Good day, and thank you for standing by. Welcome to Enghouse's first quarter 2022 conference call. At this time, all participants are in a listen-only mode. After the speaker's presentation, there will be a question and answer session. To ask a question during the session, you will need to press star one on your telephone. If you require any further assistance, please press star zero. Thank you. I would now like to hand the conference over to your speaker today, Mr. Stephen Sadler, Chairman and CEO. Please go ahead.
Good morning, everybody. I'm here today with Vince Mifsud, Global President, Doug Bryson, VP Finance, Todd May, VP, Legal Counsel, and Sam Anidjar, VP Corporate Development. Before we begin, I'll have Todd read our forward disclaimer.
Certain statements may be forward-looking. By their nature, such forward-looking statements are subject to various risks and uncertainties, including those in Enghouse's continuous disclosure filings, such as its AIF, which could cause the company's actual results and experience to differ materially from anticipated results or other expectations. Undue reliance should not be placed on forward-looking information, and the company has no obligation to update or revise any forward-looking information, whether as a result of new information, future events, or otherwise.
Thank you, Todd. Doug will now give an overview of the financial results.
Thanks, Steve. Financial and operational highlights in Canadian dollars for the three months ended January 31st, 2022, compared to the three months ended January 31st, 2021 are as follows. Revenue achieved was CAD 111.1 million compared to revenue of CAD 119.1 million. Results from operating activities was CAD 35.7 million compared to CAD 40.7 million. Net income increased to CAD 21.6 million compared to CAD 20.6 million. Adjusted EBITDA was CAD 38.6 million compared to CAD 44.5 million. Cash flows from operating activities, excluding changes in working capital, was CAD 38.7 million compared to CAD 41.7 million. Revenue for the first quarter of 2022 was CAD 111.1 million compared to revenue of CAD 119.1 million in the prior year.
While revenue for the first quarter of the comparative year had mostly returned to pre-COVID volumes, it represents the tail end of a period positively impacted by an influx of COVID-related demand for our remote work and visual computing solutions. Revenue for the quarter was also negatively impacted by CAD 4.4 million as a result of foreign exchange compared to the prior year. We also continue to experience a shift toward cloud offerings, particularly in the cloud contact center market. Net income for the quarter was CAD 21.6 million or CAD 0.39 per diluted share, compared to CAD 20.6 million or CAD 0.37 per diluted share last year. The increase in net income is a result of lower costs and higher other income, despite lower revenues relative to the comparative period.
Adjusted EBITDA was CAD 38.6 million or CAD 0.69 per diluted share, compared to CAD 44.5 million or CAD 0.80 per diluted share in the first quarter of 2021. Enghouse closed the quarter with CAD 214.8 million in cash equivalents, and short-term investments, compared to CAD 198.8 million at October 31st, 2021, with no external debt. The cash balance was achieved after making payments of CAD 8.9 million for dividends in the first quarter. Enghouse remains focused on its long-term growth strategy, investing in products while ensuring profitability and maximizing operating cash flows. As a result, Enghouse continues to replenish its acquisition capital while annually increasing its eligible quarterly dividend.
Yesterday, the board of directors approved the company's eligible quarterly dividend of CAD 0.185 per common share, an increase of 16% over the prior dividend, payable on May 31st, 2022 to shareholders of record at the close of business on May 17, 2022. This represents the 14th consecutive year in which the company has increased its dividend by over 10%. I'll now turn the call back to Mr. Sadler. Steve?
Vince will now give some operational highlights of the quarter.
Thank you, Steve. I appreciate those of you that are making the time to listen in to our Q1 conference call. As Doug has communicated, we continue to generate good operating income and positive cash flows. This quarter's EBITDA was CAD 38.6 million, 34.7% of sales, and we've been consistently around the 35% EBITDA mark now for more than two years. Gross margins were once again above 70%, and our revenue in Q1 was consistent with Q4, with overall revenue being CAD 111.1 million, which was negatively impacted by just over CAD 1.1 million due to foreign exchange compared to Q4. We were negatively impacted by CAD 4.4 million compared to Q1 of last year.
