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The corporations on our annual list of the world’s largest companies delivered a record $41 trillion in aggregate revenues.

G500-2023-Home Depot

Rising inflation, tighter consumer budgets, and slower housing market activity didn’t stop the home improvement retail chain from raking in $157 billion in sales in the 2022 fiscal year, a 4% increase from the previous year. 
<ul> 
 	<li>In February 2023, the company announced that it would raise its starting wage to $15 an hour for its workers in the U.S. and Canada, following some of its retail competitors in taking similar steps.</li> 
 	<li>Edward “Ted” Decker, who had been named CEO of Home Depot in March 2022, became chairman on Oct. 1, 2022. Decker replaced Craig Menear in both posts.</li> 
</ul>

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F500 2023-Home Depot

Rising inflation, tighter consumer budgets, and slower housing market activity didn’t stop the home improvement retail chain from raking in $157 billion in sales in the 2022 fiscal year, a 4% increase from the previous year. 
<ul> 
 	<li>In February 2023, the company announced that it will raise its starting wage to $15 an hour for its workers in the U.S. and Canada, following some of its retail competitors in taking similar steps.</li> 
 	<li>Edward “Ted” Decker, who had been named CEO of Home Depot in March 2022, became chairman on Oct. 1, 2022. Decker replaced Craig Menear in both posts.</li> 
</ul>

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WMAC 2022-24-Home Depot

Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

G500 2022-43-Home Depot

Despite dealing with supply-chain problems and shortages, Home Depot brought in over $150 billion in sales in the 2021 fiscal year, as the company proved a resource for new and existing homeowners looking to redecorate and renovate. More recently, as lockdown DIY projects have trailed off and inflation has surged, Home Depot’s fortunes have wavered; its stock declined more than 30% in the first six months of 2022. In a bid to enhance its e-commerce experience, the company has partnered with Walmart for delivery services and created a new executive role to oversee and streamline online orders.

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F500 2022 Home Depot

Despite dealing with supply-chain problems and shortages, Home Depot brought in over $150 billion in sales in the 2021 fiscal year, as the company proved a resource for new and old homeowners looking to redecorate and renovate. More recently, as lockdown DIY projects have trailed off and inflation has surged, Home Depot’s fortunes have wavered; its stock declined about 27% in the first four months of 2022. In a bid to enhance its e-commerce experience, the company has partnered with Walmart for delivery services and created a new executive role to oversee and streamline online orders.

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G500-2021-041-Home Depot

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F500-2021-18-Home Depot

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G500-2020-059-Home-Depot

The home improvement leader has continued to best its competitors—including Lowe’s. Credit both the ongoing effort to spruce up store brands and new technology tools that let store workers see a fuller picture of a shopper’s spending history as it offers opportunities for upselling. The company's e-commerce operation grew more than 20% last year. Home Depot has also gingerly expanded its assortment, dipping its toes into home furnishings and decor, to get more spending from each shopper visit. While the housing market could be heading for bumpy times in a recession, Home Depot appears to be gathering the tools it needs to keep outperforming rivals.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-026-Home-Depot

The home improvement leader has continued to best its competitors—including Lowe’s. Credit both the ongoing effort to spruce up store brands and new technology tools that let store workers see a fuller picture of a shopper’s spending history and offering them insights for upselling. The company's e-commerce operation grew more than 20% last year. Home Depot has also gingerly expanded its assortment, dipping its toes into home furnishings and decor, to get more spending from each shopper visit. While the housing market could be heading for bumpy times in a recession, Home Depot appears to be gathering the tools it needs to keep outperforming rivals.

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Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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Home Depot is the world’s largest home improvement retailer, operating almost 2,500 superstores in all 50 U.S. states. Home Depot sells items including appliances, tools, and hardware in its stores and online. As of 2026, it employed 472,000 associates, who are known for wearing distinctive orange uniform aprons. To expand beyond stores and e-commerce, Home Depot has invested billions in professional builder and contractor businesses. In 2024, it acquired SRS Distribution, a large distributor of building products. The deal was valued at $18.25 billion and is the largest in the retailer’s history.

