DXC Technology Company

Technology's fourth quarter fiscal year 2024 earnings call. Our speakers on the call today will be Raul Fernandez, President and CEO, and Rob DelBene, our EVP and CFO. The call has been webcast at DXC Investor Relations website, and the webcast includes slides that will accompany this discussion today. Today's presentation includes certain non-GAAP financial measures, which we believe provide useful information to our investors. In accordance with SEC rules, we provide a reconciliation of these measures to their respective and most directly comparable GAAP measures. These reconciliations can be found in the tables, including today's earnings release and in the webcast slides. Certain comments we make on the call will be forward-looking. These statements are subject to no risks and uncertainties, which could cause actual results to differ materially from those expressed on the call. A discussion of these risks and uncertainties is included in our annual report in Form 10-K and other SEC filings. I'd now like to remind our listeners that DXC technology assumes no obligation to update the information presented on the call except as required by law. And with that, I'd like to introduce DXC's president and CEO, Raul Fernandez. Raul?

Thank you. I will give a brief introduction, review our financial performance, update you on the progress we are making with our offerings. Then Rob will take us through the fourth quarter financial results and discuss our fiscal year 25 guidance. I will also make some final remarks before opening the call up for questions. In Q4 of fiscal year 24, total revenue declined 5% on a constant currency basis, above our expectation. Adjusted EBIT margin of 8.4%, down 50 basis points year over year. Non-GAAP EPS of 97 cents was also above our guidance range. Free cash flow equaled $155 million for a total of $756 million for the full year. This is the third consecutive year that DXC has achieved free cash flow of more than $700 million. While we met or beat expectations in Q4, we know we can operate at a higher level and are not satisfied with the current state. In my five-month tenure, I have met with more than three dozen customers globally, along with thousands of our employees in small and large settings, in person and virtual. I've engaged with dozens of investors and have successfully recruited very strong, experienced executives to join our team. I believe we have a global team that is re-energized to make the company better and more effective. I've also gotten a deeper understanding of all of our business units, So let me quickly recap a few thoughts, starting with insurance. DXC is the largest provider of insurance software and insurance business process services globally, from origination to claims processing. We are the category leader providing software and services in three out of four insurance segments, life and wealth, global specialty, and reinsurance. As an example, our technology and services process one in five property and casualty transactions worldwide. Our global customer base includes 21 of the top 25 global insurance carriers. In short, we are a key strategic technology partner supporting global insurance companies with their customers, their agents, and their employees. The strong recurring and reoccurring revenue coupled with 90-plus percent customer retention and an average customer tenure of 18 years, makes this a very interesting business unit for me to focus on. As Rob will comment, the insurance software and services business, representing approximately three-fourths of the total insurance revenue, grew at a very respectable 4.5% in the quarter. It's an incredibly strong foundation to build on and continue to grow and also to rotate our revenue mix more towards SAS and reoccurring services. So we are actively working on a focused plan to further accelerate the growth of this business unit and also highlight the value of its leadership role in the industry and its mix of software and reoccurring services. Continuing with GBS, We're bringing together the best capabilities of our analytics and engineering and applications business, now called Consulting and Engineering Services, with industry veteran Howard Beauville as our general manager. Our Consulting and Engineering Services business has a rich and extensive history of driving transformative change for some of the world's biggest brands. In financial services, we provide core banking solutions to numerous banks globally. Within automotive and manufacturing, we are deeply involved in their digital transformation. We enable major auto brands to operate their research and development efforts for autonomous driving on our platform, enabling the ingestion and analysis of large data sets. We have built and run in-car infotainment systems across most of the luxury brands. While our technology solutions and operations are critical for our customers, our execution is below average, and we are focused on improving the profitability of our consulting and engineering services business unit. Moving on to security, a key thing to note about our security business is that it is an enabler of many of our other services. Customers in our ITO and modern workplace rely on us to provide services in a secure, resilient way. Our security teams embed themselves in those offerings to do that in cooperation with our clients. We have over 3,000 security professionals operating across eight global security operations centers where we provide around-the-clock coverage for our customers. As cyber threats increase by the day, not a week goes by that our teams are not called in to assist companies dealing with a security incident. The pace and complexity of these attacks are growing as the regulatory requirements for companies dealing with them. Our focus in the security business is to continue to leverage our expertise to enhance our GBS and GIS offerings while also focusing on accelerating growth of our standalone services. With the recent addition of several industry veterans, we expect to enable that growth. Moving on to cloud and ITO. For our cloud and ITO offering, we provide business and mission-critical services for some of the world's most essential workloads. As I have spent time in the business, I meet more and more customers who reiterate how critical our work is. Many of the world's largest airlines, energy companies, financial institutions, along with government organizations, count on DXC for the systems at the heart of their business. Our teams around the globe work 24-7 to keep their operations running seamlessly and securely. This is a core competency of the company. We operate across the entire technology domain, from legacy core mainframes all the way through the most cutting edge serverless cloud environments on AWS, Azure, and Google Cloud. As our customers modernize their estates, moving onto more cloud and modern architecture, often with the help of our GBS business unit, we are well positioned to help them securely operate across multiple environments. This is the foundation we are building on as we pivot our focus in this business to high-quality, profitable, cash-generating service revenue and away from the heavy hardware, software, and data center outsourcing-style deals of the past, with drove higher revenue at the expense of profit. Continuing with Modern Workplace, we support over 7 million devices and employees all day, every day. The employee experience is more mission critical than ever. Today we operate services with a combination of human and non-human workforce globally and at scale. Driven by AI, we believe we will reach a point soon where at least 75% of our workforce capacity is non-human. We are building and demonstrating expertise in how to manage the non-human workforce at this scale. In dialogue across our customer base, the message is clear. Embracing AI technology is a central part of their digital strategy going forward, and we are well positioned to lead this. As I mentioned before, and it's even more clear to me now, there were missed opportunities in the past to rationalize systems, processes, legal entities, go to market, and delivery functions. Therefore, to strengthen our market position, we are undertaking a restructuring initiative aimed at simplifying and enhancing our operational efficiency. We will simplify our processes, increase visibility to eliminate redundancies, reduce costs, improve resource management, and ultimately drive a more streamlined, agile, and competitive organization. One specific example of this enterprise initiative is consolidating our five acquired enterprise business systems and optimizing our backend office functions. We anticipate not only a material reduction in our operating costs, but also improvements in our service delivery and responsiveness to our customers. We are also aligning our organizational structure to support streamlined operations with improved and faster decision-making. This realignment will make us more competitive. Now, Rob will walk you through the financials.

