Hello, and thank you, operator. Joining on the call today are James Lee, CEO of HEALWELL; Dr.

Alexander Dobranowski, President of HEALWELL; and Anthony Lam, HEALWELL CFO. I trust that everyone has received a copy of our financial results press release that was issued yesterday.

Listeners are also encouraged to download a copy of our quarterly financial statements and Management's Discussion and Analysis that was filed on SEDAR+. Please note, portions of today's call, other than historical performance, include statements of forward-looking information within the meaning of applicable securities laws.

These statements are made under the safe harbor provisions of those laws. Please refer to yesterday's press release and to our Management's Discussion and Analysis for more details on the company's risk and forward-looking statements.

We provide forward-looking statements solely for the purpose of providing information about management's current expectations and plans relating to the future. We do not undertake or accept any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements to reflect any change in our expectations or any change in events, conditions, assumptions, or circumstances on which any such statement is based, except if it is required by law.

We use terms such as gross margin and adjusted EBITDA on this conference call, which are non-IFRS and non-GAAP measures. For more information on how we define these terms, please refer to the definition set out in our Management's Discussion and Analysis.

There will be a question and answer session at the end of the call, which will be limited to analysts only. To ask a question, analysts are required to call in to the conference call using the dial-in number provided in our press release.

With that, let me turn the call over to HEALWELL CEO, James Lee.

Thank you, Heaven, and thank you, everyone, for joining us today. Before Anthony takes you through the numbers, I want to spend a few minutes talking about something equally fundamental.

A year ago, we announced our first quarter post the pivotal Orion acquisition and embarked on a two-year transition to integrate our businesses, embed our AI capability, and shift our sales mix to more enterprise healthcare sales from episodic life science sales. We knew we had a great opportunity in front of us and were excited about the possibilities, but as I sit here today, we are feeling even more confident both with the opportunity, but more importantly, about the progress we are making.

We are through the difficult part of integration and transition, and we are now seeing the benefit of the enterprise healthcare focus. We have successfully demonstrated an upsell of customers with our AI capability, we've integrated our business lines, and we've improved our balance sheet.

We've expanded our AI footprint, and now we are moving to the exciting phase of delivering on those sales. At the same time, we've expanded our growth channels so that today we have the strongest pipeline and potential deals we've seen.

Importantly, we have at the same time expanded our scientific validation moat, begun investing in infrastructure to improve margin, and maintained a positive adjusted EBITDA throughout. The market we are building into is changing faster than any other point in the history of our company.

What we have built is building a business positioned to meet that need. I'm excited to share this progress today, but more importantly, excited to talk about what will we be demonstrating in the coming phase.

Our mission is to be the primary enabler of preventative care. What does that mean?

We're going to talk about it in three simple sentences. Firstly, we connect.

We take complex, fragmented healthcare data and turn it into longitudinal patient records that can be used to share across the system. We surface.

80% of clinical data is unstructured, sitting in notes and reports that were never designed to be read at population scale. We extract the clinically relevant information from that data with 95% accuracy and 95% of disease states.

We enable. We give the healthcare system the ability to implement preventative care cost-effectively, not as a pilot, but as an operating model.

Now, the facts are really well known, I won't go into them, but I'll give you more about the shape than the number of themselves. Three of the world's largest healthcare systems all face three very different pressures, but they've all faced with the same outcome, which is the money's effectively gone.

Whether it's the debt servicing overtaking healthcare spend, or the working-age population being too small to carry the load, every one of the major healthcare systems around the world are running out of room within this decade. Underneath that sits a disease burden that no one's counting because most of the people that have these diseases don't know they have it.

Here is the point that matters commercially: each one of these diseases is detectable many years early before the cost arising. The signal exists, it's simply not being read.

Four forces are converging, and converging is an important word. Any of these on their own would just be a trend, but all four occurring is a structural shift.

The economics are broken. We've talked about that, and that's a well-known fact.

Systems are having to intervene even earlier to ensure that they can spend less. The regulation is starting to catch up.

Prevention is now mandated, not just aspirational, with data access and interoperability rules that are a direct windway for our platform. The market is aligned: the payers, providers, and pharma are all reaching the same conclusion.

The opportunity is that these diseases are detectable early, prevention costs a fraction of the treatment, and our platform today connects the data, the science, into delivery. You will hear us talk a lot today about the transition from episodic to enterprise because that is the part that we've been focusing on, the part that matters.

Whereas last year we were negotiating six-figure individual engagements, today we are discussing annualized licenses that exceed that. The old model was project by project, services and patient identification reviews.