During the previous quarterly conference calls, I already covered the growing shift to the cloud when it comes to the contact center market. This shift is clearly occurring, and we do expect this to continue into the foreseeable future. Although we have responded to this move to the cloud by making several investments in product and engineering, we remain committed to our strategy of growing a highly profitable business by running a lean and nimble sales and demand gen organization, focusing on high-margin business and managing our cost to be in line with revenue. This outcome generates positive cash flows from operations that can be deployed on acquisitions. A key differentiator for us in the market centers around providing our customers choice. Enghouse remains one of the only companies in the contact center market and video market that offers choice between private SaaS, multi-tenant SaaS, and on-prem.
This offers our existing customers the opportunity to upgrade to the cloud when they're ready, and is also attractive to certain segments of enterprise customers. We are seeing growing orders being signed for our SaaS cloud offering for contact center. In Q1, we signed CAD 3.5 million of SaaS contact center orders, which was one of our largest orders in terms of orders signed in the contact center space. Revenue of these deals are recorded over the term of the SaaS agreement, and therefore, all of this revenue is deferred into future periods. Video remains an important part of our business and continues to be focused on the telehealth and enterprise verticals that are looking for security, such as defense, courts, legal, and finance.
Our video engineering group has recently developed three new products, including unified communication as a service, our cloud PBX, and video patient monitoring. With these new developments and the growing intersection of contact center as a service and unified communication as a service, we believe the outlook for video looks positive. Video product revenue was down from Q1 2021 due to the remaining orders driven by COVID, but was consistent with Q4 2022. This quarter, the asset management division improved relative to Q4, increasing revenue from CAD 46 million to CAD 49 million, which was up 6%. This group continues to focus on telecom, government, and transit companies. These sectors are not experiencing a significant increase in demand for cloud or SaaS.
However, we do expect that this cloud shift could occur in the future, so we've made investments in preparing our software for cloud adoption in anticipation of the shift. A number of our SaaS applications have completed their cloud readiness requirements over the last 12 months. IPTV is one example that we've done. We've already done the cloud lift, and we've been selling it for several quarters, and now have signed over CAD 3.2 million in SaaS IPTV orders, which will be recognized in future quarters. Our transit business has started its expansion into the Americas market, and during Q1, we signed a master framework agreement with the California Department of Transportation, which provides us access to 300+ transit operators. They now have the ability to purchase our automated fare collection solution under the terms of the framework agreement.
We hope this will materialize into revenue for us in the automated fare collection market and spark further expansions into other states. Just on a final few points, Q1 represents over 100 consecutive quarters of positive operating income and cash flows for Enghouse. We have a track record that demonstrates our ability to adapt to continually changing market trends, product life cycles, and economic conditions while remaining profitable. As we have announced, Doug Bryson has decided to retire from Enghouse. He has been here for 93 of these 100+ quarters, which is an amazing accomplishment, and I wanted to thank Doug for all that he's done for the company. It's been great working with Doug over the last four years since I've been here at Enghouse, and I wish him well in the future.
Thanks.
Let me turn the call over to Mr. Steve Sadler.
Thanks, Vince. A little bit in acquisitions. We are actively reviewing opportunities and continue to search the marketplace for opportunities that meet our financial criteria. We continue to focus on capital deployment, doing our due diligence remotely. The acquisition pipeline continues to improve, and with the decline in tech values in the public markets, we are seeing more opportunities that meet our financial payback criteria. As interest rates increase, taxes rise, and government stimulus is eliminated, our ability to deploy capital is expected to improve. We remain committed to executing our historic strategic business model and discipline, which we believe will add shareholder value. I would now like to open the call for questions.
Thank you, speakers. Ladies and gentlemen, as a reminder, if you would like to ask a question, you may press star then the number one on your telephone keypad. Once again, you may press star one to ask a question. Your first question is from the line of Daniel Chan of TD Securities. Your line is open.
Oh, hi, good morning. I just wanna dig into the IMG segment a little bit. Revenue this quarter is now below what it was pre-pandemic in Q1 fiscal 2020. You had a number of acquisitions over the last two years as well. Can you just provide some color on whether organic growth in IMG is declining relative to your pre-pandemic levels? And if so, what may be causing that?
Okay. I'll start there, Daniel. It's primarily related still to video. Video in Q1 of last year still had some COVID related orders. Most of the decline is on the video side.
What about when you compare it to two years ago before the pandemic started, before you got that bump? It's still below. Like, IMG in general is still below that level.
