Good afternoon, ladies and gentlemen. Welcome to a conference summarizing the first quarter into 2026 at Ten Square Games. My name is Andrzej Ilczuk, I'm the CEO. I'm joined by Magdalena Jurewicz, CFO. Janusz Dziemidowicz, CTO. Good afternoon. As always, Nina Graboś, responsible for relationships with shareholders. Before we start commenting on the results for the first quarter, allow me to tell you a few words about our priorities for this and next years. First and foremost, we are planning on growing. As a gaming company, we are planning to grow, develop new games, and expand our operation. This means that we improve and develop our existing titles. We are looking for new potential projects with a lot of potential for growth, and we are doing all that based on our new model of development.
This new model is very restrictive, with very strict benchmarks, and high market expectations. As you've seen in the first quarter, we have done a lot of progress on these works, which has been demonstrated by our market test of two prototypes and a soft launch of Medal Hunter. Moving forward, allow me to tell you how we wish to implement this strategy. Fishing Clash and Hunting Clash, for starters, these are our core games. The games which, for the next 10, 15 years are going to generate a lot of profit. These are games that are played by millions of players. They are a window to the world, demonstrating how the player is changing, how the needs of the player are evolving. Without these games, our knowledge and our learning would be much more compromised. It would be very difficult for us to navigate the free-to-play segment.
As for the new titles, the titles that are expected to bring growth, this is to start with. The development of these games is based on a very strict model of validation. This system is intended to increase our chances of achieving success. It's supposed to allow us to make quick decisions. At the core of this system, there are small teams. These teams are very quick in operation. They have very clear benchmarks. A decision on whether we wish to continue developing a particular game rests on this entire system. Whether a game is going to be continued in terms of development is determined by the benchmark. What matters is that we do not get bogged down in development for many years if a game does not demonstrate market potential. These are the biggest sins of the free-to-play segment.
We are trying to make good, quick decisions as fast as we can, as soon as, obviously, to the extent in which it is possible. As you can see, Trophy Hunter was the first game developed in this system. We hope that Medal Hunter will repeat the story of Trophy Hunter, and we hope that many more games will follow. Moving on to our core portfolio, which is Fishing Clash and Hunting Clash, I would like to talk about our goals for the first quarter. We've intended to stabilize our proceeds, and we achieved that. In the next years, we are planning to do two things. We want to achieve early retention, meaning that we want to improve the early funnel and increase marketing expenditure, and we want to work on monetization and the content developed for the players that we have achieved for these two titles.
What's negatively affected the result of these, of the Fishing Clash in this quarter was the existence of 2 fisheries. Our content cycle, which is 5 weeks long, means that there can be fewer fisheries in a particular quarter, and this is exactly the situation with Fishing Clash. What is going to implement our results in the future in a positive way, disrupting what we see in Sensor Tower are advertisements. Right now, we are testing this solution in 2 games. We hope that in the next months, we'll be able to fully implement them. As for April, I know you're going to ask about that. First of all, we wish that you do not judge us by only 1 month, be it perfect or an average month. Usually, a lot of factors impact our performance in such a month as April this year.
The first weeks of better weather make outdoor players spend outside their free time. That's what we've seen with Let's Fish, Wild Hunt. There is a repetitive pattern in their behavior, there is nothing to worry about. These players are still with us, simply, they just choose to spend more time outside. It changes after time, the first spell of good weather usually causes our players to leave their homes and spend some time outside. The second thing is marketing. As you can clearly see, we have spent less money on marketing. The third thing, which is the most important factor, is poor release of a fishery in Fishing Clash.
We always consider whether we should launch a fishery in the way we used to do it, or maybe there is something we could do better. However, sometimes the intended improvement does not bear the expected result. Another factor are mistakes or errors in LiveOps combined with a weak release, and mistakes in LiveOps have accumulated in April. Still, I hope that you can see the pattern. Please concentrate on a longer perspective, because any given month does not tell you anything. I cannot, after 20 years in business, judge a game after just one month in the sector. Moving on to Real Flight Simulator, above all, it's a very predictable game. It's a very stable game. At the same time, it's a product that we continue on developing. We introduce more content, we improve its features, we improve its graphics.
