Welcome, everybody. I think we've got a few stragglers, but hopefully that means they'll get in for the good part once I've finished. Thank you for coming today. I know there's a few competitive events going on at the moment, so I do appreciate many of you coming. Some of those of you that are new to our story, some of you have known me for what probably feels like a very long time, maybe too long, I don't know. You're joining us at a very exciting time for PCI Pal. We are really at the next stage of our development, and I've talked to most of you about levels with this business as we've expanded along that path. We're really on some new exciting things now.
The real focus today is going to very much be on our market, how we see our market, what we think the size of that addressable market is, because I think that's a really important topic for you. We're going to focus heavily on technology and products as well. I'll take you through the agenda now. Let me get the clicker. We've got a great agenda. I've got some of my senior leadership team supporting me, other members of the business as well involved in that. Quick overview from me at the beginning, setting out particularly that market overview as well. Some things that you haven't seen before for those of you that do know us. We've got Darren here, who's traveled in from the U.S. Thank you, Darren, who's our Chief Revenue Officer. He's going to talk you through our go-to-market.
We have a partner case study video with a number of our partners as well. We've got great relationships with our partners, so it's difficult to get lots of them in the room at the same time. We have them all on a video for you. We have a guest speaker from one of our customers as well, who's disappeared for the moment, but hopefully he'll come back. After the break, we have a product demonstration. We're not just going to show you one thing, we're going to show you three. It's always a little bit tricky doing demonstrations of what we do because so much of it is integrated with partners. It involves telephony, it involves chat interactions. We're doing our best to give you a real insight into what that looks like, working with a number of our partners as well.
All of those very well known. We've got our CTO here, Mufti, at the front here, alongside him is Alessandro, our Head of Product, our VP of Product. They are going to talk you through our technology, our cloud platform, and the roadmap and the vision for that. We are going to bring that vision to life as well. We are not just going to show you a roadmap up on screen, we are going to show you a prototype demo with that, which I think is probably the pièce de résistance of this presentation. There will be some time for Q&A at the end. You can give us a further grilling over drinks too. I thought I'd start with my team. You see me and Ryan quite a lot. Ryan is not here today, I'm afraid.
We did have to move the date of this event, so he's actually, I think, in South America somewhere on holiday. You get to see myself and Ryan quite a bit. Today's more about you getting exposure to the rest of my team and hearing more depth about the business. I'm very passionate about hiring. It's a big part of my role. If I get it right, it makes my job a lot easier. I try to push that through the entire organization. Our Head of People is here, Rachel, here. He's worked for me for over seven years now. We only hire people if we're 110% about that person. That's one of our rules. We rarely get it wrong. We do occasionally, but rarely. Across that team, we've got a good mixture of experience.
Our business is steeped in experience across CX, contact center, and telco. We've got tons of that within the organization. Over the last sort of three or four years, we've been bringing in expertise around payments, broader security, fraud. And so we've got that mixture that we need to support the product roadmap that we've started to talk to investors about. We have a balance across the U.K. and the U.S. It was a very purposeful move some time ago to centralize our sales leadership into the United States, which is such an important market for us, both in terms of new business, but also where the majority of our partners are headquartered as well. Darren's in the U.S. Very recently, you would have seen that we hired a new CMO as well, which was long in the making.
Not the easiest hire, hiring a CMO in the U.S. It was a small U.K. technology company, but very pleased with how that's going. Kathy's not here today, but she's too busy to be here today, frankly. Hopefully you'll start to see some of the benefits of that. Some of the other members of the team are here as well. Aid is here in our General Counsel. Royston has also rehired our new CISO as well. He came into the business about six or seven months ago, six or seven months ago now. In terms of background on the business, in terms of what we do, PCI Pal enables secure payments, secure conversations, secure interactions across any customer engagement scenario. We kind of encapsulate that with business communications as the term, but predominantly that's CCaaS, UCaaS, and CPaaS.
Acronyms-wise, that's Contact Center as a Service, Unified Communications as a Service, and Communications Platform as a Service. It is really that CCaaS bit that you're going to hear quite a bit about today. That is where the majority of our new business sales come from. Within that business communications mix, you've got engagements with customers going across contact center. That includes voice, so live voice calls. You've got chat, web chat, social media interactions, email. All of this stuff goes into those business communications environments. You've also got conversational AI as well, which is starting to become a bit more prevalent today, both in terms of voice and chatbots. I just want to be really clear that when we talk about agents today, we mean human agent or AI agent. We don't care, okay? It's the same difference to us.
