Allient Q1 2026 Earnings Report

Allient EPS Results

• Actual EPS: $0.50
• Consensus EPS: $0.55
• Beat/Miss: Missed by -$0.05
• One Year Ago EPS: N/A

Allient Revenue Results

• Actual Revenue: $138.92 million
• Expected Revenue: $138.42 million
• Beat/Miss: Beat by +$491.00 thousand
• YoY Revenue Growth: N/A

Allient Announcement Details

• Quarter: Q1 2026
• Date: 5/6/2026
• Time: After Market Closes
• Conference Call Date: Thursday, May 7, 2026
• Conference Call Time: 10:00AM ET

Allient (NASDAQ:ALNT), together with its subsidiaries, designs, manufactures, and sells precision and specialty controlled motion components and systems for various industries in the United States, Canada, South America, Europe, and Asia-Pacific. It offers brush and brushless DC motors, brushless servo and torque motors, coreless DC motors, integrated brushless motor-drives, gearmotors, gearing, modular digital servo drives, motion controllers, optical encoders, active and passive filters, input/output modules, industrial communications gateways, light-weighting technologies, and other controlled motion-related products, as well as nano precision positioning systems, servo control systems, and digital servo amplifiers and drives. The company sells its products to end customers and original equipment manufacturers in vehicle, medical, aerospace and defense, and industrial markets through direct sales force, authorized manufacturers' representatives, and distributors. The company was formerly known as Allied Motion Technologies Inc. and changed its name to Allient Inc. in August 2023. Allient Inc. was incorporated in 1962 and is headquartered in Amherst, New York.

Allient Q1 2026 Earnings Call Transcript

Key Takeaways

• Positive Sentiment: Orders surged 15% year‑over‑year1.14x and backlog of $251M, most of which management expects to convert to revenue within 3–5 months, signaling near‑term demand momentum.
• Positive Sentiment: Revenue was up 5% to $138.9M (1% organic on constant currency) with industrial and vehicle driving growth and gross margin expanding 50 basis points to 32.7%, reflecting the company’s mix shift toward higher‑value applications.
• Neutral Sentiment: Bottom‑line gains included net income up 51% to $5.4M ($0.32) and adjusted net income of $8.4M ($0.50), but adjusted EBITDA was slightly below prior year as elevated SG&A (commissions, cloud/IT, commercial spend) weighed on results.
• Negative Sentiment: The ongoing Dothan/Dolphyn facility transition and related restructuring are a near‑term cost headwind (company expects ~$2M–$3M of restructuring/realignment costs in FY26) that will press margins until operational benefits materialize later in the year.
• Positive Sentiment: Financial position strengthened — cash of $41.2M, net debt down to $136.1M with leverage ~1.78x, $158M of unused revolver capacity, and an increased dividend — giving the company flexibility for investments and returning capital to shareholders.

Presentation

[Operator]

Greetings, and welcome to the Allient first quarter fiscal year 2026 financial results conference call. At this time all participants are on a listen only mode. A question-and-answer will follow formal presentation. If anyone should require operator assistant during the conference please press star zero on your telephone keypad. As note this conference is been recorded. Would now like to turn the call over to Craig Mychajluk, Investor Relations. Thank you, Craig. You may begin.

[Craig Mychajluk, Investor Relations at Allient]

Yeah. Thank you, good morning, everyone. We certainly appreciate your time today, as well as your interest in Allient. On the call today are Dick Warzala, our Chairman, President, and CEO, and Jim Michaud, our Chief Financial Officer. Dick and Jim will review our first quarter 2026 results, provide a strategic and operational update, and share our outlook. We'll open the line for your questions. As a reminder, our earnings release and the accompanied slide presentation are available on our website at allient.com. If you're following along, please turn to slide two for our safe harbor statement. During today's call, we will make forward-looking statements that involve risks and uncertainties. Actual results may differ materially from those indicated. These risks and factors are outlined in our SEC filings and in the earnings release.

[Craig Mychajluk, Investor Relations at Allient]

We'll also discuss certain non-GAAP measures, which we believe will be useful in evaluating our performance. You should not consider the presentation of this additional information in isolation or as a substitute for results prepared in accordance with GAAP. We have provided reconciliations of non-GAAP to comparable GAAP measures in the tables accompanying the earnings release, as well as the slides. With that, please turn to slide three, and I'll turn it over to Dick to begin. Dick?

[Dick Warzala, Chairman, President, and CEO at Allient]

Thank you, Craig, and welcome everyone. We enter 2026 from a much stronger position than we were in a year ago. Over the last several years, we have worked to improve the quality of the business, strengthening the balance sheet, driving structural cost improvements, and continuing to reposition the portfolio toward higher value motion, controls, and power applications aligned with attractive long-term growth trends. Our first quarter results reflect continued progress on that strategy with growth in revenue, gross profit, operating income, and earnings, along with strong bookings to start the year. What I want to emphasize this morning is that our performance is not simply about putting up another quarter of growth. It is about continuing to improve the profile of the company.

