Full Year 2026 Atturra Ltd Earnings Call

August 26, 2026

Operator: Ladies and gentlemen, thank you for standing by. My name is Krista, and I will be your conference operator today. At this time, I would like to welcome everyone to the Atturra Limited Full Year 2026 Results Presentation. 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 at that time, simply press star then the number 1 on your telephone keypad. If you would like to withdraw your question, again, press star 1. Thank you. At this time, I would like to welcome Stephen Kowal, CEO. Please go ahead.

Operator: Ladies and gentlemen, thank you for standing by. My name is Krista, and I will be your conference operator today. At this time, I would like to welcome everyone to the Atturra Ltd. Full Year 2026 Results Presentation. 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 at that time, simply press star then the number one on your telephone keypad. If you would like to withdraw your question, again, press star one. Thank you. At this time, I would like to welcome Stephen Kowal, CEO. Please go ahead.

Speaker #1: Ladies and gentlemen, thank you for standing by. My name is Krista, and I will be your conference operator today. At this time, I would like to welcome everyone to the Atturra Limited Full Year 2026 Results Presentation.

Speaker #1: All lines have been placed on mute to prevent any background noise. After the speakers' remarks, there will be a question-and-answer session. If you would like to ask a question at that time, simply press star, then the number 1 on your telephone keypad.

Speaker #1: And if you would like to withdraw your question, again, press star one. Thank you. At this time, I would like to welcome Stephen Cowell.

Speaker #1: CEO, please go ahead.

Speaker #2: Thank you, everyone, for joining us today. I'm Stephen Cowell, the Chief Executive Officer of Atturra. Also joining me today is Kanal Shah, our Chief Financial Officer.

Stephen Kowal: Thank you everyone for joining us today. I am Stephen Kowal, the Chief Executive Officer of Atturra. Also joining me today is Kunal Shah, our Chief Financial Officer, and you will hear from him later. Today, I am pleased to be able to talk you through both our business and our FY26 results. It is important that you read the information in this presentation in conjunction with the accounts we released earlier today to the ASX. Let me quickly touch on the agenda. Today's presentation will begin with a summary of the results. I will then provide a brief business overview, including how our FY27 priorities have shifted towards organic growth and selected investments intended to drive long-term growth. Kunal will cover the financial performance. I will then cover our strengths and capabilities in the FY27 outlook. I will end by opening it up to those that pre-registered for a Q&A session.

Speaker #2: And you'll hear from him later. Today, I'm pleased to be able to talk you through both our business and our FY26 results. It is important that you read the information in this presentation in conjunction with the accounts we released earlier today to the ASX.

Stephen Kowal: Today, I am pleased to be able to talk you through both our business and our FY26 results. It is important that you read the information in this presentation in conjunction with the accounts we released earlier today to the ASX. Let me quickly touch on the agenda. Today's presentation will begin with a summary of the results. I will then provide a brief business overview, including how our FY27 priorities have shifted towards organic growth and selected investments intended to drive long-term growth. Kunal will cover the financial performance. I will then cover our strengths and capabilities in the FY27 outlook. I will end by opening it up to those that pre-registered for a Q&A session.

Speaker #2: Let me quickly touch on the agenda. Today's presentation will begin with a summary of the results. I will then provide a brief business overview, including how our FY27 priorities have shifted toward organic growth and selected investments intended to drive long-term growth.

Speaker #2: Kanal will cover the financial performance. I will then cover our strengths and capabilities, and the FY27 outlook. I'll end by opening it up to those who pre-registered for a Q&A session.

Speaker #2: Let me start with the headline results. In summary, FY26 did not meet our expectations. However, as set out in our July trading update, Atturra expects to deliver record revenue, EBIT, and underlying EBITDA in FY27.

Stephen Kowal: Let me start with the headline results. In summary, FY26 did not meet our expectations. However, as set out in our July trading update, Atturra expects to deliver a record revenue, EBIT, and underlying EBITDA in FY27. At the top line, revenue increased 17% on the prior corresponding period to AUD 351.8 million. The increase was primarily acquisition lead, with organic revenue broadly flat year on year, mainly as a result of reduced government spending. Underlying EBITDA was AUD 30.1 million, down approximately 5% on the prior year, so within the AUD 30 million to AUD 31 million full year range we set at the H1. The shape of the year matters. Underlying EBITDA in the H2 was approximately AUD 22.8 million, up 27% on the prior corresponding period.

Speaker #2: At the top line, revenue increased 17% on the prior corresponding period, to $351.8 million. The increase was primarily acquisition-led, with organic revenue broadly flat year-on-year, mainly as a result of reduced government spending.

Speaker #2: Underlying EBITDA was $30.1 million, down approximately 5% on the prior year. That was in the $30 to $31 million full-year range we set at the half-year.

Speaker #2: The shape of the year matters. Underlying EBITDA in the second half was approximately $22.8 million, up 27% on the prior corresponding period. Operating cash flow also moved from a $13.4 million outflow in the first half to an inflow of approximately $22.5 million in the second half.

Stephen Kowal: Operating cash flow also moved from a AUD 13.4 million outflow in the H1 to an inflow of approximately AUD 22.5 million in the H2. We now have more than 1,300 staff, including over 350 security clearances. Critically, we achieved 78% predictable revenue, exceeding our target of 75%, a significant increase from the FY24 when we set that target. Kunal will cover our financials in more detail later. Looking at the results over the 5 years from FY22 to FY26, revenue has grown at a compound annual growth rate of approximately 27%, and underlying EBITDA at approximately 19%. That reflects both organic and acquired growth. Although, as previously stated, the growth in FY26 was predominantly acquisition related. Our revenue is diversified across energy resources, public sector, education, financial services, manufacturing, and other industries.

Speaker #2: We now have more than 1,300 staff, including over 350 with security clearances. And, critically, we achieved 78% predictable revenue, exceeding our target of 75%. This is a significant increase from FY24, when we set that target.

Speaker #2: Kanal will cover our financials in more detail later. Looking at the results, over the five years from FY22 to FY26, revenue has grown at a compound annual growth rate of approximately 27%, and underlying EBITDA at approximately 19%.

Speaker #2: That reflects both organic and acquired growth. Although, as previously stated, the growth in FY26 was predominantly acquisition-related. Our revenue is diversified across energy resources, public sector, education, financial services, manufacturing, and other industries.

Speaker #2: No single customer represents more than 10% of group revenue in FY26. It is important to note that our public sector revenue is now concentrated in areas that have been less affected by government spending restrictions.

Stephen Kowal: No single customer represents more than 10% of group revenue in FY26. It is important to note that our public sector revenue is now concentrated in areas that have been less affected by government spending restrictions. Based on the current mix of work, we expect limited to no significant headwinds in FY27. Before we jump into the financial details, I wanted to do a quick business overview and cover off our vision and strategy. Our vision remains unchanged: to be Australia's leading advisory and IT solutions provider. Our model combines deep industry expertise with technology specialization and strong delivery capability. That combination is important because clients want partners who understand both the technology and the operating context in which it must work. For FY27, we have an increased focus on earnings per share, operational efficiency, and we are adopting an AI first approach.

Speaker #2: Based on the current mix of work, we expect limited to no significant headwinds in FY27. Before we jump into the financial details, I wanted to do a quick business overview and cover off our vision and strategy.

Speaker #2: Our vision remains unchanged: to be Australia's leading advisory and IT solutions provider. Our model combines deep industry expertise with technology specialization and strong delivery capability.

Speaker #2: That combination is important because clients want partners who understand both the technology and the operating context in which it must work. For FY27, we have an increased focus on earnings per share, operational efficiency, and we are adopting an AI-first approach.

Speaker #2: And we're investing heavily in areas where we see the strongest growth and differentiation: AI, cyber, cloud, and data. As disclosed in our recent trading update, our investment is heavily weighted to the first half of FY27.

Stephen Kowal: We're investing heavily in areas where we see the strongest growth and differentiation: AI, cyber, cloud, and data. As disclosed in our recent trading update, our investment is heavily weighted to the H1 of FY27 and is expected to begin supporting growth and operating leverage in the H2 of FY27 and beyond. Atturra is seeing significant demand for guide and AI adjacent advisory services within our existing clients. In particular, our clients are engaging Atturra around AI in three key areas. Data and AI governance and security. Secondly, data readiness. And third, adoption with a focus on return on investment. Atturra expects this demand to grow for the next several years as enterprises grapple with the changing AI landscape. In our previous half year results, we listed several key objectives. Well, I'm pleased to say we made progress against each of those objectives.

Speaker #2: And, as expected, to begin supporting growth and operating leverage in the second half of FY27 and beyond. Atturra is seeing significant demand for AI and AI-adjacent advisory services within our existing clients.