Revenue grew in a linear fashion, one clinic, one study at a time. Delivery was high-touch and manual, revenue was lumpy, non-recurring, and hard to forecast.

Our current model we're moving towards is different in every single way. We're going to enterprise licenses, data access, and a productized smart suite.

We deploy it once and expand it across our network, we're selling to global pharma, centers of excellences, delivery is now product-led, revenue is larger, stickier, and multi-year recurring, and the defensibility of our data activation plus the Darwin platform is a real moat. Importantly, we're now through the trough of that transition.

Now, that transition has produced four key growth engines, all from the same platform across two key client segments. Firstly, Engine 1: our HIE and clinical data unlock.

Unlocking de-identified data across our partner networks creates value for every stakeholder right across the ecosystem. We have seen active interest in all markets in this capability.

Engine 2 is our smart suite, whether it's Search, Summary, or ID. It's packaged, it's repeatable, and it's embedded into our platform.

It's a single sales process, and it's been successfully deployed in North America, sold in the Middle East, and we look forward to giving further progresses in the second half. Engine 3 is our global life science enterprise business.

We're moving to centralized agreements with pharma AI Center of Excellences, which is a cost saving for them against repeating patient ID and real-world evidence studies region by region. Engine 4 is our consented data in Canada.

We've talked a lot about WELL Trust, but activating this key partner network for life science, CROs, and public health has created a growing consented database with strong demand behind it, which has become a virtuous cycle: the more consents we get, the faster our customers can innovate. A year into this transition, the execution signals are good.

They are shown across all of our geographies, products, and partners. In '25, we were predominantly a life science business with episodic revenue.

Today, we have activity in all of our key markets with healthcare systems, and this will grow into a meaningful part of our revenue. Excitingly, the integrated offering of Darwin and Amadeus is commercially compelling, is resonating with all of our customers.

WELL Trust is opening genuine new commercial use cases and moving us towards meaningful enterprise discussions across new revenue streams. Smart suite now means we sell to a single customer in a single company through one sales process.

With an AI land and expands in a customer base, these conversations with transition from project work to enterprise deals, and the platforms and business is working well behind that. Finally, data activation: this brings us closer to the customer and reduces duplication because we are helping our customers activate data they already hold.

There's no new data assets to build, which shortens the pathway to evidence. Internally, AI data output overtook human output for the first time in May from a base of zero a year ago.

We're seeing significant AI use case internally. Commercially, we've had wins across the Middle East, Canada, and the US, and we're seeing demand from all of our key geographies.

These sales that we're winning are durable, they take long time, more than a single quarter, but we're moving to enterprise license with SaaS fees, and this is a shift that matters. I want to touch briefly on why the validation compounds across segments, because I think that's underappreciated across the market.

Obviously, we're focused on science first, with 57 peer-reviewed publication and Prix Galien recognition, but what this means is that healthcare systems can adapt preventative healthcare using validated evidence rather than assertions. Every adoption generates more data, which feeds into Amadeus and adds to 150 million lives.

That scale allows something that underwriters can price. Because we can price that, and we can move forward into underwritten population.

This is why we see insurance as the next and largest step in our opportunity, and we'll be talking about that in the year to come. Finally, I want to talk about our four key strategic goals for the quarter.

As our indirect stake in SpaceX is now estimated at approximately $23 million Canadian as at the 30th of June 2026, up from a carrying value of approximately $4.6 million as at March 31st, 2026. Our holding remains subject to the customary pre-IPO lock-up period.

We continue to commercialize our AI product suite across our CARESPACE network. Our AI solutions include Smart Search and Smart Summary, and they've been cross-sold into the Orion network now.

We completed a real-world evidence study demonstrating the effectiveness of WELL AI Decision Support, identifying patients who may have been undiagnosed or unmanaged diabetes. WADE analyzed patient records and recommended clinical reviews and point-of-care assessments for high-risk patients.

We completed a multi-province pilot evaluating our Darwin, Smart Summary, and Search solutions across healthcare systems across British Columbia, Ontario, New Brunswick, across both OSCAR Pro and Intrahealth Profile EMR. The results of that pilot were accepted for presentation at the American Medical Informatics Association, which will be taking place in November 2026 in Dallas, Texas.

I'd like to hand over the call now to Anthony Lam to walk through our Q2 numbers.

Thank you, James. Before I begin, I would like to remind everyone that all of the figures I will be discussing on our call today are expressed in Canadian dollars, and our financial statements are presented in accordance with IFRS, International Financial Reporting Standard.

