Hello, everyone. Thank you for joining us, and welcome to the first DIBS Quarter 3 Earnings Call 2026. After today's prepared remarks, we will host a question and answer session. If you would like to ask a question, please press star 1 to raise your hand. To withdraw your question, press star 1 again. I will now hand the conference over to Kevin LaBuz, Head of Investor Relationships and Corporate Development. Please go ahead.

Good morning and welcome to First Dibs earnings call for the quarter ended September 30th, 2026. I'm Kevin LaBuz, Head of Investor Relations and Corporate Development. Joining me today are Chief Executive Officer David Rosenblatt, Chief Financial Officer Tom Etergino, and Chief Product Officer and Chief Marketing Officer Bradford Shellhammer, who will become Chief Executive Officer effective January 1st, 2027. In addition to our quarterly results, we have some exciting news to review regarding our leadership transition. This call will be available via webcast on our investor relations website at investors.firstdibs.com. Before we begin, please keep in mind that our remarks include forward-looking statements, including, but not limited to, statements regarding guidance and future financial performance, market demand, growth prospects, Business plans, strategic initiatives, business and economic trends, and competitive position. Our actual results may differ materially from those expressed or implied in these forward-looking statements as a result of risk and uncertainties, including those described in our SEC filings. Any forward-looking statements that we make on this call are based on our beliefs and assumptions as of today, and we disclaim any obligation to update them, except to the extent required by law. Additionally, during the call, we will present GAAP and non-GAAP financial measures. A reconciliation of GAAP to non-GAAP measures is included in today's earnings press release, which you can find on our investor relations website along with replay of this call. Lastly, please note that all growth comparisons are made on a year-over-year basis unless otherwise noted. I will now turn the call over to our CEO, David Rosenblatt.

David? Thanks, Kevin. Good morning, everyone. I would like to begin with some news. Effective January 1, 2027, Bradford Shellhammer will succeed me as CEO, and I will become executive chair. I have had the honor of leading First Dibs since 2011. I'm proud of what our team has accomplished in my tenure. We changed our business model from a listings website to a transactional marketplace, built the leading technology platform in the industry from scratch, navigated the pandemic e-commerce boom and the correction that followed, and took the company public. More recently, we re-engineered our cost structure, reached adjusted EBITDA profitability, and returned GMV to growth. That progress continued in the third quarter. Orders grew again on a year-over-year basis for the first time since the fourth quarter of 2024. Conversion grew for the 12th consecutive quarter, and active buyers grew sequentially. GMV grew 4%, our second consecutive quarter of GMV growth, against continued mid-single digit declines for the high-end furniture market. Lastly, we delivered our fourth consecutive quarter of positive adjusted EBITDA, with a margin of 4.5% that exceeded the high end of our guidance. The work of the last several years built a strong foundation, and that is exactly why it is time for the next chapter. Thank you for watching. Since joining us in August 2025, he has been instrumental in designing and implementing our product roadmap, which is now driving order growth. Over this time, Bradford's role has expanded to leading most of our day-to-day operations, and as a result, there will be no disruption to the operations of the business. Bradford has earned my full support along with the support of our leadership team and our board. As executive chair, I will work with Bradford on strategy and capital allocation and anywhere else I can be helpful. Thank you to everyone at First Dibs and to our buyers, sellers, and shareholders. Now, let me turn it over to Bradford to review our third quarter results.

