Mach7 Technologies Limited

Good morning everyone and welcome to the MUC7 first quarter FY25 business update. My name is Françoise Dixon and I'm Head of Investor Relations for MUC7. Today our CEO Mike Lampron will provide an overview of our Q1 result. We will then open it up for questions which will be answered by Mike and our CFO Diana Hearn. If you have a question please submit it via the Q&A text box at the bottom of the screen. I'll now hand over to Mike for the Q1 update.

Thank you, Francoise, and welcome everyone to the Mach 7 FY25 first quarter business update. Tonight, I'm going to start off with some highlights, and then I'll add in some detail on some of the more important components of the update. As I said in our FY24 update, the story of Mach 7 is really best told through the lens of revenue. Contracted annual recurring revenue, which tells you what to expect in the future. Annual recurring revenue, which gives you a baseline for business as usual. And of course, total revenue, which can include any fluctuation that might occur through our contract mix, essentially subscription versus capital. This is really important to us and probably the greatest measure for how the company is doing as we've sort of migrated from a capital intensive, sales order intensive business to a subscription business, which is really geared towards our customer install base and net new customers. We'll talk a little bit more about that here in a few minutes. But in the numbers I'm about to talk about, just as a reminder here, they're in currency. Really, we did that this quarter just to give you the best picture for true improvement for the business. In Q1, our car that contracted annual recurring revenue ended at $27.5 million, which is up 2% for the end of FY24. The ARR was $22 million, or up 3.5% from FY24. Sales orders were $2.2 million compared to what was a huge Q1 of last year, so likely not a valuable quarter-over-quarter comparison. And of 2021. And this is really a process tool in QWAL. And importantly, we are reaffirming our FY25 guidance for 15 to 25% growth in car and revenue. And we also guided to OpEx growth to be less than revenue growth. So we'll move on first to sales. And in Q1, sort of in accordance with our strategy, we targeted investment in people, process tools, improved scalability of our business. And as I stated, as we move to a more highly concentrated subscription model, keeping our attrition low and maintaining a happy customer has become a top priority for us. This investment reflects that focus. And part of that strategy includes an increased focus on cloud enablement, service and supportability, integration and interoperability. And you've heard me talk about these things from our strategic pillars in the past. These are really important from a product strategy perspective, representative of the feedback we've received from customers and our own anticipation of market trends. But above all, the focus there. So with that in mind, as we talk about sales orders in Q1, bear in mind that our sales cycle, it remains long. It's a 12 to 18 month sales cycle. We do have a team that's working tirelessly on winning new logos, which is important to us this year, and converting a substantial pipeline of opportunities. Similar to last year, we would expect to sign at least three to four net new logos in FY25. At the same time, we'll continue to grow ARR through expansion and add-ons, with our existing install base. And although in Q1, we signed some significant expansion renewal agreements with customers that sort of highlights the success of that land and expand strategy that we always talk about. So sales orders consisted of ARR of 1.4 million, a capital software sale of 600K, and some professional sales of 200K, giving us the 2.2. And we included a chart this quarter. which kind of highlights our sales orders by the quarter since 2021. And this chart really shows sort of the lumpiness and maybe the lack of seasonality in our sales cycle. So comparing, you know, PCP is not always the best view of the quality of the quarter. And I think you can tell by looking at that chart, the volatility we've had quarter over quarter, which makes it really difficult to use that as a good measure of progress from a sales orders perspective. So as we think of revenue and we think of ARR, which is currently generating 22 million, the run rate increased by 700K since the end of FY24, since the end of June. And it's important to note that that ARR will continue to grow as new customers achieve first productive use and existing customers expand their licenses, add on new features, renew it, increase price points, all of which are equally valuable to the overall revenue number, right? So that's important to think about that and think about where we said revenue would be for the fiscal year, right? We said 15 to 25% growth. And