Stillfront Group AB (publ)

Good morning and welcome to the Stillfront Q3 2024 interim report. I am Alexis Bont. I am the interim CEO of Stillfront and I will be joined later by Andreas Hoodman who is our CFO. Next slide please. So we continue to have strong cash flow in the third quarter. We had net revenue of 1.595 million SEC in Q3. That was down by .6% -on-year, but mostly flat organically. It was down slightly by 0.8%. The gross profit margin was of 80%. That was in line with Q2 and up by 2 percentage points -on-year. That was really driven by the mixed effects of an increased share of bookings from our -to-consumer channels. Adjusted debit tax margin was at 24%. That's down by .4% -on-year and that's due to increased acquisition costs, which I will go into later. Free cash flow of 298 million SEC in Q3 is up by 49% -on-year. Next slide please. So we had higher than actual acquisition costs in Q3. You can see that they were at 29% of net revenues in the quarter versus a lower amount in Q3-23, around 26%. Most of the reason for that was around the super-free turnaround, where we've been able to get super-free to have significant growth -on-year again by investing in the work collect and to a lesser extent the 3VSTAR franchises. Next slide please. Gross margin improvements mostly compensated for that higher UAC in Q3. We had, as I say, gross margin improvements of 2 percentage points -on-years. But not only that, we also had staff cost as a percentage of net revenue that went down by 1.4 percentage points -on-year. And then if you look at UAC, which is up by 3.2 points -on-year, driven, as I say, by 3VSTAR and work collect, you can see kind of how that balances out mostly. We focused on product investments driving lower capitalization with improved return on investment that also had a good impact. Next slide please. So we continue to have strong ARPDAU development in the quarter on the active portfolio. Booking in active portfolio declined by 5% -on-year, but organically it was really at 1%. ARPDAU up by 14% -on-year. That's driven by strong monetization due to successful live ops across the portfolio. We have teams that are incredibly talented at live operations, and you can see that in the impact in ARPDAU. Multi-paying users, MAU and DAU were down. That's in part due to the seasonal effects, but also a conscious portfolio shift of our efforts towards high-value users. -to-consumer DTC was up by 5% -on-year. That's really driven by a strong strategic initiative that we have to increase the share of our own channels, which ultimately drives gross margin improvement and, as I explained, compensates, at least in part, the higher UAC levels. Next slide please. Then in the strategy area, we had a slow return to more normal UAC levels in strategy after a very low UAC percentage in Q2. Supremacy bookings declined slightly on year and quarter on quarter. It's important to recall that Supremacy had an excellent quarter last year. We still think the franchise is very solid on making product improvements without franchise. Empire remains stable, and that's in spite of no user acquisition span. That leads to very high profitability in that franchise and excellent live operations work by the team there. Sixways did negatively impact bookings. They had lower UAC, but however, they were able to raise their margins through a series of measures. UAC is down 35% -on-year for the category, but is up 20% quarter on quarter. Bookings down by 30% -on-year, but gross profit is down by 8%, helped obviously by the -to-consumer increase, which basically, if you look at DTC channels, that was up by 13% point compared to the same period last year. Next slide please. In the area of SIEM, RPG, and Action, we had lower bookings quarter on quarter. Sunshine Island user acquisition span was down 41% quarter on quarter. This is normal. This is kind of part of the scaling process of a game such as Sunshine Island. We identified, basically we increased the amount of talent that we have working on that game team. We identified a few product gaps. We're working on those product gaps to make the game even better and stronger, and then once we've got those things done, we'll resume pushing. But we do expect Sunshine Island to continue to be a driver of growth into the medium and long term. Albin Online bookings were down quarter on quarter. That was kind of re-driven by the normalizing of user numbers following Albin's Online EU server launch in Q2. When you launch a new server for that type of game, it's normal that you have a very high peak, and then you have a slight decline, but what is important is to look at what happens -on-year and the level of bookings and all the PPI's are up -on-year for Albin Online. So we continue to go in the right trajectory for that franchise. Shakes and Fidgets bookings declined. We had an unfortunate update of the user experience that was not very well received. The team is hard at work in fixing that, and I'm very confident that they will be able to correct that issue. But we did have an issue there with Shakes and Fidgets in the quarter. Next slide, please. If you look at Casual and Mash-ups, Joe Walker continues its very, very strong performance. There's a graph here where you can see that basically Joe Walker, since he's joined the Stillfront group, has grown on average by a K-Gar of 41%. So obviously very, very strong performance with that franchise. But if you look at overall Casual and Mash-ups, bookings were also mostly flat sequentially and increased by about 1% -on-year. I mentioned before Superfree. Most of you have been following us for a long time know that Superfree is a studio that we've been struggling for a while, and I'm happy to say that the turnaround of that studio is well on its way. And basically the world franchise in particular continued to scale well in the third quarter, and that is also what drove user acquisition spend and strong growth for the franchise. Joe Walker, if you're looking at -on-year growth in the quarter, that was at 35% with very high profitability. In terms of challenges in the category Stormate, we're continuing to have challenges with the own design franchise. As you know, Stormate was initially very, very successful after joining the group, especially during the COVID period and the launch of Property Brothers. It's been struggling since then for quite a few quarters, but we have a new game that has launched recently called Ellen's Gardens Restoration. That game is growing steadily, not enough yet to compensate the decline of the other products, but going in the better direction. We've also identified a few product gaps in how the games function and our puzzles that we're basically addressing, and that gives us confidence that we'll be able to also perform a turnaround for Stormate, just as we have with Superfree. Next slide, please. So with that being said, I'm going to pass the mic to my colleague, Andreas, who will go over the numbers.

