Thank you. Good afternoon, ladies and gentlemen.

I'm Matthew Wiesner, and thanks for joining us. As Chief Executive Officer of Motorcycle Holdings, I'd like to welcome you all to the FY26 full-year results briefing.

I'm joined today by our Chief Operating Officer Michael Poynton and Chief Financial Officer John Wadley. A copy of the presentation, together with our results announcements and the FY26 annual report, was lodged with the ASX earlier today.

I'll begin with a few words about the progress of the company and take you through the financial results summary. John will then take you through the financial statements, Michael will cover off on our operational performance for the year, and I'll return to speak to some points and outlook for FY27.

Following that, we'll open up for a couple of questions. For those with the deck in front of you, go straight to slide 3.

Before I turn to the numbers, I want to say something about what this company now is. Motorcycle Holdings is building the largest wholesale and retail multi-vehicle, multi-category platform in Australia and New Zealand.

That is a deliberate statement of ambition and it describes a business that has changed materially over the last couple of years. This year also brought greater clarity in how the board and management view the business.

Put simply, we are a wholesale distributor with significant retail operations. Presenting wholesale and retail separately for the first time gives shareholders a clearer view of the performance, the economics, and the priorities of each.

Our distribution platform, anchored by Mojo, Cassons, and Forbes & Davies in New Zealand, sits at the center of the company strategy. It provides scale, margin, and a channel to market that extends well beyond our own dealerships and is the principal reason we are able to expand into adjacent vehicle and accessory categories without a proportionate increase in retail capital, working hand in hand with a now national retail footprint.

The company is progressively becoming a multi-vehicle, multi-category business. We see this as a natural evolution of the platform we've built, and shareholders will hear more about this over the coming months and year.

Slide 4. We are the market leader in our category, and the foundations behind that position strengthened again during the year.

We hold the number 1 position in the new motorcycle, ORV industry with nearly 20% of new sales. Almost 1 in every 5 new motorcycles and off-road vehicles sold in our industry in this country now comes from our group, and we also remain the largest used motorcycle retailer with over 12,000 units sold.

We're the leading retailer of Harley-Davidson, representing more than half of that iconic brand's retail volume in the Australian market, and we are the exclusive distributor of CFMOTO, the market-leading off-road vehicle brand in Australia. Our footprint now extends to 59 retail and wholesale operations across Australia and New Zealand, and our balance sheet is solid, supported by a strong capital base which positions us well for further growth.

Just jump along to slide 6, please. The group delivered record sales revenue of $788.7 million, an increase of 21.3% on the prior year.

That growth came from both sides of the business, with acquisition growth from Peter Stevens and Harley-Heaven contributing 16.3% and organic growth of 5.1%. Underlying net profit after tax increased 42.6% to $25.7 million.

That uplift was driven by revenue growth, the contribution from Peter Stevens and Harley-Heaven, an improved performance from our vehicle distribution business, and a materially stronger result from our Harley-Davidson retail operations generally. Underlying EBITDA increased 27.9% to $65.1 million, assisted by an improvement in gross margin from 25.1% to 26.8%.

Growing earnings faster than revenue is the outcome we've been working towards, and it reflects both a better mix of business performance, efficiency, and discipline. Slide 7.

Inventory finished the year at $163.8 million. Of that, $30.7 million came across with the Peter Stevens and Harley-Heaven dealerships.

Excluding those businesses, inventory reduced to $133.1 million from $148.7 million. During the year, we took further decisive action to clear aged stock and accelerate stock turns.

That decision cost us some margin across volume brands in the short term, but it leaves the group with a much cleaner balance sheet and a stronger base for 2027 or FY27. Our strong cash generation enabled us to move from a net debt position of $9 million at the end of FY25 to a net cash position of $13 million at the end of FY26.

We achieved that while acquiring the Peter Stevens and Harley-Heaven assets from funds on hand, repaying $10 million of bank loans, and increasing the dividend. It demonstrates the cash-generating capability of the business model and a disciplined approach to capital allocation.

That balance sheet strength also allowed us to absorb the cost of 2 historical issues identified during the year: the underpayment of vehicle registration duty in relation to certain optional equipment fitted to vehicles, and the underpayment of entitlements for some employees under the modern awards. Provisions of $5 million and $2.95 million respectively have been recognized, and John will speak to the accounting treatment shortly.