Thank you, Raul, and good afternoon, everyone, and thanks for joining our call. Today I'll review our fourth quarter financial results and then provide you with our outlook for the full year and for the first quarter of fiscal 25. Total organic revenue growth declined 4.9% year to year ahead of our fourth quarter guidance. GBS revenue was nearly flat while GIS top line declined 9.3%. Adjusted EBIT margin was 8.4% above the top end of our guidance representing an 80 basis point improvement sequentially driven by our cost reduction initiatives. Margin was down 50 basis points year-to-year, primarily driven by lower non-cash pension income and the impact of gains from asset sales booked in the fourth quarter of fiscal 23. Non-GAAP EPS was 97 cents, down 5 cents from last year's fourth quarter. The year-to-year change was driven by a negative 13 cent adjusted EBIT impact, higher taxes of $0.08, and a non-controlling interest impact of $0.03. These reductions were partially offset by a $0.19 benefit from our share repurchase program. Free cash flow, defined as operating cash flow less capex for the quarter, equaled $155 million compared to our expectation of about $200. The shortfall was due to a combination of a smaller benefit from working capital and higher than anticipated cash tax levels. For the year, our free cash flow totaled $756 million, which was the third straight year above $700 million, demonstrating consistency of cash generation performance. And now I'll turn to our fourth quarter key financial metrics. Gross margin equaled 23.6%, flat year to year as we continue to drive workforce optimization and reduce our real estate footprint in the face of declining revenue. SG&A was 8.7% of revenue, down 70 basis points year to year, largely driven by ongoing spending management and a $10 million non-recurring insurance reimbursement. Depreciation and amortization was flat year to year as a percent of revenue, down $17 million, reflecting continued capital discipline. Other income for the quarter was $39 million, a year-to-year reduction of $48 million, which is 120 basis point impact to EBIT margin, driven by lower pension income of $26 million and lower gains on asset sales of $19 million. Now turning to our segment results. For GBS, organic revenue performance was nearly flat year-to-year, with the deceleration largely driven by the ongoing challenging market environment for analytics and engineering and applications. GBS profit margin equal 13.3%, down 40 basis points year to year, but up 140 basis points sequentially, primarily driven by more favorable mix of higher margin services revenue. For GIS, organic revenue declined 9.3%, largely consistent with our performance throughout the year. We have taken a very disciplined financial approach with new deals and renewals, and this has been reflected in our bookings and revenue performance of both cloud and ITO and modern workplace. GIS margins declined 40 basis points year-to-year, with operational improvements more than offset by a lower level of pension income. Let me now provide some detail on our individual offerings, first in GBS. Both analytics and engineering and applications organic revenue declined 1% year to year, as performance continues to be impacted by the current challenging market environment. While the revenue declined, the book-to-bill ratios for these two businesses were 1.0 or better, with strong renewal activity that does not provide incremental short-term revenue, but provides longer-term revenue stability. Insurance organic revenue increased 1% year-to-year. Embedded in this performance is our insurance software and services business, which represents approximately three-quarters of the total. That continued its strong momentum up 4.5% in the quarter. Normalizing for a significant large perpetual license sale in the fourth quarter of last year, the insurance software and services business grew approximately 9% year-to-year. The insurance book-to-bill was 0.8x. As a reminder, bookings in this business can vary significantly quarter to quarter based on the timing of large renewals. For example, last quarter we had two significant renewals and our book-to-bill was 1.58. Now moving to our GIS segment. Security declined 9% year-over-year on an organic basis with a book-to-bill ratio of 0.96. Cloud infrastructure and IT outsourcing organic revenue declined 7%, an improvement from double-digit declines we saw in the prior three quarters due to a significant resale transaction delivered in the quarter. The book-to-bill was 0.75x, the result of the ongoing challenging ITO market and our selective approach to new deals. Modern workplace organic revenue declined year-to-year in the mid-teens, impacted by resale revenue, which was down 30%. Book-to-bill performance this quarter was a strong 1.29x due to several large renewals. Now turning to our financial foundation. We sequentially reduced our total debt levels by $450 million, and for the full year, our total debt levels have been reduced by $300 million. That interest expense for the quarter was $20 million, up $3 million