[Dick Warzala, Chairman, President, and CEO at Allient]

That matters as it demonstrates that the operational work we have been doing is translating into better financial performance and stronger positioning as we move through 2026. From an end market standpoint, the market sales mix does have an impact on the overall gross margins generated in the quarter. I would note that regarding the mix, we continue to experience strength from vehicle in the quarter, particularly in commercial automotive, as demand carried over to some extent from the stronger than expected activity we discussed on our fourth quarter call. We are very encouraged by our progress in our industrial market, particularly industrial automation and power quality solutions supporting data center infrastructure. These are exactly the kinds of applications we are focusing our efforts on growing. They are aligned with durable sector drivers, they fit our technology strengths, and they tend to be more accretive to margins over time.

[Dick Warzala, Chairman, President, and CEO at Allient]

When we talk about improving the quality of growth, that is what we mean. We are also continuing to deepen our role as a solutions partner with OEM customers by focusing on higher value engineered systems and platforms, not just individual components. That approach supports stronger customer engagement, better competitive positioning, and importantly, a more favorable margin profile. On the demand side, orders were up 15% year-over-year and up 9% sequentially, resulting in a book-to-bill of 1.14 times. This is an important indicator for us as it reflects improving momentum in key end markets and supports a constructive view as we move through the balance of 2026. At the same time, I would also note that the first quarter did not fully reflect the leverage potential of the business.

[Dick Warzala, Chairman, President, and CEO at Allient]

We absorbed elevated operating costs, including carryover expenses associated from the Dothan transition, along with other targeted investments to support ongoing operations. While the Dothan transition represents a near-term cost headwind, the actions underway will simplify operations, improve quality and efficiency, and enhance long-term profitability. This reflects our Simplify to Accelerate NOW initiatives, or STAND for short, in action from an operational standpoint. Less visible but equally important are the significant internal investments we are making in our core business, particularly in R&D and product development. Our objective is to strengthen our electronic stack, further leverage our electromagnetic technologies to address high-growth market opportunities, and expand the use of our lightweighting capabilities to create a durable competitive advantage for both Allient and our customers.

[Dick Warzala, Chairman, President, and CEO at Allient]

Our recent technology acquisitions have created a strong technology base, and we are now aligning them more tightly with our core business to capture the benefits of scale and compounding. This further demonstrates STAND in action as we reposition the company for sustained future success. One example is our initiative to bring state-of-the-art Allient intelligent controls products to market as quickly as possible. To enable this, we made a deliberate shift within one of our technology units, moving away from project-based one-time revenue opportunities towards scalable market-facing products aligned with our long-term strategy. While this decision resulted in a near-term reduction in revenue and profitability, we are confident the long-term value creation will be significantly greater. This reflects our willingness to bet on ourselves and make disciplined choices that drive enduring success.

[Dick Warzala, Chairman, President, and CEO at Allient]

Another example is our effort to accelerate development of a full range of new motors and controls for the defense market. Historically, an initiative of this scope would have taken years. At Allient, we are compressing that timeline into months. To accomplish this, we are leveraging the expertise from another one of our recent acquisitions to lead the development, supported by existing technology units with proven ability to scale production. Again, this is STAND in action with a focus on speed, simplifying execution by concentrating resources within a highly experienced team that has delivered similar outcomes before. Using a sports analogy, we simplified the process by shortening the bench to utilize a highly experienced team that has been there and done it before. Stepping back, the first quarter was a solid start to the year.

[Dick Warzala, Chairman, President, and CEO at Allient]

Bookings were strong, our targeted growth areas remained healthy, we made significant investments in our platform development, and the business continued to move in the right direction from a product portfolio, operational, and a financial standpoint. While the environment is still not uniform across every market, we believe the portfolio is better aligned, the company is operating more efficiently, and we are positioned to keep building from here. With that, let me turn it over to Jim for an in-depth revenue of the financials.

[Jim Michaud, SVP and CFO at Allient]

Thank you, Dick, and good morning, everyone. Turning to slide four, first quarter revenue increased 5% to $138.9 million. On a constant currency basis, revenue grew 1% organically. Foreign currency translation provided a favorable impact of $5.1 million in the quarter. 50% of our Q1 revenue was generated in the U.S., with the balance coming primarily from Europe, Canada, and Asia-Pacific, consistent with our diversified geographic footprint. Looking at performance by major vertical, industrial was again the primary growth engine, up 8% year-over-year, reflecting continued strength in industrial automation and in power quality solutions supporting data center infrastructure. Those applications remain particularly healthy and are aligned with secular trends in electrification, digital infrastructure, and energy efficiency. Vehicle revenue increased 7% in the quarter, driven primarily by higher demand in commercial automotive.

[Jim Michaud, SVP and CFO at Allient]

Medical revenue increased 2% with steady demand in surgical robotics and other precision motor applications, partially offset by softness in medical mobility. Aerospace and defense declined 3% as expected, driven by program timing and the previously announced M10 Booker program cancellation rather than underlying pipeline weakness. Distribution, while a smaller part of the business portfolio, was down, reflecting normal variability in channel ordering patterns. The key takeaway from this slide is that we saw broad participation across the portfolio with particular strength in industrial and vehicle and a mix of steady and timing-driven dynamics in the other end markets. Turning to slide five, we show the composition of revenue over the trailing 12 months and the year-over-year change by market. This slide reinforces how the business has evolved and why the mix matters for the margin and earnings durability we have been delivering.

