UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
(Mark One)
☒ | ANNUAL REPORT UNDER SECTION 13 OR 15(d) OF THE |
For the fiscal year ended: January 3, 2021December 31, 2023
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For the transition period from ________ to ________
Commission file number: 333-233233
BT BRANDS, INC. |
(Exact name of registrant as specified in its charter) |
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Wyoming |
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(State or other jurisdiction of incorporation or organization) |
| (I.R.S. Employer Identification No.)
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405 Main Avenue West, Suite 2D, West Fargo, ND | 58078 | |
(Address of registrant’s principal executive offices) |
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Securities registered under Section 12(b) of the Exchange Act
Title of Each Class | Trading Symbol(s) | Name of Each Exchange on Which Registered | |||
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| BTBD | The NASDAQ Stock Market LLC | ||
Warrant to Purchase Common Stock | BTBDW | The NASDAQ Stock Market LLC |
Registrant’s telephone number, including area code:(701) 277-0080(307) 274-3055
Securities registered under Section 12(b) of the Exchange Act:
None
Securities registered under Section 12(g) of the Exchange Act:
Common Stock, par value $0.002 per share
(Title of Class)
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. ☐ Yes ☒ No
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. ☐ Yes ☒ No
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. ☒ Yes ☐ No
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). ☒ Yes ☐ No
Indicate by check mark whether the Registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer”,filer,” “smaller reporting company” and “emerging growth company” in Rule 12b-2 of the Exchange Act.:
Large accelerated filer | ☐ | Accelerated filer | ☐ |
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Non-accelerated filer | ☒ | Smaller reporting company | ☒ | ||
Emerging growth company | ☒ | ||||
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If an emerging growth company, indicate by check mark if the Registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 17(a)(2)(B) of the Securities Act. ☐
Indicate by check mark whether the registrant has filed a report on an attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☐
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). ☐ Yes ☒ No
If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the filing reflect the correction of an error to previously issued financial statements. ☐
Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received by any of the registrant’s executive officers during the relevant recovery period pursuant to §240.10D-1(b). ☐
As of June 28, 2020,30, 2023, the last business day of the registrant’s most recently completed second fiscal quarter, the registrant’s securities were not publicly traded. The aggregate market value of the voting and non-voting common equity held by non-affiliates was $8,056,260 computed by reference to the price at which the common equity was last sold was $3.00 (after giving effect to a 1-for-2 split of the outstanding shares of common stock, which became effective on January 28, 2021) as of June 28, 2020.registrant was $5,949,784.
At March 11, 2021,15, 2024, there were 4,047,5026,246,118 shares of common stock outstanding.
DOCUMENTS INCORPORATED BY REFERENCE
None
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Table of Contents |
BASIS OF PRESENTATION
Our fiscal year is a 52/53-week year, ending on the Sunday closest to December 31. Most years consist of four 13-week accounting periods comprising the 52-week year. Fiscal 2020 was a 53-week period ending January 3, 2021 and Fiscal 2019 was the 52-week period ending on December 29, 2019. All references to years in this report
Our fiscal year is a 52/53-week year, ending on the Sunday closest to December 31. Most years consist of four 13-week accounting periods comprising the 52-week year. Fiscal 2023 was the 52 weeks ending on December 31, 2023, and fiscal 2022 was the 52 weeks ending January 1, 2023. All references to years in this Annual Report on Form 10-K (“Annual Report”) refer to the fiscal years described above.
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This Annual Report including the sections entitled “Business,” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” contains “forward-looking statements” as defined in the Private Securities Litigation Reform Act of 1995. Any statements contained herein that are not statements of historical fact may be forward-looking statements. Forward-looking statements can be identified by words such as: “anticipate,” “intend,” “plan,” “goal,” “seek,” “believe,” “project,” “estimate,” “expect,” “strategy,” “future,” “likely,” “may,” “should,” “will” and similar references to future periods. Forward-looking statements may relate to, among other things: (i) our business objectives and strategic plans, including projected or anticipated growth, including in customer traffic and revenue, planned improvements in operational efficiencies, gross margins, and expense management and enhancements to our restaurant environments and customer engagement, including the anticipated impacts of innovations, improvements and enhanced marketing support for certain aspects of our business; (ii) the volatility of credit markets and the availability of capital and our ability to fund our acquisition strategy; (iii) anticipated capital investments including in our restaurant acquisition program and the anticipated related benefits; (iv) our expectations about pricing strategy and average check size; (v) our expectations of the competitiveness of the labor market and our ability to hire, train, and retain personnel; (vi) our expectations about restaurant operating costs, including commodity and food prices and labor and energy costs; (vii) anticipated legislation and other regulation of our business; (viii) our expectations about anticipated uses of, and risks associated with future cash flows, liquidity, future capital expenditures and other capital deployment opportunities, and taxes; (ix) our expectations regarding competition; and (x) our expectations regarding demand, consumer preferences, and consumer discretionary spending; (xi) anticipated impacts of a health emergency and any mitigation measures imposed by governments; (xiii) the seasonality of our business; (xiv) our expectations and other statements regarding interest rates, commodity prices and the other risks discussed under Risk Factors below.
TheseForward-looking statements are neither historical facts nor assurances of future performance. Instead, they are based only on our current beliefs, expectations, and assumptions regarding the future of our business, plans and strategies, projections, anticipated events and trends, the economy and other conditions. Because forward-looking statements relate to the future, events orthey are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict, many of which are outside our futurecontrol. Our actual results and financial performance and are basedcondition may differ materially from those indicated in the forward-looking statements. Therefore, you should not rely on our present beliefs and assumptions, as well as the information currently available to us. They involve known and unknown risks, uncertainties and other factorsany of these forward-looking statements. Factors that maycould cause our actual results levels of activity, performance, cash flows,and financial position or achievementscondition to differ materially from those expressed or implied by these statements.
Forward-looking statements may be introduced by or contain terminology such as “may,” “will,” “should,” “could,” “would,” “targets,” “goal,” “expect,” “intend,” “plan,” “anticipate,” “believe,” “estimate,” “predict,” “potential,” “continue,” or the antonyms of these terms or other comparable terminology. Although we believe that the expectations reflectedindicated in the forward-looking statements are reasonable, we cannot guarantee future results, levels of activity, performance, cash flows, financial position or achievements. Accordingly, we caution you not to place undue reliance on any forward-looking statements we may make.
Factors that may affect our performance andinclude, among others, the accuracy of any forward-looking statements include, but are not limited to, those listed below:following:
| · | capital requirements and the availability of capital to fund our |
| · | difficulties executing our growth strategy, including |
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| · | our failure to prevent food safety and |
| · | shortages or interruptions in the supply or delivery of food products; |
| · | our dependence on a small number of |
| · | negative publicity relating to any one of our restaurants; |
| · | competition from other restaurant chains with significantly greater resources than we have; |
| · | changes in economic conditions, including the effects on consumer confidence and discretionary spending; |
· | changes in consumer tastes and nutritional and dietary trends; | |
| · | our inability to manage our growth; |
| · | our inability to maintain an adequate level of cash flow or access to capital to |
| · | changes in |
| · | labor shortages |
| · | our vulnerability to increased food, commodity, and energy costs; |
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| the impact of governmental laws and | |
| · | failure to obtain and maintain required licenses and permits to comply with food control regulations; |
| · | changes in economic conditions, |
· | inadequately protecting our intellectual property; | |
· | breaches of | |
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These risks and other factors are described elsewhere in this Annual Report, as well asand in other filings, we make with the Securities and Exchange Commission or SEC.(SEC). Due to the uncertain nature of these factors, management cannot assess the impact of each factor on the business or the extent to which any factor or combination of factors may cause actual results to differ materially from those contained in any forward-looking statements.
Any forward-looking statement speaksis only as of the date on which such statement is made, and we undertake no obligation to update any of these statements to reflect events or circumstances occurring after the date of this Annual Report. New factors may emerge, and it is not possible to predictpredicting all factors that may affectaffecting our business and prospects.prospects is impossible.
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Table of Contents |
PART I
In this Annual Report on Form 10-K, or Annual Report, and unless otherwise indicated, the terms “BT Brands,” the “Company,” “we,” “us,” “our,” “our Company,” and “our business” refer to BT Brands, Inc. together with its consolidated subsidiaries. Effective December 18, 2020 we reincorporated BT Brands from the State of Delaware to the State of Wyoming.
The following discussion should be read in conjunction with our consolidated financial statements and related notes included elsewhere in this Annual Report. Due to rounding, figures in tables may not sum exactly.
Overview of Our Company
BT Brands owns and operates various restaurants in the eastern two-thirds of the United States. As of March 1, 2024, including our partially-owned Bagger Dave’s business, we operated seventeen restaurants comprising the following:
· | Seven Burger Time fast-food restaurants and one Dairy Queen franchise located in the North Central region of the United States, collectively (“BTND”), a Sioux Falls, South Dakota location was closed in February 2024; | |
· | Bagger Dave’s Burger Tavern, Inc., a partially owned affiliate, operates six Bagger Dave’s restaurants in Michigan, Ohio, and Indiana (“BDVB”); | |
· | Keegan’s Seafood Grille in Indian Rocks Beach, Florida (“Keegan’s”); | |
· | Pie In The Sky Coffee and Bakery in Woods Hole, Massachusetts (“PIE”). | |
· | Village Bier Garten is a German-themed restaurant, bar, and entertainment venue in Cocoa, Florida (“VBG”). Our Dairy |
Our Dairy Queen store is operated under a franchise agreement with International Dairy Queen. We ownpay royalty and advertising payments to the franchisor as required by the franchise agreement. Effective October 17, 2023, we agreed with International Dairy Queen to sell the business, which has a current book value at December 31, 2023 of approximately $438,500, including remaining goodwill, to an approved buyer. Under the terms of the agreement with International Dairy Queen, we will continue to operate ninethe location during the six-month period we plan to sell the business. However, we may retain ownership of the physical assets, including the land and building.
Our objective is to build value for our shareholders in the food service industry. Our principal strategy is acquiring multi-unit restaurant concepts and individual properties at attractive earnings multiples. In fiscal 2023, we continued to evaluate business opportunities, having deployed a portion of our November 2021 public offering in 2022, acquiring three operating restaurant properties. We operate the acquired businesses with a shared central management organization. Additional elements of our growth strategy encompass increasing sales and efforts to boost brand awareness.
Our Corporate History
The Company was incorporated in Delaware as Hartmax of NY, Inc. in January 2016. In 2020, we changed our corporate domicile from Delaware to Wyoming.
The Burger Time brand originated in August 1987 with the first restaurant in Fargo, North Dakota. Additional Burger Time restaurants opened in Minnesota, North Dakota, and South Dakota in the following years.
On November 12, 2021, we completed an initial public offering of 2,400,000 units of our securities at a Dairy Queen franchise.public offering price of $5.00 per unit, each unit comprising one share of common stock and one warrant to purchase one share of common stock at an initial exercise price of $5.50 per share (the “IPO”). The net proceeds from the IPO were approximately $10.7 million, excluding any proceeds from the exercise of warrants and after deducting underwriting discounts and commissions and payment of estimated offering expenses of approximately $1.3 million.
Following our IPO, we have pursued the acquisition of restaurant properties in diverse locations across the United States. Our “Burger Time”recent acquisitions have allowed us to diversify our operations into new restaurant segments and new geographic regions, reducing our dependency on the financial performance of our Burger Time restaurants.
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Table of Contents |
Our Restaurants
Burger Time
Burger Time restaurants feature a variety of burgers and other affordably priced foods such asquick-serve foods. Our juicy, flame-broiled burgers, called “Bigger Burgers,” are made with approximately 25% more meat and are larger in diameter than our competitors' typical quarter-pound burger offerings. Our burger patties are produced to our specifications by our supplier. We prepare each burger to a customer’s order and serve it hot and fresh. Other entrees include chicken sandwiches, pulled pork sandwiches, side dishes and soft drinks.chicken tenders. We offer an array of traditional and signature sides, many of which have evolved into regional favorites. We also offer other reasonably priced food and beverage items. From time to time, we offer specialty sandwiches and wraps at competitive prices. Our DQ restaurant serves thelimited menu developed by DQis designed to deliver quality across all products, combining a high taste profile and sold across the country. We believe that our restaurants appealspeedy delivery. Our Burger Time brand appeals to a broad rangespectrum of consumers. We serve customerscater to consumers who appreciate the size and variety of our burgers and the value of our Bigger Burger, combined with the speed and efficiency provided by way of aour single orand double drive-thru formatwindows. Subject to seasonal and walk-up windows.local conditions, our restaurants are generally open seven days a week from 10 a.m. until 9 or 10 p.m., depending on the time of year. We generally do not offer interior seating but provide outdoor seating areas and parking areas for customer use. Ouronline ordering through our website with curbside delivery. Burger Time restaurants are located inserves the upper Midwest, including four restaurants in North Dakota, two in South Dakotadrive-thru and three in Minnesota. Our Dairy Queen franchise is located in Minnesota.take-out segment of the restaurant industry.
Our operating principles for Burger Time operating principles include: (i) offering bigger burgers and more valuea “Bigger Burger” to deliver our customers “more good food for the money;your money”; (ii) offering a limited menu to permit the maximum attention to quality and speed of preparation; (iii) providing fast service by way of the single orand double drive-thru designdesigns and a point-of-sale system that expedites the ordering and preparation process; and (iv) great tasting quality food made fresh to order at a fair price.
We operate in the fast-food drive-through category of the QSR of the restaurant industry. The QSR segment comprises fast food restaurants characterized by limited menus, limited or no table service and fast service. In the United States, the QSR segment is the largest segment of the restaurant industry and has demonstrated growth over a long period of time. According to recent estimates, this segment represents approximately 80 percent of total commercial foodservice visits in the United States and every day about 50 million Americans eat fast food. In 2019, this segment generated $273 billion in revenue in the U.S., making it the largest segment of the restaurant industry.
We are seeking to increase value for our shareholders in the foodservice industry. We expect to pursue the acquisition of multi-unit restaurant concepts and individual restaurant properties at attractive multiples of earnings, subject to our ability to obtain the capital required for any such acquisition. Once acquired, we will operate the business or businesses with a shared central management organization. Assuming we are successful in acquiring an operating business, following the acquisition, we expect to pursue expansion in the number of locations and to increase comparable store sales and profits. One possible growth strategy comprises the acquisition of operating assets and a subsequent franchise rollout of the acquired business, which management may conclude is an appropriate growth plan. Management of a franchise business will expose the Company to additional risks that we do not currently face.
Our principal business plan is to grow in the foodservice industry. We may develop additional Burger Time locations through the acquisition and conversion of existing properties. However, we expect our focus will be to identify and complete acquisitions of existing restaurant units and multi-unit chains which could be operated and expanded through the addition of new locations.
Our Corporate History
The Company was originally incorporated in the state of Delaware as Hartmax of NY, Inc. in January 2016 with no assets or operations, and, until the Share Exchange described below, was majority-owned by affiliates of the placement agent in the 2018 Private Placement described below. Upon the closing of the 2018 Private Placement, the Company and BTND, LLC, a Colorado limited liability company, which we refer to as BTND, entered into a Share Exchange Agreement whereby the members of BTND exchanged all of their membership interests in BTND for shares of our common stock comprising 85.9% of the outstanding shares of our Company, without giving effect to the sale of any securities sold in the 2018 Private Placement (the “Share Exchange”). Two affiliates of the placement agent together held 11.7% of our common stock as of the closing of the Share Exchange, without giving effect to the sale of any securities sold in the 2018 Private Placement. After giving effect to the Share Exchange, the Company became the sole member of BTND and BTND’s managing member, Gary Copperud, became the chief executive officer of the Company. Following the Share Exchange, the Company changed its name to BT Brands, which is the parent company of BTND, which in turn became a wholly owned operating subsidiary of the Company.
In July 2018, we completed a private placement of our securities in which we issued and sold an aggregate of 205,002 shares of our common stock at a purchase price of $3.00 per share and warrants to purchase up to 102,503 shares of our common stock with an initial exercise price equal to $4.00 per share, for which Maxim Group, LLC acted as the placement agent (the “2018 Private Placement”). We received approximately $615,000 in gross proceeds from the sale of the securities in the 2018 Private Placement. After deducting placement agent fees and other expenses payable by us in connection with the 2018 Private Offering, we received net proceeds of approximately $492,266.
On June 13, 2019, the Company amended and restated its certificate of incorporation to change its corporate name to “BT Brands, Inc.” to better reflect its multi-faceted growth plan, and to adopt certain provisions in line with its status as a public company. On June 13, 2019, the Company adopted amended and restated bylaws also to reflect the Company’s status as a public company.
On June 12, 2020, the holders of 100% of our outstanding shares of common stock adopted resolutions approving the change of corporate domicile from Delaware to Wyoming. The Company affected the reincorporation by the filing of the appropriate documents with Delaware and Wyoming and as of December 18, 2020, the Company is domiciled in Wyoming.
The Burger Time brand originated in August 1987 with the opening of the first restaurant in Fargo, North Dakota. Over the next five years, several additionalseven Burger Time restaurants were openedare in Minnesota, North Dakota, and South Dakota. In 2005, the restaurant assets were sold to STEN Corporation, a public company of which Kenneth Brimmer, our Chief Operating Officer, Chairman and member of board of directors, and Gary Copperud, our Chief Executive Officer and a member of our board of directors, were officers and directors. In May 2007, BTND purchased the Burger Time assets from STEN Corporation. Gary Copperud was the managing member of BTND from the acquisition in 2007 until the closing of the Share Exchange and 2018 Private Placement.
Since 2007, BTND from time to time sold restaurant assets, including the underlying real property resulting in the closing of the stores located on the respective properties, and BTND has closed two other stores upon the expiration of the leaseholds on which they were located. In December 2018, we closed a store located in Richmond Indiana which was open for only 18 months.
Burger Time Restaurants
Menu
At our Burger Time restaurants, we seek to give our customers “more good food for their money” and to deliver it “hot ‘n fresh.”
Our Burger Time restaurants feature a wide variety of juicy, flame broiled burgers that we refer to as “Bigger Burgers” because they are made with approximately 25% more meat and are larger in diameter than the typical quarter pound burger offerings served by our competitors. Our burgers are custom made to our specifications by our supplier, with no fillers, only beef and salt. Each burger is prepared to a customer’s individual order and is served hot and fresh. Burger favorites include a mushroom Swiss burger, a jalapeno burger, and a full pound burger to satisfy the heartiest appetite. Other entrees items include chicken sandwiches, pulled pork sandwiches and chicken chunks. Our burgers and sandwiches are served on fresh buns and are topped with generous helpings of top-tier condiments. We offer an array of traditional and signature sides, many of which have evolved into regional favorites, such as large cut battered onion rings, cheese curds, fried pickle spears and chicken fries. We also offer soft drinks and other reasonably priced food and beverage items. From time to time, we offer specialty sandwiches and wraps at similar price points. Our limited menu is designed to deliver quality across all products, a high taste profile and speedy delivery.
Our objective is to serve customers within 60 seconds of their arrival during the peak day parts of lunch and dinner and within 3 minutes at other times. We can achieve this based on our single and double drive-thru format and on our integrated restaurant design and equipment lay-out that allows us to deliver exceptional food with fast service times. Our restaurants have a computerized point-of-sale system which displays each item ordered on a monitor viewed by food and drink preparers. This enables the preparers to begin filling an order before the order is completed and totaled, thereby increasing the speed of service to the customer and the number of sales per hour.
One of our key operating strategies is to minimize inventory and storage requirements, mandating frequent deliveries, which ensures that our food is always fresh.
Our restaurants are generally open from 10 am to 10 pm seven days a week, for lunch, dinner and late-night snacks and meals. We also have recently introduced on-line ordering through our website with curbside delivery.
We believe that our restaurants appeal to a broad spectrum of consumers, but we cater to consumers who appreciate the size and variety of our burgers, the value for the money proposition offered by our bigger burgers and the speed and efficiency offered by our single and double drive-thru windows.
Locations
The table below provides basic information about each of our restaurants.
Location |
| Open Since |
| Building (Approx. Sq. Ft.) |
| Land (Sq. Ft.) |
| Real Estate Owner |
| Restaurant Business Owner |
Fargo, North Dakota |
| 1987 |
| 600 |
| 35,000 |
| BTND, LLC |
| BTND, LLC |
Moorhead, Minnesota |
| 1988 |
| 600 |
| 22,680 |
| BTND, LLC |
| BTND, LLC |
Grand Forks, North Dakota |
| 1989 |
| 650 |
| 29,580 |
| BTND, LLC |
| BTND, LLC |
Waite Park, Minnesota |
| 1989 |
| 700 |
| 17,575 |
| BTND, LLC |
| BTND, LLC |
Bismarck, North Dakota |
| 1989 |
| 600 |
| 30,750 |
| BTND, LLC |
| BTND, LLC |
Sioux Falls, South Dakota |
| 1991 |
| 650 |
| 17,688 |
| BTND, LLC |
| BTND, LLC |
Sioux Falls, South Dakota (1) |
| 1991 |
| 650 |
| 15,000 |
| Leased |
| BTND, LLC |
Minot, North Dakota |
| 1992 |
| 800 |
| 33,600 |
| BTND, LLC |
| BTND, LLC |
Ham Lake, Minnesota (2) |
| 2015 |
| 1,664 |
| 31,723 |
| BTND DQ, LLC (4) |
| BTND DQ, LLC (3) |
West St. Paul, Minnesota |
| 2016 |
| 1,020 |
| 18.280 |
| BTND, LLC |
| BTND, LLC |
Richmond, Indiana (4)(5) |
| held for sale |
| 1,062 |
| 23,086 |
| BTND IN, LLC (4) |
| BTND, LLC |
Hazelwood, Missouri (5) |
| held for sale |
| 1,566 |
| 51,386 |
| BTND MO, LLC (5) |
| BTND MO, LLC (5) |
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We own the real estate on which all, but one of our ten operatingBurger Time restaurants are situated. We leaseIn 2023, we leased the property on which one of ourfor a Sioux Falls, South Dakota restaurants is situated. The Sioux Falls location, is leased on a month-to-month basis, for which we pay monthly rent of $1,600 to a third party.
All our owned properties are subject to mortgages secured by our real and personal property. At the end of fiscal 2020, we had approximately $3.2 millionclosed in outstanding mortgage notes payable on our owned locations. Interest on most of the notes is fixed at 4.75%, two of our notes have a fixed rate of 5.50%. One of the notes has an adjustable rate based on the five-year Treasury Note rate in 2021, with a floor of 4.00%. In addition to being secured by the restaurants and other property at the sites, each note is also personally guaranteed by Gary Copperud, our Chief Executive Officer.
Our restaurants are in commercial and mixed-use zoning districts, where our target customers work, which positions the restaurants for lunch and dinner visits.
Burger Time Restaurant DesignFebruary 2024.
Our Burger Time units are free-standing facilities with single or double drive-thru capability“drive-thru” and walk-up service windows. The menu, store layout and equipment are designed to work together to allow us to offer exceptional food with fast service times. This integrated design allows for maximum food output with minimal labor.
Burger Time stores have a highly visible, distinctive look that is intended to appeal to customers of all ages. Historically, Burger Time stores have ranged from 600 to 1000 sq. ft. Regardless of its size, each restaurant is designed for maximum financial and operational efficiency, with only four employees required to effectively staff a store. As a result of their small size, our restaurants can be constructed on as little as 15,000 square feet of land. Because of the small size of the structure, our restaurants generally require a smaller capital investment and have lower occupancy and operating costs per restaurant than traditional quick-service competitors. The size of the facility also permits somewhat greater flexibility with respect to the selection of prospective sites for restaurants.
Our Burger Time design encompasses a red and white structure and features a single or double drive thru. The roof overhangs to protect the drive thru windows from the weather. A walk-up service window is situated at the front of each restaurant. Our design and color scheme are intended to convey a message of “clean and fast” to the passing motorist. Most of our restaurants do not provide an interior dining area but offer parking and a patio for outdoor eating.
Staffing
Each restaurant typically employs twelveeight to sixteen employees, including a manager and an assistant manager. Work shifts are staggered and vary in length of time to ensure superior customer service during our busiest times. We are focusedfocus on customer service and we seek to staff our stores with personnel whofriendly, customer-focused personnel. Our managers and assistant managers are friendly, and customer focused.
full-time employees. We have enjoyed a long relationship with many of thesupport our managers of our restaurants, several of whom have been with Burger Time more than seven years. We will seek to establish similar relationships with the managers joining us in the future.
by offering competitive wages, including incentive bonuses for performance. Our highly experienced managers train new assistant managers in all facets of a restaurant’s operations. Other personnel can be trained in a matter of days.
Our manager training stresses food quality;quality, fast, friendly customer service;service, restaurant cleanliness;cleanliness, and proper management operations of a quick service restaurant. We also focus on food safety and sanitation, employment laws and regulations, and systems to control food and labor costs. All managers and assistants are required toassistant managers must obtain the required food safety (HACCP) training and obtain the Certificationcertification applicable to their location.
Our managers and assistant managers are full time employees. We support our managers by offering competitive wages, including incentive bonuses tied to unit performance. Most other staff members are part time employees.
Our future growth and success are highly dependent upon our ability to attract, develop and retain qualified restaurant management and hourly staff members, which may be challenging.
Restaurant Reporting
Each restaurant has a computerized point-of-sale system monitored by the management of the restaurant. With this system,management. These systems allow managers canto monitor sales, labor, customer counts and other pertinent information. This information allows a manager to better control labor utilization, inventories and operating costs. Information is reported up to our corporate staff where it is analyzed to maximize cost efficiencies in food and labor costs and inventories and customer counts on a weekly basis and profit and loss statements and balance sheets on a monthly basis.
The general manager of each restaurant reports directly to a Director of Operations, who in turn reports to our Chief Operating Officer, who oversees all aspects of restaurant operations, including kitchen operations, restaurant facility management, new restaurant openings and the roll-out of key operational initiatives. All ourOur restaurants prepare detailed monthlyare managed using weekly operating budgets, and comparecomparing their actual results to their budgets.
Purchasing and Distributionplanned results.
We purchase most of our food, paper, packaging, and related supplies for our Burger Time restaurants from Sysco Corporation, the nation’s largest distributor of food products. Sysco distributes these supplies to our restaurants on a frequent and routine basis. Typically,
As of March 1, 2024, our inventory of suppliesBurger Time restaurants employed 86 individuals, including 24 full-time and 62 part-time employees. Our full-time employees are salaried managers and assistant managers; the remaining restaurant staff are hourly employees.
Dairy Queen Franchise
In October 2015, we acquired a 99% ownership interest in a Dairy Queen (“DQ”) franchise in Ham Lake, Minnesota. The franchise’s remaining 1% ownership interest is never more than $5,000 at any restaurant. This ensures that our foodowned by the General Manager, with specific DQ qualifications and whose ownership is consistently fresh and frees cash flow for other purposes. Ourrequired under the operating agreement with Sysco expires on May 30, 2021. We have customarily entered into a new agreement with Sysco every two years. Either party may terminate the agreement after the initial year with 180 days’ notice or in the event of a material breach that is not cured within 60 days. The agreement may be terminated by Sysco in the event that we fail to pay any amounts owed, or if, in Sysco’s sole judgment, either our financial position deteriorates materially, or Sysco becomes aware of circumstances that would materially impact our ability to meet our financial obligations.
franchisor. We are party to a five-year exclusive beverage servicefranchise agreement with DQ that, among other things, restricts our menu offerings to the established DQ menu and limits our flexibility. We are prohibited from selling non-DQ-approved items at this franchise location and may not market this restaurant as a part of Burger Time. Our Dairy Queen store is operated under a franchise agreement with International Dairy Queen (“IDQ”). We pay royalty and advertising payments to the franchisor as required by the franchise agreement. Effective October 17, 2023, we agreed with IDQ to sell and exit the business, which has a book value at December 31, 2023, of approximately $438,500. The agreement with IDQ requires a sale of the business to a buyer approved by the franchisor. As further agreed, we continue to operate the location while seeking a buyer for the business.
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We currently have agreedno plans to enter into additional franchise agreements. However, we will consider franchise opportunities should we become aware of an attractive opportunity.
Keegan’s Seafood Grille
On March 2, 2022, we acquired substantially all the assets of Keegan’s Seafood Grille, Inc. (“Keegan’s”), an operating restaurant located in Indian Rocks Beach, Florida, for most locations to purchase our beverages, other than coffee, tea or milk, from Pepsi-Cola Bottling of Fargo., through December 21, 2025. Under this agreement, Pepsi provides to us economic incentives for being an exclusive supplier and provides beverage-dispensing equipment free of charge. Either party may terminate the agreement$1,150,000. Keegan’s Seafood Grille has operated in the eventsame location for over 35 years, serving the Clearwater, Florida market. We acquired the “Keegan’s Seafood Grille” tradename and website and plan to continue to operate as Keegan’s Seafood Grille.
Keegan’s is a family-friendly casual restaurant located directly across the street from the beach. The establishment’s award-winning dishes are made in-house using the freshest local ingredients. Keegan’s motto is “Eat Fresh and Eat Wild.” Keegan’s is known for daily fish specials, innovative seafood dishes, and excellent service. Keegan’s also offers a selection of beer and wine. The restaurant features indoor and outdoor dining options, is open daily for lunch and dinner, and offers take-out and curbside pickup options.
As of March 1, 2024, Keegan’s employed 36 persons, including 12 full-time and 24 part-time employees. Our employees include a full-time salaried manager and a salaried kitchen manager; the remaining restaurant staff are hourly employees.
Pie In The Sky Coffee and Bakery
On May 11, 2022, we acquired the assets of Pie In The Sky Coffee and Bakery (“PIE”), a coffee shop and bakery restaurant located near the Steamship Authority ferry terminal in Woods Hole, Massachusetts. We acquired the assets for an aggregate purchase price of $1,150,000. We acquired the “Pie In The Sky” tradename and the piecoffee.com web address as part of the purchase.
PIE has served the local community and ferry travelers to Martha’s Vineyard for nearly forty years. PIE serves a variety of breakfast and lunch sandwiches prepared on store-baked bread; pastries, soups and salads are all freshly made on-site. In addition, we offer patrons freshly roasted coffee beverages, smoothies, and brand merchandise. The store is open seven days a week, year-round, except Christmas.
As of March 1, 2024, PIE employed 34 persons, including eight full-time and 32 part-time employees. Our full-time employees include three full-time salaried managers and assistant managers and a varying number of staff, all of whom are hourly employees.
Village Bier Garten
On August 4, 2022, we acquired substantially all of the assets, including trade names and social media accounts of Von Stephan Village Bier Garten. We have rebranded the business as Village (“VBG”), a German-themed, family-friendly casual restaurant and bar concept in Cocoa, Florida. VBG features authentic German food and imported German beers combined with regular entertainment, creating an entertaining atmosphere and delivering a memorable guest experience. The restaurant offers indoor seating and access to an outdoor shared seating area where patrons eat and enjoy live entertainment most evenings.
As of March 1, 2024, VBG employed 29 persons, including seven full-time and 22 part-time employees. Our employees include two salaried managers, two hourly assistant managers, and hourly restaurant staff.
Bagger Dave’s Burger Tavern
In June 2022, we acquired common stock of Bagger Dave’s Burger Tavern, Inc. (“BDVB”), initially representing 41.2% ownership. In 2024, it was reduced to 39.6% as a result of a material breachsale of newly issued shares by BDVB. BDVB is a publicly traded company that owns and operates six Bagger Dave’s restaurants. Bagger Dave’s is not cured within 30 days.a casual restaurant and bar concept providing an inviting, entertaining atmosphere specializing in burgers, tavern-style pizzas, hand-cut fries, local craft beers, milkshakes, salads, and other items. BDVB opened its first location in Berkley, Michigan, in January 2008 and currently operates four restaurants in Michigan, one in Ft. Wayne, Indiana, and one in Centerville, Ohio. BDVB has 152 employees, 22 salaried managers and 40 full-time and 130 part-time employees.
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Marketing and Advertising
Our marketing efforts for Burger Time are intended to convey the principles that we believe attract our core customers – we provide our patrons with more good food for their money by offering them “a bigger burger” and we give it to them “hot ‘n fresh.”
To date, our marketing and advertising spend has beenexpenditures are principally allocated to social media, with limited advertisements in newspapers and radio in the geographic areas in which our restaurants are located.radio. In addition, we have employed product discount coupons, live remote broadcasts, customer contests, and direct mailings. We also utilize marketing incentives from our suppliers whenever possible. We recently introducedOur Burger Time restaurants offer an on-lineonline ordering capability and curbside delivery program through ourthe BTND website, and we expect to develop an increased emphasis onimplement online ordering at all of our businesses. We emphasize direct data basedatabase marketing supplemented by social media tools such as Facebook, to promote our brand and local stores. Collectively, however,However, our marketing-related expenditures have historically comprised less than 1% of our net revenues.
We believe our Generally, restaurant sales have traditionally, and generally, beenare derived from drive-by traffic and dedicated return visits from loyal customers. However, we recognize that as we expand our restaurant base, our marketing and advertising expenditures may need to increase. We further expect that as we open new restaurants in existing geographic areas, we will be able to take advantage of operating and marketing efficiencies resulting from the “clustering” of our restaurants.
We expect to develop and deploy a more sophisticated marketing campaign,programs, including an expanded social media presence, intended to build consumer brand awareness of our restaurants.
Dairy Queen Franchise
In October 2015, we acquired a 99% ownership interest in a Dairy Queen franchise in Ham Lake, Minnesota. The remaining 1% ownership interest in the franchise is owned by the General Manager of the location who possesses certain Dairy Queen qualifications and whose ownership is required under the operating agreement with the franchisor.
Because we are a franchisee, we are party to a franchise agreement with Dairy Queen that, among other things, restricts our menu offerings at this location to the established Dairy Queen menu and severely limits our flexibility in the operating model we may employ at this location. Specifically, we are prohibited from selling any Burger Time items at this franchise and we may not market this restaurant as a part of our Burger Time family.
We have no plans at this time to enter into any other franchise agreements with Dairy Queen or any other national chain of restaurants, as we believe our profitable future can best be realized by expanding the Burger Time brand or by acquiring either restaurant business assets or another restaurant chain. However, should we become aware of another attractive opportunity to assume control of a franchise, we may consider it.
Burger Time Restaurant Economic Model
Our restaurant economic model is based on three principles: a low capital investment, low conversion and incremental expenses and lean and disciplined operating efficiencies. For example, in the case of our Burger Time locations, because we do not offer interior seating, our restaurant footprint is small, generally around 650 sq. ft., which can be situated on a parcel of real estate as small as 15,000 sq. ft (approximately 0.344 acres), which includes sufficient space for parking and outdoor seating. While some of our newer restaurants have been larger, enabling us to offer some limited in-store seating, our basic model remains the same and our real estate costs, whether we purchase or lease, remain relatively low.
Operationally, we take several steps to maintain efficiency, including maintaining inventory of no more than approximately $5,000 per store at any given time (which also has the advantage of allowing for frequent deliveries of fresh food).
Our Burger Time restaurant investment model targets a total cash investment of between $325,000 and $535,000, or an average of $430,000. Real estate and finance costs vary materially by location but, assuming the average investment figure applies, the amount allocated to the purchase of real estate would be approximately $225,000.
Costs to develop a new Burger Time location can fluctuate significantly, based on the number and timing of restaurant openings and the specific expenses incurred for each restaurant.
Based on our experience, we believe that our new restaurants may require six to nine months after opening, or more, to achieve their targeted restaurant-level sales and operating margin due to cost of sales and labor inefficiencies, especially with respect to restaurants that we open in new geographic areas. We have limited experience opening new restaurants; however, based upon our experience the initial 2-3 months shows a strong “honeymoon” effect as patrons try a new location. As is common in the restaurant industry, following the initial honeymoon period, we see sales stabilize at a lower level as we attract regular repeat customers with the goal of growing the base of customers reaching targeted sales levels in six to nine months and continue to grow in the future periods. If we open restaurants in new and untested markets, achieving targeted sales may take longer since the local population will not be familiar with our brand and it will take time to build brand awareness. How quickly new restaurants achieve their targeted sales and operating margin depends on many factors, including the level of consumer familiarity with our brand, as well as the availability of experienced managers and other staff. However, every restaurant has a unique opening sales pattern, and this pattern is difficult to predict. As a result, any number of restaurant openings in any single fiscal quarter, along with their associated opening expenses, could have a significant impact on our consolidated results of operations for that period. We believe that by a restaurant’s second full year of operations, we can achieve an annualized cash-on-cash return of approximately 30% of our investment, although there is no assurance that this target will be met. We determine the annualized cash-on-cash return based upon the free cash flow generated by the unit after all expenses including required capital improvement, compared to the net cash invested after deducting and mortgage financing secured before or after the unit is opened. This is the targeted return calculated based upon our new unit investment analysis and is based upon limited experience in opening new stores and there is no assurance the targeted returns will be achieved. “Cash-on-cash return” is calculated based on the restaurant-level earnings before interest, taxes, and depreciation and amortization (EBITDA), and is based upon the net equity investment by the Company in relation to EBITDA on an annualized basis. Our acquisition criteria seek to achieve a return in excess of the 30% target; however, as a result of the many risks and uncertainties surrounding an acquisition, there is no assurance this return will be achieved.
Growth Strategy
We are seeking to increase value for our shareholders in the foodservicefood service industry. We expectOur strategy is to pursue the acquisition of multi-unitacquire restaurant concepts and individual restaurant properties at attractive multiplesearnings multiples. Other key elements of earnings. Once acquired,our growth strategy encompass increasing same-store sales and introducing a campaign to boost brand awareness.
