Pri0r1ty Intelligence Group (LSE:PR1) — Investor Presentation

0:01 Good morning, ladies and gentlemen, and welcome to the PRI0R1TY INTELLIGENCE GROUP PLC investor presentation. Your screen. Please just simply type in your questions and press send. The company may not be in a position to answer every question it receives during the meeting itself. However, the company can review all questions submitted today and will publish responses where it's appropriate to do so on the Investor Meet company platform. Before we begin, we would just like to submit the following poll. I would now like to hand you over to CEO, Rory Maxwell. Rory, good morning, sir. Thank you, Jake. Good morning, everybody. Thank you for joining this Investor Meet company presentation this morning. We will be running through a short presentation to outline the strategy of the business, probably take around twenty to thirty minutes. And then as Jake has outlined, we will be happy to answer any questions that anybody joining this this presentation would like to submit.

1:05 And and then I understand that everybody here will receive a copy of the assets that we present in follow-up to this presentation. So there will be plenty of further information for everyone to peruse at their leisure, but we will get started straight away. As many of you know, PRI0R1TY INTELLIGENCE GROUP is an AI solutions business focused on the SME sector specifically and with a clear remit to provide leading data capture and data enrichment solutions to the SME sector. We believe very passionately that, we can disrupt what is an outdated ecosystem, but more importantly, we can really support SMEs in the growth of their own businesses by providing leading AI technology solutions that will help them grow their businesses.

2:05 By way of an introduction, here, you have a summary of the management team. As Jake has outlined, I'm Rory Maxwell. I'm the CEO of PRI0R1TY INTELLIGENCE GROUP. I'm joined today by the founder of PRI0R1TY, Daniel G, who is our chief technology officer and head of all things product. And as you can see here on screen, we have a, a quick overview on the other individuals involved in the executive team and the management team running this business. We are all collectively a very experienced team of individuals with extensive, expertise in in in running, owning, and operating our own businesses, both in a variety of different sectors, but, obviously, most importantly, with significant technology experience as well.

2:56 So I'd like to start by giving you just an overview of PRI0RITY INTELLIGENCE GROUP as a group structure. As I outlined at the the top of the presentation, we are an AI business focused on delivering data solutions to the SME sector. So PRI0RITY INTELLIGENCE GROUP owns a variety of different software products, which we will obviously be taking you through in more detail today, And the deployment of those products is effectively implemented by three wholly owned operating companies within the PRI0RITY INTELLIGENCE GROUP. Those three companies here you see listed, Halfspace, which was founded by myself and Sanjay Adatwal and Steve Schindler in 2018, PRI0R2TY AI founded by Dan, and Metrc, a business that the group has launched in August 2025.

3:52 Those three operating companies are very specifically specialist companies in the sectors within which they operate. Halfspace was a data management technology business focused on the sports vertical. Metrc is a business focused on music, entertainment, and lifestyle sectors, and PRI0R1TY focused on providing operational solutions to SMEs. So each of those opcos have their own teams, very specialist in operating in those sectors. And, principally, that is how we are deploying our products on a scalable basis. The sectors that we that we that I've outlined here and that we will take you through in a bit more detail are in their own right very scalable sectors and will allow us to achieve significant market share on the SME across the SME industry through those specific sectors.

4:49 And those opcos are specialists in working with those businesses in deploying data solutions and data products, and that's principally how we are structured as a group. So just to reiterate that, the three companies are responsible in their sectors for the implementation of the products that Priority Intelligence Group owns centrally and which we will take you through in more detail today. I think to start with why the SME sector, let's just start by answering that question. Principally, obviously, it has significant scale both here in The UK, but also on a global basis. In addition, we feel that, this is a sector that is underserved. And, equally, it is a sector where, traditionally, resource is obviously constrained, through budget limitations, and the deployment of technology is perhaps underinvested with many of those companies that focused on their core products.

5:49 That's why we believe that we can disrupt the sector significantly, and we feel very passionate about the fact that not only can we help SMEs increase the data that they are capturing, better use that data, and analyze that data through the AI solutions that we provide, and most importantly, provide value in the output. And that is actually helping them specifically use the data that we are collecting and that we are analyzing and that we are enriching for those SMEs. And that's a really important part of our business model moving forward. It's not only the deployment of the SaaS products to enable those better data operations, but also helping clients use that data through enterprise consulting so that they get greater value out of our products. And we believe very passionately that that is a a differentiated model to be deploying across the SME sector very specifically.

