W.A.G payment solutions plc (EWG) Earnings Call Transcript & Summary

Good day, ladies and gentlemen, and welcome to W.A.G Payment Solutions plc 2024 Full Year Results. [Operator Instructions] I would now like to hand over to Martin Vohánka, CEO, to open the presentation.

Good morning, everyone, and thank you for joining us today for our full year results for 2024. I'm joined by our CFO, Oskar Zahn, who will take you through our financial results in a minute, but a few words from me before I hand over. Back at our Capital Markets Day in 2024, we started to talk about our 4 KPIs, which are the key growth drivers of our business and are results of our strategic ambitions. We focus on a number of trucks. Many of our customers have more than 1 truck. Each truck requires one or more products -- of our products and services. We now have just over 300,000 trucks connected to one or more of our products and grown 10% this year. Engage is about how our customers interact with our products, how are we developing our products to ensure we keep adding value to our customers. Our NPS improved slightly this year to 40 points. Industry benchmark, so logistics, financial services software is on average 39 points. Monetize is all about cross-sell. I will come back to some examples of how we are achieving this today through our sales teams and our ambition once the platform is fully digitized end-to-end. Today, our customers take on average 2.7 products from us, up slightly from the last year. And with more than 10 products on offer, you can see we have lots of opportunities ahead of us. Retain is about moving towards a full subscription model. This will take time and align with the full delivery of the platform. But today, with our data-centric products, subscription revenues make up almost 27% of our revenues and growing. I will talk more about the launch of our Eurowag Office or platform later in the presentation. But I must say it supports or even enhances each of these strategic pillars. It will support the new digital sales channels. It will drive customer loyalty and improve retention rates, accelerate cross-sell and increase subscription revenue, which is higher recurring. As well as delivering these results, we have been focused on integration and transformation of our people, technology and data systems. We have made good progress. And as a result, we have been able to deliver double-digit growth of 14% and improve our cash EBITDA by 23%, which is a core financial KPI going forward. Eurowag has always generated strong cash flow. And as a result, we have been able to deleverage to 2.3x from 2.9x this time last year. With the momentum going into FY 2025 and our confidence in this year deliverables, we reiterate our guidance we communicated in our trading statement in January. And finally, as a result of our outperformance in cash generation, the Board has proposed a special dividend of 3p per share we returned to shareholders and is subject to approval at AGM in May. One thing I'm proud of since I started this business almost 30 years ago is that we have consistently delivered strong growth no matter the macro or market headwinds. Through the financial crisis in 2007, through the COVID, we've continued to grow double digit. This year was no different. If you look across Europe, all the data points on this slide, which are key indicators in our industry show flat or declining trends in FY 2024. The reason Eurowag is able to outperform the market is because we've innovated. We've looked at the challenges in the market and we were solving for them, making us mission-critical provider to our customers. The innovation has been about diversification of revenues, adding products to our offerings with the ability to cross-sell, taking us from a fuel card provider to payments and data-centric product provider, supporting our customers on every step of their journey. Looking forward, there are some positive signs coming into FY '25 with our largest market, Poland, seeing better mileage in the first quarter than last year. Eurowag's priority is now about digitizing all our customer mission-critical data into one place. This will not only bring further benefits to our customers and truly transform the industry for the better, but will improve Eurowag's ability to cross-sell products and unlock further business efficiencies, positioning Eurowag well against any challenging backdrop. Now I would like to hand over to Oskar, who will walk you through our financial performance.

