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Ray Bibisi

Thank you, Rob. As Rob mentioned, our improving financial results demonstrate successful execution of our long-term strategy to expand our share [with] material. While we have grown our product portfolio, we have further enhanced our value proposition by integrating these offerings into comprehensive solutions that directly address customer needs. A key driver of our success has been the deep engagement of our sales team, whose close collaboration with our customers and engineering has directly influenced product development. By proactively identifying challenges and market caps, our team has helped shaped innovative solutions that span multiple offerings.
This alignment between sales, product management and engineering ensure that we are not just a component supplier, but deliver fully integrated customer-specific solutions that enhance performance, efficiency and overall satisfaction ultimately providing a competitive edge. By bringing together multiple products from our various business divisions, we create comprehensive solutions that address critical customer pain points while also delivering value-added services that strengthen our market position.
Leveraging our expertise in cross divisional capabilities, we differentiate ourselves by offering solutions that go beyond stand-alone products, driving meaningful impact to our customers. To further capitalize on these opportunities, we have made strategic investments in expanding our sales team. bringing in experienced talent to drive targeted initiatives across key market segments and customers.
This expansion enhances our ability to engage more deeply with customers identifying new opportunities and accelerating growth in high-potential areas. With a large and more specialized team, we can provide the personalized attention and technical guidance necessary to help customers navigate complex solutions and drive successful outcomes.
Our continued investment in a customer-centric go-to-market strategy reinforces our commitment to strengthening relationships, increasing market potential and driving long-term substantial growth. The positive feedback we have received validates this approach and we remain confident in our ability to capitalize on opportunities ahead. I'll now turn it over to Peter for the financial review.
Peter?

Peter Yin

Thank you, Ray, and good afternoon, everyone. As Rob mentioned, we're pleased with our first quarter results. First quarter sales increased 42.7% to $19.2 million year-over-year and increased 4% on a sequential basis. First quarter gross profit margin increased to 29.8% from 24.5% year-over-year. The 530 basis points improvement was not only driven by our overall increase in sales, but also related to a better product mix and our continued efforts to drive cost savings and operating efficiencies.
First quarter operating income was $56,000, a significant improvement from the operating loss of $2.1 million reported last year. Our net loss was $245,000 or $0.02 per diluted share, and our non-GAAP net (inaudible) was $397,000 or $0.04 per diluted share compared to loss of $1.4 million or $0.13 per diluted share year-over-year and a non-GAAP net loss of $1.4 million or $0.14 per diluted share for Q1 2024.
First quarter adjusted EBITDA was $867,000, a significant improvement compared to adjusted EBITDA loss of $1.1 million in Q1 2024. Moving to the balance sheet. We continue to manage our working capital to strengthen our liquidity and overall capital structure.
As of January 31, 2025, we had a total of $1.3 million of cash and cash equivalents and we had working capital of $11.7 million and a current ratio of approximately [1.7-1], with current assets of $29.5 million and current liabilities of $17.8 million. As of January 31, we had borrowed $8.1 million from our revolving credit facility. We continue to keep a close eye on our borrowing costs and see opportunities to improve to a more advantageous structure for us as our overall performance has been improving. Our inventory was $13.5 million, down from $18 million last year. The decrease in inventory reflected our continued improvements to our procurement and supply chain processes.
We believe our current inventory level supports our strategic business model of inventory availability. However, we continue to manage this closely as we expect to see increased demand in 2025 as we discussed earlier in the call. Moving on to our backlog. As of January 31, our backlog stood at $15.2 million on bookings of $14.9 million. As of today, our backlog currently stands at $15 million.
In closing, we started the year with a strong first quarter. We are eager to capitalize on the opportunities before us and drive increasing value for our shareholders. With that, I'll open up the call for your questions.

Question and Answer Session

Operator

Thank you (Operator Instructions)
Matthew Boss, B. Riley.

