Lucky Strike Entertainment Corporation (NYSE:LUCK) Q3 2026 Earnings Call Transcript

Lucky Strike Entertainment Corporation (NYSE:LUCK) Q3 2026 Earnings Call Transcript May 6, 2026

Lucky Strike Entertainment Corporation misses on earnings expectations. Reported EPS is $0.1 EPS, expectations were $0.17.

Operator: Ladies and gentlemen, thank you for standing by. My name is Desiree, and I will be your conference operator today. At this time, I would like to welcome everyone to the Lucky Strike Entertainment Third Quarter 2026 Earnings Conference Call. [Operator Instructions] I would now like to turn the conference over to Bobby Lavan, Chief Financial Officer.

Robert Lavan: Good morning to everyone on the call. This is Bobby Lavan, Lucky Strike’s Chief Financial Officer. Welcome to our conference call to discuss Lucky Strike’s Third Quarter 2026 earnings. Joining me on the call today is Thomas Shannon, our Founder, Chief Executive Officer and President. I would like to remind you that during today’s conference call, we may make certain forward-looking statements about the company’s performance. Such forward-looking statements are not guarantees of future performance, and therefore, one should not place undue reliance on them. Forward-looking statements are also subject to inherent risks and uncertainties that could cause actual results to differ materially from those expressed. For additional information concerning factors that could cause actual results to differ from those discussed in our forward-looking statements, you should refer to the cautionary statements contained in our press release as well as the risk factors contained in the company’s filings with the SEC.

Lucky Strike Entertainment undertakes no obligation to revise or update any forward-looking statements to reflect events or circumstances that occur after today’s call. Also during today’s call, the company may discuss certain non-GAAP financial measures as defined by SEC Regulation G. The GAAP financial measure most directly comparable to each non-GAAP financial measure discussed and the reconciliation of the differences between each non-GAAP financial measure and the comparable GAAP financial measure can be found on the company’s website. I’ll now turn the call over to Tom.

Thomas Shannon: Thanks, everyone, for joining today’s call. In the March quarter, we delivered our second consecutive quarter of positive same-store sales comp at plus 0.2% and our first back-to-back positive comp performance since 2024. Total revenue grew to $342.2 million, up from $339.9 million in the prior year period. The quarter started powerfully with January same-store sales up plus 5.5%, and we entered February with strong momentum. That momentum was disrupted by an extraordinary stretch of weather and macro events. Winter Storm Fern in late January and Winter Storm Hernando in late February, each brought widespread closures, travel bans and power outages across markets that account for a meaningful share of our footprint.

Together, the 2 storms cost us approximately 250 basis points of comp in the quarter. Then on February 28, a large-scale military action in the Middle East drove a sharp spike in gasoline prices and consumer confidence fell to its lowest level in 70 years. In this environment, a positive comp is, in our view, a credible outcome. Excluding our West Coast markets, which faced a sharper consumer drawdown in the quarter, the rest of the company actually comped plus 1.9%. As I outlined after our last call, we are committed to taking substantial and immediate action on costs and free cash flow. And that is exactly what we have done. Beginning in mid-January and accelerating through the quarter with the help of AI, we have driven a sustained reduction in in-center labor hours, approximately 97,000 hours saved over the last 12 weeks versus the prior year, a more than 16% reduction from where we were peaking in early January.

In 3 months, we have also reduced corporate field and sales headcount, generating more than $6 million of annualized savings. The full earnings benefit of these actions will land in our fiscal fourth quarter. Orca is one of the most important developments in our business. Orca is our internal AI system, which aggregates approximately 750 million rows of operational data into a real-time decision-making layer for our managers. Orca is already managing clock-ins, clock-outs and aggregated guest reviews across our 360-plus locations. The early results are tangible. On closeout times alone, we have reduced excess post-close hours from approximately 2,000 per week to roughly 300, generating more than $2 million of annualized savings from a single workflow.

We see a similar opportunity in the high teens to mid-$20 millions of dollars of annual savings from optimizing clocking in-time. We are extending Orca into pricing, marketing creative, purchasing, arcade optimization and CapEx rationalization. While AI-related layoffs are creating some softness in corporate event demand, the longer-term effects of AI for Lucky Strike will be favorable. There is a developing thesis on Wall Street called Halo, high asset, low obsolescence that captures it well. Our analog bricks-and-mortar offering is one of the categories most insulated from AI disruption. Our brand consolidation continues to run ahead of schedule. We are now at approximately 115 Lucky Strike conversions out of an ultimate target of 225 with the remainder receiving an upgraded AMF presentation.

