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F500-2021-410-Cintas

Starting out as the acme Industrial Laundry Company in 1929, the corporation now outfits America's workforce with uniforms and cleaning supplies.

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F500-2020-441-Cintas

Cintas provides uniform rentals, floor care, restroom supplies, first aid and safety products, and fire extinguishers to businesses, primarily in North America.

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Cintas specializes in providing businesses with essential products and services to ensure their operations are clean, safe, and professional. Serving over 1 million customers across the U.S. and Canada, Cintas offers a comprehensive range of solutions, including uniform rental, facility services, first aid and safety products, fire protection services, and compliance training. Its products and services encompass uniforms, mats, mops, restroom supplies, workplace water services, safety products, eye-wash stations, safety training, fire extinguishers, sprinkler systems, and alarm services.

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Cintas

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Good day, everyone, and welcome to Vicintas Corporation Announces Fiscal twenty twenty five Third Quarter Results Conference Call. Today's call is being recorded. At this time, I would like to turn the call over to Mr. Jared Manningly, Vice President, Treasurer and Investor Relations. Please go ahead, sir.

Thank you, Ross. Thank you for joining us. With me are Todd Schneider, President and Chief Executive Officer and Mike Hanson, Executive Vice President and Chief Financial Officer. We will discuss our fiscal twenty twenty five third quarter results. After our commentary, we will open the call to questions from analysts.

The Private Securities Litigation Reform Act of 1995 provides a safe harbor from civil litigation for forward looking statements. This conference call contains forward looking statements that reflect the company's current views as to future events and financial performance. These forward looking statements are subject to risks and uncertainties, which could cause actual results to differ materially from those we may discuss. I refer you to the discussion on these points contained in our most recent filings with the Securities and Exchange Commission. I'll now turn the call over to Todd.

Thank you, Jared. We are pleased with our strong third quarter results. Third quarter total revenue grew 8.4% to $2,610,000,000 Our organic growth rate, which adjusts for the impacts of acquisitions and foreign currency exchange rate fluctuations was 7.9. Our results reflect great execution by our employee partners across each of our business segments. Uniform Rental and Facility Services continues to perform well with organic growth of 7% and our first aid and safety services and fire protection services businesses grew double digits, underscoring the comprehensive value proposition we offer to customers of all types and sizes.

Gross margin for the third quarter grew 11.1% over the prior year to 50.6%, an all time high. Operating income increased 17.1 excuse me, 17.1% to 23.4, which was also an all time high. Our third quarter profitability includes a $15,000,000 gain on the sale of property. Excluding that benefit, operating income as a percent of revenue was 22.8%, the second highest in Syntop's history. Diluted EPS grew a robust 17.7% to $1.13 Our strong earnings growth and profitability reflect our continued operational excellence via sourcing and supply chain initiatives, route and energy optimization and technology enabled efficiency in our facilities.

For example, we continue to leverage our SAP system to standardize our processes across our across our operations. These initiatives are improving the way our employee partners work in getting the right products to our customers faster, improving both the customer experience and our margin profile. Cash flow this year continues to be very strong. Our free cash flow for the first nine months of the year increased 14.5% over the prior year. Our strong cash flow generation enabled us to deploy capital across each of our capital allocation priorities, starting with investing back in the business, including products and technologies to support our employee partners as they look to sustain attractive growth levels and create value over the long term.

Additionally, we made strategic acquisitions across each of our three route based segments in the quarter. Returning capital to Cintas shareholders also remains a key priority. Cintas paid a quarterly cash dividend of 0.39 per share on March 14, and we continue our opportunistic approach to share buybacks. Before turning the call over to Mike to provide details of our third quarter results, I'll provide our updated financial expectations for the remainder of our fiscal year, which reflect our continued momentum and confidence in our outlook. We are updating our annual revenue expectations from a range of $10,255,000,000 to $10,320,000,000 to a range of $10,280,000,000 to $10,305,000,000 As we enter our last quarter of fiscal twenty twenty five, we have narrowed our revenue guidance to increase total revenue growth and organic revenue growth at the midpoints of the guide.