Thank you, Martin, and good morning to everyone on the call this morning. As Martin has already mentioned, we are pleased to share a strong set of results with you despite the continued macro headwinds we still see across Europe today. Before I move into the details of our financials, let me take you through some of the key highlights. Our net revenues increased by 14% to EUR 292.5 million, driven by mid-teens growth in both our payments and mobility revenues. As a result of our net revenue growth, adjusted EBITDA increased by 12% with margins flat year-on-year at 42% despite higher-than-anticipated credit losses. We indicated cash EBITDA being an important metric to Eurowag going forward. And this year, it increased 23.2% to EUR 88.7 million. Both adjusted profit before tax and our adjusted EPS decreased year-on-year as a result of higher depreciation and amortization, partly due to the inclusion of Inelo as well as higher CapEx spend and increased finance costs as a result of higher debt. Looking at our investment in the business, we spent EUR 35 million in capitalized R&D. This is about the development and integration of our products and technology, which will support the new platform. In addition to this, we spent just over EUR 7 million on onboard units, which are key to our revenue growth. As a result of the outperformance in cash generation, our net position has improved significantly this year, reducing net leverage by 0.6 turns to 2.3x, back within our target range of 1.5 to 2.5x. The outperformance in cash is also the reason why the Board has today proposed a special dividend of 3p per share to be returned to shareholders, subject to the approval at the AGM in May. Later in the presentation, I'll clarify our capital allocation priorities going forward. Moving to Slide 9. Before moving to the details, I wanted to bring to life what Martin has just said about Eurowag's ability to outperform the market and remind you of what Eurowag has achieved since the IPO just over 3 years ago. In that time, our compound growth has been almost 25%, whilst the market has had to navigate through the macro challenges Martin has just alluded to. This has been partly driven by our investment in organic growth, the 2 darker blues on the left chart and investment in acquiring new businesses, the lighter blue boxes. Our organic growth has been as a result of continued geographic expansion of our solutions and strong growth in active trucks as well as investment into developing new products such as a toll solution, which generated EUR 50 million in net revenues this year. And finally, our ability to cross-sell. Our recent acquisitions were about adding mission-critical data-centric products to our offering, subscription revenues and therefore, recurring in nature. And as a result, our mobility revenues now contribute about 43% of total net revenues versus 26% at the IPO. Not only have these acquisitions added extra revenues, it's positioned Eurowag as a market leader in mobility solutions in Poland, the largest international freight market in Europe. Eurowag has always generated strong cash flow. The right chart shows adjusted and cash EBITDA having been in a heavy investment phase in the last few years, you can see the inflection in cash EBITDA starting to come through. And today, we reiterate that we are confident that this will only continue with the rollout of the platform and further operational efficiencies we can achieve with the integration of our acquisitions. Moving to Slide 10. As already mentioned, our net revenue growth was supported by strong growth in both Payments and Mobility segments. Our Payment Solutions grew 13.6% year-on-year to EUR 166.9 million, supported by strong growth in toll revenues of 50.2%, which was a result of our EETS geographical expansion, which contributed to the double-digit growth in our Payment Solution trucks as well as a benefit from CO2 charges in Germany and Austria. Mobility Solutions grew 14.6% year-on-year to EUR 125.6 million, driven by growth across our fleet and work time management solutions, which also has an extra 2.5 months of Inelo contribution this year. On a like-for-like basis, assuming Inelo had been acquired on the 1st of January 2023, net revenue growth was about 10%. Moving to Slide 11. As already mentioned, adjusted EBITDA grew 12% to EUR 121.7 million. As you can see from the chart that despite 14% growth in revenues, we have remained disciplined with our OpEx spend. Of the EUR 17.8 million increase in operating costs, EUR 5.2 million related to the annualization of Inelo. In order to attract and retain the best people, particularly as we are in the peak of our transformation phase, employee costs increased by 8.5%. Technology expenses grew 12.2%, mainly relating to technology transformation and cloud transition, whilst other operating expenses grew 8.2%, mainly due to the Inelo acquisition. As I've already mentioned, we have seen an increase in credit losses, mainly due to higher insolvencies across the CRT sector in markets such as Poland, Romania, Hungary and Portugal. These have especially affected small- and medium-sized businesses who often generate very small margins. Our credit loss ratio has increased slightly from the end of December last year from 0.3% to 0.4%. However, our receivables portfolio and cash collection remain robust. And just to remind you, we calculate credit losses against gross revenues and toll volumes, not on net revenues. Gross revenues, including toll volumes was EUR 3.8 billion in FY '24, up from EUR 3.2 billion in FY '23, so a 19% increase. Another way of looking at the 2024 performance is to exclude the other operating income items. In 2023, we had an FX gain of EUR 8 million. And in 2024, we had a commercial settlement of EUR 2.7 million, so a simple bridge would take the EUR 8 million off the 2023 numbers, so EUR 108.7 million becomes EUR 100.7 million. And similarly in 2024, the EUR 121.7 million becomes