[Jim Michaud, SVP and CFO at Allient]

Industrial remains our largest vertical at roughly half of the trailing 12 month revenue and are increasingly anchored by higher value applications, power quality for data center infrastructure, motion and controls tied to automation, and solutions aligned with electrification. That's exactly where we've been directing engineering resources and capital. Vehicle represents about 18% of the trailing 12 months revenue. While still an important part of the business, it is a smaller percentage of mix than it was several years ago. That's both market-driven and intentional as we have consciously shifted away from lower margin, more commoditized programs toward higher value applications where our technology and systems content can support better returns. Medical remains steady at roughly 15% of revenue. Surgical instrument and other precision motion applications continue to be reliable contributors.

[Jim Michaud, SVP and CFO at Allient]

Aerospace and defense also represents roughly mid-teens of the mix and provides longer cycle visibility, even though quarterly shipments can be lumpy as programs ramp and pause. The mix today is more margin accretive and more tightly aligned with long-term secular drivers than it was just a few years ago. That mix shift is a key underpinning of our structural margin expansion. On slide six, we highlight gross profit and margin trends. First quarter gross margin expanded 50 basis points year-over-year to 32.7% on gross profit of $45.4 million. The improvement was driven by higher sales volume, improved product mix, and continued operational benefits from our Simplify to Accelerate NOW initiative.

[Jim Michaud, SVP and CFO at Allient]

The structural work we've done over the last several years and continue to undertake, consolidating overlapping operations. Focusing resources where we have scale and advantage and driving lean disciplines are being realized in our performance. Those actions are embedded in our manufacturing and supply chain processes and provide a more durable foundation as demand continues to move through their normal cycles despite experiencing more pressure from the evolving tariff policy. While quarterly margins will always reflect some mixed variability, the broader message is consistent. We are structurally improving the profitability of the business, and we continue to see opportunity to build on that over time. During the fourth quarter, U.S. trade policy underwent more changes. The Supreme Court determined that tariffs previously imposed under the International Emergency Economic Powers Act, otherwise known as IEEPA, were not authorized and are subject to refund.

[Jim Michaud, SVP and CFO at Allient]

While U.S. Customs has initiated an administrative process to facilitate the submission and payment of refund claims through a phased approach, we are currently evaluating our eligibility to recover previously paid tariffs and intend to submit refund claims after our review. The ultimate amount and timing of any such refunds remain uncertain and depend upon other factors like processing timelines, claims validation, and any unexpected administrative challenges that may come about. In addition, incremental tariffs were imposed on a broad range of products that is expected to expire in July unless extended or replaced through other legislative action. We have taken and continue to assess actions to mitigate these changes, including price adjustments, supplier negotiations, and supply chain diversification.

[Jim Michaud, SVP and CFO at Allient]

While we do not believe these increases have had a material impact to our operating performance to date, we are monitoring the evolution of the trade policy and the pressure it may have on margins should current measures stay in effect for an extended period or be expanded. Turning to slide seven, operating income increased to $9.3 million in the quarter, or 6.7% of revenue. We delivered 10 basis points of operating margin expansion year-over-year, even as certain cost items were elevated in the quarter. SG&A expense was 16.1% of sales, up 120 basis points year-over-year, primarily due to higher commissions and incentive compensation on stronger sales volume, increased trade show and commercial activity, and elevated IT-related costs, including cloud-based subscription costs and infrastructure. We view those as investments to support growth and productivity.

[Jim Michaud, SVP and CFO at Allient]

Restructuring and business realignment costs remain elevated as we continue to execute the Dothan transition and related optimization actions. We expect total restructuring and realignment costs of approximately $2 million-$3 million for the full year 2026. That's consistent with finishing the work that is already underway and completing additional changes that we expect to undertake. The way to summarize this slide is that we continue to expand operating margin year-over-year, even while absorbing near-term costs tied to Dothan and certain commercial and IT investments. We are doing so from a structurally improved base. On slide eight, you can see how the margin expansion translated into earnings. Net income increased 51% to $5.4 million, or $0.32 per diluted share, compared with $0.21 per diluted share in the prior period.

[Jim Michaud, SVP and CFO at Allient]

Adjusted net income was $8.4 million, or $0.50 per diluted share, compared with $0.46 per share a year ago. Adjusted EBITDA was $17.3 million in the quarter, or 12.4% of revenue, slightly below the prior period as elevated SG&A costs weighed on Adjusted EBITDA, even as the underlying margin structure continued to improve. Interest expense declined $1 million to $2.6 million, primarily due to lower average debt balance as we continue to deliver. Our effective income tax rate for the quarter was 21%. We continue to expect a full year tax rate in the 21%-23% range. The key takeaway is that bottom line performance continues to benefit from a stronger operating model and a lower interest burden as leverage comes down.

[Jim Michaud, SVP and CFO at Allient]

Moving to slide nine, we focus on cash flow, working capital and capital deployment. Net cash provided by operating activities was $6.2 million in the quarter compared to $13.9 in the prior period. The decrease was primarily driven due to timing differences and a larger incentive payouts rather than underlying business performance. Specifically, certain customer payments that typically would have been received prior to quarter end were collected shortly after the period close. We continue to prioritize inventory discipline while making strategic purchases to mitigate impacts to the ever-evolving trade policy. As such, inventory was modestly higher quarter-over-quarter. We've improved turns compared to where we were just two years ago, and our goal is to keep driving better performance over time.

