Good morning, and welcome to the Softcat first-half results for FY26. I'm Graham Charlton, Chief Exec at Softcat, and I'm delighted today to be able to take you through an exceptional set of results and period of growth for Softcat.

To help me with that, I'm joined by our CFO, Katy Mecklenburgh, who you'll hear from very shortly. Before I hand over, I'll begin with our usual quick reminder of who we are and the dimensions of our business today.

These metrics continue to change quickly as we grow, and this latest period has seen an acceleration in that expansion as we've stretched our lead further as the UK's largest provider of IT infrastructure solutions. We operate across the entirety of the modern infrastructure stack, and as well as having the broadest offering, we've also got, by far, the largest and most diverse set of customers in the UK.

The growth in that customer base has also accelerated in this latest period. Recurring customer count now stands at nearly 10,500, and it's the combined breadth of our offering and the strength of that customer base that is behind the acceleration in our growth.

It's also that combination that provides us with such a huge opportunity in the future. I'll talk, after the financial update from Katy, about how we plan to seize upon that and how AI is enhancing it in a few very specific ways.

Against that opportunity, we've continued to invest. Those investments have been targeted at our own technology, our people, and our workspaces.

Headcount is now just shy of 3,000. We've relocated the majority of our offices to prime, contemporary, city-center locations over the past few years, and we're in the process of completing the rest of them.

We've grown our teams across all areas again, built leading-edge skills and capacity into those teams, and we've given our people access to a full range of modern applications and tools. As I said, I'll talk more about our strategy shortly, but for now, I will pass you to Katy, who can give you the detail on a very strong set of half-one numbers.

Thank you, Graham, and good morning, everyone. I'm very pleased to share with you Softcat's results for the first half of FY26.

In summary, we have delivered strong growth in GII, gross profit, and underlying operating profit in the year, all of which are significantly ahead of our expectations at the beginning of the year. This strong performance reflects the strength of our business model and excellent execution in the period.

We have also benefited from the sustained investments that we've made over recent years, including investments in the breadth of our offering and capabilities and in improving our internal operations. Gross profit, which is our key measure of income, grew by 22.6%, reflecting strong underlying business performance, supported by the delivery of previously announced larger solutions projects and a pull-forward of some customer orders due to memory shortages.

The gross profit growth was delivered by a 3.5% increase in our customer base and an average gross profit per customer growth of 19%. Underlying operating profit of £93.8 million was an increase of 27.3% versus half year last year and reflects the flow-down of the gross profit overdelivery, together with further investment to drive future growth.

Underlying operating profit excludes the impact of £8.5 million of non-underlying costs, and I'll run through these items in more detail shortly. We've also maintained a strong balance sheet in the period, with underlying cash conversion of 147.6%, and we've ended the period with £206 million in cash.

During the period, we announced a £45 million share buyback program to return excess capital to shareholders, and the board has approved an interim dividend payment of 9.9p per share. Finally, underlying basic EPS increased by 25.8% year on year.

Turning to the summary income statement and starting at the top: gross invoiced income grew by 33.3% to just over £2 billion. This was driven by particularly strong growth in hardware, up 78.7%, with services up by 29%, and software up by 18.6%.

Hardware growth was driven by strength across datacenter, networking, server, and compute sales, supported by the larger solutions projects. However, only half of the large datacenter project that we were expecting to complete by the 31st of January is reflected in the period, with the balance now expected to be recognized in quarter three.

Software growth reflects strength in cybersecurity licensing software and Microsoft CSP deals, while services growth was primarily driven by partner-provided businesses in the period. Revenue grew by 53.5%, ahead of GII, largely due to a higher share of hardware, which is reported on a gross basis under IFRS 15.

Software revenue grew ahead of GII, primarily due to a shift in mix towards higher-margin security licensing. Services revenue growth of 6.9% was behind GII growth, reflecting a higher share of externally provided services at lower margin, which are reported on a net basis.

Gross profit grew by 22.6% to £269.9 million. This exceeded our expectations at the start of the year and reflects broad-based strength across our portfolio of technology solutions and customer segments.

Gross profit growth was particularly strong in our corporate segment during the period, with both enterprise and small and medium businesses growing strong double-digit, with public sector growing high single-digit. On a product basis, hardware, software, and services all grew double-digit, and by technology area, growth was driven by continuing customer demand for cybersecurity solutions alongside extensive growth in datacenter and networking, supported by the larger solutions projects.

In workplace, GP growth was more modest, reflecting continued improvement in demand for client devices and the impact of Microsoft incentive changes, which we have now annualized. Overall, gross profit as a percentage of GII declined by 120 bps year on year, primarily due to the impact of larger solutions projects at lower margin, while gross profit per employee grew 15% year on year.

Moving slides, please. Underlying operating costs grew behind gross profit growth.

Commissions and other variable pay grew broadly in line with commissionable gross profit, while wages and salaries grew by 15.4%, driven by average headcount growth of 10.5% in the period—this was 7.7% excluding Oakland—and average cost per head growth, reflecting an annual pay increase of 4% and the continued increase mix of specialists. We expect full-year headcount growth, including Oakland, to be low double-digit.

The growth in underlying operating costs also reflects the impact of the step-up in employer's National Insurance contributions, together with investments in our internal IT team, data and digital capabilities, and increased costs associated with office moves to larger sites. Underlying operating profit grew by 27.3% to £93.8 million, ahead of gross profit, and as a result, the underlying operating profit to gross profit ratio improved to 34.8% from 33.5% last year.