EUR 119 million. This represents an 18% increase year-on-year in adjusted EBITDA. Moving to Slide 12. I'd like to take a moment to remind you where we've been investing our capital. At the IPO in 2021, when we were very much a fuel card company, we communicated a EUR 50 million transformation program, which took place in 2022 and 2023. In that time, we acquired 2 large businesses in Inelo and WebEye, which are very much data-led services and require investment in both technology and onboard units, so hardware. You can see on the left-hand side of the chart, this added around EUR 12 million of additional CapEx to Eurowag's capital allocation. And then within our transformation program, we spent just over EUR 20 million, so almost half on developing our toll solution, which includes the technology in the back office and the hardware in the truck. And as I mentioned earlier, tolls into FY '24 contributed EUR 50 million in net revenues, so around 17% of total net revenues. The other part of the transformation program was getting ready for the new platform. This included building a data platform, bringing all our customers' data from the different businesses into one system that will take a few years to complete, building the foundation of our e-wallet solution. This is an important service in the new platform, particularly for our transactional services, energy and toll, enhancing our customer experience through digital onboarding and finally, and most importantly, mapping and designing the Eurowag office and its front-end user experience. These are just a few of the areas we focused on. Fast forward to FY '24, and we now have a capital allocation model, which you can see on the right-hand side. Capitalized R&D will be invested in products, the Eurowag office, technology and data platforms. The way to think about the product and Eurowag office investment is about 1/3 will be on maintenance, 1/3 on development of products to drive growth and 1/3 on the Eurowag office, building and integration of all the solutions. Around EUR 7 million of CapEx was spent on hardware, which I already mentioned is driving revenue growth and infrastructure of EUR 4 million, which relates mainly to our legacy truck parks, buildings and IT hardware. Moving forward, as we communicated earlier this year, R&D will be capped at EUR 50 million, and you can assume OBUs and infrastructure will remain at similar levels to FY '24. Moving to Slide 13. I'm very pleased to report a 6 points reduction in our net leverage this year to 2.3x, which is due to our outperformance in cash generated from our operations of EUR 147 million. Part of this, as you can see, is a positive working capital improvement of EUR 46 million. We have a slide in the appendix, which shows our gross revenues, including both energy and tolls, which is almost EUR 4 billion this year. We invoice our energy and toll customers for the total transaction. Therefore, this is connected to our working capital. With total invoice sales of about EUR 4 billion over a year, our working capital on any day can easily swing EUR 50 million. The positive swing in working capital is partly related to our focus on implementing some liquidity initiatives such as the organization, such as reverse factoring, reviewing both customer and supplier terms, all of this will support a stable working capital despite the gross revenues growing. We also benefited from the last 2 working days in December falling during the week as opposed to 2023 when they fell on the weekend, which meant we had 2 extra days for collecting cash. We communicated at the start of the year that we were expecting to pay around EUR 35 million of deferred consideration from past acquisitions. And as you can see, we ended the year paying EUR 37.3 million. We have some small payments in FY '25, but the large deferred considerations are now behind us. Eurowag has always been able to generate strong cash flows, particularly with margins above 40%. Thinking about capital allocation priorities going forward and in order of preference, Eurowag remains committed to reinvesting its capital into the business to grow its top line, and Martin will come to talk about this shortly. Essentially, the ability of the platform to unlock further value through acceleration of cross-sell and reduction in cost to acquire new customers while improving our operational efficiencies. All this will only make our cash generation stronger. We've proven this year that we're able to delever at a reasonable rate, having been at around 3x only a year ago. We are now within our net leverage range of 1.5 to 2.5x and expect to be around 2x by the end of the year, even after the proposed dividend payout. The way we are thinking about M&A going forward is that we're looking for businesses that will either add a new product to the platform, factoring as an example, or businesses that have trucks connected to one or similar services to us that we can simply migrate them onto our platform and start to cross-sell. And finally, if the business has utilized the cash in the above 3 scenarios and there is excess cash available, the Board will consider whether to return some of it back to its shareholders. Moving to Slide 15. With our performance today, we are reiterating our 2025 guidance. We continue to deliver strong results despite the headwinds we see impacting the European CRT industry. This gives us confidence in delivering low teens revenue growth in the near term with adjusted EBITDA margins remaining stable. The business is now focused on cash EBITDA and expect this to be between EUR 90 million and EUR 100 million in FY 2025. As already mentioned, capitalized R&D is to remain capped at EUR 50 million and OBU and infrastructure around the same as this year. And we expect our net leverage to fall to 2x after the proposed dividend payment of EUR 25 million. With that, I'd like to hand over to Martin for a more in-depth view of our strategic highlights.

