Ari Kotler: Overall, our retail performance reflects a healthier business with improving trends and a more productive store base. We are not trading margin for volume. Fuel was a significant earning contributor in the quarter. We operated through a highly volatile fuel environment and executed effectively delivering retail cents per gallon of 47.9% and driving same-store fuel contribution up approximately 20%. While gallons were pressured early in the quarter by the weather, they improved throughout the quarter, even in a higher price environment, and fuel transaction increased approximately 7% in March. While fuel volatility was supportive this quarter for CPG, it was not the only driver of improved results. Higher fuel prices can lead smaller fill-ups, but it can also drive more frequent visits. This reinforces our strategy, being competitive to drive traffic and offering promotions like the Fueling America's Future discount fuel campaign to give dollars back to the consumer. In honor of America's 250th birthday, Fueling America's Future is now offering $2.50 off per gallon up to 20 gallons. We remain focused on delivering value as we add into the summer driving season. That brings me to loyalty. Our Fueling America's Future campaign and Fast Rewards platform remain central to our growth strategy in trip frequency, customer engagement, and basket size. Enrollment increased 98% in the first quarter, compared to the same period last year with approximately 53,000 new members. Notably, almost half of new enrollees joined since the launch of the new app and $10 enrollment program in early March. We believe that these programs are important in any environment, but especially in one where customers are actively looking for value. A relaunch loyalty app on new technology platform position us to better personalize offers, improve communication and more deliberately use loyalty as traffic and retention engine, especially as we add into our 100 days of summer promotional season. Remodels and new to industry locations also remain key components of our longterm growth strategy. In the first quarter, We opened two NTIs retail stores and one NTI catalog location, and we remain on track for three new Dunkin' stores and one NTI retail store, 20 NTI catalogs, and 25 remodels in 2026. Early performance from recent remodels has been encouraging, reinforcing our conviction that modern, foot-forward formats can drive higher sales stronger fuel performance, and improved store-level economics. On the fleet fueling side, building new card laws continue to represent one of our most attractive uses of capital, given the low investment, modest labor model, and compelling returns. Before I turn it over to Gallagher, let me leave you with this. The first quarter was not driven by one time margin event or a single metric. It reflected structural progress across fuel pricing, dealerization, cost discipline, portfolio quality, and retail execution. We are not going to overstate one quarter, but we are encouraged by what we are seeing. Our transformation plan has been gaining traction, and promotions are driving sales and loyalty program enrollment, which is visible in our financial performance. With that, I will turn the call over to Gallagher.
Gallagher: Thank you, Ari. We continue to be encouraged by the broad-based performance we are seeing across the business. In Q1, we saw improvement in retail trends, strong fuel margin execution, continued benefit from dealerization, and meaningful cost discipline at both the store and corporate levels. We remain focused on investing growth capital to drive strong returns in remodels, NTI retail stores, and card locks. Turning to our first quarter results, net loss of $5.6 million compared with $12.7 million for the prior year period. And adjusted EBITDA was approximately $51 million, up roughly 65% from the prior year period, as already mentioned. In our retail segment, same-store merchandising sales were down 0.5% for the quarter, while same-store merchandising sales, excluding cigarettes, increased 0.4%, representing the strongest ex-cigarette performance we have seen in two years. And we achieved these results, even with disruptions caused by winter storms in our footprint. Merchandising margin was 33.9%, up 70 basis points from the prior year, driven by product mix, and targeted customer promotions. This 70 base points improvement in margin is on top of the 70 base points improvement we had last year in Q1, as Ari mentioned. On retail fuel, same-store gallons were down 3.2% year over year, but improved sequentially through the quarter, with fuel transactions increasing approximately 7% in March year over year. Same-store fuel contribution increased 20%, and retail cents per gallon increased by approximately 10 cents, to 47.9 cents per gallon. That result reflects efficient pricing and strong execution in a volatile market. As mentioned, our merchandising and fuel trends were affected by the winter storms in Q1 across our core footprint. While difficult to quantify, we estimate same-store merchandising sales volumes would have been approximately 80 basis points stronger absent weather disruptions, reflecting the underlying strength of our base business. Similarly, we estimate the storm-related impact to total company fuel gallons was approximately 160 basis points. While we can't control the weather, we do feel the normalized performance of the business is even stronger than shown, and we expect to build on this momentum. Turning to expenses, we remain focused on disciplined cost management across the business. Total retail site-level operating expenses were down 12% at $155.9 million compared with $177.2 million for the prior year period, primarily driven by our dealerization strategy. Same-store operating expenses