The ONE Group Reports First Quarter 2026 Financial Results
Total GAAP Revenues Grew Year Over Year
Owned Restaurant Cost of Sales as a Percent of Owned Restaurant Net Revenue Improved to 19.4% from 20.8%
Operating Income Increased 30%, Adjusted EBITDA* Increased 12%
Capital Expenditures, Net of Tenant Improvement Allowances, Reduced 23% Year-Over-Year as Company Prioritizes Capital-Efficient Growth and Free Cash Flow Generation
Highlights for the first quarter 2026 compared to the same quarter in 2025 are as follows:
-
Total GAAP revenues increased 0.8% to
$212.8 million from$211.1 million - Consolidated comparable sales**decreased 0.3%, based on the same number of days year over year
-
GAAP net income attributable to
The ONE Group Hospitality, Inc. increased to$3.2 million from$1.0 million -
Restaurant Operating Profit***increased by 100 basis points to 19.1% of owned restaurant net revenue, excluding
Grill Concepts restaurants closed, from 18.1% -
Adjusted EBITDA* attributable to
The ONE Group Hospitality, Inc. increased 12.1% to$28.8 million from$25.7 million
“Our first quarter demonstrates strong continued momentum. We achieved positive comparable sales for the second quarter in a row at our flagship STK brand and saw substantial expansion in restaurant margins. STK’s 1.4% comparable sales growth and Benihana’s stable performance highlight the resilience of our distinctive Vibe Dining experience in a challenging consumer market. Our focused operational improvements – including food and beverage cost controls, menu refinement, integration synergies, and supply chain optimization – delivered a 100 basis point margin improvement overall. This is driven by impressive gains of 280 basis points at STK and 130 basis points at
“Our focus remains on strategic portfolio optimization and capital-efficient growth. In the first quarter, we generated
Strategic Portfolio Optimization
Grill Concepts Rationalization:
- Closed six underperforming Grill locations in 2025 and one in 2026
-
Temporarily closed three
Kona Grill restaurants and two RA Sushi restaurants inJanuary 2026 for conversion toBenihana or STK formats by the end of 2026 -
Conversion economics: approximately
$1.0 to$1.5 million , net per conversion with a one-year payback - Expected outcome: 100% profitable Grill portfolio with enhanced margins
Capital Efficiency Focus:
- Prioritizing asset-light and conversion-driven growth
-
Targeting new company-owned openings averaging
$1.5 million , net or less in build-out costs - Significant reduction in discretionary capital expenditures to strengthen balance sheet
- Advancing existing pipeline of approximately 12 signed leases with limited new signings
2026
|
Restaurant |
Location |
Date |
|
Owned |
|
|
|
Converted franchised |
|
|
|
Converted a franchised Benihana Express to owned |
|
|
2026
-
Owned STK restaurant in
Phoenix, Arizona -
Owned STK restaurant in
New York, New York (relocation of an existing STK restaurant) -
Owned
Benihana restaurant inSeattle, Washington
Asset-Light Expansion Highlights:
-
Ten-restaurant franchise development agreement for
Benihana /Benihana Express inGreater San Francisco Bay Area ,California that acceleratesWest Coast expansion while maintaining capital discipline -
Two-restaurant commitment for a franchised
Benihana and a licensed Benihana Express in theFlorida Keys in partnership with experienced operator to ensure quality execution
Liquidity
As of
2026 Financial Targets
The Company is introducing the following second quarter financial targets and reiterating its full year financial targets, reflecting the benefits of portfolio optimization, operational improvements, and continued
|
Financial Results and Other Select Data US$s in millions |
|
Q2 2026 Guidance
|
2026 Guidance
|
|
Total GAAP revenues |
|
|
|
|
Consolidated comparable sales |
|
1% to 2% |
1% to 3% |
|
Managed, license and franchise fee revenues |
|
|
|
|
Total owned operating expenses as a percentage of owned restaurant net revenue |
|
81% to 82% |
82% to 83% |
|
Consolidated total G&A, excluding stock-based compensation |
|
|
Approx. |
|
Consolidated Adjusted EBITDA(1) |
|
|
|
|
Consolidated restaurant pre-opening expenses |
|
|
|
|
Consolidated effective income tax rate |
|
|
10% to 20% |
|
Consolidated total capital expenditures, net of allowances received by landlords |
|
|
|
|
Consolidated number of new system-wide venues |
|
|
6 to 10 new venues |
|
(1) We have not reconciled guidance for Consolidated Adjusted EBITDA to the corresponding GAAP financial measure because we do not provide guidance for the various reconciling items. We are unable to provide guidance for these reconciling items because we cannot determine their probable significance, as certain items are outside of our control and cannot be reasonably predicted since these items could vary significantly from period to period. Accordingly, reconciliations to the corresponding GAAP financial measure are not available without unreasonable effort. |
|||
Conference Call and Webcast
Emanuel “Manny” Hilario, President and Chief Executive Officer, and
The conference call can be accessed live over the phone by dialing 201-389-0908. A replay will be available after the call and can be accessed by dialing 412-317-6671; the passcode is 13759769. The replay will be available until
The webcast can be accessed from the Investor Relations tab of The ONE Group’s website at www.togrp.com under “News / Events.”
