Good day and welcome to the Wolverine World Wide Inc. Q1 2024 earnings call. All participants will be in the listen-only mode. Should you need assistance, please signal a conference specialist by pressing the star key followed by zero. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star then one on a touch-tone phone. To withdraw your question, please press star then two. Please note, this event is being recorded. I would now like to turn the conference over to Alex Wiseman, Vice President of Finance. Please go ahead. Good morning and welcome to our Q1 fiscal 2024 conference call. On the call today are Chris Hufnagel, President and Chief Executive Officer, and Mike Stornant, Executive Vice President and Chief Financial Officer. Earlier this morning, we issued our earnings press release and announced our financial results for the Q1 2024. The press release is available on many news sites and can be viewed on our corporate website at wolverineworldwide.com. This morning's earnings press release and comments made during today's earnings call include non-GAAP financial measures. These non-GAAP financial measures were reconciled to the most comparable GAAP financial measures in attached tables within the body of the release. References made regarding financial results and outlook for 2024 and comparable results from 2023 in each case for our ongoing business exclude the impact of Keds, Wolverine Leathers, and Sperry. I'd like to also remind you that statements describing the company's expectations, plans, predictions, and projections, such as those regarding the company's outlook for fiscal 2024, growth opportunities, and trends expected to affect the company's future performance made during today's conference call are forward-looking statements under U.S. securities laws. As a result, we must caution you that there are a number of factors that could cause actual results to differ materially from those described in forward-looking statements. These important risk factors are identified in the company's SEC filings and in our press releases. With that being said, I'd now like to turn the call over to Chris Hufnagel. Thanks, Alex. Good morning, everyone, and thank you for joining us on today's call. I'm pleased to report we continue to make progress against our aggressive plan to turn around and transform Wolverine World Wide, executing our plan with tremendous pace to first stabilize the company, set a new foundation for a return to growth, and ultimately deliver greater returns for our shareholders. Importantly, we are doing what we said we would do. In the Q1, we exceeded revenue expectations with a balanced performance across the portfolio, led by beats to our plan from Merrell and Saucony. We exceeded earnings expectations while simultaneously investing more than we initially planned in brand marketing to capitalize the momentum we're seeing in the business today and to help build brand equity for the future. And we continue to strengthen the company's balance sheet, which we remain intently focused on, by further reducing our debt and inventory levels more than we anticipated going into the quarter. A good start to an important year for the company. While our transformation efforts have addressed nearly every aspect of our global operations, we've worked particularly hard to rapidly improve our brand's product pipelines and presentation in the marketplace. We've made good progress to date, and the product launch calendar for 2024 and into 2025 is especially strong. We've also worked to cultivate a healthier marketplace, and at retail we continue to see inventory levels decline and rogue seller activity abate. Because of our efforts, we're beginning to see sequential improvement in our selling trends. This is encouraging and provides a level of confidence that our strategies and tactics are beginning to gain traction. Average weekly replenishment orders from our wholesale partners accelerated materially from the Q4 of 2023 to the Q1 of 2024, and our own e-commerce demand has improved each month this year, most recently inflecting to growth in March and accelerating further in April. At the same time, we've delivered a much healthier gross margin across the business, achieving an all-time record gross margin in the Q1 as a company, a testament to the good work we've done on supply chain costs, pricing, inventory, and better managing the marketplace. We've said consistently that we believe our turnaround will be led by margin improvement, which we're seeing today, followed by our planned inflection to growth in the H2 of the year. While we're motivated and encouraged by our progress and the proof points we're seeing, we acknowledge it's still very early days in our transformation. We still have a lot of work to do to hit our stride and realize the full potential of the company, and there's no doubt challenges beyond our control exist in the marketplace today. However, as we move forward, our vision remains the same: to become builders of great, global brands, brands that make people's lives and the world better. Our brand-building model is centered squarely on building awesome products, telling amazing stories, and driving the business every day. To achieve our vision, we continue to invest in the capabilities that are necessary to execute this new model, strengthening our talent, insights, processes, and tools. I'd like to spend a few minutes now providing an update on this important work and share some real-time examples of the positive momentum in the business today, our proof points, that we believe will ultimately lead to an inflection to growth and the successful turnaround of Wolverine World Wide. Starting with our number one priority, designing awesome, style-led, trend-right products that are not only innovative but also priced right and placed right. As always, it begins with the consumer. Our brands are actively incorporating a stronger dose of market and consumer insights into their product development processes and becoming more externally focused, leveraging the collective, our recently established center of excellence, for elevated trend, features, and color forecasting, as well as enhanced consumer testing. In addition, we're bolstering our talent and key brand product roles and modernizing our toolset with the rollout of a new best-in-class digital product line management platform, which remains on track to be deployed across our portfolio after being piloted in Merrell. Now on to some examples of proof points on product. Saucony has moved quickly to advance and accelerate development in its product pipeline. The brand started to regain traction with the launch of its new Ride and Guide 17 franchises earlier this year, both of which have performed well at retail. These launches were quickly followed by the very successful introduction of new models in the brand's elite performance franchise, the Endorphin. Just last week, the brand launched the new Triumph 22, driving growth of over 80% for the franchise in its first week on Saucony.com. At the Boston Marathon a few weeks ago, Saucony was the second-most worn brand and gained share year-over-year. The brand is also gaining momentum on the lifestyle side with its Retro Tech collections, led by the ProGrid Omni, Shadow, and Azura. It's been a good few months for the brand, resulting in upticks in brand heat and demand. This summer, the brand plans to launch the Hurricane 24, and we're already eager for the next editions of all these key franchises in 2025. The brand is supercharging its innovation pipeline and elevating its design, all while taking a more thoughtful and strategic approach to any opportunities the brand has in a very attractive and growing category. The other brands in the portfolio are close behind. For Merrell, the Moab Speed 2, which was