You also have, I guess, on top of that, what Vince has talked about moving to SaaS. Which means rather than take your revenue up front, you're spreading it over three years. We're basically in that second year of that. That also adds to it. Another major factor is the exchange. U.S. dollar and Canadian dollar has moved a lot, and the euro as well. You got to factor in exchange. I think last year, that was CAD 13 million impact on our revenue line. There's a lot of factors going into it. I think the IMG side, certainly we're looking to improve it. But right now, there's a lot of factors that are showing up in the numbers.
Okay. Thanks for that, Steve. If we dig into the hosted and maintenance revenue, you mentioned in your filings that you continue to see some attrition in your existing customer base, particularly around video, as they continue to right size. As discussions now move towards reopening and moving back into the office, how are your discussions with customers going? Is there a line of sight to where this levels out?
You know, that's a hard question, to know what's gonna happen and what's the reaction after people don't totally work from home, come back to the office. It's difficult to say where that is. Again, there's a lot of factors that go into it. I think right now, one of the factors is we still do on-prem, as Vince talked about, as well as in the cloud. In the cloud picked up during the pandemic because people aren't going into offices. You're not even going in to set up the systems. Is on-prem gonna come back a little bit because it is, in many ways, more economical? There's several factors there. We're preparing for whatever happens because we do both. We'll just have to wait and see. I have no good forecast for you on that.
Okay. That's fair. Good to see that you're getting traction on the cloud. You mentioned you had the strongest bookings in the most recent quarter. Can you just remind us what the uplift in revenue per seat we would see as customers migrate from an on-prem maintenance license to a SaaS subscription? I recognize that license revenue will decline, but just wondering what we could see in the hosted and maintenance segment as you make that migration.
Yeah. Like, as you mentioned, Daniel, when we sign an on-prem deal, you get the software recognition upfront, and then you get a bunch of services revenue to implement and integrate it. When it comes to SaaS, it's the other way around. We implement, do all the integrations, and then the SaaS revenue kicks in on a per user, per month basis. That's the way the rev rec happens. You end up with more long-term revenue under SaaS. Margins are around the kind of 70% range, so we can keep our margins at that target level. We're at the high 60s at this point. That's essentially how it works relative to on-prem.
Okay, thanks.
Your next question is from the line of Paul Steep of Scotia Capital. Your line is open.
Hey. Morning, folks. Vince, maybe just to continue where you were going there, just remind us, on the contact center side, are you typically signing three-year contracts with the clients? Because I guess I'm looking at the deferred revenue, and you called out a couple of places in contact center and in, I think, in networks, signing some IPTV, some cloud-based deals. Just trying to see how that's being recognized, maybe in the deferred, so we can sort of get a vibe of the transition of the business over time.
Yeah, sure. We normally do sign three-year deals for our SaaS, whether it's IPTV SaaS or contact center SaaS, and it's normally billed annually in advance. The billing typically starts when we finish the implementation and integration work, and then we bill for the year annually in advance. Then when it comes on anniversary bill, we bill it again for the next year and the year after. You don't get three years of deferred. You get one year, and then it renews again in the following years. Does that answer that?
Yeah. No, that does. I was just looking to sort of get a sense of, we know we get RPOs from other people and wanting to see how that was sort of building or how we should start thinking about that over time. It sounds like, you know, still early days, but the comments help us sort of figure that out. Maybe the other point on contact-
The other side is.
Go ahead.
You've got to realize it doesn't show up necessarily always in deferred revenue. Sometimes it's quarterly, sometimes in advance, sometimes afterwards, but you really can't tie it to deferred revenue that well.
Perfect. Maybe on the cloud transition, do we have a sense, and I know you tried to answer it with Daniel, but maybe we try it a different way. If we think about that cloud transition, how have you thought about sort of modeling out your base, maybe, you know, shifting over the next five years? In five years, should we think that, you know, you've made the full move to cloud? Or no, we're gonna sort of be more gated than that.
Yeah. Like I mentioned, we offer three solutions to the customer. You can purchase from us a private cloud, which is dedicated for one company. We have multi-tenant cloud. We've stood up four cloud nodes around the world. On-prem. When it comes to, you know, how the whole customer base will transition, we'll see. We're seeing definitely more opportunities for both multi-tenant and private cloud relative to on-prem. Our opportunity pipeline is now heavier weighted, getting much heavier weighted towards cloud for the contact center business relative to on-prem. We have a fairly big existing customer base, and for them, we have a program where we can migrate them to the cloud. They can use the same, if they want, the same products they're using today with us, just in the cloud.
