I'd now like to turn the floor over to today's host, Danny Chism, CFO of TSS. Danny, over to you.
Thanks, Mackenzie. Hey, good morning, everybody. First off, I'll apologize. I'm a little bit under the weather, so if I have a little coughing fit, I may mute myself for a second, but I appreciate you guys bearing with me. Also I have on with me, Darryll Dewan, our CEO. He may jump in from time to time, although he's got a not as good connection as I do, so I'll be leading us through the slides today. Appreciate everybody joining us. Well, I guess before I jump in, I probably need to at least move to the forward-looking statements. I'm not gonna read the whole thing to you.
You can look at our 10-K, 10-Q, all that good stuff, but on the screen, you can see all of our CYA for forward-looking statements. So the company at this point is at a pivotal point in our maturation. We've been public just as a SPAC several years ago, went through several iterations, have really come into our own recently, being a partner, primarily with a large computer manufacturer. I don't believe I can name them directly, but we are located in Round Rock, Texas. You can probably figure it out from there. A few highlights for investors and, you know, as I think about why invest in this company, right? You see here several things, robust market demand.
We, we don't actually manufacturing anything. What we do is we assemble, and we partner, and we provide services. So if you think about partnering with our large computer manufacturing company, and technologies company, we will receive a lot of material from them, from their other suppliers. We will put all that together. One of our core functions is rack integration, most recently with AI racks. So if you think about some of the hyperscalers, eventually some of the enterprises will start coming into play more, but it's really more the hyperscalers, the large data center providers at this point, and they are rapidly building out their functionality, specifically within AI.
So we are ready had a good position with our partner or with our customer to do rack integration on what we refer to as mainstream or kind of the traditional server racks, data center racks. With the introduction of AI, that has really started to boom and that's presented a fantastic opportunity for us. Probably two years or so ago, Daryl joined the company. The company had just recruited the gentleman who's now our Chief Operating Officer as well. Came into the factory, quite frankly, was a bit of a mess at that point. And they came in and said, "Look, number one, we've got to clean up execution. We've got to clean up the factory." Did that, got ISO certified. Our partner has come in and said, "Man, you guys have really executed. You've done a great job.
You tell us you're gonna deliver, you deliver what you tell us you're going to." You know, in my definition, that's integrity, right? Not, not just integrity in the term of honesty, but integrity in saying, "Do what you tell me you're gonna do." And that's really where we've earned the trust of that, that partner. So I don't want to get dragged down too far there, but really cleaned it up and executed very well over the last couple of years for our partner. So as they had the opportunity to really grow in the AI space, we were along, with them for that, and they have leaned on us a good bit. So that's one that, that we're very proud of, and we see tremendous opportunity moving forward, specifically in that.
So, I guess seven minutes into the presentation, I need to move along. But robust market demand, we see huge opportunity in the AI, multiyear. We have shared we expect that to be a bit lumpy over time. Hopefully, as the enterprises get into that, I think that will eventually become more steady state and a little more predictable, but I expect, at least in the midterm, that we will have some big spikes and a few more lulls in that. We are working with our partner to find ways to help normalize some of the exposure to that and some of the revenue that we will earn, that's not quite as wild a ride as it could be. So AI boom, you got a few customers there.
We obviously some larger names in there that we've done business with. High demand offering from a systems integration, which I've talked about, and then the facilities management is another that helps provide a little more stability to the revenue earning stream, as well as pretty nice margins. Facilities management, think about a data center built in a 40-foot shipping container called a modular data center. We don't make the computers. We don't make a lot of the equipment that goes into it. However, we will assemble that, put in the environment, the cooling system, the air filtration, battery backup, all the environment... and then typically, we'll get a three to five years, sometimes eight or nine year, think of it as a warranty, but we call it facilities management.
So an ongoing annual renewable contract where we are providing services, maintaining that environment. And that comes at a pretty nice margin. Multiple growth levers, we've talked about some of those already. Another line of business that we are in is also strategic procurement. So typically, with that, we will again partner with our largest customer. They may source materials from two or three or four different sources, ship those all to us. We will then put all those together. So if you think about something that needs to be in a rugged environment, a server may need to be in a ruggedized box for a specific purpose. That ruggedized box may come to us from one supplier, our OEM partner will ship the server. We will integrate those two.
