HealWELL AI Inc.

Hello, and welcome to the HealWell AI fourth quarter 2025 financial results call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you would like to ask a question during this time, simply press star, followed by the number one on your telephone keypad. If you would like to withdraw your question, simply press star one again. I'll now turn the conference over to Hitham Sane, Investor Relations at HealWell. Please go ahead.

Hello, and thank you, Operator. Joining me on the call today are James Lee, CEO of Hewell, Dr. Alexander Dobronovsky, President of Hewell, and Anthony Lamb, Hewell CFO. I trust that everyone has received a copy of our financial results press release that was issued yesterday. Listeners are also encouraged to download a copy of our quarterly financial statements and management discussion analysis that was filed on CEDAR+. Please note, portions of today's call, other than historical performance, include statements of forward-looking information within the meaning of applicable security laws. These statements are made in the safe harbor provisions of those laws. Please refer to yesterday's press release and to our management discussion analysis for more details on the company's risk and forward-looking statements. We provide forward-looking statements solely for the purpose of providing information about management's current expectations and plans going into the future. We do not undertake or accept any obligation or undertaking statements to reflect any change in our expectations or any change in events, conditions, assumptions, or circumstances on which any such statement is based, except if described by law. We use terms such as gross margin and adjusted EBITDA on this conference call, which are non-IFRS and non-GAAP measures. For more information on how we define these terms, please refer to the definitions set out in our management discussion analysis. There will be a question and answer at the end of the call, which will be limited to analysts only. To answer your question, analysts are required to call into a conference call using the dial-in number provided in our press release. And with that, let me turn the call over to HEWL CEO, James Lee.

Good morning, everyone. Thank you for joining us today. Before I walk through results, I want to step back and frame exactly where we believe HEWL sits in the broader healthcare AI landscape. We're in the early innings of what most analysts expect to be one of the largest technology adoption cycles in healthcare's history. The question for investors is no longer whether AI will transform clinical care. It's which companies with the distribution, the scientific credibility, and secure, compliant, ethical data infrastructure to capture that adoption scale. We've heard directly from leading healthcare systems, global life science companies, and clinical leaders. And Hewell is one of the very few companies globally that has assembled all three. Our Orion health platform gives us global enterprise customers across 11 countries. We manage health information exchanges, the foundation for building and bringing clinical data together at scale. Our Darwin AI engine is backed by 47 peer-reviewed publications, more clinical validation than any comparable platform we're aware of. And our consent-first-by-design data network through WellTrust creates a true learning health system feedback loop that makes our AI better, with every deployment, and that's the thesis. Now, bringing that back to how 2025's results confirm that, 2025 was a transformational year for Herewell, as we significantly expanded the scale of the company and advanced our strategy of building a global AI platform for healthcare. Revenue increased 427% to $103.8 million, largely driven by the acquisition of Ryan Health, completed in April 2025. This expanded our global footprint and strengthened our recurring revenue from our healthcare data infrastructure. We also achieved our first year of positive adjusted EBITDA, reaching 2.3 million, reflecting early operating leverage in the model. During the year, we sharpened our focus, including the divestiture of non-core assets in October, positioning Hewell as a pure-play AI and software company. We launched Amadeus AI in September, embedding Darwin directly into Orion Healthcare's platform. and we expanded our AI deployment footprint, including our first AI deployment in the Middle East, which we announced in February of this year. As we move into 26, we are beginning to demonstrate both financial performance and accelerating AI-driven growth, supported by expanding distribution network, positioning us to drive continued top-line growth and long-term impact across healthcare systems. The next step is how we scale that platform, and we'll talk about the four pillars driving that strategy. As I said, we're building HealWell as a scalable AI platform for healthcare. We're still in the early stage of AI adoption in healthcare, but advances in AI and digitalization of data is now enabling large-scale deployment. We believe this will become one of the most important use cases of AI over time. From our perspective, the companies that will win will be defined by four things. A scaled distribution network, trusted and validated AI, deep integration with clinical workflows, all underpinned by high-quality data and a strong platform economics. Importantly, this combination of own distribution, consent-based data, and embedded AI is difficult to replicate. But our business is built around these three key principles. Firstly, our distribution network gives us access to a large global healthcare footprint and allows us to scale AI deployments across healthcare systems and other markets. Secondly, trusted AI We continue to invest in clinical validation and privacy-first consent-driven data frameworks to ensure our technology is trusted across healthcare ecosystems. Through WellTrust, we've levered a consent-based clinical data network to identify and match patients with clinical trials using Darwin, creating a differentiated data moat which is highly valuable to our life science partners. Third, AI adoption and expansion. Our AI is embedded directly into clinical workflows and having faster patient identification insights performance. As adoption grows, each deployment expands our data network, increases AI usage, and improves the overall economics of the business. To execute this strategy, we've laid out clear milestones to reflect how we're scaling the platform. In the second half of 2025, we made strong progress across all four pillars. We expanded our distribution network, we integrated Darwin directly into Airwell, delivering a unified AI and software company, all while achieving positive EBITDA across Q2, Q3, and Q4. As we head into Q1 of 2026, our focus is continuing this momentum by expanding enterprise deployments, strengthening our AI leadership through continued validation, and driving further AI adoption and expansion across our network while maintaining a positive adjusted EBITDA. Looking wider across 2026, the priority is scaling globally, expanding our distribution network, increasing adoption, and strengthening our financial position. As the platform scales, we expect to drive strong growth in AI revenue and continued operating leverage, targeting approximately 50% AI revenue growth and an exit run rate of just EBITDA margin around 10%. On behalf of the team, we'd like to thank you for your continued support and look forward to sharing progress over the coming quarters. I'd now like to hand the call over to our CFO, Anthony Lamb, to walk you through Q4 and the year-end financials in more detail.