About
-
STK, a modern twist on the American steakhouse concept with restaurants in major metropolitan cities in the
U.S. ,Europe and theMiddle East , featuring premium steaks, seafood and specialty cocktails in an energetic upscale atmosphere. -
Benihana , an interactive dining destination with highly skilled chefs preparing food right in front of guests and served in an energetic atmosphere alongside fresh sushi and innovative cocktails. The Company franchises Benihanas in theU.S. ,Caribbean ,Central America , andSouth America . -
Samurai, an interactive dining experience located in sunny
Miami, FL , provides a distinctive dining experience where skilled personal chefs masterfully perform the ancient art of teppanyaki right before your eyes. -
Kona Grill , a polished casual, bar-centric Grill concept with restaurants in theU.S. , featuring American favorites, award-winning sushi, and specialty cocktails in an upscale casual atmosphere. - Salt Water Social is your gateway to the seven seas, featuring an array of signature and unique fresh seafood items, complemented by the highest quality beef dishes and elegant, delicious cocktails.
-
Benihana Express, a small footprint casual concept showcasing the best of
Benihana but without teppanyaki tables or bar. -
RA Sushi, a Japanese cuisine concept that offers a fun-filled, bar-forward, upbeat, and vibrant dining atmosphere with restaurants in the
U.S. anchored by creative sushi, inventive drinks, and outstanding service. -
ONE Hospitality, The ONE Group’s food and beverage hospitality services business develops, manages and operates premier restaurants and turnkey food and beverage services within high-end hotels and casinos currently operating venues in the
U.S. andEurope .
Additional information about
Non-GAAP Definitions
We have evolved our definition of non-GAAP financial measures starting in Q4 2025. We use certain non-GAAP measures in analyzing operating performance and believe that the presentation of these measures provides investors and analysts with information that is beneficial to gaining an understanding of the Company's financial results. Non-GAAP disclosures should not be viewed as a substitute for financial results determined in accordance with GAAP.
We exclude items management does not consider in the evaluation of its ongoing core operating performance from Adjusted EBITDA. Starting in Q4 2025, the Adjusted EBITDA attributable to closed
*
We define Adjusted EBITDA as net income (loss) before interest expense, provision for income taxes, depreciation and amortization, stock-based compensation, lease termination and restaurant closure expenses, transition and integration expenses, transaction and exit costs, non-cash rent, non-cash impairment loss, non-recurring gains and losses, certain transactional and exit costs, loss on early debt extinguishment, and the Adjusted EBITDA attributable to the
** Comparable sales represent total
*** We define Restaurant Operating Profit as owned restaurant net revenue minus owned restaurant cost of sales and owned restaurant operating expenses. Restaurant Operating Profit has been presented in this press release and is a supplemental measure of financial performance that is not required by, or presented in accordance with, GAAP. Refer to the reconciliation of operating income to Restaurant Operating Profit in this press release.