increased 3.3% versus Q1 2025, driven by slightly higher labor rates, utilities, and higher credit card fees as retail fuel prices increased in March. On a consolidated basis, G&A expenses were down 4% from the prior year. This is consistent with our transformation plan and reflects a leaner cost structure and tighter operating discipline that we expect to continue. In our wholesale segment, operating income was approximately $23 million. Performance continued to benefit from dealerization and the related expansion of wholesale volume and profit contribution. Gallons were approximately 234 million gallons. Fuel margin was 9.8 cents per gallon, and we continue to expect dealerization to support both earnings quality and cash flow generation over time. In our fleet fueling segment, operating income was approximately $12 million, an increase of 9% year over year from the strong margin environment. Fleet fuel margin was 49.3 cents per gallon, while gallons declined 3.2%, and were also impacted by weather events in the quarter. Fleet fueling remains a durable cash flow business, and with around 20 card locks targeted in 2026, we believe that card lock expansion continues to represent an attractive capital deployment opportunity, given the return profile, and modest labor model. On the balance sheet, we ended the quarter with cash of $272 million and total liquidity of approximately $1.1 billion. In Q1, we paid down $206.7 million in debt using the net proceeds from the APC IPO, with long-term debt now at $704 million, excluding lease-related financing liabilities. On capital allocation, our priorities remain clear. We will continue to execute on dealerization, invest in retail initiatives and remodels, support NTI and high-return cardlock growth, all while we maintain balance sheet discipline and a focus on returns. Capital expenditures were approximately $31 million in the first quarter, primarily focused on growth capital, as we have 17 cardlocks and 25 remodels underway. The APC IPO has improved our financial flexibility, but our framework has not changed. We are focused on the highest return opportunities across the business and on improving cash flow over time. As we progress through 2026, we are encouraged by the momentum in the business. First quarter results reflected strong execution and improving underlying trends, particularly as the quarter progressed. While we are happy with our Q1 performance and strong start to 2026, We believe there is too much uncertainty in the market now to update our four-year guidance at this point. Looking ahead, we remain focused on continuing to execute, capturing the structural benefits of dealerization, and allocating capital to deliver strong returns. With that, I'll hand the call back to Ari.
Ari Kotler: Thank you, Gallagher. We are encouraged by the first quarter results, and our mindset remains the same. April has continued. the year to day trends across the business. We plan to stay disciplined, keep executing and continue building on the progress we made through the end of last year and into 2026. Operator, please open the line for questions.
Operator: Thank you. Ladies and gentlemen, if you would like to ask a question, please press star one on your telephone keypad and a confirmation tone will indicate your line is in the question queue. You may press star two if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. One moment, please, while we pull for questions. And the first question comes from the line of Bobby Griffin with Raymond James. Please proceed.
Bobby Griffin: Hey, guys. Thanks for taking the questions this morning. Congrats on some of the progress showing up in the business. Good to see. I guess first I wanted to maybe just touch on the dealerization aspect. And now that we really are starting to see the inflection point in the operations on a consolidated basis, does the end kind of pie of savings still look the same from a G&A standpoint that we've talked about in the past and from the SG&A standpoint? Are you actually now kind of getting in the weeds and seeing that there might be more low-hanging fruit or more upside to some of those original estimates?
Ari Kotler: Good morning, Bobby. Thank you for this question. Thank you for participating. So as we mentioned before, Bobby, the transformation plan that we put together in 2024, we kept talking about a $20 million upside over there when actually when this transaction is actually going to take place. So far, as you can see over here, And as we disclose, approximately $30 million benefits already is in place, given the 12 months. As I mentioned, we have 75 additional locations that we are about to basically execute. Some of them are under LOI. Some of them are under basically contract already. So I think the goal is really to complete that with maybe some additional others between now and the end of the year. And I think that's really the plan at the moment. If things will actually come later on and we see additional opportunities, of course we will execute on them. That's something that we always take into account. But I think we're going to stick to our plan at the moment.
Bobby Griffin: Okay. And then Ari, so that puts you round numbers, puts you call it a thousand stores at retail. Like when you get to that level, then kind of what's the go forward, you know, call it, I don't know if I want to call it plan, but the go forward kind of initiatives. You know, you got the remodels that are starting to accelerate. You got some of the merchandising work. You got loyalty. So maybe help us think about once we kind of get to this thousand store base at retail with those additional 75 stores to go. you know, what is the moving parts or the initiatives that will be the focus point going forward there for us to grade the business on?