year to year, reflecting the higher interest rate environment on our short-term borrowings. Restructuring and TSI expense was $21 million, and for the full year was $118 million, about half of the level spent in fiscal 23. Operating lease payments of $84 million were down $9 million year to year due to the management of our real estate footprint. The fourth quarter capital expenditures were 125 million and lease originations were 21 million. Our finance lease and asset financing payments continued to trend down. And as a percentage of revenue, capital expenditures and lease originations declined to 4.3%, down more than a point year over year, representing a multi-year low. Turning to capital deployment, as I mentioned, In the fourth quarter, we deployed approximately $450 million of cash to reduce our debt levels. We accomplished this by retiring our outstanding balance of commercial paper and continuing to decrease our lease portfolio. We returned $138 million of capital to shareholders, repurchasing 6.2 million shares at a weighted average price per share of $22.30. For the full year, we repurchased over 18% of our shares outstanding at a total cost of $883 million. Since the beginning of the fiscal year 22, we have reduced our share count by more than 30%. As we enter a new fiscal year, I would like to provide clarity on our updated financial priorities. Our plan is to deploy our capital to accomplish two things. First, given our recent revenue performance, we will execute a restructuring program to address excess capacity, largely concentrated in GIS, and right-size our infrastructure throughout the company to improve profitability. The second priority is to further reduce debt levels, including significantly minimizing finance lease originations. Now turning to our full year 25 guidance. we expect our total organic revenue to decline 4% to 6%. In GBS, we expect our full year outlook to be slightly positive with the first half performance in line with our fourth quarter fiscal 24 and with a return to growth in the second half of the year. In GIS, given last year's bookings and the resulting impact opening backlog, Combined with continued expected lower resale revenue and deal selectivity in fiscal 25, we anticipate full-year organic revenue to decline in the low double-digit range. Our guidance for adjusted EBIT margin is 6% to 7%. This guidance primarily reflects the impact from lower year-tier revenue and investments we're making in the business to drive productivity improvements. Additionally, we will be executing on the previously mentioned restructuring action to improve margins on a sustainable basis going forward with the impact of the savings largely materializing in late fiscal 25 and into fiscal 26. As I've mentioned on previous calls, we continue to rationalize our real estate portfolio. These potential sales will provide a cash inflow outside of free cash flow but will have a negative impact on our adjusted EBIT margin. The potential loss in these sales is not included in the guidance, as the market remains difficult and the timing is uncertain. And with this expected adjusted EBIT margin levels, our full-year non-GAAP diluted EPS guidance is $2.50 to $3, with an assumed non-GAAP effective tax rate of 30%. Our free cash flow guidance for fiscal 25 is about $400 million. There are two main drivers contributing to the lower year-over-year level, and without these changes, free cash flow would be at levels consistent with fiscal 24 performance. As I previously mentioned, we will be reducing our debt levels in fiscal 25, and a component of our debt reduction strategy is significantly reducing finance lease originations which were 185 million in fiscal 24. This change in funding approach will reduce our overall debt levels, but will increase our capital expenditures impacting free cash flow. Also impacting free cash flow will be spending related to the increased level of restructuring, which will be an increase of approximately $250 million year to year. Our expectation is that the restructuring savings will put us on a sustainable path of free cash flow generation above fiscal 24 levels in fiscal 26. As a reminder, our Q1 free cash flow is seasonally lowest, primarily due to the timing of bonus payouts and certain annual supplier payments. Consistent with prior years, cash flow generation will be strongest in the second half of the year. And now our first quarter outlook. In GBS, we anticipate that revenue performance in A&E and applications will continue to reflect the current challenging market environment. And in GIS, services revenue will decline in the mid to high single-digit range, with resale taking the GIS decline to double digits. With these factors, we expect total company organic revenue to decline 7% to 8%. We anticipate adjusted EBIT margins in the range of 5.5% to 6%, a function of the lower revenue and first quarter seasonality, which has consistently impacted our results in prior years. And finally, non-GAAP diluted EPS of 55 cents to 60 cents. With that, let me turn the call back over to Raul for key takeaways.