[Jim Michaud, SVP and CFO at Allient]

Day sales outstanding were roughly 61 days in the quarter, compared with about 57 days for the full year 2025, we expect some normalization as we move through the year. Capital expenditures in the quarter were $2.2 million. We are investing in capacity and productivity, notably in the areas tied to data center related power quality, automation and other growth initiatives. For full year 2026, we expect CapEx of approximately $12 million-$15 million. Overall, slide nine is about staying disciplined, managing working capital, funding targeted growth and efficiency investments, and supporting our deleveraging priority. Turning to slide 10. Our balance sheet is in stronger position than it was a year ago, that matters for how we can support growth and navigate the external environment. At March 31st, cash and cash equivalents were $41.2 million.

[Jim Michaud, SVP and CFO at Allient]

Total debt was $177.3 million, and net debt declined to $136.1 million. Total debt was down $3.1 million during the quarter, and our leverage ratio, defined as the total net debt divided by trailing 12 month Adjusted EBITDA, improved to 1.78 times and is down significantly from where we were a couple of years ago. The bank leverage ratio, as defined under our credit agreement and excluding foreign cash and certain other adjustments, was 2.24 times at quarter end, comfortably within covenant levels. We also had $158 million of unused capacity under our revolving credit facility, providing additional liquidity. The story of slide 10 is straightforward.

[Jim Michaud, SVP and CFO at Allient]

Lower debt reduces financial risk and interest expense over time. It also gives us more flexibility to support organic growth, new program launches, and disciplined capital allocation from a stronger position. With that, if you advance to slide 11, I will now turn the call back over to Dick.

[Dick Warzala, Chairman, President, and CEO at Allient]

Thank you, Jim. What we are seeing on the order side is encouraging and, in our view, reinforces the progress we are making in the business. First quarter orders were $158.1 million, an increase of 15% year-over-year and 9% sequentially. That produced a book-to-bill ratio of 1.14 times, which is an important sign of positive momentum as we move further into the year. The strength was led primarily by industrial and vehicle. As we discussed earlier, vehicle was supportive in the quarter, particularly in commercial automotive, and we did see some continuation of the stronger activity that emerged late in 2025. Industrial has continued its strength, especially industrial automation and power quality solutions supporting data center infrastructure, which are strategic growth areas for the company and attractive from a margin standpoint.

[Dick Warzala, Chairman, President, and CEO at Allient]

We are also seeing steady underlying activity in medical and defense, even as individual programs may ramp and pause at different times. That diversification matters. It allows us to navigate variability in any one vertical while still building the overall business. Backlog ended the quarter at $251 million, up from year-end. The majority of that backlog is expected to convert to revenue within three to five months, which is consistent with our historical conversion patterns. When we look at orders and backlog together, we believe they support a constructive view of the business as we move through the balance of the year.

[Dick Warzala, Chairman, President, and CEO at Allient]

More broadly, this is consistent with what we have been saying for some time, where I continue to align the business around the markets, customers, and applications where we believe we can create the most value, not just in terms of revenue, but in terms of mix, margin quality, and long-term durability. The bookings profile we saw in the quarter is another sign that this repositioning is gaining traction. Turning to slide 12, I would frame the outlook in a straightforward way. First, we believe we are positioned to build on the momentum we saw in the first quarter. Bookings were strong, backlog improved, and our targeted growth areas remain healthy.

[Dick Warzala, Chairman, President, and CEO at Allient]

Industrial automation and data center infrastructure continue to align the portfolio with attractive end markets, and we remain focused on deepening our role as a solutions partner through higher-value engineered systems and platforms for defense and medical applications where our technologies are tightly aligned with customer needs. Second, we are going to remain disciplined. We will keep emphasizing cash generation, disciplined CapEx, and further deleveraging because that combination has clearly strengthened our financial position over the last several years. We have worked hard to build a stronger balance sheet, improve the cost structure, and operate the business more efficiently, and that work is continuing. Simplify to Accelerate NOW and our broader optimization efforts are not one-time initiatives. They are part of an ongoing effort to simplify the organization, improve throughput, eliminate waste, reduce costs, and strengthen profitability over time.

[Dick Warzala, Chairman, President, and CEO at Allient]

We still have work to do, including completing the Dothan transition and finishing the remaining structural actions that will continue to improve our gross and operating margin profile. Third, while we are constructive, we are also realistic. The macro environment is still uneven across certain end markets and geographies. Customer spending can move in phases, and trade and policy remain part of the broader backdrop. We are monitoring these developments closely, and at the same time, we have taken proactive steps over the last several years to diversify our supply base, localize sourcing where appropriate, and manage exposure through pricing and operational actions. What gives us confidence is what we control. Our cost structure is structurally better than it was a few years ago. Our capital allocation is disciplined. Our balance sheet is stronger.

[Dick Warzala, Chairman, President, and CEO at Allient]

Through the internal investments we have been making, our portfolio is increasingly aligned around long-term secular drivers where Allient can add differentiated value, including electrification, automation, energy efficiency, increased defense spending, and digital infrastructure. These are not short-cycle themes. They represent fundamental shifts in how energy is generated and used, how systems are automated, and how critical infrastructure is designed and built. Our motion, controls, and power technologies, combined with our systems-level engineering capabilities, position us well to support those transitions. I would also like to note that we increased our dividend. This represents the confidence we have in our future and provides a return to our investors. Quarter one demonstrated that the foundation we have built is working.