6:51 In terms of the SME sector as an addressable market, clearly, the last slide shows significant scale. But if we break that down at a UK level, because that is where our operations are for the most part, focused at this point in time, there's an extensive number of what would be classified as SMEs in The UK, 5,000,000 in total. I mentioned that the I mentioned there just pretty much previously about the use of data and that being an important part of our business model. You can see here that across the SME sector, there's there's significant investment both in marketing spend, but also in technology consultancy annually. So that creates a real opportunity for us as a business. And what I outlined before is ensuring that the data that we provide adds value to the business operations of our customers, And that value is through things like marketing and technology consultancy, and there is significant budget spend across the SMEs in those two areas.

7:54 When you look at, in addition, just actual pure spend on data analytics in terms of resource and technology across SMEs, that in itself is also a really significant and scalable budget line for most businesses. We've highlighted here that of those 5,000,000 UK SMEs, there are around about one and a half million with over 1,000,000 of turnover. And with over 1,000,000 of turnover, typically, on a 5% average overhead, that's around about £100,000 a year they're spending on data analytics across technology, platforms, and resource. So that's a significant spend that we as a business and our products can fit into those budget lines.

8:43 And then when you translate that further into a position where who are we trying to target, you've got approximately, as I said, one and a half million businesses with 1,000,000 in turnover. If we were to target even naught point 5% of that attainable market, which would equate to around about sort of 7,000 organizations taking our SaaS products, that gives us a really significant annually recurring revenue of over 16,000,000 as a target to aim for at some point in the future. So we feel that, really, our addressable market, our attainable market is very, very achievable in the relative near term, and we have a significant market in which we are able to target. So we've spoke about addressable market, and we spoke about the group structure.

9:36 I wanna drill down before we go into products to actually the pillars of business. So what makes us unique? What drives those operating companies that we already spoke about before we're talking cost base, metric priority, and how do we gun them all from a singular layer, which is priority in terms group? So when we founded PRI0R2TY, James and I just come out four years ago, we were recently founders. In our last business, we dealt with tens of thousands of users and consultative agencies, growth agencies, and we encountered the same problem, which was in effect all the pillars that we're looking at now. When we go and get some growth services externally, how do we implement into our product, how do we implement into our business, the intricacies, and how do they grow with us? So that's scalability. How do we go from servicing as priority a very, very small customer, a one, two headcount SME, all the way up to large scale multinationals.

10:28 Obviously, we've been very vocal about some of our customer wins over the last year post integrating HalfSpace. How does our technology scale with our user base? That leads into creativity. Our products are predominantly led by our customers. We spend a lot of time communicating with our customers, thinking of industry ways to deploy. Because we own our own IP, our own technology, our own data, we can be very creative in how we deploy. So that's one of the key principles of our business is the ability to appeal with our customers, but also retain that SaaS scalability that we spoke about going into multiple customers with exactly the same tech stack. We've got a fantastic team across that. They're helping us do that. Predominantly, our team is run by some new founders, either exit founders or current founders of businesses from marketing to partnerships to operations to tech and development.

11:18 We have all run businesses of certain scales. We have the experience because we've experienced the pain points that priority is solving for those customers. And I guess more importantly, before we talk in product is AI model training, putting data at the center of the AI conversation. How can we service this level of customers, volume of customers with lots of different datasets, different interfaces, different tech stacks? It's because we put data at the very forefront of our AI model training, and that leads into every one of our products. So if we talk about growth triangular data, which is the tagline across all of the priority companies, whether talking about half space, metric priority, we're drilling down into what do we actually mean by that. When we talk about growth, we're actually talking about the vertical that that business is focusing.

12:07 Take any business that we work with, whether they are looking to gain more customers, improve their margins, reduce their overheads or costs. They have a growth metric or growth vertical that they are targeting. When we talk about growth, that's actually identifying what one of the priority group companies we're going to be using. If we're looking at efficiency, we're going to be looking at priority. If we're looking at data optimization, half space, we're looking at sector verticals. Again, we're gonna go into one of those growth pillars. Ultimately, we're understanding what our customer requirement is before we onboard that customer, but we're doing it from a platform base. Unlike traditional consultancy where there's a long lead time, we can parachute into a business, understand what that growth vertical is and the product requirement very, very quickly in a matter of minutes, not days or weeks. How do we do that? Training. This is where we talk about our data and our IP. How do we retain our customers?

13:02 And we'll talk about products later into the presentation. But, ultimately, all that product is trained on our on our customers' data. So our IP is the data ingestion turning what most businesses think as benign data into really valuable outside outputs, whether that's monetizing it, whether it's optimizing it, whether it's turning into actionable insights from technology or marketing consultancy services. Our business is predicated on turning that data into training parameters to them and go and deploy AI. It's all very much data first approach. What does that do for us? It gives us scalability. It protects a data moat around our product so our clients become very, very sticky because everything they do within our ecosystem is further impacting and training their data. It means our customers stay with us. We're building them very, very valuable first party datasets as they grow within our product suite and our ecosystem.