Thank you, Oskar. My opening slide was about our key strategic priorities and the progress we have made this year. This slide is a representation of why these metrics are so important to us. And then you add the end-to-end digital platform, which we started to roll out last year, will only enable us to accelerate both the number of trucks on the vertical axis and the number of products per truck on the horizontal axis. Our focus on customer acquisitions to date has been about door-to-door sales and integrating our sales teams post acquisitions to ensure we maintain sales momentum across all products as well as to drive cross-sell. I will come back to this on the next slide. But going forward, with a digital platform, our focus is about both digital marketing and indirect channels, which is a new channel for us. The indirect channel will be established with our 3 OEM partners who have strong brands across Europe and will open many doors for us, not just in our current markets, but also in markets in Europe where we are underpenetrated, such as Western Europe. Focusing on these additional sales channels will significantly reduce our acquisition costs. Having a fully integrated platform will also accelerate our ability to cross-sell. Today, it's the responsibility of sales teams to revisit customers or sell multiple products at the point of sale. Increasing the number of products will ordinarily increase the average revenue per truck, but it has also a material impact on customers' retention rates. Once a customer is taking 4 or more products, we can have customer for a lifetime. Staying on the subject of cross-sell, I wanted to share with you some cohorts, which proves our track record in this area. At the Capital Markets Day 2 years ago, we've shown you the top graphs on the slide and our ability in our most developed markets, Czech and Slovakia, that we are able not only to continue to grow our customer base, but also our ability to sell more products. Our 30 years reputation has built a strong client portfolio, and we've tested different methods of cross-selling our products to customers. We are now able to take this template and replicate it in our other markets with strong boost from the platform. And as you can see on the top right-hand graph, we still have significant opportunities to cross-sell more of our products. The bottom graph is a result of cross-selling in Poland post our acquisition of Inelo. Our priorities in 2023 was about establishing a cross-functional cross-brand commercial teams. As we acquired Inelo, they were also trying to digest some recent acquisitions such as CVS or fireTMS, and we had also recently acquired WebEye, who also has a presence in Poland. We were able to unify the sales teams across the region, have them training on all of our products and then utilizing their relationship to cross-sell more products. The result is additional revenue generated seen on the bottom graph because of these cross-sell initiatives. For those who are not familiar with our new platform, Eurowag Office, let me take a minute to remind you of what it is and what we are trying to achieve. The basis of our platform is to digitize all the mission-critical products our customers use today to run their operations and ensure they are integrated into one application. Most of these products today are being supported by different businesses and are not connected. As you can imagine, this makes everyone's life difficult and operations inefficient. On the left-hand side of the page, you can see all products and services we can offer our customers today, but through different user portals and logins. Migrating them into one platform allows our customers and its key personas, who you can see on the right-hand side, the driver dispatch and our owner to have one sign in for all their operations need, each having different needs. For example, the driver needs reliable navigation for the trip. He needs to find parking at the required time when it's mandatory to stop and rest. He needs a means of payments for fuel tolls and roadside services. The dispatches needs all of the required systems to help find a profitable load, coordinate instantly the driver on their journeys in the most efficient way and easily manage administrative task at the end of the journey. We've taken each user journey and gradually designing it in the platform to create a seamless experience from order to cash. The platform will step by step, but fundamentally, transform the way how our customers operate and will enable them to be more efficient, streamline their operations, grow revenues, improve their cash flow and accelerate their journey to a low-carbon greener future. Briefly looking at our long-term road map. Last year, we started the rollout of the platform. we have migrated and improved our navigation product, which is the backbone of the platform. Real-time navigation will enable better and more accurate decision-making whilst planning a load or whilst the truck is in transit. We have also migrated our Eurowag fleet management services product along with some customers. 