Roxx, Inc. · TSE:241A
Roxx — Q1 FY2026 Earnings Presentation
54 slides from Roxx's earnings presentation, Feb 12, 2026
Slide 1: ROXX, Inc. (Ticker Symbol:241A) February 12, 2026
ROXX, Inc. (Ticker Symbol:241A) February 12, 2026
Slide 2: Executive Summary
Executive Summary Revenue and operating income both aligned with guidance. With the resumption of hiring, the number of Career Advisors (CAs) reached a record high, with new hires accounting for 49.6% of the total (an increase of 27.2 pts year-on-year). Despite a decrease in the number of fully prod
Slide 3: Financial Highlights
ROXx Financial Highlights
Slide 4: Financial Highlights
Financial Highlights Despite the Q1 slow season, productivity gains kept the progress rate at 18.5%, in line with historical trends. We are now actively investing in personnel—previously restrained—to ensure we achieve full-year profitability FY2025 FY2026 YoY Forecast Progress Q1 Q1 906 JPY in Mill
Slide 5: Highlight of Key Indicators
Highlight of Key Indicators All key indicators show positive momentum. We have added the number of Career Advisors and referral growth rates as priority metrics. We are progressing steadily toward our goal of achieving full-year profitability Growth of No. of No. of Registered Average Commission Rec
Slide 6: Future Forecast Disclosure
Future Forecast Disclosure We replaced GMV and take rate with more direct revenue drivers: the growth rate of candidate referrals and a detailed breakdown of performance income from both internal and external sources to enhance financial transparency After ”Recommendation by In-house Before ”GMV and
Slide 7: Change in Operating Profit (YoY)
Change in Operating Profit (YoY) Aligned with guidance, we are actively investing in hiring after last year’s restraint. We expect a loss in H1 due to upfront investment, followed by revenue contributions in H2 to achieve full-year profitability. Change in Sales & COGS The Z-Career business alone sa
Slide 8: Trends in Number of Career Advisors and Productivity
Trends in Number of Career Advisors and Productivity We are strengthening our growth foundation through upfront hiring investments. Despite new hires rising to 49.6% (+27.2pt YoY), productivity has increased YoY, demonstrating successful onboarding and operational efficiency 10000000 Improvement in
Slide 9: Topics
Topics Client Product Product Mizuho Financial Group Development of “AI- Launch of “Z Career Life adopts “Z-Career AI powered Role Playing Support” Interviewer” System” for Partner Agents First-ever adoption of "Z-Career AI Development validation has been launched, Launch of "Z-Career Life Support,"
Slide 10: FY2026 Q1 Results
ROXx FY 2026 Q1 Results
Slide 11: Financial Summary
Financial Summary Despite high new-hire ratios from active investing and a slow Q1, productivity gains kept revenue progress at 18.5%, in line with historical trends. We are building a solid foundation to ensure full-year profitability FY2025 FY2026 YoY Comment Q1 Q1 JPY in ■ Sales 906 Million +19 J
Slide 12: Financials - Quarterly
Financials - Quarterly Q1 revenue progress remains in line with historical trends. Operating income is on track with guidance as we actively invest in personnel and hiring to drive future growth and achieve our full-year targets Quarterly Sales 5,000 Quarterly Operating Profit & Loss (JPY in Million
Slide 13: Sales - Quarterly
Sales - Quarterly Performance revenue fell QoQ due to fewer productive CAs but rose YoY as productivity improved. We expect growth in H2 as the high ratio of new hires completes training and becomes fully operational Quarterly Sales Details (JPY in Million) YoY 1,295 1,237 Performance Revenue Perfor
Slide 14: Gross Profit - Quarterly
Gross Profit - Quarterly Gross margin was controlled at ~80% (-2.1pt YoY) despite ongoing investment. We expect an upward trend in the second half of the year, driven by rising revenue and improved operational scaling Quarterly Gross Profit and Gross Profit Margin Details (JPY in Million) Gross Prof
Slide 15: Selling, General and Administrative - Quarterly
Selling, General and Administrative - Quarterly We are investing more aggressively in hiring than last year. Excluding one-time costs, we are on track for full-year profitability, with all necessary strategic investments for the second half already completed (Sales Ratio) Details Other Advertising &
Slide 16: Topics
ROXx Topics
Slide 17: Reference Topics Expected for Each Quarter
