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spk02: Good afternoon and thank you for participating in today's conference call. Now I will turn the call over to Bob Chamness, Chief Legal Officer. Mr. Chamness, please proceed.
spk05: Thank you. Welcome to our Q1 conference call. Riley McCormick, our CEO, and Charles Beck, our CFO, are with me on the call. On the call today, we will discuss Q1 financial results and provide a business update. This will be followed by a question and answer forum. We have posted our prepared remarks in the investor relations section of our website and we'll archive this webcast there. Before we begin, let me remind everyone that today's discussion contains forward-looking statements that have risks and uncertainties. Please refer to our press release for more information on the specific risk factors that could cause actual results to differ materially. Charles will now comment on our Q1 financial report.
spk08: Thank you, Bob, and hello, everyone. As a reminder, the acquisition of everything closed January 3rd, 2022. In order to provide transparency, I will reference the impact the acquisition had on both of our revenue and expenses in Q1 2022. We're also starting to report non-GAAP financial measures in our Form 10Q and earnings release to improve comparability between periods. These non-GAAP financial measures include non-GAAP gross profit, non-GAAP gross profit margin, non-GAAP operating expenses, non-GAAP net loss, and non-GAAP net loss per common share. We are introducing these non-GAAP measures given an increase in the number and magnitude of non-recurring and non-cash items that impact comparability between periods as well as little of the underlying performance of our business. These non-GAAP measures exclude non-cash expenses like depreciation expense, amortization expense, stock-based compensation expense, and asset impairments. They also exclude non-recurring items like transaction costs associated with business acquisitions and other non-recurring items that may arise. I will reference these non-GAAP results in my prepared remarks as well as specifically highlight the relevant amounts. While we believe these non-GAAP results provide the truest measure of the underlying performance of our business, we want to provide the information necessary for every investor to do their own analysis. We've included a reconciliation of each non-GAAP financial measure to the mostly directly comparable GAAP financial figure within our earnings release, which is available in the investor relations section of our website. First year commercial bookings were 3.8 million during the quarter. up 50% from Q1 2021. Everything contributed $600,000 in first-year bookings during Q1 2022. We are breaking out everything bookings this quarter, but as we now sell combined products, it will not be practical to provide a full breakout in the future. As I mentioned on our last earnings call, we also decided to sunset our piracy intelligence business, which resulted in 200,000 less bookings in Q1 2022 than Q1 2021. Excluding everything in the piracy intelligence business, first-year commercial bookings increased 900,000 or 42% from Q1 last year. We remind investors that first-year commercial bookings are the best leading indicator of future revenue growth. Revenue for the first quarter was $7.4 million, up 11% from $6.7 million in Q1 last year. Everything contributed $1.5 million of total revenue to the first quarter 2022 financial results. Please note that similar to bookings, it will not be practical to provide a full breakout of everything revenue in future periods, although we will try to provide color where possible. Subscription revenue increased 30% from $2.9 million to $3.8 million, with everything contributing $1.2 million. Excluding the impact of everything, subscription revenue was lowered by $300,000 due to $500,000 of upfront revenue recognition on a two-year contract in Q1 2021 partially offset by the impact of new customer contracts. The revenue impact of sunsetting the piracy intelligence business was marginal to Q1 2022 revenue, but the impact will increase through the year as contracts