Thank you, James. Before I begin, I'd like to remind everyone that all of the figures I'll be discussing today are in Canadian dollars and our financial statements are presented in accordance with IFRS, International Financial Reporting Standards. Our fourth quarter 2025 results are as follows. EOL achieved quarterly revenues of $32.2 million during Q4 2025 compared to $6.8 million in Q4 2024, an increase of 374%. Revenue growth in the quarter was primarily driven by the acquisition and integration of Orion Health. During Q4, 2025, QOL reported positive adjusted EBITDA of 1.4 million compared to an adjusted EBITDA loss of 5 million in Q4 of 2024. This marks the company's third consecutive quarter of positive adjusted EBITDA, highlighting continued growth execution improvements and stronger financial performance representing a year-over-year increase of approximately 123% in adjusted EBITDA. KOL achieved gross profit of $17.6 million during Q4 2025, an increase of 376% compared to $3.7 million in Q4 2024. The increase is due to higher revenues in the quarter. KOL achieved gross margin percentage of 55% during Q4 2024, and this is in line with 55% in Q4 2024. KEOA reported an IFRS net loss from continuing operations of $7 million for Q4 2025, compared to a net loss of $11.4 million in Q4 2024. KEOA ended the quarter on December 31, 2025, with $18.6 million in cash, and nearly doubling from its $9.4 million at the end of Q4 2024. I'd also note that the company holds a strategic investment position in XAI, now part of the broader SpaceX ecosystem, which represents additional balance sheet value beyond the reported cash. As we evaluate the appropriate timing to monetize this position, it provides meaningful optionality to further strengthen our capital base and support the company's growing initiatives. Our year-end 2025 results are as follows. HealWell achieved annual revenues of 103.8 million during 2025, compared to 19.7 million generated during 2024, an increase of 427%. Revenue growth in the quarter was primarily driven by the acquisition and integration of Orion Health. During 2025, HealWell reported positive adjusted EBITDA of 2.3 million compared to an adjusted EBITDA loss of 14.2 million in 2024. This marks the company's first year of positive adjusted EBITDA, highlighting continued execution improvements and stronger financial performance, representing a year-over-year increase of approximately 116% in adjusted EBITDA. He will achieve gross profit of 57.3 million during 2025 an increase of 429% compared to 10.8 million in 2024. The increase is due to the higher revenues in the quarter. HOL achieved gross margin percentage of 55% during 2025, and this is in line with last year's 55% in 2024. HOL reported an IFRS net loss from continuing operations of 39.1 million in 2025 compared to a net loss of 27.5 million in 2024. Now looking at our revenue segments. As of November 1st, 2025, following the divestiture of the company's clinical research and patient services division, QOL now generates revenue across two core segments. First, AI and data science. Second, healthcare software. Our AI and data science segment achieved revenue of $10.2 million in 2025, marking a 120% year-over-year growth compared to $4.6 million in 2024. The commercial adoption of CURE and Pentavir technology drove strong organic growth in the quarter, reflecting increasing demand for HealWell's AI-powered disease identification and clinical insight tools. Growth in the AI segment was supported by both expansion within the existing customer base and new client wins, with approximately 20% of the revenue growth driven by existing customers and 69% from new customers. The AI segment also saw meaningful expansion in its customer base, with the number of revenue-generating customers increasing from 262 in 2025, from 36 in 2024. Underscoring the accelerating commercialization of our AI solutions. Our second revenue stream is healthcare software, which generated $93.7 million in revenue in 2025. An increase of 520% from $15.1 million in 2024. The acquisitions of Align and Verisource have been the primary drivers of growth in this segment. With the recent divestiture of non-core assets, KOL is now fully focused on driving growth, innovation, and profitability across its two high-margin scalable segments, AI data science and healthcare software. This strategic focus positions the company to continue delivering strong financial performance with rapidly growing revenue streams, expanding customer adoption, and meaningful contributions to overall profitability. With that, I'd now like to turn the call over to our president, Dr. Alexander Dobronowski, who will discuss how we're positioning HeWell within the broader healthcare AI landscape and the key pillars supporting that strategy.

