Livesense Inc. · TSE:6054
Livesense — Q2 FY2025 Earnings Presentation
66 slides from Livesense's earnings presentation, Aug 14, 2025
Slide 1: FY2025 2nd Quarter Financial Results
Livesense Inc. (TSE Standard Market : 6054) FY2025 2nd Quarter Financial Results • Medium-Term Business Plan 2025-2027 • 2Q FY2025 Presentation Material August 14, 2025
Slide 2: Medium-Term Business Plan 2025-2027
Medium-Term Business Plan 2025-2027
Slide 3: Agenda
Agenda 1. Company-wide Targets 2. Looking Back 3. Medium-term policy 4. Policies and plans for each business 3 Livesense Inc.
Slide 4: 1. Company-wide Targets
1. Company-wide 1. Medium- to Long-term Targets Targets 2. FY2027 targets
Slide 5: Medium- to Long-term Targets
Medium- to Long-term Targets Evolve into a company that not only creates new businesses (“0→1”) but also achieves “1→10” growth from “1→10.” Achieve consolidated sales of ¥9.0 billion and adjusted EBITDA* of ¥0.5 billion in FY2027 through growth in existing businesses. Toward FY2035, aim business gr
Slide 6: FY2027 targets
FY2027 targets In the part-time domain, pursue growth by strengthening the customer base of Consolidated sales ¥ 9.0 billion Machbaito, while in the career domain, focus on establishing the brand and expanding the pro�it infrastructure of Tenshoku Draft. Depending on the likelihood of investment Adj
Slide 7: 2. Looking Back
1. Looking Back｜”0→1”Growth Phase 2. Looking Back｜Stagnation Period 2. Looking Back 3. Looking Back｜”1→10”Growth Wall 4. Summar y of Current Situation
Slide 8: Looking Back: 0→1 Growth Phase
Looking Back｜“0→1” Growth Phase Grew by acquiring users through SEO* and creating unique business models, at a time when competitors had not yet fully entered the web. Entered a wide range of domains including human resources/real estate. Trend in consolidated sales and adjusted EBITDA Consolidated
Slide 9: Looking Back: Stagnation Period
Looking Back｜Stagnation Period After SEO lost momentum, shifted customer attraction approach to PPC advertising*. Profit remained sluggish as competition intensified with competitors fully entering the web market. While net sales continued to grow, FY2018 marked the peak Trend in consolidated sales
Slide 10: Looking Back: 1→10 Growth Wall
Looking Back｜“1→10” Growth Wall We have created more than 30 businesses to date. While businesses have grown to a certain scale, growth has stalled due to the rise of competitors and changes in the market environment. We have not yet been able to scale any business to consistently generate over ¥1.0
Slide 11: Summary of Current Situation
Summary of Current Situation Lack of brand recognition and user preference, combined with low switching costs, makes it easy for growth to stagnate when external conditions change. • Decline in users due to the rise of competing services Lack of brand recognition • Decline in pro�itability due to in
Slide 12: 3. Medium-term policy
1. Medium-term policy 2. Strengthen branding 3. Creating High-Retention Businesses 3. Medium-term policy 4. Measures for medium-term policy 5. M&A policy 6. Financial policy
Slide 13: Medium-term policy
Medium-term policy Achieve “1→10” growth by strengthening branding and creating high-retention businesses. Medium-term policy Stagnation of net sales and income Strengthen Create high- Achieve branding retention businesses • Lack of brand recognition and user preference Achieving brand Strengthening
Slide 14: Strengthen branding
Strengthen branding Establish a “No.1 in a specific domain” brand and create a state in which users choose our services even without relying on SEO or PPC advertising. Key considerations for strengthening branding (1) Recognition × Choices ❶ …………… Competitor A New position ❷ …………… (2) Recall × ❸ ………
Slide 15: Creating High-Retention Businesses
Creating High-Retention Businesses Strengthen customer touchpoints through synergy between existing businesses and adjacent services, and improve retention within each business domain. Illustration of improved retention Service development directions that contribute to improved retention Creating sy
Slide 16: Measures for medium-term policy
Measures for medium-term policy We will implement the measures below to promote the medium-term policy. In creating high-retention businesses in particular, we aim to create new revenue streams, including M&A. Medium-term policy Organizational measures Measures in each business Part-time job domain
Slide 17: M&A policy
M&A policy Promote initiatives targeting two domains: those with synergy with existing businesses, and those that are large-scale and high-retention. High New pillar domain Primary • High-retention businesses • EBITDA of ¥300 million or more Strengthening and expansion domain • Assumed in human reso
Slide 18: Financial policy
Financial policy Allocate cash to growth investments for 1-to-10 growth. Also utilize disciplined borrowing. Capital efficiency: ROIC of 8% by FY2027, 15%+ in the future. Capital allocation In Out Primary Business investments for promoting Utilize disciplined borrowing medium-term policy Borrowing •
Slide 19: 4. Policies and plans for each business
1. Overall summar y 4. Policies and plans 2. Part-time job domain for each business 3. Career domain 4. Real estate domain
Slide 20: Overall summary
Overall summary Focus on branding and strengthening the profit infrastructure. For businesses other than Machbaito and Tenshoku Draft, set KPIs and KPI targets while monitoring progress of future measures. Business domain Business Policy KPI Target KPI Strengthen customer attraction by establishing
Slide 21: 4-1. Part-time job domain
4-1. Part-time job domain *See page 51 for service overview and features.