recently recognized as an ISPO Award for the best new product in the hiking category, modernizes the trail by incorporating the beloved fit and comfort of the Moab into a faster, lighter, and more athletic silhouette. It is the brand's biggest story this year and is driving strong sell-through today at key wholesale accounts and at Merrell.com. This performance is helping generate increased interest in the marketplace and continued market share gains for the category leader. On the lifestyle front, Merrell's Wrapt collection continues to outpace our expectations, selling out with each delivery of new inventory. Having proven the concept at Merrell.com, we now plan to thoughtfully expand its distribution to our wholesale accounts, both in the U.S. and around the world. We're also fast-tracking new styles for Wrapt next year, especially for her, including mules and a trend-right Mary Jane. Finally, Wolverine brands, Trade Wedge, Rancher, and Reforce franchises are all performing well today, with both the Trade Wedge and Rancher consistently beating our sell-through forecasts and the Reforce off to a solid start at Wolverine.com. Going forward, the brand has plans to expand their product franchises, most notably introducing significant new innovation to the Western category later this year, as that is an important consumer trend. To win in today's market, brands need to do more than just build awesome products. They also have to tell amazing stories. We're focused on telling stories that excite consumers about our brands as well as our products. As with the product process, the consumer now sits at the center of our marketing approach. Our teams are utilizing consumer insights at the very start of creative development to create more compelling storytelling, and consumer testing is now being leveraged throughout the process, including evaluating creative effectiveness prior to a campaign's launch. To lead our execution here, we've hired new, consumer-focused marketing leaders for both Merrell and Sweaty Betty over the last six months, with plans to place a new marketing leader for Saucony shortly, in addition to leveraging the collective to ensure we share best practices and insights across the portfolio. We're also evolving towards a better full-funnel approach to marketing investment and campaign objectives that balance functional product stories with brand-building messages. It is vital that we build brand equity and deepen emotional connections with our consumers. We need to compete for both share of closet and share of mind to win in today's competitive marketplace. A few examples of how we're telling amazing stories in the market today: Sweaty Betty aims to empower women, and just last week the brand launched its second iteration of the Wear the Damn Shorts campaign to encourage its sisterhood community to be confident and comfortable with their bodies. Last year, the T-shirt featuring the campaign's tagline was the brand's most requested T-shirt in its history. This year, the campaign has already driven a 63% increase year-over-year in shorts revenue and a 52% sell-through of the T-shirt since launch. The campaign has delivered over 30 million impressions over 1.5 million video views. In total, Sweaty Betty has driven nearly a 40% increase in paid impressions globally year to date, and the brand continues to resonate with its core consumer. Saucony kicked off the spring with a successful Marathons campaign, which encouraged consumers to drop their phones and hit the pavement, driving over 1 billion impressions. More recently, the brand engaged its running community at the London Marathon through a host of events and activations, generating well over 1 million impressions and helping fuel all-time record search interest for the brand in the U.K. Year to date, global search interest for Saucony is up over 20% compared to 2023, and this is all ahead of Saucony being named the presenting sponsor for this year's London 10K, and there are many activations planned to coincide with this important partnership. Last, Merrell just launched its biggest campaign of the year, Good Things Await, inviting consumers to experience the simple power of being outside. This campaign meets the consumer where and when they want to be engaged, either in their social channels, on connected TV, in print, or in-store. It's the most comprehensive marketing campaign in the brand's history, generating over 7 billion media impressions so far and helping drive strength and interest in the brand. As the global leader in hiking, it's incumbent upon the brand to drive innovation and heat in the category, and I'm encouraged by the progress we're making in Merrell. Finally, our teams are intent on driving the business each and every day. We have a renewed focus on strengthening our relationships with our global distribution network, both in the U.S. and around the world. We continue to hold strategic top-to-top meetings with our key domestic retail partners, and in March 16, our key international partners visited our campus here in Grand Rapids for a Strategic Planning Summit. This was a first-of-its-kind event in our company's history and the first time we've hosted a group like this on campus since the pandemic. To further support our partners around the world and drive the business, just last week we announced new license agreements for Merrell and Saucony Kids footwear, along with Merrell apparel and accessories. These new agreements will help us deliver better, fuller assortments, and more effectively and efficiently realize the full potential of our brands globally. In collaboration with our longtime partner in Japan, Merrell opened its first-of-its-kind flagship store last fall in Harajuku, in Tokyo, one of the very best and most influential retail districts in the world. The store has outperformed its plans since opening, leading to the opening of a new store in nearby Shibuya Scramble Square at the beginning of March, which successfully captured a younger consumer, driven on more of a balanced head-to-toe sales mix, and is significantly exceeding its plans since opening. The strategy in Japan is helping reposition and modernize and energize Merrell, and we're taking these learnings to other brands and markets in the portfolio. Here in the U.S., Saucony is expanding into meaningful new lifestyle distribution over the course of the year as a result of the heat it's generating with trend-right Retro Tech designs from its archives. The brand is also opening its aperture to capture the broader global running lifestyle opportunity, well beyond niche elite offerings. In February, I said I was bullish on Saucony's future prospects, driven by a much-improved innovation pipeline, and I'm even more excited today on the potential of the brand moving forward. We're also making important progress cleaning up the marketplace, spearheaded by our newly created brand protection team. To date, we've closed or restricted over 30 customers and partners and shuttered approximately 400 retail accounts. This will continue as we work to be great brand managers, coupled with a stronger focus on sell-through versus sell-in, and our brand's better managing supply and demand in the marketplace. While awesome products and amazing stories are critical to building great brands, I'm equally focused on aligning and uniting the global teams to drive the business each and every day. Our team's good work is translating into important early proof points and helping to build a new, firmer foundation for the future. Before I turn the call over to Mike, I'd like to comment on our other announcement this morning. After a comprehensive search, I'm pleased to announce that Taryn Miller will succeed Mike Stornant as the company's Chief Financial Officer. Taryn brings over 25 years of global