we're looking at 22 million in revenue right at the moment at the end of Q1. Our car number is 27 and a half, an increase of about 500K. That includes the $22 million of ARR plus $5.5 million of subscription and maintenance and support fees not yet recognized as revenue. So some of that CAR you can expect to convert to ARR throughout the year as well. We'll talk a bit about cash flow, and then we can come back to revenue too. Cash receipts for customers in Q1 were $6.3 million. That's compared to 8.3 in Q1 of FY24. The 2 million flux there is primarily due to Q1 FY24, including a $2.5 million fund transfer. I'm sorry, 23, including a fund transfer remitted by a customer. Everyone would remember that we actually received an electronic payment on the 30th of June, but it wasn't processed until the 3rd of July. That kind of threw off the balance there, quarter over quarter. And so when you're looking at that Q1 of 23 versus Q1 of 25, you see that fluctuation there. We had 1.6 million of operating activity payments in Q1 over Q1 of FY24, and that's what reflects this strategic investment in people, process tools that we undertook over the quarter, as well as the fact that September just in general is a very expensive quarter for us. Q1 and Q2 are both expensive quarters for us, and we make up for that in Q3 and Q4 traditionally. In Q1, we paid an annual fee of about 600K for tools that directly correlate to that service and supportability strategic pillar around proactive support tools. Additionally, around 300K was paid for R&D expenses that relate to the cloud enablement program and integration interoperability pillars. And the remaining increases related to staff costs and team initiatives that just align with the company's three pillars. So we're reporting operating cash outflow of 3.6 million compared to a cash outflow of 100K in Q1 of FY24. But that being said, the cash position of the company remains strong with 21.9 million of cash on hand at the end of the quarter. And I'd like to remind everyone that we continue to aim to be cashflow positive in FY25. Again, understanding that Q1 and Q2 are both traditionally very expensive quarters for us and we make up for that in Q3 and Q4. So as I think about an overall outlook for the business following up on Q1, some of you may have seen the announcement that came out earlier this week. We've signed two and a half million in license expansions with existing key customer. We also signed two smaller renewals with a combined TCV of 1.8 million. That all happened in the early part of October. The license expansion is for additional eUnity and VNA licenses. And that will contribute 1.3 million in software revenue in this quarter, Q2 of FY25, increased to ARR by an additional 240K. And again, that's net new for an existing customer. And Then we also signed two renewals, a five-year capital license, which we actually achieved a 94% increase on TCV for that renewal to 1.2 million. Software rev of 600K will be recognized in Q2 for that. The second renewal was a conversion of a capital to subscription license. And I've said in the past that that's infrequent, that that happens, and it is infrequent, but occasionally it does happen. This is an example. This was a smaller customer for us, but nonetheless, we still saw a 13% increase in pricing for a total TCV of $600,000. So, you know, in thinking about that, I think the important part is to recognize that, you know, we are going after increase in fees on these renewals. We're oftentimes asked for a percentage. You know, what percentage do we get when we do a renewal? These are two examples that make it difficult, right? One got a 94% increase, one saw a 13% increase. So a big variation there in what can happen in these renewals. But nonetheless, we're looking to increase the value every time we renew. So, you know, my view is Mach 7 is poised for more growth than FY25. We continue to see demand and increase in volume from our existing customers, which leads to those expansion of volume. The company is well positioned to take advantage of these opportunities for both the new and the existing customers. And we expect to see growth across each of our regions this year, APAC Middle East, as well as North America and You know, we have a pretty diverse approach to our product offerings and we have clients that are finding value in all of our components individually. And we look forward to continuing the enablement of our healthcare providers to make more informed decisions, sort of the purpose of Mach 7. And we know that the value we're bringing is helping them in a meaningful way. And we look forward to continuing to have good results for our customers over the remaining three quarters of the year, two and a half quarters of the year. So I think with that update, Francoise, I'll hand it back over to you and we can get into some Q&A.