We have put a lot of efforts into this game, which has borne results. We can see that in the first quarter where our competitors have struggled to keep up with us, and Real Flight Simulator was ranked first in the segment. We hope it's going to stay there for longer. This would provide us with more motivation to continue our efforts. We hope that the fact that we occupy higher standings in the ranking will bring more players to our game, and we hope that more players are going to subscribe to our game and stay with our titles for longer. Moving on to Wings of Heroes, there's another great news. We have recorded over 50% of increase year-over-year. It's the third consecutive quarter of growth. These are really great results.
The situation is great, and we hope that in the next quarters, we're going to continue on this trend. At the moment, the team is facing extensive work on monetizing this game. We have determined a path we want to go, and we want to see even greater bookings. We also want to increase the potential of monetization of the title, and we want to make sure that its role in the portfolio increases. Now, let's move on to Trophy Hunter. First of all, Trophy Hunter is the fastest-growing title in TSG history. The result is very, very good. The result is great because for the first month since the launch, we have not focused on the monetization of this game. For the last months, we have worked on streamlining the gameplay. Why?
If the gameplay is bulletproof, it will allow to build players' engagement for years to come, and that was our goal. As a result, we do have a great title that is prepared for the next leap. As I said during the last conference, the first quarter was supposed to fulfill the following task. We wanted to find our path towards monetization, and we were able to find this path earlier. We began the month of May with a very good direction. We accelerated our works of two months, really, and I'm very glad because the team was able to conclude the works faster. Our goal is very clear, and we know where we want to go with the monetization, and our goal for this year is scaling the revenues from this title.
We do have a base of players, now we need to scale up the monetization. Now let's move on to our new games. Let's start with Medal Hunter. The very Medal Hunter is our newest project. This project is being developed within our new development model. It's a very conservative model. It's a mobile shooter, PVP, military-themed. This title is very important for us. It's important for many reasons. Why? Because it's going to show whether our model is repeatable, whether we should use this model further on. Right now, it seems that it is. Furthermore, it translates this established gameplay to a new extensive military segment. What is really important in the case of Trophy Hunter is that shooting games, and I'm talking about shooting to animals, these games have very limited monetization and expansion possibilities. With Medal Hunter, this is not so.
Let me talk about Google and Apple platforms in this context. Featuring the very act of promotion, here we have limited possibilities with hunting games. With Medal Hunter, where you can shoot anything, like not only towards animals, but anything, these possibilities are greater, and the organic traffic is going to be greater as well.
The stage of this game is very, very initial, so to say, but the organic growth is higher compared to Trophy Hunter at the same time since the release. It's too early to confirm our hopes, but we do see some signals, positive signals. Before we move on to global launch, we need about a month in order to enhance the gameplay. Again, it seems that the gameplay model is the same. Of course, when players start playing the game, we usually start some things that can be improved, and this affects our development model. Our model is 80 to 20, we do need some time in order to enhance and work on some elements. After the global launch, we'll need about a month, more or less, to validate this market potential of this game. Some more information about the game.
If you have not downloaded the game yet, please download it and play it and share your feedback with us. To summarize, this is a game that is rooted in Trophy Hunter gameplay. It uses the same mechanics, but it translates it into the military-themed world. This world can have much better promotion opportunities via Apple and Google platforms. We also focused on the graphic layer and the looks, the appearance of the game is very important. Of course, there's room for improvement, that's about 20% of this element to be improved. Before the global launch, we are going to work on new functionalities, what is very nice about the game is that we can use Trophy Hunter's solutions.
What worked in Trophy Hunter, what caused higher retention, what caused higher lifetime value compared to the situation from a couple of months ago, can be applied to Medal Hunter faster, so it's more repeatable. We have an ambitious plan, of course, but we base on the mechanics and models that we know very well. Let's move on. As you have heard, as you have observed, Q1 is a time of very intense work in TSG. We work not only on our core titles, Trophy Hunter, Medal Hunter, but we also look for new projects that could enhance our portfolio. It's not only Medal Hunter, it's also fishing and hunting sectors. Why do we want to have a new hunting game? After all, we have Wild Hunt, Hunting Clash, Trophy Hunter.