Q2 2027

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Home Depot (HD): Company Profile, Stock Price, News, Rankings

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Home Depot

home depot

Greetings, and welcome to The Home Depot Second Quarter twenty twenty five Earnings Conference Call. At this time, all participants are in a listen only mode. A brief question and answer session will follow the formal presentation. As a reminder, this conference is being recorded. It is now my pleasure to introduce your host, Isabelle Janci. Please go ahead.

Thank you, Christine, and good morning, everyone. Welcome to Home Depot's second quarter twenty twenty five earnings call. Joining us on our call today are Ted Decker, Chair, President and CEO Anne Marie Campbell, Senior Executive Vice President Billy Bastick, Executive Vice President of Merchandising and Richard McVeil, Executive Vice President and Chief Financial Officer. Following our prepared remarks, the call will be open for questions. Questions will be limited to analysts and investors.

And as a reminder, please limit yourself to one question with one follow-up. If we are unable to get to your question during the call, please call Investor Relations at (770) 384-2387. Before I turn the call over to Ted, let me remind you that today's press release and the presentations made by our executives include forward looking statements under the federal securities laws, including as defined in the Private Securities Litigation Reform Act of 1995. These statements are subject to risks and uncertainties that could cause actual results to differ materially from our expectations and projections. These risks and uncertainties include, but are not limited to, the factors identified in the release and in our most recent annual report on Form 10 ks and in our other filings with the Securities and Exchange Commission.

Today's presentation will also include certain non GAAP measures, including but not limited to adjusted operating margins, adjusted diluted earnings per share and return on invested capital. For a reconciliation of these and other non GAAP measures to the corresponding GAAP measures, please refer to our earnings press release and our website. Now let me turn the call over to Ted.

Thank you, Isabelle and good morning everyone. Sales for the second quarter were $45,300,000,000 up 4.9% from the same period last year. Comp sales increased 1% from the same period last year and comps in The U. S. Increased 1.4%.

Adjusted diluted earnings per share were second quarter compared to $4.67 in the second quarter last year. In local currency Canada and Mexico posted positive comps. Second quarter results were in line with our expectations. The momentum that began in the back half of last year continued throughout the first half as we saw our customers engage more broadly in smaller home improvement projects. In fact, performance the across the business was the strongest we've seen in over two years.

Our results are a testament to our focus on enhancing the customer experience as we invest in our strategic initiatives. From technology investments to drive productivity to the capabilities we are building with our pro ecosystem to better serve complex purchases to faster delivery options for all of our customers, we are growing market share with these initiatives. Just over a year ago, we completed the acquisition of SRS. This strategic acquisition was important for several reasons. It gave us a right to win with a specialty trade pro, enhanced development of our pro ecosystem and provided a number of cross selling opportunities.

Over the past year SRS has exceeded driving market leading growth, accelerating our organic ecosystem efforts and driving revenue synergies. We could not be more pleased with their performance. As we announced in June, we are excited about the pending acquisition of GMS, a leading distributor of specialty building products including drywall, ceilings and steel framing related to remodeling and construction projects. This acquisition will add a highly complementary adjacent vertical to SRS's business with differentiated capabilities, product categories and customer relationships. It will also broaden SRS' distribution footprint across The U.

S. And Canada. In fact SRS will now have a network of more than 1,200 locations, a sales operation of over 3,500 associates and a fleet of nearly 8,000 trucks capable of making tens of thousands of job site deliveries per day. Additionally, GMS will be additive to our organic efforts to better serve pros working on complex projects enabling us to offer a deeper and broader assortment of interior building products and services as well as additional fulfillment options. Despite the uncertainty and volatility in the market, we are confident that we can effectively navigate this environment.

Over the last several years our teams have done an incredible job partnering with our vendors to diversify product sourcing which gives us unique flexibility in our supply chain. We will continue to work with our vendors to ensure that we have the right products at the right value in stock and on shelf for our customers to purchase. I could not be more excited about the incredible opportunities in front of us to continue growing share with all our customers. Our store associates, merchants, supply chain teams and vendor partners are executing at a high level and I would like to thank them for all that they do. With that let me turn the call over to Ann.