In the first half, we incurred £8.5 million of non-underlying costs. These include system implementation costs of £7 million relating to the new cloud-based sales and HR systems, which, despite being one-off development costs, cannot be capitalized.

In addition, there is a £1.5 million charge relating to the acquisition of Oakland, which consists of contingent consideration of £1.2 million and £0.3 million of amortization of acquired intangibles. We now expect FY26 non-underlying charges at the bottom of our £20 to £25 million guided range, with the majority relating to the sales and HR systems implementation as we continue to build our foundational platform for Softcat's data, digital, and AI transformation journey.

After deducting non-underlying costs, statutory operating profit was £85.2 million, an increase of 15.6% year on year. Net interest income for the period was marginally lower year on year at £3 million.

This reflects an increase in interest income due to improved cash management, more than offset by the increase in interest costs from the new office lease liabilities. Lastly, the effective tax rate increased by 60 basis points due to an increase in non-deductible expenses, resulting in profit after tax growth of 13.9%.

Turning now to our customer base and portfolio offering: our growth continues to benefit from the diversity of our customer base and the breadth and depth of our customer offering. On the left, you can see the latest customer segmental view of our business, which remains very well balanced.

The public sector and enterprise segments of our business together account for just under half of gross invoiced income, with small and medium businesses accounting for the balance. The middle chart shows the range of our activity between our traditional technology resale business and our services offering.

On the right, you can see that we continue to generate well-balanced income across all areas of our technology portfolio, stretching from the cloud and datacenters through networking, security, and end-user compute. The diversity of our customer base and comprehensive breadth of expertise, product offering, and services remain a key strength of our business, and this underpins the sustainability of our growth model and our opportunity to further scale.

Moving slides and on to our customer metrics: the chart on the left shows the growth in our total customer base and growth in average gross profit per customer, which demonstrates our ongoing ability to acquire new customers and sell more to existing customers. During the period, we grew our customer base by 3.5% to more than 10,400 customers, with net new customers added across all of our segments.

Gross profit per customer over the last 12 months grew by 19% to £52.2 thousand, reflecting progress throughout all of our technology towers. The graph on the right shows the growth of customers with whom we have an established trading relationship, as measured by customers delivering at least £1,000 of gross profit each year.

These customers tend to buy across more technology areas and a greater range of vendors, enabling us to transact higher levels of gross profit. In this cohort, there is a more balanced profile between customer growth of 5.7% and GP per customer growth of 16.5%.

The longer tail of transactional customers continued to represent an important source of future growth for us, but our established customers account for over 99% of the group's current gross profit. Now turning to cash: underlying cash conversion was 147.6%, reflecting continued good working capital management, together with a timing benefit of a £42 million customer prepayment.

Excluding this upfront customer payment, underlying cash conversion would have been 102.4%, still ahead of our target range of 85% to 95%. Depreciation and amortization stepped up year on year due to the recent investments in offices and internal technology, while capex halved during the period, reflecting lower spend on new office fit-outs compared to the prior year.

Cash tax was slightly lower year on year due to phasing. In the period, we have returned £95.4 million of cash to shareholders, reflecting £73 million via the FY25 final ordinary and special dividends, together with £22.4 million of the £45 million share buyback that we announced in January and that subsequently completed on the 13th of February.

Thus, we ended the first half with a cash balance of £206 million, an increase of £65 million year on year. We continue to expect cash conversion to be towards the lower end of our guided range of 85% to 95% in FY26 due to the cash outflows related to implementations of the sales and HR systems.

This next slide covers the interim dividend. The board has recommended an interim dividend of 9.9p, which is up 11.2% year on year and is in line with our policy of paying out one-third of the previous year's ordinary dividend as an interim in the current year.

As a reminder, our full-year dividend policy is to pay out between 40% and 50% of profit after tax on an annual basis. Finally, after the period end, we established a new revolving credit facility of £50 million.

This facility is undrawn and reflects a maturation of our liquidity management approach, providing the group with the flexibility to maintain our operating cash floor through a combination of cash on hand and available credit lines. Turning now to capital allocation: we have a disciplined approach to capital allocation, and our framework remains unchanged.

Our top priority is to invest in future organic growth, which supports our ambition to take further market share and enables us to continue to scale the business. In H1 FY26, we invested in our core systems and IT capabilities, expanding our office footprint, increasing headcount and capabilities, and developing our data and digital platforms.

Our second priority is to maintain a progressive ordinary dividend policy. Any excess capital is then either allocated to a compelling strategic investment, which could include bolt-on acquisitions to expand our portfolio offering or expansion in international markets, or is returned to shareholders.

During the period, we initiated our first share buyback to return £45 million of excess capital to shareholders. This completed in mid-February and reduced the issued share capital by 1.7%.

Finally, moving to the outlook: based on our performance in the first half, we now expect to deliver high single-digit growth in underlying operating profit, which is an increase from our guidance at the beginning of the year of low single-digit. We are entering the second half of our financial year with good momentum.

However, we face a tougher comparator due to the contribution from larger solutions projects in the second half of FY25. In addition, the net impact of ongoing memory shortages remains uncertain through the remainder of this year and into next year.

We are also mindful of the evolving macroeconomic and geopolitical situation. With that, I'll now hand over to Graham to run through the strategic update.

Thank you, Katy. As you've seen there, very strong progress indeed during the first half, and there are a number of clear factors behind the strength of that growth and acceleration, which I'll take a few moments to highlight now before we move into the strategic update.