I cannot focus on details, but when we work with development and marketing sectors, sometimes we hear signals that there's a group of players that might be interested in some different solutions, and in both these cases, this is the case, basically. In the next months, one month, two months, we're going to validate these two ideas. We're going to check whether they have any opportunity for commercial success. If so, they are going to move on in the funnel. If not, we are going to address other ideas. We do have this idea pipeline. We know what the further steps are. Of course, new prototypes are included in the pipeline. They are being developed. However, they are at a very, very early stage of development, and it's too early to talk about them in detail.
What we would like to focus on is not wasting time without future, without any possibility of commercial success. This business opportunity cannot be wasted, and we want to spend money very wisely. There are various estimates that show that creating a game in the West costs EUR 4 million. Here, this cost is much lower. Of course, Magda is going to talk about that later on. We want to have a chance for development and growth as a gaming company, but we want to spend our money wisely, marketing, not really development and something that cannot succeed in the market in the future. This is the part devoted to TSG Store. Since today, we are going to talk about expanded initiatives that we call D2C platform, so direct to consumer, and I'm going to explain that.
So far, I talked mainly about TSG Store, so this is mainly websites, just a website where you can buy our games and our goods. This is for Fishing Clash and Hunting Clash. The basic limitation of the store was that we were not able to advertise it in our applications. Of course, we could use social media, and the players could talk about the store among each other, but we could not do that within the applications. The aim of the store was to optimize costs. We have lower commissions, of course, when we sell our products compared to Google and Apple platforms. Last year, new possibilities emerged
Possibilities of optimizing the situations. In the U.S., after court decisions in certain cases, an opportunity emerged to directly, in the application, to offer lower commissions and to lower payments, and this commission is comparable to the commission offered in our TSG Store. We used this opportunity, and we introduced what we call alternative payment methods. We have introduced such methods in Fishing Clash and Hunting Clash and other games, and there's, in which this feature has not been available, which is Trophy Hunter and Wings of Heroes. Possibly in the foreseeable future, this feature is going to be added to Medal Hunter. Both these approaches, TSG Store and D2C, are presented by share of these platforms in our group bookings. As you can see, last month it was 20%.
The dip, which you can see, lasting from July last year to February this year, is obviously the impact of Trophy Hunter. The launch was very successful. The store was not available there. In Trophy Hunter, we introduced alternative methods of payment. As you can see, the share returns to the trend. We are going to develop these platforms. More options are going to be added. More similar options are going to be added to other games. We hope this is going to have a positive influence on our financial results.
Ladies and gentlemen, allow me now to comment on the financial part of the presentation. The first slide, as we want to highlight, is the first quarter of 2026. The numbers are very similar to the fourth quarter of the previous year.
We can see a major investment in marketing. This is predominantly the marketing of new titles, Trophy Hunter and Wings of Heroes, followed by bookings. As we always try to do, we want to mention once again that a spending here and now doesn't mean a profit here and now. This means that we are investing in the medium term. Every money spent, every penny spent now is going to be reflected in the foreseeable future. This means that the profitability of our expenditure is considered in the longer time perspective. We hope that the investment that we made is going to be profitable in the medium to longer time perspective. Moving on to summarizing the figures, it's going to be a very short summary. We have recorded an increase in bookings quarter-to-quarter and year-over-year.
This is obviously due to our new titles. Our marketing initiative is also important. We have a strict control of our other expenditures. There are no major fluctuations. Nothing significant has happened that would reverse the trend. As you can see, we maintain a cost discipline, and this has translated to a adjusted EBITDA result very similar to the fourth quarter of 2025, amounting to slightly less than PLN 19 million. We know that the effect of deferred income is sometimes negative and sometimes positive when considered in terms of results. What hasn't changed is our significant cash position. This is another quarter with a significant cash position. We're closing the quarter with over PLN 137 million in cash. Therefore, we have the funds to pay the dividend, and I'm going to talk about that in a while.
