For those who aren't familiar, BuildDirect trades on the TSXV under ticker BILD, that's B-I-L-D BILD, and on the OTCQB under ticker symbol BDCTF, B-D-C-T-F. My name is Bob Chen, and I'll be the moderator for today's call.

Before we begin, I would like to note that some of the comments today will contain forward-looking information and statements under applicable securities law that reflect management's current views with respect to future events. Any such information and statements are subject to risks, uncertainties, and assumptions that could cause actual results to differ materially from those projected in the forward-looking information and statements.

Please refer to the various materials the company has filed with Canadian securities regulators for a broader description of operational and risk factors that could affect the company's performance. In addition, please note that all dollar amounts mentioned in the presentation are in US dollars, unless otherwise stated.

On today's call, we will be covering BuildDirect's Q3 2025 financial and operational highlights, as well as its growth outlook for the remainder of 2025 and 2026. Following comments from BuildDirect management, the call will be open for questions.

Questions can be sent using the Zoom Q&A function at the bottom of your screen. If you're calling in to listen to this webinar, please email your questions directly to [email protected].

Our presenters today will be the CEO of BuildDirect, Shawn Wilson; CFO, Kerry Biggs; and COIO, J Allen. I'll now turn the conference call over to Shawn.

Thanks, Bob. To everyone joining us today, welcome.

Let me start with a quick summary of the key highlights this quarter. First, we continued to see strong operational execution across our Pro Center network, with solid performance in several key US markets, and improving margins driven by procurement discipline and mix.

Second, we delivered double-digit year-over-year adjusted EBITDA growth, extending our track record of consistent profitability and operational leverage. Third, our Orlando integration is progressing well, with particularly strong traction in the commercial segment and a growing pipeline of orders heading into Q4.

Fourth, our tuck-in acquisition pipeline continues to expand, and we are applying a very disciplined structure to both pricing and post-acquisition integration as we evaluate top opportunities. Finally, our e-commerce business is now fully aligned with our Pro Center model, creating better alignment on fulfillment, higher conversion, and more scalable foundation for future growth in 2026 and far beyond.

North American flooring market remains a $90 billion category, but continues to experience uneven demand due to macro pressure, including housing turnover, interest rates, and consumer spending. Certain regions such as the Midwest remain softer due to broader economic conditions.

Despite these, BuildDirect continued to demonstrate resilience. Revenue increased 6.5% year-over-year, gross margin expanded to 38.95%, and adjusted EBITDA grew 23% year-over-year.

This consistency reinforces the strength of our hybrid model and disciplined execution. During Q3, we continued to see positive momentum from the operational upgrades implemented across our network.

Margin performance improved as we heightened procurement discipline, we optimized our product mix, and saw solid contributions from several key US markets. As mentioned, integration efforts in Florida and also in California progressed well and remained aligned with our expectations.

Overall, our combination of localized Pro Centers, direct import sourcing, and a more efficient e-commerce platform is creating a clear competitive advantage in a very fragmented industry landscape. Now J will speak more about our e-commerce section.

Thanks, Shawn. Our e-commerce and marketing initiatives continue to be an important driver of our overall organic growth strategy.

We are first launching new US and Canadian e-commerce websites in Q4. These sites have been in development for some time and include thousands of technical and creative upgrades.

We're very excited to see the impact of these on our visitors moving forward. There's a couple of screenshots here.

Also, in the second half of 2025, we expanded our marketplace presence significantly. We're going live on Lowe's and Walmart, with Menards and Amazon close behind.

This meaningfully broadens our reach and diversifies how customers discover and purchase BuildDirect products. These channels are performing well and position us to capture the incremental demand that historically has been outside of our core platform.

We also tested increasing marketing spend this year, and the results were very encouraging. Our campaigns delivered strong returns, giving us a clear and scalable playbook that we'll carry into 2026 and help us accelerate top-line growth.

Finally, our pro-focused marketing efforts have continued to show a lot of momentum. We saw strong engagement at US builder shows throughout 2025, which has helped deepen our relationships with pro customers and add new pro accounts.

We plan to expand these initiatives in 2026 as we see a real opportunity to grow this channel. Overall, our e-commerce and marketing engine is stronger and more diversified than ever, and will be a key contributor to the next phase of growth.

