be the easiest partner to work with within the industry. Our people will be empowered to take action and drive performance with an understanding that there are different business models for different customers. Next is digital transformation. We are planning to maximize our operational infrastructure to develop our e-commerce platforms to support both B2B and B2 C opportunities. We are aiming to build our distribution strategy around the consumer in a way that will continuously strengthen our premium market positioning and drive pricing power. Finally, we will be data-led in our decisions. We are developing a demand and data-driven operating model that plans, buys, and sells inventory closer to demand. Notwithstanding the difficult macroclimate and inventory headwinds, we firmly believe our brands are well- positioned to achieve their long-term growth targets. Climbing, backcountry skiing, trail running, hiking, competitive shooting, overlanding, and adventuring are mega trends in the outdoor world, and we do not anticipate this changing anytime soon. Now I will pass the call to Mike to discuss our Q1 financial results in more detail. Mike? Thank you, Aaron. Good afternoon, everyone. Jumping right into our performance in the first quarter, sales were $97.4 million compared to $113.3 million in the prior year quarter, down 14%. On a constant currency basis, total sales were down 12%. First quarter sales in our Outdoor segment were up 2% to $52.8 million versus $51.5 million in the first quarter of 2022. If you adjust for foreign currency exchange headwind, Outdoor sales would have been up 5%. As Aaron mentioned, while we've done a good job closing the gap on outstanding Black Diamond orders, we are still constrained by lower open-to-buy from our key North American retail partners, due in part to their inventory destocking activities. Partially offsetting this decline was continued strong execution in the first quarter in the key markets where we pivoted to in the second half of 2022, the direct-to-consumer market, the European market, and our IGD markets. Precision Sport sales were $27.1 million in the first quarter, compared to $33.1 million in the same quarter last year. We continue to experience challenges sourcing brass casings for ammunition that inhibited our ability to deliver against our order book. Imbalanced inventory levels within the more popular pistol and revolver, as well as rifle cartridges at retail, also impacted sales velocity. Irrespective of these headwinds, we still experience growth in Sierra's domestic and international green box categories due to our specific focus to produce bullets to fulfill orders that have been on backorder for over 12 months. Moving to Barnes, we experienced strong demand and sales conversion in our international and domestic OEM products due to continued strong worldwide demand for our all-copper bullet. The Adventure segment contributed sales of $17.5 million versus $28.6 million in the prior year. Sales were down 39% on a reported basis and 36% after considering the impact of foreign exchange. Sales were down $11.1 million on a quarter-over-quarter basis. The most significant driver of this decrease was from the Rhino-Rack North American market, where sales were down $5.7 million. The decline reflects lower consumer demand given the challenging economic environment, higher inventories at the distributor level, and constraints on new vehicle deliveries. As Aaron discussed, despite these results, our long-term positive view of the Rhino-Rack brand in the U.S. remains intact. Moving on to gross margins. Consolidated gross margin in the first quarter declined to 37.0% compared to 39.1% in the year ago period. Margins did benefit from lower freight costs this quarter by 290 basis points, but this was offset by unfavorable FX of 150 basis points, higher reserves for inventory of 130 basis points, and unfavorable product and channel sales mix of 220 basis points. Selling, general, and administrative expenses in the first quarter decreased 4% to $32.8 million compared to $34.2 million in the same quarter a year ago. The decline was driven by disciplined expense management at the Adventure and Precision Sport segments, as well as lower non-cash stock-based compensation expense for performance awards at corporate. These savings were partially offset by higher investments at Outdoor for employee costs and investments in our direct-to-consumer channel. Net income in the first quarter was $1.6 million, or $0.04 per diluted share, compared to net income of $5.3 million, or $0.13 per diluted share, in the prior year quarter. Adjusted EBITDA in the first quarter was $9.6 million or an adjusted EBITDA margin of 9.9% compared to $19.7 million or an adjusted EBITDA margin of 17.4% in the same year-ago quarter. The biggest drivers of this decline was a $2.4 million headwind due to the strength of the U.S. dollar and lower volumes at our Precision Sports and Adventure segments. I'll shift to our liquidity and asset efficiency. At March 31, 2023, cash and cash equivalents were $10.3 million compared to $12.1 million at December 31, 2022. Free cash flow, defined as net cash provided by operating activities less capital expenditures for the first quarter of 2023, was $1.7 million, compared to a negative cash flow of $12.7 million of free cash flow in the same quarter a year ago. This is reflective of our conscious effort to reduce inventory, generate free cash flow, and pay down debt. During the quarter, we reduced inventory by $1.3 million. We also paid down $2.2 million in debt and ended the quarter with total debt of $137 million. This put us in a net debt position of $127 million, with a net debt leverage of 2.4x on a trailing twelve-month adjusted EBITDA basis, which is at a low end of our range of 2x-3x. We expect to stay within this range in the near future. Under our $300 million revolving credit facility, we have approximately $18 million outstanding and