2025 is about the migration of our energy and toll products and customers, the launch of our indirect channel and testing of our subscription model. I will go into more detail on the next slide. Next year, we will be -- we will integrate the back-office services such as tax, work time management and enhanced AI tools available to customers and we'll have the ability to accelerate cross-sell through the platform. The phase rollout has different stages. First, you need to migrate the product user experience. Before you can migrate the customer, you need to integrate their data from their hardware. Our ambition is to complete migration of around 30% of our customers onto the platform this year. And by the end of next year, we'll have around 80%. Once the product has been migrated to the platform, we can also start to digitally onboard new customers straight to the platform. Looking at our focus for 2025. As I just mentioned, migrating both energy and toll products onto the platform is a priority for this year. Alongside this migration, we'll be launching our e-wallet service. This will allow our customers to have all their transaction documents in one place. It allows them to pay their bills through the wallet and as well as ability to see their credit balance. The other area of focus is our indirect channel. We have been working with our 3 OEM partners on the integration of our platform within their infotainment, starting with our navigation product. Part of ongoing discussion with our partners is to find effective ways how to sign up new truck owners for Eurowag Plate, Eurowag office services, be it through their dealership or resellers. I think a digital onboarding process will enable us to accelerate the acquisition of trucks through this channel. Finally, last year, we were looking across all our hardware procurement and understanding where we can consolidate. Currently, our EVA onboard unit for Toll includes Eurowag Telematics and payments functionality. We are looking to create one standard Eurowag hardware in Inelo, thereby and CVS customers can use going forward. So far, we have already integrated WebEye data into Eurowag hardware with CVS and Inelo to be completed this year. I wanted to show you 2 use cases, which might help you to understand the customer benefits from using the platform. The first is through the eyes of the dispatcher or owner. The slide shows you different steps on the track journey, each requiring input from the dispatcher of 30+ administrative task for every journey. Having our energy network connected to the navigation allows dispatcher to find the most effective efficient route with the best fuel prices to see traffic, border crossing times, restrictions for heavy vehicles, which other navigations do not have and gives them the best route with the most accurate delivery times. Connected monitoring the driver's behavior and work time allows to adjust routing as well as submitting work time reports to local authorities. Finally, having all their products and data in one system allows the use of AI to help drive efficiencies, such as highly precise estimate of overall route cost. All these benefits leads to significant cost savings for the owner. The margin in industry is between 2% to 5%. These scores, therefore, are significant and noticeable for their business. The next use case is for driver. As I already mentioned, our 3 OEM partners are already producing our navigation product within every new truck. This gives the driver the best possible route using their weight and height restrictions. Truckers are also able to input breakdowns and other hazards, which might be affecting their route, which will notify other truckers in the area. This product on the slide is the next version of application, which the truck -- within the truck, which is about having the ability to fuel at the station without a physical card. The driver through the dashboard chooses what fuel they want to top up with. The card limit is already set and the pump automatically unlocks itself. Once the transaction is completed, the invoice is generated within the platform and available to the customer, so no paper trail is required. The benefit to the driver is they do not have to worry about physical card and the risk of fraud due to matching vehicle and transaction location or keeping receipts from the transactions. They have less administrative task as the navigation will calculate the best possible route with the best price and allows the rest time where parking is available. Vehicle routing is key determining factor for cost efficiency. Therefore, over the time, we will be connecting other data sets and functions such as reservation of electric chargers. So as you can see, benefits are endless for driver, dispatcher and owner. Talking about alternative fuels leads me nicely on to our sustainability achievements this year. At the core of what we are trying to achieve is about helping the industry to become clean, fair and efficient. During the year, we have been able to reduce our own emissions by 16%. And approximately 10% of our energy network are available low carbon fuels, which drives increase of the number of trucks using those alternatives. We have also proudly announced being the first European CRT-focused e-mobility service provider. We have also invested in the well-being of our customers and drivers, ensuring there are ways to help them on the road. Looking inwards, Eurowag is all about diversity and inclusion. We are committed to reach 40% of our leadership team being women. So to conclude, another strong year with much progress made across the organization. We started the phase rollout of the platform with a clear road map outlined for the next stages. We are starting to see results from the integration of our acquired businesses. And with the outperformance in cash generation, we've been able to deleverage back within our guided range to 2.3x. Looking to this year, our priorities include migration of Payment Solutions, Energy and Toll into the platform and digital end-to-end onboarding. Around 30% of our customers migrated and this improved cross-sell momentum. The indirect channel launch, a new subscription pricing tested before introducing it to the platform, further cost synergies realized from the integration of acquisitions and streamlining our operations, which, as a result, will further strengthen our cash generation. With this, I would like to open the session to Q&A. Thank you.