Our second quarter 2026 results, as compared to Q2 of 2025, are as follows: HEALWELL achieved quarterly revenue from continuing operations of $33 million in Q2 2026, in line with the $33.2 million generated in Q2 of last year. The comparison reflects an unusually strong Q2 '25, which benefited from elevated project-based professional services activity, while our recurring subscription, support, and maintenance revenue continued to grow year-over-year, reflecting our continued transition from episodic, project-based engagements to higher-margin, recurring enterprise sales.

HEALWELL reported positive adjusted EBITDA of $1.1 million in Q2 2026, compared to adjusted EBITDA of $2.3 million in Q2 2025. Our prior-year performance includes Mutuo, which was disposed of in Q4 of 2025, together with a stronger number of life sciences studies in Q2 2025, this accounted for the change in year-over-year EBITDA.

HEALWELL achieved gross profit of $17.9 million during Q2 2026, compared to $18.7 million in Q2 2025. The decrease is due to a lower margin mix of studies within the Data Science and AI segment in the current-year period.

HEALWELL achieved a gross margin of 54% during Q2 2026, compared to 56% in Q2 2025. Looking at our first half of 2026, HEALWELL achieved revenue from continuing operations of $66.2 million for the six months ended June 30, 2026, an increase of 60% compared to $41.2 million generated in the six months ended in June 30 of 2025.

The increase was driven primarily by the Orion Health acquisition, which closed on April 1st, 2025, and contributed a full six months of revenue in the current period versus a partial period in the prior year. HEALWELL reported positive adjusted EBITDA of $1.9 million for the six months ended June 30, 2026, compared to $0.1 million in the prior-year period, an increase of approximately 2,574%.

The increase was primarily attributed to the Orion Health acquisition and improved performance across our operating segments. HEALWELL achieved gross profit of $37.4 million during the six months ended June 30, 2026, an increase of 62% compared to $23.2 million in the prior-year period, due to higher revenues driven primarily by the Orion Health acquisition.

HEALWELL achieved a gross margin of 57% for the six months ended June 30, 2026, compared to 56% in the prior-year period. A key highlight this quarter is the continued positive trajectory of our operating cash flow.

We generated $4.5 million of positive operating cash flow for the first half of 2026, a $14.4 million improvement, approximately 145%, compared to cash used in the prior period, reflecting an underlying strength and increasing efficiency in our combined operations following the Orion Health acquisition. This shift to sustained positive cash generation strengthens our balance sheet and liquidity position, and we remained in compliance with all of our covenants under our credit facilities as at June 30, 2026.

We continue to prioritize disciplined capital allocation as we build on this cash flow momentum and work towards sustained profitability. With that, I'd like to now turn the call over to our President, Dr.

Alexander Dobranowski.

Thank you, Anthony. Thank you, James.

I'd like to take a moment to walk through the scale of impact of HEALWELL's platforms as we deliver globally. This is really the proof point behind everything James and Anthony have just walked you through, and it's one thing to talk about an integrated platform, and another to show you the reach it's actually achieving across patients, clinicians, and the broader healthcare system.

Let's start with data. Across our global business units spanning 13 distinct clinical data domains, HEALWELL now maintains more than 150 million patient records.

That breadth of longitudinal data is really the foundation of everything we do. It's what allows our AI models to identify at-risk patients earlier and more accurately than a single-source system ever could.

On the clinical side, more than 770,000 clinicians and physicians are now engaged across our platforms globally. That's a meaningful and growing share of the front-line healthcare workforce actively using HEALWELL software and technology in their day-to-day practice.

That engagement is translating directly into outcomes. In the second quarter alone, our AI copilots, powered by our Darwin AI engine, identified over 62,000 high-risk patients, patients who, in many cases, have not otherwise been flagged for early intervention.

On the clinical technology side, our Darwin AI engine now supports and is able to screen for 123 rare, complex, and chronic diseases, reflecting the continued expansion of our clinical validation work and the depth of our disease detection capabilities. From a network perspective, we serve more than 22,000 healthcare service providers across our combined network of platforms and business units, underscoring just how embedded our technology has become across the broader healthcare ecosystem.

Finally, on adoption, as of the second quarter, 1,291 physicians have been onboarded to our AI copilots, giving us a strong and growing base of active physician users to build on as we scale. Together, these figures reflect the scale and reach of the platform we've built, and more importantly, the depth of real-world impact we're delivering for patients and providers around the world.

This is the kind of scale that we believe differentiates HEALWELL, and it's a big part of why we remain so confident in the growth opportunity ahead. From an outlook perspective, we remain focused on several key drivers of growth as we continue to build on the momentum we've established this quarter.