Thanks Ted and good morning everyone. Our associates did an incredible job delivering exceptional customer service and I'd also like to thank them for all that they do. We know that when we enable our associates to focus on serving the customer, we grow sales. And over the last several years, we've been investing in a multitude of initiatives across our operations that not only allow our associates to more effectively serve customers, but also drive productivity in our operations. From optimizing freight flow through a proprietary flow freight flow application to ensuring we have the right products in stock and on the shelf for customers to enhancing how we pick and stage online orders, we are excited about the progress we're making and the results we are seeing.

Our stores continue to be the center of the ecosystem and critical hubs for customers shopping experience. And last year, we made technology improvements across our stores and DFCs to better leverage all of our assets enabling faster delivery of online orders. We have continued to improve delivery times and we now have the fastest delivery speeds across the greatest number of products in company history both same day and next day. We are seeing a double digit lift in spend with customers who utilize for faster delivery options as they return more frequently to shop in stores and online. This is all a result of our efforts to ship from best location which uses machine learning models to determine optimal delivery mode to maximize speed and efficiency.

To support this incremental demand, we have added more order fulfillment associates or OFAs in our stores and through enhancements to our HD phones, we are now able to strategically direct them to more effectively manage online orders. For example, this quarter we rolled out enhancements to OFA app that prioritizes orders and enables backsticking of several orders at once. Having dedicated associates for these orders coupled with powerful technology in their hands ensures that orders are efficiently and accurately picked driving faster fulfillment times and higher customer satisfaction. As we've mentioned in the past, we continue to focus on our pro ecosystem maturing the new capabilities we have built for pros working on complex projects. We are thrilled with the progress we've made across expanded assortments, fulfillment options, our sales teams, account management and more recently trade credit and order management.

As you know, we've been leveraging SRS to continue to ramp up our trade credit capabilities. Today we have several thousand PROs with a trade credit account and we've seen a double digit lift in their spend across channels once these PROs started using their trade credit. And while we continue to roll this out more broadly, we are also focused on ensuring connectivity through a different sales channels included for B2B website and or stores. For example, we want our PROs to be able to transact with our stores seamlessly including checking and using the available credit on their account while they're shopping in our stores. And later this year, we anticipate that all TradeCredit customers will be able to seamlessly use TradeCredit for in store purchases.

Our order management system is another important capability that enables us to more easily manage pro product deliveries throughout the life of their project. Order management brings together systems and processes that enable us to effectively capture, deliver and offer post sales support for pro orders. And while there's still work to do, we have already deployed a number of benefits. In some markets, we can now reserve inventory, modify orders before fulfillment and invoice upon delivery. For example, today we can quickly and easily change an order from will call in a store to delivery to the job site.

These are a few of the critical features and benefits we're working on that will deliver exceptional value to our pros. With that, let me turn the call over to Billy.

Thank you, Ann and good morning everyone. I want to start by also thanking all of our associates and supplier partners for their ongoing commitment to serving our customers and communities. As you heard from Ted, during the second quarter we saw continued momentum in the underlying demand across home improvement related projects and our performance was the strongest it has been in over two years. Turning to our merchandising department comp performance for the second quarter, 12 of our 16 merchandising departments posted positive comps including storage, bath, hardware, building materials, indoor garden, electrical, kitchen, outdoor garden, millwork, power, plumbing and appliances. During the second quarter our comp average ticket increased 1.4 and comp transactions decreased 0.4%.

The growth in our comp average ticket primarily reflects the greater mix of higher ticket items, inflation from core commodity categories including lumber and copper and a modest decrease in promotional activity relative to prior years. Big ticket comp transactions or those over $1,000 were positive 2.6% compared to the second quarter of last year. We were pleased with the performance we saw in categories such as building materials, lumber and hardware. However, we continue to see softer engagement in larger discretionary projects where customers typically use financing to fund the renovation project. During the second quarter both pro and DIY comp sales were positive and relatively in line with one another.

In the second quarter we saw strength across many pro heavy categories like dimensional lumber, concrete and decking. And in DIY we saw strength across our seasonal product categories including patio, grills and live goods. Turning to total company online comp sales, sales leveraging our digital platforms increased approximately 12% compared to the second quarter of last year. We're excited about the continued success we are seeing across our interconnected platforms. As Ann mentioned our faster delivery speeds are resonating with customers and driving greater engagement in sales.