Thank you, Alexis, and good morning, everyone. So cash flow, as Alexis mentioned, we had a very strong free cash flow this quarter of $298 million. Breaking that down on the cash flow for this specific quarter, we had an operative cash flow of $383 million. And we had, of that, we spend more UA versus last year, we spent $33 million more, so we spent $462 million of user acquisition costs during the quarter. We had interest costs of $108 million. The interest rate has gone up in the last few years, and that is still impacting our operative cash flow. We had a positive working capital effect in the quarter of $74 million that fluctuates over time, but it was positive in Q3. So we ended up with a cash flow from operations of $457 million, which is a significant increase from the same period last year. And we still continue to invest in our portfolio. We invested $150 million in our product development portfolio. That is .4% of net revenues. So it's coming down, it's been coming down in the last quarter, quarters, and we're seeing that coming through the numbers now as well. Financing, we utilized almost $300 million of cash flow. Quite simply, we did buy back shares of $80 million during the quarter as announced as part of the last earnings call. And we also amortized on our debt position of $223 million in the quarter. Let me move to the next slide, please. Sorry, go back. That was my bad. By looking at the LTM numbers, I think that's also we see a shift, a trend shift now where we have cash flow from operations prior to working the net working capital of almost $1.6 billion. We are still having negative working capital effect on the last 12 months, but we have a trend shift where we are generating more cash flows. The initiatives that we have done in terms of increasing the DTC channels, that is a direct impact on our earnings, that allows us to spend more money on UA. But we have also taken down fixed costs, i.e. staff costs and other costs quite significantly in the last quarter. So we have a strong cash flow. We have continued to invest in our product portfolio. We invested $664 million in the last 12 months. That is a decline, but it's still a healthy investment. And we believe that that investment is a good level to sustain our product development and continue to invest more in our core franchises. So with that said, then we can move to the next slide. So the debt portfolio, we took down our absolute debt in the quarter with $223 million. That was a repayment and we have some positive effects, which lowers the absolute amount of outstanding debt with $277 million. So we are now down to $4.7 million in how we define our leverage levels. So we basically have external debt plus the cash earnouts for the next 12 months. But I think it's also to take a bit of step back because there's been some comments sometimes about are we really de-leveraging? And if we take a step back just two years ago, so two years ago in 2022 in Q1, we completed the last acquisition of steel crops. But if I compare the numbers and how much in total debt, so if we had all the earnouts, that's how we define it, but if we had all the earnouts that we had then we had $7.5 billion of total gross debt. And we end the quarter now of $5.9 billion. So we have a very strong de-leveraging passive. We have basically paid off down our debt with $1.6 billion in the last two years. But we've also been able to buy back shares in the last two years of $530 million. So we have a definitely a decline in our total debt portfolio. It's shift from earnouts slightly into the external debt, but in total the absolute amount that we're de-leveraging in two years is $1.6 and $500 million of share buybacks. So it's just important to remember that. We saw that our leverage ratio, we always peak in Q2, we had $2.15 then. And it's coming down. So we can generate, we can do the buybacks, we de-leverage in the quarter to $2.08. So that's a natural trend of how it's been looking in the past as well. So with that said, we also still have some cash. We're always holding some cash. So we have $857 million and we still have available credit facilities of $1.8 billion, which of those $1.4 billion are short term. So I think that the absolute debt is coming down. We did also extend the maturity profile further in the quarter where we used our extension option with the Swedish Export Credit Corporation and extended that for another year. So we always work tactically with our debt portfolio and we did that in Q3 as well where we utilized those kind of terms that we have without changing the actual commercial terms of that agreement. So with that said, we continue to have a discipline, a much, much stronger discipline in how we invest in our franchises, what kind of games to invest in is more focused. We have been driving fixed costs down and we are, as we communicated just a month ago and that we elaborate more in the report, we are committed to coming down further in terms of our fixed cost base by focusing where we put the investments going forward. So that's an approved cash flow generation, our proven leveraging capacity ensures that we have both a healthy balance sheet and that we can spend more UA, that we can support the business financially where it's needed. And then as the next slide until I welcome Alexis back is that we announced a share buy back program today, again up to $40 million. It was $80 million in the last quarter. The rationale for that is that we are going to use these shares to settle earn-out provisions. We have $178 million of equities earn-out part that should go out by Q2 next year and we bought $80 million. We're now planning to do $40 million. So that is a way how we balance our capital deployment approach in a balanced manner. And with that said, I will come back to Alex.