[Operator Instructions] The first question is from Gautam Pillai from Peel Hunt.

So my first question is on Eurowag Office. Can you give a sense of how many customers are currently live on the platform? And have you seen examples of Eurowag Office customers adding more products to their portfolio? Or is it still early days to see that? Second question, just kind of coming back on the OEM partnerships with European truck manufacturers. Is there anything -- any further update you can provide on that, on the development with the manufacturers? And also, when do you anticipate customers to start joining the Eurowag platform via the OEM channel? And last question, perhaps for Oskar, really impressive cash flow generation in 2024. Can you comment on if you have made any structural changes to your collections or payment schedules? And is this working capital improvement sustainable in the future?

Thank you, Gautam. I will take first 2 questions. When it comes to a number of customers, the number -- last year number which we reported was already in October when we're launching the platform in Hanover when we were speaking about 4% of the customers. Our ambition for this year is to achieve around 30% of the customers. So we will -- we do not have now actual numbers, but how I -- I think what is important to share is how the things work. On one of the slides, I was depicting that the first -- and you can think about a platform like a house, the first, you need to migrate the products. Then only like a furniture into the house. Then whenever you have a house, you have a furniture, you can move people to live there, our customers. So since our launch, where we were launching the platform, this transport management and fleet management solution, we are looking now at the second quarter when we'll be launching the biggest product in terms of number of transactions, which is energy, energy payments, which will be followed in Q3 by toll product. So -- and only then we can take the cohorts of the customers which are using these products or mixture of the product which are already migrated and then start to migrate. So Gautam, you will see the huge inflow of the customers, especially in the second half of the year. And therefore, I will answer as well your second question. It's really too early to judge. We would see more accelerated cross-sell with this next cohort of the customers, especially in the second half of the year. When it comes to OEMs, the most advanced cooperation we have is IVECO. That's a matter of history, we started as well communication with IVECO the first. And we are testing and now training their dealers in Italy and Spain. And we are testing how to optimize the workflow between their dealership and customer while using newly developed digital channel. So that's what is happening now with OEMs. Similar discussions are ongoing with other 2, with Volvo and Mercedes, but it is too early to comment. We do not have yet concrete plan when it comes to distribution channels. This is just now under development. Anyway, we remain very excited -- and I do hope that this year, we will see already this channel functional. is one of those -- one of those truck manufacturers, very likely this IVECO.

And Gautam, on your question on cash generation, yes, we are very pleased with where we ended up the year. And in terms of structural change, what we've done is we've obviously had a very clear focus on cash generation. We've set up a liquidity committee as an example, which looks at all manners of improving working capital, whether it's terms for suppliers, customers, it's electrical digital onboarding, it's digital credit limits, it's reverse factoring. It's across the board. So everything is on the table for us. And we're only now beginning to see the fruits of that hard work. Going forward, the question is, is it sustainable? We've always said that our ambition is to remain working capital neutral as we continue to grow the revenue, the top line, and we try and balance our supply with our receivables. And that is our overall ambition is to make sure that we don't end up in a negative cash flow movement.

The next question is from Alex Short at Berenberg.

Give some color if you don't mind. But I just want to appreciate you've commented on the macro, particularly the improving mileage in Poland, which is great news given it's your largest market. Could you please provide some commentary on what's going in your other key markets in Eastern Europe as well as Portugal?

Yes. Alex, thank you. We were specifically mentioning Poland because this is the biggest transport market in Europe, which is very much representative. So we see similar evolution. However, I would like to cool down let's say, optimism because this is a few months of the year. And of course, we -- all of us are concerned with evolving trade wars or at least rhetorics around that. So we need to remain cautious with the optimism. But of course, we are pleased to see that this trend already started in November and December and continued throughout first quarter that simply mileage in Poland has increased compared to the comparable period of 2024 and '23. So that's indeed enhancing, but I would say it's too early to make a long-term judgment. That's why we remain rather cautious with the outlook.

Okay. Great. And just one follow-up for Oskar, please. On the capital allocation side, can you just run me through the thinking behind how much debt you paid down versus the special dividend?

Yes, it's a good question. So if you looked at the opening debt we had in the beginning of the year 2023, it was about EUR 320 million. We ended up with EUR 275 million. And within that movement, we also had a deferred compensation consideration, as I mentioned in the presentation of EUR 37 million. So you can see despite some significant outflows, not only the CapEx that we've talked about, but also consideration -- that deferred consideration of EUR 37 million. Despite that, we reduced the debt by almost EUR 35 million, EUR 40 million. And that is what was really pleasing. And then you take the increased EBITDA, you get the reduction in the leverage from almost 3 to 2.3x.

[Operator Instructions] The next question is from Hannes Leitner at Jefferies.

I have also a couple of questions. Maybe you can just like focus on 2025 outlook, growth outlook and how you believe the building blocks come together between the 2 segments. Mobility has been very, very flattish in terms of absolute euro amount. You talked throughout the year from tough comparatives with OEM. Maybe you can double-click there. And then maybe also give us a little bit of a feel within the components like toll roads had an amazing year. It's also facing tougher comps. Then maybe just like 2 smaller items. On the cash management side, you called out reverse factoring and higher interest costs. I think here is a little bit of a trade-off. You preferred the cash coming in. How much headroom is there? And how much of that will it cost going forward to finance that? And then the last thing, just in terms of the new cash EBITDA metrics. Maybe you can just like soft guide us where do you see R&D capitalization develop over the next years? And the other moving factor is the share-based compensation. Was there any change in policy? Or should this remain at the EUR 1 million, EUR 2 million range? Sorry for the couple of questions.