We expect to be substantially complete with the rebranding work by this time next year. Each conversion runs about $150,000. So on completion, we expect a meaningful step down in capital expenditures. Our key operating metric continues to be free cash flow per share, which we measure as a trailing 12-month EBITDA less CapEx divided by shares outstanding. That figure currently stands at $1.53. Our goal is to reach at least $2 over the next 12 months, a 33% increase through a combination of EBITDA growth, continued CapEx discipline and opportunistic share repurchases, all while keeping net debt flat. Capital expenditures year-to-date are down 20% versus the prior year, $91 million compared with $114 million. The summer also looks materially better year-over-year.

Our waterpark portfolio is set to add approximately $18 million of incremental EBITDA this summer, with a vast majority in our September quarter, thus in fiscal 2027. And our family entertainment centers continue to perform ahead of plan. Turning to guidance. Reflecting the macro reset in the back half of the March quarter, we are updating our fiscal 2026 outlook. We now expect total revenue growth of plus 4% to 5%, adjusted EBITDA of approximately $345 million to $350 million and capital expenditures of approximately $120 million. Gross capital expenditures are down roughly $30 million year-over-year as we focus on cash flow generation. Importantly, this revision reflects the consumer environment, not our plan. The cost actions are landing on schedule.

Operating leverage builds as comp recovers and the waterparks come online, and we expect to exit the year with materially better cash conversion than when we entered it. With that, let’s turn it over to Q&A.

Q&A Session

Operator: [Operator Instructions] And our first question comes from the line of Steve Wieczynski with Stifel.

Steven Wieczynski: So Tom or Bobby, I want to go back to your commentary, Tom, I guess, it’s your commentary around the consumer. And trying to understand your comments around the slowdown you saw as the Middle East war commenced. And I guess what I’m trying to figure out is that, that type of commentary goes against pretty much, I would say, kind of every other leisure company that we cover. I think most of our — I think most other consumer discretionary companies really haven’t seen much of an impact from the war. So I’m just trying to understand your commentary and the pressure that you saw versus other leisure companies. And then maybe what you’ve seen from spend patterns more recently, meaning have you seen them stabilize and/or improve?

Thomas Shannon: Everyone we’ve spoken to in the space saw a significant falloff greater than ours in March. I know a local proprietor in Southern California, very well located with a good demographic, they were down 17% on a comp basis. Dave & Buster’s hasn’t reported the March period yet. That was after their most recent earnings. So I think that actually the leisure-based, location-based entertainment space took a very big hit. I mean gas prices on the West Coast were as high as $9 and consumer confidence plunged to its lowest level in 70 years, I think it would be sort of delusional to think that, that didn’t have an impact on the consumer in March. Now I think the good news about the consumer is they have a very short memory or they adjust to new realities very quickly, and we saw a very rapid snapback.

Our most recent period was effectively flat on a revenue basis. So we were way up in January, then we got kicked in the teeth by 2 epic snowstorms that shut us down for days on end across, up to half of the portfolio. And then there was the war where a lot of activity just stopped. We’ve heard again from a lot of operators, particularly those with a lot of West Coast exposure that they were down 20% or more. Now, we weren’t down nearly that much. But yes, there was an impact on spending, and I think it was pretty broad.

Steven Wieczynski: Okay. And then second question, I’m wondering, obviously, we can kind of back in — I mean, we have your fourth quarter potential guidance. But can you maybe help us think about the progression of same-store sales in terms of the way you guys are kind of thinking about it maybe now through the remainder of the year? Just want to kind of see how you guys are kind of thinking about the next, call it, 2 or 3 quarters.

Robert Lavan: Yes. If you look at the cadence, January was up 5.5%, February was up 1%, March was down 7%, April is flat. We’re effectively focused on flat right now as we wait for the consumer to kind of normalize across the shock. That being said, I’m surprised a little bit by your comments, Steve, because I mean, jet fuel prices are through the roof and airlines are pushing on. So volume has to be down, like they may be getting more dollars. But ultimately, as air travel costs rise, consumers are going to stay close to home this summer. So we should see a tailwind, particularly on our waterparks. The one thing that’s important from the waterpark perspective and a modeling perspective, we have $18 million of EBITDA coming online, but 80% of that comes online in the September quarter.

