IDEX Q1 2025 Earnings Call Transcript

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Provided by Quartr
May 1, 2025
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Operator

Please note this conference is being recorded. I will now turn the conference over to your host, Jim Gianacoros.

Operator

Thank you. You may begin.

Jim Giannakouros
Jim Giannakouros
VP, IR at Carlisle Companies

Thank you. Good morning, everyone, and welcome to IDEXX's first quarter twenty twenty five earnings conference call. We released our first quarter financial results earlier this morning, and you can find both our press release and earnings call slide presentation in the Investor Relations section of our website, idexcorp.com. On the call with me today are Eric Ashleman, President and Chief Executive Officer of IDEX and Abhi Kendallwal, our Senior Vice President and Chief Financial Officer. Today's call will begin with Eric providing highlights of our first quarter results and a discussion of our current business outlook, and Abhi will discuss additional financial details and our updated outlook for 2025.

Jim Giannakouros
Jim Giannakouros
VP, IR at Carlisle Companies

Following our prepared remarks, we will open up the line for questions. But before we begin, please refer to Slide two of our presentation, where we note that comments today will include forward looking statements based on current expectations. Actual results could differ materially from these statements due to a number of risks and uncertainties, which are discussed in our press release and SEC filings. As IDEXX provides non GAAP financial information, we provided reconciliations between GAAP and non GAAP measures in our press release and in the appendix of our presentation materials, which are available on our website. With that, I will turn the call over to Eric.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Good morning, everyone, and thank you for joining us today. Before I dive in, I wanna welcome Jim Gianakouras, who joined us in March as our VP of Investor Relations. We're thrilled to have Jim in this role with the experience he brings. Welcome to the team, Jim. And now moving to slide three.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Our IDEXX teams delivered better than expected results in the first quarter of twenty twenty five with revenue and profitability coming in slightly above plan in each of our business segments. I'd like to thank our IDEXX teams across the globe for all their contributions, staying focused on serving our customers and executing through an environment of intensifying policy driven uncertainty. I'm especially encouraged by our orders performance this quarter. Orders increased both sequentially and versus last year to record levels. Additionally, this represents our fourth consecutive quarter with positive year over year organic growth in our order book.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

This combined with underlying stability in our day rates sets a firm foundation for growth near term. The trade and geopolitical situation continues to be fluid with the ultimate impact on global demand unknown. We are proactively managing what we can control and have been both quick and very thoughtful in actions designed to absorb the impact of tariffs introduced this year.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Even though we have yet to

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

see indications of a slowdown, we have proactively identified another $20,000,000 in savings targets for this year. This amounts to a cumulative $80,000,000 of support for 2025 when combined with the savings expected from our previously discussed platform optimization, organizational delayering and baseline productivity initiatives. Abi will discuss this later in the call. Now I'd like to take you through our first quarter highlights. We're seeing momentum build in our businesses serving space, defense, energy transition, municipal water and North American fire and safety.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Our analytical instrumentation businesses within IDEXX Health and Science continues to exhibit improving performance, trending towards low single digit growth for the year. And our semiconductor MRO facing businesses provide a slight tailwind. On the industrial side, our rapid turn businesses that often serve as leading indicators of economic change were steady in the first quarter, and that stability continued through the month of April. We recognize the potential for customer caution going forward and we'll continue to actively monitor inbound order trends as our customers adapt to this fluid environment. We continue to see some offsetting headwinds in our businesses serving agriculture and automotive industries.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Additionally, the inventory adjustment we are working through with a large semiconductor wafer fab customer continues to be a headwind. As you might expect, there is some hesitancy for customers to commit to larger projects, but it's at a level that matches both experience exiting 2024 and supports assumptions within our 2025 annual guidance. We believe that the emerging order strength described here is a function of the active portfolio shape and driven over the last five years. We'll continue this work moving forward as we seek to grow through more increased exposure to advantage markets. To achieve the next level of growth performance, we continue to drive our own luck by tuning our technologies towards high velocity applications.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

We support these efforts with focused cross business collaboration wherever possible as customers push us to innovate faster. We lean on our intuitive understanding of 8020 to pull organizations together in pursuit of clear objectives and outcomes. Here are some examples. Our Richter business facing headwinds in its core European chemicals markets has adapted its severe duty valves for fast growing pharmaceutical applications where they've won in a big way. Our Apple pump business is winning an extremely difficult environment supporting mining of strategic minerals.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

They have another segment of the business focused on marine defense applications. Both of these eighty's verticals are extremely advantaged at the moment. A number of our optics businesses are working together to help solve the most challenging problems for the emerging space sector from low orbit satellite communication support to critical components within hypersonic systems. Our Air Tech business within performance pneumatics is helping their customers solve power requirements for the rapidly growing data center market in a way that best supports sustainable solutions. They recently brought some of Mott's technologies into discussions on next generation solutions to help solve critical problems of scalability.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Speaking of Mott, our latest acquisition and our largest to date, I'm pleased to report that the teams there continue to deliver against our expectations. Mott recently entered into a $40,000,000 multiyear agreement to deploy a custom wastewater filtration solution for a large US dairy farm operation that will treat over 2,000,000 gallons of wastewater a day. To give you a sense of timing, roughly 25% of this order has been booked in q one and it's expected to be delivered as sales in the second half of the year. At IDEXX, our teams are laser focused on speed and increased agility to meet the evolving needs of our customers. Our teams are fully committed to not only execute on our collective near term commitments, but drive sustainable value creation for all stakeholders in the long run.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