further borrowing capacity of approximately $61 million at March 31, 2023, while maintaining compliance with required covenants under our credit agreement. From a tax perspective, we have over $17 million of NOLs remaining, and we expect these NOLs to offset The majority of federal cash tax is due in 2023. Moving to the 2023 outlook. We continue to expect sales of approximately $420 million and adjusted EBITDA of approximately $60 million, or an adjusted EBITDA margin of 14.3%. We expect full-year capital expenditures to range between $7 million and $8 million, and free cash flow is still expected to range between $30 million and $40 million for the full-year 2023. For the second quarter of 2023, we expect consolidated sales to be approximately $92 million, reflecting continued headwinds surrounding unwinding of inventory at our key North American partners, both at Outdoor and Rhino-Rack USA. I'll pause here, hand the call back to the operator, and we're ready for Q&A. Thank you. To ask a question, please press star one one on your telephone and wait for your name to be announced. To withdraw your question, just press star one one again. Please stand by. We compile the Q&A roster. One moment for our first question. Our first question comes from the line of Randy Konik from Jefferies. Your line is open. Yeah, thanks a lot, good afternoon, everybody. I guess my first question would be probably for Warren. You know, Warren Kanders, you gave some really clear points on your financial focus for the next, you know, few years, around, you know, very much around margins, free cash flow, debt pay down. I guess maybe what would be helpful, to talk to us. Maybe you could talk to us around your vision on the biggest changes or enhancements you expect to see or may expect to see around strategy or strategic direction, you know, now that you have new leaders in place around Neil Fiske and Mathew Hayward over the next few years. That would be very helpful from your vantage point. Yeah. Randy, thank you for the question. So you know, where we are, you know, where we are today, is we have two new leaders, you know, in both the Black Diamond and our Australian businesses. If I start with Neil. Neil's been in the seat for three months as of today. He's made many hires already to fill in a lot of gaps that we've had. One of the, you know, one of the, you know, holes that we had was actually in North American sales and all of the folks surrounding that. I'm pleased to say that we now have a very strong leader in North American sales, and some others as well that we've identified. You know, we've made good progress there. Neil has as you know, his early background was as a partner at BCG. You know, we've had the opportunity to review the first iteration of his long-r ange plan. You know, we expect to have that finalized, you know, in the next 45 days. Then it's about, you know, execution. I am very excited about how he's thinking about the business. You know, there's going to be a focus on, you know, those areas that we feel that we can grow at a more rapid pace. It's just not, you know, managing, you know, the business for, you know, immediate profitability and optimizing that, but, you know, really having a multi-year look at, you know, where we should be and how we should develop the business. Some of those, you know, categories happen to be, you know, our strongest categories. Those would include, you know, apparel, you know, which you know about, and Neil's background, you know, speaks to that, you know, having been at Eddie Bauer and Dakine. Also, you know, trekking poles, lighting products, packs, etc. We are focused on those. When you start to include those in the mix, those on balance are higher margin products than the existing product mix that we would have today. We are very, very excited about that. Similarly with the Australian businesses, Matt's been in there for about two months now. He's working on his long-range plan, and we expect to have similar discussions with him. It's our hope that as we refine and conclude those plans, that we will be able to introduce our management team to you later on this year and have, you know, presentations to that effect to outline, you know, how we're thinking about those businesses and what we see as the, you know, the opportunities both in the long term and both in the short term and the long term for those, you know, for those companies. On the Sierra Barnes side, you know, we continue to, you know, work through, you know, the issues. I think that the, you know, as you know, you've heard several times, some discussions about shell casings. We're working hard on that so that we would have, you know, possibly, you know, that locked down for us. Otherwise, you know, it's really the, it's really the mix of business again there and reducing the, you know, the number of changeovers that we have, which does impact our margins. We're seeing, you know, we're seeing good visibility today for that for both of those businesses. Super helpful. I guess lastly, Mike, you know, you reiterated the annual guidance, super helpful there. I just wanna understand, are there any nuances to be thinking about or that we should be considering either around gross margin, or SG&A, as it relates to anything to be nuanced throughout the second, third, or fourth quarters, that we should be considering in thinking about our modeling? Thanks. No, sure, Randy. No. Gross margin should be in that historical range, right? 