Whilst these findings were very disappointing and fell short of the standards we now expect of ourselves, we acted promptly to correct the relevant systems and processes, commenced remediation, and made voluntary disclosures to the Fair Work Ombudsman and the relevant state and territory revenue authorities. We're committed to resolving both matters transparently and fairly and to embedding the lessons in stronger controls across the group.

The board has declared a fully franked final dividend of 7 cents per ordinary share, bringing the full-year dividend to 16.5 cents fully franked. That is an increase of 3.5 cents or 27% on the prior year and reflects our commitment to delivering returns to shareholders while maintaining the financial flexibility to pursue strategic growth opportunities.

Underlying earnings per share increased in line with the profit uplift from 24.4 cents to 34.8 cents per ordinary share. On slide 8 now.

Stepping back from a single year, this is the 5th consecutive year of revenue growth, a compound annual growth rate of 14.6% since FY22. Retail revenue grew 23.2%, including the acquisition of Peter Stevens, Harley-Heaven.

Motorcycle and accessory wholesale revenue grew 16.9%, bolstered by a strong growth from Mojo Motorcycles. E-commerce grew 44% through our strategic digital execution, the relaunch of MCAS, and the addition of the new TeamMoto and Morgan & Wacker e-commerce capabilities.

My closing remarks before handing over concern our people. I thank Mike and John and the executive leadership team and our employees across Australia and New Zealand for their dedication through what has been a demanding year of change.

I also extend my appreciation to the board for their guidance and support during a period of significant achievement. Finally, thank you to all our shareholders for your ongoing support.

Motorcycle Holdings is a stronger, clearer, and better-positioned business than it was 12 months ago, and we look forward to continuing to demonstrate that in the year ahead. I now hand over to our CFO, John Wadley.

Thank you, Matthew, and good afternoon, everyone. Let's take a look at the financial statements in a little bit more detail, starting with the consolidated profit and loss on slide 10.

Statutory net profit after tax was $24.2 million. We made adjustments totaling $2.2 million before tax to arrive at an underlying result of $25.7 million.

Those adjustments are the acquisition costs related to the Peter Stevens and Harley-Heaven businesses of $1.4 million, together with the current year impact of the stamp duty and payroll remediation issues that Matthew referred to of $150,000 and $650,000 respectively. Gross profit grew 29.7% to $211.2 million, with the margin improving from 21.5% to 26.8%.

Two factors drove that improvement: favorable currency movements and better margins in our vehicle distribution business. A strengthening Australian dollar lifted the gross profit margin across the combined wholesale segment from 25% to 29%, and that flowed through to an increase in the wholesale profit before tax.

Operating costs increased, reflecting the addition of the Peter Stevens and Harley-Heaven cost base, as well as further investment in corporate services across HR, finance, and IT. Depreciation increased on the additional right-of-use assets attaching to the new properties.

Finance costs were steady, with reduced external interest costs offset by higher notional interest charges related to those right-of-use assets. The net result is underlying EBIT of $42.4 million, up 36.8%, and underlying net profit before tax of $36.5 million.

On the 2 remediation matters, the vehicle registration duty in the amount of $5 million has been provided on the balance sheet, being $3.5 million in duty and $1.5 million in related interest, representing management's best estimate of the liability. As the majority of the amount relates to transactions prior to the current financial year, $4.85 million of the provision has been recognized at the 1st of July 2024, and with the accompanying deferred tax asset of $1.45 million, the net position of $3.4 million has been reflected in opening retained earnings at that date.

The payroll remediation, the total provided to date is $2.95 million. Since our announcement on the 17th of July, a further $1.85 million has been provided, of which $250,000 relates to and has been booked in FY26, with the balance adjusted through opening retained earnings on the same basis.

Our detailed review continues as a priority. It involves complex matters of modern award interpretation and specialized analysis of large volumes of data, and we will keep the market informed as that work progresses.

Moving on to slide 11 and the balance sheet. Total assets grew to $465 million and net assets to $215.4 million, the increase largely reflecting the acquisition of the assets of Peter Stevens and Harley-Heaven in July 2025.

Cash of $43 million and receivables of $19 million both reflect a strong final quarter of trading. Inventories, as Matthew noted, are lower excluding the acquired businesses.

