Okay, we have a minute and 55 seconds to register everyone's calls for the first quarter of February 2024. I'm Krishna Bodanapu, Executive Vice Chairman and Managing Director, and permitting you on this call are Mr. Sukamal Banerjee, Chief Executive Officer and Executive Director, and Mr. Prabhakar Atla, President and Chief Financial Officer. Before we begin, I would like to stress that the conversation today is based on the practice of empowering the community and reinforcing the sense of uncertainty. Details entering the list are available in our business section as follows. We have emailed you and will also post them on our portal website. The call will be accompanied by an honest cross-presentation to detail the risks that we already shared briefly. Part three to the quarters of the 10th and upper business, RCEP, the wrong section is present as...
This section is very limited, but does not include the same DLM, which I don't know if the current DLM is provided to the company. It is planned for in the month of the future for the same quarter. The semiconductor business, which is now a fully owned subsidiary, but attempted subsidiaries through own agents is not manageable in any of the four sectors. And a segment called others, because the feed power and visibility are not very material in this conversation. The focus of this call is identity and so that is framed. All numbers for industry segments are isolated to the previous period, which means the numbers have been rescaled to include a semiconductor segment. Good numbers will include the owners of all four segments.
Coming to the highlights for this quarter, it is my pleasure to announce that the semiconductor business is now working to be completed as planned. As you know, the semiconductor business is behind the startups in Western solutions for accelerated growth in an extremely past 12 months when we have a strong value proposition. That strong IT portfolio dominates the global segment of non-standard customer relationships. Cyient Semiconductor is very well positioned to tap into the high-flow market. Customers are partners of investors. For this business, broadly engaged to the quarter and received a project by our consultants, reflecting growing customer returns in both our currently existing regions and several others. The quarter's harvest status is worthy of passing through to early wins last year's rainy quarter.
I'm happy to report that we have onboarded several key hires, and I can confidently say that we will bring in one of the most competent, high-performing teams in the industry, led by S. Narayanan as the CEO and Donna Bowen as the CFO. We also have a stellar advisory board of investor veterans who are helping us set up the business and also helping us generate it. Like I said, this is a startup funded by investors who are looking for activated growth in a fast-growing market. I do believe we have a very, very strong value proposition for this market, which will be laid out in the coming quarter and year. The semiconductor business is a very eco-friendly business, and I'm happy to say that we're bringing a very strong partnership with this.
From design, we are partnering with the most diverse customers across the agency to choose our solutions for today, our delivery, industrial robots, and automotive parts. All these markets, as you know, are fast-growing markets with growing direct connections forward. Our collaboration with them allows us to build together competitive intelligence and enhance our competition in the trusted sales platforms based on a scalable and open platform. Coming to the CRM business, I please pronounce that we're seeing increased traction in our greatest tech or B2B business, hint tapping to our design tech manufacturing capabilities that leverage both the design capabilities that are available in Cyient DET and the manufacturing capabilities that are available in Cyient DLM. Leveraging our aerospace expertise, Cyient DLM and DET will deliver a unique world-class data management solution to reduce the issues connected. Which we do to eco-plus general.
This will reiterate the distinct value proposition to find resource customers in terms of goods for product everything from manufacturing, especially for basic business sectors like aerospace. Further, and as you know, Cyient has always been a core runner in building a skilled technical team for every global office need and the global capacity issue in the needs in the following sector. We have also announced our partnership with AICTE to distinguish AIC as a means that we believe is deeply integral to our generating India's potential as a global emergency power. I believe that this initiative will help build and de-orient these industries in a diversified status post, not just fewer months to date, which is really the name of the question. As you know, Mr. Sukamal Banerjee joined us as the CEO in the middle of the Q4 talk last year. Mr.
Krishna first spoke as the CEO of the first three quarters as the CEO of Cyient Limited, and he will now. In this quarter, I want to thank Sukamal for a great range of stock transparency and a very strong quarter to start with. The best wishes for the year.