Firstly, I think it's clear that our core strategy continues to work. The competitive advantages that we've created in customer service and the breadth and quality of our offering continue to differentiate us.

They create loyalty and trust with our customers and vendor partners. We've maintained our investment in that strategy through the slightly tougher market conditions of the past few years and stretched those advantages further.

We've also continued to execute well. The morale and alignment of our people and leadership has been fantastic throughout.

The market has become a little easier in these past six months as well. Inflation, interest rates, and wage growth have moderated, and that's helped our customers unblock some investment.

To be clear, we do continue to see intense scrutiny on ROI, but customers are moving ahead with new projects, including, but not limited to, preparedness for and implementation of AI, which I'll come back to. As Katy mentioned, we've seen some deals accelerate due to the component shortages that are ongoing.

It's very hard to predict how that will play out over the next two quarters and beyond, but it was a slight net positive during our Q2. Then we've got AI, which is beginning to manifest in very positive ways in our business.

Firstly, AI is becoming a strong tailwind across all five of the tech towers that we use to frame our full-stack infrastructure offering. Customers are at different stages, but we're seeing demand for AI-capable infrastructure build across all areas.

The other aspect of AI that's been positive for us in the period, and which will develop much more momentum, is its effect on our own operations and proposition. As we've mentioned, we've been hard at work on our own systems and technology for years now, and we're beginning to see the dividends from those investments as we bring on stream new AI functionality and automation and develop our own agents.

Because it's been of such clear interest to investors over the past few months, I'll pause on the AI topic specifically for a few minutes now because the upside we've seen in half one is just the thin end of the wedge, and so we'll look at each aspect in turn. Firstly, the opportunity in what we sell: as AI transforms the applications we all use at work and at home, the infrastructure those applications operate on and within needs massive investment.

Secondly, the opportunity in how we sell: as Softcat's become bigger, our offerings become the broadest in the market, and the need for better tools, analytics, automation to take that offering to market with full effect, the need for those tools has grown exponentially. Now, just when we need them most, AI is giving us the means to transform the quality and effectiveness of our go-to-market motions and other processes.

Let's start with the innovation and demand that AI is creating within the infrastructure space. This slide shows, in a simplified way, how the application and infrastructure layers of modern technology are each being affected.

Firstly, if you consider the application layer, there's no doubt that we are and will continue to see huge innovation from AI within both enterprise and consumer apps. This is not where we play, although some of our vendors have products which stretch into this space, Microsoft probably being the best example.

The vast majority of the software, hardware, and services that we trade in sit within the infrastructure layer. AI applications require more compute power of a different nature to traditional sequential CPU processing.

They demand more and better structured and cleaned data. They need that data to be available in low-latency environments, whether it's in the cloud or at the edge.

This also creates the need for bigger and faster networks, creates new cyberattack and defense mechanisms, and so on and so on. In short, as applications become embedded with and enabled by AI, they demand more power, speed, capacity, flexibility, governance, and security from the infrastructure they work on.

That infrastructure layer, that is where we, Softcat, operate. We have the broadest and deepest offering in the market.

We serve the largest and most diverse set of customers. The growth in that customer base and our share of their IT wallet is growing at an accelerating rate, our positioning is perfect.

We've illustrated on the slide here the five technology areas that frame our technology proposition, and as I said before, spans the entirety of that modern infrastructure, and we're seeing AI have a positive effect on demand within all five of those towers. IT infrastructure is about to get a lot bigger, even more complicated, and this will be fantastic for our business and our industry.

Whether customers are clear or not yet on the applications and use cases that they'll rely on in the future, they know that they will depend upon quality infrastructure fit for the age of AI, and we are helping them get to work on building exactly that. The help and support that we provide them has therefore never been more important.

For example, our access to the latest innovations and roadmaps of all the key vendors, our deep understanding of the hugely complicated, never-changing infrastructure maps of our customers, which, by the way, will usually contain the technologies of at least 50, 60, maybe 100 different vendors, and have been constructed over many, many years. Our access to the best pricing and rebates through our top-tier accreditations and the co-investment programs we're collaborating with the vendors on to build the support and service structures they need for us to deliver and run this new breed of technology.

The ways in which we augment the skills and capabilities of both our customers and our vendor partners has never been more sought after by both parties. We're bringing decades of proprietary data, know-how, and investment together to create the proposition of the future for our industry and make sure that Softcat remains the very best partner for both customers and vendors.

This leads us to the next area in which AI is creating huge benefits for us. On this next slide, we'll flip the direction of travel around and now talk about how our internal technology investments have made us AI-ready.

As you're aware, we've been modernizing our data and systems for at least the past five years. The investments we've made are now worth their weight in gold.

The importance of AI readiness applies to us in just the same way as it does to our customers, and in this latest period, we've begun to move beyond readiness and into deployment. For example, we've built a new data lakehouse with the help of Oakland over the past few years.

This has cleaned our own extensive internal data and augmented it with multiple sources of external data on customers, market spend, product information, and so on. This is now searchable using AI tools and is serving up new insight, driving new marketing techniques and sales processes within Softcat.

We've also built a database of our own capabilities and resources, combined this with the customer and product data we have, and this is transforming how quickly our people can interpret customer challenges, bring forward appropriate options and solutions from within our range, and align available resources from both Softcat and vendors, and ensure best pricing and rebates are applied as a matter of course. Forgive us the terrible name, but we've called one of these new tools CatNav, and hopefully that gives you an immediately clear impression of what it does.