Thank you, Rob. There is quite a lot to do to operate at a higher level. That's why I'm so happy with the additions to our executive team in the last 60 days. They are all industry veterans with proven track records. We will define success by continuing to perform better every quarter while we transform as quickly as possible. Thank you for attending the call. Operator, we're going to open it up for questions.

Thank you. If you would like to ask a question, please press star 1 on your telephone keypad. If you would like to withdraw your question, simply press star one again. One moment please for your first question. Your first question comes from the line of Brian Keene with Deutsche Bank. Your line is open.

Hi guys, thanks for taking the question. Raul, maybe you could just help us understand how your restructuring might be different than many of the CEOs that that came before you that had a lot of restructuring as well. It seems like every, you know, five years or so a CEO comes in, looks at the business and restructures it, just trying to get a sense of how maybe your plans might look different than what we've seen over the last few decades at, at, uh, CSC and now DXC.

Yeah. Okay. Great question. Thank you. Um, I know that as you've mentioned in the short history of, of this public company, There have been previous restructurings, but as someone who just got here and have really spent a lot of time operationally looking at our systems, our processes, our entities, our distribution of headcount, it's clear to me that the previous restructurings did not set a real, clean, solid, fully integrated baseline for profitable growth. You can look at that in multiple ways. Number of systems still in place that were acquired over time, never integrated, never deduped. Number of business processes that got stacked on top of each other. Number of legal entities. I think anyone that came in would look at the previous work. And again, I know the history is there, so I'm not running away from it. But I can tell you that this is a real reset. It is bottoms up. It is a strong foundation to go from and it's absolutely needed because otherwise we just continue to carry a really not fully functional organization that can take advantage of the opportunities that we have.