That is the direct result of the operational efficiency strategy to accelerate stock turnover. Right-of-use assets and the corresponding lease liabilities are higher, reflecting the additional properties that came with the acquisition.

Provisions are inclusive of the $5 million stamp duty and $2.95 million payroll remediation amounts just mentioned. Borrowings are $10 million lower at $30 million following the strategic debt reduction we undertook during the year.

That completes the financial statements review. I will now hand to Michael to speak to our operational performance.

Thank you, John. Thank you, Matt, and good afternoon, everyone.

In this operational summary, I wanted to make a few callouts. Firstly is vehicle distribution.

This segment continues to go from strength to strength in both Australia and New Zealand. Wholesale units increased 15% to a record 20,127 units across the two markets.

CFMOTO gained further market share across both the off-road vehicle and motorcycle segments and remains the key brand of the wholesale side of the group. Combined with the margin improvements Matt described, the wholesale profit before tax increased 34%.

Harley-Davidson: our Harley-Davidson retail business was a standout. We now span 12 dealerships, following 4 added throughout the year during the acquisition with Peter Stevens and Harley-Heaven, and held a 50% share of the market in the second half, making us the clear national leader with this iconic global brand.

The discipline we have applied to inventory, used vehicle sourcing, and finance and insurance penetration has translated directly into stronger unit sales and stronger profitability. Peter Stevens and Harley-Heaven: both have integrated well and are now stabilized within the group.

They have added meaningful retail scale, extended our footprint into SA and also WA, and brought with them strong brands, digital assets, and importantly, experienced people. Records in retail vehicle sales: both new and used unit sales were records for the group, delivering a record 19.6% share of the new vehicle market over the financial year.

MCAS: we reset the strategy during FY26. We relaunched the brand, opened new stores, improved the retail experience and point-of-sale systems, strengthened inventory management, and expanded the product range.

Record e-commerce revenue was a result of that work, reflecting continued growth in digital enhancement across the retail network. Finally, we continue to invest in corporate systems and in optimizing our property network, exiting underperforming volume brand locations and consolidating a number of operations into larger, more efficient sites.

That work is not finished, but it has already improved how efficiently the business runs. Turning on to slide 14, new vehicle sales.

New vehicle unit sales grew 20.7% to a record 18,875 units, with both halves ahead of the previous corresponding period and the Peter Stevens and Harley-Heaven contributing from 31st of July. Our share of the new vehicle market rose from 16.6% to 19.6%.

For context, that share was 12% in FY22. In a market that has been broadly flat over that period, we have added more than 7 points of share in 4 years, which speaks to our continued ability to outperform the market.

Slide 15, used vehicle sales. Used vehicles also set a new record, with 12,192 units sold, up 15.4% on the previous year.

Two other measures matter as much as volumes here. Stock turns on used vehicles improved from 6.5 to 6.9 times, and gross margin improved from 14.3% to 14.6%.

Used vehicles remain an area where management sees further opportunity in sourcing, in turn, and in gross profit per unit. Slide 16, our divisional contribution.

Every division grew both revenue and gross profit during the year. New vehicles delivered revenue of $430.3 million, up 21.5%, split between $257 million in retail and $173.3 million in wholesale, with gross profit of $74 million, up 41.1%.

Gross profit growing at close to twice the rate of revenue is a wholesale margin improvement coming through. Used vehicles grew revenue 21.2% to $155.4 million, with gross profit up 24.3% to $22.7 million.

Parts and accessories grew revenue 18.4% to $162.9 million and gross profit 21.1% to $67.5 million, second only to new vehicles as a contributor of gross profit to the group. Finance and insurance grew 18.2% and gross profit 18.3% to $19.3 million.

That spread of contribution across categories and across both wholesale and retail is what a genuinely diversified model is meant to deliver. That completes the operational review.

I will now hand back to Matt to speak to the year ahead. Thank you.

Thanks, Mike. Let me turn to the year ahead.

We're approaching FY27 with both realism and some ambition, of course. Realism first.

We're on slide 18, by the way. Realism first.

We remain cautious on the near-term outlook for discretionary spending and consumer demand, with ongoing interest rate and macroeconomic pressures continuing. Against that backdrop, we cautiously expect continued growth across our Australian and New Zealand distribution businesses.