Slide 22: Machbaito | Analysis of Current Situation
Machbaito | Analysis of Current Situation We have grown by expanding transactions with major customers, leveraging high cost performance as our strength. A major challenge is the structure of high reliance on PPC advertising for customer attraction, making the business vulnerable to external factors
Slide 23: Machbaito | FY2027 Goals, Policy, and Plans
Machbaito | FY2027 Goals, Policy, and Plans By strengthening branding with a focus on “speed,” we aim to enhance customer attraction. At the same time, we will accelerate expansion of transactions with major customers and cultivation of new customers, thereby scaling up the business. FY2027 sales ta
Slide 24: 4-2. Career domain
4-2. Career domain *See pages 52-54 for an overview and features of the service.
Slide 25: Tenshoku Draft | Analysis of Current Situation
Tenshoku Draft | Analysis of Current Situation We have grown with support from experienced engineers and from companies willing to devote significant resources to hiring IT engineers. On the other hand, growth has stagnated due to the narrow pool of target job seekers and companies, combined with in
Slide 26: Tenshoku Draft | FY2027 Goals, Policy, and Plans
Tenshoku Draft | FY2027 Goals, Policy, and Plans We aim to increase the number of users by expanding the brand concept and strengthening brand communication. At the same time, we will expand the human resource referral service to raise the hiring success rate, thereby increasing the total number of
Slide 27: Tenshoku Kaigi | Policy and Plan
Tenshoku Kaigi | Policy and Plan In addition to the current late-stage job changers, we will acquire members from early-stage job changers to broaden the user base. We will also increase net sales per member by adding new monetization points. 1 Acquire early-stage career changers Early-stage Mid-to
Slide 28: 4-3. Real estate domain
4-3. Real estate domain *See page 55 for an overview and features of the service.
Slide 29: IESHIL | Policy and Plan
IESHIL | Policy and Plan By expanding content and broadening the coverage areas of posted information, we will increase the number of users.We will also leverage the customer base to create new monetization points. FY2024 1 User growth through content and area expansion Visualize scores for In addit
Slide 30: FY2025 2nd Quarter Financial Results
FY2025 2nd Quarter Financial Results
Slide 31: Agenda
Agenda 1. Financial Results 2. Progress 3. appendix 31 Livesense Inc.
