SNDL三季度营收同比降2.5%、计提5200万加元商誉减值，但录得纪录自由现金流2000万并恢复调整后经营盈利，拟最高5000万美元回购要约

SNDL (NASDAQ:SNDL) reported third-quarter financial results on Tuesday. The transcript from the company’s third-quarter earnings call has been provided below.
This transcript is brought to you by Benzinga APIs. For real-time access to our entire catalog, please visit https://www.benzinga.com/apis/ for a consultation.
View the webcast at https://edge.media-server.com/mmc/p/wcotys5n/
Summary
SNDL reported a record quarterly free cash flow of $20 million and returned to positive adjusted operating income, despite challenges in cannabis operations.
Net revenue for the third quarter was $238 million, a 2.5% decrease year-over-year, with declines in liquor retail and cannabis operations offset by growth in cannabis retail.
Strategic initiatives included exiting unprofitable domestic dried flower operations and focusing on higher value products, as well as a strategic review of cannabis operations.
The company repurchased 5.4 million shares and increased its indirect equity ownership in Parallel to approximately 92%, reflecting strategic investments in the U.S.
SNDL achieved record gross margins in both cannabis and liquor retail segments, but faced a $52 million non-cash goodwill impairment in cannabis operations.
The company plans a potential substantial issuer bid of up to $50 million and continues to maintain financial flexibility with a debt-free balance sheet.
Full Transcript
OPERATOR
Good morning and welcome to SNDL’s third quarter 2026 financial results conference call. This morning SNDL issued a press release announcing their financial results for the second quarter of 2026 ended on September 30, 2026. This press release is available on the company’s website at sndl.com and filed on EDGAR and SEDAR as well. The webcast replay of the conference call will also be available on the sndl.com website. SNDL has also posted a supplemental investor presentation, in addition to the conference call presentation we will be reviewing today, on its sndl.com website.
Presenting on this morning’s call we have Zach George, Chief Executive Officer, and Alberto Paradero, Chief Financial Officer. Before we start, I would like to remind investors that certain matters discussed in today’s conference call or answers that may be given to questions could constitute forward-looking statements. Actual results could differ materially from those anticipated. Risk factors that could affect results are detailed in the company’s financial report and other public filings that are made available on SEDAR and EDGAR.
Additionally, all financial figures mentioned are in Canadian dollars unless otherwise indicated. We will now make prepared remarks and then we will move on to analyst questions. I would now like to turn the call over to Zach George. Please proceed.
Zachary George (Chief Executive Officer)
Welcome to SNDL’s third quarter 2026 financial and operational results conference call. During the third quarter SNDL delivered improved underlying financial performance while continuing to deploy capital against our highest conviction strategic priorities. We generated record quarterly free cash flow of $20 million and returned to positive adjusted operating income despite continued market pressure and significant challenges in cannabis operations.
Cannabis retail delivered record quarterly net revenue and gross margin, while liquor retail also achieved a new quarterly gross margin record. These results demonstrate the value of disciplined pricing, mix management, procurement, productivity, and continued cost control across our retail platforms. At the same time, cannabis operations remain below our expectations. We took decisive action during the quarter to simplify the portfolio, exit the unprofitable domestic dried flower category, reduce costs, and concentrate resources on higher value products. We have also initiated a strategic review of the segment to assess a range of strategic and operational alternatives, including potential asset divestitures and broader productivity initiatives.
We continue to allocate capital with discipline. During the quarter, we repurchased 5.4 million shares and announced our intention to pursue a potential substantial issuer bid of up to 50 million, subject to required approvals and documentation. We also made significant strategic investments in the United States following the completion of Parallel’s restructuring in July. Our participation in its rights offering increased our indirect equity ownership from approximately 67% to approximately 92%.
We also funded investments supporting a new cultivation facility in Gainesville, Florida and the acquisition of an additional portion of Parallel’s take-back debt at a material discount to its face value. These actions reflect our priorities: improve operating performance, preserve financial flexibility, return capital when our shares represent an attractive investment, and selectively pursue opportunities that can create meaningful long-term value. Over now to Alberto for more detail on our third quarter financial performance.