37%-39%. That's how we're looking at it. The guide, we did guide the $92 million for the second quarter. That implies about a $230 million back half compared to a $190 million first half of the year, right, on the top line. The success in order to achieve that is really dependent upon us seeing some improvement in North American wholesale, right, and see that pick up. Also, if we, as Warren just alluded to, we're working very diligently to secure shell cases, right? If we secure those shell cases in the back half of the year, that will definitely help and lift the top-line results in the back half of the year as well. you know, those two things alone, along with FX, will be beneficial in the back half as well. Those are the kind of things you gotta kind of model in to kind of in my opinion, to understand, you know, our guide, right, for the first half of the year compared to what has to happen in the second half of the year. Super helpful. Thanks, guys. One moment for our next question. Our next question comes the line of Alex Perry from Bank of America. Your line is open. Hi. Thanks for taking my questions. I guess just first on the quarter, I think sales came in above, but maybe EBITDA margin came in below, you know, sort of what you were expecting. I guess just first, where was the deviation versus when you guided, you know, at the end of February, especially on sort of the EBITDA margin? Thanks. Sure, Alex. Hey, it's Mike. I'll take that. Yeah, obviously, top- line, we, you know, we overperformed by a couple million compared to what the consensus was and what we told you just, you know, 60 days ago, which is fantastic. On the bottom line, you know, freight was a big tailwind, 290 basis points. It's really at the gross margin line is where the difference is. You know, it, you know, with the beat on the top line and SG&A coming in less than last year, it's all at the gross margin line. Freight was a tailwind of 290 basis points, we gave up 200 basis points on the flip side through FX being 150 basis points headwind. We did set up 130 basis points worth of reserves for inventory. We also had about 220 basis point challenge from product mix and channel. Obviously, when we're selling less through the North American market, you know, that hurts our profitability, right? Our profitability at BD is hindered when we're not getting the volume at the North American side of the BD business. Because, you know, the European, as I mentioned in the prepared remarks, our European business, our IGD business, our D2C business continue to have outstanding performance, right? That's really where we saw it, at those four categories at the gross profit line that caused the EBITDA challenges. That's really helpful. I guess my second question, you know, may be a follow-up to an earlier question. You know, depending on the year, 1Q is typically your first or second highest EBITDA quarter. I guess to get to the EBITDA guide, you know, you have to imply a pretty big acceleration from here, especially in the back half. I guess first, maybe any help on what sort of margin, EBITDA margin we should be expecting on that $92 million of sales for Q2? In terms of what gives you the confidence on that sort of 1H, 2H split, is there something that you have visibility on today that gives you know, that you feel confident in that? Like, your fall 2023 BD order book being up year-over-year or something else that would give you the sort of confidence to hit the acceleration in the guide? Thanks. Sure. Let me run with that one too. It's a couple of things I just mentioned on the last question, right? You gotta understand one other thing that's super important, though. Historically, the BD business and the Clarus's business did about 55% of the top line in the back half of the year. You know, you gotta see that again in this coming, coming year. We also historically have done about You know, 50% of our EBITDA in the last three, four months of the year. You're gonna see a big, you know, and that's where the cash flow gets generated as well, right? That's, that's what you have to believe, along with us seeing an uptick in North America wholesale and also seeing our, you know, successful supply agreement for shell cases. You know, if all those things happen, you know, that's how you reconcile back to kind of this being a, I'll call it, a back to half of the year EBITDA loaded, you know, guide. Hey, Mike, this is Aaron. You all right if I jump in real quick on that one as well? Sure. Alex, I think it's also important to highlight that there is this difference between demand in the marketplace versus also that of destocking or the liquidity constraints that some of our retail partners, in particular in North America, are facing. As we continue to, you know, do channel checks and have conversations with our various partners, it's continued to be solidified that our demand is stable and is strong and that we're actually seeing sell- through. What we're seeing, though, is that as, you know, we're not seeing it in our financial results quite yet just because of the whole destocking activity. A lot of these North American retail partners are also constrained from an open-to-buy standpoint. You know, we've seen a lot of the headlines over the recent months of just where people are. You know, we do anticipate that it's gonna take us a little bit of time here in the next month or two to be able to see some of this start to flow through. One of the other things that we've seen is that the elongation of the, of the winter season here in North America has also delayed what we would typically see in terms of strong spring, summer deliveries that would already start in March. Those are, you know, those still haven't kicked in to the full extent that we would anticipate. We've, we've implemented a series of different productivity initiatives. We're very disciplined from a cost standpoint. We're being very diligent in terms of just how we run the business, but also from an overarching revenue and growth standpoint, we are still working through that destocking activity. I think it's just important to highlight that the demand is still stable. It's just that we've got to work through these timing issues. Great. Sorry, just on the 2Q, EBITDA margin, should it sort of decelerate versus where the, you know, 9.9% in the first quarter, or how should we think about, you know, the margin on the $92 million in sales? We're not gonna give a