Thank you, Krishna. In the leading radio contestant, thanks for joining our Q1 honors call. Let me just do so our Q1 FY2026 performance and also share some key updates from a participant sector. Firstly, on headline results, we closed our quarters with revenue of $162 million, $162.7 million, or in rupee terms INR 1,383 growth. That translates to a US dollar term growth of 0.9% quarter over quarter and a 1% year -over- year growth. Into our trend currency terms, that translates to a decline of 1.5% quarter- over- quarter and remains fast year -over- year. Our EBITDA that 12%, down 63 basis points quarter- over- quarter and 62 basis points year -over- year. We are seeing short expectations in our new B and opportunity. That is our non-renewable business from an order intake perspective.
As a measure, this is growth of 18% of our order intake in Q4 to 21% of our order intake in Q1, and we continue to monitor this from a new business perspective. This momentum is expected to continue, and we shift our pipeline to more of our growth-oriented areas and delivery and protective sectors. As we mentioned in the last quarter, we have the findings that we can get business units to do constant scalability, and we operate in business units with the protective market focus. Hence, we are also reviewing our reporting sector starting this quarter, and we will ensure we get all the comparison from this perspective. We'll be reporting in four key reporting segments. The first one being transportation and mobility, which is the earthquake transportation system of Terumo and Bays, and we will be including auto and utility as part of this.
Second, would be networks and infrastructure, which is our connectivity business and the utility consumer special business. We are bringing this together for various reasons, including similar focus in terms of service lines. Also, it creates the focus around intelligent lifespan of network business, creates that we see good effect and traction and common technology cases to be addressed. Third, we will be going with the currency pillars, which constitute our healthcare and life sciences, mining and mineral and energy. To share some disciplinary performance based on these three reporting segments, transportation and mobility grew for us 2.5% quarter- over- quarter, decentralized high-interest monitor, and 7.3% year- over- year, led by a strong performance in the transportation segment. Network and infrastructure declined 2.9% quarter-over-quarter and was flat year-over-year with a 0.2% positive decline. The currency pillar saw a decline of 1.9% quarter-over-quarter and 6.3% year-over-year.
We didn't really see the disciplinary passage of the currency pillar. Two of them grew, and one of them saw a double-digit quarter-over-quarter growth. The focus of Go Power, we have thought about the investment that we have been making around technology and how we're going to take technology as a Go Power group engine, building on the core businesses that we have built over the years. The key things are to ensure a resilient customer, which is our strong domain knowledge in each of the industry segments, each of the product areas, and the product lifecycle areas that we've been operating in for a long period of time. Hence, from our perspective, it is domain customers and domain customers that is our GPS focus. This quarter, our CTO team has harpered our focus with key four techs we're running on, supported by four strategic technology vendors.
The three areas being asset lifecycle management, AI revenue stream, and quality and regulatory assurance. From a core technology criteria perspective, we are designed to AI platform software and embedded and product security. As we take this to market, customer response has been quite encouraging, and our strong competition in core engine efforts to build credibility in these new areas from a domain-led digital transformation and technology transformation perspective. Now to share some key wins that we have had during this quarter. Firstly, I would share that team one had really embraced an APAC-based communication service provider for nearly $40 million for their wireless infrastructure rollout. A global language market leader, Ericsson as their AI partner in the strategic AI sector of excellence to build a sustained operational and digital solution. Our Vodafone Ericsson AI-powered mobile network mobility management solutions as well.
The platform supported by neural revenue engineering confirmation analytics results in almost 50% decrease in errors and a timed decrease in errors. This was the national and Vodafone corporate level, giving us the opportunity to take this company across all entities across the globe, which is Vodafone entities across the globe. For our digital and private care, and the manufacturer of private care, we won a win against one of the PIMCO income companies, our team to digitize technical publications, demonstrating our domain-first digital technology products in the market. In this quarter, we have had 14 new robots in quarter one. Apart from the initial peak from Q1, we see a continuing pipeline of opportunities from these customers. In U.S. dollar terms, our APAC is about, with cost shifts of 36%, grew 11% year- over- year and 4% quarter over quarter.
From a stock revenue round perspective, we grew 10% year- over- year and 6% quarter over quarter. Our clients supported that we've been on our top customers and how business has been growing. From an employees and customer engagement perspective, I'm happy to share our associate satisfaction survey for 2025 for the top quarter of all these companies with a score of 90. Our APAC survey, our customer satisfaction survey, is the highest score that we have got since 2011 against 21 in the top quarter among tech services industry. We have also taken a step, unlike many of our peers, to commit to our employees by going ahead with phased management phase rollout in Q1 of 2026. We commit to a beginning commitment to the running performance but staying prudent in the current market environment.
However, we would also like to ensure we stay focused on people first, derived from our needs first. Switching, let me add some leadership updates as we have been building up our leadership team and the changes that we have brought, and the necessary challenges as we go forward in our journey. We welcome Tabitha Krug as our Chief People Officer. She joined us after a more six-year stint at UST Global, where she plays the Chief People Officer and other strategy roles through a high-growth phase of that company. We welcome Arunabh Roy, cited earlier in this quarter after a similar career in tech training class, who becomes the Senior Vice President of our connectivity business unit.
Ram Sitaram, who joined us to lead the healthcare and life sciences group, who has outstanding and has been focused on best practices and has joined us this last quarter as part of our leadership team and has been out of our leadership team. We also got recognition from several analysts that we share, and I'm happy to share that they all selected us in the leadership role across the 11 fields we cover, which include tier one suggestions, aerospace, telecommunications, semiconductor, and healthcare. From a technology perspective, we've been recognized for digital engineering, industrial, industry protocols, and AI/AI engineering. ISG chose us as a leader for our aerospace and defense services in North America and Europe, and a rising star in cockpit-defined vehicles.
It's a fair notice that acknowledges us in terms of our presence as an enterprise innovator in energy and utilities, and Everest Group ranked us as a leading advisor for industry protocols. To close, as announced last quarter, we continue with our low-crisis quality for Q2 and the remainder of 2023. We see this as a phase of standardization of our system. I truly believe that Cyient is well positioned, capitalizing on emerging opportunities, driven by focus taking preference, a strong industry image, a robust customer base, and a foundation of delivery experience. With that, let me invite our President and CFO, Prabhakar Atla, to share some more details on the financial results. Please go ahead.
Thank you very much. Hello, everyone. Thank you very much for your time today and for your kind participation in the call today.
As a quick summary, there are key financial dynamics for the quarter. As mentioned by Krishna and Sukamal, the DET numbers are exploding over the next month. All DET numbers are likely like the previous period. DET revenue for Q1 scaled at $1.7 billion, growth of 3.6% year- over- year in repeat turn, and a DET growth of 1.7% quarter as part of the reporting currency terms. These numbers include client DET return of expenses to clients' rewards, which are marginal and determinant in nature. DET EBIT per Q1 scaled at 12%, which is a significant drop quarter on quarter, primarily due to the first transformation in the north stream quarter and the rest of the consumer engineering. The DET passed the quarter with a very strong 134% growth, representing a 7.4% growth quarter on quarter and a 30% growth year on year.
This quarter, we had significant savings in our APAC from underlying effect pay to the favorable currency market. The FDI to APAC transaction is around 10% for this quarter, but it was not 10% in the current quarter for 350 prominent expenses. As in last group performance, which now includes all the four segments, group revenue grew by 2.6% year-over-year in repeat turn, while the APAC grew by 7% year-over-year. The FDI per Q1 has a quite strong revenue 200% growth lineup, representing a 125% FDI to APAC transaction for this month. Both at DET level and at group level, our cash flow is considered to be extremely strong. We've been consistent quarters on FDI. At group level, our cash flow is improved by about INR 22 quarter-over-quarter, and we will continue to focus and remain focused on. Remains 2% cash flow as reported in the year versus 12.
