Interim Results for the six months ended 30 June 2011

Transcription

1 Optimal Payments Plc Interim Results for the six months ended 30 June 2011 Joel Leonoff, CEO Keith Butcher, CFO Tuesday, 20 September

2 Legal Disclaimer Certain statements in this document are forward-looking statements. These forwardlooking statements speak only as at the date of this document. These statements concern, or may affect, future matters and include matters that are not facts. Such statements are based on current expectations and beliefs and, by their nature, are subject to anumber of known and unknown risks and uncertainties ti thatt could cause actual results and outcomes to differ materially from any expected future results or performance expressed or implied by the forward-looking statements. You are cautioned not to place undue reliance on these forward-looking statements. The information and opinions expressed in this document are subject to change without notice and neither the Company nor any other person assumes any responsibility or obligation to update publicly or review any of the forward-looking statements contained within this document, regardless of whether those statements are affected as a result of new information, future events or otherwise. 2

3 Agenda 1 Introduction 2 Highlights 3 Financial performance 4 Business update 5 Current trading and outlook Appendices Presentation team: Joel Leonoff Keith Butcher CEO CFO 3

4 Introduction 4

5 About Optimal Payments Global scale focused on CNP / ecommerce market Trusted solutions safe and secure Proven since 1996 Leading online payments company, processing more than $9 billion in transactions annually Optimal Payments formed from combination of two leading gpayments businesses in early 2011 Providing innovative payment solutions to online merchants and consumers through our two growth platforms NETBANX Straight Through Processing NETELLER Stored Value (ewallet & prepaid cards) Listed on London s AIM market (OPAY.L) market cap c. US$80m 5

6 NETBANX STP - transaction flow ecommerce or MOTO Merchant Hosted Page Virtual Terminal API Batch Upload Payment Gateway Risk Engine Funds Settled To Merchant Account 6

7 NETELLER Stored Value transaction model CONSUMER Payment account loaded via multiple options, then no risk transfer to merchant, funds easily available to consumer via many withdrawal methods 1. SIGN-UP 2. TRANSFER TO LOADS ACCOUNT 4. Payment Account TRANSFER FROM 3. W D B A WITHDRAWS DIRECTLY TO BANK ACCOUNT 4. ONLINE MERCHANT 1. Consumer signs up, loads account 2. Consumer pushes funds to merchant / P2P 3. Consumer pulls funds back from merchant PEER2PEER 4. Consumer uses funds (either Net+ / P2P/ withdrawal to bank) ATM / POS ONLINE VIA NET+ CARD MOBILE/ DESKTOP 7

8 A broad mix of customers Targeting customers across selected verticals Increasingly offering a one stop solution NETELLER Stored Value NETBANX Gateway NETBANX Bureau Gaming Digital download / MMOG / MLM Retail high street Retail online Travel / online FX / entertainment Subscription Online dating Government/ enterprise Other 8

9 Highlights 9

10 First Half Highlights Significant progress in first half following transformational OP acquisition Operational achievements Completed acquisition (1 Feb) and emerged as new Optimal Payments Integration on track Technology / platforms Organisational structure Rationalisation substantially complete Headcount reductions post H1 Duplicated costs eliminated Annualised savings $4m+ Financial achievements First half slightly ahead of expectations Revenue EBITDA Headcount Group cash $57.4m $6.4m 30 June Now at 375 $53.8m Well positioned for second half growth 10

11 Financial performance 11

12 2011 H1 Financials Revenue Revenue $57.0 m Trading revenue $57.0m (ex investment income) NETBANX STP: $36.9m 64% of total $30.4 m $23.0m contribution from acquired OP business (5 months from 1 Feb 2011) $13.9m from original NETBANX business, up 26% from $11.0m NETELLER: $20.1m 36% of total In line in challenging g markets - regulatory impacts -poker weakness Impact of H1 product developments expected in H2 / 2012 Note Revenue for H adjusted to show impact of change of Asian business model. Asia Pacific revenues of $3.9m re-categorised to STP total revenues from Stored Value total revenues. 12