Thank you, Andreas, if you go to the next slide. So yeah, basically, you know, we did have a unusually long seasonal slowdown that we also already mentioned the last quarter that drove, you know, lower activity levels across across our games that we're obviously able to counter that, you know, with, you know, the live operations efforts, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, the cost of the game, We're slightly ahead of plan. We have 39 million SEC of annualized cost savings, which will have full effect in Q1 2025, which we have already actioned. The new organization model will allow us for increase in speed and will also allow us to focus our resources even more into our key franchises, which is really key. We're also initiated the move of declining, of moving declining games to lower cost locations. And we also addressing low performing games. And finally, you've seen the impact that -to-Consumer can have in our strategy games. So we are also starting to look at some of our larger casual games and seeing how we can roll out -to-Consumer for those games as well. Next slide. And then finally, I would like to extend a warm invitation to all of you to join us for Capital Markets Day on February the 6th, 2025. This will be in Stockholm. So you'll be able to join virtually just like now, but also in person. And we will give you a bit more details quite soon. That being said, we would love to hear your questions, please. Thank you.

Good morning guys. Can you hear me?

Yeah, we can hear you.

Just to start off, you mentioned unusually long seasonal slowdown, but we are in October now. So have you seen more of an usual seasonal upswing here or anything you can add that would be helpful?