Speaker #2: In particular, our clients are engaging Atturra around AI in three key areas: data and AI governance and security; secondly, data readiness; and third, adoption with a focus on return on investment.

Speaker #2: Atturra expects this demand to grow over the next several years, as enterprises grapple with the changing AI landscape. In our previous half-year results, we listed several key objectives.

Speaker #2: I'm pleased to say we made progress against each of those objectives. It wouldn't be 2026 if we didn't start with AI. AI is both a client opportunity and an internal operating priority.

Stephen Kowal: It wouldn't be 2026 if we didn't start with AI. AI is both a client opportunity and an internal operating priority. We're developing repeatable services and intellectual property, including AI opportunities for readiness and adoption work. We may test many of those offerings inside Atturra before taking them to the market. Internally, we are applying AI across sales, operations, and delivery with the aim of improving productivity and margins rather than simply increasing activity. Secondly, at the start of the year, we hired Atturra's goal to grow its capability and footprint in managed services. This was primarily achieved through the acquisition of Blue Connections, which added significantly to our managed services capability and capacity. We are also developing adjacent services in AI readiness, security, and automation. Thirdly, we invested heavily in industry solutions, most importantly Scholarion, our student information management system, which finished FY26 with six contracted clients.

Speaker #2: We're developing repeatable services and intellectual property, including AI opportunities for readiness and adoption work, and we may test many of those offerings inside Atturra before taking them to market.

Speaker #2: Internally, we're applying AI across sales, operations, and delivery, with the aim of improving productivity and margins rather than simply increasing activity. Secondly, at the start of the year, we hired to support Atturra's goal to grow its capability and footprint in many services.

Speaker #2: This was primarily achieved through the acquisition of Blue Connections, which added significantly to our managed services capability and capacity. We are also developing adjacent services and AI readiness, security, and automation.

Speaker #2: Thirdly, we invested heavily in industry solutions, most importantly Scalarion, our student information management system, which finished FY26 with six contractor clients—an impressive result given the full system is not in production until September 2026.

Stephen Kowal: An impressive result given the full system is not in production until September 2026. Our goal is to achieve more than 20 contracted clients by the end of FY27. We also have several other solutions, which I'll cover off later in this presentation. Our fourth focus area was improved capital management, which you've heard in our FY25 results presentation and which Kunal will touch on in the finance section. We have deployed approximately AUD 25 million in FY26 in share buybacks and acquisitions. The final core area called out in FY25 was increased sales investment and the establishment of a strategic sales group. As a result of this investment, Atturra now has a dedicated large deal team, as well as increased sales capability in Queensland and New South Wales focused on strategic sales and have increased our specialized sales capabilities across Australia with specific focus on Microsoft AI and ERP capabilities.

Speaker #2: Our goal is to achieve more than 20 contractor clients by the end of FY27. We also have several other solutions, which I'll cover off later in this presentation.

Speaker #2: Our fourth focus area was improved capital management, which you've flagged in our FY25 results presentation and which Kanal will touch on in the finance section.

Speaker #2: We have deployed approximately $25 million in FY26 in share buybacks and acquisitions. The final core area called out in FY25 was increased sales investment and the establishment of a strategic sales group.

Stephen Kowal: The final core area called out in FY25 was increased sales investment and the establishment of a strategic sales group. As a result of this investment, Atturra now has a dedicated large deal team, as well as increased sales capability in Queensland and New South Wales focused on strategic sales and have increased our specialized sales capabilities across Australia with specific focus on Microsoft AI and ERP capabilities.

Speaker #2: As a result of this investment, Atturra now has a dedicated large deal team, as well as increased sales capability in Queensland and New South Wales focused on strategic sales. We have also increased our specialized sales capabilities across Australia, with specific focus on Microsoft AI and ERP capabilities.

Speaker #2: Next, I want to share the key industry sector trends we are seeing. You can see from this that Atturra's investment and recent acquisitions have been very deliberate.

Stephen Kowal: Next, I want to share the key industry sector trends we are seeing. You can see from this that Atturra's investment and recent acquisitions have been very deliberate, focused on technology sectors in which there is strong and ongoing demand. You can see that the sectors in which Atturra is building capability are supported by structural demand. For example, managed services, AI, ERP modernization, sovereign and regulated cloud, digital infrastructure, and education platforms. I will not read out every market forecast on this slide. However, the alignment between our investments and forecast market demand is clear. Atturra already has significant footprint in several of these areas, including managed services, infrastructure, cloud, and data, and of course, data is the core requirement for AI. In the case of ERP and student information management systems, they are key areas that we are expanding rapidly. Let us talk financial performance.

Speaker #2: Focus on technology sectors in which there is strong and ongoing demand. You can see that the sectors in which Atturra is building capability are supported by structural demand. For example, managed services, AI, ERP modernization, sovereign and regulated cloud, digital infrastructure, and education platforms.

Speaker #2: I will not read out every market forecast in this slide. However, the alignment between you and our investments and forecast market demand is clear.

Speaker #2: Atturra already has a significant footprint in several of these areas, including managed services, infrastructure, cloud, and data. And, of course, data is the core requirement for AI.

Speaker #2: In the case of ERP and student information management systems, they are key areas that we're expanding rapidly. Let's talk financial performance. I will now hand over to Kanal, who will take you through the financial results in more detail.

Stephen Kowal: I will now hand over to Kunal, who will take you through the financial results in more detail.

Speaker #3: Thank you, Steven. Hello, everyone. My name is Kunal Shah, and I am the Chief Financial Officer for Atturra. I will be presenting some more detail around the company's financial results for the 12 months ended 30 June 2026.

Kunal Shah: Thank you, Stephen. Hello, everyone. My name is Kunal Shah, and I am the Chief Financial Officer for Atturra. I will be presenting some more detail around the company's financial results for the 12 months ended 30 June 2026. The first slide highlights the key profit and loss results. It compares our 12-month performance up to 30 June 2026 with the 12-month period ended 30 June 2025. As Stephen has highlighted, we achieved a 17% growth on revenue of AUD 351.8 million compared to the previous corresponding period. The underlying quality of the business has remained stable with a gross percentage margin of 33% compared to 34% on PCP. We have highlighted underlying EBITDA as an important measure of the company's performance. The underlying EBITDA result of the business has reduced marginally by 5% to AUD 30.1 million. To understand our underlying EBITDA, we exclude non-recurring expenses.

Speaker #3: The first slide highlights the key profit and loss results. It compares our 12-month performance up to 30 June 2026 with the 12-month period ending 30 June 2025.

Speaker #3: As Steven has highlighted, we achieved 17% growth on revenue of $351.8 million compared to the previous corresponding period. The underlying quality of the business has remained stable, with a gross percentage margin of 33%, compared to 34% in the PCP.

Speaker #3: We have highlighted underlying EBITDA as an important measure of the company's performance. The underlying EBITDA result of the business has reduced marginally by 5% to $30.1 million.

Speaker #3: To understand our underlying EBITDA, we exclude non-recurring expenses. In FY26, we've added back share-based payments, M&A-related transaction and retention costs, impairment of intangibles, organizational restructuring, and acquisition-related integration costs.

Kunal Shah: In FY26, we have added back share-based payments, M&A related transaction and retention costs, impairment of intangibles, organizational restructuring, and acquisition related integration costs. For the comparable period in FY25, we had added back share-based payments, M&A related transaction and retention costs, one-off capital raising costs, and acquisition related integration costs. The 5% decrease in underlying EBITDA was mainly driven by the termination of a fixed-term contract, together with continued investment in Scholarion as we build its capability and position the business for future growth. Earnings per share decreased to -5.88 cents. However, EPSA is positive at 3.66 cents and is calculated using underlying NPATA. This metric excludes the amortization of intangible assets and other one-off items and is detailed on the next slide. This slide details underlying NPATA or adjusted net profit after tax.

Speaker #3: For the comparable period in FY25, we had added back share-based payments, M&A-related transaction and retention costs, one-off capital raising costs, and acquisition-related integration costs.

Speaker #3: The 5% decrease in underlying EBITDA was mainly driven by the termination of a fixed-term contract, together with continued investment in Scalarion as we built its capability and positioned the business for future growth.

Speaker #3: Earnings per share decreased to negative 5.88 cents; however, EPSA is positive at 3.66 cents and is calculated using underlying EBITDA. This metric excludes the amortization of intangible assets and other one-off items, and is detailed on the next slide.

Speaker #3: This slide details underlying EBITDA, or adjusted net profit after tax. This metric provides the underlying profitability of the group, excluding the amortization impact of non-cash charges of acquired intangibles and specific non-recurring items.

