Logo of jester cap with thought bubble.

Image source: The Motley Fool.

DATE

Tuesday, May 12, 2026 at 5 p.m. ET

CALL PARTICIPANTS

  • President and Chief Executive Officer — Michael Edell
  • Chief Financial Officer — Thomas C. Chesterman

TAKEAWAYS

  • Total Revenue -- $493 thousand, up 2%, reflecting the transition to direct Amazon management and a focus on higher-quality sales channels.
  • Direct to Consumer Revenue -- Increased by 42% to a record $194 thousand, despite short-term disruption from Amazon channel realignment.
  • Amazon Ecommerce Sales (April, post-quarter) -- Rose 163% year over year to $146 thousand, including $96 thousand from Amazon retail sales of Evolve and $50 thousand through the SenesTech website.
  • Subscription Revenue -- Grew 44% to $56 thousand, with subscription-based customers increasing more than 50% versus the prior-year period.
  • April Subscription Revenue -- Jumped 198% year over year to $36 thousand, with a 109% increase in subscription-based customers.
  • B2B Revenue -- Expanded 57% to $298 thousand, driven by increased activity in distributor, municipal, professional, and commercial channels.
  • Gross Profit -- Increased 8% to $338 thousand, with a company record gross margin of 68.6% compared to 64.5% last year.
  • Operating Expenses -- Included approximately $443 thousand of one-time items, such as severance and legal costs tied to organizational transitions.
  • Adjusted EBITDA Loss (Non-GAAP) -- Reported at $1.6 million, compared with $1.5 million in the prior-year period, after normalizing for one-time expenses.
  • Cash Position -- Ended the quarter with $6.8 million in cash and cash equivalents, which management believes provides operating runway into 2027.
  • International Orders -- Shipped initial stocking orders to New Zealand and Bermuda while adopting a selective approach to new international markets based on regulatory timelines and cost-sharing by local partners.
  • Brand Awareness Strategy -- Management emphasized direct-to-consumer and Amazon channels as foundational for building brand visibility, which is viewed as critical for unlocking retail and B2B growth.
  • Organizational Restructure -- Management reported restructuring of the B2B team, integration of field and sales functions, and in-housing of Amazon operations for tighter control and accountability.
  • Product Expansion Plans -- Management signaled readiness to launch attractant and repellent SKUs under the Evolve brand, leveraging in-house channel infrastructure.
  • Company Outlook -- CEO Edell stated, "I do believe that we can see reasonable growth quarter over quarter. And I do believe that we will continue to break records."

Need a quote from a Motley Fool analyst? Email [email protected]

RISKS

  • Organizational transition drove $443 thousand in one-time expenses for severance and legal issues, with CFO Chesterman noting, "there was a bit of what I would call investments in the SG&A in Q1."
  • International expansion opportunities are constrained by lengthy regulatory processes, with management stating they will generally require local partners or limit focus to short-term revenue potential.
  • B2B and retail opportunities depend on substantial brand awareness, which management stated was lacking historically and is necessary before meaningful brick-and-mortar channel expansion.

SUMMARY

SenesTech, Inc. (SNES 4.97%) demonstrated operational progress on its strategic transition, marked by robust direct-to-consumer and subscription growth, a record gross margin, and continued B2B gains, while absorbing $443 thousand in nonrecurring expenses tied to organizational restructuring. Management is emphasizing a data-driven, scalable operating model, with a particular focus on subscriptions and recurring revenue to drive operating leverage. April's post-quarter results suggest accelerating momentum in ecommerce and subscriptions, adding near-term visibility to top-line trends.

  • CFO Chesterman said, "we expect that third party e commerce revenue has strong potential for growth and we expect future announcements about expansion in this area."
  • Management is prioritizing brick-and-mortar retail only after brand awareness is established via direct and Amazon channels, noting that "The large retailers are not in the business of promoting a product."
  • International strategy is strictly governed by near-term revenue potential and cost-sharing, particularly citing initial orders in New Zealand and Bermuda and caution around regulatory hurdles in new markets.
  • CEO Edell characterized recurring revenue from subscriptions as "absolutely critical" for business momentum and cost-efficiency.

