Thank you, Mara. Hello everybody.

Nora and myself, we'd like to present you the Q1 figures, and before I hand over to Nora, I'd like to give you a little update about the strategy we announced in March, where we are. On a little recap, we build this strategy on the foundation of what we already have.

This is very important to say, we will keep our current model, consult to operate, with consulting and managed service, and build on that, let's say, three elements on top. One is industry focus, we'd like to have more vertical expertise in several industry.

We play two macro trends: one is in healthcare, there we we will look at the 2,000 hospitals in the region of Germany, Austria, and Switzerland, and in the energy sector, and the 700 local energy providers, Stadtwerke in Germany. Healthcare, we're all getting older, we have to transform our our healthcare system, and in energy, the macro trend is every everything gets electrified, and we need more energy for that, and also on top of that for the AI sys- system which is building up.

There we'd like to have a where we have to like a step in the door, let's say, or foot in the door, not a step. We will keep our our other industry big industries like logistic or retail.

This is number one. We will put on top of of technology, we will put industry expertise, therefore we will have more business and more margin.

On top of that is AI. AI is like like internet, like cloud, the next or mobile, the next big tech revolution.

It's already there, it's building up, and our job will be, as we do it right now with with other technologies like SAP, we will build agents, and we will run agents for our customers in managed service. We see it right now, it's a it's getting bigger and bigger and bigger, and therefore this for us is a new portfolio.

Internationalization is we will roll out our business model in the countries we have already, like the Baltics and Spain, and maybe some others. Let's see what what happens.

This is our strategy with the where we where we drive further what we already achieved in the last three years. Where we are right now: we tried to put some flesh on the bone, as you see here.

For industry focus, we we prolonged a lot of contracts. One was the major contract with Röhlig for five years, with over €100 million in TCV in the two major industry we have right now, and we are in serious talks that I can say in the healthcare sector to form a joint venture in that space.

This is this is developing, and we see it in both we see it on both, let's say, seg- not segments, but in both areas. We have a track record in the in the already existing industries, and we are close to to do the first, at least for us, major step in in the healthcare sector.

AI orchestration, as I said, we're going to build agent for our clients and run the run the agents. There we have in Q4 and Q1 we have acquired plus 10 customers for that.

Our our wins in the first quarter was up to 7% also also with the with the help of the 10 new clients. We launched by ourself right now 30 agents, 38 major agents for q.beyond to drive internal efficiency.

It's not only a game for us that we do it for our clients, it's also important that we, let's say let's say, be more efficient every year using using AI. The internationalization that we already discussed with you, we are rolling out go-to-market activities in the Baltics and Spain, and we decided in Q4 to start a third nearshore center in Cluj, Romania because of SAP expertise, huge SAP expertise in this area or in this country, and also we will transfer our, let's say, service desk activities to Romania combined with AI to be better in that space, also.

This is it for for the strategy. We're quite, I would say, quite on track.

Sorry. From our point of view in the first quarter, I'd like to speed it up for the for the upcoming, for the rest of the year.

With that, I hand over to you, Nora.

Thank you, Thies. Welcome from my side, too.

Q1 started as expected. Let me share a fitting metaphor: q.beyond's direction is like flying in an airplane with a clear flight plan and a permanent check of navigation data, and we adjust accordingly.

This is our Strategy 2028, which follows on from our very successful Strategy 2025. For Q1, this means a strong focus on portfolio and investment in AI expertise.

2025 was a year of quality adjustment, but our resilient and structured, stabilized business model with nearly 70% recurring revenue is the basis for successful Strategy 2028. An impressive sales funnel of more than €200 million will lead to rising revenues in the next quarters, especially in H2.

Additionally, we gained more than 7% order entry than in Q1 '25. We report traditionally two segments: Consulting and Managed Services.

Starting with Consulting, it's growing against the market trends. We earned more than 30% gross profit, plus 3% margin, and plus 3% revenue.

This is a result of a clear improvement utilization and a higher demand for AI consulting and S/4HANA transition. The margin shows clearly that the focus on portfolio and capacity control is working.

The second segment, Managed Services, earns an attractive margin, but it's due to lower investment. There are two effects: the first, the cyclical new business 2025, and second, the investment in our AI expertise.

We are not focused on cost-cutting at any cost, but rather on ramping up our pipeline. Let's have a short look at our P&L.

The revenue for Q1 was €42.8 million, EBITDA €1.5 million. A temporarily negative consolidated net net income, which is expected for year to become positive.

As expected, all results are impacted by expenses related to AI expertise and internationalization, as Thies said before. In other words, we made upfront investment for scaling.