The $15,000,000 reduction at the top end of the range reflects the negative impact of the foreign currency exchange rate experienced in the third quarter and the expected impact for the fourth quarter. Please keep in mind that the impact of foreign currency exchange rate fluctuations does not impact organic growth. Our organic revenue growth excuse me, our organic revenue growth guidance is now to be in the range of 7.4% to 7.7%. We are also raising our annual diluted EPS expectations from a range of $4.28 to $4.34 to a range of $4.36 to $4.4 implying a growth rate of 15% to 16.1%. I want to thank all of Syntos' employee partners for their outstanding work and dedication to our customers.

With our culture of continuous improvement, superior products and services and the strong value proposition we offer to our customers, we remain poised to deliver sustained growth and value creation for the rest of fiscal year twenty twenty five and beyond. With that, I'll turn the call over to Mike to discuss details of our third quarter results.

Thanks, Todd, and good morning. Our fiscal twenty twenty five third quarter revenue was $2,610,000,000 compared to $2,410,000,000 last year. The organic revenue growth rate adjusted for acquisitions and foreign currency exchange rate fluctuations was 7.9%. As Todd alluded to, foreign exchange rates negatively impacted third quarter revenue growth by 40 basis points. Organic growth by business was 7% for Uniform Rental and Facility Services, 15% for First Aid and Safety Services, 10.6% for fire protection services and Uniform Direct Sale was down 2.3%.

Gross margin for the third quarter of fiscal twenty twenty five was $1,320,000,000 compared to $1,190,000,000 last year, an increase of 11.1%. Gross margin as a percent of revenue was an all time high at 50.6% for the third quarter compared to 49.4% last year, an increase of 120 basis points. Robust volume growth, operating leverage and continued operational efficiencies helped generate this strong gross margin. Gross margin percentage by business was 50% for Uniform Rental and Facility Services, fifty seven percent for First Aid and Safety Services, forty nine point nine percent for Fire Protection Services and 41.2% for Uniform Direct Sale. Gross margin for the Uniform Rental and Facility Services segment increased 120 basis points from last year.

Our progress year over year reflects our focus on operational excellence initiatives combined with leverage from strong revenue growth. We continue to realize benefits from our technology investments and extracting inefficiencies from the business. Gross margin for the First Aid and Safety Services segment increased 70 basis points from last year with strong revenue growth continuing to create leverage. Our sales mix remains favorable with more profitable First Aid products and increases in our recurring revenue products like AED rentals, eye wash stations and water brick. Our technology investment in smart truck provides route optimization and improved efficiencies and we continue to see sourcing benefits from our first day dedicated distribution center that have allowed us to lower product costs.

All of these contribute to improved margins. Selling and administrative expenses as a percentage of revenue was 27.2%. As Todd shared, there was a $15,000,000 gain on the sale of property during the third quarter of fiscal twenty twenty five. Without that gain, selling administrative expenses would have been 27.8%. Last year, there was a $15,000,000 agreement in principle to settle a purported class action contract dispute.

Without that $15,000,000 settlement, selling and administrative expenses last year would have been 27.1% instead of the reported 27.7%. Third quarter operating income was $609,900,000 compared to $520,800,000 last year. Operating income as a percentage of revenue was 23.4% in the third quarter of fiscal twenty twenty five compared to 21.6% in last year's third quarter, an increase of 180 basis points. Adjusted for the gain on the property sale, operating margin in the third quarter of fiscal twenty twenty five was 22.8%, the second highest in Cintas history. Our effective tax rate for the third quarter was 21% compared to 19.9% last year.

The tax rate in both quarters were impacted by certain discrete items, primarily the tax accounting impact for stock based compensation. Net income for the third quarter was $463,500,000 compared to $397,600,000 last year. This year's third quarter diluted EPS of 1.13 compared to $0.96 last year, an increase of 17.7%. When adjusted for the $15,000,000 property sale, EPS was $1.1 As Todd mentioned earlier, we continue to generate strong cash flow. Over the first nine months of the year, our free cash flow increased 14.5% over the prior year.