expire, starting in a meaningful way in the second quarter. Service revenue decreased 4% from 3.8 million to 3.6 million, with everything contributing 300,000. Excluding the impact of everything, service revenue was lowered by 500,000, reflecting the timing of program work with the central banks, which accounted for $300,000, and less revenue from professional services work. The recycling contract that we referenced on the last earnings call had no revenue impact in Q1 due to timing of the project, but we anticipate it will have significant impact on Q2 service revenue as the project is now underway. Gross profit margin for the first quarter was 45% compared to 65% in Q1 last year. The decrease in margin reflects 1.2 million of amortization expense recorded on acquired intangible assets that were recognized in the acquisition accounting for everything. These assets are required to be recognized under U.S. GAAP and amortized over their useful life. Excluding amortization expense, subscription gross profit margins were 73% and service gross profit margins were 49% for Q1 2022. versus 73% and 59% in Q1 2021. Service margins were negatively impacted this quarter as we incurred additional professional service hours above the hours that were billable on one of our service contracts. We expect service margins to improve to more normalized levels next quarter. Non-GAAP gross profit margin for Q1 2022 was 66% compared to 69% in Q1 2021. Operating expenses for the quarter were $21.4 million, up $8.8 million from Q1 last year. Everything added $4.6 million of operating expenses in the first quarter. The remaining increase of $4.2 million largely reflects $1.2 million of higher compensation costs due to higher headcount and annual compensation adjustments, higher legal, accounting, and tax costs of $700,000 related to the everything acquisition and financing activities, a $600,000 non-cash impairment charge to write down our lease right-of-use assets from our prior corporate headquarters, higher consulting costs of $500,000 related to acquisition, integration, and other corporate initiatives, and $500,000 higher travel and conference costs. The majority of these costs are not recurring costs with the exception of compensation costs and some of the consulting and travel costs. Non-GAAP operating expenses for the quarter were $17 million, up $6.8 million from Q1 last year. Everything added $4 million of non-GAAP operating expenses in the first quarter. The remaining increase of $2.8 million reflects higher headcount and annual compensation adjustments, higher legal and accounting costs related to financing activities, higher consulting costs, and higher travel and conference costs. Again, the majority of these costs outside of compensation costs and some consulting and travel costs are non-recurring. Net loss per common share for the quarter was $1.03 versus 50 cents in Q1 last year. Everything incurred a loss of 4.6 million in the first quarter, which included 1.5 million of amortization expense on acquired intangible assets. Excluding everything, net loss per common share would have been 76 cents. Non-GAAP net loss per common share for the quarter was 69 cents versus 34 cents in Q1 last year. We ended the quarter with $24.9 million in cash and investments. In early April, we raised $58.3 million of capital through a registered direct offering, whereby we sold 2.25 million shares of common stock at a price of $25.90. Adding these gross cash proceeds to our quarter end cash and investment balance would have resulted in $83.2 million of cash and investments. We used $16.7 million of cash and investments during the quarter, which included $4 million to pay the closing costs on behalf of everything, and another $3 million to pay outstanding payables owed by everything, net of $500,000 of cash acquired. Excluding these non-recurring items, we used $10.2 million of cash and investments during the quarter compared to $7.1 million in the first quarter of 2021. For further discussion on our financial results and risks and prospects for our business, Please see our Form 10-Q that will be filed with the SEC. Riley will now provide a business update.