First, on profitability: management and the team, we continue to target an approximately 10% adjusted EBITDA margin by the end of the year, reflecting continued operating leverage across the platform as we scale our revenue base and drive further efficiencies across our combined operations. Second, on revenue quality: we expect, as James reflected, a growing mix of enterprise recurring revenue led by subscription, support, and maintenance growth, which continues to make our overall revenue base more durable and more predictable quarter-to-quarter.

Third, on deal economics: we now anticipate larger AI deal sizes as Smart Search and Smart Summary scale across our customer base, reflecting both deeper adoption within existing accounts and the growing maturity of our AI product suite. Fourth, on geographic expansion: we continue to see organic growth and new customer wins across our key geographies, and we expect that footprint to keep expanding as our enterprise pipeline matures.

Fifth and finally, on the public sector: we're seeing extremely strong tailwinds supporting continued adoption of our platform as governments and health systems increasingly prioritize preventative, data-driven care. Beyond these five priorities, we also continue to see meaningful key value and growth alongside WELL Health, our strategic partner, across three specific areas of that relationship that James highlighted earlier.

First is WELL ID, our secure digital identity and single sign-on platform across the WELL Health network, which continues to streamline clinician access while strengthening the security and interoperability of our broader platform. The second is WADE, WELL AI Decision Support, our AI-powered clinician decision support platform for early disease detection, which continues to generate strong clinical validation and commercial momentum.

Third is WELL Trust, our patient consent and data governance infrastructure that underpins secure data access across our platform. Across all three of these areas, we're looking to expand these capabilities into additional geographies in the periods ahead, and we see meaningful runway to deepen this partnership even further.

Taken together: the profitability discipline, the shift towards recurring enterprise revenue, the scaling of our AI products, our geographic expansion, and public sector tailwinds, and the depth of our partnership with WELL Health, these priorities reflect our continued discipline in scaling a connected, AI-enabled platform. It's a platform that we believe is built to deliver durable, long-term value for our shareholders, for the patients we serve, and for our healthcare partners around the world.

In short, 2026 has been a year of focus on margin expansion and improvement, with 2027 being a year where we will focus again firmly on growth. With that, I'll now hand it back to the operator to move to the Q&A portion.

Thank you.

Hey, good morning. Congrats on the continued success.

I wanted to talk about your mention there of moving from episodic to enterprise. Maybe it's in public health, actually.

Wondering if you can talk about the current pipeline of opportunities, what's that looking like on potential HIE RFPs? Maybe you can talk about opportunities by geo and just curious how the discussions with customers are progressing.

Is there any change in the macro or healthcare budgetary front that we need to be aware of as we think about the timing of potential RFPs and how that would translate to revenue?

Kevin, look, great question. You probably asked enough in that question I could probably spend the next 30 minutes covering it off.

Let me try to bring that back, and then just maybe ask a follow-up and push me if I get some of it wrong. In starting at your first point, it's not just SaaS software, it's just not in healthcare.

We've actually shifted all of our focus to enterprise sales, we're seeing potential deals not with our life science partners, with our data unlock partners, across HIEs, and across our smart suite with enterprise sales. The pipeline now would be that we're seeing opportunities in all four areas, but importantly, we're seeing that across all geographies.

It's very hard to sort of isolate it down. Now, what we've actually seen the last 6 months is a shift in approach from the market, partly because there's been so many people trying to do small pilots, but what they're really looking for is much more enterprise platform outcome, not a single-point solution.

What we're actually seeing is that the conversations have morphed much more quickly from a little pilot to show us what a proper RFP would look like at scale. To give you some context of size, a pilot we've talked about previously might have been $200,000 or $300,000.

What we're seeing now is that an enterprise agreement might be anywhere between $1 and $3 million, depending on the size of the customer. As I said, it's across all parts of our business.

Geography-wise, we've seen a lot of activity in the Middle East, a lot of activity in the US. Canada is busy, and Europe have got some RFPs coming out towards the end of the year.

Importantly, for home markets, both Australia and New Zealand are busy at the moment as well. It's quite broad-brushed.

What we've seen is it's across all of our product suites and across all of our geographies currently, which is why you probably see some of the optimism we're seeing currently in our language. Did I leave anything out there, Kevin?

No, I think you captured it well. Maybe to get Anthony on board here just as we think about the model.

Thanks again. Good to see the confidence in the 10% EBITDA margin trajectory.

How do we think about your thoughts or any guidance you want to give us on revenue growth by segment, on the data science and AI, and then the healthcare software for 2026? Maybe it's a bit early, but if you can just talk about the trajectory into 2027 on your growth expectations?

Kevin, great question. As we look out here and as we talked about, the shift to more enterprise sales is going to create an elongation of sales cycle for us.