Matthew Boss

Hi. Good afternoon. This is Matthew on for Nichols. Yeah. So backlog. I remember last call that there was about a few million dollars left of the lower-margin hybrid products. So what's the update on that is -- and for the rest of the year?

Robert Dawson

Hey Matthew, you were cutting it out a little bit there, but I think I get the gist of it. So I'll give you an answer and if there's follow-up detail, please jump in and ask. But I think the question was around just a change in the makeup of our backlog. So yes, so we've seen the backlog sort of maintaining around that $15 million level for several weeks now. And I think that it's a good healthy spot for us.
We have continued to draw down some of the items that have been in that backlog for a long time. We've talked about in prior quarters that some of that hybrid fiber that's been with us for, in some cases, a few years. As we've been able to shift that out to customers, we've been replacing that with some of the newer product lines DAC, small cell and others just in general, seeing that kind of maintain. We expect for the year, the backlog can move around pretty good. I think that the key point or message I've shared in the past is it's not the only indicator to look at with us.
Seeing a $15 million number is a good spot. If it were $15 million, $16 million, $17 million, $18 million, great, that gives us a little bit longer visibility even if it's down $12 million, $13 million, that number is fine. We don't want to see it below $10 million. And if it gets above $20 million, that means we've got a lot of stuff in there that's probably going to take a little while for it to work through. It's not an immediate indicator of success.
Did that cover what you were asking?

Matthew Boss

Yeah. Yeah, that was great. And I guess just switching up, what would you say is the main reason increasing sequentially during the seasonally slow quarter. And how much of that do you credit to moving into -- more into the carrier OpEx?

Robert Dawson

Yeah. Great question. I think the -- when we look at that increase, look, there's still seasonality, certain product lines, especially the more distribution-centric things are still going to have that seasonality. So really, I think if we look at that increase if it's not 100% of it tied to newer product lines, certainly close to that. We saw material contribution from product lines that in the prior year and in Q1 in the past, we just didn't have those product lines or they weren't contributing in any kind of material way.
So we would put a lot of emphasis on the fact that adding those product lines and getting them relaunched over the last couple of quarters has really helped us and I think that the OpEx plays a part of that. It wasn't all of it. But certainly, on the DAC thermal cooling side, a nice chunk of that comes from the OpEx side, which again, we've not been able to benefit from in the past. So we still saw some decent CapEx that was in there, more on the densification side, whether that's small cell or venues. Some of that stuff started to pick up, and we saw some better contributions.
But I think the two topics you're hitting on are really the two things that drove that those added sales, it was OpEx contribution in the newer product lines, both.

Matthew Boss

All right. And in terms of the gross margin profile, our gross margin increased significantly year-over-year. It'd be helpful to get some more, I guess, insight into how you see that, I guess, change throughout the year?

Robert Dawson

Sure. Yes. I think -- look, we're happy being around that 30%. We think there's room for that to get better as we continue to optimize the way that we do our production and some of the profitability opportunities that the team is working on, the mix can also swing that wildly. So as these newer product lines start to contribute more and we get a little more mature with them and get a little better with it.
You launched new product lines, even though we've had these product lines since the acquisition a few years ago, the contribution, as I mentioned, was small, and we've reinvented some of those product lines as well to make them more relevant, more impactful, go after more market share.
And as we do that, you launch new products, you want to make sure that the experience of customers is exactly right. So we'll get better at it over time, and we think that also presents an opportunity for margin improvement. So 30% is a good number to use. We continue to work on ways to drive that number higher.

Matthew Boss

Okay. Great. And then I mean you mentioned that you've had the product lines for some while. There's been strong growth recently. Do you -- would you credit some of that good for that to the new sales team that you mentioned last quarter?
And then I guess I mean you've been seeing some success from that. So do you expect to invest a little bit more in expanding that sales team? Or how should we think about that?