With this, thank you again for your time, and I will now hand over the call to the small group for Q&A.
Thank you very much. We will now begin the question and answer session. Anyone who wishes to ask a question may press star then one or the address on the phone. If you wish to remove yourself from the question queue, you may press star then two. Participants are requested to use hand hooks for asking a question. Ladies and gentlemen, we will wait for a moment while the question queue assembles. Again, to verify for a question, please press star then one. Our first question comes from the line of Sandeep Shah from Equirus Securitie s. Please go ahead.
Hi, thanks for the opportunity. Just one observation, I've been a simulator in digital certification. Looking at the CTP and NX, we are unable to compare the performance specifically on the DET digital core business as per the earlier documentation. We would have liked, at least for the next four quarters, to have continued with the presentation in the old format as well, because both on DET, nuclear and semiconductor, it looks like there is a big decline, and there is a big decline in the tech market. DET semiconductor revenue has declined, semiconductor has posted a loss. It is not fully reflected in the current new DET classification. I do agree on the strategic front, that is it.
How to look at semiconductor as a business on a going forward basis and continue any estimate in terms of, at a different level, what kind of losses it can generate in business, and then you will take that further on. Spend within the new certification DET rise and give us some clarity in terms of growth prospects as the new subsegment of DET.
Mr. Sukamal, one of my quick thoughts to the question, I think just one more question about the market sector going forward. If you say just for the 13th stage, which is our 13th journey, which is approximately $210 million per quarter, we have to capture at least DET margins in semiconductor also. With the order book that we have in the first quarter, we're quite confident that if not in the second quarter, definitely in the third quarter, we will at least start to deliver in line with the GE margins in the semiconductor book. The reason why we're pushing our headquarters is it has very different strategic plans, and the quarter we also implemented.
Hold on, Sukamal.
Thank you.
It's quite fascinating to hear from you.
We definitely are confident that that's the right thing to do to really reflect the capabilities and the change and the focus that we have in the region. Like I said, most of the general mode was even in the previous quarters, and we have the right kind of business or the right kind of opportunity is in place. We feel the fast thing by trying to really be back to GE as a part.
I think, Tabitha, the flow is just that you're an outgoing person working through the execution to the power and into the technical analysis and the funding and the strategy. For the prospects of the redefined GE business, I'll ask the follow-up.
Yeah, sure. Thanks, Krishna. Thank you. To answer the question you asked, as I mentioned, our position will be to use aerospace team and automotive together. We saw the results of this quarter, which is a growth in this segment. We see a recently gone phase for this segment continue. We are seeing aerospace being a driver for the growth. We have also seen some RV from a cost-result perspective for marine and automotive. We really feel reasonably confident to continue in some growth phases in this particular segment. Network and infrastructure, which is the connectivity business and utility sector, will take a couple of quarters to stabilize and start growing. We feel very confident. Before the announcement, I was running a PLC by Vodafone.
As we change over our business offering and the portfolio, from a little bit of the past portfolio to the new portfolio in India that we want to focus for the future, which is fast and growth. From a more or less year-over-year plan, we're 2.9% quarter-over-quarter behind. We should see fast and usable numbers in the next couple of quarters. In a current situation, at our ratio, two out of three business units grew. One of them grew permanently. If I mean one specific major program out of the four business units, which is energy, that will be automotive. We have seen the momentum in these units, and we would like to continue to make sure that we focus on doing the right level of assessments to see who in this position can be able to grow, simply the management people.
Yeah, thanks. You're more than welcome back.
Thank you. Before we take the next question, a reminder to all the participants, if you wish to register for a question, you may press star then one on your phone now. Our next question comes from the line of Kanchi Shah from MC Research. Please go ahead.
Hello.
Yes, ma'am. Please go ahead.