With that, I'll turn it over to Abid for first quarter financial highlights and some more specifics around our 2025 outlook.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Thanks, Eric, and good morning, everyone. Let's go to slide four. As Eric mentioned, we outperformed our guidance for the first quarter across revenue, margin, and adjusted earnings per share. Now all comparisons I will discuss will be against the prior year period unless stated otherwise. In the first quarter, organic sales declined 1% as we faced difficult comps in our semiconductor, agriculture, chemical and energy businesses, which more than offset positive results in space, defense and municipal water facing businesses.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

We continued to see resilient demand all in for IDEXX with organic orders up 1% and backlog building by about 60,000,000 Adjusted EBITDA margin declined 50 basis points to 25.5% given year over year volume deleverage and near term margin dilution from our acquisition of Mak, and these were partially offset by positive price cost and productivity, including our announced platform optimization efforts. First quarter twenty twenty five adjusted EPS of $1.75 came in $0.10 better than the high end of our guided range, given better than expected sales and margins across segments and timing of corporate costs, most notably share based compensation. We generated $91,000,000 of free cash flow in the quarter, which included short term investments in working capital to support higher sales in the second quarter, as well as some modest purchasing ahead of inventory intended to slow tariff impact. Additionally, we deployed $50,000,000 to repurchase IREC shares in the first quarter, and we have $490,000,000 left with our current authorization. I'm on slide five.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Turning to the drivers of our adjusted EBITDA. A decline in volume resulted in an $8,000,000 reduction flowing through at our prior year adjusted gross margin rate. We additionally experienced unfavorable overhead leverage, which was more than offset by platform optimization savings and favorable price cost, which was accretive to margins. Acquisitions, divestitures and FX benefited adjusted EBITDA by $3,000,000 Now quickly, some color on our results by segment. I'm on Slide six.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

In HST, organic sales in the first quarter declined 1%, while our organic orders actually increased 3%. We are seeing solid activity in our Performance Pneumatics group, driven by growth in data center power solutions, and in space and defense, with a number of our optics businesses. We see steady trends in life sciences, with an uptick in analytical instrumentation, more than offsetting lower DNA sequencing orders. Our semiconductor business, specifically where we provide solutions that support wafer fabrication, faces headwinds. Adjusted EBITDA margins of 25.6% was slightly better than we anticipated, primarily due to benefits from higher than expected volumes in the first quarter.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Turning to Slide seven, in FMT, organic sales declined 4% and organic orders declined 3%. While we continue to see relative strength in municipal water and downstream energy markets, and relative stability in our core industrial markets, we are also experiencing near term pressures in our chemicals and ag businesses. Finally, our business supporting pure water applications within semiconductor fabs has slowed. Adjusted EBITDA margin of 32.8 declined 80 basis points as volume deleverage was only partially offset by price, cost and productivity improvements, including platform optimization savings. I'm on Slide eight.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

FSD turned another solid quarter with organic sales increasing 5% and organic orders up 2%. Our fire and safety business continues to benefit from both strong OEM demand and adoption of integrated solutions. Bandit experienced growth in energy with aerospace remaining stable. We continue to build upon our leadership position in dispensing where overall global trends are stable and auto remains pressured. Adjusted EBITDA margin of 29.4% increased 50 basis points due to favorable volume leverage, price cost and productivity.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Now, please turn to Slide nine for updated full year and second quarter guidance. We are maintaining our full year organic growth guidance range of 1% to 3%, and adjusted EPS of 8.1 to $8.45 Although the situation is still evolving, we believe we can fully absorb the impact of the tariffs introduced this year, based on our current assumptions. I will provide our detailed tariff assumptions on the next slide. We expect to fully mitigate tariff pressure, largely through incremental pricing actions. We're navigating a fluid and uncertain environment, and the impact of this on underlying demand is challenging to predict, particularly in the short lead time, or rapid replenishment areas of our business.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

While we have not observed any immediate signs of demand softening through April, we acknowledge that it could manifest as the year plays out, given policy driven uncertainty. We have proactively identified an additional $20,000,000 of savings that we are deploying against scenarios of up to 3% to 4% back half volume pressure. For the second quarter, we anticipate organic revenue growth of flat to 2%. We expect second quarter adjusted EBITDA margin to be between 26.5% to 27%, up 100 basis points or more sequentially on higher volumes, positive price, and greater traction on our platform optimization and delayering savings. This generates expected second quarter adjusted EPS of $1.95 to $2.5 Please turn to slide 10, which outlines our tariff exposure as it stands today.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

We expect tariffs to drive $100,000,000 of annualized impact based on twenty twenty five volumes, with two thirds of that amount to be recognized in 2025. On an annualized basis, we expect that tariffs will add 5% to 6% inflation to our cost of goods sold, which can be offset by price increases of three to 4%. I want to take a moment to emphasize, how IDEXX thrives during times of disruption. In particular, IDEXX benefits from its local for local manufacturing footprint, the flexibility provided by its eightytwenty principles, and the strength of its long standing customer partnerships. Additionally, as Eric previously mentioned, we have the ability to adapt our technology to new applications, which further positions us for success.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Now, I'd like to pass it back to Eric.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Thanks, Udi. Please turn to slide 11. I'm excited about the IDEXX we're building. Today, over half of IDEXX has found ways to collaborate, sell, and leverage scale within thematic growth platforms. This is an important strategic shift we've made to elevate our long term performance in advantaged spaces with combined total addressable markets of just over $20,000,000,000 We've identified a series of specific integrative threats that we believe support higher growth and expanded margins as we come together within these groups in a unique IDEXX way.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

