Celebrus Technologies plc

Good afternoon and welcome to the Soliva Technologies plc investor presentation. Throughout this recorded presentation, investors will be in listen-only mode. Questions are encouraged and could be submitted at any time via the Q&A tab situated on the right-hand corner of your screen. Please just simply type in your questions and press send. Before we begin, I'd like to submit the following poll. I'd now like to hand you over to Bill Bruno, CEO. Good afternoon, sir.

Thank you, Charlie, and thank you, everybody, for taking the time today. Both Ash and myself here will spend time Walking through the final results for the period ended at the end of March of this year. We've got a bit of an agenda here squared away for you guys to cover off on some of the standard stuff that we always do. So I'll cover off on the operational highlights and some of the adjustments we've made as a business. I'm going to talk through some of the innovation and functionality in the product and the direction that we're heading with the product. and then I'll turn things over to Ash to give a financial review and review our outlook as well before we open up the floor to questions. Again, don't forget to use the Q&A panel. Thank you to those that pre-submitted some questions. We always tend to leave a lot of time here to try to get through as many of those as possible as we want to make sure that you all are comfortable and kind of understand where we are, where we're going and the investments that we're making as a business. So please don't be shy. From an operational standpoint, I think if you've read the annual report, if you've read the R&S and my statement, you've already got a flavor for this. But I think from a perspective of looking at the year in review, it's a mix of some really good things and some things that I wish were better, to be quite honest. I think the first thing, first and foremost, is we retained all of our customers. That was a fantastic job by the team. Our platform has always proven to be quite sticky, but retaining all of our customers in this market I think is a big win. Obviously within that was some unfortunate situations where we had a couple of our customers divest some elements of their business, which meant that we were collecting less data for them, which is one of the three main sort of levers, if you will, for how we price our software. The three levers being the amount of data that we collect, the features required to deliver the use cases, and the integrations, where and how we're sending the data and how often. The good news, despite that walkback, which equated to about 0.6 million in ARR, was that it would have been more than that had our customer success team not upsold both of those customers in different manners in different features, functionality, and some of our cloud services for one of the customers in particular. So, again, it's a bit of good and bad. Retained them all, had that 0.6 million walk back through the divestitures, but that 0.6 million would have been more had the team not been successful at upselling them and making sure that they were getting value from other features. From an overall business perspective, when we look at what matters, which is ultimately our syllabus ARR growth, you'll also know that from an ARR growth perspective, we've talked about this in the past. In the past, our goal is 20% year on year for that growth. We finished just north of 10% when you factor in that 0.6 million walk back that I previously mentioned. If that had not happened, we would have been around 15-ish percent, but it's still not good enough. The new logo side of the business, while growing and while we had a good strong first half last year, as we highlighted in the trading update, and I'll highlight further here, the second half was not as strong as it pertained to new logo generation, despite being strong with renewals and upsells. So ultimately that left us with some decisions to make as we went through the end of last year and some of those decisions were to frankly start making some adjustments to learn from past mistakes, learn from the data that we had collected and try to again continue to evolve our go-to-market structure to bring more consistency for new logos. So as part of that we've moved all sort of qualification and lead generation into our marketing team, headed up by our CMO, Malini. We moved all renewals and upsells over to customer success formally, headed up by Magri on our team internally, globally, and we focused our sales team purely on new logos. The reason that we outlined some of those changes is there was a bit of overlap, and this is just from the business having been structured the way it was even before Ashoni stepped in, but where some of the existing accounts, once a salesperson closed it, they would manage parts of those accounts and kind of drive that forward. We wanted to build purely a new logo sales team, incentivize purely on closing new business and move all of the incentivization for upsells and renewals into customer success to make that clean, make the targets and structure more clean and ultimately keep everybody focused on the right areas of the business that they needed to be focused on. behind that has been quite a bit of process change in terms of how we're qualifying deals, how we're engaging deals, how we're demoing the platform, and how we're selling. And if you've dug in at all to the annual report, you'll see some of this kind of coming out. It's hard to kind of put all of