financial and operational experience, along with strategic thought leadership to Wolverine World Wide. I'm excited for her to join the executive team at this important moment in our transformation and look forward to you all meeting and working with Taryn. She's a tremendous addition to our team. I'd also like to take this opportunity to personally thank Mike. He's dedicated nearly three decades of his life to the company, including the last nine years as our CFO. Since I stepped into this seat last August, his deep knowledge of the business, drive, and undeniable grit have been invaluable to me and the company as we work to stabilize and reimagine the company. No one is more passionate about Wolverine's success, and no one works harder than Mike. Thank you, Mike, for everything you've done and for your commitment to a smooth and seamless transition moving forward over the next several months. I, along with everyone at Wolverine World Wide, wish you and Amy the very best in your coming retirement. It's well-deserved, and we'll miss you. With that, I'm going to hand it over to Mike to review our performance in the Q1 and expectations for the year in more detail. Mike? Thank you for those comments, Chris. Good morning to everyone on the call. This morning, I'll start with a review of the Q1, followed by our expectations for fiscal 2024. We are very encouraged by our Q1 results. We delivered or exceeded our key financial objectives and saw improvement across performance metrics that support the stabilization of the business. Q1 revenue for our ongoing business of $390.8 million was above our outlook of $360 million. Demand trends and sell-in execution continued to improve. Our wholesale performance in Europe was especially strong thanks to actions taken by our global supply chain team to mitigate logistics delays related to the Suez Canal. Approximately $8 million of revenue shifted from Q2 into Q1 as a result. As a reminder, Q1 2023 included more than $75 million of revenue that did not repeat in the Q1 of this year, including excessive end-of-life inventory liquidation, a timing shift in international shipments, and business model changes. Adjusted Gross Margin of 46.5% was better than our outlook of approximately 46% and improved 540 basis points versus last year. A healthier sales mix, lower e-commerce promotions, and the benefit from the supply chain cost initiatives executed last year all contributed to this record gross margin performance. As a reminder, Q1 gross margin was planned to be the highest of any quarter this year, due mostly to the lower mix of international distributor shipments in the quarter, which carry a lower gross margin. Adjusted SG&A expense of $162 million was in line with our expectations given the higher revenue and includes a $3 million year-over-year increase in investments for demand creation and technology. Adjusted Operating Margin of 5% exceeded our outlook for the quarter, and Adjusted Diluted Earnings Per Share for the quarter were $0.05 and better than expected. The health of our balance sheet continues to improve, and we exceeded our expectations for inventory, cash flow, and net debt for the quarter. Inventory for the ongoing business was $354 million, down 40% from last year, as a result of continued progress on right-sizing inventory, nimble supply chain execution, and improved planning. Net debt was $685 million, down approximately $380 million versus last year. Bank-defined leverage was 3.1x at the end of the Q1. Let me now provide details on our outlook for 2024. Our guidance reflects the expected performance of our ongoing business and now adjusts for the recently announced licensing model for our Merrell and Saucony Kids business. This change in business model will further simplify our operations and leverage our newly established global licensing team. This change is expected to reduce 2024 revenue by approximately $20 million and will have a neutral impact on earnings in 2024 as we transition the business to our new partner. Fiscal 2024 revenue for our ongoing business is now expected in the range of $1.68 billion-$1.73 billion. This compares to 2023 revenue for our ongoing business of $1.99 billion and represents a decline of 14.4% at the midpoint of the range. Discrete items in 2023, totaling $165 million in revenue, will not recur in 2024. These include approximately $70 million of extraordinary end-of-life inventory liquidation, heavily weighted to the H1 of the year, approximately $55 million in revenue prior to certain business model changes, including the transition of our China joint venture to a distributor model for Merrell and Saucony, and approximately $40 million in a timing shift of international distributor shipments that benefited Q1 in 2023. We expect the transition to a licensing model for Merrell and Saucony Kids will result in approximately $20 million of 2023 revenue that will not recur in 2024. Excluding these discrete items and licensing business model changes, the midpoint decline in full-year revenue will be approximately 5.6%. Our revenue outlook for our groups and brands remains unchanged. As a reminder, we expect active group revenue decline mid-teens. Merrell is expected to decline in the low double-digit range, with inflection to growth expected in the H2 of the year. Saucony is expected to decline in the low 20% range, with sequential improvement as we move through the back half of the year. Sweaty Betty is expected to be approximately flat. Work Group revenue is expected to decline high single digits, with Wolverine brand expected to be down mid-single digits. Turning to gross margin. Adjusted gross margin is expected to be approximately 44.5% at the midpoint of the outlook range, up approximately 460 basis points compared to 2023 and a record for the company. We continue to expect significant reductions in supply chain and product costs, the benefit of healthier inventory, and a better mix of full-price sales, partially offset by foreign currency headwinds that impact inventory costs. Adjusted selling and general administrative expenses are now expected to be approximately $640 million at the midpoint of the outlook range, or 37.5% of sales, compared to $716 million in 2023, or 36% of sales. The lower operating cost structure includes $95 million of savings from the 2023 restructuring and other profit initiatives, and $10 million from the model change for our kids' business. This is partially offset by incremental investment for demand creation and modern systems, normalized incentive compensation expense, and general inflation. Adjusted operating margin is expected to be approximately 7% at the midpoint of the outlook range, compared to 3.9% in 2023. Interest and other expenses are projected to be approximately $40 million, down from $63 million in 2023 and benefiting from the significant debt reduction achieved to date. The effective tax rate is projected to be approximately 18%. As a result of these key assumptions, adjusted diluted earnings per share is expected to be in the range of $0.65-$0.85, including a $0.10 negative impact from foreign currency exchange fluctuations. This compares to $0.15 in 2023 for our ongoing business. Working capital and cash flow optimization remain a priority in 2024. We now expect inventory to decline by at least $75 million during the year as we continue to work through specific areas of excess inventory. On this topic, as the industry faces new and evolving product regulations related to PFAS, we are taking a proactive approach. In partnership with our key retail partners and our own direct channels, we are responsibly working through this inventory. We expect to be compliant with PFAS restrictions when and where required in the future. Operating free cash flow is expected in the range of $110 million-$130 