This has allowed us to invest back in the business, which has resulted in the third quarter capital expenditures of $99,900,000 We expect capital expenditures for the year to finish close to our target of 4% of revenue. Todd provided our annual financial guidance. Related to the guidance. Please note the following. Fiscal twenty twenty five revenue guidance accounts for the impact of negative foreign currency exchange rate fluctuations.

While the first half of the year was negatively impacted by only 10 basis points or $5,000,000 The second half of the year is expected to be negatively impacted by approximately 40 basis points or $16,000,000 Fiscal 20 20 5 net interest expense is expected to be approximately $100,000,000 compared to $95,000,000 in fiscal twenty twenty four. Our fiscal twenty twenty five effective tax rate is expected to be 20.2%. Please note that this implies a fourth quarter effective tax rate of 23% compared to an effective tax rate in last year's fourth quarter of 21.4%. As a reminder, there are two fewer workdays in fiscal twenty twenty five compared to fiscal twenty twenty four, which has a negative impact on total revenue growth of about 80 basis points for the year. Also as a reminder, the upcoming fourth quarter will have one less workday than last year's fourth quarter.

This will negatively impact the fourth quarter total revenue growth by about 160 basis points. Guidance does not include any future share buybacks or significant economic disruptions or downturns. I'll now turn the call back over to Todd for some closing remarks.

Thank you, Mike. Before we open the line to Q and A, I want to address the announcement we made on Monday afternoon that Cintas has terminated discussions with Universe regarding Cintas' proposal to acquire Unifirst for $275 per share in cash. After we publicly announced our proposal in early January, we engaged with Unifirst and its advisors in an effort to reach a mutual agreement regarding a transaction that we believe offers tremendous value for customers and shareholders. Despite Centos' considerable efforts, we were unable to have substantive engagement with Unifirst regarding key transaction terms. While we continue to believe in the merits of a transaction, we do not believe further discussions are warranted at this time.

As you all can appreciate, we won't have we will not have more to say on this matter. As our third quarter performance demonstrates, we remain focused on executing our strategy and taking great care of our customers and we look forward to the great market opportunity ahead. With that, I'll turn it back over to Jared.

Thanks, Todd. That concludes our prepared remarks. Now we are happy to answer questions from the analysts. Please ask just one question and a single follow-up if needed. Thank you.

And our first question comes from George Tong from Goldman Sachs. Please go ahead, George.

Hi, thanks. Good morning. Can you talk a little bit about how customer purchasing behaviors and sales cycles are changing given the currently evolving macro environment?

Good morning, George. So the customer behavior, I would say, is remains stable. Our new business and our retention rates continue to be attractive. Our ad stops metrics really there has been no significant change. We certainly recognize there is more value proposition continues to resonate, especially in the periods of uncertainty like this.

Outsourcing can improve and steady cash flow and saves time that can be spent on people's business, on our customers' business. So no real change, I would say, to customer behavior at this point, sales cycles, etcetera. But we're certainly monitoring it and paying close attention as again we're reading same things you're reading.

Got it. That's helpful. And just as a quick follow-up, you mentioned last quarter that you're experiencing some pricing normalization as inflation normalizes. Can you talk a little bit about how pricing trends are performing this quarter compared to past quarters?

Great question. The pricing environment, as always, it's always challenging. It has been my entire career. I'm sure it will be in the future. Our pricing is right at historic levels.

So again, there is more uncertainty in the market than there was ninety days ago, but we really haven't seen any change from that standpoint. And I'd like to just say that I'm really proud of the organization being able to grow at attractive levels the way they are and expand margins by extracting out inefficiencies in our business. It's been impressive to watch in an environment that has been certainly a little bit more uncertain with the news that has been coming out of the administration and other areas of our economy.

And our next question comes from Jasper Bibb from Truist Securities. Please go ahead, Jasper.

Hey, good morning, guys. I was hoping you could update us on what you're seeing on the COGS side related to tariffs on Mexico and China. And I guess, is there any way to frame the exposure to purchasing from those countries and what you might be able to do to offset any potential increased costs with your source of efforts?

