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Get insights into Microchip Technology including business profile, stock information, news, and rankings from Fortune.

Microchip Technology (MCHP): Company Profile, Stock Price, News, Rankings

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Microchip Technology

microchip technology

As a reminder, this conference is being recorded. It is now my pleasure to introduce your host, Mr.

Steve Sankey, the Executive Chair, CEO and President. Thank you and you may proceed sir.

Thank you, operator and good afternoon everyone. During the course of this conference call, we will be making projections and other forward looking statements regarding future events or the future financial performance of the company. We wish to caution you that such statements are predictions and that actual events or results may differ materially. We refer you to our press releases of today as well as our recent filing with the SEC that identify important risk factors that may impact Microchip's business and results of operations. In attendance with me today are Rich Simonsak, Microchip's COO Eric Dionholt, Microchip's CFO and Sajid Daudi, Microchip's Head of Investor Relations.

I will provide an update on our restructuring. Eric will go over fourth quarter fiscal year twenty twenty five financial performance and Rich will then review some product line updates. I will then provide an overview of the current business environment and our first quarter fiscal year twenty twenty six guidance. We will then be available to respond to specific investor and analyst questions. Since I returned as Microchip's CEO on 11/18/2024, I have spent a significant amount of time evaluating key aspects of Microchip's business.

On 03/03/2025, I provided an update on our nine point recovery plan to set the company on a course to achieve its previous premium status of performance. Today, I will give you a brief update on our progress on that nine point plan. The first action was to resize our manufacturing footprint. Tempe Fab two is now closed. The actions in our other two fabs namely Fab four in Oregon and Fab five in Colorado Springs are complete.

The actions in our back end Philippines facilities are also complete. These actions reduce capacity, but leaves the fabs in a position to ramp capacity rapidly when needed on short notice. The second action was to reduce our inventory. Our inventory at the December 2024 was two sixty six days. Our target inventory is one hundred and thirty to one hundred and fifty days.

Our inventory at 03/31/2025 was two fifty one days, making it the first meaningful reduction in days of inventory in three years. In the March, we had reduced production for only part of the quarter. We will have reduced production for all of the June. Thus, we expect to reduce inventory more substantially in this June. The inventory at the June is expected to be between two fifteen two twenty five days.

During the fiscal year twenty twenty six ending 03/31/2026, our goal is to reduce inventory by over $350,000,000 which will liberate cash. The third action was a review of our megatrends and total system solution. We made two changes to our megatrends. First, we replaced five gs with artificial intelligence and second, we replaced ADAS with network and connectivity. ADAS is now part of network and connectivity, which is essentially the movement of data outside of the data center such as Industry four point zero and automotive networking.

The fourth action was to conduct a business unit by business unit deep dive. This was completed and resulting organization changes were made. The fifth action was a review of Microchip's channel strategy. This action was also completed and resulting changes have been made in our channel strategy. We have not seen any negative impact from these changes in our distribution channel.

The sixth point of evaluation was to strengthen our customer relationships. We met with over 700 customers in the past one hundred and thirty plus days giving customers a chance to communicate with us candidly. The results are in based on customer feedback. Recall that we had said that at twelve percent of the customers our relationship had deteriorated through the COVID cycle. Within this twelve percent, we have already been able to restore seventy eight percent of these customers to either approved or preferred status, leaving only 2.6 of the customers where our relationship remains stressed and in need of more restoration effort.

At this point, we will continue to work our customer relationships as a normal course of business and believe that this concern is closed and behind us. Point seven was the long term business model, which we unveiled on March 3. Point eight was achieving our operating expense model. We completed a global layoff of approximately 10% of our employees to bring our expenses down. We plan to continue to improve our operating expense percentage through revenue growth, attrition and controlling other operating expenses.

The ninth and final area was the Chips Act activity. We reinitiated our discussions with the Chips office. The Chips office is still reorganizing under the new administration. With that, I will pass the call over to Eric Bianbourg.

