Ready to start this session soon. Just before we begin, we should mention that you can submit your question to this email address that you have in your top right corner here. ir@bimobject.com, and we will have a Q&A session at the end of the presentation. With me today, I have Peter Bang, our Chairman of the Board. Welcome, Peter.
Thank you.
We also have Martin Lindh, who is our interim CEO of BIMobject. Welcome, Martin.
Thank you.
I will hand over to you guys for the presentation part of this.
Thank you very much, Lisa. I'm very happy to be here with you. Could you please turn to the next slide? Yes. Martin and I, we have been together with the board and the management team, we've been working on the strategy since September. We have also promised you investors in the market that we would like to increase our communication and also the consistency around what we do. Just recapping, we did an investor presentation in end of September, where we addressed five tough questions we would like to work with, how to monetize on users, when, how to increase value creation, how to ensure profitable growth, how to accelerate the growth in product, and also capture the synergies with BIMobject, and also new complementary growth areas.
These five questions we have been working with. The purpose of our presentation today is to give you an update on where are we, how far have we come. I can tell you, we have not full answers on everything on this list. It's, it's a work in progress, but we have a plan for how to get there. I'm pleased that Martin, working as interim CEO, together with the team, has done a great job on getting a lot of things in place. I will hand over to you, Martin, to take us through the status of this. Martin.
Thank you, Peter. Let's first of all, just bring all the listeners with us and share a brief history of the BIMobject and a little bit around where we are today. BIMobject was founded by Stefan Larsson back in 2011. The introduction of BIM to the construction industry is and has been a transformational event for the building industry, as it allows digitalization on product level. Stefan's idea was to connect the industry by providing a platform hosting BIM objects that would be easily available to all stakeholders across the industry. In 2014, three years after the start, BIMobject was listed on the Swedish Stock Exchange.
In 2015, the revenue, or the financials in the company looked something like this. Revenue during this time was predominantly composed of non-recurring service sales, from producing BIM objects to clients that entered the platform. The cost was pretty high at that moment. Obviously, it's a big effort to set up a company like this. When moving a bit forward here, we, several things has happened in the company. If we also go to the next place where we are in today, as you can see here, several things has happened. One thing is that we have been able to grow the revenue base quite a bit.
Not only that, it also now consists of about 85% recurring revenue from the platform, and we still have service sales, of course. During this period, we also transformed the organization quite a lot towards a SaaS company, and been engaged in that over the last couple of years. Still though, we have a cost base that also has increased, and we still have a gap to break even, which we need to close. That is also what we partly address here with the strategy here today that we have proposed. Yeah, so let's go forward and continue with the next slide.
BIMobject today, the purpose we have and what we are serving in the industry, is that we connect and digitalize the building industry, making it smarter, faster, and greener. We do that by being a link between the Building Product Manufacturers and the users in the industry, which we refer to as architects, engineers, constructors, and Property Owners. We serve them with these digital objects and the services across the whole building process in the industry. Our stakeholders are just as mentioned, AEC, as we call them. That's architects, engineers and constructors, and the PO, the Property Owners, but also the Building Product Manufacturers.
These are the core groups for us when it comes to stakeholders. However, we also become an increasingly important part in the ConTech and PropTech communities as well as dialogues with building product distributors. The relationship with distributors is important as they have a vital role in the ecosystem. We don't always want them to miss out on the information flow that is changing with the introduction of BIM to the building industry. I thought it would be good also to mention something about the process of making the strategy before we actually dig into it.
Most importantly, for us, was to start off by making an honest reflection on where we are as a company and what assets we have to build a strategy upon. That, that was the initial part of the strategy. This also included to look at the market, the opportunities we see there, and reviewing demand from our products in different markets. Secondly, we made sure to dig deep in identifying challenges and bottlenecks in our organization that is hindering our growth. As some of you are aware of, we, for a long time have had a lot of changes and transformations in the company, which, if not completed correctly, not always will lead to reach the fullest effect that was originally intended.