We know that as we remove friction from the experience we see incremental customer engagement. We also continue to invest in improving search functionality leveraging AI and enhanced our buy it again capabilities allowing customers to easily and conveniently reorder products regardless of where the original purchase occurred. During the second quarter, we leaned into products and projects that are resonating with our customers and we continue to focus on innovation to deliver the best value proposition for home improvement projects while enhancing the customer experience. For example, in paint we continue to see the benefits of the investments we're making with products, delivery and loyalty. You might recall that we are the only home improvement big box retailer to offer Kill's branded primer.

We also enhanced our fulfillment options including our in store service and job site delivery capabilities with the Pro Who paints. All of these initiatives have driven continued share gains in the quarter. Across our power department the strong competitive advantage that we have built with our extensive lineup of battery powered platforms continues to drive share growth in these categories. In fact we achieved a company sales record for battery powered tools during the second quarter. And in our storage department the team continues to bring new innovation to the market whether it's our mini totes, the large mega tote or our improved storage systems.

All of these products help drive positive sales and unit comps in the category for the quarter. Finally, we continue to see great success across our appliance business. As we've mentioned before the improvements we've made to the shopping experience are resonating As we look ahead to the third quarter our merchandising organization remains focused on being our customers advocate for value. This means continuing to provide a bright assortment of best in class products that are in stock and available for our customers when they need it.

As we prepare for the holiday season in the back half of the year we are committed to providing our customers with new and innovative products at a great value. This quarter we are extremely excited about our lineup for Halloween as the products bring excitement to our stores and help drive traffic. Our merchants have worked with our supplier partners to put together a compelling assortment of product offerings for this Halloween season including the return of many fan favorites such as Skelly and Barkley as well as the new collections for the Halloween enthusiasts. Our sneak preview of our Halloween lineup was a huge success and we look forward to the full rollout in the coming weeks. With that, I'd like to turn the call over to Richard.

Thank you, Billy and good morning everyone. In the second quarter total sales were $45,300,000,000 an increase of $2,100,000,000 or approximately 4.9% from last year. As a reminder SRS entered our total company comp base in late June. During the second quarter our total company comps were positive 1% with comps of negative 0.3% in May, flat in June and positive 3.1% in July. Comps in The U.

S. Were positive 1.4% for the quarter with comps of positive 0.3% in May, positive 0.5% in June and positive 3.3% in July. For the quarter and in local currency Canada and Mexico posted positive comps. Additionally foreign exchange rates negatively impacted total company comps by approximately 40 basis points for the quarter. In the second quarter, our gross margin was 33.4%, a slight increase compared to the 2024 which was in line with our expectations.

During the second quarter operating expense as a percent of sales increased approximately 65 basis points to 18.9% compared to the 2024. Our operating expense performance was in line with our expectations. Our operating margin for the second quarter was 14.5 compared to 15.1% in the 2024. In the quarter pre tax intangible asset amortization was $139,000,000 Excluding the intangible asset amortization in the quarter, our adjusted operating margin for the second quarter was 14.8% compared to 15.3% in the 2024. Interest and other expense for the second quarter increased by $61,000,000 to $550,000,000 which was in line with our expectations.

In the second quarter our effective tax rate was 24.2% compared to 24.5% in the 2024. Our diluted earnings per share for the second quarter were $4.58 compared to $4.6 in the 2024. Excluding intangible asset amortization, our adjusted diluted earnings per share for the second quarter were $4.68 a slight increase compared to the 2024. During the second quarter, we opened three new stores bringing our total store count to 2,353. At the end of the quarter merchandise inventories were $24,800,000,000 up approximately $1,800,000,000 compared to the 2024 and inventory turns were 4.6 times down from 4.9 times last year.

Turning to capital allocation. During the second quarter, approximately $915,000,000 back into our business in the form of capital expenditures and during the quarter we paid approximately $2,300,000,000 in dividends to our shareholders. Computed on the average of beginning and ending long term debt and equity for the trailing twelve months return on invested capital was 27.2% down from 31.9% in the 2024. Now I will comment on our outlook for fiscal twenty twenty five. As you heard from Ted, our performance during the second quarter was in line with our expectations.