It's filled with proprietary data on our skills, capabilities, vendors' products, customers' IT environments, and so on. It's giving us a step change in the effectiveness with which our people can navigate and deploy the extensive offering that we have.

It's helping both our most senior and our most junior people match customer problems with Softcat solutions faster and more successfully than ever. We're also experimenting with many other new agents created in-house across our key business processes, such as order fulfillment and rebates.

In addition to our own internal developments, we've been embracing the tools that are becoming embedded within the enterprise systems that we use as well. Copilot, the most obvious example of this, but we're also seeing AI functionality be released into our finance, service management, and other systems.

These new systems will become increasingly integrated as we release this summer our new Microsoft Dynamics sales platform and our new HR platform as well. Both of those systems are now in user acceptance testing.

While we've seen tangible benefits already from these initiatives, we're only just beginning to tap into the full potential of what's possible here. Those are the two ways that we're seeing AI benefit our business right now, through growth in the demand for our services and products and in the transformation of our own operations.

What I'll do now is update you on the things that we're doing more broadly within our strategy as well. On this next slide, a reminder first that the core of that strategy, the flywheel that powers our growth engine, is unchanged.

Our special culture delivers market-leading service that creates trust and loyalty with our customers and has enabled us over many years to invest in and build this broad offering that we have today. Those are the two sources of advantage: best customer service and the highest-quality offering.

Despite that, we only still have around a 5% share of a market that's growing and accelerating. This model has decades of opportunity in it still.

If we turn the page again, you can see that we've sharpened the framework that we use to channel the investments we're making back into our business. The clarity of what we do and for whom, and where and how we will play, is absolute, and we've created what we call our four engines of growth, which you can see in the different colors at the bottom of the page.

We'll invest in those to drive our future growth, and they are sales and customer excellence, the broadest offering, operational excellence, and a special culture. I'll talk about what we're doing within each of them briefly now.

Firstly, sales and customer excellence: and we've used this pyramid before to show how our account managers win and nurture new customer relationships right from the very early stages of their careers with Softcat and as they mature over time. As that relationship develops, trust builds from the foundation of the brilliant customer service we provide, and the customer puts more and more of their IT spend through us as we displace incumbent competition within the account.

During this latest period, we've been focused on enhancing the differentiation that we can bring to the various different customer segments in which we operate, from SMB and mid-market in both the corporate and public sectors through to large and complex enterprise-grade accounts. We're looking to enhance all of our go-to-market motions, but especially in that large and complex space where we've got relatively less maturity.

We're also working hard to ensure that our systems and procedures for the oversight of customer account allocation continue to evolve, and this is another area where new data, analytics, and AI are producing significant benefits for our sales managers. As we've continued to build our multinational capability and honed our focus around some of the verticals as well, such as financial services and insurance, and all of those efforts have accelerated the overall growth in the customer base and ensured that the progression of customers through this pyramid is proceeding well, too.

For example, growth in total customer count stepped up from 1.6% last year to an annual run rate of 3.5% this first half. Within that, customers delivering more than £1,000 of GP grew by nearly 6%, and customers delivering more than £100,000 of gross profit, the layer right at the top of the pyramid there, grew by 11.5%.

On the right-hand side, you can see another step-up as well in the number of deals transacted with gross profit of half a million pounds or more during the period. While I mentioned we're building new capabilities to mature that offering in the large and complex customer space, remember that these stats cover the whole of the customer range, and some of our mid-market customers have requirements just as big as that enterprise segment.

These stats therefore show that we're continuing to grow across all areas of the customer base. We are not pivoting away from anything, certainly we're not reducing our focus on the mid-market.

We are adding, as we've always done, to our offering, increasing the addressable market as we add new capabilities all the time as well. If we turn on now to the broadest offering, I'll give you a reminder here of the scale and depth of our product portfolio and services.

The five towers of the tech proposition include all of the key and emerging vendors, from the likes of Microsoft and NVIDIA through to smaller and newer players. We continue to build our skills and service offering towards those new and emerging areas.

For example, we've made excellent progress on the integration of the data engineering consultancy we acquired last year, Oakland. Far, we've linked the sales motions of Softcat and Oakland very carefully and selectively, and the pipeline we're building in their cycle is really significant, and the reputation that their services brings to Softcat is strengthening significantly our credibility with some of our best prospects.

In addition to new offerings, we're also ensuring that our core strengths don't decay, and we're co-investing heavily around the changes that Microsoft and other vendors have made to their programs in recent times, and see huge opportunity there as well. If we turn on again, we'll come now to operational excellence.

I've talked about this area a lot already in relation to the positive effects from our investment in our own technology, I'll just reiterate a few key points briefly. Firstly, the foundational developments and platform enablement we've invested in these past five years or more has encompassed core systems and data, and built on those foundations, we're now beginning to deploy new analytics, agents, and automation to increase the speed and the quality of what we do for customers.

The new CatNav tool I mentioned, the agents that we're creating across processes like fulfillment and rebates, the propensity-to-buy analytics that we're feeding into sales dashboards and new marketing techniques, these are just the first wave of those innovations. These developments will accelerate as we complete the delivery of the sales and HR systems this summer, and we're just only at the beginning of what I think's going to be a really exciting transformation in our model over the coming years, driven by both the adoption of core AI functionality in our core systems and proprietary developments on top of and around that enterprise stack.

We're doing this in a very coordinated way. We've got much more proactive oversight of our end-to-end processes than ever before, and we're leading that, as always, by well-tenured Softcat people who understand our business and the industry well.