13:55 You'll find that most customers start with one product, end up purchasing several products. Everything they are doing throughout the priority network of products is building that further data, and that data might be different for every single organization. If you look at a Premier League football club, we could could be talking about ticketing data, fan data, performance statistics, going to a smaller one, two person operation, maybe selling clothing apparel on the Internet. That could be web traffic. It could be marketing, programmatic data. Every business is different, but understanding what their data is and then enriching it with third party data when we look at products like Compass, zero party data where we look at the consultancy work that we do. It's building out that data set and that ultimately delivering value for that customer through an offering of technology.

14:45 So just to to summarize the the the the business model that we have been talking about that we as a group adopt across the three opcos, we're gonna take you through in a bit more detail the core products that form our SaaS basis to the business very shortly. That is obviously a fundamental part of how we see growth in the future of the group is to drive significant scale in the adoption of the collection of the portfolio of proprietary SaaS products that we have, which we will take you through. And, clearly, they operate on a very affordably priced level, delivering the business a monthly recurring revenue. But as we've kind of talked about in this presentation so far, deploying those SaaS products are really important for helping the customers we work with capture more data, enrich and analyze that data, and then use that data.

15:45 And the use of that data takes us into another area of the business model across the group, which is our enterprise consultancy layers in which we help the customers that we work with actually embed the data that we're capturing into their workflows. And their workflows, that could be into marketing. It could be into targeting new customers to sell new products. It could be into partnership activity to sell your data or sell your assets to third party commercial partners, such as sponsorship in sport and in music and in entertainment areas where those businesses also can provide a revenue stream by using the data and using the assets that we are helping to manage for the customers that we work with. So that enterprise consultancy capability is really important.

16:34 It means that we have a greater layer as a business, a greater role as a business to add value right across the entire operating chain. It ensures that our products are more embedded in the workflows of our of of our customers, and that obviously creates stickiness. It creates greater retention, and it allows us to demonstrate value in the actual output that our customers receive from the products they deploy. And all of that is geared towards, a differentiated offering, but also a stickier offering. And that enterprise layer really consists of data consultancy services, which is ultimately helping to manage broader technology stacks.

17:20 And then as I said, the deployment of the data that we have into outbound marketing capabilities, for example, such as paid media planning, managing of CRM, targeting of new audiences. That is specifically where our data can be exported to third party platforms to improve those operations. And finally, that kind of broader analytics and insights in your onto your audience, which can help with things such as third party partnership, consultancy partnership, opportunities, and the acquisition of new customers. So just really important to really understand the broadness of our business model, the diversification of the revenues that that gives us underpinned by the SaaS capabilities.

18:06 And as we've talked about, as Dan mentioned, that differentiation in the marketplace, we're not just as simply out and out of the self SaaS business. We believe very passionately in helping our customers use that data that we collect for them more efficiently, and that's what our business model is geared to. So before we jump into product slides and product centric slides, and this presentation will be available on investment company, so we won't label the point in terms of kind of key feature sets. What we're gonna do is jump into each product, understand what it is, what the offering is, what the key customers, some of the differentiators to some of the products that maybe other people have seen out in the AI market at the moment. This is an oversight slide probably driven by actually one of our investors. So we had a conversation a little while back with an investor, really supportive, loves the story. He said, Dan, I'm running a business.

18:58 How do your products stick within my day to day? How is that relevant to me? So, actually, we went back to that first slide, that growth trend in your data, and we split down what are you looking to do here, and what are the issues of your business. And looking from a data first approach, before we talk about AI, any agentic function, any use case, how are we using data to empower that? And, actually, what we're doing is acquiring data. So if you don't have a data set, maybe you're a small business going in and actually building your data sets, and we could do that either using adviser to build first party data sets agentically, whether that's in app, on WhatsApp, on Telegram, in your existing communities, online traffic, SMS. We could use third party data to acquire data, looking at fan sign off from traditional social platforms, social monitoring, social listening.

19:50 We can help you build a bigger dataset moving into for more mature businesses, enriching that data. How can we go from first third party data to actionable out outcomes? Actually, by having a deeper level of data, Comms ID is a product that enriches that, gives you a a a more ingrained layer of information about your first party data, and then going into monetization. Once we've done all those processes, how does that feed into top line growth? More sales, better efficiency, lower lower operational costs, higher margins. VOXX is a voice product designed to do that. Consultatively, we can work, and we do often work for slightly larger organizations or high growth organizations, actually understanding which mix of these products is the best fit, the best recipe for growth, and ultimately that it differs for every single customer. We very rarely see a customer that has the exact replica set of products for a sustained period of time because everyone's journey is different. So that is in effect one of the key offerings for priority as a group and priority as a technology provider.