spk07: Thanks, Charles. First off, as we announced in December, Bob Chambers will be retiring at the end of this quarter. So, Bob, I want to recognize and thank you for your years of service and wish you much happiness on your new journey. You're leaving behind a wonderful legacy, and we promise you we got it from here. All right, so now onto the quarter. From the beginning to the end, Q1 was an eventful quarter. The quarter began with the January 3rd closing of our acquisition of everything. The quarter ended with the March 30th release of Holy Grail phase two results. In between these two milestones, we posted organic first year commercial bookings growth of 28% versus the prior year, the prior period a year ago, a number which jumps to 42%, backing out our piracy intelligence bookings from both periods. The quarter also saw us finishing up the foundational work of our transformation work that culminated with the early Q2 launch of our first two integrated products, Digimark Recycle and Digimark Brand Integrity. I want to use these prepared remarks to talk about where we stand with recycling in light of the phase two results, in part because I know this is an area of heavy investor focus and in part because of what I think these results will mean for our business as well as the planet. But before I get to that, I want to go back to our Q1 2021 call a year ago, my first as CEO, where we laid out the transformation upon which we were about to embark. We talked about the need to and the benefits of becoming a product-led company. We mentioned the gap we were looking to fill in data. We talked about having the discipline to say no or no more to short-term distractions that aren't obvious accelerants to where we are going. And we mentioned that we were more focused on the pots of gold at the end of the rainbow instead of trying to pick up every gold coin along the way. We talked about the fact we were questioning every assumption and being patient to come up with the right answer And we mentioned how 2022 and beyond would be better if we took the time to do things right, acting with the freedom to plan, not react. I won't list all the actions taken since that year ago call, but for those interested, we do list some of them in the Our Strategy section of the recently released proxy. I fully understand transformations don't make for very interesting conference calls. Transformations aren't measurable, at least real time and on a quarterly basis. And they sure aren't tangible, at least by themselves. only the results they ultimately produce are. On the Q1 call last year, I made the analogy we were planning to swap out our engine mid-race and hoping to do so in a way that if we didn't tell you we were doing so, you would have just noticed the outcome we expect this upgrade to have, which is an enduring inflection to truly scalable, high-margin, customer-informed and customer-driven solutions company that is changing the world in many different ways. And with that engine swap recently completed, I can tell you that is still exactly what we now expect to deliver. On a personal note, it has been energizing to be spending the vast majority of my time these past few weeks on go-to-market initiatives and prospects, as opposed to be the more internally focused and process heavy work that has been necessary to affect our transformation. A feeling I know is shared by all my teammates who are similarly heads down focused on delivering against this goal. And I can also tell you that while 42% organic core first year commercials bookings growth is objectively strong, We expect a lot more out of our new engine and are as excited to be in the position to be spending upcoming earnings calls talking about tangible results as I'm guessing many of you are to be seeing and hearing about them. So while transformations might not make for very interesting conference calls while they are occurring, it is important to recognize that they are a foundation upon which interesting conference calls are built. For the rest of this call, I'm going to talk about how we're positioned with Digimark Recycle. But before we get to that, it's important to keep in mind that a year ago, Not only did DigiMark Recycle not exist, it couldn't have existed. A year ago, we had the ability to license watermarks, but watermarks alone would not have enabled the complete functionality that is needed for recycling adoption at scale, functionality now available to the industry in our turnkey product, DigiMark Recycle. Moreover, even on an individual component basis, the watermarks we were in a position to license a year ago wouldn't have enabled the valuable unlocks of full data granularity, robust data security, and easy cross-product adoption that our secure digital watermarks can offer. Which means a year ago, neither we nor our customers would have benefited from the easy on-ramp to the dual-platform DigiMark tech stack that DigiMark Recycle now enables. And thus DigiMark Recycle would have been able to act as a top-down driver of additional product adoption it is now positioned to be. But even more fundamentally, a year ago, the fact, let alone the pace, of DigiMark Recycle adoption wouldn't have been in our control. And knowing what we know now, it would have been far out in the future. Because a year ago, we would have been reliant on others to build out the required full-stack functionality that is required before we were able to sign a single deal. The same could be said for any of our four other products we are currently in market with, namely DigiMark brand integrity, DigiMark consumer engagement, DigiMark digital images, and DigiMark platforms. And the same will hold true for the other products we will launch in the months, quarters, and years ahead, including the product candidate I have mentioned recently that could act as another top-down driver of adoption, similar to Digimark Recycle. Thus, as we move into 2022 and begin to benefit from the amazing work the team has