Operator: Our next question comes from the line of Jeremy Hamblin with Craig-Hallum Capital.

Jeremy Hamblin: Just building on the last point about the waterparks. As you look at summer season passes and whether or not you’re getting an early read on how sales of that are? And as you think about pricing in an environment where consumers are challenged with some higher inflation and gas prices, are you thinking about maybe changing your pricing structure? How do you invite more guests to get to your parks in the face of higher inflation?

Thomas Shannon: Well, thanks for the question. This is Tom. We’ve seen our waterpark sales roughly — the season pass sales roughly flat with last year across the portfolio. The business is ultimately pretty weather-dependent, and I think pricing has a lot less to do with demand than weather. The season passes are always very attractively priced relative to walk-in. Usually, they’re priced at less than 2 visits. And so it’s already a tremendous value offering. What we have done is upgraded all of the parks in many cases, meaningfully. So the amenities, the attractions, the food and beverage, the whole package is better than it was last year with increases in price. So we feel very [ strongly ] about the product and about our market position.

We’re in 5 really good markets, and we have dominant market positions. We have the largest waterparks in North Carolina, Illinois and California. We have 2 parks in Panhandle, which is a fantastic market. And we’ve started booking events for the waterparks and for our family entertainment centers through our normal bowling event booking mechanism. And we’ve seen really, really strong early results, particularly in the family entertainment centers because they’re open year-round, but we’ve seen some giant closes. So, really bullish on that business. A lot of it is noncomp. So in the case of Wet ‘n Wild Emerald Pointe in Greensboro, North Carolina and Raging Waters in San Dimas, California, you’re going to see a lot of EBITDA coming that’s incremental.

We didn’t have last year. And we also didn’t have a particularly good weather year last year. I think Raging Waves only had 80 operating days, down from 90 planned opening days because it got cold late in August and also there was a lot of rain. So I think we’re a coiled spring on the waterpark side. One other comment with regard to value pricing. We have introduced 2 packages, one a retail package called Family Unlimited from 11:00 a.m. to 1:00 p.m. on the weekends in the bowling centers, a time when we’re typically pretty slow, very attractively priced, 2 games and shoes for a very low price and then a discounted birthday party offering during the same time frame on the weekend. So the first weekend — last weekend was the first weekend that we rolled out Family Unlimited.

I think we had 3,000 packages sold each day with minimal advertising and minimal awareness. So pretty bullish on that. But we are leaning into discounting where it’s appropriate, certainly at off-peak. And again, I think that the waterparks were always pretty attractively priced. And now it’s just going to come down to — if we have normalized weather, there’s no doubt that we’re going to have a great waterpark summer.

Jeremy Hamblin: Got it. And then just building on the kind of the capital allocation point. So in terms of how you’re thinking about CapEx on a go-forward basis and being maybe a little bit tighter there. I think you’re looking at $110 million to $120 million for fiscal ’26. How do you think about that on a go-forward basis? And how do you think about just kind of M&A strategy in light of looking to generate a bit more free cash flow?

Thomas Shannon: Right now, we’re spending the majority of our cash flow on the Lucky Strike conversions. That will end in a year. We’re halfway through that process. And then AMF conversions, which are much less expensive because most of the centers are already branded AMF. So it’s just kind of a fine-tuning. So with regard to that, CapEx is going to continue to decline, and then it’s going to sort of make a much more serious turn down in a year as those projects are completed. There are 2 or 3 waterpark projects that we’re looking at that would give us an expansion of capacity. And we haven’t made final decisions on any of those awaiting final cost, but a large adult pool and a large family pool and an Action River at Raging Waves, which would add about 2,000 additional people for in-park capacity.

And then a large slide complex at Shipwreck Island in Panama City Beach, where we have unused space. And then a large slide array for children at Wet ‘n Wild Emerald Pointe, which would probably increase in-park capacity by 1,000 to 1,500 people. All of those things will be price dependent. We’d like to do them, but we’re not going to overpay for them. With regard to other CapEx, we got a lot of discipline about a year ago, where we just started paying less by being much more aggressive in the bidding process. We’ve taken our amusement spending down dramatically. We found that we had purchased, frankly, way more games than we needed, and there’s probably somewhere between 1,000 and 2,000 extra games in the system. So we haven’t been spending any money on those as we burn through and reallocate new games that are in centers where they’d be better served in other centers.