Alberto Paradero (Chief Financial Officer)
Thank you, Zach. Before moving on, I would like to remind everyone that the amounts discussed today are denominated in Canadian dollars unless otherwise stated. Certain figures referred to during this call are non-IFRS measures. For definitions of these measures and reconciliations where applicable, please refer to SNDL’s Management’s Discussion and Analysis and the earnings press release issued today. Net revenue was 238 million in the third quarter of 2026, representing a decrease of 6.2 million, or 2.5%, compared with the same period of the prior year. Growth in cannabis retail and the impact of lower cannabis eliminations partially offset declines in liquor retail and cannabis operations. Gross profit was 57.9 million, a decline of 6.3 million, or 9.8% year over year. Gross margin was 24.3%, down 2 percentage points, as record margins in both retail segments were more than offset by a weak performance of cannabis operations.
Operating loss was 48.3 million, reflecting a 52 million non-cash goodwill impairment associated with cannabis operations. Adjusted operating income, which excludes intangible impairment charges and restructuring costs, was positive 5.2 million, an improvement of 14.8 million compared with the same period last year. Change in cash and cash equivalents was negative 50.7 million, primarily reflecting 60.8 million of capital contributions to equity-accounted investees and 10 million of share repurchases.
Free cash flow was a record 20 million, up 3.3 million, or 19.5% year over year, including a 10.6 million benefit from the initial unwinding of our captive insurance. Looking at our performance over the past several quarters, we’re encouraged by the progress in adjusted operating income and free cash flow despite continued headwinds in revenue and gross profit. This reflects the financial discipline we have brought to the business and our continued focus on improving underlying profitability and cash generation. While there is still work to do, particularly in cannabis operations, we believe we are making meaningful progress towards a more profitable and cash-generating business.
Looking more closely at segment contributions, consolidated net revenue declined by 6.2 million year over year. Liquor retail declined by 4.6 million and cannabis operations declined by 10.3 million. Cannabis retail increased by 0.6 million, while the change in cannabis eliminations provided an 8.2 million offset. Gross profit declined by 6.3 million driven by cannabis operations, which accounted for a 6.6 million decline. Liquor retail declined by 0.3 million while cannabis retail increased by 0.7 million.
Adjusted operating income improved by 14.8 million from a loss of 9.5 million in the prior year quarter to income of 5.2 million. A 9.9 million improvement in corporate expenses and a 6.6 million improvement from investments more than offset weaker results in cannabis operations and liquor retail. Free cash flow increased from 16.7 million in the third quarter of 2025 to a record 20 million this quarter. Compared with the prior year quarter, lower cash earnings reduced free cash flow by 1.1 million and year-over-year working capital change reduced by 11.8 million. Working capital optimization contributed 2.5 million in the third quarter of 2026, but this benefit was lower than in the prior year quarter due to differences in the timing of working capital movements.
These impacts were more than offset by 16.2 million of other items, including a 10.6 million benefit from the initial unwind of the captive insurance arrangement. While the captive insurance contribution to Q3 free cash flow is a one-time item, we expect a second and final 8 million cash inflow in the fourth quarter as we complete the unwinding of the captive structure. Turning to the commercial segments, I will begin with liquor retail. As a reminder, beginning in 2026, applicable direct and indirect overhead costs are allocated from corporate to its operating segment within general and administrative expenses and comparative periods have been recast. Liquor retail net revenue was 134.8 million, a decline of 4.6 million, or 3.3%, year over year. Persistent softness in market demand continued to affect same-store sales, which declined 6%.
Growth from the three new Wine and Beyond stores opened during the last 12 months, together with continued momentum in private label sales, which outperformed national brands by 8.5 percentage points in the quarter, helped partially offset the same-store sales decline. Gross profit was 36.4 million, down 0.3 million, while gross margin expanded 70 basis points to a record 27.0%. The margin improvement was driven by pricing, product mix management, and procurement productivity.