Thank you, Anthony, and thank you, James. And look, as the healthcare AI market continues to mature, we're seeing a clear shift across the industry from early experimentation toward deploying AI solutions that deliver measurable outcomes and integrate directly into real-world clinical workflows at scale. If we step back and think about how we're positioning HealWell competitively in the broader healthcare AI landscape, we believe the long-term winners in this space will be companies that combine deep AI capabilities with strong distribution, access to high-quality data, and solutions that are embedded directly into clinical workflows. Importantly, our first competitive advantage is our clinical validation and scientific credibility, which we believe represents a key mode that is very difficult to replicate quickly. Our Darwin AI platform, which is trademarked and has patent IP, has now been validated across 47 peer-reviewed publications, and our work was recognized with the 2024 Pre-Gallion USA Award. This award, with no exaggeration, is held to a similar esteem as a Nobel Prize. Importantly, our platform can produce regulatory-grade real-world data, which provides a globally unique capability for generating real-world clinical evidence. We also continue to collaborate with leading institutions and pharmaceutical companies, inclusive of some of the top-ranked hospital networks and cancer centers, and many of the world's largest pharmaceutical companies. In fact, we currently work commercially with eight of the top 10 largest pharma companies globally. Our second competitive advantage is our Orion Health distribution network. which gives us global enterprise access that many AI companies simply do not have. This is also something that is not easy to replicate. Through Orion Health, we have relationships with more than 70 large enterprise healthcare customers across 11 countries. This is a very special and unique customer base. Earlier this year, we also signed an AI deployment in the Middle East, representing our first major AI public sector contract outside Western markets. When we look ahead, we see a growing pipeline across Canada, the US, Australia, New Zealand, the United Kingdom, and the Middle East. This distribution infrastructure allows us to scale HealWell's AI capabilities across global healthcare systems, this is truly an exciting and distinctive opportunity. Our third competitive advantage is the Darwin AI platform itself, which is our proprietary AI engine. And over the past year, we've merged the capabilities of our subsidiaries, Cure Health and Pentavir, into a unified Darwin-powered platform. The platform includes our smart identify our smart search and smart summary products which are designed to automate clinical data analysis and patient ID across massive healthcare data sets. In published studies Darwin has demonstrated up to a 100 fold efficiency improvement compared to manual chart review. Finally, we believe we benefit from embedded switching costs and a growing clinical data network. Our AI solutions are embedded directly into existing EHR and clinical workflows, which creates high retention and long-term relationships with customers. Today, we have approximately 30 master service agreements in place with pharmaceutical companies, including, as mentioned, eight of the world's top 10 largest pharma companies. Each new deployment deepens our proprietary clinical data network and further improves the performance of our AI models over time. One other point to mention with regards to our resilience is that our software falls into a category that is also known as system of record software. And this category of software is typically very difficult to displace. Taken altogether, we believe these elements, scientific validation, global distribution, a unified AI platform, and deep workflow integration position HealWell at a significant competitive advantage as healthcare AI adoption continues to scale. Now, before we conclude, I want to leave you with a few key takeaways about where HealWell stands today and where we're headed. First, our strategy of combining AI with a scalable healthcare software platform is working. We've successfully transitioned toward a model where proprietary AI technologies are paired with large-scale healthcare data interoperability software to create meaningful clinical and commercial value. Second, Orion's deep relationships within health systems and governments creates a powerful opportunity to deploy AI tools directly into the clinical care setting at scale. These enterprise relationships provide a strong distribution channel for our AI solutions and positions us well as demand for clinical AI continues to explosively grow. Third, we continue to build one of the most scientifically validated AI platforms in healthcare. As mentioned, our Darwin AI engine is now supported by 47 peer-reviewed publications demonstrating its ability to identify patients with rare, complex, and chronic diseases across a wide range of real-world clinical datasets. Fourth, The Orion Health acquisition significantly expands our global scale. Orion blings a healthcare data platform supporting over 150 million patient records and deep relationships with a major enterprise health systems around the world, creating a powerful distribution channel for HealWell's AI solutions. And fifth, we are seeing strong financial momentum. This year, we delivered record revenue growth, and our first year of positive adjusted EBITDA, demonstrating that our platform strategy is translating into real financial performance. And finally, when you combine these validated AI models, a global healthcare software platform, and growing enterprise relationships, we believe HealWell is uniquely positioned to scale AI-powered healthcare solutions globally and drive long-term growth. We're still in the early stages of what we believe is an extremely large opportunity in healthcare, and we're excited about the growth ahead. And with that, I'd like to thank everyone for attending this call. I'll hand it back to the operator and move to the Q&A portion. Thank you.

