This makes these accounts as the strategic accounts for us. We expect these strategic accounts to be delivering $1 million of revenue for us a year. It takes a while for us to grow these strategic accounts to that $1 million revenue, but many of these accounts have already delivered more than $5 million of lifetime value for us. So that's the gravity of these strategic accounts for us. Many of these strategic accounts have got more than five years of tenure. So that's the longevity that we have on these strategic accounts. Currently, we have got more than 100 enterprise accounts on our portfolio, but we are focused on developing and growing 30 strategic accounts. And we will talk a little bit more about what are those characteristics, what kind of growth stories are we developing out of these strategic accounts. The next pillar is the technology partnerships.
And we will talk a little bit more about the Google Cloud partnership that we have developed. First of all, these technologies, the technology partners, we leverage their technology in the data and AI space, where we bring in these high-value innovative solutions to our strategic accounts. That's the importance of these technology partnerships for us. The key thing is these strategic partnerships, or the technology partnerships. They refer the enterprise clients to us, which we then develop into strategic accounts over a period of time by bringing those high-value solutions and services to them. And this in turn creates that reliable revenue stream, which is mutually beneficial for both the technology partners like Google Cloud and for us, of course, as we build these strategic accounts from these enterprise clients that they refer to us. The third pillar is the integration. Like I said, we acquired 12 businesses.
What we wanted to do under this one brand, one business strategy was bring in the synergies from all these 12 acquisitions that we have brought together. How we do that is by primarily cross-selling and upselling all the key solutions and services that we have created into our proposition catalog. We have also brought in a lot of delivery efficiencies by bringing India and Argentina as our delivery powerhouses and creating that seamless delivery mechanism and engine between those two countries. This has also translated into improved profitability, both in gross margins as well as the EBITDA for us, which we will share in a second. One of the things that we said early on, when we brought in this one brand, one business strategy is we will convert everything into one single brand.
And what I'm also pleased to announce is that all these acquisitions that we have now consolidated and integrated. We are now on one brand, one website. Back office has already been integrated. For the whole market, to our clients, to our partners, and to our employees, we are now operating as one single NowVertical brand. Let me give you one real-world example of how these three pillars are helping us expand within our strategic accounts. Bayer, as you know, which is a multinational company, multi-billion dollar pharmaceutical and healthcare business, headquartered in Germany. Our initial engagement with Bayer was only in Chile, in Latin America, and it was limited to reselling Qlik licenses. We now are delivering services to them from Argentina. We have opened up new relationships in Colombia. We are working both with business stakeholders as well as the IT stakeholders within Bayer.
The majority of our revenue now comes from the GCP or the Google Cloud-related services. This Bayer account has turned into one of the top strategic accounts as well for us, and it's part of the top 30 strategic accounts. This is what the focus on these three pillars has brought to us and developed us into such a growth trajectory and giving us that impetus to grow further. These three pillars are maturing very nicely, and these are already steering us towards a higher margin recurring revenue base. I'm really delighted how they have come together. I'll come back shortly for any of the questions as well, but first, I'm pleased to hand the call over to Christine to walk us through our growth story and share some of the metrics as well. Christine.
Thanks, Sandeep, and welcome, everyone. I'll now walk you through how these key pillars of growth are translating into real results. And just a reminder that all the amounts referenced in this whole presentation are based in USD. So one of our key revenue KPI performance measures is the growth of our top strategic accounts. So these strategic accounts are enterprise companies, many of which are multi-billion dollar companies. And so, as you can imagine, these come with large budgets, with huge opportunity for growth, which we have proven. Our top 30 strategic accounts have grown 23% year over year, reaching 69% of our total revenue. This translates to about $846,000 in average account size over the trailing 12 months. Also, 10 of these strategic accounts have now actually exceeded over $1 million in spend over the past 12 months, compared to only three in the prior year.
How are we growing these accounts? Through the cross-selling and upselling, capitalizing on our technology partnerships, and thirdly, of course, our efficient delivery model. This 23% growth highlights that our underlying core business is strong, driven by the growth in our top strategic enterprise accounts. Another key pillar of organic growth is the focus on our technology partnerships, and while we are growing all of our technology partnerships, our relationship with Google has been a key specific driver of growth over the past year and is something we just want to highlight. We have grown our GCP partnership revenue by 42% year over year, so back in 2024, our Google partnership was primarily concentrated in Argentina. Now we have focused on our integration and integrating that partnership globally, so it has grown across Latam, into North America and EMEA.