Ari Kotler: Sure, sure. So, you know, first of all, you know, what we did, like I said, going back to the transformation plan since 2024, when we actually put the plan together, you know, the goal was to basically to move approximately 500 plus stores from basically from the retail business to the wholesale business, concentrate on areas that we are, you know, we have economy of scale, concentrate on areas that we can win, concentrate in areas that, you know, I'll call it, you know, more competitive for us, you know, in terms of scale, in terms of, you know, basically where we operate, concentrate on promotions. And as you can see right now, you mentioned a thousand stores, as you can see right now, The portfolio that we actually kept are the jewel of the jewel of the jewel when it comes to those stores. The goal will be moving forward to continue to grow and to continue to invest in those stores. As you can see, we are basically remodeling an additional 25 stores this year. The goal will be to build NPI around those stores. And the goal will be to continue to actually to execute around those stores. I can tell you that, you know, if you think about that, uh, you know, the majority of the portfolio, a large portion of the portfolio is basically East coast, mid Atlantic states, Southeast and Southwest. And that's all, that's basically the concentration. And that's what we would like probably to continue moving forward and just build around that. There is no question about that. You know, we are very well capitalized when it's come to it, as Gallagher mentioned, over $270 million, basically just cash on hand. And we have plenty of liquidity, up to $1.1 billion to continue to actually grow the business.
Bobby Griffin: Okay, Bob, just to add. Oh, go ahead, Gregor. Sorry about that.
Gregor: Really quickly. No, it's okay. And I already covered it well. There's three big benefits we're starting to see in the business. One is operating expenses. As those stores get dealerized, it lowers our operating expenses. Second is G&A, as you mentioned. We are more focused. Lean organization, G&A. So the third, which I think you hit on with Ari, is it focuses our investments on retail stores that are positioned to win. So whether it's remodels, merchandising initiatives, the loyalty program, the approximately 1,000 stores that are left can focus the capital on those and hopefully return very quickly to growth. We're almost there this quarter, but it really allows us to focus the investments to drive growth in those retail stores.
Bobby Griffin: That's helpful, and that's actually a dovetail into my final two questions. I mean, on the remodels, you know, I think we took that number up a little of what we're targeting to now do. Can you share any of the early stats you're seeing as the lift from these remodels? You know, we've talked in the past about the capital for kind of a soft remodel versus a hard remodel, so I'd imagine that's roughly about the same. But what about just the lifts now that you've got maybe a little bit more data on what you're seeing?
Ari Kotler: Sure, sure. So I can just talk about the early performance from the recent remodel. Like, you know, like we mentioned, we are very, very encouraged with that. You know, it's, of course, it's proved that the minute you actually invest in food service and you put food service formats forward, that's drive higher sales, stronger, basically, food performance. As a matter of fact, when people come into the stores, they're actually, you know, leaving the stores and going to the pub. And it just helps us with better store-level economics. There is no question. Now, the plan for 2026, which we mentioned, you know, approximately 25 stores remodeled, the whole idea is to continue concentrating on adding food service into those stores. Because the minute you invest in food service and you add food service into those stores, you're bringing more traffic. you have better customer engagement, and there is other items that are actually being attached to basically to the food service when people are actually coming to the store. So that's really going to be the goal moving forward to make sure that in all of those stores that we are touching right now and we are remodeling right now, you know, we're going to be adding food service. In addition to all of those promotions that we mentioned earlier, I mean, all of those promotions are very, very, very, beneficial for us, especially in this environment when fuel prices are actually going up. All of those promotions attached to PacBev, for example, when you purchase food, we talked about Fueling America. Think about it, Bobby, when you buy two Gatorade right now and get 50 cents off per gallon in this environment, you're talking about $10 off when you purchase 20 gallons over here. This is really, really important. So again, All of those things will be very beneficial for us into 2026.
Bobby Griffin: And, Ari, I'm going to try to pin you down a little more. So basically, when you remodel a store, you put in the fast craves and that stuff you're working on, you see a lift in merchandise, same-store merchandise sales as well as same-store merchandise gallons? Yeah, absolutely.
Gregor: I'll jump in on that one. Yeah, you know, the first ones we did last year, we saw about 12% increase in merceding sales overall and 14% in gallons versus the pre-period. Some categories were up 20%, 30%. So we continue to see really good results, which is why we're accelerating the program. Every store is different. The level of remodels are different, but we're very happy with what we're seeing, which is why we're trying to do even more.
Bobby Griffin: Very good. I've taken enough time. I appreciate it.
Ari Kotler: And one more thing, Bobby. One more thing, since you got me excited about that. When we talk about food service, it's not just the word food service. It's also to make sure that we have delicious value meals. I mean, we launched in Q1, we launched meals at $3, $4, $5, $6. I mean, think about it. You come to our stores in the afternoon to buy a chicken sandwich and a drink for $5. I mean, you can actually come to our stores and buy a drink, you know, like coffee or a cold drink and a sandwich, breakfast sandwich for $4. So, you know, those are very, very important components. It's not just to add food service. It's also to make sure that you actually bring value to the consumers.