Good morning, Jasper. Yes, first off, it's too early to tell any tariff impact that might have. Certainly, we're well aware of April 2 that the administration is going to be announcing potentially additional tariffs, but it's too early to tell at this point. I'll say this, our supply chain organization is a strategic advantage for us. So we have less than 10% of our products are sole sourced.

We're in a really good position to negotiate from that standpoint. Certainly, it is something that we're watching, but we're we think we've got a real competitive advantage there. The geographic diversity that we have, as I mentioned, the dual sourcing, and our corporate culture traits of positive discontent and competitive urgency, they fuel process improvements that drives us to be more efficient. So, we think we're in a good position there. We're certainly paying very close attention to it and we will pivot as appropriate and we believe we're well positioned to pivot.

All that being said, as you're aware, it takes a while for products to get through the system for us, whether it is manufacturing it, has to get into our inventory, then it has to be purchased by our locations and then we amortize it. So we have really good visibility on what our costs will look like, which gives us time to pivot and time to address these subjects with customers as appropriate. Thanks for that.

And then maybe stepping back on the M and A question, are you thinking about the opportunity to consolidate, I guess, more mid sized private platforms that could be available in rental uniform or your other industry verticals? And I guess separately, how would you characterize the pipeline of those smaller tuck in size deals today?

Great question. First of all, we have M and A has been an important part of our strategy for the last, I'd say, thirty, forty years. So that's important to us. And we love M and A, we love tuck ins. Tuck ins are very attractive for us, allow us to bring efficiencies on route, bring customers on where we can offer additional a wider breadth of products and services to those customers.

And in certain cases, we're able to bring on M and A that allows us to have additional capacity. So that's all important to us and we are always in search of that. You really can't pace it. That pacing is really around, in certain cases, family dynamics, whether or not an operator is getting to a retirement age or an operator doesn't have children that is interested in participating or whatever. So it's tough to pace those and predict them, but we're active in the market and we are pursuing M and A in all of our route based segments And we think it's great use of cash for us.

And our next question comes from Manav Patnaik from Barclays. Please go ahead, Manav.

Hi, good morning. This is Ronan Kennedy on for Manav. Thank you for taking my question. Could I please reconfirm the primary drivers of these of the impressive margins, especially at the GM level? And then also the sustainability of those drivers and how that will evolve going forward in consideration as to whether the 25% to 35% incremental range is still the right way to think about it?

Good morning, Ronan. I'll start, Mike, if you want to chime in. First off, yes, we believe the 25% to 35% incrementals are the area that where we want to point towards, and we believe we can continue to do that. It's really driven by a solid execution in our key initiatives. As I speak about often, our corporate culture is our greatest competitive advantage and it drives the behaviors around trying to execute at high levels, but also find ways to extract out inefficiencies.

That being said, strong revenue growth is a very powerful leverage for us and we've executed nicely upon that. In addition to that, the material cost improvements we've seen that through improved sourcing, the technology that we deployed into our facilities that allows us to get better reuse of garments has been important to us. And then I would say the other infrastructure improvements that we made through our engineering department and our Six Sigma black belt teams have been encouraging for us and we still see that target of 25% to 35% incrementals of being where we're focused on and where we plan to drive towards.

Thank you. Appreciate it. And then going, I guess, to a more granular level with that question, how should we think about the current operating and incrementals for the respective segments, Uniforms and First Aid drivers and sustainability there? And I guess also for Fire Protection, I understand there is going to be some potential impacts of SAP conversion next year, but just anything to be mindful of marginalize by segment specifically?

Yes. I spoke a little bit to the rental, the garment sharing, the technology we're deploying in our facilities, our smart truck technology that we're leveraging across all of our route based systems, our route based businesses have been important for us. Just speaking of first aid, really again, really good organic revenue growth, which is giving us real leverage. The value proposition in that business is resonating big time. We talk the leadership of our organization, First Aid, speaks about what's more important to a customer than the health and safety of a business' employees and their customers.