13 2011 H1 Financials Gross margin, EBITDA, cash EBITDA $6.4m Slightly ahead of Board expectations Impacted by Direct and G&A costs impacted by stronger Canadian dollar = higher US$ costs Additional integration costs including Website rebranding and NETBANX platform integrations Gross margin (1) H NETBANX STP 46 % NETELLER Stored Value 85 % Total (blended) 60 % (1) Gross margin % calculated excluding $0.4m of investment income Headcount 415 at 30 June, now 375 Further reductions made in July/August as part of planned rationalisation and integration programme Group Cash $53.8m $33.8m after deducting merchant cash 13

14 2011 H1 Summary Exceeded H1 revenue and EBITDA expectations Exited H1 with headcount and cost reduction programmes in place Completed integration of platforms Restructured organisation (single CEO and functional heads) Well positioned to leverage new organisation and cost structure for growth and profitability into second half 14

15 Business update 15

16 Our two growth platforms Focused on growing CNP / ecommerce markets Merchant proposition driven by tailored solutions built on differentiation and innovation NETBANX Straight Through Processing NETELLER Stored Value (ewallet and prepaid cards) Focused on customer not present (CNP) market (ecommerce & Mail Order Telephone Order) Targeting online merchants Processing online transactions via multiple banking partners Focused on online gaming market Private label ewallet solution targeted at top tier retail brands B2B / B2C offering 16

17 NETBANX STP Revenues H NETBANX STP (gateway and bureau) - Underlying NETBANX business - Acquired OP business $ 36.9 m $ 13.9 m $ 23.0 m Strong growth with numerous contract wins and healthy pipeline Leveraging proven North American model into Europe with additional resources Scalable, robust platform and business model Integration of NETBANX platforms nearing completion, underpinning new product roll out 17

18 NETELLER Stored Value Revenue H NETELLER Stored Value $ 20.1 m Stable performance in challenging markets Longer term prospects encouraging: Recovery of position in gaming market Expanded product offering in H building on Newteller platform US market potential although timing remains uncertain Non-gaming developing White label ewallet proposition for tier one retailers 18

19 The Optimal solution Private Label Customer Account A partnership for a private label full-service offering that bridges the in-store and online consumer experience. Loyalty and retention Mobile and socially connected The Optimal Solution Credit & Cash Management Payments, Card Acquiring, & Issuing Provided by a sophisticated array of cutting edge technology where the merchant has full access and ownership of the customer data. Customer Insight Fraud Prevention powered by Secure acquiring & payment processing Consumer account and card services Our future ewallet solution Extends customer relationship beyond store Connects retail experience into consumers life Builds and rewards customer loyalty Provides unparalleled customer insight 19

20 Extends merchants channels beyond store & web Desktop, Mobile and TV Set-top Shopping Apps/Widgets Virtual card app Embedded micro-cart for mobile/device shopping Socially connected POS/contactless/ mobile payment barcode app 20

21 Our competitive advantage Innovative customised solutions Single gateway connected to multiple banking relationships Risk management expertise Integrated offering of both STP and Stored Value Sophisticated development capabilities Loto Quebec, Desjardins, Shop Direct Group Expertise in online gaming Respected and recognised leader in gaming industry 13 year track record of innovative solutions At peak, handling $10m per day in deposits One of few companies processing online transactions for brick & mortar casino Strong management team Many years of collective payments experience across senior executives Online payments (processing and ewallet) and online gaming expertise Entrepreneurial approach with public market perspective Innovative focus 21

22 Current trading and outlook 22

23 Business outlook Transition from focus on integration / rationalisation to business execution NETBANX STP Replicating North American success in Europe NETELLER ewallet Continued growth in gaming Positioned for potential re-opening of US market Expansion outside of gaming (white label) Further investment in improving functionality (mobile) Continually evaluating M&A and partnership opportunities in a consolidating market 23

24 Current trading and outlook Board expects revenues and EBITDA to be materially higher h in H2 Driven by strong H1, seasonality and STP pipeline Cost base optimised through headcount reductions and streamlined processes High % of revenue growth flows through to EBITDA On track to meet full year expectations Board confident about Group s future 24