We deploy flat organizational structures with autonomous decision rights, sharp eighty twenty segmentation, while solving the most critical customer solutions with quick iterative bursts of innovation. I'm on slide 12. We have a strong balance sheet supported by superior cash flow generation to explore multiple avenues of capital deployment. Our corporate development team alongside our business leaders continues to work an active M and A pipeline. We'll continue to deploy capital to expand and deepen our capabilities within our growth platforms, and we remain committed to returning capital to shareholders.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Finally, turning to slide 13. We believe IDEXX is advantaged and therefore prepared to navigate an increasingly uncertain trade and geopolitical environment. We generally ideate, engineer, source, produce, and sell our products locally. Our businesses are well positioned within attractive markets, and we enjoy long and productive relationships with outstanding customers. As the world becomes more regionalized, we can adapt with customers and position local for local support across the globe with speed.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Eighty twenty is deeply embedded in our diverse set of businesses. We are constantly looking to tune our solutions to apply them in new applications and markets, and we can shift resources quickly from areas with developing Slack capacity to structurally advantaged markets. Putting it all together, we are improving and leveraging each of our key value drivers, organic growth, inorganic growth, and margin expansion. We collectively believe that change and uncertainty, no matter how unsettling they can be in the near term, ultimately present opportunities for our trusted solutions as we help our customers win. With that, I'll turn it over to the operator for your questions.

Operator

Thank you. We will now be conducting a question and answer session. Our first questions come from the line of Mike Halloran with Baird. Please proceed with your questions.

Michael Halloran
Associate Director of Research at Robert W. Baird & Co

Hi, thank you. Good morning, everyone. Hey,

Michael Halloran
Associate Director of Research at Robert W. Baird & Co

So just want to make sure

Michael Halloran
Associate Director of Research at Robert W. Baird & Co

I understand the puts and takes in the guidance here and what's embedded. I mean, think the punch line is, I think you feel really comfortable with the guide and the ability to have some flexibility to manage some of the inputs depending on what materializes. One, is that right? And then two, could you just go through those puts and takes? I mean, it seems like FX is slightly more of a tailwind, put the incremental 20,000,000 of cost savings, a little lower volume, a little higher price.

Michael Halloran
Associate Director of Research at Robert W. Baird & Co

I mean, maybe just kind of walk through those two different assumptions I talked to there.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Yes, Mike, I can do that and I'll break it up for you and kind of follow the sequential pattern here. So just starting with Q1, again, recalibrating everybody on the call here. As I think about our performance for Q1, our organic came in better than what we had we had provided, which was down 3% to 4%. We came in down about a point, good start to the year in terms of EPS. So as I kind of look forward and think about the cadence of 2Q and then the rest of the year, and I'll touch on tariff in a second, coming into any given quarter, we're about 50% booked.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

So as I look at our outlook for Q2 coming into this quarter, Eric alluded to it in his remarks, we haven't seen our order pattern shift, in April. So as of last night, our orders continue to remain in line with expectations. So as I think about Q2 and the current outlook of zero to 2%, our backlog supports it, which then translates into $1.95 to $2.05 As I then fast forward into Q3 and Q4 and think about the back half of the year, what this outlook incorporates is a Q3 HST ramp from two to three of 10,000,000, 10 million from three to four. FMT is staying at the same levels and FSDP staying at the same levels, which then gets you to the 1% to 3% for the year. From a tariff standpoint, what we've assumed in the guide is the two third impact of the 100,000,000, so call it 60,000,000 to $65,000,000 impact in this outlook, and we're going to offset that one for one with price.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

The incremental $20,000,000 of cost out is a proactive measure, even though we haven't seen our volumes move, we have proactively deployed those in the likely event that we see our quick lead times, rapid replenishment cycle businesses slow.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Perfect. That's super helpful here.

Michael Halloran
Associate Director of Research at Robert W. Baird & Co

And then maybe just talk about, I mean, we're in a little different scenario relative to normal, right? If we get some pressure points from a macro perspective on your businesses, normally that happens after a period of expansive growth, not as much frequency happening against the periods of headwinds you've seen over the last couple of years here. So maybe talk about how you see the portfolio shaping up if we do get some sort of pullback, what that resilience looks like, how you frame it? And then I know you have a lot of those offsets as you have from a growth initiative perspective and how does that balance things out?

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Yes, so obviously kind of unprecedented times in a number of respects as you said. But look, as I said on the slide that highlighted how we've sort of set ourselves up with five very, very strong growth platforms, we've got them lined up. We're talking with customers and innovating in areas that in many ways I think are in markets that are rapidly developing kind of irrespective of some of these forces. We've got a lot of resources and weight tilted towards delivering on those solutions. All of IDEXX right now has been leaned out and optimized through multiple rounds of productivity.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

And just to recap that, we came into the year, we always have baseline productivity lined up that starts on January 1. We added that layering, delayering and platform optimization work, a lot of it in these areas of growth platforms, a lot of it in HST so we had that ready to go early on. And then candidly we just thought hey, this is an environment that says we can do more with less, we know how to do that here and we laid that in for kind of mitigation and protection in the back half of the year. So when you look at it, you've got a bunch of franchises that are well positioned. We deliver critical, incredibly valuable solutions at frankly low price points.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

We protected ourselves from the impact of tariffs, at least the ones that have been announced here today, and we're engaging in a way that we always do via eightytwenty, super sharp places in areas that are advantaged and probably hold up better to any of the shocks that are running around at time just because of the nature of the solutions that we're after. So I think this is where eightytwenty, kind of our credibility and reputation as operators, the two things come together and putting about as much resilience as we can imagine, at a time with no doubt a lot of uncertainty. Thank you.

Operator

Thank you. Our next questions come from the line of Nathan Jones with Stifel. Please proceed with your questions.

Nathan Jones
Nathan Jones
Managing Director at Stifel Financial Corp

Good morning, everyone.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Good morning, Nathan.