Turning on again, we come finally to our special culture. You can see the essential elements of that culture listed here, and it really does continue to be the single most important foundation for all of our success.

During the period, we put a lot of time and attention into strengthening the framework of support and freedom we give to our local office leadership teams and investing, as I said right at the start, in the fabric of our workspaces. You can see at the bottom there that we've completed in this latest period the relocation of both Manchester and Dublin offices, and we've refurbished our headquarters in Marlow as well.

Also shown at the bottom there, I'm really pleased to say that we've just placed fourth in the latest survey of the best workplaces in the UK. We're now hard at work on creating a formal employee experience strategy.

This'll bring together all of the rich feedback we receive during the year, both formal and informal, from our people. We'll aggregate it against external benchmarks and other insight to ensure that our people continue to get the very best working environment, training, and support that we can offer them.

In summary then, if we turn to our final slide, we've delivered exceptional performance in the first half of the year, and we carry good momentum across all fronts into the second half. There are new elements of uncertainty creeping into the macro, of course, but notwithstanding that, we're very confident of our prospects for the full year.

This confidence is fueled by the positive effects of AI on both customer demand and our own operations, together with the traction that we're getting from investments across all areas of our strategy. We'll continue to invest in those four growth engines, the most important of which continues, as well, to be our people and culture.

They remain at the heart of everything we do, and so I'll finish, as always, by saying that I cannot thank them enough for their efforts and brilliance so far this year. That brings us to the end of the remarks that we prepared for today, thank you again for your time and attention.

We'll turn the call back now to the operator to take some questions.

Hi, guys, and thanks very much for taking my questions. Just two for me, please.

Hi, can you guys hear me okay?

Yes. Hi, Joe.

Hello?

Hello. Can you hear us?

Hi, Katy. Can you guys hear me okay?

We can, Joe. Thank you.

I can hear you, yeah. Can you hear me?

Yes, we can.

Oh, okay, perfect. Sorry about that.

I think there was an issue with the line. Sorry, yeah, just two from me, and perfect.

Just firstly, on the drivers of outperformance, it sounds like we have some impact from a larger deal and some pull-forward from memory pricing. If we strip those impacts out, it sounds like there's still some outperformance versus expectations on an underlying basis.

Could you just unpack the drivers of this underlying outperformance? Was it wider market sentiment being a bit better than expected, any specific product or customer groups to call out?

Just any color would be great there. Then secondly, just on H2 expectations as a whole, I think the new guidance would imply that H2 EBIT growth could actually be down slightly year over year.

Could you just comment on how Q3 has trended so far and how we're tracking against that rate so far into H2, please? Thanks.

Thanks, Joe. Let me kick off, and then Graham can chip in.

Let me sort of try and give you a breakdown, but I'll do it on year-on-year because obviously everyone's got different expectations as well. I'll do OP, and then maybe I'll go into GP as well.

As you say, we've talked about a number of factors, the deals pull forward because of the RAM shortages, the big deal that we talked about at the end of the year, but we've also clearly seen brilliant performance on the base business as well. If I sort of split those down in terms of growth from operating profit, we would say, and look, this is caveated that trying to identify exactly what's been brought forward because of RAM is obviously not an exact science, but roughly at the OP level, about 40% of growth because of RAM and the big deal, and 60% of base.

For gross profit level, it would be sort of 15% to 20% due to RAM and big deals, and then the balance from the base, which would give you on both metrics still high-teen growth year on year. As you say, base business is performing really well.

We've seen particular strength in corporate, but public sector also still grew from a gross profit basis high single-digit, we're pleased with that as well, but the outperformance was predominantly in corporate too. As we've said, really broad-based across technologies, broad-based across hardware, software, and services as well.

Then in terms of EBIT being down year on year, yes, that was always sort of the case in the guidance at the beginning of the year. Core driver for that is that big deal that landed in the second half last year.

We are at the moment just mindful of the RAM shortages. We've obviously seen a pull-forward.

How it's going to impact H2 and next year is still pretty uncertain. Got a couple of dynamics.

Number one, we could see more pull-forward, but at some point we think that lead times will push out as well. Uncertainty coming from that, and then the sort of macro and the political situation at the moment is layering on top of that as well.

That's why, at the moment, we're sort of guiding to leave H2 pretty much as it is. The momentum that we've talked about has continued, but we think quarter four is still more of the unknown at this point in time, as you would expect.

Morning, guys. Probably a similar question, but a slightly different angle.

Again, about just allocating that outperformance in the first half: if I just stay on the gross profit level and estimate that, versus say an original expectation of low double-digit growth in the first half, I estimate there was a £20-£25 million GP beat. Is that what you referred to, Katy, as sort of 15%-20% of that would be mainly from the pull-forward?

Six weeks into H2, what level of pull-forward are you continuing to see? Then just a second question: can you also remind us about the timing of the delivery of the large solutions?

Katy, you mentioned some had slipped and will be delivered in Q3. Would that sort of kind of be the end of it?

Hi, Tintin. Right, let me try and cover those, but do remind me if I forget any of your points.

I think that if we take it versus consensus, which wasn't far off what we guided to at the beginning of the year on a gross profit level, we've probably seen about 15% overdelivery versus that number. If we broke that down in terms of overdelivery, between the RAM impact was obviously positive, the large deal has slipped, it's positive year on year, but not quite as much as we expected.

If you netted those off, I would say about a quarter of that overdelivery was because of the net of those two items, with the balance due to base business performance as well, if that makes sense. In terms of the pull-forward from RAM, I think we're still definitely seeing some momentum behind that, but it's really difficult to quantify as well.