[Dick Warzala, Chairman, President, and CEO at Allient]

Our job now is to continue simplifying the organization, driving out costs, supporting our customers, and investing in the right programs and capabilities so that we can convert that foundation into sustainable, high-quality growth and value creation over time. I view us as being in the early to mid innings of our journey. STAND is key to our success as we move forward. It provides us a framework to execute our strategy and leverage our AST toolkit. Most importantly, though, it is the outstanding team here at Allient that truly makes it happen. With that, operator, please open the line for questions.

[Operator]

Thank you. We will now be conducting a question-and-answer session. If you would like to ask a question, please press star one on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star two if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. One moment, please, while we poll for questions. Our first question is from the line of Gerard Sweeney with ROTH Capital Partners. Please proceed with your question.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

Good morning. Thanks for taking my call.

[Dick Warzala, Chairman, President, and CEO at Allient]

Morning, Gerard.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

Wanted to start on the A&D side. Obviously, you highlighted, and we knew about some headwinds, especially around the M10 Booker program. Also a lot of news out there in terms of replenishing certain munitions, et cetera, and some of them are high-end equipment per se. I was just curious as to how you play into that opportunity and what you're hearing from maybe some of the in the background on opportunities as we go forward on that front.

[Dick Warzala, Chairman, President, and CEO at Allient]

Sure. Well, I can tell you this, is that, you know, everything that you're hearing about that, you know, the replenishment that will be occurring, it has to occur. I mean, there's been a huge consumption of some of the defense products that absolutely need to be replenished. We are seeing progress in those areas. I can start by, you know, saying to you that we had a very strong bookings first quarter. I could tell you we've come out even stronger in April already. Typically, we don't give forecast and guidance, but this is you know, this is the actual, and April has started out extremely strong, and we see continued progress in the areas that you've been discussing.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

Got it. The other area that I think is an opportunity I wanted to discuss a little bit for more is data centers. I know it's the topic du jour, and it's come up everywhere, especially power quality, which I think you play an important role in. One of the aspects we're looking at is, you know, dollars are really starting to hit the ground in data centers, right? On the front end, you're seeing some huge upticks in backlogs, especially on the construction companies. Obviously, Allient is a little bit later in this process because after the initial build-out. How does this play out in an opportunity? Because if you think about it, AI started three years ago, takes two years to build a data center, 2025 investment, much larger than 2024. 2024, much larger than 2023.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

It would imply that there's a burgeoning opportunity for you in the next couple of years. I just want to get your thoughts on that front.

[Dick Warzala, Chairman, President, and CEO at Allient]

100% correct. It's part of the growth that we're seeing. It's part of the strength that we're seeing in our bookings. You know, it did have an impact on our growth last year, and we think it'll be continue to grow and be more significant as we move forward this year and into the following years. You're absolutely correct. It is happening. We are seeing it converted into orders and backlog and, you know, with the other encouraging sign is that you're seeing the markets looking for acceleration of delivery. That's good and it's bad. I mean, you have to have the capacity in order to be able to handle it, which fortunately, we made the investments.

[Dick Warzala, Chairman, President, and CEO at Allient]

We made the investments in acquiring a company in Oshkosh that had a production capability in Mexico that we've been able to leverage and also an expansion of our facility up in Milwaukee. Those are, you know, they're playing into those markets. I think we have made our investments in advance of what the increasing demand is, and we're prepared to deliver to it. You are correct. We are seeing the positive benefits and impacts of that.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

One more question on that front. Would you be involved only in new builds, or is there a retrofit opportunity?

[Dick Warzala, Chairman, President, and CEO at Allient]

Well, that's a great question. I can't answer it with 100% confidence, but I would say to you that, if the retrofit is to improve the performance or the throughput of existing data centers, in order to do that, they're going to need equipment like ours. If that is happening, and I'm not sure, I can't answer that.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

Yeah, I'm not sure either, to be honest with you. I've just been hearing more of some existing data centers are being retrofitted, and that's just in the last couple of days.

[Dick Warzala, Chairman, President, and CEO at Allient]

Yeah.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

Yeah.

[Dick Warzala, Chairman, President, and CEO at Allient]

It makes sense.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

Yeah.

[Dick Warzala, Chairman, President, and CEO at Allient]

It absolutely makes sense. I mean, you've got the infrastructure there, what you wanna do is you take advantage of current technology and leverage that. If you're going to do that, then you're gonna be leveraging our stuff as well.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

Right.

[Dick Warzala, Chairman, President, and CEO at Allient]

Have to take a look at that.

[Gerard Sweeney, Analyst at ROTH Capital Partners]

All right. I appreciate it, Dick. Thanks for taking my call.

[Dick Warzala, Chairman, President, and CEO at Allient]

Thank you, Gerard.

[Operator]

Thank you. Our next question is from the line of Max Michaelis with Lake Street Capital Markets. Please proceed with your question.

