Climb Global Solutions, Inc. (CLMB) Earnings Call Transcript
October 29, 2026
Earnings Call Speaker Segments
Good morning, everyone, and thank you for participating in today's conference call to discuss Climb Global Solutions financial results for the third quarter ended September 30, 2026. Joining us today are Climb's CEO, Mr. Dale Foster; the company's CFO, Mr. Matthew Sullivan; and the company's Investor Relations adviser, Mr. Sean Mansouri with Elevate IR by now, everyone should have access to the third quarter 2026 earnings press release. Investor Relations of Climb Global our www.climbglobal.com. This call will also be available for webcast replay on the company's website. I would now like to turn the call over Sean Mansouri to discuss Climb Global Solutions.
Thank you. Before I introduce Dale, I'd like to remind listeners that certain comments made on this conference call and webcast are considered forward-looking statements under the Private Securities Litigation Reform Act of 1995. These forward-looking statements are subject to certain known and unknown risks and uncertainties and as well as assumptions that could cause actual results to differ materially from those reflected in these forward-looking statements. These forward-looking statements are also subject to other risks and uncertainties, that are described from time to time in the company's filings with the SEC. Do not place undue reliance on any forward-looking statements, which are being made only as of the date of this call. Except as required by law, the company undertakes no obligation to revise or publicly release the results of any revision to any forward-looking statements. Our presentation also includes certain key operational metrics and non-GAAP financial measures, including gross billings, adjusted EBITDA, adjusted net income and EPS and effective margin. As supplemental measures of performance of our business. All non-GAAP measures have been reconciled to the most directly comparable GAAP measures in accordance with SEC rules. I'll now turn the call over to Climb CEO, Dale Foster.
Thanks, Sean, and good morning, everyone. Our team delivered an exceptional third quarter, achieving record results across our key financial metrics, demonstrating the strength and scalability of our global platform, our strong performance was driven by growing momentum across our vendor portfolio and deepening our relationships with our partners. Within our line card, we generated sequential growth with 19 of our top 20 vendors during the quarter. We are seeing meaningful traction with several of our newer relationships that have added or expanded over the past year. Underscoring our ability to identify innovative technology partners and develop into meaningful contributors over time. During the quarter, we evaluated 32 new net brands but signed an agreement with only 1 Harmon Security, reflecting on our disciplined approach to our vendor selections. Harmonic is an innovative cybersecurity company focused on helping organizations securely adopt and scale AI technologies. As AI adoption accelerates, we believe solutions like Harmonics will become increasingly important in helping business capture and product proactivity benefits of AI while mitigating the associated security risks. This partnership further strengthens our security portfolio and positions our resellers, partners to address a growing area of customer demand. As these partnerships in their channel reach, strengthen reseller engagement and accelerate growth. We refer to this segment of the market is called as Challenger vendors, which aligns with the challenger category within Gartner's Magic Quadrant framework. We believe this represents an attractive and underserved opportunity for Climb as these companies can benefit from the same high-touch sales, marketing and technical expertise that have helped us successfully scale our emerging vendor relationships. Importantly, this is a natural extension of our existing strategy rather than a shift away from our core focus. By leveraging our specialized teams established reseller network and proven go-to-market capabilities we believe that we are well positioned to attract a broader range of technology partners and further expand our growth opportunities. As we continue to expand our vendor portfolio and scale our global operations, we are equally focused on strengthening the infrastructure needed to support that growth. A key part of this effort is improving operational efficiency and leveraging technology to streamline processes across the business. Our ERP systems serve as critical components of our global operating infrastructure, and we continue to focus on leveraging its capabilities to automate workflows and drive greater efficiencies across the organization. We are applying this approach to areas such as coding various accounting functions, along with digital connectivity to our vendors and partners, where we see opportunities to reduce manual processes, improve productivity and support continued growth as we scale. Separately, we are investing in developing of our own cloud marketplace, which will provide a centralized platform for MSP and reseller partners to