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Gap Inc. was founded in San Francisco in 1969 with a namesake store selling records and Levi’s jeans. It has since grown into the largest specialty apparel retailer in the U.S., with brands including Old Navy, Gap, Banana Republic, and Athleta. The company operates 2,500 of its own stores, and franchises around 1,000 locations abroad.

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Gap (GAP): Company Profile, Stock Price, News, Rankings

legacy

Good afternoon, ladies and gentlemen. I would like to welcome everyone to the Gap Inc. Fourth quarter twenty twenty four earnings conference call. At this time, all participants are in a listen only mode. For those analysts who wish to participate in the question and answer session after the presentation, you may now press star one to enter the q and a queue.

As a reminder, please limit your questions to one per participant. If anyone should require assistance during the call, I would now like to introduce your host, Whitney Notaro, Head of Investor Relations.

Good afternoon, everyone. Welcome to Gap Inc's fourth quarter fiscal twenty twenty four earnings conference call. Before we begin, I'd like to remind you that the information made available on this conference call contains forward looking statements that are subject to risks that could cause our actual results to be materially different. For information on factors that could cause our actual results to differ materially from any forward looking statements, please refer to the cautionary statements contained in our latest earnings release, the risk factors described in the company's annual report on form 10 k filed with the Securities and Exchange Commission on 03/19/2024 and any subsequent filings with the Securities and Exchange Commission, all of which are available on gapinc.com. These forward looking statements are based on information as of today, 03/06/2025, and we assume no obligation to publicly update or revise our forward looking statements.

Our latest earnings release and the accompanying materials available on gapinc.com also include descriptions and reconciliations of any financial measures not consistent with generally accepted accounting principles. Joining me today on the call are chief executive officer, Richard Dixon, and chief financial officer, Katrina O'Connell. With that, I'll turn over the call to Richard.

Good afternoon, and thank you for joining us today. I'm excited to share with you our strong fourth quarter results, which rounded out an exceptional year for Gap Inc. We continued to perform while we transform, delivering another quarter that exceeded financial expectations and underscored the meaningful progress we're driving across our strategic priorities. Operational and financial rigor is the fabric of how we work and has delivered solid metrics that Katrina and I will discuss during this call. This discipline has enabled us to execute effectively against our brand reinvigoration playbook and at the same time, strengthen our platform by building and sharpening our operational capabilities with highlights on supply chain and technology.

And we continue to energize our culture, empower our global teams and attract great talent. I do want to begin by taking a moment to thank our global team for their partnership and collaboration this past year. Their relentless dedication to our transformation has been instrumental in driving the progress that we've made. Let me share some highlights on the progress we achieved in 2024. Gap Inc.

Delivered positive comps in all four quarters with all four of our brands comping flat to positive for the year, demonstrating consistency and strength across the portfolio. Gap Inc. Gained market share for the eighth consecutive quarter, reflecting that our brands are resonating with consumers. We achieved one of the highest gross margins in the last twenty years, a clear result of our focus on financial and operational rigor. We increased operating income by more than $500,000,000 and operating margin by three thirty basis points versus last year's adjusted rate, while we continue to drive efficiencies in our cost structure.

And we delivered a full year EPS of $2.2 the highest since 2018, demonstrating our earnings power as we drive towards becoming a high performing company that generates sustainable and profitable growth. Looking ahead, we have more work to do, but we are building on a much stronger foundation. 2025 represents an exciting step in our ongoing transformation as we begin to transition our focus from fixing the fundamentals to continuous improvement through innovation and pave the way for momentum in the years ahead. Since this is our year end call, our remarks today will be a little longer than usual as we have a lot to cover. I'll begin by providing an update on our fourth quarter performance and progress in the context of our strategic priorities.

Then Katrina will walk you through our detailed financial results and share our outlook before we open the call for questions. Let's start with our first strategic priority, financial and operational rigor. Gap Inc. Comparable sales were up 3% in the quarter, with comps at Old Navy, our largest brand, also up 3%. This is the brand's eighth consecutive quarter of market share gains reinforcing its leadership position as the number one specialty apparel brand and retailer in The US.

