|
Item 2.
|
Management’s Discussion and Analysis of Financial Condition and Results of Operations.
|
The Business and Strategy
Tandy Leather Factory, Inc. is one of the world’s largest specialty retailers of leather and leathercraft-related items. Founded in 1919 in Fort Worth, Texas, and organized in 2005 as a Delaware
corporation, the Company introduced leathercrafting to millions of American and later Canadian and other international customers and has built a track record as the trusted source of quality leather, tools, hardware, supplies, kits and teaching
materials for leatherworkers everywhere. Today, our mission remains to build on our legacy of inspiring the timeless art and trade of leatherworking.
What differentiates Tandy from the competition is our high brand awareness and strong brand equity and loyalty, our network of retail stores that provides convenience, a high-touch customer
service experience, and a hub for the local leathercrafting community, and our 100-year heritage. We believe that this combination of qualities is unique to Tandy and gives the brand competitive advantages that are difficult for others to
replicate.
We sell our products primarily through company-owned stores and through orders generated from our global websites, and through direct account representatives in our commercial division. We also
manufacture leather lace, cut leather pieces and most of the do-it-yourself kits that are sold in our stores and on our websites. We also offer production services to our business customers such as cutting (“clicking”), splitting, and some
assembly. We maintain our principal offices at 1900 Southeast Loop 820, Fort Worth, Texas 76140.
Currently, the Company operates a total of 103 retail stores. There are 92 stores in the United States (“U.S,”), ten stores in Canada and one store in Spain.
Tandy Leather has been introducing people to leatherworking for over 100 years. Our stores have been and continue to be our competitive advantage: where our consumers learn the craft in classes,
open table, and from the expertise of our store staff, where they can touch, feel and test the product, and where they can connect and commune with others passionate about leather. Our websites provide inspiration, detailed product descriptions
and specifications, educational information and videos, and a convenient place to also purchase product – especially for those who are far from our retail stores, including a growing international customer base. For many of our retail and web
customers, leatherworking evolves from a passion to a trade. Our Commercial Division is tailored to the needs of those customers who build businesses around leather. With dedicated direct account representatives, a direct-from-our-warehouse
shipping model, bulk and volume-based competitive pricing, customized product development, and production and pre-production services, we are building long-term, strategic relationships with our largest customers.
In 2019, with the arrival of a new management team, we began the process of assessing and reinvigorating the business. We focused in three broad strategic initiative areas: 1) improving our
brand proposition, 2) rebuilding our foundation: the talent, processes, tools and systems needed to modernize and efficiently operate the business, and 3) creating a vision and road map for long-term growth. We had significant achievements in all
of these areas including significantly improving the product quality, breadth of assortment and value, dramatically improving the website and web operations, rebuilding the team, people policies and culture, and replacing all of the key systems,
among many other accomplishments.
We made this steady progress to transform and reinvigorate our business even in the face of two very significant obstacles. In 2019, as part of the assessment of the business, we discovered
errors in accounting that required a restatement of our financials. This work was costly and time-consuming, but we successfully completed the restatement in 2021 along with implementation of new accounting systems, redesign of processes and
controls, and a significant upgrade in the team. In 2020, while making progress against our transformation and still working through our restatement, we temporarily closed all of our retail stores as a result of the COVID-19 pandemic.
With COVID-19 related store closing and the restatement behind us and with many of our initiatives taking hold, we are now focused on improving our financial sustainability and profitability. In
the short-term, we are managing operating expenses and gross margin to deliver free operating cash and operating income even in the face of possible continued economic headwinds. We will also continue to selectively invest in profitable sales
growth where it makes sense, but rebuilding a durable, profitable business model is the highest priority.
Critical Accounting Policies
A description of our critical accounting policies appears in Item 7 “Management's Discussions and Analysis of Financial Condition and Results of Operations” in our annual report on Form 10-K for
the year ended December 31, 2022.
Revenue Recognition. Our revenue is earned from sales of merchandise and generally occurs via three methods: (1) at the
store counter, (2) via web sales, and (3) via sales representatives. We recognize revenue when we satisfy the performance obligation of transferring control of product merchandise over to a customer. At the store counter, our performance
obligation is met, and revenue is recognized when a sales transaction occurs with a customer. When merchandise is shipped to a customer, our performance obligation is met, and revenue is recognized when control passes to the customer. Shipping
terms are normally free on board (“FOB”) shipping point and control passes when the merchandise is shipped to the customer. Sales tax and comparable foreign tax are excluded from net sales, while shipping charged to our customers is included in
net sales. Net sales are based on the amount of consideration that we expect to receive, reduced by estimates for future merchandise returns.
The sales return allowance is based each year on historical customer return behavior and other known factors and reduces net sales and cost of sales, accordingly. Under our sales returns policy,
merchandise may be returned, under most circumstances, up to 60 days after the date of purchase. As merchandise is returned, the company records the sales return against the sales return allowance.
We record a gift card liability for the unfulfilled performance obligation on the date we issue a gift card to a customer. We record revenue and reduce the gift card liability as the customer
redeems the gift card. In addition, for gift card breakage, we recognize a proportionate amount for the expected unredeemed gift cards over the expected customer redemption period, which is one year.