Thank you. The floor is now open for questions. If you have a question, please press star 1 on your telephone keypad to raise your hand and join the queue. If you wish to remove yourself from the queue, simply press star 1 again. Your first question comes from the line of Alan Klee of Maxim Group. Your line is open.

Alan, perhaps your line is on mute.

Your next question comes from the line of Kevin Krishnaratney of Scotiabank. Your line is open.

Hey, there. Good morning. I want to talk about the nice press release you had a few weeks ago on the U.S. state win on HIE. I'm wondering if you can talk about what drove that win. It was competitive, I'm sure. Just talk about the drivers that led to that win. Was it a brand-new state for you, and how do we think about maybe the size of that contract in the context of your revenue base?

Hi, Kevin. Lots of good questions there. So, leave me where to start. So, yes, new state for us. In terms of the why, I think the exciting thing for us, it was the first place, the first win we've had where we had combined offering of all of our capabilities from Orion, the VeraSource, and our smart identifier, smart functions within the Darwin platform into a single entity. So what we found was we won because of what the product set could do and why we looked at dressing the partner. We also think it was the first state that was funded by this new big, beautiful bill for rural funding, which really does show us that that market is beginning to open up and really gave us confidence that the U.S. has a place in the next two or three years that could have significant growth in the business. I think what we've seen over there is that the market is at a really early adoption phase of AI. So coming in with our capabilities as an easy add-on feature and a nice pathway is a really compelling argument for them. And we went very quickly from a long list to a short list. And to be honest, it became very apparent that we had a unique proposition in that market. In terms of scale, it's a large state. It's a multi-year contract. It's obviously within our existing numbers for the year, but it would put it there as one of the larger contracts we have in the U.S., which we're excited about. And also, I think, as we look at the opportunity set in front of us, we're probably getting more excited of the trust trying to temper about what we could see coming to that market.

Awesome. Good stuff. Maybe just for my follow-up, maybe turning to M&A, I'm wondering if you could give us broad thoughts on on how you're approaching M&A this year. I know you're still digesting and integrating Orion, but just talk about that. And I want to also raise that, you know, one of the competitors out there in the U.S. market, a large HIE, looks like it's under a strategic review. I'm just wondering if you've got any thoughts on that as well and potential for picking up some similar assets there in other states.

Yeah, yep, really good questions. M&A is always a focus for this business as any business. As we look to scale, we look at lots of assets. I think you've seen that over the last nine months we've been really disciplined since Orion to focus on integrating that and integrate our Darwin engine into the asset. Partly that's because there's a lot of work to be done on integration, a lot of benefit to come through a margin. We want to demonstrate that to the market and to our investors that we are getting operational leverage, not just adding on new assets like others. As we look across the market, yes, we will be looking to expand our footprint. We have a long list of states and areas where we think there is natural opportunity natural growth parts, and natural synergies. You're unlikely to see something in the first six months. I think in the next six months, we're very focused on hitting our targets and demonstrating our business organically. That said, we look at every process. We can see many synergies on like-minded platforms, but the platforms themselves really matter. Just buying a platform won't work for us. We need to buy a platform where the platform itself It'll be simple. You know, buying an old legacy platform that we would find hard to integrate doesn't really work for us. We need to find a way for assets where AI can be deployed into them. Does that answer your question?

Yeah. Hey, James, thanks a lot. That's a really helpful context. I'll pass the line. Thanks, guys.