Thanks, Steve, and good afternoon, everyone. We are including information in our press release and on this conference call on various GAAP and non GAAP measures. We have posted a full GAAP to non GAAP reconciliation on the Investor Relations page of our Web site at www.microchip.com and included reconciliation information in our earnings press release, which we believe you will find useful when comparing our GAAP and non GAAP results. We have also posted a summary of our outstanding debt and our leverage metrics on our website. I will now go over some of the operating results, including net sales, gross margin and operating expenses.

Other than net sales, I will be referring to these results on a non GAAP basis, which is based on expenses prior to the effects of our acquisition activities, share based compensation and certain other adjustments as described in our earnings press release and in the reconciliation on our website. Net sales in the March were $970,500,000 which was down 5.4% sequentially and $10,500,000 above the midpoint of our guidance provided on 02/06/2025. We have posted a summary of our net sales by product line and geography on our website for your reference. On a non GAAP basis, gross margins were 52%, including capacity underutilization charges of 54,200,000.0 Operating expenses were at 38% of sales and operating income was 14% of sales. Non GAAP net income was $61,400,000 and non GAAP earnings per diluted share was $0.11 which was $01 above the midpoint of our guidance.

On a GAAP basis in the March, gross margins were 51.6. Total operating expenses were $601,400,000 and included acquisition and tangible amortization of $122,600,000 special charges of $71,600,000 which was primarily driven by foundry contract exit costs and employee separation costs. Share based compensation was $37,200,000 and $1,400,000 of other expenses. The GAAP net loss attributable to common shareholders was $156,800,000 or $0.29 per share. For fiscal year twenty twenty five, net sales were $4,402,000,000 and were down 42.3% from net sales in fiscal year twenty twenty four.

basis, gross margins were 57%, operating expenses were 32.5% of sales and operating income was 24.5% of sales. Non GAAP net income was $708,800,000 and EPS was $1.31 per diluted share. On a GAAP basis, gross margins were 56.1%, operating expenses were 49.3% of sales and operating income was 6.7% of sales. The GAAP net loss attributable to common shareholders was $2,700,000 Our non GAAP cash tax rate was 13.6% in the March and 14.2 for fiscal year twenty twenty five. Our non GAAP tax rate for fiscal year twenty twenty six is expected to be about 12%, which is exclusive of the transition tax and any tax audit settlements related to taxes accrued in prior fiscal years.

Our inventory balance at 03/31/2025 was $1293000000.00062800000.0 dollars from the balance at 12/31/2024. We had two fifty one days of inventory at the end of the March, which was down fifteen days from the prior quarter's level, driven by our inventory reduction actions. Included in our March ending inventory was eighteen days of a long life cycle, high margin products whose manufacturing capacity has been end of life by our supply chain partners. Inventory at distributors in the March was at 33, which was down four days from the prior quarter's level. Distribution took down their inventory in the March as distribution sell through was about $103,000,000 higher than distribution sell in.

Our cash flow from operating activities was $205,900,000 in the March. Our adjusted free cash flow was $182,600,000 in the March. As of March 31, our consolidated cash and total investment position was $771,700,000 In the March, we completed a $1,485,000,000 mandatory convertible preferred stock offering with a three year term and purchased a cap call that is generally expected to reduce or offset potential dilution to the common stock upon conversion of the preferred stock with such reduction subject to an initial cap price of $71.4 per share. The mandatory preferred convertible transaction was done to reduce our debt and preserve our investment grade rating. Our total debt decreased by $1,125,000,000 in the March and our net debt decreased by $1,310,000,000 Our adjusted EBITDA in the March was $200,400,000 and 20.6% of net sales.

Our trailing twelve month adjusted EBITDA was $1,337,000,000 and our net debt to adjusted EBITDA was 3.66 at 03/31/2025. Capital expenditures were $14,200,000 in the March and $126,000,000 for fiscal year twenty twenty five. Our expectation for capital expenditures for fiscal year twenty twenty six is to be at or below $100,000,000 Depreciation expense in the March was $41,200,000 I will now turn it over to Rich, who will provide some commentary on our product line innovations in the March. Rich?