million. We now expect net debt to improve by $175 million to $565 million at year-end, with bank-defined leverage below three times. Shifting to our outlook for the Q2, we expect Q2 revenue of approximately $410 million to decline of approximately 21%. As announced earlier this year, we are closing our Louisville distribution center and currently moving our Saucony inventory to our California distribution center. We expect this transition to result in a shift in revenue and profit from Q2 into Q3. Q2 gross margin is expected to be approximately 43%, up 390 basis points from last year. This would result in H2 gross margin slightly above 44.5%, which is in line with our outlook for the full year. We expect Q2 adjusted operating margin to be approximately 5% and adjusted diluted earnings per share to be approximately $0.10. The order book for our global wholesale and distributor businesses is developed as expected when we established our full-year guidance in February, and the rate of replenishment orders has continued to improve. In addition, our e-commerce businesses are expected to inflect to growth in the Q2, with growth also expected in Q3 and Q4. As a result, we continue to expect sequential revenue improvement through the back half of the year, with year-over-year growth in Q4. We also expect H2 gross margin and SG&A expense to be similar to the H1, which will drive positive SG&A and operating margin leverage in the H2 of the year. Let me summarize the key points I hope you'll take away this morning. 2024 is a year of transition for the company, as we expect significant gross margin expansion will precede an inflection to growth in the back half of the year, and we set our brands up to accelerate in 2025. We recognize that improved and sustainable gross margin is necessary to create capacity for consistent brand investment into the future. We are balancing the need for meaningful earnings and cash flow improvement with critical reinvestments required to modernize our systems, drive demand creation, and build other important capabilities. Finally, after a solid performance in Q1, we now have better visibility to future order demand, more stable operating trends, and strong consumer reaction to our new product introductions. This progress gives us further confidence in our outlook for the rest of the year. Before I turn the call back to Chris, I want to personally welcome Taryn Miller to Wolverine as our new CFO. She brings the valuable experience needed to help lead the ongoing transformation of this company, and she's a tremendous addition to our leadership team. I am fully committed to working with her and Chris during this important transition, and I'm excited to support the company in my new role over the coming months. Now I'll turn the call back to Chris. Thanks, Mike. In closing, I'm encouraged by the progress we've made in just a few quarters and even more excited that we're seeing early proof points that our strategy and execution are beginning to work. On our last call, I said 2024 would be a pivotal year for the company and that our teams were motivated by both the challenges and opportunities. I believe this is even more true today. There's no doubt we have more work to do, but I believe we've taken the right steps and we're on the right path to transform Wolverine World Wide, all guided by becoming great brand builders and ultimately delivering greater returns for our shareholders. Thank you for taking time to be with us this morning. Thank you. We will now begin the question and answer session. To ask a question, you may press star then one on your touch-tone phone. If you are 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 two. We request that you please restrict yourself to one question and one follow-up question. If you have any further questions, you may rejoin the queue. At this time, we will pause momentarily to assemble our roster. The first question comes from the line of Mitch Kummetz with Seaport Research Partners. Please go ahead. Yes. Thanks for taking my questions. And Mike, really enjoyed working with you over the years and wish you the best of luck. So let me start. Just Just on the quarter, it looks like you guys beat revenues, beat your plan by maybe $30+ million. It sounded like maybe there was $8 million of pull forward in Europe. Can you say if there was any pull forward outside of Europe, like in the U.S., and then what really drove the beat, either by brand or by channel? Any more color there, and then I've got to follow up. Sure. Thanks, Mitch, for the comments. I'll say overperformance really across the board. I think that was an important theme for the Q1, whether that be at the brand level or the regional level. The callout on the pull forward or the timing shift for the Europe wholesale business really had to do with how we planned or sort of hedged our bet a little bit on the timing of the logistics issues with the Suez Canal. We overcame that, and we called that out as about an $8 million shift. I'd say there may be $2 million or $3 million more across the business, nothing significant to call out, but a little bit more in terms of timing. Just not so much pulling forward shipments, but just the way we were able to move goods through the warehouse and some of the demand that picked up later in the quarter, which we were able to kind of satisfy with some early shipments. So nothing dramatic outside of that issue with. And then on the guide, you adjust for the $20 million in the licensing change on kids. It looks like the sales guide is unchanged. Given some upside in the Q1 and particularly better replenishment trends, I'm curious why you didn't flow through more of the Q1 beat or kind of raise your outlook on the year based on those improving revenue trends. Can you address that and also maybe talk about the impact of the or quantify the impact of the Saucony shift from Q2 to Q3? Sure. I'll take the first, and Mike can talk about the timing thing. I think we certainly were encouraged by some acceleration in the trends as we moved through the quarter and how we were thinking about how the quarter might play out and certainly how the year may play out. We've talked about increasing improvements in replenishment at wholesale. We've talked about an acceleration on direct-to-consumer business, which leaves us all sort of encouraged about the work that we're doing is getting traction, and we're working on turning the company back to growth. At the same time, our year is predicated on a back-half inflection, sequential improvement quarter by quarter, which we've talked consistently about. Now we're actually in the place now where we're beginning to chase inventory. We've worked really, really hard, as you know, as part of the turnaround is to really better manage the inventory piece. We've done a good job at that, and we've worked to maintain lean just because of where we have been and where we thought we needed to go. Now that we're seeing an inflection in some proof points of growth, we're beginning to chase inventories. We're still taking a conservative approach. I think hopefully it came through in my prepared remarks that while the quarter was a beat to expectations, it was a relatively low bar, and we still have work to go do as a company to get back to where we need to be as an organization. But early proof points are encouraging, and we certainly are happy about the traction that we have. At the same time, we have a lot of the year left to go. The second part of your question, Mitch, on the distribution center transition, that's just getting underway right now. And so obviously, we're being cautious on how that might impact the quarter. I would say just we didn't quantify it in the remarks, but we are kind of thinking in the range of $5 million-$10 million of potential