Yeah, I think when we say season, I think we refer back to Q2 where we said that especially in strategy, the seasonality effects started earlier. It started late May and that's why we had a slowdown in terms of UA earlier than we usually have for strategy. So that was an earlier start. Then what we saw that strategy is a normal season effect. This goes down in terms of activity during the summer month. The player base tends to be male dominated, 40 plus and that they go on holidays and all these things. So it's been the same thing. It's just that it's been extended, but that already happened in Q2. And then we saw the same length in Q3. But then we are seeing good movements by the end of the quarter, which is normal. But we had a longer period in total. That's why we refer to a longer seasonality

effect. Okay, got it. So relatively usual in Q3 then. Yes,

but you started earlier in

Q3. Yeah, I got it. And turning to D2C, I know the D2C channel continues to be a high priority for you guys. And the gross margin is up from last year, but it has been more stable for a few quarters now. So what do you think is needed to lift it further?

I think we've been very strong on moving payments into our own web shops, basically, especially in strategy. And that really shows in the strategy. It's not something that happens overnight. We have playbooks and the students have been really working on it. They've been really working hard on this in the last year. So we have a lot of learnings there. I think where we still have a few upsides in strategy and in simulation and RPG as well, where we also want to accelerate there is definitely in the casual and mashup area. We don't see the same sort of relation, maybe, but it is still a big value. So that's something that we will accelerate going forward, as well as getting a lot of our other games up to a higher level. So there's still a lot of things to do there.

And just to slightly build on what Andreas is saying as a former kind of studio founder, it is a pretty big competitive advantage we have in our group. We have a very solid payment top. We don't have to do our third party through our third party as many others do, which really means that the impact to our margins is higher than most. So this is really a competitive advantage that we're deploying. Also, our speed of learning around what we're doing, because we have this wide portfolio. We're able to exchange what works, what doesn't work with the web shops much more quickly, which is the reason that we've been able to go from a small amount, a small percentage of DTC to a very high percentage extremely quickly and efficiently.

All right. Got it. And looking at the DTC growth currently or near term, is it mainly driven by new games increasing the DTC share of sales, or is it the same games that continue to grow the DTC?

It's both. I think in Q3, we have onboarded quite a few games in Q3, but the real effect is actually getting the existing one to raise the bar, because one is the entry barrier. First, you need to onboard, you need to start working with it. But we see that a lot of games are managed to improve. So it's a mixed effect, but I would say the most drivers actually, the existing games that constantly work on this and manage to get the payments through the branch.

And an important thing to remember, I think we made the point, is DTC actually can have a slightly negative effect to our bookings, because one of the ways that we drive people to our DTC products is by offering them slight discounts, right? But then the gross profit impact is high. So that's why a gross profit actually is up year on year organically. So that's also one of the things that we can fine tune going forward. As we've converted more players to our DTC, we should be able to potentially, you know, reduce some of those advantages such as discounts and then work on other advantages.

And it's also just important that that gross profit is actually how we drive UA. So we, when we calculate ROAS, so the return on ad spend, that is basically driven by the effect after, you know, whatever payments fees you have in the business. So that's why it is strong that we can, even if our bookings are organically drawn .5% in terms of bookings, 0.8 in terms of revenues, we are growing our gross profit by 2%.

Yes, so this was my follow up, the discounts on the DTC stores. Do you think, do you see any risk that consumers sort of get used to lower prices? And do you expect to maintain, you know, the discounts or lower prices on the DTC channels compared to mobile apps or do you think you can raise them over time to be sort of on par on the price levels?

Yeah, I mean, you know, you know, we, as you know, we have very complex live operations with multiple offers. And, you know, our goal is always to give, you know, the most value that we can for our players. And there's other ways to give value other than discounts. It could be a value by simply, you know, giving them more items in game and all that. So I think it's going to be, it's not going to be an overnight thing, but over time, I think we can reduce a little bit the need for discounts for people to go through the DTC. Also, you know, people build habits over time as well. And once people that will have the habit to go through the DTC channels, we don't no longer need to pull them in as much as we were pulling them in before. But you will take time.