been hard at work executing against these past four quarters, I want to acknowledge that while I understand transformations don't make for interesting conference calls because transformations don't equate to results, transformations do enable results. And everything we deliver from here on out will be the result of the nebulous, tough to characterize every three months, work the team has been hard at work doing these past 12 months. I want to thank you all for your patience, and I want to thank my 300 teammates for all their amazing efforts that began a year ago, when we first started by questioning every assumption and then being patient to come up with the right answer. For the last year, we've been consistent in saying we expect you to do nothing but judge us on the results. We are finally on the cusp of you being able to do just that. Okay, so now onto our performance in Holy Grail Phase 2. As a reminder, Phase 2 tested our technology in a semi-industrial setting, meaning a replication of real-world conditions in every regard possible without actually being live. The items were crushed, dirty, torn, and otherwise mutilated to replicate what trash looks like when it reaches a waste facility. These items were then mixed with real-world waste and dropped on a conveyor belt running at 3 meters per second. In every regard, the input and throughput represented routine industrial operations. We detected at 99%. Other tests were performed alongside the validation tests, distressed tests worse than routine real-world settings. Items were crushed, soiled, and otherwise mutilated to an even greater extent than the validation test, and the belt speed was increased to 4.5 meters per second. To help you visualize how extreme this last condition is, Imagine the impact just the laws of aerodynamics have on an empty chip bag or a cylindrical bottle dropped on a treadmill belt running at over 10 miles per hour. And even in these extreme conditions, there was no loss of performance. In fact, based on the planning and rigor of phase two, it might be these are the most accurate and precise measurements we will have on how our technology performs in a real world setting, at least until post mass adoption. As a closed loop nature of phase two, increases the ability to accurately measure results to a level that will be extremely hard to replicate in the real world. Thus, as a result of Holy Grail, DigiMark Recycle enjoys a level of testing and measurement few multi-stakeholder system technologies will ever have pre-launch. Our technology has been tested against an ever-increasing degree of difficulty, surpassing damage likely to be encountered in the real world by an ever-increasing number of participants representing multiple industries, all while the whole world – all – all the while with the whole world watching. And it shined at every step along the way. Having had the benefit of observing the individual tests, we have been vocal recently in saying this technology works and there is no longer any reason to delay moving to adoption. Importantly, with this data out, aggregated and validated, the chorus is getting louder from more and more stakeholders. Behind the scenes, as we've been waiting for these results to be published, and the world to realize why we are so confident in our technology's performance, we have been working to proactively address other potential barriers to adoption so that when it becomes incontrovertible that technology works like it is now, we are in the position to start signing contracts. In forming this work, we know we must not only highlight all the benefits DigiMark Recycle unlocks, but also incent those visionary companies that are willing to adopt first. As I mentioned, we would be on our last call We are now officially in market with Digimark Recycle. There are three paths we are taking to get the flywheel of adoption going, and it is key to note our belief is that it will indeed be a flywheel. Also key to note, the below three paths are and, not or, roads to rapid adoption. First, we are meeting with companies on a one-on-one basis. Our initial conversations are going well, and prospects are beginning to understand that the benefits to their business go beyond just increasing the quality and quantity of recyclate to include, among others, access to a unique and highly valuable data set that provides benefits across the organization, better alignment with and direct connection to end consumers, actionable ESG insights, progress towards sustainability commitments, the potential to avoid harm from and instead benefit from regulatory actions, and of course, an on-ramp to product digitization and all the additional unlocks that come from traveling that road. Second, without losing focus on the opportunity directly ahead of us, we are also engaging with other geographies beyond Europe, as well as other substrates beyond plastic. DigiMark Recycle's value proposition isn't limited to a region or a substrate, and the results from phase two, proven in harsh conditions and arguably the toughest substrate, have encouraged engagement from others in search of a solution to an ever-growing front of mind and global problem. And then finally, in addition to knocking down barriers on a micro level, prospect by prospect, we're also working on ways to speed up time to broad adoption by knocking down barriers on mass. Because we know we have a solution that can make a real impact on the global crisis. One of the best parts of working on a complex project like this is meeting and spending time with people who truly want to make an impact. Visionaries and doers who don't give up when faced with the inevitable inertia that comes with complexity, but instead double down. On this last front, I'm excited by the potential that exists to really speed the pace of adoption by knocking down barriers en masse and thankful for those that are of a similar mind and, more importantly, a similar will. Stay tuned. Operator, we're now ready for Q&A.