So that’s probably worth minimum $10 million of spend over the next year. So a lot. There’s a lot of free cash flow generation as a result of disciplined and reduced CapEx. With regard to M&A, we’re always opportunistic. And I’d like to point out that we did buy Raging Waters for $45 million in January. We bought a number of other assets last year. We bought all of these at very, very attractive multiples. And on a go-forward basis, we think excellent multiples. There is nothing that we’re looking at currently that seems particularly attractive either on a fundamentals basis or a pricing basis. But we’re opportunistic. So if something very interesting comes along, we would certainly take a good look at it. We’d love to do it. One thing that we’re committed to is no more incremental leverage.

So our plan is to grow free cash flow, the way we define it, which is EBITDA less CapEx from $1.53 a share to over $2 a share in the next 12 months. I think internally, we’re probably more ambitious than $2, but $2 is our advertised target. That will come from a combination of increased EBITDA, CapEx discipline, probably reduced CapEx at some point. But most importantly, with no incremental leverage at some point, through the increase of EBITDA, we’ll start to delever. There may come a point in time where our best use of cash is actually, to actually delever, but we’re not at that point yet.

Jeremy Hamblin: Got it. And then just one more clarification. I think you talked about on your OpEx driving maybe an annualized, I think it was high teens to nearly $20 million of savings here over time through Orca and kind of other initiatives. Just wanted to get a sense for the timing on how that plays out, kind of what the June quarter looks like on your SG&A spend? And is that a 12-month process where you’re getting majority in the first couple of quarters? Or any more color you might be able to share on that?

Robert Lavan: Yes. As you can see on our income statement, we brought down SG&A pretty materially. We were running 37, 39. (sic) [ $37million, $39 million ] We spiked up in the second quarter. We aggressively took that down. That is more from headcount cuts. As Tom said, we did about $6 million of annualized cuts in February. So we’re pretty happy on the SG&A line. On the payroll line, we have 35,000 to 40,000 shifts a week, where there is 20 to 30 minutes of wastage a shift on the in-times, the out-times we’ve already addressed. But on the in-times, it’s a massive exercise. What time should a manager come in, what time should a kitchen — a chef come in, what time should the front desk. And we are aggressively optimized. So you should see that play out over the next few quarters. It’s not going to be an overnight cut, but it is something that is — we’re taking — we’re leaning in heavily into the data here and focusing on optimizing schedules.

Operator: Next question comes from the line of Eric Wold with Texas Capital.

Eric Wold: A quick — 2 questions, I guess. The first question is kind of follow-ups on the waterparks. I know, Tom, you talked about a lot of things you’re considering in terms of CapEx and kind of enhancements to the parks through capital. Maybe take a step back, the kind of $18 million you called out for this summer of expected EBITDA, remind us kind of what has been done to the parks in terms of low-hanging fruit that you’re able to get done before this operating season versus what you expect to kind of do in the off-season coming up, so that — what could that $18 million kind of become easily next year before you consider those major capital improvements?

Thomas Shannon: Well, I’ll give you an overview of what we’ve done, and then I’ll give it to Bobby. So — there was a marquee ride down for the last couple of years called the Edge at Wet ‘n Wild Emerald Pointe. That’s — we repaired that, and that’s back online. We made substantial cosmetic improvements to both parks in the Panhandle, and we added incremental food service in Shipwreck Island in Panama City Beach. We also added extensive incremental food service and got a liquor license in Raging Waves outside Chicago and added a large covered event space for large group gatherings. We also did significant cosmetic upgrades to that park and added a large video wall over the wave pool. We’re going to add a large video wall over the wave pool in season in Shipwreck Island in Panama City.

We revamped parking lots, most of our parks to be able to optimize parking and capture more parking dollars. So we expanded the parking field at Emerald Pointe, which is consistently at capacity before the park is at capacity. We’ve added several hundred spaces there and added 2 more parking kiosks so that you can get in more quickly in the morning on peak days. And then we’ve given a cosmetic refresh to Raging Waters, painted rides, rationalized the merchandising offerings there where we revamped all the in-park stores and gave it a cosmetic refresh at the entrance. So we did a lot of work in the off-season. The idea is that these park — they all have different capacities, right? Some of them max out at 5,000, some of them max out at 9,000 or 10,000 people in park.