This has given us new leads, new clients, and, of course, like the ability to upsell and bring new innovative solutions to our clients. For example, so far this year, Google has already brought us 19 leads. We also now have three specializations with Google: data analytics, machine learning, and, of course, the ever-so-in-demand GenAI. We are incredibly proud of how fast we achieve these and the fact that we are only one of 15 partners that have these GCP credentials worldwide, like globally, and on top of that, we are a Google Premier partner in North America and EMEA, as well as Latam, and, of course, we won GCP Partner of the Year in Latam earlier this year, which we're incredibly proud of. The next and third key pillar of growth has been the integration of our global business through the one brand, one business strategy that Sandeep mentioned.
Integration means leveraging our global positioning to win new opportunities, growing our technology partnerships globally, and capitalizing on our global technical expertise and efficient delivery powerhouses in Argentina and India. So how are we measuring our integration growth? So we measure it by how much are we cross-selling and upselling within our clients, net new technology partnership revenue, and utilization of our efficient delivery cost centers globally, and how much we're utilizing those globally. So overall, we've seen an 82% increase in integration revenue year over year, going from about $1.9 last year to $3.4 million this year. And we're incredibly proud that this is now 12% of our total year-to-date revenue. Now that we are a globally integrated business, we're able to offer our clients more solutions and services from one part of the business to another, capitalizing on our global positioning and global technical expertise.
For example, we recently closed a contract valued at about $1.3 million in Argentina. It's fantastic. But one of the big reasons we were able to close this was our ability to leverage on the capabilities and expertise that our Brazil team can offer. So without that integration of our workforce, this wouldn't have been possible. Our technology partnership integration has also enabled us to upsell existing clients that had not previously engaged with us for the GCP delivery. For example, we have a big media enterprise client in North America and EMEA, which is one of our strategic accounts. We've worked with them for a number of years, has a lifetime value of over $5 million. But for the past few years, we weren't able to win on their GCP contracts.
Now that we're a Premier partner, we're winning off them on their GCP delivery, increasing our footprint, growing revenue. Another key foundation of integration is being able to service our global clients with our efficient delivery powerhouses in India and Argentina. These delivery centers are increasingly servicing our North American EMEA market. Not only does that allow us to maintain high, best-in-class gross margins of around 50% quarter after quarter, it also allows us to win certain contracts and accounts that otherwise just would not have been possible. Tying these three key pillars of growth all together, we're really starting to see a multiplying snowball effect on growth. As we focus on our technology partnerships globally, we see an increase in our strategic account revenue. We also see potentially new strategic accounts coming through leads from our technology partnerships.
Then, as we focus on our strategic account growth, we're seeing the positive impact that has with our technology partners. So each of these key pillars are benefiting each other, creating a strong foundation for a snowball effect on revenue growth going forward. And as we're globally seeing increasing demand for GenAI expertise, companies wanting to onboard technology quickly, we intend to capitalize on that, demanding utilization this foundation has created and growing that snowball impact. Next, I will give just a financial overview of our recent Q3 year-to-date results. So while we dealt with some unexpected macros this year, we are still delivering $27.7 million in revenue year-to-date. We have grown our EBITDA by 17% to $5.4 million year over year, and we have grown our operating income by 55% to $2.5 million this year.
As mentioned earlier, we have seen some strong growth in our key strategic KPIs. Strategic account revenue is up by 23% to $19 million. Partnership revenue is up by 42% to $3.9 million. Integration revenue is up by 82%. And, of course, our year-to-date gross margin and EBITDA margins are both best in class at 49% for gross margin and 20% for our EBITDA margin year-to-date. One big focus of management for the past two years has been cleaning up our balance sheet. And we've made incredible progress in reducing our cash obligations. As of Q3, we have reduced our short-term liabilities by $4.7 million since December of 2024. Also in October, we completely paid off our convertible debentures, removing a potential dilutive issuance of shares if the convertible notes had converted, all of which is setting us up for success in 2026.
