Better Collective A/S

Good day. Thank you for standing by. Welcome to the Better Collective Annual Report 2025 Presentation Conference Call. At this time, all participants are in a listen-only mode. After the speaker's presentation, there will be a questions and answers session. To ask a question during the session, you will need to press star 1-1 on your telephone. You will then hear an automated message advising your hand is raised. If you wish to ask a question via the webcast, please use the Q&A box available on the webcast link anytime during the webcast. Please be advised that today's conference is being recorded. I would now like to hand the conference over to your speaker today, Better Collective co-founder and co-CEO, Jesper Sogaard. Please go ahead.

Thanks a lot, and good morning and welcome, everyone, to Better Collective's full year 2025 webcast. My name is Jesper Circle, co-founder and co-CEO of Better Collective. Normally, our VP of Investor Relations, Miguel, opens the call, but as he is currently out sick, I'll have the pleasure of doing so today. I'm joined today by our CFO, Flemming Peterson, and I will provide today's business update in connection with our full year report that was disclosed yesterday. Please follow me to the next slide. We ask you to pay attention to this slide where we display our disclaimer regarding any forward-looking statements in today's webcast. Please turn to the next slide. Here you see today's agenda. I'll start by providing a business update, including some of the highlights for Q4 and full year 2025. Whereafter Flemming will take you through some of the financials before handing the word back to me for the key takeaways. As usual, we'll end the call with a Q&A session. Please turn to the next page. Let's dive into the highlights of the report that for the first time is a combined Q4 report and a full annual report as we have moved the full year reporting forward by several weeks compared to earlier years. Please follow me to the next slide. Before turning to the details of Q4 and the full year of 2025, I would like to extraordinarily to take a step back Over the past decades, we have successfully navigated multiple structural shifts across technology, regulation, and market dynamics. Today, new themes such as AI and the emergence of prediction markets are increasingly shaping the industry landscape. Against that backdrop, it's relevant to provide a broader perspective on how Better Collective has evolved to reach its current position and what lies ahead. Better Collective has been built over more than two decades of continuous evolution in a fast-changing landscape. Our growth has come through a combination of organic growth and a series of acquisitions that have expanded our capabilities, strengthened our market presence, and significantly increased our scale. Over time, this has enabled us to build a comprehensive ecosystem positioned at the intersection of sports media, sports betting, and casino affiliations. The industry we operate in has never been static. I still remember the early shift from Yahoo being the leading search engine to Google gaining dominance, which was an early reminder of how quickly digital audience and traffic dynamics can change. Since then, regulation, technology, and user behavior have continuously evolved, and each structural shift has required us to adapt our model. We started as a small local affiliate business, and quickly recognized that scale was essential to survive, which led to our transformation into a leading global aggregator. Over time, we also saw the strategic importance of owning stronger brands and direct audience relationships, and gradually evolved into a global digital sports media group, while remaining anchored in affiliate marketing as our core monetization engine. Strategic acquisitions have played a key role in this journey, enabling us to establish strong positions in what are now some of the most important global markets, including North America, UK, and Brazil, all while navigating changing regulatory environments. In parallel, we identified early that paid media would become an increasingly important acquisition and monetization channel, which led to the acquisition of Atami and the subsequent significant scaling within the group. In essence, external change has consistently driven internal evolution at Better Collective. This long history of adapting to shifts in platforms, regulation, and market structure has made adaptability a fundamental and embedded characteristic of the company. Importantly, we do not look back to anchor ourselves in the past, but to extract lessons from it. Experience across multiple market cycles provides perspective and informs how we prioritize investments, develop products, and prepare for the next structural shift rather than the previous one. Today, we operate a scaled global platform with a very large audience reach, diversified monetization, and strong positions across both sports betting and casino affiliation, supported by leading sports media brands and long-standing sportsbook relationships. Our positioning at the intersection of content audience, and iGaming is strategically relevant in an ecosystem that continues to converge and evolve. Looking ahead, the landscape will continue to evolve through AI, new wagering formats, regulatory developments, and shifting user journeys. Our focus is therefore forward-looking. By learning from the past while preparing for what comes next, we believe we're strongly