If we get to capacity repeatedly over the course of the summer, it will really give us the justification to go ahead and make incremental CapEx, which varies by park. So some of these projects, for example, adding 2,000 people in park capacity to Raging Waves would cost somewhere between $7.5 million and $8 million. A slide tower in Panama City Beach, which would be fairly transformative to that park is probably in the $5 million range. So none of these are particularly expensive, all things considered, given the volumes and values of the park. A lot of work has already been done, and there’s really nothing that needs to be done from a base guest experience perspective on the parks. They all present very well, and they all have adequate food service and every other amenity that you really need.

Robert Lavan: So from a progression — sorry, go ahead.

Eric Wold: No, go ahead, Bobby.

Robert Lavan: Yes. From a progression perspective, the waterparks had a new $3 million of losses on a year-over-year basis in the March quarter, also a few million of losses from the parks that have been there for more than a year. And we expect that to — the new assets will add kind of $3 million of EBITDA and then about $17 million — $3 million of EBITDA in the June quarter, but then $17 million of EBITDA in the September quarter. So remember, the waterparks open in May, throughout May. And there’s a lead up into opening them that has costs. And then June is your slowest month and then July, August, you make a significant amount of your money.

Eric Wold: Got it. And then my follow-up question, thinking about the same-store sales and traffic in the March quarter. For those consumers that were still coming to the centers in February and March, can you talk about kind of what you saw in terms of F&B and amusement spending? Were the ones that were coming still spending at similar levels as before? Or when you talk about the pressure you’re seeing on the consumer, was it not just impacting those who want to come at all, but those that did come were spending a little bit less when they did come?

Robert Lavan: Yes. So we saw kind of like 3 points of pressure. So food was strong, but alcohol continues to disconnect from food. That trend, we’re aggressively focused on non-alc, but ultimately, alcohol spending is a secular issue. Two, amusement is — follows traffic. So we saw a little bit of softness in amusement. And we saw softness in California. California was down double digits. That’s where gas price spikes were the highest. That being said, New York continues to be strong. New York is where we focused our first rebrand of Lucky Strike and most of our marketing is being spent in the Northeast as we consolidate around the Lucky Strike brand. And so we saw strength in New York. We saw strength in Florida. We saw strength in Illinois. So really where gas prices spiked the most is where we saw the most softness in March that has rebounded in April.

Operator: Next question comes from the line of Matthew Boss with JPMorgan.

Matthew Boss: Tom, so maybe to take a step back, so how have you seen your business perform historically in environments with elevated gas prices or following geopolitical shock events? Just trying to compare today to historical precedent. And then on the flat performance in April, so excluding an upturn in the macro backdrop, should we think of that as your baseline for the fourth quarter and business trends, excluding a change in the macro?

Thomas Shannon: Well, we’ve been through 3 crises since I started the company. There was 9/11, where we really only had one location in Manhattan, and then there was the great financial crisis and then COVID. And in every one of them, there was a sharp decline followed by a sharper and more pronounced rebound. So we’ve come out stronger out of every single exogenous shock to the system than we went in. Our revenue coming out of COVID, doubled. We were at $640 million of TTM revenue in February of 2020. And then 2 years later, we’re at like $1.2 billion. So these things tend to never be pronounced or particularly long. It’s a shock to the system. Most of you on the call probably live in New York or in major metropolitan areas, and you’re not that affected by gas.

The people who commute working-class people, people with long commutes on the West Coast or other places really, really feel it. And even in South Florida, where I live, I saw gas at $6.50 a gallon. I mean, I’ve never seen anything even approaching that. So yes, it’s a real shock to the consumer. And I think it causes everyone to sort of pause, including corporate event spending. The fact that it came back so quickly and that we were flat in April, especially given that we’ve taken a significant number of hours out of the system and a significant number of cost out of the system just through discipline. We’ve lowered our breakeven on a comp basis from what used to be probably you had to be up plus 3.5% to be flat in terms of EBITDA. That number is now probably I don’t know, ballpark 1, right?