In 2025, and this includes up until the end of this December, we will have cleared up over 8.9 million of acquisition and long-term debt obligations this year. So next year, we'll only have 2.8 million of acquisition and debt obligations. This is a 69% decrease and is fantastic for the business. By reducing our non-operational cash flow liabilities, we've increased capacity to fund our own future growth, by investing in our sales team and looking at potential accretive acquisitions as well. So now back to you, Sandeep, for final remarks in the Q&A. Thank you, everyone.
Thanks very much, Christine. Just before we open it up for Q&A, I just wanted to summarize, you know, what are the key considerations for our investors. One is our strong enterprise revenue base. Like I said, incredibly proud of the portfolio of the enterprise clients that we have and how we are turning them, the focus into the top 30 strategic accounts. On an average, they are delivering $846,000 of revenue. And we have got more on our portfolio. We have got that global scalable delivery model that's delivering best-in-class profit margins, 50% gross margin and 20% EBITDA. These strategic partnerships that we are developing with the likes of Google, the position that we have, one of those 15 partners globally, in the data and AI space, that is a super incredible position to have for our size of the business in the market.
And what we also are differentiated by is by offering that business outcome, the focus that we carry to deliver the business outcomes and not just our technology, but at the same time, we have deep technical expertise on data and AI across many industries. And one thing that we all are very proud of is that the management team we have has been invested quite nicely, and we have developed our investment over a period of time, and we now own 27% of the business, which is basically completely aligned with the shareholders and their objectives. With that, I'll open it up for questions.
Super. Thank you, Sandeep. Again, to our audience, if you have a question, please use the Q&A text box within the webinar portal. Excuse me. We do have quite a few questions in the queue already, so I'll just get going. Sandeep, how are you thinking about the overall macro environment for AI spending right now? Do you expect these high spending numbers to keep up for the foreseeable future?
I think, if anything, these numbers are going to grow, quite significantly. This is for the first time in the history of the technology evolution where we are seeing a technology wave like the Agentic AI and GenAI, which is not concentrated only in one part of the business. This is going to go across the business and every industry, and how the industries and every business is going to leverage that is going to define what their future is going to look like, so although we are projecting $125-$170 million of investment per annum by these large multi-billion-dollar enterprise clients, this investment is only going to grow with the evolution of the technology, and in my opinion, we are at very early stages of this evolution of the GenAI and Agentic AI technology.
Thank you. Can you dive a little deeper into your actual technology and how that might be differentiated from your competitors? What are you doing different or what are you offering different that your competitors are not?
First of all, if you look at this, you know, on the screen, like I said, our key differentiator is that we are focused on business outcomes. The couple of metrics that I talked about, you know, there are so many different examples of those metrics, you know, the ones that I talked about for Reed Exhibitions and Palo Alto Networks. We have got hundreds of those examples. And what that means and what that does is when we are business outcome focused, everything else that we do upstream is very different than many of our other competitors who are focused only on a particular delivery of a particular technology.
And this is what our clients have come back and told us that this is what they really enjoy in terms of the experience of our engagement with them and how they can then cherish the outcomes that we are delivering over a period of time. So this is one of the key differentiators, I would say. The second differentiator is, you know, the credibility and the credentials we have got with the technology vendors like Google. And what this does is positions us very uniquely, you know, when we go to the market along with Google, when they bring us into these enterprise clients, just the experience and the credentials that we carry mean a lot. And then it clears off our way from all the competition that may be there. That's another area. And this is, these credentials don't come overnight.
These are really wide and deep technology expertise that we have developed over many years, and these credentials also have many certifications and very strong center of excellence we have developed on these technologies, so that's another differentiator that we have in the market. Every business has to also think about how would they scale? If there is growth on the table, can we actually deliver that growth? and what we have also got is very nicely running delivery capability, which is very scalable, and that's between India and Argentina, like we said, and what we have also baked in is hyper-elasticity in that delivery model that we have. These are some of the key differentiators, I would say, which puts us in that, you know, top 1%-2% category of the partners that these enterprise clients are looking for.