The customer engagement we saw in the 2024 continued into the 2025 with notable improvements in underlying demand during the second quarter. As we look to the remainder of the year, we are confident in our ability to manage through the macroeconomic environment as it stands today. As a result we are reaffirming our fiscal twenty twenty five guidance. As a reminder our guidance does not include any assumptions on impacts from the pending GMS acquisition, fluctuations in foreign exchange rates, changes in the interest rate environment or a recovery in demand for larger remodeling projects. We expect total sales growth to outpace sales comp with sales growth of approximately positive 2.8% and comp sales growth of approximately positive 1% compared to fiscal twenty twenty four.

Our gross margin is expected to be approximately 33.4% essentially flat compared to fiscal twenty twenty four. Further, we expect operating margin of approximately 13% and adjusted operating margin of approximately 13.4%. Our effective tax rate is targeted at approximately 24.5%. We expect net interest expense of approximately $2,200,000,000 We expect our diluted earnings per share to decline approximately 3% compared to fiscal twenty twenty four when comparing the fifty two weeks in fiscal twenty twenty five to the fifty three weeks in fiscal twenty twenty four. And we expect our adjusted diluted earnings per share to decline approximately 2% compared to fiscal twenty twenty four.

On a fifty two week basis adjusted diluted earnings per share would be essentially flat compared to fiscal twenty twenty four. We plan to continue investing in our business with capital expenditures of approximately 2.5% of sales for fiscal twenty twenty five. We believe that we will grow market share in any environment by strengthening our competitive position with our customers and delivering the best customer experience in home improvement. Thank you for your participation in today's call And Christine, we are now ready for questions.

Thank you. We will now be conducting a question and answer session. Thank you. Our first question comes from the line of Zach Fadem with Wells Fargo. Please proceed with your question.

Hey, good morning. Starting with the July improvement and if you view this more of a catch up due to weather or underlying change in trend. And then as you think about the second half comp, about a 50 basis point improvement implied from Q2, couple of points on a two year basis. Perhaps we could level set on the drivers across traffic ticket pricing etcetera and whether you anticipate any changes there?

Thanks Zach. That's a fulsome question. We feel really great about our Q2 performance. As you know we had a really tough weather in the first quarter of the year leading to relatively flat U. S.

Comps and slightly negative overall with FX and recovered here with 1% for the company and 1.4% for The U. S. And as you said those comps got markedly stronger as the months went on through the quarter. And that's really a factor of two things. First, we definitely saw broader engagement across the portfolio.

These were the best comps we've seen across the most departments in nearly two years. As Billy said, the performance adjusted for some of the hurricane activity we saw last year across the regions was consistent. And the consumers both pro and consumer engaged broadly across the business granted in smaller projects. We still haven't seen the recovery in much larger discretionary projects. And then finally weather did have a big impact.

I mean we had a not a great spring overall and that went into Q2. But in July in particular the North the weather in the North in particular really turned favorable and that team responded and we captured great sales. So feel great about underlying momentum in the business helped by a little weather. And when you look at the back half of the year just focus on The U. S.

And Richard can go into some exchange rate differentials. But when you look at The U. S, we're looking at just a slight uptick in comp to have that 1% for the full year. So we're just under 1% in the first half, do a little better than 1% in the back half gets us to that 1% guide for the year. So we feel really good about our ability to do that particularly with the broader engagement across the portfolio. And Richard there's some FX.

Sure. Just to tick out what Ted said. So recall when we established guidance at the beginning of the year, our guidance assumed a slight improvement and frankly a continuation in the momentum that we had seen in the 2024 to continue gradually through the year 2025. That's what we've seen to date and so that is still embedded in the assumptions underlying our guidance. So just to tick it out, we were a positive 0.9% in The U.

S. In the first half. And as Ted said, we're assuming slight improvement in that trajectory. From an FX perspective, total company had a 55 basis point headwind from FX in the first half. At current FX rates that actually flips to a 25 basis point tailwind.

And so for those reasons we feel confident in our guide. And I think it's also important to note that the momentum that we saw through the second quarter has continued through the first two weeks of the third quarter.

Thanks Richard and Ted for all the color there. And then just a follow-up. There's been a lot more talk about the potential for rate cuts later this year, and we also have some tax reform dynamics as well. So just curious to what extent these could be positive catalysts for your business? And if you have any thoughts on the level of rate cut you'd need to see to begin seeing that impact?