All right, got it. And one last question from me on the cash flow segment. You said that Jokker continued to do well while Storm8 is, you know, continuing to struggle. Should we assume that the rest of casual is relatively flat then or can you give any color on that?

The what of casual? No, I think I think that's what

casual if you can we assume that the effects of Jokker and Storm8 are sort of taking

each other out. Yeah, I mean, Storm8, I mean, as we were saying, Storm8 has been, as we've been saying before as well, you know, that they haven't been able to compensate for the downfall with the new game. LN, which, you know, it is the KPIs still earlier looking good, but we still have very strong, I mean, Alexis, the Superfree, we have turned around, Superfree is in healthy growth in the quarter. That has been quite some effort to get there. But we also have the likes of Jokker, etc. And the Moonfall games, which are growing very healthy. So it's always a mix bag in that. But I wouldn't say that all the other games are flat. Actually, some of our growth drivers are in there as well. But Superfree, Storm8 has been struggling, that's for sure.

Okay, got it. Thanks. That's all for me. I'll get back into the queue.

Thank you.

The next question comes from Martin Arnell from DNB Markets. Please go ahead.

Yeah, hi, Alexis and Andreas.

Hi, Martin.

Can we talk a little bit about the top line growth outlook? You comment that your UAC is fairly high in Q3. Could you help us understand the potential effects from that in this current quarter? Any views on the top line growth outlook?

I mean, as you know, Martin, we haven't provided any guidance. We're talking about Q4 and Q1 is a period where we do spend more UA. There is a lot of player activity in the games. I think what makes especially this quarter interesting is that usually in Q4, you come up to a period where ahead of Black Friday, the CPIs are becoming expensive to marketing. So usually you slow down and then you start ramping up post that. I think we have a little tweak or an impact this year, which Alexis was talking about as well. We also have a US election and prior to the US election, that also impacts. So the quarter will be probably we are expecting, as we said, to spend a similar. Then it's obviously when in the quarter can we deploy that UA. That would impact the revenue is going to come this side of the year or next side of the year. I mean, we always measure the returns. So for us in terms of long term, it would impact the quarter, but we haven't. But it will be paying back. I mean, UA investment is the best investment we can do. It's quite simple, but we haven't given any formal guidance except for that.

But it's fair to assume that like there's no it's not going to be any big shift in in trends here. I mean, US election.

No, I mean, I mean, we are early in Q4. I mean, we have this in the last US election four years ago. We had there was an impact on just just before. It's not a longer but there was performance marketing impact just prior to the election. And then Black Friday, we always have that. But we have we're still early in the in the in the in the quarter. So we just flagging, you know, these are events that could impact, especially how not the fact that we should be deploying in a similar fashion like we always deploy in in Q4. But it's based on when and when in the quarter there might shift a bit. I

mean, basically, most likely in the quarter, we'll have a little more. They will be deployed towards the end of the quarter. The famous what we call Q5, which is a period right after Christmas when UA is usually a little less expensive and has good impact. So it could be that this quarter we have to do we have to shift a bit more of the UA to that period, which means that, you know, the revenue would come in into into Q4.

And when I look at the art, though, it's of course, you know, high, high growth numbers. But and we have we're in this phase now with a lower Mao and Tao. It's falling by double digits. And can you just help us walk through this pattern? And when do you expect your player numbers to stabilize and why?

I mean, we have to go. I mean, it depends what period you look at. But we have obviously some some events in the last sort of two years that significantly impacted the amount of players that we have. So we had both the situation in Bangladesh, in Okra, we had a lot of players that didn't monetize that much. And the same is the same as also for for snap games, which which Moonfrog was very strong. And they had a lot of players, a lot of Mao's and Tao's, but it was monetizing very poorly. So when snap games were shut down, so that, of course, impacts that. And we have been focusing our games are, you know, we have also been focusing very much on live ops and and utilizing, you know, driving the art out. And I would also say that in Q3, there is a slower player activity and has been historically as well. So we we are, you know, the year goes in cycles where Q3 is lowest player activity and that tends to go up in the in the quarter. Then it was also very much depending on what games do you invest in, what games do you bring in players to. So Shreddy game has you don't have the same mass audience as such as you have in a cashmere mashup. But but you have when you get monetizing players, they stick around for a very long time.