INDUSTRY GLOSSARY

  • B2B: Commercial transactions and sales activity between SenesTech and business, municipal, or institutional customers, as distinguished from direct-to-consumer channels.
  • SKU: Stock-keeping unit; a product variation or line extension, relevant to Evolve brand product expansion plans.
  • Adjusted EBITDA: Earnings before interest, taxes, depreciation, and amortization, adjusted to exclude one-time or non-recurring items, used here as a non-GAAP measure of operating performance.

Full Conference Call Transcript

Michael Edell, the company's newly appointed president and chief executive officer, and Tom Chesterman, the company's chief financial officer. At the conclusion of today's prepared remarks, we will open the call for a question and answer session. As mentioned, if you are listening through the webcast portal and would like to ask a question, you can submit your question through the ask a question feature in the webcast player. Before we begin with prepared remarks, we submit for the record the following statement.

Statements made by the management team of SenesTech during the course of this conference call may contain forward looking statements within the meaning of Section 27A of the Securities Act 2030 as amended and section 21 e of the Securities Exchange Act of 2030 as amended, and such forward looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 2 thousand. Forward looking statements describe future expectations, plans, results or strategies and are generally preceded by words such as may, future, plan or planned, will or should, expected, anticipates, draft eventually, or projected.

Listeners are cautioned that such statements are subject to a multitude of risks and uncertainties that could cause future circumstances, events, or results to differ materially from those projected in the forward looking statements including the risks actual results may differ materially from those projected in the forward looking statements, as a result of various factors and other risks identified in the company's filings with Securities and Exchange Commission. All forward looking statements contained during this conference call speak only as of the date which they were made and are based on management's assumptions and estimates as of such date.

The company does not undertake any obligation to publicly update any forward looking statements whether as a result of the receipt of new information the occurrence of future events or otherwise. With that said, let me turn the call over to Michael Edell, president and Chief Executive Officer. Michael? Please proceed.

Michael Edell: Thank you, Robert, and good afternoon to everyone joining us today. As this is my first earnings call with SenesTech Investors as president and chief executive officer I wanted to start by saying how excited I am to be formally joining the company. I accepted this role as CEO with SenesTech because my conviction in the products and markets is strong. However, my conviction in our ability to dramatically scale this business is even stronger. The work now is to translate product strength into commercial execution at scale. That is the central priority of this management team Although I have just been appointed CEO, I am not coming into this business cold.

I began working closely with SenesTech mid 25 initially in a consulting capacity to evaluate the business and build a strategic plan focused on commercial growth. In October, I became the interim chief operating officer to lead implementation of that strategic plan. Over the past several months, we have been taking a hard look at the business and making practical changes designed to create a more scalable, more accountable, and more data driven operating model. Those changes are not theoretical.

We have streamlined operations We have prioritized direct to consumer revenue as a core growth engine We have moved to direct management of our Amazon account for the Evolve brand We have restructured B2B processes the sales organization to improve discipline, pipeline visibility, forecasting accountability, and focus. We have advanced work on packaging digital marketing efforts, subscription, customer education, and our own ecommerce platform. The goal across all of these initiatives is quite simple. Make the product easier to understand, easier to buy, easier to deploy, and easy to reorder. strategy. The direct to consumer channel is central to that.

During the first quarter, direct to consumer revenue increased 42% to a record $194 thousand despite the disruption associated with moving the Amazon operations in-house. That is an important result because the Amazon transition was a deliberate strategic move. It was not just a channel change. It changed what we can see. What we can control, and how quickly we can respond. By managing Amazon directly, we gain better access to customer behavior, advanced advertising performance, subscription data, pricing visibility, media buying efficiency, and just overall channel economics. We can learn faster We can test faster, and we can improve conversion faster. We can test new products and new packaging more quickly.

And that is the type of operating model that we need. We consider Amazon as a key pillar to our sales strategy. There was a short term disruption as we transition away from third party ecommerce management and as existing third party inventory continue to move through the channel. That was to be expected, but the early data after the transition are highly encouraging. April was the first full month completing following the completion of the Amazon transition And ecommerce sales increased 163% to a record $146 thousand compared with $55 thousand in April 2025. Amazon retail sales of the Evolve brand were $96 thousand in April while sales through our own SenesTech website were approximately $50 thousand.