25 For further information contact Optimal Payments Plc at p Keith Butcher Andrew Gilchrist CFO EVP Corporate Affairs andrew.gilchrist@optimalpayments.com Tel: +44 (0) Tel: +44 (0) Mob: +44 (0)

26 Appendices Further information o 26

27 1 The market 27

28 The changing payments landscape Online payments is a rapidly developing market Traditional payment methods and players giving way to alternative payments and new entrants 20 th Century 21 st Century today 28

29 Where does Optimal Payments fit? True combination of online processing (NETBANX) and stored value (NETELLER) solutions Branded propositions built on innovation and differentiation ecommerce Engine / Shopping Carts Gateway / Aggregator ISO / Acquirer / Processor Alternative Payments / Stored Value 29

30 Global alternate payments industry ewallet penetration of global market size by segment ($bn) B2C ecommerce (%) The online payments market Strong growth forecast in alternate payments industry across multiple channels (online, mobile, contactless) ewallet penetration forecast to increase significantly ifi 30

31 2 Our business in more detail 31

32 Optimal Payments: a short but eventful history Exceptional US issues Stabilisation Business growth and & and transformation success resolution refocus Drive to scale ongoing 2006 Entered STP market with Netbanx acquisition 2005 Optimal spins off gaming division (FireOne) on LSE 2004 IPO in London; NETELLER gains FSA authorisation 2005 Optimal (OPMR) purchases SureFire Commerce, renamed Optimal Payments 2003 NETELLER launches world s first truly global prepaid p card 2007 DPA (Aug) resolution with US DOJ 2006 UIGEA enacted 2009 Strengthened management team 2008 Group rename and rebrand to NEOVIA 2008 Private group acquires CNP division of Optimal 2011 NEOVIA acquires Optimal Payments business and renames es 2010 Newteller platform launched Q3 Business transformation headcount reduced from 443 to 310 during InstaCASH first service to make bank transfers instant 1999 NETELLER ewallet service launched for US/Canada 2008 Launch of Net+ physical, web and virtual it card brand 32

33 Our two growth platforms Focused on growing CNP / ecommerce markets Merchant proposition driven by tailored solutions built on differentiation and innovation NETBANX Straight Through Processing NETELLER Stored Value (ewallet and prepaid cards ) Focused on customer not present (CNP) market (ecommerce & Mail Order Telephone Order) Targeting online merchants Processing online transactions via multiple banking partners Focused on online gaming market Private label ewallet solution targeted at top tier retail brands B2B / B2C offering 33

34 The NETBANX STP payment processing offering NETBANX Processing gateway Merchant account Risk & Compliance services Why merchants need it To accept customer-not-present ( CNP ) payments from merchant websites, over the phone (IVR), mail order, or via contact centres Feature rich gateway Multi-currency yplatform Tokenisation Recurring billing Sophisticated client reporting system Easy to use back office Differentiation 27 banking/acquiring relationships around the world Single integration ti to access it all Iron-clad security and availability 34

35 Stored Value - the NETELLER Payment Account NETELLER Payment Account Online stored value consumer account Strong privacy and convenience for online financial transactions Direct settlement with merchants bypassing card networks Accepted at 30m locations either directly or via physical, web and virtual MasterCards Merchant Value Improves shopping conversions Improves margin & reduces fraud Instant access to consumers in over 180 countries Customer acquisition, stimulation and retention programs Guaranteed funds Proves the customer identity Differentiation Bridging online and offline worlds Iron-clad risk and identity tools Instant settlement High conversions 35

36 The Optimal Payments business model Revenues principally driven by merchants Gross margin higher for stored value as lower variable costs Straight Through Processing Stored Value ONLINE MERCHANT 100% ONLINE MERCHANT CONSUMER STP revenue PROCESSING COSTS BAD DEBTS c.46% margin NOTE: Figures are based on 2011 first half results, and may not be indicative of forward looking periods figures for these measures C. 60% C. 40% Stored Value revenue PROCESSING COSTS BAD DEBTS c.85% margin 36