Gap comps accelerated to 7%, the fifth consecutive quarter of positive comps, and the brand delivered its seventh consecutive quarter of market share gains. Banana Republic comps were up 4% and gained share as a result of our focus on reestablishing this premium brand in our portfolio. Athleta had a more challenging quarter with comps down 2% while maintaining market share with more work to do as we continue to reset the brand. We delivered SG and A in line with our expectations and expanded operating margin 120 basis points versus last year. EPS was $0.54 up 10% versus the fourth quarter of last year.

We ended the year with strong cash balances of approximately $2,600,000,000 and generated $1,000,000,000 in free cash flow in fiscal twenty twenty four. Turning to our next strategic priority, we remain focused on driving relevance and revenue by executing on our brand reinvigoration playbook. Each brand is at a different point in the process, and I am encouraged by the improvements we've driven across the portfolio. Let's start with Old Navy. In 2024, Old Navy delivered one of the highest annual net sales in the brand's history and was the number one specialty apparel brand and retailer in The U.

S. We've been connecting our customers with products they want through compelling storytelling and executing with clarity in pricing and in store navigation. The brand is gaining more relevance as demonstrated by our digital dialogue, notably our strong social and influencer engagement. As a result, we finished the year strong with a 3% comp in the quarter and the eighth consecutive quarter of market share gains. Our strategic pursuit in both denim and active this year led to a consistent drumbeat of innovation and newness across these key categories.

We have been putting insights into action with product innovation, leveraging our scale and expertise, and executing with excellence, and the results are showing up on the scoreboard. Old Navy leaned into denim with an expanded offering, a dynamic in store and online experience supported by a fall campaign expressing our evolving brand identity work. In the fourth quarter, we increased share in denim driven by our on trend assortment in wide and loose fits as well as barrel. On our third quarter earnings call, we spoke about the exciting opportunity that we see for Old Navy to become the destination for the family as the value player in the active category. During the year, the brand grew to be the number five player in the category and the only brand among the top five to gain share.

And we are not stopping there. In the fourth quarter, Dynamic Fleece and Power Soft were great examples of innovation that drove Old Navy's strength in the active category, and we are bringing more innovation, style, and value in 2025 with our recently launched Studio Smooth collection. This new fabrication brings exceptional comfort and value to consumers and marks another step forward in our expansion within the active category. Old Navy's merchandising narratives and style are presenting better. And our in store and online communication has improved with more clarity around pricing and more compelling marketing promoting great value.

This evolution of the customer experience has resulted in higher NPS scores for both stores and online. With the foundational elements we've established, we are a stronger Old Navy than we were a year ago and are positioned well for 2025. In the year ahead, Old Navy will be focused on ongoing innovation in key categories, driving big ideas with storytelling while mobilizing an enhanced customer experience. Recognizing the work achieved and the metrics delivered shows the powerful position Old Navy holds in our portfolio and in our industry. And we continue to believe there is significant growth potential ahead for the brand.

Now let's turn to Gap. Gap is back in the cultural conversation. This brand was built on strong product narratives with brilliant marketing expressed through big ideas and over the past year each of these were reignited. The team has been executing the brand reinvigoration playbook with excellence, and it's showing up in the results. Gap's comp accelerated to 7% in the quarter, marking the fifth consecutive quarter of positive comps and the highest quarterly comp in three years.

In the fourth quarter, the brand also achieved the seventh consecutive quarter of share gains as the brand continued to resonate with consumers. This strong performance was fueled by innovation, product newness and compelling marketing with a social first approach. The momentum in women's continued in the fourth quarter. Men's also performed well, and we began to see improvement in kids and baby. Our focus on big ideas resonated with strength in key categories like fleece, denim, and sweaters, driven by the performance of Cash Soft, our innovative fabric, all of which were amplified by our give your gift holiday campaign.

The brand campaigns and collaborations are attracting a new generation to Gap, while reinforcing the brand to those who loved us for years. In 2024, we expanded our customer base, and we saw increased engagement with the brand as a result of our trend right product and culturally relevant messaging. And we're building on that momentum in 2025 with our latest fashiontainment moment released last week featuring Parker Posey dancing to Meta's Mama's Eyes, a celebration of the confidence that comes from feeling comfortable in your clothes and in your own skin, which is resonating and bridging the generation gap all over again. Our legacy inspires us to pursue the significant potential this brand has. And with consistent execution of our playbook, we are excited about the brand's growth potential in the years ahead.