Robert Dawson

Yeah. I think -- so some of it is certainly because of the additions we've made to the sales team. I'll say the performance that we've seen over the last few quarters where those product lines really started to contribute. In some cases, we signed agreements with some of these large customers two-plus years ago, and it was really a life cycle of we needed to get to a point where the spend was materializing. We were positioned correctly I think several quarters in a row, I talked about that and felt a little bit like the boy who cried wolf because it wasn't happening.
It wasn't happening as the spend started to recover, we were positioned perfectly to benefit from it. So some of our long-standing sales people have done a great job of getting us positioned and holding that even through some tough times, we try to just stay the course, believing that these were the right things and that our strategy was sound. That started to really show up. And then we -- to your point, we've added some resources. We don't expect there to be a material increase in total spend, but we've added resources to help us capitalize on the wins that we're having and take those more broadly to other customers as well.
It's once you've got some good high-level use cases that show the real impact of the product, that's the time for us to invest. And so we've done that we've changed some of those resources out. We've added a little bit incrementally, but the additional expense should be minimal, if any.

Operator

(Operator Instructions)
Steven Kohl, Mangrove.

Steve Kohl

I'm going to throw a few questions out here, as I'm sure you're not surprised. Obviously, one of the things, going back to one of Ray's comments, it's kind of exciting to me as a move from components to integrated solutions. Can you maybe give us a little bit more color on how that came about what the sales cycle was and what other opportunities we have behind us in that area and maybe even address some other areas that you might be moving into?

Robert Dawson

Sure. Yes. So I think -- thanks for the question. I think the move to solutions, call it started with the idea of getting more control over the bill of materials. I mean this goes back years, frankly, from the thesis of being a more component-centric and primarily cable assembly company, knowing that it's a fragmented market, and we needed to take our value up market. And the way to do that in our thoughts was to get more control over the bill of materials in key applications where we had good customer relationships.
So we were primarily distribution-centric for a lot of those product lines. we started to move into other distribution-friendly items through the acquisitions that we've made over the years. And so that, along with just bolstering our internal offering filled in everything on distributed antenna systems, small cells were both areas that we were heavily focused on getting as much control of the bill of materials as possible, which is by default to more solution sale. You start looking at things like the DAC thermal cooling offer. That by itself is a full solution and is one that we did redevelop.
The team did a great job of redeveloping that product line and the various different offer that we have within it. But I think all this was in service of adding more value in the market and getting up to a higher level where we're tapping into some different buckets of CapEx but also into the operating budgets as we've talked about. But also being on an approved list was a big piece of this process. And to get on that approved list with these kinds of customers, it's generally not a single component. You got to be solving a problem.
That's the definition of the word solution. So that's what we are working towards over the course of many years. And I think if you look at what's behind what we've started to do, we've cracked into a few customers with each of these product lines and some of our interconnect product lines. We talked about the aerospace win as well. Those are things that we believe we're in the early stages of being able to provide a lot more value.
And I'm not going to give away too much on where we're trying to go next. But you knock down a win with one carrier or two carriers and you start to obviously look, how do we go nationwide? How do we break into others that have a similar need? And then what are the other similar markets that have comparable kind of challenges that we can solve with the same product set you can assume we're chasing all of those.
That's part of the additional sales resources we talked about, but also in general, just the whole thesis of why we wanted to do this was exactly that, knowing that there were more broad-based opportunities for us to go after.

Steve Kohl

Talking a little bit. I know you mentioned that you're looking for a significant increase for the year, which obviously off to a good start with a significant increase in Q1. How do you look towards the progression of the cadence towards your 10% number on adjusted EBITDA? Because I suspect as you migrate the mix here and you get more traction on some of the -- that we should start to even to above 30% on gross margin, only potentially and actually see a pretty good ramp on that EBITDA number. So maybe I'm confused, but (inaudible) something the first time.