So that value proposition is resonating. The mix of revenue in the first aid business is attractive. It's in recurring type areas of our business. Our sourcing organization has done a really nice job with our dedicated first aid distribution center. And as I mentioned, smart truck.

And in the fire business, the leverage that we're getting is again on attractive revenue growth, deploying technology to make our people more successful and more efficient. And you're correct, we are investing in deploying SAP into that business and we're encouraged about as we get through the deployment there, reaping some benefits in that business as well.

And our next question comes from Tim Mulrooney from William Blair. Please go ahead, Tim.

Hey, good morning. This is Lou McFadden on for Tim Mulrooney. Thanks for taking our questions today. Maybe starting off one here just on the macro picture, fully recognized you're not providing guidance for 2026 at this time. But just curious kind of at a high level, how should we think about the setup heading into next fiscal year given organic growth in the business remains pretty healthy, but obviously there's a decent amount of uncertainty out there right now?

Yes. Good morning. Yes. So we're certainly monitoring it very closely, but we're positioning our people to be successful in the short, mid and long term. So we're investing in our business so that we have great products, great services and provide a real value proposition to our customers.

We've shown the ability to grow our business in just about every economic environment that is that we've seen over my career. And we've shown the ability to grow in multiples of GDP. We certainly love it when people are hiring more workers, but we've been able to grow in spite of that. So whatever the economic environment that is thrown at us, we plan to be successful. And we're organized around that.

We're investing for that. And we see that opportunity moving forward. So we'll continue to monitor it very closely and watch the impact to the economy and to our customer base and we'll pivot appropriately. But nevertheless, we think our value proposition resonates with folks and helping them run a better business.

Understood. Thanks. That's really helpful. And then maybe switching gears a bit here, you've spoken recently about government as being a focus vertical. Just curious how you're thinking about that opportunity in light of the administration's intentions to reduce spending broadly across the federal government agencies?

Great. Good question. Keep in mind, we have a very broad customer base, but the efforts that are going on there, it's too early to tell what exactly is going to happen. As you have seen, the efforts are really around the federal government and our focus has been on state and local governments. So there's certainly a possibility the work still needs to be done at the state local government level.

So as the federal government shrinks, it's very possible that the state local government just take on more work. So we're watching that. We've recently and from a state and local standpoint, we had a local public school system that is a very large public school system come to us and talk about, hey, is there ways that you can take cost out? And in that case, we consolidated suppliers, meaning that provided us more business, but lowered their overall total cost of their program. And so this allowed us to streamline invoicing for the customer, which lowered administrative burden for the school system.

So net net, we took cost out of the total dollars that were in their budget, but we were able to enjoy a larger portion of that wallet. So these are we expect that certainly that may very well be a more common subject in the future, but we're having those types of conversations with all customers and certainly school systems are not immune to that. So we think we're in a good spot.

And our next question comes from Andrew Steinerman from JPMorgan Securities. Please go ahead, Andrew.

Hey, Mike. Two questions, one small one, one math one. So what was energy and fuel costs as a percentage of revenues in the just reported third quarter? And my second question is, could you tell us what's implied, what's embedded in your full year organic revenue growth guidance when you look on a sequential basis at the fourth quarter that we're in now versus the third quarter? And you can imagine I'm talking about organic constant currency sequential same day basis.

Let me start Andrew with energy and the energy for the quarter was for the total company was 1.7% of revenue. That's the same as last year's third quarter. Rental was 2%, same as last year 2%. From an organic guide, Andrew, we just we talked about a 40 basis point impact on total revenue in the third quarter because of FX. We expect that to be fairly similar in the fourth quarter.

In addition to that, in the quarter, we had, call it, 70 basis points of M and A impact. Actually, it was 90 basis points of M and A impact with a 40 basis point headwind to get to that 50 basis point differential, Something not too different than that in the fourth quarter is where I would be guiding you.

Right. So maybe let me just ask you one other way. When you look at the sequential revenue for the fourth quarter that we're in versus the third quarter we just reported, are you assuming a normal seasonal pattern?