Thank you, Hannes. I will touch the principles of the growth drivers for '25, and I will ask Oskar to complement eventually with some more numbers. When you look on a mobility space in, let's say, short and near term, typically, mobility products are growing slower. The industry is growing 6%, 7%. So this is quite natural. When we have this investment thesis about acquisition of WebEye, Inelo, et cetera, we knew that, and we didn't expect it that this will be very much different. But our investment case was built around cross-sell because if you think about typical customer of fleet management companies, they have -- they are, on one hand, very loyal. So there is very low churn because the software is deeply embedded in their operations. But on the other hand, we are charging on average EUR 15, EUR 20 per month per vehicle per truck. However, if you look on the old cohorts of Eurowag, these all cross-sold activities, you see that they are cohorts or the cohorts are having EUR 150. So our investment case was to acquire these companies, migrate them into the platform and accelerate cross-sell and achieve these high revenues per truck as soon as possible. It's already happening even without platform. So that's what we've illustrated in some of the slides, as you've seen very successfully. And our expectation from the platform that this ability to cross-sell will further accelerate because simply, we will not offer only customer 1 organization, which is selling it, but real value by connecting these 2 products. Internally, we call it 1 plus 1 equals 3 means that if you connect the data, simpler user experience, data flowing, decision-making is happening without human, improving the efficiencies and of course, bringing cost savings. So that's just to explain what you can expect from Mobility Solutions going forward. However, there is one important thing, and this is subscription. We were already talking for quite some time that our objective is to increase from current 27% last year it was 26% of subscription revenues to get it into 60%. And that's our ambition. And simply, it's by bringing all the pricing together into one simple charge per truck. So this is another layer of simplification, which customers will appreciate why we will be bundling all the services into one and which will bring transparency, simplicity and again, economic benefits for the customer because overall, he will pay less for all these products which he will avail under the subscription. And for us, again, it's a stimulus for customers to take more products, which is extending lifetime value of the customer. So in long term, Hannes, I would stop or I would start to downplay the proportion of mobility and payments because as I said, everything will be converging and that's what we announced for this year, that will be market testing it. This rollout next year and scaling next year, the subscription model we already run pilots even in the last year. And therefore, the things will be melting in one revenue stream per truck, which will be then complemented by interest and FX, which will be charged separately. Nowadays, it's part of the product price, part of the toll price of fuel. But in the future, it will be separately, which is allowed now by e-wallet, which we already launched. So this is how I would think, Hannes, going forward really and that's why we introduced now these new metrics, number of trucks and number of products, which shall override this past perspective mobility, mobility and payments. If this makes sense. Then when it comes to OEMs, really this year is about implementing, about setting up everything to be functional. So we do expect scaling only really next year. It's a massive job on our side on the truck manufacturer side in order to ensure that really dealers have least possible effort, but at the same time, delivering the biggest conversion from this premium, which is sitting in a truck, which is installed into paid customers. So really this year about setting it up everything, delivering the trainings, agreeing around revenue share, et cetera. And that's what we are doing gradually with all 3 OEMs. So that's why in terms of like impact on P&L this year, it's rather small. We do expect rather scaling and larger impact next year. And when it comes to toll, your last question or last point regarding the growth drivers, yes, it was very strong. Tax is a -- toll is a tax, and there is the saying about taxes. So we were always very keen to play important role in it. And we are very pleased to see the further evolution of the market. So because market is consolidating. We've seen already one each provider being sold. We hear about other activities in this sense about divestments. So we are very pleased to see that Eurowag made the right bets. And in fact, you will -- going forward, you will see a number of drivers in tolls. At first, additional countries will be introducing kilometer-based tolls. Secondly, CO2 charges as part of the decarbonization, as part of the Green Industrial deal and the green deal as such. There will be increasing unit rates. And as well, Eurowag is switching from national tolls, its customer base to EETS. Example will be Switzerland, just around the corner in 2 months' time, we'll be switching all our customer portfolio from old national scheme into EETS scheme, which is having different technology, different contractual framework and higher remuneration. So these are the 3 levers in tolling. And last but not least, what I would mention, tolling is a great platform for us, again, to cross-sell. So customer needs that. This is, again, a mission-critical service. So we are more than happy to leverage the toll customers and cross-sell them, energy or software services.