As we will operate thedevelop and extend our business or businesses with a shared central management organization. Assuming we are successful in acquiring an operating business, following the acquisition,into new food concepts and geographic areas, we expect to pursue a growth plan to both expand the number of locationsstrategies that will leverage our multiple brands, capacity, and to increase comparable store sales and profits. One possible growth strategy comprises the acquisition of operating assets and a subsequent franchise rollout of the acquired business,reach, which management may conclude is an appropriate growth plan. Management of a franchise business will expose the Company to additional risks that we do not currently face.include:
· | creating dual concept locations, allowing for two or more of our brands to share physical assets; | |
· | offering third-party (e.g., Uber Eats) and local delivery services; | |
· | entering into licensing agreements allowing the third-party sale of | |
· | employing direct database marketing, including social media, to drive business. |
As a public company, we may be presented with other opportunities, including, for example, a reverse merger candidate in the restaurant industry, whereby a significantly larger private restaurant chain avails itself of our public company status by merging with our business. We will evaluate these opportunities if and when they are presented.
Our business plan is to grow through acquisitions in the foodservice industry. In addition, we may develop additional Burger Time locations through the acquisition and conversion of existing properties. We also expect to identify and complete acquisitions of existing restaurant units and multi-unit chains which could be operated and expanded through the addition of new locations.
The financing we received from the 2018 Private Placement did not provide sufficient capital to undertake the development of new Burger Time locations or complete a significant restaurant acquisition. Recently, we have been reviewing potential acquisitions that will allow us to leverage our existing infrastructure with established profitable locations as we seek a high return on our invested capital; however, we do not have any specific acquisitions planned. Any such acquisition likely will require raising additional capital to complete the purchase and to grow the business.Growth Through Acquisitions
We will seekintend to acquire one or more existing restaurants and/orcontinue to make acquisitions that provide an entrance into targeted restaurant chains, including concepts that feature menu options that differ from the menu items we offer at Burger Time.segments and geographic areas. Restaurant businesses frequently become available for acquisition frequently and we believe that weacquisition. We may be able to purchase either individual restaurant properties or multi-unit businesses at prices providing anexpected to provide attractive returnreturns on our investment. In addition, we may acquire operating assets where a franchise program is the focus of the acquired food service business. We intend to evaluate acquisition opportunities to ensure the accretive and efficient integration of additional restaurant concepts. Successful execution of our acquisition strategy will allow us to continue to diversify our operations both into other dining concepts and geographic locations. This strategy may include one or more restaurants that lease locations from a third party as opposed to owning the real property on which the stores are located. This approach would result in a change to our historical core business model which was to own the real estate on which our restaurants operate. This approach may prove to be riskier to our business and less appealing to investors and potential sources of funding.
In all cases, implementationevaluating opportunities, we consider the following characteristics, among others, relevant to each opportunity:
· | the value proposition when comparing the purchase price to the potential return on our investment; | |
· | established, recognized brands within a geographic footprint; | |
· | a historical record of consistent and growing cash flow; | |
· | record of operating performance; | |
· | sustainable operating results; | |
· | geographic diversification, and | |
· | growth potential. |
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We operate acquired businesses with a shared central management organization. Following acquisition, we may pursue a plan to expand the number of locations and increase comparable store sales and profits, as described below. By leveraging our management services platform, we expect to achieve post-acquisition cost benefits by reducing the acquired business's corporate overhead. If we acquire restaurant chains or individual units near each other, concentration could provide economic synergies with respect to management functions, marketing, advertising, supply chain assistance, staff training, and operational oversight.
Increase Sales
We intend to deploy a multi-faceted sales growth strategy to optimize restaurant performance. One of the metrics we use to measure an increase in sales is contingent uponsame-store sales growth, which reflects the availability of adequate financingchange in year-over-year sales for the comparable store base. We will apply techniques proven in the restaurant industry to fund both the acquisitionincrease same-store sales at all our restaurants. We also may develop new approaches that reflect our corporate character and our expansion, of which we cannot be assured.
Expand Our Restaurant Base Through Acquisitions
The acquisition of an existing restaurant chain or individual restaurants combined with new restaurant development is expectedcomposition. We expect to be the key driver of our growth strategy. We believe that there are numerous opportunitiesutilize customer feedback and analyze sales data to acquireintroduce, test, and open new restaurants inhone existing and new geographic areas. Initially, we plan to develop new restaurants in some of our existing markets to take advantage of operational and financial efficiencies. This approach can provide specific economic benefits including lower supply and distribution costs, improved marketing efficiencies and increased brand awareness.
From time to time, we may close restaurants based on operating metrics or other factors. We have closed only one restaurant since 2011 (Richmond, Indiana opened in 2017 and closed in 2018) and do not anticipate closing any restaurants in 2020 or in the foreseeable future thereafter. There is no guarantee that we will be able to increase the overall number of our restaurants. We may be unsuccessful in expanding within our existing markets or into new markets for a variety of reasons, including competition for customers, sites, employees, licenses and financing.
Increase Comparable Restaurant Sales
We believe that acquisitions of restaurants relative to our comparable restaurant base will be our primary driver of growth and increased revenue. However, we are considering ways to improve sales and restaurant performance. We expect to develop a more aggressive on-line presence including a mobile app which could be downloaded by customers and used to drive immediate customer visits to our locations.menu items. In addition, we will continueinvestigate using public relations and experiential marketing to create and offer seasonal and limited-time specialtiesengage customers. Our strategies to keep our menu fresh and our customers interested. We may require additional capital for such purposes, andincrease same-store sales will evolve as we cannot be certain that such capital will be available on terms acceptable to us or at all.acquire new restaurant concepts in new markets.
Increase Brand Awareness
Our loyal customer base and following is now entering a third generation of Burger Time devotees. In order to develop and enhanceIncreasing brand awareness we intendis essential to update and expandthe growth of our web presence. We expect to create a complete web-based program designed around mobile usage, including introducing a web- based loyalty program. We will deploy internet advertising to match specific menu items targeted to specific demographic groups. We will deploy cross-over ads with radio and social media interacting with each other.Company. We intend to develop and implement forward-looking branding strategies for our businesses. We will seek to leverage social media campaigns in other markets.and employ targeted digital advertising to expand the reach of our brands and drive traffic to our stores. In addition, we intend to develop mobile applications that will allow consumers to find restaurants, order online and receive special offers. We may require additional capital for such purposes, andexpect our branding initiatives to evolve as we cannot be certain that such capital will be available on terms acceptable to us or at all.complete acquisitions.
Trademarks and Service Marks
We operate under several trade names and have acquired a variety of trade and service marks. We have registered our trademarks “It’s Burger Time” and “Hot ‘n Now” with the United States Patent and Trademark Office. We believe that ourOur trademarks and service marks, have valuewhether or not formally registered, are valuable to us and are importantessential to our marketing efforts. We may develop additional marks in the future. Our policy is to pursue registration of our marks whenever possiblewhen appropriate and to oppose vigorously any infringement of its marks.vigorously.
Competition
We own restaurants in the industry's quick service, fast casual, and casual dining categories. The competitive environment in each category is intense in terms of price, service, location, and food quality. We face significant competition from a wide variety of restaurants on a national, regional, and local level. Dining choices continue to expand with the increasing popularity of food delivery services. The restaurant industry is highly competitive and is dominated by major chains that possess substantially greater financial and other resources than we have. The industry is affected by, among other things, changes in geographic competition, changes in the public’s eating habits and preferences,consumer tastes, dietary trends, local and national economic conditions, affectingdemographics, traffic patterns, consumer spending, habits, population trends, and local traffic patterns. Key elements of competition in ourThe restaurant industry are the price, qualityhas few barriers to entry, and value of food products offered; quality and speed of service; advertising effectiveness; brand name awareness; restaurant convenience; and attractiveness of facilities. We compete primarily based on value of food (portion size), price, food quality and speed of service. A significant change in pricing or other marketing strategies by one or more of ournew competitors could have an adverse impact on our sales, earnings and growth. Our competition includes a variety of national and regional fast-food chains and locally owned restaurants that offer carry-out, dine-in, delivery and catering services, many of which have achieved significant brand and product recognition and engage in extensive advertising and promotional programs. Our competition in the geographic areas in which operate includes McDonalds, Burger King, Carl’s Jr. and Wendy’s.
may emerge at any time.
Seasonality
Seasonal factors and the timing of holidays cause our revenue to fluctuate from quarter to quarter. Our BTND revenue per restaurant is typically slightly lower in the first and fourth quarters due tobecause of winter weather. PIE is highly seasonal, with a significant portion of its business occurring during summer. Our Florida locations reach peak revenue during the impact of cold weather at our upper Midwest locations. Adverse weather conditions may also affect customer traffic, especially in the first and fourth quarters, when customers do not use our outdoor seating areas, which impacts the use of these areas and may adversely affect our revenue.winter travel season.
Employees
As of January 3, 2021, the Company had three members of its senior corporate personnel. Each of the Burger Time restaurants and the Dairy Queen franchise has both a manager, who is a full-time, salaried employee, and an assistant manager or supervisor and a varying number of restaurant staff, all of whom are hourly employees. As of January 3, 2021, we had approximately 107 employees, of which 17 were full time and 90 were part time. None of our employees are unionized or covered by collective bargaining agreements, and we consider our current employee relations to be good.
Marketable Securities
We have, from time to time, purchased publicly traded marketable securities. Historically, these securities consisted of investments in exchange-listed common stocks with published prices per share readily available.
As a smaller reporting company, as defined by Rule 12b-2 of the Exchange Act and Item 10(f)(1) of Regulation S-K, the Company has elected to comply with certain scaled disclosure reporting obligations, and therefore is not required to provide the information required by this item.
Item 1B. Unresolved Staff Comments.
None.
A description of our restaurant properties appears above under the heading “BUSINESS—Locations.” We lease our executive offices, consisting of approximately 1,000 square feet located at 405 West Main Street, West Fargo, North Dakota, on a month-to-month basis at a cost of $500 per month. We believe our current office space is suitable and adequate for its intended purposes and our near-term expansion plans.
Mortgages
We currently have mortgages on each of our restaurant locations except two. As of January 3, 2021, the total amount of the loans we owe on those properties is approximately $3,200,000. Our monthly payments on these mortgages total $31,128. During 2020, two of the Company’s mortgage lenders suspended and deferred current payments for a period of three months. A total of $93,602 in payments were deferred under these arrangements and the deferred amount was added to the final payments due under the mortgages.
Rental Properties
We currently lease the land one of our Sioux Falls, South Dakota locations on a month-to-month basis and the monthly rent we pay is $1,600.
Regulation and Compliance
Our operations are subject to a wide range of federal, state, and local government regulations, including those relating to, among others, public health and safety, zoning and fire codes, labor, and franchising. Our failure to obtain or retain food or other licenses and registrations or exemptions would adversely affect the operations of our restaurants. We operate each of our restaurants in accordancerestaurant with standards and procedures designed tothat comply with applicable laws, codes, and regulations. To date, we have not experienced and do not anticipate any significant problems in obtaining required licenses, permits, or approvals,approvals; however, any difficulties, delays, or failures in obtaining such licenses, permits, registrations, exemptions, or approvalspermissions in the future could delay or prevent the opening of ora location and adversely impact the viability of a restaurant.
The development and construction of additionalany new restaurants will be subject to compliance with applicable zoning, land use, and environmental regulations. We believe federalFederal and state environmental regulations have not had a material effect on operations, but more stringent and varied requirements of local government bodies with respect toconcerning zoning, land use, and environmental factors could delay construction and increase development costs for new restaurants.
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We are also subject to the Fair Labor Standards Act, the Immigration Reform and Control Act of 1986, and various federal and state laws governing such matters as minimum wages, overtime, unemployment tax rates, workers’ compensation rates, citizenship requirements, and other working conditions. A significant portionMost of theour hourly staff, isexcept for BDVB’s Michigan tip-compensated employees, are paid at rates consistent withabove the applicable federal or state minimum wage and, accordingly,wage. Accordingly, increases in the minimum wage likely will increasenot have a significant impact on labor costs. We are also may be subject to various laws and regulations relatingrelated to any future franchise operations. We are also subject to the Americans with Disabilities Act, which prohibits discrimination based on disability in public accommodations and employment, which may require us to design or modify our restaurants to make reasonable accommodations for disabled persons.employment.
Many states,States, counties, and cities have enacted menu labeling laws requiring multi-unit restaurant operators to disclose to consumers certain nutritional information to consumers or have enacted legislation restricting the use of certain types of ingredients in restaurants. Many of these requirements are inconsistent or interpreted differently from one jurisdictionarea to another. These requirements may be different or inconsistent with requirements that we are subject to under the ACA,Patient Protection and Affordable Care Act of 2010 (“ACA”), as amended, which establishes a uniform, federal requirement for certainrequirements applicable to chain restaurants with 20 or more locations to post nutritional information on their menus. Specifically,In addition, the ACA requires chain restaurantsmandates that restaurant businesses with 20more than 50 full-time employees offer health benefits to full-time employees and their dependents or more locations in the United States operating under the same name and offering substantially the same menus to publish the total number of calories of standard menu items on menus and menu boards, along with a statement that puts this calorie information in the context of a total daily calorie intake.face possible penalties. The ACA also requires covered restaurants to provide to consumers, upon request, a written summary of detailed nutritional information for each standard menu item, and to provide a statement on menus and menu boards about the availability of this information upon request. While our ability to adapt to consumer preferences is a strength of our concepts, the effect of such labelingimposes significant reporting requirements on consumer choices, if any,restaurant businesses, including certifying whether they offer minimum essential coverage to full-time employees. The failure to comply with ACA is unclear at this time.significant, and new regulations, increasing coverage requirements and costs could have a material adverse effect on our business.
Currently, the Company isWe are not engaged in the business as a “franchisor” and operates“franchisor.” We operate a Dairy Queen unit as a “franchisee“franchisee” of Dairy Queen. Franchise operations will beare governed by state laws that regulate the offer and sale of franchises and the franchisor – franchiseefranchisor-franchisee relationship. Such laws generally require registration of the franchise offering with state authorities and regulate the franchise relationship by, for example, requiring the franchisor to deal with its franchisees in good faith, prohibiting interference with the right of free association among franchisees, limiting the imposition of standards of performance on a franchisee and regulating discrimination against franchisees in charges, royalties or fees. In addition, such laws may restrict a franchisor in the termination of a franchise agreement by, for example, requiring “good cause” to exist as a basis for the termination, advance notice to the franchisee of the termination, an opportunity to cure a default and a repurchase of inventory or other compensation.
Environmental Matters
Our operationsWe are subject to extensive federal, state, and local laws and regulations relating to environmental protection, including regulation ofregulating discharges into the air and water, storagestoring and disposaldisposing of waste, and clean-up ofcleaning contaminated soil and groundwater. Under various federal, state, and local laws, an owner or operator of real estate may be liable for the costs of removal or remediation of hazardous or toxic substances on, in, or emanating from such property. Such liability may be imposed without regard to whether the owner or operator knew of or was responsible for the presence of such hazardous or toxic substances.
We have not conducted a comprehensive environmental review of our properties or operations. NoAs a result, no assurance can be given that we have identified potential environmental liabilities at our properties or that such liabilities will not adversely affect our financial condition.
Employees
As of March 1, 2024, our corporate office had three employees. In addition, each of our restaurants has a General Manager, an assistant manager or supervisor, and a varying number of restaurant staff, all hourly employees. Including wholly owned subsidiaries of the Company, as of March 1, 2024, we had approximately 188 employees, including 54 full-time and 134 part-time employees. None of our employees are unionized or covered by collective bargaining agreements, and we consider our current employee relations to be good.
Marketable Securities
From time to time, we purchase publicly traded marketable securities. Historically, these securities comprised investments in exchange-listed common stocks with published prices per share readily available.
Investments
Our investments include our net investment of $729,325 in Bagger Dave’s as determined under the “Equity Method” of accounting. Our $304,000 total investment in Next Gen Ice, Inc. (“NGI”) includes equity in the form of 179,000 common shares received in 2020 as consideration for extending the maturity of a note receivable repaid in August 2020. Under terms of the Note modification, we obtained 179,000 shares of common stock in NGI from the founders of NGI. We also received warrants expiring March 31, 2029, to purchase 358,000 shares of common stock for $1.00 per share. We attributed $75,000 to the value of the equity received. This amount was reflected as interest income in 2020. The 2020 fair value continues to be reflected as the value of this investment. On February 12, 2022, we invested $229,000 in 138,788 shares of NGI Series A1 8% Cumulative Convertible Preferred Stock, convertible share for share into NGI common shares. This investment is reflected at the cost of $229,000. The preferred investment included a five-year warrant to purchase 34,697 shares at $1.65 per share. Our CEO, Gary Copperud, is Chairman of the board of directors of NGI. Our Chief Operating Officer, Kenneth Brimmer, is also a member of the board of directors of NGI and serves as its Chief Financial Officer. The investment in NGI does not have a readily determinable market value, and it is carried at the historic cost determined by BT Brands which the Company believes is reasonable relative to recent sales of stock by NGI.
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Item 1A. Risk Factors.
Risks Related to a Health Emergency
Future health emergencies may adversely impact our business.
The recent pandemic and government responses significantly impacted the economy. Although our business did not experience significant adverse effects from the initial spread of COVID, its variants or another virus could negatively affect our business. Possible outcomes include declines in customer traffic at our restaurants, our inability to staff our restaurants fully and, in more severe cases, may cause a temporary closure, our inability to obtain supplies, and increased commodity costs, possibly for prolonged periods of time. Most of our restaurants remained operational during the height of the COVID-19 epidemic.
The extent to which health emergencies may impact our business, markets, supply chain, customers and workforce will depend on future developments, which are highly uncertain and cannot be predicted, including new information that may emerge concerning the severity of a health emergency and the actions to contain it or to otherwise limit its impact, a rapidly spreading virus could contribute to the perceived health risk and may affect our business.
If any or all of the foregoing events were to occur, our business, liquidity, financial condition, and results of operations could be materially adversely impacted.
Risks Related to Our Growth Strategy
Acquiring or opening new restaurants is subject to risks and challenges.
We will face challenges as we acquire or open new restaurants; many of these challenges pose risks that are beyond our control, including, but not limited to, our ability to acquire locations at a favorable cost, the expense and other factors involved in remodeling or updating locations, hiring managerial personnel and our lack of familiarity with local regulations. Any one of these challenges, as well as others we may have yet to identify, could result in significant unanticipated costs being incurred by us. If we cannot open new restaurants, or if restaurant openings are significantly delayed or costlier than we anticipate, our revenue growth and earnings could be adversely impacted, and our business negatively affected.
As discussed throughout this Annual Report, difficulties of integration include coordinating and consolidating geographically separated systems and facilities, integrating the management and personnel of the acquired brands, maintaining employee morale and retaining key employees, implementing our management information systems and financial accounting and reporting systems, establishing and maintaining effective internal control over financial reporting, and implementing operational procedures and disciplines to control costs and increase profitability. In addition, we must have the liquidity to nurture our acquisitions financially. Given the numerous factors involved, we may not be able to identify and secure attractive restaurant acquisitions successfully, and following an acquisition, we may not be able to successfully operate the acquired business, which could have a material adverse effect on our business, financial condition, and results of operations.
If we acquire additional restaurant businesses, the integration and operation of acquisitions may place significant demands on our management, adversely affecting our ability to manage our existing restaurants. In addition, we may be required to obtain additional financing to fund future acquisitions, and there can be no assurance that we can acquire additional financing on acceptable terms or at all. There are numerous factors involved in identifying, evaluating, and securing restaurant acquisition, including:
· | evaluating traffic patterns and infrastructure that will drive customer traffic and sales; | |
· | competition in new markets, including competition for restaurant sites; | |
· | obtaining licenses or permits for development projects on a timely basis; | |
· | the proximity of potential restaurant sites to existing restaurants; | |
· | anticipated infrastructure development near the potential restaurant site and | |
· | availability of acceptable acquisition or lease terms and arrangements. |
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Acquisition of existing restaurants is risky and could negatively impact our financial results.
We expect to continue expanding our business by acquiring existing restaurant businesses. Any such business may be in geographic regions in which we have not operated and may offer food concepts significantly different from our existing business. Our strategy to pursue expansion through the acquisition of existing restaurant businesses is subject to risks and uncertainties, including all the risks of our current operations as outlined in this Annual Report and other factors, including:
· | the investigation of the business of the target business and the negotiation, drafting and execution of relevant agreements, disclosure documents and other instruments will require substantial management time and attention and substantial costs, and if we decide not to or cannot complete a specific acquisition, the costs incurred likely would not be recoverable; | |
· | a target business may be a privately held company with very information available; | |
· | the business that we acquire may be financially unstable; | |
· | we may not be able to retain the management or other key personnel of the business that we acquire; | |
· | our corporate culture could differ from the corporate culture of the business that we acquire, making the integration of the acquired target business difficult; | |
· | our ability to assess the management of a target business may be limited; | |
· | we may experience impairment of acquired tangible and intangible assets and goodwill; | |
the target business may have unknown liabilities; |
· | we may incur debt to complete an acquisition, and debt could have a variety of adverse effects, including: | ||||||||
o | foreclosure on our assets if our operating revenues are insufficient to repay our debt obligations; | ||||||||
o | immediate payment of all principal and accrued interest if the debt security is payable on demand; | ||||||||
o | such debt may include covenants that prohibit us from paying dividends on our common stock; | ||||||||
o | using a substantial portion of our cash flow to pay principal and interest on our debt, reducing funds available for dividends on our common stock, our ability to pay expenses, make capital expenditures and acquisitions, and fund other general corporate purposes; | ||||||||
o | limitations on our flexibility in planning for changes in our business and the industry; | ||||||||
o | increased vulnerability to adverse changes in general economic and competitive conditions and adverse changes in government regulation; | ||||||||
o | such debt may include covenants that limit our ability to borrow additional amounts: | ||||||||
o | other disadvantages compared to competitors with lower leverage. |
These factors, among the many other risks and uncertainties typically associated with acquisitions of existing businesses, could negatively impact our Company, which would have a material adverse effect on our business, financial condition, and results of operations.
Acquisitions may have unanticipated consequences that could harm our business and our financial condition.
Any acquisition that we pursue, whether completed or not, involves risks, including:
· | material adverse effects on our operating results, particularly in the fiscal quarters immediately following the acquisition, as the acquired restaurants are integrated into our operations; | |
· | potential impairment of tangible and intangible assets and goodwill acquired in the acquisition; | |
· | potential unknown liabilities; | |
· | difficulties of integration and failure to realize anticipated synergies; and | |
· | disruption of our ongoing business, including the diversion of management’s attention. |
Future acquisitions may be through a cash purchase transaction, the issuance of our equity securities, or a combination of both, which could result in potentially dilutive issuances of our equity securities. Alternatively, we may incur debt and assume contingent liabilities, which could harm our business and financial condition.
Though we expect to retain key personnel of any existing restaurant group to assist with managing the restaurants, we may not be able to retain such personnel for any meaningful period. Moreover, even if we retain management from the acquired business, our executive officers may not manage the new restaurants profitably for numerous reasons, including our inability to predict the consumer preferences and trends that drive the success of these types of restaurants. Any failure to effectively manage the restaurants comprising an acquired restaurant group could, among other negative effects, adversely impact our operations and deplete our capital resources, affecting our financial condition and the market price for our common stock.
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Our growth strategy requires substantial additional capital to execute, which may not be available.
Our growth depends principally on acquiring new restaurants and operating those restaurants on a profitable basis. The cost of acquiring a business will be based on several factors, including the number of restaurants comprising the group and their profitability, and we may not have the resources to fund desirable acquisitions. If we require additional capital to continue our growth plans, we may seek to raise capital through equity or debt financing. If we raise additional funds through issuances of equity or convertible debt securities, our existing stockholders could suffer significant dilution, and any new equity securities we issue could have rights, preferences, and privileges superior to those of holders of our common stock. Any future debt financing secured by us could involve restrictive covenants relating to our capital-raising activities and other financial and operational matters, making it more difficult for us to obtain additional capital and pursue business opportunities, including making further attractive acquisitions or opening new restaurants. Moreover, if we issue debt securities, the debt holders would have rights senior to common stockholders to make claims on our assets. In addition, we might not be able to obtain additional financing on terms favorable to us, if at all. If we cannot obtain adequate financing on satisfactory terms, our ability to support our business growth and respond to business challenges could be significantly limited.
Rising interest rates could negatively impact our performance and acquisition plans.
Rising interest rates could significantly increase our borrowing costs or make it difficult or impossible for us to obtain financing in the future. An increased cost of borrowing would make it more expensive for us to borrow funds to acquire new businesses and negatively impact our results of operations. If we cannot obtain financing in the future, our growth could be affected.
Our growth strategy may divert management’s attention from operating our existing restaurants.
As we execute our growth strategy, management will be focused on the numerous complex and time-consuming activities required to acquire or open new restaurants and to integrate and operate an existing restaurant group. These activities may divert management’s attention from our existing restaurants, and our existing restaurants may suffer. The time management allocated to implementing our growth strategies may interfere with its ability to manage our existing restaurants, which could negatively impact our revenues at existing restaurants and harm our business, financial condition, and results of operations.
We may enter into additional long-term, non-cancelable leases.
In connection with the restaurants we acquired over the last two years, we have entered into long-term, non-cancelable leases for the space in which such restaurants operate. Further, future acquisitions may be subject to long-term, non-cancelable leases. Under non-cancelable leases, we may be required to pay all or a portion of the real estate taxes, insurance, common area maintenance charges and other operating costs associated with the property. In addition, non-cancelable leases may provide for contingent rental payments based on sales thresholds. If acquired restaurants are subject to long-term non-cancelable leases or we enter into such leases when we acquire a restaurant and such restaurants are not profitable, and we decide to close one or more of them, we may nonetheless be committed to perform our obligations under the applicable leases including, among other things, paying the base rent and other expenses that we agreed to pay for the balance of the lease term. In addition, as leases for our restaurants expire, we may need to negotiate renewals, which could cause us to pay increased occupancy costs or close restaurants in desirable locations. These payments and costs, as well as the failure to negotiate new leases for restaurants, could have a material adverse effect on our business, financial condition, and results of operations.
Difficulties managing our growth could adversely affect operations.
If we experience rapid and substantial growth, it will strain our administrative infrastructure and our managerial and financial resources. To manage the significant growth of our operations, we will be required to:
· | implement new, operational, financial and management controls, reporting systems and procedures; | |
· | install enhanced management information systems; and | |
· | hire, train, motivate, manage, and retain our employees. |
We may not be able to install adequate management information and control systems efficiently and timely. Our current or planned personnel, systems, procedures, and controls may need to be revised to support our future operations. Our business could be seriously harmed if we cannot manage growth effectively.
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Risks Related to the Nature of Our Business and Operating in the Restaurant Industry
Our inability to compete effectively may affect sales and restaurant-level profit margins, adversely affecting our results of operations.
The restaurant industry is intensely competitive, with many well-established companies competing directly and indirectly with us. We compete with national, regional, locally owned, quick-service, casual, and full-service restaurants. Many of our competitors have significantly greater financial, marketing, personnel, and other resources than we do. Many of our competitors are well-established in markets where we have existing restaurants or may acquire new ones. In addition, many of our competitors have greater name recognition nationally. Failure to successfully compete with the restaurants in our markets could result in declining customer traffic and may prevent us from increasing or sustaining our revenues and profitability. Success in the restaurant industry is based on various factors, including changes in consumer tastes, nutritional and dietary trends, consumer spending, traffic patterns, and the type, number, and location of competing restaurants often affect the restaurant. Our competitors may react more efficiently and effectively to those conditions. Further, we face growing competition from the supermarket industry, with improvements in meal preparation and delivery alternatives. Additionally, there is increased competition from limited-service and fast-casual restaurants that are aggressively pursuing delivery and “to-go” programs. Meal kit delivery companies and other eat-at-home options also compete with traditional restaurants. In addition, our competitors in the past have offered and promoted price discounts on specific menu offerings, and they may continue to do so in the future. If we cannot continue to compete effectively, our traffic, sales and restaurant-level profit margins could decline, and our business, financial condition and results of operations would be adversely affected.
Our inability to raise menu prices could result in a decline in profitability.
We seek to increase menu prices to help offset costs, including the increased cost for commodities, minimum wages, employee benefits, insurance arrangements, construction, utilities, and other essential operating costs resulting from general inflation. If consumers do not accept our selection and amount of menu price increases and reduce guest traffic or are insufficient to counter increased costs, our financial results could be negatively affected.
Our Dairy Queen franchise business must comply with the Dairy Queen franchise agreement.
We own a Dairy Queen (“DQ”) franchise in Ham Lake, Minnesota. We are contractually bound to abide by the franchise agreement with DQ, including certain financial obligations, monthly royalty payments, and marketing fees comprising a significant percentage of our DQ gross sales. Failure to abide by the terms of the franchise agreement or take actions prohibited by the franchise agreement could result in the franchisor terminating the franchise agreement. If this franchise were terminated, our operating results could be adversely affected.
Public attitudes regarding diet and health could result in new regulations influencing consumers.
Changes in attitudes regarding diet and health or new information regarding the adverse health effects of consuming certain foods could result in changes in government regulation and shifts in consumer eating habits that may impact our business, financial condition, or results of operations. These changes have resulted in and may continue to result in, laws and regulations requiring us to disclose the nutritional content of our food offerings.
We may be unable to effectively respond to changes in consumer health perceptions, successfully implement the nutrient content disclosure requirements, and adapt our menu offerings to eating habits. The imposition of menu labeling laws and an inability to keep up with consumer eating habits could materially affect our business, financial condition, results of operations, and position within the restaurant industry.
Unfavorable publicity could reduce sales at our restaurants.
We may face negative publicity, including comments on social media, relating to aspects of our business, including, among others, food quality, public health concerns, restaurant facilities, customer complaints or litigation alleging illness or injury, health inspection scores, the integrity of our suppliers’ food processing and other policies, practices and procedures, employee relationships or other matters at one or more of our restaurants. Negative publicity generated against our restaurants may adversely affect us, regardless of whether the allegations are valid or if we are held responsible. In addition, the negative impact of adverse publicity relating to one restaurant may extend beyond the restaurant involved to affect our other restaurants. A similar risk exists concerning food service businesses that are unrelated to us if customers mistakenly associate such businesses with our operations. Employee claims against us based on, among other things, wage and hour violations, discrimination, harassment, or wrongful termination may also create not only legal and financial liability but negative publicity that could adversely affect us and divert our financial and management resources that would otherwise be exerted in favor of our operations. These risks are amplified because of the prevalence of social media. Adverse social media comments and negative publicity could materially adversely affect our business, financial condition, results of operations and cash flows.
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Food safety concerns could harm our business by reducing demand and increasing costs.
The occurrence or reports of food-borne illnesses and food safety issues have occurred in the food industry in the past and could occur in the future. Any report or publicity linking us to food-borne illness or other food safety issues, including food tampering or contamination, could adversely affect our brand, reputation, revenues, and profits. In addition, food-borne illness, food tampering, or food contamination at our competitors' restaurants could result in negative publicity about the food service industry and adversely impact our sales.
Furthermore, our reliance on external food suppliers and distributors increases the risk that factors outside our control could cause food-borne illness incidents and that multiple locations would be affected rather than a single restaurant. We cannot ensure that all food items are properly maintained during transport throughout the supply chain and that our employees will identify all products that may be spoiled or contaminated. Food-borne illnesses could result in temporary restaurant closings. Furthermore, any instances of food contamination, whether or not at our restaurants, could subject our suppliers or us to a food advisory, recall or withdrawal under the Food Safety Modernization Act.
Risks Related to Inflation, Labor and Supply Chain
Increased commodity, energy and other costs could decrease our restaurant-level profit margins.
Our profitability depends in part on our ability to anticipate and react to changes in the price and availability of food commodities, including, among other things, beef, poultry, grains, dairy and produce. Prices may be affected due to market changes, increased competition, public health issues, inflation, shortages, or interruptions in supply due to weather, disease or other conditions beyond our control, or other reasons. Other events could increase commodity prices or cause shortages that could affect the cost and quality of the items we buy or require us to raise prices or limit our menu options. These events and other general economic and demographic conditions could impact our pricing and negatively affect our sales and restaurant-level profit margins. We do not enter into forward pricing arrangements with our suppliers, making us more susceptible to changes in commodity prices.
Our profitability is also adversely affected by increases in the price of utilities, such as natural gas, whether due to inflation, shortages, interruptions in supply, or otherwise. Our profitability is also affected by insurance, labor, marketing, taxes, and real estate costs, which could increase due to inflation, changes in laws, competition, or other events beyond our control. Our ability to respond and react to such increases and other more general economic and demographic conditions will depend on various factors, including the responses of our competitors and customers. Competition and other factors may constrain our ability to respond to increasing costs by raising menu prices. All these things may be difficult to predict and beyond our control. In this manner, increased costs could adversely affect our performance.
Shortages or interruptions in the supply or delivery of fresh food products could adversely affect our operating results.
We depend on frequent deliveries of fresh food products that meet our specifications. Shortages or interruptions in the supply of fresh food products caused by problems in production or distribution, inclement weather, unanticipated demand, or other conditions could adversely affect the availability, quality, and cost of ingredients, adversely affecting our operating results.
We rely on certain suppliers and distributors for all our supplies.
In fiscal 2023, we purchased approximately 60% of our food, paper, packaging and related supplies from Sysco Corporation, the nation’s largest distributor of food products. In addition, we purchase our beverages, other than coffee, tea, or milk, from PepsiCo and its affiliated bottlers for Burger Time. These entities are also responsible for delivering these products to us. Our reliance on these vendors exclusively to provide us with our entire inventory at reasonable prices presents certain risks. We do not control the businesses of our vendors, and our efforts to specify and monitor the standards under which they perform may not be successful. If our current vendors are unable to support our expansion into new markets, or if we are unable to find vendors to meet our supply specifications or service needs as we expand, we could likewise encounter supply shortages and incur higher costs to secure adequate supplies, which would have a material adverse effect on our business, financial condition, and results of operations.
We rely on the services of our Chief Executive Officer and Chief Operating Officer to operate our business.
We rely on Gary Copperud, our Chief Executive Officer, and Kenneth Brimmer, our Chief Operating Officer, to make all key decisions relating to our operations and finances. The unexpected loss of Messrs. Copperud or Brimmer's services would adversely affect our business and plans for future growth. Further, neither of these individuals devotes full-time efforts to the Company, as further described under the heading “Management.”
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The inability to attract, train and retain personnel could adversely impact our business and financial results.
Our success depends on our ability to attract, motivate, and retain qualified managers and the services of skilled personnel. Qualified individuals may be in short supply in some communities. Competition for qualified staff and improvement in regional or national economic conditions could increase the difficulty of attracting and retaining skilled individuals, resulting in higher costs. Our inability to attract and retain staff could adversely affect our business, including restaurant operating hours. We believe managers are the critical component of our business. We devote resources to recruiting and training our restaurant managers and staff. We attempt to reduce employee turnover in our restaurants. Employee turnover may hurt our operating results by increasing training costs and making it more difficult to deliver outstanding customer service, adversely affecting our financial results. Challenges in retaining or recruiting qualified employees and increased costs associated with those activities could adversely affect our business and the results of operations.
Unionization activities or labor disputes could disrupt our operations and affect our profitability.
Although none of our employees are currently covered under collective bargaining agreements, our employees may elect to be represented by labor unions in the future. If a substantial number of our employees were to become unionized and collective bargaining agreement terms were significantly different from our current compensation arrangements, it could adversely affect our business, financial condition, or results of operations. In addition, a labor dispute involving some or all of our employees may harm our reputation, disrupt our operations, and reduce our revenues. The resolution of disputes may increase our costs.
Also, as an employer, we may be subject to employment-related claims, such as individual or class actions or government enforcement actions relating to alleged employment discrimination, employee classification and related withholding, wage-hour, labor standards or healthcare and benefits issues. Such actions, if brought against us and successful in whole or in part, may affect our ability to compete or could adversely affect our business, financial condition, or results of operations.
Risks Related to Information Technology Systems, Cybersecurity and Data Privacy
System failures or network security breaches could interrupt our operations and adversely affect our business.
We rely on our computer systems and network infrastructure across our operations, including point-of-sale processing at our restaurants. Our operations are supported and administered by third-party vendors’ ability to protect our computer equipment and systems against damage from physical theft, fire, power loss, telecommunications failure, or other catastrophic events, as well as from internal and external security breaches, viruses, and other disruptive problems. Damage or failure of third-party provider computer systems or network infrastructure that causes an interruption in our operations could have a material adverse effect on our business and subject us to litigation or actions by regulatory authorities. In addition, an increasing number of transactions are processed through our mobile application. Disruptions, failures, or other performance issues with technology systems could impair the benefits such systems provide to our business and negatively impact our relationship with our customers.
Security breaches of customer information due to cyber-attacks may adversely affect our business.
Any intentional cyber-attack or unintentional event that results in unauthorized access to systems to disrupt operations, corrupt data or steal or expose confidential information or intellectual property that compromises the information of our customers or employees could result in negative publicity, damage to our reputation, a loss of customers, disruption of our business and legal liabilities. As our reliance on technology has grown, the scope and severity of risks posed to our systems from cyber threats have increased. The techniques and sophistication used to conduct cyber-attacks and breaches of information technology systems, as well as the sources and targets of these attacks, change frequently and are only recognized once attacks are launched or have been in place for some time. We continuously monitor our information technology networks and infrastructure to prevent, detect, address, and mitigate the risk of unauthorized access, misuse, malware, and other events that could have a security impact; however, there can be no assurance that these or any measures will be effective.