Thank you, David, and good morning, everyone. I am deeply honored by the opportunity to serve as the next CEO of First Dibs. Joining the team in August 2025 represented an exciting homecoming for me, bringing together the core chapters of my career. My trajectory in e-commerce began 17 years ago as a co-founder of a design marketplace. Following that, I stepped into senior leadership positions at eBay and Etsy, where I honed the mechanics of building and expanding global platforms for enthusiast buyers. Leading First Dibs allows me to combine a lifelong passion for design, luxury, furniture, vintage, and collecting with my background scaling the world's leading digital marketplaces. Over two decades, I have repeatedly observed the following simple truth. Enthusiast buyers demand trust through vetted authenticity, frictionless service and personalized discovery. Concurrently, our dealer community relies on a partner to expand their reach against e-commerce giants and manufacturers. As AI reshapes e-commerce, we believe the intrinsic human desire for exceptional design only intensifies. First Dibs remains uniquely positioned to capture this expanding global opportunity as the market evolves. I am grateful to our board for their confidence and to David for his leadership and mentorship over the years. Building the company through its business model transformation and IPO is no small achievement and I have learned a great deal from him. David and I will continue to work closely together through the transition, and as executive chair, he will serve as a sounding board for me and our executive team. I will now walk through our third quarter progress and the roadmap ahead. Our results show that the roadmap is doing what we designed it to do, deliver a better experience for buyers and sellers. GMV grew 4% to 92.6 million, above the midpoint of our guidance, against our toughest comps of 2026. Revenue rose 5% to 23.1 million, above the high end of guidance, and adjusted EBITDA margin reached 4.5%, up 560 basis points from a year ago, also above the high end of guidance. Our results compare favorably to those of our end market. Based on the credit card data we track, high-end furniture spending declined mid single digits in the third quarter, while our GMV grew 4%. We believe that outperformance reflects market share gains driven by the product improvements we are making. Thank you so much for joining us. With that context, let me walk you through the drivers of the quarter's performance. Thank you for watching. all three trends reflect the roadmap taking hold The roadmap is organized around four pillars, discovery, trust, shipping, and service. Each one solves a problem for buyers and sellers that exists regardless of macro conditions. The first half of 2026 was about building the technical and operational foundation. In the second half, we're integrating those capabilities into more of the buyer and seller experience. AI is helping us move faster here. AI-assisted development now accounts for over 85% of our new code, up from over 70% last quarter, which lets our teams get improvements to buyers and sellers sooner. Discovery is the first step in every purchase. Buyers cannot purchase what they cannot find, so improving discovery is a direct driver of growth. With over 1.9 million one-of-a-kind items, that work is harder for us than most marketplaces. Personalization is a key lever for unlocking discovery, and we are early in building it. Our long-term goal is one-to-one personalization at every buyer touchpoint. Historically, our recommendations relied largely on manual curation and older technology that surfaced items similar to what a buyer had already viewed. Today, we are using machine learning to build a deeper understanding of each buyer, our catalog, and how the two connect. Thank you for joining us. In addition, homepage recommendation click-through rate has grown steadily all year, up more than 40% in the third quarter. Our personalization models learn from those explicit buyer signals. In the third quarter, favorite rates, an important signal of intent, reached a record high. Additionally, favoriting from the homepage increased more than three and a half times compared with last year. That suggests personalized content resonates with buyers and is drawing them into more active shopping. Looking forward, we look to introduce personalization to more product and marketing experiences. Search is where many high intent journeys begin and buyers who search convert at nearly four times the rate of those who do not. Our search still relies heavily on exact keyword matching, which asks buyers to know industry terms. A buyer who admires a Scarpa Africa chair should be able to find similar pieces without knowing that designer's name or the chair's name. Throughout the quarter, we continued to build towards semantic and natural language search, which lets buyers describe what they want in their own words. We are currently testing two capabilities, query understanding for price and semantic hybrid search, which combines keyword matching with AI that understands the meaning behind a query. Both build on work we started earlier this year, including AI-generated catalog metadata. During the quarter, we also redesigned how buyers filter and browse. This resulted in an increase in item clicks per session over 5%, meaning buyers are engaging with more of the catalog on each visit. We are also putting our inventory where buyers explore design, having submitted our product catalog feed to ChatGPT. Lastly, our Tastemakers Ambassador Program continued to scale, with more designers