Now moving on to Banana Republic. There has been a lot of progress at Banana Republic as we continue to focus on reestablishing the brand to thrive in the premium lifestyle space. The brand successfully implemented fundamental fixes throughout the year, leaning into classics, more precise assortments, focusing on fit and rebuilding trust. And we're beginning to see signs of stabilization with the early results showing up in the fourth quarter. Comps were up 4% with market share gains.

Women's drove the acceleration at the brand with better fundamentals across pricing, product and design, which translated incredibly well, most notably for holiday occasion dressing. The brand continued to build on the strength in the men's division and leaned into classics with a stronger cashmere point of view, which resonated with consumers. The work the Banana Republic team has done to improve women's and strategically beyond. Shifting to Athleta. In 2024, Athleta stabilized revenue, delivering a flat comp and improvements across several key metrics.

The brand reentered the cultural wellness and sports conversation through major activations that engaged key brand partners like Simone Biles and Katie Ledecky on the world stage in Paris, and most recently Lexi Hull and Kate Martin. In addition, we meaningfully increased the number of new and reactivated customers. I'm encouraged by Athleta's ability to maintain its rank as the number three brand in the women's active category this year and the only brand in the top three to gain share. Despite this progress, the year was not without challenges and volatility. This was reflected in the fourth quarter when the brand delivered a negative 2% comp, missing our expectations.

Despite a strong start to the holiday season, Athleta struggled to keep up its core loyal customers' engagement during the peak holiday shopping moments. In 2025, we will be strengthening our product and ensuring newness to excite our core customer base, while continuing to inspire new customers. Athleta has made progress in a number of areas this past year. However, we are still in the process of resetting the brand, which in the near term may result in choppy quarterly performance. We have more work to do to implement our reinvigoration playbook and realize the brand's full potential.

Our ambitions for Athleta remain high. Moving to our third strategic priority, strengthening the platform. Today, Gap Inc. Platform creates significant value with the benefit of scale across our global supply chain, supporting a fleet of more than 3,500 stores, a technology platform that enables one of the largest e com businesses in The U. S.

As well as an active customer file of over 55,000,000. I was impressed with the resilience and the agility of our supply chain as we successfully navigated a number of disruptions during the year. This will serve us well as we continue to navigate a highly dynamic environment, top of mind being tariffs, which Katrina will address in her remarks. In 2024, we began to cultivate a digital first organization and mindset, building and sharpening our operating capabilities to improve effectiveness and efficiency, and in turn, drive increased cost leverage and demand creation. Sven Gerjets, our Chief Technology Officer, who joined us last summer, began pursuing plans to leverage technology to enable both our business performance and our transformation.

This included standing up an office of AI focused on driving AI innovation across our strategic priorities over time with early use cases primarily related to employee enablement. In 2025, we will be developing AI monetization opportunities relative to the consumer experience, product to market, as well as organizational productivity. Now having organized the various ways we can use AI to enable value creation, we're prepared to mobilize against this framework with intention. Our financial and operational rigor is allowing us to find efficiencies and cost savings that we plan to reallocate to invest in new platform capabilities to support the ongoing success of our brands. As our focus shifts towards continuous improvement in 2025, we will be optimizing for growth by cutting low value projects to fuel high value opportunities.

We see significant organic growth potential through smart and targeted investments in areas like design, consumer insights and store operations that deepen the execution of our playbook and seed new avenues for future growth. Reflecting on our fourth priority, I'm proud of how our teams have stepped out of their comfort zones to embrace new ways of working. Getting comfortable with the uncomfortable creates resilience, and the resilience of this organization is showing up as we continue to perform while we transform. A great strategy can only go so far without a culture that is united and mobilized behind it. And the energy of our people is impressive and it's fueling creativity and driving executional excellence.

Transformations of this scale take time, and we've been deliberate about taking a phased approach. In 2024, we were focused on fixing the fundamentals and made significant progress. As we look ahead, we are beginning to focus on continuous improvement through innovation to pave the way for momentum in the years ahead. We are stronger today and have consistently proven our ability to navigate a highly dynamic macro environment while delivering results. Gap Inc.

Has a powerful portfolio of brands that matter and we're proving that they can matter more. Our playbook is working and showing up in comp growth and share gains and we are well positioned for organic growth over time. We continue to unlock efficiencies in the business and deploy savings into high potential growth opportunities. Our financial and operational rigor is driving operating margin expansion and generating significant cash flow, allowing us to invest in the business while returning cash to shareholders through dividends and share repurchases. I'm pleased with what we've been able to accomplish so far, but our aspirations are high and we have more work to do.