Adjusted operating income was 6 million, down 0.6 million year over year, as the benefit from gross margin expansion was more than offset by lower revenue and higher expenses associated with the recent store openings. Cannabis retail net revenue returned to growth and reached a new quarterly record of 85.6 million, an increase of 0.6 million, or 0.7%, year over year. New store openings and value-banner conversions more than offset a 3.8% decline in same-store sales caused by market contraction in Alberta and Ontario. Gross profit increased by 0.7 million to 23.1 million, while gross margin expanded by 60 basis points to a record 27.0%. The improvement was supported by promotional, product mix efficiencies, and increased data revenue.
Adjusted operating income was $5.3 million, an increase of $0.2 million, or 4.7%, as promotional and product mix efficiencies and increased data revenue more than offset the impact of higher asset impairment reversals in the prior year period. Cannabis operations net revenue was $27.0 million, a decline of $10.3 million, or 27.7%, year over year. The decline was primarily attributable to our exit from the unprofitable domestic dried flower category as we reshaped the segment to focus on higher value product categories. Gross profit was negative 1.6 million with a gross margin of negative 6%. These results were primarily driven by inventory adjustments associated with our exit from dried flower, as well as the year cost variances.
Adjusted operating income loss was $11.4 million, compared with a loss of $10.2 million in the prior year. While the segment results remained below our expectations, we took decisive action during the quarter to reduce manufacturing costs and other operating expenses, particularly at our Kelowna facility. These actions included a workforce reduction of more than 30% at that site. We expect the P&L benefits of these actions to begin contributing in the fourth quarter.
Given the segment’s continued underperformance, we have also initiated a strategic review to evaluate alternatives to improve its financial performance and reduce its impact on our consolidated results. The review will consider a range of alternatives, including potential asset divestitures and broader productivity initiatives. Over to you, Zach, for additional comments on capital allocation and our strategic milestones.
Zachary George (Chief Executive Officer)
Turning first to capital allocation, we continued to repurchase shares while maintaining balance sheet flexibility. During the third quarter, we repurchased 5.4 million common shares for $10 million, excluding commissions, at a weighted average price of $1.31 per share U.S. Including repurchases completed in October through the measurement date shown in the presentation, we have repurchased 34 million shares since the fourth quarter of 2024 for $73.5 million at an average price of $1.54 per share U.S. This represents an approximately 8% reduction in shares outstanding since the fourth quarter of 2024. During 2026 we have significantly accelerated these repurchases, and under the current repurchase program we have repurchased approximately 23 million shares for over $45 million at an average price of $1.41 per share U.S. These shares represent approximately 9% of the 263.4 million common shares outstanding at the beginning of 2026. We have also announced a potential substantial issuer bid for an aggregate purchase price of up to $50 million at a price per share not to exceed $1.35 U.S. The proposed SIB would further accelerate capital returns while maintaining balance sheet flexibility.
The completion of Parallel’s restructuring was a transformational milestone for SNDL’s U.S. investments. During the third quarter, our participation in Parallel’s rights offering increased our indirect equity ownership from approximately 67% to approximately 92%. The funding provides liquidity to support inventory, product availability, and essential supply chain infrastructure. SNDL also funded SunStream’s investments supporting the build-out of a new cultivation facility in Gainesville, Florida.
In addition, SunStream acquired a further portion of Parallel’s take-back debt at 75% of face value, increasing its ownership of that debt from 39.4% to 69.4%. As previously shared, Parallel currently operates in Florida, Texas, and Massachusetts with 56 retail locations, three manufacturing and cultivation sites, approximately 800 employees, and approximately 150 million U.S. of net revenue. We are evaluating different paths to direct ownership and the financial consolidation of Parallel’s medical cannabis business, as we believe it offers meaningful scale, an attractive margin profile, and a platform for continued growth.
We will provide further information as the path forward and timing become more clearly defined. We are encouraged by the progress towards resolving the long-standing regulatory matters involving the Alcohol and Gaming Commission of Ontario. Subject to the completion of definitive documentation and payment of a $200,000 monetary penalty, the anticipated resolution is expected to provide a path towards normalized franchise operations. The contemplated structure includes approximately $30 million of third-party secured financing from a Tier 1 financial institution to repay existing SNDL debt.