Got it. And then just as a follow-up, are any of the restructuring charges, are those going to be, are those through the P&L so they're in the margin targets that we're looking at or are those outside those targets? And then secondly to that, just on GBS, a little bit of a recovery. I think you talked about in the second half of the year. What gives you confidence in that GBS recovery for positive organic growth in the second half?

Thanks. Yeah, Brian, this is Rob DelVetti. Thanks for the question. First, on restructuring, restructuring is not included, consistent with the approach taken since the beginning of the company, restructuring is not included in the adjusted EBIT margin. It obviously is included in the free cash flow numbers. So that's the answer to your first question. On the GBS first half to second half dynamic, with the difficult marketplace, we do see the first half of the year performance similar to the back half of fiscal 24. have some encouragement. Our pipelines have been improving and our conversion rates are consistent. So with that improved pipeline and conversion rates, we see us going from low single digit negatives to low single digit positives in the second half of the year.

And it's all built on, again, new leadership there, new lifecycle management in terms of opportunities. So pre-proposal, proposal, pitching, smarter, better, faster, and also eliminating, frankly, some self-inflicted delivery issues that we have had and in some cases we're still working our way out of. As I've mentioned before, this isn't one lever. This is a lot of little levers. And I think one of the things that has given me additional encouragement that I'm looking at it correctly and the team's looking at it correctly is that as we've brought on great new experienced executives from great companies that have been succeeding in the marketplace all over the world, they have confirmed that it's a very opportunity-rich environment, meaning we have a lot of things that we can be doing better And if we do those things better, again, not rocket science, operational excellence, and I'd say in some cases just getting to average, that will show up top line and bottom line and conversion and show up in gross margins, net margins, et cetera. So I feel like we've got a way to go to get to a base. And then from that base, we're going to continue to grow off of it. But I think we've got the right people, the right structure, and now the right go-to-market monitors. and incentives, and I'm encouraged.

Great. I'll pass the line. Thanks.

Your next question comes from the line of Tin Jin Huang of JP Morgan. Your line is open.

Hi. Thanks so much for going through all this. I'm just curious on the booking side how that came in versus plan in a little bit more detail. and what we might expect as the fiscal year plays out here in terms of replenish, either new logo or renewal.

Yes, Tingen, thanks. So the bookings relative to the last forecast we gave 90 days ago were pretty consistent and actually a little better in GBS. And that was really, really due to renewals in A&E were strong. And it's the second quarter in a row they've been strong. And in my remarks, I mentioned that those renewals, they don't translate into revenue growth in the first half of the year, but they do produce, they provide rather a solid foundation for the second half. So we did a little better than anticipated. We did as expected in GIS, and we, going into fiscal 25, we expect a very similar picture where we have, you know, strong renewal activity in both GBS and GIS, and then new content based on the pipeline, new content in GBS, filtering in throughout and improving throughout the year in fiscal 25.

Perfect. Thank you for that. And then maybe, Raul, just quickly, my quick follow-up, just with the additions to the management team, I know you're bringing some people in from familiar places. Are you done with some of the additions? Do you expect some other turnover or maybe new roles that you'd expand into the management team? Just curious what you're thinking is there. Thank you.

Yeah, and look, you've seen some of the releases, right? So we've obviously announced some publicly, and then there are others that we didn't announce, but they've joined the team across the organization. Yeah, I've had the pleasure of working with a lot of great executives over my 25 plus years in technology and in that journey. You know, we've had the opportunity to work together. Many of the executives that have come here, we've had the opportunity to compete together, work together, and win together. So, yes, we've got a few more that are coming, but in terms of looking at the people that we need to execute, building on top of the team that's here, the great team that's here, and adding some great executives that are fit for the roles where we need an additional team horsepower, I feel like I've got the team, you know, 90-plus percent in place. Good. Good to know. Thank you.