Kunal Shah: This metric provides the underlying profitability of the group, excluding the amortization impact of non-cash charges of acquired intangibles and specific non-recurring items. The underlying NPATA of the business of AUD 13.5 million has decreased on PCP of AUD 19.6 million. The next slide is a summary of the balance sheet. It compares balances at the end of the current 12 months and the balances at 30 June 2025. Our cash balance is AUD 66 million, largely due to acquisition spend and share buybacks. We have net tangible assets of AUD 9.9 million, a decrease of AUD 36.8 million on PCP. We have working capital of AUD 5.3 million, a decrease of AUD 60.5 million from 12 months ago, largely due to the reclassification of borrowings from non-current to current due to the end of term of our banking facility, which is in the process of being renewed.

Speaker #3: The underlying EBITDA of the business, at $13.5 million, has decreased from the PCP of $19.6 million. The next slide is a summary of the balance sheet.

Speaker #3: It compares balances at the end of the current 12 months and the balances at 30 June 2025. Our cash balance is $66 million, largely due to acquisition spend and share buybacks.

Speaker #3: We have net tangible assets of $9.9 million, a decrease of $36.8 million on PCP. We have working capital of $5.3 million, a decrease of $60.5 million from 12 months ago, largely due to the reclassification of borrowings from non-current to current due to the end of term of our banking facility, which is in the process of being renewed.

Speaker #3: Inventory increased materially during the period, mainly as a result of the acquisition of Blue Connections. The acquired business carries a significantly large inventory base as part of its hardware and supply chain operations.

Kunal Shah: Inventory increased materially during the period, mainly as a result of the acquisition of Blue Connections. The acquired business carries a significantly large inventory base as part of its hardware and supply chain operations, which has been incorporated into the group balance sheet. Borrowings have increased to AUD 29.4 million from a PCP of AUD 18.8 million due to the acquisition of Blue Connections. These liabilities increase following the acquisition of Blue Connections, reflecting the addition of office and warehouse facilities associated with that business. This cash flow slide is a summary of the sources and the applications of funds. It compares cash flow from the current period to the 12 months ended 30 June 2025. As mentioned previously, our cash position at 30 June 2026 is AUD 66 million. Overall inflows and outflows from the period include operational cash inflow of AUD 9 million.

Speaker #3: which has been incorporated into the group balance sheet. Borrowings have increased to $29.4 million from a PCP of $18.8 million, due to the acquisition of Blue Connections.

Speaker #3: These liabilities increase following the acquisition of Blue Connections, reflecting the addition of office and warehouse facilities associated with that business. This cash flow slide is a summary of the sources and the applications of funds.

Speaker #3: It compares cash flow from the current period to the 12 months and to 30 June 2025. As mentioned previously, our cash position at 30 June 2026 is $1 million.

Speaker #3: Overall inflows and outflows for the period include operational cash inflow of $9 million. While this is a decrease on PCP, it represents a significant improvement from the first half, where some $1 million of non-recurring items resulted in an operating cash outflow of more than $13 million.

Kunal Shah: Whilst this is a decrease on PCP, it represents a significant improvement from H1, where sum one of non-recurring items has resulted in an operating cash outflow of more than AUD 13 million. Seasonality and timing factors affect operational cash flow and tend to be slightly volatile and may show large movements from period to period. Cash outflows include AUD 23 million in investment in subsidiaries. This is comprised of subsidiaries acquired in FY26, AUD 17 million, plus earn-out payments made to previously acquired subsidiaries of AUD 6 million. This compares with the investment in subsidiaries made in FY25 of AUD 47 million. In the current period, cash inflows include AUD 16 million drawdown of our loan facility to fund acquisitions, AUD 5 million of which was a part of a revolving facility that was paid back during the year.

Speaker #3: Seasonality and timing factors affect operational cash flow and tend to be slightly volatile, showing large movements from period to period. Cash outflows include $23 million in investment in subsidiaries. This is comprised of subsidiaries acquired in FY26 ($17 million), plus earn-out payments made to previously acquired subsidiaries of $6 million.

Speaker #3: This compares with the investment in subsidiaries made in FY25 of $47 million. In the current period, cash inflows include a $16 million drawdown of our loan facility to fund acquisitions.

Speaker #3: $5 million of which was a part of a revolving facility that was paid back during the year. Approximately $8 million of the reduction in cash during the period reflects capital returned to shareholders through our on-market share buyback program, consistent with our disciplined approach to capital management.

Kunal Shah: Approximately AUD 8 million of the reduction in cash during the period reflects capital returned to shareholders through our on-market share buyback program, consistent with our disciplined approach to capital management. Now I'll hand back to Stephen and will be pleased to answer any questions in the Q&A session. Thank you.

Speaker #3: Now, I'll hand back to Stephen, and we'll be pleased to answer any questions in the Q&A session. Thank you.

Speaker #1: Thank you, Canal.

Stephen Kowal: Thank you, Kunal. I will now quickly talk about some of our strengths and capabilities. I want to briefly touch on how AI is reshaping priorities and how this plays to Atturra's strengths, and how it fits with our overall capability. The Australian New Zealand opportunity for AI is substantial, but the market is still at a very early stage of scaled option. The latest ABS data shows only around 12% of Australian businesses used AI in the workplace in 2024-2025, rising to 35% among the large businesses. That tells us the constraint is not awareness, it is the work required to move our experimentation to secure repeatable deployment. The Australian government's National AI Plan focuses on smart infrastructure, local capability, scaled adoption, and trusted use. It also identifies data governance, privacy, human oversight, and legal compliance as foundations for deployment.

Speaker #3: I’ll quickly talk about some of our strengths and capabilities. I want to briefly touch on how AI is reshaping priorities, and how this plays through to our strengths.

Speaker #3: And how it fits with our overall capability. The Australian and New Zealand opportunity for AI is substantial, but the market is still at a very early stage of scaled adoption.

Speaker #3: The latest ABS data shows only around 12% of Australian businesses used AI in the workplace in 2024-2025, rising to 35% among large businesses.

Speaker #3: That tells us the constraint is not awareness; it's the work required to move our experimentation to secure, repeatable deployment. The Australian Government's National AI Plan focuses on smart infrastructure, local capability, scaled adoption, and trusted use.

Speaker #3: It also identifies data governance, privacy, human oversight, and legal compliance as foundations for deployment. Those priorities map directly to Atturra's capabilities, especially across data and integration, cloud, cybersecurity, applications, managed services, and change.

Stephen Kowal: Those priorities map directly to Atturra's capabilities, especially across data and integration, cloud, cybersecurity, applications, managed services, and change. Our commercial model therefore has three parts. We are converting early demand through AI opportunity sprints and readiness adoption services. We are using AI internally to improve delivery, productivity, and margin, and we are capturing the adjacent services required to make AI work in practice, including data preparation, integration, cloud modernization, and secure operating environments. Put simply, our right to win is the ability to operationalize AI end to end, identify the use case, prepare the data, build or configure the solution, manage security and governance, drive adoption, and support it in production. We are also deliberately reducing single platform risk by working across the hyperscalers and technology partners our clients already have. Next, a key investment area for Atturra is our intelligent platform for schools, called Scholarion.

Speaker #3: Our commercial model, therefore, has three parts. We are converting early demand through AI opportunity sprints and readiness adoption services. We are using AI internally to improve delivery productivity and margin, and we are capturing the adjacent services required to make AI work in practice.

Speaker #3: Including data preparation, integration, cloud modernization, and secure operating environments. Put simply, our right to win is the ability to operationalize AI end-to-end: identify the use case, prepare the data, build or configure the solution, manage security and governance, drive adoption, and support it in production.

Speaker #3: We are also deliberately reducing single-platform risk by working across the hyperscalers and technology partners our clients already have. Next, a key investment area for Atturra is our intelligent platform for schools.

Speaker #3: Called Scalarion. Scalarion is designed for schools, built natively on Microsoft Dynamics 365 and Power Platform. It offers a single connected platform that supports the entire student and staff lifecycle, and is one of Atturra's key strategic growth investments for FY27.

Stephen Kowal: Scholarion is designed for schools built natively on Microsoft Dynamics 365 and Power Platform. It offers a single connected platform that supports the entire student and staff life cycle and is one of Atturra's key strategic growth investments for FY27. Scholarion is a deliberate strategy to develop Atturra-owned intellectual property and generate more predictable reoccurring license and support revenue alongside onboarding and implementation revenue. This initiative builds on Atturra's reputation, experience, and relationships in the Australian education sector. Also, AI is central to this opportunity because Scholarion connects data and workflows across the school. It is well-positioned to benefit from Microsoft's continued investment in Copilot and agent capabilities within Dynamics 365 and the broader Microsoft offerings. Using these capabilities, we are successfully reducing repetitive administration, making information easier to find and understand, materially improving school processes, and enabling better-informed decisions.

Speaker #3: Scalarion is a deliberate strategy to develop Atturra-owned intellectual property and generate more predictable, recurring license and support revenue, alongside onboarding and implementation revenue. This initiative builds on Atturra's reputation, experience, and relationships in the Australian education sector.

Speaker #3: Also, AI is central to this opportunity because Scalarion connects data and workflows across the school. It is well positioned to benefit from Microsoft's continued investment in Copilot and agent capabilities within Dynamics 365 and the broader Microsoft offerings.

Speaker #3: Using these capabilities, we have successfully reduced repetitive administration, made information easier to find and understand, materially improved school processes, and enabled better-informed decisions.

Speaker #3: It's quite exciting that, despite not being fully released yet, as of June 30, 2026, Scalarion had six contracted clients. The platform is already operational at Brisbane Grammar School, which Microsoft recently featured in a global customer case study, providing a stronger external proof point as we introduce Scalarion to the broader education market.

Stephen Kowal: It is quite exciting that despite not being fully released yet, as at 30 June 2026, Scholarion had six contracted clients. The platform is already operational at Brisbane Grammar School, which Microsoft recently featured in a global customer case study, providing a stronger external proof point as we introduce Scholarion to the broader education market. The actual formal release of Scholarion's full 12-module platform is scheduled to September 2026. However, multiple client onboarding projects are already underway, with broader deployment planned for 2027 school year. This marks an important milestone as Scholarion moves from a development-focused program to a scalable product business. A clear product roadmap is in place with further capabilities, enhancements, and modules planned throughout FY27 and beyond.

Speaker #3: The actual formal release of Scalarion's full 12-module platform is scheduled for September 2026. However, multiple client onboarding projects are already underway, with broader deployment planned for the 2027 school year.

Speaker #3: This marks an important milestone, as Scalarion moves from a development-focused program to a scalable product business. A clear product roadmap is in place, with further capability enhancements and modules planned throughout FY27 and beyond.

Speaker #3: To support this transition, Scalarion has operated as a dedicated tour business unit since July 1 of this year, with its own governance, financial arrangements, and dedicated capabilities in product development, onboarding, deployment, support, and sales.

Stephen Kowal: To support this transition, Scholarion has operated as a dedicated Atturra business unit since 1 July this year, with its own governance, financial arrangements, and dedicated capabilities in product development, onboarding, deployment, support, and sales. Scholarion currently has a pipeline of approximately 40 schools, and we are targeting more than 20 contracted schools by the end of FY27. The sales cycle for a student information system generally ranges from 6 months to 2 years. However, once implemented, these platforms become integral to school operations with an observed replacement cycle of about 13 years. Scholarion can foster durable client relationships and generate long-term recurring license and support revenue for Atturra. The combination of Atturra-owned intellectual property, Microsoft technology, connected school data, and emerging AI capabilities create a strong foundation for sustainable growth. Next.

Speaker #3: Scalarion currently has a pipeline of approximately 40 schools, and we are targeting more than 20 contracted schools by the end of FY27. The sales cycle for a student information system generally ranges from six months to two years.

Speaker #3: However, once implemented, these platforms will become integral to school operations, with an observed replacement cycle of about 13 years. Scalarion can foster durable client relationships and generate long-term recurring license and support revenue for Atturra.

Speaker #3: The combination of Atturra-owned intellectual property, Microsoft technology, connected school data, and emerging AI capabilities creates a strong foundation for sustainable growth. Next, today, I'm going to cover our products in more detail than normal, as our IP portfolio is a core element of our value creation strategy in the medium to long term.

Stephen Kowal: Today, I am going to cover our products in more detail than normal, as our IP portfolio is a core element of our value creation strategy in the medium to long term. Following Scholarion, I want to widen the lens and briefly walk through some of the other products on this slide. Yes, Scholarion is our largest strategic product investment, but it sits with a broader portfolio of Atturra-owned and partner-enabled offerings. I want to be clear that these five offerings are not all at the same stage or the same scale. The Atturra Cloud Platform and our data center capabilities are established platforms. ePlanning and MobileAction are repeatable solutions built around markets and technologies that we know deeply. SignalAI is an early-stage product that we are now bringing to market. What connects them is the commercial model.

Speaker #3: Following Scalarion, I want to widen the lens and briefly walk through some of the other products on this slide. Yes, Scalarion is our largest strategic product investment, but it sits within a broader portfolio of Atturra-owned and partner-enabled offerings.

Speaker #3: I want to be clear that these five offerings are not all at the same stage or the same scale. The Atturra Cloud Platform and our data centre capabilities are established platforms; e-Planning and Mobile Action are repeatable solutions built around markets and technologies that we know deeply.

Speaker #3: And single AI is an early-stage product that we are now bringing to market. What connects them is the commercial model. We start with a problem we see repeatedly in our client base.

Stephen Kowal: We start with a problem we see repeatedly in our client base, and if we determine the addressable market is large enough, we combine Atturra's domain knowledge and technical capability into a reusable solution, and then earn value through a mix of subscription or managed revenue, implementation, integration, and ongoing support. That gives us differentiation from a pure services model and, over time, the potential for more predictable revenue and growth with minimal increase in our cost base. Let me start on the left, the Atturra Cloud Platform. For those long-term investors, you would be familiar with this, or ACP. It is the managed service layer for running a client's core system and workloads across private cloud, Azure or AWS. It can also support data and AI workloads and a growing set of partner platforms, including Boomi, MuleSoft, EncompaaS, and Denodo.

Speaker #3: And if we determine the addressable market is large enough, we combine true domain knowledge and technical capability into a reusable solution, and then earn value through a mix of subscription or managed revenue, implementation, integration, and ongoing support.

Speaker #3: That gives us differentiation from a pure services model, and over time, the potential for more predictable revenue and growth with minimal increase in our cost base.

Speaker #3: Let me start on the left. The Atturra Cloud Platform—for those long-term investors, you would be familiar with this, or ACP. It is the managed service layer for running a client's core systems and workloads across private cloud, Azure, or AWS.

Speaker #3: It can also support data and AI workloads, and a growing set of partner platforms, including Boomi, MuX, Encompass, and Denodo. The important point is that a client is not simply buying raw infrastructure—they're buying an integrated solution with core Atturra IT that provides an operated outcome, including architecture, migration, security, monitoring, cost control support, and, where required, disaster recovery.

Stephen Kowal: The important point is that a client is not simply buying raw infrastructure. They are buying an integrated solution with core Atturra IP that provides an operated outcome, including architecture, migration, security, monitoring, cost control, support, and where required, disaster recovery. ACP can be deployed as a point solution or as part of a hybrid environment, which allows the clients to begin with one workload and expand over time. I am pleased to say that ACP has now grown to more than 60 clients. Commercially, it is attractive because it generates recurring managed revenue for Atturra, and also pulls through implementation, integration, and ongoing managed services work. Next is our data center capability. Although it is closely related to ACP, it is a distinct client proposition. ACP is the managed platform. The data center provides sovereign infrastructure co-location, private hosting, and a connectivity layer underneath it.

Speaker #3: ACP can be deployed as a point solution or as part of a hybrid environment, which allows a client to begin with one workload and expand over time.

Speaker #3: I'm pleased to say that ACP has now grown to more than 60 clients. Commercially, it is attractive because it generates recurring managed revenue for Atturra.

Speaker #3: And also pulls through implementation, integration, and ongoing managed services work. Next is our data center capability. Although it is closely related to ACP, it is a distinct client proposition.

Speaker #3: ACP is the managed platform. The data center provides a sovereign infrastructure co-location, private hosting, and a connectivity layer underneath it. Atturra operates five primary data centers in New Zealand and uses leading tier-three and tier-four co-location providers across six Australian locations.

Stephen Kowal: Atturra operates five primary data centers in New Zealand and uses leading Tier 3 and Tier 4 co-location providers across six Australian locations. That gives clients a local option for workloads where data residency, security, resilience, predictable costs, and access to local engineers matter. It also allows us to connect private infrastructure to Azure, AWS, and client networks, so our clients do not have to choose between private and public clouds. Access our cloud and data center services, we support more than 1,000 clients across Australia and New Zealand. For investors, the value is the durability of these relationships. Once core workloads are secured and connected and managed on our infrastructure, the relationship can extend beyond into the network, cyber, backup, disaster recovery, and broader managed services. That creates reoccurring revenue and meaningful client stickiness.

Speaker #3: That gives clients a local option for workloads where data residency, security, resilience, predictable costs, and access to local engineers matter. It also allows us to connect private infrastructure to Azure, AWS, and client networks, so clients do not have to choose between private and public clouds.

Speaker #3: Access our cloud and data center services. We support more than 1,000 clients across Australia and New Zealand. For investors, the value is the capability of these relationships.

Speaker #3: Once core workloads are secured and infrastructure is in place, the relationship can extend beyond network, cyber, backup, disaster recovery, and broader managed services. That creates recurring revenue and meaningful client stickiness.

Speaker #3: The third offering I want to cover is Atturra's e-planning solution, which has been successfully delivered to many New South Wales clients and is a practical example of turning deep local government expertise into repeatable solutions.

Stephen Kowal: The third offering I want to cover is Atturra's ePlanning solution, which has been successfully delivered to many New South Wales clients and is a practical example of turning deep local government expertise into repeatable solutions. It connects the New South Wales planning portal with the major ERP property and rating systems used by councils. To date, Atturra has helped New South Wales councils improve the lodgement process between local and state government through two-way API integration and automated notifications. ePlanning moves development application information between planning portal and a council's core system without staff having to re-key any information or manage the process through paperwork or manual handoffs. The client outcome is straightforward. Faster processing, improved data quality, clearer communications, and stronger compliance. Importantly, ePlanning is delivered as a managed service. Atturra maintains the integration as government requirements change and as ERP vendor release schedules change.

Speaker #3: It connects the New South Wales Planning Portal with the major ERP property and rating systems used by councils. Today, Atturra has helped New South Wales councils improve the lodgement process between local and state government, through two-way API integration and automated notifications.

Speaker #3: E-planning moves development application information between the planning portal and a council's core system, without staff having to re-key any information or manage the process through paperwork or manual handoffs.

Speaker #3: The client outcome is straightforward: faster processing, improved data quality, clearer communications, and stronger compliance. Importantly, e-Planning is delivered as a managed service. Atturra maintains the integration as government requirements change, and as ERP vendor release schedules change.

Stephen Kowal: Atturra is about to release phase II of ePlanning. Atturra is working to extend ePlanning into the application initiation phase. Through our partnership with DocsAI, we are developing an AI-enabled document review and validation capability that can assess submitted documentation more quickly, thoroughly, and consistently. The solution will identify missing, incomplete, or potentially non-compliant information earlier in the process and support an automated return-to-resolve workflow. Applicants can then be advised of the issues and given the opportunity to correct their documentation before the application progresses further. This will reduce manual review effort, improve application quality, and help councils process development applications more efficiently. Currently, a very hot topic. This is the commercial logic we want from our industry IP. We solve the integration and document processing challenges once, then reuse the product and implementation methodology across councils or multiple clients while supporting it on an ongoing basis.

Speaker #3: Atturra is about to release phase two of e-planning. Atturra is working to extend e-planning into the application initiation phase. Through our partnership with DocsAI, we're developing an AI-enabled document review and validation capability that can assess submitted documentation more quickly, thoroughly, and consistently.

Speaker #3: The solution will identify missing, incomplete, or potentially non-compliant information earlier in the process and support an automated return-to-resolve workflow. Applicants can then be advised of the issues and given the opportunity to correct their documentation before the application progresses further.

Speaker #3: This will reduce manual review effort, improve application quality, and help councils process development applications more efficiently. Currently, this is a very hot topic. This is the commercial logic we want from our industry IP.

Speaker #3: We solve the integration and document processing challenges once, then reuse the product and implementation methodology across councils or multiple clients, while supporting it on an ongoing basis.

Speaker #3: It generates its own revenue, while also creating broad opportunities across local government. For example, ERP, cloud, data, AI, and automation services. The next thing I want to touch on is Signal AI.

Stephen Kowal: It generates its own revenue while also creating broad opportunities across local government, for example, in ERP, cloud data, AI, and automation services. The next one I will touch on is SignalAI. This is a product in early stage and more of an example of a niche product. SignalAI is our approach to making AI practical inside of Infor M3. Rather than offering a general-purpose chatbot or asking a client to fund a large standalone AI program, SignalAI uses focused agents aimed at defined operational problems. Those agents can work with M3 data, other enterprise sources, approved public information to auto-service insights, reduce repetitive work, and support decisions across areas such as customer service, procurement planning, supply chain, and manufacturing. The design keeps people in control. An agent can recommend an action or prepare an update, but the user approves execution before the ERP is changed.

Speaker #3: This is a product in its early stage and more of an example of a niche product. Signal AI is our approach to making AI practical inside of Import and Stream.

Speaker #3: Rather than offering a general-purpose chatbot or asking a client to fund a large standalone AI program, Signal AI uses focused agents aimed at defined operational problems.

Speaker #3: Those agents can work with M3 data, other enterprise sources, and approved public information to auto-service insights, reduce repetitive work, and support decisions across areas such as customer service, procurement, planning, supply chain, and manufacturing.

Speaker #3: The design keeps people in control, and the agent can recommend an action or prepare an update, but the user approves execution before the ERP is changed.

Speaker #3: Otherwise known as human-in-the-loop. This makes the entry point lower friction and lower risk. Our client can start with one use case, prove the benefit, and then add agents and workflows at a time.

Stephen Kowal: Otherwise known as human-in-the-loop. This makes the entry point lower friction and lower risk. A client can start with one use case, prove the benefit, and then add agents and workflows at a time. Version 1 has just launched and already has two customers, and the intended commercial model is recurring subscription revenue, expansion by customer, agent, and use case. The opportunity is meaningful because it can be taken first into the global Infor M3 install base, and then, if the model proves repeatable, into adjacent ERPs and enterprise software markets. I highlight this example as it is one of many opportunities we have with our combination of industry and technology specializations. Finally, MobileAction. MobileAction brings the same productionization approach to the warehouse and the shop floor.

Speaker #3: Version one has just launched and already has two customers. The intended commercial model is recurring subscription revenue, with expansion by customer agent and use case.

Speaker #3: The opportunity is meaningful, particularly taken first into the global import entry and store base, and then, if the model proves repeatable, into adjacent ERPs and enterprise software markets.

Speaker #3: Our highest example is as one of many opportunities we have with our combination of industry and technology specializations. Finally, mobile action. Mobile Action brings the same productionization approach to the warehouse and the shop floor.

Speaker #3: It extends import M3 to the point where work actually happens, using RF guns, tablets, ruggedized devices, and supported terminals to capture and update transactions in real time.

Stephen Kowal: It extends Infor M3 to the point where work actually happens using RF guns, tablets, ruggedized devices, and supported terminals to capture and update transactions in real time. The customer benefit is reduced paperwork and manual entry, better inventory and production accuracy, faster onboarding, and a more current ERP record. For Atturra, MobileAction gives us a repeatable solution to sell into our existing and new M3 client base, with implementation, configuration, and support revenue around it. It takes decades of M3 experience and manufacturing experience and warehousing experience, and turns that experience into a product that can be deployed repeatedly. In closing, when you look across the slide, the portfolio has a deliberate shape. ACP and the data centers give us scale and recurring infrastructure and managed services relationships. ePlanning and MobileAction convert deep industry and ERP expertise into a repeatable solution.

Speaker #3: The customer benefit is reduced paperwork and manual entry, better inventory and production accuracy, faster onboarding, and a more current ERP record. For Atturra, mobile action gives us a repeatable solution to serve our existing and new M3 client base.

Speaker #3: With implementation, configuration, and support revenue around it, it takes decades of M3 experience, manufacturing experience, and warehousing experience, and turns that experience into a product that can be deployed repeatedly.

Speaker #3: So, in closing, when you look across the slide, the portfolio has a deliberate shape. I see the data centers give us scale and recurring infrastructure and managed services relationships. e-Planning and Mobile Action can be deep industry and ERP expertise in the repeatable solution. Signal AI gives us a focused way to commercialize the AI, beginning with problems and customers, but with problems that customers have, we understand.

Stephen Kowal: SignalAI gives us a focused way to commercialize AI, beginning with problems that customers have that we deeply understand. We do not need a long list of products. We need a focused portfolio attached to our existing client base and measured against clear commercial gates, paid customers, go live economics, recurring revenue, retention, gross margin, services pull-through, and cash payback. Where the evidence is strong, we will scale and invest. Where it is not, we will refine and stop. That discipline is what gives this portfolio the potential to improve revenue quality, deepen client relationships, and support growth without requiring headcount to increase in the same proportion. Atturra's success is enabled by a broad partner ecosystem and recognized capabilities. Atturra is proud of its well-recognized expertise.

Speaker #3: We do not need a long list of products; we need a focused portfolio attached to our existing client base and measured against clear commercial gates: paid customers, go-live economics, recurring revenue, retention, gross margin, services pull-through, and cash payback.

Speaker #3: Where the evidence is strong, we will scale and invest; where it is not, we will refine and stop. That discipline is what gives this portfolio the potential to improve revenue quality, deepen client relationships, and support growth—without requiring headcount to increase in the same proportion.

Speaker #3: Atturra's success is enabled by a broad partner ecosystem and recognized capabilities. Atturra is proud of its well-recognized expertise. In recent years, we have received more than 50 awards and recognitions across our partner ecosystem, including an award-winning streak spanning five consecutive years in three countries.

Stephen Kowal: In recent years, we have received more than 50 awards and recognitions across our partner ecosystem, including award-winning streaks spanning five consecutive years in three countries. Awards are not a financial result, but are independent evidence of the depth of our technical capability and the quality of our relationships, the platforms on which our clients rely. For those that have more interest, you can go to our website and have a look at all the details behind the awards. Let me close with our outlook for FY27. Following the integration of several businesses over the past 24 months, our focus is firmly on organic growth and process optimization. Atturra expects to deliver record revenue, EBIT, and underlying EBITDA in FY27. We are not providing specific numerical guidance for FY27 at this stage, however.

Speaker #3: Awards are not a financial result, but rather independent evidence of the depth of our technical capability and the quality of our relationships—the platforms on which our clients rely.

Speaker #3: And for those that have more interest, you can go to our website and have a look at all the details behind the awards. Let me close with our outlook for FY27.

Speaker #3: Following the integration of several businesses over the past 24 months, our focus is firmly on organic growth and process optimization. Atturra expects to deliver record revenue, EBIT, and underlying EBITDA in FY27.

Speaker #3: We are not providing specific numerical guidance for FY27 at this stage, however. As disclosed in July, the earnings profile is expected to be materially weighted to the second half of FY27.

Stephen Kowal: As disclosed in July, the earnings profile is expected to be materially weighted to the H2 FY27. The H1 carries significant planned investment, which in many cases, the benefits will not start to materialize until the H2. Some of the investments are here. Firstly, AI. We disclosed an additional AUD 3 million of AI investment in FY27, with an expected negative earnings impact of approximately AUD 2 million in the H1 FY27. In the H2 FY27, we expect growth generated from this AI investment to offset any incremental expense. The primary return is operating leverage, increased delivery capacity, and supporting growth without a proportionate increase in resources. This does not mean we will be at our full payback by the H2 FY27.

Speaker #3: The first half carries significant planned investment, which, in many cases, the benefits will not start to materialize until the second half. Those investments are here.

Speaker #3: Firstly, AI: we disclosed an additional $3 million of AI investment for FY27, with an expected negative earnings impact of approximately $2 million in the first half of FY27.

Speaker #3: In the second half of FY27, we expect growth generated from this AI investment to offset any incremental expense. The primary return is operating leverage, increased delivery capacity, and supporting growth without a proportionate increase in resources.

Speaker #3: This does not mean we'll get a full payback by the second half of FY27. It means the investment is expected to stop diluting earnings in the second half, and begin supporting a more scalable operating environment.

Stephen Kowal: It means the investment is expected to stop diluting earnings in the H2 and begin supporting a more scalable operating environment. Scholarion is the second major investment area. We expect to invest more than AUD 4 million in FY27, and after capitalization, record a loss of approximately AUD 2.4 million, mostly in the H1 FY27. We currently expect Scholarion to reach breakeven in FY28 and deliver meaningful profit in FY29. Third, we are continuing to increase our sales and solutioning capability with a focus on AI, cyber, cloud and data, and ERP. The objective is to convert capability and pipeline to profitable organic growth. The fourth area is financials. More of a focus area. We are prioritizing EPS and cash conversion. Buybacks remain one option, but they are not automatic. The board will consider them where it represents value and where liquidity, investment requirements, and financial capacity permit.

Speaker #3: Scalarion is the second major investment area. We expect to invest more than $4 million in FY27 and, after capitalization, record a loss of approximately $2.4 million, mostly in the first half of FY27.

Speaker #3: We currently expect Scalarion to reach break-even in FY28 and deliver meaningful profit in FY29. Third, we are continuing to increase our sales and solutioning capability, with a focus on AI, cyber, cloud and data, and ERP. The objective is to convert capability and pipeline to profitable organic growth.

Speaker #3: The fourth area is financials, which is more of a focus area. We are prioritizing EPS and cash conversion. Buybacks remain one option, but they are not automatic.

Speaker #3: The board will consider then where it represents value, and where liquidity, investment requirements, and financial capacity permit. I do want to close out in summary.

Stephen Kowal: I do want to close out in summary. As disclosed in July, FY27 is forecast to deliver record revenue, EBIT, and underlying EBITDA. However, this is expected to be materially weighted to the H2. Thank you everyone for the opportunity to present to you. I will now hand back to the operator for Q&A.

Speaker #3: As disclosed in July, FY27 is forecast to deliver record revenue, EBIT, and underlying EBITDA. However, this is expected to be materially weighted to the second half.

Speaker #3: Thank you, everyone, for the opportunity to present to you. I'll now hand back to the operator for Q&A.

Speaker #2: Thank you. We will now begin the question and answer session. If you would like to ask a question, please press star one (*) on your telephone keypad to raise your hand and join the queue.

Operator: Thank you. We will now begin the question and answer session. If you would like to ask a question, please press star one on your telephone keypad to raise your hand and join the queue. If you would like to withdraw your question, again, press star one. Your first question comes from Josh Kenarakis with Barrenjoey. Please go ahead.

Speaker #2: And if you would like to withdraw your question, again, press star one. Your first question comes from Josh Kennerakis with Barron Joey. Please go ahead.

Speaker #1: Hi guys, can you hear me okay?

Josh Kenarakis: Hi, guys. Can you hear me okay?

Josh Kannourakis: Hi, guys. Can you hear me okay?

Stephen Kowal: Yes, I can.

Speaker #3: Yes, I can.

Speaker #1: Great, thanks, Steven. Just a first question—in terms of the guidance, I know you're obviously not giving anything numerical other than the record numbers, but maybe another way to look at it: just in terms of, I guess, the organic versus inorganic growth profile.

Josh Kenarakis: Great. Thanks, Steven. Just first question, just in terms of the guidance, I know you are obviously not giving anything numerical other than the record numbers, but maybe another way to look at it just in terms of, I guess, the organic versus inorganic growth profile. Can you give us any context as to whether you still expect to grow, I guess, organically net of any of the acquisition contributions that will come through in period and annuals?

Josh Kannourakis: Great. Thanks, Steven. Just first question, just in terms of the guidance, I know you are obviously not giving anything numerical other than the record numbers, but maybe another way to look at it just in terms of, I guess, the organic versus inorganic growth profile. Can you give us any context as to whether you still expect to grow, I guess, organically net of any of the acquisition contributions that will come through in period and annuals?

Speaker #1: Can you give us any context as to whether you still expect to grow, I guess, organically, net of any of the acquisition contributions that will come through in the period and annualize?

Speaker #1: And is there any—yeah, is there any sort of extra context you can just give around that?

Stephen Kowal: Yeah.

Josh Kenarakis: Is there any sort of extra context you can just give around that?

Josh Kannourakis: Is there any sort of extra context you can just give around that?

Speaker #3: Yeah, yeah. Look, good question. So, yeah, look, our focus is definitely on organic growth in FY27. So, yeah, we expect the record results, and that's excluding any acquisitions that may happen.

Stephen Kowal: Yeah. Good question. So yeah, our focus is definitely on organic growth in FY27. So yeah, we expect the record results. That is excluding any acquisitions that may happen. So yeah, the focus this year is really bedding everything down, investing in that AI and other activities in the H1 and driving organic growth.

Speaker #3: So, yeah, the focus this year is really bedding everything down, investing in the AI and other activities in the first half, and driving organic growth.

Speaker #1: Yeah, got it. Just a second question, with regard to some of the segments—obviously, there were the write-downs in there—but I’m just keen to maybe get a little bit more detail around, as you look to the forward pipeline and the work in hand, what you can see from some of the longer-term customers.

Josh Kenarakis: Yeah, got it. Just a second question, just with regard to some of the segments. Obviously, there were the writedowns in there, but just keen to maybe get a little bit more detail around as you look to the forward pipeline, the work in hand, what you can see from some of the longer-term customers. Have you seen any changes in decision-making or delayed decision-making across any of the particular segments? Just keen to get a little bit more context of how you are seeing the pipeline of work shape up versus previous years.

Josh Kannourakis: Yeah, got it. Just a second question, just with regard to some of the segments. Obviously, there were the writedowns in there, but just keen to maybe get a little bit more detail around as you look to the forward pipeline, the work in hand, what you can see from some of the longer-term customers. Have you seen any changes in decision-making or delayed decision-making across any of the particular segments? Just keen to get a little bit more context of how you are seeing the pipeline of work shape up versus previous years.

Speaker #1: Have you seen any changes in decision-making or delayed decision-making across any of the particular segments? And, yeah, just keen to get a little bit more context on how you're seeing the pipeline of work shape up versus previous years.

Speaker #3: Yeah, so we're seeing—and I'll comment predominantly outside of public sector—so we're not seeing any great change in decision cycles. The pipeline's pretty solid, probably more solid than we used to see in terms of managed services.

Stephen Kowal: Yeah. So we are seeing, and I will comment from the outer side of public sector. So we are not seeing any great change in decision cycles. The pipeline is pretty solid, probably more solid than we are used to in terms of managed services. AI is an interesting one because it tends to be lots of small deals in pretty quick decision cycles. So we are not seeing a great slowdown. When it comes to public sector, it has been a slow cycle for probably 2 or 3 years, and we are not seeing any change in that at all. So, no change from prior years is probably the way to look at it. That is what we have taken into account when making our forward-looking statements.

Speaker #3: AI is an interesting one, because it tends to be lots of small deals, with pretty quick decision cycles. So we're not seeing any great slowdown.

Speaker #3: When it comes to public sector, it's been a slow cycle for probably two or three years, and we're not seeing any change in that at all.

Speaker #3: So, no change from prior years is probably the way to look at it, and that's what we've taken into account when making our forward-looking statements.

Speaker #1: Got it. And just a final one from me, just in terms of the investment—thanks for obviously the context there, which you've flagged previously. Can you just give us a little bit extra in terms of how we should be looking at those investments?

Josh Kenarakis: Got it. Just a final one for me, just in terms of the investment. Thanks for obviously the context there, which you flagged previously. Can you just give us a little bit extra in terms of how we should be looking about those investments? I imagine most of those you mentioned are operating ones, but just in terms of the OpEx versus capitalized components and how we should be thinking about the capitalized investment framework into next year, given you are focused on some more of your proprietary IP products as well.

Josh Kannourakis: Got it. Just a final one for me, just in terms of the investment. Thanks for obviously the context there, which you flagged previously. Can you just give us a little bit extra in terms of how we should be looking about those investments? I imagine most of those you mentioned are operating ones, but just in terms of the OpEx versus capitalized components and how we should be thinking about the capitalized investment framework into next year, given you are focused on some more of your proprietary IP products as well.

Speaker #1: I imagine most of those you mentioned are sort of operating ones, but just in terms of the OPEX versus sort of capitalized components and how we should be thinking about the capitalized investment framework into next year, given your sort of focus on some more of your proprietary IP products as well.

Speaker #3: Yeah, so look, good question. In terms of capital investment—so, Scalarion, we've explicitly called out the capitalization we are doing around that. There's probably another half a million in capitalization around other products.

Stephen Kowal: Yeah. Look, good question. In terms of capital investment, Scholarion, we have explicitly called out the capitalization we are doing around that. There is probably another AUD 0.5 million in capitalization around our other products. The rest of it, we actually expense, going through. We have no major change to our policy of expensing most of our early-stage pre-commercial proof point. We only really capitalize a product once we are really, really confident it has a long-term future. We will maintain the majority expense profile.

Speaker #3: The rest of it, we actually expense going through. So we've got no major change to our policy of expensing most of our early-stage, pre-commercial proof point.

Speaker #3: We only really capitalize a product once we're really, really confident it's got a kind of long-term future. So we'll maintain the majority expense profile.

Speaker #1: Got it. And so, just the year-on-year versus '26 versus '27—sort of the capitalized headline—have you got a feel for where that'll probably land today?

Josh Kenarakis: Got it. Just the year-on-year versus 2026 versus 2027 capitalized headline, if you have a feel for where that will probably land today.

Josh Kannourakis: Got it. Just the year-on-year versus 2026 versus 2027 capitalized headline, if you have a feel for where that will probably land today.

Stephen Kowal: Look, I will get back. Not exactly.

Speaker #3: Look, I'll get back, and I've got the exact—there'll be a slight increase in capitalization, but not much.

Josh Kenarakis: Yeah.

Josh Kannourakis: Yeah.

Stephen Kowal: It will be a slight increase in capitalization, but not much.

Speaker #1: Okay, that's great. I'll give someone else a go. Thanks, Steve.

Josh Kenarakis: Okay. That's great. I'll give someone else a go. Thanks, Steve.

Josh Kannourakis: Okay. That's great. I'll give someone else a go. Thanks, Steve.

Speaker #3: No problem.

Stephen Kowal: No problem.

Speaker #2: Your next question comes from the line of Nick Harris with Morgan's. Please go ahead.

Operator: Your next question comes from the line of Nick Harris with Morgans. Please go ahead.

Speaker #3: Good morning. Thanks for taking my call. Hey, not a problem, Nick. Yeah, so I guess firstly, it was great to see those margins bounce back in the second half.

Nick Harris: Good morning. Thanks for taking my calls.

Stephen Kowal: No problem, Nick.

Nick Harris: Yeah. I guess firstly, it is great to see those margins bounce back in the H2 after what was obviously a really tough H1. I guess I am just trying to get some guardrails, how to think about the building blocks into FY27. Appreciate you are not providing specific guidance, but we are obviously comping a really volatile FY26. I guess is the right way to think about the seasonality, historically, you have booked something like 45% of your full year EBITDA in the H1. You are calling out obviously some material investments in the H1, so it should be a bigger H2 skew than usual this year. Is that the right way to think about it?

Speaker #3: After what was obviously a really tough first half, I guess I'm just trying to get some guide rails on how to think about the building blocks into FY27.

Speaker #3: I appreciate you not providing specific guidance, but we're obviously comping a really volatile FY26. So, I guess, is the right way to think about the seasonality—historically, you've booked something like 45% of your full-year EBITDA in the first half?

Speaker #3: And you're calling out, obviously, some material investments in the first half, so it should be a bigger second-half skew than usual this year. Is that the right way to think about it, or?

Speaker #1: Yeah, that's absolutely the right way to think about it. It'll be a material difference to the normal 45/55.

Stephen Kowal: Yeah. That is absolutely the right way to think about it. It will be a material difference to the normal 45, 55.

Speaker #3: Gotcha. Okay. And then just generally speaking, into FY27, you've talked about margins—gross margins—being stable this year. I'm just trying to unpick, I guess, the kind of one-off deals there.

Nick Harris: Got you. Okay. Just generally speaking, into FY27, you have talked about margins, gross margins stable this year. Just trying to unpick, I guess the kind of one-off deals there. Should we think about margins pretty much normalizing for the full year, or are we still like is that H1-

Speaker #3: Should we think about margins pretty much normalizing for the full year, or is the first half still going to drag margins down?

Stephen Kowal: Yeah

Nick Harris: going to drag margins down?

Speaker #1: Yeah, because when we bring a lot of extra resources and activity in, we do put that before the gross margin. So you will probably see gross margin deterioration in the first half.

Stephen Kowal: Yeah, because when we bring a lot of extra resources and activity, we do put that before the gross margin. So you will probably see gross margin deterioration in the H1, but then returning to normal or better in the H2. That is just purely if we are bringing on future bill resources, our ramp up in the AI team and some of those things especially, that does have an impact on gross margin. I know some other companies put that below there. Yes, I would see probably slightly lower gross margin in the H1 and then back to normal or better in the H2.

Speaker #1: But then we're returning to normal, or better, in the second half. And that's just purely if we're bringing on future billable resources, our ramp-up in the AI team, and some of those things especially—that does have an impact on gross margin.

Speaker #1: I know some other companies put that below there, but yes, I'd say probably slightly lower gross margin in the first half, and then back to normal or better in the second half.

Speaker #3: Thanks, Steven. And then, just to confirm—obviously, well, not obviously—just to confirm, the impairment that's come through this year is specifically linked to that contract dispute and hasn't had a knock-on effect or is not related to underperformance in other parts of the business?

Nick Harris: Thanks, Stephen. Just to confirm, the impairment that has come through this year is specifically linked to that contract dispute and has not had a knock-on effect or related to underperformance in other parts of the business?

Speaker #1: No, so it's actually more linked to advisory and advisory-related work in the public sector, really since the PwC tax event a few years ago.

Stephen Kowal: No. It is actually more linked to advisory and advisory-related work in the public sector really since the PwC tax event a few years ago. The last few years we have called down the drag that that has had in our business. So actually the impairment is more heavily weighted to those, what I would call those legacy Canberra-related businesses we just do not see coming back.

Speaker #1: So the last few years, we've called down kind of the drag that that's had in our business. So actually, the impairment's more heavily weighted to those, what I'd call, those legacy camera-led businesses that we just don't see coming back.

Speaker #3: Gotcha. Okay, thank you for clarifying.

Nick Harris: Got you. Okay. Thank you for clarifying.

Speaker #1: Not a problem.

Stephen Kowal: Not a problem.

Speaker #2: Your next question comes from Richard Harrisburg with Canaccord Genuity. Please go ahead.

Operator: Your next question comes from the line of Richard Harrisberg with Canaccord Genuity. Please go ahead.

Speaker #4: Hey Steve, thanks very much for taking the question, and thanks also for all the additional color and context in the presentation. This year, I really appreciated that.

Richard Harrisberg: Hey, team. Thanks very much for taking the question, and thanks also for all the additional color and context in the presentation this year. Really appreciated that. Again, I will be the third one to say, I know you are not providing numbers around 2027 guidance, but just to get a sense of organic growth expectations, is 5% to 10% still a reasonable way to think about it? Obviously, you will not pin you down to a specific number, but is that a reasonable expectation for us to have? Also, I understand the skew H1 to H2, from an EBITDA perspective, but margin wise, do you think, notwithstanding these extra investments you are making, we could expect flat to maybe slightly lower margin than you saw in FY26?

Speaker #4: Again, I'll be the third one to say I know you're not providing numbers around FY27 guidance, but just to get a sense of organic growth expectations, is 5% to 10% still a reasonable way to think about it?

Speaker #4: Obviously, I won't pin you down to a specific number, but is that a reasonable expectation for us to have? And then also, I understand the skew from first half to second half from an EBITDA perspective, but margin-wise, do you think, notwithstanding these extra investments you're making, we could expect maybe a slightly lower margin than we saw in FY26?

Speaker #3: Sorry, I'm going to be a good politician and have lots of words and give you no answer. Yeah, so we're not locking into specific percentages at this stage.

Stephen Kowal: I am going to be a good politician and have lots of words and give you no answer. We are not locking any specific percentages at this stage. We may do that later, by the way. At this stage, we just know we are going to have record numbers. A little bit of clarity around that. We are seeing a bit of a revenue mix change with AI coming through. Some of that exact growth number is hard to predict, but we are actually seeing higher margin work, but lower revenue on some of those things. We know that as an organization, we are definitely going to grow. We are just not exactly sure that percentage is going to end as we see a reshaping of some of those revenue streams. That is the reason we are not giving guidance.

Speaker #3: Now, we may do that later, by the way. But at this stage, we just know we're going to have record numbers, and a little bit of clarity around that.

Speaker #3: We are seeing a bit of a revenue mix change with AI coming through. Some of those exact growth numbers are hard to predict, but we are actually seeing higher-margin work, though lower revenue, on some of those things.

Speaker #3: We know that, as an organization, we're definitely going to grow. We're just not exactly sure what that percentage is going to end at, as we see kind of a reshaping of some of those revenue streams.

Speaker #3: That's the reason we're not giving guidance, but it's also the reason we're really confident that we'll be at record across those three metrics.

Stephen Kowal: It is also the reason we are really confident that we will be record across those three metrics.

Speaker #4: That's fair enough. Had to give it a stab. That makes a lot of sense. Maybe just on the cloud platform growth specifically—obviously really strong results in FY26.

Richard Harrisberg: Fair enough. Had to give it a stab. That makes a lot of sense. Maybe just on the Cloud Platform growth specifically, obviously really strong results in FY26. Do you see that continuing to grow at similar levels, and when do you reach your capacity for growth, based on your available resources in that space?

Speaker #4: Do you see that continuing to grow at similar levels? And is there a point when you reach your capacity for growth based on your available resources in that space?

Speaker #3: Yeah, so look, I think there's a lot of room for cloud to be a strong growth area over the next few years. The mix of exactly what's in that cloud revenue between our kind of GPU and AI-type activities, versus some of the historic, is probably a bit harder to predict, but no, we still see strong demand in our cloud environment.

Stephen Kowal: Yes. I think there is a lot of room for cloud to be strong growth over the next few years. The mix of exactly what is in that cloud revenue between our GPU and AI type activities versus some of the historic, it is probably a bit harder to predict, but no, we still see strong demand in our cloud environment.

Richard Harrisberg: Great. Then maybe I will just ask a bit of a more broader question as well, just on governments and defense. I know you guys are diversifying the book of work that you do and moving away from that. We have seen it across the industry. It is not specific to you. Could you comment, where is that work actually going? If it is being stopped altogether, is it your view that it builds up as a backlog of work over time that needs to get completed and come back in a few years' time? Maybe just with your experience in the industry, any color would be great.

Speaker #4: Great. Then maybe I'll just ask a bit of a broader question as well, just on governments and defense. I know you guys are diversifying the book of work that you do and moving away from that, but we've seen it across the industry.

Speaker #4: It's not specific to you, but could you comment on where that work is actually going? If it's being stopped altogether, is it your view that it builds up as a backlog of work over time that needs to get completed and might come back in a few years' time?

Speaker #4: Maybe, just with your experience in the industry, any color would be great.

Speaker #3: Yeah, look, I do actually expect a slow build-back over time, but I mean, the reality is—and I haven't got the exact numbers in front of me—but I think the current government has actually reduced that consulting and services spend by around 75% over the last three years.

Stephen Kowal: Yeah. Look, I do actually expect a slow build back over time, but the reality is, I have not got the exact numbers in front of me, but I think the current government has actually reduced that consulting and services spend around 75% over the last three years. The whole market has disappeared. It is not gone to other people. The area we play in has disappeared, which is why we are diversifying. When you see those headline defense numbers that you are seeing, you are talking about capital platforms, AUKUS, and other platforms, frigates and so on. There will be a natural increase at some stage. But under the current government, there really is a strong push to minimize spend with services companies, both Australian and non-Australian.

Speaker #3: So, the whole market has disappeared. It's not gone to other people—the area we play in has disappeared, which is why we're diversifying. When you see those headline defense numbers, you're talking about capital platforms: Orcus and other platforms, frigates, and so on.

Speaker #3: So there will be a natural increase at some stage. But under the current government, there really is a strong push to minimize spend with services companies, both Australian and non-Australian.

Speaker #4: That makes sense. Appreciate the color and appreciate the questions. Well done, Steve.

Richard Harrisberg: That makes sense. Appreciate the color and appreciate the questions. Well done, team.

Speaker #3: Thank you.

Stephen Kowal: Thank you.

Speaker #2: Thank you. We have one additional question. Can you also talk through which of your practices are experiencing tailwinds, noting that you’ve called out cloud growing strongly?

Operator: Thank you. We have one additional question. Can you also talk through which of your practices are experiencing tailwinds, noting that you've called out cloud growing strongly?

Speaker #3: Yeah, look, so we've got a few, actually. So obviously, data—and I say data intentionally—AI, because AI is really interesting for us, but they actually tend to be really small, low-revenue projects. But they pull through things like cloud and data.

Stephen Kowal: Yeah. Look, so we've got a few, actually. So, obviously data, and I say data intentionally and AI, because AI is really interesting for us, but they actually tend to be really small, low-revenue projects, but they pull through things like cloud and data. So our data business, we expect strong growth. Our cloud business, we expect strong growth. And interestingly enough, we actually see pretty strong demand in managed services, and I think that's a result of organizations focusing more on AI and business apps internally, and then looking at doing almost true fly outsource managed services. So we're seeing strong demand in those areas. Also because our SAP business is starting from a relatively small business. At a percentage level, that should get very strong growth this year as well. But that's more a reflection of the size of our SAP business than the SAP market itself.

Speaker #3: So, our data business—we expect strong growth. Our cloud business—we expect strong growth. And, interestingly enough, we actually see pretty strong demand in many services.

Speaker #3: And I think that's a result of organizations focusing more on AI and business apps internally, and then looking at doing almost traditional outsourced managed services.

Speaker #3: So we're seeing strong demand in those areas. Also, because our SAP business is starting from a relatively small base, at a percentage level that could get a very strong reflection compared to the size of our SAP business rather than the SAP market itself.

Speaker #2: That does conclude our question and answer session. I would now like to turn it back over to management for closing comments.

Operator: And that does conclude our question and answer session. I would now like to turn it back over to management for closing comments.

Speaker #3: Look, very simple. Thank you very much, everyone, for attending. I know it's a slightly longer presentation—a little bit more detail than normal. Thank you very much.

Stephen Kowal: Look, very simple. Thank you very much, everyone, for attending. I know it's a slightly longer presentation, a little bit more detailed than normal. Thank you very much. And, we'll call it a close.

Speaker #3: And we'll call it a close.

Speaker #2: And ladies and gentlemen, this does conclude today's conference call. Thank you for your participation, and you may now disconnect.

Operator: Ladies and gentlemen, this does conclude today's conference call. Thank you for your participation, and you may now disconnect. Your participation in the conference has been terminated by the host. Goodbye.

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