Cautionary Statement on Forward-Looking Statements
This press release includes “forward-looking statements” within the meaning of the “safe harbor” provisions of the United States Private Securities Litigation Reform Act of 1995, including with respect to 2025 results, the impact of the
Investors are referred to the most recent reports filed with the Securities and Exchange Commission by
|
CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS (Unaudited, in thousands, except income per share and related share information) |
||||||||
|
|
|
|
|
|
|
|
||
|
|
|
For the three periods ended |
|
For the three periods ended |
||||
|
|
|
2026 |
|
2025 |
||||
|
Revenues: |
|
|
|
|
|
|
||
|
Owned restaurant net revenue |
|
$ |
209,292 |
|
|
$ |
207,398 |
|
|
Management, license, franchise and incentive fee revenue |
|
|
3,524 |
|
|
|
3,731 |
|
|
Total revenues |
|
|
212,816 |
|
|
|
211,129 |
|
|
Cost and expenses: |
|
|
|
|
|
|
||
|
Owned operating expenses: |
|
|
|
|
|
|
||
|
Owned restaurant cost of sales |
|
|
40,534 |
|
|
|
43,120 |
|
|
Owned restaurant operating expenses |
|
|
129,036 |
|
|
|
128,775 |
|
|
Total owned operating expenses |
|
|
169,570 |
|
|
|
171,895 |
|
|
General and administrative (including stock-based compensation of |
|
|
15,022 |
|
|
|
13,091 |
|
|
Depreciation and amortization |
|
|
10,405 |
|
|
|
9,829 |
|
|
Lease termination and restaurant closure expenses |
|
|
1,965 |
|
|
|
71 |
|
|
Pre-opening expenses |
|
|
1,471 |
|
|
|
1,681 |
|
|
Transition and integration expenses |
|
|
466 |
|
|
|
3,719 |
|
|
Transaction costs |
|
|
— |
|
|
|
69 |
|
|
Other expenses |
|
|
20 |
|
|
|
45 |
|
|
Total costs and expenses |
|
|
198,919 |
|
|
|
200,400 |
|
|
Operating income |
|
|
13,897 |
|
|
|
10,729 |
|
|
Other expenses, net: |
|
|
|
|
|
|
||
|
Interest expense, net of interest income |
|
|
9,746 |
|
|
|
9,822 |
|
|
Total other expenses, net |
|
|
9,746 |
|
|
|
9,822 |
|
|
Income before provision for income taxes |
|
|
4,151 |
|
|
|
907 |
|
|
Provision for income taxes |
|
|
1,162 |
|
|
|
285 |
|
|
Net income |
|
|
2,989 |
|
|
|
622 |
|
|
Less: net loss attributable to noncontrolling interest |
|
|
(213 |
) |
|
|
(353 |
) |
|
Net income attributable to |
|
$ |
3,202 |
|
|
$ |
975 |
|
|
Series A Preferred Stock paid-in-kind dividend and accretion |
|
|
(9,395 |
) |
|
|
(7,591 |
) |
|
Net loss available to common stockholders |
|
$ |
(6,193 |
) |
|
$ |
(6,616 |
) |
|
|
|
|
|
|
|
|
||
|
Net loss per common share: |
|
|
|
|
|
|
||
|
Basic |
|
$ |
(0.20 |
) |
|
$ |
(0.21 |
) |
|
Diluted |
|
$ |
(0.20 |
) |
|
$ |
(0.21 |
) |
|
|
|
|
|
|
|
|
||
|
Weighted average common shares outstanding: |
|
|
|
|
|
|
||
|
Basic |
|
|
31,282,911 |
|
|
|
31,045,156 |
|
|
Diluted |
|
|
31,282,911 |
|
|
|
31,045,156 |
|
The following table sets forth certain statements of operations data as a percentage of total revenues for the periods indicated. Certain percentage amounts may not sum to total due to rounding.