Is it fair to assume growth in your player base next year?

Just just to build on this, just to build on what Andres was saying, I think one important thing to say as well is, you know, the number of kind of organic kind of players that you usually get from from the stores is also kind of, you know, across the industry as as as decline. So that means that we have more targeted players that come from marketing, but that also obviously has an impact on the total number of new DAU that usually wouldn't convert very well anyway that you get. So some of the some of this is kind of a natural thing in terms of where we'll be next year. I think it's too soon. It's too soon to say. Thank

you for answering the question. Andreas, final question to you. Do you see anything that could disturb the cash flow trend in the final quarter of the year? And do you expect similar deleveraging in the coming next one?

Yeah, I mean, we have been, as I mentioned, we have been deleveraging in the last two years of one point six billion in total. And we bought back shares of half a billion. So I think, yeah, we have a strong deleveraging capacity. We are, as we mentioned, we are, you know, we have taking down fixed costs. We are committed to take down fixed costs further, which means that we can also spend more money on the franchises and the games that we actually believe in. So that the profile is there. We have been quite stable in terms of that. Then, of course, individual quarters that can be working capital effects and all these things. But we have consistently delivered a strong cash flow. And I think the actions we're taking in the business will continue to support that. So I do see that we will continue to deliver.

OK, thanks, guys.

Thanks.

Thank you.

The next question comes from Amar Galejacevic from Carnegie Investment Bank. Please go ahead.

Good morning, guys. Firstly, just to be completely clear here on the profile of the cost savings plan, you mentioned you're slightly ahead of planning here with 39 million fixed annualized cost savings with full effect in Q1. Should we read this as, you know, you've already taken some cost measures here in Q3 expected or do more in Q4, Q1? Or how should the profile look like you're going forward?

Now, I mean, we communicated the numbers. These are these are annualized cost savings, derived on actions we took in Q3. Then you can ask, why don't this at all impact you for? Because the actions were taken and then you do transitions of games or teams and that is not going to have a full run rate impact in that Q4. So that's what we stated out. So that's slightly ahead of plan. There is obviously more things that we're doing in terms of what what Alexis was talking about as well. You know, where should the games be operated? What games should still be in the portfolio? How should we win what we call the new organizational model that will also drive down efficiency? But that's not going to happen just overnight. We will continuously work on this and we will work hard to get the new organization model in place. But we also do it controlled. So I think that's what's going to continue to drive that. But we also said to you guys and to the owners that we will we will share the details. How are we trending towards this? And this was the first update of that. How are we trending?

OK, we're clear. And then just to follow up question, how do you roughly split out the cost savings per line item mainly on the personnel side or?

Yeah, we did. We did communicate to two areas when we send out that announcement that is driven by direct costs and is driven by fixed costs. So fixed costs is staff and other costs. And we said that it will be equally split between those two. That's what we said when we released that. And that's how we we are approaching it. So this impact that we have now was mainly driven by the fixed cost impact.

OK, great. And then just maybe an outlook question here. How do you reason about I know you don't give guidance, but I mean, how do you reason about the chances of you reaching your financial targets this year? I think back on the Q2 call, you as a company seemed quite confident potentially reaching those, at least the margin target. But I would say now it seems like we need a very strong Q4 to get there. Just helping your thoughts on this.

I mean, we haven't stated anything else. So we stick to that. Of course, Q4 is a difficult quarter to predict. But we haven't made any understatements on that. So it's not like we are not we are changing anything from

that. OK, and just a similar question. If you compare your expectations for 2024 six months ago compared to right now, what has gone according to plan and what hasn't? And are you more positive now than six months ago? Or how should we think about that?

