The eleven-year company. Eleven years is the typical homeowner's tenure, the longest on record. The trough is the moment. Build the moat now.
A laptop open and a stack of statements between them. They will call it the family plan, and what it really is, is a monthly profit and loss statement for a household.
So the conversation will turn to what to do with it, and the question on the table will be whether to renovate the home they are in or sell it and buy the one their family has grown into. They will work back up through the sheet line by line looking for the answer.
What they will run out of is not effort or discipline. It is facts, and tools, and someone who can tell them what any of it actually means for them.
That is where we come in. The average family stays in a home for roughly eleven years, and we exist to make those eleven years simpler and more affordable, wherever a family joins us on that journey — buying, owning, improving, or moving on.
Seven quarters of deliberate reset: simplified operations, monetized unproductive assets, eliminated unprofitable SKUs and vendors. We chose margin integrity over headline revenue.
Net loss improvement, Q3 2025 vs. prior year.
Adjusted EBITDA improvement, year over year.
Annualized fixed operating expense removed.
Cash on the balance sheet at Q3 2025 close.
Q1 2026 revenue growth, and +9.4% ex-Canada.
Revenue growth two quarters in a row, after nineteen of the opposite.
Eight quarters of meaningful operating improvement, and now two consecutive quarters of revenue growth after nineteen quarters in the other direction. Two quarters is not a victory, and we have no intention of treating it as one, but it is the first hard evidence that the direction of this business has changed.
One accounting note to carry forward: upon closing of the transaction, we anticipate brokerage commissions report at near-100% margin, which can compress consolidated margin optics as the Home Ownership pillar scales. The dollars are real; the percentage is misleading.
Every acquisition, every investment, every organizational change, and every operational decision is measured against the same mandate.
Price bands the customer can actually afford, financed at terms they can actually meet. We show them what they can afford, finance it, and stop showing them what they can't — and if life requires a step back, the relationship accommodates it without loss of dignity.
Recurring, higher-margin services reduce cyclicality. Household lifetime value deepens with every pillar added. Each market is measured on one comparable scorecard, and new markets open against a known, repeatable return.
One relationship, extended across the whole of ownership, lowers the cost of acquiring it and raises what it is worth. Once the relationship is ours for eleven years, marginal acquisition cost on years two through eleven approaches zero.
Affordability, hit from two sidesThe cost of the home itself, and the cost of everything that wraps around and runs through the entire period of owning it. Very few companies stand on both sides of that at once. We do — Home Ownership works on the first side; Retail and Home Services work on the second.
Three pillars, each with its own P&L, connected by the data layer, the loyalty graph, and the brand portfolio. Businesses marked “*” are signed and included upon consummation of the transactions.
Omnichannel retail, the four walls of the home. Creates a home they love.
Brokerage, mortgage, title, credit union, insurance, warranty, data, tokenization.
Renovation, installation, and services, the hands inside the house.
Connective tissue · above and below the pillarsLoyalty and rewards across the portfolio. Title on blockchain and the tokenization of real-world assets. Rails: tZERO (regulated ATS, owned) and GrainChain (settlement). Across the platform: registries and gifting, and educational services and resource centers delivered through our proprietary agent, Norm, which we are actively building today, with its first customer-facing version planned for later this year.
Retail is the entry point, one pillar of three, not the whole company.
Every retail purchase, mortgage, title policy, installation, remodel, service call, and real estate transaction begins and ends in a neighborhood, each with its own housing stock, demographics, economics, and buying patterns.
Multi-zip cluster grouped by real commute and shopping patterns, not arbitrary radii.
At least one branded physical location, the gravity center of the trade area.
Households wired into the loyalty graph, deepening with every relationship.
A name, a resource grid of local trades, and a story. Names create accountability.
We build neighborhood strategies that can scale nationally, and the same information that reads one neighborhood has to read a region, a housing type, or any other cut of the business with something to tell us.
Every neighborhood publishes information about itself. Every customer relationship produces signals of its own. Putting the two together is what allows the right product at the right price at the right time, without noise.
Give any capable person one customer and eleven years, and they would learn how to serve that household well. The hard part is doing it at scale, and listening at the neighborhood level is what makes it possible.
Used responsibly, by designCustomer choice: data used with consent, subject to privacy requirements. Governed: rigorous security and data-governance controls throughout.
Technology enables the vision, but it is not the vision itself. What must be ours is the operating system on top: technology and data spanning the platform, so a customer experiences one relationship, not eight.
Public data and consumer data together — the neighborhood, the consumer, their home, their needs, and their budget.
Highly curated offers, services, and products that actually address that consumer, rather than generic promotion.
Relevance raises conversion, and a customer served well stays longer than one who was merely sold to.
The most important trait. The whispers a customer provides are what create the roadmap for what comes next.