spk02: Thank you, sir. To ask a question, you will need to press star 1 on your telephone. To withdraw your question, press the pound key. Please stand by while we compile the Q&A roster. Our first question comes from the line of Jim Ricciotti with Needham & Company. Please proceed with your question, sir.
spk06: Hi. First question is just with respect to the test underway in Europe. What are the next phases of this, and how do we think about this further progressing there? And then I have a follow-up question.
spk07: Yeah, so... If you go to the website, Jim, and we talked about this in the past, digitalwatermarks.eu, you can see the plan from Holy Grail. The original plan was it was a three-phase trial. We've completed phase two.
spk06: So the industrial-scale pilots, are they now set to begin later this year?
spk07: Is that... I cannot talk. The... Holy grail is not our trial. I know that's frustrating for a lot of people. I can only talk about what they've talked about and share what they've shared. It is not our story to tell. I can share results once they're public. Like for example, I mean, you know, like I mentioned, um, we were very excited when the phase two results are able to be shared publicly. I can't talk about their plans. I can't talk about what they're currently up to.
spk06: Okay. Um, Can you elaborate on the comment you made about the potential for you to leverage this in other geographies, in other geographic regions besides Europe, as well as dealing with materials other than plastic, other types of substrates? Where are you with respect to that for Digimark Recycle? Anything you can say?
spk07: Anything we could possibly say in a public way, trust me, we would say it. We are having conversations. There's the... there's been awareness of Holy Grail. The phase two results, I think, were so shockingly strong. Maybe we didn't think they were shockingly strong. We were expecting that level. But I think people were so, they were eye-opening results is the best way to put it. And so conversations we've been having, you know, got more serious. More people have reached out. It was a wonderful, wonderful awareness event. And that was only six weeks ago. This is a massive problem. This is a global problem. This is front of mind for governments, brands, consumers. And I think the validated phase two results show this is a real solution. So there's a lot of people who are interested in exploring what that could mean for them as a geography or them as a substrate. And Jim, I understand that you're asking the right questions. Obviously, our goal is to deliver results. And so there are just times that we can talk about things and times we can't. I think everybody would agree they would rather us get what we need to get done and then tell you guys as opposed to talk about it ahead of time when we shouldn't be.
spk06: Fair enough.
spk07: I understand it's frustrating. Trust me, I wish we could talk about it.
spk06: Okay. And last question for me is just, and I'm not sure if productize, productizing is the right term, but what you've done with Digimark Recycle and as you start thinking about these other products that you're working on, do you feel like you've accelerated, you're in a position to accelerate this process with these other initiatives you have underway?
spk07: You mean other things besides Digimark Recycle? Right.
spk06: Right, when you talk about, and that's what I'm getting to, whether you've learned something and you can accelerate this process with these other products.
spk07: Yeah, well, DigiMark Recycle, we had to put the components together, right? A big part of that was the everything acquisition. And so that's benefited other products as well. You know, DigiMark Recycle is a little bit unusual because, you know, every technology, every product has to go through normally the phase is a proof of concept and then a pilot and widespread adoption, right? Most of the time that's done prospect by prospect, customer by customer, they will never be a better proof of concept than 170 organizations running a very public trial, right? So we've, again, in the 25 years that I've been, you know, following the tech industry, I can't think of a, of a, software POC that was ever done with so many stakeholders in such a public way, in such a big way. So, but that also, you know, we're beholden to the timetable of that POC. But for the other products, I guess I'm not 100% certain on your question about, are you saying is it, could they take a longer time to launch?