Okay. Thank you. You've got a couple of case studies that you mentioned, and this specific question is, can you give some specific examples of problems a client has and how you solve those problems and add value for customers? So maybe use those or any others you can think of.
So just, you know, the example that I took for Reed Exhibitions, for example. Reed Exhibitions is a multi-billion-dollar company. They run about 500 events, you know, exhibitions and conferences across the world. They operate in many different industries, operate in 30 countries. They bring in millions and millions of visitors, or you call them as the audience, to these shows. And 70% of their revenue actually comes from the exhibitors who come to these shows and they buy the space and they hold their stands and they are looking for the buyers there. The visitors are the buyers from these exhibitors. So that's the business model. Their key objective is to create that matchmaking between the exhibitors and the buyers. That's why they exist in the market.
What we have created is, you know, how do you ensure that the return on their exhibitor investment when they are paying Reed Exhibitions for the space at these shows is really justified? And this is where we brought in our technology, our understanding, machine learning, AI models, all of the data structuring together so that we can understand what the buyers are really looking for and what kind of exhibitors are selling what products and create that matchmaking in such a seamless way so that it's very low friction. It's a very nice experience for the buyers who are coming there to meet with these exhibitors. And how can they identify who's the best fit exhibitor for me?
When the exhibitors then see that these leads that they are getting, the buyers that they are seeing, they are converting into proper business for them, that's the win for the exhibitors. And this is what we have done, for Reed Exhibitions and many other events, companies like Reed Exhibitions, to bring in that matchmaking and bring in that effectiveness in that matchmaking between exhibitors and the buyers. And that's where I was talking about that 11% uplift in the revenue, where the exhibitors have chosen Reed Exhibitions to come to their shows and pay them more over a period of time because of the value they have seen in meeting the right kind of buyers. That's just one particular example of how we provide that tangible business outcome and grow the revenue for our clients we work with.
Perfect. And I got a couple of questions regarding the Palo Alto case study. Maybe we could go to that now. What exactly is meant by improving partner effectiveness by 50%?
Very good question. I love to talk about this, so Palo Alto Networks in the technology sector has a very peculiar business model where they rely a lot on the partner channel, so a lot of their revenue, in some cases, more than 60%-70% of their revenue comes from the partner channel who then resell their products in the market because of their own positioning. Palo Alto Networks and many other technology companies, they spend millions of dollars on marketing via the channel partners. What they fail to understand is who are my right partners? What kind of leads and opportunities am I getting from various partners in the channel that they have hundreds of, you know, partners in those channels? Who are the most effective partners for me? Who are bringing in the most meaningful opportunities to me?
Who are very effective in converting those opportunities into real revenue? How long are these partners taking to convert those opportunities? What's my effectiveness of spending those marketing dollars with these partners, and this requires so much of data, data points. This requires so much of analysis work and structuring all of that data across the whole pipeline of hundreds and thousands of the partners in that channel and ensuring that you understand every stage of that opportunity and the sales lifecycle. That's what I mean by the effectiveness of the partner channel, where you are measuring what is who are the best partners for me, what are the reasons and the criteria for choosing those best partners, and so that I can then move my marketing dollars in the most appropriate ways and they work for me.
That partner effectiveness was not at all understood, very well understood by Palo Alto Networks. We have created those solutions, which are very reusable and repeatable solutions for the technology sector, which we are looking to amplify in the market now.
Okay. Super. Thank you. Can you provide some examples of the types of AI applications you're delivering to your enterprise customers? What is the most prevalent applications and demand for AI enabling?
There are many of those, but we are focused more on the customer and the finance data and any of the use cases that are driven by customer and finance data, primarily. Like we said, that's our specialization. Just to give you some examples, customer services. It's a very common example. Every enterprise wants to really become very efficient with their customer services, and that's where they see a lot of demand and the need for scale, so think about, you know, hundreds of customers coming up with any of their queries. We have various channels. It could be social media, it could be email, it could be website, it could be third parties, it could be phone calls, it could be WhatsApp. There's so many different channels that you've got.