Yes. Certainly some relief on mortgage rates in particular could help. Think referring to it a bit of a frozen housing market with forty plus year low turnover rates and even new starts are struggling a bit. So lower rates would certainly help. We don't have a crystal ball on what that number is.

When we talk generally though to our customers each of our sets of consumers and pros, the number one reason for deferring the large project is general economic uncertainty. That is larger than prices of projects of labor availability all the various things we've talked about in the past by a wide margin economic uncertainty is number one. And when you look at things like the tax bill passing last time we were together, we didn't know what tax rates would be corporate or personal rates. That's all been settled with even some more favorable lowering of taxes and increases in child tax credits and the like. So, little help on the interest rate front would be helpful and then I think we have a great result with the tax package that passed that should put some more discretionary spending in our consumers wallets.

And just from a pure cash tax perspective, we will see a benefit from bonus depreciation and full expensing of R and D. That's not a book benefit, but it's a cash tax benefit. And we'll thinking about how that factors into our plans going forward.

Our next question comes from the line of Steven Zaccone with Citi. Please proceed with your question.

Great. Thanks very much for taking my question. I want to follow-up on Zach's second question there. Ted, when you think about some of the clarity you've gotten on the tax package and then we're waiting on rates, how does it inform your view on the shape of recovery in that large project activity? As we sit here today, do you think that's something to materialize in the next twelve months?

Well, again, know when those rates will come. There's clearly expectation that we start to get some cuts in the second half of this year. Remember that the short term rates while that will help on a HELOC rate which is often utilized for larger project. The longer rate is more associated the mortgage rate is more associated with the ten year and the longer bond rate. So again, I'm optimistic that with some of the reduction in the overall deficit that will be the longer more sustainable benefit to the long term rates and we see some progress there.

So with lower taxes and now permanent tax position that uncertainty is removed and with lower rates. Hard Steve to pick the number that unlocks turnover and mobility in U. S. Housing and in new construction. But things will certainly look better given tax and interest rates than the environment we're in right now.

Okay. Understood. And then maybe just for the second half of the year, can you help us think a bit more about AUR and pricing? How did that perform in the quarter? It sounds like promotional activity was down a bit.

But just as you think about the second half of the year, the complexion of ticket and transaction, how does pricing fit into that equation?

Yes. Thanks Stephen. This is Billy. Let me give some more color on that. Kind of the macro piece for us as we think about diversification and those things and I can give you a little color on some of the Q2 performance that you asked about.

But listen I'd say a couple of things on pricing going back to our call in May. First it's super important to remember that over 50% of our products are sourced domestically and wouldn't be subject to any tariffs. Now some of the important goods obviously tariff rates are significantly higher today than they were when we spoke in May. So as you'd expect there'll be some modest price movement in some categories but it won't be broad based. And I think it's important to keep in mind as well our customers tend to shop for the entire project and you think about a small flooring project tile, the grout, bathtub and vanity and a bath project. And so we're laser focused on protecting the cost of the entire project. And so listen, our goal is to maintain the best value for our customers. We're going to take a portfolio approach as we've talked a lot about in the past as we always do and we'll have a price leadership position in home improvement. The second piece that you alluded to some of the dynamics in Q2 when I mentioned in my prepared remarks about some promotional activity that was really focused around just some of the smaller garden projects.

Think malt, think chemicals, those things. I mean those were the biggest headwinds that we had as it related to just the transaction comp in the quarter. So that was if you think about our job which is to help impact some of the tariff pressure being a little less promotional in a couple of those garden areas was just the nature of what we did in Q2. And so again four of those five categories that we saw an impact from were just related to some of the lower ticket garden projects.

Understood. Best of luck in the second half.

Our next question comes from the line of Christopher Horvers with JPMorgan. Please proceed with your question.

Thanks and good morning. So my first question is more near term and then my follow-up is a bit more bigger picture. So following up on this last line of the question, there are a number of like puts and takes on in the back half around comp cadence that I'd love for you to talk about. Do you expect much difference between the quarters? It looks like the hurricane lift was pretty similar, but then ticket inflation given inventory receipts and seasonal probably accelerates over the year.