Well, we would assume a normal seasonal pattern in the performance of the business, in the underlying performance of the business, yes. Okay. The FX is a little different in that we have seen a change in the FX in this back half of the year, both in terms of the size of the move and the quickness of the move that is not usual for us. That's why we've called out the Canadian FX impact.

And our next question comes from Justin Hauck from R. W. Baird. Please go ahead, Justin.

Yes. Great. Thank you. I guess I just wanted to follow-up on that tech question that was just asked because it would look like the fourth quarter organic constant currency and workday adjusted implied number with having that same FX headwind and and the M and A contribution would be closer to like 6% versus the seven high sevens that you've done in the last two quarters. So I guess I just am curious why there would be kind of a deceleration there?

And then the second one, and this is also just purely a number question, but the $15,000,000 gain on sale, which segment was that in on the SG and A line? Thank you.

I'll answer the second question first. That was it was a spread across for both this year and last year spread across each of our segments. From a fourth quarter revenue standpoint, Justin, let's keep in mind that there is one less workday, right? So that is 180 basis points of growth impact.

you take that if you take the guide range and solve it for the fourth quarter, yes, you are going to see deceleration in total growth mainly because we have the headwind of one less workday. So when you add back that 180 basis points to our growth, you get something very similar to what we've been doing for the full year, both in growth excluding the Workday impact as well as the organic growth. We expect to have a pretty good quarter in the fourth quarter. That's what the guide is leading us to.

Okay. All right. Thank you for clarifying that. I guess we'll check the math on the work case, but it sounds like it should be similar to what you've done. Thank you.

And our next question comes from Ashish Sabadra from RBC. Please go ahead, Ashish.

Hi, good morning. This is David Page on for Ashish. Thanks for taking our questions.

little bit deeper into Uniform Direct sales, looks like sequentially it performed better, but still a little down. So any color there? And then as a follow-up, just circling back to the capital allocation, can you just give us an overview of, I guess, like the valuations and the multiples you're seeing out in the market? And absent of any large M and A, would you shift towards a buyback? Thank you.

Yes. Thanks for the question. First off, our Uniform Direct Sale business is historically there is some lumpiness to that business, was improved sequentially. And but we are that's a very important business to us. It's a strategic business, serves we sell a lot into those customers, not just Uniform Direct Sale, but they are outstanding prospects for Uniform Rental, also for Facility Services, first aid and fire services.

So that's a strategic business for us that sets the table for us to sell additional services. And yes, there are there can be some lumpiness, but we think we're well positioned in that business. Regarding capital allocation, just to remind you, our number one use of cash is investing back in the business. So we want to invest back in the business because we want to make sure that we're positioning our people to be highly successful with the appropriate capacity, the appropriate technology, tools, products, services, training, all that is very important. Second item for us would be M and A.

And I think we've shown to be very good stewards of capital as it relates to that. We're making strategic acquisitions, really attractive businesses that we can bring our products and services to and also bring our efficiencies to. And but it starts with when you have those strategic M and A, it starts with the most important resources there, certainly our products and trucks and systems what have you, but it's really the people and

and there were no buybacks in Q3, but we see we think our balance sheet puts us in an incredibly good position to deploy as needed. Great. Thank you.

And our next question comes from Scott Schneeberger from Oppenheimer. Please go ahead, Scott.

Thanks very much. I just wanted to touch base on, I think it's pronounced Hipich, the acquisition you made a quarter or two ago. Any learnings or just a progress report there and any evolution or opportunity to offer new Cintas products, not only stemming from perhaps that, but from other acquisitions or ideas or initiatives you've come with recently? Thanks.

Thanks for the question, Scott. Hiipsh is how you pronounce it. And it's a company that we've admired for decades. And that was in a particular case where it was in the family for generations and the owner, Jim Vaudre passed away. And the family then saw it as the most appropriate decision to merge their business in with Syntax.