In this part, we also have, of course, strategic challenges that we looked upon quite well as well. Finally, no, not finally, but then, after that, we looked at the resolution space. We detail recommendations on how to successfully address the complications we have identified, and where we have made quite clear initiatives in many of these, that many of which have already started. In areas which Peter mentioned briefly earlier as well, where we didn't have the full solution in place yet, we instead focused on detailing a clear road on how to get there, to make sure that we will have a stable path forward in those areas as well.
Finally, we need to make the adequate prioritizations, of course, which you always do when you are in a strategy work. Which then ultimately led us to the strategy that we present here today for you. How are we doing as a company? Here, I thought it could be good just to give a highlight of how we're doing, and we have split this into three different areas, technology, position, as well as performance. Let's start with the technology part of this. What we see with the technology or the digital objects we have is that there's an increasing importance of product-level objects and data.
Not only, I mean, there is different types of objects, everything from generic to specific products, and you can also have different levels of data connected to it. The more digitalized the industry becomes, the more important it is to have the product-specific information that can be connected to models in the building industry. That's where we are, and it's really a good place to be in. Secondly, we see a continued growth within sustainability. This is has really kicked off in the Nordic region, powered by legislation, and we see that it will come also, it will be further rolled out across Europe in the next couple of years, which will continue to fuel the growth within this area.
Finally, we, as a building industry, it is continuously growing when it comes to digitalization. We still see a clear demand in the industry despite the macroeconomic environment that we're in. Also it should be mentioned that it is a slow-moving industry when it comes to digitalization. There is no silver bullet that will just fix everything and transform it radically. Instead, it will be hard and tough work, but that's what we're here for as well. And it's therefore, also super important for us to be more and more efficient as a company so we can help the industry transform faster and faster. In terms of positioning, Prodikt is a young company, 2+ years, almost three soon, I believe.
It's still, it's a clear tech leader within its niche, and we see a surging demand for their services. Currently, they're established in Sweden, and we'll come back to that a little bit on the growth path for them, forward as we see it. Secondly, bimobject.com is a clear leader in the market, and there, we also see a growing demand for its product. Still, we see there's more things to do when it comes to fully capture the value that we bring to BPM and AEC. That is something that is, of course, highly relevant for us to work with and also is part of this strategy, of course.
Performance, we have, as I mentioned earlier, made a SaaS transformation and have come quite far with that. Which is good position to be in, especially now, when it's bit fluctuations in the market, than when you have recurring revenues and stable contracts with your clients that just provides a good base to stand on. Secondly, we have a product team that we have been working quite a lot with, and gaining better and better traction in the organization with better and better paced launches of products that comes out to the market. Finally, we have improved, but still not reached sufficient momentum in our sales and growth engine. That is also something that we look carefully upon here in the, in the strategy and initiatives that comes out of it.
This slide, Martin, thank you for showing this one. I think it is a key slide. We talk a lot about all the ambitions we have, and we are also tough on ourselves on all the things we would like to do better. Our starting point or where we are right now, I mean, is super. We have accumulated over the years, three million users who has been in touch with us on the platforms. Today, we have more than 400,000 monthly active users. As you could see in the Q3 report, this number is increasing. It's used by the top architects firms in the world. We have three platforms now also with Prodikt coming in.
We have 120,000 product pages from our manufacturers, and we have 2,000 building product brands on our platforms. When we are ambitious about where we want to be, and we also toughen ourselves on the necessary growth, but we still have a super starting point and developing in the right direction as we also have communicated earlier. I think it's important that we always remember this starting point being the world leader in this space. Back to you, Martin.
Yes, indeed. Thank you for the input, Peter. All right, let's continue. We, I think it could be good to get back to this slide here where we show the history of BIMobject and how we have been transforming the company and a bit where we are today. A large part of the strategy work has been concerning how to reach the gap to profitability or to break even in for the company. There's obviously three ways of doing this. One is to increase the revenue, to continue to grow the company, and to scale out on the cost.
Secondly, the option would be instead to reduce the cost to reach the profitability like many other companies are working hard on, like Twitter and similar. Then there's the third option as well that it would be a mix of it. When we have looked upon this, we have concluded that growth alone, that would be too much risk. Also, when we have this trajectory here between 2015 and 2022, we don't want to have a similar situation going forward. Should try to do our best to change the scenario instead. Also when looking at the cost, we still see that the company needs to have a cost base in order to allow to continue to grow.