guide on that. It, you know, it should be better, right? It should be better, right? I walked through a lot of unusuals. We wrote off some inventory. We had poor channel and product mix, right? FX, you know, was a headwind. You know, I think, I think it should be better. Perfect. Thanks a lot. Best of luck going forward. Thank you, Alex. Thank you. One moment for our next question. Our next question comes from the line of Laurent Vasilescu from BNP Paribas. Your line is open. Good afternoon. Thank you very much for taking my question. Aaron, it's nice to have you back on the call. I'd just like to understand the magnitude of the 2Q revenue guide down. Can you I know you guys are not gonna guide or give us a framework for the three divisions, but just like how is it down 20%? Is outdoor gonna be down sharply as well in the quarter? If so, was there a timing shift into 1Q? Just if you could help us walk through on the 2Q top- line. You know, we did $115 million in the second quarter last year, right? That, you know, to your point, that's down, you know, $23 million. You know, it's a little bit of everything. You're gonna see some weakness across all three segments. When I say weakness combined compared to outstanding performance last year, right? If you go to the Adventure business, we did $28 million last year, right? That was in the second quarter, led by strong demand in Australia and even stronger demand in the North American market, right? $5 million-$6 million of that decline is right off the North American Rhino-Rack space. If you jump over to the outdoor, you're gonna see a continued assumption that we're making that North American retail is gonna stay weak right here in the first half of the year, right? That's a significant, you know, headwind relative to last year as well. Then same with the Precision Sports business. Precision Sports last year, we did over $35 million of revenue, you know. If we do a similar amount of revenue as this past quarter at Precision Sports, you know, that's another $7 million-$8 million of headwind right there. It doesn't take much to kind of build up that $20-some million dollar decline, right? It's really back to what I talked about right off the bat is, you know, the in the back half of the year with improving conditions in North America, improving access to some of the shell cases and the stabilization in the Adventure business, both, you know, as Aaron just alluded to, in the market here in the U.S., the demand, you know, we believe the brand is positioned well. It's just that they got to that some of our distribution partners have to work through some of the inventory that they have. Okay. Helpful. Then kind of piggybacking off of Alex's question, you know, he asked explicitly, or implicitly the 2Q EBITDA number. You guide to 2Q revenues, and you've guided to 1Q revenues. Street just missed 1Q EBITDA. Why not? Is there a rationale for not guiding to 2Q EBITDA so we don't miss the street, so we don't miss the estimate numbers? You know, it really gets back down to baselining our businesses. As we work through baselining these businesses in 2023, we're taking a very conservative approach with guidance, you know, and we're using the word conservative by limiting the amount of guidance we're giving, right, at the segment level or at the profitability level as we work through baselining each of these brands, right? Like we said, you know, 60 days ago, we'll pivot into where the best opportunities are to drive EBITDA and sales growth, right, as we work through 2023, right, and position us in the best spot to kind of get back to, I'll say, normal in 2024. Okay. Last question. Thank you for that. Last question, Mike, is on the 2H guidance, right. Yes. For 2 H. Yep. It looks like it's more mid-singles. I mean, any framework about like, and I'm not explicitly in 3 Q, but should it be balanced? Is that your viewpoint as today as the backlog? No. Should it be balanced? No. Historically, you're gonna see Q3 outperform Q4, right? That's, you know, that's Q3 is our big quarter, right? As we move, you know, inventory, you know, we'll build up inventory here in June and July, and then we'll ship that out in July, August, and September for it. You're gonna see Q3 should be a little stronger than Q4, just based on seasonal and, you know, historical patterns. On growth rates, not. You're talking about growth rates here, right? Just. No, I was actually talking dollars. I was talking dollars. I'm sorry. Okay. Sorry. I was actually asking about growth rates. Should the growth rates be equal in 3Q versus 4Q? Well, last, you know, last year, it's kinda hard to say that. I think they probably will be because Q4 last year was a non-typical quarter. Last year, we only did $104 million. We did $115 million in the third quarter. I would expect those to be, you know, I think the growth rate in Q4 will actually be stronger. It will actually be stronger. Historically, I would say, I think the trend historically is that Q3 would be stronger. I think this year, because of the once business, the businesses started to see the our customers destocking inventory last year, Q4 is really where we got hammered last year, as you recall. I think the growth rate this year should be much improved into the fourth quarter. Thank you, Mike. Appreciate it. Sure. One moment for our next question. Our next question comes line of Matthew Koranda from ROTH. Your line is open. Hey, guys. Good afternoon. Just backing up to the kind of the broader strategic vision. As you look at the segment leader plans preliminarily, I'm just curious if there's any early color on how to think about how their segment performance views fit into your 2023 outlook. Any notable areas of divergence or convergence? Just timing this year in terms of when you think we'll be able to hear directly from the business unit leaders on sort of long-term planning. Is that something that could happen as early as the second quarter, or is