Slide 32: 1. Financial Results
1. Financial Results
Slide 33: Executive Summary
Executive Summary Net Sales | ¥1,357 million YoY -¥320 million (-19.1%) Quarterly Operating Income | -¥110 million YoY -¥219 million Performance • Income down due to decline in Machbaito sales and increased personnel expenses from increased hiring in FY2024 • Revised financial forecast reflecting th
Slide 34: Full-year Consolidated Performance
Full-year Consolidated Performance Income down due to decline in Machbaito sales and increased personnel expenses from increased hiring in FY2024 (Millions of JPY) 2Q 2Q cumulative total Progress towards FY2023 FY2024 YoY FY2023 FY2024 YoY financial forecasts Net sales 1,494 1,678 +12.3% 2,787 3,246
Slide 35: Net Sales Breakdown
Net Sales Breakdown Machbaito experienced a sales decline due to policy changes by major clients, intensified competitor advertising, and the impact of the termination of the Mach bonus program. In Other, transactions decreased in the reselling business. Impact on profitability is limited. (Millions
Slide 36: Costs Breakdown
Costs Breakdown Personnel expenses increased as a result of reinforced hiring in FY2024. Advertising costs were adjusted in response to Machbaito’s sales decline. Other expenses declined as transactions in the reselling business decreased. (Millions of JPY) 2Q24 2Q25 YoY Increase/decrease factors In
Slide 37: Financial Forecast Revision
Financial Forecast Revision The financial forecast was revised in light of the impact from the termination of Mach bonus and the decline in profitability of customer attraction advertising. On a quarterly basis, both sales and income are expected to improve. (Millions of JPY) Previously Amount of Pe
Slide 38: Impact of Monetary Gift Regulations
Impact of Monetary Gift Regulations In line with the ban on monetary gift payments, the Mach bonus program was terminated at the end of March. Reflecting changes in user behavior, the estimated impact on FY2025 results has been updated to -¥650 million in net sales and -¥100 million in operating inc
Slide 39: 2. Progress
2. Progress
Slide 40: Progress | FY2025 Company-wide Policy
Progress | FY2025 Company-wide Policy Promoting branding and profit infrastructure enhancement as key priorities. Business policies under the Medium-Term Business Plan FY2025–FY2027 Business Business Policy / KPI 2Q25 Progress domain Strengthening customer attraction through establishing a new In ad
Slide 41: Machbaito | Business Policy
Machbaito | Business Policy By strengthening branding with a focus on “speed,” we aim to enhance customer attraction. We will also accelerate expansion of transactions with major clients while developing new customer segments to further expand our scale. Enhancement of customer attraction Branding c
Slide 42: Machbaito | Progress on Business Policy 1
Machbaito | Progress on Business Policy 1 In addition to the impact of major client policy changes in the previous fiscal year and intensified competitor advertising, sales declined due to the termination of Mach bonus from April. Net Sales Sales increase/decrease analysis (Millions of JPY) 売上高 前年同期
Slide 43: Machbaito | Progress on Business Policy 2
Machbaito | Progress on Business Policy 2 Net sales per listing has been on a downward trend since the third quarter of the previous fiscal year. With a reinforced sales structure, new client cultivation has been progressing smoothly. This will lead to further expansion of transactions going forward
Slide 44: Tenshoku Draft | Business Policy
Tenshoku Draft | Business Policy We aim to increase the number of users by expanding the brand concept and strengthening brand communication. At the same time, we will expand the human resource referral service to raise the hiring success rate, thereby increasing the total number of hires across the
Slide 45: Tenshoku Draft | Progress on Business Policy
Tenshoku Draft | Progress on Business Policy Net sales were flat. By strengthening brand communication, the number of users of the human resource referral service has continued to grow. Net Sales Number of users of human resource referral service* (Millions of JPY) Net sales YoY 200 114% 250 175 98%
Slide 46: Tenshoku Kaigi and IESHIL | Progress on Business Policy
Tenshoku Kaigi and IESHIL | Progress on Business Policy Tenshoku Kaigi released an AI-assisted job description creation support feature to expand use of the scouting service. IESHIL expanded buyer-oriented content, increasing viewers by 20%. Released AI-assisted job Expanded information such as prop
Slide 47: Strengthening of the Organization
Strengthening of the Organization To strengthen branding as set out in the Medium-Term Business Plan, we strengthened our marketing functions. We formulated and promoted brand strategies primarily for Machbaito and Tenshoku Draft. Hire CMOs and strengthen organization Establish CMO position and cros
Slide 48: 3. Appendix
3. Appendix
Slide 49: Appendix | Corporate Profile
Appendix｜Corporate Profile Company name Livesense Inc. CEO/Founder Taichi Murakami Business Philosophy Happiness Begetting Happiness. Corporate Vision Invent the next common. Established February 8, 2006 Tokyo Stock Exchange Prime Market Listing Market (Securities code: 6054) Number of Employees Ful
Slide 50: Livesense's Values