We began taking control of advertising execution in mid-February, completed the broader transition in March, are in the early--and the early trend is exactly the kind of signal that we want to see. We are now moving to improve our website sales platform as well, that being the second pillar in our strategy. A product like Evolve is not a onetime novelty purchase. It is intended to be part of an ongoing rodent management program. That is why recurring revenue is so important to our strategy. with subscription revenue being a core part of the new direct to consumer strategy. We are now seeing meaningful evidence that this was the right focus.

In just the first quarter, subscription revenue increased 44% to a new record at $56 thousand compared with just $39 thousand in the prior year period. And subscriber counts increased more than 50%. Then in April, subsequent to the quarter end, subscription based revenue increased 198% year over year to $36 thousand. Another record. Subscription based customers increased 109% Those are still early numbers, but they are important proof points. They indicate the product's stickiness, the customer engagement, and the potential to build a more predictable recurring revenue based model. Now we need to build on that. We are tracking weekly sales new to brand sales, subscription metrics, conversion metrics, media ad buying performance, and customer behavior.

We have reactivated our Google advertising in April to begin collecting search data support online revenue. We are continuing to redesign our ecommerce website at senestech.com with a focus on reducing friction simplifying navigation, improving conversion, and supporting subscription growth. We are also refreshing our packaging to improve shelf visibility and simplifying the consumer message. The updating packaging prominently features rat birth control messaging because we want the customers to immediately understand what makes this product different. We do not want ambiguity at the point of the decision. We want clarity. The same principle applies to our B2B business, the third pillar to our commercial strategy.

We believe there are large opportunities across pest management, agriculture, municipalities, distributor, commercial customers, national retailers, and other professional channels. By capturing those opportunities, requires focus, and discipline. It is not enough to have a long list of prospects We need a qualified pipeline clear ownership, better forecasting, and a standardized sales process. Over the past several months, we have restructured the entire B2B team and processes around those objectives. You are concentrating resources on the largest and highest impact opportunities within each vertical while providing accountability around pipeline and forecast accuracy.

Here again, we saw early proof in the quarter B to B revenue increased 57% to $298 thousand compared with approximately $190 thousand in the first quarter of last year. We continue to see municipal deployment activity across major urban markets, including Chicago, Boston, Washington, DC, New York, and New York City. The previously announced 12-month New York City rat contraception pilot program is expected to conclude this month, and we look forward to those results. We are also continuing to support distributors pest management professionals, commercial customers, and agricultural opportunities where the product can fit into a broader integrated pest management program.

We will remain selective and disciplined deemphasizing the smaller or longer term opportunities but we believe the B2B opportunity is significant. In addition, the work that we are doing with our focus on direct to consumer will bring more brand awareness which will support our continuing efforts in the b to b. We are already seeing an increase in inbound opportunities and leads from these efforts. Product expansion is another part of building a broader commercial pro platform We plan to expand the Evolve brand with additional rodent control products that can broaden our offering and strengthen our position in the category. We are also advancing launch readiness around potential related products such as an attractant and repellent products.

Now the idea is not to dilute emission, It is to strengthen the ecosystem around the core fertility control solutions yet give customer more customers more tools to deploy with a complete program. I would note again full control over Amazon and our own ecommerce website now gives us a very efficient launch platform for these potential new products, which had not been in place historically. We are also improving how field activity sales support, regulatory, and product development work together. The field and sales teams have been reintegrated generating higher quality B2B opportunities to drive near term revenues. Internationally, we are putting more structure around opportunity vetting. To focus to focus on opportunities that can produce near term revenues.

We shipped initial stocking orders to New Zealand, and Bermuda during the during the quarter and we will continue to pursue international opportunities where the regulatory process can move efficiently with limited incremental cost. Where a market requires significant regulatory investment, or long periods of time, we will generally require local partners to assist us or fund that process. That is a disciplined approach to expansion. The first quarter also demonstrated the importance of operating discipline. Gross margin improved to a company record 68.6% compared with 64.5% in the prior year period. That reflects improved product production efficiency and reduced reliance on discounted sales activity.