Robert Dawson

I've been accused of being confused as well, Steve, but I'll tell you on this topic. I think we have a pretty good plan here, and the team is going after it pretty hard. The -- there's two things. You touched on one, which is just the mix driving the higher gross margin. That will clearly help us on the EBITDA line.
All the profit lines will benefit from a higher gross profit. I think the other part is when we look at our operating infrastructure throughout the year, going to get better at that. And that's just some creative ways of doing prefinishing work, using partnerships in a broader way. Using those folks that we've been doing business with for some time, helping us take some of that work out of our four walls where we can where it makes sense for us. So that's a place we continue to focus on.
There's a good plan in place. The team is -- we've got a really talented team of folks that is working hard on that. And I think we feel good about that progress and would expect that, that will kind of throughout the year, regardless of the monthly or quarterly sales number, we think we're going to see a significant benefit showing up by the end of the year that will help us going into next fiscal year and beyond.

Steve Kohl

And last question for me is just maybe throw Peter in here. We saw the first quarter, we don't tick a little bit on the line, but are we expecting to be pretty -- in terms of cash flow and debt paydown targets this year, should we see that kind of roll through as you're looking at the forecast for the year?

Peter Yin

Steve, you cut out a little bit there. You were asking about kind of debt paydown.

Steve Kohl

Yeah. Just generating cash. I know one of the great things about your business historically has been you generate pretty good cash right as you get above certain levels of sales, which I presume we're going to kind of get there. But is that your expectation from what you're seeing in your modeling is that we should take a chunk out of that again this year?

Peter Yin

Yeah. So we've made significant kind of pay downs to the loan from when we refinanced about this time last year. So we're getting close to our minimum required amount and we'll start to build up some cash on hand here. And then as I mentioned during the call, we're always monitoring kind of that as we start to improve with our performance, cash flow is positive and we start building a cash position time to take advantage of kind of the performance and maybe look at cheaper alternatives for us.

Steve Kohl

Okay. And I did lie. One other last question is how is Microlab doing? And are you repositioned? Is that pretty much in the steady state?
Or what are we seeing there? Because I presume there would be a beneficiary in some of these macro trends that you've been alluding to.

Robert Dawson

Yeah. I think the Microlab branded products, we've had our ebbs-and-flows to kind of go along with the carrier market. That's certainly a place that product line in total, not all of it, but a big chunk of it is tied fairly closely to including some of the distribution channel that goes with it.
It's done -- performance-wise, it's been a little all over the place depending on the quarter. We've had huge quarters. We've had marginal quarters and everything in between. I think in total, though, we're happy with that acquisition. It's put us into a place with that bill of materials and at the right table.
I mean there's a -- some of the things I said when we made that acquisition, it wasn't just about the numbers. It was also -- there was already a seat at the table. There was already an approved product set that showed up on a bill of materials with every major carrier, not just in the US, but every major carrier which allowed us to pull through some other things. When you look inside a bill of materials of a small cell inside that, a lot of times, Microlab is the offer where it wasn't. It's a chance for us to displace others and put our stuff in there.
So pleased with it. I think we also got a great team with that acquisition that has allowed us to consolidate operations on the East Coast around these integrated systems as well, including the legacy [Softech] product lines, that address DAC and small cell, all that's being made in that facility in New Jersey, combined with the legacy Microlab team. So we're starting to treat that more and more as a single operation coming out of there and really happy with the opportunities that, that has presented us over the years.

Operator

Thank you. There were no other questions at this time. I would now like to hand the call back to Rob Dawson, CEO at RF Industries for closing remarks.

Robert Dawson

Great. Thank you, Paul, and thank you, everyone, for joining us today. We look forward to sharing fiscal second quarter results in June. Thank you for your continued support of RFI. Have a safe and happy St. Patrick's Day and enjoy another year of March Madness. Go blue.

Operator

Thank you. This does conclude today's conference. You may disconnect your lines at this time. Thank you for your participation.