While we started the year with a very exuberant sense that we do that 30% to 50% in terms of growth, we're likely to be more on the lower end of that growth range in terms of 2026, but really see 2027 on the heels of the health system side of the AI and DS part of the business be a big contributor of our growth in 2027. Kevin, to your question on AI and DS, I think we can see that growth on that profile is probably shifted to the right for us from our perspective, given our real focus on enterprise.

Then as we look at healthcare software, I think growth rates that we've been talking about to now, you can expect to see continue in that high single digits kind of range, is really as we look at that business as our steady-state kind of really stable core revenue stream. Cool,

great. Those are helpful goalposts.

Thanks again. I'll pass the line.

Thank you.

Hi. Good morning, guys.

I guess, firstly, at a high level, can you speak to cross-sell attach rates so far for selling into the Orion legacy customer base? How's that tracking?

Yeah. Our goal was to get 10% done this year.

I think as we sit there now, we have line of sight as at halfway through the year for that. We're feeling really comfortable with our current target that will achieve our cross-sell.

We've got another big push coming second half to go a bit wider, but realistically, we're probably towards capacity of what we want to get done in that first year to make sure we do it well. Obviously, the enterprise sales cycle is probably more like 6 to 9 months, not 1 to 3.

We're seeing that the wait towards the second half.

Thanks, James. Then just perhaps a follow-up on the adjusted EBITDA margin target of 10%.

That would imply a strong second half. Can you bridge that for us?

What kind of cost actions, or revenue combination helps get you there by the end of the year?

There's three things you should see there. Obviously, one is the enterprise sales starting to kick in in healthcare and AI DS.

We'll start seeing that occurring in Q3 and Q4, given that they were small numbers in first half, that will shift that division materially in terms of margin profile. Then cost actions we've seen taken in first half flowing through in second half and sit in the software business.

Then finally, some continued growth in our software business items. There's obviously some timing issues between first half and second half within costs, first half costs might have been slightly higher than second half, but effectively, those three things bridge that gap.

That's helpful. Thank you, guys.

I'll pass the line. Congrats.

Hey, good morning, James, Anthony, Alex. Congrats on the quarter and the progress.

I wonder if we could double-click on your pursuit of the insurance opportunity. I wonder if you could frame that again and sort of update your view on it from when you introduced it the pursuit of that last quarter?

Sure. Look, I guess when you look at the framing of it, the best way to think about insurance is that around in the US, obviously, insurance replaces where the role of public health that does in Commonwealth countries, i.e., the fundamental payer.

One of the things we're finding in the US is that the insurance market has a secondary use of risk, i.e., looking for where there are gaps in care where they might get sued. What we've seen in the US is there's two different lenses: it's not only cost savings from an insurance point of view, but is also risk mitigation.

It's got a really different driver in that market. What we're also seeing in the US in particular with the insurance side is that they are tied to the provider network.

We've also seen that where we're talking to providers in the US, they've actually got connectivity to their payer markets. We see those sales as much more intertwined.

What I would say is they are larger, but slower-burn sales, we won't be expecting to make any of those in 2026, but the sheer size of that market is what we're excited about, Michael.

Okay. All right, great.

I appreciate you framing that. Now, I wonder if we could touch on the balance sheet, and how are you feeling about its profile and how you can anticipate it evolving in the second half of the year?

I'll open that, then maybe, Anthony, you can close that out. I think the best way we think about our balance sheet, Michael, is that in terms of our short-term liabilities, post the disposal of SpaceX, we will see net liabilities in the short term of circa one times adjusted EBITDA.

Our long-term debt, $30-odd million is a convertible instrument as with 4 more years to go. We look at the balance sheet now has been a really stable part of the business to serve the needs we have today.

Anthony, is there anything you want to add to that?

Look, great question on that, cuz I think the big thing that James highlighted on the call was that with our investment in SpaceX, I think, again, the intention is clearly to liquidate that position. We will actually have good source of capital there for our immediate needs.

The balance sheet actually for us is we feel very good about because, while we approach cash flow neutrality and generation as towards the end of the year, we're now in a very solid position from a liquidity standpoint with that asset being one that we will be liquidating. We feel very comfortable that we have all the resources we need to meet the expectations that we've been setting for ourselves, not only for this year, but also for next year.

Okay. Thank you very much.

I'm going to pass it on now.

Great, thanks so much. I appreciate your changing approach to get away from episodic demand, and the opportunity, as it relates to preventative care, is clearly large.

Subscriptions for AI technology are almost half what they were two quarters ago, and this is the part I'm focused on, not the services piece. First, what's driving this reduction?