What we concluded was that the best strategy forward is actually mix, where we trim costs in the organization, and make sure that we still have a very efficient organization and continue to work with that efficiency to make sure that we also can continue to grow as a company. With this mix, we believe it's, we will be much more successful in achieving profitability as well as continued growth, for the company, going forward. This strategy work then also, or landed in what we call the Revitalize program, and this was shared with you in a, in a press release too. I think it's good to come back to, these different items that we have in the, in the strategy.
The strategy, as we defined it, is made for us to being the world leading provider of building product information preferred by architects, engineers, contractors, and property owners. Let's now go into the different initiatives we have here to put some more context in what they include. We'll start first with a repositioning initiatives. All right. When it comes to repositioning, we have first to strengthen BIMobject's identity and communication internally and externally. This is something that we identified clearly in the challenges part or the communication part of when doing the strategy. It consists then of being more precise and clear in our purpose, better define the assets and the strategic direction for the company.
You've heard already a bit about how we review those and how we see ourselves, and it will provide overarching direction which we're moving in, which then also will trickle down to how we communicate about round of products and similar, yes. Then also, while doing this, we also have made a group consideration because when we communicate about ourselves and how we think about ourselves, it should include both product as well as BIMobject. It is quite well fitting these platforms. There are so many similarities between it, both when it comes to product level data as well as how the platforms work, while also being quite complementary. This is has been part of that work as well.
Finally, it's efforts to improve and align external communication. This is both to clients, as I mentioned earlier, on how we communicate with them across the company, but also how we communicate to the market. I think that some of the listeners here will recognize this in that we have increased the pace on PR communication. When we have interesting events and so forth, we have started to and will increase, continue also to be better at sharing those with the investors, so they sort of can follow us on the progress we make also through the press releases. Here, trimmed organization and clarify roles and responsibilities within the company.
We have an initiative here, which we are gonna talk a little bit more soon, but to reduce the cost base with around SEK 20 million , and this is a mix of personnel and non-personnel costs. Secondly, we are gearing the organization for maintaining a continuous focus on growth as well as improved clarity when it comes to roles and responsibilities within the company to have a more efficient organization. Thirdly, we are we have made changes to strengthen the product development organization and the product development team.
Part of that was the appointment of Stina as a CTO, but there's also other organizational changes that were made to make it very clear the focus of the product team, and also we have increased their role and responsibility in the company, moving us towards you could say a product-led growth company in the sense that this group will have much larger responsibility and impact area in how we design, understand, and also the way we actually sell the product. It's a consistency in how we operate within the company. Yes. And the cost program we have, as I mentioned, is to reduce cost, of course, but do this in a way that not should hamper our ability to growth.
What we have done is a couple of things. We have consolidated our marketing teams to become one and also changed a bit in the way, quite a bit in the way they work and how they, how we approach the market in the marketing perspective. Secondly, we have slimmed down customer success a bit, and we are also implementing new ways of working. The customer success team, obviously this area is quite interesting for us 'cause we have a large customer base, and we want to continue to work with it and improve ways of serving them and monetize on features and so forth.
While when we believe that in reorganizing this group, we can continue to do this work even if we are a bit fewer people than before. Thirdly, working on minimizing overhead costs, and there we have several initiatives. Then we next initiative is that we have increased, we increase focus on core including core markets, while reduce focus in other markets which hasn't where the maturity of BIM hasn't matured in the same way, being Portugal and Latin America. Finally, we of course have been through quite extensive list of non-personnel costs and have already reduced a bit of those, but we'll continue to work on those to get cost savings from them.
Yes. All right. Let's go to the second part here, create growth, where we have three different initiatives, and this is more of an operational part of it where we want to increase organic growth in the company. Okay. The first part here is accelerate sales and onboarding, and there's actually quite a number of initiatives here that we have. But we have some here that we, I think could be good to share with you. This is how we now increase the way we work in a sales organization with pods. It is also how we working on refining the customer journey and refining the ideal customer profile, and it's how we increase or if we become better at segment and prioritize when it comes to sales.
