eEducation Albert AB (publ)

Hello, and welcome to today's presentation, where we have Albert Group presenting the Q3 2025 report. With us presenting, we have the CEO, Fredrik Bengtsson, and CFO, Erik Bergerlin. If you have any questions, please use the form located to the right, and we'll take that up during the Q&A. And with that said, please go ahead with your presentation.

Good morning, and thank you for joining. I am Fredrik Bengtsson, CEO of Albert, and I'm joined today by our CFO, Erik Bergerlin. Together, we will take you through Albert's interim report for the third quarter and first nine months of 2025. After the presentation, we will open up for questions. Over the past six months, Albert has gone through a fundamental transformation. We have restructured, we have reduced costs, and we have refocused on our core strengths. The result is clear. We have stopped bleeding and we have turned profitable. In Q3, Albert delivered its first underlying EBITDA profit of 3 million krona compared to a loss of 8.4 million the same quarter a year ago. That is a swing of more than 11 million krona year on year. Albert started as a pioneer in adaptive learning and has always been about one thing, improving learning outcomes. We have done so by combining smart technology with inspiring content. We have been working with adaptive learning and intelligence-driven pedagogics long before AI became a headline. And we will continue to develop learning platforms that harness the latest technology to enhance the learning experience. Technology is a tool, efficient and individualized learning is the goal. Now we continue our work from a position of profitability and strength. This has been our outspoken ambition and now we have shown that it can be done. Across our platforms, more than 10 million learners have engaged with our content and smart digital learning tools. This scale gives us deep insight into how children learn, and we can make both effective and more enjoyable learning outcomes. Our business units, Albert, operating Albert Junior, a personalized learning experience for families. Albert Junior has a leading consumer position in the Nordics. Sumdog, a trusted classroom platform used in schools across the UK. Swedish Film operating at Granfield Moskola, a stable educational streaming provider in schools across Sweden. One strong bond unites our group. We make learning personalized, curriculum aligned, fun and effective for every child Net revenue reached 40.8 million krona in Q3, a stable performance across both B2B and B2C, despite the divestment of strawberries. Group EBITDA was 18.7 million krona in the quarter, pushing us into positive EBITDA also for the year to date. Or 3 million krona for the quarter adjusted for one of items. This is an important milestone. Albert's group reached profitability in the quarter, also when deducting one-off revenues and costs for the divestment of strawberries. We strengthened our liquidity, adding 27 million krona in cash and removed roughly 1 million krona in monthly losses. With a leaner organization and lower fixed cost base, we now operate from a strong financial position. The global market for digital learning continues to expand, particularly in mathematics where demand is urgent and results are measurable. PISA results show declining performance across Europe, creating a growing need for accessible data-driven solutions. The market is developing and the addressable share is growing as schools across our markets continue to adopt and embrace digital learning. Albert's hybrid model across both home and school segments give us a balance and reach. Albert has its reach roots in mathematics and adaptive learning. This is our stronghold and at the center of the group's offer. With Samdag well established in UK schools and Albert expanding in the Nordics, we operate from a strong platform. While profitability is now established, growth remains modest. Financial discipline has been our primary target since I joined. Our next phase is about disciplined growth, strengthening customer lifetime value through deeper relationships and high retention, improving conversion and engagement through product and pricing optimization, and scaling Sumdog in the UK and sharpening Albert Junior's go-to-market strategy under its new leadership. Here I want to take a moment to welcome those who have recently joined our group and also to thank all our great staff across the offices in Stockholm, Gothenburg, Edinburgh, London, for your energy and dedication through these changes. You are our stars, and what you bring to the group helps hundreds of thousands of lovers across Europe every day. Your mission is important. Your efforts make a difference. Thank you all. Going forward, growth within our group will be driven by evidence and economics. With a strong financial position and a positive EBITDA, we are already in a position to invest in technology, ensuring that Algor Group remains in the forefront of digital learning. Now over to Erik, who will guide you through the financials from the third quarter and first nine months.