Next, what's the biggest impediment you're seeing right now to growth? Lastly, what gives you the confidence the ramp is imminent, as we've been talking about it for a bit?

Anthony, do you want to start on the first one? Cuz obviously, when I look at our services, subscription revenue, and AI and DS, I'm not seeing it down.

Do you want to maybe comment what number you're talking about?

Sure. You did $531,000 in the June quarter for subscriptions, and just two quarters ago, you were at about a million dollars, and it's come down each of the last two quarters.

Anthony, again, I'm looking at a very different number. I see our number is 479 in MD&A,

we-

Brian, if I could just point out in our prior-period numbers,

you're looking year-over-year

if you're looking at prior-period numbers, up until the beginning of the first quarter last year, we had a business called Mutuo that we have divested. Those numbers stay in our comparators because we were sold, but they were 100% subscription, and that's probably what's throwing off some of your numbers there.

I would say, otherwise, our subscription numbers have been pretty steady for every other part of our business, and so, I think that might be the skew for you in terms of what you're seeing in terms of the subscription piece.

Let me ask differently. Last quarter, when that business was not in the numbers, you did about $828,000, we're down 36% sequentially.

It speaks to the same trend. Again, I'm curious: what's the biggest impediment in growth?

What's leading to the churn? What gives you confidence that, imminently, we'll be growing this?

Brian, I happy to take this up with you. We didn't have any churn in the quarter.

The changes that we've had in any of our business is really around our episodic revenue or maybe a little bit on our professional services, but our subscription business remains pretty robust.

We can take that piece back up online, but in terms of what's giving us confidence in second half is revenue recognition is effectively the key issue there. When you're delivering on enterprise licenses, the revenue recognition is very different from the sales that we've made.

We've announced sales in the Middle East, in Canada, and the US, and we're in the process of delivering those. We'll be able to recognize revenue against those as those delivery milestones are made in the third and fourth quarter.

Does that-

Sure, hopefully, we can take it offline. That's good, but the numbers are down.

In a previous question Anthony responded to, he said you'll probably be at the low end of the 30% to 50% growth for the AI segment. What number does that suggest for 2025 AI data science, cuz what was reported was $10 million, and I'm sure that doesn't include the divested piece.

I'm just kind of curious what that suggests for the second half of the year.

Yes, Brian. The comparable for 2025 is that $10 million mark, and as I mentioned, we're going to be on the lower end of the growth scale on that in terms of year-over-year growth for '26.

That would suggest that we're closer to that $13 million for the full year.

That would suggest almost $9 million in second-half revenue for AI and data science? From $4 million in $4 million and change in the first half of the year?

So-

In sales cycles, I guess maybe you can talk about some bookings that get you there already.

Brian, in our first half, So,

You did $4.6 million.

That's correct. So, Right,

right.

We anticipate that we have a healthy pipeline that has us on track to hit the 30% growth rate year-over-year.

Right. Just to be clear, that's about $8.5 million, $9 million almost, just doing simple math of 30% on $10 million, right?

Your math is right. Revenue recognition is a key component of that, obviously, there's a bunch of work that's been done in the first half where we haven't been able to recognize revenue until the projects meet the milestones in Q3 and Q4, you shouldn't think that in a straight line.

Where we land as a percentage will really determine on revenue recognition. The sales pipeline for our health software AI business is on track.

The revenue recognition in first half was behind because of its enterprise nature. Then we've got plenty of activity in the life sciences business, which, again, we hope to recognize in second half.

Okay. Thanks.

Good morning. Thank you for taking our questions.

My first question is on the multi-province pilot that you've recently completed for Smart Summary and Smart Search. Now we know you have the presentation coming up in November, but in addition to that, have you seen any sales traction with those provinces as a result of those trials?

Excellent question. The reality is those pilots now lead to what we would call the second stage.

We've now done a pilot in those regions, and we're now looking to deploy it further to go back and get the further funding on all three regions. We expect to go live this quarter in another region.

To be honest, I think we're going to see quite good activity from that product late '26 and into 2027.

Thank you. That's great color.

A follow-up to the previous balance sheet question: so as SpaceX lock-ups are starting to expire, do you have an expected timeline for monetizing your investment, and how soon after are you planning to deploy it on debt extinguishments?

We'll get notification shortly on our lock-up expiry, because we're obviously hold our stock indirectly in a fund. We should be able to update you in the next month or so on that.

Our anticipation is that we are not a VC investor, and we will be looking to liquidate as practical and sensibly as we can.

Great, and on debt extinguishments, you were planning to improve your balance sheet as well.