I'll also provide an update on our Orlando operations, which continue to show strong momentum throughout the third quarter. In terms of performance, sales taken exceeded expectations in Q3, reflecting solid execution across our business.

Our commercial flooring segment remained a consistent driver of demand, and we launched our Pro Elite program into this market as well, which is showing very encouraging early traction. On the operational side, we moved the business into a higher-visibility facility, which is already improving both pro and homeowner traffic.

We've expanded non-commercial pro and homeowner sales, added a stronger mix of higher-margin core SKUs, and the new location is now functioning as a true multi-channel growth hub for the region. Finally, in terms of strategic impact, shipped sales in Q3 were impacted by vendor timing tied to tariffs.

This is a timing issue, not a demand issue. For context, we expected roughly $1.35 million of sales taken for the quarter, and we came in at $1.37 million.

More importantly, we exited Q3 with $1.6 million in open orders, positioning us for a strong shipment profile heading into Q4. Overall, Orlando continues to validate the strength of our bolt-on playbook and its ability to compound value across the network.

I'll now turn the call back to Shawn. You're on mute, Shawn.

Pretty good. Thanks, J.

Let me spend a moment on our M&A strategy and what we're seeing in the pipeline today. First, on the target profile, we're primarily evaluating tuck-in opportunities.

These are in the $5 to $15 million revenue range, and EBITDA profiles vary. Some businesses operate near breakeven prior to integration, others may have margins up to 10-15%.

Our valuation approach remains disciplined, generally targeting 1 to 2 times EBITDA, but with very limited goodwill and a structure that's heavily weighted towards the quality and the value of the inventory that we're acquiring. We're a working-capital-focused company, and we think through how that working capital will be deployed, what the profitability will be back on the deployment.

In terms of brand focus, for BuildDirect, we're looking at Pro Center additions in key Sun Belt and high-growth US markets. Within our Floor Source Group, the focus is on regional distributors expanding outward from the Michigan base.

Then for our Superb Flooring business, we're assessing full-service commercial and builder-focused operations that complement that existing portfolio. Post-acquisition integration follows a consistent playbook.

We centralize accounting, financial controls, and reporting within the acquiring division to ensure discipline and consistency early throughout. At the same time, we keep operations decentralized under our divisional leadership, which preserves local expertise and customer relationships while still benefiting from the shared services and scale.

Finally, on the seller profile, most opportunities we're reviewing involve succession planning or ownership transition, and our goal is to offer sellers a fair valuation, a clean exit path, and a structured transition that maintains continuity for employees, customers, and also suppliers. Overall, the pipeline remains very active, and we continue to prioritize high-return opportunities that strengthen the platform.

I'll now turn the call back over to J, who'll go over our Pro Elite marketing program.

Thanks, Shawn. Our Pro Elite program is a key part of how we're building deeper relationships with our pro customers across the network.

At a high level, the program's designed to build and support the professional installer customer base across all of our Pro Centers: Vancouver, Los Angeles, and Orlando. It equips installers and contractors with marketing tools, product resources, and operational support that help them grow their own businesses while deepening their relationship with BuildDirect.

In terms of how the program works, we start by using targeted regional data to identify pros around each of our Pro Centers. From there, we're engaging with them through email and SMS outreach, and our local marketing teams follow up directly to onboard those who show interest.

Once enrolled, pros receive marketing materials, things like samples or handboards, signage, and other tools, to help them drive new customers and close more jobs. The early results have been very encouraging.

We've contacted more than 10,000 pros across our regions, with engagement rates of roughly 20%, and we're seeing strong early enrollment and meaningful order activity from those who have joined. What's important to us is that the early conversion data points to an attractive long-term value per pro.

That's why we're scaling the program across all our markets in 2026. Overall, the Pro Elite program is a key growth engine for the company and a key differentiator in how we serve the professional community.

I'll now turn the call over to Kerry, who will talk through our financial highlights.

Great. Thank you very much, J.

As you see here, Q3 '25 was a very good quarter for us. In fact, our strongest quarter so far in 2025, and one of the strongest since Q3 of 2023, with continued improvement across revenue, margins, and profitability.