Thank you, Fredrik. Yes, the execution in the last six months have been very important to build a healthy business again. Focus has been on reaching the financial goals set by the board last year, positive EBDA run rate in 25 and positive cash flow in 26. These results could of course not have been there without paying tribute to our history. Each of the brands teams have over the history of the group built amazing brands that now are performing, not only on bringing value to our customers, but also our shareholders. I will walk you through the same core financial metrics today as last quarter's report. Net revenue, EBITDA, EBITDA margin, cash flow and cash balance. We will also show adjusted numbers where applicable. Our net revenue in Q3 is 40.8 million SEK and similar to 24. Since net revenue on group level has been a secondary focus to our primary financial goals on EBITDA and cash, there is no surprise to us not to grow our net revenue right now. Once we see our EBITDA and cash improving, there will be funds available to growth initiatives where the ROI is healthy. Looking at EBITDA, where we ended the quarter on 18.7 million SEK, a result largely impacted by the divestment of strong assets, which were a key activity for us to strengthen our liquidity and create a group of brands with a better strategic fit. And of course, a very positive signal is that Q3, adjusted for one of revenues and costs, has an EBTA of 3 million SEK, and it's the first quarter in our history with a positive adjusted EBTA, signaling that we have a healthy core of brands. Similarly, with the EBTA margin, non-adjusted, we see the EBTA margin being plus 46%, impacted by the divestment of Strobe's assets. And removing the one of costs and revenues, we see an adjusted EBITDA margin of 7%. The trend line for the adjusted EBITDA margin is clear. And going forward, we will continue to double down on activities that strengthen both our profitability and our net revenue growth. Similarly to the EBITDA, we now see effects of our decisions and execution on our cash flow. Obviously heavily impacted by the divestment of Strobis assets, we end the quarter with plus 21 million SEK in cash. The Strobis divestment did not only add cash due to the sold assets, but we also removed a loss of 1 to 1.5 million SEK per month from our books. And looking at our cash balance at the end of the quarter, we were at 55 million SEK. The risk of us being insolvent or needing to raise new cash at a low valuation have now been reduced. The decisions we have taken in the last six months have been tough, but imperative to secure going concerns for Albert Group. It feels very good, not only bring value to our customers, but hopefully soon also our shareholders, as well as creating trust among our employees that we have a healthy business. Thank you, Fredrik.

To summarize, we have stabilized the group, we have delivered profitability, and we have positioned Albert as a financially sound learning technology company with a proven operating model. Our focus now is to grow profitably, intelligently, and sustainably, attracting staff who wants to make a positive difference, partner up with teachers and schools to help even more learners be inspired and succeed whilst creating a long-term value for our shareholders. Thank you. And Martin, we will now open up for questions.

Yes, thank you very much both for that presentation. And we'll start with the first one. Is your adjusted EBITDA adjusted for losses in strawberries before you divested it roughly one to one and a half million sec per month?

I can take that one. No, it's not adjusted for that. We have adjusted it for the sale of the strawberries and all the salaries that are connected to strawberries. We are roughly 9 million negative EBTA on strawberries year to date.

Thank you for that answer. What does it mean to be a supplementary brand in Albert compared to a core brand?

Core brands are the brands we intend to invest in going forward. Looking at our history and our present, well, both Albert Junior and Samdog derived from mathematics and we have a strong traction there. That is, of course, a core for us. Looking at Filmo Skola, it's educational movies and that's very relevant for schools today. I mean, video is an essential part of a modern school. And they also bring profitability to the group. They have a sound business model. So that's also considered part of our core. Our lesser brands are brands that have that really depend on those three core brands for their operations. So primarily looking at like the Ramba, Holy Auli, those are brands that we run or operate with very little resources and no P&L of their own. So they are integrated into our three core areas.

Thank you for that answer. Now, when Albert, Samdag and Swedish Film are decentralized with separate P&L, is the ambition that all three should deliver positive EBITDA in independence of each other in the future?

Our objective is that every brand or business area in our group should contribute with a positive outcome. Looking at future investments that might change things, but then they will have a separate budget of their own. Looking at operational qualities of our brands, they should be profitable. That is the goal for us.