I mean, I can I can start from a pure sort of how we you know, the program that we said, you know, we will focus more on investments. We we are focusing on DTC that has been progressing. Good, but we also have an intention to accelerate that, which was communicated a month ago in terms of a new org model. So that is progressing, but we want to run quicker, I believe. That's I think that's where we are. I'm patient in those things. So I think that is progressing well. I think I think the market, the market, the gaming market has been more volatile, I would say, in terms of what we see. So that is something that that's that we might not have expected. But but we still are being able to scale games. I think that's key. We have been able to get a scale game. I mean, if it looks at Sunshine Island, yes, it's coming down in bookings, but exactly as planned. I think in Q3 last year, we explained that this is how you scale a game. So going according to game plan. So we can still launch games and you can still get good games out there. So that's I would say a mixed mixed bag on that one. But I think we are progressing and working hard on anything that we can influence.

Yeah. And I think to build on what you're saying, I think also definitely with the direct to consumer part of things. I think that's that's definitely gone slightly faster than even we would have expected. Again, you know, the moment, you know, our studios and game teams see something that works with other game teams. You know, we're able to share case studies. They're able to jump on it and then really deploy very quickly. I think also this reorganization that we've announced now is just going to allow us to be much faster in kind of decision making and in executing this sort of wins. So that's something that I really look forward to.

Super helpful. Just a final detail question on the remaining earn out. Could you share how much roughly is split up per subsidiary?

We have we we don't disclose per per subsidiary, but we have less studios within earn out. I mean, your workers until twenty twenty seven. But but so the majority of the are now supposed twenty five is is is is basically all the are now supposed. Twenty five are related to to your work. But we haven't announced a breakdown. But I think one key thing in terms of that is one to add is that is self-hunger. Right. It is saying so if they are not go up, the better it is.

Yeah, I get that. Thank you very much, guys. Thank you.

The next question comes from Eric Larson from SEB. Please go ahead.

Thank you and good morning. I have two questions first on the net capitalization rate. You're essentially amortizing game assets at around 200 million and investing around 150 currently. So when do you expect these two items to be more in balance?

Yeah, I mean, it's a good observation. Yeah, I mean, it's we come from I mean, in 2022, we invested 14 percent of our net revenues. And and and now we're down to nine point seven. So but of course, you amortize these game titles over. It tends to be a three to five year period. So the gap will start closing, but will still take take a few quite a few quarters to get that gap to close. Because you have to look at what did invest two, three years ago and what are we investing now? And we have been taking down and has been going a bit quicker the investments than than than expected. So I think that's a key thing. So it's not going to still going to be a discrepancy. But but but when exactly depends, of course, how much we we continue to invest.

Yeah, thanks. And then the second final question on the balance sheet or credit facilities, you have your RCS that you I guess you will refinance it within the coming year. So I'm just curious if you look at that in any specific way and whether that refinancing will improve your flexibility in any way with regards to buybacks, et cetera, like like your previous boundary refinancing did.

Yeah, I mean, we we have as we have done historically always worked technically on our debt financing. The RCS is now the one that is maturing next. So so of course, that is something we will need to look at refinancing exactly how that would look in terms of the size and the structure we will get back to when we get to

that. All right. Fair enough. That's all for me. Thank you.

The next question comes from Rasmus from Kepler. Please go ahead.

Hi. Yes. Hi. Yes. Good. Great. I just can you remind us again why you reorganize your graphically rather than along business lines? Because when you talk about it, you still talk about, you know, the strategy segment, the casual mashup, et cetera. And secondly, what you took, I think, was it 15 million or something in restructuring charges in this quarter? How much do you expect? Is that the pace we should expect for a couple of quarters or with will it accelerate?