Thank you, Eric, and good afternoon, everyone.

During this quarter, we have continued to execute our strategic initiatives that deliver value across multiple markets. Our investments in next generation technologies like the Switch Tech PCIe switches enable us to adapt and deploy technologies initially developed for high speed data centers into automotive and embedded computing applications. These advancements create new capabilities in applications where accelerated communication performance is critical, such as software defined vehicles and robotics. We are strengthening our core portfolio through advancements in our ARM based microprocessors for human machine interface applications and our 32 bit microcontrollers integrated with high performance analog peripherals that serve industrial, consumer, medical and AIML markets. These high speed peripherals and other analog related functionality reduce the need for external analog components, decrease system complexity and cost and deliver high performance solutions.

Our innovative MPLAB AI coding assistant is helping customers accelerate their design cycles, reducing their embedded software development time and increasing productivity by as much as 40%. We continue to enhance this tool with additional features and functionality. Additionally, our new PIK64 product line continues to gain momentum and new design opportunities for the space, industrial automation, automotive and edge compute. Our recently launched 10 based T1S solutions continue to see market adoption with a growing design funnel. These innovations coupled with our operational efficiency efforts demonstrate our commitment to driving top line growth and improve profitability as we continue to bring in differentiated solutions to our target markets.

With that, I will pass the call to Steve for comments about our business and guidance going forward. Steve?

As Eric described in his prepared remarks, our March net sales were $970,500,000 down 5.4% sequentially and down 26.8 from the year ago quarter as we navigated through a very large inventory correction following a post COVID super cycle. Our revenue from our microcontroller and analog business units was down sequentially, FPGA was about flat and other businesses were up sequentially, mainly driven by technology licensing. Geographically, our business was seasonally down sequentially in Americas and Asia and was seasonally up in Europe. Now let's get into our guidance for the June. We believe substantial inventory destocking has occurred at our customers, channel partners and their downstream customers.

While we believe the inventory at our customers, channel partners and downstream customers will continue to correct, the customers and distributors are starting to increase their purchases. As a result, I'm finally calling the last quarter as a revenue bottom for us. Our bookings were up significantly in the March. After nearly three years of book to bill ratio well below one point zero, our book to bill ratio in the March was a very healthy 1.07. Our backlog for the June started out higher than the starting backlog for the March.

The bookings in the month of April were higher than any month in the March. Taking all of these factors into account, we expect our net sales for the June to be $1,045,000,000 plus or minus $25,000,000 We expect our non GAAP gross margin to be between 52.254.2% of sales. We expect our non GAAP operating expenses to be between 33.434.8% of sales. We expect our non GAAP operating profit to be between 17.420.8% of sales. We expect our non GAAP diluted earnings per share to be between $0.18 and $0.26 There are a couple of things I want to highlight in our guidance.

The first is the leverage in our business model. With a $74,500,000 increase in net sales at the midpoint of the guidance for the June, we are taking approximately 85% of it to the bottom line as non GAAP operating profit. As the inventory drains further and inventory write offs decrease, our gross margin recovery will accelerate and with the incremental profits going to the bottom line, we will have tremendous leverage. The second point I wanted to make is on the revenue growth. There are three revenue accelerators kicking in just from the inventory drain.

The first is that our distributors' inventory and our distributor customers' inventory is getting corrected. We're expecting the first increase in distributors' sell through after many quarters. Therefore, our distributors are starting to buy more product to replenish their inventory and feed their customers' growth. Second, the distributors' sell in has to rise to meet the sales out. Last quarter, sell in revenue was $103,000,000 lower than sell through.

If sell in revenue were to catch up with sell through, the sell in revenue will rise approximately $103,000,000 higher and will further feed sales growth. And third, our direct customers' inventory is getting corrected and we are starting to see the direct customers' shipments increase. We believe that this trifecta effect is a compelling setup for sales growth going into this fiscal year. With sales growth, gross margin increasing and inventory declining, we expect to deliver significantly improved financial performance in this fiscal year. Now let me provide an update on our capital return program for shareholders.