Yes. Okay. With a commercial organization, we are working towards being more of a pod structure or having more of a pod structure in the organization. As you might have heard, we have in the staff transformation, we have, first of all, we developed different functional areas or functional teams, marketing, BIM advisors, sales development representatives, account executives, and customer success. These teams are working quite well in respective functional areas. There are two things here which is important to address is both when it comes to localization as well as coordination between the teams.
It's the pod, what it will allow is to have a better local ownership for the market, and we will have more like a localized tactics for how we engage in sales in the market, including how we build networks and how we strengthen connections with different players and the customers in the industry. Then, of course, this structure will also help us to have a tailored growth approach for each market, both when it comes to the new ARR as well as the services that we are involved in. Finally, this also requires alignment and coordination and knowledge sharing, and the pod structure will increase it in the pod. Then we will continuously also work across pods that we normally do as well.
Most importantly for us is, of course, to really understand who the customer is and how we best can serve the customer. We have initiative that goes a lot to be very clear on who the customer is and how we should approach them. This we do by being better at profiling the customers throughout the sales process. This information is accumulated across the pipeline and will help us to better serve the clients throughout the process. It also allows us to be better to segment and target our efforts when it comes to which customers we serve and which customers we spend time on.
Finally, it is also a great input to our product development team, to have better profiling of the customers because they will really need, they need to understand, and it will be greatly benefited from this insights. We tailor the products even more precise to the end users we have. On speaking of this, of understanding the end users and the customers, we also concluded it was quite important for us to strengthen this area by two other things. The first one being to set up an advisory board that we are in progress of doing.
This is a great forum to share ideas, get feedback, and network in the industry, and will be of great benefit to the product development team, and also other functions, of course, in the company. Secondly, it is to initiate partnerships with different stakeholders in the industry. To me, this is quite important also when we come back to the AEC initiatives that we are going to talk about because really understand the end customer here is key to that, to make sure that we have the right features and products tailored for them.
Yes, Prodikt is of course an important part of our company. They are working on their own platform, and it's of course in our interest to make sure that we will continue help to grow that platform and scale it up. If we look at that, then, the way we are working with Prodikt is to scale it up, and we will start with Nordics first and then move further away from Nordics to Europe and the U.S. Secondly, part of this, as mentioned before, is also to have a shared story about the BIMobject Group. We will better utilize the, or the dialogues we have in BIMobject Group to also bring about new dialogues for Prodikt in the markets we serve.
Thirdly, we will continue to work with integrate the BIMobject and Prodikt platforms, but not, and we say partly here because we don't see it makes a lot of sense to integrate the platforms from an AEC perspective. For the users, I think they have slightly different purposes to serve and should be two different platforms. They're in different markets at the moment, but there are other areas in which we can integrate, and we are working on those to increase the efficiency and capture synergies between the companies. Could also be good just to mention a little bit about Prodikt and what they how they serve the market.
Right now, as I mentioned, they are in Sweden, working hard to establish themselves there and having good progress in doing so. They serve basically the entire construction process, everything from pre-study to operation, and starting with the BIM model and how they compare of building systems, and then can work both with generic and specific data to also produce climate declarations and analyses of the climate impact of what is constructed. Which also can continue to live on during the operation phase and be part of how it's followed up and when renovations are made, and so forth. What's interesting here as well is that they cover so many areas of or stakeholders across the building industry, really tying it together in the sustainability aspect.
Prodikt as mentioned heavily focused on Sweden today to get this right because there is a lot of different stakeholders they work with, and it's a platform really coming into place. After Sweden is being fully established, not fully, but sufficiently established, then they will continue to work their way around the Nordics, where we see also legislations are coming in here or already have to some extent, and that will be then part of their expansion journey. Yes. Okay, let's move to the last section, which is the new initiatives. We'll go to, first of all, the increased focus on user value creation and monetization.