Additionally, the majority of our sales are by credit or debit cards, which are processed by third-party organizations completely independent of us. In terms of credit and debit card processing, we do not retain any customer information. Other restaurants and retailers have experienced security breaches in which their customers' credit and debit card information has been compromised. In the event of a data breach, we may become subject to lawsuits or other proceedings for purportedly fraudulent transactions arising from the actual or alleged theft of confidential or personal information and credit or debit card information. Any security breach or other material interruption in the information technology systems we rely on, particularly those required for point-of-sale payment processing in our stores, such as cybersecurity attacks, may adversely affect our business, operating results and financial condition.
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Failure to effectively manage social media could adversely impact our business.
In recent years, there has been a marked increase in the use of social media platforms, including blogs, chat platforms, social media websites, and other forms of Internet-based communications, which allow individuals access to a broad audience of consumers and other interested persons. The rising popularity of social media and other consumer-oriented technologies has increased the speed and accessibility of information dissemination. Many social media platforms immediately publish the content their subscribers and participants post, often without filters or checks on the accuracy of the content posted. Information posted on such platforms at any time may be adverse to our interests or inaccurate. The dissemination of information via social media could harm our business, reputation, financial condition, and results of operations, regardless of the information’s accuracy. The damage may be immediate without us having an opportunity for redress or correction.
In addition, we may use social media to communicate with our customers and the general public. Failure by us to use social media effectively or appropriately, particularly as compared to our brands’ respective competitors, could lead to a decline in brand value, customer visits and revenue. Other risks associated with the use of social media include improper disclosure of proprietary information, negative comments about our brands, exposure of personally identifiable information, fraud, hoaxes, or malicious dissemination of false information. The inappropriate use of social media by our customers or employees could increase our costs, lead to litigation, or result in negative publicity that could damage our reputation and adversely affect our business.
Legal and Regulatory Risks
The display of nutritional information could affect consumer preferences and negatively impact the results of our operations.
Government regulation and changes in consumer eating habits resulting from shifting attitudes regarding diet and health or the latest information regarding changes in the health effects of consuming our menu offerings may impact our business. In general, because of our size, we have been exempted from regulations related to the disclosure of nutritional information. However, as we grow our business, it is highly likely that parts of our business will be required to comply with state and local regulations relating to the disclosure of ingredients and nutritional information. We expect the trend toward enacting laws and regulations affecting disclosure of our menu offerings' ingredients and nutritional content will continue.
We cannot guarantee our ability to effectively respond to changes in consumer health perceptions, successfully implement the nutrient content disclosure requirements, or adapt our menu offerings. The imposition of menu-labeling laws could adversely affect our results of operations and financial position and the restaurant industry in general.
New information or attitudes regarding diet and health could result in changes in regulations and consumer eating habits that could adversely affect our revenues.
Regulations and consumer eating habits may change because of new information or attitudes regarding diet and health. These changes may include regulations that impact our restaurant menu items' ingredients and nutritional content. For example, many states, counties, and cities are enacting menu-labeling laws requiring multi-unit restaurant operators to make certain nutritional information available to guests or restrict the sale of certain ingredients in restaurants. The success of our restaurant operations is dependent, in part, upon our ability to respond effectively to changes in consumer health and disclosure regulations and to adapt our menu offerings to trends in eating habits. If consumer health regulations or consumer eating habits change significantly, we may be required to modify or delete certain menu items. To the extent we cannot respond with appropriate changes to our menu offerings, it could materially affect customer demand and adversely impact our revenues.
We are subject to many federal, state, and local laws; compliance is costly and complex.
The restaurant industry is subject to extensive federal, state, and local laws and regulations, including those relating to the preparation and sale of food, licensing and regulation by state and local authorities relating to health, sanitation, safety, and fire standards. Our relationships with employees (including the Fair Labor Standards Act of 1938, the Immigration Reform and Control Act of 1986, and applicable requirements concerning the minimum wage, overtime, family leave, working conditions, safety standards, immigration status, unemployment tax rates, workers’ compensation rates and state and local payroll taxes) and federal and state laws which prohibit discrimination. Our ability to respond to labor cost increases by raising menu prices will depend on the responses of our competitors and customers. Higher wage costs, benefit standards, and compliance costs could also affect our distributors and suppliers, resulting in higher costs.
We are subject to the ADA, which, among other things, requires our restaurants to meet federally mandated requirements for disabled people. The ADA prohibits discrimination in employment and public accommodations based on disability. Under the ADA, we could be required to expend funds to modify our restaurants to provide service to or make reasonable accommodations for the employment of disabled persons. In addition, our employment practices are subject to the requirements of the Immigration and Naturalization Service relating to citizenship and residency. Government regulations could also affect and change the items we procure for resale.
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The impact of current laws and regulations, the effect of future changes in laws or regulations that impose additional requirements and the consequences of litigation relating to current or future laws and regulations, or our inability to respond effectively to significant regulatory or public policy issues, could increase our compliance and other costs of doing business and, therefore, hurt our results of operations. Failure to comply with the laws and regulatory requirements of federal, state, and local authorities could result in, among other things, revocation of required licenses, administrative enforcement actions, fines, and civil and criminal liability. In addition, certain laws, including the ADA, could require us to expend significant funds.
Failure to comply with food control regulations could result in losing our food service licenses, harming our business.
Under various federal, state, and local government regulations, restaurants are required to obtain and maintain licenses, permits and approvals to operate their businesses. Such regulations are subject to change from time to time. We must keep these licenses, permits, and approvals for our operation. Typically, licenses must be renewed annually and may be revoked, suspended, or denied renewal for cause at any time if governmental authorities determine that our conduct violates applicable regulations. Difficulties or failure to maintain or obtain the required licenses and approvals could adversely affect our existing restaurants and delay or result in our decision to cancel the opening of new restaurants, adversely affecting our business.
Restaurant companies have been the target of lawsuits and other proceedings alleging violations of employment laws.
Our business is subject to the risk of litigation by employees, consumers, suppliers, stockholders or others through private actions, class actions, administrative proceedings, regulatory actions, or other litigation. The outcome of litigation, particularly class action and regulatory actions, is difficult to assess or quantify. In recent years, restaurant companies have been subject to lawsuits, including class action lawsuits, alleging violations of federal and state laws regarding workplace and employment matters, discrimination, and similar matters.
A customer may file complaints or lawsuits against us alleging that we are responsible for some illness or injury they suffered at or after a visit to one of our restaurants, including actions seeking damages resulting from food-borne illness or accidents in our restaurants. We are also subject to various other claims from third parties arising in the ordinary course of our business, including contract claims. The restaurant industry has also been subject to a growing number of claims that the menus and actions of restaurant chains have led to the obesity of specific customers. The Company may also be subject to lawsuits from our employees, the U.S. Equal Employment Opportunity Commission, or others alleging violations of federal and state laws regarding workplace and employment matters, discrimination, and similar matters.
Regardless of whether any claims against us are valid or whether we are liable, claims may be expensive to defend and may divert time and money away from our operations. In addition, they may generate adverse publicity, which could reduce customer traffic and sales. Although we maintain what we believe to be adequate levels of insurance, insurance may not be available at all or in sufficient amounts to cover any liabilities with respect to these or other matters. A judgment or other liability in excess of our insurance coverage for any claims or any adverse publicity resulting from claims could adversely affect our business.
We may not be able to adequately protect our intellectual property, which could harm the value of our brands.
Our ability to successfully implement our business plan depends on our ability to build brand recognition using our existing trademarks, service marks, and other proprietary intellectual property, as well as intellectual property that we may develop in the future. We have registered or applied to register a number of our trademarks. We cannot assure you that our trademark applications will be approved. Third parties may also oppose our trademark applications or otherwise challenge our use of the trademarks. In the event that our trademarks are successfully challenged, we could be forced to rebrand our goods and services, which could result in a loss of brand recognition and could require us to devote resources to advertising and marketing. If our efforts to register, maintain and protect our intellectual property are inadequate, or if any third party misappropriates, dilutes, or infringes on our intellectual property, the value of our brands may be harmed, which could have an material adverse effect on our business and might prevent our brands from achieving or maintaining market acceptance. We may also face the risk of claims that we have infringed third parties’ property rights. If third parties claim that we infringe upon their intellectual property rights, our operating profits could be adversely affected. Any claims of intellectual property infringement, even those without merit, could be expensive and time-consuming to defend, require us to rebrand our services, if feasible, divert management’s attention and resources or require us to enter into royalty or license agreement to obtain the right to use a third party’s intellectual property.
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General Risk Factors
Economic conditions in the United States could materially affect our business, financial condition, and results of operations.
The restaurant industry depends on consumer discretionary spending. During periods of economic downturn, continuing disruptions in the overall economy, including the impacts of high unemployment and financial market volatility and unpredictability, may cause a related reduction in consumer confidence, which could negatively affect customer traffic and sales throughout our industry. These factors, as well as national, regional and local regulatory and economic conditions, gasoline prices, and disposable consumer income, affect discretionary consumer spending. If economic conditions worsen and our customers choose to dine out less frequently or reduce the amount they spend on meals while dining out, customer traffic could be adversely impacted. If adverse economic conditions persist for a period of time or become pervasive, consumer changes to their discretionary spending behavior, including the frequency with which they dine out, could be more permanent. They will likely be affected by many national and international factors beyond our control. If sales decrease, our profitability could decline as we spread fixed costs across a lower level of sales. Prolonged negative trends in restaurant sales could cause us to, among other things, reduce the number and frequency of new restaurant openings, close restaurants, delay remodeling of our existing restaurants, or take asset impairment charges.
We are susceptible to regional economic developments.
Our financial performance depends on restaurants in Minnesota, North Dakota, South Dakota, Michigan, and Florida, comprising all but one of our restaurants as of December 31, 2023. As a result, adverse economic conditions in any of these areas could have a material adverse effect on our overall results of operations. In addition, given our geographic concentrations, negative publicity regarding any of our restaurants in these areas could adversely affect our business, as could other regional occurrences such as local strikes, terrorist attacks, increases in energy prices, or natural or other disasters.
Damage to our reputation could negatively impact our business, financial condition, and the results of operations.
We have built our reputation on the high quality of our food, service, and staff, and we must protect and grow the value of our brands to continue to succeed. Any incident that erodes consumer affinity for our brands could significantly reduce their value and damage our business. For example, one brand’s value could suffer, and our business could be adversely affected if customers perceive a reduction in the quality of our food, service or staff, or an adverse change in our culture or ambiance, or otherwise believe we have failed to deliver a consistently positive experience.
We may be adversely affected by news reports or other negative publicity (regardless of their accuracy) regarding food quality issues, public health concerns, illness, safety, injury or government or industry findings concerning our restaurants, restaurants operated by other food service providers, or others across the food industry supply chain. The risks associated with such negative publicity may materially harm our operations and damage our brand.
Our marketing programs may not be successful.
We intend to continue to invest in marketing efforts that will attract and retain customers. These initiatives may not be successful, resulting in expenses incurred without the benefit of higher revenues. Additionally, if these initiatives are not successful, we may engage in additional promotional activities to attract and retain customers, including buy-one-get-one offers and other offers for free or discounted food, and any such additional promotional activities could adversely impact our operations results.
We plan to continue emphasizing mobile and other digital ordering, delivery, and pick-up orders. These efforts may fail or may result in unexpected operational challenges that adversely impact our costs. We may also introduce new menu items that may not achieve the expected sales levels. Additionally, some of our competitors have greater financial resources, which enable them to spend significantly more on marketing and advertising than we can. Should our competitors increase spending on marketing and advertising, or should our advertising and promotions be less effective than our competitors, there could be a material adverse effect on our results of operations and financial condition.
Our business is subject to seasonal fluctuations due to weather and other factors.
Historically, customer spending patterns for our midwestern restaurants are lowest in the first and fourth quarters of the year due to holidays, consumer habits and adverse weather. Likewise, our restaurants in Florida may experience declines in customer spending during the summer, when Florida has fewer tourists. Our restaurant in Woods Hole, Massachusetts, experiences reduced customer traffic outside the summer months. Therefore, our quarterly results will continue to be affected by seasonality. Because of these and other factors, our financial results for any quarter may not be indicative of the results that may be achieved for a full fiscal year.
If we cannot offset rising labor costs with price increases, our financial performance could be adversely affected.
Increases in hourly labor costs and minimum tip credit wages, extensions of personal and other leave policies, other governmental regulations affecting labor costs and a diminishing pool of potential staff members when the unemployment rate falls and legal immigration is restricted, especially in certain localities, could increase our labor costs and make it more difficult to fully staff our restaurants, any of which could materially adversely affect our financial performance. The federal government may significantly increase the federal minimum wage and tip credit wage (or eliminate the tip credit wage) and require substantially more mandated benefits than is currently required under federal law. In addition to increasing the overall wages paid to our minimum wage and tip credit wage earners, these increases could create pressure to increase salaries and other benefits paid to other staff members who, in recognition of their tenure, performance, job responsibilities and other similar considerations, historically received a rate of pay exceeding the applicable minimum wage or minimum tip credit wage. Because we employ a large workforce, any wage increase or expansion of benefits could significantly impact our labor costs and negatively affect our operations results. Our vendors, contractors and business partners are similarly impacted by wage and benefit cost inflation. Many have increased prices for goods and services to offset their increasing labor costs.
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Failure of our internal control over financial reporting could adversely affect our business and financial results.
Our management is responsible for establishing and maintaining effective internal control over financial reporting. Internal control over financial reporting is a process that provides reasonable assurance regarding the reliability of financial reporting for external purposes in accordance with GAAP. Because of its inherent limitations, internal control over financial reporting is not intended to provide absolute assurance that we will prevent or detect a misstatement of our financial statements or fraud. Any failure to maintain an effective system of internal control over financial reporting could limit our ability to report our financial results accurately and in a timely manner or to detect and prevent fraud. The identification of a material weakness could indicate a lack of controls adequate to generate accurate financial statements that, in turn, could cause a loss of investor confidence and a decline in the market price of our common stock. We cannot assure you that we will be able to remediate any material weaknesses that may be identified in future periods in a timely manner or maintain all of the controls necessary for continued compliance. Likewise, we cannot assure you that we will be able to retain sufficiently skilled finance and accounting personnel, especially in light of the increased demand for such personnel among publicly traded companies.
Risks Related to Ownership of Our Common Stock
Our business could be negatively affected by the actions of activist stockholders.
The Company may be subject to proposals by stockholders urging us to take certain corporate action. If activist stockholder activities ensue, our business could be adversely impacted because:
· | responding to actions by activist stockholders can be costly and time-consuming: | |
· | perceived uncertainties as to our future direction may result in the loss of potential business opportunities and make it challenging to attract and retain qualified personnel and business partners and | |
· | pursuit of an activist stockholder’s agenda may adversely affect our ability to implement our strategy effectively. |
Any litigation could result in substantial costs and divert management’s attention and resources, potentially harming our business.
You may be unable to resell your shares at or above the price you paid.
Volatility in the market price of our common stock may prevent you from being able to sell your shares at or above the price you paid for your shares. The stock market, in general, has been highly volatile, which may be especially true for our common stock, given our growth strategy and stage of development. As a result, the market price of our common stock is likely to be similarly volatile. You may experience a decrease, which could be substantial, in the value of your stock, including decreases unrelated to our operating performance or prospects and could lose part or all of your investment. The price of our common stock could be subject to wide fluctuations in response to several factors, including those described elsewhere in this Annual Report and others, such as:
· | actual or anticipated fluctuations in our quarterly or annual operating results; | |
· | publication of research reports by securities analysts about us, our competitors, or our industry; | |
· | our failure to meet analysts’ projections or guidance; | |
· | additions and departures of key personnel; | |
· | sales, or anticipated sales, our stock or shares held by significant stockholders, directors, or executive officers; | |
· | strategic decisions such as acquisitions, divestitures, spin-offs, joint ventures, strategic investments, or changes in business strategy; | |
· | the passage of legislation or other regulatory developments affecting us or our industry; | |
· | speculation, whether or not correct, involving us, our suppliers, or our competitors; | |
· | changes in accounting principles; | |
· | litigation and governmental investigations; | |
· | publicity (regardless of their accuracy), including on social media platforms, negatively impacting our reputation; | |
· | terrorist acts, acts of war or periods of widespread civil unrest; | |
· | a foodborne illness outbreak; | |
· | severe weather, natural disasters, and other calamities; and | |
· | changes in the general market and economic conditions. |
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Our articles of incorporation, bylaws and Wyoming law may discourage a change of control of our company and depress the price of our stock.
Our articles of incorporation and by-laws include certain provisions that could have the effect of discouraging, delaying, or preventing a change of control of our company or changes in our management, including, among other things:
• | advance notice requirements applicable to stockholders for matters to be brought before a meeting of stockholders and requirements as to the form and content of a stockholder’s notice; | |
• | the right to issue preferred stock without stockholder approval, which could dilute the stock ownership of a potential hostile acquirer; | |
• | allowing all vacancies, including newly created directorships, to be filled by the affirmative vote of a majority of directors then in office, even if less than a quorum, except as otherwise required by law; | |
• | limiting the persons that can call special meetings of our stockholders to our board of directors, the chairperson of our board of directors, the chief executive officer, or the president (in the absence of a chief executive officer). |
We have no plans to pay cash dividends on our common stock.
We likely will retain future earnings, if any, for future operations, expansion, and debt repayment, and we have no plans to pay any cash dividends in the foreseeable future. Any decision to declare and pay dividends in the future will be made at the discretion of our board of directors and will depend on, among other things, our results of operations, financial condition, cash requirements, contractual restrictions, and other factors that our board of directors may deem relevant. In addition, our ability to pay dividends may be limited by covenants of any existing and future outstanding indebtedness our subsidiaries or we incur, including our credit facility. As a result, you may not receive any return on an investment in our common stock for a price greater than that you paid.
Raising additional equity capital may be more difficult while the warrants are outstanding.
While the warrants issued in our IPO are outstanding, the holders of such warrants will be able to profit from a rise in the market price of our common stock. However, we may find it more difficult to raise additional equity capital. At the same time, the warrants are outstanding, and we may not have the capital to fund our expansion and growth plans or for other corporate purposes.
Our board of directors is authorized to issue preferred stock without obtaining stockholder approval.
Our articles of incorporation authorize the issuance of up to 2,000,000 shares of preferred stock with designations, rights and preferences that may be determined from time to time by the board of directors. Our board of directors is empowered, without stockholder approval, to create and issue a series of preferred stock with dividend, liquidation, conversion, voting, or other rights that could adversely affect the voting power or other rights of the holders of the common stock. In the event of issuance, the preferred stock could be utilized, under certain circumstances, as a method of discouraging, delaying or preventing a change in control. Although we have no present intention to issue any shares of preferred stock, there can be no assurance that we will not do so in the future.
These provisions might discourage, delay, or prevent a change in control of our company or a change in our management. These provisions could adversely affect the voting power of holders of common stock and limit the price that investors might be willing to pay in the future for shares of our common stock.
Claims for indemnification by our directors and officers may reduce our available funds to satisfy successful third-party claims.
Our articles of incorporation and bylaws provide that the Company will indemnify our directors and officers, in each case, to the fullest extent permitted by Wyoming law.
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In addition, as permitted by the Wyoming Business Corporation Act, our bylaws and the indemnification agreements that we have entered into with our directors and officers provide that:
· | we indemnify our directors and officers for serving us in those capacities or serving other business enterprises at our request to the fullest extent permitted by Wyoming law. Wyoming law provides that a corporation may indemnify such a person if the person acted in good faith and in a manner reasonably believed to be in or not opposed to the best interests of the registrant and, with respect to any criminal proceeding, had no reasonable cause to believe the conduct was unlawful; | |
· | we may indemnify employees and agents in those circumstances permitted by applicable law; | |
· | we are required to advance expenses, as incurred, to our directors and officers in connection with defending a proceeding, except that such directors or officers shall undertake to repay such advances if it is ultimately determined that such person is not entitled to indemnification; | |
· | we will not be obligated pursuant to our bylaws to indemnify a person with respect to proceedings initiated by that person against us or our other indemnitees, except with respect to proceedings authorized by our board of directors or brought to enforce a right to indemnification, | |
· | the rights conferred in our bylaws are not exclusive, and we are authorized to enter into indemnification agreements with our directors, officers, employees, and agents and to obtain insurance to indemnify such persons and | |
· | we may not retroactively amend our bylaw provisions to reduce our indemnification obligations to directors, officers, employees, and agents. |
Reduced disclosure requirements applicable to emerging growths may make our common stock less attractive to investors.
We are an “emerging growth company,” as defined in the JOBS Act. We may take advantage of certain exemptions from various reporting requirements that apply to other public companies, including, but not limited to, not being required to comply with the auditor attestation requirements of Section 404 of the Sarbanes-Oxley Act, reduced disclosure obligations regarding executive compensation in our periodic reports and proxy statements, and exemptions from the requirements of holding a nonbinding advisory vote on executive compensation and stockholder approval of any golden parachute payments not previously approved. We cannot predict if investors will find our common stock less attractive because we may rely on these exemptions. If some investors find our common stock less attractive, there may be a less active trading market for our common stock, and our stock price may be more volatile.
We have elected to use the extended transition period provided in Section 7(a)(2)(B) of the Securities Act for complying with new or revised accounting standards that have different effective dates for public and private companies until the earlier of the date that we (i) are no longer an emerging growth company or (ii) affirmatively and irrevocably opt out of the extended transition period provided in Section 7(a)(2)(B).
We could remain an “emerging growth company” for up to five years from the last day of our fiscal year in which the first sale of our common equity securities occurred pursuant to an effective registration statement under the Securities Act or until the earliest of (i) the last day of the first fiscal year in which our annual gross revenues exceed $1 billion, (ii) the date that we become a “large accelerated filer” as defined in Rule 12b-2 under the Exchange Act, which would occur if the market value of our common stock that is held by non-affiliates exceeds $700 million as of the last business day of our most recently completed second fiscal quarter, and (iii) the date on which we have issued more than $1 billion in non-convertible debt during the preceding three-year period.
Notwithstanding the above, we are also a “smaller reporting company.” Specifically, similar to “emerging growth companies,” “smaller reporting companies” are able to provide simplified executive compensation disclosures in their filings are exempt from the provisions of Section 404(b) of the Sarbanes-Oxley Act requiring that independent registered public accounting firms provide an attestation report on the effectiveness of internal control over financial reporting; and have certain other decreased disclosure obligations in their SEC filings. Decreased disclosures in our SEC filings due to our status as an “emerging growth company” or “smaller reporting company” may make it harder for investors to analyze our results of operations and financial prospects.
We cannot predict if investors will find our common stock less attractive because we may rely on these exemptions. If investors find our common stock less attractive as a result, there may be a less active trading market for our common stock and our stock price may be more volatile.
Item 1B. Unresolved Staff Comments.
None.
Item 1C. Cybersecurity
We maintain a proactive cybersecurity program that is aligned with our business and is dedicated to managing information technologies (“IT”) risks to our Company. We have established policies, standards, processes, and practices for assessing, identifying and managing material risks from cybersecurity threats. These measures are integrated into our overall risk management program and governance structure, demonstrating our commitment to cybersecurity in a manner consistent with our business activities.
We employ an array of controls, technologies, and other processes designed to identify, protect against, detect, respond to, and mitigate cybersecurity risks. These measures are in alignment with the frameworks established by the National Institute of Standards and Technology (NIST). Our IT activities are primarily outsourced for monitoring and maintenance to third parties and are subject to independent controls over IT. These controls include but are not limited to, internal reporting, monitoring and detection tools, threat intelligence, and general and role-based training. We consistently evaluate and enhance the effectiveness of our cybersecurity program, ensuring continuous evolution and improvement.
Overseeing the assessment and management of our exposure to various risks, including cybersecurity, is a key oversight responsibility for the Board of Directors. These risks are identified, measured, monitored, and managed across key risk categories, which include the consideration of cybersecurity risks. Our chief financial officer (CFO) facilitates the Company’s oversight, which includes an assessment of our risk environment at least once per year. The review incorporates risk assessment and evaluation. The Audit Committee assists the Board with its oversight of cybersecurity risk. Our CFO reviews the oversight program with the Audit Committee, including reviewing existing risks and significant emerging risks across the Company’s key risk categories. In reviewing specific threats and risks with the Board, senior management may incorporate reports from consultants and other third-party advisors.
To date, we have not experienced a cybersecurity threat or incident; therefore, there has been no cybersecurity impact on our results of operations or financial condition. However, unauthorized access to our information and systems and other disruptions to our business operations could occur in the future.
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Item 2. Properties.
Corporate Offices
Our principal offices are in leased office space in West Fargo, North Dakota, pursuant to a 12-month rental agreement at $550 per month and additional space is leased in Minnetonka, Minnesota rented on a month-to-month basis for $1,300 per month.
Burger Time Properties
The table below provides basic information about each of our Burger Time restaurants.
Location |
| Open Since |
| Building (Approx. Sq. Ft.) |
|
| Land (Sq. Ft.) |
|
| Real Estate Owner |
| Restaurant Business Owner |
| ||||
Fargo, North Dakota |
| 1987 |
|
| 600 |
|
|
| 35,000 |
|
| BTND, LLC |
| BTND, LLC |
| ||
Moorhead, Minnesota |
| 1988 |
|
| 600 |
|
|
| 22,680 |
|
| BTND, LLC |
| BTND, LLC |
| ||
Grand Forks, North Dakota |
| 1989 |
|
| 650 |
|
|
| 29,580 |
|
| BTND, LLC |
| BTND, LLC |
| ||
Waite Park, Minnesota |
| 1989 |
|
| 700 |
|
|
| 17,575 |
|
| BTND, LLC |
| BTND, LLC |
| ||
Bismarck, North Dakota |
| 1989 |
|
| 600 |
|
|
| 30,750 |
|
| BTND, LLC |
| BTND, LLC |
| ||
Sioux Falls, South Dakota |
| 1991 |
|
| 650 |
|
|
| 17,688 |
|
| BTND, LLC |
| BTND, LLC |
| ||
Minot, North Dakota |
| 1992 |
|
| 800 |
|
|
| 33,600 |
|
| BTND, LLC |
| BTND, LLC |
| ||
Ham Lake, Minnesota (1) |
| 2015 |
|
| 1,664 |
|
|
| 31,723 |
|
| BTND DQ, LLC |
| BTND DQ, LLC (2) |
| ||
West St. Paul, Minnesota (3) |
| Sold 2023 |
|
| 1,020 |
|
|
| 18.280 |
|
| SOLD |
| SOLD |
| ||
Richmond, Indiana (4) |
| held for sale |
|
| 1,062 |
|
|
| 23,086 |
|
| BTND IN, LLC (4) (5) |
| BTND, LLC |
|
(1) | Dairy Queen franchise. | ||||||||||||||
(2) | Restaurant operations are 99% owned by BTND, LLC, and 1% owned by the current restaurant manager. | ||||||||||||||
(3) | The West St. Paul property was sold for $496,000, and the sale closed in the first quarter of 2023 with a gain on sale of approximately $313,000. | ||||||||||||||
(4) | The Richmond, Indiana, location closed in December 2018, and the property is currently held for sale. |
We lease our executive offices, consisting of approximately 1,000 square feet, located at 405 West Main Street, West Fargo, North Dakota, under a one-year rental agreement at the cost of $550 per month. In addition, effective January 2, 2022, we agreed to reimburse Brimmer Company, LLC, an affiliate of the Company, for the monthly rent of $1,250 on 1100 square feet in Minnetonka, Minnesota, at 10501 Wayzata Blvd Ave S, Suite 102 where administrative activities are performed. Our office space is adequate for its intended purposes and our near-term expansion plans.
On June 28, 2021, we refinanced our BTND mortgage debt, bearing interest at 4.75%. As of December 31, 2023, we had $2,489,299 in contractual obligations relating principally to amounts due under mortgages on the real property on which our Burger Time restaurants are situated. Our monthly required payment is approximately $22,213.
Keegan’s Restaurant
Concurrent with our acquisition of Keegan’s assets in March 2022, we entered into a 132-month triple-net lease for the property occupied by Keegan’s with an unrelated landlord. The terms of the lease provide for an initial rent of $5,000 per month, increasing annually at the greater of 3% or the increase in the Consumer Price Index over that period. The location comprises approximately 2,900 square feet of dining, kitchen, and storage space and includes typical features for a full-service restaurant.
Pie In The Sky Restaurant
Concurrent with our purchase of PIE assets in May 2022, we entered into a five-year triple-net lease for the property occupied by PIE with the seller of the assets that provides us with three five-year extensions at our option. The lease terms provide for an initial rent of $10,000 per month, increasing annually to approximately $11,000 per month during the first five-year term. The location comprises approximately 3,500 square feet of dining, kitchen, and storage space on two levels, with a production kitchen and storage and office space on the lower level; there is also approximately 1,500 square feet of outdoor dining, which is serviced by an outdoor service bar. The landlord granted us a right of first refusal to purchase the property on terms it receives from a third party during the entire term and any lease extension.
Village Bier Garten Restaurant
Concurrent with our acquisition of the Village Bier Garten assets, we entered a five-year lease with the seller for approximately 3,000 square feet of restaurant space and access to an additional 3,000 square feet of shared entertainment and seating area, including all features typical for a full-service restaurant. The terms of the triple-net 60-month lease provide for an initial rent of $8,200 per month with an annual escalation of 3%. The lease includes three five-year renewal option periods.
Item 3. Legal Proceedings.
We are not presently a party to any material litigation, nor, to the knowledge of management, is any litigation threatened against us that may materially affect us.
Item 4. Mine Safety Disclosures.
Not applicable.
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PART II
Market Information
There is currently no public trading market for ourOur common stock and no such market may ever develop. In May 2019, our common stock was approved for quotationbegan trading on the OTC Pink, but noNasdaq under the symbol “BTBD” on November 12, 2021, and our warrants issued as part of the units we sold in the IPO commenced trading has occurred to date.
We can provide no assurance that our common stock ever will be traded on any exchange or quotation medium or, if traded, that a public market will materialize.the Nasdaq under the symbol “BTBDW” on November 12, 2021.
HoldersStockholders
As of March 10, 2021, we1, 2024, approximately 38 stockholders of record had 53 record holders and 4,047,5026,246,118 shares of common stock issued and outstanding; one record holder had 4,041,957 common shares and warrants issued and outstanding. A substantial number of beneficial owners of our common stock and listed warrants hold their shares in street names.
Dividends
We have never declared or paid cash dividends on our capital stock. We currentlydo not anticipate paying cash dividends on our common stock in the foreseeable future. We intend to retain all available funds and any future earnings for use into support our operations and finance the operationgrowth and expansiondevelopment of our business. Any future determination related to our dividend policy will be made at the discretion of our board of directors and will depend upon, among other factors, our results of operations, financial condition, capital requirements, contractual restrictions, business prospects, the requirements of current or then-existing debt instruments and do not anticipate paying any cash dividends in the foreseeable future.other factors our board of directors may deem relevant.
Recent Sales of Unregistered Securities
During the fiscal year ended January 3, 2021, weWe did not issuesell any securities.
Duringequity securities during the fiscal year that ended December 29, 2019, we issued the following securities:
On October 11, 2019, we issued an aggregate of 4,500 shares of common stock under the 2019 BT Brands, Inc. Incentive Plan (the “2019 Incentive Plan”) as stock awards to 30 employees of the Company. The issuances of the securities under the 2019 Incentive Plan were exempt from registration under the Securities Act under Rule 701 promulgated under Section 3(b) of the Securities Act of 1933, as amended (the “Securities Act”) in that the transactions were under a compensatory benefit plan as provided under Rule 701. These shares were subsequently registered on Form S-8 under the Securities Act filed with the Securities and Exchange Commission on December 6, 2019.
31, 2023.
Securities Authorized for Issuance under Equity Compensation Plans
In October 2019, theour board of directors of the Company and the holders of a majority of the outstanding shares of common stockstockholders adopted the 2019 Incentive Plan. UnderStock Plan (the “Plan”). At the 2019 IncentiveAnnual Stockholders Meeting held in December 2022, the stockholders authorized the increase of shares available for grant under the Plan from 250,000 shares to 1,000,000 shares. The plan is a comprehensive incentive compensation plan under which we can grant equity-based and other incentive awards to officers, employees, directors, consultants, and advisers to BT Brands and its subsidiaries. The plan aims to help attract, motivate, and retain qualified personnel and enhance stockholder value. Awards that lapse or are forfeited become available again for grant.
As of December 31, 2023, the Company reserved uphas granted outstanding options to 500,000purchase 319,250 shares, including 194,250 common stock purchase options to employees, 110,000 to consultants, and 15,000 to non-employee directors. Non-employee director options were immediately vested, and grants to employees were subject to a four-year vesting requirement, with 20% vested upon grand and additional 20% vested annually in each of the succeeding four vesting each year. Included in the 110,000 options issued to consultants are warrants to purchase 100,000 shares. These warrants vest monthly over 60 months.
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Effective February 27, 2023, our board of directors approved a total grant of 250,000 shares of its common stock to two officers (the “Grant Shares”). The Grant Shares vest if our common stock trades for issuance$8.50 per share for 20 consecutive trading days. This requirement triggers the Company’s right to officers, directors, employees and consultants. A discussion ofredeem the 2019 Incentive Plan may be found under Item 11. Executive Compensation—Compensation Plans.common stock warrant issued in our November 2021 IPO.
Plan Category |
| Number of securities to be issued upon exercise of outstanding options |
|
| Weighted- average exercise price of outstanding options |
|
| Number of securities remaining available for future issuance under equity compensation plans |
| |||
Equity compensation plans approved by security holders |
|
| 319,250 |
|
| $ | 2.62 |
|
|
| 680,250 |
|
Equity compensation plans not approved by security holders. |
|
| - |
|
|
| - |
|
|
| - |
|
Item 6. Selected Financial Data.Purchases of Equity Securities by the Issuer and Affiliated Purchasers.
As a “smaller reporting company” as defined by Item 10 of Regulation S-K,disclosed in the table below, the Company is not required to providepurchased less than 150,000 shares of our common stock in a single open market purchase during the information required by this Item.year ended December 31, 2023.
Period |
| Total number of shares purchased |
|
| Average price paid per share (1) |
|
| Total number of shares purchased as part of publicly announced plans or programs |
| Maximum number(or approximate dollar value) of shares that may yet be purchased under the plans or programs | |||
January 1 – December 31, 2023 |
|
| 150,000 |
|
| $ | 1.668 |
|
| NONE |
| NA |
(1) Calculated inclusive of commissions.
Report of Offering of Securities and Use of Proceeds Therefrom.
On November 12, 2021, we completed our IPO of 2,400,000 units with a public offering price of $5.00 per unit, each containing one share of common stock and one warrant to purchase one share of Common Stock at an exercise price of $5.50 per share under our Registration Statement on Form S-1 (as amended) (File No. 333-250957). Maxim Group LLC and Joseph Gunnar & Co., LLC served as the representatives of several underwriters in the underwritten public offering. The net proceeds from the offering were approximately $10.68 million after deducting underwriting discounts, commissions, and offering expenses.
There has been no material change in the planned use of proceeds from our IPO as described in our final prospectus, dated November 16, 2021, filed with the SEC on November 16, 2021, pursuant to Rule 424(b) under the Securities Act.
No payments were made by us to directors, officers or persons owning ten percent or more of our common stock or to their associates or our affiliates other than payments in the ordinary course of business to officers for salaries. Including our three restaurant business acquisitions and our purchase of Bagger Dave’s shares for $1,260,000, we have invested the net proceeds in money market funds and equity securities, including the purchase of 1,098,690 shares of Noble Roman’s Inc. for an aggregate cost of $355,606 on December 31, 2023. Noble Roman’s, Inc., is a public company based in Indianapolis, Indiana, operating pizza-focused food services, including nine full-service locations. In 2023, we engaged in an unsuccessful proxy solicitation to elect a representative to the Noble Roman’s Board of Directors.
Item 6. Reserved
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Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations.
The following discussion of our financial condition and results of operation should be read in conjunction with the financial statements and related notes that appear elsewhere in this Annual Report. This discussion contains forward-looking statements and information relating to our business that reflect our current views and assumptions with respect to future events and are subject to risks and uncertainties that may cause our or our industry’s actual results, levels of activity, performance, or achievements to be materially different from any future results, levels of activity, performance or achievements expressed or implied by these forward-looking statements.
Fiscal Year
The Company’sOur fiscal year is a 52/53-week year,53 weeks long, ending on the Sunday closest to December 31. The 53-week fiscal 202052-week budgetary 2023 ended on January 3, 2021December 31, 2023, and the 52-week fiscal 2019 year2022 ended on December 29, 2019.January 1, 2023.