And enterprises, they really struggle to understand which customer is coming from what channel and what has been the history of interaction with those customers. Doing it manually or infusing that into every interaction touchpoint with different technologies that they have deployed makes it even more complex. So one of the AI solutions that we have is to really automate all of those processes and bring it all in one place so that they get to see the 360-degree view of their customer. No matter where the customer is coming from, they can understand that customer instantly. If they are coming from, say, website channel, if they are coming from social media, if they are coming from third party, if they are coming from WhatsApp, whatever the channel may be, they can really understand instantly what that background and the history and the behavior of that customer has been.
Is that a high-value customer? Is that a medium-value customer? Is that a low-value customer? Is that a new customer? Is that already a troubled customer? and then you offer the right kind of experience to that customer by joining these thousands of data points using the AI technology that has made it very easy and very efficient, cost-effective to interact with the customers like that, and that then can scale across the whole customer services platform, so that's just one of the use cases where we have been able to just condense all of those customer services interactions into one solution. Marketing, marketing department is another very good example.
How do you personalize every interaction with the customer, whether they are at, you know, before the acquisition of them, before they even become paid customers for you, or they are your customer for the last six years and they have been interacting with you on many different channels through the last six years or so? Personalization, targeting them, understanding their behavior, understanding their preferences, understanding the change in the behavior over a period of time. That again requires you to collect hundreds and thousands of data points and be very accurate, almost, you know, making them feel that you care about them so much, you understand everything about them, and then you offer the products and the services and the experience based on their preferences.
This is where a lot of the AI solutioning is happening, where we are bringing all of these data points together very efficiently by using the AI technology, which was very expensive earlier to do, and it was very time-consuming. But AI is making it so much easier, and it's self-learning. It's automating all of these processes and offering that personalized experience to the customers.
Thank you. I guess I got a few questions around this topic, so I'll just try to generalize it for you. And the general comment is you've got 30 strategic accounts, and they're doing approximately $1 million a year. That represents a $30 million business. So help investors understand how you scale within the existing account and what an actual strategic account in terms of total dollar spent over the lifetime of working with you means to you as an organization.
I can talk about this for a whole day, but this is such a great topic, and this is what we have been developing, as a differentiator and the strength, if you like. Just to give you an example of our top-notch client, if you like, has delivered more than $25 million lifetime value, and that's not it. That's not all done. We are still working with that client, and that lifetime value is going to grow over a period of time. Many of our accounts have got more than $5 million lifetime value. The journey begins with a very small engagement. Our initial engagement with these enterprise clients could be anywhere between $50,000 to $150,000, and it could be four-week engagement.
It could be six- to eight-week engagement max initially, where the clients bring one problem statement to us, and we advise them, we consult with them, we go and discover things for them, and we envision the roadmap, the target operating model for them. We give them the pathway. We show them what's possible really, within their business and how we can help them, scale their revenue, solve their problems, achieve their goals, achieve their objectives over a period of time. Once they see what's possible, with the technology that we bring to them, then begins the next phase where they bring us in to say, "Okay, prove it to me that you can really deliver this particular use case for me based on what you have said." That engagement could be, say, anywhere between $100,000, $250,000, to even $500,000.
That could take anywhere from three months to a 12-month period. But that's the litmus test. That's when the clients say, "Okay, I understand what you said. You are able to, walk the talk, and you have been able to deliver a tangible business outcome to me." That's when the floodgates open for us. Once the client is convinced and they are confident in the delivery that we have shown them in the business outcomes we have delivered, after that, they could be opening up tens of use cases. We could be going from one department or one function, like marketing, to customer services, to sales, to finance. We could be going into different business units. We could be going across different geographies because these are all multinational, global businesses. So that's how the journey begins. Very small.
It could turn into, you know, prove that one use case and then go and deliver complete scalability within the business, and that's how we go from, say, $100,000 initial engagement to multi-million-dollar revenue for us in a year. That's what an engagement or a journey with strategic accounts looks like, and it's not just one particular example. There are multiple examples like that. All of our 30 strategic accounts are going through this journey. They are in different phases of the journey. Some of them have been there with us for three years so far, some of them more than five years. Many of them are also more than eight or ten years with us, so that's the typical journey that we see, and this is a repeatable, reusable journey, and we have created the framework to focus on these strategic accounts and expand them.