What is slightly new in relation to what we used to demonstrate to you before, we want to show to you 2 chosen aspects of our balance sheet. First one is the new games. We've always maintained our cost discipline. The fact that we produce new titles and the fact that we want to test them ASAP means that the costs that we capitalize, which are reflected in the balance sheet as capitalized costs, are the costs incurred till this soft launch. Please look at the order of magnitude. Trophy Hunter, PLN 2.7 million, when the game was launched, it was PLN 2.6. The entire cost of production was PLN 3.6 million, right now this cost is deferred, which is why this position is decreasing.
Medal Hunter used the experience of Trophy Hunter, till the stage of soft launch, the game cost us slightly above PLN 1 million. We are not talking about millions of USD. We are very strict about our budgeting. We have a way of very quickly validating whether a particular title has a chance in the market. When it comes to our new prototypes, they have started to be developed recently, they have cost us only PLN 400,000 in the first quarter. It is not the amount of money that would turn our balance sheet on its head. In our opinion, these budgets are very limited. Another aspect we would like to draw your attention to is a figure from liabilities, which is the earn-out.
To remind you what it was, it's some part of the price we paid for shares in Rortos. This is the amount of money paid to former owners of Rortos. It was defined as depending on the EBITDA achieved by Rortos. The final installment of the earn-out is going to be paid for its result in 2025. Naturally, the financial statement has to be accepted. This means that earn-out for 2025 is going to be paid in the second quarter of 2026. What we would like to underline very clear is that it was always in our balance sheet. When we bought the company in 2021, we demonstrated this liability in our balance sheet. It used to be much higher. Now you are looking at the final installment of the earn-out.
The earn-out never affected our net profit because the result of Rortos was added to the financial result of TSG. The final payment of the final installment is not going our financial results to increase. What did happen, however, was our expense. We had to report these payments as an expenditure from our investment activity. The final such expenditure is going to be recorded in the second quarter of 2026. On the 12th of April, we held a shareholders meeting that accepted or adopted a resolution under which a dividend of $0.10 per share is going to be paid to all shareholders. The dividend record day falls on the 15th of May, which is this Friday, and the payment of dividend is going to take place on the 22nd of May.
If you haven't bought our shares yet, you have a great opportunity to use this opportunity to participate in the profit of the company. A few updates. When it comes to our financial data, you might expect our the average financial results are going to be report, published early July 2026, whereas our reports, financial report for H1 is going to be published on the 24th of August. We also wish to invite you to other conferences and meetings. The first such meeting taking place on the 19th of May in Warsaw, and the others have been listed on the screen. All our individual investors are also invited to meet our company in Karpacz. That's it.
A really brief summary of the first quarter. We are taking care of our foundations. We are continuing on developing them. We are supporting the scaling of our new products, including Trophy Hunter, Wings of Heroes. We are implementing our intended growth strategy. Medal Hunter is moving closely to its global launch much faster than we previously assumed. We are going to assume the market potential of the title quite soon. In parallel, we are testing other ideas. We are looking for new projects to develop. We are looking for a next project with a huge growth potential that would increase the profitability of the entire group. We have an entire backlog of ideas that we are planning to test briefly, or we are testing right now as we speak.
With these words, I would like to end the presentation part. It's time for Q&A. Nina Graboś, the floor is yours.
We have a lot of questions that were asked during the conference. We have an entire block on Trophy Hunter. The first question pertaining to Trophy Hunter is the following. It's about scaling. Marketing spend is increasing, but for 4 months, revenue has been around PLN 5 million per month. Why isn't it growing?
I already tried to answer this question here and during the last conference. In Trophy Hunter, we do not have monetization. You can buy weapon and bullets there, and we expected that we are going to reach the ceiling very fast because there's nothing to buy in the game. During the last conference, I said that the first and second quarter served the purpose of finding our monetization path in this game, so new systems or maybe a new approach. At the very beginning of May, we ended these works. We know where we want to go with monetization of this title. It's very valuable because each new game after Trophy Hunter would be able to use this experience. We wanted to be responsible. We wanted to iterate. We wanted to move gradually so that the work is done properly.
We didn't want to rush with our decisions because the decision is very serious, and it's very important. We did not want to make it very fast. That's why if there's nothing to buy in a given game, the revenue i s as it is. We did not want to release a new location in order to artificially increase our revenue. That was not our goal.