Introduction
We ownAs of December 31, 2023, including our partially owned Bagger Dave’s business, we owned and operate ten fast foodoperated seventeen restaurants including ninecomprising the following:
· | Seven Burger Time (Net of one unit closed in February 2024), fast-food restaurants and one Dairy Queen franchise (“BTND”); | |
· | Village Bier Garten is a German-themed restaurant, bar, and entertainment venue in Cocoa, Florida. (“VBG”): | |
· | Keegan’s Seafood Grille in Indian Rocks Beach, Florida (“Keegan’s”); | |
· | Pie In The Sky Coffee and Bakery in Woods Hole, Massachusetts (“PIE”). | |
· | Unconsolidated affiliate Bagger Dave’s Burger Tavern, Inc., 39.6% owned and operates six Bagger Dave’s restaurants in Michigan, Ohio, and Indiana (“BDVB”). |
Burger Time restaurants and one Dairy Queenopened its first restaurant all of which are in theFargo, North Central region of the United States. OurDakota, in 1987. Burger Time restaurants feature a wide variety of burgerstraditional grilled hamburger and other affordably pricedaffordable foods such as chicken sandwiches, pulled pork sandwiches, sides, and soft drinks. Our Dairy Queen restaurant offers the established Dairy Queen menu consisting of burgers, chicken, sides, ice cream and other desserts, and a wide array of beverages. Our revenues are derived from the sale of food and beverages at our restaurants.
Our Burger TimeTime’s operating principles include:include (i) offering bigger burgers and more value for the money; (ii) offering a limited menu to permit attention to quality and speed of preparation; (iii) providing fast service by way of single and double drive-thru designs and a point-of-sale system that expedites the ordering and preparation process;process, and (iv) great tasting and quality food made fresh to order at a fair price. Our primary strategy is to serve the drive-thru and take-out segment of the quick-service restaurant industry.
Operationally, we take several stepsThe average customer transaction at our Burger Time restaurants increased by approximately 30% in fiscal 2023 compared to maintain efficiency, including maintaining inventory2022 and currently is about $16.90. This recent increase is principally because of no more thanthe menu price increases implemented in 2021 and 2022. A 2022 price increase of approximately $5,000 per store at any given time (which also has10% on our popular “Deal of the advantageDay” significantly increased our check average. We implemented an additional menu price increase in September 2022 and regularly monitor market prices to remain competitive. Many factors influence our sales trends. Our business environment is challenging as competition is intense.
We operate through a central management organization that provides continuity across our restaurant base by utilizing the efficiencies of allowing for frequent deliveries of fresh food).a central management team.
Recent Events
Our 2022 acquisitions have allowed us to diversify our operations into new restaurant segments and new geographic regions, reducing our dependency on the financial performance of our Burger Time investment model targetsrestaurants. During the 2022 fiscal year, we acquired three operating restaurants and own a 39.6% interest in BDVB, an average total cash investmentoperator of between $325,000six casual restaurants. We expect to consider and $535,000. Real estate and finance costs may vary materially by location but, assumingevaluate additional acquisition opportunities in the average investment figure applies, the amount allocated to the purchase of real estate would be approximately $225,000. These costs can fluctuate significantly, based on the number and timing of restaurant openings and the specific expenses incurred for each restaurant.future.
Our average customer transaction increased by approximately 4%Keegan’s Seafood Grille, acquired in March 2022, has served customers in the fiscal 2020 comparedIndian Rocks Beach and Clearwater, Florida markets for over 35 years. Keegan’s is primarily a dine-in restaurant offering a variety of traditional fresh seafood items for lunch and dinner and a selection of beer and wine.
In May 2022, we acquired the assets and business operations of the iconic Pie In The Sky Coffee Restaurant and Bakery. PIE is adjacent to 2019 principally the result of price increase implementedferry terminal in Woods Hole, Massachusetts. PIE has operated in the middlesame location for over thirty years, offering a range of 2020. Our sales trends are influenced by many factorsbreakfast and the environment remains challenging for smaller restaurant chains as competition from the major fast-food hamburger-focused business is intense.lunch options, freshly roasted coffee, and branded merchandise serving locals and tourists.
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In August 2022, we purchased the assets of Van Stephan Village Bier Garten, a full-service bar and restaurant in Cocoa, Florida. We have rebranded the restaurant Village Bier Garten. The restaurant features a German-themed menu; specialty imported European beers and regular entertainment.
In June 2022, we acquired common stock representing initially 41.2%, now 39.6% ownership of publicly held Dave’s Burger Tavern, Inc., the owner and operator of six Bagger Dave’s restaurants, a casual restaurant and bar concept. Bagger Dave’s provides an inviting, entertaining atmosphere specializing in burgers, hand-cut fries, craft beer, milkshakes, salads, pizza, and other items. Bagger Dave’s opened its first restaurant in Berkley, Michigan, in January 2008 and operates four restaurants in Michigan, one restaurant in Ft. Wayne, Indiana, and one location in Centerville, Ohio.
Material Trends and Uncertainties
There are industryIndustry trends which may have a significant adverse effectdirect impact on our business. TheseCurrent trends principally relate toinclude difficulties attracting food service workers and rapid inflation in the cost of input items. Recent trends also include the rapidly changing area of technology and food delivery. The major companies in the restaurant industry have rapidly adopted and developed applications for the smart phonesmartphone and mobile delivery applications, have aggressively expanded drive-through operations, and have developed loyalty programs and data basedatabase marketing supported by a robust technology platform. We expect these trends to continue as restaurants aggressively completecompete for customers. Further, the major QSR’s have been increasingly willingCompetitors will continue to strategically discount prices through promotions such as a “dollar menu”. We expect these significant trends will continue.aggressive promotions.
The cost of food hasFood costs have increased over the last two years; however,years, and we expect prices to remain stable or decreasesee continued inflationary pressure during 2024. Beef and egg costs continued to increase in 2021. Beef costs were stable2023 and we expect cost to continue to be volatile in 2020 following an increase of approximately 5% in 2019.2024. Given the competitive nature of the fast-food burger restaurant industry, it may be difficultchallenging to raise menu prices to fully cover future cost increases. During 2020, a significant increase in business volume contributed to improved profit margins. AdditionalFuture margin improvements may havebe difficult to achieve. Margin improvement will be madeachieved through operational improvements,enhancements, equipment advances, and increased volumes to help offset anyoffsetting food cost increases, due to the competitive state of the restaurant industry.increases.
Labor will continue to beis a critical factor in the foreseeable future. Inoperating our stores. Securing staff to run our locations has been more challenging in most areas where we operate our restaurants, there historically has been a shortage of suitable labor. Thisrestaurants. The current labor market has resulted in higher wages as the competition for employees intensifies, not only in the restaurant industry but in practically all retail and service industries. It is crucial for the Company toWe must develop and maintain programs to attract and retain quality employees.
Increases in the federally and state mandated minimum wage may also impact our operations. While details have not been determined the initial proposal by the Biden Administration includes a proposal to increase the minimum wage to $15 per hour. In North Dakota, the minimum wage is set at the federally mandated minimum wage of $7.25 per hour and the rates are annually adjusted to reflect any increase in cost of living. South Dakota has established a minimum wage of $9.10 per hour which is annually adjusted to increase with the cost of living. Minnesota’s minimum-wage rate for small employers, such as us, is $8.04 per hour. Our hourly employees earn a wage of on average of approximately $12 per hour. An increase in the minimum wage to $15 per hour would adversely impact our profit margins.
InAlthough moderating since March 2020, the World Health Organization declared coronavirusrepresenting a return to normalcy, COVID-19 a global pandemic. A health pandemic is a disease outbreak that spreads rapidly and widely by infection and affects many individuals in an area or population at the same time. This contagious disease outbreak, which increases and decreases in intensity and any related adverse public health developments, hasits variants adversely affected workforces, customers, economies, and financial markets globally, potentially leading to an economic downturn. While ourdisrupting the US economy’s normal flow. Our stores, havewith some exceptions, generally remained open for drive-through business. The response to COVID-19 has disruptedbusiness through the normal operationspeak of the pandemic. However, many businesses have experienced a disruption of operations. More recently, food service businesses, including ours.ours, have faced challenges in hiring workers. Labor shortages have resulted in some store curtailment of operating hours, and these closures may become more acute as market participants compete to attract employees.
Most states, including MinnesotaWe cannot determine the future effects of any public health matters on our operations and North Dakota,financial results. We have limited or banned public gatheringsand could continue to halt or delayexperience the spreadimpact of disease. Under these emergency orders, essential services have remained open,recent events, including but not limited to gas stations, pharmacies, grocery stores, food banks, convenience stores, take-outcommodity inflation, disruption in our supply chain, and delivery restaurants, banks, hospitals,labor availability challenges at certain shops. We have increased and laundromats. Underplan to continue raising prices to offset additional costs due to a higher inflationary economic environment in the directions limiting public gatherings, regulators have generally allowed drive-through restaurant services to remain open. To date, our restaurants have remained open although we have curtailed some hours and have experiences temporary restaurant closures while locations have been cleaned and employees tested. Thus far, we have been able to reopen after two or three days. Local, regional or national governmentsU.S. These price increases may at any time, implement directives that further limit or order our business to close or take other measures intendednot be sufficient to mitigate the spread of disease. Further, customershigher costs, and further increases may choose to remain in self-imposed isolation and avoid public gathering places.
While a program to vaccinate a majority of Americans is currently in progress, it is not possible for us to predict the duration or magnitude of the effects of the outbreak and itsnegatively impact on our business or results of operations at this time. The conditions may influence restaurant customer traffic and our ability to adequately staff our restaurants, receive deliveries on a timely basis or perform functions at the corporate level. Further, such conditions could impact the availability of the menu items we offer and the ability of suppliers to deliver such products. We also may be adversely affected if jurisdictions in which we have restaurants impose mandatory closures, seek voluntary closures or impose restrictions on operations. Even if such measures are not implemented, the perceived risk of infection or significant health risk may adversely affect our business.consumer behavior.
Table of Contents |
Growth Strategy and Outlook
As disclosed elsewhere in this Annual Report, we are focused on growing our business and building valueResult of operations for our shareholders. We are seeking to increase value for our shareholders in the foodservice industry. We expect to pursue the acquisition of multi-unit restaurant concepts and individual restaurant properties at attractive multiples of earnings. Once acquired, we will operate the business or businesses with a shared central management organization. Assuming we are successful in acquiring an operating business, following the acquisition, we expect to pursue growth strategies to both expand the number of locations and to increase comparable store sales and profits.
Our business plan is to grow through acquisitions in the foodservice industry. In addition, we may develop additional Burger Time locations through the acquisition and conversion of existing properties. We also expect to identify and complete acquisitions of existing restaurant units and multi-unit chains which could be operated and expanded through the addition of new locations.
Our growth strategy is predicated upon (i) building or acquiring new restaurants, (ii) growing comparable restaurant sales and profits, and (iii) quickly and cost-effectively scaling our growth while leveraging our corporate services.
We believe that we will have opportunities to acquire new restaurant businesses. We intend to follow a disciplined strategy of evaluating acquisition opportunities to determine the operations are in markets meeting our demographic, real estate and investment criteria. Our ability to successfully evaluate an acquisition opportunity and to understand the competitive landscape of a new market will be critical in making a successful acquisition. Additionally, our ability to identify, recruit and hire both salaried and hourly staff will impact our ability to expand as will changes in the legal environment, including increases52 weeks ending December 31, 2023, compared to the minimum wage, which could impact our ability to expand into certain areas. Further, we believe that there has been an oversaturation of restaurants in certain areas which could decrease the number of markets that we believe will be attractive to expand into. Even if we can acquire restaurants, the new restaurants, and our Company, will be subject to various risks, some of which, including factors impacting our customers, such as declining economic conditions, are entirely out of our control. We will seek to quickly and cost-effectively scale our growth by leveraging our general and administrative costs.
Our ability to acquire or open new restaurants is predicated on the availability of capital for such purposes. We cannot be certain that capital will be available to us on acceptable terms if at all.
Results of Operations.
The following table sets forth, for the fiscal years indicated, our Consolidated Statements of IncomeOperations expressed as a percentage of total revenues. PercentagesThe percentages below may not reconcile because of rounding.
|
| FISCAL YEAR |
| |||||
|
| 2020 |
|
| 2019 |
| ||
|
| 53 WEEKS |
|
| 52 WEEKS |
| ||
SALES |
|
| 100.0 | % |
|
| 100.0 | % |
COSTS AND EXPENSES |
|
|
|
|
|
|
|
|
Restaurant operating expenses |
|
|
|
| ||||
Food and paper costs |
|
| 37.9 | % |
|
| 39.7 | % |
Labor costs |
|
| 28.6 | % |
|
| 33.0 | % |
Occupancy costs |
|
| 8.7 | % |
|
| 11.1 | % |
Other operating expenses |
|
| 5.2 | % |
|
| 5.5 | % |
Depreciation and Amortization |
|
| 2.3 | % |
|
| 3.3 | % |
Impairment charges |
|
| 2.3 | % |
|
| 4.5 | % |
General and administrative |
|
| 8.4 | % |
|
| 8.7 | % |
Total costs and expenses |
|
| 93.4 | % |
|
| 105.8 | % |
Income (loss) from operations |
|
| 6.6 | % |
| (5.8 | )% | |
INTEREST INCOME |
|
| 1.3 | % |
|
| 0.1 | % |
OTHER INCOME |
|
| 5.7 | % |
|
| 0.1 | % |
INTEREST EXPENSE |
|
| (2.2 | )% |
| (3.2 | )% | |
INCOME (LOSS) BEFORE TAXES |
|
| 11.4 | % |
| (8.8 | )% | |
INCOME TAX (PROVISION) BENEFIT |
|
| (1.7 | )% |
| 1.6 | % | |
NET INCOME (LOSS) |
|
| 9.7 | % |
| (7.2 | )% |
53 Week Period Ended January 3, 2021 (Fiscal 2020) compared to the 52 Week Period Ended December 29, 2019 (Fiscal 2019)
|
| 52 weeks ended, December 31, 2023 |
|
| 52 weeks ended, January 1, 2023 |
| ||||||||||
|
| Amount |
|
| % |
|
| Amount |
|
| % |
| ||||
SALES |
| $ | 14,076,653 |
|
|
| 100.0 | % |
| $ | 12,601,169 |
|
|
| 100.0 | % |
COSTS AND EXPENSES |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Restaurant operating expenses |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Food and paper costs |
|
| 5,597,167 |
|
|
| 39.8 |
|
|
| 4,854,321 |
|
|
| 38.5 |
|
Labor costs |
|
| 5,458,351 |
|
|
| 38.8 |
|
|
| 4,126,837 |
|
|
| 32.7 |
|
Occupancy costs |
|
| 1,312,717 |
|
|
| 9.3 |
|
|
| 1,147,744 |
|
|
| 9.1 |
|
Other operating expenses |
|
| 841,894 |
|
|
| 6.0 |
|
|
| 780,564 |
|
|
| 6.2 |
|
Depreciation and amortization |
|
| 598,540 |
|
|
| 4.3 |
|
|
| 449,038 |
|
|
| 3.6 |
|
General and administrative |
|
| 1,650,755 |
|
|
| 11.7 |
|
|
| 1,633,829 |
|
|
| 13.0 |
|
Gain on sale of assets |
|
| (310,182 | ) |
|
| (2.2 | ) |
|
| - |
|
|
| - |
|
Total costs and expenses |
|
| 15,149,242 |
|
|
| 107.6 |
|
|
| 12,992,333 |
|
|
| 103.1 |
|
Loss from operations |
|
| (1,072,589 | ) |
|
| (7.6 | ) |
|
| (391,164 | ) |
|
| (3.1 | ) |
UNREALIZED GAIN (LOSS) ON MARKETABLE SECURITIES |
|
| 80,139 |
|
|
| .6 |
|
|
| (86,422 | ) |
|
| (.7 | ) |
INTEREST EXPENSE |
|
| (97,608 | ) |
|
| (.7 | ) |
|
| (114,766 | ) |
|
| (.9 | ) |
INTEREST AND DIVIDEND INCOME |
|
| 300,923 |
|
|
| 2.1 |
|
|
| 125,529 |
|
|
| 1.0 |
|
OTHER INCOME (EXPENSE) |
|
| 103,848 |
|
|
| .7 |
|
|
| (80,649 | ) |
|
| (.6 | ) |
EQUITY IN AFFILIATE LOSS |
|
| (347,081 | ) |
|
| (2.7 | ) |
|
| (194,813 | ) |
|
| (1.6 | ) |
INCOME TAX BENEFIT |
|
| 145,000 |
|
|
| 1.0 |
|
|
| 180,000 |
|
|
| 1.4 |
|
NET INCOME (LOSS) |
| $ | (887,368 | ) |
|
| (6.3 | )% |
| $ | (562,285 | ) |
|
| (4.5 | )% |
Net Revenues:
Net sales for Fiscal 20202023 increased $1,679,232$1,475,484, or 25.9%11.7%, to $8,159,796$14,076,653 from $6,480,564$12,601,169 in Fiscal 2019.2022. The significantsales increase which occurred beginningresulted from a full year of revenue from the 2022 restaurant acquisitions. Restaurants acquired in March2022 contributed approximately $7.2 million in sales in 2023 and $5.6 million in 2022. The BTND business experienced a sales increase of 2020, was principally the result of the COVID-19 pandemic and the temporary shutdown of many restaurant alternatives. The result of limiting indoor seating$157,000. Same-store sales at restaurants was customers choosing drive-through alternatives including Burger Time.BTND for stores open at year-end increased by approximately 2.2%.
RestaurantFor BTND locations open at year-end, 2023 restaurant sales for Fiscal 2020 ranged from a low of $536,000$472,000 to a high of $1,043,500 and$1,208,000. The average sales for each Burger Time unit during the period wasopen at year-end were approximately $839,000$821,600 in 20202023, an increase of approximately 25%6.1% from $669,000$809,000 in 2019.2022.
Restaurant Operating Costs:
In 2023, restaurant operating costs (which refer to all the costs associated with operating our restaurants but do not include general and administrative expenses and depreciation and amortization) increased to 93.9% of restaurant sales from 86.5% in 2022. This increase was due primarily to continued price inflation on input costs, including food and labor, and the matters discussed in the “Cost of Sales,” “Labor Costs,” and “Occupancy and Other Operating Cost” sections below.
The impact of cost increases and the addition of three non-BTND restaurants during the year may be detailed as follows:
Restaurant operating costs for the period ended January 1, 2023 |
| $ | 10,909,466 |
|
Increase in food and paper costs |
|
| 742,846 |
|
Increase in labor costs |
|
| 1,331,514 |
|
Increase in occupancy and operating cost |
|
| 226,303 |
|
Restaurant operating costs for the periods ended December 31, 2023 |
| $ | 13,210,129 |
|
27 |
Table of Contents |
Costs of Sales - food and paper:
Cost of sales - food and paper - for Fiscal 2020 decreased2023 increased to 37.9%39.4% of restaurant sales from 39.7%38.5% of restaurant sales in Fiscal 2019. This decrease was mainly due to2022. The increase results from the inclusion of a pricefull year of VBG and Keegan’s results, which operate at a lower gross profit. The increase taken inalso reflects the middle of 2020 during a relatively stable cost environment.
Restaurant Operating Costs:
Despite increases in general restaurant operating costs during Fiscal 2020, restaurant operating costs (which refer to all the costs associated with the operation of our restaurants, but do not include general and administrative costs, depreciation and amortization and impairment charges including the write-down of goodwill) as a percent of restaurant sales decreased to 80.4% in 2020 from 89.2% in Fiscal 2019. This was due primarily to matters discussed in the “Cost of Sales,” “Labor Costs,” “Occupancy and Other Operating Cost” sections below. The changes in restaurant-level costs from Fiscal 2019 to Fiscal 2020 are principally thenet result of price increases during the year offset by a significant increasemoderating inflationary cost environment where we saw a slight rise in restaurant sales volume in 2020beef, paper and may be detailed as follows:
Restaurant operating costs for the year ended December 29, 2019 |
| $ | 5,786,952 |
|
Increase in food and paper costs |
|
| 516,428 |
|
Increase in labor cost |
|
| 195,792 |
|
Increase in occupancy and operating |
|
| 63,850 |
|
Restaurant operating costs for the year ended January 3, 2021 |
| $ | 6,563,022 |
|
lower flour, bacon and egg costs. Because of its coffee-focused menu, PIE has significantly lower food and paper costs than BTND and Keegan’s.
Labor Costs:
For Fiscal 2020,In 2023, labor and benefits costs decreasedincreased to 28.6% of restaurant sale from 33.0%38.8% of restaurant sales from 32.7% 2022. The increase results from higher wages for hourly employees and managers in Fiscal 2019. The decrease was the resultall of the significant increase in business activityour markets, and the latter three quarters of 2020 which resulted in a favorablean unfavorable utilization of the fixed portion of labor costs. The Company continues toAlso, PIE and Keegan’s businesses run at higher labor costs than BTND. We benefit from minimal turnover in its unit restaurant management. Payroll costs are semi-variable, in nature, meaning that they do not decrease proportionally to decreases in revenue,revenue; thus, they decreaseincrease as a percentage of restaurant sales when there is a increase in restaurant sales volume.decrease.
Occupancy and Other Operating Costs:
For Fiscal 2020,2023, occupancy and other costs declinedincreased to 13.9%15.3% of sales or $1,136,257,$2,154,611 compared to 16.5%$1,928,308 or 15.3% of restaurant sales or $1,072,407, in Fiscal 2019 principally as a result of the significant increase in restaurant volume.2022.
Depreciation and Amortization Costs:
For Fiscal 2020,2023, depreciation and amortization costs decreased 11.0%increased 33.3%, or $23,398,$149,502, to $189,389 (2.3%$598,540 (4.3% of sales) from $212,787 (3.3 %$449,038 (3.6% of sales) in Fiscal 2019.2022. Depreciation and amortization costs have been declining asincreased principally due to a full year of depreciation expense for the Company’sthree restaurants purchased during 2023 for approximately $2.4 million and capital additions in the last two years, including major parking lot repairs and significant replacement of HVAC equipment reachesat several locations. These capital additions offset the decrease in depreciation and amortization resulting from a substantial amount of our equipment reaching a fully depreciated status and in 2020 decreased as percentage of sales because of the significant sales increase during 2020.status.
General and Administrative Costs
General and administrative costs in 2023 increased 22.6%1%, or $126,639,$16,926, to $1,650,755 (11.7% of sales) from $560,885 (6.9%$1,633,829 (13.0% of sales) in Fiscal 2019 to $687,524 (9.4% of sales) in Fiscal 2020. The increase was principally the result of increased executive bonus compensation based on the strong financial performance in 2020.
Impairment of Assets Held for Sale and Goodwill
In 2019, the Company recorded a $93,488 charge to provide for a loss resulting from the closing of its Richmond, Indiana location and the planned sale of the property. In 2020, an additional $100,000 impairment charge was recognized for related to the Richmond property and a $90,493 charge was recorded to recognize impairment of the majority of costs associated with property in St. Louis, Missouri which the company had originally acquired for development. Additionally, in 2019, there was a $248,500 charge to write-off goodwill arising from the 2018 Share Exchange.
2022.
Income (loss) from Operations:
The incomeloss from operations was $529,368$1,072,589 in Fiscal 20202023 compared to aoperating loss from operations of $373,548$391,164 in Fiscal 2019.2022. The change in income from operations in Fiscal 20202023 compared to Fiscal 20192022 was primarily due to the matters discussed in the “Net Revenues”,Revenues,” “General and Administrative Costs,” and “Restaurant Operating Costs” and “Impairment and Goodwill Write-down Charges” sections above.
Interest expense:
In Fiscal 2020,2023, our interest expense decreased $30,084$17,158 to $177,757 (2.2%$97,608 (.7% of restaurant sales) from $207,841 (3.2%$114,766 (.9% of restaurant sales) in Fiscal 2019.2022 as a result of schedule amortization reducing the loan balance.
Interest Income:
The $103,623 increase in interest income in 2020 was the result of interest earned on the Company’s advances to Next Gen Ice, Inc. (NGI), a related company, and includes $75,000 of interest income related to the value of equity received by the Company as part of a modification of the notes receivable.
Dividends and Other Income:
The $466,758Interest and Dividend income was $300,923 in 2023 resulting from generally rising interest rates. Other income of other income$103,848 in Fiscal 2020 is2023 includes the resultreversal of a 2022 fiscal year $100,000 accrual for property taxes on the Company having borrowed $460,400 under the Paycheck Protection Program (PPP). The Company was informed by its lender in 2021 that the entire amount of PPP advances been forgiven and therefore the anticipated loan forgiveness is reflected as “Other Income”. In accordance with recent Federal stimulus legislation, the PPP loan has been treated as an SBA Grant during 2020 and the funds advanced under the program have been treated as non-taxable for federal income tax purposes in determining the provision for income taxes.St. Louis property.
Net Income (loss):
The net income $791,992 for Fiscal 2020,loss was $887,368 in 2023, compared to a loss of $466,577$562,285 in Fiscal 2019.2022. The change in 2023 from Fiscal 2020 from Fiscal 20192022 was primarily attributable to the matters discussed in the “Net Revenues,” “Restaurant Operating Costs,” “General and Administrative Costs,” and “Other Income” sections above due to the matters discussed above.sections.
28 |
Table of Contents |
Restaurant-level EBITDA:
To supplement the consolidated financial statements, which are prepared and presented in accordance with GAAP, the Company useswe use restaurant-level EBITDA (earnings before interest, taxes, depreciation, and amortization), which is not a measure defined by GAAP. This non-GAAP operating measure is useful to both management and, we believe, to investors because it represents one means of gauging the overall profitability of our recurring and controllable core restaurant operations. ThisHowever, this measure is not however, indicative of our overall results, nor does restaurant-level profit accrue directly to the benefit of stockholders, primarily due to the exclusion of corporate-level expenses. Restaurant-level EBITDA should not be considered a substitute for or superior to operating income, which is calculated in accordance with GAAP, and the reconciliations to operating income set forth below should be carefully evaluated.
We define restaurant-level EBITDA as operating income before pre-opening costs, if any, general and administrative costs, depreciation, and amortization and impairment charges.amortization. General and administrative costsexpenses are excluded as they are generally not specifically identifiableunrelated to restaurant specificrestaurant-specific costs. Depreciation and amortization and impairment charges are excluded because they are not ongoing controllable cash expenses and they are not relatedunrelated to the health of ongoing operations.operations' health.
|
| Fiscal Year |
| |||||
|
| 2020 |
|
| 2019 |
| ||
Revenues |
| $ | 8,159,796 |
|
| $ | 6,480,564 |
|
Reconciliation: |
|
|
|
|
|
|
|
|
Income (loss) from operations |
|
| 529,368 |
|
|
| (373,548 | ) |
Depreciation and amortization |
|
| 189,389 |
|
|
| 212,787 |
|
Impairment charges |
|
| 190,493 |
|
|
| 293,488 |
|
General and administrative, corporate level expenses |
|
| 687,524 |
|
|
| 560,885 |
|
Restaurant-level EBITDA |
|
| 1,596,774 |
|
|
| 699,611 |
|
Restaurant-level EBITDA margin |
|
| 19.6 | % |
|
| 10.8 | % |
|
| Fiscal Year |
| |||||
|
| 2023 |
|
| 2023 |
| ||
Revenues |
| $ | 14,076,653 |
|
| $ | 12,601,169 |
|
Reconciliation: |
|
|
|
|
|
|
|
|
Loss from operations |
|
| (1,072,589 | ) |
|
| (391,164 | ) |
Depreciation and amortization |
|
| 598,540 |
|
|
| 449,038 |
|
Gain on sale of assets |
|
| (310,182 | ) |
|
| 0 |
|
General and administrative, corporate-level expenses |
|
| 1,650,755 |
|
|
| 1,633,829 |
|
Restaurant-level EBITDA |
| $ | 866,524 |
|
| $ | 1,691,703 |
|
Restaurant-level EBITDA margin |
|
| 6.2 | % |
|
| 13.4 | % |
Liquidity and Capital ResourceResources
Since March of 2020, the COVID-19 pandemic has had a positive impact of the Company’s sales and liquidity. For the 5352 weeks ended January 3, 2021, the Company earnedending December 31, 2023, we recorded an after-tax profitloss of $791,992. On January 3, 2021, the Company$887,368. At that time, we had $1,321,244$6,692,506 in cash and marketable securities and a net working capital of $371,693, an increase of $843,688 from the prior year-end deficit of $471,995.
COVID-19 has had, and likely will to continue to have a significant adverse impact on the United States economy. It is difficult to predict either the ultimate impact of the COVID-19 pandemic or the impact of governmental responses on the United States economy in general, and specifically the impact on the quick service drive-through segment of the food service industry and on Company’s operating results and financial condition as the situation is evolving.
In May 2020, the Company received pandemic-related loans totaling $487,900. Included in that amount was $460,400 borrowed under the Small Business Administration’s Paycheck Protection Program under the terms of the program, the Company applied for forgiveness of the loans in 2020, anticipating its application qualified the loans for forgiveness. Following application by the Company, the loans were forgiven in full 2021. As a result of forgiveness of the PPP advances, the loan forgiveness is reflected as “Other Income” in 2020. In accordance with federal stimulus legislation, the PPP loans have been treated as SBA Grants and the funds advanced under the program have been treated as non-taxable for federal income tax purposes in determining the provision for income taxes. Also, in May 2020, the Company also borrowed $27,500 at no interest under the Minnesota Small Business Emergency Loan Program, and in addition, two of the Company’s mortgage lenders suspended and deferred current payments for a period of three months during the first half of 2020. A total of $93,602 in payments were deferred under these programs. The Company expects to have sufficient cash assets to meet its obligations for more than a year from the date of this Annual Report.$5,724,483.
Our primary requirements for liquidity are to fund our working capital needs, capital expenditures, and general corporate needs, as well as to invest in or acquire companiesbusinesses that are synergistic with or complimentary to our business. Our operations do not require significant working capital and, like many restaurant companies, weas, generally, restaurants operate with negative working capital. We anticipate that workingWorking capital deficits may be incurred in the future and possibly increase.
future. Our restaurant sales are primarily received in cash or by credit card and our restaurant operations do not require significant inventories or receivables. In addition, we receive trade credit for the purchase of food, beverages and supplies, reducing the need for incremental working capital to support growth. Based on current information, we believe that we will have enough capital to meet our long-term debt obligations, working capital and recurring capital expenditure needs in fiscal 2021; however, our projections of future cash needsliquidity and cash flows may differsources are operating cash flows and cash and cash equivalents and marketable securities on hand. We have used available cash to make acquisitions, service debt, and maintain our stores. Our working capital position benefits from actual results, and the difference could be material. Iffact that we collect cash that may be generatedfrom sales from our businesscustomers at the point of sale or within a few days from our credit card processor, and in general, payments to our vendors are not due for thirty days.
Summary of Cash Flows
Cash Flows Provided by Operating Activities
Operating cash flow in 2023 was negative $258,787 compared to a positive $211,798 in 2022, representing a decline in cash flow from operations is insufficientfrom $594,316 in 2022.
Cash Flows Used in Investing Activities
In 2023, on a net basis we sold or held to continue to operate our business, we may be required to obtain more working capital. We may seek to obtain additional workingmaturity marketable securities, including $4.9 million in short-term U.S. Treasury Bills. The Company used cash of approximately $500,000 in capital through sales of our equity securities or through bank credit facilities or public or private debtimprovements at it restaurants and received $496,000 in cash from various financial institutions where possible. We cannot be certain that additional funding will be available on acceptable terms, or at all. Our plans indicate that the Company can meet its working capital needs through 2022. If we identify sources for additional funding, the sale of additional equity securities or convertible debt could resultone of its locations.
Cash Flows from Financing Activities
Cash flow from financing activities reflects a reduction of $675,471 in dilutionbroker margin borrowing, $250,525 used to our shareholders. Additionally, the sale of equity securities or issuance of debt securities may be subject to certain security holder approvals or may result in the downward adjustmentpurchase shares of the exercise or conversion priceCompany’s common stock held in treasury and principal payments on long-term debt.
Contractual Obligations
As of our outstanding securities. We can give no assurance thatDecember 31, 2023, we will generate sufficient cash flowshad $4,269,505 in the futurecontractual obligations, including $1,815,948in contractual commitments relating to satisfy our liquidity requirements or sustain future operations, or that other sources of funding, such as sales of equity or debt, would be available or would be approved by our security holders, if needed,leases on favorable terms or at all. If we fail to obtain additional working capital as and when needed, such failure could have a material adverse impact on our business, results of operations and financial condition. Furthermore, such lack of funds may inhibit our ability to respond to competitive pressures or unanticipated capital needs, or may force us to reduce operating expenses, which would significantly harm the business and development of operations.restaurants acquired in 2022. Our monthly required payments total approximately $59,300.
Qualitative and Quantitative Disclosure about Market Risk
Commodity Price Risk
We are subject to volatility in food costs as a result of market risk associated with commodity prices. Our ability to recover increased costs through higher pricing is, at times, limited by the competitive environment in which we operate. We do not enter into pricing agreements with any of our suppliers to manage these risks. Beef is our largest single food purchase and the price we pay for beef fluctuates weekly based on beef commodity prices. We do not currently manage this risk with commodity future and option contracts. A ten percent increase in the cost of beef would result in approximately $98,000 of additional food costs for the Company annually.
Seasonality and Inflation
Seasonal factors and the timing of holidays cause our revenue to fluctuate from quarter to quarter. Our revenue per restaurant is typically slightly lower in the first and fourth quarters due to holiday closures and the impact of cold weather at all our locations. Adverse weather conditions may also affect customer traffic, especially in the first and fourth quarters, when customers do not use our outdoor seating areas, which impacts the use of these areas and may adversely affect our revenue.
Management does not believe that inflation has had a material effect on income during the 2020 or 2019 fiscal years. Increases in food, labor or other operating costs could adversely affect the Company’s operations. In the past, however, the Company generally has been able to increase menu prices or modify its operating procedures to substantially offset increases in its operating costs.
Our business is subject to a wide range of federal, state and local regulations, which are subject to change in ways we cannot now anticipate. We are uncertain as to the effect, if any, that changes in the regulatory environment may have on our Company.
Off-Balance Sheet Arrangements
We did not have during the periods presented, and we do not currently have, any off-balance sheet arrangements, as defined in the rules and regulations of the Securities and Exchange Commission.
Recently Issued and Adopted Accounting Pronouncements
A description of recently issued accounting pronouncements that may potentially impact our financial position and results of operations is disclosed in Note 1 to our consolidated financial statements appearing at the end of this Annual Report.
Item 7A. Quantitative and Qualitative Disclosures About Market Risk.
Item 8. Financial Statements and Supplementary Data.
As a “smallersmaller reporting company”company, as defined by Rule 12b-2 of the Exchange Act and Item 1010(f)(1) of Regulation S-K, the Company iswe have elected to comply with certain scaled disclosure reporting obligations and are not required to provide the information required by this Item.item.
Table of Contents |
Item 8. Financial Statements and Supplementary Data.
BT BRANDS, INC.CONSOLIDATED FINANCIAL STATEMENTSJANUARY 3, 2021 AND DECEMBER 29, 2019
TOGETHER WITH INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM’S REPORT
Report of Independent Registered Public Accounting Firm
To the Board of Directors and
Shareholders of BT Brands, Inc.
Opinion on the Consolidated Financial Statements
We have audited the accompanying consolidated balance sheets of BT Brands, Inc. (the “Company”) as of December 31, 2023 and January 3, 2021 and December 29, 20191, 2023 and the related consolidated statements of income,operations, shareholders’ deficit,equity, and cash flows for the fiscal years then ended (collectively referred to as the “consolidated financial statements”). In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the consolidated financial position of the Company as of December 31, 2023 and January 3, 2021 and December 29, 20191, 2023 and the results of theirits operations and theirits cash flows for the fiscal years then ended in conformity with accounting principles generally accepted in the United States of America.
Basis for Opinion
These consolidated financial statements are the responsibility of the Company’sCompany's management. Our responsibility is to express an opinion on the Company’sCompany's consolidated financial statements based on our audits. We are a public accounting firm registered with the Public Company Accounting Oversight Board (United States) (“PCAOB”("PCAOB") and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB and in accordance with auditing standards generally accepted in the United States of America.PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement, whether due to error or fraud. The Company is not required to have, nor were we engaged to perform, an audit of its internal control over financial reporting. As part of our audits, we are required to obtain an understanding of internal control over financial reporting, but not for the purpose of expressing an opinion on the effectiveness of the Company’s internal control over financial reporting. Accordingly, we express no such opinion.
Our audits included performing procedures to assess the risks of material misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. We believe that our audits provide a reasonable basis for our opinion.
/s/ Boulay PLLP
We have served as the Company’s auditor since 2015.