We're going to talk about that. When we do mention agents, it's a human agent or an AI bot, effectively. Our historic value proposition has been very focused on compliance and security. Many of you have known us for that. That's why we're called PCI Pal, Payment Card Industry PAL. A lot was about that. We've evolved over time. Actually, our customers use us far more today to facilitate a payment even being possible, to do it in a way that's integrated to that complex communications environment that they're dealing with that customer engagement on. We talk about our value proposition being broader today. There's cost savings involved. There's revenue generation involved through the introduction of different payment methods and improved customer experience and agent experience as well. Three pillars of strategic growth.
These have sort of stood by us since sort of 2017, 2018, when we first set these out, still underpin a lot of what we do today. To be the leaders in cloud in our market. We are the out-and-out leader in our market for cloud solutions. We've got the most extensive public cloud environment. It's super reliable, super robust, highly scalable, and within Amazon Web Services. It's global, as I say. The cloud platform allows us to access our market on an international basis. What we do is a little bit niche, but having the cloud platform means we can cost-effectively access the entirety and the breadth of that market in a cost-effective way long-term as we scale. Linked to that is the channel model. 75%-80% of our business goes through resellers.
We're going to do a deeper dive into our partner ecosystem in a moment. Some of the customers that we work with are some of the best-known brands in the world. We also work with a lot of smaller organizations as well. We cover the breadth of our market. The average sort of contact center size out there is less than 200 seats, in size. Actually, most of them are small to mid-market. Our approach has always been we need to service that very large part of the market. It's not the sexiest part of the market. It's not the very large bit. It's not the very largest contact centers, but it is the majority of the market. Then we've moved up market over the last five years, and we provide services to some of the largest contact centers in the U.K. and the U.S.
We have a partner ecosystem, which is the envy of all of our competitors, I would say. We are the chosen provider to the vast majority of the Gartner Magic Quadrant for contact centers as a service providers. All those logos you can see on there. We do work with some other organizations as well outside of CCaaS. Darren's going to cover those in a bit more detail when we get to that section. In terms of the financial highlights for FY 2025, I'm not going to spend much time on this, but we're a growth business. I would say that we're maturing, and we've certainly got both eyes on profitable growth, I would say. We are going through an investment phase at the moment. We took that decision to push a bit harder this year. I continue to believe it's the right decision.
We've had a very strong start to this year. We've got great momentum in the business right now. I expect to see the growth story continue. We're at that level of ARR at kind of $20 million now. Contracted ARR is an important metric for us because actually that's ARR, including that it's actually at revenue recognition. Then there's a bit in there as well that's not at revenue recognition yet, but it's contracted. We will get to that point at some stage. Contracted ARR or CAR is a good indicator of future ARR and where we're going. High retention rates, consistently high retention rates, GRR at 95%. We have a real opportunity with NRR over time. We want to sell more to our existing customers. This points to the product roadmap that you're going to hear about today.
We're very good at winning net new business. We consistently outperform the market on that side of things. We want to sell more to our existing customers to allow us to do that more cost-effectively as well and expand that wallet share that we have with those customers and with those partners. We moved into a loss this year purposefully because we decided to invest another $1.5 million this year of the cash that we had available to us. We were profitable at the end of FY 2025 and will swing back into profitability. Quite confident of that in FY 2027. Very much to invest some of that cash to continue to drive the growth momentum that we've got. Okay, so let's talk about products for a moment.
The three core products that we've been known for to date are covering any payment interaction that goes on within any CX environment. They are Click to Pay, Key to Pay, and Speak to Pay. Click to Pay is a digital payment mechanism where effectively we're sending out a secure payment link to the consumer. They may be communicating with that agent, remember, human or bot, communicating with that agent across a web chat session or a chatbot session, or they're interacting with them over social media or something like that. They could even be interacting with them on the phone. The agent at that point decides to take a payment by sending a link through to that customer, and the customer can fulfill their payment using that secure digital link. I'll stop there because you're going to see demos of this anyway.
Key to Pay is what historically we were very well known for. This is what we call DTMF masking. DTMF is the tone that's generated from the phone when you press the buttons. Each tone is a number, effectively. It's a different tone for each one. DTMF masking is something we've been doing for years. It's what a lot of our customers use still. This is where customers actually use their phone keypad to enter their card details. They can do that while they're in conversation with the agent at all times. We strip the data from that live voice call that they've got going on. Speak to Pay is speech recognition. AI powered with one of our partners that we use, we've significantly improved the sort of quality scores that we get around our speech recognition capabilities.