Nathan Jones
Nathan Jones
Managing Director at Stifel Financial Corp

I

Nathan Jones
Nathan Jones
Managing Director at Stifel Financial Corp

guess I'll start with a question about tariffs and pricing. I mean, talking about two thirds of tariffs falling within the year kind of and pricing falling within the year kind of implies that market has not seen tariff impacts or pricing impacts yet. Is that fair? And are those coming down the pipe probably in May or June potentially the catalysts that I mean, it sounds like you are anticipating some of the short cycle business demand drops off. Is that kind of when you expect to start seeing that impact of customers actually seeing the dollars on their invoices?

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Yes, Nathan, this is Abid. Let me take a stab at it. So if you kind of think about the $100,000,000 that's, of course, an annualized figure and we provided the details in terms of what it is by region. That said, as I kind of take a step back and think about where we are, we're sitting here in April, end of April first day of May. What we have seen so far is and we do hold some inventory.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

So what we have seen so far is a small impact in Q2 with majority of this impact we're going to see in Q3 and Q4. So if you think about the cadence of the $125,000,000 I'd say 10,000,000 to $12,000,000 is what we're expecting in Q2 and the balance $25,000,025 in Q3 and Q4. That's how we're thinking about it. But keep in mind, it's also about what you're buying, when you're buying it and how much do you hold in inventory.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

But I think I get the spirit of parts of your question here. I mean, through much of April, I think a lot of this is kind of off the radar. It's something that everybody knows is coming. It's been announced by us and others. You'll see the IDEXX side of it take hold probably faster just because of the nature of you don't have as much inventory and we turn things with quicker lead times and we were pretty urgent and aggressive on price capture that we thought we had to have.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

But I think you will see this start to cascade and build as we go through May and probably especially into June, just giving inventory positions and announcements and things and then really kind of full steam on the back half. That's where I think we and others will be looking for, okay, what's the collective impact of that? And frankly, are there other modifications? I mean, remember that it's sort of two parallel tracks that are working together.

Nathan Jones
Nathan Jones
Managing Director at Stifel Financial Corp

Okay, thanks for that. I'm going to ask one that's not related to tariffs. I wanted to have you guys talk a little bit more about the combining of some of these businesses into these strategic growth platforms. I think probably I certainly didn't understand until I was out with you guys on the road in the first quarter and talked more about it. I think it's probably a little bit misunderstood by investors as well about what the potential benefits, what the potential growth outcomes are longer term from combining these business, delayering these businesses.

Nathan Jones
Nathan Jones
Managing Director at Stifel Financial Corp

So I'm hoping you could just go into a little more detail and explain the rationale behind it what you think the benefits are going to be?

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Sure, sure. And again, we're always careful with this at IDEXX. This absolutely still leaves decision rights locally with these businesses and these platforms and we're super careful about the integrative threads that we weave between them in terms of what dimension and where that adds value. What this isn't is a massive bureaucracy with multiple organizational layers. It's in fact actually the opposite.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

In my prepared remarks, there were actually two examples of this starting to come together and so on the growth side I'll kind of highlight those and give you a bit more insight. And so I talked about our performance pneumatics business and our recent acquisition Air Tech and the work that they're doing around power solutions, frankly sustainable power solutions for the data center market. So that business singularly has done great work over the years and is continuing to evolve it and it was a decent part of the story in Q1. But they're actually able to now bring in Mott and some of the technology that they have there for a different and related specific application that actually helps scalability to the next level in a way that frankly the Air Tech business never could by themselves. And no other company really could because those two technologies typically don't exist in a way that they do at IDEXX.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Now it's still early days. We'll see where that goes. But it absolutely is. Takes that whole frontier and moves it forward. And I would say that aspect right at the tip of the spear of technology is probably front and center, what we're really after more than any other thing.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

I talked about it in optics, you know, as we talked about low orbit space communication and hypersonic travel. We've got great optics franchises that we've assembled over time, Iridium being the last. They have multiple points where they're playing in that space and so picture this as engineers working together in complementary ways where one business' twenty years of legacy is now teamed up with another business' twenty years to develop something that again is pretty novel. It doesn't really exist, and it doesn't really have a competitive offset just simply because of the advantage scale that we've put together there. Again, it's relative to kind of our world and our size, but it is important in these markets.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

And then as we talked about the multiple tranches of productivity that we've laid out and we talked about this last quarter, just this organizational ability to span things and span functions a little differently gives us a kick in productivity that helps fuel the innovation on the other side. So for selling, let's say, to a single customer here and doing it across multiple businesses, in kind of the old IDEXX that would have had to have been supported with standalone commercial organizations and then the cartoon version of this would have multiple people in the same lobby calling on the customer. We don't have to do that anymore. That's actually advantaged and preferred by the customer and it's a lot cheaper to run on our side. We can take those resources and funnel it right back into technology.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

So it's those little extensions and those connection points between businesses, think of them as sparks and lightning bolts, that's what we're celebrating but doing it in a very, very IDEX way. Flat organizational structure, local decision rights, everything we kind of know and expect with IDEX but we've been able to amplify it in this way.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Yeah, Nathan, just to build on what Eric said, so you touched on the delayering work that we did as part of year end, there's more chapters to it. So as you think about the five scalable platforms that Eric's talking about, there's a second chapter around footprint consolidation around looking at that landscape and really starting to consolidate some footprint, which will be the second layer of this cost allocation towards growth. And then third piece is around with this level of scale, we get an opportunity to go after sourcing savings and drive more productivity. So that's chapter two and three, more to come on that as we move forward. But this is the advantage of having this level of scale and being able to drive the level of integration Derek's talking about.