So effectively flat. So we — the company has been reset in a way that makes it much more profitable even at a very close to flat comp. The event comp from where I sit now, looking forward is the best I’ve seen in a really long time. Last month, the event business, which has underperformed retail. So retail was actually pretty strong. The walk-in customer, we were up like 6%. Corporate events, we were down like 5%. The period that we’re in is the strongest early period booking that I’ve seen in maybe years. So I think that what we went through was fairly short-lived. I think that when the war is over and gas prices normalize, the consumer will probably come down and rebound very strongly like they always have. But in this environment, we don’t like to make predictions or give guidance and be wrong and look stupid, right?

We don’t give guidance sort of blindly and optimistically. The problem is that we’re in a very short-cycle business. And so if you have a snowstorm that takes out the entire Northeast on a weekend in January, which is your highest revenue time of the year where you’re doing $8 million on a Saturday versus, say, $5 million in the off-season, that really hurts. You can’t predict it and you can’t do much to mitigate it either. So we have done, I think, a really good job of controlling the things that we can control; using AI and using just sort of old-fashioned common sense and discipline; we’ve taken a tremendous amount of cost out of the system without any negative effect on revenue. And I think revenue is poised to rebound in the core bowling business.

We’re already seeing it. And then you’ve got all the upside from the waterparks, right? At the same time, you’ve got significantly reduced CapEx. So free cash flow is poised to expand significantly. But to get back to your core question, having done this through 3 significant crises, the consumer always comes back and usually stronger than before the crisis.

Matthew Boss: Great. And then, Bobby, just — so with the cost savings actions that you cited as implemented, so should we think of this year’s 27% to 28% EBITDA margin? Should we think of that as effectively a multiyear floor for the business? And just could you walk through recapture opportunity, where you think the right EBITDA margin for the business multiyear should rest?

Robert Lavan: Yes. The number this year is an anomaly. Remember, this year includes 2 different structural changes that happened. So one, we increased marketing spend year-over-year $15 million, right? So that is a 100-basis point weight on the margin that comes back or we turn off the marketing spend. It’s one or the other. Either the marketing generates a return or we bring it back down to 1% of revenue versus right now, we’re running at like 2.5%. Two is, this year you had on the acquisition we closed at the end of July, you had negative $7 million of EBITDA that’s in this year with no revenue associated with it. So that in itself is also a 100-basis point drag on the margin. And then in the September quarter, which is in fiscal ’27, you get $20 million, $18 million of EBITDA like that, right, that you didn’t have in the fiscal ’26.

So we are still very confident in low-30s long-term EBITDA margin. And this year, you just have these 2 anomalous facts that happen on top of in December, we’ve already addressed this a few times, just a lot of wasted payroll that will happen again.

Operator: Next question comes from the line of Eric Handler with ROTH Capital.

Eric Handler: I wonder if you could talk about, given the economic pressures that are going on right now, aside from the disconnect between alcohol and food, are you seeing any other behavioral changes with food and beverage spending?

Robert Lavan: Not really. I think that food, in general, for us, we have a tailwind in that we have a new menu. We found we’ve been underpriced on food, and we continue to roll out new different options. We also have recently upgraded the food menu in the AMF. So it’s hard for us to see if there’s any sort of disconnect in the consumer because we have such a good tailwind on the evolution of our food product.

Operator: Next question comes from the line of Michael Kupinski with NOBLE Capital Markets.

Michael Kupinski: In the last quarter, events turned the corner. And I was wondering if we can just drill down a little bit about events. Corporate bookings, it looks like — I was just wondering if they were behaving a little differently than social events bookings in the current macro environment. And I was just wondering if you can break out for us the weekend trends versus weekday corporate events demand and how that’s tracking?

Robert Lavan: Yes. So corporate has bounced back across the country other than in California. no surprise, but we’re seeing strength in New York, Florida, Illinois on the corporate side. the social side is up, but it’s not up as much as sort of the corporate rebound in that, we’re seeing people switch to either online or they’re just walking in at this point because we have some of these value-based options. During the week it’s strong, we have seen less corporate activity on the weekends. We historically had less corporate activity, but that’s being offset by adult parties. So we’re feeling very good about the events business.

Michael Kupinski: Got you. Good. And then in terms of like just — you were mentioning just general softness, I would imagine, is that just coming from like lower income consumers? Or how should we look at in terms of — like leading indicators like if gas prices do come down, you think things are going to bounce back or consumer confidence, do you think that is kind of like the key category that things to watch for as leading indicators for possible things to bounce back? What are your thoughts?