Reference Topics Expected for Each Quarter Focus on mid-career hiring in the H1 to drive improved financials in H2. Plan for profitability through investment return in H2, despite a loss making H1 due to hiring and training initiatives Topics Expected for Each Quarter Q1 Q2 Q3 Q4 Calendar Year Start
Slide 18: Future Forecast
Future Forecast Our new leading indicator, "Recommendation" rose significantly QoQ. Following upfront investments in H1, we expect to see returns in H2 and remain on track to achieve full-year profitability as planned. Illustrative Image of Sales Summary of Fiscal Year Plan Recommendation Sales • Th
Slide 19: Key Indicators for “Acquisition Capability”
Key Indicators for “Acquisition Capability” Beyond hiring, we are testing new SNS channels. Productivity gains in user acquisition—focused on interview conversion rates—have paid off, leading to a continued improvement in cost per interview Number of Registered Job Seekers Cost Per Meeting Summary o
Slide 20: Key Indicators for “Placement Capability”
Key Indicators for “Placement Capability” Conversion rates from leads to interviews have improved thanks to last year’s efforts. With offer rates and unit prices remaining high, we are positioned for significant revenue contributions in the second half. Average Commission & Summary of Each Initiativ
Slide 21: Key Indicators for “Placement Capability”
Key Indicators for “Placement Capability” Hiring of new Career Advisors is progressing as planned. We are utilizing our proprietary AI to accelerate training, aiming for new hires to become fully productive as early as possible Number of Career Advisors Key Points for On-boarding Illustrative Image
Slide 22: Improving Productivity through Technology and AI (1/2)
Improving Productivity through Technology and AI (1/2) We are accelerating AI investment to boost productivity and competitiveness. We aim to create the most efficient service in the non-desk sector by leveraging AI to redefine industry standards. AI-generated Job Proposal Materials AI-generated App
Slide 23: Improving Productivity through Technology and AI (2/2)
Improving Productivity through Technology and AI (2/2) Pilot testing is yielding steady results. We plan to expand development of this solution not only for in-house agents but also for partner agents to drive broader adoption AI-powered Role Playing System AI-powered Job Recommendation We are curre
Slide 24: Case Study of “Z Career AI Interview”
Case Study of “Z Career AI Interview” We differentiate from competitors through high customizability and top-tier security. We will continue expanding functions to support AI-driven digital transformation (DX) throughout the recruitment process Recent Development Case Study Finance Service AI Docume
Slide 25: Z Career Life Support
Z Career Life Support We launched "Z Career Life Support" to assist job seekers beyond recruitment. The service helps reduce daily living costs, including utilities, telecommunications, and food expenses. Based on our research into the daily lives of non-desk workers, we plan to sequentially expand
Slide 26: Reference Career Advisor Work Flow
Reference Career Advisor Work Flow Our new KPI, “Recommendations" tracks candidates starting the interview process. With stable conversion rates, it serves as a highly responsive leading indicator for future revenue growth Overview of the Process Reference Recommendation Process Process Job Descript
Slide 27: Reference Medium to Long-Term Target
Reference Medium to Long-Term Target To consistently achieve sales growth rates of above 30%, while simultaneously aiming to accelerate reaching JPY 10 Billion through new businesses and M&A Long-Term Policy Medium-Term Policy Growth from Growth from Existing Business New Business + M&A Long-Term Po
Slide 28: Business Overview
ROXx Business Overview
Slide 29: Business Overview
Business Overview ROXX aims to enhance the earning power of Japan’s bottom of the pyramid through full-time employment of the non- desk workers Trying to become Trying to hire full-time full-time Temporary Construction Worker Manufacturing Spot/Part-time Middle/High Restaurant School To enhance the
Slide 30: Social Problem
Social Problem Labor shortage is becoming a social problem as the workforce in Japan decreases, by 2040 non-desk workers segment is forecasted to suffer from a chronic labor shortage (1) (1) Labor Demand & Supply Simulation Potential Labor Shortage by Industry Approx. 8.5 7.3 1.1M Approx. 4.4 3.3 1.