Nathan Jones
Nathan Jones
Managing Director at Stifel Financial Corp

Very helpful. Thanks very much for taking my questions.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Thanks, Nathan.

Operator

Thank you. Our next questions come from the line of Vlad Bostriky with Citigroup. Please proceed with your questions.

Vladimir Bystricky
Vladimir Bystricky
VP & Equity Research Analyst at Citigroup

Good morning, guys. Thanks for taking my question here. Hi, Maybe just to start off for me, I think the mocked project win that you highlighted was actually quite interesting. Can you just talk about whether that is something that's fairly unique or whether you see that opportunity as something that could be repeatable and meaningful for other customers? Do you see other opportunities, similar opportunities out there for Mott?

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Yes. So this is actually was a kind of small technology acquisition that Mott made before our acquisition. And so the thesis very much was in line with what this project represents. So it's really, really advanced filtration that is being deployed in this particular case at pretty massive scale, in a livestock application. But essentially, we're processing the waste stream of dairy cows and things like that and you kind of get two products at the end of it.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

You get pure fertilizer on the one side and very, very clean, water on the other side and you essentially are delivering environmental friendliness with resultant products that have their own potential for productivity. So that kind of is the core thesis of what this business and business model, represents. I must admit this is probably at the right edge and the higher edge of the scale just simply because of where this is being applied in this particular case. I mean, it's an outstanding reference case. It's going to take us a while to engineer it, put it out there, and get it in place.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

That's why we talked about the specific timing of the bookings and the way it's going to run out in the back half of the year. It does support partially that HST ramp that Abid talked about later, But it is going to be an outstanding reference case for a business that's just kind of starting to launch within Mott. But this is like right down the fairway of kind of the core argument, the core fundamental argument of what we're trying to achieve.

Vladimir Bystricky
Vladimir Bystricky
VP & Equity Research Analyst at Citigroup

No, it definitely sounds interesting. Appreciate that, Eric. And then maybe just a quick follow-up for me. I think you mentioned, that you did take in a little extra inventory here in 1Q just ahead of tariffs. I guess a follow-up question to that.

Vladimir Bystricky
Vladimir Bystricky
VP & Equity Research Analyst at Citigroup

Have you seen any evidence from your customers of them pulling forward any order activity, if you will?

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Yes. So look, that's always a tricky one for us across all businesses with a pretty customized product. So it's never been the best inventory to stack on shelves anyways. But we absolutely went looking for it just because you can imagine the same dimension that we responded to. I mean, for us it was a pretty modest amount for much of the same reasons.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

We found a couple of pockets of it. I think when we went and talked to people, talked to distributors and others, I think at the end of the day it would be what did we say?

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

We said 6,000,000 to $8,000,000

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

I think we went to places, looked for box levels where we go, where we hang out a lot and just didn't see a ton of it, but we allow that there's probably that level. Honestly, it's pretty equivalent to the little bit that we did. Great,

Vladimir Bystricky
Vladimir Bystricky
VP & Equity Research Analyst at Citigroup

that's helpful. I'll get back in queue.

Operator

Thank you. Our next questions come from the line of Joe Giordano with Cowen. Please proceed with your questions.

Joseph Giordano
Managing Director at TD Cowen

Hey, good morning, guys. Hey, Joe. So wanted to talk on the and apologies if you mentioned this in the very beginning of your prepared remarks, but the confidence now in the semiconductor recovery or at least the resumption of those orders in the second half that we talked about last quarter? I mean, I feel like the updates that we've been getting on semi is generally negative so far this earnings season. So just curious if there's any update on that?

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Yes. So there's kind of two things going on. I think we would agree with the overall sentiment. The industry, there's been more headlines about restrictions and things like that. And so if you think of our business, it's split.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

We do a fair amount of it and the majority of it is kind of right in the heart of essentially the machine tool in the wafer fab and then a companion piece on the metrology and inspection side. I did mention in the prepared remarks though that we saw some pretty good performance. We had some growth tailwinds on the MRO facing side of the business. Now that has historically for us been in the ceiling areas. So these are consumable items.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

They wear out over time and they're reflective of just using the system. It's a little better now because as Mott has come into the picture, Mott's exposure in this space is essentially a gas filter so it's a consumable element as well. And so they both win new platforms and then have this recurring revenue stream. So it tilts us a little bit more in that direction and that was favorable for us. So I alluded to that but I did say on the backside, same thing that you're seeing here, We probably see a push out, an extension of ultimate recovery here on high cost cutting edge machine tools, and I think we're seeing the same thing as we talk to our customers.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

So they don't necessarily balance themselves out, so we have a little bit of net pressure, in the back half of the year from that space, but are certainly happy to have this higher level of MRO exposure.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Hey Joe, just to kind of bring it all together in terms of outlook, because I think your question towards that will eventually turn into outlook. So again, let just recalibrate. So if I take a step back, again, about Q1, as I mentioned earlier, we came in better than expected. Our EPS performance was better than expected. Coming into second quarter, as I look at our outlook, look at the forward looking where we're headed from Q2 and beyond, our backlog position in Q2 supports the 0% to 2% organic, right?

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

And then as I look forward and kind of think about sequentially 3Q, 4Q, HST is a $10,000,000 ramp from 2,000,000 to 6,000,000 to 4,000,000 And really that's driven by the backlog that we built for MAAT, that's going to ship in the back half of the year, the strength that we're seeing in Pharma, Space and Defense, okay? And then FMT is pretty much going to be at the same levels and FSDP at the same levels of 2Q revenue to be able to get to an outlook of 1% to 3%. So that's on the top line. On the bottom line, though, if you think about it, a third of our bottom line outlook is driven by the volume pieces I just articulated for you, but the two thirds is tied to things that are in flight, in motion, I. E, cost optimization, delayering, stepping up in the back half.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

The cost out piece that we laid out for $20,000,000 as part of this conversation, that's back half. And then the timing of share based comp from first half to second half, which is pretty significant, which is almost $0.12 So again, a third of this first half, second half earnings ramp is tied to the revenue pieces that I just laid out. Two thirds is tied to in flight controllable actions that are part of this outlook.