So great example of an outstanding company, great customer relationships. We received capacity in those markets as well. But the most important thing that we got there were certainly the people and the customers. We love the capacity, but it's about the now CentOS employee partners and their customers. And in every time we acquire a company, we learn and we get better as a result of that.

We learn from them. Hopefully, they learn a little from us. But the most important thing is we get usually really good people. In that case, we absolutely did and great customers that we're going to try to make sure we nurture and hang on to and grow.

Thanks. Appreciate that. And for the follow-up, just free cash flow has been very strong this year. Looks like in working capital, you've been making a lot of improvement. Just curious, what has occurred structurally?

Perhaps thinking ahead to the out years, are you going to be able to achieve a new level? How should we think about free cash flow as a percent of revenue perhaps? And are you moving in a very positive direction? And then maybe some discussion of how that's occurred? Thanks.

Scott. Free cash flow has been strong for us and last year was quite a strong year and we've grown about 15% over last year. We have generally from a net income conversion to free cash flow, we've generally been in a 90% to 100% type of a range and that's where we are this year and that's where our expectation would be as we go into the next several years. We have there are times, for example, where we may spend a little bit more on inventory as we did in the third quarter. You saw inventory go up just a little bit to maybe get out ahead of the tariffs.

Todd talked about how we're dealing with tariffs and maybe make a little bit more of an investment in the near term to make sure that we've got the inventory we want at the cost that we want. And so there can be various quarters ups and downs. But generally speaking, we like our ops cash flow to be in that 110% to 100% range. I would expect that going forward too.

And our next question comes from Sloane Rosenberg from Stifel Nicolaus. Please go ahead, Sloane.

Hi, thank you. I just have a few questions out there. Todd, are you seeing any change at all competitively? One of your major competitors has just seen a lot of change at the top of their organization. I was just wondering, is that something that you kind of notice on the ground or is that not really noticed on the ground over the last kind of year, year and a half?

Yes. So good morning, Saloma. Thanks for the question. It's we operate in a very competitive industry. It always has been.

So nothing noteworthy as far as change there. Certainly, we're aware of the changes in the organization at the top level of the organization you're speaking of. But I don't know that that's changed any dynamic of how people are taking care of their customers and what have you. And just keep in mind that how we our new business wins tend to come from the vast majority are from we call it no programmers, Those who are not renting when we walk in and when we walk out, they are. So it's yes, we love winning business in all ways.

But for the past several decades, we've grown our business primarily by growing the pie of customers, those who were sourcing products somehow. They might be buying it on the Internet or they might be buying it at Costco or Walmart or what have you. And then and we've shown a better, faster, smarter way. Even with garments, especially with garments, I would say, everybody's wearing garments and that's a matter of what's the best way to obtain those garments. So in fact, I've got a couple of examples I'll give you.

We recently converted over a large equipment manufacturer that was purchasing flame resistant clothing from a competitor. They were really excited about our Carhartt branded, Carhartt branded flame resistant clothing line and they were looking for a higher quality garment to improve employee comfort and overall satisfaction. And as we dug into it, we were actually able to save them some dollars in the rental program because of the turnovers that they had. And also our first aid and safety team at the same time was able to provide some essential training for that customer around their electrical program in conjunction with some recent OSHA guidance change on that subject. So that's an example where they were certainly wearing garments.

They were but they weren't we're we're not taking it from a rental competitor there. But it resulted for the customer in a safer, more compliant customer with happier wears and lower overall costs. So I've got others examples like that that we've seen. We just recently converted over a Fortune 500 global field service company with thousands of remote service technicians that were in a direct purchase program again. They were dealing with loan lead times, how do they repair the garments, how do they replace them, size changes, new hires.

And the challenge is the workforce doesn't report back to a central location. So in that case, we place them in a managed program where their employees were able to clean their own product, clean the garments, but we manage the inventory, size changes, repairs placement. So I give those examples because, yes, certainly we're always interested in the competitive landscape. It's always been competitive, always will be, but we're we see the greatest opportunity is to expand that pie and sell programs, manage programs into companies that are buying product or haven't seen the value yet in having a uniform program and we grow that pie. So it's really important to us.

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