Thank you, and I guess sticking with this theme, can you comment on how much incremental revenue that you sense you can generate from your partnerships with Google Cloud as they ramp GenAI?
Most of the opportunities that we are getting from Google Cloud now are on that data and AI themes, where some of the clients are looking to experiment. Some of the clients have failed. They don't know how to approach this journey. They may not have the right skill sets. They may not have the right tools and the technology. They may not have the right organization structure in-house. And they, of course, do not have experience in delivering these kind of outcomes with AI technology. So a lot of these opportunities that we talked about, and Christine also referred to those 19 opportunities that we got from GCP, they are mostly the theme. Underlying theme there is on data and AI, many of them on Agentic AI and GenAI technologies. Majority of our clients, they come into the experimentation phase.
Either they have failed or they have not even understood how to deliver this particular roadmap. And that's where we get engaged with them. And many of our clients now are going into the scaling of those AI solutions as well with us. So, yeah, a lot, a lot of the themes that we are getting and the opportunities we are getting in is with that AI team.
Thank you. How does the business model scale efficiently with top-line growth? Given the correlation with headcount, how challenging is it currently to attract and retain necessary qualified talent?
Well, this is something that we have solved over many years. You know, the businesses that have been acquired by NowVertical, many of them have been operating for 10, 15, almost 20 years as well. So this ability to acquire the right talent, nurture that talent, retain that talent, and cross-train that talent, that ability already exists. And we have scaled that ability. We have amplified that ability across the business. And that's why I said, you know, one of our differentiators is our global scalable delivery model that you see on the screen. That's between Argentina and India, and that headcount is pretty strong. We have got very, very low attrition in the business, way lower than the industry standards. And that's because we are working on those high-tech technologies, high-tech solutions.
The talent that we have. They enjoy how we are evolving the solutions and services for our clients as well, so this is one of the areas or the capabilities of the business that we are very strong in.
Okay, so to double revenues from where you are today, how much more CapEx and staff do you think you'll need?
with the Agentic AI and the GenAI wave, not a lot. What we will see in the future is, without really increasing the headcount in the same proportion as revenue, we may be able to double the revenue or quadruple the revenue over a period of time, but we may not have to increase our headcount in the same proportion. That's the beauty of the Agentic AI technology. We are not just delivering the Agentic AI technology for our clients. We are also infusing that in our internal processes, so every time we are delivering these projects and engagements for our clients, these solutions and services we are delivering are becoming smarter and smarter, and they are all getting infused by the Agentic AI and the GenAI technology.
Thank you. How exactly do partnerships work with GCP and others? Are you delivering a service using GCP or that specific service, or are they just simply referring business?
No, we leverage their technology quite a bit. That's why we are the premier partners. One of the criteria for premier partners is how much consumption Google sees from our solutions and services that we are delivering for our clients, so that partnership is mutually beneficial when we deliver our solutions and services leveraging Google Cloud Platform. Google Cloud gets the consumption revenue on that, and one of the key metrics that I should share here is for every dollar of the Google Cloud Platform consumption, we get almost $8-$10 of the services or the solution revenue. That's how to think about the scalability of it. That's why Google is interested in bringing us, you know, those leads, because they know our depth and breadth on the technology and how we deliver those business outcomes using their technology.
We also have that confidence because Google has got a phenomenal roadmap with their Agentic AI and the GenAI technology, and we believe their technology is also a differentiator and makes it quite easy for us to embed into our solutions and services and how we deliver those business outcomes for our clients, so very mutually beneficial relationship where we are leveraging each other's capabilities to bring that business outcome and the value to our clients.
Okay. Thank you. I think this question may be more for Christine, but I'll let you guys decide. As revenue scales, what is the expected long-term EBITDA margin range, and how much operating leverage is going back into the business? What percentage of your EBITDA is converting into operating cash flow, or if you have a target?
Yeah. Christine, do you want to take that and talk about our thresholds that we have on EBITDA?
Yeah, sure. For EBITDA thresholds, we're really targeting, you know, best in class, which is about 15%-20%. So right now, us being at 20% is fantastic. As we mentioned, you know, we're going to be generating more operational cash flow in 2026 now that we have less, we're spending less on our acquisition liabilities and our long-term debt. Our cost of capital is decreasing. So we do expect to see a bit of a decrease in that margin as we invest in our sales teams over the next year or two years. But really, we are trying to stick to that target of 15%-20%.