As you all know from the business, in every single quarter the last month is everything to play for, we still need to sort of wait and see how Q3 will finish.

Just on the timing of the delivery of the large solutions, obviously Q3, some, as you said, has slipped into Q3, and then post that, as far as you can tell in terms of backlog pipeline?

Got you. Yes.

You're right. Initially we'd assumed all of that sort of big deal, though remember it's low margin, and you can still see it on the balance sheet as well on the bits which are left.

About 50% of it has been recognized, and we're expecting the remaining of the 50% to be recognized in Q3. The vast majority of that is with the customer, but there's a few more steps before we can recognize it.

We're confident, but as I say, it took a little bit longer than we were expecting. In terms of pipeline, nothing else big that we've got in sort of a solid pipeline at the moment.

Just a final one, just super greedy: in terms of AI, if you look at the pipeline and the level of activity in the business, are you tracking what percent of kind of the new business, that's kind of being created, or in fact some of the acceleration in new customers, how much of it has an AI-tinged lens to it?

Hi, Tintin. It's Graham.

It's really very difficult to quantify that accurately. In very general terms, what you can be sure of is that infrastructure investment's been held up the past few years by more difficult macro, interest rates, inflation, and so on.

Two things are happening right now: the demand for strong infrastructure to cope with AI applications is building, and those difficult conditions have abated comparatively. Now, clearly there's new uncertainty creeping into the macro right now as well, so that and the component shortages will have an effect.

The demand on infrastructure coming from AI applications is significant. When someone's upgrading a network, is that because they anticipate more traffic as a result of direct AI applications, or is it future-proofing, or is it fixing a problem?

Impossible to kind of track all of those impacts directly, but it's definitely fair to say that AI demand is a strong tailwind to what we're seeing from customers.

Thanks, guys, and well done for a great half.

Thank you. Thanks, Tintin.

Thank you.

Hi, morning, guys. Thanks for taking my question.

I'll do a couple if I can. Firstly, just on your AI comments there, Graham: is it fair to say that the vast majority of AI demand today is being felt through the infrastructure side of your business, or are you seeing it balanced across software, whether that's Copilot or security?

Then if I think about AI maybe through a stock market lens, we're seeing investors jump to the conclusion that AI is going to disrupt traditional vendors. Are you getting any sense from your customer conversations that people are trigger-happy to use AI as an opportunity to replace traditional vendors?

Do you think your most important vendors for the next 10 years are going to be different from the vendors that you've enjoyed for the past 10 years? Then as a follow-up, separate issue, can you just talk a little bit about vendor partnerships and particularly Microsoft?

We've seen Microsoft price rises coming through, we've seen volume discounts reduced, we've seen the new launch of E7. Can you just give us any sense on Microsoft whether that's changed any customer behavior, whether it's pulled forward orders, or whether it's created any distortions we should be aware of?

Thank you.

Okay. Thanks, Charlie.

Dive in if I miss stuff or if you've got follow-on questions. I'll try and work through them.

Are we seeing AI demand concentrated in infrastructure or balanced across software and other things? This is why we tried in the deck there to distinguish between application layer and the infrastructure layer.

The infrastructure layer isn't just hardware; it's software, hardware, and services. In your datacenter, it's the servers, the storage, but it's also the virtualization software, the hypervisors, the hyperconverged software, and so on as well.

We are seeing AI drive demand in the datacenter, in the network, in security, in connectivity, in the devices estate, and we're seeing it drive it across software, hardware, and services. The full design of modern infrastructure encompasses all of that, and our unique breadth and quality across all of that, I think, is a huge strength at this time.

We're seeing it everywhere, certainly in software, security software, but also datacenter software, workplace software as well. In terms of stock market reaction and disruption, traditional vendors, it depends what you mean.

Infrastructure estates are huge and complex and evolve slowly, and they're having to respond to this challenge. That means that all of the vendors that we work with are creating new products and solutions to meet this demand.

You've seen whether it's Dell or HPE or Lenovo and Microsoft, everybody's been broadening their offering to meet these new opportunities and new demands, and we are very, very well placed to work with them across that. Whether it's HPE folding in Juniper, or whether it's Microsoft developing Copilot and other tooling within the Azure stack, the investment that we can make in our organic capabilities and the scale and reach that we have make us prime position to capitalize on these new opportunities and offer them the partnership that they need.

Yes, I think it's going to disrupt some of them. There's always disruption happening, though, as well.

Security is a great space to be, but that's been a tough ground to compete in for security vendors. The same argument to us applies as always, which is we will follow customer demand and sell the winners of that race.

I'm sure there'll be some disruption and displacement to happen, but that's good for our business. That's conversations with customers and support that we can offer them.

Remember that what we do for customers is many things. We understand their legacy systems, we help them design new solutions, we implement, support, manage that, we optimize and evolve them over time.

We can start to use AI tools to help us with all of that. We've got proprietary data and expert use of agents that we can overlay across all of those areas, and we can deliver real-world outcomes.

Because if you're a CIO or an IT ops manager in this situation, when you design those new solutions and you turn them on, if it doesn't work, who are you going to call? That's where our service really comes in in these times, because people are evolving and iterating as the demands of AI builds.

I think this will create some disruption amongst traditional vendors, but I think it creates huge net opportunity for them. Our partnerships, therefore, as I've alluded to, are going from strength to strength.

