Our webcasting. It's Dave Mossberg with Three Part Advisors. We have Haverty's up next. Really excited. This is the first time they've done our conference, and it's a really good example of how we build out our presenting company list. It's very much a curated list of presenting companies suggested by our sponsors. One of our sponsors recommended that we invite this company to present, and we followed it on and off actually, for several years. I'm really glad that you all are able to come. With that, I'll turn it over to Tiffany. Thank you. Thank you. Good afternoon, everybody. If you have been following the furniture industry the past couple of years, you probably have a sense that it's a little bit tough out there. Haverty's, we actually just reported Q1, that we had positive delivered, written, and same-store sales growth for the past three quarters. That is amazing, given the macro backdrop that we've been dealing with. How have we been able to do that? In today's presentation, I'd like to walk through some insights and some details that tell you why we feel optimistic about what's to come ahead. Today, I am joined by our President and CEO, Steven Burdette, and also our Executive Vice President and CFO, Richard Hare. Before we get into the rest of the presentation, quick housekeeping notes that today may contain some forward-looking statements, which are subject to risk and uncertainties, but you can find a full risk discussion in our reports filed with the SEC. 1885, Haverty's has been in business for over 185 years. We were founded, and we are currently headquartered in Atlanta, Georgia, and we are the oldest public company in Atlanta, I believe. We're older than Delta, we're older than Coca-Cola. We've seen a lot. We've seen many economic ups and downs, and so what's going on right now is not new to us by any means. Our mission is pretty simple. We want to make sure we take care of the customer. We want to make sure we provide a quality product that they love, that they want to come home to, and we want to provide the best customer service possible for that customer. There are a few key advantages that we feel set us apart from our competition, and the first one's going to be our customer, our key customer base. She, notice I say she, because women are usually making the furniture decisions in the home. I don't trust my husband to decorate my living room. She is going to be married with children. She lives in the suburbs and is a homeowner. She has a household income of over $150,000. We've all been hearing about that K-economy where our key customer and our customer base is going to be in the top part of that K. A very resilient customer, especially what's going on right now. She's got very strong credit scores, and she is trendy. She's on style, she's on trend. She's searching the Internet for different trends, different styles. She's on Pinterest, Facebook, Instagram, just trying to make sure that she stays up to date on the newest trends and makes sure her home reflects her personality. Another key advantage we think that we have is that we have stores in the right places of the country. Our store base is concentrated in the Southern and Midwestern parts of the U.S., and that's where people want to live. They want to live in your Florida, your Texas, and your Georgia, and that's where our key concentration of stores are. As of the end of Q1, we had 129 stores in 17 states. We recently opened our 130th store in April in the St. Louis market, and we've also announced that later on this year, in Q4, we're going to be entering our 18th state with the opening of our Pittsburgh store. That's exciting news to be adding that other state to the list. Our average store size is about 35,000 sq ft, which we think is a really good size for us. We have approximately 4.5 million in total square feet that is to our disposal. A really key differentiator for us is our distribution and delivery system, and I do have a quick two-minute video that I feel gives a good representation of what we mean by that. Before your furniture gets to you, it's handled with care at one of our Haverty's distribution centers. We have three regional distribution centers in Lakeland, Florida, Braselton, Georgia, and Coppell, Texas, plus four dedicated home delivery centers. This strategically built network ensures we serve customers across the Southern and Midwestern U.S. that are within 250 mi of one of our distribution centers with speed and consistency. Unlike many competitors, Haverty's does not outsource delivery operations. From distribution to doorstep, a Haverty's team member delivers operational efficiency, elevated service, and a commitment to excellence that's carried through every step of the process. That same streamlined network allows in-stock merchandise to arrive in as little as three to five days, so customers can enjoy their space without delay. Before any piece leaves the facility, it undergoes a detailed inspection to ensure it meets company standards for condition and craftsmanship. When our furniture arrives at its destination, our trained team members manage assembly, placement, and final setup with professionalism and care. The result is a seamless experience from purchase to our customer's home. I really love that video because it does show that it is a Haverty's employee that's going to be delivering to your home, and those are Haverty's employees in that video, and I just love that they were able to take part in that. Yeah, that is a key differentiator because how many of us have bought furniture and have had a bad delivery experience with a third party that did not take that much care with their furniture? I'm really proud of that, and that's definitely a key point for us. Here's a quick look at the competitive landscape and how we see it. Our price points are going to be in the middle to upper- middle level. We're going to be above your Bob's Furniture, your Ashley, your Rooms To Go. We're going to be below an Arhaus or an RH. Another key differentiator for us that kind of sets us apart, and particularly when you're talking about the lower-end players, is that we offer a free design service, which the lower players do not offer. Our customers can come into our stores and receive free design service and get help personalizing their purchase, and help to outfit their homes. A lot of them may need that help just so that they can make sure that they're making the right decisions with this purchase. In Q1, our average ticket for our design service was $8,300 compared to a $37 regular average ticket. You can kind of see, based on these charts, the green being overall and the blue being design, that when a designer gets involved with the sale, that it really ups that average ticket because the number of items per ticket increases when a designer is involved. Also in Q1, designer percent of written sales was 35%, which compared to the prior year period was a 200 basis point increase. This is definitely a growth