We'll do the cabling, plug it in, test it, validate it, and then ship it out to their end customer, so that's a third line of business there, so let me see if I can figure out how to advance the slide, so what we do, we just talked through a bunch of that, so I won't relive all of these, but we actually had a speaker. We had an off-site strategic planning meeting this last week, and had the honor of having several executives from our partners speak with us, and we asked at one point: What are the words that stick out to you when you think of TSS? And it was flexibility, partnership, and execution.
Frankly, we asked them, "Okay, what would you like to be able to say two years from now?" The same three words. We feel like we are executing what we need to in order to move the business forward, in order to be the best partner that we can to our partner. I'll pause for just a second. Daryl, I know you're on the line as well. Anything you'd add at that point before I move on?
Yeah, Danny, thanks. Sorry, folks, I'm a remote little schedule conflict today, but it's a pleasure to be here and to be participating in this call. A couple of things that Danny pointed out that I'd like to circle back on. One is, in order for you to feel comfortable in our company as an investment opportunity, I think you need to feel comfortable that we've got a leadership team that's committed to execution, as Danny talked about. If we can't put points on a board, nothing else matters, so we're very focused on doing that. In order to do that, as Danny also mentioned, we had to clean up our factory to improve process control, get the right quality of people, and to be able to scale.
I've said previously in a call that I felt our integration business could scale ten X, and I believe that's the case. We also signaled in the beginning part of the year that we'd have a strong second half of this year, and we're continuing to focus on that. As a leadership team, we're very optimistic about the future. Danny's talking about our relationship with our key customer, our partner. We had to clean that up, and we did that beginning two years ago, and I think we're in a good spot. As everybody knows, in a relationship, regardless of what kind of relationship it has, there's not an end zone. It's, you know, a constant journey to make sure we improve and do better, and that's what we're focused on. We're optimistic about the impact of AI.
That has a profound impact on everything in this world, doesn't it? And, you know, we were just listening to a presentation with our partner. We're in an off-site meeting, and the whole focus is around what AI is going to do to transform everything we do. You got compute power that's increasing, you have you know, software that's changing, and AI, candidly, isn't something new, but it's changed recently because of the power of computers, because generative AI capabilities, because of chat, and we happen to be in the middle of it. We're doing the infrastructure to help enable that, and we're really excited about it. So from a standpoint of where we're going, and Danny pointed out, too, that, you know, we've got different lines of business that they're interconnected. You know, the integration business, the modular data center business.
We're optimistic about the play for MDCs, leveraging AI in the future. There's a technology shift and focus to direct liquid cooling this technology. We're prepared to handle that. Then our procurement business that Danny talked about is a nice to have because it also interconnects with some rack integration business and potentially MDC business. So, you know, in summary, what I wanted to point out, and sorry, taking this a little longer, but is that we're poised on execution, as Danny talked about. Partnership value is important, and to sum it up, is we want to do as much business as we can do with our partner.
We also are looking for ways that we can grow business outside of this one partnership, and we're exploring how to do that with data center moves and on-site rack integration, and we're excited about some of those potentials, but we're doubling down with our existing customer, and we're looking for ways to grow, so Danny, I'll hand it back to you.
Okay, great. So you can see on the slide, that's on the presentation right now, also kind of the expected size of the addressable market. Total addressable market is huge. On the far right, you can see a $317 billion roadmap. That obviously doesn't all come to us, but in AI expected spend. And that's up 50% just from a year ago. The last number I had seen was $257 billion, so it's, you know, already up over $300 billion and growing. Everybody's figuring out where they need to play in that. So that's all good news from our perspective. I'll move us forward. Our offerings, again, we talked about the systems integration, a lot of servers, you know, done.
The modular data centers, or MDCs, that Daryl talked about a minute ago, $123 million of product procured in 2023. We are expecting in the current quarter, the Q3 , over $50 million in revenue just from that procurement business. That's more than we did all of last year. That's a thinner margin business, so I wouldn't expect a massive increase in the bottom line because of that, but that is still good additive revenue and bottom line growth. And then the on-site rack integration we see as an opportunity. That's not one that we do a lot of today. We do most of our integration in our factory, but there is opportunity to grow that outside of here. And the data center moves as well.
We've just started growing that business with our partner and looking for opportunities to continue expanding that. Facility services is where I talked about we provide maintenance and equipment sales primarily on modular data centers, and then we can provide some other services in that space as well. Moving to the next slide, the strategy. So continue to expand the ability to drive demand, you know, co-sell with our partner, expand beyond them, maintain the intense customer focus. So again, back to the three words that our partner used, execution was one of those. We've got to continue to execute and partner with them closely. Operational excellence, we started that path a couple years ago, have really enhanced that a good bit and continue to do so.