that more likely kind of a late back half event? I'll take that. That's easy. I think we, you know, we've talked, Matt, about doing some type of, you know, investor show, probably keep it simple in New York or somewhere where we introduce the three leaders and have them, you know, pitch their segment, their businesses to each, you know, to all interested parties, you know, 30, 45 minutes of presentation and then a good 15 minutes of Q&A. We'd like to organize that, before we get them out on the road, we definitely wanna get them comfortable with their, you know, their business and most importantly, focused on their LRPs and what they're doing, right? Keith has been in his seat for over a couple of years now, maybe closer to three at the Precision Sport business, but the other two have only been in their seats for two months and three months, respectively. We hope to do that, the earliest I see us doing that is September, definitely if it's on September, we'll get that done in the fourth quarter. Okay, great. Just more specifically, curious on outdoor, if you could maybe make some commentary on sell-through trends in outdoor, and then just health of channel inventory. I mean, obviously we're going through a destocking cycle. Any further detail you could provide, either maybe segmentation among customers, mass versus specialty, and sort of health of channel inventory. It sounded like you made commentary that said, "We're not gonna clean up inventory in that space until probably third quarter at best." Maybe just what that could mean for sort of the growth inflection between third and fourth quarter or maybe just seasonality in outdoor for the year? Yeah. This is Aaron, and I'll take that one. Specifically to that of the outdoor space or the outdoor segment, here in North America in particular. What we've seen is that really at the beginning of July of last year, we started to see this self-correction, and obviously it's had a long tail to it. Coming into this year, the indications were highlighting that things were starting to get recalibrated and that we are starting to see a normalization. What is overshadowing some of this is that one, the elongation of the winter season, but also just the continued work through of open-to-buy and liquidity within the retail partners, you know, own balance sheets. What we have seen through the course of Q1 is that we continue to see a lot of progress taking place in terms of the destocking, in terms of what's going on from a sell-through perspective versus that of what's happening in terms of their inventory positions. There is a dislocation starting to occur where the sell-through data is much more positive and highlights that the destocking activities are taking hold. At the same time, because of what we've seen in Q1, we wanna continue to be conservative in our approach as we work through Q2 and Q3, because what is clear is that although the demand is there and that the destocking activities are taking place, what is still a little bit opaque for us is exactly how people are positioned internally from a open-to-buy liquidity standpoint and when that's gonna start to impact us specifically as a brand. You know, one of the pieces of commentary that we've provided over the last couple of quarters as well is that we don't believe that we are necessarily the driver behind this, but more just the overarching space in general. Because of, you know, the different dynamics that people are working through, we just got caught in the, in the wash cycle, and therefore it's gonna require some of this to get cleaned out. We do believe it is a timing issue where we'll start to see an acceleration take place because once again, when we do channel checks ourselves and have communication with the different retail partners, it's clear that our product is moving and that there is demand for the brand. It's just that they've got some internal workings that need to be worked through. Okay. Got it. If I could just sneak one more in on Precision. I guess I was a little surprised this was down 18% year-over-year. Just if you could quantify maybe the component availability constraints, maybe the casings constraint that held you back on revenue, that'd be interesting. Just curious if you could maybe comment on pricing environment for the specialty calibers that you typically provide in terms of loaded rounds. What's that, what's the health of pricing look like and just channel inventory in general across the board? When you size up the decrease at the Precision Sport segment, the decrease was, call it, $6 million or so. All of that was driven by domestic ammo or ammo in the domestic space. Some of that is driven based off of just overall market conditions and the demand, et cetera, but it's really because of the shell case availability that we continue to struggle with because where we are extremely well positioned is within the centerfire rifle hunt side of things where people are really coming to us still for those key categories. There's seven to eight cartridges that there's still high demand for that we continue to have struggles in terms of being able to source shell cases for. What you're seeing in the marketplace with pistol and revolver ammo as well as.223 and even some of the.300 Blackout, et cetera, that's where you're seeing a lot of the price compression or the competition taking place. We don't play in that space a whole lot. If you recall, you know, we did have some of the business that was susceptible to that where we, in Q4, we were able to move through a lot of the overhang in terms of inventory in that space. Our focus really is around how we continue to service the customer and the consumer with those key cartridges in centerfire rifle hunt, but also some of these other niche players, as I highlighted in the prepared remarks around like the new Pioneer line that's focused on the lever action and revolver side of things as well. It is having a negative impact on