Intelligence means using technology and data to reach conclusions and build predictive models. Blockchain and tokenization, through tZERO and GrainChain, are capabilities we already possess, not experiments.
When we stepped back and looked at everything we had built, it became clear that our corporate identity should evolve as well. None of these are departures from our past.
The intelligence layer becomes the corporate identity. The operating brands are unchanged upon consummation of transactions.
Last day on the NYSE August 14. First day on Nasdaq August 17.
Already home to several of our largest businesses, and to the culture we are building.
Taking cost out and putting money in are one effort: what we retire funds what we build. We believe growth, combined with infrastructure shedding, positions us to become a mid-to-high EBITDA business in a mid-cycle housing market.
Far more than logistics: inventory management, procurement, vendor diversification, and regionalized sourcing to anticipate geopolitical change rather than absorb it. The measure is GMROI: the right product, at the right cost, in the right place, at the right time. We are not sharp enough here yet.
Much of what we spend goes toward removing long-term technical debt and the legacy software agreements we inherited, several of which cost money every year and hold our own data inside them. Every one we retire is a permanent reduction rather than a one-time benefit.
One platform for every business: more than $50M of annualized cost removed within twelve months. Integration becomes a process, so each tuck-in costs less than the last.
And whenA company in rescue buys what it must. A company built for growth buys when the price is right. We are buying in the trough, and we intend to keep doing so for as long as that window is open. Roughly four million existing homes changed hands over the past year, against a long-run norm of well more than five million, and more than eighty-five million owner-occupied homes are each on their own eleven-year journey. Mid-cycle means a return to normal, not a return to the peak.
Today's announcement is the public expression of a continuous process. The returns from this work are not exotic: a lower cost of goods, fewer systems and fewer agreements, less duplicated overhead, inventory that moves, and a customer who finds us easier to do business with because we behave like one company instead of a collection of them. Profitability is a byproduct of delivering on the mandate, not a goal we chase directly.
Continue making the most important thing most people ever buy easier and more affordable to own.
A competitive position built on capability, data, and relationships rather than on a single category.
Long-term value for our customers, our employees, and you, measured over decades, not quarters.
“Every other home retailer is fighting for a transaction. We are building for a relationship that lasts a decade.”
Thank you for your continued confidence and support.
This document describes an architecture and a direction of travel. It contains forward-looking statements that reflect current expectations and are not guarantees of future results.
This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. We intend such forward-looking statements to be covered by the safe harbor provisions for forward-looking statements contained in Section 27A of the Securities Act of 1933, as amended (the “Securities Act”) and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). Such forward-looking statements include all statements other than statements of historical fact, including but not limited to statements regarding plans and strategies for the Company, integration of acquired businesses and the benefits therefrom, goals and expectations concerning our market position, future operations and other financial and operating information and the success, and the timing of any of the foregoing. You can find many of these statements by looking for words such as "may," "would," "could," "should," "will," "expect," "anticipate," "predict," "project," "potential," "continue," "contemplate," "seek," "assume," "believe," "intend," "plan," "forecast," "goal," "estimate," or other similar terms or expressions or the negative of these terms or expressions, although not all forward-looking statements contain these identifying terms or expressions. Forward-looking statements are neither promises nor guarantees, but involve known and unknown risks, uncertainties and other important factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements, including, but not limited to uncertainties of the consummation of the proposed transaction with Fathom Holdings Inc. or the F9 Merger Agreement and the timing thereof; our dependence on third parties, including our fulfillment partners; our competition; consumer needs, expectations, or trends; our reliance on effective marketing; economic factors including recessions, downturns, inflation, exposure to the housing market, and consumer spending; trade policies or restrictions, including tariffs, and related macroeconomic effects; our changing business model and use of our brands, such as the Overstock brand, Bed Bath & Beyond brand, buybuy BABY brand, Kirkland's and Kirkland's Home brand, The Container Store; the changing job market and changes to our leadership team or compensation approach; our reliance on paid and natural search engines; our ability to become profitable or generate positive cash flows; our ability to raise additional capital, obtain financing, or monetize significant assets; our dependence on the Internet; our infrastructure; and transaction-processing systems; compliance with ever-evolving federal, state, and foreign laws; cyberattacks or data security incidents; legal proceedings to which we are subject; damage to our reputation or brand image; shipping and customer service; operations; technological advancements, including artificial intelligence; global conflicts; product safety and quality concerns, content and quality; our ever evolving business model; risks related to our Warrants; our investments in new business strategies, acquisitions, dispositions, partnerships, or other transactions; integration of newly acquired brands; and regulatory changes or actions related to cryptocurrencies and blockchain technology. Other important factors are discussed under the caption “Risk Factors” in the Company's Annual Report on Form 10-K for the fiscal year ended December 31, 2025 and Quarterly Report on Form 10-Q for the quarterly period ended June 30, 2026, and in our subsequent filings with the SEC.
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