|
|
|
For the three periods ended |
|
For the three periods ended |
||
|
|
|
2026 |
|
2025 |
||
|
Revenues: |
|
|
|
|
||
|
Owned restaurant net revenue |
|
98.3 |
% |
|
98.2 |
% |
|
Management, license, franchise and incentive fee revenue |
|
1.7 |
% |
|
1.8 |
% |
|
Total revenues |
|
100.0 |
% |
|
100.0 |
% |
|
Cost and expenses: |
|
|
|
|
||
|
Owned operating expenses: |
|
|
|
|
||
|
Owned restaurant cost of sales (1)(2) |
|
19.4 |
% |
|
20.8 |
% |
|
Owned restaurant operating expenses (1) |
|
61.7 |
% |
|
62.1 |
% |
|
Total owned operating expenses (1) |
|
81.0 |
% |
|
82.9 |
% |
|
General and administrative (including stock-based compensation of 0.5% and 0.8% for the three periods ended |
|
7.1 |
% |
|
6.2 |
% |
|
Depreciation and amortization |
|
4.9 |
% |
|
4.7 |
% |
|
Lease termination and restaurant closure expenses |
|
0.9 |
% |
|
0.0 |
% |
|
Pre-opening expenses |
|
0.7 |
% |
|
0.8 |
% |
|
Transition and integration expenses |
|
0.2 |
% |
|
1.8 |
% |
|
Transaction costs |
|
— |
% |
|
0.0 |
% |
|
Other expenses |
|
0.0 |
% |
|
0.0 |
% |
|
Total costs and expenses |
|
93.5 |
% |
|
94.9 |
% |
|
Operating income |
|
6.5 |
% |
|
5.1 |
% |
|
Other expenses, net: |
|
|
|
|
||
|
Interest expense, net of interest income |
|
4.6 |
% |
|
4.7 |
% |
|
Total other expenses, net |
|
4.6 |
% |
|
4.7 |
% |
|
Income before provision for income taxes |
|
2.0 |
% |
|
0.4 |
% |
|
Provision for income taxes |
|
0.5 |
% |
|
0.1 |
% |
|
Net income |
|
1.4 |
% |
|
0.3 |
% |
|
Less: net loss attributable to noncontrolling interest |
|
(0.1 |
)% |
|
(0.2 |
)% |
|
Net income attributable to |
|
1.5 |
% |
|
0.5 |
% |
| ____________________ | |
|
(1) |
These expenses are shown as a percentage of owned restaurant net revenue. |
|
(2) |
Owned restaurant cost of sales as a percent of owned restaurant net revenue has improved year over year since the acquisition of |
|
|
|
|
For the three periods ended |
|
For the year ended |
|
For the year ended |
|
|
|
|
2026 |
|
2025 |
|
2024 |
|
Owned restaurant cost of sales |
|
|
19.4% |
|
20.1% |
|
21.0% |
|
CONDENSED CONSOLIDATED BALANCE SHEETS (Unaudited, in thousands, except share information) |
||||||||
|
|
|
|
|
|
|
|
||
|
|
|
|
|
|
||||
|
|
|
2026 |
|
2025 |
||||
|
ASSETS |
|
|
|
|
|
|||
|
Current assets: |
|
|
|
|
|
|
||
|
Cash and cash equivalents |
|
$ |
6,121 |
|
|
$ |
4,168 |
|
|
Credit card receivable |
|
|
11,825 |
|
|
|
19,480 |
|
|
Restricted cash and cash equivalents |
|
|
499 |
|
|
|
499 |
|
|
Accounts receivable |
|
|
11,011 |
|
|
|
15,389 |
|
|
Inventory |
|
|
9,409 |
|
|
|
9,839 |
|
|
Other current assets |
|
|
7,608 |
|
|
|
7,521 |
|
|
Total current assets |
|
|
46,473 |
|
|
|
56,896 |