That business enters the year on a strong foundation, and we will add to it with the introduction of the new GOES brand, a new ATV brand that's wholly owned by CFMOTO. Peter Stevens and Harley-Heaven are now stabilized post-acquisition.

Our plans for the year are about further developing the Harley-Davidson retail business by including all our Harley-Davidson dealerships as 1 business unit to drive consistent focus on the brand, whilst allowing even more focus on our 2 volume business units and brands, Peter Stevens in southern Australia and TeamMoto across Queensland and New South Wales. Following the MCAS reset in FY26, we expect further growth this year, supported additional new store openings, and driving e-commerce, and improving the customer experience.

We will continue to execute on retail consolidation, including the optimization of retail locations to drive stronger operating margin in that segment, and we'll maintain our investment in business transformation, including people, systems, property network optimization, to deliver a more efficient and scalable operating model. The board has approved our future transformation strategy directed at technology, data, people, and property.

It's an investment in the efficiency and durability of this business, and we will report on that and its progress over the next months and year ahead. Slide 19.

We now have 59 retail, wholesale operations across Australia and New Zealand, 4 more than at the end of FY25. On the wholesale and distribution side, that is Mojo, Forbes & Davies in New Zealand, and Cassons.

On the retail side, TeamMoto, Peter Stevens, Harley-Heaven, Morgan & Wacker, and MCAS are those core retail brands. This is a house of brands, and each one has a distinct role and a distinct customer.

What has changed is that we are increasingly managing them as 1 platform rather than a collection of separate siloed businesses. Slide 20.

That brings me to how we intend to run the company from here: 1 company, 1 platform, 4 pillars. The first is an omnichannel experience, which is a connected customer journey across showrooms, service, digital, and partner channels so that customer experience 1 MTO or 1 MCH wherever they choose to engage with us.

The objective is simple and is that MCH is easy to do business with. The second is data foundations: a trusted, accessible, data-enabled by platforms that power decisions, customer engagement, and AI use cases across our brands, giving our teams real-time insight for timely decision-making.

Third is our people: supporting them with strong leadership, capability, uplift through training, and building a performance culture that drives growth across the motorcycle world business and adjacent categories that we are moving into. The fourth is property: a disciplined property strategy that maximizes returns per square meter across our distribution and dealership network in the right formats, in the right locations, that deliver operationally efficient sites with a better physical experience for customers and staff.

Underpinning all 4 is very much a customer-first approach, working across the group, simplifying the business, and unlocking the benefits of scale that we have built and are building. In closing, the fundamentals of this business are strong, but there is still much work to do.

Our distribution platform is growing. We are the Australian leader in Harley-Davidson retail.

Our balance sheet is stronger, and we are progressively simplifying and improving the performance of our broader retail business. At the same time, our opportunity extends well beyond traditional motorcycles.

We are building a broader platform spanning motorcycles, all-terrain vehicles, watercraft, and other mobility categories, supported by new and used vehicles, parts and accessories, apparel, service, finance and insurance. Our wholesale and distribution capability gives us a powerful platform from which to pursue that growth.

We enter FY27 as a much larger business, with a clearer identity, stronger foundations, and a sharper focus on where we can win. To our customers, dealers, and brand partners, we thank you for your continued support.

To our people across Australia and New Zealand, thank you for your commitment during a period of significant change. Performing whilst transforming is not easy, and your contribution has been absolutely critical in that context.

I also thank the board for their continued support and our shareholders for their confidence in the company. That concludes the briefing, and I hand you back for questions.

Hi, guys. Great result.

Just interested on how you exited FY26 and any early observations you have on how FY27 has commenced from a sales and revenue growth perspective?

Hi, Jared. We had a very strong finish to the year, which was pleasing to say the least.

I think we've kicked off FY27 in a quite a positive way. July was quite reasonable, which was pleasing to see.

Happy so far, I guess, given it's August.

Perfect. Just a couple more.

Just interested on the gross margin outcome, it was really strong second half, 27.7%, well above FY25. Just probably interested in the composition of that, how much FX and favorable freight rates played a factor.

I guess the sustainability of that full-year margin outcome you achieved into '27, '28?

I think there's a number of factors there, Jared. There's a combination.