Yeah, so I'll take the first part of that of that question. So basically, the reason we reorganize around geographical lines is really for speed, for speed and speed of execution. We must remember that this is the games companies, the games group. Games groups are about talent, and it's very important that you have the proximity to the talent and you're able to communicate very, very quickly. We have a very good marketing hub in Europe that is achieving incredible results with the European studios. It was important to also have a marketing hub in the U.S. that was in the same time zone and able to work with those game teams in a more efficient way. So it's really all about speed and efficiency. That's really the key reason for this. For the second part.

Yeah, in terms of the second. Yeah, I mean, when you do especially on the fixed cost optimization programs, depending on your restrictions, where you are, do you have some one-off costs that you need to take? It's part of the game. We haven't guided on that specific number there, but we will have potentially more costs to take, but we haven't given guidance.

Right. And then I just want to ask you about when you comment on the restructuring in the CEO notes, you basically say these combined efforts will ultimately drive organic growth. Is that is that should we read something into that that we're talking about at some point in time, there will be organic growth or is it just a comment that doesn't mean anything?

Well, it means that we will.

I think what you're trying to say is that it is

of course, I mean, I think as Alexis was mentioning, I think one of the key things is, of course, when you trim your organization, become leaner and meaner, you make decisions quicker and also focusing the best talent, which we also state into the core franchises. That is something that will drive growth. And it's not a hope, but it will drive growth and that we are convinced around that. So that's what we're stating. And it's the same statement. It's not a new statement versus what we had when we actually announced the organization.

OK, I just checked. Just just wondering. Thank you. Thank you for the question.

The next question comes from Aitaj Khalili from Barclays. Please go ahead.

Hello. Hi. So I have three questions. So firstly, as you are focusing on most successful franchises, could there be any opportunity to sell some of the other franchises rather than just restructuring the teams there? And secondly, so you have CMD in February. Do you intend having a new CEO in place before that or not? And finally, on Albion Online, you mentioned that, like, given the boost from the new server has gone down, it was down quarter on quarter. Can we just talk about the plans or expectations for the game for the rest of the year and to inspire? Yeah, thank you.

I think first one on franchises. Yeah, I think the first one. I mean, we are looking at our portfolio in general. Of course, we are looking at where should the game be operated? Should it be operated or should we do something around the portfolio? And we've been clear we will look at our portfolio and we are working actively on that. And that could entail we can sell something. But when we get to that, we will talk about it then. But of course, it is we were clear we are looking at a portfolio as a whole. How does it fit into Steelfront now and in the future? And that can lead to different actions. Let's see you.

Yeah, in terms of the second part, second question, it's really our our official kind of, you know, governance policy in terms of succession. This successor, an internal successor, which is myself, becomes interim CEO. The board, due to governance reasons, you know, starts a external search as well to compare, you know, what other alternatives out there. But just to be very clear, I'm committed long term to still front. You know, I am a shareholder of still front and my intention, if the board will decide so, will be to continue long term in this role. In terms of the third part, which is Albion Online, again, as I say, it's a it's a natural process when you launch when you launch a new server. Obviously, the team continues to to work on the game. Well, there will be, you know, if you point the game for a while, there are regular updates to that game. So we have an update that will be coming up soon and we'll continue working on that. The way I look at Albion Online is like it's like a small kind of runescape, a small Jagex. So I think this is a game that has really good potential in the long term. And there's an incredible talent behind it. Very, very, very confident about that franchise in the long term.

Thanks a lot.

Thank you.

There are no more questions at this time, so I hand the conference back to the speakers for any closing comments.

Perfect. Thank you very much for your questions. We really appreciate you taking the time to listen to our quarterly report. I just want to really reiterate that all of us here at Stillfront, Andreas, myself, all of the teams in the studios and the gate teams are really, really hard at work on on delivering on our strategy and very, very committed to giving the results that we all want to see. I really hope that we'll see many of you at our capital markets day in February six here in Stockholm or online. And again, thank you very much for your time.