We're more frequently seeing customers looking to switch between speech recognition and keypad entry as well. We cover every interaction type that goes into those business communications and contact center environments. Let's talk about the market opportunity for a moment. Our addressable market, as we have stated it, kind of to date, has been based primarily on we have the basis on data that's available to us. When you're a fairly niche player in the contact center space, that can be a little bit tricky sometimes. Historically, we have based our addressable market based on the amount of contact centers out there, the amount of seats that those contact centers have. If for a moment we base our thinking on that, that market on an international basis to us looks like $660 million in ARR.
That's what that effectively takes is the amount of agents that there are on a global basis, how many of those we think take payments, and what our average ARR is per license that we earn, which is slightly under GBP 100. We then look at, well, what of that can we actually access today? If you then look at what we can access today, we then look at Europe, North America, and ANZ, because that's really where we're set up to serve. That reduces it by about a third. Really our sort of TAM or SAM, I suppose, our serviceable addressable market is really that GBP 450 million today. I just wanted to put this into perspective.
We think this is around the size based on ARR, so revenues, annual recurring revenues of the companies in our space today is in the region of GBP 70 million. PCI Pal's, well, we've exceeded GBP 19.3 million because that was in June 2025, and we're having a good start to the year. We are the fastest growing in our space. We believe that our ARR is either number one or number two. If it is number two, it's soon to be number one. We're in a really strong position in our market, but it's a relatively small market that we're in, but we've got a good addressable market to go after. Now, what I'm going to talk to you about now is the contact center solutions market, which is a bit broader than just thinking about agents and seats.
This is really where we see ourselves in the future. I think it's a better way for investors to think about the opportunity that this technology company has. The market is growing. The reason the CCaaS and the CX market is growing is because of the evolution of the CCaaS players. This is the transition of communications to the cloud. There's a much more broader CX mix now. When I started in this industry, call centers were very different to contact centers as they are today. They do all sorts of things. They're super modern. They're the front line of customer experience. You've got the emergence of conversational AI and agentic AI as well. When we think about it in terms of contact center solutions markets, it's a somewhat different picture. We think it's a really exciting picture for us to see.
We think we've got a really good positioning in this. Today, the global contact center solutions market, depending on where you look, feel free to put it in ChatGPT, comes out in the region of $25 billion-$30 billion today. I have listed at the top of this slide here many of the different contact center solutions that make up parts of that. You've got everything baked in. These are the sorts of budgets that are out there in total being spent on contact center solutions. That market is expected to grow by more than six times over the next eight years to $180 billion, which, as I say, that's exciting for us. Why is that happening? It's happening because of that digital transformation from on-premise to cloud. They might think, hasn't that already happened?
It has happened to a degree in the U.K. It has happened to a degree in the U.S. Has it happened everywhere? No, it has not. This is a global market that we are talking about here. There are still also a lot of enterprise-sized organizations that still have on-premise or privately hosted environments. We see it all the time with our very largest partners who are supporting those environments. You have still got that digital transformation going on to the cloud. When they move to the cloud, more solutions become available to them because they can go into these big CCaaS, UCaaS marketplaces. They can say, I want this workforce optimization solution. I want this PCI compliance solution. I want this payment solution, all integrated into the same environment.
Full omnichannel mix, as I say, you've got more and more people working from home or hybrid environments than ever before in contact centers. It's more cost-effective doing that. You've got all of these services available to the breadth of the market as well, not just enterprise. Any size organization with any type of contact center operation can access these services through these cloud providers because they scale just like we do. They have pricing to suit the very smallest contact center and pricing to suit the very largest. You can take what's going to suit your business. Another big factor here, clearly, these bottom two bullet points here, conversational and agentic AI automation. That is going to be part of that. It is our belief that conversational AI will drive more conversations into what was known as the contact center environment than ever before.
The reason that will happen is we'll start talking to these things. People like speaking. When you think conversational AI today, you think of web chat a lot of the time. Actually, you need to think about voice AI. Actually, when voice AI becomes sophisticated enough, and it's not yet, we think that it will be one of the easiest mechanisms by which us as consumers choose to engage with companies, with organizations, with merchants that we're buying products and services from. That does come into play as well, the conversational AI and the agentic AI side of things as well. Now, just to put it into perspective a bit, when we think about our positioning here, we believe we're very well positioned. The reason for that is that a lot of this is going to play out across the CCaaS networks.
Some of it will go across UCaaS, but a lot of it will be CCaaS. It's those big cloud contact center vendors. This is what we've built our business on. PCI Pal, we work with 70% of the CCaaS market today by revenue works with PCI Pal. If you look at our partners and you add up their revenue, 70% of that GBP 6 billion, those organizations are working with PCI Pal. We think we're scratching the surface on those organizations, and that's why we're trying to work more deeply with them. That CCaaS market is expected to grow by a similar-ish amount in that time frame as well. We intend to be part of this wave, both through what we do today, but also what you're going to see from our product roadmap. Not on the slide, but the other thing to consider within contact centers is the labor market.
The biggest cost to contact centers is the labor that they pay for. It's people. That's where we're going to save the most money over the next eight, 10, 20 years as a result of AI is the labor cost. The labor cost today in 2025 is estimated to be GBP 300 billion. When they make savings on that labor cost, that means budget's going to come available for technology. We think that will help drive the growth in the software solutions market within contact centers as well. Talk about the drivers. Darren's going to dig into a bit more detail on why customers and partners choose us.
If I talk more about the drivers for why people come to PCI Pal, I'm trying to repeat myself too much on the last slide, but it's that emergence of cloud communications and the positioning that PCI Pal has with the repeatable integrations that we've got to all those big CCaaS and UCaaS players out in the space. We think there's going to be an increase in the need for regulation, governance, security. Fraud is a very interesting topic at the moment because along with the conversation around conversational AI, you've got the mirror side to that. You've got the flip side of that, which is, well, how can a fraudster use conversational AI? How can they use deep fake voice, for instance? Actually, we think the fraud market is going to become quite interesting around conversational AI.
Technology will evolve both for fraudsters as it does for merchants using the technology in-house. The evolving digital payments landscape. As a consumer, when you interact with a company, whether you're in their store, whether you talk to them on web chat, whether you phone them, whether you do anything with them, you want to be able to choose how you pay them. Whether that's, I want to use Klarna because I'm that type of person who wants to use a Klarna account, or you want to use Apple Pay, Google Pay, you want to use open banking, you want to push the money to them. Being able to make all those payment methods available has value. We do that. We orchestrate all those payment methods to our customers in their CX environments. This final one on the bottom right there, I mentioned platforms.
There is a big trend towards platforms. Now, this helps our partners a lot. Our partners, it's no surprise that most of our partners all now have marketplaces. It's because they are the platform to facilitate these conversations. They use the marketplace to give access to application and software providers like us. Their existing customers can procure anything they need, whether it's that partner's own call recording product or whether it's somebody else's call recording product. They do it all through their platforms. There is real value in the platform. We believe with our platform, we're providing that kind of value to our partners as well within our own niche. Just moving on to our platform. We're going through a transformation at the moment. This is not new. We are partway through this. We've felt for many years that we have a platform.
In the eyes of investors, I think there's a few things we need to do, a few additional things we need to do to make it clear and obvious that we have a platform. We have a globally distributed AWS platform, super reliable, 700+ customers on it, etc., integrated to all those CCaaS vendors, etc. We have a platform. We're going through a transformation more from a branding perspective, I suppose, a branding and product perspective to take us from being what we see as the leader in secure payments to this market to being a secure engagement platform and the leader for doing that. Some of you would have seen this slide or a similar version of this slide, but that sort of inner semicircle there, or sorry, the outer one at this point, the orange one, secure payment suite, is really where we are today.
It's those three products that I talked to you about earlier. It's Key to Pay, it's Click to Pay, Speak to Pay. We've got some data analytics starting to go on now. We're going to get much deeper into that. Reliable. We've got some patented methods for what we do, which do actually act as a protection as well for some of our partner model. Importantly, we've got all these repeatable integrations to more than 100, 130+ . You may hear a few different numbers, but it's around that region, right, Mufti? 130 + payment service providers that we maintain, all the CRM applications, desktop applications that you can think of, and every business communications platform going, really. We want to make the most of that. This is why we are investing in product development, and we're building up towards this.
Some of this we have already launched, so proactive fraud management. You'll have seen in the announcement we made in July that we've actually already launched the first sort of iteration within that fraud management suite that you can see here on the slide. We're going to show you particularly around identity and customer authentication later today, and we'll show you how that fits into the call flow and the conversation flow that we have today. You can see what we see and why that is a straightforward sideways step, we think, for our customers to allow us to cross-sell our solutions to them and becoming that platform. Before I wrap up, growth ambitions. I just want to be clear about this. We think we can grow this business within the next five years to GBP 50 million in revenues and to do that organically.