Joseph Giordano
Managing Director at TD Cowen

Can I before I get to my follow-up, just maybe if I can clarify what you just said there? Are you saying that some of that semi ramp with maybe like Mohan and the large customers is like effectively been replaced with mod and the 1Q beats and things like that? So we arrive at the same place, but maybe it's not as dependent on those large orders?

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

That is correct.

Joseph Giordano
Managing Director at TD Cowen

Okay. And then just question on the strategic growth platforms. I mean, that's somewhat new. Is there any sense of like rebranding companies as like a as like go to market as one entity or like as one kind of overarching team? Like I know that's not how this is typically done in the past, but it sounds a little bit more like that just in the commentary.

Joseph Giordano
Managing Director at TD Cowen

So just curious how you think about individual brands versus IDEXX franchise that goes to customers.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

It's a good point and in actual fact this part has been evolving alongside for a while now. I mean to be honest, a lot of the thinking here is actually built kind of what happened in IDEXX Health and Sciences over the last ten years. And we do and have for a while now branded that as IDEXX Health and Science, at the same time we still celebrate the individual brands and the brand equity that we have there. So it's a bit of a hybrid. As we move through this and evolve, you see that today in IDEXX Fire and Safety.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

I mean, we very much present ourselves that way out in the market, but at the same time then celebrate Hearst, Jaws of Life, Hail, those individual sub brands. We're doing the same thing probably in an emerging perspective with an intelligent water. Two, three years ago you would go to Westech or one of the trade shows and see five different booths. We actually have brought those together over the last couple of years, but never lose sight of the individual accumulated brand equity. It's a much lighter touch in severe duty flow control.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

That's where frankly those individual equity stories are the highest and all we're really integrating there is kind of front end customer acquisition through digitization at this point. So that's light to none. And then over on the material sciences solutions side, that's just purchased, just accumulated. There's no point in branding that at this level. I think that matters, but for us it's indicative of when you reach a state of evolution where frankly the customers are starting to say, this is what we want.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

We actually want the capitalization that IDEXX provides. We recognize now that these solutions could only happen because IDEXX exists and has brought them together. And then even when we introduce and put IDEXX on the side of the box, we never subordinate completely those individual brands.

Joseph Giordano
Managing Director at TD Cowen

Great color. Thank you.

Operator

Thank

Operator

you. Our next questions come from the line of Brian Blair with Oppenheimer. Please proceed with your questions.

Bryan Blair
Managing Director & Senior Research Analyst at Oppenheimer & Co. Inc.

Thank you. Good morning, guys.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Hi, Tim.

Bryan Blair
Managing Director & Senior Research Analyst at Oppenheimer & Co. Inc.

You've referenced steady day rates a few times. So I imagine directionally, I know what the response will be, but I was curious if you could offer some detail on order trends at Warren Ruff, Gas and Bandit over March and April. Just curious what the real time reads have been from those canary type businesses pre- versus post tariff implementation?

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Yes. I mean, look, as I think Eric mentioned it, I alluded to it. As I think about the businesses you're talking about, Eric and I track them on a weekly basis, daily basis. We look at the order trends, compare them to last week, last quarter. And what we've seen in Q1 and thank you to five p.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

M. Of last night is order trends have been steady and are in line with our expectation. We have seen no movement, if you will, on those order trends.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Really nothing identifiable based on news of the day externally where the next day it pivots or changes. I mean they always ebb and flow a bit day to day, but we look at the kind of moving average and we look at how it tracks across them, that actually tells you more. When they line up and move the same way, given the breadth and the difference in businesses, that's where we get the most intel. And then this time of year as well is also good for us. We have a fair amount of distributor conferences where we bring everybody together into different businesses and we get the opportunity to then have three-dimensional conversations around those day rate data.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

And we just had one of those, the biggest one last week, same story. It's kind of consistently people saying, hey, things are holding up, my customers are doing well, they're still requiring things, the systems are working. There is hesitancy on bigger projects. I talked about that but honestly that's been pretty consistent for a while now. And then lots of captive energy about I wonder what comes next.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

That's absolutely there too.

Bryan Blair
Managing Director & Senior Research Analyst at Oppenheimer & Co. Inc.

Of course, that's helpful color, thank you. And I understand at any point in time there's only so much that your team can discuss on this front, but maybe offer just a high level update on the M and A environment and how, if at all, the uncertainty of this backdrop has affected your team and your M and A strategy?

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Yeah, well, I think there's no question that in terms of people looking to transact quickly and legitimize where their business is going to go and all the things you would need to do to make a transaction move fast in the near term, I you're seeing that pretty slow for not just us but for everybody. We always kind of divide this activity into buckets so that I would say the lion's share of all the work that people are doing is really at that conversational diligence level of getting to know people. Remember about 80% of the deals we've done in the last few years have been proprietary. That's the way we prefer it. We like taking our time, getting to know a business like Mott.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

And so that was a multiyear conversation. We have other conversations like that going on and they don't change or ebb and flow. In fact, in some ways they get more intensive around changes like this and how that shapes how a team thinks about its business. So big category work that doesn't get affected. You know, that work around near term transactions, I think you can imagine that's slower now.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

I mean, the number of people offering us things from out of the blue is certainly slower, for all the reasons you'd expect, but that really isn't a feeder stock for us anyways. So I think that this is a speed bump in many ways, but it doesn't interrupt the overall quality of the work or the work that we're doing and frankly our future vision for what we can deploy.