We are talking about investment cycle visibility here, not structural margin erosion. Our net liquidity is rising: plus €0.6 million in Q1 and a net liquidity of €42.6 million.

Gaining liquidity is good, but we want more profitability. We invest a lot of time in new possible acquisition targets.

Unfortunately, one failed in Q1, and at the moment, we have promising talks, maybe there will be more information in the next months. Our company is debt-free, and the net liquidity that corresponds to €1.71 each share shows a high potential.

2026 brought and brings several milestones for q.beyond. The EGM and the capital reduction finally cleaned up our balance sheet, especially the accumulated deficit.

As the aimed results, q.beyond would be able to share buy- sorry, q.beyond would be able to have share buybacks or pay dividends without endangering the financial stability. We are well prepared to implement the Strategy 2028.

Our most important message today: we confirm the guidance for 2026 based on our Strategy 2028. It's a very clear signal that the execusion- the execution of our strategy and pipeline compensates the macroeconomic pressure we suffer at the moment.

We expect revenues between €182 to €190 million, an EBITDA between €10 and €16 million, and a positive free cash flow, additionally a positive consolidated net income. We combine investments for growth and the expectation that the pipeline and financial results by the foundation for shareholders will be very successful if it's finally decided legally.

This is the end for the financials for today in this presentation, and I hand over again to Thies.

Thank you, Nora. A little outlook '26, '28.

We mentioned it already: Q1 was 7% up concerning total contract value or the bookings. We like to keep this momentum.

We have a sales funnel. We have already €40 million roughly in the books end of April or beginning of May, and have additionally a sales funnel of €200 million.

We are we are we are assuming that the next quarter will be higher in revenue and we get a book-to-bill over 1 this year, which was the case last year, and will be the case also next this year, with seven Therefore, we have an indicator for '27. Concerning the strategy, we said the the aim is concerning revenues €250 million approximately, with a EBITDA margin of 10%.

How do we reach that? Three elements: one is organic growth, 5%; then M&A strategy, roughly €20 million revenue; and the AI orchestration should be at least €20 million end of '28, so that we are at least when we look at our strategic approach and plan, that we have a high visibility of the numbers, and the the funnel will will get us will get us a high funnel will get us to a growth this year.

Having said that, in summary, what we what we like to achieve: industry focus will give us business and higher margin; AI orchestration, with that, we will be relevant for our We are relevant, we will be relevant, and we'll have a new portfolio and new business; and internationalization, let's say, further further growth opportunities European-wide, and this is also what we the customer from us from us are expecting. Thank you very much for your time, and we're happy to answer your questions and comments and get your comments.

Thank you.

Can you hear me now?

Yes.

Just a bit puzzled with this webcast button. Anyways, hi guys.

Thanks for the presentation. I was just wondering, looking at the guidance, especially on the bottom line, which continues to be €10 to €16 million, what needs to happen for you to reach the upper end of this range?

Because honestly, looking at the Q1 now and also the environment, I have a hard time seeing you at €15+ million in EBITDA this year.

The range is the range we picked as we like to have a range where we are, let's say, prepared for whatever will happen with the German or European economy. At the lower end, I think we are well defended.

We are well defended with our current business model, and at the higher end, everything must work out, huh? There are especially so for instance, when we look at clients where we get, let's say, as an example, huh, where we get kickbacks from the vendors, where we have special deals.

This will help us to get the higher end. There are certain elements in it, but everything must work out to get the €16 million.

Understood. Makes sense.

Good to hear that you feel well protected on the lower end. In the last calls, you mentioned that you already have roughly 300 agents in place which most of them use internally, but already had some leads for external monetization.

How is this going so far?

I think the low-hanging fruits have been harvest. Most of the agents are in managed service and in central for also in, let's say, in the shared service part for reporting, patching, and process automation.

Low-hanging fruits have been identified, have been harvest. Now we tackle, let's say, the more complex, complicated agents.

This is the track right now, huh? It's evolving all over the company.

I think everyone, or most of the people, I must say, have at least understand the potential, and now and we all know that If we build an agent, they have to run the governance, The agent have to be compliant, and so on, on, on. It's getting a little bit more complicated, but potential is still there.

Understood.

Maybe you mentioned M&A that also that you had a failed deal you said in the first quarter. How confident can we be that you will add some inorganic growth throughout the year?

Can you maybe remind us of maybe the scope of that?

You could be very confident. This is our strategic plan, we will execute on this.

The one who failed, As leaders, you have to say often more no than yes. If, for example, the price is not right, then we said no, therefore we didn't pick it.

Though the add-on, it depends a little bit how big the targets are in terms of revenue. I would not allow myself to give an answer right now, but there will be an impact, and the most important thing is not, let's say, the number right now, sondern is it the potential for the future.

As I'd like to explain, for healthcare, we're targeting the 2,000 hospitals in Germany, Switzerland, and Austria, because most of them, they're behaving like a mid-sized company, like the German Mittelstand. Yes, they are public-owned, some cases, but they still behave like that, and it's the same is true for the 700 Stadtwerke in Germany, at least.

This is the potential we see in the next years, also plus the transformation, let's say, pressure they have, huh? This is much more important than the figures right now.

Healthcare is clearly crystallizing as the priority there, from hearing

from

you. All right.

Okay. Thanks.

Thanks a lot, guys. That was very helpful.

I will go back into the queue.

Thank you.

Good afternoon, everybody. Two questions

Can you hear me? Is everything okay?

We hear you. Yeah.

I did hear a weird sound, but okay. First, what caused the rise in consulting profit?

Maybe you can expand a little bit on this further, especially compared to the third quarter last year where you had the same level of revenue. Then my second question would be on what amount of investment and expenses in AI are you expecting in the coming quarters?

We didn't get the first question. Can you repeat it, please?

Yeah. If you could expand further on the rise in consulting profit you had in this quarter, especially in comparison to the third quarter in the last year where you had the same level of revenue, but lower gross profit?

For consulting, it always depends on the mixture, on the revenue mixture we are showing. I don't have the Q3 figures in my head, but I would assume there is revenue in it which is not so profitable as in Q1.

For example, if you have license in it, or let's say one-timer, which are not so profitable. What I can say for Q1, it's real consumption which we have driven.

This leads us, and this is what we like to see, this leads us to the higher margin. There's a structural effect in it when you compare the Q3 to the Q1 figures.

Thanks.

Concerning AI investments, we believe the majority is done. What we're now figuring out is which models to use.

For example, we have started with Copilot, Microsoft Copilot. This works out for some part of the company.

Anthropic is now on top of it, Claude. Now we have both, maybe we have a third one, and so I think the major part is done, and now it's about optimization of the several systems.

Then, do we need to provide every employee with an AI tool, or do we provide our employees with agents they can use? We will optimize that.

My answer would be majority is done.

All right. Thank you very much.

Thank you. Can you hear me?

Yes.

Hi. I was just wondering why you choose to add a new nearshore hub in Romania rather than expanding in Spain or Latvia, for example?

Two reasons. At least for the two reasons: the first reason is language.

We have a lot of clients, and I showed you the prolongation we did in Q4 last year, Q1 this year, the contract prolongation, and there's several others to come which have a service desk element in it, service desk portfolio. We got a lot of pressure from our clients also cost-wise.

We were looking for an answer to reduce the cost. One is for sure human resource, the other one is AI.

The mid-sized company are not ready to use full AI-powered service desk, we will build up one half-half, one with German-speaking Romanian resources plus AI, and therefore we cover the service desk portfolio. This is reason number one.

Reason number two is that we, and Nora mentioned it, that we are very successful in the SAP business right now. Our assumption is that this will be at least mid-term to long-term.

We see that we need to provide our customers with services, application management service, where we run the applications for them. We see also the cost pressure, although when the setup is globally, European-wide.

You find in Romania, they have a good SAP skilled workforce. That's where the main two reasons.

To be honest, it took us some discussions because of complexity, you mentioned it, the third one, but now we are convinced that this is the right answer for this kind of two portfolios: so service desk and SAP application management.

I see. Great.

Could you perhaps give us some approximate estimation of the costs related to international expansion and AI, as you mentioned is holding back the earnings in the quarter?

It's a figure, what is it, several million per quarter. It was in Q3, Q4, and Q1, let's say between €2 to €3 million, more or less.

Great. Just lastly, you mentioned also discussions about a joint venture in healthcare.

What size are we talking about, and is it a greenfield, or is it you going into something that's already up and running with quite some revenue, or could you... It

will be a company which is up and running, which is very, very well-positioned, let's say, in the healthcare segment for hospitals. Therefore, we'd like to form a joint venture, we will take over the majority of the shares, let's say 51%, and then we will, as we did for Logineer I'm not quite sure if you know this case, we have built a joint venture five years ago, the same setup, 51% is with q.beyond, and then we drive with the other partner the business forward.

This we like to do in healthcare, and this we like to do in energy. Revenue is always around, for the beginning, let's say €10 to €20 million for the targets.

Then we develop this revenue with the joint venture partner further.

Great, I understand. That's all for me.

Thank you very much.

Thank you.

Thank you. Bye.