Thank you. And I'll sort of continue along this line. With your revenue base remaining heavily skewed in Latin America, what specific contractual, geographic, or strategic changes are you implementing to diversify and grow this mix?
Our revenue is, you know, if you look at the overall revenue, yes, there is a 70/30 split. 70% revenue is coming from LATAM, but then when you start drilling it down into the strategic revenue that's coming from the strategic accounts, that's becoming more and more balanced between Latin America and North America and EMEA. We have, in North America and EMEA, the average revenue from these strategic accounts is already crossing $1 million, and we have got that strong momentum already and the tailwinds that we are seeing for the solutions and services in North America and EMEA. What we also have now is the opportunity and the ability to start delivering more and more services from Latin America.
And like we said, you know, the scalable delivery model between Argentina and India will be delivering more and more revenue that we will be delivering in North America and EMEA market and the clients that we are going to be onboarding and scaling, so over a period of time, it will become more and more balanced for sure, but we want to leverage all these technology capabilities and the expertise that we have acquired and developing and nurturing within Latin America. And it's pretty strong revenue that way with the strong technical capabilities that are underlying there.
Thank you. Can you spend a little bit of time on the competitive landscape and, specifically, who would you consider your key competitors?
We come across many different categories of the competition, and we have done a lot and a lot of work around understanding these different categories of the competition. One is we come across the big fours or these top-tier consulting companies, the likes of Accenture, Deloitte, EY, KPMG, PwC. We come across them a lot. As you can imagine, our client base is the enterprise multi-million-dollar brands. And many of these big fours and top-tier consulting companies are also working with them. We win a lot against these big fours as well. Even just in 2025, just rough numbers, we have won probably five large programs against some of these big four consulting companies, and one of the recent ones being against Accenture and NTT DATA.
We know where our niche exists, where our specialization exists with the customer and finance data specialization, understanding of the technology that we bring to our clients and some of the industry and domains like marketing, sales, customer service, and finance functions that we focus on. We know if we are up against one of these large consulting companies, then what's our pitch and what's our winning formula? We understand that really, really well. I'm not saying we win all the time against them, but we win a lot against them. Then we have got the large outsourcing companies, the likes of, say, Infosys, Wipro, Cognizant, TCS, and all. And although they bring scale to the clients, they fail to really bring that niche, deep, wide technology focus to deliver the business outcomes. And this is where we again win against the outsourcing, large outsourcing style companies.
Of course, you know, we lose when the client is only looking for scale, and they kind of, you know, are compromising on the quality of the business outcomes that they get delivered, but we again understand very, very well where we operate and how to win against these large outsourcing companies and what our differentiator is. The third category is some boutique companies, local, regional companies. We know when the enterprises are working with these regional small boutique companies, they cannot scale. They do not have the scale of NowVertical that we bring and the different variety of expertise that we can bring to solve these complex challenges around data and AI, so these are the three different categories that we come across, and we have defined very well-laid formula for each one of these categories to win against them.
Thank you. Can you talk a little bit about your acquisition strategy and maybe first start by discussing the historical acquisitions and what you spent to acquire those businesses? And then as you go forward, you know, what type of businesses are you looking to add, if at all, and what is the sort of focus between organic growth versus M&A growth?
Yeah, very, very wide question. I would say.
I combine like four or five into that, so.
Historically, I think, you know, the initial roll-up strategy was to bring in these brilliant businesses that are in solutions, services, and even the technology product space, that were focused on data and analytics area. So these phenomenal businesses have come together within NowVertical. Now, what we paid for them was all kind of, you know, different areas and different specific situations, where we paid different value for them. But they were all primarily driven by, if you look at the framework for the acquisition or the deal structuring, they were all driven by what's their EBITDA, what's their profitability, and then applying kind of a multiplier to them. And of course, when we were buying a business, you know, how small or how large it is, how sustainable that revenue and EBITDA is, all of that were considered when we acquired these businesses.
Roll-up strategy works with a very different mindset. You know, you first want to really gain that critical mass and that revenue and profitability, revenue or top line being the key factor, getting the right capabilities on board being the another key factor. Now that we have consolidated all of those acquisitions and we are one business, one brand, going forward, our strategy is going to be a lot more focused in terms of how we can acquire a business and integrate that very quickly. Does it add that scale and does it add, does it complement the capabilities that we already have? Does it bring in more of these strategic account base to us that we can develop, expand into, and turn them into multi-million dollar revenue accounts for us? We will be, we will be looking at those kind of things.
And even, let's say, you know, Google Cloud Platform, is there another partner, value-add partner that we can bring on board? Is there a Microsoft Azure partner that we can bring on board who could be adding a lot more value to our business? So the focus is going to be a little bit different. And one of the key things that we are also focused on is ensuring that we can integrate that business right away. For example, we can integrate that business in the next two quarters and gain that organic momentum, organic growth momentum with that acquisition. In terms of the organic and inorganic growth, of course, the organic engine that we are creating is a very long-term engine.
This is going to become that foundation of our business over a period of time and creating that very healthy year-over-year growth rate that we can sustain over many years to come. That's our key agenda. What it will also see is as some catalyst is the inorganic growth where we can keep adding on some of these value-add businesses, like I described, from time to time, so that we get that step up in our growth journey. So that's the way to think about our organic and inorganic growth. Organic growth being, you know, the long-term foundational engine and inorganic growth offering that catalyst and just that step up over a period of time for us.
Super. Thank you. I guess I'm doing a time check. We're 3:00 P.M., so we've got a few questions still in the queue, but I think we've covered most of them in some way, shape, or form. I'll maybe ask this one last question, and then I'm going to ask you for some closing remarks to end the presentation. So the last question is, you know, as you sort of start to look at the company, what key indicators would you advise to monitor for the inflection into this sort of strategic sustained growth, over the next few quarters and as you get into 2026?
I think the best way to look at it is, you know, the flywheel that Christine showed, you know, which basically shows how we are growing our strategic accounts revenue, what we call as the strategic revenue for us. How are we going from making them as average $1 million, $1.5 million, $2 million revenue accounts for us on average? How we are converting that focus from top 30 accounts to top 50 accounts, top 100 accounts, over a period of time. That's going to be one of our strategic KPIs for years to come, and how we gain that momentum, how we gain some of the catalyst into that while we are, you know, in this whole Agentic AI and GenAI evolution of the technology phase. That's going to be very interesting to watch, you know, what kind of growth rate we can achieve.
So that's one of the key KPIs. The partnerships, the technology partnerships, GCP is just one of those partnerships that we have right now. There are other that we have got a lot of credentials with. There are so many other partnerships that we are also working towards, which will again then give us multiple channels for us to catalyze the, the growth, within the business. These two areas, I would say, are going to be the key factors of growth that can add, keep adding that momentum to our growth rate. What we want to make sure is the foundation of our gross margin and EBITDA is sustained over a period of time. So these are the three areas of our, measurement and the KPIs that we are absolutely going to be focused on. But these are the macro, KPIs, of course.
From time to time, as we are developing our growth journey, we will also have our micro KPIs that we are going to be focused on, internally so that we can impact and influence those macro KPIs all the time.
Super. Thank you. I'll ask you for some closing remarks, and then we'll end the presentation.
I would say this is a very exciting time in NowVertical's journey. We have gone through a massive transformation of consolidating and integrating all the 12 acquisitions that we have had, and that journey has been refreshing and very rewarding. You know, it's rewarding to see where we are as a business and how this business has come together with the management team that's so committed and dedicated, you know, on the vision of the business. The interesting part is now beginning, and we are going to go through some more cycles of the transformation of how we commercialize this and how we capitalize on the position that we have created in the market and then create that growth journey for us over years to come.
This is where we believe, you know, we are going to come across as those superstar consulting companies, you know, delivery capabilities that can compete with the best of these big fours, likes of, say, Accenture and all, and create its own differentiator in the market by leveraging this Agentic AI and GenAI technology internally as well as externally. This is what is really exciting for us.
Super. Thank you, Sandeep. Thank you, Christine. And most of all, thank you to our audience. This concludes this presentation.
Thank you very much.