Thank you very much. Another block of questions pertaining to comments on the result of Trophy Hunter in April. I think I collected them all. Why the dynamics of Trophy Hunter in April is poorer? Is it because of limiting marketing expenditure or something else?
Well, marketing expenditure, marketing spend was lower, significantly lower indeed. The weather I talked about also affects marketing. When we see that suddenly businesses that spend a lot of money on marketing and CPIs are growing, these businesses get better results, well, compared to us. We do limit our marketing spend. We did that on purpose because we were working on our monetization path and the number of marketing tests was lower too.
What we expect is that starting from June, we are going to get back on track. Please do not focus on the one month only because it doesn't show you anything. Sometimes it's because of the weather, sometimes it's because of some shifts within our company. Sometimes there are poor marketing tests. Sometimes our partners have technical problems. For example, in one of our partners, that was a fraud issue. Somebody wanted to sell us something that wasn't, that wasn't an entirely good move. There are different situations. Please focus on trends, not on single months. Yes, we can be very happy because of good results in a given month, but we can also be very concerned if the results are poor. This is not a big picture. That's why we do not focus on single months.
We do not look on our competitors on our products through the prism of a single month because it may cause FOMO, you know. This is the way you should not run your business.
Thank you very much. Another question about Trophy Hunter. In the last month, the company did not focus on Trophy Hunter monetization. Why the marketing spend is so high on this title?
Okay, let me repeat. We have certain marketing benchmarks. We have certain assumptions regarding this cost. We want to see the results and profits generated by these marketing campaigns. If we fit these benchmarks, we make this decision because this is the best decision we can make. Sometimes the marketing spend is going to be higher, sometimes it's going to be lower. The weather is going to be worse. The weather is going to be good.
Sometimes we have Christmas, et cetera, other festivities. You cannot focus on a single month's or a 2-month period. What is important is that we look at every month through the prism of how fast we get back our marketing spend. Since the release of Trophy Hunter, each campaign has been perceived in the same way. In a certain timeframe, we want to get our money back, and then we want to enjoy profits of every campaign. We do not want to spend a particular amount of money and then get a particular amount of money from players. No, it's about realistic and wise spending so that we see returns on investment.
With Trophy Hunter, can we say that it has a high LTV, but it's spread over a longer period of time compared to other games?
I don't know whether I can say this. Let me just tell you this. Trophy Hunter has a greater number of payers compared to the remaining games of TSG, and lifetime value compared to Fishing Clash, well, it's lower compared to Fishing Clash. LTV in Fishing Clash is higher, and there's democratization. Maybe let me put it this way. If you have 100 players in Trophy Hunter, the number of payers will be higher compared to Fishing Clash, lifetime value in Fishing Clash will be higher compared to Trophy Hunter. That's why we are working on monetization. When we see the potential from the very beginning, I'm talking about monetization.
When we see this potential, we see that the players do not spend as much as they could, and they do not spend the money because there's nothing to buy, because you cannot buy, like, huge numbers of bullets, right, in Trophy Hunter. When you reach a certain stage in the game, you can enjoy the gameplay, and we see that the players are very much engaged, but they do not spend money because there's nothing to spend this money on.
Thank you. We have a lot of questions about break-even related to marketing spend in Trophy Hunter. Understood as a month in which bookings will be equal or higher than marketing expenditure. When in 2026 can we expect this break-even? Is it going to be Q3?
Yes, indeed, it can be Q3, provided that our marketing expenditure is not going to be significantly high.
If we streamline the product, if we enhance monetization, it may turn out that the marketing spend is going to be higher. I don't know that yet, but it might happen.
Let me add that I understand your questions. You expect break-even, yes, indeed, but we keep repeating that we assess the campaign in the long term. Our goal is not to achieve break-even this year. It's not like a sign of success. Because we spent our money, it means that this is profitable. Please do not treat it like, okay, Q3 is a fixed point for break-even. No. Maybe this break-even is going to happen later on, depending on our marketing spend. It's a good decision, long term.
Has the company seen an improvement on the efficiency of marketing expenditure in Trophy Hunter, understood as the cost of acquiring a player versus LTV in observation of the first quarter, the previous quarter? Does the scaling still overtake monetization?