Yeah. Hi. In terms of the customer questions, I just had one question. Is it possible for you to provide a simple order in date for delivery in terms of U.S. dollars from the supplier shop? Like last time, in last quarter, you used to provide that. I get that now that semiconductor is not part of it. Can you still give us a certain line of order?
Sure, we come back to you on this data point. If there's something that we were trying to work on in terms of how to present the bill, we can certainly get the data from you. One data point I want to add, which I already talked about in my opening comments, is the growth in the non-renewable business. I will have an annual track record that we will follow and ensure that we can get a growth in the right area. Overall, I'm curious that authority taking questions.
Okay. Okay. Thanks. Thank you.
Thank you. Our next question comes from the line of Shradha Agrawal from AMSEC. Please go ahead.
Yes, hi. After the two questions, how do we look at margin freedom for the coming quarters in terms of quarterly growth? If we have to answer that, how do we look to defend margins in the coming quarters?
Shradha, I'd like to thank you for the question. You can push on.
Yes. With this aspect, we did indicate that for early June and early July. Within April, what are the demands there? Is it more around MRO-related work still, or are we seeing some green shoots of demand-related work also coming in later?
I think, Shradha, we talked about the margins and demands. As we speak about margins, we want to move to a different direction. We can either allocate it to growing margins. The focus on these businesses is there, because it gives immediate opportunities to undertake by the pipeline of understanding which the current business is. The second is the red flags that we already announced for the first part of this. After issue, we want to be on the schedule. The first is the stage that we need to clear this. Second is clear which is our business for the quarter before. If we clear these, we're basically working on the breakthrough of the quarterly growth program, the quarterly optimization program. It's not a growth so much product, it's a margin expansion we want. At the same time, today, this may. Business that has broken off, they look into them.
They may try to begin the concerns and the breakthrough of optimization of cost. It's a bigger revenue as pattern growth as there was in the year. Tabitha, in the short term, it will only just come to a two-year issue, and we will just, we will choose all the three years that we go by, marketing revenue as you see. For the medium term, two things I have to say. One is, there is a part where if we want to do the revenue or equity to control our cost and expand our margins, we have a way to extract the margins from the cost. There's a very competitive opportunity to control. Therefore, we retain our earlier view and our earlier goal that the business has the potential to get 50% of the margin we need. That depends still on our view on our cost.
The last thing that you indicated, about 15% of our operational margin over the next 24 months, that's still convincing.
Only the medium term. We're staying on there, I think.
Okay. Okay. Got it.
Just a couple of minutes, 10 minutes, one quick question on the aerospace. I think we have seen opportunities across the board. The Chrysler has some of the progress we're making around digital lease, and our customers want to be on the aircraft space in the U.S. exit, competition exit, documentation. We have seen progress because, as Krishna mentioned, the Chrysler trust group and the announcement that we have done, we would like to complete the line of manufacturing in any market. We have seen substantial tear-off from many of our customers, not so much in terms of new designs, but just tear-off of their businesses.
As the number of units in the market needs to, in some cases, even triple, such as in the next five years, and lead to many manufacturing engineering opportunities, as well as opportunities with regards to how we help them tear up in that overall market. We are also seeing opportunities because of split, both energy going forward, because of the surge in defense spend. The household industry is going on around commercial growth is going up.
Thank you. Our next question comes from the line of Moez Chandani from Ambit. Please go ahead.
Yeah, hi. Good evening, and thank you for taking my question. My first question is on the global answer to the technology rollout starting sometime in March. How that evolves third quarter, any signs of that changing as we enter July and we are looking on the shifting based on the global answer today?
Sure. As I just shared last time, market improvement definitely is there. There was either uncertainty and lack of decision-making that customers need. That has definitely peaked since then, especially in May and June. I think some of it as our customers figure out how to manage the new layers in. Obviously, we have been aware of some of the deals that we've talked about and how slowly it's coming. I think there's probably both stabilized space. The big event is business for our customers and in-house, the uncertainty remains here. Definitely, we've brought in a team called AgriWorld in marketing.