First of all, what we look here is to find different ways to deploy scalable tools and features that surpasses the pain threshold for monetization of AECs. This question about monetization of users has been quite a hot topic for quite some time. This is partly because one of the assets we have is a very large user base, of course, that we can leverage. BIMobject as a platform has always had a philosophy of always to be open and free for the users, and where it's free for them to create a user account. We don't see that we would change anything like that. We don't see monetization would come from charging for the users as they are today.
Instead, we're looking at different ways of finding tools and features that would be suitable for them that they would be able or that they would be ready to pay for. Another area for why we think this area is important for us is because it also increased the ability to connect the data flow between architects and BPMs. It has a higher retention rate and also moving closer to the architects, where we can better connect the stakeholders in the industry. If we look at the road towards AEC monetization, we can first look at BIMobject. BIMobject hasn't really been the platform where we have done this. There has been attempts made when it comes to desktop solutions and plugins with an EVO application.
I don't know if you recall that, but that was a trial that was made historically. When it comes to Prodikt, they have built their site slightly different. They not only have a product platform environment, but they have a project platform environment too, you can say, where users can log in and work with a platform in a very productive way. They are really have been able to establish these features, which is so important for industry that they have started to monetize upon them. They are scaling up and doing so quite well in their markets.
When it comes to AEC monetization for BIMobject, the most interesting area here is of course the one that I mentioned with plugins and desktop solutions. We have a couple of options here. Originally, I hope we will come further than we have, but they consist of build and refine, which is the sort of the approach that is what we can perhaps should go towards. Second would be also to fast forward part of this work through partnerships to get even faster growth. The third one will be to acquire a player, and there's quite a number of players.
However, here when it comes to acquisitions, it's super important that when we acquire companies that they have a really strong fit with us, how we work as a company, and that we could integrate them in a good manner. We are still working on all of these three dimensions here, but if not successful with the latter two, we will continue to build and refine, and we'll do the slow way. We will have a dedicated team in this initiative to really make sure that we have features and products coming out in this area that will address the needs efficiently to be able to monetize on it as well.
So therefore, we have said that this is sort of like a short mid-term initiative that we are on, depending on how quickly we will be able to get to the point where we believe we have a product ready to launch for the market. We have the second initiative here, which is to enable tech integrations with other software platforms. We see this as a very interesting opportunity. It's more of a mid- to long-term initiative though, but still quite interesting and important for us. We see this as a way of collaborating with partners to provide the objects that the user need, where, regardless of where she is in the process.
We see that users in the market have different need of different objects with different metadata and quality dependent on where they are in the process. Tying this together would be a tremendous value add for the users when working in different dimensions of digitalization. Secondly, it's also an opportunity for us to be a connecting hub for relevant to prioritize data by different stakeholders in the industry. This really also builds upon our great relationship with building product manufacturers, which is very hard to establish. It's been a long, tough journey to create the growth we've had. That's also, as we see, a huge asset that we possess in this industry, that we have all these connections, so we have it on a global scale.
That really ties well in together to this initiative. What it includes then or how we conceptually see on it is to connect the industry better. This could be or this is of course part of the our platform being connected to it. It is partnerships at the most recent we entered with Eurovent, for instance. It is to connect generic objects or even local standards and have different APIs to our Building Product Manufacturers that we tie together so we can distribute to different partners. Also, quite importantly, when we talk about AEC features and tools, this obviously would be very benefited of such a connection to it, as well as in other area. We see an increasing demand from the industry of solutions like this.
As I mentioned, we see that we ourselves have a unique position to connect the industry in this way as it is connected to product-specific data, which we're quite good at. With that, when it comes to the strategy for, we present today, there's a couple of things here that can be good for you to take with you from this day. The first one is the assets we have that we stand upon, and we have accumulated over time that we will continue to strengthen and also build new initiatives from. We have the strategic program with our seven different initiatives, which we work with quite dedicated and will so also for the next couple of years to make sure that we will reach the targets we have.
Through this, it will allow us to being the world leader, world leading provider of building product information, which is preferred by architects, engineers, contractors, as well as property owners. By that, I believe the strategy presentation is at an end. Thank you for listening in to it.
Thank you. Sorry about that. Thank you, Martin, for that. Q&A part of this. We have had two participants who have email address. We had a couple of comments also on monetization. Martin, can you expand a little bit on that, expand on the how?