positioned for the next phase of industry development, supported by our scale, M&A track record, diversified business model, and unique position at the intersection of sports media and iGaming. Moving back to 2025, the year has been defined by disciplined execution and structural strengthening of the business. We simplified our operating model, enhanced scalability across organization, and delivered on the full 50 million euros efficiency program. This focus was about building a leaner, more focused, and more scalable platform for long-term growth. We delivered on our full-year guidance despite significant external headwinds. Brazil regulation, foreign exchange movements, and sports win margin volatility all impacted reported performance during the year. Navigating through those factors while maintaining high profitability demonstrates the resilience of our diversified business. We are adding new layers to our ecosystem, strengthening engagement, data capabilities, and partner value. The developments within AI is on most companies' and management's agendas these days. Let me also address this and its implications on Better Collective. AI is one of the most significant structural shifts in the digital landscape in decades. For Better Collective, It is first and foremost an enabler. We have embedded AI across product development, content optimization, data analysis, and commercial optimization. Playbook is a clear external example, while internally AI is improving productivity, scalability, and execution speed across the group. At the same time, we take a disciplined view on potential structural risks. We closely monitor AI-driven changes in search and discovery. Importantly, we remain unaffected by recent shifts and our traffic and commercial performance continue to demonstrate resilience supported by strong brands and diversified acquisition channels. Most of our revenue base is structurally resilient. Within publishing, the existing recurring revenue share is not exposed once users have been referred to our partners, which provides a stable earnings foundation Our advertising revenues are likewise not directly dependent on search dynamics, as they are primarily driven by audience scale, engagement, and direct commercial relationships. Paid media is also structurally robust. As a performance-driven, highly agile acquisition engine, we can dynamically allocate spend across channels and platforms if traffic patterns or user journeys shift. This flexibility significantly reduces platform dependency risk. Esports, in turn, is built on strong direct community engagement and brand loyalty, making it inherently less reliant on traditional search and discovery channels. The area with the highest long-term exposure is future publishing growth, particularly related to new revenue share NDCs and CPA-driven NDC growth. where changes in search, discovery, or user behavior could influence acquisition dynamics over time. We do not underestimate this risk. However, we have successfully navigated multiple structural shifts in the digital ecosystem over more than two decades, and our diversified audience mix, strong brands, and scalable platform give us confidence in our ability to adapt to future changes as well. My intention is not to suggest that AI does not introduce risks, but rather to emphasize that we are proactively addressing them and closely monitoring the development. Any potential impact is primarily concentrated in specific areas of our otherwise well-diversified revenue streams, which limits the overall exposure at group level. Another important emerging theme is prediction markets. During 2025, prediction markets have emerged as a structurally important addition to the broader sports and event-based wagering ecosystem. For us, this is an expansion of the total addressable market. Prediction markets introduce new product formats and attract incremental user segments, while overlapping meaningfully with our existing sports and betting audience. Given our position at the intersection of sports content and wagering, we're structurally well positioned to support this evolution. We already have commercial relationships in place and are collaborating with relevant players. It's still early days with only a limited number of platforms live, and we expect increased competition in the coming year, which typically strengthens the aggregator position. Overall, we see prediction markets as a natural extension of our core business, with the potential to diversify revenue streams and expand long-term growth opportunities. Lastly, we look forward, both as shareholders and as sports enthusiasts, to what is expected to be the largest World Cup in history. Importantly for us, it will be played across some of Better Collective's core markets. Beyond its global appeal, the tournament represents a significant commercial opportunity. Historically, major football tournaments provide strong acquisition tailwinds and we expect 2026 to be no different. The World Cup is likely to drive elevated user acquisition across our platforms, as well as meaningful reactivation of dormant users and increased activity across our existing player base. This combination of new customer intake and high engagement levels supports both revenue growth and lifetime value expansion. Given our strengthened position with broader revenue mix and scalable platform, we believe we're well positioned to capture the incremental activity associated with the tournament. I'm extremely proud of the