We do have a cloud migration program for existing customers. They can move to our multi-tenant cloud product. We give all this optionality, which is fairly unique. It sounds like it's kind of a trivial differentiation, but it's actually quite important to customers to give them this choice. How it ends up at the end, I guess we'll see, but we're offering all three at this point.
Okay.
The other impact you have that people, if you look at competition, et cetera, is a lot of the cloud players are trying to. I call it a land grab. In other words, they don't actually make much money. So again, that's another thing to factor in, why people are moving more to the cloud right now. Will that be the same in five years, or will their prices be going up after they got their land grab, and then it changes the dynamics a little bit. Right now, it's pretty good for customers in the cloud and the SaaS-type model. But over time that may not be the case because to be good for customers, how long can companies lose money and do that as they try and do that land grab?
Yeah, we don't do that. Our approach is, unless our deals are good economically, we don't take them. We don't do the land grab and lose money model.
Got it. Actually, maybe to take the next one that would, you know, be directly for Steve on the M&A side. Steve, where are you standing these days in terms of we've seen other folks who might have more traditionally just bought on-prem. Is there a shift or a focus on your side? Is there a bias maybe now to just buy more recurring revenue cloud operations, or no, open for business as always on both sides?
We tend to look for both sides. The major factor for us is getting a return on investment for our shareholders, over time. Right now, you can guess on-prem is probably better. If we can buy on-prem and convert them over, that's a pretty successful model. Again, we look at both. Some of them in the cloud and SaaS-type opportunities, they have been crazy, i.e., and you see them coming down. You look at companies like Five9, you look at Zoom, they're all in half, and they still aren't making money. As long as they can get financing for the losses, it makes it tough. I always find that day of reckoning comes.
We do both, but we're looking for opportunities in both areas, and we always compare what's the value for money we're getting for the price we pay. Then we also, if we get customers on on-prem, as Vince talked about, we can move them over to the cloud when they wanna move there. It's two factors when you do acquisitions, price you pay, as well as the business you're getting, and we have to always look at both.
Last one. I think I know the answer, but I'll ask it anyway. Steve, is there any thought to, you know, maybe lowering the hurdle rates to strategically pick up more SaaS business versus what you'd look at for a hurdle rate on on-prem? Or I think I know what that answer is gonna be, but I'll leave it there. Thanks.
It really doesn't matter. I mean, if SaaS is gonna make some money over a period of time, you discount it back, discounted cash flow, you guys do this all the time. If it makes sense, we do SaaS. If it's prem, we do prem, and then we figure out how we can add value on top of that. We're not gonna pay up for SaaS if doesn't make sense. We are seeing SaaS companies, smaller ones, that do meet our financial criteria because it's not quite as hefty as it was, let's say, six months ago. Yes, we look at both. Are we gonna pay up? That's just a matter of getting our return. As long as the profits and our cash flow are up, we'll pay up. If they aren't, we won't, again, over time.
Fair enough. Thanks, guys.
Your next question is from Scott Fletcher of CIBC. Your line is open.
Hi, good morning. I wanna ask about the pace of M&A. With your comments that the pipeline seems to be expanding and some valuations coming down, is there a desire to sort of really accelerate M&A and to maybe do or do you prefer to sort of avoid multiple concurrent integrations?
Based on what we've done, I would say we want to accelerate M&A 'cause we haven't done as much as I would like. We wanna do them at the right return to shareholders over time. We're not gonna rush to do it. We don't have a mandate to spend a certain amount of M&A, to do M&A in a year. What we try and do is do the right deals, and over time, we found that it works out. We have added some resources to our M&A group, and certainly, we would like to see more M&A or capital allocation done to add value for shareholders, which we're working on doing.
Scott, just on your question.
Yeah.
In terms of doing multiple integrations, if we get two deals done, we have the ability to do that.
Okay.
We have invested a lot in systems and integration approaches, so we can handle.
Okay, that helps. A second question-
Just to add, the way to add that answer to that is a lot of financial work is done on M&A, and we have a financial team, separate ones in Europe, North America and APAC. They've all now done a deal, so they know how to do this. It's not like the first one they're doing. We've got a bit of experience to do the integration. If we get a bunch in one area, we just have to manage that. You can spread it out. You can have closing dates that are different, et cetera. I don't see that as the problem. I see getting more good deals done as both an opportunity and a challenge. It has been a challenge, and I think it's gonna be quite an opportunity.