Our Chief Operating Officer has just been amazing at really driving that and has built out a strong team under him to continue to drive that, and then strategic partnerships, potentially acquisitions. We've not been acquisitive to this point. If we are, we are dedicated to maintaining that discipline of making sure they are EPS accretive, and not just go build a field of dreams that, you know, we're gonna spend a bunch of money, that there's no payback. I know we're running a little bit short on time. I want to allow time for Q&A, so I'll keep moving along here. Quick look at some of the financial performance. Exactly what I'd like to see, up and to the right. Revenues, Operating Income, Adjusted EBITDA.
You can see back in 2021 time period, the operating income was a little bit of a challenge. Shortly after that was when Daryl came in, brought in Todd, and Todd's our Chief Operating Officer, sorry. And have continued to accelerate from there. So these are the annual figures. When you take a look at the quarterly figures, I'm sorry, the half year figures, you can see here as well, in 2024, we've already got a 33% growth year -over -year from 2023 in the revenues, even larger percentage income and operating income, but frankly, the operating income in last year was relatively small, so the percentage growth is less meaningful than the dollars there. And then adjusted EBITDA, it's your typical definition of EBITDA and then also adding back stock comp.
So that's up to $2.4 million in the first half, versus $800,000 in the first half of last year. You can see again, the trajectory is all up and to the right, the right direction. I would point out that in 2024, with the AI boom, we really saw the initial impact of that on our numbers only in the month of June. So we anticipate some pretty good upward opportunity even beyond the numbers that you see here. We don't give guidance, but I think that's a pretty good indication of what we can expect moving forward. Quick look at the balance sheet. Really, all I'd point out here is we are debt-free. Nice, clean balance sheet. It's all just common stocks, no preferred.
So, you know, a good, clean balance sheet that provides us a lot opportunity to grow, you know, really without that overhead of the debt. In order to meet our primary customers' demands, we likely will need to move into a new facility, and that would require some CapEx, probably some debt to finance that. However, we again are looking for creative ways to work with our partner to ensure that we recapture those costs, so that we minimize the exposure that we have. So, quick view of us. If any of you have seen me on screen, you'll note my hair is much more gray now than it was in this picture,
but I still love the picture, so sorry.
There's Daryl, myself, and Todd Merritt, our COO.
I would close just with the investor highlights again. You know, really good revenue growth, good adjusted EBITDA growth, tremendous opportunity ahead of us. We really feel like we are just on that precipice. Even with the improvement in the numbers, we think that's just starting. So, again, contacts, you'll have that in the deck. And then there's an appendix with the reconciliation of the GAAP to non-GAAP as well. And with that, I guess before I go into Q&A, Daryl, you got anything else you wanna share before we jump into Q&A?
Yeah, Danny, well done. Thank you. And to anybody in the audience, you're invited to come on down to Round Rock, and we'll give you a tour of the facility. Seeing is believing. It's for any of you that have been here, you'll certainly appreciate the impact of seeing these racks being integrated and the amount of specialization that we deploy, and ultimately, the end user customer. So you're always welcome. Come on and visit us. All right, Dan, I'll give it back to you.
Okay, so we've got a few minutes left here. We got several questions in the chat. Daryl, I know you can't see them, so I'll just read these out as well. One of them: Nice work, gentlemen. Can you give us the current number of employees and hiring plans? Thank you. We have not put out the specific number. However, in our last 10-K, we announced that we had, I think, either 81 or 84 employees at the end of last year. In our last earnings call, in response to a question, we did put publicly that we had more than doubled that, but less than tripled that. So somewhere between a 116 and 245 employees. Unfortunately, I can't go beyond that because we don't have that public.
But we would be able to ramp relatively quickly in order to meet the demand that we see. Let's see, many funds are restricted from owning Pink Sheet companies. Can you uplist to a regular listing? A great question, and it's not lost on us as well, that that is an opportunity. We do qualify at this point to uplist onto one of the national exchanges. We also see the benefit of doing that. I can't share specific timing or specific plans around that, but we share your view that we think that could be a good thing, which would open up the ability to for a lot more firms to be able to invest in this. Daryl, this may be one you can grab, too.
Can you please elaborate on your business with, I'll say, with your large, OEM partner? What percentage of revenue is it currently, and where do you expect it to go longer term? Is this a long-term contract, or is it multiple pieces of business, and is there any risk to losing the contract? The first one, I'll jump in and just say they currently, at the end of this last quarter, represented about 97% of our business. We have grown our business outside that partner, but we've grown that business faster. So at the end of last year, they represented 96%, now they're 97%. Daryl, I'll let you address the rest of it if you want.