organization and my colleagues for navigating through another demanding period of change with focus and discipline. And I look forward to returning to a year of renewed growth in 2026. With that, Let us move to the usual webcast. Please turn to the next slide. Overall, we are pleased to report a strong finish to the year with underlying growth and record profitability. Group revenue reached 94 million euros in Q4, corresponding to minus 2% year-over-year and plus 2% in constant currencies. We were negatively impacted by a lower sports win margin compared to the year prior, Normalizing the sportsman margin to a similar level as the year prior, revenue growth would have been 7%. Group costs were down 8% year-over-year, reflecting the disciplined execution and continued harvesting of synergies from acquisitions. We delivered record EBITDA before special items of 37 million euros, translating into a 39% margin and growth of 10% year-over-year. In Brazil, we continue to see good activity levels in line with recent quarters, with revenue above our expectations. However, the market remains affected by the marketing restrictions, which continues to dampen our ability to send new customers to our partners. In North America, revenue share amounts to 7 million euros in Q4, as our revenue share database continues to ramp up, making it 17 million euros pure revenue share for the year versus our own expectation of 10 to 15 million euros. Value of deposits reached a record level of 820 million euros in the quarter, up 6% year over year, and 13% quarter over quarter. This was achieved despite being... Sorry. We continue to see strong momentum in Playbook our AI betting solution, and I look forward to scaling the product across the US and into additional geographies and platforms. Please turn to the next slide. Let me briefly put the 2025 financial performance into a longer-term perspective. Looking at the full year, revenue declined from 371 million euros in 2024 to 337 million euros in 2025. corresponding to minus 9% year over year. EBITDA before special items decreased from €113 million to €102 million, or minus 10%. Since 2018, we have delivered a revenue CAGR of 35% and an EBITDA CAGR of 30%. While 2024 and 2025 shows a temporary slowdown in organic growth, this must be seen in the context of of significant headwinds from external factors, such as foreign exchange headwinds on revenue of 9 million euros, as well as a regulatory transition in Brazil, which impacted EBITDA negatively by 22 million euros, and lower sports wind margin volatility of 17 million euros. These factors implied a combined headwind versus 2024 of more than 40 million euros on EBITDA in 2025. Please turn to the next slide. Let me now turn to what we see as important parts of the next chapter of growth, journey driven by innovation with Playbook and FanReach. Starting with Playbook, we successfully introduced our AI-powered betting solution in 2025, just ahead of the NFL season. The product is designed to integrate naturally into how sports fans already consume content and make decisions. We have seen strong early engagement with millions of bets sent to our partners. Importantly, Playbook enhances user engagement and improves conversion, strengthening the monetization of our existing audience while also opening new avenues for geographic expansion and product development. We will continue to invest in product refinement and international rollout to unlock further scalability. On the FanReach side, this is central to our Advantage ecosystem. FanReach combines our proprietary first-party data with advanced audience segmentation, enabling more measurable, scalable, and precise media solutions for advertising partners. FanReach was launched firstly in the U.S., utilizing data from selected brands, currently reaching more than 50 million sports fans across our network. We are moving beyond traditional performance marketing and adding a broader media monetization layer, built on audience ownership and distribution strength. Together, Playbook and FanReach expand our monetization stack, deepen engagement, and reinforce the structural scalability of the business. They are key building blocks for our next phase of profitable growth. Please turn to the next slide. On this slide, we show our new guidance for 2026. and the medium-term outlook. For 2026, we expect organic revenue growth in the range of 7 to 12%. On EBITDA, before special items, we die for growth of 8 to 18%, or 110 to 120 million euros. This reflects growth with lower cost base, continued focus on operational efficiencies, and an expected stabilization of external factors compared to 2025. We also plan to execute an annual share buyback of 40 million euros in line with our capital allocation priorities and our confidence in the long-term value creation potential of the business. At the same time, we remain committed to maintaining net debt to EBITDA below three times, ensuring continued financial discipline and flexibility. Looking beyond 2026 for the 2027 to 2028 period, We expect continued positive organic revenue growth and target an EBITDA margin in the range of 35% to 40%. This margin ambition is supported by scalability in the business model and maturing recurring revenue base, especially in the US, and increasing AI enablement across products and operations. Furthermore, we expect continued strong cash conversion and net debt to EBITDA to stay below three times. With that, let us move to the next slide and over to Flemming.