Yes. I think, as we covered it in the presentation to some extent, I think the area of how is we are looking at both desktop solutions and apps for softwares like Revit, to go through that channel in being more closer to the architects in their work. Through that, we also will be able to find areas for how we can monetize with the users by providing value-adding services that they would very much like to pay for. Yes. Then also the question of when, then, that I can't say that specific on, because we are looking at different alternatives. We will do our best to guide you on the progression as we're doing it. So you will stay updated throughout the period.
Sorry, Lisa, I'm on the other end. It's Peter here, but it's very difficult to hear your question.
Yeah. That's where we're continuously working on. There is a lot of product development in that area, both for on the product platform as well as for us in BIMobject. In BIMobject, we are or have or are still mainly focusing on the monetization of the BPM. There, we continuously build out the offering and the different features that we believe will create most value for the building product manufacturers. Yeah. Perhaps we can be I can again be clear on that we don't see it as that we're gonna charge users that use BIMobject web or platform in the future.
It is and should be a free platform to use, that is how we connect industry. We would like to have really good traffic, of course. One thing when we think about monetization of users is we don't want to hamper the growth we have in the platform. We see that as essential for us as a company and also will be in the future. Instead, we will find alternative solutions and products that is different than what we currently offer.
Another question that came in, when we think about our cash position, how will that be affected by this current strategy?
Yes. When before we had this cost program, we had a sort of like a forecast that the cash would last approximately five years. When doing this cost program, that would be extended to 12 years unless we also grow. By growing, we, then, will not, have. We foresee that we will have, like, ample margin, in the cash, built up in the company. We don't foresee that we will be needed to seek additional cash or funding in order to achieve the targets and goals we have in this strategy.
Another question that came in, we talked a bit about our position being quite solid and that we have a large interest among our end user base, that it's growing continuously. We got a question here, if we see any discrepancy between that very solid position and the current financial situation that we are in. Would you like to expand on that?
Yes. I think there is a couple of reasons when we talk about the financial situation of the company. I think the question here is referring to the fact that we are still not profitable after so many years. It comes down to a couple of things. One thing is that in the industry, there is some duration for when it comes to onboarding times, and then also obviously the cost that is involved in onboarding new new Building Product Manufacturers. That is partly the rest of the strategy then to optimize that and be even quicker and faster. But it's also the nature of how it is for Building Product Manufacturers in going in this digital journey of theirs. It just takes time.
That's why we need to be as efficient as we can and helping them in a, in an efficient way. It also comes down to the we as a company have a fairly complex business model. It requires a lot of coordination and many areas that need to work at the same time, in a paced manner. That's why we also today have a lot of initiatives looking at that and and making sure that it will run smoother and smoother and better and faster. I think we see that as a vital thing to really put in place to make sure that we as a company have the right efficiency overall when we work.
Yes. Another question we had coming in was around achieving growth while at the same time cutting costs. Related to that then, what we would be see to be our main sales driver going forward.
Yes. This has been an essential part of the strategy, of course, to make sure that we can grow while also cutting costs. We have been very careful in trying to cut and in the right places. In where we do that, also compensate by making sure that how we work in those units will be better, even better afterwards, even if there are fewer people there. That is the way that we have been working with that. When it comes to the main sales driver, there's a couple of them. You can look at on it in different ways. The BIMobject platform, as of today, is the largest part of the company, of course.
Therefore, it will be a main growth driver just by its sheer size. We have Prodikt, which is really a fast-moving company as well, bringing in a lot of clients and getting traction in the market. It starts from a smaller base, so that of course, on the totality, has less impact. In a couple of years, I think we will see very nice contribution from that company into the whole group, which will hopefully change the profile of the company a bit. We also have these longer-term initiatives that even if they're launched shortly, it of course takes time to scale up unless we acquire a larger asset base. We do have, good asset there to leverage upon, which can fast-track it, also. Yeah, I think it's a combination of the three that's gonna, drive the sales, going forward.
Talking about our existing customers, have we got any feedback from them recently on our value proposition?