Looking at our performance for the quarter ended September 30th, 2025, the key highlights are summarized here on the bar and line chart on the slide. Revenue was approximately $18.1 million, up 6.5% from $16.97 million in Q3 of 2024.

That's the far left bar chart. Gross profit, which is the middle bar on each area here, was $7.04 million in Q3 of 2025 versus $6.5 million last year, Q3 of 2024.

That's an increase of over $500,000 year-over-year. Supporting that, gross margin improved 38.95%, to 38.95%.

That's an increase of 60 basis points year-over-year. Operating expenses, which is the right-hand bar chart here in each of the areas, totaled $7.08 million for Q3 of 2025.

That's up about $500,000 year-over-year. This increase was driven mainly by the addition of the new Orlando Pro Center.

Without the Pro Center operating expenses, overall opex would have been down on a same-store-sale comparison by around $67,000, or 1%. Adjusted EBITDA, the yellow line, was approximately $970,000, as Shawn noted, up 23.2% from prior year's $786,000 adjusted EBITDA, again reflecting continued gross margin strength and the realization of cost-cutting efforts that were coming through the P&L over the year.

Finally, working capital was $8.6 million as at September 30th, 2025, up $5.9 million from the prior year, supported by the August equity raise, resulting in a stronger cash position. Again, the quarter reflects strong margin execution, disciplined operations, and a materially strengthened balance sheet.

On the next slide, I'll quickly go through this table here. Again, consolidated revenue is $18.1 million, up $1.1 million from Q3 of '24.

Just kind of the split of that $18.1 million: on the e-commerce side, e-commerce made up six $3.64 million of that 18.1 in Q3 of 2025, compared to $3.89 million in the prior year. Gross profit for e-com was $1.98 million this quarter, with a margin of 54% 54%, an increase of 430 basis points as compared to the 49.9% margin last year, mainly a result of product pricing and sales of higher-margin core inventory.

On the Pro Center side, the Pro Centers were $14.4 million of sales for Q3 in 2025, up from $13.08 million, an increase of 10.3% Q3 year-over-year. Excluding the Orlando Pro Center, same-store sales still grew 2.3% in Q3 of '25 compared to Q3 of 2024.

As the slide summarizes here, both segments resulted in consolidated gross profit of $7.04 million for the quarter, up 8.3%, and a margin improvement of 60 basis points year-over-year to 39%. Just moving down the table, adjusted EBITDA, as we noted, for Q3 was $970,000, up 23% year-over-year.

Opex for Q3 2025 was $7.1 million, compared to $6.5 million. That's an increase of $570,000, or 8.8%.

Again, mainly a result of the commencement of the operations of the Orlando Pro Center, which were not in the results of the prior year. Again, our MD&A summarizes the line-by-line details for opex, but overall, I'm very pleased with the costs and cost structure in Q3 of 2025.

I'll just point out on the net income side, in Q3, we had a $950,000 loss versus a $380,000 loss in Q3 of '24. Key drivers of this increased loss are generally non-cash accounting items: higher non-cash interest expense, higher non-cash expense related to the fair value adjustment of warrants driven by our higher share price, and higher non-cash FX loss on the P&L.

Moving to the next slide on the balance sheet, as at September 30th, '25, current assets were $24.56 million of the total $36.8 million in assets, and current liabilities were $15.97 million of the total $30.1 million in liabilities. Current assets over current liabilities equals a current ratio of 1.5 times, and working capital, current assets less current liabilities, was approximately $8.6 million in September '25, compared to $2.7 million at year-end '24, and $2.7 million at Q3 of '24.

Overall, our cash balance was $8.8 million, up from $2.35 million at year-end '24. That's an increase of $6.5 million, reflecting the equity raise we did in August, the tax credit refund, and improved cash flow from operations.

On to the next slide, just talking about cash flow, operating activities before changes in non-cash working capital provided cash of $671,000 in Q3 of '25, compared to $788,000 in Q3 of '24, slight decrease of $117,000, primarily due to increased cash interest costs and some incremental admin opex costs of the new Orlando operation. Operating activities after changes in working capital used $172,000 in Q3 of '25, compared to cash provided of $1.05 million in Q3 of '24, difference of $1.2 million, again mainly driven by working capital changes in the quarter, including a build-up of strategic inventory, $641,000, we lowered our accounts payable, $222,000, and a reduction of our deferred revenue by close to $400,000.