We need to grow revenue but we also need to protect the economics of the business as we grow. That is how we build a durable company not just a bigger 1. So when I think about SenesTech's future, I think in very practical terms. We need to sell more products. We need to improve conversion. We need to focus on subscriptions for recurring revenue. We need to build, repeat, purchasing behavior and we need to win larger B2B opportunities. We need to make Amazon our own website at senestech.com. Our distributors, the municipalities, pest management professionals, and commercial customers working together as a coherent growth strategy. And we need to measure progress with real operating metrics not anecdotes.

That is the vision I want investors to understand. We are building a more scalable, data driven, revenue business around a differentiated product in a market that needs better solutions for overall pest management. We have a lot of work ahead of us, and I do not wanna overstate early results. But I am very encouraged by what we are seeing. The record April ecommerce momentum the record subscription growth, the B2B improvement, the record gross margins, and the stronger operating infrastructure all point in the same direction. SenesTech is entering a new phase defined by commercial focus, execution discipline, and accountability. And my job is to drive that every single day.

With that, let me turn it over to Tom Chesterman to review the financials in more detail. And then I will come back with a few closing comments before turning over the call to your questions. Tom?

Thomas C. Chesterman: Thank you, Michael, and good afternoon, everyone. I will provide a brief review of our first quarter 26 financial results and add context around the operating trends that Michael discussed as I can. Note that we will be filing our 10 Q later today for a more detailed look at our results to date. Revenue for the first quarter was $493 thousand an increase of 2% compared with $485 thousand in 2025. This result should be viewed in the context of our transition from third party management to direct management of Amazon sales for the Evolve brand. That transition was substantially completed in mid March.

While it created short term channel disruption, as Michael mentioned, it gives us greater control over customer data, advertising performance, pricing visibility, subscriptions and overall channel economics which we believe will drive growth and profitability into the future. Direct to consumer revenue increased 42% to a record $194 thousand compared with $137 thousand in the prior year period. Of that, subscription revenue increased 44% to a record $56 thousand compared to $39 thousand last year. While subscriber counts increased more than 57%. These metrics support our view that recurring revenue can be a larger component of the business over time.

Note that the year ago metrics exclude the third party ecommerce revenue as we want to provide a clear understanding of the growth we are seeing. Third party e commerce revenue in the year ago period was $158 thousand. And we expect that third party e commerce revenue has strong potential for growth and we expect future announcements about expansion in this area. B2B revenue increased 57% to $298 thousand compared with $190 thousand in 2025. We saw continued traction across distributor municipal, professional and commercial channels. We are also improving process discipline in the B2B organization with a greater focus on standardized sales processes pipeline validation, forecasting accuracy, and larger dollar opportunities within the targeted verticals.

Subsequent to quarter end, April provided an encouraging early proof point for the ecommerce transition. Ecommerce sales increased 163% year over year to approximately $146 thousand and increased 47% compared to March. Amazon retail sales of evolved products were $96 thousand and sales through the SenesTech website approximately $50 thousand Subscription based revenue also increased 198% year over year in April, to approximately $36 thousand. While April is only 1 month, the early data supports the strategic rationale for direct management of our ecommerce channels. Gross profit increased 8% to $338 thousand compared with $313 thousand in the prior year period. Gross margin improved to 68.6%, another company record. Compared with 64.5% in 2025.

This margin improvement reflected improved production efficiency and a lower reliance on discounted sales activity. We view this as an important indicator of the underlying economics of the business as we scale. This becomes manifest from the gross profit dollars is growing faster than top line revenue. Operating expenses reflected among other factors, severance costs, onetime legal costs, other extraordinary onetime items associated with the organizational transition and strategic restructuring currently underway. First quarter 26 results included approximately $443 thousand of onetime expenses as mentioned above. On a pro forma basis, adjusting for these items, adjusted EBITDA loss, a non GAAP measure, was $1.6 million compared with $1.5 million in the prior year period.

Reconciliations on these non GAAP measures are included in today's press release. Turning to the balance sheet, we ended the first quarter with $6.8 million of cash and cash equivalents. Based on our current operating plan, we believe this provides operating runway into 2027. We remain focused on managing expenses carefully while supporting the commercial initiatives that we believe can drive higher quality revenue growth over time. With that financial overview, I will turn the call back to Michael. For closing remarks.

Michael Edell: Thank you, Tom. I want to close by bringing the discussion back to the central point. Which is our focus on driving revenues with product that we know works. And how we can disrupt this category. We have a product we believe in, We have a market that needs better options and we have clear evidence that customers are engaging with Evolve through the direct to consumer channels, that subscription behavior is building, that Amazon has become a more effective channel under our direct management, and that B2B opportunities are beginning to move with more discipline. But the company will not be defined by belief alone. It will be defined by execution.

That means increasing revenue through channels where we can see the customer understand performance, and control the economics. It means improving conversion on Amazon and our own ecommerce website. It means increasing the number of subscription customers and retaining them. It means using the website redesign, packaging refresh, paid media, social efforts, and customer education to reduce friction. It means going after the largest and most attractive B2B opportunities with a validated pipeline and accountability to the sales process. It means supporting municipalities, pest management professionals, agricultural customers, distributors, and commercial accounts, with a clear value proposition and better field support. It means expanding the Evolve platform in ways that make sense for the customer and for the company's economics.

I am very encouraged by the April data but I view it as just the starting point We need to convert early momentum into repeatable performance. We need to make every dollar of marketing, every customer interaction, every sales meeting, and every product initiative contribute to growth. That is the standard I am setting for the organization. Anestech's mission is to create cleaner cities, more efficient businesses, and healthier communities to effect effective and sustainable pest management solutions. That mission is powerful, but it must be matched with disciplined commercial execution. As CEO, my commitment is to bring that discipline to this business every day.

We will focus resources on the highest impact commercial opportunities improve sales execution, build scalable operating processes and hold ourselves accountable to those metrics that matter. Thank you to our employees, our customers, our partners, and our shareholders for your continued support. We are very excited about the path ahead and we are focused on turning the opportunity in front of us into measurable growth. Robert, we are now ready to open the call for questions.

Robert Blum: Very good. Thank you very much, Michael and Tom, for your prepared remarks there. Again, to everyone listening through the webcast portal, if you would like to ask a question, you can type it into the ask a question there on your screen. I have a few questions already in the queue, so I will proceed here. First 1 is, given the early results from April, is it fair to expect Q over Q, quarter over quarter revenue growth and a reasonable chance at record revenue.

Michael Edell: Thank you, Robert. I believe that from the results that we are already seeing, and what we have talked about, bringing in and direct control over our D2C efforts I do believe that we can see reasonable growth quarter over quarter. And I do believe that we will continue to break records.

Robert Blum: Alright. Very good. Next question here is, are you seeing any expansion internationally, especially with the Hantavirus breakout?

Michael Edell: Thank you, Robert. that is a very interesting question. I think the hantavirus really points out the potential risks involved with rodent or rat infestations, And, obviously, our position is 1 where we think we have a solution that can take care of rodent infestations long term. Related to the international parts of our business, as I mentioned before, we really want to focus on international on those countries that we can make an impact short term. A lot of the regulatory requirements for certain parts of the world can take anywhere from 2 to 3 years to get through those processes.

So unless we have a partner in place that is going to support and bear some of those costs. We are going to focus only on those international opportunities that can bring in short term, near term revenues. Alright.

Robert Blum: Very good. Next question here, sort of broadly relating to the New York City test or trial there. What sort of announcements do you expect them to make relating to the results? Really, anything more that you can add relating to New York City?

Michael Edell: there is nothing I could really speak to today on the New York City test or the trials at this point. Because we are getting prepared to announce some of the data and some of the results from the various areas that we have been testing. I would say that longer term, these types of solutions and these types of pilot programs require those partnerships in a city like New York that are willing to not only, implement these types of pilots, but do all of the necessary work that is necessary beyond just the evolved products. Because it is all about the environment that an area is creating for pests. Like rats.

And so we want to make sure that it is a unified approach and an approach that is 1 where we have buy in from the partners that we are working on at a trial or a test like New York City.

Robert Blum: K. Very good. Next question here is, can you please explain the rationale behind the direct to consumer focus?

Michael Edell: Thank you. The direct to consumer focus the company historically has led with B2B options. And I think what the company found and learned very, very quickly is the brand-aware--without brand awareness, it is very hard to drive partner business if the consumers are not aware of the product. And that is especially true in large brick and mortar retailers. So implementing the changes that we are leading with D2C is going to create significant brand awareness it is going to create significant success and exposure for the brand and the wins there which then will carry over into the B2B efforts that we have going on right now.

Robert Blum: Alright. And as an extension of that, discuss sort of the reviews regarding Amazon, quality control, sort of the broader work that is being done to ensure customers sort of understand how the product is utilized.

Michael Edell: that is a great question. And it is been 1 of the main focus for us in our online presence. Is to really educate the consumers on how the product works, how it is going to be impactful, how long it is going to take, it is not a matter of just simply putting our product out in the field. It really is a matter of deploying it in a manner that is going to be successful for the environment that it is being used in. So education is a key part of that effort.

I think historically, we have not provided as much information whereas now we are going to be providing significantly more information and trying to set the proper expectations for a long term solution to solve this problem.

Robert Blum: Okay. Next question here is, were these changes that are being discussed already sort of in effect under your prior role, or did they become more of a priority once Joel Fruendt retired?

Michael Edell: It really was an early priority. I had come in initially as a consulting effort to really help understand what was driving the business and what the strategic focus and strategic plan should be we started to implement those changes very, very quickly. And a lot of those changes were started back in Q4 and really took final shape as we moved into Q1 of this year. that is why we have been able to see some of the incredible results that you are seeing right now just in Q1. Very, very early, but pretty significant in terms of the results we are seeing.

Robert Blum: K. Very good. Our next question here is, SG&A remains high for the level of revenue this quarter, including the sort of onetime severance and legal that were discussed there. Is there a plan to optimize SG&A to better match the levels of the business?

Michael Edell: that is a great question. And I am going to let Tom take that question. So he can speak more specifically to the amount of 1-time out of the norm cost that we were dealing with. As we move as we were in this quarter.

Thomas C. Chesterman: Yeah. Thanks, Michael. I think it is important to view these as part of the investment we are making in the strategic transition. We are bringing in new personnel to cover to have new skills, etcetera. We have taken out of the picture some litigation on other legal issues that were frankly, just distracting to the business. So, yeah, there was a there was a bit of what I would call investments in the SG&A in Q1.

The focus here is now that we have gotten those things kind of out of the way, we are able to provide a more a more streamlined SG&A. that is 1 of the reasons why we wanted to make sure that we put in as much detail about those onetime expenses and provide a more a more normalized view of what the burn rate would look as we move forward. So, yeah, there is a plan to optimize SG&A. In order to make this transition and make it well. We needed to take these expenses in Q1. And make it quickly. so we can then move on to all of the growth initiatives that Michael's been talking about.

Robert Blum: Alright. Our next question here and again, just a reminder, everyone, if you would like to ask a question and you are listening through the webcast portal there, go ahead and type that into the Ask a Question box there. On your screen. Michael and Tom, there is a follow-up here pertaining to antivirus. Has there been an uptick in inquiries regarding the heightened hantavirus awareness?

Michael Edell: Yes. There has been a significant uptick in search for options looking to solve rodent and pest related problems. We have seen an increase in uptick Very good.

Robert Blum: Next question here. Is there any update on sort of the brick and mortar, Home Depot, other brick and mortar companies moving from online to in store.

Michael Edell: that is a great question, Robert. What I will say about Home Depot and other brick and mortar retailers is something I mentioned early on. The large retailers are not in the business of promoting a product. They are in the business of selling product. So what they look for in a brand is the brand awareness. And are people--consumers going to come into their store understand that product, look for that product, ask for that product, and then purchase that product in store. And I think historically, as I mentioned before, we did not have the proper focus in creating brand awareness.

Through our D2C and through Amazon, which is 1 of the main focuses that we have been talking about on this call and through this quarter. I do believe there is quite a bit of opportunity in the large brick and mortar retailers but we have to demonstrate clearly to them that these consumers are looking for this type of product. And can expand their revenues in that category.

Robert Blum: Alright. Very good. Again, just a quick reminder, everyone. If you are listening to the webcast portal, final reminder here, please go ahead and type your into the ask a question box there, on your screen. Another question here, has there been any thoughts on capital structure and value in the company equity? Is there any update on when the company might get close to self funding or being able to adjust the cap structure so it is not purely equity funded.

Michael Edell: Yeah, Robert. Thanks. Again, this is also a great question. I will take the first part of this and then turn it over to Tom What I would like to emphasize is the fact that we are extremely focused on driving revenue. Revenue solves a lot of problems. And the type of revenue such as recurring revenue, subscription, and so on is even better. And the goal is to reduce the burn so that we are incrementally over time moving closer and closer to that breakeven point. And so I think if you have a focus on revenue, it solves a lot of problems. Tom, you can answer chime in addition on this question.

Thomas C. Chesterman: Yeah. I think the 2 points I would make. I mean, 1 is to echo Michael's point, which is to say that what we are trying to provide here is as much information about our the vector we are following in terms of the revenue growth and the profitability growth, which allows us to move towards that. As we look at the capital structure, though, the second part, we are already looking at other options besides equity. We do use equipment financing for all of our capital equipment purchases, and we are getting closer and closer to the point at which the we can utilize debt for more cash flow management purposes.

And this, again, gets back to the quality of the revenue. As much as much as predictable as it can get that provides the cash flow information that the lenders need in order to provide debt financing as opposed to solely relying on the shareholders.

Robert Blum: Very good. And next question here is regarding some subscriptions. I think you just touched a little bit on this, Michael. But really talk about why, the subscriptions are an important part of the business going forward.

Michael Edell: Thank you. That, again, is a great question, 1 we have been focused on Since I got involved with the company, as a consultant very early on, it became very clear to me that the product is a consumable product. That it is a repeatable product, and it was just absolutely perfect for establishing a recurring revenue. Recurring revenue and subscription business allows us to have a lower cost for customers. So the customer acquisition on 1-time purchases and bringing in new customers into the funnel is quite a bit more expensive than those customers that are on a regular subscription model or a subscription revenue.

So we think it is going to be absolutely critical to our business to really focus and grow that. The side result of that is that the happier subscriber customers that you have and the more stickiness you create creates a very much like a flywheel effect. And it is creating a lot of momentum for the business. And you can see that just through these results that we have been talking about on the D2C side of the business.

Robert Blum: All right. Thank you for that. This will be the last question, it appears. I am showing no further questions after this in the queue. Congratulations on the quarter and the successful transition. Again, a follow-up on the hantavirus Company seems to have a generational marketing opportunity to enter the conversation to build awareness around the product. Have you considered a different approach towards marketing and social to capitalize as 1 of the only pure rodent plays in the market.

Michael Edell: Great question. I will tell you this. The historically, a lot of the efforts for social media and being able to mark market to these types of opportunities has not really been focused We are bringing in new teams like we brought in teams to manage And as we are managing the Amazon efforts and as we are doing with our own website, you will be seeing quite a bit over the next quarter of all of the new path, the new the new approach to the social media and social markets. That we are gonna be advertising on and posting to.

So, yes, we are going to be moving more in that direction to capitalize on those markets and those channels.

Robert Blum: Alright. Very good. Well, I am showing no further questions. So with that, Michael, I will turn it back over to you for any closing remarks.

Michael Edell: Yes. Thank you, Robert. Thank you, Tom. I wanna thank everybody for participating and for taking the time out of your day to listen to what we have to say. We are very excited about the future. And we look forward to more updates as time marches on. But have a great day, and thank you.

Operator: The conference has now concluded. We thank you for attending today's presentation. You may now disconnect your lines.