Detailed narrative
Consumer bifurcation and traffic moderation
Management repeatedly framed a two-track consumer: broad resilience across the core and higher-income base, with moderation isolated to two identifiable groups — newer customers and value-oriented households earning under $50,000 facing inflation pressure. The dynamic manifests as elevated churn out of those cohorts, not longer oil-change intervals, which Rivera said have been stable for some time.
Across all other customer types the company sees strong average check, healthy premium mix, rising attachment rates, and Take 5 NPS in the high 70s. Trends were characterized as stable versus the prior earnings call a few weeks earlier.
Take 5 Oil Change performance and runway
Take 5 posted its 23rd consecutive quarter of same-store sales growth at +4.5% (12.5% on a 2-year basis), with revenue +10%, system-wide sales +14%, and adjusted EBITDA +13.6% to $109.5M, expanding margin 120bps to 33.9%. Adjusting for a ~$4.5M inventory valuation charge lapped from Q1 2025, adjusted EBITDA grew roughly 8.5%.
Management attributed gains mainly to the ticket (check) side via premiumization and attachment rather than raw traffic. With ~1,400 locations today and a path to more than 2,500, management reiterated attractive unit-level economics across both company and franchise development.
Franchise Brands and collision dynamics
Franchise Brands same-store sales inflected to +0.9%, led by Meineke's continued strength, while Maaco remained soft (persisting from late 2025 with some retail improvement) and collision was the key sequential swing, picking up from Q4. Revenue slipped $0.4M on the sale of the two remaining company-operated collision locations, and adjusted EBITDA declined $1.5M to $41.4M on higher technology costs and people investments — yet the segment held a ~60% adjusted EBITDA margin.
Management expects 2026 to be a collision stabilization year, not a bounce-back, and reiterated the segment's role as the cash engine of the growth-and-cash framework.
Deleveraging and capital allocation
Net leverage ended Q1 at 3.2x, with management on track to reach a 3.0x target by year-end on strong cash generation. Reaching 3x is the stated priority before providing a long-term capital-allocation framework. CFO Diamond noted no deferred capex needing catch-up📎, high-return Take 5 infrastructure reinvestment opportunities, and the possibility of returning cash to shareholders; with debt fixed-rate and relatively low, he questioned appetite to delever significantly beyond 3x.
A clear framework will be communicated closer to year-end.
Restatement costs and controls remediation
Q1 carried $9.1M of nonrecurring restatement costs (below initial expectations, with some spend shifting into Q2), and the full-year estimate remains $35M-$45M — explicitly not added back to adjusted EBITDA. Q2 costs are expected to exceed $15M, reflecting three months of work including the 10-K and Q1 10-Q filings, restated whole-business-securitization financials, ongoing internal-controls remediation, and associated legal costs.
Management reiterated it is executing detailed remediation work plans against the identified material weaknesses in a multi-quarter process.
Auto Glass Now
Auto Glass Now delivered same-store sales growth of 7.2% with sequential growth across retail, commercial, and insurance channels. Revenue grew 6% and adjusted EBITDA rose $0.6M (12%) to $5.9M, expanding margin 40bps to 9.4%. Management sees significant long-term growth from expanding carrier relationships, growing market share, and leveraging platform scale.
Marketing capability build and CRM platform
Driven appointed Bart LaCount as its first Chief Marketing Officer, a newly created role, bringing 20+ years of experience from PepsiCo and Restaurant Brands International (where he led Popeyes marketing). Marketing leadership is being centralized to build an integrated, data-driven, scalable organization aimed at accelerating growth, improving customer-acquisition efficiency, and strengthening retention.
Management highlighted a single platform-level CRM engine leveraged across all brands — funding a world-class capability smaller brands could not afford alone — deploying proprietary reminder algorithms and brand-specific customer journeys (e.g., Take 5 oil-change reminders, distinct Meineke and Maaco journeys).
Q2 outlook and guidance framing
Management guided to moderation across all brands in Q2 — Take 5 same-store sales to the mid-3% range (~10% on a 2-year stack) and Franchise Brands below Q1's 0.9% — while reiterating full-year 2026 guidance said to be built for a broad range of macro scenarios.
Q2 adjusted EBITDA margin is expected to be pressured relative to Q1's 21.5% on higher restatement costs, partly offset by seasonal Q2/Q3 driving-season strength and fixed-cost leverage expected to build into Q3.