20:56 Every single customer is different. However, our product suite is infinitely scalable because it's delivered in a SaaS mechanism. Going into the products, we're gonna talk about advisors first. We're gonna look at it from a data view as opposed to an AI view. Advisor is a data first approach, an enterprise first approach to acquiring data and turn that into useful parameters within AI models. What do we do in its most simplest form? We go into a business, and we turn the data they do have into parameters to run their own foundational AI models. Once we've done that work, we can then plug in feature sets, whether we're plugging in VOX for voice functionality, whether we're plugging in fan sign up to build on that data, whether we're working on one of the new product releases that we've got coming for other monetization offers.

21:43 It all leads into the quality of data and the robustness of data, which is why all of our customers run their own local top two compliant foundational models built on their data. And we can go and build that with interfaces onto their website for a traditional agent. Maybe it's managing communications on their TripAdvisor or their Trustpilot, direct messaging via SMS, Telegram. What's that? The interface is agnostic. What we're actually doing is building a dataset which we can query, which is secure, is scalable, and is compliant, which is why we're being used by some of the biggest organizations in The UK from sports and music hospitality because we work on a data first approach and data compliance is one of the most important parts of that.

22:30 Going into building these datasets. Again, this is available in investment company if you wanna drill down into the key feature set. Fan Sonar was one of the first products that we announced post the acquisition of Halfspace, lead it on from a product that Halfspace has been working historically. PRI0R has been working as well, plugging the gap between traditional social listening and social monitoring and actually an AI first approach. How can we turn the noise that is community into actionable insights? And we're talking about buying markers, intent, customer profiles, demographic splits, all the stuff, the level of data that you're not getting from your traditional platforms, you're not getting from Meta, you're not getting from TikTok, you're not getting from Reddit. What we're doing is we're going and taking a much larger array of sources than traditional products. So going over 18,000,000 sources, acquiring data from traditional providers, enriching it to give you a better level of data, and then actually understanding, interrogating.

23:29 This is a web based platform, but also consultative side as well. How does that data impact the way you're growing your business? And we can look at other customers like World Aquatics to large scale. We can look at smaller companies like direct to consumer brands. People that are using fan sonar, it is a low cost product, or understand their audience better, and it is helping them scale. It's driving creative content. It's driving product decisions at some of The UK's biggest, largest DTC brands. It is very much an affordable, scalable product, also being used by agencies as well to understand their customers better. It is historically one of the better selling products in the in the network. Now going into VOXX, which is probably one of the fastest growing products in the in the stable, which is voice. So we're talking about acquire, optimize, and we're now talking about monetize.

24:19 How are we helping businesses drive top line growth? Ultimately, Rory spoke about earlier, we're always concerned about tangible output for our products. When our customers are paying us money, we want to deliver them ROI of x multiples. It keeps our customers retained alongside the data, also proves that we are delivering value. Our ultimate mission is to help SMEs deliver growth at a more affordable price point. VOXX is one product that is tangibly demonstrating that, being used across property sectors, hospitality sectors. For those of you that are following our x, whether that's half space or priority or metric, you should be seeing some product demos coming of this quite soon in some more real world environments. We are handling volumes of calls, several 100, if not thousand calls daily, inbound and outbound across multiple languages.

25:07 This was an example of scalability and and creativity. One of our customers actually came to us across the consultative side and was dropping one in four phone calls. They were spending a marketing fantastic ticking the box. However, those calls weren't being answered. Box has stepped in to fill that gap. Those calls are now being answered. It's integrated directly into a technology stack. It is a low cost, high impact product. There's got some fantastic case studies for UK high regulatory businesses that are deploying this at scale and seeing fantastic results. I'll give a quick overview on on Compass, originally a product that was built by Halfspace prior to the acquisition by PRI0R1TY back in the summer of last year.

25:56 Compass was really focused on helping the customers that Halfspace worked with in the sports space specifically on scaling their data capture. So enabling us to basically capture a wide variety of digital IDs and digital footprint at a user level, which we were then able to match technically with third party data providers to provide a really enriched level of insight on who those audiences are, their behavioral interests, their demographic profiles, and a much, much deeper insight into those audiences than the customers that we were working with would otherwise be able to achieve. In addition, Compass could segment those audiences according to the specific business objectives that those individual biz that those individual, clients were looking to deploy, be that behavioral attributes towards conversion on websites or looking at certain demographics that they're wanting to target as future customers.