Yes, it is. In the next years of its life cycle, we are going to see an increase in the cost of player acquisition. This is what we have seen in every game. I think that's all I can offer as an answer to this question.
Concerning Trophy Hunter, there is another question. What is more or less a quarterly cost of supporting the development of Trophy Hunter that is directly reflected in the balance sheet, apart from deferred of intangible and legal assets and the marketing expenditure?
Answering your question, the only costs that haven't been reported are the costs of the team. Yes, there are payment bookings from the players or advertisements. Advertisements are not commissioned. There is an operational result, and there are twofold cost of the team, which is the first part of deferred cost, the first stage of soft launch is deferred, then the cost of the team. At the moment, Trophy Hunter is a team of 20 people. You might assume how much it costs us to support such team in the month, and this would be the result of the product.
There is a more general question concerning marketing as well. What is the reasonable amount of time that we need to wait for a return on an investment in marketing? Are the benchmarks really long, and have they been extended since the pandemic?
It depends on who you ask. There are companies that even consider a return in the 7 years perspective. Our perspective is not that long. If we spend $1 now, this means that you will regain the dollar back after 7 years, and not to mention benefiting on that $1. We are looking at a much shorter yield time. We cannot tell you how short it is, because it's our secret of the company. It all depends on who you talk to, what segment you analyze. There are segments that have a really hard time. There are segments where these periods are much shorter, we cannot tell you more about that.
I think that as you watched the presentation, I think this question was answered, but I think it requires a comment. Could you please briefly summarize what is the reason for a worse result of these games in April compared to the first months of the year?
Once again, outdoor games suffer from good weather. People spend more time out of doors. They go fishing. They go camping instead of playing mobile games. That's the first thing. The second thing is that companies who have been dormant outside of the season haven't spent money on acquiring users. Now they start fighting for the attention of the users, be it games or stores that buy advertisements. We don't want to compete with somebody who offers 10 times more than we used to pay for a particular user, because it would be silly on our part. This is why we choose to weather the storm and simply wait for the situation to stabilize, which is exactly when this store loses its money or simply has no more money to spend.
When it comes to Fishing Clash, our new fisheries have not been particularly successful. We try different things. Again, we have to try new things. We need to offer novelty to our players. We need to learn from our experience. We know that we need to change our approach to launching new fisheries. Another thing are mistakes. Some mistakes in that period have overlapped. There were not very successful fisheries in Fishing Clash. We have made some mistakes in terms of LiveOps as well in Fishing Clash 2. These all were layered on top of one another. I hope this offers you some kind of an explanation. Please, once again, do not look at one month only.
Please try to find a pattern, because the pattern that you see will allow you to better understand our strategy and what we are doing.
There are a few questions concerning new projects, as well as prototypes developed by the group. One dominating question concerns a comment on sharing your first conclusions about the parameters for Fishing Trip and Hunter's Lodge. What do they look like against Trophy Hunter?
Well, fishing is doing better than hunting. That's what I can say for starters. We see the engagement of users in fishing. We have observed certain problems in hunting. As of now, fishing seems to be doing better. It offers more optimism. It's far too early to say whether this project is going to reach the next stage of development. Thank you so much. There is also a question concerning Medal Hunter.
There are a few questions actually, and the main message from the questions is, what is the reason for such an acceleration of global launch in Medal Hunter? We felt that it was going to be the end of the year. Well, we have decreased the scope of the game. This means that we have managed to launch the game faster than planned. We always have more ideas about improving a particular game in this stage of development. We decided we wanted to pack too much in that particular game. We wanted the game to be comparable to Trophy Hunter. This would allow us to benchmark the game against the tested model. Over time, we are planning to add some sprinkle or the icing on the cake. This is why we decided to accelerate our efforts. This small team is doing a terrific job. They are very effective.
We have managed to tweak something here, something there. We have streamlined the processes, which is why the game's going to launch sooner than planned. There is a particular way in which we approach the game. Marketing expenses, I suppose you are going to ask about that, are so far unknown. We're going to launch the product. We're going to observe its retention KPI. Once we have decided everything looks well, we are going to start to scale it. Whether we are going to scale it immediately, we simply have no way of knowing. It all depends on the content. If the content allows that, we are going to scale it. If we decide we are missing a few locations, the scaling is going to be longer. We need to observe the behavior of the users very closely. What matters is that we do not make assumptions.