[Max Michaelis, Analyst at Lake Street Capital Markets]

Hey, guys. Thanks for taking my call or questions here. First one from me, wanna go back to A&D. Sounds like you're seeing a lot of positive momentum here in Q2. Was curious to know if you're seeing a lot of that activity around drones or if it's just kind of a broad-based strength in the defense space?

[Dick Warzala, Chairman, President, and CEO at Allient]

Well, there's obviously a significant interest in drones, and we take it serious, and we feel we're in a great position. In past conference calls, we've talked about our capabilities and motors that are used in the propulsion and so forth, and the requirement that certain products are gonna have to convert to U.S.-made products for U.S. defense applications. We are well-positioned to take advantage of that. Now, in saying that, you know, we have typically been in the high-end side of that. The high end, meaning the, you know, the more expensive, larger, more sophisticated drone applications that weren't necessarily just propulsion.

[Dick Warzala, Chairman, President, and CEO at Allient]

We do see that the opportunity in propulsion for us, given our experience and knowledge of the motor types, our ability to scale, and meaning scale because, you know, having been in the vehicle business and in other businesses where we make millions of motors a year, this is one of the beauties of our company. We can convert from design to full-scale production. I mentioned in part of my prepared script here is that leveraging one of our newer acquisitions from a technology standpoint but also from a design standpoint and combining it with existing operations that know how to scale, that's what's going to be required in the market, and we've been working extremely hard to position ourselves to be able to take advantage of it. Okay? We see it as important. We're making an investment. We're moving very quickly.

[Dick Warzala, Chairman, President, and CEO at Allient]

About all I'll say about that right now.

[Max Michaelis, Analyst at Lake Street Capital Markets]

Perfect. A couple more from me here. Secondly, you noted vehicle was strong as well in orders in Q1. I was curious to know if you're kind of turning away any sort of low margin vehicle orders or if you're just accepting all now?

[Dick Warzala, Chairman, President, and CEO at Allient]

Yeah. Yeah, great question. I mean, if we remember vehicle, we describe vehicle as it's not just automotive. We mentioned in particular commercial automotive.

[Max Michaelis, Analyst at Lake Street Capital Markets]

Yep

[Dick Warzala, Chairman, President, and CEO at Allient]

Is a portion of our business. The other vehicle markets have been as strong as well, okay? Typically, they're in, you know, custom applications that enhance their actuation and so forth, and the margin profiles are better. I will say that our team has done a great job of making improvements in process, adding, you know, some automation to the process, and we are not working on massive new programs. That's one thing that I would say to you, that what we've turned away from is that we're not interested in, you know, working on a design for a low margin commercial automotive project that we don't particularly add any other value than what they're looking for is price.

[Dick Warzala, Chairman, President, and CEO at Allient]

More about not getting involved in the high upfront CapEx requirements, the long design-in cycle time, and the long time before you start to see a return on your investment. We are leveraging what we have, and unfortunately for us, I mean, it is continuing to grow, and I would tell you that our operating margins have improved.

[Max Michaelis, Analyst at Lake Street Capital Markets]

All right. Great, guys. I'll take the rest of mine offline. Thank you again.

[Dick Warzala, Chairman, President, and CEO at Allient]

Thank you, Max.

[Operator]

Thank you. Our next question comes from line of Greg Palm with Craig-Hallum. Please proceed with your question.

[Greg Palm, Analyst at Craig-Hallum]

Yeah. Thanks. Good morning, everybody. Can you.

[Dick Warzala, Chairman, President, and CEO at Allient]

Morning, Greg.

[Greg Palm, Analyst at Craig-Hallum]

Morning. Maybe I don't know if you're able to quantify, you know, some of these, you know, facility transition costs that you alluded to. You know, I don't know how much that was in Q1 or whether it gets better or worse in Q2. Just to be clear, is it sort of fully abate by second half? Anything lingering that we should be aware of?

[Dick Warzala, Chairman, President, and CEO at Allient]

Yeah, no, great question. I mean, that, you know, we did bring it up because you get into transitions, there's always some unknowns. Many of the times, you're designed in on programs that require customer support in order to get re-qualified. It's difficult for you to just pick it up and move it, and, you know, you're dealing with many, many different parties and, you know, and so forth. What we were moving is a more of a higher mix business, which adds complexity to it as well. I will say, you know, in retrospect, could we have done a better job in identifying some of these challenges up front? Of course, we could have. We're correcting them, and we're moving fast on them.

[Dick Warzala, Chairman, President, and CEO at Allient]

To answer your question, we do expect to drive out more cost that we expected to drive out, improve efficiencies, and we will start to see the benefits of that in the second half of the year. Jim can provide you some numbers, give you some more detail on what the impacts have been.

[Jim Michaud, SVP and CFO at Allient]

Yeah. As we mentioned during the call that, you know, we expected to make some incremental investments, you know, $2 million-$3 million, you know, over the course of 2026. Again, I would expect, you know, really the second half of the year to obviously more of a concentration of that. Again, as Dick mentioned, you know, we're still, you know, stabilizing and, you know, working on the transition with Delfin. You know, that's continuing and, you know, hopefully by the end of the third quarter, that will be in a good place of where we expect it to be.

[Greg Palm, Analyst at Craig-Hallum]

Okay. Makes sense. Shifting gears to the bookings, which I think was an all-time record. Obviously, it stood out both from an absolute basis, you know, year-over-year growth. I think you mentioned vehicle industrial. Can you give us some sense, were there specific categories within that that drove it? Then in response to an earlier question, you talked about April trends. Was that specific to defense, or was that across the board? I didn't catch that comment.

[Dick Warzala, Chairman, President, and CEO at Allient]

Sure. To answer your question, in the first quarter, we did see strength of pretty much, I would say across the board. The magnitude or the significance of them are in some of the key drivers and markets that we mentioned to you. You know, Gerard had asked the question about the defense market and replenishment and so forth, we did benefit from that, we will continue to benefit from that. I will say to you this, you know, as we've talked about how do we record bookings? If we have a firm schedule for, you know, a full year or multiyear commitment to us, the only time that we actually record it as a booking is when we get a firm production schedule.

[Dick Warzala, Chairman, President, and CEO at Allient]

One of the things that we did do starting the beginning of the year here is that in the past, you know, we have received with some forecasted demand of when deliveries are going to occur, and we may have booked the full amount, okay. We're doing it a little bit differently. The bookings could have been significantly better if we book full program versus booking, you know, four to five months out of demand every quarter, booking another quarter, showing the demand and of forecast demand of when we're shipping in a more current timeframe. You heard me talk about, you know, moving in some of the backlog into a more current timeframe. I think I said three to five months, and I should have said three to six months. That's because, and because the change that we've made.

[Dick Warzala, Chairman, President, and CEO at Allient]

It is substantive, you know, I will say that if we go back, we do a comparison to one of the programs that we are now booking on a monthly or quarterly basis versus on a full annual basis, you know, it could have been significantly higher. We are seeing, you know, in the defense market, we're seeing those bookings coming in. We expect more to come. Also in the, you know, the data center side of it. It's been significant growth, and it in the first quarter, it was strong, and we also see strengthening, you know, coming right out of the chutes here in the second quarter. You know, Greg, rarely do we talk about, you know, what we've already seen.

[Dick Warzala, Chairman, President, and CEO at Allient]

I think, my intent here is to, you know, while you look at it and say, we may have missed in from a revenue projection or, you know, Adjusted EBITDA projection, I would say to you the business is strong and healthy, and we're very confident that, you know, what we're seeing here, is, you know, we're certainly pleased with what we're seeing, and we wanna share that there's no real reason of concern. The orders are coming. They are coming. They have come, and they will continue to come. That results in, you know, the improvements that we expect, you know, for the full year and beyond.

[Greg Palm, Analyst at Craig-Hallum]

Just to be clear, bookings were up 15% on a year-over-year basis. They were very strong. You're saying they were actually understated because of this sort of change in formula that you alluded to?

[Dick Warzala, Chairman, President, and CEO at Allient]

Yeah. I mean, if we had recorded a particular order that was a pretty significant sum of, like we did a couple years ago, the problem with it is you book it in one. We book the whole thing. We have forecast demand. We found out that that demand doesn't necessarily relate to reality, so you'll get push-outs as it goes on. We decided to make the change. The change we made, it could have been significantly higher if we did it in the same manner. We are making the change to be, you know, more level-loading, more conservative about, okay, with current data, we will book when we get more of a firm demand on a short-term basis. You're absolutely correct.

[Greg Palm, Analyst at Craig-Hallum]

Okay. Understood. I guess my last question then, you know, just in light of your comments, I mean, I don't think 1% organic growth on a constant currency basis, which is what you had reported in Q1, is necessarily a good representation of how you might view the year. I know you don't, you know, guide for the full year, but, you know, maybe we'll just appreciate any comments related to that.

[Dick Warzala, Chairman, President, and CEO at Allient]

Yeah, I would agree with you. I think we're on a path to certainly exceed that. I think we also remember if we go back to what we talked about in our, you know, fourth quarter was better than we expected because we had some pull aheads, which was unusual in the fourth quarter, which did have an impact on what was available to ship in the first quarter. It was a balancing. It was a level loading to a certain extent. At again, unusual for us as a company, but for certain customers to be accelerating shipments into a fourth quarter rather than pushing and allowing them to ship in first quarter. We saw some of that.

[Dick Warzala, Chairman, President, and CEO at Allient]

I think, you know, if you look at a quarter-to-quarter basis, it may look all right, it's not that great, but when you look at it on a, you know, a more longer-term standpoint, there is some positive growth occurring.

[Greg Palm, Analyst at Craig-Hallum]

Okay. Appreciate all the color. Thanks.

[Dick Warzala, Chairman, President, and CEO at Allient]

Thank you, Greg.

[Operator]

Thank you. Our next question comes from line of Tomohiko Sano with JPMorgan. Please proceed with your question.

[Tomohiko Sano, Analyst at JPMorgan]

Hi, good morning, Dick, Jim.

[Dick Warzala, Chairman, President, and CEO at Allient]

Morning, Tomo.

[Jim Michaud, SVP and CFO at Allient]

Morning, Tomo.

[Tomohiko Sano, Analyst at JPMorgan]

Thank you. Could you talk about operating margins? That was 6.7% in Q1, but excluding one-time items and considering the impact of the Simplify to Accelerate NOW program, what would you estimate as the underlying or normalized margin levels? Additionally, if you could talk about some OP margin outlook from Q2 onward, it would be appreciated. Thank you.