revenue shifts there, but doing everything we can to mitigate that. The teams are already making great progress on the transition. But just important to call it out because obviously, as we get through that over the coming four or five weeks, that could have some impact on the flow of goods and chasing some of the demand that Chris has been talking about. Having said that, really good coordination with our key accounts and planning this transition and good support from our customers in terms of how we're going to reflow the goods too. All right. Thanks again. Thanks, Mitch. Next question. Thank you. The next question comes from Laurent Vasilescu with BNP Paribas. Please go ahead. Oh, good morning. Thank you very much for taking my question. Chris, you and your team have done a lot of heavy lifting over the last year with the vast futures and business model changes like the JV and the license business announced a couple of days ago. Curious to know if you're contemplating any more changes over the next six months or if you've reached, do you think, a steady state point for the business to grow going forward? Yeah. Thank you, Laurent. Appreciate the question. We certainly have done a lot of heavy lifting over the past nine months or so, really focused on stabilizing the business. We've tried to take sort of a very thoughtful, sequential, systematic approach to what we thought we needed to go to do to both turn around and then ultimately transform the business. We have done a tremendous amount of things sort of on the back office side in that effort. Are we done doing all of those things? I think we certainly have done a lot of them. Will we continue to contemplate other things? I think we will. I think we have to become very active. It is a very fast-changing dynamic marketplace, and I think we can't afford to get comfortable. I think we have to keep optimizing the business, and I think we have to keep very focused on what our fewest priorities are and really driving growth behind a handful of our brands and, frankly, trying to do fewer things but just do those things better. I will tell you, it is refreshing now as we've done a lot of those hard activities, whether selling things or divesting things or restructuring the business, the conversations around here have really pivoted towards growth. Where our brands are in the marketplace, how are we chasing inventories, what's working from a demand creation standpoint, how are we doing on DTC? So I don't want to say that all of the stabilization work and all of that is done behind us because I, frankly, think great companies are always working to optimize. At the same time, the conversations here right now are about chasing demand and really becoming awesome brand builders. Very helpful, Chris. Then if I can zero in on Saucony. I appreciate the slides, the Q2 guide. Saucony implies 2H revenues to be down mid-teens. Maybe can you unpack that a bit more? What are you seeing in terms of the order books? How is the run specialty channel doing? Are inventories clean there? Are you seeing growth in some of your retro products? Any color there, Chris, would be very helpful for the audience. Sure. Yeah. Thank you, Laurent. Saucony is a fascinating story right now. I remain very encouraged and bullish on the prospect of Saucony. I mentioned that on the last call, and we certainly are seeing early proof points of the work that we've done, really first and foremost, really attacking the product pipeline, bringing innovation back, looking at what categories in which we play and thinking about color and materials, and then really using the archives as a growth vehicle. So there certainly are some really strong signs there. We're seeing good momentum really behind the Ride and Guide 17. The Endorphin collection was an immediate shot in the arm when the brand dropped that a month or so ago. And then just last week, we dropped the Triumph 22, which is an awesome new shoe. So there is chatter in the important run specialty channel, and we are seeing our styles begin to tick up. There is a nice movement in search interest. For those of you that pay attention to Google search interest, I think we're up 23% year to date as a brand, which is encouraging. At the same time, we're working to clean up the business that Saucony is. So there are headwinds there around the closeout sales that we're anniversaring. We had a very low-margin profile business in some of the family channel accounts that we have to work on that margin business. And we're working to be less promotional at dot-com as well. So I think you have to look under the covers at the Saucony business and not just at the top line and understand how we're trying to rationalize that business, take a new strategic approach. We're anniversarying some things that are going to go away. But then I would encourage everyone to focus on the new products that we've dropped and the momentum we're driving, both behind performance and lifestyle run and then, importantly, the Retro Tech collection, which is just an amazing gift we have in our archives. Very helpful. Thank you very much, Chris, for all the color. Best of luck. Thanks, Laurent. Thank you. The next question comes from Sam Poser with Williams Trading. Please go ahead. Thank you very much for taking my questions. I just want to follow up on the lifestyle product or the retro product in Saucony, and then I got a couple of other questions. When you look at sort of the big growth driver over time, is this going to be in more performance running, or do you see it getting just more scale across, call it, athletic specialty and so on? Yeah. Great question, Sam. That has been sort of the big work that we've done in Saucony around strategy. I think Saucony has an amazing opportunity in front of it. I think for a long time, the brand was potentially a little bit have too much of a myopic focus on the ends of the spectrum, the really elite run, which is a beautiful, innovative product, but the market size just isn't big enough. Then on the lifestyle side, really focused on the collaboration piece, the sneakerhead piece that is very cool but also doesn't have a lot of scale. As we think about Saucony, we want to maintain great, innovative product, which is why the Endorphin 4 collection was so important. And we want to maintain an amazing credibility in sneakerhead culture, which is why we're so glad that we won the collaboration of the year last year with Jae Tips. At the same time, the big commercial opportunity for Saucony moves a little bit towards the middle. And that's performance running as a lifestyle opportunity. And I think you have seen that pivot in us, specifically in color and materialization and specifically the work around there. At the same time, the broader lifestyle opportunity around the original, specifically the Retro Tech, which currently is in fashion right now. So I think us opening the aperture on Saucony, thinking about the greater market opportunity, maintaining the high ground in innovation and coolness at the ends of the spectrum, at the same time having a much stronger focus on the bigger commercial opportunities more towards the middle. Thanks. And then I have just one other question then of housekeeping. The reduction of $20 million from the new licensing businesses, number one, does that mean that since you only took $4 million out of your revenue, that something went up? Something's better than what you thought it was before, and if so, what is it? Sam, the guidance adjustment that we made to revenue was exactly the $20 million that we referenced, and it's solely related to the change in the business model. So early May, we announced the change. So we have revenue under the wholesale model in the first four months of the year and then a shift in the last eight. Okay. And then