We are essentially returning 100% of our adjusted free cash flow to investors in the form of dividends right now. Due to depressed net sales, our adjusted free cash flow is currently less than our dividend. In certain quarters, we have had to make higher bond interest payments and tax payments and bond interest payments are generally made every six months. So every other quarter, this impacts our adjusted free cash flow and results in our dividend exceeding our adjusted free cash flow. As we begin to liberate cash from inventory coupled with very low capital expenditures, we expect to bring the adjusted free cash flow above the dividend.

In future quarters, we intend to use this excess cash to bring our borrowings back down to at least the levels they were at before our dividend exceeded our adjusted free cash flow. We're not considering any cut to the dividend. Our financial activity last quarter in which we raised $1,400,000,000 in a mandatory convertible preferred transaction improved our balance sheet and reaffirmed our investment grade debt rating. With that operator, will you please poll for questions?

Thank you very much. We will now be conducting a question and answer session. You. First question comes from Harsh Kumar from Piper Sandler. Please proceed with your questions.

Yes. Hey, Steve. First of all, let me add my congratulations to the recovery. I know it's been a long time coming, but we've seen you call bottoms in the past and I'm excited that you see the bottom. But the question we get Steve though from a lot of our clients or investors is that maybe talk about the demand signals that you're seeing, which you kind of did, but there is also another aspect of maybe potential pull ins from tariffs.

If you could just help us understand why this may not be a head fake from that? And then also if you could just I'll ask my second question here. If you could just talk about the recovery that you're seeing relative to your key end markets, if there's one that's acting better than the other or they're both acting the same?

Thank you, Harsh. The demand signals we are seeing really began in starting early January. Our January, February, March, each of those three months bookings were significantly higher than December bookings. And we have shown them on a slide in on the March 3 conference call that we had. And that was really before any of the tariffs talk appeared.

So we're really not seeing any tariff related activity or pull in. If you look at downstream customers' information, many of the direct customers that were not buying the product are starting to buy it because their inventory is getting depleted. Same way at the distributors, they are starting to buy additional amount of product because on many of the SKUs their inventory has gone back to very much normal. And our distributors' customers also downstream customers their inventory is getting corrected. So all of the signals we have really are related to that and number of large number of designs that we were designed in last year many of them are turning to production.

So there is also growth coming from new products and new design win activity. We haven't seen any impact of tariffs. The tariffs are largely exempted on all the semiconductors that we make today, whether shipping into China or shipping into U. S.

The second one was related to the key end markets.

So if we look at the last year's data, fiscal year twenty twenty five ending March 31, the notable thing that stands out is aerospace and defense. The aerospace and defense used to be 11% of our business in the prior year. In fiscal twenty twenty five that is now 17%, eighteen %, eighteen %. And it's almost the second largest market now after industrial. And the underlying reasons are that business has stayed strong.

Defense budgets have been high. NATO has been increasing their defense spending. And with two wars going on while the automotive, industrial, communication, consumer, other businesses were weak. So there is a notable shift in our end markets. And if you look at the year that just started on April 1, I think we're headed for a first ever over $1,000,000,000,000 budget for U.

S. Defense. And I recently met a customer from Europe and the talk of the talk was around they were talking about their business growing two to 3x over the next three years because U. S. Was pushing NATO to dramatically increase their defense spending and they're a major contractor to NATO and European defense.

So I think the opportunities in that segment are very good even this year and we think that will be a very good segment. Now all the others industrial automotive consumers and others we are seeing a broad based recovery in all of those segments embedded in our bookings fair amount driven by inventory depletion and also driven by new designs and new products.

Thank you. The next question comes from Chris Caso from Wolfe Research. Please proceed with your questions, Chris.

Yes. Thank you. Good evening. I guess the first question and we've been discussing this quite a bit with others during this earnings season is what sort of macro impact that the tariff environment such will have as we go into the rest of the year. And Steve, I'm judging by your comments about improving bookings in that, that you're not seeing that.