Bobby Griffin: Thank you. I appreciate the details. Best of luck here and to you guys.
Ari Kotler: Thank you very much, Bobby. Thanks, Bobby.
Operator: The next question comes from the line of Daniel Guglielmo with Capital One Securities. Please proceed.
Daniel Guglielmo: Hi, everyone. Thank you for taking my questions. Broader consumer trends have been mixed in this kind of complex macro environment. Can you just dig in a little more into your retail customer trends? Are you seeing strength in certain regions? And do you have any additional insights on April trends?
Ari Kotler: Sure, sure. So let me start with the first one about consumer, basically trend. So I'm putting the weather aside for a second. I can tell you that before the volatility in price and gas prices, January started very, very strong. Those excluding cigarettes were basically above 5%. And then, of course, we got impacted by the weather. And then going into March, with the volatility of fuel pricing, you know, we actually see customers' trips actually increasing because of that, just because the price of fuel is up. And, you know, customer trips are up. We see, you know, basically an increase in penetration inside the stores because, you know, customers are coming more often because of that. And that brings me to basically the consumer and Fueling America and all of the promotional activities that we are doing over here when it comes to cigarettes and OTP, you know, everything. I mean, you know, I mentioned earlier today that cigarettes trends are actually up. I believe this is the first time for a long period of time that cigarettes actually trends are up. Cigarette trends are actually down. So I believe the promotional activity, Danielle, that we are actually having over here in our stores Along with all of the other promotions that we're doing actually bring traffic. And, you know, for me, traffic means that we are grabbing market share from somewhere else. The same thing goes to fuel. You know, we mentioned that, you know, fuel for this is like first time for a long period of time. You know, we've been trending even a little bit better than basically the office average. So, again, I just think that that's a mix of all of the other things and all of the initiatives that we are doing in the stores. to bring those customers in while, you know, everybody feels the pressure.
Gregor: Dan, let me just jump in a little bit. And the customers are under pressure. And I think we are having to take action to keep that traffic up, as I already mentioned, provide promotions, provide discounts that they can get in the store and using fuel. But you do see, especially as gas retail price elevates, we need to differentiate, and we're continuing to put our promotions out there that will continue to drive the traffic, hopefully in-store and with fuel through Fueling America. And we had some really strong pockets of geography. We did have that weather noise, but some Indiana, Kentucky parts of Ohio were very strong. Our southeast continues to be very strong, and some of what we call our Texarkana regions, which is Arkansas, Louisiana are also continuing to be performing. So we had a lot of very positive parts of the country and some that are a little more sluggish. But like I said, we're taking action now and not waiting on the customer. We're trying to drive value for them. They continue to bring their trips, both gallon and merchandise, to ARCA.
Daniel Guglielmo: That's great. I really appreciate all that color. That's really helpful. And just as, I guess, a follow-up to that, Can you talk about how the dealers have been able to navigate this complex environment? I know they're kind of smaller entrepreneurs with less resources, so I'm curious if they've seen more headwinds in their businesses this year.
Ari Kotler: Well, there is no question that, you know, those dealers are having the same challenge like everybody else. But remember, the environment that we are living in is that almost 65%, 70% of the stores in America are operated by, you know, basically by those dealers. So I think all of those guys are just, you know, basically in the same boat. And, you know, when price, you know, goes up and we see volatility, there is no question that, you know, they're probably going to have a little of a decline in gallons, but that's going to be offset by an increase in CPG. So, you know, that's the way they're managing the business, and this is the way they've been managing their business for, you know, for the last probably 50 years. But there is no question, Daniel, that prices of fuel have to come down at some point. You know, we saw that, you know, for the past, you know, we are here for, you know, a public company for the past five years. You know, I've been around the block for over 20 years. It's a cycle. It's a cycle. And, you know, we, you know, at some point the price, you know, will come down and consumers and, you know, and basically those dealers are going to continue to drive gallons, drive cells as they have before.
Daniel Guglielmo: Great. I appreciate all that insight. Thank you. Thank you, Daniel.
Operator: Thank you. This concludes the question and answer session. I'd like to turn the call back over to Ari Kotler for closing remarks.
Ari Kotler: Thank you, everyone, for participating this morning. It was great talking to you guys and hope to see you in our stores. Have a great morning.
Operator: This concludes today's conference. You may disconnect your lines at this time, and we thank you for your participation.