26:57 There were a whole variety of of sort of different taxonomies that we could effectively create as a segmented structure on how we organize the data that we were capturing for the clients. And then in the in in the sort of traditions and the modus operandi of everything we've talked about today, that data could then be exported from our platform onto third party platforms to improve marketing, to improve targeting, but also those insights could be deployed as well to improve the kind of sponsorship sales proposition that sports clients would typically have as well as their clients the ability to activate those sponsorship and measure the kind of effect of their sponsorship in driving data capture and specific call to actions against the audiences that they were targeting.

27:43 So Compass really built very much around scaling data capture, sort of warehousing and organizing and segmenting multiple different IDs, being able to profile and enrich those IDs, and then activate those on behalf of the clients that we worked with. So Dan and I have just given you a broad overview there of the core SaaS products that underpin the priority intelligence group business, both the the core foundational priority AI products as well as the half space product Compass, which is integrated into the group's software portfolio. And, obviously, there's been a significant amount of technical integration as well across all of those products.

28:29 What we can categorically say as well in the time that we've been operating both as priorities since listing on AIM from really 01/01/2025, but also with the half space team integrated into the operation since the summer is that all of those products are now being effectively implemented and deployed and used by a large variety of different clients. And those clients are falling obviously into the specific opcos, the specific operating companies of the overall group that we've been talking about. So half space within the sports arena has worked with a large variety of of of different organizations in the sports space from governing bodies to clubs and franchises to international federations to media companies as well, and we've got a snapshot of them here as well. And a number of all of these sports clients are actively using various different products that we've just taken you through in summary. Same with PRI0R1TY, looking at broader sectors such as property and charities, again, where we are deploying those products live as we speak into different clients who are using those, particularly VOX with some of the clients we're working with in property and Leukemia Care as an example launched with our adviser product, our foundational product as well on their site.

29:51 And Metrc, in a relatively short space of time, in the lifestyle and music and entertainment sector, really in only six months, has already had a significant level of traction with brands operating particularly in that sector. That's obviously a really interesting growth opportunity for us as a group is that we are starting to get traction on working directly with brands and advertisers as well on their data operations, how they are engaging current and future customers, and scaling their own operations as well, which obviously creates a really interesting growth growth opportunity for us as a group moving forward. So just a a snapshot of the of the kind of the variety of different clients that we are working with and how we can drive and will continue to drive scale in those individual sectors.

30:39 I'm going to touch on one example of of of, a client that HalfSpace works with in the sports sector and how this drives scalable adoption of the priority intelligence group products. We do a significant amount of work in the the sector of horse racing through the Racecourse Association in Great British Racing. Effectively, Halfspace operates an operation in which we centrally manage their entire dataset for every single customer transaction on general admission ticket sales across all UK race courses. That's 58 of them. So we have taken a database that we centrally manage. We took on around about 4,000,000 transaction records, which we have grown in the last two years to about 8,000,000 transaction records.

31:26 That is personally identifiable transaction information that we look after and manage and store, and we profile that data to a significant level, not just providing key KPIs like revenue, ticket sales, average basket value, regional biases on transactions, etcetera. We not only just profile it at that level, but we can also profile the the the the data demographically and in a whole variety of different ways based on the data warehouse that we operate to some degree, which which Dan has talked about. In addition to that data, we've helped the industry scale their data capture significantly. Compass ID is now deployed across all 58 race courses so that we are collecting those digital IDs that I referenced earlier also across all of the race courses. That's really important because there we're talking about fans of the sport of horse racing that may not necessarily purchase a ticket, but they have engaged in some way or form with those race courses either because they've shown interest or because they are engaging with some content, some stories around jockeys, whatever it might be.

32:36 That ability to capture those broader IDs has really scaled the level of data that the entire industry now has access to that we as a business manage. So you've got that central database on transactions, personally identifiable information, first party data, around about 8,000,000 records in addition to approximately 12,000,000 different IDs, individual user level IDs that we have captured through Compass across all 58 race courses over the course of the last eight to eight eight to ten months. And that allows us to obviously undertake an awful lot of activity for them. We provide a lot of the analytics on all of these audiences that feeds into marketing activity.

33:21 We've also deployed fan sonar across all of the race courses. That means that we're now collecting and measuring and analyzing sentiments and engagement analytics across over 200 different social media feeds that relate specifically just to the horse racing industry. And that as well is all feeding into their ability to grow ticket sales, to grow sponsor interest by understanding more about their audiences, and grow their database so that they understand more about their audiences and therefore who they should target in the future. And we played a very significant role in the national advertising campaign that the industry launched to promote the sport of horse racing during the course of last summer, and that that whole campaign will be repeated again in in 2026.