Great. Thanks, Mark. We received several questions earlier via email from Mark Goodson, so I'll start with these first. The first question is, you have highlighted customer intimacy as a differentiator from your competitors. Do you see Mark7 being able to maintain its customer-centric slash intimacy approach as it grows in the years ahead?

Yeah, good question. I think the way to answer that, too, is to go back in history a little bit for us because, I mean, to be blunt, we were not always focused on customer intimacy. And really, this became a sharper focus to us in January of 24, where we really settled on this as being important as we converted to a more subscription-heavy company away from these heavy capital licenses and And it became that much more important. I mean, I think as a subscription business, as a primarily subscription licensed business, you need to have great relationships with your customers. And I do think that we're well poised to do that in a better way than a lot of our competitors can. A lot of our competitors are very large vendors who, care a lot less about individual customer attention. And for us, we think that can differentiate us. And we definitely see that as part of the plans into the future to really double down on that and make it valuable to our customers.

Thanks, Mark. Our next question is, would you please talk about Mark Seven's presence at RS&A this year?

Yeah, sure. So RSNA, of course, one of the two big trade shows that we go to every year, by far the biggest for everybody. Great for us. We actually have unique, we started doing this last year, but even more this year, our products are actually going to be in over 10 other vendors' booths. The eUnity product is in 10 other booths. Some of those are all the hyperscalers. So AWS, Azure, Google will all be using our viewer in their booths. AWS displaying some of their new healthcare APIs that they've built. that we've integrated with. So some great things showing there, showing in the Nuance booth, showing with many of our NTP VA partners. So a pretty big presence in our booth and outside our booth around the floor at RSNA and we look forward to having a really good year this year.

We have another question from Mike Woodson. What opportunities do you see in the Middle East?

You know, I feel like we're getting a, and I've said this the last, starting really the last quarter, we're getting a better view on our pipeline in the Middle East. We've traditionally had a, I would say maybe a little bit of a lack of rigor in how we look at our funnel and pipeline over there. So that's coming into focus for us. And Satyan, who took over as the GM in July, he's doing a great job. We do have several opportunities that I think are working their way to a close one way or the other coming up in the next several months. It's very difficult to predict some of these deals in the Middle East, which way they're going to go or when exactly they're going to close, but they're coming to the last stages of the deal. So hopefully some good news coming out of the Middle East in months to come.

Thanks, Mike. Our final question from Mike Woodson is around class. Class ratings have been previously labelled as just one point of reference for potential new customers. With pleasing improvements this year, as well as performance incentives now being linked to these ratings, Does the company now consider class performance as more than just one point of reference? What are Mark Seven's current rankings and where would you hope to be placed when results are announced in early 2025?

Well, I guess to answer that question, the easiest components of that first. We're actually ranked in the top three on both of our categories, Universal Viewer and V&A at the moment. I would expect and hope that when they do the best in class results that we would remain in the top three, certainly within the top five, but I hope within the top three of both products. So we've seen great improvement there, great improvement on the VNA and over a 9% improvement on the VNA score, about 3% improvement on the viewer. In regard to, we think it's more than just a data point I mean, no, it is. It's just a data point. Right. And class is an imperfect system. They they don't always get it right. And and sometimes it's difficult to understand their data, but it is sort of the consumer reports for health care. So buyers do go there and buy it. More importantly than what's on the class website is what class says about you when they get the calls from the buyers. Right. And having good relationships with class is important because we want people to understand our product offerings. And getting feedback from them on our customers is a good voice of the customer feedback loop for us. I don't want to ignore that, whether I like the results or not, or besides the point, at the end of the day, it's a data point for us to make improvement and It's a data point for the customers to make decisions on who they want to do business with. So I say it's just still just one data point, but it's an important data point. And we want to do everything we can to get the most out of it because they're going to cover us one way or the other. So in regard to that being part of, you know, comp and all that, it's like it's that's just a reflection of the fact that as a business, we find customer intimacy to be one of our really important pillars right now. And class represents in a sort of empirical way, a way of measuring some of that some of that customer success.

Thanks, Mike. We'll now go to questions from the live chat. Our first question comes from Peter Cooper. Mike, sales in Q1 FY25 are the lowest the last five years. How can you assure shareholders that sales growth will accelerate in line with previous management statements?

I'll talk for a second about sales, but what I'll say is that what we want to be paying attention to right now is revenue and revenue growth. We have an ARR of 22, a car of 27. You can expect to see about 25 million at the end of the year around ARR. You know, and if you think of what we guided to 15 to 25% on revenue. Our focus is really growing on that revenue right and then that revenue can can grow through add ons through expansions and through net new logos. You know, we estimate that we do about about four or 5 million a year and professional services. So in regard to what do we need to do from a net new logo and new sales. in FY25 to ensure we hit our guidance in FY25. It's not a large punt to get there. We've got good line of sight to get there. So having a lumpy Q1 doesn't really deter me and my feelings towards the rest of the year at all. We have soft quarters and that's okay. You know, it is a lumpy business. We've always been lumpy. We remain lumpy. but we've got a solid pipeline that we're working through and we've got a really good sales team that I've got a lot of faith in. So I'm really not concerned about sales. And if you look at sales across the last three years, you'll see that sales orders for our company have never been an issue. We've never been lacking in sales orders. I think we've always hit or exceeded our numbers that we've guided to in sales orders. I suspect this year will be no different.