this. We are aggressively working through how we can mitigate and overcome those challenges, but it is driving, you know, the bulk or the majority of the miss or the decrease compared to last year. Okay. Very helpful. I'll jump back in queue. Thanks, guys. One moment for our next question. Our next question will come from the line of Joe Altobello from Raymond James. Your line is open. Thanks. Hey, guys. Good afternoon. I guess I'll start with Precision Sport. Obviously, the supply chain challenges that you guys saw this quarter, nothing really new, but it sounds like it got worse. Maybe what caused it to get worse, and any thoughts on vertically integrating to alleviate this? Yeah. Joe, this is Aaron. Unfortunately, you know, when we compared to last year, we were able to securitize a few more shell cases and had some carryover inventory coming into last year, that helped alleviate some of the pressures where as you saw, right, we had a record year last year within that segment. Trying to replicate that this year with not having all the tools in place as it relates to shell case availability has been a hindrance. That is something that we continue to work through. You know, it's something that the team is aggressively working on and we believe that we'll have a solution over the course of the next couple of months to help us, you know, navigate through these waters. At the same time, you know, we continue to look at the allocation of capital and where we wanna place our bets in terms of the different growth opportunities, but also the opportunities to enhance profitability across the board. As mentioned, you know, one of the things that we need to make sure of is that we continue to roll up the individual business units and understand where the different opportunities are. As we work through the LRP process within the outdoor segment as well as the Adventure side of things, that'll help provide additional clarity as to how we think about additional investments, whether it be expanded capacities or vertical integration, et cetera, et cetera. In the meantime, what we need to be able to solve for is the now and today, and so that's where our focus is as well. Yeah. The only thing I'd add to that, Joe, is, yeah, right, if we did choose to vertical integrate, that, you know, that's 18 probably closer to 24 months out. To Aaron's point, you know, we have to solve this problem, you know, in the now. Okay. Maybe a point of clarification for you, Mike. The inventory reserve, was that contemplated in your Q1 margin guide? No, it was, it was not. Okay. Maybe one last one from a leadership standpoint. Is there a plan to replace John, or will you be effectively assuming his duties, Warren, at least in the near term? Yes. There is no intention to replace John. I will be assuming those duties. You know, it's, you know, we're, my focus has been on working closely with Neil and Matt to ensure that, you know, we have the long-range plans perfected. You know, I think you're gonna be excited when we share those with you. That's been my focus. We'll just see how it goes. You know, right now, you know, we have taken out some other people out of, you know, the corporate overhead. As Aaron pointed out, we're continuing to look at, you know, taking additional costs out of the business now. We're, you know, seeing in some of our, you know, in some of the areas, Some of our resource requirements and so on, the prices have been, the costs have been going down and so on, and we're really, you know, working hard to pick up some margin in those ways. Okay. Thank you, guys. Yep. One moment for the next question. Our next question will come from the line of Jim Duffy from Stifel. Your line is open. Thank you. Good afternoon. For me, a big picture question on the Adventure segment. I'm curious your thoughts as it relates to capital allocation. You've owned the Rhino-Rack business coming up on two years now. Clearly some category challenges in the near term. You've made some leadership changes. Big picture, do you still like this category and see it strategic to the broader portfolio? I'm also curious how you're feeling about the margin opportunity for that business relative to your initial expectations. Lastly, interested in perspective on how far along you are in the path of pursuing B2B opportunities for Rhino-Rack and, you know, why Rhino-Rack may be uniquely positioned in those B2B market landscapes. Thank you. Thanks, Jim. I was gonna say, Warren, do you want me to take this or do you wanna jump in? No, you can take it. I know what you're gonna say, but you can take it. Okay. Yeah. Jim, we absolutely love this space. You know, when you think about the Adventure segment, where we believe that we are extremely well- positioned, is this cross-section between the off-road or the automotive enthusiasts and that of the outdoor space. That's a very unique position to be in because it enables us to build access, a much larger addressable market, but also to capture, you know, what we love, our activity-based consumers on both ends of the spectrum. As you highlighted, it's been a bit of a rough go for us, but it doesn't take away from the overarching thesis as it relates to how we think about this business. One is we've been able to continue to interact with our key retail partners, but also get feedback from the consumers. They absolutely love our product. Our product has a unique design to it. It's OE ready. You know, we have some strong B2B relationships already, but they're not global in nature. They're more focused regionally, in particular in the Asia-Pacific side of things. As we continue to roll it out, we also see that the macro trends are very focused on this overlanding adventuring type segment. We saw this in this last SEMA when Toyota was 100% dedicated in terms of their overall presentation to the overlanding segment and really, you know, finding ways to capture, to bring in the different consumers into the space. As