We remain focused on controlling the controllables and successfully executing our strategic priorities, continuing to be market share winners in any environment. I'll now turn the call to Katrina for a closer look at our financials.

Thank you, Richard, and thanks, everyone, for joining us this afternoon. Our strong finish to the year reinforces the power of our portfolio of iconic American brands that shape culture and our confidence that our transformation is taking hold. The meaningful progress we've made on our strategic priorities is showing up in the results with a return to top line sales growth for the year, resulting in share gains and all brands showing signs of reinvigoration. The discipline we've developed has enabled significant margin expansion and earnings growth. And our rigor and expense and inventory management drove substantial operating and free cash flow generation, resulting in a strong balance sheet.

The reinvigoration of our brands combined with our financial and operational rigor is enabling us to perform while we transform, consistently delivering on our commitments as we continue to strengthen our performance. Some key highlights from fiscal twenty twenty four include the following. It's exciting to see the brand reinvigoration driving results with Gap Inc. Comparable sales up 3% and all four of our brands comping flat to positive for the year, which is notable as we execute on our reinvigoration playbook. This was Gap Inc.

Second consecutive year of market share gains driven by wins across our brand portfolio. Gross margin in fiscal twenty twenty four expanded two fifty basis points versus last year. This progress reflects both the increased relevance of our product and brands and our disciplined inventory management. We tightly managed SG and A dollars below the prior year and in line with our beginning of year outlook. With our focus on expense management and financial rigor, we realized efficiencies in our cost structure that more than offset variable costs from higher sales as well as wage inflation.

This resulted in operating income of $1,100,000,000 growing 83% compared to last year's adjusted operating income and an operating margin of 7.4% for fiscal twenty twenty four, a three thirty basis point improvement versus last year's adjusted operating margin. And we achieved over 50% growth in full year earnings per share to $2.2 We ended the year with $2,600,000,000 of cash, cash equivalents and short term investments on the balance sheet, net cash from operating activities of $1,500,000,000 and generated $1,000,000,000 in free cash flow. And we returned approximately $300,000,000 in cash to shareholders through dividends and share repurchases. This strong performance gives us confidence in the 2025 outlook we provided today, which reflects continued sales growth with gross margin expansion and SG and A leverage, resulting in another year of operating income growth. So turning to our detailed results for the fourth quarter.

Net sales of $4,150,000,000 decreased 3% year over year, inclusive of the seven percentage point negative impact related to the loss of the fifty third week. Net sales for the quarter were negatively impacted by the weekly shift related to the fifty third week dynamic, as well as the loss of the extra week. For that reason, I'll be referencing comparable sales by brand, as we believe it's more indicative of each brand's underlying performance. Gap Inc. Comparable sales were up 3% in the quarter.

By brand starting with Old Navy, comparable sales were up 3%. The brand continued to win in key categories like active and denim with innovation and newness driving strength and market share gains. Turning to Gap brand, comparable sales meaningfully accelerated up 7%. GAAP has been reignited and is executing the brand reinvigoration playbook with excellence, driving relevance and revenue. Banana Republic comparable sales were up 4%.

The brand saw notable improvement in its women's business during the quarter and continues to build on its strength in men's. Athletic comparable sales were down 2%. While the brand maintained market share in the fourth quarter, it did not meet our expectations. And the team will be taking away important learnings and insights for 2025 as we continue to reset the brand. Gross margin of 38.9% was flat year over year as merchandise margins expanded 20 basis points and ROD deleveraged 20 basis points in the quarter.

SG and A was 1,350,000,000 in the quarter, $105,000,000 below last year and in line with our outlook as we demonstrated continued rigor in expense management. SG and A as a percentage of net sales was 32.6%, leveraging 130 basis points versus last year, primarily due to the timing of incentive compensation accruals as well as lower advertising costs in the quarter. Fourth quarter operating margin of 6.2% improved 120 basis points compared to last year's operating margin. Earnings per share in the quarter were $0.54 up 10% versus last year's earning per share of $0.49 Now turning to full year fiscal twenty twenty four results. Net sales of $15,100,000,000 increased 1% year over year, up about 2% on a fifty two week basis at the high end of our guidance range we provided.