Assumptions usually lead you astray. It's more like going with the flow and watching the landscape around you and seeing what works and what doesn't. It's about adaptation. We want to adjust to the current situation. I hope this answers your question.
That was the second question, in essence. What kind of expenditure are we supposed to expect in relation to the soft launch of Medal Hunter? There are some varieties of this question. Is the marketing expenditure on Medal Hunter going to be additive in relation to the current budget, or are you planning to reallocate budget from other titles?
There is no need for any reallocation. The situation is very good. We are highly profitable. Magda has some money put aside for rainy weather.
If worse comes to worse, and we need to spend much more than we used to spend, we have some money waiting for that purpose. I think we are only 3 conversations away from getting extra funding. We wouldn't like to develop 1 title at the expense of another, be it Medal Hunter or Trophy Hunter. If the marketing benchmarks are okay, and if they suggest that we should spend, we are going to spend. End of story.
Thank you very much. We have a question about the content of Medal Hunter.
At 9 arenas during the launch, and Medal Hunter has 5. Are they going to be more during the global launch or 5 is enough?
Our target is 1 new location every 4 weeks. Of course, we are going to increase the pace of release, but for now, this is this. We miss 1 or 2 people with the proper experience in this setting. When we have these people, we will be able to accelerate the works. 3, 4 weeks, I think. A new location every 3, 4 weeks. We don't know what the situation is going to be at the moment of the global launch. We, because we do not have a lot of content, it's too early to assess and to say whether we need more, but it indeed, the content is limited.
We have a number of questions about our flagship titles. What should we expect in the months to come with regard to these titles? Are you going to increase the marketing spend on these titles? If the KPIs, marketing KPIs show that the product has better result and we can spend more, then we will. If the marketing results are not going to show that, we won't. It all depends on the product performance. That's why we work on early, performance early retention. The team has very interesting ideas on how to improve the first seven days, because that's the main focus, and we are going to see whether these ideas are going to bring benefits and if we are going to be able to increase the marketing spend. Now we have a question about Hunting Clash.
The performance shows a decline in MAU in Hunting Clash. How do you want to stop this downward MAU trend in the main titles?
Well, we are not worried about this decrease. Of course, when we look at the game in which the number of players is dropping, we focus on retaining the most important players, but people come and go. We do have a group of very loyal players who love Hunting Clash, and we want to give them new reasons to play the game. Look at Wild Hunt or Let's Fish. There are players there who will not ever, ever change the game, and this is not because our competitors or us did not try, and that's how we approach Wild Hunt, Hunting Clash, Fishing Clash, or Trophy Hunter.
There will be players who will never, ever play another game because this is their place in the world. By releasing new content, streamlining, improving features, adding new features, we want to retain them. We want to give them a reason to stay here with us for another 5, 10, 15 years.
Thank you very much. I think that we talked about this question during the presentation, let's go back to this issue so that there's no doubt. That is the earn-out effect on the company's results in Q2. Net profit, there's not going to be any effect. This is just us paying the liability and a drop in our cash position. No P&L. Our net profit is not going to be affected.
Okay. How do you understand return on investment? How do you understand a long-term horizon, and when will we see tangible results from the new games?
You keep asking us about the return on our marketing spend and this timeframe. We cannot say. I'm talking about long-term, but not strictly financially. Trophy Hunter from the release till now has lived for nine months, so to say, I would not say that there are no effects at all. We did have marketing spend some time ago. We do have some marketing spend now. We see some return on this investment, it takes time. How much time do we need? I can assure you that our marketing models that are based on other titles and are based on what we can see on this title, show that everything goes well. There are no deviations that are worrying.
It's not a situation in which we say, "Oh, my God, this is the end of the world. We cannot see any returns." No. Our marketing spend is profitable, but we just need more time. Even in, like, super great niches, they do not return in 1 or 2 months, right, Andrzej?