If you look at our debt, our debt is a working capital facility sitting within Orion Healthcare, if you think about that, that is an accordion, can go up and down. It may be used to pay down debt, but it'll be a working capital debt facility, we won't be paying the debt facility off.

Perfect. Thank you very much for the insights.

Hi, James, Anthony, Alex. Thanks for taking my questions.

First one comes just on the enterprise licenses and potentials for six-figure type revenues. I was just wondering if you could speak to kind of how it ramps.

I know you touched on a bit of the accounting and timing treatment, but really to understand, perhaps an example of you engage with a client, what that looks like to stand up the solution, and how it flows through to revenue. Thanks.

Yep, excellent question, maybe it'll take longer than we'll go through here, but what I would say is every region's different. The first thing when we ramp up into a customer is there'll be a implementation fee.

That implementation fee requires us to set the environment, whether that's going to be Azure, Google, or AWS, and what I would say is every region has a different component there. What we're finding is that from signing to launch and being able to book implementation fees is probably taking longer than we expected, while we may have got some started in February and March, we may not be able to recognize revenue until Q3, based on that the setup function each region's new.

That once we get through doing it once in each region, it'll be much faster. Then the reality is within 3 to 4 months of implementation, we're moving into SaaS fees.

Those SaaS fees will be somewhere between three to four times the implementation fee. It's a different to healthcare systems where this implementation fee, because it's so much more complex, might be one for one.

What we find is implementation fees here are smaller and SaaS fees materially larger.

Appreciate that. That adds a lot of color and understanding.

I guess in going to market and pursuing these opportunities, I was wondering if you could update us on kind of how you're working with partner channels, if you're going direct, just what is the sales process look like understanding there's a lot of geographies and then customers here, but if you could give us some color there, it'd be helpful. Thank you.

That might be the most complex question. There are four different channels and 11 different geographies, but broadly, you should think that we partner in life sciences with one of the major five for data unlock, we would work alongside a life sciences customer and an HIE as a partner network for distribution.

You can name a top 10 pharma, pick a geography, and then we partner with one life sciences per region and, well, obviously, with one healthcare system. Within the smart suite product, that we're currently focused on our own direct channel, using our own capacity.

Open to going further, but we don't have capacity within our deployment to go much more than what we can do already ourselves. In Canada, we obviously partner really well with WELL as a One WELL team to take all of the products and WELL's offerings in a complete united front for our customer base, we work very, very closely with the WELL and WELLSTAR within Canada itself.

Then we work with SI partners for large projects. You could name a few like Deloitte, EY, Accenture for large-scale deployments.

We haven't really talked about that today because we've been focusing a lot on the AI business, which I understand, as we think about the overall mix, it been a few million dollars slower, as Anthony talked about. Obviously, we're seeing, on the flip side, the software division being stronger than we expected the year.

We've seen a lot of opportunity in the Middle East for the HIEs, obviously, within UK coming back to market, US is very busy in the HIE space. What I would say is that the partner network in those markets is far more important.

They're much bigger dollar value sales, and we're no longer talking one or two a year RFPs coming up. We're probably talking one or two per region every 6 months coming up now.

It's a very active market. These processes are long-dated, don't expect 15 to land by the end of the year, but what I would say is that there's a very deep pipe now of HIE business.

The HIE business is great because the first sale is obviously a software sale, and the second sale is therefore the AI sale, and the AI conversations with our existing customers are going very well. Does that cover your question?

That's fantastic color. Lastly for me, you mentioned a number of kind of engines that are driving demand, clinical data unlocks, Smart Search, partner ID, consent.

I was curious how you would I guess rank with your customers. What gets people most excited, or is it always kind of this bundled solution that you're talking about in conversations with and customers?

Then I'll pass the line. Thank you.

Yes, if you think about our customer segment, it's being broken into healthcare systems and life sciences. Life sciences, it's the data unlock, it's the ability to partner with a region, to effectively help that region utilize their data.

You've seen obviously very, very large contracts around the world with people like Tempus and AstraZeneca and different regions doing those data unlocks, so that would be what gets our life sciences customers most excited. Within our Canadian life sciences business, though, WELL Trust, the ability to find patients to get onto clinical trials at the speed at which we can do that from consented data, that is a unique database.

That has a lot of interest in it currently. The smart suite, Smart Summary, that has most impact with big healthcare systems, whether they're providers, cuz obviously, the key thing they're looking for is efficiency with their networks.

What I would say is that everyone's got different components. Interestingly, though, while we're all talking about the interesting AI, exciting stuff, interoperability, and that is such a phenomenal problem in the US.