Gross margin of 41.3% expanded two fifty basis points versus last year, ahead of our expectations. Merchandise margin expanded two ten basis points and Rod leveraged 40 basis points primarily due to higher sales in the year. SG and A was $5,100,000,000 1 hundred million dollars below last year and in line with our outlook. As a percentage of net sales, SG and A was 33.9%, leveraging 110 basis points versus last year's reported rate and 80 basis points versus last year's adjusted rate. Fiscal twenty twenty four operating income was $1,100,000,000 growing 83% compared to prior year's adjusted operating income of $6.00 $6,000,000 and ahead of our guidance of mid to high 60% growth.

Operating margin expanded three thirty basis points versus last year's adjusted rate to 7.4%, our highest annual operating margin since 2018. Earnings per share for the year were $2.2 up 64% versus last year's reported EPS of $1.34 and up 54% versus last year's adjusted EPS of $1.43 This demonstrates the value creation we've begun to unlock in this early stage of transformation and indicates the earnings power of Gap Inc. As we continue to perform while we transform. Now turning to the balance sheet and cash flow. We maintained disciplined inventory management, ending the year with levels up 3.6% year over year.

The increase was primarily due to the timing of in transit inventory as we navigated macroeconomic conditions. Excluding the higher in transit, we maintained our inventory principle, managing a healthy stock to sales ratio with inventory lagging sales growth, and we were able to finish the year with what we believe is the right inventory composition going into fiscal twenty twenty five. With the rigor and discipline that's now core to how we operate, we expect our 2025 inventory to continue to align with this principle. We ended the year with cash, cash equivalents and short term investments of $2,600,000,000 an increase of 38% from last year. Full year net cash from operating activities was $1,500,000,000 Free cash flow of $1,000,000,000 for the year demonstrates the rigor we put into managing the business.

Capital expenditures for the year were $447,000,000 During the year, we returned $225,000,000 to shareholders in the form of dividends, representing annual dividends of $0.6 per share. And during the fourth quarter, we repurchased 3,000,000 shares for approximately $75,000,000 With a strong balance sheet, we and the Board consistently evaluate capital allocation as we strive to maximize shareholder value. Our balanced capital allocation framework is as follows. Our number one priority is to invest organically in the business through capital expenditures to the degree we believe we can drive a strong return. Capital expenditures in 2025 are expected to be about $600,000,000 for the year, up 34% as we utilize our strong balance sheet to invest in organic opportunities for value creation that we see in our business.

Second, we believe in paying an attractive dividend as a key component of shareholder return. Our goal is to increase the dividend as net income grows and we evaluate both the payout ratio as well as the yield. In line with that principle, on February 25, our Board authorized a 10% increase to our first quarter fiscal year twenty twenty five dividend per share. Third, our principle regarding repurchasing shares is to offset dilution over time. Our fourth quarter share repurchase of $75,000,000 marked our first repurchase since 2022, reflecting our confidence in the business and our future.

As a reminder, we have approximately $400,000,000 remaining under our current share repurchase authorization. Our strong balance sheet gives us the foundation to focus on capital allocation with the goal of enhancing long term shareholder value. This has been an incredible year in which our four strategic priorities have resulted in a return to profitable sales growth. I want to thank our teams for their commitment and tremendous contributions that fueled these strong results. With our momentum and the clear opportunities to drive continuous improvement across the business, we are confident in our ability to strengthen our performance in the year ahead.

Now turning to our outlook for fiscal twenty twenty five. We've been operating in a highly dynamic backdrop for the last few years, and we're expecting the same for fiscal twenty twenty five. As a result, we've taken a balanced view with our guidance and remain focused on controlling the controllables. Specific to tariffs, in fiscal twenty twenty four, we sourced less than 10% of our product from China and less than 1% of our product from Canada and Mexico combined. Our fiscal twenty twenty five outlook is informed by what we know today regarding tariff policy and includes any expected margin impact, albeit small, from current actions related to those countries.

Starting with full year 2025 revenue, we expect net sales for the year to grow approximately 1% to 2% year over year, including an estimated 30 basis point unfavorable impact from foreign currency due to a stronger U. S. Dollar. Our outlook assumes ongoing strength at Old Navy and Gap, stabilizing performance at Banana Republic and a longer recovery timeline at Athleta. An important note regarding the quarterly cadence for the year.