Your next question comes from the line of Brian Bergen with TD Cowan. Your line is open.

Hey, guys. Good afternoon. Thank you. First question just on free cash flow. So understanding you have, I believe, a $250 million restructuring headwind that seems to be the biggest chunk in your bridge. But can you talk about otherwise maybe the levers for free cash flow sustainability amid ongoing top line and potentially margin pressure? And can you also talk about maybe the annual outflows associated with capital lease payments going forward too after free cash flow?

Yes, so in terms of free cash flow, we start from a base of strength three years in a row, over $700 million, 750 in fiscal 24. And we have that solid base moving into fiscal 25. And as I mentioned, the two impacts to that number are the increase in restructuring of 250 And then the curtailment or significantly curtailing new lease originations, which does shift the spend over to CapEx impacting our free cash flow number in the year. Now, we do have operating leverage here with or leverage with working capital. So there is room for improvement in working capital. We're going to be taking advantage of that in fiscal 25 and beyond. And again, with the purpose of the restructuring is to shore up EBIT moving forward 25 into fiscal 26 and curtail that headwind that we faced for the last couple of years. So that's the plan. In terms of cap lease payments, we're in the low 200s, and that will continue to wind down. In 26, it'll go from a 200 range to 100 range and then down from there.

And just to footstomp this, the lease originations will go from $185 million in FY24 to $0 in FY25. So a very small number. And that's $185 million reduction in the free cash flow.

Thank you, Joe. Okay. Okay. That's very helpful. Okay. And I guess a follow-up, just as we think about the top line, the 25 guide, is we try and unpack some of the factors you considered here as it relates to kind of revenue retention and whether you're also working to actively prune out any unfavorable basis of business contracts, you know, any, any pieces of business you're, you're looking at and assessing it's not strategic to the company, anything like that working through kind of here to be mindful of as you built the outlook.

Yeah. Especially in ITO and modern workplace where historically there's been, uh, the packaging of, you know, less than optimal, profitable, uh, reselling of product, reselling of software, Um, that, that, uh, guidance or that direction changed when I got here and we are going to have profitable contracts, profitable relationships, uh, to the extent we don't have them right now, as we get into renewals of contracts, we're going to address that and then put them on the right foot footing. Um, but that the mandate is clear now that these, this isn't growth, growth at all costs, growth at a, at a loss. This is growth with real profitability and a real foundation.

Yeah, Brian, just piggybacking on that, we've incorporated that selectivity into our guide on revenue. So that's included along with continued reduction of low margin resale. So all of that is packed into the GIS element of the guide.

Okay. If I missed it, I apologize. Did you quantify that piece just so we can kind of parse that out?

I didn't quantify specifically the various elements, but in my opening remarks, I mentioned that we'll be high negative single digits in GIS, and with the resale, it'll be negative double digits, low double digits.

Okay. Thank you very much. Thank you.

Your next question comes from the line of Darren Peller with Wolf Research. Your line is open.

Hi, thanks. This is Paul Ebrecht on for Darren. Can you just provide some color on what you're seeing in the broader macro environment and client behavior and maybe how that relates to three months ago? And as you built your fiscal year 25 outlook, were you assuming any improvement in the broader demand as we go through the year?

Sure.

Look, I think there are a couple of factors, right, with companies that are operating at different levels of efficiency. And I think our issue is being more effective across the whole life cycle of capturing business, new business, solutioning it correctly, pricing it correctly, as well as on our existing business, obviously winning the re-competes and being able to create the right economic model for those re-competes. We have plenty of opportunity in business. in the universe that we operate in. I think from a macro standpoint, I echo what others have said in the space that some discretionary spending is paused and has lightened up. I do think that that is less of a headwind for us than optimizing our go-to-market and sales functions and getting those better. We have our destiny in our hands by being better against the opportunities that we get to compete on. And that will be a bigger factor for us in the near term than the general macro environment.