Again, the deferred revenue was cash received in prior quarters now being recognized as revenue in the current period. Focus on financing activities provided $5 million of cash overall in Q3, compared to an outflow of $738,000 in Q3 of '24.

Q3 2025 inflows reflect proceeds from the private placement, net new borrowings in the revolving credit facility, offset by scheduled repayments on the prom notes, cash interest, and capital lease payments. Overall, the company ended Q3 '25 with a $4.75 million increase in cash, compared to $340,000 increase in the same period the prior year.

As noted, we ended the quarter with a hefty, strong cash balance of $8.8 million, giving us enhanced financial flexibility heading into '26. With that, I'll just hand the call back to Shawn.

Thanks, Kerry. I'll walk through our growth pathways and how our M&A strategy fits into the broader platform.

First off, starting with e-commerce, we continue to see meaningful opportunities for organic growth. We've expanded our product assortment to cover more categories.

We've improved conversion through ongoing optimization of the funnel, and also user experience. We're seeing increased fulfillment synergies in our Pro Center network, which is lowering delivery costs, improving service levels.

On the M&A side, our primary focus remains on tuck-in acquisitions. These are typically businesses, as I mentioned, in the $5 to $15 million revenue range, where you can apply an inventory-backed valuation structure around pricing.

The bulk of these operations can be integrated rapidly into our existing Pro Center divisions, allowing us to generate immediate strategic and financial impact. We also continue to evaluate selective larger division-level acquisitions, which are the net-new category or a major geographic expansion.

These are pursued only when they add clear capabilities and create meaningful synergy value, whether through procurement, cross-sell opportunities, networks, logistics, kind of things like that. Taken together, our organic initiatives and M&A approach position us to continue scaling the platform in a focused and, most importantly, in a value-accretive way.

With that, I'll turn the call over to Bob, who will handle our Q&A session.

Thank you, Shawn. We'll now begin the Q&A session.

As a reminder, questions can be submitted using the Zoom Q&A function at the bottom of your screen. If you're calling in to listen to this webinar, please email your questions directly to [email protected].

First question we have here is: how is the customer engagement trending across the online platform, and are you seeing improvements in conversion or repeat activity?

J, you want to grab that one?

I'll jump in. In 2025, we've seen a strong growth in site visitors and sample orders, which really drive our e-commerce sales.

It's what we're really watching. The thing I'm most excited about, the new website's going live, the Canadian website actually went live earlier this week.

Immediately, we saw growth in visitors, growth in conversion rate, and growth in sample orders. I'm excited to get the other site live as well and see the impact there.

Then in terms of repeat customers, we put a new full CRM tool in place earlier this year, and what it's really allowed us to do is contact our professional customers more consistently and frequently than we have in the past. We're seeing some really great engagement from the professional customers through that consistency.

I think that'll really continue to drive us into 2026. The next question here is:

are there any additional opportunities to improve working capital efficiency?

I'll take part of that, and then guys, if you want to layer anything in. Historically, our e-commerce business operated off of a consignment model.

Intuitively, the working capital position for that business was lower. We took advantage, especially moving out of years ago out of China to Southeast Asia, another market that's for importing, those options weren't quite there.

You have a lot of new factories, you have a lot of challenges with using a consignment model when they're other scaling up. We have a hybrid model now for that business, but we're returning back to those opportunities.

I would say when you look at working capital for us, it's mostly inventory. Then on our end, as we acquire businesses, integrate SKUs, kind of things like that, we're able to reduce the working capital peg down for those acquired businesses, for sure.

Then even with ourselves, without additions, that's mainly how we're thinking about making it more efficient. Concisely stated, yeah, moving more and more to leverage consignment, which we're really one of few competitors in this space who are geared up to handle that kind of model and who have the supplier relationships to facilitate it.

Anything else you'd add there, J or Kerry?

No, I think you hit it on the head, Shawn, really. It's just focus on inventory, increasing turns, improving forecasting as our Pro Center density grows.

That's obviously key for us, and I think we've done some major strides over the past number of months on that. Obviously, receivables management and payables will ensure that our vendors are getting paid, but yeah, absolutely, the finance team is very focused on AR and AP as well.