Yeah. Most recently, I was in the exhibition in Munich, the BIM World exhibition there. A great mix of users and Building Product Manufacturers and also different stakeholders in the industry. It was interesting to talk with them while being in the end phase of the strategic work we have. There was a lot of connections between what we have identified in the challenges part of how the strategy has been built up to what we talked about with customers or users in terms of our product market fit and what they really would like to see us working on or achieve. That felt quite comforting, actually, even if you always want to hear that you're best on everything. I think we have covered them, fairly well.
With the sales-
I could also add, it's Peter here. I spent a full day with a, one of our-
You mentioned it as one of the, as a driver here. Can you give some comments on what our current onboarding process or rather our current onboarding time looks like, and how do we expect to improve that? Have we set any metrics for that?
Yeah. We measure it in different ways, but you can say that it also varies quite a bit. I mean, some customers are very immature in their understanding of BIM, and then you have customers that perhaps already have BIM files. And there's a big difference between the two, of course, on how fast they can onboard to the platform. By defining better profiling of for the customers, and also being more specific in how we target and segment them, I believe we can be smarter in how we bring customers on and the onboarding time, and perhaps most importantly, how much time we spend with different customers, depending on where they are. To have different levels of treatment for them. We serve the industry in a proper and efficient way.
Circling back to the topic of the cost-saving program that we mentioned, could you add some timeline to it?
Yeah. The cost program is also the reason why we sent out the press release, mentioning the cost program is because we sort of, that was the starting point for it. We have also been working quite some time before that, of course, on things we have been able to target and achieve without the press release. With that, I mean, we have been very well prepared, and we have launched it already. It's been internal communication. In some extent, some people will leave. I think most of it will be within this year. Some people will stay on a little bit longer. For the ones that depart fully, then we will recognize the cost in this part of the year, so that we have like a cleaner, financials, next year.
In this presentation today, we haven't shared any new numbers. We got a question here, if you had any comments on reporting our ARR metrics going forward, if you have any update on that.
Yeah. We continuously want to improve metrics we present, and we step by step add more and more granular metrics. I don't think I want to give a timeline and be fully explicit on which metrics we're looking on, and all of that. Obviously, we have very good control of the metrics, but it's also a question of how much would you like to share. I mean, to investors, we would like to share everything, but then we would also need to share it with competitors. There's a fine balance there on how much we would and could share when we have these presentations.
We have another question here of the current status of finding a new permanent CEO to the company.
Me? Yeah. Yes, we are in progress. We are working with a headhunter and they are on the case. I just had an update today with them and they are contacting different potential candidates. I would say we are in progress on that work.
Thank you, Peter. All right, we're coming up on the final questions that we have here. A question around our business model when you look at just the BPM model side, our business towards the building product manufacturers. What growth levels do we think will be achievable for us with that current model?
Yeah. We don't provide forecasts. I think that would be difficult for me to share. Obviously, when working so much with the organization and the modus operandi of how we drive sales and how we approach customers, and all of that, and also on top of that, we have new and more and more products to the customers we have. I hope at least that it will be an improvement to it. Yeah. We don't, fortunately, don't provide forecasts.
A question related to that, when we look at new customers that we are bringing in, do they come in at above the same level as the list prices that we present on our website? I'm actually not sure how much of our list prices we do present on our website, but can you comment anything about the new customers that we acquire and the level that they come in on?
Yeah. I think we are getting better and better at moving towards the list price, especially for the lower-level clients. For larger clients, there is more of a negotiation, but we have very clear guidelines, which we are quite strict and good at following. It's larger deals. There is, of course, dialogue with clients because this can also vary quite a bit on exactly which features or adaptations that they need.
Thank you. That was the final question that we had. We wanna thank everyone for sending in questions and taking part of this presentation. Martin, do you have any final words you want to say before we end the recording and the call?
I just want to thank everybody for listening in, and feel free to continue to submit questions if you have to, the email address, ir@bimobject.com, and we'll do our best to answer it. Sometimes we are in periods where we can't answer it, but when we can, we try to do our best to do so.
All right. Thank you everyone for listening.
Thank you.