34:10 And all of this data that I've talked about feeds into those kind of operational strategies to try to help the growth of the sport. As a business, it's very good for us. It's it's established a long term contract because of this combination of the enterprise consultancy services in managing the data operations as well as the deployment of the SaaS products. We drive a really good margin around 60 to 70% against this type of client. And, obviously, it's a good illustration of how we can scale product adoption through one client into multiple stakeholders just through a a particular one vertical eye of sport force racing. And, obviously, that opens up and gives you an illustration of how we can scale into multiple different areas, sport being obviously just the one example here.

34:59 That leads me on just to touch upon very briefly, our sector specific approach. We've talked about this at length already in this presentation that we feel our ability to scale and build market share in the SME sectors is by delivering specialist and experienced operations that really understand those sectors and understand those businesses and how to deploy the products to add as much value as possible. HalfSpace have operated in the sports sector for seven plus years. We understand that spec that that sector really, really well, and we've operated with a variety, a whole range of different businesses that operate in the sports sector. That gives us a really good foundation in which to drive scale of the deployment of the products.

35:46 Likewise, music and entertainment, we've talked about Metrc and its relatively short existence has already started to scale a huge number of clients. That's because of the experience across the team in operating in that particular sector as well. The interesting thing about both these sectors, they are underserved technically. They have significant growth opportunity by deploying better digital and data operations and deploying better technology products, and they have significant room for growth in those sectors through the deployment of those technical capabilities and better digital operations. And there's a variety of evidence to support there that we feel these are sectors with significant room for growth well ahead of many other sectors, and therefore, that gives us a real opportunity to deploy our products at scale.

36:40 And then finally, really, just to conclude, how do we take the business forward and where do we see the growth opportunities? I think we've given you an overhead and a a sort of an overview, excuse me, of of of where we are to date in the products that we've built, the products that we are deploying, and how we are deploying them across different sectors. Clearly, a major part of our growth in the immediate future is to expand that product capability, really build on the scalability of those products, and support that adoption with a greater level of more aggressive marketing spend to drive a greater level of scalability to the use of those products. That's gonna be a fundamental way that we look to grow in the future.

37:28 We will also look at expanding into new sectors. That's gonna be really important as well. We've already highlighted that we have a good diversified client base across the group from sport, from music and entertainment, into more operational products as well through property, charity sectors. We feel there's a significant level of scale into other sectors as well that we are already starting to have conversations with, and we will look to expand those operations in other sectors. That will both be organically, but it will also be through m and a as well. As we grow, we work with a number of potential partners in the space, and we will look to expand the group's capability through an m and a strategy in the fullness of time as well, both to expand footprint geographically, but equally that expansion across different sectors and also the integration of synergistic technology into the group that enables us to continue to operate that value proposition of scaling data acquisition, but also the enrichment and the use of that data and bringing in technology that enables our clients to more effectively and efficiently use their own data and deploy that into operations that and and and and into platforms that we can that we can facilitate.

38:51 And as a business, we already have a significant number of partners that we operate, and they will continue to be at the forefront of how we continue to scale the adoption of our products moving forward as well. So so those are just a a quick summary of how we see growth materializing, over the next sort of three to five years. And a summary here of, the share capital information from PRI0R2TY INTELLIGENCE GROUP, nearly a 180,000,000 shares are in issue. I think just the important point to highlight here is that the management team, the directors in the management team, own approximately around about 18% of the shareholding.

39:39 That figure is 18. That assumes as well that, the issue of the deferred consideration from the half space transaction has taken place, and that ensures that as a management team collectively across the group, across the opcos, Obviously, we are significantly incentivized as a as as a team of individuals moving forward from this point. And that concludes the presentation. As as we've mentioned, these materials and these assets will be available on the IMC platform and circulated to everybody for your more detailed perusal and follow-up, and and we will, of course, be happy to answer further questions in due course. We do have some questions that have been submitted into the q and a, during the course of this presentation.

40:30 So I will address some of those questions now in the time that we have remaining, and we will start. The first question relates to IG, platform IG, and the ability to buy PR1 shares from the platform, which is currently compromised. Firstly, yes is is is a key answer. We have made a direct approach to IG, to understand why the shares are not available to transact across their platform. We will provide further information from them as it becomes available to us. There are a number of other platforms, obviously, in which it is possible to buy PR1 shares.