The proceeds received by SNDL are expected to remain restricted as collateral. The arrangement would also transition the relationship to a modified franchise structure under which SNDL would provide administrative services only. As a result, the Ontario franchise operations are expected to be deconsolidated from SNDL’s financial statements. Based on the trailing twelve-month amounts presented, deconsolidation would reduce reported net revenue by approximately 105 million, while the impact on operating income would be significantly smaller at approximately 2 million.
Our third quarter results demonstrate progress, but they also reinforce the important work still ahead. We delivered record free cash flow, returned to positive adjusted operating income, and achieved record gross margins in both retail segments. At the same time, cannabis operations remains below expectations and we are taking decisive action to improve its performance and evaluate strategic alternatives. We continue to approach capital allocation with discipline.
We are returning capital to shareholders, investing selectively in opportunities such as Parallel, and maintaining the flexibility provided by our debt-free balance sheet and investment portfolio. I want to thank our teams for their continued focus and execution and our shareholders for their ongoing support. We remain committed to improving operating performance and creating long-term value. I will now turn the call back to the operator for the analyst Q&A session.
OPERATOR
Thank you. And as we begin the analyst question and answer session, to join the queue, you may press star 11 on your telephone keypad. You will hear a message advising your hand is raised. To withdraw your question, please press star 11 again. We will pause for a moment as callers join the queue. One moment for our first question. That comes from Federico Gomez with ATB Capital Markets. Please proceed.
Federico Gomez (Analyst)
Hi, good morning. Thanks for taking my questions. First question, I guess you guys passed the audit for EU GMP at Atholville. Could you talk about how material, you know, actually getting the EU GMP certification would be from a financial standpoint for that facility? You know, what could be the potential upside here? Savings and opportunities in international. Thank you.
Zachary George (Chief Executive Officer)
Good morning, Federico, thanks for the question. So in terms of the receipt of the certification itself, we’re expecting that any day now. It was a big milestone for the team to successfully pass the audit. As you know, the standards are quite stringent. It really depends. You know, you can look at this from a number of different angles. If you had to rely on processors, you’re looking at costs of anywhere from 20 to 45 cents a gram, so that’s eliminated.
But more importantly, which also makes this moot, is we’re going through a series of upgrades within the Atholville facility which is going to change the capabilities of that facility, including modern-generation lights and HVAC upgrades. So we’re expecting to see better quality and yields, which are going to be critical to improving realized pricing as we look at international markets. And so that’s really where the focus is today.
Federico Gomez (Analyst)
Thank you. And then just looking at your decision to exit flower domestically, maybe could you explain a little bit better why you made that decision and do you think it could impact, I guess, sales in other categories that you have, given that I guess you won’t have branded flower product anymore? Thank you.
Zachary George (Chief Executive Officer)
Yeah, I appreciate it. I think it’s really important to distinguish where this market is on a price point basis, and you can see the dynamic very clearly with the broader peer group. So higher quality and also more expensive production from indoor facilities really is not well suited for where the domestic market is on dried flower. So we have strong partnerships and commercial relationships with LPs that have very strong underpinnings with hybrid glasshouse environments of 5 million square feet or more, and so that’s a capability and a strategic advantage that SNDL does not possess.
So we really don’t think it makes sense to try to compete with those who have the lowest cost of production, given that infrastructure that they’re owning and managing through their individual enterprises. So look, we have a dominant position in edibles and beverages as well. These are smaller categories, we do quite well across a number of infused categories. So we’re really focused on distribution of branded product. As you know, we also have some very important and profitable licensing relationships. So we don’t believe that this will impact sales in other categories. They need to stand on their own. That being said, in this case, it’s really about looking at marginal activities and ensuring that we’re focused on areas where we can develop competitive advantage in terms of our capabilities.
Federico Gomez (Analyst)
Thank you very much. I’ll get back in the queue.
OPERATOR
Thank you so much. And as a reminder, if you have a question, press star 11 to get in the queue. One moment for our next question. That comes from Aaron Gray with AGP, Alliance Global Partners.
Aaron Gray (Analyst)
Hi, thank you very much for the questions. I guess maybe a little bit piggybacking off of the last question and then just thinking about the strategic review and alternatives for the cannabis operations business. I’d love to get your perspective in terms of what do you think are the core competencies needed to win within cannabis operations? I think you just alluded to one maybe being low-cost cultivation, greenhouse or otherwise, which obviously Sundial doesn’t currently have.