The changes Microsoft are making, the price rises, the volume discounts that have been withdrawn, they're all to enable them to invest in the offering of the future that their customers are demanding for them. I've mentioned before about how that creates a challenge for us to move our operations around their new motions, but that is a net competitive advantage for us because I think the capability we have to do a good job of that for them is a huge opportunity in the competitive market space.

That's why we've been investing so much in our people, our technology, and our workspaces as well, because the changes we've made to our offices are bringing customers and vendors together with our people more strongly than ever before. I'm very positive about all of this.

There'll definitely be some winners and losers in it. I think you've seen in these results that we're determined to be a winner from all of that.

Yep. Hi, guys, and thank you very much for taking my question.

I guess just one question from me on the margin. Basically, with the new guidance, it does imply that margins can be flat, and you've been making a lot of investments kind of internally into IT and offices.

I was just wondering how are you thinking about gross profit growth and EBIT growth going forward? Do you think you can decouple the growth between these two?

Thank you.

Hello. I guess the short answer is that, on a structural basis, no change.

We always plan to grow costs ahead of gross profit because it gives us the headroom to invest in the business today and basically build out our capabilities so we can win in the future. We have less than 5% market share.

We're in a growing market. The future potential is huge.

One of the reasons that we think we're posting such good results at the moment is the fact that we have invested over the last couple of years, which has set us up really, really well, and it's served us really, really well. We're not going to move away from that approach at all.

Now, when we do overdeliver, as we've seen in H1, then the overdelivery on gross profit flows down and the margin improves. In terms of our planning assumptions, we will continue to invest in the business in the areas that we've outlined today.

I think it will serve us as well moving forward as it has done in the past.

Yep. Makes sense.

Thank you.

Thank you.

Thanks very much, guys. I just want to touch on the sort of trend in AI-spend infrastructure the split between enterprise and SMEs, because there's been a lot of talk about how the enterprise is moving towards private cloud, and outside of sort of quant funds that have made up a bulk of the sort of SME spend on that, is this also the case for the broader tail of SME clients that you're seeing?

Then lastly, a point on capital allocation: I think these results are a clear indication that you guys are massively undervalued at the moment. Are you considering potentially doing a buyback instead of a special dividend this year?

How is your progress in looking at opportunities abroad and diversifying into the US? How's the pipeline looking for those?

Thank you.

Would you mind just reiterating that first question a bit? I want to make sure I answer it properly.

Just have another go at it, just so I make sure I don't miss the mark with it, if you wouldn't mind, and then I'll pass to Katy

for

capital allocation after that.

Sure. That's absolutely fine.

Broadly, the trend in terms of enterprise clients has been moving back towards private cloud from sort of the public cloud. I was just thinking in terms of the infrastructure build-out for SME clients, excluding sort of quant funds, which I think are the cause of a couple of the larger deals you guys have done, is this something you're seeing for your broader SME client base?

Thank you. That's really clear now.

I think you were clear in the first place, by the way, it's my issue, but anyway. I don't think enterprises have been moving back to private cloud.

I think they were hugely unbalanced in the first place because they had no public cloud, there was a natural rush to put workloads in the public cloud. What we've seen is that turn into a more thoughtful approach of which workload fits best where.

Some organizations started with that. Some did just ideologically rush to the cloud and therefore have had to repatriate things, but on balance, I think what you've seen is the hybrid environments that most architectures are now depending upon, which involves the right workload in the right place, are both getting developed.

There is strong use case for public cloud with many applications, but there are really important issues about why on-premises, low latency, data sovereignty applies to some workloads as well. I expect to see growth in both private cloud and public cloud from large enterprises, and I expect to see the same from mid-market.

Again, the size of the customer is a factor, but more important factors are things like how old are they, what is their IT legacy, what vertical are they in, what's the scale of their business, what are their security requirements. The private cloud is a very, very strong offering for some cases, and the public cloud absolutely has a strong role to play in this as well.

For us, with capabilities across both of those and the network and security on a holistic basis, this is why the integration of modern infrastructure, I think, is such an exciting place to be. The short answer to your question is I think we'll see growth for large and medium organizations in both private cloud and the public cloud.

I think if there was a distinction to be made, maybe public cloud is a great place for mid-markets to start with some of this, and then yeah, you might see some production environments moving back on-premises over time. Who knows?

Be different for every customer.

Thank you.

In terms of the question on capital allocation and buybacks, we agree on your point on the share price. We've clearly just completed our first ever buyback, and I think we'll get to year end as we normally do, and then we will decide, together with the board what we do then, but following the normal capital allocation principles.

Clearly now, we've built the capability to do both buybacks and specials, and we'll sort of evaluate what we do at year end. I guess we appreciate what you're saying in terms of buybacks and where the share price is at the moment.

Then I think, do you want to take the US acquisition point?

Can do. Our stance hasn't changed on that, which is M&A is something that we could use to accelerate our strategy in one of two directions: so about new capabilities, like with the Oakland acquisition, or with geographic expansion, and particularly we've said that the strong demand we're seeing from our customers in the US market and the strength and size and attractiveness of that market as well means that acquiring in the US could be a good option for us.

Could be a good option if and only if we find the right target. We've said as well that the affinity of culture and ethos is the most important factor, capabilities and management team that would be excited to join Softcat, who we could build a long-term future partnership with.

That would be an exciting step for us to take, but we're no nearer to doing a deal. We're not in any active processes.

We are continue to do our research and look at the options there. Capability bolt-ons, US expansion, are both still good options, but we don't have to do them, and we are maintaining a very high bar against the targets that we look at.