Of course. It's a tidbit from the market. I worked in free-to-play at the very beginning, and Facebook was, you know, at the early stage of life, and there were campaigns that were returned in, you know, 1 month, 2 months. Now we are talking about months or even 7 years. There are companies in this market that do have the 7-year period of return on investment, and that's what it is. That's what the market is like. Return on investment.
We have certain questions about Trophy Hunter investment spend. How can you think that the investment in Trophy Hunter will pay off in full if full monetization is not yet in place? Is the expected return based on the assumption of significantly improved monetization in the future or on the current monetization systems?
No, we rely on KPIs, and the current KPIs show to us that the return is going to come.
Of course, there will be situations in which, for example, one of our partners is going to engage in a fraud, but we luckily see these situations very fast. We are very vigilant, and we see that even in, you know, single cases. We know how to do the marketing, please do not be worried. I would not be worried about the marketing spend. For now, everything is okay. Magda and I, we were a bit paranoid about marketing at some point. We checked everything, every smallest details. We looked at the situation from various perspectives, even from the perspectives that we do not usually adopt, and we were worried that maybe we did not see something. After checking everything inside out four times and even more, we did not find anything that would show that we spend our money non-optimally.
Okay. Do you plan to be a dividend based company, or do you focus on a buyback option?
Okay, we did not pay a dividend for 2025, and you're asking us for the future, about the future. Buyback or dividend? Well, we are going to talk about that in a year. We are not planning to change our strategy. Please let us pay the dividend next week for the last year, and these questions are going to be addressed in the future. Okay, thank you.
3 final questions are ahead of us, 1 including product. Is development of Real Flight Simulator going according to plan, or have you hit any roadblocks?
No, we haven't hit any roadblocks. Everything is going according to plan. We are releasing content regularly. We see that in places where our competitors are losing breath, Real Flight Simulator is not affected by any problems. We don't know which way the game's going to go. We are still looking for the best possible scenario. At the moment, if I were to tell you where we are, I would say I'm inclined on saying that we want the Real Flight Simulator to be a mode of Real Flight Simulator and attack a slightly larger market with this title, but this might change a week or 2 from now. This is an idea we are playing with.
There is one more question about your assessment of the gaming market. Do you feel that the market is supporting your activity, or is it still a difficult market? Are the problems reflected in the products are a result of this market? Well, I don't like to complain about something that lies beyond our control. Nothing sickens me more than talking about the weather. Whenever our team comes to us and says that we did everything well, but the rest is simply depending on the seasonality. Even if it's true, it is something we can't control, and nagging about it is a problem. We don't like to talk about it. We don't want to complain about it. We should simply concentrate on what we do best.
We need to make the best possible decision, the sum of multiple good decisions is going to bring us forward. Obviously, complaining is our national sport. We like to do it simply for the sake of it. Once we have finished complaining, we need to get back to work and make another small, good decision, release another good product, improve its benchmark, step by step, we are going to reach the destination. One final question. The market has been negative about the results you published. What is your comment on that? Well, that's the market. It has a right to react in any way imaginable. We are very happy about the first quarter. We are happy with the acceleration of our work, with faster development. We are happy with faster decision-making.
Of course, at some points, the market is going to respond better or worse to what we release. That's the right of the market. What matters and what keeps us moving forward is that we do some things better, faster. We are launching two new games which nobody had expected. Medal Hunter is releasing faster than intended. We have decided where we want to go with Trophy Hunter, and we did it two months ahead of schedule. If it's not good news, then I don't know what you perceive to be good news. Again, the market is making decisions. Do I agree with this decision? It doesn't matter whether we or you agree with it. The market is simply the market.
The only thing I can promise to you is that we are going to make the best possible decisions, and we are going to make them with a view to improving the situation of the company from one year to another. We want to be a dividend company. We want to share our profits with our shareholder, be it by means of a dividend or buyback, and we hope that you see the company performing better over time compared to any previous period. This is what we are intending to deliver as a company and as a team.
That was the final question. Thank you for staying with us till the end. Should you have any more questions, do not hesitate to send them to our email address. Stay with us, and see you at another conference, and we hope to meet you at business events.
Thank you for your time. Have a good day.