Inventory. Inventory is stated at the lower of first-in, first-out (“FIFO”) cost or net realizable value, and FIFO
layers are maintained at the location level. Finished goods held for sale include the cost of merchandise purchases, the costs to bring the merchandise to our Texas distribution center, warehousing and handling expenditures, and distributing and
delivering merchandise to our stores. These costs include depreciation of long-lived assets utilized in acquiring, warehousing and distributing inventory. Manufacturing inventory including raw materials and work-in-process is valued on a FIFO
basis using full absorption accounting which includes material, labor, and other applicable manufacturing overhead. Carrying values of inventory are analyzed and, to the extent that the cost of inventory exceeds the net realizable value,
provisions are made to reduce the carrying amount of the inventory.
We regularly review all inventory items to determine if there are (i) damaged goods (e.g., for leather, excessive scars or damage from ultra-violet (“UV”) light), (ii) items that need to be
removed from our product line (e.g., slow-moving items, inability of a supplier to provide items of acceptable quality or quantity, and to maintain freshness in the product line) and (iii) pricing actions that need to be taken to adequately value
our inventory at the lower of FIFO cost or net realizable value.
Since the determination of net realizable value of inventory involves both estimation and judgement with regard to market values and reasonable costs to sell, differences in these estimates could
result in ultimate valuations that differ from the recorded asset.
The majority of inventory purchases and commitments are made in U.S. dollars in order to limit the Company’s exposure to foreign currency fluctuations. Goods shipped to us are recorded as
inventory owned by us when the risk of loss shifts to us from the supplier. Inventory is physically counted twice annually in the Texas distribution center. At the store level, inventory is physically counted each quarter. Inventory is then
adjusted in our accounting system to reflect actual count results.
Leases. We lease certain real estate for our retail store locations and warehouse equipment for our Texas distribution
center, both under long-term lease agreements. Starting in 2019, with the adoption of Accounting Standards Update (“ASU”) 2016-02, Leases (Topic 842), once we have determined an arrangement is a lease, at
inception we recognize a lease asset and lease liability at commencement date based on the present value of the lease payments over the lease term. We elected not to record leases with an initial term of 12 months or less on the balance sheet
for all our asset classes.
For our operating leases, the present value of our lease payments may include: (1) rental payments adjusted for inflation or market rates, and (2) lease terms with options to renew the lease when
it is reasonably certain we will exercise such an option. The exercise of lease renewal options is generally at our discretion. Payments based on a change in an index or market rate are not considered in the determination of lease payments for
purposes of measuring the related lease liability. We discount lease payments using our incremental borrowing rate based on information available as of the measurement date.
We recognize rent expense related to our operating leases on a straight-line basis over the lease term. Rent expense is recorded in operating expenses. The net adjustment between rent expense and
the actual cash paid during the fiscal year has been recorded as accrued expenses and other liabilities in the accompanying consolidated balance sheets.
For finance leases, our right-of-use assets are amortized on a straight-line basis over the earlier of the useful life of the right-of-use asset or the end of the lease term with rent expense
recorded to operating expenses. We adjust the lease liability to reflect lease payments made during the period and interest incurred on the lease liability using the effective interest method. The incurred interest expense is recorded in interest
expense on the consolidated statements of operations and comprehensive income (loss). The depreciable life of related leasehold improvements is based on the shorter of the useful life or the lease term. We also perform interim reviews of our
operating lease assets for impairment when evidence exists that the carrying value of an asset group, including a lease asset, may not be recoverable.
None of our lease agreements contain material residual value guarantees or material restrictive covenants. As of September 30, 2023, we have no sublease agreements and no lease agreements in
which we are named as a lessor. We do not have any contingent rental payment agreements. On September 8, 2022, we entered into a concession agreement for our store on the Fort Bragg military base in which the concession payment is based on a
sliding scale percentage of sales.
Impairment of Long-Lived Assets. We evaluate long-lived assets on a quarterly basis to identify events or changes in
circumstances (“triggering events”) that indicate the carrying value of certain assets may not be recoverable. Upon the occurrence of a triggering event, right-of-use (“ROU”) lease assets, property and equipment and definite-lived intangible
assets are reviewed for impairment and an impairment loss is recorded in the period in which it is determined that the carrying amount of the assets is not recoverable. The determination of recoverability is made based upon the estimated
undiscounted future net cash flows of assets grouped at the lowest level for which there are identifiable cash flows independent of the cash flows of other groups of assets with such cash flows to be realized over the estimated remaining useful
life of the primary asset within the asset group. The Company determined the lowest level of identifiable cash flows that are independent of other asset groups to be primarily at the individual store level. If the estimated undiscounted future
net cash flows for a given store are less than the carrying amount of the related store assets, an impairment loss is determined by comparing the estimated fair value with the carrying value of the related assets. The impairment loss is then
allocated across the asset group’s major classifications which in this case are operating lease assets and property and equipment. Triggering events at the store level could include material declines in operational and financial performance or
planned changes in the use of assets, such as store relocation or store closure. This evaluation requires management to make judgements relating to future cash flows, growth rates and economic and market conditions. The fair value of an asset
group is estimated using a discounted cash flow valuation method.
Stock-based Compensation. The Company’s stock-based compensation relates primarily to restricted stock unit (“RSU”)
awards. Accounting guidance requires measurement and recognition of compensation expense at an amount equal to the grant date fair value. Compensation expense is recognized for service-based stock awards on a straight-line basis or ratably over
the requisite service period, based on the closing price of the Company’s stock on the date of grant. The service-based awards typically vest ratably over the requisite service period, provided that the participant is employed on the vesting
date. The total compensation expense is reduced by actual forfeitures as they occur over the requisite service period of the awards. Performance-based RSUs vest, if at all, upon the Company satisfying certain performance targets. The Company
records compensation expense for awards with a performance condition when it is probable that the condition will be achieved. If the Company determines it is not probable a performance condition will be achieved, no compensation expense is
recognized. If the Company changes its assessment in a subsequent period and concludes it is probable a performance condition will be achieved, the Company will recognize compensation expense ratably between the period of the change in
assessment through the expected date of satisfying the performance condition for vesting. If the Company subsequently assesses that it is no longer probable that a performance condition will be achieved, the accumulated expense that has been
previously recognized will be reversed. The compensation expense ultimately recognized, if any, related to performance-based awards will equal the grant date fair value based on the number of shares for which the performance condition has been
satisfied. We issue shares from authorized shares upon the lapsing of vesting restrictions on RSUs. We do not use cash to settle equity instruments issued under stock-based compensation awards.
Income Taxes. Income taxes are estimated for each jurisdiction in which we operate. This involves assessing current
tax exposure together with temporary differences resulting from differing treatment of items for tax and financial statement accounting purposes. Any resulting deferred tax assets are evaluated for recoverability based on estimated future
taxable income. To the extent it is more-likely-than-not that all or a portion of a deferred tax asset will not be realized, a valuation allowance is recorded. Our evaluation regarding whether a valuation allowance is required or should be
adjusted also considers, among other things, the nature, frequency, and severity of recent losses, forecasts of future profitability and the duration of statutory carryforward periods. Deferred tax assets and liabilities are measured using the
enacted tax rates in effect in the years when those temporary differences are expected to reverse. The effect on deferred taxes from a change in tax rate is recognized through continuing operations in the period that includes the enactment date
of the change. Changes in tax laws and rates could affect recorded deferred tax assets and liabilities in the future. A tax benefit from an uncertain tax position may be recognized when it is more-likely-than-not that the position will be
sustained upon examination, including resolutions of any related appeals or litigation processes, based on the technical merits. Income tax positions must meet a more-likely-than-not recognition threshold to be recognized. We recognize tax
liabilities for uncertain tax positions and adjust these liabilities when our judgement changes as a result of the evaluation of new information not previously available. Due to the complexity of some of these uncertainties, the ultimate
resolution may result in a payment that is materially different from the current estimate of the tax liabilities. These differences will be reflected as increases or decreases to income tax expense and the effective tax rate in the period in
which new information becomes available. We recognize interest and/or penalties related to all tax positions in income tax expense. To the extent that accrued interest and penalties do not ultimately become payable, amounts accrued will be
reduced and reflected as a reduction of the overall income tax provision in the period that such determination is made.
We may be subject to periodic audits by the Internal Revenue Service and other taxing authorities. These audits may challenge certain of our tax positions, such as the timing and amount of
deductions and allocation of taxable income to the various jurisdictions.
Results of Operations
Three Months Ended September 30, 2023 and 2022
The following table presents selected financial data:
| |
|
Three Months Ended September 30,
|
|
|
(in thousands)
|
|
2023
|
|
|
2022
|
|
|
$
Change
|
|
|
% Change
|
|
|
Net sales
|
|
$
|
17,542
|
|
|
$
|
19,057
|
|
|
$
|
(1,515
|
)
|
|
|
(8.0
|
)%
|
|
Gross profit
|
|
|
10,938
|
|
|
|
11,596
|
|
|
|
(658
|
)
|
|
|
(5.7
|
)%
|
|
Gross margin percentage
|
|
|
62.4
|
%
|
|
|
60.8
|
%
|
|
|
-
|
|
|
|
1.6
|
%
|
|
Operating expenses
|
|
|
10,058
|
|
|
|
10,620
|
|
|
|
(562
|
)
|
|
|
(5.3
|
)%
|
|
Income (loss) from operations
|
|
$
|
880
|
|
|
$
|
976
|
|
|
$
|
(96
|
)
|
|
|
(9.8
|
)%
|
Net Sales
Consolidated net sales for the quarter ended September 30, 2023 decreased $1.5 million, or 8.0%, compared to the corresponding prior year period. We believe the decrease in sales was due to
continued weaker consumer demand resulting from ongoing uncertainty related to global political, economic and other uncontrollable factors, and a decline in consumer response to our promotional activities.
Our store footprint consisted of 103 and 104 stores at September 30, 2023 and September 30, 2022, respectively.
During the third quarter of 2023, we did not close any existing stores, nor did we open new stores. We evaluate a number of factors when determining whether to close existing stores, including
the 4-wall cash flow trend and longer-term projection for the store, the long-term sales trend, ongoing cost of store operations, date of lease expiration, quality of the store and location, and the size and potential of the trade area including
proximity to other existing stores, among other variables. We use similar factors to determine whether to open new stores. Management will be closing store 202 located in Fort Liberty, North Carolina on November 30, 2023.
Gross Profit
Gross profit decreased by $0.7 million, or 5.7%, compared to the same period in 2022, and our gross margin percentage for the quarter ended September 30, 2023 increased 160 basis points to
62.4%. We believe this increase in gross margin percentage was a result of both weaker consumer responsiveness to our promotional activities and therefore a higher percentage of our product sold at full price, and improvements in warehouse
handling and freight costs that are included as cost of sales.
Operating expenses
Operating expenses decreased $0.6 million or 5.3% compared to the corresponding prior year period, primarily as a result of a decrease in salaries of $0.7 million, contract labor of $0.3 million,
and digital marketing of $0.1 million, offset by an increase in bonus accruals of $0.2 million, increase in employee group insurance of $0.2 million, and traditional marketing of $0.1 million. Adjusted operating expenses excluding non-routine items
as shown above is a non-GAAP measure, included here to provide additional information regarding the Company’s financial performance on a recurring basis.
Income Taxes
Our effective tax rate for the three months ended September 30, 2023 was 24.0% compared to 26.3% for the same period in 2022. Our effective tax rate differs from the federal statutory rate
primarily due to U.S. state income tax expense, expenses that are nondeductible for tax purposes, the change in our valuation allowance associated with our deferred tax assets, and differences in tax rates in foreign jurisdictions.
Nine Months Ended September 30, 2023 and 2022
The following table presents selected financial data:
| |
|
Nine Months Ended September 30,
|
|
|
(in thousands)
|
|
2023
|
|
|
2022
|
|
|
$ Change
|
|
|
% Change
|
|
|
Net sales
|
|
$
|
55,384
|
|
|
$
|
57,967
|
|
|
$
|
(2,583
|
)
|
|
|
(4.5
|
)%
|
|
Gross profit
|
|
|
33,677
|
|
|
|
34,028
|
|
|
|
(351
|
)
|
|
|
(1.0
|
)%
|
|
Gross margin percentage
|
|
|
60.8
|
%
|
|
|
58.7
|
%
|
|
|
-
|
|
|
|
2.1
|
%
|
|
Operating expenses
|
|
|
31,027
|
|
|
|
32,959
|
|
|
|
(1,932
|
)
|
|
|
(5.9
|
)%
|
|
Income from operations
|
|
$
|
2,650
|
|
|
$
|
1,069
|
|
|
$
|
1,581
|
|
|
|
147.9
|
%
|
Net Sales
Consolidated net sales for the nine months ended September 30, 2023 decreased $2.6 million, or 4.5%, compared to the corresponding prior year period. We believe the decrease in sales was due to
continued weaker consumer demand resulting from ongoing uncertainty related to global political, economic and other uncontrollable factors, and a decline in consumer response to our promotional activities.
Since January 1, 2023, we closed one store in Baldwin Park, California in March 2023 and opened one new store during the first nine months of the year. We evaluate a number of factors when
determining whether to close existing stores, including the 4-wall cash flow trend and longer-term projection for the store, the long-term sales trend, ongoing cost of store operations, date of lease expiration, quality of the store and location,
and the size and potential of the trade area including proximity to other existing stores, among other variables. We use similar factors to determine whether to open new stores.
Gross Profit
Gross profit decreased by $0.4 million, or 1.0%, compared to the same period in 2022, and our gross margin percentage for the nine months ended September 30, 2023 increased by 210 basis points to
60.8%. We believe this increase in gross margin percentage was a result of both weaker consumer responsiveness to our promotional activities and therefore a higher percentage of our product sold at full price, and modest improvements in warehouse
handling and freight costs that are included as cost of sales.
Operating expenses
| |
|
Nine Months Ended September
30,
|
|
|
|
|
|
|
|
|
(in thousands)
|
|
2023
|
|
|
2022
|
|
|
$ Change
|
|
|
% Change
|
|
|
Operating expenses
|
|
$
|
31,027
|
|
|
$
|
32,959
|
|
|
$
|
(1,932
|
)
|
|
$
|
(5.9
|
%)
|
|
Non-routine items related to restatement
|
|
|
-
|
|
|
|
(246
|
)
|
|
|
246
|
|
|
|
100.0
|
%
|
|
Adjusted operating expenses
|
|
$
|
31,027
|
|
|
$
|
32,713
|
|
|
$
|
(1,686
|
)
|
|
$
|
(5.2
|
%)
|
| |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operating expenses % of sales
|
|
|
56.0
|
%
|
|
|
56.9
|
%
|
|
|
|
|
|
|
|
|
|
Adjusted operating expenses % of sales
|
|
|
56.0
|
%
|
|
|
56.4
|
%
|
|
|
|
|
|
|
|
|
Operating expenses decreased by $1.9 million or 5.9% compared to the corresponding prior year period, primarily as a result of a decrease in contract labor of $0.9 million, salaries of $0.8
million, meeting and conference of $0.2 million, office supplies of $0.2 million, utilities and telephone of $0.2 million and outside services of $0.1 million, offset by an increase in bonus accruals of $0.5 million. Adjusted operating expenses
including non-routine items as shown above is a non-GAAP measure, included here to provide additional information regarding the Company’s financial performance on a recurring basis. Non-routine items are primarily 2022 legal and accounting costs
associated with the restatement.
Income Taxes
Our effective tax rate for the nine months ended September 30, 2023 was 28.8% compared to 26.3% for the same period in 2022. Our effective tax rate differs from the federal statutory rate
primarily due to U.S. state income tax expense, expenses that are nondeductible for tax purposes, the change in our valuation allowance associated with our deferred tax assets, and differences in tax rates in foreign jurisdictions.
Capital Resources, Liquidity and Financial Condition
We require cash principally for day-to-day operations, to purchase inventory and to finance capital investments. We expect to fund our operating and liquidity needs primarily from a combination
of current cash balances and cash generated from operating activities. Any excess cash will be invested as determined by our Board of Directors in accordance with its approved investment policy. Our cash balances as of September 30, 2023 totaled
$8.6 million.
On January 3, 2023, the Company entered into a credit agreement (the “Credit Agreement”) with JPMorgan Chase Bank, N.A. Under the Credit Agreement, the bank provides the Company a credit
facility of up to $5,000,000 on standard terms and conditions, including affirmative and negative covenants set forth in the Credit Agreement. As security for the credit facility, the Company has pledged as collateral certain of its assets,
including the Company’s cash in deposit accounts, inventory and equipment. As of the date of this filing, no funds have been borrowed under this facility.
Debt Agreements
During the second quarter of 2020, the Company borrowed $0.4 million from Banco Santander S.A. under the Institute of Official Credit Guarantee for Small and Medium-sized Enterprises in order to
facilitate the continuation of employment and to attenuate the economic effects of the COVID-19 virus. This loan was provided for by the Spanish government as part of a COVID-19 relief program. During the second quarter of 2022, we repaid this
loan in full.
Share Repurchase Program and Share Repurchase
On August 9, 2020, the Board of Directors approved a new program to repurchase up to $5.0 million of the Company’s common stock between August 9, 2020 and July 31, 2022. This program expired in
July 2022. On August 8, 2022, the Board of Directors approved a new program to repurchase up to $5.0 million of the Company’s common stock between that date and August 31, 2024. As of September 30, 2023, approximately $4.9 million remained
available for repurchase under this new program.
On April 11, 2022, we entered into an agreement with two institutional shareholders of the Company to repurchase 359,500 shares of our common stock, par value $0.0024 in a private transaction.
The purchase price was $5.00 per share for a total of $1.8 million. The closing of the repurchases took place on April 22, 2022, and these shares were subsequently cancelled. Prior to the repurchase, the shares represented approximately 4.2% of our
outstanding common stock. The direct share repurchase transactions were separately authorized by our Board of Directors and did not reduce the remaining amount authorized to be repurchased under the plans described above.
Cash Flows
| |
|
Nine Months Ended June 30,
|
|
|
(amounts in thousands)
|
|
2023
|
|
|
2022
|
|
|
Net cash provided by (used in) operating activities
|
|
$
|
1,193
|
|
|
$
|
(3,957
|
)
|
|
Net cash used in investing activities
|
|
|
(334
|
)
|
|
|
(825
|
)
|
|
Net cash used in financing activities
|
|
|
(12
|
)
|
|
|
(2,198
|
)
|
|
Effect of exchange rate changes on cash and cash equivalents
|
|
|
(199
|
)
|
|
|
(125
|
)
|
|
Net increase (decrease) in cash and cash equivalents
|
|
$
|
648
|
|
|
$
|
(7,105
|
)
|
For the nine months ended September 30, 2023, cash from operations generated $1.2 million driven by a net income of $1.7 million, non-cash expense of $4.1 million, including depreciation,
amortization, and stock-based compensation, accounts receivable of $0.1 million, prepaid expense of $0.1 million, offset by a reduction in lease liability payments of $2.7 million, a reduction in accounts payable of $1.7 million, and an increase
in inventory of $0.4 million. We invested $0.3 million in capital expenditures primarily related to system modifications and improvements. The activities above, in addition to the effect of exchange rate changes, resulted in a net increase in cash
of $0.6 million.
For the nine months ended September 30, 2022, cash from operations used $4.0 million driven by a net investment in inventory of $4.5 million, a net reduction in lease liabilities of $2.5 million,
and net change in income tax expense of $0.3 million and net decrease in prepaid expenses of $0.3 million, partially offset by net income of $0.8 million, noncash expense of $4.1 million, including depreciation, amortization, and stock-based
compensation, a net decrease of $2.0 million in accounts payable and accrued expenses, a net decrease of $0.2 million in accounts receivable and other changes in operating assets and liabilities. We invested $0.8 million in capital expenditure
primarily related to system implementations. Cash used in financing activities was primarily due to the purchase of 359,500 shares of our common stock for $5.00 per share, or $1.8 million, from two institutional shareholders of the Company in a
private transaction. We also paid off our loan with Banco Santander S.A. in Spain for $0.4 million during the second quarter. The activities above, in addition to the effect of exchange rate changes, resulted in a net decrease in cash of $7.1
million.
| Item 4. |
Controls and Procedures.
|
Evaluation of Disclosure Controls and Procedures
As previously disclosed in our Form 10-K and Form 10-Q filings dating back to the period ended December 31, 2019, our management, with the participation of our Chief Executive Officer (“CEO”),
evaluated the effectiveness of the design and operation of our disclosure controls and procedures as defined in Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934, as amended (the “Exchange Act”) and concluded that our
disclosure controls and procedures were not effective due to material weaknesses, which were described in detail in previous filings. As of September 30, 2023, we have remediated all of the factors that contributed to past material weaknesses.
While we have successfully tested our controls and procedures in the third quarter of 2023, we are not prepared to say at this time that our controls are effective without another consecutive quarter of successful testing. We expect to report that
our controls and procedures are fully effective at the end of the fourth quarter of 2023.
Management’s Annual Report on Internal Control over Financial Reporting
Our management, including our CEO, is responsible for establishing and maintaining adequate internal control over our financial reporting as defined in Rules 13a-15(f) and 15d-15(f) under the
Exchange Act. Management’s establishing and maintaining adequate internal control over financial reporting is based upon the criteria established in Internal Control-Integrated Framework (2013) issued by the Committee of Sponsoring Organizations
of the Treadway Commission (the “COSO Framework”). A system of internal control over financial reporting should be designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial
statements for external purposes in accordance with GAAP.
Remediation of Previously reported “Material Weakness”
In 2019, we reported material misstatements in our financial statements that resulted from material weaknesses in our internal controls. Since then, we have filed restated financial statements
and timely filed all subsequent Forms 10-Q and 10-K. We have also taken a number of measures to remediate the control weaknesses that we have been describing in our filings as they were implemented. These include, among others:
|
• |
Replaced critical roles within our accounting team with full-time employees with expertise in GAAP accounting, SEC reporting and disclosure, internal audit and internal controls;
|
|
• |
Replaced our legacy accounting systems with an integrated enterprise resource planning (“ERP”) solution which includes general ledger, warehouse management and factory production modules designed to calculate inventory on a FIFO basis;
|
|
• |
Implemented a new point-of-sale system for most of our stores that is fully integrated with our new ERP system. The remaining one store will be converted in the fourth quarter 2023;
|
|
• |
Implemented new accounting processes and procedures aligned with our new ERP system that incorporate best practices to minimize errors and putting into action control activities that will prevent misstatements and that address
appropriate segregation of duties;
|
|
• |
Updated process narrative documentation in the following areas: (i) fixed assets and lease accounting, (ii) information technology (IT) governance, and (iii) HR and payroll;
|
|
• |
Created a risk controls matrix which includes, among other things, a comprehensive list of key and mitigating controls, a description of the risk the control is designed to mitigate, the individual responsible for each control, the
frequency in which the control is performed, and a mapping of each control to the five COSO Framework components (control environment, risk assessment, control activities, information and communication, or monitoring activities);
|
|
• |
Established a greater sense of accountability by requiring sub-certifications below the CEO level for certain key accounting, finance and operations personnel.
|
|
• |
Improved the accounting close process, including periodic review and update of our accounting close checklists for completeness of duties, accuracy of owners and deadlines to maintain accountability, timely review of account
reconciliations and calculations involving judgement, and timely reporting of financial results;
|
In the last quarter ended September 30, 2023, we completed the final steps in our remediation plan, specifically:
|
• |
Completed implementation of new accounting procedures and activities aligned with our new ERP system that improve upon the reliability of financial reporting and the preparation of financial statements in accordance with GAAP;
|
|
• |
Completed all narrative documentation in particular in the following areas: (i) financial reporting, (ii) inventory, (iii) purchasing and accounts payable, (iv) revenue, (v) general accounting, treasury, and financial planning &
analysis, and (vi) tax;
|
|
• |
Began the periodic review of our risk controls matrix and process narrative documentation to ensure changes such as personnel, information sources, processes, systems, and frequency in performing the control are properly reflected in a
timely manner;
|
|
• |
Reported the progress and results of our remediation plan to the Audit Committee including the identification, status, and resolution of internal control deficiencies, and created a schedule for regular reporting; and
|
|
• |
Finalized a comprehensive approach to regularly evaluate the operating effectiveness of our disclosure controls and procedures and our internal control over financial reporting using the COSO Framework as a guide.
|
Control Environment
Our management, including our CEO, our Audit Committee and our Board of Directors have taken certain steps to set the proper tone-at-the-top in support of the Company’s values and climate to
develop and maintain an effective internal control environment. These actions include:
|
• |
Recurring meetings with leadership, finance and accounting and other key functional areas to train staff on processes for oversight and emphasize each individual’s accountability for internal control compliance, and to create a pattern
of regular discussion of such controls.
|
|
• |
Regular periodic communications from the CEO and other key senior leaders on the Company’s mission, core values, Code of Business Conduct and Ethics, whistleblower policies, and each employee’s individual responsibility for internal
control compliance.
|
|
• |
Reorganization of the finance and accounting team to address segregation of duties issues, oversight, and review of work, and recruiting and hiring qualified, competent employees with relevant experience for the roles.
|
|
• |
Regular performance evaluations to include position-specific criteria for functional competence, including performance of internal control responsibilities.
|
Risk Oversight Measures
We continue to identify risks and enhance risk oversight measures. In late 2019, we developed an annual strategic planning process designed to identify specific operating objectives for the
organization and to conduct an assessment across the organization of the risks to meeting those objectives, including the risk of fraud. Furthermore, on a quarterly basis, management will review our periodic filings to ensure that identified risks
have been appropriately disclosed. In the areas of reporting and compliance objectives, we have developed a process to conduct monthly business reviews by functional area that would include risk assessments of reporting accuracy based on
complexity and transaction levels. We have also created a disclosure committee to ensure accurate review of the financial statements as well as compliance with GAAP and other regulatory requirements. and to appropriately mitigate any risks
identified during the period.
Control Activities
We conducted detailed working sessions to document our current and prior finance and accounting policies, procedures, and step-by-step activities. As aforementioned, management:
|
• |
Completed the implementation of our new point-of-sale system, which is fully integrated with our ERP system.
|
|
• |
Completed all relevant functionality in our ERP system to improve our internal controls over financial reporting.
|
|
• |
Implemented newly-designed processes, structures, delegation of authority and controls, in accordance with the COSO Framework, including:
|
|
o |
Quarterly updates for our Controller regarding upcoming accounting pronouncement and proposed changes to GAAP accounting standards, tax regulations, and other requirements that may impact the Company’s financial reporting;
|
|
o |
Timely reviews each quarter of the most significant accounting estimates and judgment;
|
|
o |
Validation of results through detailed variance analyses and reconciliation of account balances performed on a timely basis;
|
|
o |
Monthly business review of actual financial performance compared to forecasts with participation from leadership across the organization; and
|
|
o |
Establishing a disclosure committee comprised of key management throughout the different areas of the organization to evaluate the appropriateness of disclosures in the Company’s periodic filings on Forms 10-K and 10-Q and to support the
CEO with the certification process.
|
Information Processing and Communication
The implementation of our new ERP system eliminated the need for the topside adjustment calculations that had to be performed because our legacy systems were not integrated and many of our
accounting processes were manual. This new ERP system allows us to automate certain accounting processes, reducing the risk of management override, and eliminating the need for topside adjustments outside of the system. In addition, management
developed detailed policies, procedures and internal controls related to our financial reporting and working to develop regular reporting from our new systems that can validate the quality of our data and provide accurate information to support
internal and external reporting and audit requirements. These updated controls will continue to be tested by management and results to be submitted to the Audit Committee.
Monitoring Activities
In addition to the items noted above, as we continue to evaluate, remediate, and improve our internal control over financial reporting, our management expects to continue to implement additional
measures to address control deficiencies and further refine and improve the remediation efforts described above. Specifically, we have developed a checklist of activities based on the criteria established in the COSO Framework against which we
will continue to assess the design of entity-level and activity-level controls, and the operational effectiveness of such controls. Deficiencies identified in this process will be addressed by management, including our CEO. This assessment, any
deficiencies and any remedial actions will be shared and discussed with our Audit Committee and our independent auditors on a quarterly basis.
Cybersecurity
We utilize information technology for internal and external communications with vendors, customers, and banks as well as systems technology for reporting and managing our operations. Loss,
disruption, or compromise of these systems could significantly impact operations and results. Other than temporary disruption to operations that may be caused by a cybersecurity breach, we believe cash transactions to be the primary risk for
potential loss. We work with our financial institutions to take steps to minimize the risk by requiring multiple levels of authorization, encryption, and other controls. The Company utilizes third party intrusion prevention and detection systems
and performs periodic penetration testing to monitor its cybersecurity environment. However, the Company has not performed a formalized risk assessment to address cybersecurity risks or documented internal controls that assist in alleviating such
risks.
Changes in Internal Control Over Financial Reporting
As discussed in the remediation section above, we implemented the warehouse management, factory production system and general ledger systems modules as part of our new ERP system implementation,
and we implemented our new point-of-sale system, which is fully integrated with our ERP system, in most of our U.S. stores with the remaining one store to be converted in Q4, 2023. We redesigned the controls, updated narratives of our processes and
procedures and will continue to test these controls and report the results to our Audit Committee and remediate any discrepancies identified. While we expect our new ERP system to strengthen our internal financial controls by automating certain
manual processes and standardizing business processes and reporting across our organization, management will continue to evaluate and monitor our internal controls as each of the affected areas evolves.
PART II. OTHER INFORMATION
| Item 1. |
Legal Proceedings.
|
The information contained in Note 6, Commitments and Contingencies to the Condensed Consolidated Financial Statements included in Part I, Item 1 of this
Report is hereby incorporated into this Item 1 by reference.
Our Risk Factors are discussed fully in our Annual Report on Form 10-K for the fiscal year ended December 31, 2022 and incorporated herein by reference.
|
Item 2.
|
Unregistered Sales of Equity Securities and Use of Proceeds.
|
Purchases of Equity Securities by the Issuer and Affiliated Purchasers
The following table provides information about purchases we have made of our common stock during the quarter ended September 30, 2023:
ISSUER PURCHASES OF EQUITY SECURITIES
|
Period
|
|
(a) Total
number of
shares
purchased
|
|
|
(b)
Average
price paid
per share
|
|
|
(c) Total number of
shares purchased as
part of publicly
announced plans or
programs
|
|
|
(d) Maximum value
of shares that may
yet be purchased
under the plans or
programs
|
|
|
July 1 – July 31, 2023
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
$
|
4,997,000
|
|
|
August 1 – August 31, 2023
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
$
|
4,997,000
|
|
|
September 1 – September 30, 2023
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
$
|
4,997,000
|
|
|
Total
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
|
|
|
|
Exhibit
Number
|
Description
|
|
|
Certificate of Incorporation of The Leather Factory, Inc., and Certificate of Amendment to Certificate of Incorporation of The Leather Factory, Inc. filed as Exhibit
3.1 to Tandy Leather Factory, Inc.’s Quarterly Report on Form 10-Q filed with the Securities and Exchange Commission on August 12, 2005 and incorporated by reference herein.
|
| |
|
|
|
Bylaws of Tandy Leather Factory, Inc., filed as Exhibit 3.1 to Tandy Leather Factory, Inc.’s Current Report on Form 8-K filed with the Securities and Exchange
Commission on December 8, 2021 and incorporated by reference herein.
|
| |
|
|
|
Certificate of Designations of Series A Junior Participating Preferred Stock of Tandy Leather Factory, Inc. filed as Exhibit 3.1 to Tandy Leather
Factory’s Inc.’s Current Report on Form 8-K filed with the Securities and Exchange Commission on June 10, 2013 and incorporated by reference herein. |
| |
|
|
|
Certificate of Amendment of Certificate of Incorporation, dated March 1, 2023, filed as Exhibit 3.4 to Tandy Leather Factory, Inc.’s Quarterly Report on Form 10-Q filed with the
Securities and Exchange Commission on May 15, 2023 and incorporated by reference herein.
|
| |
|
|
|
Description of Securities filed as Exhibit 4.1 to Tandy Leather Factory, Inc.’s Quarterly Report on Form 10-Q filed with the Securities and Exchange Commission on June 22, 2021 and
incorporated by reference herein.
|
| |
|
|
|
Tandy Leather Factory, Inc. 2013 Restricted Stock Plan, filed as Exhibit 10.1 to Tandy Leather Factory’s Quarterly Report on Form 10-Q filed with the Securities and Exchange Commission on
November 14, 2013 and incorporated by reference herein.
|
| |
|
|
|
Amendment #1 to Tandy Leather Factory, Inc. 2013 Restricted Stock Plan filed as Exhibit 10.5 to Tandy Leather Factory, Inc.’s Quarterly Report on Form 10-Q filed with the Securities and
Exchange on June 22, 2021 and incorporated by reference herein.
|
| |
|
|
|
Form of Non-Employee Director Restricted Stock Agreement under Tandy Leather Factory, Inc.’s 2013 Restricted Stock Plan, filed as Exhibit 10.1 to Tandy Leather Factory,
Inc.’s Current Report on Form 8-K filed with the Securities and Exchange Commission on February 14, 2014 and incorporated by reference herein.
|
| |
|
|
|
Form of Employee Restricted Stock Award Agreement under Tandy Leather Factory, Inc.’s 2013 Restricted Stock Plan, filed as Exhibit 10.7 to Tandy Leather Factory, Inc.’s Quarterly Report
on Form 10-Q filed with the Securities and Exchange Commission on June 22, 2021 and incorporated by reference herein.
|
| |
|
|
|
Form of Employment Agreement dated October 2, 2018 between the Company and Janet Carr, filed as Exhibit 10.1 to Tandy Leather Factory Inc.’s Current Report on Form 8-K filed with the
Securities and Exchange Commission on October 5, 2018 and incorporated by reference herein.
|
| |
|
|
|
Form of Stand-Alone Restricted Stock Unit Agreement dated October 2, 2018 between the Company and Janet Carr, filed as Exhibit 10.2 to Tandy Leather Factor’s Current
Report on Form 8-K filed with the Securities and Exchange Commission on October 5, 2018 and incorporated by reference herein.
|
|
|
Form of Stand-Alone Restricted Stock Unit Agreement dated October 2, 2018 between the Company and Janet Carr, filed as Exhibit 10.3 to Tandy Leather Factor’s Current Report on Form 8-K
filed with the Securities and Exchange Commission on October 5, 2018 and incorporated by reference herein.
|
|
|
|
|
Form of Stock Purchase Agreement dated January 28, 2021 between the Company and Central Square Management, filed as Exhibit 10.14 to Tandy Leather Factory, Inc.’s Quarterly Report on Form
10-Q filed with the Securities and Exchange Commission on June 22, 2021 and incorporated by reference herein.
|
| |
|
|
|
Form of Restricted Stock Unit Agreement dated October 23, 2023 between the Company and Janet Carr.
|
| |
|
|
|
Code of Business Conduct and Ethics of Tandy Leather Factory, Inc., adopted by the Board of Directors in May, 2021, filed as Exhibit 14.1 to Tandy Leather Factory, Inc.’s Quarterly Report
on Form 10-Q filed with the Securities and Exchange Commission on June 22, 2021 and incorporated by reference herein.
|
| |
|
|
|
13a-14(a) or 15d-14(a) Certification by the Chief Executive Officer pursuant to Rule 13a-14(a) or 15d-14(a) under the Securities Exchange Act of 1934, as amended.
|
| |
|
|
|
Certification Pursuant to 18 U.S.C. Section 1350, as Adopted Pursuant to Section 906 of the Sarbanes-Oxley Act of 2022.
|
| |
|
|
*101.INS
|
XBRL Instance Document.
|
| |
|
|
*101.SCH
|
XBRL Taxonomy Extension Schema Document.
|
| |
|
|
*101.CAL
|
XBRL Taxonomy Extension Calculation Document.
|
| |
|
|
*101.DEF
|
XBRL Taxonomy Extension Definition Document.
|
| |
|
|
*101.LAB
|
XBRL Taxonomy Extension Labels Document.
|
| |
|
|
*101.PRE
|
XBRL Taxonomy Extension Presentation Document.
|
SIGNATURES
Pursuant to the requirements of the Securities and Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned thereunto duly authorized.
|
TANDY LEATHER FACTORY, INC.
|
| |
(Registrant)
|
| |
|
|
Date: November 9, 2023
|
By: /s/ Janet Carr
|
| |
Janet Carr
|
| |
Chief Executive Officer
|
32