Okay. Wonderful. From the consumer share perspective, since some marketing has been a bit of a dependent quarter, anything specific in that? Have you predicted any particular additional projects from an extra address from the part? Anything you would like to call out there?
No, I would not say that there is anything crisis-faced. We are very impressed by your numbers now. I think this is the power the numbers have played out. I think Europe and North America out there in Asia.
Okay, thank you. Thank you.
Thank you. Our next question comes from the line of Dipesh Mehta from Emkay Global. Please go ahead.
Hello. I'm Chandra from Global Motors. First thing was said CGM, Cisco, and everyone in Global to compare and say, are we completely achieving onwards? The company is likely to increase production. When I say increment in production, I'm referring to potential revenue growth, potentially. Increase step number one. The question is about, you said potential revenue growth revenue. Considering the leverage to convert this and organize your work and make your maximum sales, are we considering now going forward or potential revenue growth as if we want to afford cost? That is question one. Question two about the strategic units, I think a comment which you made about two of the three units you reviewed. Regarding the overall performance of this segment, it is agreeing with, which is like a meta-analysis follow-up.
If you can provide more detail around it, let's say, what constitutes and how did they segment sub-segment rather? If you can provide some detail around which sub-segment growth strategy you normally are demanding from the segment.
The simple answer to you is the process for growth. The right example of a software system in the field.
I hope you have understood your question. Your mind was definitely a digital first time. From the perspective of what is the place of the question, certainly in terms of the operational growth, I think we are not providing value. I shared that we believe we are in a stabilization phase of our business. That is where I would like to leave it from a quarter-over-quarter analysis perspective. Specifically, the scientific business area, I think the number is clear. Two out of three segments grew quarter-over-quarter, and one of the segments, TQ, and that is what resulted in the overall decline. Within that segment, the segment with TQ, which is energy, it is unplanned. This is coming to an end in the near future. It is what is affecting those numbers. If we leave that project out, we recommend it for a quarter too.
Do you have a specific to invest in the home support, people to do so, to get a very pointed answer?
We've made the investment of John and Mark, and I see it, and we're very confident that it will be a bottom market to go up.
Dipesh, your line is off. I have unmuted your line once again.
Yeah. Sorry, my line got disconnected. Can you very forcefully repeat your answer?
Okay. Would you want to resume or?
That would be helpful.
To summarize again, what I shared is, as we have mentioned before, we have stopped giving value. From a quarter-over-quarter perspective, I'm trying to leave it there. As I shared, we are really in a stabilization phase of our business, which has brought out the least of the cost reversible. On the strategy surface, we did two of the three businesses' growth quarter-over-quarter. The third one also grew quarter-over-quarter, leaving one project out. We are facing a one project issue, a significant project which we will get over in the next couple of quarters. Underlying momentum, you've all seen the business against.
Understand that project is fairly large in size, which will include some kind of overall performance getting better. Better one for the mission?
That is correct.
Whether this project is larger to end, which will provide a rate of growth?
If the project provides a rate of growth, it's two quarters or one or two more quarters.
Okay. Okay.
Tabitha, do you have any further questions?
No, thanks.
Thank you. A reminder to all the participants, if you have any questions too, please press star and one now. Our next question comes from the line of Vivek Gupta and investors. Please go ahead.
Thank you for the opportunity. I have a basic statement to make with my tech management for some kind of objectives. How does management feel when they lay out the four targeting points in four days when not able to get anything? Some did get anything. The kind of downfall trend I face, how is management affecting what are the ops to create stakeholders when they see the downfall?
Sorry to interrupt you, Vivek. Your line was not cut here. I think you've given us a beautiful hindsight and free us to question once again.
Did it get cut?
That was much better. Yes, please go ahead.