and creators taking part in our campaigns. Instagram engagement remains strong and time viewed on our videos increased 30% sequentially following a strong second quarter. Additionally, we have begun using this content in performance marketing, increasing reach and creating efficiency gains via diversified content. Next is trust. Last quarter, we expanded our pricing work into a broader trust initiative that covers a full range of signals buyers rely on when they decide to transact on First Dibs. Trust means that buyers can be confident that the price is fair, the item is authentic, and that First Dibs stands behind every purchase. Our goal is to make trust a product priority and to build the systems that protect buyers and sellers as the marketplace grows. This quarter, we put that focus into practice by restoring seller branding across product pages and buyer-seller messaging. Thank you for watching. When a buyer purchases a $5,000 chair, they want to know exactly where it is and when it will arrive. Today, that experience is inconsistent. Our shipping strategy aims to address this by delivering better pricing, better tracking, and better tools to our sellers compared to our experience today. In the third quarter, we launched the initial phase of our Ship to Earn program. Today, approximately 35% of seller-fulfilled shipments lack shipping or delivery tracking statuses. This visibility gap frustrates buyers and makes it difficult for us to promise on-time delivery. Ship to Earn solves this. Sellers either use carriers that provide tracking or they upload proof of delivery manually. In early 2027, we plan to enforce this requirement for payout, which will reduce this friction and improve buyer confidence. Service is the final pillar and is where we turn an order into a lasting relationship. We launched an AI-powered customer service chatbot in the second quarter, and third quarter results have been encouraging. The chatbot now handles nearly 25% of chat support inquiries independently, up from roughly 15% in July. Additionally, we have upgraded our offshore partner to a new vendor capable of handling more complex work, which allows us to redeploy our in-house support team to focus on what matters most, delivering exceptional service to our top buyers. We are beginning to redeploy our in-house team toward high-value buyers. We recently expanded dedicated support for interior designers with post-sale service leads now working directly with our pre-sale teams to create a seamless experience for our leading design firms. Service is a meaningful part of the value we offer these customers, and this is where our team's expertise has the greatest impact. On the seller side, we started by removing friction from the listing process. We modernized the seller listing experience by making it easier to upload photos and videos, streamlining the upload form, and adding smarter defaults, which contributed to an almost 20% reduction in upload time. We also shipped two of our most highly requested features. Sellers can now block lowball offers and set time away, giving them more control over their negotiation flow and availability. In addition, we launched a pilot of our first seller inventory management API, allowing select sellers to update inventory availability status directly. Thank you so much for joining us. In the second quarter, we migrated to a new partner that we believed would deliver better relevance and performance. In the third quarter, sponsored listings revenue grew over 35%. We are still optimizing the partnership, but the trajectory is positive. As we extend monetization to more surfaces and improve relevance, we see meaningful room to grow revenue while keeping the buyer experience strong. Thank you so much for joining us. We now recognize that not all inventory is the same. So we have identified a handful of areas where we have a clear right to win, access to supply, and see a strong opportunity for growth. In these categories, our playbook pairs lower commissions with business development, category marketing, structured data, and merchandising, supported by product experiences designed around each category. Together, these efforts aim to grow listings and, ultimately, GMB. Re-evaluating commissions on a category by category basis is the first step. Previously, we applied one commission structure across the marketplace. However, each category carries its own competitive dynamic and seller margin structure. The economics of a branded luxury watch seller, for example, differ significantly from those of an antique furniture dealer. In the second quarter, we began testing lower commissions with a select group of iconic jewelry brands, and the tests showed that lower commissions spurred incremental supply. Based on those results, in October, we reduced commissions for select iconic jewelry and watch brands and all handbags, which together represent approximately 7% of our GMV. We will complement this new commission structure with targeted marketing and product enhancements. Over time, we see a substantial opportunity on these verticals. The global luxury secondhand market is worth tens of billions of dollars, and we believe a more competitive commission structure paired with category-specific product and marketing experiences will attract more supply, which will attract more buyers. Overall, the data on our leading indicators of GMV growth show that we are moving in the right direction. Thank you so much. As these efforts compound, we expect that GMV growth will follow. I'd like to turn it over to Tom, who will summarize our financial performance and Q4 guidance.

Thanks, Bradford. Good morning, everyone. Since joining First Dibs, I've had the privilege of working closely with David, and I want to thank him for his leadership in building First Dibs into the company it is today and for setting us up for what comes next. And I can speak on behalf of the full executive team when I say, We are excited for this next chapter with Bradford as CEO. With that, let me turn to our results. The third quarter was a solid quarter for First Dibs. GMV grew 4% to $92.6 million above the midpoint of our guidance range. Revenue grew 5% to $23.1 million above the high end of our range, and adjusted EBITDA margin was 4.5% also above the high end. This marks our fourth consecutive quarter of positive adjusted EBITDA, reflecting our re-engineered cost structure and continued cost discipline. Let me walk you through the numbers. Orders returned to growth. The first year-over-year increase since the fourth quarter of 2024. Orders grew 1%, and all three dimensions of our funnel moved in the right direction. Traffic declines once again moderated, and in absolute terms, sessions grew sequentially. Approximately 75% of traffic came from organic sources, reflecting the enduring strength of the First Dibs brand. Average order value reached approximately $2,700, up 2%. Median order value, which excludes the impact of outlier transactions, grew 7% to approximately $1,400. That growth reflects the trust buyers continue to place in our platform. Conversion group for the 12th consecutive quarter, which is how we are turning a smaller base of traffic into more orders. We believe much of that progress reflects our roadmap, including a more personalized homepage, a redesigned filter experience that is driving higher engagement and faster checkout in our app. Each change removes friction at the point where a buyer decides whether to purchase. The consumer and trade GMB both grew at similar rates. Growth in both channels reinforces that our marketplace meets the needs of buyers across the market, even in a challenging environment. On a vertical basis, GMB growth was driven by acceleration in vintage and antique furniture. We ended the quarter with more than 58,200 active buyers, down 8% year over year, but up 1% sequentially. Thank you for joining us. Thank you for joining us. Take Rate rose approximately 30 basis points year over year, reflecting fewer high-value orders, which carry a lower blended commission rate, as well as growth in sponsored listings. Gross profit was $16.9 million, up 3%. Thank you for watching. Thank you for joining us. Sales and marketing expenses were $5.3 million, down 33%. This reflects the strategic realignment implemented in late 2025, which reset our marketing organization and rationalized performance marketing spend, as well as lower headcount-related expenses following our recent restructurings. Sales and marketing as a percentage of revenue was 23%, down from 36% a year ago. Technology development expenses were $6.4 million, up 8%. This increase reflects continued investment in product and engineering in support of our 2026 roadmap and consistent with our September 2025 strategic realignment. Technology development as a percentage of revenue was 28% up from 27% a year ago. General administrative expenses were $6.5 million up 2% reflecting the impact of higher headcount related costs due to our annual merit cycle in March. General Administrative Expenses as a Percentage of Revenue was approximately 28%, down 1% from a year ago. Lastly, provision for transaction losses were approximately $950,000, or 4% of revenue, in line with our historic range of 2-4%. Adjusted EBITDA was $1 million, a margin of 4.5%, above the high end of our guidance range. This is our fourth consecutive quarter of positive adjusted EBITDA, and it reflects continued expense discipline alongside revenue growth. In the third quarter of 2025, adjusted EBITDA was a loss of $240,000 or negative 1.1%, so margins improved by approximately 560 basis points. The cost structure we reset starting in 2022 is allowing revenue growth to flow through to the bottom line. We are expanding margins while continuing to invest in product and engineering. Turning to the balance sheet, we ended the quarter with cash, cash equivalents and short-term investments of $69 million, up $1.3 million sequentially, driven by positive operating results. Since 2023, we've returned more than $55 million to shareholders through share repurchases. Our board has now authorized an additional $5 million share repurchase program, which reflects confidence in our ability to generate cash, supported by four consecutive cores of positive adjusted EBITDA and a strong balance sheet. We will continue to balance returns to shareholders with investment in our roadmap. Turning to the outlook, our guidance reflects quarter-to-date results and our forecast for the remainder of the period. We forecast fourth quarter GMV between $89 million and $95 million, or down 1% to up 5%. Net revenue of $22.2 million to $23.4 million, or down 3% to up 2%, and adjusted EBITDA margin between positive 1% and positive 4%. Our GMB guidance reflects three factors. First, product-driven growth. Our roadmap continues to improve the buyer experience across discovery, trust, shipping, and service, and we expect that progress to keep supporting our funnel. Second, faster order growth than in the third quarter. Order growth is the metric we manage most directly. Third, a modest decline in average order value. AOV grew 2% in the third quarter, but quarter-to-date AOV is down low single digits. That moves AOV from a tailwind to a headwind on GMB growth, and our guidance assumes it persists throughout the rest of the quarter. We do not manage to AOV directly, and it can be impacted by a small number of high value orders. Turning to revenue guidance, the gap between our GMB and revenue growth outlook is primarily driven by lower take rates related to our category acceleration strategy, where we have reduced commissions to attract more supply. Those commissions are the first step in a broader playbook that includes business development, marketing, structured data, and product experiences to accelerate listings and GMB in these categories. This is partially offset by our second sponsored event, which takes place in December. Our adjusted EBITDA margin guidance reflects three factors. The aforementioned revenue headwind reducing commissions as part of our category acceleration strategy, gross margins toward the lower end of our 72% to 74% range, and a sequential seasonal increase in marketing. Turning to our 2026 financial framework, we continue to expect full-year GMV and revenue growth, revenue take rates of approximately 24% to 25%, gross margins of 72% to 74%, and positive adjusted EBITDA. Underpinning this plan is the assumption that macroeconomic conditions, particularly those impacting the housing market and consumer discretionary spending, remain stable. Thank you for joining us. will maintain our discipline around our cost structure while we execute on the roadmap. We appreciate your continued support and look forward to updating you on our progress in the coming quarters. Thank you. I will now turn the call over to the operator to take your questions.

We will now begin the question and answer session. Your first question comes from the line of Bobby Brooks with Northland Capital Markets. Your line is now open. Please go ahead.

Hey, good morning, team. Thank you for taking my question. I want to say congrats, David, on the successful tenure as CEO and congrats to Bradford on the move up to CEO. Exciting times. I know that you guys, Bradford, you gave a lot of color on just the kind of beginnings of commission tweaks specifically in like jewelry. And it sounds like that's one from a pilot stage to expanding it across those categories broadly. But I was curious to hear, obviously, I think you sized it at like 7% of GMV. What about the other 93% of GMV? Is that a focus of starting to kind of revamp commissions across different categories? Just how should we be thinking about that if that's on the tape going forward?

Hey, Bobby. Thanks for the kind words for both David and I. I'm super excited to continue a partnership and relationship with you. On this question, we are currently doing a discovery sprint of research to understand what other opportunities we have to potentially adapt a category acceleration strategy in other places. We want to give the categories that we've gone into first The space that they need to get it right. There is a decent amount of sequencing work that's required to stand this up. I've been part of teams who have done this at scale before. It starts with really activating the inventory base and the seller community. Then it leads into a lot of product and catalog opportunities to enrich those listings and make them more easily found. And then it leads into kind of the marketing piece and really the GMV growth that we anticipate on top of it. So right now I'd say we do have appetite to expand, but we are not thinking this is something that races to double-digit GMV coverage like in the near term, but we will, based on how this playbook and these categories start to perform and the research that we're currently doing, make informed decisions and come back and make those calls quarter by quarter as it makes sense.

Okay. That does make sense. Any insight of like kind of what categories you might be researching for next? Just would be kind of curious there, still keeping the cards close to the chest.

We've actually done a decent amount of research with our seller base to understand untapped inventory that they currently are sitting on that the commissions just don't work for us. The opportunities are across all of our categories, frankly. Some are bigger than others. But we are looking really at like the L3 level categories, like things like bedroom furniture, for example. And it might be like at that granular level of a focus. But obviously, the home categories and the art categories are ones we're really looking at right now. But again, no decisions have been made. We really want to inform this with data and research.

Fair enough. And then, you know, turning to 2027, you know, this product roadmap has really driven great results in so far year to date in 26. As we look in the year ahead, is there an evolution in those focuses or maybe an exciting evolution in certain on certain pieces or release of something or is it just kind of more of the same?

I would say it's more of the same, but I think the surfaces expand. The experiences potentially evolve and change. But I do think, at least in the near term, the immediate future, we are committed to the four pillars of Discovery Trust shipping and service. We're piloting some awesome things in some of those places. We are shipping really great products. I'll give you a great example. Personalization is off to the races. We're seeing really awesome engagement in upper funnel metrics. We're seeing explicit signals given to us by our audience at an all-time high. We've essentially taken that strategy and only put it in one place, our homepage. There are a myriad of places we can paint our experience from, like transactional and marketing emails to push notifications to PDP and search results. These pillars are meant to be somewhat long-lasting, and there's a lot to do under them. So I think the features we've talked about, the strategies we talk about, may evolve, but those pillars, I think, are probably here to stay for quite a bit of time. I think the one new exciting opportunity is this accelerated category strategy, which is one that complements, I think, all four of those pillars, but that's kind of like the new thing that we're kind of making space for in our current thinking, but I think we're going to be committed to these for a little bit of time.

That's great to hear. And then maybe just last one to circle back on the influencer, the influencer campaigning partnerships. I think you gave some comments in the opening remarks, but is that, so that seems like something you're going to, you're going to lean into a little bit more. Just, I kind of missed some of it. So just wanted to hear, hear a little bit more there and catch something if I missed it.

Yeah, so this is one of my favorite things that we're doing, and it's super exciting how much it has scaled. We are at a really high number of people in this program. As a reminder, this program is low cost for us and high reward. We get tremendous, awesome, diverse video content that is from people who actually use our products, our sellers and our best buyers, interior designers, and what they do is they create video content that is and many more. engagement rate has increased 30% quarter over quarter. We're now taking this content because we can use this content anywhere. We have the rights to do that. We're taking this content that's originally designed for organic social. We're now putting it into our paid marketing. We are seeing awesome efficiency gains from that. We're reaching new audiences that we weren't doing with more of a listings based performance marketing. and many more. Thank you so much. Your next question comes from the line of Ralph Sheckert.

with William Blair. Your line is now open. Please go ahead.

Good morning. Thanks for taking the question. Also, David, I just want to say congrats in your next chapter in Bradford. Congrats on your new role. You previously anticipated a return to GMV growth by Q4. It looks like we're seeing that play out. And the macro has obviously been really tough. And just assuming that remains muted, maybe at a high level, can you provide a framework for the durability of the growth that you expect beyond the fourth quarter? Maybe if you could sort of double-click on the largest contributors of growth in terms of traffic, conversion, AOV, mix, or any other factors there. I'm sure it's a combination of them all, but just would love to sort of understand how this growth continues. Thank you.

Thank you for the kind words again on behalf of David. Thank you as well. He said thank you when he was on mute, so he did acknowledge it. You know, the thing that we're excited about when thinking about GMV growth is just the move in our trajectory around orders. We returned to order growth in Q3. and we have improved those order growth rates over the last two quarters and Q4 guidance assumes that we will improve them again for a third quarter. So we are really excited about that. because that is what the team is optimizing for. This is what a lot of our work is geared to focus on is to bring more people into our experience and convert them and bring more people back to buy more and buy again. And we believe this is being driven by this product roadmap that we've been talking about, the four pillars. And we believe that order growth really is the most important barometer of our health as a marketplace. and over the long run, we are convinced that GMV will follow that. And so we're really excited about that. AOV can be noisy. It's affected by a small number of orders. So we don't manage to it directly. And our roadmap is designed to keep compounding across the four pillars. And again, I think where we are really excited about the opportunity for GMV growth in the future is really about this order growth that we're starting to see pop.

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