But I guess the question is what are your customers telling you right now? And from an investor standpoint, there's been concern about pull ins of demand from second half to now to get ahead of tariffs. What's your view on that?

So I think there are two things. There is a direct impact of tariffs like the tariffs on our products as they ship anywhere into China or U. S. And then there is the indirect effect which is the effect on global economy and global GDP. The second one impact on global GDP is below my is above my pay grade.

The customers that I have met in the last couple of weeks personally when I ask them how you're thinking about tariffs they turn around and asking me how do I think about tariffs and nobody knows because as we speak today there's really no tariffs on the semiconductors. So leaving that impact on the global GDP aside and I'll comment a little more on that afterwards. If you look at the direct impact on us, it's basically nothing. In the Donald Trump's first term, he implemented 25% tariffs on semiconductors made in China coming into U. S.

At that time about 10% or 11% of our parts were made in China. And we moved aggressively to move that production assembly essentially from China to Philippines, Thailand, Vietnam, Indonesia, others. And today less than 4% of our parts are made in China. And those don't come to U. S.

They go to Europe. They go to Japan. They go to Southeast Asia. A handful of orders that made in China that might come to U. S.

Which may become subject to tariff basically we pass that tariff to the customers, but it was negligible because that was really very small. Now the other thing is if there is a tariff for U. S.-made product going to China and we're looking at it all parsing it together very carefully Many of our technologies run-in U. S. And they also run-in Taiwan.

And we'll try to portion our production so that the parts that are going into China are made in Taiwan or Europe or elsewhere and are not made in U. S. And I'm sure we'll find that it's not 100%. It's a very small amount. So I'm really not that concerned about the direct tariffs because of that setup.

Now when it comes to indirect tariffs, really nobody knows what the overall impact on the economy would be. So what we did for a modeling purpose inside is we took a hypothetical haircut on our revenue and we wanted to make sure that if that kind of impact were to happen, what would happen to the inventory? What would happen to our manufacturing? Would we have to take additional actions? And the result of that very stress case analysis is that we have already cut back our manufacturing so much that with this haircut our inventory is still declining slower than in the normal plan, but inventory is declining because the production rate today would still be lower than the worst case scenario that we have modeled.

Therefore, there will be no other actions required. We simply would ramp our factories later because the inventory is dropping slower. That's the answer to your question.

That's a very helpful color. Thank you. As my follow-up question, I wanted to dig in a little bit to the margin leverage that you referred to in your prepared remarks as well. And maybe two parts to that question. One is if you could discuss some of the charges that are acting as headwinds to gross margin now, some of the underutilization charges and the reserve charges.

And with the assumption that revenue starts to come back now, how does that play out over the next few quarters? And how is that leverage realized as the revenue comes back?

Right. Hey, Chris, this is Eric. So the two main headwinds that we have right now are the underutilization charges, which were a little over $54,000,000 last quarter. We don't expect that to really change significantly in the current quarter. We're still going to be running the factories at a low rate as we're focused on bringing inventory down.

And then the inventory reserve charges, which we provided a little bit more color on March 3 and then when we went through the nine point plan. Those are still big numbers and we expect that inventory reserve number to still be large again in the current quarter. But they are going to start dropping pretty dramatically as revenue increases assuming that's what happens as we go through the fiscal year because inventory is dropping at a rapid pace. Steve mentioned that we're targeting reducing inventory by about $350,000,000 plus in the fiscal year. So the products that are really subject to review for reserve charge is coming down dramatically.

So that should start changing pretty soon outside of this quarter. And the leverage in gross margin is going to be really high. So we aren't putting numbers around it for investors today, but it's significant.

Thank you. The next question comes from Timothy Arcuri from UBS. Please proceed with your questions, Timothy.

Thank you. Eric, just on that point, so given all the actions you've taken, if we sort of get back to a point where, I mean, pick your revenue number maybe like mid-1s back to 1.5 or something like that. With all the actions you've taken and you assume that the reserves come down and the underutil comes down too. Should we expect margins to be higher this time around than they were at the same revenue level last time? I mean, you've closed three fabs.