I have a basic statement to make. I wanted to understand how does client management see the downfall which they have seen from the past couple of quarters, like from giving crises, not meeting the missing group crises, and then they eventually stop meeting those crises, and the downfall which they are facing in the business. What are their plans? How are they planning to create stakeholders' wells in the company? I'm hearing one question to be broad, please. It's a very easy statement to me that we have stopped giving crisis and all those things. At one given point in time, management used to sound very confident about our goals. That confidence has been shifting. It's clearly evident on the kind of statements that management is making.
There was a loss, yes.
Is it better?
I do think that we're very confident in the business. If you look at the guidance question, where we are at now, we're at about a year since our business started. Most of the case studies, because we're not telling you what the layout of the land is now, and we would like to use the whole sector to cover the bottom range of price really.
I'm not talking about the stock price. I'm not talking about the stock price in generalities. I'm talking from the business standpoint. The downfall the revenues are seeing, they eventually.
Thank you, Vivek. May I maybe just return to the question queue for any follow-up questions, please?
No, this question is not being answered.
I thought there are other people waiting in the queue.
Please let management include this. I'll not put any conversations.
I think I'll keep saying I do not agree with the sentiment. I think you have a very simple reason to this at this point. Not that the guidance is a choice. It's a choice that most companies wanted our deal to be made because these issues are part of the relevant business. It is in the time of the granularity that they've got. I am very confident about the business. I do not agree with anything in the context. If you look at the performance of the business compared to our peers on the daily side, it's better than any other peer, or better than most of our peers if you consider we are in the business and planning the subset. While we passed the currency from the past, we are very confident that we're over the value, and we will definitely deliver a very, very strong number.
I do respect you if you see the situation.
Thank you. Our next question comes from the line of Bhavik Mehta from JP Morgan. Please go ahead.
Thank you. It's been a few months since you took over. I just want to understand if there are any changes you have got into the business and the monetary metrics you've been evaluating to create the purchase of the initiative you're going forward.
Sure. Very practical question. I think the two key things that I've already kind of shared on, probably three, in terms of the purchasing as well. First and foremost, the focus on new business. The message that I shared about a percentage of new business that we are looking for within third world, that is something that we're going to focus on intensely. Second is our focus on growing the growth area. As I mentioned, the key focus that we are trying to drive is a sharp focus around technology in terms of what do we do with technology. What Cyient is known for in the market is its domain strength around the product features, the engineering of plant operations, and the network that we operate.
We make sure that we are bringing technology to those aspects to bring the main customer and it is good to kind of throw the digital game into the market. Our willingness to take in the future competition with this approach just in one quarter brings confidence about the approach we are taking. Of course, there are far more details that we can talk about from a strategy perspective, which probably sits left for a follow-up call. Especially thinking how do we improve our growth market and eliminate within growth markets that use this area to move the business forward. Second is with regards to the technology focus and what we do with the technology focus. Third, of course, overall organizational effectiveness and changes that we are making to demand for users and how we align our team with regards to new business.
Okay, sounds good. Thank you.
Thank you. Our next question comes from the line of Pritesh Thakkar from PL Capital. Please go ahead.
Yes, thanks for the opportunity. As I mentioned, correct me if I'm wrong, during the journey of taking the project level revenue to one of the MOD product top line, how far have you reached in that journey? If you can also provide any content between like ROG versus product unit revenue and recurring?
Starting with the last part of your question, which is with regards to ROG versus product unit, a large portion of our revenue tends to be ROG, even though the content of that was because we did. You can understand that the growing knowledge and the engineering knowledge that we have built up over a period of time, of many years, is better for our customers. Even though actual projects were about the nature of what we have shifted, it tends to be more MOD in terms of leveraging that knowledge. We do a lot of project work, especially in terms of business and energy. Even though the time, it also tends to be MOD and of nature. As we bring new programs, they quite often fit in the technology space, particularly AI.
They tend to start in the project code and build up like the AI fuel engine I shared. Already starting off with a 12-foot concept, we've been through a couple of projects after that, and eventually we came to AI fuel. That's what we rolled out for them for the next year. Yes, for buying from an engineering perspective, it's a big project thing. Eventually, it tends to become IoT. Even if it's IoT, you're not really forever IoT, but at least for a few years later.