Minneapolis, Minnesota
March 10, 2021April 1, 2024
7500 Flying Cloud Drive Suite 800 Minneapolis, MN 55344 (t) 952.893.9320 | 2180 Immokalee Road Suite 308 Naples, FL 34110 (t) 239.325.1100
BoulayGroup.com
Member of Prime Global, An Association of Independent Accounting FirmsPCAOB ID: 542
Table of Contents |
BT BRANDS, INC. AND SUBSIDIARIES
BT BRANDS, INC. AND SUBSIDIARIES |
| |||||||
CONSOLIDATED BALANCE SHEETS |
| |||||||
|
|
|
|
| ||||
|
| January 3, 2021 |
|
| December 29, 2019 |
| ||
ASSETS |
| |||||||
CURRENT ASSETS |
|
|
|
|
|
| ||
Cash |
| $ | 1,321,244 |
|
| $ | 258,101 |
|
Receivables |
|
| 19,030 |
|
|
| 15,363 |
|
Inventory |
|
| 60,576 |
|
|
| 56,432 |
|
Prepaid expenses |
|
| 5,348 |
|
|
| 6,928 |
|
|
|
|
|
|
|
|
|
|
Total current assets |
|
| 1,406,198 |
|
|
| 336,824 |
|
|
|
|
|
|
|
|
|
|
PROPERTY AND EQUIPMENT, net |
|
| 1,632,457 |
|
|
| 1,650,012 |
|
LAND AND BUILDINGS HELD FOR SALE |
|
| 258,751 |
|
|
| 449,244 |
|
INVESTMENT IN AND NOTES RECEIVABLE FROM RELATED COMPANY |
|
| 75,000 |
|
|
| 179,000 |
|
OTHER ASSETS, net |
|
| 16,759 |
|
|
| 18,459 |
|
|
|
|
|
|
|
|
|
|
Total assets |
| $ | 3,389,165 |
|
| $ | 2,633,539 |
|
|
|
|
|
|
|
|
|
|
LIABILITIES AND SHAREHOLDERS' DEFICIT | ||||||||
CURRENT LIABILITIES |
|
|
|
|
|
|
|
|
Current maturities of long-term debt |
| $ | 245,306 |
|
| $ | 277,666 |
|
Accounts payable |
|
| 270,487 |
|
|
| 321,855 |
|
Accrued expenses |
|
| 420,734 |
|
|
| 206,400 |
|
Income taxes payable |
|
| 97,978 |
|
|
| 2,898 |
|
|
|
|
|
|
|
|
|
|
Total current liabilities |
|
| 1,034,505 |
|
|
| 808,819 |
|
|
|
|
|
|
|
|
|
|
LONG-TERM DEBT, less current maturities |
|
| 2,938,983 |
|
|
| 3,221,035 |
|
DEFERRED INCOME TAXES |
|
| 118,000 |
|
|
| 98,000 |
|
Total liabilities |
|
| 4,091,488 |
|
|
| 4,127,854 |
|
|
|
|
|
|
|
|
|
|
COMMITMENTS AND CONTINGENCIES |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
SHAREHOLDERS' DEFICIT |
|
|
|
|
|
|
|
|
Preferred stock, $.001 par value, 2,000,000 shares authorized, no shares outstanding at January 3, 2021 and December 29, 2019 |
|
| - |
|
|
| - |
|
Common stock, $.002 par value, 50,000,000 authorized, 4,047,502 shares outstanding at January 3, 2021 and December 29, 2019 |
|
| 8,095 |
|
|
| 8,095 |
|
Additional paid-in capital |
|
| 497,671 |
|
|
| 497,671 |
|
Accumulated deficit |
|
| (1,208,089 | ) |
|
| (2,000,081 | ) |
|
|
|
|
|
|
|
|
|
Total shareholders' deficit |
|
| (702,323 | ) |
|
| (1,494,315 | ) |
|
|
|
|
|
|
|
|
|
Total liabilities and shareholders' deficit |
| $ | 3,389,165 |
|
| $ | 2,633,539 |
|
CONSOLIDATED BALANCE SHEETS
See Notes to Consolidated Financial Statements
BT BRANDS, INC. AND SUBSIDIARIES | ||||||||||
CONSOLIDATED STATEMENTS OF INCOME | ||||||||||
| ||||||||||
|
| 53 Weeks Ended, |
|
| 52 Weeks Ended, |
| ||||
|
| January 3, 2021 |
|
| December 29, 2019 |
| ||||
|
|
|
|
|
|
| ||||
SALES |
| $ | 8,159,796 |
|
| $ | 6,480,564 |
| ||
|
|
|
|
|
|
|
|
| ||
COSTS AND EXPENSES |
|
|
|
|
|
|
|
| ||
Restaurant operating expenses |
|
|
|
|
|
|
|
| ||
Food and paper costs |
|
| 3,090,816 |
|
|
| 2,574,388 |
| ||
Labor costs |
|
| 2,335,949 |
|
|
| 2,140,157 |
| ||
Occupancy costs |
|
| 709,704 |
|
|
| 718,905 |
| ||
Other operating expenses |
|
| 426,553 |
|
|
| 353,502 |
| ||
Depreciation and amortization |
|
| 189,389 |
|
|
| 212,787 |
| ||
Impairment of assets held for sale |
|
| 190,493 |
|
|
| 93,488 |
| ||
Impairment of goodwill |
|
| - |
|
|
| 200,000 |
| ||
General and administrative |
|
| 687,524 |
|
|
| 560,885 |
| ||
|
|
|
|
|
|
|
|
| ||
Total costs and expenses |
|
| 7,630,428 |
|
|
| 6,854,112 |
| ||
|
|
|
|
|
|
|
|
| ||
Income (loss) from operations |
|
| 529,368 |
|
|
| (373,548 | ) | ||
INTEREST INCOME |
|
| 103,623 |
|
|
| 4,402 |
| ||
|
|
|
|
|
|
|
|
| ||
OTHER INCOME |
|
| 466,758 |
|
|
| 8,410 |
| ||
|
|
|
|
|
|
|
|
| ||
INTEREST EXPENSE |
|
| (177,757 | ) |
|
| (207,841 | ) | ||
|
|
|
|
|
|
|
|
| ||
INCOME BEFORE TAXES |
|
| 921,992 |
|
|
| (568,577 | ) | ||
|
|
|
|
|
|
|
|
| ||
INCOME TAX (PROVISION) BENEFIT |
|
| (130,000 | ) |
|
| 102,000 |
| ||
|
|
|
|
|
|
|
|
| ||
NET INCOME (LOSS) |
| $ | 791,992 |
|
| $ | (466,577 | ) | ||
|
|
|
|
|
|
|
|
| ||
NET INCOME (LOSS) PER COMMON SHARE - Basic and Diluited |
| $ | 0.20 |
|
| $ | (0.12 | ) | ||
|
|
|
|
|
|
|
|
| ||
WEIGHTED AVERAGE SHARES USED IN COMPUTING PER COMMON SHARE AMOUNTS - Basic and Diluited |
|
| 4,047,502 |
|
|
| 4,043,989 |
|
|
| December 31, 2023 |
|
| January 1, 2023 |
| ||
ASSETS |
|
|
|
|
|
| ||
CURRENT ASSETS |
|
|
|
|
|
| ||
Cash and cash equivalents |
| $ | 5,300,446 |
|
| $ | 2,150,578 |
|
Marketable securities |
|
| 1,392,060 |
|
|
| 5,994,295 |
|
Receivables |
|
| 28,737 |
|
|
| 76,948 |
|
Inventory |
|
| 201,333 |
|
|
| 158,351 |
|
Prepaid expenses and other current assets |
|
| 47,246 |
|
|
| 37,397 |
|
Assets held for sale |
|
| 258,751 |
|
|
| 446,524 |
|
Total current assets |
|
| 7,228,573 |
|
|
| 8,864,093 |
|
|
|
|
|
|
|
|
|
|
PROPERTY, EQUIPMENT AND LEASEHOLD IMPROVEMENTS, NET |
|
| 3,247,013 |
|
|
| 3,294,644 |
|
OPERATING LEASE RIGHT-OF-USE ASSETS |
|
| 1,789,285 |
|
|
| 2,004,673 |
|
INVESTMENTS |
|
| 1,022,806 |
|
|
| 1,369,186 |
|
DEFERRED INCOME TAXES |
|
| 206,000 |
|
|
| 61,000 |
|
GOODWILL |
|
| 671,220 |
|
|
| 671,220 |
|
INTANGIBLE ASSETS, NET |
|
| 395,113 |
|
|
| 453,978 |
|
OTHER ASSETS, NET |
|
| 49,202 |
|
|
| 50,903 |
|
|
|
|
|
|
|
|
|
|
Total assets |
| $ | 14,609,212 |
|
| $ | 16,769,697 |
|
LIABILITIES AND SHAREHOLDERS' EQUITY |
|
|
|
|
|
|
|
|
CURRENT LIABILITIES |
|
|
|
|
|
|
|
|
Accounts payable |
| $ | 555,247 |
|
| $ | 448,605 |
|
Broker margin loan |
|
| 115,899 |
|
|
| 791,370 |
|
Current maturities of long-term debt |
|
| 183,329 |
|
|
| 167,616 |
|
Current operating lease obligations |
|
| 215,326 |
|
|
| 193,430 |
|
Accrued expenses |
|
| 480,289 |
|
|
| 532,520 |
|
Total current liabilities |
|
| 1,550,090 |
|
|
| 2,133,541 |
|
|
|
|
|
|
|
|
|
|
LONG-TERM DEBT, LESS CURRENT PORTION |
|
| 2,269,771 |
|
|
| 2,658,477 |
|
NONCURRENT LEASE OBLIGATIONS |
|
| 1,600,622 |
|
|
| 1,825,057 |
|
Total liabilities |
|
| 5,420,483 |
|
|
| 6,617,075 |
|
|
|
|
|
|
|
|
|
|
COMMITMENTS AND CONTINGENCIES |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
SHAREHOLDERS' EQUITY |
|
|
|
|
|
|
|
|
Preferred stock, $0.001 par value, 2,000,000 shares authorized, no shares outstanding at December 31, 2023 and January 1, 2023 |
|
| - |
|
|
| - |
|
Common stock, $.002 par value, 50,000,000 authorized, 6,461,118 issued and 6,246,118 outstanding at December 31, 2023, and 6,396,118 outstanding at January 1, 2023 |
|
| 12,492 |
|
|
| 12,792 |
|
Less cost of 215,000 and 65,000 common shares held in Treasury |
|
|
|
|
|
|
|
|
at December 31, 2023 and January 1, 2023, respectively |
|
| (357,107 | ) |
|
| (106,882 | ) |
Additional paid-in capital |
|
| 11,583,235 |
|
|
| 11,409,235 |
|
Accumulated deficit |
|
| (2,049,891 | ) |
|
| (1,162,523 | ) |
|
|
|
|
|
|
|
|
|
Total shareholders' equity |
|
| 9,188,729 |
|
|
| 10,152,622 |
|
|
|
|
|
|
|
|
|
|
Total liabilities and shareholders' equity |
| $ | 14,609,212 |
|
| $ | 16,769,697 |
|
See Notes to Consolidated Financial Statements
Table of Contents |
BT BRANDS, INC. AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF OPERATIONS
|
| 52 Weeks Ended, |
| |||||
|
| December 31, 2023 |
|
| January 1, 2023 |
| ||
SALES |
| $ | 14,076,653 |
|
| $ | 12,601,169 |
|
|
|
|
|
|
|
|
|
|
COSTS AND EXPENSES |
|
|
|
|
|
|
|
|
Restaurant operating expenses |
|
|
|
|
|
|
|
|
Food and paper costs |
|
| 5,597,167 |
|
|
| 4,854,321 |
|
Labor costs |
|
| 5,458,351 |
|
|
| 4,126,837 |
|
Occupancy costs |
|
| 1,312,717 |
|
|
| 1,147,744 |
|
Other operating expenses |
|
| 841,894 |
|
|
| 780,564 |
|
Depreciation and amortization expenses |
|
| 598,540 |
|
|
| 449,038 |
|
General and administrative expenses |
|
| 1,650,755 |
|
|
| 1,633,829 |
|
Gain on sale of assets |
|
| (310,182 | ) |
|
| - |
|
Total costs and expenses |
|
| 15,149,242 |
|
|
| 12,992,333 |
|
Loss from operations |
|
| (1,072,589 | ) |
|
| (391,164 | ) |
|
|
|
|
|
|
|
|
|
UNREALIZED GAIN (LOSS) ON MARKETABLE SECURITIES |
|
| 80,139 |
|
|
| (86,422 | ) |
INTEREST AND DIVIDEND INCOME |
|
| 300,923 |
|
|
| 125,529 |
|
INTEREST EXPENSE |
|
| (97,608 | ) |
|
| (114,766 | ) |
OTHER INCOME (EXPENSE) |
|
| 103,848 |
|
|
| (80,649 | ) |
EQUITY IN NET LOSS OF AFFILIATE |
|
| (347,081 | ) |
|
| (194,813 | ) |
INCOME (LOSS) BEFORE TAXES |
|
| (1,032,368 | ) |
|
| (742,285 | ) |
INCOME TAX (EXPENSE) BENEFIT |
|
| 145,000 |
|
|
| 180,000 |
|
NET INCOME (LOSS) |
| $ | (887,368 | ) |
| $ | (562,285 | ) |
NET INCOME (LOSS) PER COMMON SHARE - Basic and Diluted |
| $ | (0.14 | ) |
| $ | (0.09 | ) |
|
|
|
|
|
|
|
|
|
WEIGHTED AVERAGE SHARES USED IN COMPUTING PER COMMON SHARE AMOUNTS - Basic and Diluted |
|
| 6,261,631 |
|
|
| 6,455,379 |
|
See Notes to Consolidated Financial Statements
BT BRANDS, INC. AND SUBSIDIARIES | ||||||||||||||||||||
CONSOLIDATED STATEMENTS OF SHAREHOLDERS' DEFICIT | ||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| |||||
|
|
|
|
|
|
|
| Additional |
|
|
|
|
|
|
| |||||
|
|
|
|
| Common Stock |
|
| Paid-in |
|
| Accumulated |
|
|
|
| |||||
|
| Shares |
|
| Amount |
|
| Capital |
|
| (Deficit) |
|
| Total |
| |||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| |||||
Balances, December 31, 2018 |
|
| 4,043,002 |
|
| $ | 8,086 |
|
| $ | 484,180 |
|
| $ | (1,533,504 | ) |
| $ | (1,041,238 | ) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net (loss) |
|
| - |
|
|
| - |
|
|
| - |
|
|
| (466,577 | ) |
|
| (466,577 | ) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Issuance of 4,500 Shares at Private Placement Value of $3.00 |
|
| 4,500 |
|
|
| 9 |
|
|
| 13,491 |
|
|
| - |
|
|
| 13,500 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Balances, December 29, 2019 |
|
| 4,047,502 |
|
| $ | 8,095 |
|
| $ | 497,671 |
|
| $ | (2,000,081 | ) |
| $ | (1,494,315 | ) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income |
|
| - |
|
|
| - |
|
|
| - |
|
|
| 791,992 |
|
|
| 791,992 |
|
Balances, January 3, 2021 |
|
| 4,047,502 |
|
| $ | 8,095 |
|
| $ | 497,671 |
|
| $ | (1,208,089 | ) |
| $ | (702,323 | ) |
BT BRANDS, INC. AND SUBSIDIARIES | |||||||||||||||||||||||||
CONSOLIDATED STATEMENTS OF SHAREHOLDERS' EQUITY | |||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| |||||||
For the 52-week periods- |
|
|
|
| Common Stock |
|
| Additional Paid-in |
|
| Accumulated |
|
| Treasury |
|
|
|
| |||||||
|
| Shares |
|
| Amount |
|
| Capital |
|
| (Deficit) |
|
| Stock |
|
| Total |
| |||||||
Balances, January 2, 2022 |
|
| 6,447,506 |
|
| $ | 12,895 |
|
| $ | 11,215,696 |
|
| $ | (600,238 | ) |
| $ | - |
|
| $ | 10,628,353 |
| |
Stock-based compensation |
|
| - |
|
|
| - |
|
|
| 118,700 |
|
|
| - |
|
|
| - |
|
|
| 118,700 |
| |
Shares issued in exercise of warrants |
|
| 13,612 |
|
|
| 27 |
|
|
| 74,839 |
|
|
| - |
|
|
| - |
|
|
| 74,866 |
| |
Treasury stock purchase |
|
| (65,000 | ) |
|
| (130 | ) |
|
| - |
|
|
| - |
|
|
| (106,882 | ) |
|
| (107,012 | ) | |
Net loss |
|
| - |
|
|
| - |
|
|
| - |
|
|
| (562,285 | ) |
|
| - |
|
|
| (562,285 | ) | |
Balances, January 1, 2023 |
|
| 6,396,118 |
|
|
| 12,792 |
|
|
| 11,409,235 |
|
|
| (1,162,523 | ) |
|
| (106,882 | ) |
|
| 10,152,622 |
| |
Stock-based compensation |
|
| - |
|
|
| - |
|
|
| 174,000 |
|
|
| - |
|
|
| - |
|
|
| 174,000 |
| |
Treasury stock purchase |
|
| (150,000 | ) |
|
| (300 | ) |
|
| - |
|
|
| - |
|
|
| (250,225 | ) |
|
| (250,525 | ) | |
Net loss |
|
| - |
|
|
| - |
|
|
| - |
|
|
| (887,368 | ) |
|
| - |
|
|
| (887,368 | ) | |
Balances, December 31, 2023 |
|
| 6,246,118 |
|
| $ | 12,492 |
|
| $ | 11,583,235 |
|
| $ | (2,049,891 | ) |
| $ | (357,107 | ) |
| $ | 9,188,729 |
|
See Notes to Consolidated Financial Statements
Table of Contents |
BT BRANDS, INC. AND SUBSIDIARIES | ||||||||
CONSOLIDATED STATEMENTS OF CASH FLOWS | ||||||||
| ||||||||
|
| 53 Weeks Ended |
|
| 52 Weeks Ended |
| ||
|
| January 3, 2021 |
|
| December 29, 2019 |
| ||
CASH FLOWS FROM OPERATING ACTIVITIES |
|
|
|
|
|
| ||
Net Income (loss) |
| $ | 791,922 |
|
| $ | (466,577 | ) |
Adjustments to reconcile net income (loss) to net cash provided by operating activities- |
|
|
|
|
|
|
|
|
Deferred interest expense paid in-kind |
|
| 39,368 |
|
|
| - |
|
Noncash interest income |
|
| (75,000 | ) |
|
| - |
|
Stock-based incentive compensation |
|
| - |
|
|
| 13,500 |
|
Impairment of assets held for sale |
|
| 190,493 |
|
|
| 93,488 |
|
Depreciation |
|
| 187,687 |
|
|
| 211,087 |
|
Amortization of franchise agreement |
|
| 1,700 |
|
|
| 1,700 |
|
Amortization of debt issuance cost |
|
| 5,176 |
|
|
| 5,176 |
|
Loss on sale of property and equipment |
|
| - |
|
|
| 1,800 |
|
Write-off of deferred offering costs |
|
| - |
|
|
| 40,000 |
|
Deferred tax liability, net |
|
| 20,000 |
|
|
| (102,000 | ) |
Impairment of goodwill |
|
| - |
|
|
| 200,000 |
|
Changes in operating assets and liabilities |
|
|
|
|
|
|
|
|
Receivables |
|
| (3,667 | ) |
|
| 4,878 |
|
Inventory |
|
| (4,144 | ) |
|
| 2,152 |
|
Prepaid expenses |
|
| 1,580 |
|
|
| 1,282 |
|
Accounts payable |
|
| (67,080 | ) |
|
| 33,196 |
|
Accrued expenses |
|
| 214,334 |
|
|
| 21,634 |
|
Income taxes payable |
|
| 95,080 |
|
|
| (10,827 | ) |
Net cash provided by operating activities |
|
| 1,397,449 |
|
|
| 50,489 |
|
|
|
|
|
|
|
|
|
|
CASH FLOWS FROM INVESTING ACTIVITIES |
|
|
|
|
|
|
|
|
Proceeds (advances to) from investment in related company |
|
| 179,000 |
|
|
| (179,000 | ) |
Purchase of property and equipment |
|
| (154,420 | ) |
|
| - |
|
Net cash provided by (used in) investing activities |
|
| 24,580 |
|
|
| (179,000 | ) |
CASH FLOWS FROM FINANCING ACTIVITIES |
|
|
|
|
|
|
|
|
Proceeds from long-term debt |
|
| 77,500 |
|
|
| - |
|
Principal payments on long-term debt |
|
| (436,456 | ) |
|
| (276,899 | ) |
Net cash used in financing activities |
|
| (358,956 | ) |
|
| (276,899 | ) |
|
|
|
|
|
|
|
|
|
CHANGE IN CASH |
|
| 1,063,073 |
|
|
| (405,410 | ) |
|
|
|
|
|
|
|
|
|
CASH, BEGINNING OF YEAR |
|
| 258,101 |
|
|
| 663,511 |
|
|
|
|
|
|
|
| - |
|
CASH, END OF YEAR |
| $ | 1,321,174 |
|
| $ | 258,101 |
|
|
|
|
|
|
|
|
|
|
SUPPLEMENTAL DISCLOSURE OF CASH FLOW INFORMATION |
|
|
|
|
|
|
|
|
Cash paid for interest |
| $ | 133,213 |
|
| $ | 202,101 |
|
SUPPLEMENTAL DISCLOSURE OF INVESTING AND FINANCING ACTIVITIES |
|
|
|
|
|
|
|
|
Transfer of property and equipment to assets held for sale |
| $ | - |
|
| $ | 189,640 |
|
|
|
|
|
|
|
|
|
|
Purchase of property and equipment included in accounts payable |
| $ | 15,712 |
|
| $ | - |
|
BT BRANDS, INC. AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
|
| 52 Weeks ended, |
| |||||
|
| December 31, 2023 |
|
| January 1, 2023 |
| ||
CASH FLOWS FROM OPERATING ACTIVITIES |
|
|
|
|
|
| ||
Net Loss |
| $ | (887,368 | ) |
| $ | (562,285 | ) |
Adjustments to reconcile net loss income to net cash provided by (used in) operating activities- |
|
|
|
|
|
|
|
|
Depreciation and amortization |
|
| 598,540 |
|
|
| 449,038 |
|
Amortization of debt issuance costs included in interest expense |
|
| 5,400 |
|
|
| 5,400 |
|
Deferred taxes |
|
| (145,000 | ) |
|
| (180,000 | ) |
Loan forgiveness |
|
| - |
|
|
| (13,750 | ) |
Stock-based compensation |
|
| 174,000 |
|
|
| 118,700 |
|
Unrealized (gain) loss on marketable securities |
|
| (80,139 | ) |
|
| 86,422 |
|
Realized gain on sale of marketable securities |
|
| (23,058 | ) |
|
| (47,708 | ) |
Loss on equity method investment |
|
| 346,380 |
|
|
| 194,813 |
|
Gain on sale of property and equipment |
|
| (310,182 | ) |
|
| - |
|
Non-cash operating lease expense |
|
| 12,849 |
|
|
| 13,814 |
|
Property tax liability settlement |
|
| (181,339 | ) |
|
| - |
|
Changes in operating assets and liabilities, net of acquisitions - |
|
|
|
|
|
|
|
|
Receivables |
|
| 48,211 |
|
|
| (4,697 | ) |
Inventory |
|
| (42,982 | ) |
|
| (22,851 | ) |
Prepaid expenses and other current assets |
|
| (9,849 | ) |
|
| (10,211 | ) |
Accounts payable |
|
| 106,642 |
|
|
| 156,632 |
|
Accrued expenses |
|
| 129,108 |
|
|
| 237,569 |
|
Income taxes payable |
|
| - |
|
|
| (209,088 | ) |
Net cash provided by (used in) operating activities |
|
| (258,787 | ) |
|
| 211,798 |
|
|
|
|
|
|
|
|
|
|
CASH FLOWS FROM INVESTING ACTIVITIES |
|
|
|
|
|
|
|
|
Acquisition of net assets of Keegan's Seafood Grille |
|
| - |
|
|
| (1,150,000 | ) |
Acquisition of net assets of Pie In The Sky Coffee and Bakery |
|
| - |
|
|
| (1,159,600 | ) |
Investment in Village Bier Garten |
|
| - |
|
|
| (690,000 | ) |
Investment in Bagger Dave's Burger Tavern, Inc. |
|
| - |
|
|
| (1,259,999 | ) |
Proceeds from sale of property and equipment |
|
| 496,000 |
|
|
| - |
|
Purchase of property and equipment |
|
| (488,388 | ) |
|
| (478,396 | ) |
Investment in related company |
|
| - |
|
|
| (229,000 | ) |
Purchase of marketable securities |
|
| (532,403 | ) |
|
| (25,662,523 | ) |
Proceeds from the sale of marketable securities |
|
| 5,237,835 |
|
|
| 19,629,514 |
|
Other assets |
|
| - |
|
|
| (37,543 | ) |
Net cash provided by (used in) investing activities |
|
| 4,713,044 |
|
|
| (11,037,547 | ) |
CASH FLOWS FROM FINANCING ACTIVITIES |
|
|
|
|
|
|
|
|
Broker margin loan (reduction) |
|
| (675,471 | ) |
|
| 791,370 |
|
Principal payment on long-term debt |
|
| (378,393 | ) |
|
| (168,529 | ) |
Proceeds from exercise of common stock warrants |
|
| - |
|
|
| 74,866 |
|
Purchase of treasury shares |
|
| (250,525 | ) |
|
| (107,012 | ) |
Net cash provided by (used in) financing activities |
|
| (1,304,389 | ) |
|
| 590,695 |
|
|
|
|
|
|
|
|
|
|
CHANGE IN CASH snd CASH EQUIVALENTS |
|
| 3,149,868 |
|
|
| (10,235,054 | ) |
|
|
|
|
|
|
|
|
|
CASH and CASH EQUIVALVENTS, BEGINNING OF PERIOD |
|
| 2,150,578 |
|
|
| 12,385,632 |
|
|
|
|
|
|
|
| - |
|
CASH AND CASH EQUIVALENTS, END OF PERIOD |
| $ | 5,300,446 |
|
| $ | 2,150,578 |
|
SUPPLEMENTAL DISCLOSURES |
|
|
|
|
|
|
|
|
Cash paid for interest |
| $ | 85,923 |
|
| $ | 109,366 |
|
Cash paid for income taxes |
| $ | - |
|
| $ | 209,088 |
|
See Notes to Consolidated Financial Statements
Table of Contents |
NOTE 1 – SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Organization and Reverse Merger Transaction
BT Brands, Inc. (the(“BT Brands,” “we,” “us,” “our” or the “Company”) was incorporated as Hartmax of NY Inc. on January 19, 2016. Effective July 30, 2018, the Companywe acquired 100% of the ownership of BTND, LLC (“BTND”). in exchange for common stock in the Company through a Share Exchange Agreement (“Share(the “Share Exchange”) with BTND, LLC, (“BTND”) and its Members. Following the Share Exchange, BTND became a wholly owned subsidiary of the Company and in. In 2020 BT Brands, Inc. was reincorporated in the State of Wyoming.
Effective withBusiness
As of December 31, 2023, the Share Exchange, all outstanding membership interestsCompany owned and operated twelve restaurants and owned a 39.6%, as of year-end, interest in BTND were exchanged with former membersan operator of BTND,six restaurants. During 2023 we collectively owned and operated eight Burger Time restaurants in the North Central region of the United States, and a Dairy Queen fast-food franchised location in suburban Minneapolis, Minnesota (“BTND”). We closed stores in West St. Paul in 2022 and in Richmond, Indiana, in 2018. The West St. Paul location was sold in February of 2023 for a gain of approximately $313,000. The Richmond location is currently offered for sale. In February, 2024, we closed a leased location in Sioux Falls, South Dakota. The net book value of the closed location was approximately $69,000. We own Keegan’s Seafood Grille (“Keegan’s”), a dine-in restaurant located in Florida, Pie In The Sky Coffee and Bakery (“PIE”), a casual dining coffee shop bakery located in Woods Hole, Massachusetts, and the Village Bier Garten (“VBG”), a German-themed restaurant in Cocoa, Florida. Our Burger Time restaurants feature a variety of burgers and other affordable foods, sides, and soft drinks. Our Dairy Queen restaurant offers a proscribed menu consisting of burgers, chicken, sides, ice cream, other desserts, and various beverages. Keegan’s Seafood Grille has operated in Indian Rocks Beach, Florida, for over thirty-five years, offering a variety of fresh seafood items for lunch and dinner. The menu at Keegan’s includes beer and wine. PIE features an array of fresh baked goods, freshly made sandwiches, and locally roasted coffee. VBG is a full-service restaurant and bar featuring a German-themed menu, specialty imported European beers, and regular entertainment. Our revenues are derived from food and beverages at our restaurants, retail goods such as apparel, private-labeled “Keegan’s Hot Sauce,” and other items that account for an aggregateinsignificant portion of 3,298,000 shares of the Company’s common stock, equal to approximately 85.9% of the total number of shares of common stock outstanding after giving effect to the Share Exchange. BTND was the acquirer for accounting purposes and the transaction was accounted for as a reverse acquisition. Consequently, after the giving effect to the merger, the assets and liabilities and the historical operations that will be reflected in consolidated financial statements are those of BTND at its historical cost basis adjusted for goodwill related to a deferred tax liability assumed byour income.
On June 2, 2022, the Company purchased 11,095,085 common shares at the time of the merger.2022 purchase our ownership represented 41.2% ownership of Bagger Dave’s Burger Tavern, Inc. (“BDVB”). We acquired the shares from its founder for $1,260,000, or approximately $0.114 per share. During 2023, Bagger Dave Following the investment, representatives of BT Brands were appointed to two of the three positions on Bagger Dave’s board of directors. Bagger Dave’s specializes in locally sourced, never-frozen prime rib recipe burgers, all-natural lean turkey burgers, hand-cut fries, locally crafted beers on draft, milkshakes, salads, black bean turkey chili, and pizza. The first Bagger Dave’s opened in January 2008 in Berkley, Michigan. There are six Bagger Dave’s restaurants, including four in Michigan and single units in Ft. Wayne, Indiana, and Centerville, Ohio. Our investment in Bagger Dave’s is accounted for under the “Equity Method.” During the fourth quarter of 2023 BDVB, issued an additional one million shares reducing our ownership to approximately 39.6%.
Revision of Prior Financial Statements
In fiscal 2020, the Company determined that the deferred tax liability related to the difference between the tax basis and book value of the equipment at the time of the Share Exchange was not correctly calculated. As a result, the 2018 accounting for the merger as of December 30, 2018 has been adjusted to reflect an increase of $151,500 in both the estimated deferred tax liability and goodwill arising from the Share Exchange. As a result of the revision of the accounting for the 2018 Share Exchange, the financial statements for the year ended December 29, 2019 also were revised to reflect an additional impairment of $151,500 of the goodwill that was recorded during 2019. The 2019 adjustment is net of a change in income tax benefit of $53,500 which is primarily related to an estimated $43,000 tax benefit available from a tax loss carryforward in 2019. The net effect of the revision to the 2019 financial statements was to increase the net loss by $98,000, decreasing the previously reported loss for the year ended December 29, 2019 to a loss of $466,577 and increasing the accumluated deficit by $98,000 to $2,000,081.
Business
The Company currently operates company-owned fast-food restaurants called Burger Time. The Company also operates one unit in Minnesota as a franchisee of InternationalOur Dairy Queen. The Company operates three Burger Time locations in Minnesota, four in North Dakota, and two in South Dakota. The Company closed a store in Richmond, Indiana during 2018, and the RichmondQueen location is currently listed for sale. The Company owns a restaurant property in St. Louis, Missouri currently held for sale. The Company operated a total of ten restaurants at the end of fiscal 2020 and 2019.
The Company’s Dairy Queen store is operated pursuant to the terms ofunder a franchise agreement with International Dairy Queen. The Company is required toWe pay regular royalty and advertising payments to the franchisor andas the franchise agreement requires. Effective October 17, 2023, we agreed with International Dairy Queen to remain in compliance withsell the business, which has a current book value at December 31, 2023 of approximately $438,500, including remaining franchise agreement intangible asset, to an approved buyer. Under the terms of the franchise agreement.agreement with International Dairy Queen, we will continue to operate the location during the six-month period we plan to sell the business. However, we may retain ownership of the physical assets, including the land and building.
Principles of Consolidation
The accompanying consolidated financial statements include the accounts of BT Brands, Inc., BTND, LLC, and its wholly owned subsidiaries BTND IN,10Water Street, LLC, BTNDMO,1519BT, LLC and BTNDDQ, LLC. Significant intercompany accounts and transactions have beenwere eliminated in consolidation.
Use of Estimates in Preparation of Financial Statements |
The consolidated financial statements are prepared in conformity with accounting principles generally accepted in the United States (GAAP), which requires us to make estimates and assumptions that affect the reported amounts of assets and liabilities at the balance sheet date and the reported amounts of revenues and expenses during the period. Our significant estimates include the valuation of deferred tax assets and liabilities, valuation of long-lived assets in acquisitions, amortization period for intangible assets, valuation of equity-based compensation, and valuation of equity method and fair value investments. Actual results may differ from the estimates used in preparing the consolidated financial statements.
35 |
Table of Contents |
Fiscal Year
The Company’s fiscal year is a 52/53-week year, ending on the Sunday closest to December 31. Most years consist of four 13-week accounting periods comprising the 52-week year. Fiscal 20202023 was a 53-week periodthe 52 weeks ending December 31, 2023, and Fiscal 2022 was the 52 weeks ending January 3, 2021 and Fiscal 2019 was the 52-week period ending on December 29, 2019. All1, 2023; all references to years in this report refer to the fiscal years described above.
Reverse Stock Split
Pursuant to a written consent of a majority of the Company’s shareholders, the Company’s Board of Directors approved a 1-for-2 common shares reverse stock split effective January 25, 2021. All outstanding common shares and per share data presented herein have been retroactively adjusted to reflect the effect of the reverse split.
Fair Value of Financial Instruments
The Company’sOur accounting for fair value measurements of assets and liabilities that are recognized or disclosed at fair value in the statements on a recurring or nonrecurring basis adhereadheres to the Financial Accounting Standards Board (FASB) fair value hierarchy that prioritizes the input to valuation techniques used to measure fair value.
The hierarchy gives the highest priority to unadjusted quoted prices in active markets for identical assets or liabilities (Level 1 measurements) and the lowest priority to measurements involving significant unobservable inputs (Level 3 measurements).
The three levels of fair value hierarchy are as follows:
| · | Level 1 inputs are quoted prices (unadjusted) in active markets for identical assets or liabilities that | |
|
|
| |
| · | Level 2 | |
|
|
| |
| · | Level 3 Inputs are unobservable inputs for the asset or liability. |
|
The level in the fair value hierarchy within which a fair measurement in its entirety falls is based on the lowest level input that is significant to fair value measurement in its entirety.
The carrying values of cash, receivables, accounts payable and other financial working capital items approximate fair value at year endyear-end due to the short maturity nature of these instruments.
The Company believes that the fair valueInvestments
Noncurrent investments include our equity method investment of the$688,806 in BDVB and our $304,000 total investment in notes receivable from a related company on December 29, 2019 approximatedNext Gen Ice, Inc. (NGI). In 2020, the carrying value. In the opinion of the Company, the stated 14% interest rate on the notes approximated the market rate of interest. The Company received equity ownership in NGI as additional consideration for its agreementa loan to modify the termNGI. Upon repayment of the notes in 2020 andnote, $75,000 was attributed by us to the value of the equity received and this amount iswas reflected as additional interest income in 2020. On February 12, 2022, we invested $229,000 in Series A1 8% Cumulative Convertible Preferred Stock of NGI, including a five-year warrant to purchase 34,697 shares at $1.65 per share. See Note 11.
36 |
Table of Contents |
BDVB files quarterly and annual financial reports with OTCMarkets, Inc. The notes receivable were repaid in full in August 2020listing with OTC Markets does not require the information to be audited. Below is summary information filed by Bagger Dave’s for the fiscal years ended December 31, 2023, and no notes were outstanding on January 3, 2021.December 25, 2022.
CashUnaudited summary financial information for Bagger Dave’s -
Balance Sheet Information - |
| December 31, 2023 |
|
| December 25, 2022 |
| ||
Total current assets |
| $ | 1,606,842 |
|
| $ | 1,751,396 |
|
Total noncurrent assets |
|
| 3,158,659 |
|
|
| 4,006,043 |
|
Total assets |
| $ | 4,765,501 |
|
|
| 5,757,439 |
|
|
|
|
|
|
|
|
|
|
Total current liabilities |
| $ | 640,092 |
|
| $ | 739,644 |
|
Total noncurrent liabilities |
|
| 2,030,286 |
|
|
| 2,160,211 |
|
Total liabilities |
|
| 2,670,378 |
|
|
| 2,899,855 |
|
Stockholders’ equity |
|
| 2,095,123 |
|
|
| 2,857,584 |
|
Total liabilities and stockholders’ equity |
| $ | 4,765,501 |
|
| $ | 5,757,439 |
|
For purposes of reporting cash and cash flows, cash is net of outstanding checks and includes, amounts on deposit at banks and deposits in transit.
Statements of Operations information - |
| December 31, 2023 (53 WKS) |
|
| December 25, 2022 (52 WKS) |
| ||
Revenue |
| $ | 7,964,854 |
|
| $ | 7,979,411 |
|
Costs and expenses |
|
| (8,817,315 | ) |
|
| (8,867,037 | ) |
Net loss |
| $ | (852,461 | ) |
| $ | (887,626 |
|
Revenue RecognitionFair Value Measurements
The Company’sfollowing is a summary of the fair value of Level 1 investments. As required, fair values have been determined by reference to quoted market prices in active markets as of the indicated year-end:
|
| December 31, 2023 |
|
| January 1, 2023 |
| ||||||||||
|
| Fair value Carrying Amount |
|
| Level 1 |
|
| Fair value Carrying Amount |
|
| Level 1 |
| ||||
Corporate bond fund |
| $ | 178,500 |
|
| $ | 178,500 |
|
| $ | 316,000 |
|
| $ | 316,000 |
|
Common stocks |
|
| 1,213,560 |
|
|
| 1,213,560 |
|
|
| 713,900 |
|
|
| 713,900 |
|
Total |
| $ | 1,392,060 |
|
| $ | 1,392,060 |
|
| $ | 1,029,900 |
|
| $ | 1,029,900 |
|
Cash and Cash Equivalents
Cash and cash equivalents includes United States Treasury Bills with a maturity at the time of purchase of 3 months or less. Our bank deposits often exceed the amounts insured by the Federal Deposit Insurance Corporation. In addition, we maintain cash deposits in brokerage accounts including money funds in excess of the amounts covered by insurance. We do not believe there is a significant risk related to cash.
Short-Term Investments
Marketable Securities at January 1, 2023, include $5,000,000 face value of a United States Treasury Bills maturing March 16, 2023, purchased for $4,907,378 in August 2022. The amortized cost value approximates fair value.
Broker Margin Loan
The broker margin account loan of $115,899 at December 31, 2023 and $791,372 at January 1, 2023, bear a variable margin interest rate as set by the lending brokerage firm 6.8% and 4.6% on December 31, 2023 and January 1, 2023 respectively. This broker margin loan is reflected as a current liability. The loan is collateralized by Treasury Bills and any other marginable securities held in the margin account and is due on demand under Federal Reserve margin account regulations and the margin account agreement.
37 |
Table of Contents |
Revenue Recognition
Our revenues consist principally of purchases ofselling food products for cash or bank-issued credit and debit card transactions at Company’sour restaurants. The Company followsWe follow Accounting Standards Update (ASU) 2014-09 (ASC 606). Under ASC 606, revenues are recognized when control of promised goods or services is transferred to a customer in an amount that reflects the consideration expected to be receivedconsideration for those goods or services. The Company’sOur sales are recognized at the point of sale and are presentedpurchase, net of discounts and incentives. Sales are also reportedincentives net of applicable sales taxes.
Receivables |
Receivables
Receivables consistsIn these consolidated financial statements, receivables consist of rebates due from a primary vendor.
Inventory
Inventory consists of food, beverages, supplies, and suppliesmerchandise for resale and is stated at a lower of cost (first-in, first-out method) or net realizable value.
Property and Equipment
Property and equipment are stated at cost. Depreciation is computed using the straight-line method over the estimated useful lives which range from three to thirty years.or the term of the lease for leasehold improvements if less than its useful life:
The Company reviewsWe review long-lived assets to determine if thetheir carrying value of these assets may not be recoverable based on estimated cash flows. Assets are reviewed at the lowest level, for which cash flows can be identified which is at the restaurant level. In determining future cash flows, significant estimates are made by the Company with respect tofor each restaurant's future operating results of each restaurant over its remaining life. If such assets are consideredconcluded to be impaired, the impairment to be recognized is measured by the amount by which the carrying value of the assets exceeds the carrying value of the assets.
Estimated Useful life In years | ||
Equipment | 3-7 | |
Leasehold Improvements | 5-10 | |
Building | 15-25 |
Impairment and Disposal of Long-Lived Assets
Assets HeldLand, building and equipment, operating right of use assets and certain other assets, including definite-lived intangible assets, are reviewed regularly for Saleimpairment and whenever events or circumstances indicate that the carrying amount of an asset may not be recoverable. Recoverability is measured by comparing the carrying amount of the assets to the future undiscounted net cash flow expected to be generated, and it is determined at the restaurant level. If an asset is determined to be impaired, the recognized impairment is measured by the amount by which the carrying amount of the asset exceeds the fair value.
From time-to-time the CompanyWe may sell an existing operating unit or may close an operating unit and listseek to liquidate the property for sale. Aproperty. In the first quarter of 2023 we completed the abandonment of a property in the St. Louis area is currently listed for salein lieu of approximately $180,000 of property taxes. and our results of operations include a gain of approximately $80,000 reflecting the reversal of the accrued property taxes and the land and building were fully reserved forremaining $100,000 is included in the 2020 fourth quarter impairment charge. Certain signage equipment originally purchased for the location was relocated for use at other company locations. The write-down of theincome. We closed stores in West St. Louis property resultedPaul in an additional impairment charge of $90,493 during the fourth quarter of 2020. Also, in September 2018 the Company closed an operating Burger Time unit2022 and in Richmond, Indiana, andin 2018. The West St. Paul location sale was completed in February of 2023 for a gain of $313,000 reflected in our 2023 statement of operations. The Richmond location is currently offered for sale. We believe the Richmond property is listed for sale. In the second quarter of 2020, it was concluded to record an additional charge of $100,000 for impairment of the value of the Richmond location which the Company believes the property will be sold at or above its current carrying cost of assets held for sale.value.
Leases
Three of our restaurant locations are subject to leases. We evaluate leases at commencement to determine their operating or finance lease classification. As required by FASB ASC Topic 842, we recognize operating and finance lease liabilities based on the present value of minimum future lease payment over the expected lease term and recognize a corresponding right-of-use asset. We recognize lease expense related to operating leases on a straight-line basis. At lease inception, we determine the likelihood of exercising any future lease option periods. Where we are reasonably certain to exercise our renewal option, we include that option period in calculating the present value of future lease payments. See Note 4 for additional information.
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Goodwill, Other Intangible Assets and Other Assets
Goodwill is not amortized, but instead, Goodwill is tested for impairment at least annually. The cost of other intangible assets is amortized over the expected useful life.
Other assets include the allocated fair value of the acquired Dairy Queen franchise agreement related to our location in Ham Lake, Minnesota, and amortized over an estimated useful life of 14 years. Amortization for each of the next five years is estimated to be $2,000 per year. Accumulated amortization was approximately $11,000 and $9,000 at the end of 2023 and 2022, respectively.
Advertising and Marketing Costs
The Company expensesWe expense advertising and marketing costs as incurred. Advertising expenseexpenses for fiscal 20202023 and 20192022 totaled $29,924$81,594 and $49,618,$76,701, respectively.
Income Taxes
The Company providesWe provide for income taxes under ASC 740, Accounting for Income Taxes, using an asset and liability approach in accounting for income taxes. Deferred tax assets and liabilities are recorded based on the differences between the financial statement and tax bases of assets and liabilities and the tax rates in effect when these differences are expected to reverse. ASC 740 requires the net of deferred tax assets and deferred tax liability to be presented as a single amount on the balance sheet.
Per Common Share Amounts
Net income per common share is computed as required by section 260-10-45 of the FASB Accounting Standards Codification. Basic net income or (loss) per share is computed by dividing net income or loss by the weighted average number of shares of common stock outstanding during the period. Diluted net income per share is computed by dividing net income by the weighted average number of shares of common stock and potentially outstanding shares of common stock during each period. Common stock equivalents are excluded from diluted net income (loss) computation per share because their effect is anti-dilutive. As a result, no common stock equivalents were dilutive as of the years ending in 2023 and 2022. There are currently 2,746,838 five-year warrants exercisable at $5.50 per share outstanding. These warrants were issued as a part of our November 12, 2021, initial public offering. At the end of fiscal 2023 and 2022, all outstanding warrants were exercisable at prices above the underlying stock’s market price and, therefore, were not dilutive.
Restaurant Pre-opening expenses
Restaurant pre-opening and other development expenses are non-capital expenditures and are expensed as incurred as part of other operating expenses. Restaurant pre-opening expenses may include the costs of hiring and training the initial hourly workforce for each new restaurant, travel, the cost of food and supplies used in training, grand opening promotional expenses, the cost of the initial stocking of operating supplies, and other direct costs related to the opening of a restaurant, including rent during the construction and in-restaurant training period.
Use of Estimates
The preparation of consolidated financial statements in conformity with accounting principles accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the consolidated financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates, and the differences could be significant.
Stock-Based Compensation
In our consolidated financial statements, we recognize stock-based compensation as an expense. Equity classified awards are measured at the grant date fair value of the award. We estimated the grant date fair value using the Black-Scholes option-pricing model. We recognize a compensation expense, net of estimated forfeitures, on a straight-line basis over the employee service periods for awards granted.
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Segment Reporting
We follow the guidance of FASB Accounting Standards for reporting and disclosure on operating segments, which require segment disclosures about products and services, geographic areas, and significant customers. We have determined that we did not have separately reportable operating segments.
NOTE 2 – PROPERTY AND EQUIPMENT
Property and equipment consisted of the following at the end of the respective fiscal year:
|
| December 31, 2023 |
|
| January 1, 2023 |
| ||
Land |
| $ | 435,239 |
|
| $ | 485,239 |
|
Equipment |
|
| 3,994,685 |
|
|
| 3,893,274 |
|
Buildings and leasehold improvements |
|
| 2,463,626 |
|
|
| 2,402,157 |
|
|
|
|
|
|
|
|
|
|
Total property and equipment |
|
| 6,893,550 |
|
|
| 6,780,670 |
|
Accumulated depreciation |
|
| (3,387,786 | ) |
|
| (3,039,500 | ) |
Less - property held for sale |
|
| (258,751 | ) |
|
| (446,526 | ) |
Net property and equipment |
| $ | 3,247,013 |
|
| $ | 3,294,644 |
|
Depreciation expenses for 2023 and 2022 were $539,675 and $412,016, respectively.
NOTE 3 – INTANGIBLE ASSETS
At year end 2023 and 2022 based on the value of acquired assets, intangible assets comprise the following:
December 31, 2023- |
| Estimated Useful Life (Years) |
|
| Original Cost |
|
| Accumulated Amortization |
|
| Net Carrying Value |
| ||||
Covenants not to compete |
|
| 3 |
|
| $ | 98,000 |
|
| $ | (51,028 | ) |
| $ | 46,972 |
|
Tradenames |
|
| 15 |
|
|
| 393,000 |
|
|
| (44,859 | ) |
|
| 348,141 |
|
|
|
|
|
|
| $ | 491,000 |
|
| $ | (95,887 | ) |
| $ | 395,113 |
|
January 1, 2023- |
| Estimated Useful Life (Years) |
|
| Original Cost |
|
| Accumulated Amortization |
|
| Net Carrying Value |
| ||||
Covenants not to compete |
|
| 3 |
|
| $ | 98,000 |
|
| $ | (18,361 | ) |
| $ | 79,639 |
|
Tradenames |
|
| 15 |
|
|
| 393,000 |
|
|
| (18,661 | ) |
|
| 374,339 |
|
|
|
|
|
|
| $ | 491,000 |
|
| $ | (37,022 | ) |
| $ | 453,978 |
|
Tradename assets are being amortized over 15 years. Total amortization expense for 2023 and 2022 was $58,865 and $37,022, respectively. The total amortization of intangible assets including the covenants not to compete will approximate $58,900 in 2024, $40,500 in 2025 and $26,200 per year through 2036 and approximately $7,500 in 2037.
NOTE 4 – LEASES
With Keegan’s acquisition, we entered into a lease for approximately 2,800 square feet of restaurant space. The 131-month Keegan’s lease provides for an initial rent of $5,000 per month with an annual escalation equal to the greater of 3% or the Consumer Price Index. Variable lease costs consist primarily of property taxes, insurance, certain utility expenses, and sales tax. The lease is being accounted for as an operating lease. At the inception of the lease, we recorded an operating lease obligation and a right-of-use asset of $624,000. The present value discounted at 3.75% of the remaining lease obligation of $547,687 at December 31, 2023 $588,363 at the end of fiscal 2022 are reflected as a liabilities in the accompanying financial statements.
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When we acquired the PIE assets, we entered into a lease for approximately 3,500 square feet of restaurant and bakery production space. Variable lease costs consist primarily of property taxes, insurance, certain utility expenses, and sales tax. The terms of the 60-month lease provide for an initial rent of $10,000 per month with an annual escalation of 3% after 24 months. The PIE lease includes three five-year renewal option periods at our option. The PIE lease is accounted for as an operating lease. At the inception of the lease, we concluded it was reasonably certain the initial five-year option would be exercised and recorded as an operating lease obligation and a right-of-use asset of approximately $1,055,000. The present value discounted at 5% of the remaining lease obligation of $923,885 at December 31, 2023 and $995,206 at the end of fiscal 2022 are reflected as a liabilities in the accompanying financial statements.
With the acquisition of VBG assets, we entered a five-year lease with the seller for approximately 3,000 square feet of restaurant space and access to an additional 3,000 square feet of shared entertainment seating area. The terms of the triple-net 60-month lease provide for an initial rent of $8,200 per month with an annual escalation of 3%. The VBG lease includes three five-year renewal periods at our option. Variable lease costs consist primarily of property taxes, insurance, certain utility expenses, and sales tax. The VBG lease is accounted for as an operating lease. At the inception of the lease, we recorded an operating lease obligation and a right-of-use asset of $470,000. The present value discounted at 4.5% of the remaining lease obligation of $344,376 as of December 31, 2023 and $352,100 at the end of fiscal 2022 are reflected as a liabilities in the accompanying financial statements.
The following is a schedule of the approximate minimum future lease payments on the operating leases as of December 31, 2023, including amounts assuming we exercise the option to extend leases where we believe that exercise of the option is likely.
|
| Total |
| |
2024 |
| $ | 289,076 |
|
2025 |
|
| 297,909 |
|
2026 |
|
| 306,038 |
|
2027 |
|
| 258,184 |
|
2028 |
|
| 208,895 |
|
Thereafter |
|
| 828,390 |
|
Total future minimum lease payments |
|
| 2,188,492 |
|
Less - interest |
|
| (372,544 | ) |
Present value of lease obligations |
| $ | 1,815,948 |
|
The weighted average remaining lease term is approximately 5.3 years, and the weighted average discount rate is approximately 4.32%. We cannot determine the interest rate implicit in our leases. Therefore, the discount rate represents our estimated incremental interest rate to borrow an amount approximating the aggregate lease payments collateralized by the property at the commencement of the lease.
The total operating lease expense for 2023 and 2022 was $298,567 and $239,092, respectively. Cash paid for leases was $282,000 in 2023 and $207,000 in 2022, and variable expenses for leased properties were $16,500 in 2023 and $17,000 in 2022.
We pay $550 per month under an annual rental agreement, for corporate and administrative office spaces in West Fargo, North Dakota, and $1,350 per month in Minnetonka, Minnesota, for a combined monthly rent of approximately $1,900.
NOTE 5 – INCOME TAXES
Principally, due to bonus tax depreciation, which allows for the depreciation of assets acquired in a business acquisition, the 2023 and 2022 losses for tax purposes resulted an estimated net operating loss carryforward of approximately $1.7 million in 2022 and a total of $2.0 million at December 31, 2023. We believe will be fully realized in future periods. Combined with other timing differences, there is a net deferred tax asset of $206,000 and $61,000 for fiscal 2023 and 2022 respectively.
Deferred tax assets are recognized for temporary deductible temporary differences, and operating loss and tax credit carryforwards and deferred tax liabilities are recognized for temporary taxable temporary differences. Temporary differences are the differences between the reported amounts of assets and liabilities and their tax basis. Deferred tax assets are reduced by a valuation allowance when, in the opinion of management, it is more likely than not that some portion or all of the deferred tax assets will not be realized. Deferred tax assets and liabilities are adjusted for the effects of changes in tax laws and rates on the date of enactment.
As of December 29, 2019, the Company had a federal net operating loss carryforward (the “NOL”) of approximately $159,000, which will be fully utilized in the current year’s tax returns reducing 2020 consolidated taxable income by that amount. If not used currently, the NOL expires within twenty years of origination in 2038.
The CompanyWe continually reviewsreview the realizability of its deferred tax assets, including an analysis ofanalyzing factors such as future taxable income, reversal of existing taxable temporary differences, and tax planning strategies. The CompanyWe assessed whether a valuation allowance should be recorded against its deferred tax assets based on consideration of all available evidence using a "more“more likely than not"not” standard. In assessing the need for a valuation allowance, the companyWe considered both positive and negative evidence related to the likelihood of the realization of deferred tax assets. In making such an assessment, more weight was given to evidence that could be objectively verified, including recent cumulative losses. Future sources of taxable income were also considered inwhen determining the amount of the recorded valuation allowance.
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Deferred tax assets and liabilities are adjusted for the effects of changes in tax laws and rates on the date of enactment. The tax effect of the temporary differences and carryforwards are as follows for the respective fiscal years:
|
| 2020 |
|
| 2019 |
| ||
Net operating loss carry forward |
| $ | - |
|
| $ | 43,000 |
|
Property and equipment |
|
| (183,000 | ) |
|
| (167,000 | ) |
Future tax benefit of impairment allowance |
|
| 78,000 |
|
|
| 26,000 |
|
Paycheck Protection Program loan forgiveness |
|
| (13,000 | ) |
|
|
|
|
Total deferred tax liability |
| $ | (118,000 | ) |
| $ | (98,000 | ) |
|
| 2023 |
|
| 2022 |
| ||
Property and equipment tax depreciation difference |
| $ | (349,000 | ) |
| $ | (445,000 | ) |
Stock-based compensation |
|
| 78,000 |
|
|
| 34,000 |
|
Goodwill deducted for tax purposes. |
|
| (17,000 | ) |
|
| (9,000 | ) |
Unrealized loss on short-term investments |
|
| 2,000 |
|
| 19,000 |
| |
Reserve for property tax |
|
| - |
|
|
| 23,000 |
|
Accrued compensation |
|
| 22,000 |
|
|
| 12,000 |
|
Future tax benefit of impairment allowance |
|
| 49,000 |
|
|
| 78,000 |
|
Net operating loss carryforward |
|
| 421,000 |
|
|
| 349,000 |
|
Net deferred tax benefit |
| $ | 206,000 |
|
| $ | 61,000 |
|
The following table summarizes the components of the provision for income taxes:
|
| 2020 |
|
| 2019 |
| ||
Current income tax expense |
| $ | 110,000 |
|
| $ | - |
|
Deferred income taxes (benefit) |
|
| 20,000 |
|
|
| (102,000 | ) |
Total income tax expense (benefit) |
| $ | 130,000 |
|
| $ | (102,000 | ) |
|
| 2023 |
|
| 2022 |
| ||
Current income tax expense (benefit) |
| $ | — |
|
| $ | — |
|
Deferred income taxes (benefit) |
|
| (145,000 | ) |
|
| (180,000 | ) |
Total income tax expense (benefit) |
| $ | (145,000 | ) |
| $ | (180,000 | ) |
Total income tax expense for the years ended December 31, 2023, and January 3, 2021 and December 29, 20191, 2023, differed from the amounts computed by applying the U.S. Federal statutory tax rate of 21% to pre-tax income as follows:
|
| 2020 |
|
| 2019 |
| ||
Total expense (benefit) computed by applying statutory federal rate |
| $ | 193,600 |
|
| $ | (119,500 | ) |
State income tax (benefit), net of federal tax benefit |
|
| 47,400 |
|
|
| (36,000 | ) |
Paycheck Protection Program loan forgiveness |
|
| (111,000 | ) |
|
| - |
|
Other permanent differences |
|
| - |
|
|
| 53,500 |
|
Provision for income taxes (benefit) |
| $ | 130,000 |
|
| $ | (102,500 | ) |
|
| 2023 |
|
| 2022 |
| ||
Total expense (benefit) computed by applying the statutory federal rate |
| $ | (216,000 | ) |
| $ | (160,000 | ) |
State income tax (benefit), net of federal tax benefit |
|
| (36,000 | ) |
|
| (35,000 | ) |
Equity in loss of unconsolidated subsidiary |
|
| 85,000 |
|
|
| 40,000 |
|
Other |
|
| 22,000 |
|
|
| (25,000 | ) |
Income taxes benefit |
| $ | (145,000 | ) |
| $ | (180,000 | ) |
Accounting Standards requiresrequire that deferred tax assets and liabilities, along with any related valuation allowance, be classified as a noncurrent item on the balance sheet.
The Company had no accrued interest or penalties relating to any income tax obligations. The Companyobligations and currently has no federal or state examinations in progress, nor has it had any federal or state tax examinations since its inception. The last three years of the Company’s tax years are subject to federal and state tax examination.examinations. With few exceptions, the Company is no longer subject to U.S. Federal and state income tax examinations by tax authorities for years before 2017.
Per Common Share Amounts
Net income (loss) per common share is computed pursuant to section 260-10-45 of the FASB Accounting Standards Codification. Basic net income or (loss) per share is computed by dividing net income or loss by the weighted average number of shares of common stock outstanding during the period. Diluted net income per share is computed by dividing net income by the weighted average number of shares of common stock and potentially outstanding shares of common stock during each period. Common stock equivalents are excluded from the computation of diluted net income (loss) per share because their effect is anti-dilutive. There were no potentially dilutive shares outstanding as of the years ending in 2020 and 2019, as both the $4.00 per share strike price of the 102,503 warrants and the $3.30 exercise price for the 16,401 Placement Agent warrants outstanding on January 3, 2021 and December 29, 2019 were exercisable at prices above the estimated fair market price of the underlying stock.
Other Assets
Other assets include the allocated fair value of the acquired Dairy Queen franchise agreement related to the Company’s location in Ham Lake, Minnesota, and is being amortized over an estimated useful life of 14 years. Amortization for each of the next five years is estimated to be approximately $2,000 per year. Accumulated amortization was approximately $9,000 and $7,000 at the end of 2020 and 2019, respectively.
Restaurant Pre-opening expenses
Restaurant pre-opening and other development expenses are non-capital expenditures and are expensed as incurred as part of other operating expenses. Restaurant pre-opening expenses may include the costs of hiring and training the initial hourly work force for each new restaurant, travel, the cost of food and supplies used in training, grand opening promotional costs, the cost of the initial stocking of operating supplies and other direct costs related to the opening of a restaurant, including rent during the construction and in-restaurant training period.
Use of Estimates
The preparation of consolidated financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the consolidated financial statements and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from those estimates, and the differences could be significant.
Segment Reporting
The Company follows the guidance of FASB Accounting Standards for reporting and disclosure on operating segments requiring segment disclosures about products and services, geographic areas, and major customers. The Company has determined that it did not have any separately reportable operating segments.
Paycheck Protection Program and Liquidity and Capital Resources
For the 53 weeks ended January 3, 2021, the Company earned an after-tax profit of $791,922. On January 3, 2021, the Company had $1,321,244 in cash and working capital of $371,693, an increase of $789,688 from the year-end deficit of $471,995.
COVID-19 has had, and likely will to continue to have a significant adverse impact on the United States economy. It is difficult to predict either the ultimate impact of the COVID-19 pandemic or the impact of governmental responses on the United States economy in general, and specifically the impact on the quick service drive-through segment of the food service industry and on Company’s operating results and financial condition as the situation is evolving.
In May 2020 the Company received pandemic-related loans totaling $487,900, of that amount, $460,400 was borrowed under the Small Business Administration’s Paycheck Protection Program (“PPP”). The Company has elected to account for the proceeds of the loan as a government grant under International Accounting Standard 20 (“IAS 20”), Accounting for Government Grants and Disclosure of Government Assistance. Under IAS 20, the loan is initially recorded as deferred income on the balance sheet and forgiveness income is recognized on a systematic basis over the periods in which the qualifying expenses are incurred when the Company determines that the forgiveness is reasonably assured. Under the terms of the program, the Company applied for forgiveness of the loans in 2020, anticipating its application qualified the loans for forgiveness. Following application by the Company, the loans were forgiven in full in 2021. As a result of forgiveness of the PPP advances, the loan forgiveness is reflected as “Other Income” in 2020. Also, in May 2020, the Company borrowed $27,500 at no interest under the Minnesota Small Business Emergency Loan Program, and in addition, two of the Company’s mortgage lenders suspended and deferred current payments for a period of three months during the first half of 2020. A total of $93,602 in payments were deferred under these programs. The Company expects to have sufficient cash assets to meet its obligations for more than a year from the issuance of these consolidated financial statements.2019.
NOTE 2 – PROPERTY AND EQUIPMENT
Property and equipment consisted of the following at end of the respective fiscal years:
|
| 1/3/2021 |
|
| 12/29/2019 |
| ||
Land |
| $ | 485,239 |
|
| $ | 555,885 |
|
Equipment |
|
| 2,497,576 |
|
|
| 2,390,545 |
|
Buildings |
|
| 1,306,896 |
|
|
| 1,363,642 |
|
|
|
|
|
|
|
|
|
|
Total property and equipment |
|
| 4,289,711 |
|
|
| 4,310,072 |
|
Accumulated depreciation |
|
| (2,398,503 | ) |
|
| (2,210,816 | ) |
Less - property held for sale |
|
| (258,751 | ) |
|
| (449,244 | ) |
Net property and equipment |
| $ | 1,632,457 |
|
| $ | 1,650,012 |
|
Depreciation expense for the fiscal years 2020 and 2019 was $187,687 and $211,087, respectively.
NOTE 36 – ACCRUED EXPENSES
Accrued expenses consisted of the following at the end of the respective reporting periods:
|
| 1/3/2021 |
|
| 12/29/2019 |
| ||||||||||
December 31, 2023 | December 31, 2023 |
| January 1, 2023 |
| ||||||||||||
Accrued real estate taxes |
| $ | 106,935 |
| $ | 66,959 |
|
| $ | 49,357 |
| $ | 202,436 |
| ||
Accrued bonus compensation |
| 162,000 |
| - |
| |||||||||||
Accrued bonus compensation and consulting fees |
| 119,139 |
| 59,139 |
| |||||||||||
Accrued payroll |
| 56,139 |
| 69,572 |
|
| 149,587 |
| 143,481 |
| ||||||
Accrued payroll taxes |
| 8,519 |
| 7,058 |
|
| 11,343 |
| 12,764 |
| ||||||
Accrued sales taxes payable |
| 66,632 |
| 35,380 |
|
| 81,683 |
| 70,270 |
| ||||||
Accrued vacation pay |
| 19,657 |
| 23,204 |
|
| 17,663 |
| 17,663 |
| ||||||
Accrued gift card liability |
| 26,844 |
| 25,965 |
| |||||||||||
Other accrued expenses |
|
| 852 |
|
|
| 4,227 |
|
|
| 24,673 |
|
|
| 802 |
|
|
|
|
|
|
|
|
|
|
|
| ||||||
|
| $ | 420,734 |
|
| $ | 206,400 |
|
| $ | 480,289 |
|
| $ | 532,520 |
|
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Table of Contents |
NOTE 47 – STOCKHOLDERS’SHAREHOLDERS’ EQUITY
During 2018,On November 12, 2021, the Company completed a public offering of Units consisting of one share of common stock and one five-year stock purchase warrant to purchase one common share at $5.50. The Company has the right to redeem the warrants under certain conditions. We issued 3,298,0002,400,000 common shares in exchangethe offering and 2,760,000 stock purchase warrants, which included 360,000 warrants to purchase an aggregate of 360,000 shares of common stock purchase pursuant to a partial exercise of the over-allotment option granted to underwriters for $.01 per warrant, totaling $3,600. The estimated fair value of the member interestswarrants at the date of BTND, LLC, 410,000issuance, net of the exercise proceeds, was $360,000, and this amount is reflected as an additional cost of the offering. After deducting all fees and expenses, net proceeds from the offering were $10,696,575. In 2018, We issued 3,708,000 common shares to Maxim Partners and others as part of the Share Exchange, and 130,000 common shares to consultants associated with the offering.Exchange. Upon closing of a related private offering, 205,002 additional common shares and 102,501102,503 common stock warrants to purchase shares at $4.00 through July 31, 2023, were issued to investors in consideration for a net amount of approximately $492,266, all of these$492,266. During 2022, 13,612 public warrants were exercised for $74,866. The remaining warrants were outstanding as of the end of the year. UponIn addition, upon closing of the private offering, the placement agent was issued an aggregate of 16,401 five-year stock purchase warrants to purchase shares at $3.30 per share, which are also outstanding at year-end. At December 31, 2023 and January 1, 2022, respectively, there were 215,000 and 65,000 common shares held as treasury shares for potential future issuance.
NOTE 8 – STOCK-BASED COMPENSATION
In 2019, we adopted the BT Brands, Inc. 2019 Incentive Plan (the "Plan") 2019 Plan, under which the Company may grant stock options, stock appreciation rights, restricted stock, restricted stock units, performance shares, performance stock units, and other stock and cash awards to eligible participants.
In December 2022, the stockholders authorized the increase of shares available for grant under the 2019 Plan from 250,000 to 1,000,000 shares. As of January 1, 2023, there were 779,750 shares available for a grant under the 2019 Plan.
During 2021, we issued options to purchase 15,000 shares of common stock under the 2019 Plan as stock awards to three Company directors in connection with their joining the board of directors. The estimatedoptions are exercisable at $5 per share through 2031. In 2022, we granted 216,000 options, including 175,000 options to company officers and 41,000 options to employees and a consultant to purchase shares at $2.58 per share.
In 2023 we granted a consultant warrants to purchase 100,000 shares at $2.50 per share for seven years with the option vesting warrants vesting monthly over five years so long as the consultant continues in this capacity. Assuming the consulting agreement continues to full term, we project that approximately $144,000 in stock based compensation will recognized at the rate of $32,000 per year in each of the four years and $16,000 in 2028.
As outlined in each agreement, stock options granted to employees and directors vest over four years in annual installments. Options expire ten years from the date of the grant. Compensation expense equal to the fair value of the warrantsoptions at the issuancegrant date is recognized in general and administrative fee over the applicable service period. Compensation expense for 2023 was $174,000 in 2023 and $118,700 in 2022. Based on current estimates, we project that approximately $15,421 and this amount was reflected as an additional cost of$120,000 in stock-based compensation expense will be recognized over the offering.next three years including approximately $57,000 in 2024, $57,000 in 2025, $6,000 in 2026.
In October 2019,On February 27, 2023, the board of directors ofCompensation Committee approved an “Incentive Shares” proposal wherein, so long as the Company and the holders of a majority of theCompany’s publicly traded warrants are outstanding, shares of common stock adopted the 2019 Incentive Plan. Under the 2019 Incentive Plan, the Company reserved up to 500,000 shares of common stock for issuance to officers, directors, employees and consultants. On October 11, 2019, the Company issued an aggregate of 4,500senior management will be granted 250,000 shares of common stock as stock awards to 30 employeesan award upon our share price reaching $8.50 per share for twenty consecutive trading days. The total estimated expense of the Company.award was determined using a lattice model with assumptions similar to the stock option calculation. The total estimated expense of this award was determined to be $265,000. For 2023, Stock based compensation included $105,000 of expense for the award. We project approximately $160,000 of stock-based compensation will be recognized over the next two years including approximately $126,000 in 2024 and $36,000 in 2025.
In April 2019,We utilize the Company’s Certificate of Incorporation was amended to increaseBlack-Scholes option pricing model when determining the number of authorized preferred shares to 2,000,000 andcompensation cost associated with stock options issued using the number authorized common shares to 50,000,000.following significant assumptions:
· | Stock price – Published trading market values of our common stock as of the grant date; | |
· | Exercise price – The stated exercise price of the stock option; | |
· | Expected life – The simplified method; | |
· | Expected dividend – The rate of | |
· | Volatility – Estimated volatility; | |
· | Risk-free interest rate – The daily US Treasury yield corresponding to the expected life of the award. |
43 |
Table of Contents |
Information regarding our stock options is summarized below:
|
| Number of |
|
| Weighted Average |
|
| Weighted Average Remaining Term |
|
| Aggregate Intrinsic |
| ||||
|
| Options |
|
| Exercise Price |
|
| (In Years) |
|
| Value |
| ||||
Options outstandingat January 2, 2022 |
|
| 15,000 |
|
| $ | 5.00 |
|
|
| 8.3 |
|
|
| 0 |
|
Granted |
|
| 216,000 |
|
|
| 2.58 |
|
|
| 9.3 |
|
| $ | 0 |
|
Exercised |
|
| 0 |
|
|
| 0 |
|
|
| 0 |
|
|
|
|
|
Canceled, forfeited, or expired |
|
| (10,750 | ) |
|
| 2.58 |
|
|
| 0 |
|
|
|
|
|
Options outstanding at January 1, 2023 |
|
| 220,250 |
|
| $ | 2.74 |
|
|
| 9.0 |
|
| $ | 0 |
|
Options exercisable at January 1, 2023 |
|
| 56,250 |
|
|
| 3.23 |
|
|
| 9.0 |
|
|
|
|
|
Options outstanding on January 1, 2023 |
|
| 220,250 |
|
| $ | 2.74 |
|
|
| 9.0 |
|
|
| 0 |
|
Granted |
|
| 100,000 |
|
|
| 2.50 |
|
|
| 6.2 |
|
|
| 0 |
|
Exercised |
|
| 0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
Canceled, forfeited, or expired |
|
| (1,000 | ) |
|
| 2.58 |
|
|
|
|
|
|
|
|
|
Options outstanding at December 31, 2023 |
|
| 319,250 |
|
| $ | 2.62 |
|
|
| 7.6 |
|
| $ | 0 |
|
Options exercisable at December 31, 2023 |
|
| 106,702 |
|
| $ | 2.85 |
|
|
| 8.3 |
|
| $ | 0 |
|
The Black-Scholes option-pricing model was used to estimate the fair value of the stock options with the following weighted-average assumptions for grants during the year ended January 1, 2023 there were no options granted during the year ended December 31, 2023:
|
| Fiscal 2023 |
|
| Fiscal 2022 |
| ||
The fair value of options and warrants granted during the period |
| $ | 1.60 |
|
| $ | 1.39 |
|
Expected life (in years) |
|
| 6.0 |
|
|
| 4.83 |
|
Expected dividend |
|
| — |
|
|
| — |
|
Expected stock volatility |
|
| 63 | % |
|
| 63 | % |
Risk-free interest rate |
|
| 3.75 | % |
|
| 2 | % |
NOTE 59 – LONG-TERM DEBT
As a result of the many uncertainties surrounding the economy during the COVID-19 response, two of the Company’s mortgage lenders suspended and deferred current payments for a period of three months during the first half of 2020. A total of $93,602 in payments were deferred under these programs. The loans will continue to accrue interest at the stated rate, which is included in the principal. The aggregate deferrals are due as balloon payments at the end of the stated terms of the notes.
The Company had the following long- term debt obligations as of:
|
| 1/3/2021 |
|
| 12/29/2019 |
| ||
|
|
|
|
|
|
| ||
|
|
|
|
|
|
| ||
Note payable to bank dated October 30, 2015 due in monthly installments of $6,916 through October 30, 2030, which includes principal and interest at a fixed rate of 4.75%. This note is secured by two of the Company's Minnesota locations and the personal guaranty of a shareholder of the Company. |
| $ | 670,334 |
|
| $ | 699,311 |
|
|
|
|
|
|
|
|
|
|
Note payable to bank dated November 16, 2015 due in monthly installments of $14,846, which includes principal and interest at fixed rate of 4.75% through November 16, 2030. This note is secured by four of the Company's North Dakota locations and the personal guaranty of a shareholder of the Company. |
|
| 1,447,439 |
|
|
| 1,509,435 |
|
|
|
|
|
|
|
|
|
|
Note payable to bank dated October 10, 2015 due in monthly installments of $4,153 through March 11, 2030, which includes principal and interest at fixed rate of 4.75%. This note is secured by the Company's Dairy Queen location and the personal guaranty of a shareholder of the Company. |
|
| 397,655 |
|
|
| 414,562 |
|
|
|
|
|
|
|
|
|
|
Note payable to bank dated March 11, 2016 due in monthly installments of $3,692 through March 11, 2031 which includes principal and interest at a fixed rate of 4.75%. This note is secured by one of the Company's South Dakota locations and the personal guaranty of a shareholder of the Company. |
|
| 369,222 |
|
|
| 384,208 |
|
|
|
|
|
|
|
|
|
|
Notes payable to bank dated November 10, 2016 payable in monthly installments of $1,331 which includes principal and interest at 4%, the interest rate is subject to adjustment based on 5-year Treasury Note rate 2021 and cannot be be less than 4%. This note is secured by property held for sale in Richmond Indiana and the personal guaranty of a shareholder of the Company. |
|
| 141,125 |
|
|
| 151,234 |
|
|
|
|
|
|
|
|
|
|
Unsecured 8% notes payable to an entity controlled by shareholders of the Company dated December 26, 2017 originally due on demand after June 1, 2020. The Note was paid in-full in August, 2020. |
|
| - |
|
|
| 207,264 |
|
|
|
|
|
|
|
|
|
|
Note payable to bank dated December 28, 2018 due in monthly installments of $1,644 through December 31, 2023 which includes principal and interest at a fixed rate of 5.50%. This note is secured by the West St. Paul location and the personal guaranty of a shareholder of the Company. |
|
| 185,219 |
|
|
| 192,068 |
|
|
|
|
|
|
|
|
|
|
Minnesota Small Business Emergency Loan dated April, 29, 2020 payable in monthly installments of $458.33 beginning December 15, 2020 which includes principal and interest at 0%. This note is secured by the personal guaranty of a shareholder of the Company. |
|
| 27,500 |
|
|
| - |
|
|
|
| 3,238,494 |
|
|
| 3,558,082 |
|
Less - unamortized debt issuance costs |
|
| (54,205 | ) |
|
| (59,381 | ) |
Current maturities |
|
| (245,306 | ) |
|
| (277,666 | ) |
Total |
| $ | 2,938,983 |
|
| $ | 3,221,035 |
|
We had the following long-term debt obligations: |
| December 31, 2023 |
|
| January 1, 2023 |
| ||
Three notes payable to a bank dated June 28, 2021 due in monthly installments totaling $22,213, including principal and interest at a fixed rate of 3.45% through June 28, 2031. Beginning in July 2031, the interest rate will equal the greater of the "prime rate" plus .75%, or 3.45%. These notes mature on June 28, 2036. The notes are secured by mortgages covering ten BTND operating locations. The notes are guaranteed by BT Brands, Inc., and a shareholder of the Company. |
| $ | 2,489,299 |
|
| $ | 2,864,484 |
|
|
|
|
|
|
|
|
|
|
Minnesota Small Business Emergency Loan paid in full, June 2023 |
|
| - |
|
|
| 3,208 |
|
Total long-term debt |
|
| 2,489,299 |
|
|
| 2,867,692 |
|
Less - unamortized debt issuance costs |
|
| (36,199 | ) |
|
| (41,599 | ) |
Current maturities |
|
| (183,329 | ) |
|
| (167,616 | ) |
Long-term debt, less current portion |
| $ | 2,269,771 |
|
| $ | 2,658,477 |
|
Scheduled maturities of long-term debt, excluding unamortizedamortization of debt issuance costs, are as followsfollows:
1/2/2022 |
| $ | 245,306 |
| ||||
12/31/2023 |
| 256,655 |
| |||||
12/29/2024 |
| 423,345 |
|
| $ | 183,329 |
| |
12/28/2025 |
| 270,561 |
|
| 189,829 |
| ||
1/3/2027 |
| 283,104 |
| |||||
1/2/2027 |
| 196,502 |
| |||||
1/2/2028 |
| 203,410 |
| |||||
12/31/2028 |
| 210,519 |
| |||||
Thereafter |
|
| 1,759,523 |
|
|
| 1,581,299 |
|
|
|
|
|
|
|
| ||
|
| $ | 3,238,494 |
|
| $ | 2,489,299 |
|
44 |
Table of Contents |
NOTE 610 – ACQUISITIONS
We acquired three separate restaurant properties in 2022. The acquisitions were accounted for using the acquisition method of accounting following ASC 805 “Business Combinations.” Accordingly, the consolidated statements of operations include the results of these operations from the date of acquisition. The assets acquired were recorded at their estimated fair values.