Your next question comes from the line of Justin Keywood of Stifel. Your line is open.

Good morning. Thanks for taking my call. Maybe a question for Alex. On the WellTrust platform launched in February for ethical patient identification and recruitment, I realize it's early, but how is that platform being received by the top eight of 10 global pharmaceutical customers as mentioned? Well disclosed yesterday that they had 4.3 million patient visits in 2025, so that suggests a substantial data pool to potentially access. And just wondering if that's leading to any traction with your customers.

Justin, really appreciate the question and, of course, appreciate the support. This structure that we label well-trust is really important and has been developed over quite a significant period of time with a lot of care. And where this is orienting, just to add some context, is... a globally unique function of being able to compliantly, with a consent-driven framework, recruit patients at scale. I can't actually point to another health system or ecosystem that has been able to do this at this level of quality and scale anywhere else globally. And look, this is in its early phases. But of course, the whole concept here is, remember, Hewell's mission is early disease detection. And remember, we're doing this at scale. We're finding tens of thousands of patients now per quarter, which is incredible. This is extraordinary capability that's in production at scale. Well, what's the next step? Well, when we're able to identify these at-risk patients, well, the next step is make sure that they have access to quality care and are on the right guideline-directed care, and on top of that, have access to life-saving clinical trials, and that's why WellTrust has been developed. Now, it just so happens that a huge pain point for the life sciences sector is being able to recruit patients in a cost-effective and time-effective way. And that's what this is eventually going to also solve and is currently starting to solve today. So to answer your question, is there interest from our life sciences partners? Yes, absolutely. And we'll be talking to the development of this whole clinical trial recruitment paradigm a little bit more pointedly in coming quarters.

Absolutely. Maybe just a follow-up question. What should we expect for organic growth in 2026 for the data and healthcare sciences segment?

Yeah, Justin, this is a segment of ours that is really exciting. And we went from under $5 million in 2024 to $10 million in 2025. And we're looking to maintain a significant level of growth. North of 50% is what I'll share today, and we'll come back as our pipeline continues to develop. But we're looking to continue a really exciting velocity of growth of that business segment. Very helpful. Thank you.

Your next question comes from the line of Rob Goff of Ventum. Your line is open.

Thank you very much for taking my question, and good morning. Good morning. Very good. I really appreciate your looking at the or mentioning the 10% EBITDA margin as a target exiting the year. Could you perhaps frame that in terms of the balance between scaling or efficiencies that would drive such a target?

Yeah, look, I guess as you look at the end target and look at margin, it comes down to three key elements. Obviously, one comes through some efficiencies in integrating platforms. Last year, we began integrating our AI platforms and started integrating our software platforms. A second part of that is just scaling over corporate costs. Obviously, the corporate of the operating of the Hewell operation and as the business grows, there's efficiencies there. And the final thing is as software revenue continues to grow as a proportion of the business, our gross margins expand. Because obviously professional services is a lower margin business than our software business lines. So as we're seeing accelerated growth in AI and our software wins, those margins are higher margins than our traditional professional services we'd seen as a mix within the Orion platform. So the way we think about it is it's still early days in terms of margin expansion, and we don't think of exit run rate 10% as being a final target at all.

Okay, thank you. And could you perhaps provide additional perspectives on the status of POVs and RFPs out standard?

Yep. So in terms of the POVs, They range in value, but the value is probably increasing as we go through. So we're seeing now that we're in multiple what we call Phase 1 deployments of, on average, $500,000. And we're seeing new deployments coming in at Phase 1 ranging from anywhere from $150,000 to $500,000. What I would say is that as they move into Phase 2, we're getting – more and more confident that those second phase, so wider deployments within organizations, are multi-million dollar contracts. And that's right across the smart summary, smart search, and smart identify range.

That's great. Thank you. And perhaps anything with respect to large RFPs outstanding?

The RFP network is a really hard way to answer. We have public RFPs where the revenue opportunity is in multiple, multiple millions of dollars. If I think about a TCV, they range from $30 to $100 million in terms of range of size that are out there currently. What I would say, though, is they take a long time. Healthcare is lumpy. and the procurement cycle goes anywhere between six months and six years. So I want to set the expectation that the RFP responses are lumpy contracts. The AI deployments are in more easier stages to mitigate with shorter deployment cycles, but they come in two phases.

That's good. That's helpful. Thank you.

Your next question comes from the line of Kyle Balzer of Roth Capital Partners. Your line is open.