this into the R&S. So there's some really nice figures and sort of designs and walkthroughs of this in the annual report if you haven't reviewed that yet. But ultimately, there's sort of three I'll call them set plays in light of the World Cup. But the three set plays that we're running in new business. The first is what we're calling audience accelerator, which is ultimately all of our identity and profile capabilities that sort of relies on the strong IP that we've built in the platform over the years. The second is what we're calling insight recovery, which encompasses all of our analytics features as well as our new new AI capabilities that I'll touch on here in a moment. and the third is what we're calling sort of real-time automation. Think of this as where we become a data pipeline to really any of the other technology vendors that we integrate with or that we've talked about historically, things like Salesforce, Pega, Databricks, Teradata, Braze, et cetera, et cetera. And it's ultimately our system just landing data in those platforms for business users to get value from that. From an insight recovery perspective, The syllabus platform going all the way back to when it first entered the market under a different name in 1999 has always been a very technical platform. It's a platform that I've worked with to varying degrees going all the way back to about 2003. And it was always very tech focused. What we've done over the last four years is bring additional business interfaces to the platform to bring the platform closer to business value to make it to where the main stakeholders happen to be the same people who are owning all of the marketing media and advertising budgets in organizations because that's where ultimately the money and the funding sits. And so we launched digital analytics a few years ago. We launched some BI platforms. We launched some churn models and things like that if you've been following our stories. and what that's now culminated in is quite a large launch that we just did a couple of weeks ago which is the launch of our Celibris AI platform. What comes with that is our data model that's been the bread and butter of our platform for quite some time and helping make digital data make sense and giving it a structure and we've now optimized that for LLMs and bring all of this into the market all underneath the banner of our Celibris cloud hosted model. for our customers in a way that is open, and I'll cover some additional detail about that here shortly. From an FY26, as I mentioned, it was kind of a tale of two halves. The first half was quite strong with new logos. The second half was quite strong with upsells. What we're obviously looking to do is maintain our customer retention but also bring additional consistency to new business. At the end of the year, we talked about four deals that were intended to sign in Q4 that did not. I'm pleased to report that one of them, the first one there under FY27, the U.S. Leisure Group, has signed on. There's another one lingering behind that, and the other two we're still working through. But in addition, we added in a new logo for an EMEA lottery website. We secured one of our big three renewals. There's about 15 renewals, I think, if I remember correctly. My plan throughout the year, but there's three that add up to the lion's share of the ARR contribution. I'm pleased to report that one of those signed right in April with a decent size upsell of about 20%. And one of the other ones just signed last week. and signed on for an extension and the other large one is in procurement with some numbers already pre-agreed so all things considered looking across the renewal landscape things are looking quite good. We also throughout in the first quarter of this current fiscal year launched two additional POCs. We try to avoid POCs where possible but if it can speed up the sales process or if it's a process requirement in the brands we're not we're not really going to waste time we're just going to dig right into that so we've launched a streaming service for fraud or a POC excuse me for fraud with an EMEA insurance company and we launched a marketing POC for a U.S. based and somewhat global streaming service everybody always asks about the pipeline I mentioned that we've gotten a lot stricter in the processes and how we're how we're qualifying that pipeline but we also have some strong stable pipeline building in the background not only in the form of named deals that are moving through the various stages of our pipeline such as an online sort of share trading, FinTech platform of a healthcare company and a couple of UK retailers as well and a few others that come top of mind to me that are currently being worked. But what we've also seen as a result of the structure changes and some of the investments that we made last year that have started to show quite a bit of promise is a lot of really strong top of funnel metrics improvement as well from last year to this year. So all things considered, we're happy with the success that we're seeing thus far, but there's obviously a long way to go in us bringing confidence to the market and confidence in all of you that we can deliver, and that's what we're focused on right now as a business and what we continue to optimize around. I covered most of this already, but the ARR growth, as I mentioned, was 10.3%. Our revenue retention had that had that walk back of those two financial institutions not happen would have been north of 100%. But from a customer success perspective, we