we also highlighted during the prepared remarks, when you look at where the trends are going from an automobile standpoint, 80% of the automobiles in 2027 are expected to be focused on this type of space that we're focused on as well. What it really comes down to is we've got to just continue to weather the storm. You know, there's some anomalies that have taken place, whether it be COVID shutdowns, biblical floods, you know, the lack of a vehicle availability. It's interesting, in Australia, they're still suffering from this. There's currently 60,000 vehicles in quarantine trying to get into Australia. You know, not only have consumers in that region been waiting for six to 18 months to get a vehicle, but now it's gonna be elongated by another two months as they work through that process. In the meantime, though, what we have been doing is we've been upgrading our team, as highlighted, you know, through the hiring of Matt, which we're extremely excited by. That consummates this Founder-led and management-led transition. Also, we've been very focused on instilling other fundamental verticals within that business to make sure that we are geared for not only growth but also increased profitability. We've been able to see that. You know, I think the sequential improvements that we've seen from a gross margin standpoint, while volumes have still been pretty suppressed, is pretty impressive when you think about we've gone from, you know, high 20% to low 30% gross margin profiles of Q3 and Q4 of last year to now right around 40%, highlights that the productivity initiatives that we've implemented, you know, the value creation activities or the value leakage elimination activities that we've implemented are coming to fruition. Now, as we continue to work through the market dynamics, but also come out with new products and also enhance the overall awareness of the brand, it really primes us or positions us well to be able to take advantage of not only the macro trends, but also a brand that's extremely well-positioned and well-respected in the different geographical regions. When we think about long- term, you know, immediately right now, our head is down, just trying to grind through the different puts and takes of the current environment. We're very excited by what the future holds because of where the space is going, the way that we're positioned, and the improvements that we've been able to make, both from a process and system standpoint, but also personnel. To answer the last part of your question is, you know, becoming a more global B2B partner for a lot of these guys is also a key initiative. One of the first things that we've been able to do is we've been able to develop a global partnership with INEOS focused on the EV side of things. We've been able, through our MAXTRAX brand, we've been able to develop a partnership with Porsche to also highlight, you know, key categories within that space as well. We're still in the early days of bringing the football together, but we've already been able to demonstrate some quick wins that make us extremely excited by what's in store for us, you know, over the next two years. Yeah. Thanks, Aaron. Jim, it's Mike. I'll just add. We did over 9% EBITDA in the first quarter at Adventure, right? Compared to losing 5% and 3% in the third and fourth quarter of last year. We are seeing the numbers, you know, the benefits of what's happening, you know, it's all at the gross margin line, too. It's been. Okay, great. It's been positive. Yeah, Aaron, I know you've been spending a lot of time in Australia. You answered as I suspected that you might. Thanks for all that perspective. Just one last question, just on the variance in the trends by region. Just starting on North America, with respect to the channel inventory dynamics, are the independents in a better position than the larger partners? Some of the larger partners we look at in the public landscape seem to be managing inventories quite well. I'm just curious how that dynamic splits across some of your key partner dimensions. The specialty guys are faring fairly well. As, you know, if you recall, specifically for the outdoor space, specialty was really a strong growth driver for us or performed extremely well in the back half of last year. Those guys continue to be extremely prudent in terms of how they manage their inventory levels. They are a little bit more susceptible to just the ebbs and flows of consumer demand, but also weather and the elongation that's taken place with the great winter that we've had. We anticipate that we'll continue to see strong performance at the specialty level. To your point, what you've been able to see is, you know, more of the public-facing larger folks that have been able to manage the different open-to-buys or the inventory levels. You know, some of the larger accounts that we've had that are maybe not as public-facing that we continue to work with in navigating through their open-to-buy topics or issues, and that's where we've really seen the negative impact over the last, one Q1, but really for the last six to nine months. I see. Then your European business has been really strong despite what's been a non-existing ski season and touring season. Can you speak to what's driving the strength in Europe and the IGD business? I guess I'm curious, what's the risk those businesses follow a similar cycle to what we've seen in North America, where channel inventories overshoot? The team's done a great job of... You know, we have a few different markets and diversification in terms of channel mix that's available to us in the European market. We're very focused on the DACH markets as well as France and Scandinavia and the U.K. Also despite not having much of a winter season, this comes back to some of the key categories that we've highlighted in the past around lights and trekking poles, gloves, packs, and our apparel initiative, and those are the key categories that are driving that