Great. Thanks for taking my questions, and congrats on all the progress. Let's see. So you finished the quarter with nearly $19 million of cash, and you're looking to potentially monetize that investment in XAI. What sort of dollar value is associated with that investment, and what's the expected timing around that?

Anthony, do you want to pick that one up?

Kyle, thanks for the question there. The investment there is in a private interest right now, and so the timing of that exit will be a little bit dependent on when we find the right opportunity to monetize. It may need to wait until... until it becomes more readily liquid. So there's no timing from our perspective. But, you know, we certainly at this stage are at a point where we're at a very comfortable cash level where we're able to manage our business and execute on all of our objectives this year without having to undertake that transaction and make it happen, right? So we'll be happy to update as things progress in that arena. But, yeah, we don't have a specific timing on that right now.

Sorry, I was going to say, the only thing I'd add is that we're waiting, and I think it will be an expectation, that the SpaceX IPO will be announced in the next quarter or so, which would give us a different view about how quickly we might want to liquidate that.

Okay, and I imagine you'll be able to pinpoint kind of a dollar value at that point as well?

There's a wide range there. You would know as well as I did that there are press releases of $1.25 trillion and there are many rumors of numbers higher than that. So it would be irresponsible for us to guess what that might end up looking like. I know that on the secondary market currently it's trading about 10% higher than where the merger occurred at.

Okay. Appreciate that. And then nearly half of the full year adjusted EBITDA in 2025 came in the fourth quarter and had a quarterly margin of about 4%. To get to that exit run rate of 10%, should we anticipate kind of a step function increase each quarter or, you know, how should we expect some seasonality? Just trying to understand kind of the cadence going throughout the year.

Yeah, Kyle, it's Anthony here at We certainly made some great progress in 2025. We will be making continued progress in 2026. So, yes, a step function, you know, is how we see our business progressing in the year. So we would be obviously more modest in the current Q1 quarter as we are in it now, and it'll grow through Q2, Q3, right into Q4. So I think you can expect to see that kind of progression take place as the year unfolds.

Okay. Excellent. Thanks again for taking my questions. I'll jet back in queue.

Your next question comes from the line of Gianluca Tucci of Haywood Securities. Your line is open.

Hi. Good morning, guys. Congrats on all the progress. I just wanted to ask on the launch of Amadeus here in the U.S. in the first half. How should we be thinking about the pipeline as it pertains to activations in the U.S. this year and early next?

Yeah, look, there's two parts to that. I think the first thing, the activation of the AI network, we're already actively discussing with our existing customer base the smart product suite, and we should expect to see, and we do expect to see in the first half some conversion of existing customers in that product mix. I think the other thing with Amadeus is that we're starting to get more what I call RFIs, so early stage that people are looking at health information exchanges in the US or looking at new partners. So we would expect to see some momentum to grow both within the AI deployments in the US, but actually with more state-based HIEs as a broader software deployment through late half 26 and 27. So we're really excited about what we see in the US in terms of a market, which the last five years, to give context, has been pretty quiet. The funding that led to a lot of the HIE deployments in the US was around Obamacare, and as that ended in 2024 and the COVID overhang of digital healthcare spend started to end, the US market was a bit tepid. What we're seeing now is that this big, beautiful bill of rural funding has reopened that market, and it looks to be a magnitude larger than what we saw through Obamacare. So Yeah, we're really excited what the next three or four years will look like in the U.S.

That's great, James. And so now just on that point, from a boots on the ground perspective, how are you positioned right now in the U.S.? Is there some more scaling to go in order to capture the opportunity ahead of you guys? How should we be thinking about your sales headcount or integration headcount in the U.S.? ?

Good question. Look, I think what you see with our investment in sales is it's both direct sales partnerships and external consultants. The US market is not a, hey, there's going to be something turn up tomorrow. It's very much RFI and RFP driven, so it's about being around the hoop. And so it doesn't require a large scale investment, but we are making target investments in both our AI sales capability and and we're looking deeply at our partner network of how we build widely, because putting 50 people on the ground in every state isn't a viable option, and it's not needed. These are long-dated sales cycles. So I think the way we think about it is we should get more scale out of the existing sales network, and then we will look to partner with other people to bring in deep relationships, as opposed to a big investment in sales going forward.

Thanks, James. Congrats again.

Again, if you have a question, please press star 1 on your telephone keypad to raise your hand and join the queue. Your next question comes from the line of Michael Freeman of Raymond James. Your line is open.

