Earnings call transcript: Twin Hospitality Q3 2025 sees mixed results

Twin Hospitality Group Inc., known for its Twin Peaks and Smoky Bones brands, reported a mixed financial performance in its Q3 2025 earnings call. The company experienced a decrease in revenue and a widening net loss, while also noting improvements in adjusted EBITDA. Despite these challenges, Twin Hospitality’s stock price remained stable, closing at $3.76, reflecting a 3.46% increase from the previous day. According to InvestingPro data, the stock appears slightly undervalued based on Fair Value analysis, though it has suffered a steep 78.39% decline year-to-date and a 39.69% drop over the past six months.

Key Takeaways

• Total revenue fell by 1.6% year-over-year to $82.3 million.
• Net loss widened to $24.5 million from $16.2 million the previous year.
• Adjusted EBITDA increased to $3 million, up from $2.3 million.
• The stock price rose by 3.46% to $3.76 in the latest trading session.

Company Performance

Twin Hospitality Group’s Q3 performance showed a decline in key financial metrics, with total system-wide sales falling to $170.7 million, a 3.3% decrease compared to the same period last year. However, the company achieved an increase in adjusted EBITDA, indicating some operational improvements. The conversion strategy, particularly the transformation of Smoky Bones locations to Twin Peaks, has shown promising results, with revenue doubling at the first two converted sites.

Financial Highlights

• Total revenue: $82.3 million (1.6% decrease YoY)
• Net loss: $24.5 million (compared to $16.2 million YoY)
• Adjusted EBITDA: $3 million (up from $2.3 million YoY)
• Twin Peaks Adjusted EBITDA: $7.2 million (up from $6.5 million YoY)

Outlook & Guidance

Looking ahead, Twin Hospitality plans to focus on expanding its Twin Peaks brand through additional conversions and new franchise locations. The company is targeting stronger margins for Smoky Bones by early 2026 and anticipates benefits from a robust sports calendar in Q4. Future projections include EPS of $4.57 for FY2025 and $8.37 for FY2026, alongside revenue forecasts of $477.63 million and $573.16 million, respectively.

Executive Commentary

CEO Kim Boerema highlighted the success of the company’s conversion strategy, stating, "Our conversion strategy is delivering exceptional results." CFO Ken Kuick added, "Market conditions have improved, and we remain confident in achieving our full annual equity target."

Risks and Challenges

• Continued external headwinds in key markets such as San Antonio and Austin.
• Low single-digit commodity inflation impacting cost structures.
• The potential for further closures of underperforming Smoky Bones locations.

Overall, Twin Hospitality Group’s Q3 results reflect a challenging environment with pockets of progress. The company’s strategic initiatives, particularly its focus on conversions and operational efficiencies, may bolster future performance.

Full transcript - Twin Hospitality Group Inc (TWNP) Q3 2025:

Conference Moderator, Twin Hospitality Group: Good afternoon. Welcome to Twin Hospitality Group’s third quarter 2025 conference call. Hosted by Chief Executive Officer Kim Boerema and Chief Financial Officer Ken Kuick. Also joining today’s call is Twin Hospitality Group’s Chairman of the Board, Andy Wiederhorn. At this time, all participants have been placed in a listen-only mode. Please note that this conference call is being recorded today, November 5th, 2025. After the market close, Twin Hospitality issued this quarterly financial results via press release. Please refer to this document, which could be found in the investor section of the company’s website at twinpeakrestaurants.com. Before we begin, I must remind everybody that part of the discussion today will include forward-looking statements. These forward-looking statements are not guarantees of future performance, and therefore undue reliance should not be placed upon them. Twin Hospitality does not undertake to update these forward-looking statements at a later date.

Actual results may differ materially from those indicated by these forward-looking statements due to a number of risks and uncertainties. For a more detailed discussion of risks and uncertainties that could impact future operating results and financial condition, please see today’s earnings release and recent SEC filings. During today’s conference call, the company will also discuss non-GAAP financial measures, which it believes can be useful in evaluating its performance. The presentation of this additional information should not be considered in isolation, nor as a substitute for results prepared in accordance with GAAP. Reconciliations to comparable GAAP measures are available in today’s earnings release. I also want to note that we will not be taking questions following our prepared remarks. I would now like to turn the call over to Kim Boerema, Chief Executive Officer. Thank you. You may begin.

Kim Boerema, Chief Executive Officer, Twin Hospitality Group: Good afternoon, and thank you for joining us today. I am pleased to share our quarterly results and highlight the progress we have made across Twin Hospitality Group. Since joining the company in May, we have been focused on driving operational excellence, strengthening margins, and positioning our business for sustained, profitable growth. We have already made significant progress on each of these fronts, supported by a bolstered executive team, enhanced operational discipline, and a renewed commitment to delivering exceptional guest experience across both Twin Peaks and Smoky Bones. Assembling the right corporate leadership has been instrumental in guiding Twin Hospitality through the next phase. In August, we appointed Andy Wiederhorn as Chairman of the Board of Directors. Andy brings decades of experience in building and scaling restaurant brands and played a pivotal role in the spin-out that created Twin Hospitality as an independent company earlier this year.

His strategic insight and deep industry perspective are invaluable as we execute our strategic plans. We have also strengthened our C-suite with several key additions and one promotion. Kim Brindamill joined as President of Smoky Bones, bringing more than 25 years of restaurant leadership experience with brands including Velvet Taco, California Pizza Kitchen, Texas Roadhouse, and On the Border. Rob Cherney joined as Chief Operating Officer of Smoky Bones. Rob previously served as VP of Uncommon Brands and spent five years in operations at Velvet Taco alongside Kim. Having worked with both Kim and Rob during my career, I have seen firsthand their operational expertise, leadership strength, and ability to drive results. Both have hit the ground running as we focus on elevating Smoky Bones’ core business and strengthening their financial model. In November, Mike Wolfgang will join as new Director of Culinary at Smoky Bones.

Mike brings extensive culinary experience from Jim & Nick’s, Velvet Taco, and City BBQ. He previously worked with Kim and Rob and me at Texas Roadhouse, creating a strong foundation of collaboration with our leadership team. Mike’s primary focus will be returning Smoky Bones to its authentic BBQ roots. Next, Lexi Burns was recently promoted to Chief People Officer. Lexi has been instrumental in Twin Peaks’ expansion from 13 to more than 100 locations and now oversees human resources across both brands. Her industry knowledge and cultural expertise will help us attract and retain top talent. Most recently, Melissa Frey joined as Chief Marketing Officer, bringing over 25 years of restaurant marketing experience, most recently with Hooters of America. Melissa is leading efforts to elevate our brand, enhance guest engagement, and drive traffic.

Turning to Twin Peaks’ third quarter results, we delivered exceptional operational performance, expanding profit margins by 72 basis points to 17% through disciplined execution. While comparable sales declined, we sustained steady system-wide weekly sales averaging $11.3 million over the past 12 weeks, reflecting our team and franchise partners’ commitment to a premier sports dining experience. Our core markets delivered year-over-year strong performance, though external headwinds in specific regions, particularly San Antonio and Austin, pressured overall results. We’ve positioned Twin Peaks as a premier destination for fantasy draft parties, supported by new online reservation capabilities launched this year. This drove the highest fantasy football participation to date and created strong early season engagement that is carrying into weekly watch parties and repeat visits. We also had another strong promotion that drove traffic this quarter, such as National Wing Day, which featured Bogo Wings and Brew Days on Wednesdays in September.

We are making progress across our six strategic priorities for Twin Peaks. First, operational excellence. Our renewed focus on speed, hospitality, and consistency is driving sales and great results. Guest engagement scores continue to lead our competitive set, and we have aligned each Director of Operations with a regional training coordinator to reinforce brand pillars and support execution in the field. Second, simplification. We have streamlined workflow, allowing teams to focus on guest engagement. Third, cost discipline. Through reduced spending, renegotiated vendor agreements, and improved food and beverage cost controls, we have achieved margin gains versus second quarter and prior year. Fourth, menu optimization and value. Guest feedback remains strong as we refine our menu and strengthen our lunch platform. Our core offerings, burgers, wings, sandwiches, and shareables continue to drive performance while delivering value and maintaining operational consistency. Fifth, pricing strategy.

We are taking a measured, market-informed approach to pricing. We took a modest price increase in the second quarter, which significantly offset rising costs, maintaining value perception and traffic stability. Sixth, growth readiness. We are executing a strategic conversion program that transforms underperforming Smoky Bones locations into high-performing Twin Peaks lodges. We have strategically optimized our portfolio by closing 11 underperforming units year-to-date and converted two locations to Twin Peaks, leaving us with 45 operating Smoky Bones locations today. Of these 45 remaining units, we have identified 19 prime conversion candidates for transformation into Twin Peaks lodges while continuing to operate 26 profitable Smoky Bones units that generate $3 million in trailing 12-month EBITDA. Our conversion strategy is delivering exceptional results.

The first two Smoky Bones to Twin Peaks conversions have more than doubled revenue, achieving average unit volumes of $7.8 million compared to $3.5 million when operating as Smoky Bones locations. Looking ahead to 2026, we have a robust pipeline of conversions and new openings planned. Our third conversion in Fayetteville, North Carolina, our first franchise conversion, a new franchise Twin Peaks location in Omaha, Nebraska, a company-owned Kissimmee, Florida conversion, which is currently under construction, and two to four additional conversions contingent on securing necessary capital funding. Beyond immediate conversions, we have built a sustainable growth foundation with 82 committed lodges, providing clear visibility, with 82% coming from existing franchise partners who understand our proven model. We have also developed a next-generation Twin Peaks proto that reduces cost and complexity through structural simplification, expanded patio space, and a more efficient 1,200 sq ft smaller footprint.

At Smoky Bones, we have now improved financial visibility and accountability across the field, streamlined operations through labor models, menu simplification, and reduced costs through smarter scheduling hours and system integration. Digitally, we are unifying platforms to strengthen loyalty, online ordering, and delivery. We have also right-sized our support center. These actions are improving profitability and setting the foundation for long-term success at Smoky Bones. I am proud to share our new partnership with Camp Hope, an organization doing incredible work. Supporting veterans struggling with combat-related PTSD. A special thank you to the Rosa family, our longtime Twin Peaks franchise partners in Houston and Indianapolis, for making the introduction. The impact they are having is truly amazing.

We are committed to executing our core principles, driving exceptional hospitality, serving scratch-made food, 29-degree draft beer, creating an energetic, sports-forward atmosphere, driving strong unit economics, and growing responsibly with our franchise and company partners. With that, I’ll turn the call over to Kim to review our third quarter financial results.

Ken Kuick, Chief Financial Officer, Twin Hospitality Group: Thanks, Kim. Total system-wide sales, which includes both Twin Peaks and Smoky Bones, were $170.7 million in the quarter, a 3.3% decrease from last year’s quarter. Of the total, Twin Peaks system-wide sales were $138.8 million, a decrease of 1.4% from $140.7 million in the prior year quarter, driven by the closure of two franchise locations and a 4.1% decrease in lower same-store sales, driven in part by continued immigration-related issues, particularly in our San Antonio market, mostly offset by new lodge openings. Total revenue was $82.3 million in the quarter, a 1.6% decrease from $83.7 million in last year’s quarter. Looking at revenue between Twin Peaks and Smoky Bones, Twin Peaks revenue was $50.3 million, up 5.3% from $47.8 million in the prior year quarter, driven by new lodge openings, partially offset by the closure of two franchise locations, and the decline in same-store sales.

Smoky Bones revenue was $32 million in the quarter, down 10.8% from $35.9 million in the prior year quarter, reflecting our continued strategic conversion of locations into Twin Peaks lodges and the closure of 11 underperforming units as planned. Turning to costs and expenses, food and beverage costs in the quarter decreased 10 basis points to 27.4% in the quarter, as menu price increases were substantially offset by commodity inflation, which remained in the low single digits as expected. Labor and benefits costs decreased 70 basis points to 32.1%, reflecting improved productivity from our streamlined operations and better sales leverage. Our menu simplification test results also contributed to these efficiency gains. Other operating costs decreased 70 basis points to 22.9% in the quarter, and occupancy costs decreased 80 basis points to 8%, benefiting from the closure of underperforming Smoky Bones locations.

Restaurant-level contribution margin improved 90 basis points to 9.6% from 8.7% in last year’s quarter. Looking at individual brand performance, Twin Peaks restaurant-level contribution margin increased 72 basis points to 17% from 16.3% in last year’s quarter, demonstrating strong operational leverage. Smoky Bones restaurant-level contribution margin was negative 0.3%, down from positive 0.3% in last year’s quarter, which was expected as we continue converting higher-performing locations. Additionally, with the closure of 11 underperforming Smoky Bones locations and new leadership, we are targeting Smoky Bones to generate stronger restaurant-level contribution margins beginning in early 2026.

General and administrative expenses were $19.5 million, compared to $7.2 million in the year-ago quarter, with the increase primarily related to a $6.9 million store closure reserve and a $1.4 million non-cash impairment of fixed assets in the third quarter related to the closure of underperforming Smoky Bones locations, as well as higher non-cash share-based compensation. Total other expense was $11.9 million, compared to $12.6 million in last year’s quarter. Net loss in the quarter was $24.5 million, compared to $16.2 million in last year’s quarter. Adjusted EBITDA increased to $3 million, compared to $2.3 million in last year’s quarter. Twin Peaks’ adjusted EBITDA was $7.2 million, compared to $6.5 million in last year’s quarter. Smoky Bones’ adjusted EBITDA was negative $3.8 million, compared to negative $2.9 million in the prior year. Regarding our balance sheet and capital allocation, we continue to make progress on our equity-raised commitments.

Market conditions have improved, and we remain confident in achieving our full annual equity target range to support debt reduction and growth investments. Looking ahead to the fourth quarter, we expect continued benefit from the strong sports calendar, including college football playoffs. Our operational improvements and cost discipline initiatives should also continue to drive margin expansion. With that, I’ll turn it back over to Kim for closing remarks.

Kim Boerema, Chief Executive Officer, Twin Hospitality Group: Thank you, Ken. Our third quarter results validate the strategic direction we outlined earlier this year. As we look ahead, we are excited about our robust fourth quarter sports calendar, our conversion pipeline progress, and the continued benefit from our operational improvements and cost discipline initiatives. We are heading into an exciting playoff and postseason stretch, and our teams have some incredible campaigns lined up, keeping the guests engaged all season long. From our NFL postseason sweepstakes and holiday gift card promotions to theme lodge activations, vendor partnerships, charitable giving efforts, and festive gatherings across our lodges, it is shaping up to be a fun and festive finish to the year at Twin Peaks. Thank you for joining us today and for your continued interest in Twin Hospitality, and we look forward to our next earnings call. Thank you.

Conference Moderator, Twin Hospitality Group: Thank you. This will conclude today’s conference. You may disconnect at this time, and thank you for your participation.

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