Thank you very much, and well done on the results.

Thanks, Oliver.

Yes, good morning, and thanks for taking my question. I have a follow-up to the memory situation.

You mentioned RAM shortages at the time when I believe availability is probably not yet the bigger issue, it's probably more the pricing increases filtering through. Do you really believe that supply will be disrupted at some point in time?

With respect to pricing, when do you believe higher prices are turning into a net negative for Softcat and the market? The second one on AI: you mentioned Copilot several times with the presentation.

I'm sure if you ask Microsoft, they will pitch the idea that Copilot is a massive success, but if you look into the market overall, it's probably much more noise coming out of the field of Anthropic and all the other peers here. If I'm not wrong, I think Anthropic actually introduced a partner initiative recently.

Do you expect to be part of it? Do you really believe, let's say, that these players are becoming more and more, or playing more and more into the channel and with that providing revenue opportunities for you, or do you believe it's really more coming out of your, let's say, historic partnership companies?

Thank you.

Okay. We'll start with the memory one then.

I think it's probably fair, not in all situations, but probably fair to say that right now the impact from the shortages is more on prices than on supply. That will start to develop and change over time, lead times will go out as prices continue to go up.

Quite how this plays through is impossible to predict because the channels that those memory manufacturers sell into, they have a choice about how they do that, and that will depend upon the demand they're seeing from consumer, from hyperscalers, from other corporates. There's different channels that they'll be selling into, and how that will play out will be a dynamic situation.

That's something that we're going to have to watch and manage carefully. However it plays out, I see it as an opportunity for Softcat because the breadth of our offering, the strength of our vendor relationships, the scale and quality of operations we have mean that there's a lot of help we can apply to customers in that situation.

If their projects are delayed, we can help them with other things. We can make sure they get access to best prices.

Our scale in the UK market will give us a priority of allocation in some circumstances as well. Lots of challenge to come there, quite when it will turn from a net positive to a net negative if it does, and in what form that takes, I don't know.

I back us to do the best job for customers in this environment, I'm relishing that challenge. On Copilot, Anthropic, other AI tools: Copilot's a different beast to things like ChatGPT and some elements of Anthropic, and I think it is playing a strong part in what customers are doing with their IT.

It's playing a strong part in what we're doing with our IT, and we're using it alongside other tools, as we've said. I think this is what's most exciting about AI is I don't think there'll be one tool or one use case that dominates, and we're working with other partners like IBM who are creating strong orchestration layers for these tools to work closely together.

This is where our breadth of partnership comes in again, because as Anthropic and others start to make their products available on platforms like AWS, with whom we have top-tier accreditations and strongest partnership in the UK with and through their marketplace offering, then our ability to help customers get access to the full range of tools, choose, design, implement, manage, evolve the ones that are right for them, that's where our strength of offering, I think, is the best in the market as well. Like I said earlier, we will support the vendors that we have relationships with, we'll support new and emerging vendors.

Our priority is to get customers the solutions and outcomes that they want. We will use AI to help us design and deliver that, but the expertise we provide in the first and the last mile of that around whichever products are suitable for their outcomes is where we'll continue to add value.

I do believe Anthropic and others will increasingly become an opportunity for us, but I think the likes of Copilot from Microsoft will absolutely coexist with that as well.

Great. Thank you very much.

Thank you. If I could squeeze three questions in there, fairly short answers, I hope.

First one is: how is the rollout of the new sales system going if it started? I know you were going to run it parallel.

Specifically, I just want to understand that there is no impact on pipeline visibility over the 12 months as you roll that out. That's the first question.

Second question is: there are 25 large deals over half half half a million. Super impressive, guys, well done.

It's 10 more than last year. I just wanted to understand the mix in there in terms of verticals to the extent you can talk about.

My assumption was it's dominated by financial services, maybe that's not correct. Then the third one I wanted to ask is that we know from recent sets of results from HP, Cisco, and the like that they are changing their T&Cs to allow them to change prices even after you guys have issued POs to customers.

I know you are almost always on top of these things and almost always the first to address these things in the market. Is this a share gain opportunity for you guys if you can deal with those things better than your competitors?

Is there anything that we need to be aware of from a GII to GP conversion perspective in those changes on the T&Cs? Just those three questions.

Thank you very much.

Okay. Thanks, Damindu.

I'll try not to disappoint you on the length of answer then. Rollout of the sales system's going really well.

In fact, I was just talking this morning to one of the UAT team that's sitting not far from me now. Very positive reaction through the early stages of that.

No, we do not expect to have any issues with visibility of pipeline. The project's proceeding really well and getting good reception from the users that are now getting to grips with it as well.

The 25 large deals over £500,000, the mix from those is more diverse than you imagine. Financial services is a strong vertical for us, but there's many others too, those large deals are spread across corporate, public sector, and a whole range of verticals, really nice, diverse growth in those larger deals as well.

The change in terms and conditions, dynamic pricing: yeah, another operational challenge. Love those, because again, I think our culture, our scale, our relationships with the vendors, the intimacy we have with customers, massive opportunity for us to help guide customers through it, deliver for vendors.

I do see it as a share gain opportunity. I don't think that issue in and of itself is going to mess around significantly with our GII to GP ratios and margins, yeah, lots of work to do there, but that's good news for us.

Good outcomes for customers hopefully as a result.

Thanks, guys. Also, thanks for the great slide showing that you are AI winners both externally and internally.

Thank you.

Thank you, Damindu.

Thanks, Damindu.