Robert Lavan: Yes. If you go backwards and you look at our October, November, December cadence, the business had rebounded to plus 1%, plus 2% off of a weak events year the prior year, right? Then you get into January, January is plus 5.5%. February is plus 1%. In both of those months, you had 2 snowstorms that cost anywhere between $8 million and $9 million. We spent in the quarter an incremental $1 million on shoveling snow, snow removal, right? So ultimately, our confidence in the awareness that our marketing is driving, the traffic that our marketing is driving our enhanced Lucky Strike property, very high. Then we go into March, and I look at website traffic very closely. Website traffic, the day we started bombing Iran, down 20% overnight.

It was just a shock to the system, right? And everybody that week was like, what do I do events, what do I do gas prices spiking. Ultimately, it was a shock. That shock — and consumer have very short memories. And you look at April, April every week, the business got better. Last week, we had a very good same-store sales comp. Ultimately, the consumer softness is off of what good momentum the business had. So it’s not that the consumer is declining. It’s just that they’re pulling back from the momentum we were gaining. And our guidance is saying, okay, that momentum slowed, the momentum stopped. But when we get it back, particularly as these 2 major waterparks come on, we’ll see good operating leverage.

Operator: Next question comes from the line of Ian Zaffino with Oppenheimer.

Isaac Sellhausen: This is Isaac Sellhausen on for Ian. I just had one follow-up on the corporate event side. I think in the prepared remarks, you alluded to some new white-collar AI concerns or corporates potentially pulling back. I think you just addressed some of the corporate on the last question, but maybe if you could just touch on that piece.

Robert Lavan: Yes. So AI is obviously causing layoffs in Silicon Valley. And ultimately, that means that they’re going to have less activity. But from our perspective, the efficiencies that it creates is significant. The tools we’ve built — ultimately, we have quarterly business reviews. Quarterly business reviews traditionally would take the FP&A team 2 to 3 weeks to prepare for. Now they do it in an hour. We have 300 social reviews a day and scouring through that was 3 people’s jobs. And now our tool, Orca, which we internally built on a Snowflake AWS Claude instance, aggregates the reviews and pushes out the reviews that are meaningful versus not meaningful and also drives us to respond to those reviews. So we’re seeing so much efficiency. We know that the rest of the market is going to see efficiency, and it also just means people are going to have more time on their hands and ultimately, good for costs and good for people wanting to enjoy analog entertainment.

Isaac Sellhausen: Okay. Understood. And then just as a follow-up, just wondering on the Arcade performance, has that kind of trended with bowling activity and retail activity or yes, just that piece?

Robert Lavan: Yes. I think that Arcade performance is a little bit of just traffic, right? And so when we saw a little bit of pullback on traffic, ultimately, that drives down Arcade. We are very focused on investing in price and investing in gamification. So I think the Arcade will always follow traffic, but that should be short-lived as we go into the summer and season pass improves traffic.

Operator: And our last question comes from the line of David Hargreaves with Barclays.

David Hargreaves: Okay. All my smarter questions have been asked. But could you talk about what we should expect with — should we expect the revolver to continue to come down in the fourth quarter and — your fourth quarter? And then could you talk about the amount of room you have under the leverage covenant?

Robert Lavan: Yes. So we don’t have a leverage covenant. We’re not 40% drawn on our revolver, and we don’t expect to be. I would expect the revolver to come down meaningfully throughout the September quarter. We’re generating a significant amount of cash in the summer. And that is — we’re very focused on bringing that revolver down by the end of the year — calendar year.

David Hargreaves: Okay. And then based on your commentary, there was a lot of noise in the quarter. I appreciate that. But it sounds like there may have been some traffic or participation declines based on gas prices and the conflict. Should that mean — given that your same-store sales were up a little bit, does that mean you took a lot of price in the quarter? Or what should we be thinking about in terms of price and mix?

Robert Lavan: Yes. So remember, we were up 5.5% in January. We’re up 1% in February. We’re down 7% in March, right? And so we took a little bit of price, but it’s not meaningfully. And ultimately, price mix and traffic are all sort of flattish.

David Hargreaves: I’m looking forward to seeing all the parts cohesively — are working together.

Operator: Ladies and gentlemen, that concludes the question-and-answer session. Thank you all for joining. You may now disconnect.