41:17 And as we get more information, we will share that. But in response to that question, we will obviously be looking into that with with with with IG index in more detail. Just moving into, one or two of the other questions here. We've got a question, around the resolution of the PRI0R1TY situation. To answer that question, the business is currently working with our lawyers to quantify the, potential damages from the PRI0R1TY situation that, that that that that that could be, claimed. We don't have, at this point in time, any further information that we can provide on the outcome of those discussions, and we cannot speculate in any way that might be, in any way pred that might in any way prejudice those ongoing, legal processes, but we continue to look at the situation in detail and at the same time continue to focus on the core operations of the business.

42:27 As a management team, I can speak for all of us. We want to see the PRI0R1TY settled as soon as possible, and we will continue to work with our solicitors in resolving that. But in the interim as well, our focus is obviously on the ongoing operations the business. And as soon as we have further information that we can share with shareholders, we will do so on the PRI0R1TY situation. Another question, just to address here. There's a question regarding the the the move of James Sheehan, our ex CEO, out of the business. Obviously, I think everyone would understand that for matters of confidentiality, we cannot discuss people's individual employment status, and so we won't be able to to to go into any further detail around that at this point in time.

43:27 But, again, I reiterate the point here that, you know, James was an important member in founding the priority business alongside Dan, and and and working hard to secure the success successful admission to AIM. And and and now the business moves on under a new management structure, which is, you know, fully incentivized, very experienced, and very excited and passionate about leading this business moving forward. I'm just getting to a few further questions here. We have a question regarding company contracts and new business that has been secured.

44:23 And, obviously, we recently put out a trading statement, which outlines that the level of contracted revenue that the business had secured in the first quarter of our financial year had exceeded the revenue secured in the entirety of f y twenty five. So just to highlight for everybody, our financial year runs to September. So first quarter was from October to December, and contracted revenue exceeded what we secured in f y twenty five. So, obviously, yes, the question relates to some positive very positive trading news, and the acquisition of a number of different clients and new customers into the group, which is very positive. Why is that not being reflected in the share price?

45:10 Ultimately, it's got nothing to do with whether these clients are really driving bottom line value to the group. I can categorically say they are. They are all significantly revenue driving clients. We are securing over the period of those contracts good, good margin, over what are long term agreements. And as a business, we are continued in focusing on rolling out the products that we have taken you through today and continuing to secure further business development and new customers and new clients into the business as well. The management team remain focused on doing so. We acknowledge ultimately that we are a SaaS business in its relative infancy in deploying these products.

45:59 And, ultimately, like any business, we need to prove that we have, a sustainable, recurring revenue platform and good client retention and good scalability. And the story that we've taken you through today shows that we are well underway in really driving those objectives moving forward. But, ultimately, over a period of trading for a specific period of time, we will then be in a position to demonstrate those key fundamentals and those key KPIs, which would ultimately, we feel, have a very positive impact on the share price moving forward. Clearly, when you look at the story we've presented and the positive trading update that we provided, we would, of course, sit here and believe that the business is absolutely undervalued and the share price is not reflective of the potential of this business.

46:52 And therefore, perhaps that, you know, presents a good opportunity for many of the people here that are joining this presentation today. And we're confident that the business fundamentals that we will drive in the future will then help to drive that share price in a very positive direction. Further questions? Excuse me while I just scroll down. So I will try and cover a few of these questions off in in an answer. We've got Steven and Richard having a conversation in our q and a. Steven says, what portion of clients currently use more than one product, and how do we expect cross sell to develop? We've also got an interesting question on how many paying clients we've got and how much of that contracted revenue SaaS subscription based consultancy versus consultancy and how we expect to develop.

47:46 I think all three of those questions are actually overlapping, so I'll try and touch on them all. And then we've got a question on cross selling as well, which comes into product, and I'll let Rory take in terms of how we cross sell products. In terms of current paying users, some of you may have seen that we put a a trading statement out that said we had over a 100 paying business users. We set ourselves a conservative target to be at 500 users by the end of twenty six. We have multiple customers across multiple verticals. As we're getting into the hundreds and above of customers, it's very difficult to know exactly which one of those those customers or products they're taking. However, almost all, I would love to say all, I might be fact direct. Almost all of those customers, could potentially be all of them, but I'm not too sure, take multiple products.

48:38 The way that we are structured as a business is that adviser and compass, the acquisition of data are powering the growth of our users. So you will find that all of these customers take at least one or two of those products to ensure they have the adequate level of data to power their growth. At the moment, I'm looking into those targets. We are forecasting that that SaaS revenue takes over the consultancy revenue, and this will be the final year that inset consultancies above SaaS when we look at to what the projections of the business. What does that give us? It gives us scalable revenue, predictable revenue, sticky revenue, and, ultimately, that hockey stick of growth when we look at our user numbers going from which was, I guess, adoption when we first come to market back last year to integration.