spk06: No, no, you make a good point. I guess what I'm thinking about on with these other products that you're working toward. They already are commercialized, but I'm just trying to get a sense as to how you're going to be, what the timeline is, where we might see you going to market more aggressively with some of these other initiatives. I mean, you've got several things. You've got a bunch of things underway, Riley. We know that. But I'm trying to get a sense as to, okay, what are the next several projects, products, efforts you're making and how can we judge the progress you're going to, you anticipate making with these other? Yeah. Yeah.
spk07: I'll tell you booking. I mean, this is, you know, this is, as Charles mentioned in his part of the script, right? Bookings is a leading indicator of revenue. Bookings is the metric that's important for everybody to watch. We believe because bookings are a sign of new business, how those flow into revenue based on revenue recognition rules and, and other things. So, so we are reporting a first year bookings number, right. And we give you, um, that is, that is business that is going to be recognized in the first year. Um, and that is what this, when I say we expect you guys to judge us on the results, it's that everything we're doing is trying to get to that. We're not in business to run interesting trials or to grow bookings and to have really big bookings. So the, the, to answer your question, maybe a little bit, I think I'm trying to answer your question maybe in a different way than you asked, but let me know if this is what you're asking. We need to get to bookings growth. I mean, we need to accelerate. We have bookings growth, 42%, but we expect more out of it. And that is a result you should be monitoring. How we're going to get there is having products, having clearly defined products, clearly defined value propositions, traditional marketing material. This is why we're better for this than the competitors, right? These are the benefits you get from adopting this product and doing it on a one-on-one customer basis. The difference with the other products versus Digimark Recycle, Digimark Recycle, everybody gets a window into POC because a POC is done in a relatively public way, I guess. Maybe you guys don't get real-time view. You get views after things happen. But everything else, Digimark Brand Integrity, we're having these conversations with customers, right? So we're in market with the products I talked about. We are having conversations with customers because at the end of the day, it's the customers who are going to deliver the revenue and that's going to show up in bookings.
spk06: And where the bulk of the bookings that you've seen related to Digimark Recycle, or are you seeing the bookings in some of these other areas? Because that's the next step is you're going to be, you're going to show hopefully growth in bookings. Are you going to be providing some granularity as to where it's coming from.
spk07: Yeah. So let's, so if I'm up for Q1, what were the bulk of, I mean, you realize, again, it was beginning of Q2 where we're in market with our first products, right? So Q1 was sort of a hodgepodge of different things. We could map them to, they were the legacy, everything in the legacy DigiMark pipeline, right? And then going forward, absolutely. The expectations is that there will still be some of the legacy deals that were in the pipeline that will continue to advance for the tools. But what will really drive the inflection of bookings going forward is going to be selling clearly defined product. Got it. Thanks a lot. Thanks, Jim.
spk02: As a reminder, if you would like to ask a question at this time, simply press star, then the number one on your telephone keypad. Your next question comes from the line of Robin Nipp with Janie Montgomery.
spk04: Hey, Riley. Thanks for taking the call. I guess when I talked to you a number of months ago, I asked you the question about the sales force that you all have in place now. And, you know, again, when you're trying to come to market with new products and you've completely retooled the sales force, Can you give us a little bit more color on how you've done that geographically, by design, by structurally? I'd just like to have a better understanding.
spk07: Yeah, absolutely. So you're absolutely right. We've reordered the sales force or reorganized them. So they're organized by verticals with a geographic overlay. We are forming pods so that the sales team will have a dedicated SCR, a pre-sales consultant. So we're focusing the sales team on verticals. They will sell all products. And then there is a geographic overlay to those verticals. And then in addition, there's a whole channel team that is focused on the channel. They're also global in that regard. We do have one dedicated SME salesperson in recycling. who is a SME, meaning subject matter expert, as well for DigiMark Recycle.
spk04: Okay. So then are all of these, including the SME, quota-carrying salespeople?
spk07: Yes.
spk04: Okay. And then I guess if you could quantify for me, going back to your 42% organic core first-year commercial bookings, how does that equate to dollars? Yes.