[Jim Michaud, SVP and CFO at Allient]

Good question, Tomohiko. A couple of things. As we talked about, you know, we're making investments in our research and development, new product development, and as Dick mentioned, you know, we're on pace to bring products to market faster. We did make some strategic investments in order to facilitate and enable that. I think we'll see some continued investments as we go throughout the rest of this year in order to, you know, execute on what we're strategically trying to do, and that is to bring, you know, products to market faster. I think, you know, there's continued investments that we will make in the streamlining of the business as we have been doing the last couple years.

[Jim Michaud, SVP and CFO at Allient]

As we mentioned, you know, we're continuing to complete the Dolphyn transition and, you know, continuing to look for opportunities where we see duplication. I think our Simplify to Accelerate NOW DNA is, you know, well in place, and we're continuing to, you know, support, you know, the ongoing improvement in margins, you know, as a result of what those projects have demonstrated over the last couple years.

[Tomohiko Sano, Analyst at JPMorgan]

Thank you. Thank you, Jim. If I may follow up on the vehicle, in terms of the order trends or revenue, that was a bit surprisingly solid. Dick, if you could talk about the 8% plus commercial, automotive, and construction strength offset by the lower powersports and truck demand. How should we look at these kind of customers' order trends over the next couple quarters?

[Dick Warzala, Chairman, President, and CEO at Allient]

I think they're gonna continue. We don't see any signs that, you know, this was unusual by any stretch of the imagination or means. I think we've seen a return to growth in some of the, you know, non-automotive vehicle markets, and I think that's a positive sign for us. We continue to work on new applications in those areas. As I mentioned, it's, you know, they're typically specialty, and they're used in trucks and buses and construction equipment and so forth. I think one thing is the talking about the impacts on the ATV market, you know, the off powersports and so forth.

[Dick Warzala, Chairman, President, and CEO at Allient]

You know, that has continued to being a little bit of a drain on us, and we have mentioned it in the past that that market has moved in a direction of, you know, more commoditized commercial automotive. We have, while we're experiencing competition, and we have experienced competition the last several years that have come from the automotive side of it, you know, the quantities don't necessarily lend themselves to it long term. We have focused on what's the future gonna look like and how we can provide a more integrated total solution versus a component solution. From that standpoint, I think we feel good that, you know, we've hit a point of where, you know, we bottomed out, but that we will see some growth from there.

[Dick Warzala, Chairman, President, and CEO at Allient]

I think those are, you know, positive signs from that standpoint as well. We realigned our businesses, and we continue to realign our businesses. Some of the moves that we're undertaking right now, and unfortunately, that we've incurred, you know, extended transition time periods and costs, I think in the long term, they're definitely gonna pay dividends because the businesses are different. The investments that you make and how you structure the business has to be different. Our goal is to align the cost associated with those business with the profit potential. That's exactly what we're doing. You know, yeah, it's painful, but the rewards will be there. The margin profiles that we're setting internally, it's not the same across the board. You know, we've talked about this.

[Dick Warzala, Chairman, President, and CEO at Allient]

I know you've asked us questions in the past, can we share more about which ones generate higher margins or not? We've been reluctant to do so. You know, when you talk about gross margins, you know, that's one thing, but when you talk about operating profit, that's another. Our expectation is that, you know, the business potential has to be there, and it's our job to structure them to generate the operating profit and control, you know, the variable cost to the best of our ability. Certainly the OpEx cost, which is not, you know, all parts are not created equal. That will drive operating margin in each of our markets that we know we've established targets for and we continue to move towards. Okay? Vehicle, our specialty applications that we do, we're getting better and stronger in.

[Dick Warzala, Chairman, President, and CEO at Allient]

We're leveraging already, you know, designs and capital equipment that's in place, and we're certainly willing to take on more of those. We're just not willing to take on long-term, just really cost competitive, long, you know, high CapEx and high risk returns. We're changing the profile, and that's not part of our plans.

[Tomohiko Sano, Analyst at JPMorgan]

Thank you, Dick.

[Dick Warzala, Chairman, President, and CEO at Allient]

Thank you, Tomohiko.

[Operator]

This does conclude our question-and-answer session. I'd like to turn the floor back over to management for closing comments.

[Dick Warzala, Chairman, President, and CEO at Allient]

Well, thank you everyone for joining us on today's call and for your interest in Allient. We will be participating in the Craig-Hallum Investor Conference in Minneapolis on May 28th, and then the Virtual Northland Growth Conference on June 23rd. As always, please feel free to reach out to us at any time, and we look forward to talking to you all again after our second quarter 2026 results. Have a great day.

[Operator]

This concludes today's teleconference. Thank you very much for your participation. Please disconnect your lines and have a wonderful day.

Participants

Executives

• Craig Mychajluk, Investor Relations
• Dick Warzala, Chairman, President, and CEO
• Jim Michaud, SVP and CFO

Analysts

• Gerard Sweeney, Analyst at ROTH Capital Partners
• Greg Palm, Analyst at Craig-Hallum
• Max Michaelis, Analyst at Lake Street Capital Markets
• Tomohiko Sano, Analyst at JPMorgan