Now, to do that, we've got to incrementally add to our new business year on year. There are ways that we plan to do that. We aim to be rule of 40 within the next three years. Profitability is really important for PCI Pal, and we don't make decisions around further investment lightly at all. The decision we made at the beginning of this year, I think, is proving to be the right one based on the momentum that we're building across this year. We are aiming for profitability, and we're aiming for that rule of 40 point within three years. How are we going to get there? More of the same, which is the dullest statement ever. It is more of the same. We're good at what we do. It's expanding that partner ecosystem that we've got.
It's working deeper and broader with those big partner organizations. Some of those organizations have got 10,000 plus employees distributed across the world. Most of the business we're doing with them is in the U.K. and the U.S. It is expanding those relationships. It is increasing the number of enterprise customers that we've got. That should not be a new message to you. It is something we plan to do more of this year, next year, and the year after. We've got a lot of credibility here in terms of some of the organizations that use us. Our largest contact centers using PCI Pal have more than 10,000 agent seats. That's a big environment. Customer retention. We've got to maintain it. We can't take our eye off the ball with retention. We need to keep that high.
We use that as our way in to expand existing accounts that we have. We drive our NRR up. I'd like to see our NRR at 110% + within the next sort of two years or so. That's where I'd like to get it to. We are good at selling net new business, but I'd like some of that new business to be coming, more of that new business to be coming from existing customers, get its revenue quicker, stickier, etc. Cost of acquisition are lower as well. Driving the NRR up. Operational gearing as well. We need that profitability to be flowing through.
We're going to talk a bit today about partner and customer self-provisioning, that sort of automation upfront so they can get live quicker, so they can get access to the services quicker in a more sort of true SaaS way, which will get us to time to revenue down. That TTR that we've talked to you about, we want to bring that down, want it to be super short over the next couple of years. We also need to keep growing our addressable market too. We need to grow the opportunity that we're chasing after, and I've explained some of that. The main two ways we can do that are further geographic expansion. By that, the first thing we always think about is what more can we do in the U.S.?
That's always the first thing that we interrogate ourselves on before we go putting somebody in Spain, which we did, one person. It is product, right? The other aspect of growing the addressable market is through product and product development. It is balancing off those two things. That is the overview. A little bit over time. I'm going to hand over to Darren now, who's going to tell you a bit more detail about how he's going to do these things.
Before we get into too much detail, I do want to introduce you to the team. We've worked hard to build the dream team. I think the key point here is that we have over a century of relevant industry experience across this team. You'll see some of the organizations that these team members have worked for previously.
Many of them come from contact center background. A number of these companies, interestingly, these individuals were very helpful in building. And those organizations were sold. Transversal was sold to Verint, ShoreTel to Mitel, and then Interactive Intelligence, who I originally came from. We sold the business to Genesys for $1.3 billion. We have a very seasoned, experienced team. The newest team member is Rich Caudell. He's our Head of Partners in the U.S., but he is global. This is very important because we want to keep our sellers focused on selling. We have to, at the same time, invest in our partners, ensuring that we're doing ongoing regular partner enablement.
It's a full-time job to be out there on the front line, garnering their mind share, meeting with those teams in the various regions, and ultimately generating that demand to feed sales, to feed the sellers. Rich is now building out a team. We just hired a new partner manager in the U.S. As James suggested, we actually hired one in Spain, not just for Spain, but for mainland Europe. We are covering the entire region. Rest of the team, Dom has actually been with PCI Pal now for almost 10 years. He heads sales for us in EMEA, based here in the U.K. Mark heads a similar role, heads sales in North America. He is based out of Ohio. He has been here for four years. Rich, again, I mentioned, is the newest. He has been here two years. Sadie is a long-timer.
I think Sadie, I won't even actually quote the number of years because you've been here since inception of PCI Pal, if it's fair to say. Tom Nichols, who heads global pre-sales for us. Tom has been with the organization for seven years, and I've been here for seven years as well. Really solid leadership team. These are the folks that get the job done every day. Moving on to that, James asked me to provide a little bit of insight into our go-to-market strategy and our sales motion. As James has already highlighted, our primary go-to-market model is partner. We generate 80% of our new opportunities through our partner ecosystem. I'll talk about that a little bit more in just a minute. We also do sell direct, to be clear.