spk07: Charles broke it out. Charles, do you have that on handy?
spk08: Yeah, I do. So total bookings were the $3.8 million. $600,000 of it was everything. And there was about a $200,000 variance from the piracy intelligence business.
spk07: Yeah, so Robert, if you're trying to compare that, we reported.
spk08: Yeah, the base was $2.5 million last year.
spk04: Okay, thank you. That's helpful. Thanks.
spk02: Your next question comes from the line of Takuma Reardon with Fern Bank Capital.
spk01: Hi. Can you provide any color on the final acquisition cost for everything and if there will be a second payout tranche?
spk07: Charles, you want to handle that?
spk08: Yeah. So the transaction cost that we paid on behalf of the Everything shareholders was $4 million. And we do not believe that there will be a second payout as the product ARR minimum was not hit. Okay. Thank you. I will point out, though, that there are shares that were held back for working capital adjustments and indemnification, about $1.5 million. Those likely will be released in the future once the criteria are finalized. Got it.
spk01: Thanks.
spk02: Your next question comes from the line of Jeff Van Ree with Craig Hallam.
spk03: Hey, guys. Aaron on for Jeff. Just a couple questions for me. First, Riley, you talked about accelerating bookings. Just curious if you could give a little more color about kind of the target for those bookings or, you know, what you would like to see internally kind of from a longer-term roadmap in light of, you know, the cash burn that's going on right now.
spk07: Yeah, are you asking for specific point guidance or directional?
spk03: Yeah, directional. Yeah, I mean, I know you probably won't give point guidance, so yeah, directional or any other color there.
spk07: So with the opportunity we have ahead of us, with the uniqueness of our product set, with the mindshare that we have, we expect multiple years of very high enduring bookings growth, right? So the... 42%, like I said, is objectively a strong number. It's still really small numbers, right? And so we believe we're at the beginning of the S curve of our growth. So that is, I guess, directionally, I would say we're at the beginning of our S curve. And so you can probably, you know, we expect accelerating over time. We're not giving any point guidance here on a quarterly basis, but looking out longer term, we would expect higher bookings growth than 42%. And it's it's the speed but it's also the duration of it right so what we're setting up here is a product-led company where we have our five initial products we hope to have more soon um and then we become not just a land it's a land and expand right so we have a product we get a customer that has adopts an existing product there's a product there's a road map a customer journey they can they can travel where adopting a second or a third or a fourth or a fifth DigiMark product adds value from that adoption of that new product, but also adds additional value to the existing products they already take. So what we're looking to build here is a multi-year, when I say enduring, I mean multiple years of very high growth, very high margin.
spk03: Gotcha, that's helpful. And then next one is obviously a lot of focus on the recycled product. Just curious how you're thinking about in terms of broad adoption and getting to a point where the solution is really meaningful and important from the standpoint of the recycler. Is there kind of a target or a level threshold you kind of have to hit on the amount of recycler packaging that is tagged? can really drive that wider spread adoption?
spk07: Yeah, it's a value of any network technology, right? I mean, the value of a cell phone, when there were 10 cell phones, was less than there was when there was a billion, right? Same with the value of the internet. So there will always be increasing value the more products there are and the more facilities that are online. And that extends actually beyond just a geographic region like Europe, right? Because a lot of these brands are multinationals. And so are multi continent so So this is the this is the Journey, we have to there will always be increasing value Aaron, the more products that are watermarked and the more facilities that have scanners to both sides to value the network.
spk06: Gotcha. That's it for me.
spk07: Thanks.
spk02: At this time, this concludes our question and answer session. I would now like to turn the call back over to Mr. McCormick. Sir, please proceed.
spk07: Well, thanks, everybody, for your time today. I look forward to connecting again. Thanks.
spk02: This concludes today's call. Thank you, ladies and gentlemen, for joining us today for our presentation. You may now disconnect.
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