|
|
|
|
|
|
|
|
|
||
|
Property and equipment, net |
|
|
281,291 |
|
|
|
278,195 |
|
|
Operating lease right-of-use assets |
|
|
253,592 |
|
|
|
253,228 |
|
|
|
|
|
155,783 |
|
|
|
155,783 |
|
|
Intangibles, net |
|
|
128,939 |
|
|
|
128,988 |
|
|
Other assets |
|
|
8,910 |
|
|
|
8,852 |
|
|
Security deposits |
|
|
2,220 |
|
|
|
2,254 |
|
|
Total assets |
|
$ |
877,208 |
|
|
$ |
884,196 |
|
|
|
|
|
|
|
|
|
||
|
LIABILITIES, SERIES A PREFERRED STOCK AND STOCKHOLDERS’ DEFICIT |
|
|
|
|
|
|
||
|
Current liabilities: |
|
|
|
|
|
|
||
|
Accounts payable |
|
$ |
33,612 |
|
|
$ |
36,633 |
|
|
Accrued payroll expenses |
|
|
21,780 |
|
|
|
19,286 |
|
|
Accrued expenses |
|
|
44,913 |
|
|
|
46,356 |
|
|
Current portion of operating lease liabilities |
|
|
13,839 |
|
|
|
13,803 |
|
|
Deferred gift card revenue and other |
|
|
5,414 |
|
|
|
6,819 |
|
|
Current portion of long-term debt |
|
|
9,432 |
|
|
|
9,302 |
|
|
Other current liabilities |
|
|
1,188 |
|
|
|
1,017 |
|
|
Total current liabilities |
|
|
130,178 |
|
|
|
133,216 |
|
|
|
|
|
|
|
|
|
||
|
Long-term debt, net of current portion, unamortized discount and debt issuance costs |
|
|
325,575 |
|
|
|
334,013 |
|
|
Operating lease liabilities, net of current portion |
|
|
294,683 |
|
|
|
293,985 |
|
|
Other long-term liabilities |
|
|
6,221 |
|
|
|
6,319 |
|
|
Deferred tax liabilities, net |
|
|
5,187 |
|
|
|
5,187 |
|
|
Total liabilities |
|
|
761,844 |
|
|
|
772,720 |
|
|
|
|
|
|
|
|
|
||
|
Commitments and contingencies (Note 16) |
|
|
|
|
|
|
||
|
|
|
|
|
|
|
|
||
|
Series A preferred stock, |
|
|
200,698 |
|
|
|
191,303 |
|
|
|
|
|
|
|
|
|
||
|
Stockholders’ deficit: |
|
|
|
|
|
|
||
|
Common stock, |
|
|
3 |
|
|
|
3 |
|
|
Preferred stock, other than Series A preferred stock, |
|
|
— |
|
|
|
— |
|
|
|
|
|
(19,308 |
) |
|
|
(19,308 |
) |
|
Additional paid-in capital |
|
|
31,242 |
|
|
|
39,712 |
|
|
Accumulated deficit |
|
|
(90,014 |
) |
|
|
(93,216 |
) |
|
Accumulated other comprehensive loss |
|
|
(3,055 |
) |
|
|
(3,029 |
) |
|
Total stockholders’ deficit |
|
|
(81,132 |
) |
|
|
(75,838 |
) |
|
Noncontrolling interests |
|
|
(4,202 |
) |
|
|
(3,989 |
) |
|
Total deficit |
|
|
(85,334 |
) |
|
|
(79,827 |
) |
|
Total liabilities, Series A preferred stock and stockholders' deficit |
|
$ |
877,208 |
|
|
$ |
884,196 |
|
Reconciliation of Non-GAAP Measures
We prepare our financial statements in accordance with generally accepted accounting principles (GAAP). In this press release, we also make references to the following non-GAAP financial measures: total food and beverage sales at owned and managed units, Adjusted EBITDA, Restaurant Operating Profit and Restaurant EBITDA.