But on the other side of this, you had this sort of euphoric December post election with the consumer. So any thoughts there on the puts and takes of comp cadence in the back half?

Chris. As Rich and I outlined earlier there's not a big uptick necessary to meet our guide. The U. S. Business will be more or less a similar comp rate with no meaningful lift necessary and we get that swing of 80 basis points of FX pressure for total company.

On ticket and transactions, you saw higher ticket in Q2 to transactions. And as Billy said that is really the increase in spend on large items where we had a 2.6% comp in tickets over $1,000 and again that was broad based. In the lack of a lot of promotional activity in outdoor garden that tends to be smaller ticket. That mix effect is what helped the ticket. It really wasn't price.

And then similarly that slight decrease in transactions was all in that modest pullback in outdoor garden promotions. And but I mean that explains all of the negative transactions that we saw. So you're going to cycle through the we're not planning for any more hurricanes. The hurricane impacts were smaller in Q2 than they were in Q1. They'll be smaller yet again in Q3 and Q4.

So we're just looking at the continued momentum broadly in our departments, in our geographies to deliver that 1% guidance.

Got it. And then bigger picture on GMS. Could you compare and contrast the business relative to the roofing business which is SRS' largest vertical? From the outside it seems to some that GMS is maybe more commodity oriented and something that perhaps you could have achieved through the expanded fulfillment offering that you have in about 20 markets in the large Pro side. Is there something particularly in the assets that you want to acquire that was easier to buy than build?

Is it sort of drywall so foundational and so thus it's a big part of the market? Is it the sales force and so forth? Thanks very much.

Sure. Chris, it's a number of those things. So let me just wind back a minute. As I said we're super pleased with SRS. Roofing is the biggest category also pool and landscape.

And those are verticals that they run as a specialty trade distributor. And from what we saw in public company announcements in Q2, we took share. We won in the marketplace in each of those three verticals. And when we look at the opportunity set in our pro initiative, we talk about a game board, different categories and different customers in different purchase occasions and where are there attractive profit pools and share opportunities. We're building out with our own organic pro ecosystem a focus on the CrossTrade Pro who's going to shop across the Home Depot store, which will increasingly engage with them with an outside sales force and sales trade credit and delivery as we've talked about.

But then we've also said well there are these verticals of specialty that are very attractive SRS being incredibly attractive in roofing pool and landscape. In drywall, in ceiling are very much adjacent complementary verticals to that SRS business model. So small branches, truckload delivery, high inventory turn, effective sales engagement, asset light, similar margins going into again largely residential remodel and construction. We believe GMS is the best property, the best asset in that space. And we've been talking to them for some time.

Dan Tinker in the SRS team had been in contact with John Turner in the leadership at GMS for some time. This was not something that happened overnight. This is something we've been engaging with them and thinking about how these two businesses could add value working together. And the management teams, the cultures, the approach to single ERP systems, go to market strategies at the branch level are very, very similar to SRS. We think this will be a seamless integration under that SRS platform.

And they will they'll attack their markets the way they always have growing especially trade business. And then Anne and Mike and our teams as we build out our pro ecosystem, we have a great new list of larger customers. We have an additional 400 nodes of distribution to add to the 800 that SRS already have. As I said in my remarks 1,200 additional distribution branches in total that when Ann mentioned ship from best location we'll be leveraging those branches as well combined with the 2,000 stores. You can start to see this ecosystem that we're putting together with customers, with sales force, with distribution nodes and with delivery assets.

We're just super excited on how we can take incremental share bringing this unified capability set together.

Our next question comes from the line of Simeon Gutman with Morgan Stanley. Please proceed with your question.

Hey, good morning. I want to follow-up please on was a phrase that Richard you used in prepared remarks and then I think Ted said it again, this notable improvement in underlying demand. You qualified it with some commentary around weather. I assume also maybe bathtub effect is the same definition. Can you talk about the degree to which you think there is underlying turning in housing or was this market share or was this weather? Are we seeing an inflection? Thank you.

Thanks Simeon. Well, as we've said, I think our assumption, what we've observed and the assumption going forward is that first more than anything we have a very healthy customer, right. Our customer is the homeowner or the pro that serves that homeowner. They're fully employed. They've seen strong income gains over the past several years.

