only | |
FY22 Half Year | |
Results Presentation | |
use | |
ersonal | 24 February 2022 |
1H FY22 results
Revenue growth driven by key client wins across all regions and acquisition of Optima
only | $7.4m | $5.8m |
Total revenue1 | Platform revenue1 | |
use | up $1.1m / 17% pcp | up $2.4m / 72% pcp |
Key platform customer | ||
wins AU/UK/NZ | ||
ersonal |
Notes:
1 - Excludes amounts associated with discontinued operations 2 - Excludes 20 US based customers at Dec 21
$1.6m | 203 |
Rebate revenue | Platform Clients2 |
down $1.3m / 46% pcp | up 16 / 8% Dec 20 |
(Net) |
Revenue
2
1H FY22 regional highlights
Getting closer to breakeven in ongoing operating business
Enabling and enhancing environmental sustainability through technology
UK - Achieving segment breakeven | Global - New leadership |
- $1.7m total revenue growthachieved in UKvs pcp ($1.6m attributable to Optima).
onlyuse | + Improved Gross Margin (~50%in FY21 vs 6%in |
pcp) and breakeven Segment Margin.1 | |
+ New Executive VP for UK/EU, Ben Rouncefield- | |
Swales joinedin January 2022. | |
ersonal | US - Discontinuing unprofitable US UBM Business |
+ Commenced actions to discontinue ~20 negative orlow | |
gross profit US Platform UBM contracts, as well as | |
reduction in associated fixed costs, in Q3 FY22. | |
+ Once completed the discontinuance is expectedto | |
deliver ~$4m annualised savings. |
- Focus on Rebates business and supporting global Platform customers with appropriate ROI.
Note 1: Segment Margin equals Revenue less Cost of goods/services sold and Sales & Marketing costs. It excludes significant items, R&D and corporate costs
- Michele Garra commenced as Bid's Chief Executive Officer on 29 November 2021.
- Q2 operating cashflow burn improved by
approx. $1m onQ1.
Australia/ New Zealand
+25% pcpplatform revenue growth.
+Revenue increase fromNew Zealand to $0.12mfor the sixmonth period.
3
3
Platform
P+L key metrics
Platform grew by 72% on pcp driven by key client wins from all regions, and the Optima acquisition. UK achieved significant improvement in Gross Margin, and positive Segment Margin.
only | AU | UK | Total Platform: Continuing Operations | |||||
Platform: | ||||||||
Continuing | ||||||||
Operations | 5.8 | up | ||||||
+72% | ||||||||
up | ||||||||
3.6 | +25% | 3.4 | ||||||
2.9 | up | |||||||
2.2 | 336% | |||||||
Revenue ($m) | 0.5 | |||||||
and growth (%) | ||||||||
use | HY | HY | HY | HY | HY | HY | ||
Dec-20 | Dec-21 | Dec-20 | Dec-21 | Dec-20 | Dec-21 | |||
CHANGE | CHANGE | CHANGE |
Gross Margin ($m) | 1.3 | 1.4 | +0.1 | NM | 1.1 | +1.1 |
ersonal | 46% | 40% | -6%pt | 6% | 50% | +44%pt |
Gross Margin % | ||||||
Segment Margin1 | 0.3 | (0.1) | (0.4) | (0.5) | - | +0.5 |
($m) | ||||||
Revenue up 25% on pcp driven by | Revenue increased off a small base | |||||
key client wins despite higher | in pcp to $2.2m post Optima | |||||
degradation and churn. | acquisition. Optima contributed | |||||
Gross Margin reduced by 6%pt and | $1.8m on a 6 month basis vs $0.3m | |||||
for 1 month in FY20. | ||||||
negative Segment Margin due to | Gross Margin increased significantly. | |||||
investments in customer | ||||||
experience for AU market and | vs pcp. |
Sales and Marketing for NZ | UK also achieved break-even |
market. | |
Segment Margin for the half year. | |
Note 1: Segment Margin equals Revenue less Cost of goods/services sold and Sales & Marketing costs. It excludes significant items, R&D and corporate costs
1.3 | 2.5 | +1.2 |
40% | 44% | +4%pt |
(0.2) | (0.1) | +0.1 |
Total Platform revenue up 72% on the pcp.
Gross Margin up on pcp and Segment Margin close to
breakeven.
4
Rebate and Group
P+L key metrics Continued….
Rebate services revenue contracted 46% on pcp to $1.6m - impacted by the completion of certain large projects and the 2-year impact of Covid-19 on generating new business. The Rebate business continues to demonstrate high profitability.
only | Rebates : Continuing Operations | Total Platform: Continuing Operations | Total : Continuing Operations | |||||||||||||||||||
7.4 | ||||||||||||||||||||||
5.8 | 6.3 | |||||||||||||||||||||
up | up | |||||||||||||||||||||
+72% | +17% | |||||||||||||||||||||
use | 3.4 | |||||||||||||||||||||
2.9 | 1.6 | down | ||||||||||||||||||||
Revenue ($m) | -46% | |||||||||||||||||||||
and growth (%) | ||||||||||||||||||||||
HY | HY | HY | HY | HY | HY | |||||||||||||||||
ersonal | Dec-20 | Dec-21 | Dec-20 | Dec-21 | Dec-20 | Dec-21 | ||||||||||||||||
CHANGE | CHANGE | CHANGE | ||||||||||||||||||||
2.5 | 1.3 | (1.2) | 1.3 | 2.5 | +1.2 | 3.9 | 3.8 | (0.1) | ||||||||||||||
Gross Margin ($m) | ||||||||||||||||||||||
Gross Margin % | 86% | 81% | -5%pt | 40% | 44% | +4%pt | 62% | 52% | -10%pt | |||||||||||||
Segment Margin1 ($m) | 2.4 | 1.1 | (1.3) | (0.2) | (0.1) | +0.1 | 2.2 | 1.0 | (1.1) | |||||||||||||
81% | 70% | -11% | NM | NM | NM | NM | NM | NM | ||||||||||||||
Rebate revenue contracted as larger customer projects | R&D | (1.1) | (1.2) Corporate costs increased with full | |||||||||||||||||||
(i.e. LED lights & HVAC) completed. | impact of investments in Legal and | |||||||||||||||||||||
New business generation was impacted by 2 years of | G&A | (1.8) | (2.5) Finance Teams made at the of end HY- | |||||||||||||||||||
covid restrictions, and reduced pipeline and business | 21 and during 2021 via increased or new | |||||||||||||||||||||
development opportunities. | EBITDA | (0.7) | (2.6) headcount in key areas (HR; Proj Mgmt; | |||||||||||||||||||
High margins for this business have been retained. | excluding significant items | Compliance) and 6 months of cost in | ||||||||||||||||||||
FY21 vs 1 and 3 months in FY20 for CFO & | ||||||||||||||||||||||
Note 1: S gment Margin equals Revenue less Cost of goods/services sold and Sales & Marketing costs. It excludes significant items, R&D and corporate costs | General Counsel respectively. | |||||||||||||||||||||
5 |
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BidEnergy Limited published this content on 23 February 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 23 February 2022 23:00:47 UTC.