purchase, provision and manage cloud subscriptions. The platform is designed to simply to simplify transactions, consolidate billing and provide greater visibility across the customer life cycle. Over time, we see an opportunity to leverage this infrastructure across all of our global territories, enabling us to scale recurring cloud transactions, strengthen our partner relationships and expand on new markets more efficiently. Subsequent to quarter end, we expanded our European presence through the acquisition of Neogen, bolstering our position in France with a highly complementary team reseller network and vendor portfolio. The transaction builds on the investments we have made in Europe and creates additional opportunities to deepen vendor relationships while broadening the solutions available to our channel partners. Similar to our approach with Interwork, which continues to perform on plan since closing the acquisition earlier this year. We believe Climb infrastructure can support NUVED's growth while maintaining their local market expertise and customer relationships that have contributed to its success. We believe NeoVad is a strategic and cultural fit and an important part of the increasing of our scale across Europe operations -- European operations. Looking ahead, we will continue to identify cutting-edge technologies that can strengthen our line card and support organic growth. We will also selectively pursue acquisitions that fit our culture and operating model with Europe remaining as an important focus area. With the growing momentum we are seeing across our business, we believe we are well positioned to close out the year on a strong note and deliver another year of performance -- of record performance for Climb shareholders. With that, I will turn the call over to Matt Sullivan for financial results. Matt?
Thank you, Dale, and good morning, everyone. A quick reminder as we review the financial results for our third quarter all comparisons and variance commentary refer to the prior year quarter unless otherwise specified. As reported in our earnings press release, gross billings in the third quarter of 2026 increased 40% with a quarterly record of $706.4 million compared to $504.6 million in the year ago quarter. Distribution segment gross billings increased 41% and to $680.5 million, while Solutions segment gross billings increased 14% to $25.9 million. Net sales in the third quarter of 2026 increased 37% to a quarterly record of $220.3 million compared to $161.3 million in the prior year period. This increase reflects strong double-digit organic growth from new and existing vendors. Gross profit in the third quarter of 2026 increased 28% and to a quarterly record of $33 million compared to $25.7 million for the same period in 2025. The increase was driven by organic growth from new and existing vendors in both North America and Europe as well as the contribution from Interworks. Selling, general and administrative expenses in the third quarter of 2026 were $20.9 million compared to $16.2 million in the prior year period. The increase primarily reflects SG&A associated with Interwork and variable sales compensation attributed to the growth in organic gross profit. SG&A in Q3 of 2026 was also impacted by our investments in IT infrastructure and automation initiatives designed to improve operating efficiencies. SG&A as a percentage of gross billings decreased to 3% for the third quarter of 2026 compared to 3.2% for the prior year period. SG&A as a percentage of gross profit for the third quarter of 2026 was 63.2% and represents a decline from the first 2 quarters of 2026, which were 68.5% for the second quarter of 2026, and 76.7% for the first quarter of 2026. Net income in the third quarter of 2026 increased 69% to a quarterly record of $7.9 million or $0.43 per diluted share, compared to $4.7 million or $0.25 per diluted share for the prior year period. Adjusted net income increased 34% and to $8 million or $0.43 per diluted share compared to $6 million or $0.33 per diluted share for the year ago period. Adjusted EBITDA in the third quarter of 2026 increased 35% to $14.7 million compared to $10.9 million in the same period of 2025. Effective margin, which is defined as adjusted EBITDA as a percentage of gross profit increased 230 basis points to 44.6% compared to 42.3% for the same period of 2025. Turning to our balance sheet. Cash and cash equivalents were $66.9 million as of September 30, 2026, compared to $36.6 million on December 31, 2025. The increase in cash was primarily attributed to the timing of receivable collections and payables. As of September 30, 2026, we had no debt outstanding or outstanding borrowings under our $50 million revolving credit facility. We ended the quarter with a strong balance sheet, giving us the flexibility to support organic growth, invest in our operating infrastructure and pursue strategic acquisition opportunities. We remain disciplined in our approach to capital allocation, focusing on investments that align with our long-term strategy, drive earnings growth and create sustainable value for our shareholders. This concludes our prepared remarks. Operator, please open the line for questions.