Interestingly, though, when we do sell direct, in some cases, we end up fulfilling through partner because we have marketplaces out there, for example, like Amazon Marketplace. We may sell a customer direct, go through all those steps, but then in the end, they would prefer to actually procure through Amazon. They get their credits with Amazon, right? Which makes sense. They kind of compound their purchases and their buying through a marketplace like Amazon. Even though we do sell direct, in some cases, we may well fulfill through partner. We have a fairly logical view of segmentation. I do not think there should be any surprises there. We are smart about it. We primarily leverage partners to service the commercial and the mid-market segments, which is more down market.
Clearly, enterprise is where we're going to reserve our precious resources, our internal resources to spend time on those chunkier enterprise opportunities. That is where we tend to focus and spend more time. Working with Kathy and the marketing team, we are now utilizing ABM to target more of the same. We're really going after, we're marketing, particularly in the U.S., to those enterprise-type organizations. There is a vertical industry segment focus there as well. There are certain vertical industry segments that we're targeting. With that, we'll go to the partner ecosystem. We have two major types of partner. We have resellers and we have introducers. The focus really is on our reseller partner community. We have subcategories. We actually have what we call integrated partners, and we have solution providers.
The key difference there is that with integrated partners, that's typically the CCaaS partner that James referenced earlier. It could be UCaaS, CPaaS. The point is we are highly integrated, near embedded. Many of these partnerships that we have, they're OEM in some respects. There's a white label option. A number of the partners, for example, 8x8, they call our product Secure Pay. They make it their own. It's on their price list. Their sellers sell it as if it were their own product. You can't get any better relationship or partnership than that. These are our best, this is our best category of partnership, the integrated partners. This is where we generate a lot of revenue today. The other key category of partner is solution provider. These are more like your traditional VARs, could be a business process outsourcer, BPO.
The point here is that we could end up encountering any variety of platforms when we're selling with one of these partners. We do not quite have the repeatability that we do in the case of an integrated partner where, again, they're making it their own in effect, right? That is sort of the difference. Still, solution providers can be up to 40-50% of our partner business today. It is a very important source of revenue. Those are our key focus partners. We do have introducers. The reason this is important is because in some cases, a partner may not necessarily want to resell PCI Pal, put us on their paper, but they do want to introduce opportunities to us. In many cases, we'll pay a referral fee for that.
There is some compensation associated with that, but obviously significantly less than what we would pay a reseller for actually being involved more commercially in the deal. Again, many of these we end up selling direct. The point is these are more kind of one-off opportunities or occasional opportunities. What we try to do, though, the more we can make this repeatable, then we can build the case to the business partner as to why they would potentially become a reseller. A number of these actually end up becoming resellers over time by virtue of our ability to demonstrate that repeatability. It feeds, in this case, it feeds the rest of our reseller community. In terms of overall regional coverage, James already mentioned the more English-speaking regions, obviously, where we tend to base. North America is our largest addressable market and our best opportunity.
The contact center market is 5x that of the U.K. Sometimes we'll say 6x. We might, it depends on who the audience may be, but yeah, 5-6x, I think, depending on the analyst report. It is sizable. The other thing in general, it's amazing because when we have leads and opportunities come in, the size of a contact center opportunity or lead that we get in the U.S. is often two to three times the size of what we see in the U.K. These are much larger opportunities, larger contact centers. You have, I mean, the number of 10,000 plus seat contact centers in the U.S. is significantly greater than what you see in some of the other markets. Very important. That is where we're really focused on that ABM program, which is account-based marketing.
It's where we're really focused on that ABM target list of partners is to generate more of those enterprise opportunities in North America. Our U.K. business is, we've been doing business in the U.K. longer, more mature, consistent. Many of you are aware that we have a lot of local and central government customers, obviously, in the U.K. Solid business and continues to grow. We are now expanding into the EU. The reason for this is, in part, we go where our partners go. Many of our partners are global. They have sellers all over in almost every major region, major country, major market. For example, the reason we hired a resource or two, in fact, in Spain, this is actually two, James.
The reason we hired two in Spain, a pre-sales engineer and a partner manager, is because actually we've seen a little bit of a groundswell of opportunity in Spain from our partners. Our partners are bringing us into deals there. We're also seeing that in other markets. We're seeing that in Italy. We're seeing that in France. We're seeing that in Nordics. In terms of the ground game, we are really focused on identifying who those partners are that are active in the region. We map their sales team organization. We connect the dots. We do enablement. We do training for them so that they're aware of who we are. Ultimately, that'll help us drive more business from that region.
Okay, you've just seen our products in action.