Bryan Blair
Managing Director & Senior Research Analyst at Oppenheimer & Co. Inc.

That makes sense and encouraging. Thanks again.

Operator

Thank you. Our next questions come from the line of Deane Dray with RBC Capital Markets. Please proceed with your questions.

Deane Dray
Deane Dray
Managing Director at RBC Capital Markets

Thank you. Good morning, everyone.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Hey, Hey,

Deane Dray
Deane Dray
Managing Director at RBC Capital Markets

maybe you

Deane Dray
Deane Dray
Managing Director at RBC Capital Markets

can expand on your earlier comment on the strength in municipal water. I mean, the idea here is that's probably the most defensive of defensive verticals just because so much of it is OpEx and nondiscretionary and projects are locked in and so forth. But just any color there in terms of the outlook? Thanks.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Yeah, yeah, no, I think you're right. It's very, very defensible business and then again the work that we do is very localized around the wastewater side of things critical analytics as we examine that infrastructure and help our customers dig into how it's working. So that kind of protects there's some natural resiliency there on two fronts. One, the things that thunderstorms and things that could be affected by climate, I mean they're not affected by trade policy. So the need for people to understand that, mitigate it, I think last night I saw there were floods again in Oklahoma, That's the work we do.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

A lot of our businesses are helping with flow monitoring and understand where the system broke down and how it should be remediated. And so that's really unaffected. There's some natural resiliency from frankly some probably unfortunate variable inputs. On the other side, remember to the extent there's funding support for this, it's broad and it extends over multiple years. Our end customer for a lot of these businesses is actually specification engineers which are putting together the capital project that goes and grabs some of that funding.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

So, you know, if we're in a multi year wave of stronger strength within municipal water, our positioning at the front end of it has got some natural resiliency as well just because we're helping people figure out how that they're going to appropriate those funds, ask for them, request them, and put them to work. So I think some of it is just sector driven, as you said, Dean. I think a lot of it is just the nature of what we do, what we've localized around, and the natural resiliency of that kind of work.

Deane Dray
Deane Dray
Managing Director at RBC Capital Markets

Yeah, from what we can see, the storm water management is one of the fastest growing water sector verticals, both because of the funding but also the fines that the EPA is pursuing against cities if they're not addressing it. Are you seeing both of these driving the storm water management?

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Yeah, the sort of regulatory side of this has always been a driver for this business, yep.

Deane Dray
Deane Dray
Managing Director at RBC Capital Markets

Good. And then just separately, you know, anytime there's heightened uncertainty, it has a fallout on M and A in terms of, you know, if there's a falloff in multiples, the sellers have a way of being pretty sticky and remembering what their business was worth just a few months ago. And they'll even pull some transactions until things settle out. Just what's been your perspective here real time on the kind of funnel and multiples?

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Yeah, well, I think you're right. The quality businesses tend to be very sticky around those valuation expectations. If anything, uncertainty then tends to draw things out to wait for good times to return so that everything can be back to normal again. So the timing probably more than valuations, I would say being impacted by something like this, this round of uncertainty. For us, I mean, we just did a period with, I mean, we're really doing two things in this area.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

We're spending a lot of time kind of optimizing, building and integrating on frankly the higher activity that we've brought into the company through M and A, so we're doing a lot of work there. And then around these growth platforms, I mean, I talked about in the comments, there's a lot of room to run So we're doing a lot of exploratory work, initial conversations. So that whole chapter, as I said before, doesn't really go down, at this point. In fact, in some ways people are more available for it now. And then on the other side, we're looking at some interesting bolt ons.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

We've got a framework here with over half of the company with natural attachment points. And so I think a round of some nice bolt on work that could happen here, over the next couple of quarters would be very good.

Deane Dray
Deane Dray
Managing Director at RBC Capital Markets

Terrific. And I was remiss at, not, welcoming Jim to the team, and best of luck.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Thanks, Dean.

Operator

Thank you. Our next questions come from the line of Brett Linzey with Mizuho. Please proceed with your questions.

Brett Linzey
Brett Linzey
Executive Director at Mizuho Financial Group, Inc.

Hey, good morning all. I wanted to come back to the organic sales outlook, the 1% to 3% unchanged from the previous outlook. Sounds like the composition has maybe changed

Brett Linzey
Brett Linzey
Executive Director at Mizuho Financial Group, Inc.

a little bit.

Brett Linzey
Brett Linzey
Executive Director at Mizuho Financial Group, Inc.

I was hoping maybe you could just dimension that. So you're getting the three to four points of incremental tariff induced pricing. I imagine you had some price embedded in the original assumption. Is it fair to say price is up and you're taking a little bit more hedge on the volume side? Any thoughts there?

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

Absolutely, I can walk you through it. So the original outlook that we had laid out of 1.23 implied a price of 1.5. So as you kind of think about the full year outlook with the way we see it today, that hasn't changed. What that does incorporate is an additional zero point percent of price on a full year basis. So if you think about the current outlook, it is assuming three points of price for the full year and then volume being down 2% at the low end and being flat at the high end, okay.

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

As Eric alluded, as I've mentioned, we've not seen our April order rates move, but proactively we have gone out and identified an incremental $20,000,000 of cost that were taken out, which then gives us protection from 3% to 4% volume decline in the back half of the year.

Brett Linzey
Brett Linzey
Executive Director at Mizuho Financial Group, Inc.

All right, got it. I that. And then just a follow-up on some of the government spending or the austerity measures under Doge and the new administration. Are you seeing any spending reductions or impact on grants driving customer spending decisions at this point? Then maybe any update on the core life science customer base and what you're seeing there from an order perspective?

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Yes, so on your first question, I mean, not a lot directly. The kind of work we do is more iterative and not massively project dependent. So to the extent there's some impact there, it's harder to read and it hasn't really presented itself and we've talked about that in our daily rates. Life science is an area where it does come up because there's obviously been some work towards NIH funding, but that's a pretty low percentage ultimately for our customers, and the read through for us is kind of low percentage as well. And frankly, our life science markets, the strength in pharma sort of offsets it.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

And so that's one area where the headline, you can hear it a little closer to home, it's at a low impact level and we offset it. I would say generally in places that it might be presenting itself elsewhere in the business, again, think it's probably being offset by some of the strength we've seen in defense applications, space. So it's netting out at present if it's there, and again, because of the nature of sort of project work that we do or the lack of it, it doesn't present itself as a big impediment It's sort of one of those things that I think people are speculating about direction and ultimate impact but really hasn't landed anywhere near us yet.

Brett Linzey
Brett Linzey
Executive Director at Mizuho Financial Group, Inc.

All right, got it. Appreciate the detail. Best of luck.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Thank you.

Operator

Thank you. Our next questions come from the line of Matt Summerville with D. A. Davidson. Please proceed with your questions.

Matthew Summerville
Equity Analyst at D.A. Davidson

Thanks. Just maybe first, just a follow-up. I want to make sure I understand this. You're basically saying that through this incremental proactive cost out, you can absorb a 3% to 4% organic sales decline in the second half of the year, but that is not how you've guided the top line. Do I have that correct?

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

So when you said 3% to 4% year over year, what I'm saying is if you think about the $20,000,000 of cost out and think about our prior outlook to our current outlook, it will absorb 3% to 4% top line decline with that $20,000,000 So it's outlook to outlook shift.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

But it would absorb the volume component

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

of We

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

would get some of the price capture would stand in for some of the revenue.

Matthew Summerville
Equity Analyst at D.A. Davidson

Okay. And then as you look at kind of the maybe you can comment to as the year has unfolded through the first four months realizing that inbound orders have been healthy, have you seen any discernible trend in sequential cadence in orders? And are you getting any sort of sense that you have customers, especially in kind of your more distribution facing businesses are buying ahead? And if so, can you maybe try to quantify that? Thank you.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

I'd say the cadence has been pretty uniform through each of the four months in the majority of our business. Maybe elevating and growing a little bit with more strength in HST, but largely that's because of the winds that we saw at places like Mott and Defense and Space. So I mean, they're attributable to things you'd wanna see in a business. Everything else pretty stable. We talked a little earlier about the buy ahead.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

I mean, looked and looked and looked and think it's at relatively low levels. I think we talked, what did we say just a second ago, would be?

Abhi Khandelwal
Abhi Khandelwal
SVP & CFO at IDEX

6 to 8,000,000.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Something like that. It kind of matches the same percentage that we did. It's unusual for us to do it, kind of unusual for a customer base, but we found evidence that we're sort of in line on that. So we don't think it's a big number, but wouldn't say it's zero.

Matthew Summerville
Equity Analyst at D.A. Davidson

Got it. I missed that six to eight.

Matthew Summerville
Equity Analyst at D.A. Davidson

Thanks for clarifying that.

Operator

Thank you. We have reached the end of our question and answer session. I would now like to turn the floor back over to Eric Ashleman for closing comments.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

Well, thank you very much, Shait, and thanks for everybody, for joining the call today. Obviously, as we discussed this morning, it's a dynamic and fluid situation as global trade relationships are reset and redefined. But I just ask that we remember that some things don't change at IDEXX. Our businesses are really strong. I mean, they're just outstanding.

Eric Ashleman
Eric Ashleman
CEO, President & Director at IDEX

We deliver a ton of critical value at price points that are low relative to the total cost of the customer solution. And we enjoy really long and productive relationships with world class customers. I think our number one job now is to support those same customers as they navigate the same uncertain waters that we're looking at with innovation, agility, and global breadth. And as we do that, we'll keep our fingers on the pulse of prevailing economic trends and control what we can control, adjust where we need to, and clearly communicate our latest thinking as we move through the next phase of change. Thanks again for your interest and support of IDEXX, and have a great day.

Operator

Thank you. This does now conclude today's teleconference. We appreciate your participation. You may disconnect your lines at this time. Enjoy the rest of your day.

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Key Takeaways

  • Q1 results: IDEXX delivered better-than-expected revenue and profitability across all segments, with record orders and a fourth consecutive quarter of positive year-over-year organic order growth.
  • Tariff mitigation: The company has identified $80 million in cumulative cost savings for 2025 (including a proactive $20 million) and expects to fully offset a $100 million annualized tariff impact through pricing and productivity measures.
  • Segment performance: Strong momentum in space & defense, energy transition, municipal water and fire & safety was partially offset by headwinds in semiconductor MRO, agriculture and automotive, while the Mott acquisition secured a $40 million dairy wastewater filtration contract.
  • Financial metrics & outlook: Q1 organic sales dipped 1%, adjusted EBITDA margin was 25.5% (–50 bps) and EPS of $1.75 beat guidance; generated $91 million free cash flow and repurchased $50 million of shares, with full-year organic growth guidance of 1%–3% and adjusted EPS of $8.10–$8.45 maintained.
  • Strategic growth platforms: Over half the company now operates in five thematic “advantaged” platforms, leveraging cross-business collaboration, flat structures and 80/20 principles to drive faster innovation, improved margins and an active M&A pipeline.
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Earnings Conference Call
IDEX Q1 2025
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