Total food and beverage sales at owned and managed units. Total food and beverage sales at owned and managed units represents our total revenue from our owned operations as well as the revenue reported to us with respect to sales at our managed locations, where we earn management and incentive fees. We believe that this measure represents a useful internal measure of performance as it identifies total sales associated with our brands and hospitality services that we provide. Accordingly, we include this non-GAAP measure so that investors can review financial data that management uses in evaluating performance, and we believe that it will assist the investment community in assessing performance of restaurants and other services we operate, whether or not the operation is owned by us. However, because this measure is not determined in accordance with GAAP, it is susceptible to varying calculations and not all companies calculate these measures in the same manner. As a result, this measure as presented may not be directly comparable to a similarly titled measure presented by other companies. This non-GAAP measure is presented as supplemental information and not as an alternative to any GAAP measurements. The following table includes a reconciliation of our GAAP revenue to total food and beverage sales at our owned and managed units (in thousands):
|
|
|
For the three periods ended |
|
For the three periods ended |
|
|||
|
|
|
2026 |
|
2025 |
|
|||
|
|
|
(unaudited) |
|
(unaudited) |
|
|||
|
Owned restaurant net revenue (1) |
|
$ |
209,292 |
|
|
$ |
207,398 |
|
|
Management, license and incentive fee revenue |
|
|
3,524 |
|
|
|
3,781 |
|
|
GAAP revenues |
|
$ |
212,816 |
|
|
$ |
211,129 |
|
|
|
|
|
|
|
|
|
|
|
|
Food and beverage sales from managed units (1) |
|
|
31,209 |
|
|
|
33,803 |
|
|
|
|
|
|
|
|
|
|
|
|
Total food and beverage sales at owned and managed units |
|
$ |
240,501 |
|
|
$ |
241,201 |
|
| ____________________ | |
|
(1) |
Components of total food and beverage sales at owned and managed units |
The following table presents a reconciliation of Owned restaurant net revenue for the periods ended
|
Owned restaurant net revenue for the three periods ended |
|
$ |
207,398 |
|
|
Decrease in sales for |
|
|
(8,131 |
) |
|
Decrease in sales due to the elimination of auto-gratuities(2) |
|
|
(1,269 |
) |
|
Increase in sales due to fiscal calendar shift(3) |
|
|
8,291 |
|
|
Other changes in sales(4) |
|
|
3,003 |
|
|
Owned restaurant net revenue for the three periods ended |
|
|
209,292 |
|
| ____________________ | |
|
(1) |
|
|
(2) |
The elimination of auto-gratuities has no impact on net income attributable to |
|
(3) |
On |
|
(4) |
Other changes in sales is comprised of sales generated by new restaurant openings and the change in same store sales. |
The following table presents the elements of the quarterly and annual Same Store Sales measure for 2025 and 2026:
|
|
|
2025 vs. 2024 |
|
2026 vs. 2025 |
||||||||||||||
|
|
|
Q1 |
|
Q2 |
|
Q3 |
|
Q4 |
|
YTD |
|
Q1 |
||||||
|
|
|
(2.3 |
)% |
|
(4.9 |
)% |
|
(6.2 |
)% |
|
(0.7 |
)% |
|
(3.4 |
)% |
|
(0.1 |
)% |
|
|
|
(12.7 |
)% |
|
(9.5 |
)% |
|
(4.7 |
)% |
|
4.2 |
% |
|
(4.6 |
)% |
|
8.1 |
% |
|
|
|
(3.6 |
)% |
|
(6.0 |
)% |
|
(5.8 |
)% |
|
0.3 |
% |
|
(3.7 |
)% |
|
1.4 |
% |
|
|
|
0.7 |
% |
|
0.4 |
% |
|
(4.0 |
)% |
|
(0.4 |
)% |
|
(0.8 |
)% |
|
— |
% |
|
|
|
(13.3 |
)% |
|
(14.0 |
)% |
|
(10.8 |
)% |
|
(8.1 |
)% |
|
(11.6 |
)% |
|
(4.9 |
)% |
|
|
|
(15.1 |
)% |
|
(17.3 |
)% |
|
(18.0 |
)% |
|
(16.5 |
)% |
|
(16.5 |
)% |
|
(13.1 |