49:25 We're now looking at hundreds of users into mass adoption when we go into the thousands and 10 thousands of users. This is the site we're going from. These are the foundations that we've built. And, ultimately, SaaS is the more attractive revenue, which is why we're building, actually moving into a new platform based approach where all of our products are delivered on platform. Customers can curate their own journey through their platform based approach, whether they are using metric, half space of priority, or a mixture of those products and services. Everything is platform based, which gives our customers the most quick and easy and efficient ability to purchase our products and see value from our products as quickly as possible. Talking about cross selling of products, think Rory can talk to a couple of examples where we've cross sold priority products into half space, half space products into priority, and down the other way around. Yeah. There's been a large number of of those kind of examples just referencing sort of, I think, what is the last question we've got here from from Brendan about cross selling, and and it actually sort of crosses over with the what Dan has been talking about in terms of contracted revenue versus SaaS. So cross selling capability has been significant. I I'll refer back to, obviously, the case study in horse racing that I outlined during the presentation is one one one particular example, where there's a large level of enterprise consultancy in that work through the deployment of, data consultancy services.

50:52 But the great thing with that particular case study is that you can then see the opportunity for scalability of the other products, and and that has been seen by deploying fan sonar and adviser as well across 58 UK race courses. So that consultancy layer led directly into us being able to now deploy to help enrich to help increase and enrich the data that we're providing to that particular client, bringing in adviser and fan sonar into those into that product offering alongside Compass that was that was that was also there as well. So that's one example of the cross selling. Actually, across a number of our different sports clients, refer to some of the football clubs that we work with such as Aston Villa who are looking at taking a variety of the different priority products.

51:41 Indeed as well, the legacy Compass product from Half Space has been deployed across Leukemia Care and a number of other priority prod priority customers as well and into the metric customers with cost clients such as Untamed as well. So just a a a couple of examples there where we are seeing that product portfolio across the group being sold across the different verticals in which the opcos operate. And that's very much a focus of how we will continue to cross sell moving forward is to work with different organizations, and we've got potentially some further announcements to come in these areas where we will be partnering with specific organizations that exist in verticals such as sport or in musical entertainment that also have multiple, multiple different stakeholders attached to those businesses.

52:37 The horse racing is a sort of good illustrative example of that. There's a number of others that we will start to work with where deploying our services centrally means that those products can scale to multiple, multiple different stakeholders, in some in some cases, hundreds of different stakeholders that operate within that kind of ecosystem as well. So the cross cross selling capability here is is very significant, and that ultimately will lead, as Dan said, to a position whereby as we scale like that, the SaaS revenues will inevitably and absolutely become a much higher proportion of the business moving forward versus the enterprise consultancy, which will be focused on a smaller number, but high value, high ticket, value additive clients that we will focus those activities on.

53:31 That is the last of the questions that we have, in the q and a chat. I will hand back to Jake, at IMC at this point. Perfect, guys. That's great. And thank you very much indeed for being so generous of your time there and addressing all of those questions that came in this morning. But, Rory, perhaps before really now just looking to redirect those on the call to provide you with their feedback, which I know is particularly important to yourself and the company, If I could please just ask you for a few closing comments just to wrap up with, that'd be great. Yeah. Sure. Thank you, Jack. Well, Jake, firstly, thank you for everybody who's participated and submitted questions, but also to everybody who has joined the presentation this morning to get an update from the company. We're we're we're delighted to be able to present the story to you.

54:18 That's the first thing I would say. The second thing is I speak on behalf of a really highly committed and experienced management team that we are extremely excited by the trajectory and the prospects for this business. Over the last twelve months since Priority Intelligence Group lifted on AIM, there has been an enormous amount of hard work in the background going on going on on building what we feel is a really exciting product portfolio, ensuring that those products are adopted by the clients that we're now starting to work with, building really strong case studies, which we've sort of touched upon today. And now we feel that the business is in a really exciting position in which to really scale.

55:06 And I believe that there will be many further communications that come from the company over the coming months that illustrate the kind of exciting trajectory that we have got ahead of us. We thank you everybody, existing shareholders for your support, and hopefully that continues. And we look forward to sharing a lot more good news on the scalability and the profile of customers that we are winning as a business moving forward. Thank you very much indeed to everybody for your time. Perfect. Rory, Dan, that's great. Thank you once again for updating investors, this morning. Could I please ask investors not to close this session as you will now be automatically redirected for the opportunity to provide your feedback in order the management team can really better understand your views and expectations. This will only take a few moments to complete, but I'm sure it'll be greatly valued by the company.

55:55 On behalf of management team of PRI0R1TY INTELLIGENCE GROUP PLC, we would like to thank you for attending today's presentation. That now concludes today's session. So good morning to you all.