are seeing quite a bit of benefits having that function in place. The renewed focus of the sales team focus purely on new logos has has allowed them to spend all of their time out in the market prospecting and adapting and moving deals through the pipeline. and the marketing team has done a fantastic job with the brand with evaluating where our investments should be and we've got a lot of things that we're trialing this year that are new to us because we've built the functions in place to be able to support that, be able to measure the output and ensure that we're spending our money in the right places with some things around lead generation, some newer events and also some agency support for things like business development, prospecting efforts, etc., We talked a bit about the sales plays already in go-to-market structure, so I'll leave this up here just as a reminder, but those three on the right there are the sales plays that I mentioned, the set plays that we're calling at the line, and that we're actually using to have clients just self-select. So we've built some really great storyboards and ways of presenting the seller's value in each one of those sales plays, and we have a very specific way now that we're testing presenting that to brands. and we've got an AI behind that that's helping us and what's working, what isn't and identifying where we might need to adjust our messaging, where we might need to make additional enhancements and improvements, etc. But it's been really interesting in the field seeing customers sort of raise their hand and self-select into these which gives us good confidence at least early on that we've selected the right three lanes and that that will lead to ideally a shortening of the sales cycles and a much more focused sales cycle at that. And then finally, I mentioned AI and some of the platform innovation. Nothing's really changed in terms of our cadence for product updates. We still do two updates a year. Those updates have a mix of security and just core enhancements of platform and as well as feature enhancements. And this is the feature enhancement side is really where we focused our efforts heading in with this recent launch that we just announced in June. and the main part of that is the launch of our Celibus AI capabilities. We've taken a really, I think, unique approach to this. The marketing slogan that they've come up with is that we're built for the moment. And the reason we use that slogan is because there's things that as a platform we focused on going all the way back to 1999. I mentioned that we've always been very technically focused. And what that means is that our data, our ability to establish digital identities, our ability to make sense of digital and capture all of that data in a frictionless way really presents brands with a powerful opportunity to better leverage AI. If you read any articles these days when they talk about the failures of AI or stop starts or the loss in momentum, it's because the data quality is alarmingly bad. Well, that just so happens to be something that we've been focused on for a long time up until these last few years where we started to build these business interfaces. So for us, the addition of AI, while it was a monumental, fantastic effort by our product team to bring this to market, in the end it was quite easy in comparison to the other challenges that we've been solving for as it pertains to digital data. So what this ultimately is for brands, just as a final point here before I throw things over to Ash, is we've built an MCP server. Think of that as like a An appendix or a glossary for a model. It basically builds a roadmap for how to interrogate the data that Celebris collects and stores in our data model. And we've built one for marketing and one for fraud. And so brands on launch now can either use Copilot, chat GPT, or Claude as the initial launch allows to plug directly into our AI environment and have a conversation. and get data back, get reports back, get insights back, build customer lists and really drive a ton of business value without having to know Celebris, without having to understand the pack, just speaking in plain English and just having a conversation. We built this in the background with several customers providing input. We selected co-pilot, chat, TPT and Claude because it encompassed about 95% of our customer base in terms of the platforms that they were using and probably are the same platforms you all might be using as well in your own lives and all three of those support MCP server connections like the ones that we've built so this is a really exciting time for us as a platform it's a huge leap for our business sort of capabilities and it's been met Thank you for joining us today. Follow us on LinkedIn if you're not already because that's where we're putting a bunch of information out on a daily basis. And we're really excited to bring this to market. And we think this will not only help us grow our existing relationships with customers by solving for a lot of the key issues that they have, but it will also ultimately give us and has given us a really interesting story in the market from a new logo perspective, particularly around that insight recovery sales play that I mentioned on the previous slide. So again I'll remind you any questions on anything I've said please submit it in the panel there on the right and I'm going to throw things over to Ash here to walk through some of the financials and balance sheet elements. Ash?

Super, thanks Bill.