Just the single most basic thing of sharing data to create a longitudinal record. One of the quotes we had from a customer was even in a closed-loop customer base where the customer is theirs, they still only get between 20% or 30% of a patient's data from their own network.

HIEs are of high value to actually enable AI in the US. I wouldn't underestimate the value that we're finding just from that.

As they would describe it, diamond in the rough. What is a infrastructure-type asset is a core component to enable any sort of real AI.

I might just squeeze one more in given the answer. It sounds like a ton of opportunity across the board.

I'm just curious if you had the resources or additional resources, whether it be capital, or people, or just reach in general, where would you put that towards? What would you do if you had the control to implement whatever you wanted in terms of pursuing these opportunities?

It's a great question, right? That's just where you sit there in a war room sometimes, how do we scale up, when we need to scale up?

As we sit there today, we're very mindful of both margin and growth and getting the right balance because there's very easy to chase 100 different deals and not deliver on any. What I would say is that the data unlock activation is probably where we'd probably put time and energy right now.

Why that is, though, to be really clear, is cuz that'll take longer than the other stuff, but it's really, really scalable. Where the HIE businesses, that's RFP, they'll land, we'll deploy them, we'll scale the team to deploy more of those, but then we can embed our AI solutions like Smart Suite, but the data unlock, that is not a linear sale.

Effectively unlocking some regions with multi-, multi-, multi-million-dollar contracts. What we'd like to do and what we'll do in time is once we show we can do it, is we'll try all of our regions together rather than pick them off one by one.

Great to hear. I'll pass the line.

Thanks.

Hi, good morning. Thanks for taking my call.

Maybe just a follow-up on the capital allocation. Is a share buyback or NCIB part of the strategy?

I saw that Vital did one today. Look, realistically, we haven't discussed that at the board now.

I think we'd always be looking at just use of capital and the environment. What I would say is that the liquidity in our stock's not great, announcing a share buyback probably the stock price and moving wouldn't even be in getting the back.

It's a good thought process, and probably something we'll discuss late second half, early first half of next year.

Thank you. Then, I'm not sure if I missed it, the timing of the SpaceX disposition, when is that anticipated?

We'll get notified by our fund in the next month as to the timing of our componentry, but effectively, the lock-up was a year from investment. There should be three tranches between now and February next year.

Then

just the mechanics of it, it would be a share transfer, and then the shares are freely trading to dispose?

That is the current expectation, but I'm saying the current expectation, we'll be notified shortly, but theoretically, the stock would be transferred into our brokerage account, and then we would manage the sell ourselves.

Thank you very much. Again,

Hey guys. Thanks for taking my question.

I'm on the line here for Tania. Just have a question regarding the Orion Health, kind of a high-level question.

I'm wondering if you can let us know how much integration work is left, and if you can quantify perhaps how much of this remaining integration work is more of a top-line thing versus a cost reduction? Thanks.

We're talking specifically about Orion Health, yes?

For Orion Health, yeah. No,

that's fine. Sorry, I just want to make sure I got my head straight on the question.

Realistically, revenue synergies, we are connecting as they are as much as we can today. I don't think there's much more in terms of revenue synergies that we would get by integrating further.

What we might find, though, is we get more efficient on those revenue synergies, they go faster by put the teams closer together, but the reality is I would say we've achieved 90% of what we'll achieve in terms of from revenue synergy point of view. From a cost synergy point of view, though, there's still plenty of room across the organization over the next year and a bit, both from gross margins and both from net margins.

I think realistically, we're only probably a third of the way through that component, what we're talking about in terms of R&D, retiring tech debt, corporate functions, we've still got a lot of room to go there. Some of the stuff just takes time.

I think we've talked previously about removing some of our tech debt to broaden out gross margins for both within Intrahealth and Orion. Those processes take largely a year and a half to complete, but then meaningful increases to a gross margin profile.

That's great to hear some numbers around that. My last question is regarding the customer acquisition costs because you have a lot of new jurisdictions that are outside of Canada.

I'm wondering how does the CAC compare with your expectations so far?

I can't actually answer that today because we haven't won a new customer that hasn't been in an existing region. All of our expansion has been in the regions we're currently already in.

When we move into a new region, we'll be able to quantify that, but currently, we've only really expanded our existing footprint.

Okay. Perfectly.

Thanks for taking my questions.

Thanks for joining us today. Looks a really good session, lots of really good questions.

We're excited on the second half of the year. There's plenty of work still to be done.

We feel like we're on the other side of that trough through the transition, and there's still plenty of opportunity both to grow revenue and to as we had the last question, get margin. Enjoy anyone that's having summer holidays.

Thank you for joining us today, and good luck for the rest of the day.