37 A highly leveragable business Operationally geared, scalable business Essentially fixed cost base with high h margins Illustrative impact of a $10m increase in revenue Mix Revenue Gross EBITDA uplift margin (1) uplift NETELLER 36% $ 3.6m 85% $ 3.06m Stored Value NETBANX STP 64% $ 6.4m 46% $ 2.94m $ 10.0m $ 6.00m +60% Increases in revenue drive significant improvements in gross margin and EBITDA due to fixed nature of cost base (1) Figures are based on H interim results, and may not be indicative of forward looking periods figures for these measures 37

38 Actuals and consensus forecasts Return to growth following acquisition of OP business EBITDA growth driven by margin leverage Revenue ($m) EBITDA ($m) & EBITDA margin (%) Interest Income (1) STP Stored Value +12% growth % growth % growth % 15.7% 19.5% 2010A 2011F 2012F 2010A 2011F 2012F (1) Interest income of $0.8m p.a. actual/assumed Source: Broker consensus forecasts as at 5 August 2011 Actuals for 2010 represent NEOVIA Financial standalone reported results, 2011 and 2012 forecasts for consolidated OPAY group 38

39 Balance sheet Cash position remains solid post-deal 2 year convertible debt $28.5m issued to fund deal Group own cash 30 Jun Dec 10 Cash $ 48.1 m $ 51.1 m Restricted cash $ 1.5 m $ 2.3 m Surplus Qualifying Liquid Assets $ 4.1 m $ 10.8 m Total group cash $ 53.8 m $ 64.2 m less Merchant cash included in cash ($ 20.0 m) ($ 10.6 m) (within current liabilities) Group own cash $ 33.8 m $ 53.6 m Less net outflow for deal (1) ($16.4 m) Group cash pro-forma post deal $ 37.2 m (1) Net cashflow related to acquisition iti 1 Feb 2011 inflow of $10.5m from fundraising, i cash outflow of $25.0m to vendors on closing, and deal costs of $1.9m 39

40 3 Executive team and shareholders 40

41 Optimal Payments Plc - senior leadership team Leadership team combines expertise and experience in payments, cards, online gaming and internet technology Joel Leonoff President & CEO Danny Chazonoff Keith Butcher Chief Operating Officer Chief Financial Officer Supported by experienced executive team and employees from both businesses across locations Calgary, Montreal, Gatineau - Canada; Cambridge, London -UK; IOM - HQ 41

42 Senior leadership team biographies Joel Leonoff CEO Joel is an entrepreneurial leader and visionary, with a proven track record, having served as CEO, COO and CFO of private and publicly traded companies. Joel founded SureFire Commerce Inc. (renamed Terra Payments), a Canadian TSE listed company, where he served as COO and CFO and as a board member and Chairman of the audit committee, and which merged with Optimal Payments Inc. Joel has previously served as the COO of PartyGaming plc, the leading quoted online gaming company. Joel is a Chartered Accountant. t Keith Butcher CFO Keith has extensive experience in the payments and technology sectors having previously been Finance Director of a number of AIM listed businesses including 6 years at DataCash Group plc, the online payments company, where he was Finance Director during its period of rapid growth from a market capitalization of 8m to 300m. DataCash was recently sold to MasterCard for 350m. Keith is a UK qualified Chartered Accountant and was appointed as CFO in May Danny Chazonoff COO Danny served as Chief Operating Officer and Chief Technology Officer at Optimal from November He has held a number of roles including CTO and COO with Optimal since its formation in 1999 as SureFire Commerce (renamed Terra Payments) and also at BCE Emergis. He brings a wealth of international payments expertise and IT experience to the STP business of the combined group. 42

43 Optimal Payments Plc shareholder structure Shareholder structure 1 September 2011 Total shares in issue 126,279,043 Source: Company website IIU Nominees Limited 28.39% (Ireland) Franklin Templeton Institutional LLC 18.21% (US) QVT Fund LP 10.68% (UK/US) 97.9% Free float Blackrock Asset Management 10.26% (UK) Close Asset Management 4.15% (UK) River & Mercantile Asset Management 3.26% (UK) K2 Principal Fund 3.02% (Canada) Vendors of Optimal Payments 2.10% Other holders 19.13% 43