opportunity for us, and we are definitely looking to continue to grow our design business. A quick look at how we're driving additional demand with data and technology. One of the things that we've been doing to kind of increase demand is look at some of our marketing efforts and see what we can use, and how we can drive more traffic with data. What we've been rolling out this year is we've been tailoring our message based on similar markets, so stores with similar characteristics, tailoring the messaging to them. Also using AI to make sure that the ads that the target customers may see is relevant to them. If you're searching for a bedroom, the AI's going to help us put a bedroom ad in front of you. Using this is definitely helping us with our demand and driving it this year. A quick look at our financial results. I mentioned at the top of the presentation that in Q1, we had a positive increase in store growth in our delivered, written, and same-store sales. We also saw a nice gross profit expansion, and if you exclude the impact of LIFO, our gross profit margins increased 60 basis points, which was nice to see. We also saw a nice lift in our diluted earnings per share. If you look at the revenues by category, if you look at this chart, you'll see that upholstery, living room, is a very popular part of the home. It's definitely going to be the largest category at 46%, followed by case goods total at 32%, being led by bedroom at 14%. If you look at this breakdown, if you look historically, these percentages are pretty consistent. Upholstery is always our biggest category there. Everyone's favorite topic, especially in the furniture industry, we're talking about tariffs. We have seen some tariff relief with the IEEPA tariffs being deemed invalid earlier this year. We do expect some additional pressure in July when the Section 122 tariffs expire, and we do expect that additional tariff to be put on. Our strategy is going to be the same. We're going to continue to work with our vendors. One thing that we're committed to is maintaining our margins; we're going to make sure that we are consistent with that. Our China exposure has decreased significantly. We're actually less than 3% now. We're definitely going to maintain our tariff strategy and continue to monitor the situation so that we can make sure we make the right decisions for the business. Another key advantage for us, we have a very strong balance sheet. We have over $100 million in cash. We have no funded debt, that really gives us the opportunity to advance our goals and grow our business, even in this macro environment that's not so favorable for the furniture industry. When there are moments of excess cash, we do have a balanced approach with our capital allocation. Our board likes us to stay balanced and try to at least give back half of our earnings back to our shareholders, which in the past several years has actually been over 100%. We do a pretty good job of that. Our board looks at it every quarter; it's done in three ways. First, with a regular dividend, next would be share repurchases, from time to time, special dividends when the opportunity presents itself. In Q1, we repurchased $2 million of common stock, paid $5.3 million in dividends, and we have a little bit over $16 million left in our authorization for buybacks. Our 2026 expectations for gross margins we expect them for 2026 to be between 60.5% and 61%. Fixed and discretionary expenses are expected to be in the $307 million-$309 million range; variable SG&A is expected to be 18.6%-18.8%. These do take into account the impact of tariffs, as of the beginning of May. We did make sure to bake that into our guidance for the year. Why Haverty's? We have over a 5% dividend yield with a consistent history of paying dividends. We've been paying a regular dividend since 1935; that's definitely a good record to keep track of there. Our third consecutive quarter of positive same-store sales and consolidated sales definitely indicates that we've hit an inflection point, and we really like that trend and are optimistic about what we can do going forward. We have a strong balance sheet and cash position, with that cash balance and no funded debt. We're in the places in the country where people want to live and want to go. We're definitely tied to housing, and furniture is a cyclical business. We know that houses are going to come back eventually, right? When they do, we're in the right places, we believe. Also, we have a very attractive, resilient target customer. That upper end, that $150,000 income level, they're feeling pretty good right now. The stock market's doing well. They're very resilient, and they're still spending. Of course, they're paying attention to what's going on in the world, but they've been very resilient. This presentation is going to be available on our website at ir.havertys.com. With that, I will open it up for any questions that anyone may have. You mentioned tariffs. What percentage of your cost of goods sold are actually imported now from other countries, and what are the key countries that you're buying from? Yeah, sure. About 40% is in the U.S., so 40% is domestic. About 40% is coming from Vietnam. About 10% is coming from Mexico. The remaining is coming from Indonesia, China, some Europe, all the other countries there. The biggest bulk is going to be Vietnam at around 40%, the U.S. at around 40%, and Mexico at around 10%. The 40% that's U.S. revenue. Yes. Is that case goods, upholstery? That's upholstery. That's upholstery. That's upholstery. All the case goods come in from overseas. Yes. Is there anything you want to add to that, Steve, second cover? I agree with that. Yes, ma'am. Early on, you mentioned your designer-involved transactions. Were pretty healthy relative to your non-designer involved. What percentage of the total transactions are designer- like, involved? Is there an opportunity to increase that, just to obviously increase your earnings? There is definitely an opportunity to increase that. We think that really about half of our customers probably need design, and it's just a matter of letting them know that we offer it. We've actually, in the stores, we've been doing a better job of making it aware. We've been redoing our design centers and making sure they have new flat-screen TVs and comfortable furniture there so that they can sit down with the salespeople and the designers and come up with that. A lot of it was just making sure that they are aware that we offer that, because a lot of them didn't realize that it was free. They were kind of scared about it being free, right? Just making sure that they're comfortable and that they know about that. As far as the tickets. What percentage? Percent of tickets? Of revenue. Oh, the percent of revenue is about 35% at Q1. The percent of tickets is somewhere about, yeah, 17%, percent of tickets. A lot of opportunities. Yes, a lot of opportunities there. Anything else? Well, thank you all so much for your.