Our first question is from Keith Housum with Northcoast Research.
Great job on the quarter. Guys, just a few questions on the Nelobadacquisition. I guess any differences in terms of their margin profile versus claims? Or is it pretty similar?
It is and Matt can give the details, but it's in line with a lot of our European acquisitions, right? So the margins are typically double what we see in North America, and this one is actually higher than that. And it really is attributed to how they actually work with their customer base, where they bring on vendor lines, negotiate a higher margin upfront as they're going to take a new vendor line into the French territory and then that will decrease over time as the resellers take on more of the burden, but those margins still stay in that double-digit range compared to where we've seen in the U.S. is single -- mid-single digit.
I was just going to say, like -- just to reiterate what Dale said, I mean it's consistent margins with what we've talked about with the Interwork acquisition. So it is slightly higher than our existing European business, but it is in those low double-digit gross profit percentages. .
Great. In terms of their historical growth rates, are they growing in line with you guys as well?
Go ahead, Matt.
In recent years, they've signed a couple strong vendor lines in France. So their growth has accelerated in the last 2 years even greater than the growth rates that we've seen historically.
And what's unique? I mean, we've been talking for a while. We've had one sales representative in France Camel and he was both selling in France, our product portfolio, but also prospecting for us. So it's the relationship that we built with the Jerome, the owner of Neovad. But the uniqueness of Neovatis that they have majority exclusive relationships with their vendors for France. And they also sell into other French-speaking countries. But really the focus in France and they get the higher margins because they have exclusivity. And then we -- like I said this in the past, how do you target potential acquisition targets? We use our vendor network, and we've done it in this case as well, just to check on and saying, okay, how is this distributor -- what's the go-to-market do you find out a lot about them before you even maybe have your first meeting with them, so it works out very well.
Great. I appreciate that. And is management going to be staying on?
Their full team will be staying on. They're just in a suburb of Paris. That's been out there for a while. I'll be heading back out for another trip in a couple of weeks. .
Great. Good to hear that. And if I just look at here at Quinn's results for the quarter, obviously, outstanding results. sales and billings growing faster than gross profits there. So was there a mix change versus prior quarters here or just kind of the lower profitable business? Or maybe just the mix of what you have there, can you give a little bit of color on that, please?
Yes. It goes back to Q2, when we had 18 of our top 20 brands growing at a really good clip, and now we have 19 of top20 brands. And I'll put it out there. I mean the 20th brand is Adobe. In Adobe, it's not that it's not growing. It's a little flat but it's still a great relationship with us, but that's our. So it's really the core piece of our vendors that are growing at this club to make it there. We didn't have any big one-offs that we've had in the past. So it's just -- like I said, just a really good quarter. Teams are firing on all cylinders. And like I mentioned in the prepared remarks, we're just so focused and I think they said this in Q1 this is going to be the year that we really get off and get our efficiencies going and putting it -- or putting quite a few dollars into our systems and our technical teams.
So there's nothing really onetime item in the quarter. It's all sustainable growth from here, correct?
It is. And we -- when we talk about our top 20 brands, we still have brands going in and out of our top 20, the ones that are growing faster, the ones are becoming large. We've just got some ones that we signed over a year to 2 years ago. I'll mention Dark Trace. They're on that $100 million run rate as a vendor. . And we're just seeing more than -- and as we said before, I mean, we're still getting a lot of inquiries for vendors for us to take a look at that are just much larger brands. and they come with a much larger share shift either from their direct model that they need to get more efficient or share shift from our competitors.
Great. And I guess last question for me, I'll turn it over. But in terms of your reseller count, do you guys -- I'm sure you guys track it, but you guys discuss it publicly in terms of how many resources you're working with and how it's growing over time?