)% |
|
|
|
(13.7 |
)% |
|
(14.6 |
)% |
|
(11.8 |
)% |
|
(9.4 |
)% |
|
(12.5 |
)% |
|
(5.3 |
)% |
|
Combined Same Store Sales |
|
(3.2 |
)% |
|
(4.1 |
)% |
|
(5.9 |
)% |
|
(1.8 |
)% |
|
(3.7 |
)% |
|
(0.3 |
)% |
Adjusted EBITDA. We define Adjusted EBITDA as net income before interest expense, provision for income taxes, depreciation and amortization, stock-based compensation, lease termination and restaurant closure expenses, transition and integration expenses, transaction costs, non-cash rent, non-cash impairment loss, non-recurring gains and losses, certain transactional and exit costs, loss on early debt extinguishment and the Adjusted EBITDA attributable to
The following table presents a reconciliation of net loss to EBITDA and Adjusted EBITDA for the periods indicated (in thousands):
|
|
|
For the three periods ended |
|
For the three periods ended |
||||
|
|
|
2026 |
|
2025 |
||||
|
Net income attributable to |
|
$ |
3,202 |
|
|
$ |
975 |
|
|
Net loss attributable to noncontrolling interest |
|
|
(213 |
) |
|
|
(353 |
) |
|
Net income |
|
|
2,989 |
|
|
|
622 |
|
|
Interest expense, net |
|
|
9,746 |
|
|
|
9,822 |
|
|
Provision for income taxes |
|
|
1,162 |
|
|
|
285 |
|
|
Depreciation and amortization |
|
|
10,405 |
|
|
|
9,829 |
|
|
EBITDA |
|
|
24,302 |
|
|
|
20,558 |
|
|
Stock-based compensation |
|
|
1,134 |
|
|
|
1,632 |
|
|
Lease termination and restaurant closure expenses(1) |
|
|
1,965 |
|
|
|
71 |
|
|
Transition and integration expenses |
|
|
466 |
|
|
|
3,719 |
|
|
Transaction costs |
|
|
— |
|
|
|
69 |
|
|
Non-cash rent(2) |
|
|
439 |
|
|
|
(1,120 |
) |
|
|
|
|
181 |
|
|
|
457 |
|
|
Other expenses |
|
|
20 |
|
|
|
45 |
|
|
Adjusted EBITDA |
|
|
28,507 |
|
|
|
25,431 |
|
|
Adjusted EBITDA attributable to noncontrolling interest |
|
|
(282 |
) |
|
|
(240 |
) |
|
Adjusted EBITDA attributable to |
|
$ |
28,789 |
|
|
$ |
25,671 |
|
| ____________________ | |
|
(1) |
Lease termination and restaurant closure expenses are costs associated with closed locations which includes |
|
(2) |
Non-cash rent expense is included in owned restaurant operating expenses, pre-opening expenses and general and administrative expense on the condensed consolidated statements of operations. |
|
(3) |
|
The following table presents a reconciliation of Owned restaurant net revenue, excluding net revenue of
|
|
|
For the three periods ended |
|
For the three periods ended |
||||
|
|
|
2026 |
|
2025 |
||||
|
Owned restaurant net revenue |
|
$ |
209,292 |
|
|
$ |
207,398 |
|
|
|
|
|
(340 |
) |
|
|
(8,471 |
) |
|
Owned restaurant net revenue, excluding |
|
|
208,952 |
|
|
|
198,927 |
|
Restaurant Operating Profit and Restaurant EBITDA. We define Restaurant Operating Profit as owned restaurant net revenue minus owned restaurant cost of sales and owned restaurant operating expenses. We define Restaurant EBITDA as Restaurant Operating Profit minus non-cash rent.
We believe Restaurant Operating Profit and Restaurant EBITDA are an important component of financial results because: (i) they are widely used metrics within the restaurant industry to evaluate restaurant-level productivity, efficiency, and performance, and (ii) we use Restaurant Operating Profit and Restaurant EBITDA as key metrics to evaluate our restaurant financial performance compared to our competitors. We use these metrics to facilitate a comparison of our operating performance on a consistent basis from period to period, to analyze the factors and trends affecting our business and to evaluate the performance of our restaurants.