Keegan’s
On March 2, 2022, BT Brands, through its 1519BT, LLC subsidiary (“1519BT“), purchased the net assets of Keegan’s, a fresh seafood restaurant in Indian Rocks Springs, Florida. Concurrent with the purchase, we entered a 131-month lease for the approximately 2800 square foot space that Keegan’s has occupied for over thirty-five years. We acquired Keegan’s tradename as part of the purchase and continue to operate the business as Keegan’s Seafood Grille. The purchase price was approximately $1.15 million, paid in cash at closing. For Keegan’s acquisition, based on an appraisal of asset values, we recorded $547,900 in goodwill, representing the excess of fair value over the purchase price of the identifiable assets; the allocation to purchased goodwill is expected to be deductible for income tax purposes over fifteen years.
Pie In The Sky Coffee and Bakery
On May 11, 2022, our 10Water Street, LLC subsidiary (“10Water”) purchased the net assets of PIE, a bakery and coffee shop in Woods Hole, Massachusetts. Concurrent with the purchase, we entered into a 60-month lease, including three additional five-year renewal options. The lease covers the approximately 3,500 square feet PIE has operated in for over twenty years. We acquired the Pie In The Sky tradename and the piecoffee.com website URL as part of the purchase. We continue to operate the assets as Pie In The Sky. The purchase price was approximately $1.16 million, including $1.15 million in cash paid at closing. For PIE, based on an appraisal of asset values, we recorded $40,320 in goodwill, representing the excess of fair value over the purchase price of the identifiable assets; the allocation to purchased goodwill is expected to be deductible for income tax purposes over fifteen years.
Village Bier Garten
On August 4, 2022, through our 1519BT, LLC subsidiary, we purchased the assets and the business operating as Van Stephan Village Bier Garten, now rebranded as the Village Bier Garten (“VBG”), a full-service bar and restaurant in Cocoa, Florida. The restaurant features a German-themed menu; specialty imported European beers and regular entertainment. The purchase price was $690,0000, paid in cash at closing. Concurrent with the purchase, we entered a five-year lease with three five-year renewal options for the property currently occupied by the business. Triple net lease terms call for an initial monthly rent of $8,200. For VBG, based on an appraisal of asset values, we recorded $83,000 in goodwill, representing the excess of fair value over the purchase price of the identifiable assets; the allocation to purchased goodwill is expected to be deductible for income tax purposes over fifteen years.
The following table presents the fair value of the assets acquired and liabilities assumed in the acquisitions. Goodwill recognized in acquired businesses is the excess over the fair value of the acquired assets and represents the value of existing repetitive customers of the businesses, employees, management, and management systems acquired and are in use in the acquired businesses:
Assets acquired: |
| Keegan’s |
|
| PIE |
|
| VBG |
| |||
Inventory |
| $ | 10,490 |
|
| $ | 23,500 |
|
| $ | 22,000 |
|
Equipment |
|
| 119,000 |
|
|
| 646,000 |
|
|
| 154,000 |
|
Furniture and fixtures |
|
| 22,000 |
|
|
| 78,000 |
|
|
| 12,000 |
|
Leasehold improvements |
|
| 287,000 |
|
|
| 175,000 |
|
|
| 329,000 |
|
Trademarks and tradenames |
|
| 181,000 |
|
|
| 163,000 |
|
|
| 49,000 |
|
Non-compete agreement |
|
| 0 |
|
|
| 57,000 |
|
|
| 41,000 |
|
Total assets acquired |
|
| 619,490 |
|
|
| 1,142,500 |
|
|
| 607,000 |
|
Current liabilities assumed |
|
| (17,390 | ) |
|
| (23,220 | ) |
|
| 0 |
|
Net assets acquired |
|
| 602,100 |
|
|
| 1,119,280 |
|
|
| 607,000 |
|
Goodwill |
|
| 547,900 |
|
|
| 40,320 |
|
|
| 83,000 |
|
Net purchase price |
| $ | 1,150,000 |
|
| $ | 1,159,600 |
|
| $ | 690,000 |
|
45 |
Table of Contents |
NOTE 11 – RELATED PARTY TRANSACTIONS
BTND Trading
BTND Trading, an entity separate from the Company owned by certain significant shareholders of the Company, from time-to-time BTND Trading has advanced funds to the Company. On December 29, 2019, $207,729 was due to BTND Trading at 8% annual interest. In August 2020, the amount due to BTND Trading was repaid in full.
Next Gen Ice
In 2019, the Company made cash advances to Next Gen Ice, Inc. (NGI) in the form of Series C Notes(“NGI”), totaling a principal amount of $179,000. The Company’sOur CEO, Gary Copperud, iswas and continues to serve as Chairman of the Boardboard of Directorsdirectors of NGI and the Company’sNGI. Our Chief Operating Officer, Kenneth Brimmer, is also a member of the Boardboard of Directorsdirectors of NGI and serves as its Chief Financial Officer of NGI on a contract basis. At the time the loans were made, Mr. Copperud and a limited liability company controlled by him together own approximately 34% of the outstanding equity of NGI. On March 2,As consideration for a loan maturity extension in 2020, the Series C Notes were modified and the maturity extended to August 31, 2020. As part of the Note modification, the Companywe received 179,000 shares of Common Stock in NGI from the founders of NGI representing approximately 2% of NGI shares outstanding. The Company also holdscommon stock and warrants to purchase 358,000 shares at a price of $1.00 per share through March 23, 2023.2028. The Company invested $229,000 in NGI Series A1 8% Cumulative Convertible Preferred Stock on February 2, 2022, including a five-year warrant to purchase 34,697 shares at $1.65 per share. All outstanding preferred share were converted to common stock during 2023 and we received 157,496 common shares of NGI in exchange for the preferred shares and accrued dividends. The NGI common stock and common stock purchase warrants received by the Companyin March 2020 were recorded in 2020 at a value determined by the Companyus of $75,000. This amount was also recorded at a discount to the note receivable and was recognized as interest income over the extended term of the Note. The Company has determined that its investment in NGI does not have a readily determinable market value and thereforevalue. The NGI investment is carried at the cost we determined by the Company at the timewhen the shares and warrants were received. The Series C Notes were repaid in August 2020, with interest, and currently there are no outstanding amounts due to the Company from NGI.
NOTE 712 – MAJOR VENDOR
Approximately 83% of the Company’s purchases forFor the year ended January 3, 2021 wereDecember 31, 2023, approximately 60% of our food and paper cost of goods sold is represented by product purchases from one vendor. On January 3, 2021,December 31, 2023, the amount due to the major vendor totaled $171,545.$268,849. In fiscal 2019,2022, approximately 83%60% of the Company’sour purchases were from the same vendor. On December 29,2019,January 1, 2023, the amount due to this vendor was $222,926.
$272,657.
NOTE 813 – CONTINGENCIES
In the course of its business, the Company may be a party to claims and legal or regulatory actions arising from the conduct of its business. The Company isWe are not aware of any significant asserted or potential claims which could impact its financial position.
46 |
|
Table of Contents |
NOTE 10 – SUBSEQUENT EVENTS
The Company has evaluated subsequent events through March 5, 2021 the date on which the consolidated financial statements were available to be issued, noting no subsequent events for disclosure.
Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure.
None.
Item 9A. Controls and Procedures.None.
(1)Item 9A. Evaluation of Disclosure Controls and ProceduresProcedures.
We maintain a set of(a) DISCLOSURE CONTROLS AND PROCEDURES
The Company maintains disclosure controls and procedures designed to ensureprovide reasonable assurance that information required to be disclosed by us in theour reports filed underpursuant to the Securities Exchange Act of 1934 is recorded, processed, summarized and reported within the time periods specified byin the SEC’s rules and forms. Disclosure controls are also designed with the objective of ensuringforms, and that thissuch information is accumulated and communicated to our management, including our chief executive officerChief Executive Officer and chief financial officer,Chief Financial Officer, as appropriate, to allow timely decisions regarding required disclosure. No matter how well conceived and operated, a control system can provide only reasonable, not absolute, assurance that the objectives of the control system are met.
As of January 3, 2020,December 31, 2023, our Chief Executive Officer and Chief Financial Officer evaluated the effectiveness of our disclosure controls and procedures pursuant toas defined in Rule 13a-15(b) promulgated13a-15(e) under the Securities and Exchange Act. Act of 1934.
Based upon thaton the evaluation of our disclosure controls and the material weakness inprocedures, our internal control over financial reporting discussed below, ourPresident and Chief Executive Officer and our Chief Financial Officer concluded that as of January 3, 2021, our disclosure controls and procedures were not effective at a reasonable assurance levelas of December 31, 2023, due to the material weaknesses in ensuringour internal control over financial reporting described below.
In light of this fact, our management has performed additional analysis and has concluded that, notwithstanding this material information required to be disclosed by usweaknesses in our internal controls over financial reporting, the reports that we file or submit underconsolidated financial statements for the Exchange Act is recorded, processed, summarized and reported within the time periods specified in the rules, regulations and forms of the SEC, including ensuring that such material information is accumulatedcovered by and communicated toincluding this Annual Report on Form 10-K fairly present, in all material respects, our management, including our Chief Executive Officer, Chief Financial Officer, as appropriate to allow timely decisions regarding required disclosure.financial position, results of operations and cash flows for the periods presented in conformity with U.S. GAAP.
(2) Management’s Report on Internal Control over Financial Reporting(b) REPORT OF MANAGEMENT ON INTERNAL CONTROL OVER FINANCIAL REPORTING
Our managementManagement is responsible for establishing and maintaining adequate internal control over financial reporting as such term is defined in Rules 13a-15(e) and 15d-15(f) of the Exchange Act Rule 13a-15(f). OurAct. The Company has designed internal control over financial reporting is a process designedcontrols to provide reasonable, but not absolute, assurance regarding the reliability of financial reporting and the preparation ofthat financial statements for external purposesare prepared in accordance with U.S. GAAP. A company’s internal control over financial reporting includes those policies and procedures that (i) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with U.S. GAAP, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Our Chief Executive Officer and Chief Financial Officer assessedThe Company assesses the effectiveness of our internal control over financial reporting as of January 3, 2021. As of January 3. 2021, management has not completed an effective assessment of the Company’s internal controls over financial reporting based on the criteria set forth in the 2013 Internal Control - Integrated Framework developed by the Committee of Sponsoring Organizations (COSO) framework. Management has concluded that, during the period covered by this report, our internal controls and procedures were not effective to detect the inappropriate application of U.S. GAAP. Management identified the following material weaknesses set forth below in our internal control over financial reporting.
1. We lack the necessary corporate accounting resources to maintain adequate segregation of duties.
2. We did not perform an effective risk assessment or monitor internal controls over financial reporting.
This annual report does not include an attestation report of the Company’s registered public accounting firm regarding internal control over financial reporting. Management’s report was not subject to attestation by the Company’s registered public accounting firm pursuant to rules of the SEC that permit the Company to provide only the management’s report in this annual report.
A material weakness, as defined in Exchange Act Rule 12b-2, is a deficiency, or a combination of deficiencies, in internal control over financial reporting, such that there is a reasonable possibility that a material misstatement of the company’s annual or interim financial statements will not be prevented or detected on a timely basis.Treadway Commission.
As a result of this assessment,evaluation, management has concluded that, we did not design and maintain effective controls over the completeness and accuracy of the accounting for, and disclosure of, the income tax effects of acquired assets. Specifically, we did not design appropriate controls to identify and reconcile deferred income taxes associated with the accounting for acquired assets and the related tax provision. This material weakness resulted in material errors in connection with the accounting for our Share Exchange in 2018 and the calculation of Goodwill that were corrected through a revision of the consolidated financial statements as of and for the years ended December 29, 2019. We evaluated the revision in accordance with Accounting Standards Codification (ASC) 250, Accounting Changes and Error Corrections and evaluated the materiality of the revision on prior periods’31, 2023, our internal control over financial statements in accordance with the Securities and Exchange Commission Staff Accounting Bulletin No. 99, Materiality. We concluded that the revisionreporting was not materialeffective due to any prior annual or interim period and therefore, amendments of previously filed reports are not required. In accordance with ASC 250, we have corrected the error in all prior periods presented by revising the consolidated financial statements appearing herein.
As a result of the material weaknessweaknesses in internal control over financial reporting described above,below.
(c) MATERIAL WEAKNESS IN INTERNAL CONTROL OVER FINANCIAL REPORTING
As of December 31, 2023, the company identified a material weakness which originated in fiscal 2022 and continues in its design of controls over accounting and reporting of significant, non-recurring events and complex transactions.
This material weakness could result in a misstatement of account balances or disclosures that would result in a material misstatement of the annual or interim financial statements, which would not be prevented or detected.
(d) REMEDIATION PLAN
The Company has an ongoing improvement and remediation plan for the identified material weakness. In fiscal 2024, for transactions it considers complex, the Company may engage an accounting expert to assist with the accounting for significant, non-recurring events and complex transactions.
The remediation actions are subject to ongoing senior management has concluded that wereview and Audit Committee oversight. The Company will not be able to conclude whether the steps to be taken will fully remediate the material weaknesses in internal controls over financial reporting until remediation efforts are completed, tested, and evaluated for effectiveness.
47 |
Table of Contents |
(e) CHANGES IN INTERNAL CONTROLS OVER FINANCIAL REPORTING
In addition to the matters discussed previously, the Company identified consultants as an extension of management to assist in the accounting for acquisitions during the fiscal year ending December 31, 2023. For fiscal 2023 the Company did not maintain effectivemake any new acquisitions. Except for the items described above, there were no other changes in the Company’s internal control over financial reporting as of January 3, 2021. Management is in the process of developing and implementing a series of accounting systems and procedure changes and internal controls intended to provide adequate controls over financial reporting.
(3) Changes in Internal Control over Financial Reporting
Except as described above, there has been no change in our internal control over financial reporting identified in connection with the evaluation required by paragraph (d) of Rules 13a-15 or 15d-15 under the Securities Exchange Act of 1934 that occurred during our most recentrecently completed fiscal quarter, which ended December 31, 2023, that hashave materially affected or isare reasonably likely to materially affect our internal control over financial reporting.
None
Item 9C. Disclosure Regarding Foreign Jurisdictions that Prevent Inspections.
Not applicable.
Item 10. Directors, Executive Officers, and Corporate Governance.
The following table sets forth information regarding our executive officers and directors as of the date of this Annual Report:
Name |
| Age |
| Position | ||
Executive Officers and Directors: |
|
| ||||
Gary Copperud |
|
|
| Chief Executive Officer and Director | ||
Kenneth Brimmer |
|
|
| Chief Operating Officer and Chairman | ||
|
|
|
| Director | ||
Terri Tochihara-Dirks | 62 | Director | ||||
Steven W. Schussler | 68 | Director |
Background Information about our Officers and Directors
Mr.Gary Copperud has served as the Chief Executive Officer and a director of the Company since July 31, 2018, the date on whichwhen we closedcompleted the Share Exchange. He was a founding member of BTNDthe predecessor to BT Brands in 2007 and2007. He served as BTND’sits managing manager and chief financial officerChief Financial Officer from its inception until the 2018 share exchange. From 1998 through April 2007, he was a directorcompletion of STEN Corporation, resigning when BTND acquired Burger Time assets. In addition, Mr. Copperud served as the President of STEN’s Burger Time Acquisition Corporation subsidiary from July 2004 until his resignation in April 2007. During part of 2015, Mr. Copperud was the principal executive officer of Pretoria Resources Two, Inc., d/b/a It’s Burger Time Restaurant Group, Inc., i.e., Pretoria, while a merger between BTND and Pretoria was briefly in effect. From 1992 to 2013,Share Exchange. Mr. Copperud was a partner in Peakfounding shareholder of Next Gen Ice, Inc., now NGI Corporation, a provider of automated ice delivery systems to Peak Financial, LLC, which acquired, developedconvenience stores and sold real estate.other markets. Since 1993,July 2019, he has served as the chairman of its board of directors. Mr. Copperud has been president/general managerserved as CEO of CMM Properties, LLC, an investment company with holdings in real estate and securities, located in Fort Collins, Colorado. Prior toBagger Dave’s Burger Tavern since June, 2022. Before that, Mr. Copperud wasis self-employed in the fields of securities and real estate investment and development. Mr. Copperud has served as Chairman and a member of the Board of Directors of Next Gen Ice, Inc. since July of 2019. We believe Mr. Copperud’s long tenure as managing member of BTND, as well as hiswith Burger Time and prior experience as a member of the Boardboard of Directorsdirectors of a public company qualifies him to serve on our Boardboard of Directors.directors.
Mr.Kenneth Brimmer has served as the Chief Operating Officer, and Chairman of the Boardour board of Directors of the Companydirectors, and Principal Accounting Officer since July 31, 2018, the date on which we closed the Share Exchange.2018. Since October 2019, Mr. Brimmer has also served asbeen a member of the Boardboard of Directorsdirectors of NGI Corporation (formerly Next Gen Ice, Inc. since November 2, 2019). and is currently servingserves as its Chief Financial Officer. Sinc June, 2022, Mr. Brimmer has served as also Chairman, COO, and Chief Financial Officer of Next Gen Ice on a contract basis.Bagger Dave’s Burger Tavern , Inc. Mr. Brimmer has a wide range of experience includingwith several early stageearly-stage and rapidly growing businesses, serving at various times as President, Chief Executive Officer, director, and a directorAudit Committee Chairman of several public and private companies. Mr. Brimmer’s restaurant experience includes serving as President of Rainforest Cafe, Inc. during a period of rapid growth of new restaurants. Mr. Brimmer ispreviously was the Chief Executive Officer of Hypertension Diagnostic, Inc. and its subsidiary HDI Plastics, Inc.(“HDI”). He has served on the board of HDI since 1998 until April 2020 and was its CEO from September 2012 until AprilMay 2020. HeMr. Brimmer is alsothe CEO of privately heldprivately-held Brimmer Company, LLC. He alsoLLC, which has served as CEO of STENprovided consulting management services to BT Brands and NGI Corporation, a, diversified business (currently inactive) since October 2003.Inc. Mr. Brimmer was a Director of Landry’s Restaurants from June of 2004 until April of 2017 and served on the Audit and Compliance Committee of its Golden Nugget – New Jersey Casino. Previously, he was President of Rainforest Cafe, Inc., which grew from start-up to over 60006,000 employees from April 1997 until April 2000, and he was Treasurer from its inception in 1995 until April 2000. During the time Mr. Brimmer was responsible for managing several stock offerings atserved as Treasurer of Rainforest Cafe, resulting init raised over $200 million in equity for the company.through a combination of private and public stock offerings. Prior to Rainforest, Mr. Brimmer was employed by Berman Consulting, LLC, a financial and investment management company, from 1990 until April 1997. Mr. Brimmer has a degree in accounting and worked as a certified public accountant (inactive) in the audit division of Arthur Andersen & Co. from 1977 through 1981. We believe Mr. Brimmer’s long and variedextensive career as a business executive, particularly his service as the chief operating officer of a major restaurant chain, qualifies him to serve on and chair our Boardboard of Directors.directors.
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Allan Anderson joined our board of directors as an independent director and has served as the chairman of our audit committee since our common stock and warrants were listed on The Nasdaq Stock Market. In 2021, Mr. Anderson founded privately held ReliaFund Inc., for which he has served in various executive capacities. ReliaFund provides electronic payment processing and reporting services for small businesses. From 1975 to 1984, Mr. Anderson was employed as an Audit Manager in the Audit Division of Arthur Andersen & Co. Mr. Anderson has served as a chief financial officer (or equivalent) for several private companies. He previously served as an independent member of the board of directors of publicly the STEN Corporation, including serving as Chairman of its Audit Committee. STEN Corporation is the entity from which the Company purchased its restaurant assets in 2007. Messrs. Copperud and Brimmer were also directors of STEN. Mr. Anderson holds a Bachelor of Arts degree in accounting from Southwest State University and was formerly licensed as a certified public accountant, which is now inactive. We believe Mr is qualified to serve on our board of directors and as the chair of our audit committee because of his education, experience in accounting and audit work, and experience working at several companies as the chief financial officer.
Terri Tochihara-Dirks joined our board of directors as an independent director, serves as the chair of our compensation committee, and is a member of the audit committee, commencing on the date our common stock and warrants were listed on The Nasdaq Stock Market. Since 2008, Ms. Tochihara-Dirks has been the co-owner, with her husband, of The Oberon Assisted Living, a privately held healthcare community in Arvada, Colorado. Her responsibilities include operations and infection prevention. From 1986 to 2006, she held various positions with AT&T retiring in 2006 as the Mountain States Region Vice President of Sales. Ms. Tochihara-Dirks has served on several not-for-profit Boards of Directors, including the Denver Chamber of Commerce and Denver Junior Achievement. Ms. Tochihara-Dirks is qualified to serve on our board, as the chair of the compensation committee, and as a member of our audit committee because of her broad business experience both operating her own business and as an executive of a multi-national corporation.
Steven W. Schussler joined our board of directors as an independent director and has been a member of our audit committee since November 12, 2021, when our common stock and warrants were listed on The Nasdaq Stock Market. From March 2012 until January 2019, Mr. Zinnecker hasSchussler served as a director of Kona Grill, a publicly traded restaurant company based in Scottsdale, Arizona, which operated more than 40 restaurants in 23 U.S. states and three foreign countries. Mr. Schussler also served as Co-CEO of Kona Grill from March 2012 until January 2019. Following Mr. Schussler’s resignation from Kona Grill, Kona Grill filed for bankruptcy protection on April 30, 2019. In September 2019, the Company since July 31,assets of the Kona Grill were sold to One Group Hospitality, Inc. Mr. Schussler was the founder and, from November 2018 to January 2019, served as the date on which we closed the Share Exchange. He was a founding member of BTND in 2007. Mr. Zinnecker is the PresidentExecutive Vice-President and principal owner of Zinncorp Inc., an information technology consulting company in Minneapolis, Minnesota, which he founded in 1989. Prior to then, Mr. Zinnecker was employed as a technology consultant for North States Power Company, now Xcel Energy. We believe that Mr. Zinnecker’s background as a member of BTND from its founding through the Share Exchangeboard of directors of Rainforest Cafe, Inc. This publicly traded restaurant company was sold to Landry’s Restaurants, Inc. in 2000. Since 2000, Mr. Schussler has been the owner and his professional relationship withChief Executive Officer of Schussler Creative, Inc., a restaurant development concept company that has created several restaurant concepts, including The Boathouse, a waterfront restaurant located in Disney Springs in Orlando, Florida, T-Rex Café, a restaurant and retail store located in Downtown Disney Marketplace in Orlando, Florida, as well as Yak & Yeti, an Asian restaurant located inside Disney’s Animal Kingdom in Orlando, Florida. Schussler Creative, Inc. sold a controlling interest in T-Rex Café and Yak & Yeti to Landry’s in 2006. Mr. Copperud qualifies himSchussler frequently speaks on the topics of entrepreneurship and leadership. He is the author of “It’s A Jungle In There: Inspiring Lessons, Hard-Won Insights, and Other Acts of Entrepreneurial Daring.” We believe Mr. Schussler is qualified to serve on our Board of Directors.
We are not party to any employment agreements or other agreements with Messrs. Copperud or Brimmer that prevent them from providing similar services to other companies in our industry, which could potentially give rise to a conflict of interest if they chose to offer their services to a competitor. However, under Wyoming law,board and as directors, Messrs. Copperud, Brimmeran audit committee member based on his extensive restaurant and Zinnecker will owe a duty of loyalty to our stockholders, which places limits on their ability to enter into transactions that conflict with the interests of our stockholders. If any of Messrs. Copperud, Brimmer or Zinnecker left the Company, they would not be prevented from participating in a venture or business that competes with us.
Involvement in certain legal proceedings.
None of the following events has occurred during the past ten years and which are material to an evaluation of the ability or integrity of any director or executive officer:
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public company experience.
Term of Office
All our directors will hold office until their successors have been elected and qualified or appointed or the earlier of their death, resignation, or removal. Executive officers are appointed and serve at the discretion of the board of directors.director’s discretion.
Family Relationships
There are no family relationships among our directors or officers.
Section 16(a) Beneficial Ownership Reporting Compliance
Section 16(a) of the Exchange Act requires our directors, executive officers, and ten percent stockholders to file initial reports of ownership and announcements of changes in ownership of our common stock with the SEC. Directors, executive officers, and ten percent of stockholders must also furnish us with copies of all Section 16(a) forms they file. Based upon a review of these filings, we believe all required Section 16(a) reports were made during 2023.
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Board Composition
Our business and affairs are managed underbylaws provide that the directionsize of our board of directors which currently consists of three members. The memberswill be determined from time to time by the resolution of our board of directors. Currently, our board comprises five members, three of whom qualify as “independent” directors were elected in compliance with the provisionsunder any applicable standard.
Election of our articles of incorporation and bylaws. NoneDirectors
Our bylaws provide that a majority vote of our stockholders have any special rights regarding the election or designation of memberswill elect a member of our board of directors.
Director Independence of our Board of Directors and Board Committees
Rule 5605 of the NASDAQ Listing Rules requires a majority of a listed Company’s board of directors to be comprised of “independent directors,” as defined in such rule, subject to specified exceptions. In addition, the NASDAQ Listing Rules require that, subject to limited exceptions, each member of a listed company’s audit, compensation and nominating committees be independent as defined under the NASDAQ Listing Rules; audit committee members also satisfy independence criteria set forth in Rule 10A-3 under the Exchange Act; and compensation committee members also satisfy an additional independence test for compensation committee members under the NASDAQ Listing Rules. If a listed company does not have a nominating committee, as permissible under NASDAQ Listing Rules, director nominees must either be selected or recommended for the board’s selection by independent directors constituting a majority of the board’s independent directors in a vote in which only independent directors participate.
Our Boardboard of Directors currently consistsdirectors has evaluated the independence of threeits members none of whom qualifies as an independent director in accordance withbased on the listing requirementsrules of the NASDAQ Global Market. The NASDAQ independence definition includes a seriesStock Market and the SEC. Applying these standards, our board of objective tests, including whether the directordirectors determined that Mr. Anderson, Ms. Tochihara-Dirks, and Mr. Schussler are “independent” as that term is not, and has not been for at least three years, onedefined under Rule 5605(a)(2) of our employees and that neither the director, nor any of his family members has engaged in various types of business dealings with us. In addition, our Board has not made a subjective determination as to each director that no relationships exist which, in the opinion of our Board, would interfere with the exercise of independent judgment in carrying out the responsibilities of a director, though such subjective determination is required by the NASDAQ rules.Listing Rules. The other seated directors will not be considered independent because each is an officer of the Company.
Director Nominees
We do not have a policy regardingLeadership Structure of the consideration of any director candidates that may be recommended by our stockholders, including the minimum qualifications for director candidates, nor have our officers and directors established a process for identifying and evaluating director nominees. We have not adopted a policy regarding the handling of any potential recommendation of director candidates by our stockholders, including the procedures to be followed. Our officers and directors have not considered or adopted any of these policies as we have never received a recommendation from any stockholder for any candidate to serve on our Board of Directors.
Committees
Our bylaws provide that our board of directors haswith the authorityflexibility to appoint committeescombine or separate the positions of Chairman of our board of directors and Chief Executive Officer in accordance with its determination that utilizing one or the other structure would be in the Company's best interests.
The board of directors currently separates the roles of Chief Executive Officer and Chairman of the board of directors to perform certain managementrecognize the differences between the two roles. Our Chief Executive Officer, who is also a member of our board of directors, is responsible for setting the strategic direction of the Company and administration functions; however, at this time, wethe day-to-day leadership and performance of the Company, while the Chairman of the board of directors provides guidance to the Chief Executive Officer, sets the agenda for the board meetings, presides over meetings of the board of directors and seeks to reach a consensus on board decisions. Although these roles are not requiredcurrently separate, the board believes it should be able to freely select the Chairman of the board of directors based on criteria that it deems to be in the best interest of the Company and do not have any committeesits stockholders. Therefore, one person may, in the future, serve as both the Chief Executive Officer and Chairman of the board of directors. The functions of an audit committee, a compensation committee or a nominating committee are being undertaken by our board of directors. Because we do not have any independent directors, our Board believes that the establishment of committees of our Board would not provide any benefits to our Company.
Role of Board Leadership Structurein Risk Oversight Process
Our board of directors has a Chairman, Kenneth Brimmer, who has authority, among other things, to preside overoversight responsibility for the risk management process. The board of directors’ meetings,directors administers its oversight function through committees, retaining responsibility for general oversight of risks. The committee chairs will be responsible for reporting findings regarding material risk exposure to the board of directors as quickly as possible. The board of directors delegates to the audit committee oversight responsibility to review our code of ethics, including whether the code of ethics is successful in preventing illegal or improper conduct, and our management’s risk assessments and management financial risk management policies, including the policies and guidelines used by management to call specialidentify, assess and manage our exposure to financial risk. Our compensation committee assesses and monitors any significant compensation-related risk exposure and the steps management should take to monitor or mitigate such exposure.
Meetings of the Board
During fiscal 2023, our board of directors held four in-person or telephonic meetings. Each director attended at least 75% of the aggregate number of meetings of the board. Accordingly,board of directors and meetings of the Chairman has substantial ability to shapecommittees of the workboard of directors on which they serve. In addition, our board of directors. We currently believedirectors acted unanimously with written consent on five occasions.
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Board Committees
To assist it in performing its duties, the board of directors has delegated certain authority to an Audit Committee and a Compensation Committee. Each of these committees has adopted a written charter that separationsatisfies the applicable standards of the rolesSEC and the NASDAQ Listing Rules, which are posted on the investor relations section of Chairmanour website. In addition, as permitted by the Nasdaq Listing Rule, the independent directors on our board will fulfill the responsibilities of a nominating and Chief Executive Officer reinforcescorporate governance committee. The composition and duties of each committee are described below. Members will serve on committees until their resignation or otherwise determined by our board of directors.
The following table sets forth the leadership rolemembers of each board committee as of December 31, 2023, and the number of meetings held by the board and committees during our fiscal year ended December 31, 2023:
Director | Board of Directors | Audit Committee | Compensation Committee | ||||||
Gary Copperud | X | ||||||||
Kenneth Brimmer | X | ||||||||
Allan Anderson | X | Chair | X | ||||||
Terri Tochihara-Dirks | X | X | Chair | ||||||
Steven W. Schussler | X | X | X | ||||||
Number of meetings held | 4 | 2 | 1 |
The primary functions of each committee of the board are described below:
Audit Committee
Our audit committee comprises Mr. Anderson, Ms. Tochihara-Dirks, and Mr. Schussler. Our board of directors has determined that all of the members of the Audit Committee are “independent” as that term is defined under Rule 5605(a)(2) of the NASDAQ Listing Rules. Mr. Anderson is the chair of the audit committee. Our board of directors has determined that Mr. Anderson qualifies as an “audit committee financial expert” within the meaning of applicable SEC regulations and meets the financial sophistication requirements of the Nasdaq Marketplace Rules. Our independent registered public accounting firm and management periodically met privately with our audit committee four times during 2023.
Our audit committee assists our board of directors in its oversight of our accounting and financial reporting process and the business and affairsaudits of our Company.financial statements. Under its charter, our audit committee is responsible for, among other things:
· | selecting, retaining, and replacing independent auditors and evaluating their qualifications, independence, and performance; | |
· | reviewing and approving the scope of the annual audit and audit fees; | |
· | discussing with management and independent auditors the results of the annual audit and review of quarterly financial statements; | |
· | reviewing adequacy and effectiveness of internal control policies and procedures; | |
· | approving the retention of independent auditors to perform any proposed permissible non-audit services; | |
· | overseeing internal audit functions and annually reviewing audit committee charter and committee performance; | |
· | Preparing the audit committee report that the SEC requires in our annual proxy statement; and | |
· | reviewing and evaluating the performance of the Audit Committee, including compliance with its charter. |
Compensation Committee
Our compensation committee comprises Ms. Tochihara-Dirks and Mr. Anderson. Ms. Tochihara-Dirks is the chair of the compensation committee. Our board of directors have determined that Ms. Tochihara-Dirks and Mr. Anderson are independent as defined under the NASDAQ Listing Rules and satisfy NASDAQ’s additional independence standards for compensation committee members. In addition, we currently believe that having a separate Chairman creates an environment that is more conducive to objective evaluationboth Ms. Tochihara-Dirks and oversightMr. Anderson are non-employee directors within the meaning of management’s performance, increasing management accountabilityRule 16b-3 under the Exchange Act and improvingoutside directors as defined by Section 162(m) of the abilityInternal Revenue Code.
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Our compensation committee assists our board of directors in discharging its responsibilities relating to monitor whether management’s actions are in the best interestscompensation of the Company andour executive officers. Under its stockholders. However, no single leadership modelcharter, our compensation committee is rightresponsible for, all companies. Our board of directors recognizes that depending on the circumstances,among other leadership models, such as combining the role of Chairman with the role of Chief Executive Officer, might be appropriate. As a result, our board of directors may periodically review its leadership structure.things:
· | recommending to our board of directors for approval of compensation and benefit plans; | |
· | reviewing and approving goals and objectives annually to serve as the basis for the CEO’s and COO’s compensation, evaluating performance and determining executive compensation; | |
· | retaining or obtaining the advice of a compensation consultant, outside legal counsel, or other advisors; | |
· | approving any grants of stock options, restricted stock, performance shares, stock appreciation rights, and other equity-based incentives to the extent provided under our equity compensation plans; | |
· | making recommendations to our board of directors regarding the compensation of non-employee directors; and | |
· | reviewing and evaluating the performance of the compensation committee, including compliance with its charter. |
Board Diversity
LimitationPursuant to Nasdaq’s Board Diversity Rule 5605(f), approved by the SEC on August 6, 2021, we have taken steps to meet the diversity objective set out in this rule within the applicable transition period. The following is our Board Diversity Matrix as of Liability and Indemnification
March 15, 2024:
Our articles of incorporation provide that to the fullest extent permitted by the Wyoming Business Corporation Act, a director shall not be personally liable to us or our stockholders for monetary damages for breach of fiduciary duty as a director. Our bylaws provide that we shall indemnify and hold harmless our directors and officers, to the fullest extent permitted by applicable law, except that we will not be required to indemnify or hold harmless any director or officer in connection with any proceeding initiated by such person unless the proceeding was authorized by our board of directors. Under our bylaws, such rights shall not be exclusive of any other rights acquired by directors and officers, including by agreement.
Our bylaws provide that we will pay expenses to any director or officer prior to the final disposition of the proceeding, provided, however, that such advancements shall be made only upon receipt of an undertaking by such director or officer to repay all amounts advanced if it should be ultimately determined that such director or officer is not entitled to indemnification under the bylaws of or otherwise.
Insofar as indemnification for liabilities arising under the Securities Act may be permitted to directors, officers or persons controlling the us pursuant to the foregoing provisions, we have been informed that in the opinion of the SEC such indemnification is against public policy as expressed in the Securities Act and is therefore unenforceable.
The above provisions may discourage stockholders from bringing a lawsuit against our directors for breach of their fiduciary duty. The provisions may also have the effect of reducing the likelihood of derivative litigation against directors and officers, even though such an action, if successful, might otherwise benefit us and our stockholders. Furthermore, a stockholder’s investment may be adversely affected to the extent we pay the costs of settlement and damage awards against directors and officers pursuant to these indemnification provisions. We believe that these provisions, the indemnification agreements and the insurance are necessary to attract and retain talented and experienced directors and officers.
At present, there is no pending litigation or proceeding involving any of our directors or officers where indemnification will be required or permitted. We are not aware of any threatened litigation or proceedings that might result in a claim for such indemnification.
Board Diversity Matrix (As of March 15, 2024) |
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Total Number of Directors: five |
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Part I: Gender Identity |
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Part II: Demographic Background |
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African American or Black |
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Asian |
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LGBTQ+ |
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Did Not Disclose Demographic Background |
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Code of Ethics
We have adopted a codeCode of business conductEthics and ethics that appliesBusiness Conduct applicable to all our employees,directors, officers, and directors, including those officers responsible for financial reporting. The codeemployees, in accordance with Section 406 of business conductthe Sarbanes-Oxley Act, the rules of the SEC promulgated thereunder, and ethics is available onthe Nasdaq Listing Rules. You can review this document by accessing our public filings at the SEC’s website at www. itsburgertime.com.www.sec.gov. In addition, a copy of the Code of Ethics and Business Conduct will be provided without charge upon request. If we make any amendments to our Code of Ethics and Business Conduct other than technical, administrative, or other non-substantive amendments or grant any waiver, including any implicit waiver, from a provision of the Code of Ethics and Business Conduct applicable to our principal executive officer, principal financial officer principal accounting officer or controller or persons performing similar functions requiring disclosure under applicable SEC or Nasdaq rules, we will disclose the nature of such amendment or waiver in a Current Report on Form 8-K. We also intend to post any amendments to the code,our Code of Ethics and Business Conduct or any waivers of its requirements on our website.website, www.itsburgertime.com.
CommunicationInsider Trading Policy
On March 14, 2024 we adopted an Insider Trading Policy that sets forth restrictions on trading in our securities and prohibits all of our directors, officers and certain employees, as well as any other person having access or potential access to material information, from entering into any purchases, sales, giving away or otherwise trading the Company’s securities while in possession of material nonpublic information about the Company or providing that information to others outside the Company, entering into hedging or monetization transactions or similar arrangements with respect to the Company’s securities; short sales; and puts, calls or other derivative securities on the Company’s securities, unless advance approval is obtained from the Company’s Chief Operating Officer. Additionally, a director, officer, or certain employee may not hold Company securities in a margin account or pledge Company securities as collateral for a loan, unless advance approval is obtained from the Company’s Chief Operating Officer. This policy also applies to the foregoing persons’ family members and friends. This policy was adopted to promote compliance with federal securities laws and applicable Nasdaq requirements. Our Insider Trading Policy allows for purchases or sales of Company securities made in compliance with a written plan that meets the requirements of Rule 10b5-1 of the Exchange Act, and sets forth the applicable trading window periods where directors and designated employees can trade in the Company’s securities.
Clawback Policy
In March 2024, our Board adopted a Clawback Policy that applies to all of Directorsour current and former executive officers. Under the Clawback Policy, if we are required to prepare an accounting restatement, we are required to recover from any current or former executive officers incentive-based compensation that was erroneously awarded during the three years preceding the date such a restatement was required. Incentive compensation includes any annual bonuses and other short- and long-term cash incentives; stock options; stock appreciation rights; restricted stock; restricted stock units and performance shares; provided that, such compensation is granted, earned, or vested based wholly or in part on the attainment of a financial reporting measure. The recoverable amount is the amount of incentive-based compensation received in excess of the amount that otherwise would have been received had it been determined based on the restated financial measure. The Board will determine the method for recouping incentive compensation hereunder which may include, requiring reimbursement of cash incentive compensation previously paid; seeking recovery of any gain realized on the vesting, exercise, settlement, sale, transfer, or other disposition of any equity-based awards; cancelling outstanding vested or unvested equity awards; and/or taking any other remedial and recovery action permitted by law, as determined by the Board.
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Certain Legal Proceedings
None of the Company’s directors or executive officers have been involved, in the past ten years and in a manner material to an evaluation of such director’s or officer’s ability or integrity to serve as a director or executive officer in any of those “Certain Legal Proceedings” more fully detailed in Item 401(f) of Regulation S-K, which include but are not limited to, bankruptcies, criminal convictions and an adjudication finding that an individual violated federal or state securities laws.
Limitation of liability and indemnification matters
Our stockholders and other interested parties may send written communications directlyarticles of incorporation contain provisions that limit the liability of our directors for monetary damages to the Board or to specified individualfullest extent permitted by Wyoming law. Consequently, our directors including the Chairman or any other non-management directors, by sending such communicationswill not be personally liable to our corporate headquarters. Such communications will be reviewed by our outside legal counsel and, depending on the content, will be:stockholders or us for monetary damages for any breach of fiduciary duties as directors, except liability for:
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Compliance with Section 16(a)Each of our articles of incorporation and bylaws provides that the Company is required to indemnify our directors and officers, in each case, to the fullest extent permitted by Wyoming law. Our bylaws also obligate us to advance expenses incurred by a director or officer in advance of the Securities Exchange Actfinal disposition of 1934
Section 16(a)any action or proceeding and permit us to secure insurance on behalf of the Exchange Act requiresany officer, director, employee, or another agent for any liability arising out of their actions in that capacity regardless of whether we would otherwise be permitted to indemnify them under Wyoming law. We have entered and expect to continue to enter into agreements to indemnify our directors, executive officers, and holdersother employees as determined by our board of more than 10%directors. With specified exceptions, these agreements provide for indemnification for related expenses, including, among other things, attorneys’ fees, judgments, fines, and settlement amounts incurred by any of these individuals in any action or proceeding. We believe these bylaw provisions and indemnification agreements are necessary to attract and retain qualified persons as directors and officers. We also maintain directors’ and officers’ liability insurance.
The limitation of liability and indemnification provisions included in our articles of incorporation and bylaws may discourage stockholders from bringing a lawsuit against our directors and officers for breach of their fiduciary duty. They may also reduce the likelihood of derivative litigation against our directors and officers, even though an equity security registered pursuant to Section 12 of the Exchange Act to file various reports with the SEC. Based solely uponaction, if successful, might benefit our stockholders and us. Further, a review of the copies of such reports furnishedstockholder’s investment may be adversely affected to the Company,extent that we pay the costs of settlement and on written representations from the reporting persons, the Company believes that none of the required reports were filed on time with the SEC during fiscal 2019.damage.
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Item 11. Executive Compensation.
Summary Compensation Table
The following Summary Compensation Table sets forth all compensation earned in all capacities during the 20172022 and 20182023 fiscal years by our principal executive officer and principal financial officer.officer (the named executive officers). No other officer or employee of the Company received total compensation for either 20182022 or 2019,2023, as determined in accordance with Item 402 of Regulation S-K, thatwhich exceeded $100,000:
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Gary Copperud, Chief Executive Officer (1) |
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| 150,000 |
|
|
| 0 |
|
|
| 0 |
|
|
| 0 |
|
|
| 0 |
|
|
| 150,000 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Kenneth W. Brimmer, Chief Operating Officer (2) |
| 2020 |
|
| 0 |
|
|
| 50,000 |
|
|
| 0 |
|
|
| 0 |
|
|
| 54,000 |
|
|
| 104,000 |
|
|
| 2019 |
|
| 0 |
|
|
| 0 |
|
|
| 0 |
|
|
| 0 |
|
|
| 0 |
|
|
| 0 |
|
___________
|
|
|
|
Director Compensation
We have not paid any compensation to our directors since December 30, 2019.
Officer Compensation
In fiscal 2023, the Company paid Mr. Copperud a salary of $250,000 to serve as our Chief Executive Officer, which included compensation payable under an Employment Agreement that we entered into with Mr. Copperud in July 2022, as described below under the heading “Employment Agreements.” During fiscal 2020,year 2022, we paid to Mr. Copperud a salary of $150,000 for servingto serve as the Chief Executive Officer and he will receiveOfficer. In addition, the same salaryAudit Committee approved a $100,000 bonus for Mr. Copperud for the 2022 fiscal year for the successful completion of our IPO that closed in November 2021.
Effective in December 2019,During fiscal 2023, the Company agreedpaid Mr. Brimmer a salary of $175,000 to serve as our Chief Financial Officer, which included salary payable under an Employment Agreement that we entered into with Mr. Brimmer in July 2022, as described below under the heading “Employment Agreements.”
Employment Agreements
On July 7, 2022, the Company LLCentered into an employment agreement with Gary Copperud pursuant to which Mr. Copperud was appointed to serve as our Chief Executive Officer. Under the Agreement, Mr. Copperud receives an annual base salary of $250,000, which shall be reviewed at least annually by the board. Mr. Copperud is eligible to receive an annual bonus subject to the discretion of the board's Compensation Committee. The employment agreement is for a term of three years subject to automatic extension for successive one-year periods unless terminated by either party. The employment agreement may be terminated by us with or without cause (as defined therein). In the event we terminate the employment agreement with cause or Mr. Copperud terminates the agreement without good reason, including any failure to renew Mr. Copperud’s employment, we will be required to pay Mr. Copperud all accrued but unpaid base salary and accrued but unused vacation continued payment of his base salary, any earned but unpaid bonus. In the event we terminate the employment agreement without cause, we will be required to pay Mr. Copperud continued payment of his base salary for 12 months and a prorated bonus for the year of termination based on performance through the date of termination. If Mr. Copperud’s employment is terminated during the term on account of his death or disability (as defined in the agreement), Mr. Copperud will be entitled to receive all accrued but unpaid base salary and accrued but unused vacation continued payment of his base salary, any earned but unpaid bonus. In the event that Mr. Copperud’s employment hereunder is terminated by him for good reason (as defined in the agreement) or by the Company on account of its failure to renew the agreement cause (as defined in the agreement), in each case following a change in control )(as defined in the agreement), Mr. Copperud will be entitled to receive (i) all accrued but unpaid base salary, (ii) accrued but unused vacation, (iii) a lump sum payment equal to 2 times the sum of his base salary and bonus for the year in which the termination occurs, and (iv) (A) all outstanding unvested stock options will fully vest and become immediately exercisable for the remainder of their full term, (B) all outstanding equity-based compensation awards other than stock options that do not vest based on the attainment of performance goals will fully vest and any restrictions thereon will lapse, and (C) all outstanding equity-based compensation awards other than stock options that vest based on the attainment of performance goals shall remain outstanding and shall vest or be forfeited in accordance with the terms of the applicable award agreements, if the applicable performance goals are satisfied. Upon his appointment as chief executive officer, Mr. Copperud received a $100,000 signing bonus.
On July 7, 2022, the Company entered into an employment agreement with Kenneth Brimmer pursuant to which Mr. Brimmer was appointed to serve as our Chief Financial Officer. Under the Agreement, Mr. Brimmer receives an annual base salary of $200,000 which shall be reviewed at least annually by the board. Mr. Brimmer is eligible to receive an annual bonus subject to the discretion of the board's Compensation Committee. The employment agreement is for a term of three years subject to automatic extension for successive one-year periods unless terminated by either party. The employment agreement may be terminated by us with or without cause (as defined therein). In the event we terminate the employment agreement with cause or Mr. Brimmer terminates the agreement without good reason, including any failure to renew Mr. Brimmer’s services employment, we will be required to pay Mr. Brimmer all accrued but unpaid base salary and accrued but unused vacation continued payment of his base salary, any earned but unpaid bonus. In the event we terminate the employment agreement without cause, we will be required to pay Mr. Brimmer continued payment of his base salary for 12 months and a prorated bonus for the year of termination based on performance through the date of termination. If Mr. Brimmer’s employment is terminated during the term on account of his death or disability (as defined in the agreement), Mr. Brimmer will be entitled to receive all accrued but unpaid base salary and accrued but unused vacation continued payment of his base salary, any earned but unpaid bonus. In the event that Mr. Brimmer’s employment hereunder is terminated by him for good reason (as defined in the agreement) or by the Company on account of its failure to renew the agreement cause (as defined in the agreement), in each case within 12 months following a change in control )(as Chief Operating Officerdefined in the agreement), Mr. Brimmer will be entitled to receive (i) all accrued but unpaid base salary, (ii) accrued but unused vacation, (iii) a lump sum payment equal to 2 times the sum of his base salary and Chief Financial officerbonus for a feethe year in which the termination occurs, and (iv) (A) all outstanding unvested stock options will fully vest and become immediately exercisable for the remainder of $4,500 per monththeir full term, (B) all outstanding equity-based compensation awards other than stock options that do not vest based on the attainment of performance goals will fully vest and this amount has been increased to $5,500 per month for 2021.any restrictions thereon will lapse, and (C) all outstanding equity-based compensation awards other than stock options that vest based on the attainment of performance goals shall remain outstanding and shall vest or be forfeited in accordance with the terms of the applicable award agreements, if the applicable performance goals are satisfied.
54 |
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Table of Contents |
Compensation Plans
Summary of 2019 Incentive Plan
In October 2019, our boardThe principal features of directors and stockholders adopted the BT Brands, Inc. 2019 Incentive Plan (the “Plan”“2019 Plan”). An aggregate, as amended by the stockholders at the 2022 annual meeting, are summarized below. The following summary does not purport to be a complete description of 500,000all of the provisions of the 2019 Plan. It is qualified in its entirety by referencing the full text of the 2019 Plan, as amended.
Eligibility
Eligibility to participate in the 2019 Plan is limited to our and our affiliates’ employees, officers, directors, and consultants as determined from time to time by the compensation committee. Incentive stock options may be granted only to employees of the Company or its subsidiaries.
Administration
The Compensation Committee of the board administers the 2019 Plan. The compensation committee reviews and approves (or it deems appropriate, makes recommendations to our full board regarding) modifications to the 2019 Plan. Subject to the terms of the 2019 Plan, the compensation committee has the authority to (i) grant and amend equity awards, (ii) interpret any provision of the 2019 Plan, any equity award, or any award agreement and (ii) make all determinations and decisions necessary for the administration of the 2019 Plan. All determinations and decisions by the compensation committee under the 2019 Plan are at the sole discretion of the Compensation Committee and are binding. However, the board has retained the right to exercise the compensation committee's authority to the extent consistent with applicable law and the applicable stock exchange requirements.
Number of Authorized Shares
The 2019 Plan allows the issuing of 1,000,000 shares of our common stock is reserved for issuance and available forupon awards under the Plan, including incentivegranted.
Common stock covered by any unexercised portions of terminated or forfeited options granted under the Plan. The2019 Plan administrator may grant(including canceled options), restricted stock or restricted stock units forfeited, other stock-based awards terminated or forfeited as provided under the 2019 Plan, and common stock subject to any employee, director, consultant or other person providing servicesawards that are otherwise surrendered may again be subject to us or our affiliates. As ofnew awards under the date of this Annual Report, we have awarded an aggregate of 4,5002019 Plan. In addition, shares of common stock as a stock bonussurrendered to thirty of or senior employees.
The Plan shall be initially administeredwithheld by the Board. The Plan administrator has the authority to determine, within the limitsCompany in payment or satisfaction of the express provisionspurchase price of the Plan, the individuals to whom awards will be granted, the nature, amount and terms of such awards and the objectives and conditions for earning such awards. The Board may at any time amendan option or terminate the Plan, provided that no such action may be taken that adversely affects any rights or obligationstax withholding obligation with respect to anyan award are available for the grant of new awards previously made under the Plan without2019 Plan. In the consentevent of the recipient. Noexercise of stock appreciation rights, only the number of shares of common stock issued in payment of such stock appreciation rights shall be charged against the number of shares of common stock available for the grant of awards may be made under the Plan after2019 Plan.
Awards under the tenth anniversary of its effective date.2019 Plan
Awards under the Plan may include incentive stock options, nonqualified stock options, stock appreciation rights (“SARs”), restricted shares of common stock, restricted stock Units,units, performance share or Unit awards, stock bonuses, and other stock-based awards and cash-based incentive awards.
Stock Options.Options. The Plan administratorAdministrator may grant to a participant options to purchase our common stock that qualifyqualifies as incentive stock options for purposes of Section 422 of the Internal Revenue Code (“incentive stock options”),. These options that do not qualify as incentive stock options (“non-qualified stock options”) or a combination thereof. The terms and conditions of stock option grants, including the quantity, price, vesting periods, and other conditions on exercise, will be determined by the Plan administrator. The Plan Administrator, in its discretion, will determine the exercise price for stock options, will be determined by the Plan administrator in its discretion, but non-qualified stock options and incentive stock options may not be less than 100% of the fair market value of one share of our company’s common stock on the date when the stock option is granted. Additionally, in the case of incentive stock options granted to a holder of more than 10% of the total combined voting power of all classes of our stock on the date of grant, the exercise price may not be less than 110% of the fair market value of one share of common stock on the date the stock option is granted. Stock options must be exercised within a period fixed by the Plan administrator that may not exceed ten years from the date of grant, except that in the case of incentive stock options granted to a holder of more than 10% of the total combined voting power of all classes of our stock on the date of grant, the exercise period may not exceed five years. At the Plan administrator’s discretion, payment for shares of common stock on the exercise of stock options may be made in cash, shares of our common stock held by the participant or in any other form of consideration acceptable to the Plan administrator (including one or more forms of “cashless” or “net” exercise).
55 |
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Stock Appreciation Rights.Rights. The Plan administratorAdministrator may grant to a participant an award of SARs, which entitles the participant to receive, upon its exercise, a payment equal to (i) the excess of the fair market value of a share of common stock on the exercise date over the SAR exercise price, times (ii) the number of shares of common stock with respect to which the SAR is exercised. The Plan Administrator will determine the exercise price for a SAR will be determined by the Plan administrator inat its discretion;discretion, provided however, that in no event shall the exercise price be less than the fair market value of our common stock on the date of grant.
Restricted Shares and Restricted Units.Units. The Plan administratorAdministrator may award to a participant shares of common stock subject to specified restrictions (“restricted shares”). Restricted shares are subject to forfeiture if the participant does not meet certain conditions, such as continued employment over a specified forfeiture period and/orand the attainment of specified performance targets over the forfeiture period. The Plan administrator also may award to a participant Units representing the right to receive shares of common stock in the future subject to the achievement of one or more goals relating to the completion of service by the participant and/orand the achievement of performance or other objectives (“restricted units”). The Plan Administrator determines the terms and conditions of restricted shareshares and restricted unit awards are determined by the Plan administrator.awards.
Stock Bonuses.Bonuses. Stock bonuses may be granted as additional compensation for service or performance and may be settled in the form of common stock, cash, or a combination thereof, and may be subject to restrictions, which may vest subject to continued service and/orand the achievement of performance conditions.
Performance Awards.Awards. The Plan administratorAdministrator may grant performance awards to participants under such terms and conditions as the Plan administratorAdministrator deems appropriate. A performance award entitles a participant to receive a payment from us the amount of which is based upon the attainment ofon attaining predetermined performance targets over a specified award period. Performance awards may be paid in cash, shares of common stock, or a combination thereof, as determined by the Plan administrator.
Other Stock-Based Awards.Awards. The Plan administratorAdministrator may grant equity-based or equity-related awards referred to as “other stock-based awards,” other than options, SARs, restricted shares, restricted Units, or performance awards. The Plan Administrator will determine the terms and conditions of each other stock-based award will be determined by the Plan administrator.award. Payment under any other stock-based awards will be made in common stock or cash, as determined by the Plan administrator.
Cash-Based Awards.Awards. The Plan administratorAdministrator may grant cash-based incentive compensation awards, which would includeincluding performance-based annual cash incentive compensation, to be paid to covered employees subject to Section 162(m) of the Code. The Plan Administrator will determine the terms and conditions of each cash-based awardaward.
56 |
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Outstanding Equity Awards at Fiscal Year-End
The following table sets forth outstanding equity awards to our named executive officers as of January 1, 2023.
|
| Option Awards |
| Stock Awards | |||||||||||||||||
Name |
| Number of Securities Underlying Unexercised Options Exercisable |
|
| Number of Securities Underlying Unexercised Options Unexercisable(1) |
|
| Option Exercise Price |
|
| Option Expiration Date |
| Number of Shares of Stock not Vested |
|
| Market Value of Shares Vested | |||||
Gary Copperud, Chief Executive Officer |
|
| 40,000 |
|
|
| 60,000 |
|
| $ | 2.58 |
|
| 2/9/32 |
|
| 0 |
|
|
| |
Kenneth W. Brimmer, Chief Operating Officer |
|
| 30,000 |
|
|
| 30,000 |
|
| $ | 2.58 |
|
| 2/9/32 |
|
| 0 |
|
|
|
Director Compensation
We have not adopteda compensation program for members of our board of directors and its committees. We expect that the compensation of our directors will be designed to attract and retain committed and qualified directors and to align their compensation with the long-term interests of our stockholders. Such compensation may consist of cash for meetings attended and options or other awards to purchase our common stock at the fair market value per share of common stock on the grant date, both upon joining the board and for each year of service. Such awards will be subject to vesting as determined by the Plan administrator.board's Compensation Committee. directors who are also executive officers will not be entitled to compensation for their service as a director, committee member, or chair of our board of directors or any committee of our board of directors.
In addition to such compensation, we will reimburse each non-employee director for all pre-approved expenses within 30 days of receiving satisfactory written documentation setting out the expense incurred by such director. These include reasonable transportation and lodging costs incurred for attendance at any board of directors meeting.
EquityUpon closing our IPO and listing on The Nasdaq Stock Market in the fourth quarter of 2021, Allan Anderson, Teri Tochihara-Dirks, and Steven Schussler joined our board as non-employee directors. We agreed to pay each employee director $500 for each board meeting attended, and $250 for each committee meeting attended. In addition, we issued to each such person fully vested options to purchase 5,000 shares of common stock under the 2019 Plan, which are exercisable at $5.00 per share and expire ten years after the date of the grant we also have agreed to issue to each such person options to purchase 2,000 shares of common stock during each year that such person serves on the board of directors.
The following table sets forth all compensation awarded to, earned by, or paid to our directors for the year ended December 31, 2023. Please note that Mr. Copperud and Mr. Brimmer receive no compensation for their role as directors, and the entirety of their compensation is reported in the Summary Compensation Plan InformationTable above.
Name |
| Fees Earned or Paid in Cash |
|
| Stock Awards1 |
|
| Total ($) |
| |||
Allan Anderson |
| $ | 4,000 |
|
| $ | 0 |
|
| $ | 4,000 |
|
Terri Tochihara-Dirks |
|
| 4,000 |
|
|
| 0 |
|
|
| 4,000 |
|
Steven W. Schussler |
|
| 4,000 |
|
|
| 0 |
|
|
| 4,000 |
|
Total: |
| $ | 12,000 |
|
| $ | 0 |
|
| $ | 12,000 |
|
1. | Reflects the full grant date fair value of the options granted to directors in 2022, computed in accordance with Financial Accounting Standards Board Accounting Standards Codification (FASB ASC) Topic 718. |
Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters
The following table sets forth the number of shares of and percent of our common stock beneficially owned as of March 29, 2024, by (i) each person (or group of affiliated persons) whom we know to own more than five percent (5%) of the outstanding shares of our common stock, (ii) each director and executive officer, and (iii) all of our directors and executive officers as a group. The percentage of shares beneficially owned is computed based on 6,461,118 shares of our common stock outstanding as of March 29, 2024.
57 |
|
Table of Contents |
We have determined beneficial ownership in accordance with the rules of the SEC. These rules generally attribute beneficial ownership of securities to persons who possess sole or shared voting or investment power with respect to such securities. In addition, pursuant to such rules, we deemed outstanding shares of common stock subject to options or warrants held by that person that are currently exercisable or exercisable within 60 days of March 29, 2024. However, we did not deem such shares outstanding for computing the percentage ownership of any other person. Except as indicated by the footnotes below, we believe, based on the information furnished to us, that the beneficial owners named in the table below have sole voting and investment power with respect to all shares of our common stock that they beneficially own, subject to applicable community property laws. The inclusion in the table below of any shares deemed beneficially owned does not constitute an admission of beneficial ownership of those shares.
Unless otherwise indicated, the address of each person listed below is c/o BT Brands, Inc. 405 Main Avenue West, Suite 2D, West Fargo, ND 58078.
Name of Beneficial Owner |
| Number of Shares |
|
| Percentage |
| ||
Officers and Directors |
|
|
|
|
|
| ||
Gary Copperud (1)(2) |
|
| 948,540 |
|
|
| 14.83 | % |
Kenneth Brimmer (3) |
|
| 110,000 |
|
|
| 1.72 | % |
Allan Anderson (4) |
|
| 5,000 |
|
| * |
| |
Terri Tochihara-Dirks (4) |
|
| 5,000 |
|
| * |
| |
Steven W. Schussler (4) |
|
| 5,000 |
|
| * |
| |
Total for all Officers and Directors |
|
| 1,728,340 |
|
|
| 15.55 | % |
5% Stockholders |
|
|
|
|
|
|
|
|
Sally Copperud (1) |
|
| 758,540 |
|
|
| 11.70 | % |
Jeffrey A. Zinnecker |
|
| 760,540 |
|
|
| 11.70 | % |
Samuel Vandeputte |
|
| 346,290 |
|
|
| 5.34 | % |
Trost Family Trust |
|
| 346,290 |
|
|
| 5.34 | % |
__________
* Less than 1%.
(1) |
|
|
| common stock. | ||||||
(2) |
|
|
| Includes 758,540 shares of common stock, warrants to purchase 5,000 shares of common stock acquired by this individual in the IPO in 2019, and 20,000 shares of common stock underlying currently exercisable options. Does not include (i) 60,000 shares issuable upon the exercise of options that will not vest until 60 days after the date of this filing. | ||||||
|
| Includes 80,000 shares of common stock owned by Brimmer Company, LLC, an affiliate of Mr. Brimmer, and 30,000 shares of common stock underlying currently exercisable options. Does not include (i) 30,000 that will not vest until 60 days after the date of this filing. | ||||||||
|
| Represents options to purchase shares of our common stock. | ||||||||
|
Item 13. Certain Relationships and Related Transactions, and Director Independence.
Policies and Procedures for Transactions with Related Parties
Our board of directors has approved policies and procedures with respect to the review and approval of certain transactions between us and Related Parties (as defined below), which we refer to as our “Related-Party Transaction Policy.” The following is a summary of material provisions of our Related-Party Transaction Policy. Pursuant to the terms of our Related-Party Transaction Policy, any Related-Party Transaction (as defined below) will be required to be reported to the chair of the audit committee of our board. The audit committee will then be required to review and decide whether to approve any such Related-Party Transaction.
Our Related-Party Transaction Policy defines a “Related-Party Transaction” as a transaction, arrangement, or relationship (or any series of similar transactions, arrangements, or relationships) in which we (including any of our subsidiaries) were, are or will be a participant and the amount involved exceeds $120,000 or one percent of the average of our total assets at year-end for the last two completed fiscal years, and in which any Related Party had, has or will have a direct or indirect interest.
Our Related-Party Transaction Policy defines a “Related Party” as any person who is, or at any time since the beginning of our last fiscal year was, a director or executive officer or a nominee to become a director; any person who is known to be the beneficial owner of more than five percent of our common stock; any immediate family member of any of the foregoing persons, including any child, stepchild, parent, stepparent, spouse, sibling, mother-in-law, father-in-law, son-in-law, daughter-in-law, brother-in-law or sister-in-law, and any person (other than a tenant or employee) sharing the household of any of the foregoing persons; and any firm, corporation or other entity in which any of the foregoing persons is a general partner or, for other ownership interests, a limited partner or other owners in which such person has a beneficial ownership interest of 10% or more.
58 |
Table of Contents |
Transactions with Related Parties
Below we describe transactions and any series of related transactions to which we were a party or may be a party and which we have entered into since December 31, 2018,January 3, 2021, or is currently proposed, in which the amounts involved exceedsexceed or will exceed the lesser of $120,000 or 1% of the average of our total assets as of the end of the last two completed fiscal years and any of our directors, executive officers or holders of more than five percent of our capital stock, or an affiliate or immediate family member or such persons, , had or will have a direct or indirect material interest.
During fiscal 2017 and 2018, BTND Trading, LLC., an affiliateIn connection with the refinancing of the Company by virtue of common ownership, loaned the Company funds for working capital. Atour mortgage debt in June 28, 2020, the Company owed $207,729 to BTND Trading at 8% annual interest. In August 2020, the amount due to BTND Trading was repaid in full.
2021, Gary Copperud has personally guaranteed each of the promissory notes evidencing loans on the real properties owned by the Company.
The Company has paid the salary and benefits of the Company controller based in Fargo, North Dakota and the Company pays monthly rent for the office space of $500 per month. From time-to-time, the Company’s controller has provided limited bookkeeping and administrative assistance for entities that are controlled by shareholders of the Company. These are minimal services for which the Company has not been compensated.
During August and OctoberIn 2019, the Company entered into three Convertible Promissory Note C and Class A Warrant Purchase Agreements withmade cash advances to Next Gen Ice, Inc. (“NGI”)(NGI), a provider of automated ice delivery systems to convenience stores and other markets, pursuant to which it purchased three convertible promissory notes totaling the principal amount of $179,000 (the “NGI Notes”).$179,000. Our CEO, Gary Copperud, our chief executive officer and a memberis Chairman of ourthe board of directors of NGI. Our Chief Operating Officer, Kenneth Brimmer, is a founder and member of the board of directors of NGI. Through affiliated entities controlled by Mr. Copperud, Mr. Copperud controls in excess of 50% of the outstanding stock of NGI and serves Chairmanas its Chief Financial Officer. The Company invested $229,000 in NGI Series A1 8% Cumulative Convertible Preferred Stock on February 2, 2022,
Indemnification of its BoardOfficers and Directors
Our articles of Directors. Originally,incorporation and amended bylaws provide that the NGI NotesCompany will indemnify each of our directors and officers to the fullest extent permitted by the Wyoming Business Corporation Act. Further, we intend to enter into indemnification agreements with each of our directors and officers. We have purchased a policy of directors’ and officers’ liability insurance that insures our directors and officers against the cost of defense, settlement, or payment of a judgment under certain circumstances. For further information, see “Executive Compensation—Limitations of Liability and Indemnification Matters.”
To the best of our knowledge, during the past two fiscal years, other than as set forth above, there were either (i) payable on March 2, 2020 with interest accruedno material transactions, or series of similar transactions, or any currently proposed transactions, or series of similar transactions to which we were or are to be a party, in which the amount involved exceeds the lesser of (A) $120,000 or (B) one percent of our average total assets at 14% per year,year-end for the last two completed fiscal years, and in which any director or (ii) convertible, at the optionexecutive officer, or any security holder whom we know to own of record or beneficially more than 5% of any class of our common stock, or any member of the Company, into sharesimmediate family of any of the series of NGI preferred stock in a qualified financing as definedforegoing persons, has an interest (other than compensation to our officers and directors in the notes. The NGI Notes were repaid in full including accrued interest in August 2020 following a March 3, 2020, Loan Modification and Extension Agreement pursuant to which the Company agreed to extend the maturity dateordinary course of the NGI Notes to August 31, 2020. In consideration of the extension of the term of the NGI Notes: (i) NGI granted to the Company a security interest in all of NGI’s assets, (ii) issued to the Company a warrant entitling it to purchase 179,000 shares of common stock of NGI at a price of $1.00 per share at any time through March 31, 2023, and (iii) the founders of NGI, of which Mr. Copperud is one, agreed to transfer to the Company 179,000 shares of NGI common stock.
business).
Item 14. Principal Accounting Fees and Services.
Boulay, PLLP (“Boulay”) has been our principal accountant since 2015.
Pursuant to its charter, the Audit Committee is directly responsible for the appointment, retention, compensation, and oversight of our independent registered public accounting firm. In addition to assuring the regular rotation of the lead audit partner as required by law, the Audit Committee participates in evaluating the lead audit partner and considers whether the firm should be regularly rotated.
The Audit Committee is also required to review and pre-approve all of the audit and non-audit services to be performed by our independent registered public accounting firm, including the firm’s engagement letter for the annual audit of the consolidated financial statements and internal controls over financial reporting of the Company, the proposed fees in connection with such audit services, and any additional services that management chooses to hire the independent auditors to perform. Additionally, the Audit Committee can establish pre-approval policies and procedures with respect to the engagement of independent registered public accounting firm for non-audit services. In accordance with the Audit Committee Charter, all the foregoing audit and non-audit fees paid to, and the related service provided by, Boulay were pre-approved by the Audit Committee.
Services
Boulay and its affiliates provided services consisting of the audit of the annual consolidated financial statements and review of the quarterly financial statements of the Company, accounting consultations and consents, and other services related to SEC filings by the Company and its subsidiaries and other pertinent matters and other permitted services to the Company.
The following is a summary of the fees billed to the Companyus by Boulay PLLP, the Company’s independent registered public accounting firm, for professional services rendered for the fiscal years ended December 31, 2023 (fiscal 2023) and January 3, 2021 and December 29, 2019:1, 2023 (fiscal 2022):
|
| 2020 |
|
| 2019 |
| ||
Fee Category |
|
|
|
|
|
| ||
Audit Fees (1) |
| $ | 50,450 |
|
| $ | 41,900 |
|
Audit-Related Fees |
|
| - |
|
|
| 940 |
|
Tax Fees |
|
| - |
|
|
| - |
|
All Other Fees |
|
| 3,126 |
|
|
| 8,126 |
|
Total Fees |
| $ | 53,576 |
|
| $ | 51,706 |
|
|
| 2023 |
|
| 2022 |
| ||
Fee Category |
|
|
|
|
|
| ||
Audit fees (1) |
| $ | 165,830 |
|
| $ | 193,123 |
|
Audit-related Fees |
|
| — |
|
|
| — |
|
Tax fees |
|
| — |
|
|
| — |
|
All other fees |
|
| — |
|
|
| — |
|
Total fees |
| $ | 165,830 |
|
| $ | 193,123 |
|
(1) | Audit |
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Table of Contents |
PART IV
The entire Board of Directors of the Company is responsible for the appointment, compensation and oversight of the work of the independent registered public accounting firm and approves in advance any services to be performed by the independent registered public accounting firm, whether audit-related or not. The entire Board of Directors reviews each proposed engagement to determine whether the provision of services is compatible with maintaining the independence of the independent registered public accounting firm. All of the fees shown above were pre-approved by the entire Board of Directors.
Item 15. Exhibits, Financial Statement Schedules.
(a) | (1) | Consolidated Financial Statements |
|
|
|
|
| The financial statements required under this item are included in Item 8 of Part II. |
|
|
|
| (2) | Schedules |
|
|
|
|
| None. |
| (3) | Exhibits |
Exhibit Number | Description | Location Reference | ||
1 | ||||
|
| 3 | ||
1 | ||||
|
| 2 | ||
Specimen stock certificate evidencing shares of common stock. | 1 | |||
Form of Warrant issued to investors in the 2018 Private Placement of Securities. | 1 | |||
1 | ||||
|
| * | ||
1 | ||||
1 | ||||
1 | ||||
1 | ||||
1 | ||||
1 | ||||
1 | ||||
1 | ||||
1 | ||||
| 2+ | |||
|
| 4 | ||
|
| 5 | ||
|
| 5 | ||
|
| 6 | ||
|
| 6 | ||
| Employment Agreement dated as of July 7, 2022, by and between Gary Copperud and the Registrant |
| *+ | |
| Employment Agreement dated as of July 7, 2022, by and between Kenneth Brimmer and the Registrant |
| *+ | |
|
| 7 | ||
|
| 7 | ||
* |
60 |
Table of Contents |
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|
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| * | |||
* | ||||
* |
Exhibit Number | Description | Location Reference |
| ||
1 |
| ||||
1 |
| ||||
|
| 2 |
| ||
Specimen stock certificate evidencing shares of common stock. | 1 |
| |||
Form of Warrant issued to investors in the 2018 Private Placement of Securities. | 1 |
| |||
1 |
| ||||
|
| * |
| ||
1 |
| ||||
1 |
| ||||
1 |
| ||||
1 |
| ||||
1 |
| ||||
1 |
| ||||
1 |
| ||||
1 |
| ||||
1 |
| ||||
| 2+ |
| |||
|
| * |
| ||
* |
| ||||
* |
| ||||
|
| * |
| ||
|
| * |
| ||
|
| * |
| ||
|
| * |
|
1 | Incorporated by reference from the Company’s registration statement on Form S-1 filed with the Securities and Exchange Commission on August 13, 2019. |
2 | Incorporated by reference from the Company’s registration statement on Form S-1 filed with the Securities and Exchange Commission on October 18, 2019. |
3 | Incorporated by reference from the Company’s registration statement on Form S-1 filed with the Securities and Exchange Commission on September 17, 2021. |
4 | Incorporated by reference from the Company’s annual report on Form 10-K for the fiscal year ended January 2, 2022, as filed with the Securities and Exchange Commission on March 17, 2022. |
5 | Incorporated by reference from the Company’s Current Report on Form 8-K filed with the Securities and Exchange Commission on March 8, 2022. |
6 | Incorporated by reference from the Company’s Current Report on Form 8-K filed with the Securities and Exchange Commission on May 19, 2022. |
7 | Incorporated by reference from the Company’s Current Report on Form 8-K filed with the Securities and Exchange Commission on August 11, 2022. |
* | Filed herewith. |
| Denotes management contract or compensatory plan or arrangement. |
| Financial Statement Schedules. |
No financial statement schedules are provided because the information called for is not required or is shown either in the financial statements or notes thereto.
_____________
None.
Table of Contents |
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
BT BRANDS, INC. |
| |||
|
| |||
Date: | By: | /s/ Gary Copperud |
| |
| Chief Executive Officer and Director (Principal Executive Officer) |
|
Pursuant to the requirements of the Securities and Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities and on the dates indicated.
Signature | Capacity | Date | ||||||
| ||||||||
| /s/ Gary Copperud | Chief Executive Officer and Director |
| |||||
(Principal Executive Officer) | ||||||||
April 1, 2024 | ||||||||
By: | /s/ Kenneth Brimmer | Chief Operating Officer, Chief Financial Officer, |
| |||||
| April 1, 2024 | |||||||
By: | /s/Allan Anderson | Director | April 1, 2024 | |||||
By: | /s/ | Director |
| |||||
By: | /s/ Terri Tochihara-Dirks | Director | April 1, 2024 |
|