Thanks, Mark. Our next question comes from Andrew Hewitt. Which market do you see your greatest potential in?

Yeah, this is a really tough one. The market can be broken down in so many ways. You can look at it as the acute or ambulatory market. You can look at it as the enterprise versus radiology market. What I tend to say to people is that our best customers are customers that have complex workflow. So that could be a teleradiology group that's got 100 radiologists that are reading across 200 locations. Or it could be an IDN that's got five hospitals with centralized radiologists. Or it could be an acute care center. So anything with a lot of integration points, maybe five, six, seven, HL7 integration points, three, four, five, 10 different PAC solutions, multiple departments, the more complex, the better for us. That's where we really shine and show value. So it's hard to break it down to just like acute or ambulatory. But I would say we've got, you know, the bread and butter is really the complicated. The complex is really the bread and butter for us.

Thanks, Mike. We have another question from Andrew Hewitt. What do you see is your greatest competitors? And where do you see your differential having the greatest impact in getting new clients?

Good question. The... The odd truth to the matter when it comes to who are we competing against the most is the answer is whoever the incumbent vendor is. I think it's important for everybody to understand that in any developed country that we do business in, everybody already has an imaging solution, right? They're already reading digital images and they're already reading it off of somebody else's technology. So this is a replacement market, not a greenfield market, right? So the greatest competitor that we have to deal with is whoever is the incumbent vendor and making a compelling case to the buyer that our software is worth the pain and agony to move off of their existing solution and onto a new solution, right? There's a lot of work and pain that goes with that. We try to make it as easy as we can for those customers and give them enough reasons to add value that they would be willing to go through that pain. That's the biggest competitor for us. And that could be a GE, it could be an AGFA, Um, you know, it could be on the, uh, on the VNA space. It could be a Highland VNA. Um, it could be an older, more antiquated VNA. Um, but, uh, but that's, that's really the case there. And, you know, we, um, You know, from a value proposition perspective, our view on enterprise, our view on the different features that our VNA has, the federating capabilities that our viewer have, the zero footprint nature of our viewer, we have both technical areas that we differentiate, and then we have workflow areas that we can differentiate our product from others, which we think are compelling to both acute care and ambulatory space.

Thanks, Mark. Our next question comes from Shaw Yang. Can you comment on the size of the sales pipeline and whether you are seeing some elongated sales cycle in parts of the market?

Like our sales pipeline, I mean, it continues to grow, right? I mean, we look at it, so we have our overall funnel, right? And then we have our pipeline, which covers the fiscal year that we're in, right? We know in FY25, For just that pipeline for FY25, we've got four times coverage for the sales orders that we expect to achieve this year. That's just the pipeline, of course. The overall funnel is much, much larger than that. But I tend to just talk about specific pipeline for the fiscal year because the overall funnel, it's like, you know, it's too abstract. It's too big of a number, frankly. A lot of things happen to a funnel. So, you know, I think we've got really good coverage, but I will say that the market's moving slow. And if you were to look at other announcements that other companies have made, you're not seeing a whole lot of announcements in Q1 here since July, July through September. You're not seeing our competitors make very many announcements on net new deals either. The only one I think you'll see any consistent information about net new logos being signed is with Sectra. short of sector, you won't see a whole lot in the new sections of our competitors. It was just a slow quarter. And, you know, hopefully, you know, things speed up as the year progresses.

Thanks, Mark. We don't have any more questions on the chat, but I might just pause a moment in case there are any final questions. We have no further questions. And so I'll hand back to you, Mike, for closing remarks.

Yeah, thank you, everyone. First, I appreciate your time and appreciate you visiting with us and spending a bit of time with us. And as always, always happy to answer questions as they come up throughout the weeks and months ahead. So thanks, everyone, for attending and look forward to seeing you next time.