In the second quarter, we will be lapping the two percentage point benefit we saw last year from the incremental revenue related to our credit card agreement, which we do not expect to recur this year. Moving to gross margin, we are proud of the significant gross margin gains we achieved in 2024 as we returned to historically high levels. Our goal in 2025 is to sustain these gains and build upon them through continued rigor and executional excellence. With that, we expect gross margins to expand slightly for the year with roughly equal amounts coming from raw leverage and merchandise margin. Turning to SG and A, we are driving continuous improvement in the cost structure of the company as we rigorously drive savings in our core operations through efficiency and effectiveness.

Our outlook reflects approximately $150,000,000 in cost savings and efficiencies through better operations, a portion of which will be reinvested for future growth with the balance offsetting continued inflation. With this in mind, we expect SG and A to leverage slightly for the full year. Considering our expectations for approximately 1% to 2% net sales growth combined with slight gross margin expansion and SG and A leverage, we see a clear path towards delivering 8% to 10% operating income growth in fiscal twenty twenty five. This growth rate includes an estimated two percentage point unfavorable impact from foreign currency due to a stronger U. S.

Dollar. We expect net interest income to be approximately $15,000,000 for the year with a quarterly cadence that reflects seasonality similar to fiscal twenty twenty four. We are planning for a 2025 tax rate of approximately 26%. We are expecting approximately 35 net store closures during the year with the majority of closures at Banana Republic. Now let me share some color on our outlook for the first quarter of fiscal twenty twenty five.

We expect net sales in Q1 to be flat to up slightly year over year. This includes an estimated 50 basis point headwind related to foreign currency due to a stronger US dollar and contemplates our quarter to date performance. While the cold start to February was somewhat unfavorable, we are pleased with what we've seen as the weather has normalized. As it relates to first quarter gross margin, we expect gross margins to expand slightly compared to last year's gross margin of 41.2%. And we are planning for SG and A to leverage slightly versus last year in the first quarter.

As I reflect on the year, I'm proud of the significant progress we've made across our strategic priorities. The reinvigoration of our brands is driving sales growth and consecutive market share gains, which when combined with our rigor is delivering meaningfully improved financial performance. We look forward to building on the success of 2024 in the year ahead as we drive toward becoming a high performing company that generates sustainable profitable growth and delivers long term value for our shareholders. With that, we'll open up the line for questions. Operator?

Thank you. Our first question will come from Alex Drayton, Morgan Stanley.

Great. Thanks for taking my question and congrats on another great quarter here. I have one for Richard and then a quick one for Katrina. For Richard, just the Gap banner just delivered monster fourth quarter comps, highest in a number of years. Your initial comments are super helpful, but can you dig in further on what exactly is driving that momentum, the new customer you're recruiting?

And then perhaps how big that banner could grow to be? And a quick one for Katrina, just on the full year operating margin expansion you're guiding to. Sounds like that's pretty evenly split between gross margin and SG and A. Or let me know if I'm misunderstanding that and one piece is edging out the other? Thanks a lot.

Alex, thank you for the question. Just laddering up, obviously, Q4, we delivered a really another exceptional quarter exceeding financial expectations, and ultimately continuing to perform while we transform. Comps, as we shared, are up 3% for the quarter. It's the fourth consecutive quarter of positive comps. We gained market share for the eighth consecutive quarter, and it really indicates that collectively, our brands are really resonating with consumers.

It rounds out an exceptional year for Gap Inc. All four brands gained market share in the year, really demonstrating the strength in the industry. As you call out, Gap brand had what you call a monster performance, which we really appreciate. Gap is back in the cultural conversation, and it's truly a testament to the Gap team who's been executing the brand playbook with excellence. This is a great example, I'd say, of how the playbook can really drive relevance and revenue.

Comps accelerated to 7% in the fourth quarter. We achieved our seventh consecutive quarter of market share gains. We climbed the ranks also in the apparel market. This year, Gap ranks now as number 11 as the largest brand in The US, and we intend this brand to get back into the top 10. I would say the strong performance in q four, it was really fueled by innovation, product newness.