So I would think that ultimately margins will be higher at equivalent revenue than they were last cycle. Is that fair?

So it depends on the slope of the recovery. And I think you said we closed two fabs, we did not. We've only closed one fab, Fab two in Tempe. But it depends on the slope of recovery and then where we're at in terms of needing to ramp our factories. We have higher cost inventory per unit sitting in inventory today and that will come out on a FIFO basis.

But the cost structure is in really good shape. Obviously, we gave a new long term model of 65% non GAAP gross margins, which we're very confident in. And I know all of you will be looking on how to model this going forward. But the leverage is significant, but I don't want to commit at this point in time in terms of a margin level at a comparable revenue level in the past. It will depend on the slope of how revenue returns there.

Okay. And then Steve, do you have a way to determine what consumption is in June relative to your guidance? I know, Disney sell through is finally growing in June. I would think that Disney sell in is still going to be below sell through in June. There's still some

of slower moving MCU parts that seem to be moving a little slower. So where do you think consumption is for June relative to what you're guiding revenue?

So our internal modeling shows that the Disti sell through will be higher than the guidance we have given you, which is GAAP guidance based on sell in. Last quarter that difference was $103,000,000 We expect the difference would be lower than that. How much lower we can't quantify, but will be below 100,000,000 certainly maybe well below 100 And that the gap will continue to close in the coming quarters and which will result into one of the things that are trifecta I talked about where the sell in will close to equal to sell through. It's not the sell through coming down, it's the sell in going up. And the second part of the consumption is on the factory side, what are we producing and what are we consuming?

And we have looked at it in our model based on our June guidance. We are consuming a lot of inventory and producing significantly less than what we are consuming from the inventory. So therefore, the inventory will continue to come down at an accelerated pace, which will eventually lower the write offs and it will eventually improve the factory utilization. And all of those will move in the right direction as the inventory continues to come down.

Thank you. The next question comes from Blayne Curtis from Jefferies. Please proceed with your questions, Blayne.

Yes. Good afternoon. I had two questions. I wanted to ask about kind of big picture. Your cadence has been different than other companies.

If you kind of look at MCU share, maybe you guys gained a little bit too much share during the pandemic and now your share looks quite low as you're correcting while others aren't correcting as much. I'm just kind of curious as you kind of look through here and there's been a lot of talk about share gainers in MCUs. Kind of just curious when things normalize do you expect to get back to where you were pre pandemic?

Well, we certainly expect to gain share. And it's quarter at a time, but we certainly plan to gain share on the way up here as we recover. I think competitors are more closer to a full recovery than we are. I mean, we just began this is the first quarter. So therefore, we should be gaining share.

Thanks. And I want to ask you, there's a lot of kind of debate about China strategy and I guess who knows how all this trade war works out. And I'm not sure they're tariffing semis in China, but I think there are a handful of companies looking to do a China for China strategy. I'm just kind of curious your perspective, do you think that's the right move or the wrong move? I think you're starting to hear that ASPs are lower because the costs are lower.

So I mean, might be a headwind for the overall market if that's what everybody does. Just curious your perspective.

Well, if you go back to the March 3 report we gave to The Street, we talked about our China for China strategy in that report. And that was built around we have a Chinese partner with a Chinese name and Chinese logo, a Chinese website, a Chinese data sheet. And we were going to sell our die to their Chinese partner. And then they were going to locally assemble and test it and put a locally made logo and then sell it to Chinese customers as a local part. But the die inside was microchip.

Now there was a time when the rules were made in China, I mean assembled in China. And since then the rules are sort of being changed where made in China or made in U. S. Is where it is diffused, which means where it is fab not where it's assembled. So with that rule change, our made in China strategy, which was parts made in our fabs here assembled in China and shipping in China as a local product that really doesn't work.

So we are redoing our China strategy. We could still do that based on parts made in Taiwan and we can transfer some of the other products from U. S. To Taiwan. So we'll be redoing the strategy and talk to you at a later point.