the other question is just an interest expense. What do you foresee the interest expense being for the year within your guidance? About $40 million. As your debt comes down? Yeah. We had net interest, I think, last year of about $63 million. So coming down to about $40 million in our guidance right now, driven by the ongoing progress we've made in reducing the debt. Gotcha. Okay. Thank you very much. Thanks, Sam. And congratulations, Mike. Thank you, Sam. Thank you. The next question comes from Jonathan Komp with Baird. Please go. Yeah. Hi. Good morning, Mike. Good luck with the transition. Congratulations on your role change going forward. Thank you, Jon. Yeah. Thank you. And Mike, if I could follow up maybe just first with the gross margin drivers in the Q1. I know you called out some mixed tailwinds. So could you maybe just talk a little bit more about the drivers and the gross margin expansion, how you see that going forward, and then really just the H2 operating margin inflection that you talked to if you could review some of the drivers there? Sure. I think that the good news on the gross margin performance in Q1, which was slightly ahead of our guidance for the quarter, was that we saw the benefit and the crystallization of a lot of the work that has been done over the last year to improve the supply chain performance but also the cost structure. And whether that be the reduction in the transitory costs that we had to contend with for 2023 and slightly previous to that and obviously the product cost initiatives that we put into place in the middle of 2023. So those all came to fruition as we expected. The benefit from just a healthier inventory, having worked through a lot of that end-of-life inventory in 2023 as painful as it was, set us up for a much cleaner business this year. Starting in Q1, we saw the benefit of that. Then I would say, again, as we mentioned on the revenue side, all the elements of our gross margin contribution in the quarter were quite solid. Our full-price margins held up to plan. We were able to drive a good amount of e-commerce improvement on our gross margins as well by being less promotional and driving a healthier business there. So all the things that we kind of laid out in our original guidance back in February, Jon, really kind of came together in the Q1, and we expect that trend and those benefits to continue throughout the balance of the year. On the H2 operating margin expansion, obviously driven off of a couple of things that are really important to restate, one is just the sequential improvement and some of those profit improvement initiatives that we called out. Those are starting to be more prominent, especially on the gross margin side in Q3 and Q4. So some of those savings that are benefiting our autumn-winter assortment can start to show up in Q3 and Q4. The cost reductions and restructuring benefits will be fully in place by the back half of the year. So you're seeing a stabilization on SG&A expense in the back half while we obviously expect to see sequential improvement in revenue and growth in the Q4. So being able to continue to drive the SG&A efficiency and leverage that to the bottom line as we grow the business. All in all, really important part of our model as we kind of think about pivoting into 2025 but seeing some real proof points in the latter part of 2024 in terms of how we're a leaner, better-structured organization now. So I think it's really those drivers and the healthy mix of revenue that we see sequencing into the third and Q4. Okay. Great. And Chris, if I could just follow up on Merrell, the outlook to improve and inflect to growth later in the year, could you just maybe talk about what you're seeing from the outdoor industry supporting that view and some of the Merrell-specific drivers that you expect to support that inflection? Thanks again. Yeah. Yeah. Sure. Thanks, Jon. Yeah. For sure. And Merrell, I mean, the outdoor category has been under pressure for quite some time. And I'll go back and say it's up to the category leader to breathe newness and heat and innovation to that category, and that falls squarely on the shoulders of Merrell. We're not counting on dramatic improvement in the outdoor category. So we're very much focused on the things that we can do. Encouragingly in Merrell, we continue to gain market share, which is great. There was a period of time here for a company where Merrell was losing share quarter after quarter after quarter. We stemmed that during COVID, and we continue that today. I'm encouraged by our efforts to become lighter and faster, more athletic, and that's the Moab Speed 2. So early indications of that launch are very positive, extremely positive, and sort of how that has been embraced really globally and the sell-throughs that we're seeing and the replenishment that we're seeing and the reaction to the fit and the style and the color. At the same time, the Moab 3 continues to be good. And as we sort of lap some of the very difficult market conditions with over-inventoried and the rogue selling, as those things abate, we're encouraged that Merrell is in a good position to capitalize. We also in Merrell have to extend beyond just core hike outdoor. For Merrell to truly become a great global brand, it really needs to extend beyond just that core hike business, which is why we've worked so hard in trail run. We're gaining share in trail run, which is encouraging. And we've got some awesome styles that we didn't talk about in the prepared remarks, whether it's the Agility Peak 5 or the new Morphl ite. Those are phenomenal products getting great reviews right now online, and we're seeing good sell-throughs. And we have to extend into lifestyle, specifically for her too. And that's why we're encouraged by the Wrapt Collection, which we sort of previewed to all of you back at ICR in January. We've continued to see really strong sell-throughs. Really, every time we deliver it, it sells out extraordinarily quickly with very little marketing support. So our ability to really embrace that franchise, begin to market that franchise, and extend beyond just that core silhouette is going to be important. So the Wrapt is a great shoe. It's visually disruptive. It's got a great fit. And it's amazingly versatile, which is where I think the sweet spot is for Merrell when I think about just beyond core hike. So I'm encouraged by what the team is doing. We've got a new Chief Marketing Officer in place. We sat through product meetings with them and demand creation meetings with them. And I like the plan. It's a Good Things Await campaign just dropped. A lot of impressions, a lot of really positive reaction to that as well. So certainly, Merrell's not out of the woods, and there is pressure in outdoor, but I do think we're doing the right things to get that brand stabilized and get that brand growing again. Great. Thanks again. Thanks, Jon. Thanks, Jon. Thank you. The next question comes from Mauricio Serna with UBS. Please. Hi. Yes. Good morning. And thanks for taking my questions. Maybe if you could provide more details about the DTC performance. I see in the release, you mentioned the ongoing DTC revenue was down 6%. How does that compare to the previous quarter? And maybe on inventory, great progress that we've seen over the last couple of quarters. But it sounds like there's still maybe some work that or you're still very focused on that. So, maybe could you talk about, are there maybe pockets of inventory that you still need to work through, or what is exactly the state and composition of the inventory? Thank you so much. Yeah. Thanks for the question. I'll let Mike take the last two. I'll just talk about DTC inflection. When we talk about proof points and we talk about what we're trying to go do, certainly, we look at the DTC business