The following table presents a reconciliation of Operating income to Restaurant Operating Profit and Restaurant EBITDA for the periods indicated (in thousands):
|
|
|
For the three periods ended |
|
For the three periods ended |
||||
|
|
|
2026 |
|
2025 |
||||
|
Operating income as reported |
|
$ |
13,897 |
|
|
$ |
10,729 |
|
|
Management, license and incentive fee revenue |
|
|
(3,524 |
) |
|
|
(3,731 |
) |
|
General and administrative |
|
|
15,022 |
|
|
|
13,091 |
|
|
Depreciation and amortization |
|
|
10,405 |
|
|
|
9,829 |
|
|
Lease termination and restaurant closure expenses |
|
|
1,965 |
|
|
|
71 |
|
|
Pre-opening expenses |
|
|
1,471 |
|
|
|
1,681 |
|
|
Transition and integration expenses |
|
|
466 |
|
|
|
3,719 |
|
|
Transaction costs |
|
|
— |
|
|
|
69 |
|
|
|
|
|
186 |
|
|
|
433 |
|
|
Other expenses |
|
|
20 |
|
|
|
45 |
|
|
Restaurant Operating Profit, excluding |
|
$ |
39,908 |
|
|
$ |
35,936 |
|
|
Restaurant Operating Profit as a percentage of owned restaurant net revenue, excluding |
|
|
19.1 |
% |
|
|
18.1 |
% |
|
Non-Cash Rent |
|
|
(109 |
) |
|
|
(1,535 |
) |
|
Restaurant EBITDA |
|
$ |
39,799 |
|
|
$ |
34,401 |
|
|
Restaurant EBITDA as a percentage of owned restaurant net revenue, excluding |
|
|
19.0 |
% |
|
|
17.3 |
% |
| ____________________ | |
|
(1) |
|
|
(2) |
|
Restaurant Operating Profit by brand is as follows (in thousands):
|
|
|
For the three periods ended |
|
For the three periods ended |
||||
|
|
|
2026 |
|
2025 |
||||
|
STK restaurant operating profit (Company owned) |
|
$ |
12,973 |
|
|
$ |
10,136 |
|
|
STK restaurant operating profit (Company owned) as a percentage of STK revenue (Company owned) |
|
|
21.3 |
% |
|
|
18.5 |
% |
|
|
|
$ |
25,387 |
|
|
$ |
22,886 |
|
|
|
|
|
21.1 |
% |
|
|
19.8 |
% |
|
Core |
|
$ |
1,657 |
|
|
$ |
3,054 |
|
|
Core |
|
|
6.3 |
% |
|
|
11.2 |
% |
|
Non-core |
|
$ |
(67 |
) |
|
$ |
(196 |
) |
|
Non-core |
|
|
(5.4 |
)% |
|
|
(14.1 |
)% |
| ____________________ | |
|
(1) |
|
|
(2) |
|
Restaurant EBITDA by brand is as follows (in thousands):
|
|
|
For the three periods ended |
|
For the three periods ended |
||||
|
|
|
2026 |
|
2025 |
||||
|
STK restaurant EBITDA (Company owned) |
|
$ |
12,511 |
|
|
$ |
9,695 |
|
|
STK restaurant EBITDA (Company owned) as a percentage of STK revenue (Company owned) |
|
|
20.5 |
% |
|
|
17.7 |
% |
|
|
|
$ |
25,755 |
|
|
$ |
23,171 |
|
|
|
|
|
21.4 |
% |
|
|
20.1 |
% |
|
Core |
|
$ |
1,607 |
|
|
$ |
1,636 |
|
|
Core |
|
|
6.1 |
% |
|
|
6.0 |
% |
|
Non-core |
|
$ |
(32 |
) |
|
$ |
(157 |
) |
|
Non-core |
|
|
(2.6 |
)% |
|
|
(11.3 |
)% |
| ____________________ | |
|
(1) |
|
|
(2) |
|
View source version on businesswire.com: https://www.businesswire.com/news/home/20260506456708/en/
Investors:
ICR
(646) 277-1224
Michelle.Michalski@icrinc.com
Media:
ICR
(646) 277-1272
seth.grugle@icrinc.com
Source: