UNITED STATES
SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549


FORM 10-K

x                               ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES AND EXCHANGE ACT OF 1934

For the Fiscal Year Ended September 30, 2006

o                                  TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the Transition Period from                          to                         

Commission File Number 000-50924


BEACON ROOFING SUPPLY, INC.

(Exact name of registrant as specified in its charter)

Delaware

 

36-4173371

(State or other jurisdiction of

 

(I.R.S. Employer

incorporation or organization)

 

Identification No.)

 

Address of principal executive offices: One Lakeland Park Drive, Peabody, MA 01960

Registrant’s telephone number, including area code: (978) 535-7668

Securities registered pursuant to section 12(b) of the Act:

Title of each class

Common Stock, $.01 par value

Name of each exchange on which registered:

The NASDAQ Global Select Market

Securities registered pursuant to section 12(g) of the Act:

None


Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes x  No o

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes o  No x

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities and Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x  No o

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of Registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. x

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer. See definition of “accelerated filer and large accelerated filer” in Rule 12b-2 of the Exchange Act. (Check one):

Large accelerated filer x    Accelerated filer o    Non-accelerated filer o

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes o  No x

The aggregate market value of the voting stock (common stock) held by non-affiliates of the registrant as of the end of the second quarter ended March 31, 2006 was $1,164,127,233.

The number of shares of common stock outstanding as of December 1, 2006 was 43,872,533.

DOCUMENTS INCORPORATED BY REFERENCE

The information required by Part III (Items 10, 11, 12, 13 and 14) will be incorporated by reference from the Registrant’s definitive proxy statement (to be filed pursuant to Regulation 14A).

 




Table of Contents

BEACON ROOFING SUPPLY, INC.

Index to Annual Report
on Form 10-K

Year Ended September 30, 2006

 

 

 

 

Page

 

PART I

 

 

1

 

 

Item 1.

 

Business

 

 

1

 

 

Item 1A.

 

Risk Factors

 

 

11

 

 

Item 1B.

 

Unresolved Staff Comments

 

 

13

 

 

Item 2.

 

Properties

 

 

13

 

 

Item 3.

 

Legal Proceedings

 

 

14

 

 

Item 4.

 

Submission of Matters to a Vote of Security Holders

 

 

14

 

 

PART II

 

 

15

 

 

Item 5.

 

Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities

 

 

15

 

 

Item 6.

 

Selected Financial Data

 

 

15

 

 

Item 7.

 

Management’s Discussion and Analysis of Financial Condition and Results of Operations

 

 

18

 

 

Item 7A.

 

Quantitative and Qualitative Disclosures About Market Risk

 

 

35

 

 

Item 8.

 

Financial Statements and Supplementary Data

 

 

36

 

 

Item 9.

 

Changes in and Disagreements with Accountants on Accounting and Financial Disclosure

 

 

63

 

 

Item 9A.

 

Controls and Procedures

 

 

63

 

 

Item 9B.

 

Other Information

 

 

65

 

 

PART III.

 

 

66

 

 

PART IV

 

 

66

 

 

Item 15.

 

Exhibits and Financial Statement Schedules

 

 

66

 

 

 

i




Forward-looking statements

The matters discussed in this Form 10-K that are forward-looking statements are based on current management expectations that involve substantial risks and uncertainties, which could cause actual results to differ materially from the results expressed in, or implied by, these forward-looking statements. These statements can be identified by the fact that they do not relate strictly to historical or current facts. They use words such as “aim,” “anticipate,” “believe,” “could,” “estimate,” “expect,” “intend,” “may,” “plan,” “project,” “should,” “will be,” “will continue,” “will likely result,” “would” and other words and terms of similar meaning in conjunction with a discussion of future operating or financial performance. You should read statements that contain these words carefully, because they discuss our future expectations, contain projections of our future results of operations or of our financial position or state other “forward-looking” information.

We believe that it is important to communicate our future expectations to our investors. However, there are events in the future that we are not able to accurately predict or control. The factors listed under Item 1A, Risk Factors, as well as any cautionary language in this Form 10-K, provide examples of risks, uncertainties and events that may cause our actual results to differ materially from the expectations we describe in our forward-looking statements. Although we believe that our expectations are based on reasonable assumptions, actual results may differ materially from those in the forward looking statements as a result of various factors, including, but not limited to, those described under Item 1A, Risk Factors and elsewhere in this Form 10-K.

Forward-looking statements speak only as of the date of this Form 10-K. Except as required under federal securities laws and the rules and regulations of the SEC, we do not have any intention, and do not undertake, to update any forward-looking statements to reflect events or circumstances arising after the date of this Form 10-K, whether as a result of new information, future events or otherwise. As a result of these risks and uncertainties, readers are cautioned not to place undue reliance on the forward-looking statements included in this Form 10-K or that may be made elsewhere from time to time by, or on behalf of us. All forward-looking statements attributable to us are expressly qualified by these cautionary statements.

ii




PART I

ITEM 1.                BUSINESS

Overview

We are one of the largest distributors of residential and non-residential roofing materials in the United States and Canada. We also distribute other complementary building materials, including siding, windows, specialty lumber products and waterproofing systems for residential and nonresidential building exteriors. We currently operate 155 branches in 31 states and 3 Canadian provinces, carrying up to 10,000 SKUs and serving more than 38,000 customers. We are a leading distributor of roofing materials in key metropolitan markets in the Northeast, Mid-Atlantic, Midwest, Central Plains, Southeast and Southwest regions of the United States and in Eastern Canada.

For the fiscal year ended September 30, 2006, residential roofing products comprised 49% of our sales, non-residential roofing products accounted for 30% of our sales, and siding, waterproofing systems, windows, specialty lumber and other exterior building products provided the remaining 21% of our sales.

We also provide our customers a comprehensive array of value-added services, including:

·       advice and assistance to contractors throughout the construction process, including product identification, specification and technical support;

·       job site delivery, rooftop loading and logistical services;

·       tapered insulation design and layout services;

·       metal fabrication and related metal roofing design and layout services;

·       trade credit; and

·       marketing support, including project leads for contractors.

We believe the additional services we provide strengthen our relationships with our customers and distinguish us from our competition. The vast majority of orders require at least some of these services. Our ability to provide these services efficiently and reliably can save contractors time and money. We also believe that our value-added services enable us to achieve attractive gross profit margins on our product sales. We have earned a reputation for a high level of product availability, excellent employees, professionalism and high-quality service, including timely, accurate and safe delivery of products.

Our diverse customer base represents a significant portion of the residential and non-residential roofing contractors in most of our markets. Reflecting the overall market for roofing products, we sell the majority of our products to roofing contractors that are involved on a local basis in the replacement, or re-roofing, component of the roofing industry. We utilize a branch-based operating model in which branches maintain local customer relationships but benefit from centralized functions such as information technology, accounting, financial reporting, credit, purchasing, legal and tax services. This allows us to provide customers with specialized products and personalized local services tailored to a geographic region, while benefiting from the resources and scale efficiencies of a national distributor.

We have achieved our growth through a combination of fourteen strategic and complementary acquisitions between 1998 and 2006, opening new branch locations, acquiring branches and broadening our product offering. We have grown from $76.7 million in sales in fiscal year 1998 to $1.5 billion in sales in fiscal year 2006, which represents a compound annual growth rate of 45.0%. Our internal growth, which includes growth from existing and newly opened branches but excludes growth from acquired branches, was 7.0% per annum over the same period. Acquired branches are excluded from internal growth measures until they have been under our ownership for at least four full fiscal quarters at the start of the reporting period. During this eight-year period, we opened nineteen new branch locations and our same

1




store sales increased an average of 3.2% per annum. Same store sales are defined as the aggregate sales from branches open for the entire comparable annual periods within the eight-year period. Income from operations has increased from $5.3 million in fiscal year 1998 to $100.3 million in fiscal year 2006, which represents a compound annual growth rate of 44.4%. We believe that our proven business model will continue to deliver industry-leading growth and operating profit margins.

In fiscal 2006, we had internal growth rates of 14.7% and 38.8% in sales and income from operations, respectively, over fiscal 2005. Fiscal year 2006 had four additional business days as compared to fiscal 2005, which boosted existing market sales by approximately 2.3%. We also opened six new branch locations and acquired sixty-five branches through our acquisitions of SDI Holding, Inc. (“Shelter”), Easton Wholesale Company, Inc. (“Easton”), C & S Roofing Materials, Inc. (“Pacific”), Mississippi Roofing Supply, Inc., Sunbelt Supply, LLC, & Alabama Roofing Supply, LLC (together the “Supply Companies”), Roof Depot, Inc. (“Roof Depot”), and Roofing and Sheet Metal Supply Company of Tulsa, Inc. (“RSM”).

History

Our predecessor, Beacon Sales Company, Inc., was founded in Charlestown, Massachusetts (a suburb of Boston) in 1928. In 1984, when our current Chairman Andrew Logie acquired Beacon Sales Company with other investors, it operated three distribution facilities and generated approximately $16 million in annual revenue. In August 1997, Code, Hennessy & Simmons III, L.P., a Chicago-based private equity fund, and certain members of management, purchased Beacon Sales Company to use it as a platform to acquire leading regional roofing materials distributors throughout the United States and Canada. At the time of the purchase by Code Hennessy and management, Beacon Sales Company operated seven branches in New England and generated approximately $72 million of revenue annually, primarily from the sale of non-residential roofing products. Since 1997, we have made fourteen strategic and complementary acquisitions. Also since 1997, we have opened a total of twenty-four new branches. We have also expanded our product offerings to offer more residential roofing products and complementary exterior building materials and related services. Our strategic acquisitions, branch expansions, and product line extensions have increased the diversity of both our customer base and local market focus and generated cost savings through increased purchasing power and reduced overhead expenses as a percentage of net sales. We completed an initial public offering (“IPO”) and became a public company in September 2004, and completed a secondary stock offering in December 2005.

We were incorporated in Delaware in 1997. Our principal executive offices are located at One Lakeland Park Drive, Peabody, MA 01960 and our telephone number is (978) 535-7668. Our Internet website address is www.beaconroofingsupply.com.

Recent developments

On November 2, 2006, we and our lenders amended our credit facilities. See Capital Resources for a full description.

U.S. Industry Overview

The U.S. roofing market based upon manufacturer sales to distribution and others was estimated to be approximately $10.5 billion in 2003, which is the most recent annual data available to us, and is projected to grow 3.5% annually through 2008 to $12.5 billion. We believe this rate of growth is consistent with the stable long-term growth rates in the industry over the past 40 years.

The U.S. roofing market can be separated into two categories: the residential roofing market and the non-residential roofing market. The residential roofing market accounted for approximately 64% of the total U.S. market by volume in 2003. Through the end of the decade, non-residential roofing construction is expected to grow faster than residential roofing construction.

2




Over 70% of expenditures in the roofing market are for re-roofing projects, with the balance being for new construction. Re-roofing projects are generally considered maintenance and repair expenditures and are less likely than new construction projects to be postponed during periods of recession or slow economic growth. As a result, demand for roofing products is less volatile than overall demand for construction products.

Regional variations in economic activity influence the level of demand for roofing products across the United States. Of particular importance are regional differences in the level of new home construction and renovation, since the residential market for roofing products accounts for approximately 64% of demand. Demographic trends, including population growth and migration, contribute to regional variations in residential demand for roofing products through their influence on regional housing starts and existing home sales.

Roofing distributors

Wholesale distribution is the dominant distribution channel for both residential and nonresidential roofing products. Wholesale roofing product distributors serve the important role of facilitating the purchasing relationships between roofing materials manufacturers and thousands of contractors. Wholesale distributors also maintain localized inventories, extend trade credit, give product advice and provide delivery and logistics services.

Despite some recent consolidation, the roofing materials distribution industry remains highly fragmented. The industry is characterized by a large number of small and local regional participants. As a result of their small size, many of these distributors lack the corporate, operating and IT infrastructure required to compete effectively.

Residential roofing market

Within the residential roofing market, the re-roofing market is more than twice the size of the new roofing market, accounting for over 69% of the residential roofing demand in 2003. Over the next several years, re-roofing demand is expected to continue to exceed new roofing demand, with growth rates nearly double those of new roofing.

Driving this demand for re-roofing is an aging U.S. housing stock. Over one-third of the U.S. housing stock was built prior to 1960, with the median age of U.S. homes being over 30 years. Asphalt shingles, which dominate the residential re-roofing market with a nearly 89% share, have an expected useful life of 15 to 20 years.

A number of factors also generate re-roofing demand, including one-time weather damage (such as Hurricanes Katrina and Rita which increased demand in 2006), improvement expenditures and homeowners looking to upgrade their homes. Sales of existing homes can affect re-roofing demand, as some renovation decisions are made by sellers preparing their houses for sale and others made by new owners within the first year or two of occupancy.

Within the new construction portion of the residential roofing market, housing starts together with larger average roof sizes have supported growth in new residential roofing demand. However, new housing starts declined during 2006 and the pace may continue at the lower levels, decline further or rebound in the future.

Non-residential roofing market

Demand for roofing products used on non-residential buildings is forecast to advance at a faster rate than roofing products used in residential construction, as a result of a continued growth in construction activity in the office, commercial and industrial markets. New non-residential roofing is currently the

3




fastest-growing portion of the U.S. roofing market. Good economic conditions, including a continued positive outlook for business and capital spending, are expected to drive expenditures for non-residential roofing. High-margin metal roofing will play an important role in the increased demand.

Re-roofing projects represent approximately 80% of the total non-residential demand. Re-roofing activity tends to be less cyclical than new construction and depends in part upon the types of materials on existing roofs, their expected lifespan and intervening factors such as wind or water damage.

The non-residential roofing market includes an office and commercial market, an industrial market and an institutional market. Office and commercial roofing projects, the single largest component of the non-residential roofing market at 46.5%, are expected to continue to show gains. Industrial roofing projects, representing 22.5% of non-residential roofing product sales, should also grow. Following a large contraction in non-residential construction from 2000 to 2002, non-residential roofing sales rebounded strongly in recent years.

The institutional market is comprised primarily of healthcare and educational construction activities. This market will continue to benefit from an aging baby boom population that will drive increases in the nation’s healthcare infrastructure, as well as increasing school enrollments that will require new and replacement facilities.

Complementary building products

Demand for complementary building products such as siding, windows and doors for both the residential and non-residential markets also grew in recent years. As in the roofing industry, demand for these products is driven by the repair and remodeling market as well as the new construction market.

These complementary products also significantly contribute to the overall building products market. In 2003, the U.S. siding market was approximately $8.4 billion and the U.S. window and door industry was approximately $25.4 billion. Both of these markets are expected to grow in line with that of the roofing industry over the next several years.

Our Strengths

We believe that our sales and earnings growth has been and will continue to be driven by our primary competitive strengths, which include the following:

·       National scope combined with regional expertise.   We believe we are one of the three largest roofing materials distributors in the United States and Canada. We utilize a branch-based operating model in which branches maintain local customer relationships but benefit from centralized functions such as information technology, accounting, financial reporting, credit, purchasing, legal and tax services. This allows us to provide customers with specialized products and personalized local services tailored to a geographic region, while benefiting from the resources and scale efficiencies of a national distributor.

·       Diversified business model that reduces impact of economic downturns.   We believe that our business is meaningfully protected in an economic downturn because of our high concentration in re-roofing, the mix of our sales between residential and non-residential products, our geographic and customer diversity, and the financial and operational ability we have to expand our business and obtain market share.

·       Superior customer service.   We believe that our high level of customer service and support differentiates us from our competitors. We employ experienced salespeople who provide advice and assistance in properly identifying products for various applications. We also provide services such as safe and timely job site delivery, logistical support and marketing assistance. We believe that the

4




services provided by our employees improve our customers’ efficiency and profitability which, in turn, strengthens our customer relationships.

·       Strong platform for growth and acquisition.   Since 1997, we have consistently increased revenue and operating income at rates well in excess of the growth in the overall roofing materials distribution industry. We have expanded our business through strategic acquisitions, new branch openings, branch acquisitions and the diversification of our product offering. We have successfully acquired companies and significantly improved their financial and operating performance after acquisition.

·       Sophisticated IT platform.   All of our locations, except one region of Shelter which will be converted in January 2007, operate on the same management information systems. We have made a significant investment in our information systems, which we believe are among the most advanced in the roofing distribution industry. These systems provide us with a consistent platform across all of our operations that helps us achieve additional cost reductions, greater operating efficiencies, improved purchasing, pricing and inventory management and a higher level of customer service. Our systems have substantial capacity to handle our future growth without requiring significant additional investment.

·       Industry-leading management team.   We believe that our key personnel, including branch managers, are among the most experienced in the roofing industry. Our executive officers, regional vice presidents and branch managers have an average of over 17 years of roofing industry experience.

·       Extensive product offering and strong supplier relationships.   We have a product offering of up to 10,000 SKUs, representing an extensive assortment of high-quality branded products. We believe that our extensive product offering has been a significant factor in attracting and retaining many of our customers. Because of our significant scale, product expertise and reputation in the markets that we serve, we have established strong ties to the major residential roofing materials manufacturers and are able to achieve substantial volume discounts.

Growth Strategies

Our objective is to become the preferred supplier of roofing and other exterior building product materials in the U.S. and Canadian markets while continuing to increase our revenue base and maximize our profitability. We plan to attain these goals by executing the following strategies:

·       Expand geographically through new branch openings.   Significant opportunities exist to expand our geographic focus by opening additional branches in existing or contiguous regions. Since 1997, we and our acquired companies have successfully entered numerous markets through greenfield expansion. Our strategy with respect to greenfield opportunities is to open branches within: (1) our existing markets; (2) where existing customers have expanded into new regions; and (3) in areas that have limited or no acquisition candidates that are a good fit with our business model. At times, we have acquired small distributors with one to three branches to fill in existing regions.

·       Pursue acquisitions of regional market-leading roofing materials distributors.   Acquisitions are an important component of our growth strategy. We believe that there are significant opportunities to grow our business through disciplined, strategic acquisitions. With only a few large, well-capitalized competitors in the industry, we believe we can continue to build on our distribution platform by successfully acquiring additional roofing materials distributors. Between 1998 and 2006, we successfully integrated fourteen strategic and complementary acquisitions.

·       Expand product and service offerings.   We believe that continuing to increase the breadth of our product line and customer services are effective methods of increasing sales to current customers and attracting new customers. We work closely with customers and suppliers to identify new building products and services, including windows, siding, waterproofing systems, insulation and

5




metal fabrication. In addition, we believe we can expand our business by introducing products that we currently offer in certain of our existing markets into some of our other markets. In particular, we believe that we can expand nonresidential roofing sales in certain of our acquired markets that currently sell mostly residential products.

Products and services

Products

The ability to provide a broad range of products is essential in roofing materials distribution. We carry one of the most extensive arrays of high-quality branded products in the industry, enabling us to deliver products to our customers on a timely basis. Excluding one region of Shelter’s operations that is not yet on our mainframe system, we are able to fulfill approximately 95% of our orders through our in-stock inventory as a result of the breadth and depth of our inventory at our branches. Our product portfolio includes residential and non-residential roofing products as well as complementary building products such as siding, windows and specialty lumber products. Our product lines are designed to primarily meet the requirements of both residential and non-residential roofing contractors.

Product Portfolio

Residential

 

Non-residential

 

Complementary building products

roofing products

 

 

 

roofing products

 

Siding

 

Windows/Doors

Asphalt shingles

 

Single-ply roofing

 

Vinyl siding

 

Vinyl windows

Synthetic slate and tile

 

Asphalt

 

Red, white and yellow

 

Aluminum windows

Clay tile

 

Metal

 

cedar siding

 

Wood windows

Concrete tile

 

Modified bitumen

 

Fiber cement siding

 

Turn-key windows

Slate

 

Built-up roofing

 

Soffits

 

Doors

Nail base insulation

 

Cements and coatings

 

House wraps and vapor

 

 

Metal roofing

 

Insulation—flat stock

 

barriers

 

 

Felt

 

and tapered

 

 

 

 

Wood shingles and

 

Commercial fasteners

 

 

 

 

shakes

 

Metal edges and

 

 

 

 

Nails and fasteners

 

flashings

 

 

 

 

Prefabricated flashings

 

Skylights, smoke vents

 

Other

 

Specialty Lumber

Ridges and soffit vents

 

and roof hatches

 

Waterproofing systems

 

Redwood

Gutters and

 

Sheet metal, including

 

Building insulation

 

Red cedar decking

downspouts

 

copper, aluminum

 

Air barrier systems

 

Mahogany decking

Other accessories

 

and steel

 

Gypsum

 

Pressure treated lumber

 

 

Other accessories

 

 

 

Fire treated plywood

 

 

 

 

 

 

Synthetic decking PVC

 

 

 

 

 

 

trim boards

 

 

 

 

 

 

Millwork

 

 

 

 

 

 

Custom millwork

 

The products that we distribute are supplied by the industry’s leading manufacturers of high-quality roofing materials and related products, such as Alcoa, Carlisle, Certainteed, ElkCorp, EMCO, Firestone, GAF Materials, Johns Manville, Owens Corning and Tamko.

In the residential market, asphalt shingles comprise the largest share of the products we sell. We have also developed a specialty niche in the residential roofing market by distributing products such as high-end shingles, copper gutters and metal roofing products, as well as specialty lumber products for residential applications, including redwood, white and red cedar shingles, red cedar siding, and mahogany and red

6




cedar decking. Additionally, we distribute gutters, downspouts, tools, nails, vinyl siding, windows, decking and related exterior shelter products to meet the needs of our residential roofing customers.

In the non-residential market, single-ply roofing systems comprise the largest share of our products. Our single-ply roofing systems consist primarily of Ethylene Propylene Diene Monomer (synthetic rubber or EPDM) or thermo plastic (TPO) roofing materials and related components. In addition to the broad range of single-ply roofing components, we sell the insulation that is required as part of most non-residential roofing applications. Our insulation products include tapered insulation, which has been a high-growth product line. Our remaining non-residential products include metal roofing and flashings, fasteners, fabrics, coatings, roof drains, modified bitumen, built-up roofing and asphalt.

Services

We emphasize service to our customers. We employ a knowledgeable staff of in-house salespeople. Our sales personnel possess in-depth technical knowledge of roofing materials and applications and are capable of providing advice and assistance to contractors throughout the construction process. In particular, we support our customers with the following value-added services:

·       advice and assistance throughout the construction process, including product identification, specification and technical support;

·       job site delivery, rooftop loading and logistical services;

·       tapered insulation design and layout services;

·       metal fabrication and related metal roofing design and layout services;

·       trade credit; and

·       marketing support, including project leads for contractors.

Customers

Our diverse customer base consists of more than 38,000 contractors, home builders, building owners, and other resellers primarily in the Southeast, Northeast, Central Plains, Midwest, Southwest and Mid-Atlantic regions of the United States, as well as in Eastern Canada. Our typical customer varies by end market, with relatively small contractors in the residential market and small to large-sized contractors in the non-residential market. To a lesser extent, our customer base includes general contractors, retailers and building materials suppliers.

As evidenced by the fact that a significant number of our customers have relied on us or our predecessors as their vendor of choice for decades, we believe that we have strong customer relationships that our competitors cannot easily displace or replicate. No single customer accounts for more than 0.5% of our revenues.

Sales and marketing

Sales strategy

Our sales strategy is to provide a comprehensive array of high-quality products and superior value-added services to residential and non-residential roofing contractors reliably, accurately and on time. Excluding one region of Shelter’s operations not yet on our mainframe system, we fulfill approximately 95% of our warehouse orders through our in-stock inventory as a result of the breadth and depth of our inventory at our local branches. We believe that our focus on providing superior value-added services and our ability to fulfill orders accurately and rapidly enables us to attract and retain customers.

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Sales organization

We have attracted and retained an experienced sales force of more than 900 people who are responsible for generating revenue at the local branch level. The expertise of our salespeople helps us to increase sales to existing customers and add new customers.

Each of our branches is headed by a branch manager, who also functions as the branch’s sales manager. In addition, each branch generally employs up to four outside direct salespeople and up to five inside salespeople who report to their branch manager. Branches that focus on the residential market typically staff larger numbers of outside salespeople.

The primary responsibilities of our outside salespeople are to prospect for new customers and increase sales to existing customers. Our outside salespeople accomplish these objectives by reviewing information from construction reports and other industry news services in search of attractive construction projects in their local markets that are up for bids from contractors. Once a construction project is identified, our outside salespeople contact potential customers in an effort to solicit their interest in participating with us in the project. By seeking a contractor to “partner” with on a bid, we increase the likelihood that the contractor will purchase their roofing materials and related products from us in the event that the contractor is selected for the project.

To complement our outside sales force, we have built a strong and technically proficient inside sales staff. Our inside sales force is responsible for fielding incoming orders, providing pricing quotations and responding to customer inquiries. Our inside sales force provides vital product expertise to our customers.

In addition to our outside and inside sales forces, we represent certain manufacturers for particular manufacturers’ products. Currently, we have developed relationships with Carlisle, Johns Manville, Owens Corning, Soprema and Firestone on this basis. We currently employ fifteen representatives who act as liaisons (on behalf of property owners, architects, specifiers and consultants) between these roofing materials manufacturers and professional contractors.

Marketing

In order to capitalize on the local customer relationships that we have established and benefit from the brands developed by our regional branches, we have maintained the trade names of most of the businesses that we have acquired. These trade names—Alabama Roofing Supply, Beacon Roofing Supply Canada Company, Beacon Sales Company, Best Distributing, Coastal Metals, Dealer’s Choice, Forest, GLACO, Groupe Bedard, JGA Corp., Lafayette Woodworks, Mississippi Roofing Supply, Pacific Supply, Quality Roofing Supply, Roof Depot, Roofing and Sheet Metal of Tulsa, Shelter Distribution, Southern Roof Center, The Roof Center and West End Lumber—are well-known in the local markets in which the respective branches compete and are associated with the provision of high-quality products and customer service.

As a supplement to the efforts of our sales force, each of our branches communicates with residential and non-residential contractors in their local markets through newsletters, direct mail and the Internet. In order to build and strengthen relationships with customers and vendors, we sponsor and promote our own regional trade shows, which feature general business and roofing seminars for our customers and product demonstrations by our vendors. In addition, we attend numerous industry trade shows throughout the regions in which we compete, and we are an active member of the National Roofing Contractors Association, as well as regional contractors’ associations.

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Purchasing and suppliers

Our status as a leader in our core geographic markets, as well as our reputation in the industry, has allowed us to forge strong relationships with numerous manufacturers of roofing materials and related products, including Alcoa, Carlisle, Certainteed, ElkCorp, Firestone, GAF Materials, Johns Manville, Owens Corning, Soprema and Tamko.

We are viewed by our suppliers as a key distributor due to our industry expertise, significant market share in our core geographic markets and the substantial volume of products that we distribute. We have significant relationships with more than 50 suppliers and maintain multiple supplier relationships for each product line.

We manage the procurement of products through our headquarters for the vast majority of the products that we distribute. We believe this enables us to purchase products more economically than most of our competitors. Product is shipped directly by the manufacturers to our branches or customers.

Operations

Facilities

Our network of 155 branches serves metropolitan areas in 31 states and three Canadian provinces. This network has enabled us to effectively and efficiently serve a broad customer base and to achieve a leading market position in each of our core geographic markets.

Operations

Our branch-based model provides each location with a significant amount of autonomy to operate within the parameters of our overall business model. Operations at each branch are tailored to meet the local needs of their customers. Depending on market needs, branches carry from about 1,000 to 10,000 SKUs.

Branch managers are responsible for sales, pricing and staffing activities, and have full operational control of customer service and deliveries. We provide our branch managers with significant incentives that allow them to share in the profitability of their respective branches as well as the company as a whole. Personnel at our corporate operations assist the branches with purchasing, procurement, credit services, information systems support, contract management, accounting and legal services, benefits administration and sales and use tax services.

Distribution/fulfillment process

Our distribution/fulfillment process is initiated upon receiving a request for a contract job order or direct product order from a contractor. Under a contract job order, a contractor typically requests roofing or other construction materials and technical support services. The contractor discusses the project’s requirements with a salesperson and the salesperson provides a price quotation for the package of products and services. Subsequently, the salesperson processes the order and we deliver the products to the customer’s job site.

Fleet

Our distribution infrastructure supports more than 500,000 deliveries annually. To accomplish this, we maintain a dedicated owned fleet of 887 straight trucks, 203 tractors and 410 trailers. Nearly all of our delivery vehicles are equipped with specialized equipment, including 615 truck-mounted forklifts, cranes, hydraulic booms and conveyors, which are necessary to deliver products to rooftop job sites in an efficient and safe manner.

9




Our branches focus on providing materials to customers who are located within a two-hour radius of their respective facilities. We make deliveries five days per week.

Management information systems

We have fully integrated management information systems. Our systems are consistently implemented across all our branches, and acquired businesses are promptly moved to our system upon acquisition. Our systems support every major internal operational function, except payroll, providing complete integration of purchasing, receiving, order processing, shipping, inventory management, sales analysis and accounting. All of our domestic branches, except for one of Shelter’s regions, use the same databases within the system, allowing branches to easily acquire products from other branches or schedule deliveries by other branches, greatly enhancing our customer service. Our system also has a sophisticated pricing matrix which allows us to refine pricing by region, branch, type of customer, customer, or even a specific customer project. In addition, our system allows us to monitor all branch and regional performance centrally. We have centralized many functions to leverage our size, including accounts payable, insurance, employee benefits, vendor relations, and banking. We expect to have the remaining Shelter branches integrated early in fiscal 2007.

All of our branches are connected to our IBM AS400 computer network by secure Internet connections or private data lines. We maintain a second IBM AS400 as a disaster recovery system, and information is backed up to this system throughout each business day. We have the capability of electronically switching our domestic operations to the disaster recovery system.

We have created a financial reporting package that allows us to send branches information they can use to compare branch by branch financial performance, which we believe is essential to operating each branch efficiently and more profitably. We have also developed a benchmarking report which enables us to compare all of our branches’ performance in 12 critical areas.

We can place purchase orders electronically with some of our major vendors. The vendors then transmit their invoices electronically to us. Our system automatically matches these invoices with the related purchase orders and schedules payment. Approximately 40% of our inventory purchases are processed electronically. We have the capability to handle customer processing electronically, although most customers prefer ordering through our sales force.

Government regulations

We are subject to regulation by various federal, state, provincial and local agencies. These agencies include the Environmental Protection Agency, Department of Transportation, Interstate Commerce Commission, Occupational Safety and Health Administration and Department of Labor and Equal Employment Opportunity Commission. We believe we are in compliance in all material respects with existing applicable statutes and regulations affecting environmental issues and our employment, workplace health and workplace safety practices.

Competition

Although we are among the three largest roofing materials distributors in the United States and Canada, the U.S. roofing supply industry is highly competitive. The vast majority of our competition comes from local and regional roofing supply distributors, and, to a much lesser extent, other building supply distributors and “big box” retailers. Among distributors, we compete against a small number of large distributors and many small, local, privately-owned distributors. The principal competitive factors in our business include, but are not limited to, the availability of materials and supplies; technical product knowledge and expertise; advisory or other service capabilities; pricing of products; and availability of

10




credit. We generally compete on the basis of product quality, the quality of our services and, to a lesser extent, price. We compete not only for customers within the roofing supply industry but also for personnel.

Employees

As of September 30, 2006, we had 2,641 employees, consisting of 702 in sales and marketing, 219 in branch management, including supervisors, 1,318 warehouse workers and drivers, and 402 general and administrative personnel.

We believe that our employee relations are good. Fourteen of our employees are represented by a labor union and covered by a collective bargaining agreement.

Order Backlog

Order backlog is not a material aspect of our business and no material portion of our business is subject to government contracts.

Seasonality

In general, sales and net income are highest during our first, third and fourth fiscal quarters, which represent the peak months of construction, especially in our branches in the northeastern U.S. and in Canada. Our sales are substantially lower during the second quarter, when we usually incur net losses. These quarterly fluctuations have diminished as we have diversified into the southern regions of the United States.

Geographic Data

For geographic data about our business, please see Note 16 to our Consolidated Financial Statements included elsewhere in this Form 10-K.

ITEM 1A.        RISK FACTORS

You should carefully consider the risks and uncertainties described below and other information included in this Form 10-K in evaluating us and our business. If any of the events described below occur, our business and financial results could be adversely affected in a material way. This could cause the trading price of our common stock to decline, perhaps significantly.

We may not be able to effectively integrate newly acquired businesses into our operations or achieve expected profitability from our acquisitions.

Our growth strategy includes acquiring other distributors of roofing materials and complementary products. Acquisitions involve numerous risks, including:

·       unforeseen difficulties in integrating operations, technologies, services, accounting and personnel;

·       diversion of financial and management resources from existing operations;

·       unforeseen difficulties related to entering geographic regions where we do not have prior experience;

·       potential loss of key employees;

·       unforeseen liabilities associated with businesses acquired; and

·       inability to generate sufficient revenue to offset acquisition or investment costs.

As a result, if we fail to evaluate and execute acquisitions properly, we might not achieve the anticipated benefits of these acquisitions, and we may incur costs in excess of what we anticipate. These risks may be greater in the case of larger acquisitions.

11




We may not be able to successfully identify acquisition candidates, which would slow our growth rate.

We continually seek additional acquisition candidates in selected markets and from time to time engage in exploratory discussions with potential candidates. If we are not successful in finding attractive acquisition candidates that we can acquire on satisfactory terms, or if we cannot complete acquisitions that we identify, it is unlikely that we will sustain the historical growth rates of our business.

An inability to obtain the products that we distribute could result in lost revenues and reduced margins and damage relationships with customers.

We distribute roofing and other exterior building materials that are manufactured by a number of major suppliers. Although we believe that our relationships with our suppliers are strong and that we would have access to similar products from competing suppliers should products be unavailable from current sources, any disruption in our sources of supply, particularly of the most commonly sold items, could result in a loss of revenues and reduced margins and damage relationships with customers. Supply shortages may occur as a result of unanticipated demand or production or delivery difficulties. When shortages occur, roofing material suppliers often allocate products among distributors.

Loss of key personnel or our inability to attract and retain new qualified personnel could hurt our ability to operate and grow successfully.

Our success is highly dependent upon the services of Robert Buck, our President and Chief Executive Officer, David Grace, our Chief Financial Officer, and historically Andrew Logie, our Chairman of the Board. Our success will continue to depend to a significant extent on our executive officers and key management personnel, including our regional vice presidents. We do not have key man life insurance covering any of our executive officers. We may not be able to retain our executive officers and key personnel or attract additional qualified management. The loss of any of our executive officers or other key management personnel, or our inability to recruit and retain qualified personnel, could hurt our ability to operate and make it difficult to execute our acquisition and internal growth strategies.

A change in vendor rebates could adversely affect our income and gross margins.

The terms on which we purchase product from many of our vendors entitle us to receive a rebate based on the volume of our purchases. These rebates effectively reduce our costs for products. If market conditions change, vendors may adversely change the terms of some or all of these programs. Although these changes would not affect the net recorded costs of product already purchased, it may lower our gross margins on products we sell or income we realize in future periods.

Cyclicality in our business could result in lower revenues and reduced profitability.

We sell a portion of our products for new residential and non-residential construction. The strength of these markets depends on new housing starts and business investment, which are a function of many factors beyond our control, including interest rates, employment levels, availability of credit and consumer confidence. Downturns in the regions and markets we serve could result in lower revenues and, since many of our expenses are fixed, lower profitability. However, new housing starts declined during 2006 and the pace may continue at the lower levels or decline further.

Seasonality in the construction and re-roofing industry generally results in second quarter losses.

Our second quarter is typically adversely affected by winter construction cycles and weather patterns in colder climates as the level of activity in the new construction and re-roofing markets decreases. Because many of our expenses remain relatively fixed throughout the year, we generally record a loss during our second quarter. We expect that these seasonal variations will continue in the future.

12




If we encounter difficulties with our management information systems, we could experience problems with inventory, collections, customer service, cost control and business plan execution.

We believe our management information systems are a competitive advantage in maintaining our leadership position in the roofing distribution industry. If we experience problems with our management information systems, we could experience, among other things, product shortages and/or an increase in accounts receivable. Any failure by us to properly maintain our management information systems could adversely impact our ability to attract and serve customers and could cause us to incur higher operating costs and experience delays in the execution of our business plan.

An impairment of goodwill and/or other intangible assets could reduce net income.

Acquisitions frequently result in the recording of goodwill and other intangible assets. At September 30, 2006, goodwill represented approximately 35% of our total assets. Goodwill is no longer amortized and is subject to impairment testing at least annually using a fair-value based approach. The identification and measurement of goodwill impairment involves the estimation of the fair value of our single reporting unit. Our accounting for impairment contains uncertainty because management must use judgment in determining appropriate assumptions to be used in the measurement of fair value. We determine fair value using a market approach to value our business.

We evaluate the recoverability of goodwill for impairment in between our annual tests when events or changes in circumstances indicate that the carrying amount of goodwill may not be recoverable. Any impairment of goodwill will reduce net income in the period in which the impairment is recognized.

We might need to raise additional capital, which may not be available, thus limiting our growth prospects.

We may require additional equity or further debt financing in order to consummate an acquisition or for additional working capital for expansion or if we suffer losses. In the event additional equity or debt financing is unavailable to us, we may be unable to expand or make acquisitions and our stock price may decline as a result of the perception that we have more limited growth prospects.

ITEM 1B.       UNRESOLVED STAFF COMMENTS

None.

ITEM 2.                PROPERTIES

We lease 159 facilities, including our headquarters and other support facilities, throughout the United States and Eastern Canada. These leased facilities range in size from 2,000 square feet to 138,716 square feet. We sublet three facilities. In addition, we own eleven sales/warehouse facilities located in Manchester, New Hampshire; Reading, Pennsylvania; Montreal, Quebec; Sainte-Foy, Quebec; Delson, Quebec; Salisbury, Maryland; Hartford, Connecticut; Cranston, Rhode Island; Lancaster, Pennsylvania; Jacksonville, Florida and Easton, Maryland. These owned facilities range in size from 11,500 square feet to 48,900 square feet. All of the owned facilities are mortgaged to our senior lenders. We believe that our properties are in good operating condition and adequately serve our current business operations.

13




As of December 1, 2006, our 155 branches and 15 other facilities, including one branch in Texas not yet opened, were located in the following states and provinces:

State

 

 

 

Number of
Branches

 

Other

 

Alabama

 

 

4

 

 

 

 

 

 

Arkansas

 

 

4

 

 

 

 

 

 

California

 

 

4

 

 

 

 

 

 

Connecticut

 

 

2

 

 

 

1

 

 

Delaware

 

 

2

 

 

 

 

 

 

Florida

 

 

2

 

 

 

 

 

 

Georgia

 

 

7

 

 

 

1

 

 

Illinois

 

 

5

 

 

 

 

 

 

Indiana

 

 

6

 

 

 

 

 

 

Iowa

 

 

1

 

 

 

 

 

 

Kansas

 

 

3

 

 

 

 

 

 

Kentucky

 

 

5

 

 

 

1

 

 

Louisiana

 

 

4

 

 

 

4

 

 

Maine

 

 

1

 

 

 

 

 

 

Maryland

 

 

13

 

 

 

2

 

 

Massachusetts

 

 

9

 

 

 

 

 

 

Michigan

 

 

2

 

 

 

 

 

 

Minnesota

 

 

2

 

 

 

 

 

 

Mississippi

 

 

2

 

 

 

 

 

 

Missouri

 

 

6

 

 

 

 

 

 

Nebraska

 

 

3

 

 

 

 

 

 

New Hampshire

 

 

1

 

 

 

 

 

 

North Carolina

 

 

11

 

 

 

 

 

 

Oklahoma

 

 

3

 

 

 

 

 

 

Pennsylvania

 

 

10

 

 

 

 

 

 

Rhode Island

 

 

1

 

 

 

 

 

 

South Carolina

 

 

3

 

 

 

 

 

 

Tennessee

 

 

3

 

 

 

 

 

 

Texas

 

 

18

 

 

 

3

 

 

Vermont

 

 

1

 

 

 

 

 

 

Virginia

 

 

9

 

 

 

2

 

 

Subtotal—U.S.

 

 

147

 

 

 

14

 

 

Canadian Provinces

 

 

 

 

 

 

 

 

 

Manitoba

 

 

1

 

 

 

 

 

 

Ontario

 

 

3

 

 

 

 

 

 

Quebec

 

 

4

 

 

 

1

 

 

Subtotal—Canada

 

 

8

 

 

 

1

 

 

Total

 

 

155

 

 

 

15

 

 

 

ITEM 3.                LEGAL PROCEEDINGS

From time to time, we are involved in lawsuits that are brought against us in the normal course of business. We are not currently a party to any legal proceedings that would be expected, either individually or in the aggregate, to have a material adverse effect on our business or financial condition.

ITEM 4.                SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS

No matters were submitted to a vote of our security holders during the fourth quarter of the year ended September 30, 2006.

14




PART II

ITEM 5.                MARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES

Our common stock trades on The NASDAQ Global Select Market under the symbol “BECN”. The following table lists quarterly information on the price range of our common stock based on the high and low reported sale prices for our common stock as reported by NASDAQ for the periods indicated below, adjusted for the June 2006 three-for-two stock split.

 

 

High

 

Low

 

Year ended September 24, 2005:

 

 

 

 

 

First quarter

 

$

14.43

 

$

10.50

 

Second quarter

 

$

15.46

 

$

12.51

 

Third quarter

 

$

19.59

 

$

14.01

 

Fourth quarter

 

$

22.37

 

$

16.17

 

Year ended September 30, 2006:

 

 

 

 

 

First quarter

 

$

22.16

 

$

17.07

 

Second quarter

 

$

27.62

 

$

18.54

 

Third quarter

 

$

28.97

 

$

20.26

 

Fourth quarter

 

$

22.73

 

$

16.00

 

 

There were 39 holders of record of our common stock as of December 1, 2006.

Purchases of Equity Securities by the Issuer and Affiliated Purchasers

No purchases of our equity securities were made by us or affiliated purchasers during the fourth quarter of the year ended September 30, 2006.

Recent Sales of Unregistered Securities

None.

Dividends

We have not paid cash dividends on our common stock and do not anticipate paying dividends in the foreseeable future. Our board of directors currently intends to retain any future earnings for reinvestment in our business. Our revolving credit facilities currently prohibit the payment of dividends without the prior written consent of our lender. Any future determination to pay dividends will be at the discretion of our board of directors and will be dependent upon our results of operations and cash flows, our financial position and capital requirements, general business conditions, legal, tax, regulatory and any contractual restrictions on the payment of dividends, and any other factors our board of directors deems relevant.

ITEM 6.                SELECTED FINANCIAL DATA

You should read the following selected financial information together with our financial statements and related notes and “Management’s discussion and analysis of financial condition and results of operations” also included in this Form 10-K. We have derived the statement of operations data for the years ended September 30, 2006, September 24, 2005 and September 25, 2004, and the balance sheet information at September 30, 2006 and September 24, 2005, from our audited financial statements included in this Form 10-K. We have derived the statements of operations data for the years ended September 27, 2003 and September 28, 2002, and the balance sheet data at September 25, 2004,

15




September 27, 2003 and September 28, 2002, from our audited financial statements not included in this Form 10-K. Certain prior-year amounts have been reclassified to conform to the current year presentation.

 

 

Fiscal year ended

 

 

 

September 30,
2006
(53 weeks)

 

September 24,
2005

 

September 25,
2004

 

September 27,
2003

 

September 28,
2002

 

Statement of operations data:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Net sales

 

 

$

1,500,637

 

 

 

$

850,928

 

 

 

$

652,909

 

 

 

$

559,540

 

 

 

$

549,873

 

 

Cost of products sold

 

 

1,136,500

 

 

 

643,733

 

 

 

487,200

 

 

 

418,662

 

 

 

413,925

 

 

Gross profit

 

 

364,137

 

 

 

207,195

 

 

 

165,709

 

 

 

140,878

 

 

 

135,948

 

 

Operating expenses (includes stock-based compensation expense of $3,222, $690, $10,299 and $522 for the years ended 2006, 2005, 2004 and 2002 respectively)

 

 

263,836

 

 

 

146,476

 

 

 

131,037

 

 

 

109,586

 

 

 

106,520

 

 

Income from operations

 

 

100,301

 

 

 

60,719

 

 

 

34,672

 

 

 

31,292

 

 

 

29,428

 

 

Interest expense

 

 

(19,461

)

 

 

(4,911

)

 

 

(11,621

)

 

 

(14,052

)

 

 

(15,308

)

 

Change in value of warrant derivatives(1)

 

 

 

 

 

 

 

 

(24,992

)

 

 

(2,614

)

 

 

(2,756

)

 

Loss on early retirement of debt

 

 

 

 

 

(915

)

 

 

(3,285

)

 

 

 

 

 

 

 

Income taxes

 

 

(31,529

)

 

 

(21,976

)

 

 

(10,129

)

 

 

(7,521

)

 

 

(6,153

)

 

Net income (loss)

 

 

$

49,311

 

 

 

$

32,917

 

 

 

$

(15,355

)

 

 

$

7,105

 

 

 

$

5,211

 

 

Net income (loss) per share

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Basic

 

 

$

1.15

 

 

 

$

0.83

 

 

 

$

(0.57

)

 

 

$

0.27

 

 

 

$

0.20

 

 

Diluted

 

 

$

1.12

 

 

 

$

0.80

 

 

 

$

(0.57

)

 

 

$

0.26

 

 

 

$

0.19

 

 

Weighted average shares outstanding

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Basic

 

 

42,903,279

 

 

 

39,716,933

 

 

 

26,857,805

 

 

 

26,762,964

 

 

 

26,546,226

 

 

Diluted

 

 

44,044,769

 

 

 

41,118,944

 

 

 

26,857,805

 

 

 

27,345,683

 

 

 

26,837,510

 

 

Other financial and operating data:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Depreciation and amortization

 

 

$

23,792

 

 

 

$

8,748

 

 

 

$

6,922

 

 

 

$

6,047

 

 

 

$

5,851

 

 

Capital expenditures (excluding acquisitions)

 

 

$

19,063

 

 

 

$

10,811

 

 

 

$

5,127

 

 

 

$

4,978

 

 

 

$

4,538

 

 

Number of locations

 

 

155

 

 

 

84

 

 

 

67

 

 

 

65

 

 

 

62

 

 


(1)           The change in value of warrant derivatives represented changes in the fair market value of certain warrants previously issued in connection with debt financings that were redeemed on September 28, 2004.

16




 

 

 

September 30,

 

September 24,

 

September 25,

 

September 27,

 

September 28,

 

 

 

2006

 

2005

 

2004

 

2003

 

2002

 

Balance sheet data:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Cash

 

 

$

1,847

 

 

 

$

 

 

 

$

 

 

 

$

64

 

 

 

$

69

 

 

Total assets

 

 

$

839,890

 

 

 

$

386,987

 

 

 

$

301,498

 

 

 

$

275,708

 

 

 

$

257,932

 

 

Current debt and warrant derivative liability:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Cash overdraft

 

 

$

 

 

 

$

6,107

 

 

 

$

3,694

 

 

 

$

 

 

 

$

 

 

Borrowings under revolving lines of credit

 

 

 

 

 

 

 

 

44,592

 

 

 

59,831

 

 

 

65,901

 

 

Warrant derivative liabilities

 

 

 

 

 

 

 

 

34,335

 

 

 

3,683

 

 

 

2,953

 

 

Current portions of long-term debt and equipment financing

 

 

6,657

 

 

 

6,348

 

 

 

6,152

 

 

 

9,200

 

 

 

12,292

 

 

 

 

 

$

6,657

 

 

 

$

12,455

 

 

 

$

88,773

 

 

 

$

72,714

 

 

 

$

81,146

 

 

Long-term debt, net of current portions:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Borrowings under revolving lines of credit

 

 

$

229,752

 

 

 

$

63,769

 

 

 

$

 

 

 

$

 

 

 

$

 

 

Senior notes payable and other obligations

 

 

69,282

 

 

 

20,156

 

 

 

22,660

 

 

 

149

 

 

 

7,424

 

 

Junior subordinated notes
payable

 

 

 

 

 

 

 

 

17,071

 

 

 

35,171

 

 

 

32,436

 

 

Subordinated notes payable to related parties and notes payable to stockholders

 

 

 

 

 

 

 

 

29,442

 

 

 

27,087

 

 

 

25,041

 

 

Equipment financing and other

 

 

10,610

 

 

 

1,668

 

 

 

976

 

 

 

497

 

 

 

 

 

 

 

 

$

309,644

 

 

 

$

85,593

 

 

 

$

70,149

 

 

 

$

62,904

 

 

 

$

64,901

 

 

Warrant derivative liabilities-long-term

 

 

$

 

 

 

$

 

 

 

$

 

 

 

$

8,243

 

 

 

$

6,359

 

 

Stockholders’ equity

 

 

$

291,169

 

 

 

$

178,745

 

 

 

$

38,245

 

 

 

$

41,766

 

 

 

$

32,290

 

 

 

17




ITEM 7.                MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

The following discussion should be read in conjunction with our consolidated financial statements and related notes and other financial information appearing elsewhere in this Form 10-K. In addition to historical information, the following discussion and other parts of this Form 10-K contain forward-looking information that involves risks and uncertainties. Our actual results could differ materially from those anticipated by this forward-looking information due to the factors discussed under “Risk factors,” “Forward-looking statements” and elsewhere in this Form 10-K. Certain tabular information will not foot due to rounding.

Overview

We are one of the largest distributors of residential and non-residential roofing materials in the United States and Canada. We are also a distributor of other building materials, including siding, windows, specialty lumber products and waterproofing systems for residential and nonresidential building exteriors. We purchase products from a large number of manufacturers and then distribute these goods to a customer base consisting of contractors and, to a lesser extent, general contractors, retailers and building material suppliers.

We carry up to 10,000 SKUs through 155 branches in the United States and Canada. In fiscal year 2006, approximately 93% of our net sales were in the United States. We stock one of the most extensive assortments of high-quality branded products in the industry, enabling us to deliver products to our customers on a timely basis.

Execution of the operating plan at each of our branches drives our financial results. Revenues are impacted by the relative strength of the residential and non-residential roofing markets we serve. We allow each of our branches to develop its own marketing plan and mix of products based upon its local market. We differentiate ourselves from the competition by providing customer services, including job site delivery, tapered insulation layouts and design and metal fabrication, and by providing credit. We consider customer relations and our employees’ knowledge of roofing and exterior building materials to be important to our ability to increase customer loyalty and maintain customer satisfaction. We invest significant resources in training our employees in sales techniques, management skills and product knowledge. While we consider these attributes important drivers of our business, we continually pay close attention to controlling operating costs.

Our growth strategy includes both internal growth (opening branches, growing sales with existing customers, adding new customers and introducing new products) and acquisition growth. Our main acquisition strategy is to target market leaders in geographic areas that we presently do not serve. Our October 2005 acquisition of Shelter and December 2004 acquisition of JGA are examples of this approach. Shelter is a leading distributor of roofing and other building materials which had 51 branches at the time of the acquisition in the Midwest, Central Plains and Southwest, with minimal branch overlap with our existing operations. JGA is a leading Southeast distributor of roofing and other building materials, currently with fifteen branches in Georgia, Florida, Alabama and Mississippi. We also have acquired smaller companies to supplement branch openings within an existing region. Our April 2005 acquisition of Insulation Systems, Inc. of Virginia (“ISI”), which we integrated into our region in the Carolinas, is an example of such an acquisition.

18




General

We sell all materials necessary to install, replace and repair residential and non-residential roofs, including:

·       shingles;

·       single-ply roofing;

·       metal roofing and accessories;

·       modified bitumen;

·       built up roofing;

·       insulation;

·       slate and tile;

·       fasteners, coatings and cements; and

·       other roofing accessories.

We also sell complementary building products such as:

·       vinyl siding;

·       doors, windows and millwork;

·       wood and fiber cement siding;

·       residential insulation; and

·       waterproofing systems.

The following is a summary of our net sales by product group for the last three full fiscal years:

 

 

Year Ended

 

 

 

September 30, 2006

 

September 24, 2005

 

September 25, 2004

 

 

 

Net Sales

 

Mix

 

Net Sales

 

Mix

 

Net Sales

 

Mix

 

Residential roofing products

 

$

731,704

 

48.8

%

$

346,293

 

40.7

%

$

268,780

 

41.2

%

Non-residential roofing products

 

448,042

 

29.9

%

305,604

 

35.9

%

223,233

 

34.2

%

Complementary building products

 

320,891

 

21.4

%

199,031

 

23.4

%

160,896

 

24.6

%

 

 

$

1,500,637

 

100.0

%

$

850,928

 

100.0

%

$

652,909

 

100.0

%

 

We have over 38,000 customers, none of which represents more than 0.5% of our net sales. Many of our customers are small to mid-size contractors with relatively limited capital resources. We maintain strict credit approval and review policies, which in the past has helped to keep losses from customer receivables within our expectations. For the past six years, write-offs for doubtful accounts have averaged less than 0.3% of net sales.

Our expenses consist primarily of the cost of products purchased for resale, labor, fleet, occupancy, and selling and administrative expenses. We compete for business and may respond to competitive pressures by lowering prices in order to maintain our market share.

19




Since 1997, we have made fourteen strategic and complementary acquisitions and opened 24 new branches. We opened three branches in 2004, six branches in 2005 and six branches in 2006. When we open a new branch, we transfer a certain level of existing business from an existing branch to the new branch. This allows the new branch to commence with a base business and also allows the existing branch to target other growth opportunities.

In managing our business, we consider all growth, including the opening of new branches, to be internal growth unless it is a result of an acquisition. In our management’s discussion and analysis of financial condition and results of operations, when we refer to growth in existing markets, we include growth from existing and newly-opened branches but exclude growth from acquired branches until they have been under our ownership for at least four full fiscal quarters at the start of the reporting period. During 2004, 2005 and 2006, our internal sales growth was 16.7%, 15.7% and 14.7%, respectively.

We use a 52/53 week fiscal year ending on the last Saturday of September. Our fiscal years ended September 25, 2004 (“2004”) and September 24, 2005 (“2005”) contained 52 weeks, while the fiscal year ended September 30, 2006 (“2006”) contained 53 weeks.

Results of operations

The following discussion compares our results of operations for 2006, 2005 and 2004.

The following table shows, for the periods indicated, information derived from our consolidated statements of operations expressed as a percentage of net sales for the period presented.

 

 

Year ended

 

 

 

September 30,

 

September 24,

 

September 25,

 

 

 

2006

 

2005

 

2004

 

Net sales

 

 

100.0

%

 

 

100.0

%

 

 

100.0

%

 

Cost of products sold

 

 

75.7

 

 

 

75.7

 

 

 

74.6

 

 

Gross profit

 

 

24.3

 

 

 

24.3

 

 

 

25.4

 

 

Operating expenses

 

 

17.6

 

 

 

17.2

 

 

 

20.1

 

 

Income from operations

 

 

6.7

 

 

 

7.1

 

 

 

5.3

 

 

Interest expense

 

 

(1.3

)

 

 

(0.5

)

 

 

(1.8

)

 

Change in value of warrant derivatives

 

 

 

 

 

 

 

 

(3.8

)

 

Loss on early retirement of debt

 

 

 

 

 

(0.1

)

 

 

(0.5

)

 

Income (loss) before income taxes

 

 

5.4

 

 

 

6.5

 

 

 

(0.8

)

 

Income taxes

 

 

(2.1

)

 

 

(2.6

)

 

 

(1.6

)

 

Net income (loss)

 

 

3.3

%

 

 

3.9

%

 

 

(2.4

)%

 

 

20




2006 compared to 2005

The following table shows a summary of our results of operations for 2006 and 2005, broken down by existing markets and acquired markets.

For the Fiscal Years Ended

 

 

Existing Markets

 

Acquired Markets

 

Consolidated

 

 

 

2006

 

2005

 

2006

 

2005

 

2006

 

2005

 

 

 

(in thousands)

 

Net sales

 

$

866,759

 

$

755,502

 

$

633,878

 

$

95,426

 

$

1,500,637

 

$

850,928

 

Gross profit

 

220,253

 

191,253

 

143,884

 

15,942

 

364,137

 

207,195

 

Gross margin

 

25.4

%

25.3

%

22.7

%

16.7

%

24.3

%

24.3

%

Operating expenses

 

140,001

 

133,438

 

123,835

 

13,038

 

263,836

 

146,476

 

Operating expenses as a % of net sales

 

16.1

%

17.7

%

19.5

%

13.7

%

17.6

%

17.2

%

Operating income

 

80,252

 

$

57,815

 

20,049

 

$

2,904

 

100,301

 

60,719

 

Operating margin

 

9.3

%

7.7

%

3.2

%

3.0

%

6.7

%

7.1

%

 

Net Sales

Consolidated net sales increased $649.7 million, or 76.4%, to $1,500.6 million in 2006 from $850.9 million in 2005. Existing markets saw internal growth of $111.3 million, or 14.7%, while our 2006 acquisitions contributed the remaining increase. During 2006, we added 65 branches through acquisitions and opened six new branches. In addition, there were four additional business days in 2006, which boosted annual existing market sales by approximately 2.3%. Our acquired markets increased sales by $538.4 million over 2005 and had overall product group sales of $378.4, $132.2 and $123.3 million in residential roofing products, non-residential roofing products, and complementary building products, respectively. A portion of the acquired and existing markets’ business benefited from the Gulf Coast rebuilding that occurred following Hurricanes Katrina and Rita. The product group sales for our existing markets were as follows:

 

 

2006

 

2005

 

 

 

 

 

 

 

Net Sales

 

Mix

 

Net Sales

 

Mix

 

Growth

 

 

 

(dollars in millions)

 

Residential roofing products

 

 

$

353.4

 

 

40.8

%

 

$

292.9

 

 

38.8

%

$

60.5

 

20.7

%

Non-residential roofing products

 

 

315.8

 

 

36.4

%

 

284.1

 

 

37.6

%

31.7

 

11.2

 

Complementary building products

 

 

197.6

 

 

22.8

%

 

178.5

 

 

23.6

%

19.1

 

10.7

 

 

 

 

$

866.8

 

 

100.0

%

 

$

755.5

 

 

100.0

%

$

111.3

 

14.7

%

 

Our existing market growth was due primarily to the following factors:

·       strong residential roofing demand,

·       continued penetration into complementary building products markets,

·       a robust non-residential market, including the impact of large price increases,

·       continued home re-modeling demand,

·       opening of 6 greenfield branches, and

·       overall estimated price increases of approximately 5% to 7%.

21




Our first quarter of fiscal year 2007 (“2007”) has five fewer business days than the first quarter of 2006. In addition, since our year-end date, we have experienced a slowdown in the sales growth in some of our existing and acquired markets. After adjusting for the fewer days, our internal sales growth for the first quarter of 2007 through November 30, 2006 showed a slight increase in comparison to 2006, considering that there has been no price inflation. We attribute some of this slowdown to the general slowing of construction activities and some to the fact that sales during the first quarter of 2006 were unusually strong, partly as a result of the extensive re-roofing and reconstruction activities in some of our markets following Hurricanes Katrina and Rita.

Gross Profit

 

 

2006

 

2005

 

Change

 

 

 

(dollars in millions)

 

Gross profit

 

$

364.1

 

$

207.2

 

$

156.9

 

 

 

75.7

%

Gross margin

 

24.3

%

24.3

%

 

 

 

 

 

 

Our overall gross profit increased $156.9 million while our overall gross margin was consistent at 24.3%. Our existing markets’ gross profit growth of 15.2% contributed $29.0 million to the total gross profit increase while our acquired markets accounted for the remaining $127.9 million of the increase. Existing markets’ gross margin was 25.4% in 2006 compared to 25.3% in 2005, due mainly to the increase in residential roofing sales as a percentage of total sales in existing markets, which generally have higher gross margins than non-residential roofing sales. Our acquired markets had an overall lower gross margin than our existing markets in 2006, including some unfavorable physical inventory adjustments, which negatively impacted our overall gross margin.

Operating Expenses

 

 

2006

 

2005

 

Change

 

 

 

(dollars in millions)

 

Operating expenses

 

$

263.8

 

$

146.5

 

$

117.3

 

 

 

80.1

%

Operating expenses as a % of sales

 

17.6

%

17.2

%

 

 

0.4

%

 

 

 

Operating expenses increased $117.3 million or 80.1% to $263.8 million in 2006 from $146.5 million in 2005. Our acquired markets contributed $110.7 million of this increase while existing markets’ operating expenses increased $6.6 million or 4.9%. The existing markets’ operating expense increase was due primarily to increased payroll and related costs of $7.4 million, or 9.3%. Much of the increase in payroll costs was driven by our increased sales volume. We also hired additional personnel during 2006 to assist with our substantial growth, including additional corporate staff and trainees for future expansion. We adopted Statement of Financial Accounting Standards (“SFAS”) 123R, Share-Based Payments, in 2006 and incurred $3.2 million in stock-based compensation associated with stock options as compared to $0.7 million in 2005. We experienced a decrease of $1.4 million in professional fees in 2006, as 2005 included the costs associated with the implementation of Sarbanes-Oxley Section 404. In 2006, we used more internal resources for our Sarbanes-Oxley Section 404 compliance compared to 2005. Our bad debts in existing markets decreased $1.5 million as the quality of our accounts receivable improved due to the robust roofing market and improved collection processes and procedures. Most other expenses increased commensurate with our existing markets’ growth, including the six new branches.

Operating expenses increased as a percentage of net sales to 17.6% in 2006 from 17.2% in 2005, primarily due to our acquired markets’ higher operating expenses as a percentage of net sales, including amortization expense that increased approximately $8.5 million. The higher amortization expense primarily resulted from the amortization of the intangible assets recorded for acquired companies’ customer relationships. That impact was partially offset by leveraging our existing markets’ fixed costs over increased net sales.

22




Interest Expense

Interest expense increased $14.6 million to $19.5 million in 2006 from $4.9 million in 2005. This increase was due primarily to the fact that we financed most of the $336.3 million cost of our 2006 acquisitions with additional debt, partially offset by our net equity offering proceeds of $51.6 million in December 2005. To a lesser extent, interest expense also increased due to higher interest rates.

Income Taxes

Income tax expense increased to $31.5 million in 2006 from $22.0 million in 2005. Our 2006 effective income tax rate was 39.0%, compared to our 2005 effective income tax rate of 40.0%. The slight rate decrease was primarily due to the 2006 reversal of $1.1 million of previously accrued income taxes related to previously filed tax returns. We expect our future effective income tax rate to fluctuate around 40.0%, depending primarily upon the results of our operations in Canada and in the various states in which we operate.

2005 compared to 2004

The following table shows a summary of our results of operations for 2005 and 2004, broken down by existing markets and acquired markets.

For the Fiscal Years Ended

 

 

Existing Markets

 

Acquired Markets

 

Consolidated

 

 

 

2005

 

2004

 

2005

 

2004

 

2005

 

2004

 

 

 

(in thousands)

 

Net sales

 

$

755,502

 

$

652,909

 

$

95,426

 

 

$

 

 

$

850,928

 

$

652,909

 

Gross profit

 

191,253

 

165,709

 

15,942

 

 

 

 

207,195

 

165,709

 

Gross margin

 

25.3

%

25.4

%

16.7

%

 

 

 

 

24.3

%

25.4

%

Operating expenses

 

133,438

 

131,037

 

13,038

 

 

 

 

146,476

 

131,037

 

Operating expenses as a % of net sales

 

17.7

%

20.1

%

13.7

%

 

 

 

 

17.2

%

20.1

%

Operating income

 

$

57,815

 

$

34,672

 

$

2,904

 

 

 

 

$

60,719

 

$

34,672

 

Operating margin

 

7.7

%

5.3

%

3.0

%

 

 

 

 

7.1

%

5.3

%

 

Net Sales

Consolidated net sales increased $198.0 million, or 30.3%, to $850.9 million in 2005 from $652.9 million in 2004. Existing markets saw internal growth of $102.6 million, or 15.7%, while JGA Corp (“JGA”), Insulation Systems, Inc. of Virginia (“ISI”) and Commercial Supply, Inc. (“CSI”) contributed the remaining increase. During 2005, we acquired a combined 11 branches from JGA, ISI and CSI and opened six new branches. JGA, ISI and CSI had combined product group sales of $53.4, $21.5 and $20.5 million in residential roofing products, non-residential roofing products, and complementary building products, respectively, while the product group sales for our existing markets were as follows:

 

 

2005

 

2004

 

 

 

 

 

 

 

Net Sales

 

Mix

 

Net Sales

 

Mix

 

Growth

 

 

 

(dollars in millions)

 

Residential roofing products

 

 

$

292.9

 

 

38.8

%

 

$

268.8

 

 

41.2

%

$

24.1

 

9.0

%

Non-residential roofing products

 

 

284.1

 

 

37.6

 

 

223.2

 

 

34.2

 

60.9

 

27.3

 

Complementary building products

 

 

178.5

 

 

23.6

 

 

160.9

 

 

24.6

 

17.6

 

10.9

 

 

 

 

$

755.5

 

 

100.0

%

 

$

652.9

 

 

100.0

%

$

102.6

 

15.7

%


Note: Certain prior-year amounts have been reclassified to confirm to the current-year presentation.

23




Our existing market growth increased due primarily to the following factors:

·       strong residential roofing demand,

·       continued penetration into complementary building products markets,

·       a robust non-residential market, including the impact of large price increases,

·       continued home re-modeling demand,

·       opening of 6 greenfield branches, and

·       overall estimated price increases of approximately 5% to 7%.

Gross Profit

 

 

2005

 

2004

 

Change

 

 

 

(dollars in millions)

 

Gross profit

 

$

207.2

 

$

165.7

 

 

$

41.5

 

 

 

 

25.0

%

Gross margin

 

24.3

%

25.4

%

 

 

 

 

(1.1

)%

 

 

 

Our overall gross profit increased $41.5 million while our overall gross margin declined from 25.4% to 24.3%. Our existing markets’ gross profit growth of 15.4% contributed $25.6 million to the total gross profit increase while JGA, ISI and CSI accounted for the remaining $15.9 million of the increase. Existing markets’ gross margin was 25.3% in 2005 compared to 25.4% in 2004, due mainly to the large increase in non-residential roofing sales, which in general have lower gross margins than our other product groups, partly offset by an increase in the gross margin rate realized on those non-residential sales. Due to their product mix, JGA and ISI have lower gross margins than our existing markets, which have further lowered our overall gross margin.

Operating Expenses

 

 

2005

 

2004

 

Change

 

 

 

(dollars in millions)

 

Operating expenses

 

$

146.5

 

$

131.0

 

 

$

15.5

 

 

 

 

11.8

%

Operating expenses as a % of sales

 

17.2

%

20.1

%

 

 

 

 

(2.9

)%

 

 

 

Operating expenses increased $15.5 million or 11.8% to $146.5 million in 2005 from $131.0 million in 2004. JGA, ISI and CSI contributed $13.1 million of this increase while existing markets’ operating expenses increased $2.4 million or 1.8%. Excluding the net change of $9.6 million in stock-based compensation, the existing markets’ operating expense increase was $12.0 million, which was due primarily to increased payroll and related costs of $6.9 million, or 9.5%. Much of the increase in payroll costs was driven by our increased sales volume and, to a lesser extent, by an increase in the cost of health insurance benefits. We have also hired additional personnel for public-company reporting and trainees for future expansion. We also experienced an increase of $1.9 million in professional fees in 2005, as we incurred additional public-company costs and continued with our Sarbanes-Oxley Section 404 compliance project. Existing markets’ warehouse expenses, excluding depreciation, increased by $1.7 million or 13.1%, which reflects the addition of six new branches. Depreciation expense increased by $1.0 million.

Selling, general and administrative expenses, which excludes stock compensation expense, decreased as a percentage of net sales to 17.1% in 2005 from 18.5% in 2004, primarily due to leveraging our fixed costs over our increased net sales and JGA’s and ISI’s lower operating expenses as a percentage of net sales. We expect to continue to incur additional administrative costs as a public company in the future, including additional costs associated with compliance with the Sarbanes-Oxley Act.

24




We incurred $0.7 million in stock-based compensation related to the remaining vesting of options in 2005 as compared to $10.3 million in 2004. The prior-year charge related to the termination of our rights to repurchase certain securities from our employees at the lower of cost or fair value and, to a lesser extent, the vesting of options and stock issued to certain employees below fair market value prior to the IPO.

Interest Expense

Interest expense decreased $6.7 million to $4.9 million in 2005 from $11.6 million in 2004. Although interest rates increased and we acquired JGA, ISI and CSI through borrowings under our line of credit, our debt level remains substantially below 2004 levels due primarily to the IPO, resulting in a significant reduction in interest expense.

Change in Value of Warrant Derivatives

The prior-year charge of $25.0 million for the change in the value of warrant derivatives was associated with warrant derivatives settled in connection with our IPO and was due to the effect of the increase in the fair market value of our common stock during 2004.

Loss on Early Retirement of Debt

On September 28, 2004, we used a portion of the proceeds from our IPO to pay off the remaining junior subordinated notes. In connection with the associated early retirement of debt, we recorded a $0.9 million loss in the first quarter of 2005. In March 2004, we refinanced our credit facilities and used a portion of the proceeds to pay off a portion of our junior subordinated notes. In connection with the associated early retirement of that debt, we recorded a $3.3 million loss in the second quarter of 2004.

Income Taxes

Income tax expense increased to $22.0 million in 2005 from $10.1 million in 2004. Our 2005 effective income tax rate was 40.0%, compared to our 2004 effective income tax rate of 45.0% prior to the impact of the non-deductible warrant derivatives charge. The decrease is due to the strong earnings from our Canadian subsidiary, which will enable us to use a more favorable tax credit for foreign taxes as compared to using a deduction for such foreign taxes in 2004. In addition, due to the strong earnings throughout our domestic regions and having no unusable losses in any state, we experienced a drop in our overall effective state income tax rate in 2005.

Seasonality and quarterly fluctuations

In general, sales and net income are highest during our first, third and fourth fiscal quarters, which represent the peak months of construction and reroofing, especially in our northeastern U.S. and Canada regions. Our sales are substantially lower during the second quarter, when we usually incur net losses. These quarterly fluctuations have diminished as we have diversified into the southern regions of the United States.

We generally experience an increase of inventory, accounts receivable and accounts payable during the first, third and fourth quarters of the year as a result of seasonality. Our borrowings generally peak during the third quarter, primarily because dated accounts payable offered by our suppliers typically are payable in April, May and June, while our peak accounts receivable collections typically occur from June through November.

We also usually experience a slowing of collections of our accounts receivable during our second quarter, mainly due to the inability of our customers to conduct their businesses effectively in inclement weather. We continue to attempt to collect those receivables which require payment under our standard

25




terms. We do not provide any concessions to our customers during this period of the year to incentivize sales. Also, during the second quarter, we generally experience our lowest availability under our senior secured credit facilities, which were asset-based lending facilities. Our new credit facilities are based only on accounts receivable and we expect to continue to have our lowest availability in the second quarter.

Certain quarterly financial data

The following table sets forth certain unaudited quarterly data for the fiscal years 2006 and 2005 which, in the opinion of management, reflect all adjustments (consisting of normal recurring adjustments) considered necessary for a fair presentation of this data. Results of any one or more quarters are not necessarily indicative of results for an entire fiscal year or of continuing trends.

 

 

Fiscal year 2006

 

Fiscal year 2005

 

 

 

Qtr 1

 

Qtr 2

 

Qtr 3

 

Qtr 4

 

Qtr 1

 

Qtr 2

 

Qtr 3

 

Qtr 4

 

 

 

(dollars in millions, except per share data)

 

 

 

(unaudited)

 

Net sales

 

$

339.9

 

$

322.4

 

$

407.1

 

$

431.3

 

$

199.2

 

$

172.1

 

$

248.5

 

$

231.2

 

Gross profit

 

83.7

 

77.8

 

100.3

 

102.2

 

50.3

 

41.4

 

59.7

 

55.8

 

Income from operations

 

$

25.7

 

$

12.4

 

$

32.5

 

$

29.7

 

17.3

 

5.5

 

20.2

 

17.7

 

Net income

 

$

12.9

 

$

4.8

 

$

17.1

 

$

14.5

 

$

8.7

 

$

2.4

 

$

11.3

 

$

10.5

 

Earnings per share—basic

 

$

0.32

 

$

0.11

 

$

0.39

 

$

0.33

 

$

0.22

 

$

0.06

 

$

0.29

 

$

0.26

 

Earnings per share—fully diluted

 

$

0.30

 

$

0.11

 

$

0.38

 

$

0.32

 

$

0.21

 

$

0.06

 

$

0.27

 

$

0.25

 

Quarterly sales as % of year’s
sales

 

22.7

%

21.5

%

27.1

%

28.8

%

23.4

%

20.2

%

29.2

%

27.2

%

Quarterly gross profit as % of year’s gross profit

 

23.0

%

21.4

%

27.6

%

28.1

%

24.3

%

20.0

%

28.8

%

26.9

%

Quarterly income from operations as % of year’s income from operations

 

25.6

%

12.4

%

32.4

%

29.6

%

28.5

%

9.1

%

33.3

%

29.2

%


Note: Qtr 4 of 2006 had three additional business days compared to 2005. We incurred charges for stock-based compensation of approximately $0.6, $0.6, $1.0 and $1.0 million in Qtr 1, Qtr 2, Qtr 3 and Qtr 4 of 2006 and $0.2 million for each quarter in 2005. Due to rounding, the fully-diluted earnings per share amounts for the four quarters of 2006 do not add to the annual amount of $1.12 per share.

Impact of inflation

We believe that our results of operations are not materially impacted by moderate changes in the inflation rate. Inflation and changing prices did not have a material impact on our operations in 2006, 2005 and 2004. We experienced some price increases in our purchasing costs in 2006 and 2005 but we generally have been able to pass on such price increases to our customers.

Liquidity and capital resources

We had cash of $1.8 million at September 30, 2006 compared to a cash overdraft of $6.1 million at September 24, 2005. Our net working capital was $205.4 million at September 30, 2006 compared to $121.0 million at September 24, 2005.

2006 compared to 2005

Our net cash provided by operating activities was $82.8 million for 2006 compared to $6.1 million for 2005. Our sales growth drove our income from operations to $100.3 million in 2006 from $60.7 million in 2005. Accounts receivable, exclusive of the effect of businesses acquired, increased by $15.6 million in 2006

26




and $17.4 million in 2005 due to strong increases in sales. The number of days outstanding based upon our sales improved to approximately 51 days for 2006 as compared to 52 days in 2005.

Accounts payable and accrued expenses, exclusive of the effects of businesses acquired, increased by $37.6 million in 2006 due primarily to an increase in purchases and slightly longer vendor payment terms. Inventory increased by $9.1 million in 2006, mainly due to the opening of six new branches during the year.

Net cash used in investing activities in 2006 was $355.3 million compared to $48.5 million in 2005, due primarily to our 2006 acquisitions that had an aggregate net purchase price of $336.3 million. Net capital expenditures increased to $19.1 million from $10.8 million as we opened six new branches in 2006 and continued to purchase transportation and warehouse equipment to service our growth and to upgrade and maintain our fleet of trucks.

Net cash provided by financing activities was $280.6 million in 2006 compared to $39.9 million in 2005. The net cash provided by financing activities in 2006 reflects borrowings under our revolving lines of credit, primarily for the acquisitions, and the net proceeds from our secondary offering in December 2005.

2005 compared to 2004

Our net cash provided by operating activities was $6.1 million for 2005 compared to $23.1 million for 2004. Our sales growth drove our income from operations to $60.7 million in 2005 from $34.7 million in 2004. Accounts receivable, exclusive of the effect of businesses acquired, increased by $17.4 million in 2005 compared to an increase of $6.0 million in 2004 due to the strong increase in sales.

The number of days outstanding based upon our sales remained constant at approximately 53 days for 2005 and 2004. Accounts payable and accrued expenses, exclusive of the effects of businesses acquired, decreased by $11.6 million in 2005 due primarily to a slowdown in fourth quarter purchases in 2005. We had increased inventory in 2005 prior to the fourth quarter to counteract some price increases and temporary shortages and to position us for a continued strong sales growth rate. As we saw prices and demand moderate during the fourth quarter, we lowered our inventory levels to more normal levels.

Net cash used in investing activities in 2005 was $48.5 million compared to $5.1 million in 2004, due primarily to the acquisitions of JGA, ISI, and CSI for an aggregate net purchase price of $37.7 million. Net capital expenditures increased to $10.8 million from $5.1 million as we opened six new branches in 2005 and continued to purchase transportation and warehouse equipment to service our growth and to upgrade and maintain our fleet of trucks.

Net cash provided by financing activities was $39.9 million in 2005 compared to net cash used in financing activities of $21.9 million in 2004. The net cash provided by financing activities in 2005 reflects borrowings under our revolving lines of credit, primarily for the acquisitions, and the proceeds from our IPO less the associated warrant redemption and debt payments. The net cash used in financing activities in 2004 primarily reflected the refinancing of our credit facilities and the repayments of debt.

Capital Resources

Our principal source of liquidity at September 30, 2006 was our available and unused borrowings of $46.3 million under revolving lines of credit. Our borrowing base availability as of that date was determined primarily by trade accounts receivable and product inventory levels. As described below, we entered into new and expanded credit facilities following our 2006 year-end that resulted in the classification of only the payments due in fiscal year 2007 under the new credit facilities as current debt as of September 30, 2006, along with certain other scheduled debt payments not related to those facilities.

Liquidity is defined as the ability to generate adequate amounts of cash to meet the current and projected needs for cash. We assess our liquidity in terms of our ability to generate cash to fund our

27




operating activities, taking into consideration the seasonal nature of our business. Significant factors which could affect liquidity include the following:

·       the adequacy of available bank lines of credit;

·       the ability to attract long-term capital with satisfactory terms;

·       cash flows generated from operating activities;

·       acquisitions; and

·       the level of capital expenditures and available equipment financing.

Our primary capital needs are for working capital obligations and other general corporate purposes, including acquisitions and capital expenditures. Our primary sources of working capital are cash from operations supplemented by bank borrowings. In the past, we have financed acquisitions initially through increased bank borrowings, the issuance of common stock and other borrowings, then repaying any such borrowings with cash flows from operations. We have funded our capital expenditures through increased bank borrowings or through equipment financing and then have reduced these obligations with cash flows from operations.

We believe we have adequate availability of capital to fund our present operations, meet our commitments on our existing debt, and fund anticipated growth, including expansion in existing and targeted market areas. Our new and expanded credit facilities discussed below are expected to help fund our continued expansion. We continually seek potential acquisitions and from time to time hold discussions with acquisition candidates. If suitable acquisition opportunities or working capital needs arise that would require additional financing, we believe that our financial position and earnings history provide a strong base for obtaining additional financing resources, if necessary, at competitive rates and terms. Additionally, we may issue additional shares of common or preferred stock to raise funds, as we did when we sold 2,000,000 pre-split common shares in December 2005, excluding the sales of shares by the selling stockholders.

Indebtedness

We currently have the following credit facilities:

·       a senior secured credit facility in the U.S.;

·       a Canadian senior secured credit facility; and

·       an equipment financing facility.

Senior secured credit facilities

The credit facilities in place as of September 30, 2006, were scheduled to mature on October 14, 2010 and consisted of a $280.0 million U.S. revolving line of credit and a $C15 million Canadian revolving line of credit, commonly referred to as revolvers, and initial term loans totaling $80.0 million. The facilities provided for a cash receipts lock-box arrangement that gave us sole control over the funds in our lock-box accounts, unless excess availability was less than $10 million or an event of default occurs, in which case the senior secured lenders would have had the right to take control over such funds and to apply such funds to repayment of the senior debt.

28




Interest on borrowings under the U.S. facilities was payable at our election at either of the following rates:

·       an index rate (that is the higher of (a) the base rate for corporate loans quoted in The Wall Street Journal or (b) the Federal Reserve overnight rate plus 1¤2 of 1%) plus a margin of 0.25% to 1.50%, or

·       the current LIBOR Rate plus a margin ranging from 1.50% to 2.75%.

Interest under the Canadian facility was payable at our election at either of the following rates:

·       an index rate (that is the higher of (1) the Canadian prime rate as quoted in the Globe and Mail and (2) the 30-day BA Rate plus 1.25%) plus 0.50%, or

·       the BA rate as described in the Canadian facility plus 1.75%.

Substantially all of our assets, including the capital stock and assets of our wholly-owned subsidiaries, secured our obligations under these senior secured credit facilities. The senior secured credit facilities had certain operating and financial covenants and numerous restrictive covenants. As of September 30, 2006, we were in compliance with all covenants.

New and Expanded Credit Facilities

On November 2, 2006, we closed on an amended and restated seven-year $500 million U.S. senior secured credit facility and a C$15 million senior secured Canadian credit facility with GE Antares Capital (“GE Antares”) and a syndicate of other lenders (combined, the “New Credit Facility”). The New Credit Facility refinanced the above credit facilities that also were provided through GE Antares. The New Credit Facility provides us with lower interest rates and available funds for future acquisitions and ongoing working capital requirements. In addition, the New Credit Facility increases the allowable total equipment financing and/or capital lease financing to $35 million. The New Credit Facility also provides for the same lock-box arrangement as under the replaced credit facilities above.

The New Credit Facility consists of a U.S. revolving credit facility of $150 million (the “US Revolver”), which includes a sub-facility of $20 million for letters of credit, and a $350 million term loan (the “Term Loan”). The Term Loan has required amortization of 1% per year, payable in quarterly installments of approximately $0.9 million, and the remainder is due in 2013. The New Credit Facility also includes a C$15 million senior secured revolving credit facility provided by GE Canada Finance Holding Company. The New Credit Facility may also be expanded by up to an additional $200 million under certain conditions.

The US Revolver carries an interest rate of LIBOR plus 1% and the Term Loan carries an interest rate of LIBOR plus 2%. Unused fees on the revolving credit facilities are 0.25% per annum. Availability under the revolving credit facilities is limited to 85% of eligible accounts receivable, increasing to 90% from January through April of each year. Financial covenants, which apply only to the Term Loan, are limited to a leverage ratio and a yearly capital expenditure limitation as follows:

Maximum Consolidated Leverage Ratio

On the last day of each fiscal quarter, commencing with the quarter ending December 31, 2006, our Consolidated Leverage Ratio, as defined, must not be greater than 4.00:1.0.

Capital Expenditures

We cannot incur aggregate Capital Expenditures, as defined, in excess of three percent (3.00%) of our consolidated gross revenue for any fiscal year.

29




Equipment financing facility

Our equipment financing facility allows us to finance a portion of our transportation and material handling equipment. The facility provides us with $3.4 million of remaining availability as of year-end. There was $10.3 million of equipment financing loans outstanding at September 30, 2006, with fixed interest rates ranging from 4.7% to 7.4%.

Contractual obligations

At September 30, 2006, our contractual obligations were as follows:

 

 

Fiscal years

 

 

 

2007

 

2008

 

2009

 

2010

 

2011

 

Thereafter

 

Senior bank debt(1)

 

$

3.5

 

$

3.5

 

$

3.5

 

$

3.5

 

$

3.5

 

 

$

285.0

 

 

Equipment financing and other(2)

 

3.2

 

4.1

 

1.8

 

1.9

 

1.9

 

 

1.0

 

 

Operating leases

 

19.6

 

17.0

 

14.7

 

11.9

 

6.8

 

 

21.3

 

 

Non-cancelable purchase obligations(3)

 

 

 

 

 

 

 

 

 

Total

 

$

26.3

 

$

24.6

 

$

20.0

 

$

17.3

 

$

12.2

 

 

$

307.3

 

 


(1)          As noted above, the senior secured credit facilities were refinanced in early November 2006 and the schedule of payments reflects the new terms.

(2)          The equipment financing relates to purchases of certain transportation and material handling equipment.

(3)          In general, we purchase products under purchase obligations that are cancelable by us without cost or expire after 30 days.

Capital expenditures

Excluding acquisitions, we incurred capital expenditures of $19.1, $10.8 and $5.1 million in 2006, 2005 and 2004, respectively. Over 80% of our capital expenditures have generally been made for transportation and material handling equipment.

Off-balance sheet arrangements

We have no off-balance sheet arrangements.

Critical accounting policies

Critical accounting policies are those that are both important to the accurate portrayal of a company’s financial condition and results and require subjective or complex judgments, often as a result of the need to make estimates about the effect of matters that are inherently uncertain.

In order to prepare financial statements that conform to accounting principles generally accepted in the United States, commonly referred to as U.S. GAAP, we make estimates and assumptions that affect the amounts reported in our financial statements and accompanying notes. Certain estimates are particularly sensitive due to their significance to the financial statements and the possibility that future events may be significantly different from our expectations.

We have identified the following accounting policies that require us to make the most subjective or complex judgments in order to fairly present our consolidated financial position and results of operations.

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Stock-based compensation

Effective September 25, 2005, we adopted Statement of Financial Accounting Standards (“SFAS”) 123R, Share-Based Payments, using the modified-prospective transition method. Prior to 2006, we accounted for stock awards granted to employees under the recognition and measurement principles of Accounting Principles Board Opinion No. 25, Accounting for Stock Issued to Employees, and Related Interpretations. As a result, no compensation expense was previously recognized for stock options granted to employees after our IPO, other than the 2005 amortization of deferred compensation, because all such stock options granted had exercise prices equal to the market value of the Company’s stock on the date of the grant.

Under the modified-prospective transition method, compensation expense recognized in 2006 included: (a) compensation cost for all unvested share-based awards granted prior to September 25, 2005, based on the grant date fair value estimated in accordance with SFAS 123, Accounting For Stock-Based Compensation, and (b) compensation cost for all share-based awards granted subsequent to September 24, 2005, based on the grant date fair value estimated in accordance with SFAS 123R. Results of prior periods have not been restated. SFAS 123R also requires us to estimate forfeitures in calculating the expense related to stock-based compensation. The impact of estimating forfeitures upon adoption was not material. In addition, SFAS 123R requires us to reflect the benefits of tax deductions in excess of recognized compensation cost to be reported as both a financing cash inflow and an operating cash outflow upon adoption. The excess tax benefit classified as a financing activity would have been classified as an operating inflow if the company had not adopted SFAS 123R.

Prior to the IPO, we had the right to repurchase certain shares of common stock issued to employees and shares issuable upon exercise of certain stock options at the lower of cost or fair value upon termination of employment for cause or upon resignation. However, this repurchase right terminated upon our IPO. We determined that these awards were performance based and, therefore, recognized a charge for the intrinsic value of the award in 2004 because the contingency was resolved. Based on our initial public offering price of $13.00 per share, we recorded a charge of $9.0 million for the stock awards in 2004.

Interest rate collars

We enter into interest rate collars from time to time to manage our interest rate exposure. These derivatives, which are not formal hedges, are adjusted to fair value through income.

We make estimates of the derivatives that are based upon estimates of future interest rates. Estimates are inherently uncertain and subjective. These estimates may change over time and in the event actual results differ from the estimates upon settlement of the derivatives, we will adjust our results of operations in the period the estimates change. Historically, the estimate of the values of our interest rate collar derivatives have not differed significantly from the actual amount.

Warrant derivative liabilities

Prior to September 28, 2004, we had warrants outstanding that included a “put” feature, which allowed the holder to require a cash settlement equivalent to the difference between fair market value of our common stock and the exercise price of the warrant. The put feature was available at any time from five years after the date of issuance of the warrant or upon the occurrence of certain events, including a change in control, a qualified initial public offering or repayment of over 50% of the related debt outstanding. We accounted for these warrant derivatives in accordance with Emerging Issue Task Force (EITF) Issue 00-19, Accounting for Derivative Financial Instruments Indexed to, and Potentially Settled in, a Company’s Own Stock.

31




We valued the warrant derivatives using the fair market value of our common stock adjusted for lack of marketability prior to the IPO. The aggregate liability for the derivatives amounted to $11.9 million at September 27, 2003 and $34.3 million at September 25, 2004. The relevant assumptions included in the calculations were discounts ranging from 21% to 23% at September 27, 2003 and 0% at September 25, 2004.

On July 30, 2004, holders of all warrants agreed to a cash settlement upon the effectiveness of the IPO at the IPO price, which was paid in full on September 28, 2004. The holders also agreed to reimburse us for certain costs incurred in connection with the IPO. At September 25, 2004, we valued the warrants at the IPO price of $13.00, less the reimbursement of related offering costs. There are no warrants currently outstanding.

Allowance for doubtful accounts

We maintain an allowance for doubtful accounts for estimated losses due to the failure of our customers to make required payments. We perform periodic credit evaluations of our customers and typically do not require collateral. Consistent with industry practices, we require payment from most customers within 30 days, except for sales to our commercial roofing contractors, which we typically require to pay in 60 days.

As our business is seasonal in certain regions, our customers’ businesses are also seasonal. Sales are lowest in the winter months and our past due accounts receivable balance as a percentage of total receivables generally increases during this time. Throughout the year, we record estimated reserves based upon our judgment of specific customer situations, aging of accounts and our historical write-offs of uncollectible accounts.

Periodically, we perform a specific analysis of all accounts past due and write off account balances when we have exhausted reasonable collection efforts and determined that the likelihood of collection is remote based upon the following factors:

·       aging statistics and trends;

·       customer payment history;

·       independent credit reports; and

·       discussions with customers.

We charge these write-offs against our allowance for doubtful accounts. In the past five years, write-offs have averaged less than 0.3% of net sales.

Inventory valuation

Product inventories represent one of our largest assets and are recorded at net realizable value. Our goal is to manage our inventory so that we minimize out of stock positions. To do this, we maintain an adequate inventory of SKUs at each branch based on sales history. At the same time, we continuously strive to better manage our slower moving classes of inventory. During the year, we monitor our inventory levels by branch and record provisions for excess inventories based on slower moving inventory. We define potential excess inventory as the amount of inventory on hand in excess of the historical usage, excluding items purchased in the last three months. We then apply our judgment as to forecasted demand and other factors, including liquidation value, to determine the required adjustments to net realizable value. In addition, at the end of each year, we evaluate our inventory at each branch and write off and dispose of obsolete products. Our inventories are generally not susceptible to technological obsolescence.

32




During the year, we perform periodic cycle counts and write off excess or damaged inventory as needed. At year-end we take a physical inventory and record any necessary additional write-offs.

Vendor rebates

We account for vendor rebates in accordance with EITF Issue 02-16, Accounting by a Customer (Including a Reseller) for Certain Consideration Received from a Vendor. Many of our arrangements with our vendors provide for us to receive a rebate of a specified amount, payable to us when we achieve any of a number of measures generally related to the volume of purchases from our vendors. We account for these rebates as a reduction of the prices of the related vendors’ products, which reduces the inventory cost until the period in which we sell the product, at which time these rebates reduce cost of sales in our income statement. Throughout the year, we estimate the amount of rebates receivable based upon the expected level of purchases. We continually revise these estimates to reflect actual rebates earned based on actual purchase levels. Historically, our actual rebates have been within our expectations used for our estimates. If we fail to achieve a measure which is required to obtain a vendor rebate, we will have to record a charge in the period that we determine the criteria or measure for the vendor rebate will not be met to the extent the vendor rebate was estimated and included as a reduction to cost of sales.

If market conditions were to change, vendors may change the terms of some or all of these programs. Although these changes would not affect the amounts which we have recorded related to products already purchased, it may impact our gross margin on products we sell or revenues earned in future periods.

Revenue recognition

We recognize revenue in accordance with SEC Staff Accounting Bulletin 101, Revenue Recognition in Financial Statements, as amended by Staff Accounting Bulletin 104. The Securities and Exchange Commission requires that the following four basic criteria must be met before we recognize revenue:

·       persuasive evidence of an arrangement exists;

·       delivery has occurred or services have been rendered;

·       the seller’s price to the buyer is fixed or determinable; and

·       collectibility is reasonably assured.

We generally recognize revenue at the point of sale or upon delivery to the customer’s site. For goods shipped by third party carriers, we recognize revenue upon shipment since the terms are FOB shipping point. Approximately 90% of our revenues are for products delivered by us or picked up by our customers at our facilities, which provides for timely and accurate revenue recognition.

We also ship certain products directly from the manufacturer to the customer. We recognize the gross revenue for these sales upon notification of delivery from the vendor in accordance with EITF Issue 99-19, Reporting Revenue Gross as a Principal versus Net as an Agent . Delays in receiving delivery notifications could impact our financial results, although it has not been material to our consolidated results of operations in the past.

We also provide certain job site delivery services, which include crane rentals and rooftop deliveries of certain products, for which the associated revenues are recognized upon completion of the services. These revenues represent less than 2% of our net sales.

All revenues recognized are net of allowances for discounts and estimated returns, which are provided for at the time of pick up or delivery. In the past, customer returns have not been material to our consolidated results of operations.

33




Income taxes

We account for income taxes using the liability method, which requires us to recognize a current tax liability or asset for current taxes payable or refundable and a deferred tax liability or asset for the estimated future tax effects of temporary differences between the financial statement and tax reporting bases of assets and liabilities to the extent that they are realizable. Deferred tax expense (benefit) results from the net change in deferred tax assets and liabilities during the year.

We have operations in 31 U.S. states and three provinces in Canada and we are subject to potential tax audits in each of these jurisdictions and federally in both the United States and Canada. These audits may involve complex issues, that may require an extended period of time to resolve. Accruals for tax contingencies require us to make estimates and judgments with respect to the ultimate outcome of potential tax audits. Actual results could differ from these estimates.

Goodwill

Goodwill is not amortized and represents the excess of the amount we paid to acquire businesses over the estimated fair value of tangible assets and identifiable intangible assets acquired, less liabilities assumed. At September 30, 2006, our goodwill balance was approximately $289.3 million, representing approximately 35% of our total assets.

Under SFAS No.142, Goodwill and Other Intangible Assets, we test goodwill for impairment in the fourth quarter of each fiscal year or at any other time when impairment indicators exist. Examples of such indicators that would cause us to test goodwill for impairment between annual tests include a significant change in the business climate, unexpected competition, significant deterioration in market share or a loss of key personnel.

We determine fair value using a market approach to value our business, which consists of one reporting unit (i.e. distribution of building materials). As our common stock is now publicly traded, we believe our stock price is the best indicator of our market value. Prior to our IPO, our market approach involved applying an appropriate market multiple to operating performance for the trailing twelve-month period.

If circumstances change or events occur to indicate that our fair market value has fallen below book value, we will compare the estimated fair value of the goodwill to its book value. If the book value of goodwill exceeds the estimated fair value of goodwill, we will recognize the difference as an impairment loss in the determination of operating income.

Recent accounting pronouncements

In June 2006, the Financial Accounting Standards Board (FASB) issued FASB Interpretation No. 48, Accounting for Uncertainty in Income Taxes (“FIN 48”), which clarifies when tax benefits should be recorded in financial statements, requires certain disclosures of uncertain tax matters and provides guidance on how any tax reserves should be classified in a balance sheet. FIN 48 is effective for us in the fiscal year beginning September 30, 2007. We are currently evaluating the impact that the adoption of FIN 48 will have on our consolidated financial statements.

34




ITEM 7A.        QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

We are exposed to certain market risks as part of our on-going business operations. Our primary exposure includes changes in interest rates and foreign exchange rates.

Interest rate risk

Our variable interest expense is sensitive to changes in the general level of interest rates. At September 30, 2006, the weighted average interest rate on our $302.5 million of variable interest debt was approximately 7.01%. While our variable rate debt obligations expose us to the risk of rising interest rates, management does not believe that the potential exposure is material to our overall financial performance or results of operations. Based on September 30, 2006 borrowing levels, a 1.0% annual increase or decrease in current market interest rates would have the effect of causing a $3.0 million additional pre-tax change to our statements of operations.

Financial derivatives

We enter into interest rate derivative agreements, commonly referred to as swaps or collars, from time to time with the objective of reducing volatility in our borrowing costs. At September 30, 2006, we had two interest rate collars effectively converting the variable LIBOR component on a portion of our senior credit facility term debt to a fixed rate. The two collars each have notional amounts of $75 million, one expiring in January 2008 that has a floor rate of 4.54% and a cap rate of 5.09%, and the other expiring in November 2008 that has a floor rate of 4.33% and a cap rate of 5.85%. The combined fair market value of the agreement resulted in an asset of less than $0.1 million at September 30, 2006, which was determined based on current interest rates and expected trends. Since these instruments do not qualify as a hedge, changes in the unrealized gain or loss are recorded in interest expense. The differentials to be paid or received under the terms of the agreements are accrued as interest rates change and are recognized as an adjustment to interest expense related to the debt.

Foreign currency exchange rate risk

We have exposure to foreign currency exchange rate fluctuations for revenues generated by our operations outside the United States, which can adversely impact our net income and cash flows. Approximately 7% of our revenues in 2006 were derived from sales to customers in Canada. This business is primarily conducted in the local currency. This exposes us to risks associated with changes in foreign currency that can adversely affect revenues, net income and cash flows. We do not enter into financial instruments to manage this foreign currency exchange risk.

35




ITEM 8.                FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA

Beacon Roofing Supply, Inc.

Index to consolidated financial statements

 

Page

 

Report of Independent Registered Public Accounting Firm

 

 

37

 

Consolidated Balance Sheets as of September 30, 2006 and September 24, 2005

 

 

38

 

Consolidated Statements of Operations for the years ended September 30, 2006, September 24, 2005, and September 25, 2004

 

 

39

 

Consolidated Statements of Stockholders’ Equity for the years ended September 30, 2006, September 24, 2005, and September 25, 2004

 

 

40

 

Consolidated Statements of Cash Flows for the years ended September 30, 2006, September 24, 2005, and September 25, 2004

 

 

41

 

Notes to Consolidated Financial Statements

 

 

42

 

 

 

36




Report of Independent Registered Public Accounting Firm

The Board of Directors and Shareholders of
Beacon Roofing Supply, Inc.

We have audited the accompanying consolidated balance sheets of Beacon Roofing Supply, Inc. (the Company) as of September 30, 2006 and September 24, 2005 and the related consolidated statements of operations, stockholders’ equity, and cash flows for each of the three years in the period ended September 30, 2006. These financial statements are the responsibility of the Company’s management. Our responsibility is to express an opinion on these financial statements based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.

In our opinion, the financial statements referred to above present fairly, in all material respects, the consolidated financial position of Beacon Roofing Supply, Inc. at September 30, 2006 and September 24, 2005, and the consolidated results of its operations and its cash flows for each of the three years in the period ended September 30, 2006, in conformity with U.S. generally accepted accounting principles.

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), the effectiveness of Beacon Roofing Supply, Inc.’s internal control over financial reporting as of September 30, 2006, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission and our report dated December 11, 2006 expressed an unqualified opinion thereon.

As discussed in Note 2 to the consolidated financial statements, effective September 25, 2005, the Company adopted Statement of Financial Accounting Standards No. 123R, “Share-Based Payments” using the modified-prospective transition method.

/s/ ERNST & YOUNG LLP

Boston, Massachusetts

 

December 11, 2006

 

 

37




Beacon Roofing Supply, Inc.
Consolidated Balance Sheets

 

 

September 30,

 

September 24,

 

 

 

2006

 

2005

 

Assets

 

 

 

 

 

 

 

 

 

Current assets:

 

 

 

 

 

 

 

 

 

Cash

 

 

$

1,847

 

 

 

$

 

 

Accounts receivable, less allowance of $5,020 in 2006 and $4,104 in 2005 for doubtful accounts

 

 

210,676

 

 

 

123,345

 

 

Inventories

 

 

164,285

 

 

 

82,423

 

 

Prepaid expenses and other assets

 

 

38,133

 

 

 

22,656

 

 

Deferred income taxes

 

 

10,704

 

 

 

4,339

 

 

Total current assets

 

 

425,645

 

 

 

232,763

 

 

Property and equipment, net

 

 

59,291

 

 

 

31,767

 

 

Goodwill

 

 

289,282

 

 

 

108,553

 

 

Other assets, net

 

 

65,672

 

 

 

13,904

 

 

Total assets

 

 

$

839,890

 

 

 

$

386,987

 

 

Liabilities and stockholders’ equity

 

 

 

 

 

 

 

 

 

Current liabilities:

 

 

 

 

 

 

 

 

 

Cash overdraft

 

 

$

 

 

 

$

6,107

 

 

Accounts payable

 

 

154,878

 

 

 

70,158

 

 

Accrued expenses

 

 

58,719

 

 

 

29,146

 

 

Current portions of long-term debt and other obligations

 

 

6,657

 

 

 

6,348

 

 

Total current liabilities