We had extraordinarily compelling marketing, and we took a social first approach. This strategic intent that we've been sharing around driving the women's business is truly showing up in the results. We've got continued momentum in men's, and we're also seeing improvement in kids and baby. The brand campaigns and the collaborations that we have been driving are attracting a new generation to Gap. But at the same time, really importantly, is in reinforcing the brand to those who loved us for years.

The latest, release that we have right now with Parker Posey, is really resonating, and it's a unique creative format. I would say that's a great example of bridging the generation gap. We know it's working. Organic Google searches have been up 6% on the year. Holiday, we actually saw 25% increase in new customer visits online.

And ultimately, what I can tell you is we are really looking forward to continuing the trend,

amplified by compelling storytelling, enhancing the customer experience as Gap continues to advance. I couldn't be more excited about the future of Gap, and it's more of a question of how high is high.

And then, Alex, as it relates to the operating margin guidance, I think the way you're interpreting it is pretty correct. We do see sales increasing 1% to 2%, and as you said, 8% to 10% operating income growth, which is building on the significant progress we made on margins with slight expansion in 2025. And then, the dynamic we described around SG and A where we're finding a hundred and $50,000,000 of savings and then purposely reinvesting a portion of those into growth drivers. And so those two dynamics when combined do get you to the 8% to 10% operating income growth.

Our next question comes from Lorraine Hutchinson, Bank of America.

Thank you. Good afternoon. Katrina, you've managed SG and A very closely in recent years. Is there an opportunity for further expense cuts beyond the $150,000,000 that you discussed? And and what are the key buckets that you're focused on?

Yeah. Thanks, Lorraine. I mean, we have rigorously managed the cost structure over the last few years, as you said, including this past year. We delivered the 5,100,000,000.0 in SG and A, which was a hundred million dollars below the prior year and leveraged. And that showed that the team was able to find efficiencies throughout the year to offset costs that were associated with delivering higher sales, the inflation as well as higher incentive comp accruals.

And so we have, the discipline now in the business, and we remain committed to that. As Richard said, in 2025, this continuous improvement as we become a high performing company is focused on really eliminating low value work as we aspire to really redeploy that into higher value projects. So the 150,000,000 that we're going after in 2025 is across technology, marketing, overhead, and stores expenses. And as we think about reinvestments, you know, Richard spoke about some of those examples in his speech. We're leveraging AI to create more elevated experiences for our customers with things like personalization.

We're looking at empowering our design and development processes. We're modernizing our supply chain, and we're looking at productivity and strengthening our employee experience. So those are a few of the things we're investing in. We will continue, this discipline around SG and A. And if we see beyond 150,000,000, we'll certainly go after it.

But that's our first view as far as what we have line of sight to right now.

Your next question comes from Matthew Boss, JPMorgan.

Thanks and congrats on a great quarter. So Richard, on the inflection to continuous improvement that you cited, I guess, what inning do you see your work on the GAAP and Old Navy as we think about today? Could you speak to new customer acquisition and category market share gains that you're seeing as we head into 2025? And then, Katrina, just relative to the 2025 top and bottom line guidance, I guess, could you speak to continued drivers of operating income dollar growth multiyear if the portfolio is able to post consistent low single digit top line growth?

Okay, Matt. We're going to try and tackle that one. I appreciate the question. The efforts that we've been making, executing our playbook, essentially reinvigorating our brands is working. And as you call out, its evidence is really market share.

Know, we we talked about gaining market share for the eighth consecutive quarter. It really is indicating that our brands are really resonating with consumers. And so we are building stronger brand identities. It's been supported by TrendRight products. We're amplifying these products with more compelling storytelling with a media mix model that's social first, and it is translating into cultural relevance.

Now I would say that, each brand is at a different stage of progress, but the progress we're making is real. And we're driving to become a high performing house of iconic brands that shape culture. So the continuous improvement of that, is sequential. We can talk about Old Navy, obviously, you know, the the largest brand in our portfolio. It finished the year with strong results, comping the comp in the fourth quarter up 3% and delivering eight consecutive quarters of market share gains.

Categorically, we've been focused on Active and Denim where we've been really pursuing a leadership position, and it's showing up in the results. I think I mentioned on the last call our pursuit in active and the brand grew to be the number five player in the category, and it was the only brand among the top five to gain share. I mentioned denim. That's another winning category. In 2024, we gained share in denim.