Certainly, we gained some windfall from currency, and that also was because of our focus on being much tougher on what we're holding from an inventory point of view, which allowed, especially on the Mojo side, because they were running a much tighter inventory, it allowed them to take more advantage of those spot rates. Being really hard on stock, pushing right down on stock allowed us to take full advantage of that at the right time.

That was well done by the business overall. Certainly, across the rest of the business, we've pushed down, as you saw from the stock turns.

We've had a positive impact from an improvement in stock turns across the new and used retail business. All of those compounding effects, and just generally a very strong second half of the year from the distribution business, which obviously has high margin, a compounding impact across probably 4 or 5 different aspects.

Do you think you can grow gross margins percentages next year?

We'll see how we go. We'll keep focusing on those key areas, as I spoken about on a number of times in the past.

I think because of those things that we constantly focus on, it allows us to take advantage of any opportunities that pop up. The one that we have taken advantage of obviously has been the positive currency outcomes that have allowed us to enhance that.

Also as we improve how we do what we do across the journey, Jared, we're seeing better performance and efficiencies, when we look at, say, revenue and gross per headcount and other things, too. We'll continue to drive what we can impact, and then whatever happens outside that, hopefully it works in our favor.

Sure. Sorry, last one.

I don't think I've ever seen the balance sheet MTO in this strong shape in quite a while. Just interested in the plans for capital allocation here.

Are you thinking about maybe buying back stock or maybe looking to strategically acquire back some property across your dealership footprint? Just interested on how you sort of use that balance sheet capacity now.

A couple of things. Certainly, as we've said, we're a growth business.

We're looking for opportunities, the right opportunities for us moving forward, we want to be ready for those. We were prepared for the Peter Stevens and Harley-Heaven opportunity, and as we funded that out of cash, that was fantastic.

We want to continue to be able to do that. Secondly, as I stated earlier regarding our strategic direction and transformation, we've also got to be ensure we're prepared to manage that process over the coming 24, 36 months.

That's very important. Also, given obviously we're dealing with historical challenges with stamp duty and some of the awards entitlements for some employees that we're obviously mindful of, too.

We've got a few things there that we're managing through, hence we're very focused on the balance sheet.

Perfect. That's all from me.

Thanks, guys.

Afternoon, guys. Thanks for taking my questions.

I just wanted to ask a question on Peter Stevens. It looks like it kind of softened a little bit in the second half and profitability deteriorated.

Can you give us a bit of an understanding around what kind of the drivers were behind that?

Sarah, I think there's probably two ways to look at this. Collectively our Harley-Davidson businesses have been great, and when I say collectively, obviously there's 4 in the Harley-Heaven businesses that we bought and the 4, I'll call them the legacy Harley-Davidson businesses, the 8 I should say that we had in MCH.

That side of it's performing well. We've probably found that on the volume brand side, it has definitely been more challenging, and that's whether it's in TeamMoto or in the Peter Stevens volume brand business.

It has been more challenging. We've still got some work to do on managing the current brand portfolios.

We've got a lot of work that's been going on. We've closed a few sites through the year and reorganized a number of locations, especially on the TeamMoto side, but there still are some brands and so on and reorganization on the Peter Stevens side that needs some work.

Hence, as I said earlier, how we organize ourselves from this year moving forward, I've structured that to have 1 Harley-Davidson business, a Peter Stevens volume brand business, and a TeamMoto volume brand business, we've got even better transparency and focus on driving better outcomes out of the Peter Stevens volume businesses and TeamMoto side, okay?

Got it. While you do some of that reorganization, is there any reason why Peter Stevens and Harley-Heaven acquisition can't move back to historic profitability levels, around that kind of $2.5 million PBT in 2024?

No.

Great. It'll just take time.

Cool, thanks. Then just on CFMOTO, clearly that's been very strong, both from a revenue and a profitability line.

With kind of 40%-plus market share, just curious, I guess, how much further penetration you think you can kind of get in that market? I guess a follow-on question to that is just, can you tell us about any, I guess, new products coming down the pipeline for off-road or ag that you think can kind of help support continued market penetration there?

Mike, do you want to jump on that?

Certainly I can answer that one. Market share continues to grow in AU and NZ in the off-road segment.

I think it's sitting now 42% to 43%, clear market leader in that segment. That's in AU.