They have seen home price appreciation of 50% since 2019. They're sitting on top of the equity of over $11,000,000,000,000 which is double that they were sitting on in 2019. And so as we predicted, we have observed continued engagement and momentum in that engagement across the core of our categories. As Billy spelled out 12 of 16 categories in positive comp territory, the strongest and broadest performance we've seen in over two years and that's what we expected and that's what we've seen. As Ted pointed out and as we've discussed before, our customers still tell us that the rate environment is giving them pause on larger remodeling projects that would typically require debt financing and Ted alluded to where mortgage rates and HELOC rates are.

We know that that is still an impediment in our customers' mindset to executing on projects. What I think is important to note is our pros we survey every quarter and say that their customers tell them they're deferring projects. They're not canceling projects. Home improvement demand persists and so our job is to position ourselves to be ready for that. At the same time, our guidance for the remainder of the year as I said doesn't assume any improvement in the outlook for larger projects or a turn in housing per se. It really just assumes that consistent momentum that we've already seen really for four quarters now and that continued in the first two weeks of the quarter.

Okay. And a follow-up. Can I ask about proof points on the complex projects or Complex Pro? Are you seeing sequential inflections whether it's some of the core capabilities that Home Depot has implemented or related to crossover benefits from SRS?

Yes. On your share comment, we believe we're taking share. As I said, we've looked at the public company disclosures that reporting of Q2 and how we performed and that includes paint roofing, landscape, drywall. We're starting to see some really neat cross synergies on distribution front and on the sales front. And Mike or Ann, if you'd like to comment a little bit about the momentum we're seeing in our organic efforts and then with some of the cross sell with SRS.

Yes. As Anne mentioned in her prepared remarks, we're pretty thrilled with the progress making as we continue investing in the pro ecosystem, continue to optimize assortments as she talked about, account management, our sales force service model, fulfillment among other things, notably for that cross sale of Pro. So notably, delivery reliability, specifically related to being on time and complete are paramount for the Pro experience. And we're pleased with the improvement that we've seen in terms of the Pro's feedback around customer satisfaction with their deliveries, along with our improved performance for being on time complete. And we see this both for large job site deliveries, notably on flatbeds and box trucks, but also their use of car deliveries.

As we've leveraged our distribution assets for faster parcel delivery, we've seen a double digit lift in spend on parcel items enabling Pros to stay on the job site. And then just further with Pro Trade credit works hand in hand with the advances we're making with order management and delivery. And again, as Ann noted, seeing strong lift from now being able to invoice on delivery of goods versus upon the purchase of those goods.

Our next question comes from the line of Scott Ciccarelli with Truist. Please proceed with your question.

Good morning, guys. I guess this is a bit of a follow-up to Simeon's question. You have previously given us some figures on the incremental sales you've been able to generate from your ComplexPro efforts. Can you update us on that most recent performance and where you have rolled it out? Obviously, you just talked about kind of the what's that are happening.

But how should we be thinking about the growth curve in those markets? Thanks.

Scott, yes, we're not going to keep updating that $1,000,000,000 We just wanted to nice it's hallmark for us to hit the $1,000,000,000 mark on incremental sales. But trust me we are reviewing every week incrementality on all we're doing with the pro initiative. As Mike said, it starts with an engaged sales force. This is solution selling with a mature outside sales force supported with inside sales support on time and complete delivery is paramount and that is where we've seen a real step change. John Deaton and his team on the delivery side from our FDCs remember the 17 markets we have the flatbed distribution centers.

We have 20 plus parcel delivery facilities. We have 200 plus market delivery operations, which are big and bulky product and appliances. Ann mentioned the ship from best location. We're leveraging stores as well. So we're putting all those nodes into an opportunity set to optimize delivery customer, which node is going to have the quickest delivery time at the lowest cost at the greatest chance of being on time and complete for the customer.

And that's all the machine learning and AI we're putting into effect to make that happen. We've seen step change improvement in our on time and complete delivery that's giving our sales team more confidence to sell. That's keep retaining customers who tried us once and liked us, try us again, we satisfy them again. Now you add trade credit to the equation. It's still such early days with trade credit and we have millions of pro customers and we literally have small single digit thousands on trade credit.

Home Depot (HD) Q2 2026 Earnings Call Transcript

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