We're now the fourth largest adult denim brand in The US. So the continued strength in the brand's financial and operational rigor is really enabling us to dial up the merchandising narratives, style quotient, quality that our customers expect, and the brand is really presenting better. And I talked about Gap specifically, so I don't think we need to belabor that point, but we couldn't be more excited about where we're headed for Gap. And similarly, there are share gains and cultural relevance that's really resonating. I mentioned the attraction with new consumers.

Google Search up 25% increase in new customer visits. We also have Banana Republic that showed great progress in the quarter with 4% comp. We continue to work on that brand, focusing on leaning into classics as we've shared more precise assortments. We've been working on fit. And ultimately there, it's about rebuilding trust.

And lastly, resetting Athleta is still top of mind. We're very ambitious with Athleta. Despite having a challenging quarter, we delivered a flat comp for the year. So we have seen improvements across several key metrics, and we also gained share. So all in all, I would say I'm feeling really optimistic and proud of the team's results.

We are moving into a continuous improvement model, and we expect and anticipate another exciting 2025.

And then, Matt, as it relates to sort of operating margin long term, we're very proud of the progress we made this year. We reported the operating margin for this year of 7.4%. As we said, it's a three thirty basis point improvement, and we expect to make more progress in 2025 with 8% to 10% so Rod, on an annual basis, leverages on any positive sales, and SG and A leverages on slightly positive sales. So as we return the model to sales growth, we do expect to continue to see operating income growth over the long term.

And our next question is from Brooke Roach, Goldman Sachs.

Good afternoon, and thank you for taking our question. Richard, I was hoping you could elaborate on the plans to strengthen the Athleta brand. What are the most important initiatives you're focused on this year? And how are you thinking about bridging that brand back to sustainable comp growth similar to the other reinvigorated brands in your portfolio?

Brooke, I'm happy you asked the question. I think, first off, it's important to recognize Athleta is the number three brand in the women's active space. It's an important brand in the industry, and it's an important brand in our portfolio. It's also important, as I mentioned, on an annual basis, Athleta delivered a flat comp for the year. That's up against a double digit decrease from the year prior.

So we've seen improvements across several key metrics. And most notably, we gained market share. The progress we've been making around the brand's identity, we launched new activations, we've been reentering the cultural conversation. It is reinforcing our confidence in the long term opportunity, and we do acknowledge that we have continued work to do to continue to reset the brand. In the quarter, we didn't meet our expectations.

And specifically, we need to do more to excite our core customer during the holiday period. Now we did use promotions at that time as a lever to engage the customer during the quarter. The good news is that we successfully managed our inventory, and we're starting the year with better inventory composition in comparison to the same time last year. We have seen the drops that we've, had in our our color drops, our fashion drops. They've attracted new customers.

We've done a great job reactivating customers, but ultimately, we lacked the depth of product interest for our core customer. And now we're gonna find that right balance as we move into a focus for 2025. I will reiterate, our ambitions remain high for this brand. We love the category. It's the largest category in in the industry, but we have more work to do.

add my congratulations. What a great way to end the year. Richard, about a year ago, you hired Zach Posen just over a year ago, I think, to be creative director of Old Navy and Gap and lo and behold those two businesses are kind of turning ahead of plan. So what is it that he was able to do in such a short period of time? What is it that he's able to do kind of building on that continuous improvement philosophy?

And then Katrina, if you could just help us kind of with the brands we're sitting at 40% gross margins, super high and having recovered. Can you help us give some color and context in terms of which where the brands are in that merch margin journey, which of them are kind of closer to peak, and then where the opportunity really lies with a couple, you know, maybe Athleta and Banana specifically. Thank you.

Alright. Adrian, thank you for the question. Zach is lapping his first year with us, and has been an incredible addition, overall to the company. And we're really pleased, thus far with the progress that we're making on several fronts, but ultimately just thrilled with, obviously, his contribution. He's been bringing significant impact on many creative aspects, and I would say it's both inside the company and beyond.

Truly elevating the creative conversation across our brands, uniting us with a design led thought process, and igniting the creative spirit of the company. We've been curating cultural moments where our brands and products have been really taking center stage. And, of course, we've been attracting talent to our portfolio. Besides what you've already seen, I would say, and, of course, most recently, by the way, with Timmy Timothy Chalamet, wearing Gap Studios' really first custom men's look at the Academy Awards event.

Gap (GAP) Q4 2025 Earnings Call Transcript

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