Got it. That's helpful. And then as a follow-up, you mentioned in modern workplace, you could see where you reach a point where 75% of the workforce is non-human. Can you just touch on the path to get there and what you're doing right now in the business to improve efficiency?

Sure. If you think about a lot of the work there, It's a lot of resolution, small resolution of items across multiple people, humans, devices, countries, companies, et cetera. If you look at the focus of AI, specifically Copilot, and the ability for agents to use large language models, small language models, real precise models to really proactively and interactively answer and deal with questions, that's the shift. where we're going to be using ai in in a manner where we can handle the workload same or more with a greater infusion of technology and not relying on an increase uh of humans or people for that as we transition that you'll go from a ratio of roughly 40 percent to 70 plus percent uh and that's the reference that i made there but that's real uh that's happening it's actionable We're experimenting with it across multiple accounts. And the other piece of good news is that the speed of compute behind AI is doubling every six months. So the speed, accuracy, and multimodal ability for a virtual agent to really be a great partner in delivering these services at a high quality is there today and getting better, and we're going to take full advantage of it. Great. Thank you.

Your next question comes from the line of Jonathan Lee with Guggenheim Securities. Your line is open.

Great. Thanks for taking our questions. I appreciate the level of detail here. You talked about working through some of the resale dynamics to help profitability. Can you help us understand any other levers you have across contract profitability, whether that's pricing or delivery?

Yes. So, Jonathan, there's... I think there's leverage across the board, in particular in the ITO business. I'll just take that first. We've been on a march to reduce physical capacity with the revenue reductions we've experienced, and we will continue that this year as well. And the $100 million of restructuring between the 250 year-to-year growth and the base of 350, that $100 million, is predominantly on physical capacity. So that's one element that will deliver savings into the future. The second element is just efficiency and infrastructure at the account level. And we are going after that with the restructuring funding. So while we're very good at our service delivery levels, we've got high NPS scores, our restructuring is designed to eliminate the overhead within the accounts as opposed to the direct delivery population that we have. And we're firmly on that track, and that's how we're going to execute the restructuring. In the GBS business, we have room to improve margins. And specifically in the consulting and engineering business, our margins are below competition. And again, the restructuring is designed to help us narrow that gap to competition in that business unit. That's another lever for us.

Great, thanks for that. And just as a follow-up, as you think about the realignment of the company on a business unit basis versus geographic prior, can you talk about some of the client receptivity there?

Yeah, and it's really the intersection, right? Because it's the intersection of the talent, the managers, the delivery at the geography in tight coordination with the offering. And so what you're getting just from the beginning of the lifecycle is is better pre-bid solutioning, better solutioning, better deployment once you win. One of the things that companies can trip themselves up on, and we certainly have, is not being timely in the staffing or fully staffing of something that's won. That leads to SLAs. That's completely self-inflicted, 100% avoidable. If you plan better, you execute better. So that's another example of seeing a lot of little things that, you know, other organizations can do, and I know we can do better, that can have an impact. You know, and that impact will be every month, every quarter, and we'll see that. So those are just some of the elements that I think, you know, our new go-to-market is really resonates with both the local geography, engaging the offering at a global level, and ultimately the most important thing, which is the customer. And in my several dozen conversations in the last 150 days, in talking through why we think this is a better way of serving our customers, it's been very receptive and very engaging with our customers.

I appreciate that clarity. Thank you.

Your next question comes from the line of Spencer Hansen with Susquehanna. Your line is open.

Great. Thanks for taking my question. Raul, you had some really interesting call-outs on the insurance business. Can you just speak to any broader strategic or even tactical opportunities you see there with the insurance business? Thanks.

Great. Yeah. As I looked at every business unit, you know, I think, you know, I very early on became it became clear to me that we have an outsized opportunity in terms of a return on effort with our insurance business unit. With that opportunity in hand, we're exploring a small select and experienced group of partners that could help us accelerate growth with a good SAS and reoccurring services mix while maintaining control of that business unit. So we're in that process right now. It's a great foundation. It's a great set of customers, a great history with those customers, and really a critical partnership across the world in every aspect of supporting the different product lines that our customers bring to the marketplace.