Thank you, Fredrik. You've highlighted math and adaptive learning as your core focus areas. What concrete initiatives or product development are you prioritizing here over the next six to 12 months?

Out of competitive reasons, I don't really want to go into what's being done today within our group, but I can just set it in context. Albert started as a math tutoring guide or help, and some dog we have out of... almost 3,000 schools, only seven do not have mathematics or that service within their offer. So mathematics is a strong core within our group.

Thank you. After divesting strawberries, how does the current portfolio align with your long-term growth vision and are there other non-core areas that might be considered for divestment?

Again, that is something that we will have to go into when and if something would happen. But looking at our future and core development and growth, we have the three major brands and they are brands that we intend to invest in going forward. And now with a stronger financial position, we have the possibility to do so as well. But our aim is to continue to grow in a sound and profitable manner. which is something that makes us a little unique in this market. And well, even if the schools are not the fastest moving customers in the world, we have the balance between the consumer segments in which Albert mainly represents and the school segment, which Sundog represents. And that gives us an interesting balance, I think.

Thank you. With 55 million SEK in cash and improved cash flow, how are you thinking about capital allocation, reinvestment, M&A or debt reduction?

I think we will proceed with caution. We don't want to end up in a position where we have to depend on raising funds for our operations. However, We have focused our investments in fewer areas and we expect to bring bigger impacts to those. That said, we don't have any immediate need for major investments. Somdog has been around 15 years and have a very strong traction in the market. Albert Junior has been there for 10 years and same goes for Albert. We are the leading brand in the Nordics in the consumer market. So the products are really good. And that is also why we have been able to scale down on our cost side, because we have slowed down some of the broadening of these products where customers don't really see or appreciate the costs being put into it. So we're focusing on what truly matters. And that is also true for going forward and the investments we do there.

Thank you, Fredrik. ARR and net revenue declined slightly year on year. When do you expect to return to top line growth and what are the main drivers or main levers to drive that rebound?

I think one of the main drivers is the CAC, the customer acquisition cost, and that is something that we are working hard on every day. A lot of small adjustment goes into having a good and sound model. Today we have shown that we can be profitable in our operations and that is something that we are very proud of and something that we will continue to work on. We have also strengthened our management team and the new VP for Albert Junior is someone who has a go-to-market experience and we expect to not to make any big investments in individual markets, but rather to find a sound way to expand our market and offer and become truly regional in those areas. A lot of our products are geographically scalable due to the content. I mean, mathematics doesn't really require very much adoption to different regions besides language and Then there are of course payment methods, where we market, how we market, all the things that we need to work on continuously. As we do with probably a thousand different parameters on our website on how to convert in the product and in the communication between us and the buyer, which is the parents. how we can strengthen the bond between the user, which is a child, and the parent. For Albert Junior, for Samdog, it's about traction in the schools. I mean, there's a million things to do, and we have to be on top of them every day. So now that we have changed the organization, it's going to be easier to remain on top and be closer to local markets.

Thank you. And we'll take one final question here before wrapping up. You mentioned strong tailwinds from declining PISA results and demand for measurable learning outcomes. How do you plan to capture this demand, particularly in the B2B education segment?

We see a lot of governmental initiatives across Europe where, I mean, it's not Sweden alone, it's something that's happened across the OECD countries, Estonia being the one exception. We see a lot of initiatives going into digital learning, especially in STEM fields or in mathematics, where the need is really urgent. Mathematics is the foundation for a vivid industrial development and for AI development, which is something that we see a lot of value creation in the global perspective. And that means that governments are also looking at extra funding to increase the results in mathematics, especially. So there is a high demand on the market. We'll have to see when and where that demand turns to actual money and monetization. But the need is undoubtedly there and the politicians have it on top of their school agendas.

Okay, thank you very much. That concludes today's presentation and the Q&A. Thank you, Frederik and Erik, for presenting with us here today. And we wish you all a great rest of the day and good luck in the future.

Thank you, Martin. Thank you.