We do. We do it in our investor deck -- and we talk worldwide, I think we give a range of 7,000 to 7,500 resellers that are unique customer of ours. But yes, we don't -- we track it because we're mining our database all the time, especially our vendors to get into the resellers that are the closest fit to where they think they can go to market. But -- so that's about the number worldwide.
Our next question is from Vincent Colichio with Barrington Research.
A nice quarter. In terms of organic growth, it looks like it accelerated this quarter. Should we expect this level of growth to continue in coming quarters?
We mentioned right at the end, that we expect to have a record year. We're already into almost done with October. And we're on that same trajectory that we did with Q3 just being up in the right over last year's Q4. So we're trying to clean up our line card, it's important for us. We talk about these top 70 brands, and that's what we go to market with, and then everything from 70 both goes to our climb Elevate team. . And that's a real focus that we've had over these last really 6 months to get transacting lines that just don't meet the criteria of a go-to-market Bushan -- good Colonel, which that team is growing very quickly and the rest of them so we can do more focus. But Yes. I mean, at this rate -- I mean we had a great quarter. There's no doubt about it. At the same level, of course, I want to be there. I think that's going to be a tough one, but we don't see it slowing down as far as this is just one bump of a quarter. Maybe just have a lot of our vendors performing at a great clip. And I think it's due to a lot of the -- or 70% in the cybersecurity space and a lot of it is because people have to secure their networks and they're securing it in so many different ways and making sure they go from a firewall to an endpoint everything in between with everything in the news you hear about an AI agent escaped and is doing an increasing habit on somebody's systems. So everybody is looking for ways to make sure that they aren't in the news.
Effective margin increased [ 30 ] basis points year-over-year. How much of that improvement is structural should we expect at that level or better to continue?
Yes. The -- so we're tracking for the full year on a effective margin percentage that we've historically seen, right? So when you look at it on a full fiscal year basis, we're in that low 40% range. That's definitely where we're continuing to track for 2026. . We did do some initiatives and some cost savings initiatives in Q3 that we executed upon. So that brought the -- as I highlighted in the call that brought the expenses as a percentage of gross profit down even compared to not only the first 2 quarters of this year, but in line with where we were in Q3 of last year. So it's really -- it's continuing to trend in the positive direction, kind of where we've seen our historical effective margin.
And then some of the investments you summarized in the ERP system and in the marketplace, will we see the results of that in margin in 2017?
It won't be in margin. It will be -- it will be an effective margin, right, as we get more efficient. And if I was to take it overall, structurally, we're in a great place in the company, but we're fine-tuning different areas. And with that, Vince, it's all about the technology, as I mentioned, or different ERP systems. We have with Vishal, our new CIO that came on board over, what, 2 years ago, A lot of things have changed. We have more projects and I've mentioned in Q1 than we've ever had before, and we're completing more projects in a short period of time than we've ever had before. So I mentioned about marketplace. It's something that's always been our agenda. We have -- and I mentioned at the end of Q2 or the Q2 earnings release that we have hired somebody to do that, and we are well on our way. So we'll have some announcements for you in Q1 on our cloud marketplace and what that will mean. I've said it all along, a portion of our business should be a self-service platform that we're building so our customers can interface and do it quickly and how they want to interact with us versus how they have to interact with us right now vendor by vendor.
And then, Matt, what was the revenue contribution of Neovad in '25? And then what monthly contribution should we expect in the coming quarter?
Yes. We haven't put that information out in our press release when we announced the acquisition we announced the adjusted EBITDA impact. But we'll have more to talk about on the NeoVAD contribution as we move forward here. .
And Vince, our CRO, Gerard Brophy, that runs our EMEA operations, Neo ban will go up through him. And just since we have the announcement last week, we already have four of our existing vendors that have reached out and said, "Hey, we want to do something in France. We've said this many times, the French by for French and German buy from Germans, we think that we are just so positioned with our larger portfolio of vendors with NeoVad's limited portfolio that will do a combination and figure out which vendors fit best for us invest for the NeoDad team and then take it into the French market. That's the real opportunity here. .
Next question comes from Bill Dezellem with Eaton Capital.
I have a group of questions. First of all, relative to the larger vendors wanting to work with client does this ultimately imply that your growth rate will be accelerating over time as a result of just a larger dollar volume of revenue that can be transacted are with larger vendors?
Yes, Bill, you're spot on, right? So if you look at -- and this is an internal discussion we have a lot -- and that is, if we're a $2.2 billion company and we signed a $20 million line that we think we can get up to speed in 6 months, $20 million, it's only 1% of our overall rev -- so we're looking -- and we -- if you go back 3 years ago, we were talking about, hey, we'll sign a vendor line if we think we can get to $10 million in the first 18 months. And now we're saying there's 2 components to that. Can we grow that vendor line in our ecosystem? And what is the share shift opportunity. And I mentioned it, is that share shift opportunity from competitors that are just not serving to customers like they need to be serviced? Or is it from a direct go-to-market that these vendors have. And I was with a very large vendor yesterday and having this exact discussion. And the discussion goes kind of like this. They have $200 million of business that is unmanaged and they know they have to put in the channel and here's the good part of PE firms. They're owned by a PE from as most of our vendors are and the PEs are saying, you've got to be more efficient because this is what the market will bear as far as cost how do you become more efficient and going direct and hiring the expense of people and having -- and continue to build your infrastructure doesn't work when a channel exists that's already super efficient why aren't we doing that? So they're pushing these management teams to go find channel people versus direct sellers -- and that's how the conversation goes. So you look at a vendor like that and said, okay, we've got [ 200 million ] tonne managed. We want to run this through distribution. What is it going to cost us, and we start playing the financial game. So those are the conversations we're having as well as back and this goes to our challenger brands. If you look at Gartner's Magic Quadrant on the top left, that's the challenger brands that we have quoted a few sitting in there. And then our emerging brands, that's not going to be something we're not going to continue to focus on because we -- if you look at who sits in our top 20, those are emerging brands that we signed 4 and 5 years ago. we see opportunity with existing larger vendors that need a solution, whether it's a direct to channel or a share shift because they're not being serviced.
That's very helpful. We look forward to hearing more on those vendors in the future. Relative to your comment that you made to a prior question, relative to your marketplace? Is this -- is this something that we are going to see tied in with the Climb Elevate program and ultimately finding a way for those vendors to be able to transact on your site. But ultimately, it's not going to require even the Elevate time. Is that part of the strategy here? Or is it really more for a larger vendor, let's say, a Fortinet or an Adobe that's well known that the resellers can simply go on to your site and accomplish what they want to, and they already know what they need and what they're trying to accomplish and don't need a human assistance.
Yes. So the -- I'm going to use sort of referring to more as a platform because we're going to be doing a lot of things on this platform to service our customers and our vendors. And I talk about the connectivity that we have to have between our vendors and our customers. But it's the -- it's really our core, right? So Climb elevate does a great job, but that's not what we're doing is for. Will that be an extension of the platform. 100%, right? So we can transact and make it much more efficient as we work with that. But it's really for the core part of Climb. If you look at -- I can go vendor by vendor and you brought up Adobe, great vendor that needs to be transacted on a marketplace platform because of what Adobe has done similar to Microsoft did with their licensing schemes. So as vendors get to that size, they need to take out and make it more frictionless -- and I've said this for years and years now. And now we have a leader that's doing that, and I have a CIO that's backing it and making sure that this is going to get completed. And then we'll just continue to expand on it. But Yes, the elevated piece of it will be great in the future. But right now, it's really for the core part of climb. And I could go vendor-by-vendor and tell you the ones that would be the first ones that would go on that make the most sense. And we're just going to pick them by size and the ones that we spend the most time in the back office trying to transact.
And Dale, this is -- this marketplace platform is something that I think that you have talked about for some time now. What has taken what has taken this long to get this accomplished sitting on the outside, looking in, it seems pretty straightforward. Clearly, it's not as easy as it seems from the outside. What's been the friction point?
So here's the inside baseball part of it, and that is we tried with a couple of development companies that already have platforms, and we were going to modify what they had and use that instead of reinventing the wheel. And we went down the road with a couple and it just -- it gets too wide right? So they want to do -- just like AWS, right, their marketplace is super wide and it's like, hey, you can go and get to anything, but no one really use it that much in our space unless they have to retire some kind of spend. And if you look at how much Amazon has sitting there on their books for people to still spend on their marketplace, whether it's compute, storage or licensing. So the good thing for us is that the vendors weren't ready for that, and I'm talking about our vendors because you have to have the connectivity and they have to build out either an API, EDI or some kind of interface to your platform. So we're getting the number of vendors coming to it and say, okay, we're ready for this now. So it was a good timing for us to really kick this off. So with that, it's -- we weren't behind -- I kept thinking we're way behind way behind. I look at our competitors. If you look at what people call the gold standard out there for MSPs as Pax and Pac does it, but we don't even run into PAC in any of our vendors. Our vendors sign tax. We don't run into them as far as a competitor. We might say we're not running into cause they're not touching as many MSPs as they are -- but the timing is now for us, and it's a good time for us with our vendors and the amount of vendors we'll have on the platform. This time next year, we'll will be how they want to transact. We don't want to ever tell somebody how to go to market, but if it fits with us and how we service our customers, then we're all in.
Thank you for that genuine response. I really appreciate that. And then 1 additional question here because you have tried a couple of approaches and because technology is advancing so quickly, whether it be due to artificial intelligence models or otherwise. Do you believe today that when you do launch your marketplace, the characteristics that, that marketplace will have and capabilities is going to be better than what you had originally envisioned and therefore, what I was thinking may have been a delay. It sounds like what you may have been thinking was a delay ultimately as 2-year benefit?
Yes. So a couple of things. It's purpose-built for how Climb goes to market. So we're not doing things that nobody wants just to be flashing into some kind of marketing ploy but it's what our vendors want our customers want and how they want to actually transact with us. So there's -- we're never going to get away and we can say that -- and I'll go back to just looking at our numbers and where we're going. The vendors, unfortunately for them, don't have a lot of choices, right, in North America. There are a lot of choices overseas. But in North America, they don't have a lot. They have the big 3 distributors that are $40 billion plus. And then there's a couple of small ones, but there's nobody else. And so if they either have to keep that direct model, how are they going to do? Are they going to build their own platform marketplace. The problem is VARs, customers, resellers, MSPs, they don't want to have to log into 40 different vendors just to get their licensing. And that's why it's a perfect fit for distribution to accrete all those. So -- and a little topic, but as far as back to your question on the platform, I've got the Shaw, which Vishal coming from WWT, our CIO, he was in bold integration when WT bought Soft Choice he's familiar with some of the platforms they were using. Some of it was outsourced some of it was built. And then he brought a gentleman in that Ben Ryan, that's done this before, spent time at Ingram with some of the marketplace and they've got quite a long history of that. And they -- the most time is spent in the architecture of it before we even write code. The coding parts, the quick part is the architecture to make sure we're not building something someone doesn't want. And we're looking at the efficiencies of what my team does every day that just monotonous on the inside sales team and that we can automate this where you can go to get your information very quickly and then get back -- our team can get back to actually selling and saying, okay, why is this emerging technology that I need. And that is my background is selling, selling, selling and getting that -- whatever that new technology and for as many eyeballs as possible.
Our next question is from Howard Root with Fair hope Capital.
Congratulations on really an exceptional quarter. Most of my question has already been asked, but 2 little quick ones. One, on the gross billings, I mean, up 41% year-over-year, up $200 million. I mean it's almost -- to me, following for a long time, almost unbelievable. But can you break down kind of what on a rough basis, what did that came from Interwork, -- what came from new vendors, what came from, and I'd put Fortinet into the new vendors category and one came from expansion of just the current line?
Yes. Thanks, Howard. The bulk of that -- the majority of that expansion is from existing vendor relationships. So we are on target with numbers that internally we've budgeted for Fortinet as an example for 2026. Interwork is, as Dale highlighted in the call earlier, has performed on plan. But really, that growth in the gross billings line and even gross profit on down is from our existing vendor relationships and that makes up the majority of that growth there.
And I could go just we could go vendor by vendor and tell you. I'll just pick up Sophos because we talk about them as 1 of our top 3 vendors. They bought SecureWorks, their total brave company. They've been flat for the last couple of years. And now they finally got those 2 companies integrated. They kicked off the new Fusion play, and there's just so much more hype around them, and we've seen it in the market. People that are renewing their licensing. So I could go each vendor like Matt mentioned Fortnet, each 1 of our top 20, and there's some new thing that they did or they acquired a company or it's a share shift play where we're out servicing our competition, and we're getting that. An that's -- for a sales rep, that's the easiest thing they can do is give their customer, why they're better and we get a share shift piece of it, but then you have to perform, right? Or they'll shift back to your competitor.
Great. Great. And here, I was told that I was going to destroy your business. So historically, your strongest quarter, is there any change to that?
It's not. And it goes back to the whole thing as far as people from way back, and we have an annuity stream of licensing that gets renewed by people extinguishing their budgets. So we'll see the same thing. I mean 80-some percent of our business is renewals. We don't see that changing. We've already -- we're quoting -- the vendors are pushing us to go after renewals 90 to 120 days, which I think is kind of ridiculous before the renewal is up. There's just a lot of maneuvering in the vendor market as far as how they want the renewals done. We're doing a lot of it for them. So we see a lot of the business already setting up for Q4. And then just underlines our vendor lines that we had in our top 20 are not slowing down into Q4.
Great. And then just on acquisitions. I mean I know that you always are on lookout and you do acquisitions, but here we are at the end of the year, you do an acquisition and you end up with even more cash than you had at the beginning of the year. So you've got more ability to do larger ones. What's your -- what do you see out there in the acquisition field and what's your appetite? And how do you see things coming in the next 2 or 3 years in your M&A activity?
Yes. So Ray, this hot on my list right now is 4 companies. And I've said this -- I said at Investor Day that we're looking to acquire 2 to 3 companies per year. and it was great that we could get this 1 done. We have a couple already that we've put -- not LOIs in but initial points in to say, okay, this is what it would look like. But Yes, we can go larger. We haven't taken any debt on this company. As Matt and in his remarks, but it's going to be in Europe. And there are some other reasons that we're actually prospecting in that have come to us by our vendors saying, "Hey, we need help here. This is a great distributor. You should take a look at them. We think the owner is going to retire -- so there's a lot of those outside of those 4 or 5 that are hot right now, there's another 10 right behind those. And that reaches into areas like the Middle East -- we're going to invest more into the African market as we're getting going with our African team and the South African team. But it's a robust list and it's not slowing down. And the good thing for us is you have these -- like I said before, these 3 massive distributors that are worldwide, then you have some that are in that $4 billion to $5 billion range but they think they already have those territories covered. So there's not as much competition on the acquisition side. It's more of me competing with a $30 million distributor trying to buy a $15 million or $60 million trying to buy $30 million in the European space.
And congrats again to everyone at Climb for a great quarter.
At this time, there are no further questions in the queue. .
And I just want to say to everyone that joined us today. I'd like to thank the entire time Climb team across all our regions. A big welcome to our French team. I can't spend more time with them in the upcoming weeks, and our teams are going to get more integrated as we go and putting onto our platforms. . And then to our just core client team, great quarter. We'll continue to deliver that first class experience to our customers and to our vendor partners. But thank you.
Thank you. This brings us to the end of today's meeting. We appreciate your time and participation. You may now disconnect.
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