every hour as we get reads and how we're performing day to day, week to week. I would say first and foremost, we're trying to tell better stories online and trying to present our brands better and be less promotional. We have seen us be less promotional at dot-com, which is important for the health of our brands and how our brands are perceived and consumers' perceptions of our brands and marketplace perceptions of our brands. We've worked to be less promotional, which is paying off in the margin piece. From an improvement standpoint, we were down mid-teens in the Q4 and down, I think, around 6% in the Q1. We've actually sort of inflected the growth, turned to growth in March, and then that has continued into April. We're encouraged by that. Obviously, newness drives the business and then really compelling engagement with our consumers. When we drop new products in Saucony, it's the Endorphin 4, the Triumph 22. Merrell, either it's work around the Moab Speed 2 or the Agility Peak 5 or the Wrapt Collection or even some of the 1TRL stuff continues to have momentum. Then Sweaty Betty, which we haven't talked about yet today, really good continued innovation out of that Sweaty Betty team and really telling amazing stories with the Wear the Damn Shorts campaign, which I personally love. It's just so on-brand for who Sweaty Betty is and the consumers that they talk to. I would say we're encouraged by the progress we've made in DTC. We're encouraged by how we have sort of stemmed that contraction, and now we're beginning to see growth. I'm also proud of how we've done it. Again, less promotional, telling better stories, but really dropping new and innovative products at a consistent drumbeat, which is what we know works in the marketplace. So again, not declaring victory by any stretch of the imagination, but I do think we are seeing early proof points that our strategy and execution are gaining traction. On the inventory. Y eah. Yeah. Yeah. Go ahead. Sorry. Mauricio, on the inventory question, I would say just continued progress. We ended the quarter ahead of where we had hoped and kind of planned for, combination of really strong selling on high-quality product and just a better, kind of more rigorous planning and management process there. And as we said in our guidance, expect to drive inventories down even further this year, another $75 million year-over-year as a result of just being able to focus on some specific core areas and be rational about when we're going to sell that off and the phasing of that. But we see line of sight to being able to accomplish that, obviously, and updated our guidance to actually improve on that number a little bit here since February. So we see the quality of the inventory improving across the board. It's not where we need it to be, which is why we're calling out the $75 million of opportunity. But overall, the progress being made so far is ahead of schedule. Understood. And then just a quick follow-up on SG&A. I just want to make sure I understood. I think you mentioned SG&A dollars, H2 should be fairly similar to H1. Is that right? And from a should that be more weighted to Q3 or Q4 if I think about that? Well, we're not given quarterly guidance on the back half yet but just thought it would be helpful to kind of give some perspective on both the margin expectations for the back half of the year, pretty much in line with what we've experienced so far in the Q1 plus the guidance we gave for Q2, and then similar sort of directional guidance on the SG&A for the full half of the year. So again, we did call out, Mauricio, that we expect sequential improvement in revenue every quarter with growth in the fourth quarter. So that might help your model a little bit. Thank you. Super helpful. Thanks again. Thanks, Mauricio. Thank you. The next question comes from Dana Telsey with Telsey Advisory Group. Please go ahead. Hey. Good morning. Good morning, Chris and Mike. And Mike, best of luck in your next. Wanted to touch on, first of all, as you think about pricing and promotion, how you're thinking about the environment today, how has it changed, and what are you expecting going forward on the wholesale order book and channels, the distribution there, seeing anything different from different types of accounts by brand? And then lastly, Chris, with the transformation work that's been underway, where are you on the progress organizationally in getting it to where you want it to be, whether in headquarters or how you're thinking about it with efficiencies? Thank you. Yeah. Good questions. All good questions, Dana. Thank you very much. I'll hit the last one first, and then we'll come back to the earlier ones. Wolverine has gone through a lot in the last nine months. Obviously, we had a CEO transition last August, and we really focused very quickly to stabilize the business and restructure the business, which we needed to go do. We have completed a lot of those efforts, but a lot of those efforts, we're still working our way through. I would say right now, we're in the middle of moving our distribution center, closing our distribution center in Louisville, and moving that product to our California distribution center. That takes a lot of work. We're working on moving our Boston-based teammates, the Saucony team, to Michigan and having that team sort of reside here. And we're still looking for some key talent. We're still looking for marketing leadership in Saucony. We're looking for some key brand talent or product talent in some of our brands as well. So I'm very pleased with the progress that we've made. I think we've taken the right and necessary steps. At the same time, there is work to go do, but I think we're approaching it with great pace and urgency and also attacking the most important things first. So that's where we are. So we're not completely done restructuring. We're not completely done. The dust hasn't all settled yet, but the team has done a phenomenal job sort of reacting to the call to action and then, importantly, posting the results and driving the business each and every day. The marketplace inventories, I think the inventories continue to get better, which is good and sort of become a little less promotional, especially for us on our dot-com business, which is encouraging. There are still pockets out there that are a little bit heavy, and it also varies a little bit by channel too. So certainly improved, albeit not perfect yet, which is one of the things that we continue to watch and monitor. And again, wholesalers, our partners, just are behaving differently. How they think about future orders, how they think about replenishment orders is just different from the historical norms to the business. And we, along with probably a lot of brands similar to us, are learning to react and adapt to that. Encouragingly, though, is that we talked about the uptick in replenishment orders is a positive sign in the business. We're seeing some of the nefarious rogue selling activity. That is coming down sort of week by week, which we're encouraged by. And then, as I already talked about, a little bit of an acceleration in our DTC business. But I think we're still very cautious. We're still managing the business very tightly on a day-to-day basis. Then where we do see proof points, we are chasing that business responsibly as quickly as we can. So I think, by and large, we're pleased with the progress we've made. At the same time, we know that we can do better, and everyone should expect us to do better. And that's what everyone here is focused on. Got it. And then pricing and promotions, what are you seeing there and any shifts in third quarter and fourth quarter as you return to growth? Well, I can say that the proof points so far this year on pricing and promotions, both in our direct-to-consumer channels