I'd probably add one more thing. When it comes to evaluating opportunities, we get asked, when we're evaluating deals, what do you look for?

One of the biggest things we look for is profitability against working capital peg required to operate the business. For example, if you look at some of our operations in our current network, we have, let's say, a working capital peg of $5 million, you can get $4 to $5 million back on net profit really against that.

Then you find other companies who are just the opposite, right? They have, let's say, $5 million deployed and only a 20% return.

Those kind of things don't get us really excited. We look to see if there's a bridge opportunity where if we were to acquire and tuck in, if we were able to change that ratio.

Profitability against working capital, to us, as important as what you pay for something up front, and is a constant topic, for sure.

For the next question here, we kind of touched a little bit on the M&A plans. Can you provide more insight as to what the M&A plan looks like going into 2026?

So 2025 was an odd year, in a lot of industries. What we saw, specifically, when the tariff noise started, it created a lot of noise in the space.

Our primary target, we're smaller distributors, pro-focused businesses who were sourcing from a variety of companies. During all that, you have a lot of businesses who have relatively fragile supply chains.

For us, we erred on the side of caution. You don't want to catch a falling knife when you're doing a deal.

Frankly, without kind of revealing too much, very happy we took that path. We'd look at what's out there and what's come back to us really after those things have shaken out.

I would say, I would have been thrilled this year to acquire $20 million of revenue. That would have been a really good achievement, which I might have been shedding before on we've had calls and materials.

We acquired around $6 million in revenue, and who knows? We have a lot of stuff in the works, and we'll move in pretty efficiently now.

Things have stabilized pretty good, and I feel like we've seen what the bottom looks like in a lot of these deals. I would say that I'd be thinking about, from the near-term catalyst perspective, that's really what the focus is and what we're working through.

On the timing part of it, I think I mentioned before, look, you had a lot of noise that happened, and you want to be very cautious when you're picking up, especially if, as I mentioned before, you're mostly buying inventory, right? You do a deal for $4 million, it's probably $3 million to $3.25 [million?]

worth of inventory. You have to have a steady supply chain that backs that up, otherwise you end up with stranded working capital.

Any other questions, or you got more?

Due to time constraints, we have one last question. We talked a little bit about the near-term catalysts.

What does success look like for BuildDirect over the next couple of years, or going into the future?

I'd say, really three things on my end, and then, Kerry and J, feel free to add in. E-commerce scaling up meaningfully, for sure.

It was a lot of operating leverage here. A lot of work went into that model, and it's now humming.

This is a product of increased demand gen spend, and following the model up. That's really, probably first and foremost from an organic perspective the biggest opportunity.

The second one is we are focused on working capital efficiency, and so expanding things like our vendors that use consignment versus our own inventory, speeding up turns, things like that, for sure. Then the last part, I would say, is just a steady, consistent stream of tuck-ins.

For us, that's a massive part. When I think about us in a really clear, simple way, our company has been set up and geared for really taking these businesses and plugging them into our network in a very cost-effective and in great way to provide stability for that business and the team, on and so forth.

Those are really what our catalysts are, what we're focused on, and what gets us excited, for sure. Anything you guys want to add?

No. Makes sense to me, and I am aligned with that.

Yeah. Just from my perspective, yeah, it's preserving cash and deploying in obviously the most accretive ways that we can.

Keeping our financial flexibility, keeping good relationships with our lenders, and keeping our financial flexibility is very key for me. That'll be success in the future.

All right. Thank you, everyone.

That is all for the Q&A session. Before we end the conference call, Shawn, do you have any closing comments that you would like to share with our audience?

Just want to say thanks for following us. Thanks for participating.

Looking forward to delivering a steady slate of catalysts, should be a great end to '25 and a fun '26.

All right. Thank you, everyone, again.

Just as a reminder to those who are unfamiliar with BuildDirect, the company trades on the TSXV under ticker BILD, and on the OTCQB under ticker BDCTF. The recording of today's earnings call will be uploaded onto BuildDirect's Investor Relations website.

If you have any additional questions that were not addressed during this call, please send them to [email protected]. I'd like to thank everyone for joining us today.

Take care.