Yeah. Thanks, Danny. I'll open up by saying nothing is guaranteed. Everything in this world is earned, and we're doing everything we can to continue this relationship in a positive way, and we're optimistic about doing that. Danny mentioned that we're looking to explore how we can cover some expenses and investments, and that's truth, and that's underway. The 97% is certainly we wake up every morning going, "Boy, what do we need to do to diversify? And what would be a good mix? 80/70, 70/30?" That's a goal that we'd like to get. Our partner would like that as well. So we're looking at ways to grow. As Danny mentioned, there may be some acquisitions in the services area or extensions to what we do currently. That's a TBD.
We don't have anything in the immediate horizon, but we continue to look, and I think from an optimistic standpoint, you got a leadership team that's open to doing whatever it's gonna take to grow value and to expand our market presence. I'll take as much as. We, not I, we will take as much business as we can get with our existing partner and explore ways to grow, so yeah, we worry about it, but you know, we can run from it or we can run towards it, and we're running towards it to get as much as we can, be the best partner that we can possibly be.
All right. I'll move on. We got a couple of... Sorry, Daryl, did I cut you off there?
No, no, no. I was gonna say, hand it back to you.
Okay, so we got a couple of related questions here. One is, how quickly do you need to find this new facility? Are you looking just in Round Rock, Texas, or other locations? And the other that I see as related is two questions. Now that the company got a higher market capitalization, should we expect the company raising any funds to strengthen the balance sheet? What should we expect for H2 of 2024 and fiscal 2025? Yes, we're looking at new facilities. There's some value in remaining closely located to our partner, so we're looking a little bit beyond just Round Rock, although we want to stay close within this same general area. We've identified a number of locations that could work. Really, the biggest gating item is power, electricity.
So that's one that we've highlighted as a priority. Well, let me back up. We will need to get some financing for equipment going into that facility. However, we've got some really good banking partnerships, and I've got a number of banks I've worked with in the past that are knocking on the door, trying to get in. So I think we've got some really good opportunity to do that with debt financing without having to raise equity. Might we raise equity at some point? You know, I think that's a possibility at some point, but that's not a priority at this point. We think we've got the ability to finance that through debt. I know we're running a little short on time. Let's see.
Can you talk about the pipeline activity and potential new clients or the pace of growing with current customers? Daryl, you wanna take that?
Yeah, sure, Danny. Pipeline, we don't report, and it's not because we're trying to be arrogant. It's just something that we don't think is reportable, but we're optimistic. You know, pipeline's all relative to the respective business. Danny referred earlier to some of the lumpiness. Lumpiness, we tend to see in the procurement services business, largely because it's tied to the OEM side of the house with our partner and their Fed business. We're getting as much business as we can, and we want more. The rack integration business is driven by AI. Anybody we talk to says it's big. How do you define big in a pipeline? But it's big.
The thing that we do have is we have better visibility into that pipeline, so we're planning out 90, 100 and 120 days to see where we're gonna go and what to expect. As Danny pointed out, we have enough opportunity in pipeline to know that we're gonna need more power. That's, that's immediate. We need it as fast as we can, and we're running as fast as we can to make that happen. Pipeline's encouraging. The opportunity is still very strong. The only one that's a little bit hazy on pipeline, and we're not where we wanna be yet, is in our modular data center business. We're focusing on booking deals that will drive revenue 8 months out, 12 months out, so we're looking...
And we have a couple of deals that will play out in twenty twenty-five, but we're not where we wanna be yet. We've got a big high expectation on growing that pipeline. I think the AI impact is gonna help us, and this is all about the modular data center business, 'cause it takes a while to get the container built, takes a while to get the power units, and we're working as aggressively as we can within that ecosystem to grow that pipeline. So overall, we're never pleased. I say pleased, but satisfied. We're never. We're pleased, but we're not satisfied. We've got a lot. We're gonna continue to focus on growing the pipe. Danny?
I wanna respect all of your time. I know we're right at the end of our time. So appreciate everybody joining us today. We are doing one-on-ones tomorrow, so if you're not signed up and you have some follow-up questions, we'd love to chat with you. Feel free to sign up. But I need to respect your time and knowing there are other presenters coming up. Mackenzie, any closing comments from you?
Yes, that does conclude TSS Incorporated's presentation. You may now disconnect. Please consult the conference agenda for the next presenting company. Thank you.