Livesense's Values Philosophy Human beings feel their greatest happiness when they are able to bring Happiness Begetting happiness to others. This represents our view of the fundamental way in which human beings �ind happiness, and it is a core value that LIVESENSE upholds. Let’s bring happiness to
Slide 51: Business Overview | Machbaito
Business Overview | Machbaito 500,000+* part-time job listings. By leveraging a proprietary display algorithm, diverse pricing plans including performance-based options, and an advertising-driven customer attraction platform, we enable efficient part- time job searching and hiring. Realize ef�icient
Slide 52: Business Overview | Tenshoku Draft
Business Overview | Tenshoku Draft We operate two services: “Tenshoku Draft Scout,” which enables higher annual income and career advancement based on skills, and “Tenshoku Draft Agent,” which helps broaden career opportunities with professional support. Supporting IT engineers in building their car
Slide 53: Business Overview | Tenshoku Kaigi
Business Overview | Tenshoku Kaigi We provide more than 5 million* reviews covering company reputation, annual income, and other insights. We aim to eliminate information asymmetry and mismatches in career changes. Eliminating information asymmetry and mismatches in career changes Don’t know Referra
Slide 54: Business Overview | batonn
Business Overview | batonn By visualizing interviews through video recording and automatic transcription, and utilizing highlight videos and AI-based summaries, we prevent mismatches in hiring, strengthen candidate attraction, and enhance companies’ recruitment capabilities. Eliminating inef�iciency
Slide 55: Business Overview | IESHIL
Business Overview | IESHIL Aiming to realize more convincing real estate transactions, we provide practical information useful for selling and purchasing pre-owned condominiums. We also provide advisory services from a neutral standpoint. Providing the most transparent real estate services ・Do not k
Slide 56: Appendix | Basic Philosophy of Business Operation
Appendix｜ Basic Philosophy of Business Operation Basic Philosophy We will view structural distortions preventing optimal choices as social issues to be solved with technology. Three business themes based on basic philosophy System Innovation Respect for High Transparency through DX Humanity Improve
Slide 57: Appendix | System Innovation through DX
Appendix｜System Innovation through DX Improve convenience and efficiency of everyday life and business by updating old system and solving issues of inconvenience and inefficiency. Business Examples Promoted digitalization in the part-time job industry in which paper-based job listings were the norm.
Slide 58: Appendix | High Transparency
Appendix｜High Transparency Reduce mismatches by eliminating asymmetry of information and realize a society with better choices for individuals and organizations. Business Examples Provides reviews of more than 240,000 companies and visualizes working conditions at companies to deliver optimal suppor
Slide 59: Appendix | Respect for People
Appendix｜Respect for People Matching based on diverse preferences and values for more satisfying choices. Business Examples • Matching that also • Matching based on considers personality one-sided information and values • Boilerplate scouting • Individualized scouting Individualized scouting by comp
Slide 60: AI utilization
AI utilization Actively utilizing AI in each business to realize business topics and accelerate growth. System Machbaito: Accelerating the hiring process Enhancing internal productivity Innovation Tenshoku Kaigi: Job description creation support function through DX • AI coding support and use of AI
Slide 61: Financial data ①
Financial data ① Consolidated income statement Unit FY2020 FY2021 FY2022 FY2023 FY2024 Net sales Millions of JPY 4,078 4,179 4,757 5,654 6,320 Cost of sales Millions of JPY 422 742 756 951 1,581 Administrative expenses Millions of JPY 4,785 4,549 3,717 4,217 4,629 Advertising costs Millions of JPY 1
Slide 62: Financial data ②
Financial data ② Consolidated Cash Flow Statement Unit FY2020 FY2021 FY2022 FY2023 FY2024 Cash flows from operating activities Millions of JPY -1,991 -361 731 3 264 Cash flows from investing activities Millions of JPY -12 19 128 88 23 Cash flows from financing activities Millions of JPY -197 15 -4 -
Slide 63: 2Q25 Consolidated Balance Sheets
2Q25 Consolidated Balance Sheets (Millions of JPY) FY2024 FY2025 YoY Assets Current assets 4,765 4,661 -104 Cash and deposits 3,925 3,865 -60 Fixed assets 175 164 -11 Tangible fixed assets 0 0 -0 Intangible fixed assets 5 4 -0 Investments and othe 170 159 -11 Total assets 4,941 4,825 -115 Liabilitie
Slide 64: Appendix | Employees
Appendix｜Employees No. of Employees (Consolidated) Breakdown of Full-time Employees Regular Part-time Subsidiaries 314 Corporate 289 297 298 16% Engineers 277 266 265 45 / 255 263 Business 51 51 51 Designers 45 Operation 38 39 40 43 29% 11% 259 210 212 211 222 227 235 237 Product / 203 Sales / BizDe
Slide 65: Disclaimer
Disclaimer Livesense Inc. (below, the Company) has prepared this material to provide current information about the Company. The Company prepared this material using generally known information about social and economic conditions and certain assumptions that we deemed to be reasonable. The informati
Slide 66: LIVESENSE
6 LIVESENSE