Good morning, and congratulations on the results. I wanted to sort of take a step back and understand How do you speak more about your strategy to monetize your internal AI capabilities and what you've been learning as you've been going out and selling the initial AI products you have and how you might translate those learnings into further product launches and monetizing your AI in earnest?

That's a really, really good question. So as you imagine, there's been a ton of learning. So what we've seen, particularly in the US, is that the demand for point solutions isn't very high. People don't want a single solution to do one thing. What they're looking for is a platform that enables lots of things. So as we've gone around the US understanding requirements, what we've seen is that actually building upon smart search, smart summary as core functionality would then identify as a, let's just say an add-on, is a far more attractive proposition than going and trying to sell a single entity. So we've actually found the bigger deployments of search and summary are actually faster and more, let's say, a stronger pipeline of business largely because the amount of work to deploy at their end is the same. And so the benefit to those platforms is actually in getting infrastructure over their entire platform. And then how do we get wider insights? What we've also seen is that the type of customer that is looking for that is really broad. We've got a deployment now on a large pharmacy chain business. We've got a deployment across government entities, regulators, large medical device companies, all sort of as a data as an insight platform. So what we're finding is the platform has got many more use cases than just one, the smart search, smart summary, and going into identification. And the people with the best funding right now are actually, you know, the large healthcare systems, but actually what I would say healthcare adjacent businesses as well. So our learnings currently are that the cycle of adoption is still really early and that going with a single deployment is actually the wrong approach. The approach is to go in with a strategy and say, this is what you should do over the next two to three years, and these are all the things you can add on from our portfolio, which will then let you enable both preventative health care and patient identification. So we've been pivoting our sales pitch accordingly, particularly in the U.S.,

Amazing. Thank you very much for that. I remember there was some price discovery that you guys were undergoing, especially when it comes to pharmaceutical customers. What have you learned as you've been out there in the world when it comes to appropriately pricing your offerings across the portfolio?

Look, what we've actually found in life sciences is that we're adding more value than we're charging for. So prices are beginning to increase as we go into wider deployments with more and bigger data sets. Alex, do you want to give a couple of examples of what we've seen for other, naming customers, of what we've seen for some of the customers for 10 or 11 deployments?

Yeah, sure. And Michael, you know, great question. And I think this allows me just to, you know, add quickly just some perspective, right? Because in this area of healthcare AI, there aren't that many companies we can point to that are starting to get material revenue traction. You know what, you can kind of count them on one hand and we're one of them, right? And getting to that, you know, 10 million mark in terms of our, you know, 2025 AI revenue is really exciting. I think it's really set the stage and foundation for this next level of growth. And what I mean by that is our engagements with our life sciences companies. And by the way, we have a phenomenal team. Don Watts now, he leads our global life sciences sales, supported by Aaron Leiptag, who is the CEO of Pentavir, who leads now our work with some of the most discerning and leading organizations in Canada, including health systems. As James mentioned, we work with the governments. We work with MedTech at a global level. So what I'm mentioning is that we went from these very small initial type of pilot prototype engagements with life sciences companies to now seven-figure multi-jurisdictional collaborations. And this is part of our competitive advantage because it takes years to build that type of credibility, those proof points, this validation. So we're getting to that point of real product market fit, and you're going to see these engagements continue to evolve. And some of them now are in a subscription format, and that's super exciting and super unique.

Amazing. Okay. Thank you very much, Alex. And then maybe, forgive me if you did touch on it in your prepared remarks, but in the growth considering the healthcare software business alone, how should we think about growth on that revenue line considering, I guess, fourth quarter as a base?

Was the question towards software? Was it overall business within Q4 as a base? Yeah, the software line. Yeah, look, the software line will be lumpy. And what I mean by that is that there are two components. There's a PSG number and a recurring number within our software business. What I think you'll see is the recurring number will grow, you know, let's call it 10% across the board. And then the PSG will be really lumpy. And so that comes down to delivery cycles. And so some quarters it'll grow more and some grows less, depending when customer dependencies are. The way the revenue recognition is, they're milestones. So, you know, whether something lands in Q1, Q2 or Q3, you know, some of those things are out of our control. So as we think about that, we think that as an annual number. What I would say, though, is that going out beyond 2026, you know, We are seeing a probably more exciting pipeline of where we think we'll get recurring sales beyond that.

Okay. Thanks very much. I'll pass the line.

Your next question comes from Daniel Rosenberg of Paradigm Capital. Your line is open.