But maybe outside of that, where do you feel like there’s ways to win to where maybe you could add on to your existing asset base or sell one of your current assets to someone else where it might be complementary? We’d love to get your broader perspective there. Thanks.
Alberto Paradero (Chief Financial Officer)
Hey Aaron, thank you for the question. So obviously there are multiple dimensions in which we believe we need to improve to be competitive in the marketplace and to win. Starting with our commercial execution, driving the right focus behind the right categories, with the right consumer understanding of consumer needs. It’s an important capability that we have been building and we need to continue making improvements in that direction, including as well our commercialization strategy and improving the distribution that we have for our key products, even with those products that are market leaders, as Zach mentioned a second ago in edibles and beverages.
So that still represents an opportunity that we need to pursue and continue. Strengthening that commercial capability is certainly one priority. Right now, the biggest struggles that we’re having is with our operational execution in some of our facilities. We believe that we have appropriate infrastructure. We certainly have ideas on how we can step up and improve with a better layout and with some capital investments; we can drive significant productivity. But it starts with better execution of our sales and operating planning process, our labor efficiencies. So there is a significant amount of opportunities that we are identifying, some of which are low-hanging fruit, some of which may be a little bit harder to get to.
While we are approaching this strategic review, we’re certainly not leaving anything on the table. All options are valid. We know the value of some of those assets. We know the value to us, we know the value to some other people. We know the value that we can generate if we were to improve some of those capabilities. So all of those things, as I said, will be on the table. We’ll look at all of the possible options and we’re confident that we’ll be able to make the right decisions at the end of the exercise.
Aaron Gray (Analyst)
Thanks, Alberto. That was really helpful in terms of how you guys are evaluating it. Second question for me, just in terms of some of the U.S. assets. You mentioned some in terms of Florida with Gainesville, but also just looking at Texas. I know we talked about it last call. But just as we think about the ability to potentially consolidate, speaking with the exchange or otherwise, can you talk about the dynamics needed for you to deploy capital into the U.S. market?
Can you do that now? Would you have to wait? We’d love to just get more color in terms of how you think about the U.S. and the capital allocation strategy that you alluded to earlier. Thanks.
Zachary George (Chief Executive Officer)
Yeah, thanks, Aaron. I think, as you know and we’ve discussed, we have the ability today, and you see it in our sort of trailing activities, to deploy capital into the U.S. through our SunStream joint venture. We’ve done so with direct exposure to credit through that joint venture. We’ve also been able to get indirect exposure to equity through that vehicle. We’re now at a point where most of the capital has been repatriated, and the next step will be to reconcile these remaining exposures and work to consolidate the medical exposure.
I think you’ve seen a number of other transactions in the marketplace where recreational assets have been ring-fenced and owned indirectly to facilitate an uplifting. So that would, at this point, given the lack of clarity on Schedule 3 for rec in the U.S., be part of that. So we’re not going to wait for U.S. government action to focus on the controllables. But to directly answer your question, we have deployed capital, we have the ability to do so, and the next step is to work with the relevant regulatory bodies, as well as the exchange, to facilitate the consolidation of at least the medical exposure into our recurring P&L.
Aaron Gray (Analyst)
Okay, great. Thanks. Appreciate the color. I’ll jump back in the queue.
OPERATOR
Thank you. Ladies and gentlemen, this will conclude our Q&A session and I would like to turn the conference back over to Zach George for closing remarks.
Zachary George (Chief Executive Officer)
Thank you. I want to thank our owners, commercial partners, and employees across the organization. To everyone joining us, thank you for your time and continued interest in SNDL. We appreciate your support and look forward to updating you again in the near future. Have a great day.
OPERATOR
Thank you. And this concludes our conference call. You may disconnect your lines. Thank you for participating and have a pleasant day.
Disclaimer: This transcript is provided for informational purposes only. While we strive for accuracy, there may be errors or omissions in this automated transcription. For official company statements and financial information, please refer to the company’s SEC filings and official press releases. Corporate participants’ and analysts’ statements reflect their views as of the date of this call and are subject to change without notice.
© 2026 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.