growth as well. We do anticipate, as people are able to get back outside and start to participate in the outdoor activities such as climbing and hiking, trekking, et cetera, that that will help also drive the core business of our climbing product, but also continue to reinforce those key, you know, top five product categories that we've been focused on for the last bit that are a little less susceptible to, you know, actual weather patterns and whatnot, but are also where we see the greatest growth drivers from an addressable market and just continue to bring more and more consumers into the brand. Great. Thank you for taking my questions. Appreciate it. You bet, Jim. One moment for our next question. Our next question comes from the line of Mark Smith from Lake Street. Your line is open. Hi, guys. Real quick for me. Can you just talk about the projectile or bullet business outside of ammunition or loaded ammunition? You know, what are the trends like there? You know, even if you can quantify maybe year-over-year how that business trend is? Yeah, Mark, this is Aaron. You know, one of the things that we've been focused on is starting to shift some of our production capacity over to the component side of things. We call it that either green box or black box, which is really focused on the reloader. That's, you know, that's a, that's a market that we've been not purposely, but that we haven't been over-indexing for the last 12 to 24 months. So the backlog in the order book is extremely strong for that. One of the things that we're working through is just how we balance that in terms of being able to fulfill that order book while also satisfying the strong OEM business that we've highlighted as well, while also ensuring that we continue to support our ammo initiatives. One of the things that we've been doing during Q1, and this is also, you know, something that we'll continue to recalibrate, is that we've had a lot of changeovers associated with going to those to those calibers for the green box or for the reloading side of things. We'll need to get more efficient and more, you know, better with that. At the same time, what it's just highlighting is that every time that we make these bullets, the demand continues to refill and the demand is extremely strong. That also leads into the OEM side, which is a program business that's extremely strong. It's with key partners where we've been able to highlight or demonstrate a high degree of partnership and reliability in terms of being able to deliver or satisfy that demand. That's where we're seeing a lot of the strong order book that we've highlighted before, and that if you take our year-to-date invoiced amounts plus the order book, you know, we're looking at about 70% of the year being spoken for being, you know, highly visible. Still very strong, still something that we're very focused on and something that we'll continue to try to satisfy to the best of our abilities. Okay. Perfect. Then just as we look at Precision, you know, let's call it, if it's normalizing maybe at a, you know, post-pandemic levels here, as that becomes a smaller piece of business, you know, what categories do you see that are at that kind of higher margin that can really kind of make up for the great margins that you drive out of Precision? Is it really, you know, apparel, footwear? You know, are there other places where you see, you know, some strength coming that can make up for maybe some margin loss in Precision business? The Adventure piece, you know, as highlighted, we're seeing strong progression despite the lower volumes. You know, to see the performance that it produced in Q1 is extremely encouraging. Also, as we work through these plans on the outdoor side of things, as we continue to focus on our direct-to-consumer channels, as we get into these other categories or accelerate these growth categories from a product standpoint, all of that should be margin accretive and continue to help increase or drive the entire Corporation towards our objectives from a financial perspective. Okay. Thank you. Thank you. One moment for our next question. Our last question comes line of Linda Bolton Weiser from D.A. Davidson. Your line is open. Yes. Hi. Can you please just give us some color on who you buy casings from? Are there plans that you know of in the North American market for capacity to be added for casings such that the situation improves? Thanks. Linda, this is Aaron. you know, I'd rather not disclose who we buy casings from, because there are some strategic partnerships that lie within those transactions. What I'll just highlight is that we're very focused on buying best-in-class casings. you know, quality is paramount for us, and that's a non-negotiable. you know, we have a series of different supply chain partners, call it five or so here domestically as well some that are international that are reliable and provide us with those shell cases. It's just a matter of how we continue to increase the overarching supplier capacity or the volumes associated with those relationships, but also the different calibers that we're able to obtain. We are aware of folks making investments in increasing capacity, and that's also what's extremely encouraging for us is that as this additional capacity comes online, we believe that we're in a really good position to be able to capture the needs that we have and be able to continue to further these partnerships with these different partners as, you know, through the course of the year. Okay. Thank you very much. Thank you. Now I now turn the call back over to Mr. Kuehne for any closing remarks. Thank you very much, Victor. I wanna thank everyone for attending the call this afternoon and your continued support and the interest in Clarus. We look forward to updating you on our results again in 90 days. Thank you again. This concludes today's conference call. Thank you for participating. You may now disconnect. Everyone, have a great day.