Slide 31: Social Problem
Social Problem Majority of the income earners (24.7M) are below the income grade of JPY 4.0M/Year and remain non-core placements by the traditional recruitment agencies due to lack of work experience Income Earners by Income Grade Workforce by Education Workforce by Experience 6% 19% 19% 33% Income
Slide 32: Recruiting Platform for Non-desk Workers
Recruiting Platform for Non-desk Workers ※ Product Image for Illustration Purposes Only 32
Slide 33: Business Model Overview - Z Career
Business Model Overview - Z Career Z Career provides non-desk workers with a recruitment platform and unique in opening up the platform to partner recruitment agencies Registration Placement Job Seeker Hiring Company • Acquisition of Job Seeker by Recruitment Platform • Job Listing Free and Full ROX
Slide 34: Job Seeker
Job Seeker Job seekers are mainly in their teens with income grade of JPY2.0M/Year and has no degree or experience, seeking to land a stable full-time employment with better pay and schedules Driver Other Other 1% Contractual Worker Engineer Reason for Job Change Temporary Worker 2% 4% People B2B Sa
Slide 35: Job Seeker - Key Characteristics
Job Seeker - Key Characteristics Job Seekers struggle to decide on the industry and job to pursue on their own and find the hurdle of submitting a CV/ Resume and successfully passing a job interview to be high Not Sure How to Unsuccessful at No Luxury in Choose a Job Screening/Interview Time and Cas
Slide 36: Reference: Flow of Job Seeker
Reference: Flow of Job Seeker Flow of job seeker through acquisition to placement on the Z Career Platform Keywords such as “Entry-level” “Full-time” INTERVIEW Engagement through visual and short- form video content on social media • Recommendation of Job Seeker to Job seekers to receive Hiring Comp
Slide 37: Hiring Company
Hiring Company Diverse placement portfolio with “Construction Management”, “Sales & Service” and “Clerical” being top three and occupation with a clear path for continuous progression though skill acquisition tend to be popular Placement Share by Occupation Major Occupation Other Construction Constr
Slide 38: Hiring Company - Key Characteristics
Hiring Company - Key Characteristics Target hiring companies hire over 100~1,000 full-time employees each year. Therefore, Z Career does not require as many job listings and competition between Internal/Partner Agent is unlikely to occur Normal Z Career Hiring Volume of Major Hiring Company (1) Job
Slide 39: Partner Recruitment Agency
Partner Recruitment Agency More than 30 thousand Recruitment Agencies have a government permit. However, most of them are SMEs and struggle to gather both Job Seekers and Job Listings of Large Enterprises Number of Recruitment Agency Office Mostly Newly Established (1) 37,504 SMEs (1~5 Employees) 37
Slide 40: Track Record of Z Career
Track Record of Z Career Solid track record of enhancing the earning power of the non-desk workers through full-time employment. The dollar amount may not be as big but the change it brings to the non-desk workers life is significant Average Wage Improvement of Z Career Users 21 Male High School App
Slide 41: New Business M&A
New Business M&A Aiming to roll up existing domains and cross-sell into new domains, actively pursue new business and M&A while maintaining investment discipline. Investment Discipline Target Area for New Business M&A for M&A Roll-up Strategy Cross-sell Strategy Business Requirement High Target Mark
Slide 42: APPENDIX
ROXx APPENDIX
Slide 43: Company Overview
Company Overview Company ROXX, Inc. (Ticker Symbol:241A) Name Shinjuku East Side Square 8F, Address 6-27-30, Shinjuku, Shinjuku-ku, Tokyo Taro Nakajima, Representative Director and Chief Representative Executive Of cer Date November 1st, 2013 Founded Fiscal September Ye a r - e n d Number of 380 Peo
Slide 44: Management
Management Representative Director Senior Vice President Senior Vice President of Corporate & Chief Executive Officer & Chief Operating Of cer Taro Nakajima Daisuke Ueki Hiroto Nisimura Prior to Founding : Inspired by hard rock from the 70s & 80s such as TheRollingStones, Led Zeppelin, Aerosmith, Gu
Slide 45: Management
Management Vice President Vice President Vice President & Chief Technology Officer Kota Matsumoto Kazuhito Owa Shun Fujimine Vice President Vice President Vice President of & Chief Financial Officer & Chief Administrative Officer Engineering George Yoshimoto, CPA Toshiki Takase Kazutaka Jokura 45
Slide 46: Outside Director/Advisor/Auditor
Outside Director/Advisor/Auditor Tsuyoshi Kabaya Part-time Auditor Outside Director Outside Director Advisor Miki Amemiya Hiroshi Fukudome Masanori Sugiyama Yo Nagami Part-time Auditor Shigeru Omura 46
Slide 47: Positioning of Z Career
Positioning of Z Career Due to the difference in target hiring companies, job requirements and commissions, the emerging non-desk worker market segment is currently not served by the traditional recruitment agencies Percent within the Income Earners Job Placement Commission Hiring Company Rate & Fee
Slide 48: Market Size of the Non-desk Worker Segment
Market Size of the Non-desk Worker Segment Non-desk worker segment of the recruitment market has more than four-times the market size of other segments and is currently under-penetrated with significant potential upside Job Turnover Rate & Potential Upside by Market Segment Recruitment Platform (Non
Slide 49: Entry Barrier to Non-desk Worker Segment
Entry Barrier to Non-desk Worker Segment Leading recruitment platform for non-desk workers, tapping into the emerging market segment currently not served by the traditional recruitment agencies A Barrier to entry from Part-time Segment Cloud Sourcing Recruitment Agent • Recruitment needs of full-tim
Slide 50: Reference: Difference between Part-time Segment
Reference: Difference between Part-time Segment Every industry has jobs with skill/legal requirements of a full-time worker and the workforce shortage outweighs that of a part-time worker Number of Entry-level Full-time Job Listings Workforce Shortage by Industry 2018 as 1.0x People in Million 3.5 R
Slide 51: Reference: Difference between High-class Segment
Reference: Difference between High-class Segment Job seeker behavior is completely different between the high-class segment and the non-desk worker segment making it difficult for a single service to rolled out cross segment High-class Segment Non-desk Worker Segment To Build upon the Current Indust
Slide 52: Reference: Difference in Wage of Full-time and Part-time Employment
Reference: Difference in Wage of Full-time and Part-time Employment Wage gap of Full-time and Part-time Employment to widen as you age. Strong desire to become Full-time Employment considering the future Wage of Full-time Employment 6,621 6,845 Wage of Part-time Employment 6,389 6,042 5,611 5,473 5,
Slide 53: Reference: Job Seeker/Placement Data
Reference: Job Seeker/Placement Data Platform data and generative AI utilized to enhanced productivity of career advisors Data Accumulation Learning of Generative AI 2 Recruiting companies using the platform conduct large- As job seekers use the platform, data on job seekers and placement is accumul
Slide 54: Disclaimer
Disclaimer • This material includes forward-looking statements. Forward-looking statements are predictions about the future that re ect management’s judgment based on currently available information as of the draft date of this material. As such, these forward- looking statements are subject to vari