If you can also provide the documentation based off the IoT of this project requirements.
I don't have that answer, Eddie. That is why I'm basically putting the variance of the answer, because the constant change is that data. If you need specific follow-up, I'll give you a lot of information so you can see it better.
Okay, thank you so much.
Thank you. Our next question comes from the line of Ankur Pant from IIFL. Please go ahead.
Hi. Good evening. My first question is, Krishna, how do you think the quarter panned out? What is your expectation at the beginning of the quarter? What were the positive and negative surprises? Was the growth in line with what you were expecting or better? How did you see the quarter?
I think if you look at the, as Krishna pointed out a little bit back, we are all covering the top markets right now. If you do an immediate year comparison, we have done the best amongst the peer group. From that perspective, obviously, it went well. In terms of where we started versus where we ended, we definitely built up momentum towards the second half of the quarter. We did better than we were expecting in the beginning of the quarter, something that we intend to take forward into Q2 first. There are always uncertainties in a supply and environment, and that would be reflected in our guidance as well.
From a perspective of things that surprised us, we were hoping some of the programs that we ordered that we wanted to grow definitely had a nice shift because, as I pointed out, March and April were fancy timeframes, and that gave some of the profits. Those are not deep loss. They're dealing with a nice shift, and hopefully, we should be able to get them over the next few years.
Sure. Secondly, were you able to implement changes that you had planned during the quarter? I mean, the pace of these changes, is it going slower than expected or online? What are the key pain points that you are trying to resolve at this point?
There are a few things I would say. I think changes are going to easily be, and the results of which will be negative. As I say, there is going to be negative results take time, and there are areas which take time and the results also take time. I would say the first part is obviously something we've done, and we are also seeing some results of it. I shared some of those metrics, some of the areas that are optimal that we brought in technology areas at least with year one. These are things or evidence of how we can make things in a good manner. There are things that are results which go up over a period of time. You can reflect it in our pipeline right now and the efficiency of our pipeline and initially make sure for successful results.
We have a couple of changes which take time, and I think those are things that will only increase as the next change initiatives within the company. In three, four quarters, they will start to increase.
Thank you. Finally, I want to touch there as to what is the natural margins, both GDP and semiconductor revenue. How are you viewing that? If you could please explain that.
Sure. I'll answer the marketing question. On margins, I'm sure it's a very important thing to you. It's too early for us in the year to see if we can avoid margin by deposit. Maybe there was a winning for this year as well. The reasons that the revenue cost is, and these are our views, that it is a potential about to grow in the future.
Thank you, Prabhakar. Thank you, Krishna. All the best.
Thank you.
Thank you. Ladies and gentlemen, as I allow further questions, I now hand the conference over to Mr. Krishna Bodanapu for closing comments.
Thank you very much. Thanks to everybody for participating. Like I said, this has been quite a full quarter as the CEO. Honestly, it's just a good place to tell you about the quarter. Like I said, it's a difficult quarter. We have outperformed most of our peers since we started in the company. We have set up a lot of good things in place, both from the revenue going to the market perspective. We wanted to see how we've come to the end. At this point, as we're going through a stabilization that's coming. Stabilization is the first step before growth comes in. We're quite confident the stabilization has come, which means that now we can work really onwards in terms of the revenue growth.
From a time we've been looking at, from a time year end perspective, I'll just talk very quickly that we set up for six years too. The first quarter, from a revenue perspective, we've noticed that the shift in the revenue that has been moved around seemed not effective. From a growth and margin perspective, what do you see? We should be, from a margin perspective, we should be able to find these in the upward growth trend and see if it's something that we want to go forward.
Thank you. On behalf of Krishna Bodanapu and Sukamal Banerjee and Arunabh Roy, thank you for joining us. You may now disconnect.