Great. Thank you. Appreciate it.

Your next question comes from the line of James Fawcett with Morgan Stanley. Your line is open.

Thank you very much. I wanted to ask about go-to-market and sales process. I know, Raul, in past conversations, you've talked a lot about improving and tightening up the message to customers so that they understand the value that DXC can deliver, et cetera. And it sounds like, you know, with some of the changes that you've made, that the pipeline's expanding, but conversion rates are pretty stable. And it sounds like that's kind of the assumption for right now. But like, how should we think about the process and the time to start to even improve conversion rates and how that may be helpful to getting the business back to growth?

Yeah, I think it's a function of the fundamentals, right? The fundamentals that we're operating under in ITO and modern workplace. the new leadership and the focus on key vertical solutions, replicability in consulting and engineering services. And also, you know, in talking to customers, I always, you know, if it's an ITO customer or modern workplace, I always come prepared to discuss something relevant in another business unit that they may or may not be aware of. And frankly, it's a good surprise, but I'm surprised that many of our existing customers where we've got tens, in some cases, hundreds of millions of business in one division do not know and do not appreciate the talent, the experience that another division has. So just the more effective cross-pollination, cross-sale in existing accounts is something that I see as an opportunity and it's relatively low hanging. Because again, in my several dozen meetings, I've always tried to say, and hey, as you're thinking about this, did you know we did this? And most of the time, the answer is, oh, no, I didn't know that. Please, let's follow up. So if you scale that and then operationalize that, we are going to be able to get incremental demand from our existing base. Because in many cases, we've got a great beachhead, a great history, and a great relationship with one offering. and a customer, but that should be a gateway, an effective gateway, a fast gateway to compete with the other offerings. And that mechanism, that orchestration, that collaboration, that packaging up of stories, as I've mentioned before, all of that is happening as we speak. And frankly, it wasn't happening at a good level before.

And it sounds like then, for the most part, I mean, you've talked about some incremental partnerships, for example, on the insurance side, but it sounds like you feel like you have all the, or at least the majority of assets to be able to execute and deliver that cross-sell. Is that fair, or are there other things that you think you're going to need to add into the mix?

No, we have what we need to compete. We have what we need to compete profitably and grow. We have to get some internal systems aligned. We've got to, as I mentioned earlier, de-dupe, streamline, and do some work that should have been done before, and it wasn't. But we're going to get it done with speed. And we've got to perform every day, every week, every quarter while we transform. And transformation is the restructuring. And we've got to do both quickly.

Great. Thank you so much.

Your next question comes from the line of Bradley Clark with BMO Capital Markets. Your line is open.

Hi, thank you. This is Brad. I want to ask about your thoughts on GIS and market growth over time. You've alluded to sort of participating in just broader GIS market growth rates, implying perhaps low single-digit decline over time. Is that still how you're thinking about potential growth of both the market and or GIS longer term, given the changes you'll be making to the business?

Yes, Bradley, I think that's about right. We have a very realistic view of the market, and our goal is is after rationalizing the portfolio and focusing on exiting unprofitable contracts and being selective, our goal is to get to market growth rates, which we see in the low negative single digit range. So that's where we're pointing the business in that direction.

And just to be clear, we're operating at a worse level than that. So the first goal is to get to quote unquote normal or more baseline with other competitors. And once we get there, then obviously the next step is to find another target and try to meet and beat it. But in the near term, it is to get in line with our competitors with regards to our growth rate, where it is today, and where it should be as a comp.

Okay, I appreciate your insight.

This concludes the question and answer session. I'll turn the call to Raul Fernandez for closing remarks.

Thank you very much for joining us. I appreciate all of the employees that come together every day to deliver great services for our customers, value all the investors, I definitely also appreciate the sense of frustration and urgency to get things done. And that is what I'm 100% focused on. So thank you very much for attending today.

This concludes today's conference call. Thank you for joining. You may now disconnect your lines.

Thank you very much for attending today.

This concludes today's conference call.