A point I'd like to make on record, which we are communicating to the Trump administration to Secretary of Commerce and all that is that the current rules are actually incentivizing moving product out of U. S, which is opposite of what they intended. They were trying to get more people to make parts in U. S. And we are moving mask sets as we speak from U.

S. To Taiwan, wherever we have dual source, so that we don't have to pay tariffs going into China. So we'll come back to you on a China for China strategy.

Thank you. The next question comes from Vivek Arya from Bank of America Securities. Please proceed with your questions, Vivek.

Thank you for taking my questions. On the first one related to gross margins and then pricing. So March gross margins were I think kind of at the lower end of your outlook even though sales were slightly above. So just anything to call there? And then in general Steve what are you assuming for the pricing environment this year versus say three months ago?

The pricing environment we have assumed is basically mid single digit type of a decrease.

Yeah. And I think on your question on gross margin, why it came in on the lower end versus when sales were above the midpoint, it's a number of factors, but the bottom line is we continue to aggressively try to reduce inventory. So our utilization was low and our inventory reserve charges were still high. So it's really a combination of those factors.

All right. And for my follow-up, Steve, you're calling June an inflection quarter. How should this inform us about your visibility for one quarter out in September? Like if we had to think about September, should we be thinking given that June is an infection that September should be seasonal, above seasonal? Should it kind of be in the same range as June?

Because modeling your business when it is going through these periods of infection gets really tough. So I would appreciate any help that you could provide in how we should be thinking about order plus one for your business?

So if we look at September backlog today and compare it to the June backlog at the same point in time, which means June '8 just go back a quarter and what June would be at the same point in time a quarter ago, the September backlog is higher than where June was at the same point in time. And the slope of the fill on the crawl chart looks quite good. So if I were to say today, I'm quite optimistic about the September.

Thank you. The next question comes from Tore Svanberg from Stifel. Please proceed with your questions, Tore.

Yes, thank you. So Steve, one of the organization changes was to combine the eight and thirty two bit microencoder development tools under one group. I was just wondering if you could clarify, talk a little bit more about what was behind that particular change and how that might impact your share in the overall microcontroller market?

So the change was not combining the eight bit and 32 bit development tools. The change was combining eight bit and 32 bit business units, the product groups. The development tool was only was always one common group, but they reported in a way that they were not totally aligned with eight and thirty two bit. The reason for the change that came out during my deep dive was eight bit was pursuing eight bit opportunities and thirty two bit was pursuing 32 bit opportunities. And nobody was mining the store as some of the eight bit customers wanting to convert to 32 bit.

So the thirty two bit group was doing a lot of middle end and high end products and leaving the low end of 32 bit vulnerable. So when an eight bit customer wanted to move to a low end 32 bit, we didn't have the appropriate product. So eight bit will keep fighting with eight bit trying to compete with eight bit, but customer was trying to go to 32 bit. Remember this eight bit to 32 bit conversion now has been talked about for about thirty five years. People were talking to me about that conversion back in 1994 and it didn't happen forever, but it did happen during COVID.

It accelerated. Parts were hard to find so people found whatever they did and whatever parts they could find anywhere. And so a lot more designs were able to fulfill their needs with 32 bit and they stayed with 32 bit. And going forward they have adopted 32 bit. So since combination of those business units, we have changed the developmental priorities to fill that hole.

And the first of those products will be introduced to the market in early January. And we're already working with the customers to design it in because customers can design in using our one of the other products because the architectures are very compatible and they would be ready to go in production with our product when it is released. So that was the change we made.

That's great color. As my follow-up for Eric. Eric, the 90,000,000 to $100,000,000 in operating expenses that you're saving from the recent restructuring, could you just talk a little bit about the linearity of that? I mean, obviously, of it has already played out and we can see that in the numbers. But any more color you could offer us for those savings for as we move into fiscal twenty twenty six?

Microchip Technology Q4 2025 Earnings Call Transcript | Fortune

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Microchip Technology (MCHP) Q4 2025 Earnings Call Transcript

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