There's definitely scope in NZ. We entered NZ at a much later date compared to Australia.

It was I think '07 CFMOTO officially came into Australia and 2014 from memory into NZ. Our market share over there at the moment, it's growing, but it's only around about 14%.

There's definitely scope there. Look, yes, it's a smaller market, but it's still a meaningful size.

It's about 8-odd thousand units per annum. That's ATV and side-by-side, which compares to sort of 20,000 to 22,000 units for the market over here.

That's definitely a focus for this year. We want that market share and therefore unit sales in NZ to be higher.

We continue to grow market share, again AU and NZ, in motorcycles, and I'm talking on-road motorcycles, we're not the market leader yet. We're climbing very, very quickly and we're not forecasting that growth rate with the motorcycle market share to decline anytime soon with the new models that we have coming through this year and beyond.

What we are excited about with CF is entering into new segments. We entered the scooter segment, I think, last year, albeit with only one model, but it's done exceptionally well, albeit it is a small segment.

The one where there's the most potential is off-road. Off-road, as we know, it's the largest segment here, of which we currently don't compete.

We did enter into the off-road segment with an ag bike, a two-wheel ag bike in NZ back in June. That model is on track to be our number 1 selling motorcycle in New Zealand for this year, even though it's only going to be in the market for 6 or 7 months.

I guess it's a similar formula to what we've seen with ORV and also motorcycles. When CFMOTO get going, it happens very, very quickly.

That off-road segment is coming next for CFMOTO. As Matt touched on as well, we will also be introducing a new sub-brand this year which is called GOES.

It was a French brand that was acquired by CFMOTO. It's wholly owned by them.

It's built around a very similar platform to our most popular selling quad bike, which is a 500cc. It's a slightly de-specced model.

It will be sold at a lower price point and through a different dealer network. We've seen this brand's been out now in Europe for 1 to 2 years, and we've seen in some of the key European markets CFMOTO have successfully managed the two brands, growing their overall market share.

We're still confident that there's market share growth with CFMOTO in ATV, side-by-side, given our dealer network, the new models, how well established the brand is. In addition to that, we think there's some incremental market share growth by having this second brand to be sold at this lower price point through a second dealer network.

Thanks, Michael. You're comfortable that the product differentiated enough that there shouldn't be much cannibalization?

There will be a little bit of it, and it's our job to minimize that. That's not the strategy clearly for Mojo or CFMOTO to rob Peter to pay Paul.

Look, we're comfortable in terms of the way that CFMOTO have specced the two machines, that there's enough of a point of difference. Pricing will also play a key part to that strategy as well.

Even though this will come in at a cheaper price point, we're not planning to come in at 15% below CFMOTO and just take all those sales across to GOES. I think managed correctly, look, I don't think we can say that there'll be 0 cannibalization, but I think managed correctly it will be minimal, and as a company across the two brands, we can further increase that market share.

Great, thank you. Then last question from me, just on the property consolidation piece, can you give us an update in terms of what you've achieved so far this financial year and kind of your goals for FY27?

On the retail side, Sarah, is what you're referring to?

On the retail side, that's correct.

Yeah. We've well and truly started that process.

We have on the Sunshine Coast, in Blacktown in Sydney, and in Campbelltown in Sydney. We've opened a new site in Blacktown.

We've moved volume brands to one location on the Sunshine Coast, and in Campbelltown in Sydney, we have a location that we are moving existing brands and newer brands that we've been appointed to by those OEMs to a new location there as part of that consolidation process. That's well and truly started.

We've got a number of other areas that we're very much focused on up here in Queensland where we've got a number of smaller less efficient sites that we want to consolidate onto single locations in Brisbane and on the coast. We've started.

Fundamentally, across the number of retail-specific separate retail properties we have, which are predominantly obviously leased, we wish to reduce that number, but not necessarily obviously reduce revenue. We will certainly look for improved performance and efficiencies by driving more revenue with effectively more brands on these locations and a better use of people and so on.

Project started, flowed through to this year. We are having to manage various leases, etc.

through this process, it's not as though we can just jump in and out of things at will, but we're very clear on what we want to do.

Great. Thanks very much.

Thank you, everybody, for taking in the call. I'm sure we will catch up with a number of you over the coming days and weeks as we through the roadshow in Sydney and Melbourne.

Thank you very much.