Hi. Thanks for taking my question. My first one comes around the partnership strategy. I'd just love to better understand who or if you could characterize what your ideal partners look like, how broad would you go with that, and then maybe understanding the scope of work that you would do with a partner, where that line stops, where the partner may add complementary work versus you yourselves picking up that work. Where's that line drawn? Thank you.

Excellent question. Look, the reality is that we look at partners across every part of the market, right? Like the healthcare system is a $4.5 trillion market. So as a scale point, we're going to need to have good partners in each component. They range from Sales partnership relationships, like we saw in the Middle East with Lean, we announced in the last year. And then we look at clinical partnerships that we have within Canada, within Well. But to give an example, we won't do clinical work. So when it has to move into the clinical side of things... That is when we'll use partners in terms of sales channels. So many of our HIE customers have both embedded clinical lines as well as software. And so we'll partner with people where that's required. We'll partner with people that have, let's say, revenue cycle management assets where we can go as part of that portfolio. Where in the US we can be part of the revenue cycle component of generating revenue in areas where we don't play. And we'll look at partners for when we don't have an existing platform. So that can be by geography or by state or by type of revenue. But the market's so big that it's really hard to sit there and pinpoint to one thing. But what I would say is that the ideal partners that we're looking to and talking to are generally complementary rather than competitive.

That's fair. Appreciate the color. And then maybe just as it relates to the RFPs you mentioned, there's some massive TCVs we put out there. And so when you're approaching these, are these for the most part, I would imagine these are partner-attached type initiatives? Just trying to understand the type of contracts that you guys are looking at.

That's right. There'll be large software implementation partners we'll need in some of those things where the deployment and the implementation of that software is at such a scale that we wouldn't want to scale up for it. We'd be reluctant to scale our professional services division because we'd find it hard to scale up and scale down efficiently. We'd find we'd probably scale up too late and have too many people in. So finding a partner to do that in regions really matters. But also in terms of capabilities too, like we'd work with genomics partners where they are bringing a capability we don't have. And we find lots of those opportunities where the partner network of two or three of us combined is a very, very compelling offering. And so I think as we cross those markets, the numbers will often quote, and obviously the hundreds, we're quoting the entire conglomerate, but the numbers will try and quote on a go-forward basis the TCVs that apply to us. So if there's a $50 million TCV of which 25 is for the software, we'll quote 25, not 50. just to be sure that we're being very clear with what we're talking about applies to TOL.

Okay, I appreciate that transparency. And then lastly for me, as you're building up partnerships and have a history of partnerships, where do you stand today? I mean, how much I guess do you have the right number of partners today in the areas that you currently operate? Obviously you're expanding, but Where you are operating today, do you feel like you have the right partnerships in place, or is that an ongoing process to build to execute on the opportunities?

Yeah, let's frame that in two different ways. For our existing business lines, we've been in these markets for 20, 30 years, so we have a very deep partnership pool for our software implementations. AI is still new. And so we are having to build partnerships and learn and pivot as the market grows. It's still very, very early in the AI adoption cycle. And so as we look at partnerships within the AI side of things, the market is still learning. We've got lots of partners we work with currently, but that's where we're focusing our energy on new partners to say, well, the other is going to work in this market. Because we bring something unique with clinical validation and capability with an AI. And for this business to have outsized growth, it will need an outsized sales partner. Because as we look across the potential for this business, this business's potential isn't to grow at 5%, 10%, 25%, 30%, 40%, 50%. The market is such a big market for us in front of us. We're trying to build a platform with partners, with deployments, with the right capabilities and access to data that it's a multi, multi-decade growth profile where we want to be a leading player in that game. We don't want to be part of the equation. We want to lead the equation because we think we have something pretty unique here. And we do accept that AI is very much in its infancy. And even when people get up to speed, they're only just appointing AI officers and AI governors to deploy these things. And so as we go in, we're finding that actually our capability is pretty unique in terms of meeting all the requirements for validated AI. So I know that's a waffle answer, and I apologize for that, but as we look across the broader market going forward, we really want to build the capability that you know, as we roll into the later years of this decade, that we're not talking about 40%, 50% growth, that we've got a CAD village living higher than that.

Understood. Thanks for taking my questions.

With no further questions, that concludes our Q&A session. I'll now turn the call over to James for closing remarks.

Firstly, team, thanks for dialing in. Look, we really appreciate the support. We get a lot of value from the interactions with the industry. It helps shape our thinking. So, look, I know you all have lots to do, so I appreciate your time and look forward to keeping in touch in the coming quarter. Thanks, Gus.

This concludes today's conference call. You may now disconnect.