What I'm going to do now is talk to you a little bit about what powers that platform and why partners standardize on us. As you've heard, we are a cloud-native platform born in the cloud that secures payments and sensitive data across all the channels: voice, chat, emails, conversational, AI, embedded in the contact center and broader communication stack. As you've heard, we are agnostic to the technologies that the customer uses, whether it's their payment gateways, whether it's their carriers, whether it's their CCaaS systems. We can support them all. We deploy globally on AWS across regional instances with EMEA, North America, and ANZ, giving customers assurance on compliance and availability from day one. When needed, we can spin up AWS regions very quickly.
We minimize risk by removing sensitive data from customer environments using a combination of DTMF masking, data storage minimization, tokenization, and encryption everywhere. Compliance, scope, and operational burdens drop materially. Our partner ecosystem, as you heard earlier from Darren, means with our co-developed integrations, we can unlock the full platform for our customers with a single integration and reduce their efforts to go live. Let me talk a little bit about the scale and reliability behind that proposition. This is something that's behind the scenes on an awful lot of hardware that goes on across engineering to achieve. Right now, that growth runway that you've heard earlier today requires reliability at scale. Here are the operating numbers and those capabilities that make it happen. The platform's engineered for that addressable market expansion. Partners can take us into more geographies, segments, and workloads without re-architecture.
We have over 700 customers globally live on our platform. We process millions of transactions and calls every day. We do that at a reliability of 99.999% annually. We have done that two years in a row. Operationally, we hold ourselves to a very high standard. We design our platform for 100% uptime. As Darren mentioned earlier, we have achieved that three quarters almost in succession, if I remember correctly. PCI Pal's, so our integrated contact center solution, as you've just seen in the demos that Chris just did, embed secure payments directly into those leading CCaaS platforms. One of the key things is to drive faster, repeatable deployments, reduce the operational efforts, and improve that customer experience. A critical part of that reliability story is a continuous assurance, 24/7 threat modeling with IPS, IDS, WAF, SOCs. I am going to explain all of those things.
All of those things, along with supplier attestation reviews, independent assurance tests, means that that ongoing vigilance is what sustains that platform's integrity and trust at scale. Customers and partners can rely on PCI Pal for secure payments every hour of every day. That is why we have a customer satisfaction rating score of 91%. In the SaaS industry, 90% plus is top-tier performance. Underpinning all of this is our security by design. As you can see, if I start from left to right, an awful lot of work goes into those compliance and certification standards. We have everything from obviously PCI DSS, but multiple ISO certifications in terms of disaster recovery, business continuity, security standards. We also have SOC 2 recently achieved. All of those things mean our customers can buy with confidence globally.
On integrations, as Chris has highlighted and Darren's mentioned earlier, we only join in when a payment is needed to be taken, which is very key. Darren very clearly highlighted that patented design minimizes the costs, increases resilience for our customers because we are not involved in the whole journey other than when that payment needs to be taken. We have heard direct feedback from our partners as well as enterprise customers that really value that type of integration. Our multi-tenanted platform lets us serve many customers on one secure system. That obviously enables efficient, cost-effective growth without sacrificing reliability. Our higher value customers can be segregated when needed to allow for that custom to support custom reliability and performance requirements. Finally, as you have heard, we are AI ready. We have a conversational AI API available today. We have a number of partners already live using that.
8x8 is probably an example with their Intelligent Customer Assistant who they take payments through their voice bot as well as their chat bot using PCI Pal in the background. We're also aligning to the newly introduced MCP framework for AI so that bots can integrate with one another more efficiently and effectively to unlock new products, new use cases without bespoke builds needing to be done. I have covered some of the architectural advantages. What we will do now is I'll hand over to Alessandro and he'll explore a little bit how PCI Pal is going to leverage this platform to transform beyond point of payment and compliance solutions.
Good afternoon, everyone. My name is Alessandro Dalla Volta. I head up Product Development globally at PCI Pal.
Today I'm here to tell you a little bit about what we are doing to transform PCI Pal and become effectively not just point of payment type of solution, but ultimately expanding beyond point of payment and becoming a wider technology provider to contact center. If you think about what's changing, what's changing now is not our core strengths. We are going to build upon our core strengths, which is compliance and security, solidarity. The way and what's going to change is actually the scope of the problem that we are solving for our customers. Historically, we've entered the customer journey at the point of payment, but our customers and partners face additional challenges. They face additional challenges across the entire customer engagement. That means from authentication to identity and verification, fraud prevention, all the way to completing other non-payment-related tasks.