Okay. That's good to know. Just another maybe more minor question. Sales and marketing costs as a percentage of revenue have sort of been around 20% for a few quarters now. Should we be expecting a ramp-up as economies open up and you can sort of start doing more in-person selling activity?
I mean, I'm not sure where you got the 20% from. I think you got SG&A in there, so it's not just-
Okay.
SG&A, it's all of that. On your question, is there more face-to-face meetings happening? There is a bit more happening. It started in this quarter a bit, so there are more face-to-face meetings. There's a bit more travel costs, but it's not significant yet.
Okay, thanks.
You know, just to add to that, as we said on the last call, we expect any increase in costs for travel, et cetera, again, in that line, that SG&A, we think, a reduction in premise costs will offset it. I wouldn't expect you'll see costs going up. I think with the change in premise, we're going still a hybrid work from home. I think you'll see savings there offset any extra costs in sales and marketing.
Thank you, presenters. Once again, if you would like to ask a question, you may press star one on your telephone keypad. You have a next question from the line of Paul Treiber of RBC Capital Markets. Your line is open.
Oh, thanks very much, and good morning. Just in terms of the product portfolio in contact center, are you now at the point where you basically have 100% parity with the features and offerings in the cloud versus your on-premise offering?
Yeah. There's two answers to that one, Paul. We can take your existing on-prem product that you're using, and we made a lot of investments in the last 12 months, 18 months to be able to move that to the cloud. You're at exact feature parity. You're using the exact product. If you were an agent, you wouldn't see any change other than using it through a browser. That's one model. If you go to our multi-tenant cloud product, depending on what you're using, the features may not be exactly the same. They might be stronger in some areas or others, but we have a whole team getting our multi-tenant cloud product, you know, much further ahead.
you can at least keep feature parity, but it depends on which product you're currently using, whether you're at parity or not.
Okay. Thanks. That's helpful.
That make sense?
I think I was referring to the multi-tenant offering. Do you see, I mean, you mentioned a whole team getting the product ahead. Do you see eventually in time the multi-tenant version being the one where you lead with new features and becoming the more innovative offering over time?
Yeah. The way we're organized on our engineering group is around building components, cloud-based components that all the products can use. You know, you don't end up with a component like an AI component, as an example, that's different in the on-prem product versus the multi-tenant product versus the private cloud. We have these shareable components that we're sharing across all the products and having the engineering teams more kind of in parallel, working in parallel.
Okay. Makes sense. Just a couple finance questions around the impact of cloud, just starting there, you called it the CAD 3.5 million in new cloud orders. Is that equivalent to new RPO? Then, you know, if you did disclose RPO, you know, what's sort of the cumulative cloud backlog or RPO that you currently have?
The 3.5 million was signed orders just in the contact center SaaS piece. It didn't include, you know, SaaS orders in other areas like, in our video, for example. That's the value of the contracts that are typically, like I said, somewhere between one and three years in duration. That's the contract value. Does that answer that question or?
Yes. And then if you look at cumulatively over, like, since you launched in contact center, you know, how-
Yeah.
You know, what's the cumulative orders that you've seen?
I haven't disclosed that number. It is
The 3.5 million is a record high, and you expect that trajectory to continue. Is that a fair point?
Yeah, that's a quarterly record high. Yeah, exactly. For the contact center side.
Okay. Just lastly, just a question on Ukraine and Russia. You know, I think there was a disclosure, you know, I think one of the acquisitions that you made, that there was a. You might have had an office in the region. Can you just provide an update on that region, if you have any, you know, still employees there, any revenue, any transactions?
In the Ukraine, we have 57 engineers that are external contractors, so they don't work. They're not employees. They're working for a large systems integrator that we partner with, focused primarily on engineering. All of them are safe. Some of them are no longer in the Ukraine. You know, we wish their families well, obviously. In Russia, we have a very small amount of business in Russia.
Okay. Thank you for that, and I will pass on.
Thank you. Speakers, I'm no longer seeing any other questions on the queue. You may continue.
Okay. Enghouse continues to have a very strong financial position, as Doug has outlined, to execute both our capital allocation strategy and our internal growth business strategy. I wanna thank you for your patience, and we look forward to talking to you next quarter.
Thank you, presenters. Ladies and gentlemen, this concludes today's conference call. Thank you all for joining. You may now disconnect.