Thank you, Jesper, and good morning to you all. Please follow me to the next slide as we dive into the financials. Let me start by preaching the Q4 revenue development in more detail. We started from Q4 24, revenue of 96 million euros. During the quarter, foreign exchange negatively impacted revenue by 4 million euros. Sportsman margin volatility reduced revenue by a further 5 million euros, reflecting more player-friendly results compared to last year. In addition, the regulatory transition in Brazil impacted revenue negatively by 3 million euros. In total, these external factors reduced revenue by 12 million euros year-over-year. This was partially offset by 10 million euros of underlying operational growth across the business mostly driven by paid media, talent-led media, and sports media. As a result, Q4 2025, revenue landed at 94 million euros, corresponding to a minus 2% year-over-year, and positive growth of 2% in constant currencies. The key takeaway is that the underlying business continues to grow, but report performance in the quarter was impacted by temporary external factors. As these headwinds normalize, the operational growth becomes more visible in the reported numbers. Please turn to the next slide. Let me briefly comment on recurring revenue, as revenue share remains the backbone of our recurring earnings model and supports visibility and cash flow generation going forward. Revenue share continues to account for approximately three-quarters of our recurring revenue base. In Q4-25, revenue share amounted to 41 million euros out of a total of 55 million euros of recurring revenue. Looking to the North American market, historically, a larger portion of the revenue share income has come from hybrid deals with a meaningful upfront component. Over the past two quarters, however, we see a clear transition towards predominantly pure revenue share agreements. This represents a meaningful improvement in earnings quality as pure revenue share provides stronger long-term visibility and cohort value. For the full year, we outperformed our expectations in North America. We expected 10 to 15 million euro in revenue share but delivered 22 million euros. Out of this, 17 million euros was pure revenue share. Importantly, this number would have been even higher in constant currencies, highlighting the underlying strength of the region. In short, North America is scaling with an improved revenue mix, strengthening the recurring revenue and compounding nature of our earnings base. Please turn to the next page. Let me now bridge the EBITDA development in the quarter. Lower revenue year-over-year reduced EBITDA by 2 million euros, as I just spoke to. In addition, we deliberately increased paid media investment, which impacted EBITDA by 5 million euros downwards. This reflects continued confidence in the long-term return profile of our paid media activities, where we, to a large extent, spent to harvest the revenue later through revenue share agreements. However, these effects were more than offset by 10 million euros in cost reductions. driven by the execution of the 50 million euro efficiency program and broader structural improvements across the organization. A lot of these cost savings relate to the synergies from previous acquisitions. As a result, EBITDA increased to 37 million euros in Q4-25, representing a 10% growth year-over-year and the highest quarterly EBITDA in our company history. This clearly illustrates the operational leverage in the model. Even in a quarter with slightly lower revenue, external headwinds, and increased growth investments, disciplined cost execution enable us to expand profitability and deliver record EBITDA. Please turn to the next slide. Let me now turn to two of our main KPIs, net depositing customers and value of deposits. As expected, NDC levels in 25 impacted negatively by the regulatory transition we saw in Brazil. The marketing restrictions on welcome bonuses continue to limit our ability to send new customers to partners in that market, which is reflected in lower reported NDCs. However, and importantly, Q4 25 did not show a return to growth of quarter over quarter of 9%. Also in Q4, Value of deposits reached an all-time high of 800 to 20 million euros showing growth year-over-year of 7%. This is a very strong outcome, especially considering the regulatory headwinds in Brazil during the year. Deposit values are reported quarterly and are not accumulated, meaning this represents actual quarterly activity. The fact that we reached a new record despite regulatory constraints clearly demonstrates the strength and loyalty of the users that we have in the revenue share databases. In combination, the graphs illustrate that while new customer intake has been temporarily impacted, existing cohorts remain highly engaged and continue to generate increasing deposit activity. Furthermore, it signals that we continuously manage to send higher value customers to our partners. This supports the durability of our Renew Share accounts and underlines the quality of earnings. Please turn to the next slide. Now let's focus on our funding position and our considerations regarding capital allocation. From a financing perspective, we also took an important step in 2025 that further strengthens our financial position. During the year, we signed a new 319 million euro three-year committed club facility with our banking partners. including an 80 million euro accordion option as well as a new 50 million euro dedicated M&A facility. This extends our financing maturity profile through October 28 and significantly enhances our financial flexibility. Access to long-term committed financing on attractive terms has been a structural advantage for Better Collective since the IPO in 2018 and has been a strong facility facilitator in our M&A strategy. It has allowed us to act with speed and certainty when strategic opportunities arise while maintaining a balanced capital structure and disciplined leverage profile. In a fragmented and fast-evolving industry, the ability to combine strategic M&A with stable financing is a clear competitive advantage. Moving to 2025, we guided free cash flow at the low end to be 55 million euros and landed at 38 million euros. The deviation was driven by short-term working capital timing effects of 15 million euros shifting into 2026. We also invested in new significant partnerships in Q4, where we'll see most of the upside from 2026 and onwards. These deviations are mostly timing and growth related in nature and do not reflect any structural change in the underlying cash generation profile in the business. Cash conversion for the year ended at 92%. Board of Directors and Executive Management has formalized our capital allocation framework, which is as follows. First, we prioritize deal leveraging when net debt to EBITDA exceeds three times. Second, we invest in high return organic initiatives and selective value accretive acquisitions. Third, we return excess capital to shareholders primarily through share buybacks and secondarily through dividends. Overall, we believe this balanced framework supports our focus through many years. For 2026, the Board of Directors has decided on an annual share buyback of €40 million in line with this framework. Please turn to the next page as I hand the word back to Jesper for the key takeaways. Thanks. Thanks, Flemming.