Okay, so what you see on the screen, you can see effectively a typical workflow. This typical workflow starts with customer authentication. You can see then an agent understanding a customer request. You can see collecting a secure payment, fraud screening, completing non-payment tasks, wrap-up work, et cetera, et cetera. For us, it's really how do we move from that point, which is point number four there, to becoming a wider provider to the contact center and therefore capturing additional value within the overall engagement. This evolution builds upon our compliance and security expertise and really extends into this broader area of customer authentication and broader area of fraud screening and also data, wider data security. Okay, how are we going to do this? Our transformation is supported by a new product suite.
It's a product suite that connects our proven secure payments capabilities with adjacent high-value use cases. That includes fraud management, that includes identity and verification, customer authentication, secure data collection, and importantly, self-service onboarding. For example, with fraud management, customer service agents can understand right at the start of an interaction what's the risk level connected to that interaction. With identity and verification, customer service agents can very quickly, seamlessly identify a customer and verify their identity. How, for example, a customer could upload a passport, a driving license. Those documents get verified fast, quickly, securely in real time. The agent, importantly, gets to see what the outcome of that verification process is immediately, seamlessly. Other examples, customer authentication. Customer authentication is all about building trust in the engagement. It's all about authenticating in a secure way customers right at the start of an engagement. How?
For example, passkey authentication, things like voice biometrics and a number of other technologies. Self-service onboarding. Self-service onboarding is really interesting because it will enable our customers to get to that time to value quick. We want customers to get to that aha moment where they get material value out of the product quickly. Equally, from a self-service perspective, we want PCI Pal to get to revenue recognition quickly and therefore accelerating that time to revenue. Right at the center of all this, we have analytics and data science. There is absolutely no point to build a new product unless we can actually measure quantitatively, A, the performance of the products, B, the value that these products are actually delivering to our customers. As more products become available, data actually has exponentially more value. Why? Because suddenly you can connect the dots across the entire product portfolio.
Imagine being able to connect the dots all the way from the moment that someone authenticates into identity and verification, collecting a payment, potentially collecting security additional data points, whether they are PHI, PII, et cetera, et cetera. Everything that we are building, we are building with analytics built in. Analytics are part of an investment into a new data platform that we have. What does it all mean for investors? A couple of things. Primarily and firstly, we are expanding into adjacent high-growth segments. We are doing that whilst strengthening our core product. For example, digital wallets that we've been talking about today, the Apple Pay, the Google Pay, PayPal, all payment methods that enable customers to securely and quickly complete a payment. Secondly, from an investor's perspective, we are improving scalability and we are improving profitability. Self-service onboarding is key.
It's key to once we are in a place with multiple products available to customers to getting those customers to the aha moment quickly, getting them to use the products quickly, minimize the time it takes for customers to go live with the product, and equally minimize the times that it takes for PCI Pal to get to revenue recognition. Okay, let's move on. Once the product portfolio is in play, the new products are built and the product portfolio is in place, I want you to relook at the agent flow that you see there on the screen. Now suddenly you can see that we are part of the whole engagement all the way from the very beginning, so immediate fraud screening, new customer identity verification, returning customer authentication, collecting a payment, and potentially collecting additional data points.
They could be PHI, PII, things like a social security number, things like a patient ID, whatever they may be. The point is we are adding value across the entire customer engagement. Okay, what I'd like to do is to play a short video that will bring all this to life. What we are going to be seeing is a fictitious contact center based in the United States. It's a healthcare contact center, and you'll see how agents are able to very quickly look at a customer's fraud profile. They are able to very quickly identify the customer, verify their identity. They're able to very quickly build trust by authenticating them and so on and so forth. Let me just play this video.
What's really exciting about what we just showed you, though, is that this stuff is coming very soon.
As I said, we are going through this transformation right now. By the end of this financial year, we will be in a very different place. We are nearly halfway through it already, but we are making really good progress this year. Customer authentication, identity, I expect we will be launching products related to those in calendar year 2026. We will drop the news out as we go, gradually showing that execution against the roadmap that we told you we are working towards. It will be a transformation. I have said to some of our investors, at some point, we may need a new name because PCI is very much about the payment card history part that we had. Like many technology companies, we are evolving.
We're making the most of the positioning that we've built to date, the platform and technology that we've got, and the fantastic team that we have. I'm going to use that to wrap up now. We have plenty of time for some questions. We have some time at the end as well. If you want to talk a bit more with us or any of my other team here, then please feel free to stay with us a bit longer.