and through our wholesale partnerships, has been quite positive. Overall, in the accounts or in the channels where we do get the information, we're seeing inventories coming down nearly 25% year-over-year, not to optimal levels yet, obviously, at retail, but that's an encouraging trend and sign. But at the same time, average selling price is increasing pretty dramatically for our big brands in those channels. So that's a really important proof point. We talked a little bit about the margin expansion in our e-commerce business and how that's been a very important focus for the teams. And we're seeing that benefit, I think, a combination of a bit more discipline but, most importantly, just new product that's actually resonating with the consumers right now and driving more full-price business. So I think those are the two most important proof points right now, Dana, as we think about more confidence into the back half of the year. We're not giving guidance on Q3 or Q4 phasing or trends, but just know that some of the early positive winds we're seeing in the e-com side of the business are giving us some confidence points for sure. Thank you. Thanks, Dana. Thank you. We have the next question from the line of Ashley Owens with KeyBanc Capital Markets. Please go ahead. Hi. Thanks for taking the question. Just first, can you talk about your decision to roll off the Merrell & Saucony kids' businesses into license and then any plans you can share that you have to allocate some of those resources you were previously using to support those? Yeah. Good question. Thanks, Ashley. We appreciate that. Certainly, important decisions that we're making as an organization to how we think about Wolverine World Wide go forward. We created a global licensing group in the latter part of last year and really are thoughtful about that business and what it can mean. We've got a great seasoned leader running that business. She brings just a great approach sort of daily to both our brands and our partners and how we can profitably grow that business. So we've created the center of excellence. We've got the right leader running it. And then we also look back on the global potential of our brands and where we know we can be great and where I think we probably know that we can use some help. I still believe in the power of our global head-to-toe opportunities, specifically for Merrell and Saucony and what those brands can be. And as it relates to Merrell, we've attempted apparel and accessories historically, and we just haven't been great at it. I think we found a great partner in that. I literally just met with them last week. I'll meet with them in a couple of weeks. Just a really phenomenal partner that has a deep fondness for the Merrell brand. They've already built the team out around it and are very excited about what they see as the potential for Merrell apparel and accessories to allow us to be a true global head-to-toe business. I think we can't miss the fact that Merrell, outside of the U.S., and we've got 46 stores in the U.S. We've got a direct-to-consumer business. We have a wholesale business. But outside of the U.S., we have a lot of direct-to-consumer operations. I think those stores, being able to arm those stores with apparel and accessories and socks and packs and bags along with the amazing footwear that we design, really creates a really phenomenal opportunity for us and really helps us tell a better story with the consumer. So I'm bullish on that. Then on the kids' front too, we've had a kids' group that was very good. At the same time, I think a licensing model with a long-time partner like who we chose really made the best sense for us today as we're thinking about the business. So I think we've picked two great partners for both apparel and accessories for Merrell and then Merrell Saucony kids. And we have them underneath a great leader at Wolverine World Wide. So I think we're really working to prioritize the business, eyes wide open about what we know we can be great at, at the same time looking at other opportunities for our brands with best-in-class partners who can help us continue to grow without having us to do it ourselves. As it talked to redeploy resources, we've already done that. We've redeployed some resources into other parts of the business as well. And it allows us to really have a sharper focus on what we know that we can be great at and what we know we need to be great at. So an important move and just another step in our evolution. Okay. Great. Thanks. And then quickly, one any callouts you could provide around which brands of products are kind of helping with that replenish rate improvement you're seeing? Then additionally, the product cadence as we get to the back half of the year and just how it compares to some of the innovation we're seeing now as resources free up, inventory gets cleaner, all the transformation efforts underway as well. So are we seeing a little bit of acceleration in terms of launches, or is the inflection of 4Q coming from existing products you've released, ramping in momentum? Yeah. A great question or questions. There's a lot embedded there. I'll try to answer it. I think certainly, replenishment across the board, we have seen an improvement in. Some parts, it's better than others. But in our weekly meetings with the brand leadership teams and sales teams, we certainly have seen a nice uptick in weekly replenishment orders, probably stronger in some brands and, frankly, strong in some brands where now we're going to go chase inventory. I'm thinking about Saucony specifically right now, some of the momentum that Saucony has. We're chasing product because we have managed inventory very closely to help really work and reposition and reset that brand. We're also seeing it in brands like Merrell. Now, we're chasing Moab Speed 2s now and talking about how we can prioritize orders and feed the regions and channels that are driving that growth. And then even some places in the workgroup, which we haven't talked about today, where product is on trend or new innovation, we're having to chase that too. So it goes without saying, I mean, you all know as well as I do that consumers crave newness and innovation. And I think when we can bring that in a meaningful way and tell a good story about it, that product checks. That's why I'm so convinced about our global brand-building model and encouraged by the progress we've made around the product pipeline. While we've had some great introductions, there are still more coming this year. I'm excited about the Reforce, which is just dropping in the boot group. Certainly, in Saucony, the Hurricane 24, which will drop this summer, we are encouraged by. That is a disruptive shoe that has people talking, continuing to chase the Endorphin, the Triumph. Those are all very positive. Then there's some really cool new light hikers coming out from Merrell that'll drop the latter part of this year into next year. They're probably some of the most disruptive shoes that Merrell has built in a very long period of time, thinking about the evolution of the trail, light and fast, and things that are visually disruptive at the same time perform. I think we've worked hard to accelerate the innovation in our product pipeline. I think the teams have responded. Early proof points of the new innovation working and even some of the sell-in that we're doing with accounts have been very positive. I'm encouraged by the progress that we've made, and every new drop, we get excited about. Really appreciate the color there. Best of luck to you, Mike, in your future endeavors. Thank you, Ashley. Thanks, Ashley. Thank you. Ladies and gentlemen, we will now end the question-and-answer session. The conference has now concluded. Thank you for attending today's presentation. You may now.