And good question on the cash management. I just wanted to clarify a few things when you referred to the reverse factoring. So what tools do I have at my disposal to manage working capital? Clearly, you start with the basics, the terms of the suppliers and the customers. When you go into a new territory or remember, we're having to supply our own sites to fuel and our bunkering sites. So we're managing fuel across a very large region. But of course, we sometimes have to use new suppliers. They would typically ask either cash in advance or a guarantee of some kind. So you start off with the basics. How do I get the terms up so that they are at least matching the receivable terms I have from my customers. Where we can, we try to reverse factor as we've done in Spain, so supply financing essentially. And that, of course, helps in terms of the cash flow. But what tools do I have in my toolbox are apart from the basics of the terms, I use a guarantee. So when the customer says -- supplier says, can you please provide me cash in advance, I'll say no. They'll say, what can you give me in terms of security? I'll say, okay, how about a guarantee. However, that costs money, about 1%. So then we say, okay, what about a parent guarantee that and on a group level rather than on a country-specific level. And then you're dealing with insurance companies that rate Eurowag in terms of supply. And you into that stage of trying to get the best rating for Eurowag as a whole. And then you get into, okay, now factoring our receivables is, again, a very important factor. So where we know, for example, on VA -- on tax refund, where it's a good quality receivable. However, we're uncertain of, for example, the Kingdom of Spain, when will they return the funds, we will factor those receivables off our balance sheet. So where we typically finance our customers on our balance sheet when it comes to dealing with the receivables of our customers, we can also help factor those. And of course, we charge a fee for that. So it's quite a wholesome thing. And back to your question of favoring reducing the debt whether versus -- and hence, trying to reduce the interest cost. Interest costs, if you look -- break it down, the interest cost consists of the interest on our loans, our factoring, which has actually gone up year-on-year and of course, the cost of guarantees. So those 3 components make up our interest bucket. And of course, they were higher than last year. Essentially, we had 2.5 more months of debt versus 2023 on the Inelo debt essentially that we took out on acquisition and hence, the increase year-on-year. We believe that the capital allocation is appropriate for the company now. So if you look at what's our first goal is to ensure we invest appropriately in the OpEx and CapEx of the business. The second priority for us remains deleveraging. How can we get this down. We then look at M&A opportunities. What is it can we do? And I mentioned that in the presentation in terms of bolt-on acquisitions, enhancing services, products, et cetera. And then finally, if there's cash available, we would look to share it with our shareholders if that's appropriate. But we believe at the moment that our capital allocation is appropriate for the business. In terms of the cash EBITDA, I guided EUR 90 million to EUR 100 million. Why a range? Some of it is the uncertainty, but also capitalized -- we said capitalized R&D is capped at EUR 50 million. It doesn't mean we'll spend it all. But the reason we started with EUR 50 million, as I've mentioned at some stages before is we have a -- not a finance, we have a resource that's in our CTO and CPO organization. We can't just go out and hire another 300 tech people. So we have almost a finance resource that is fairly flexible on the size, but that is what we want them to focus on certain priorities during the year. And Martin has mentioned the road map at a high level and what we expect to deliver in the next 3 years. And that is essentially how we look at the capitalized R&D going forward. I'm not sure if that's answered your question, Hannes.

No. I mean maybe just like to quantify that, you think that will decline over time? Or how long do you still have for the platform and for the product elevated investments in it, which clearly you put on the balance sheet. So just like in terms of timing?

So in terms of -- we're not giving specific amounts per year. We know that we have work to do to get the platform fully operational, as Martin has mentioned, you've heard to get even our customers up to the 3 years in terms of getting up to around 80% of the customers migrated, it's going to take some effort. We also know that there are other products out there factoring as an example. So factoring of our customers' receivables is a key objective of ours in addition to the OEM investment that Martin has alluded to. So we know there's going to be always new development going forward. So we do not want to, at this stage, just as I've announced the cap, start talking about reducing the cap. So we are just -- we feel that having that limit, while the revenues continue to grow at double digits means that the percentage of overall spend will come down. And that is what we want to do is to ensure that there's a limit to how much we're going to spend whilst continuing to deliver double-digit growth. So we know that this is a continuous journey. Our R&D will never just stop. We always want to provide new product services to our customers as we develop, as the markets develop, as our customers develop. So hopefully, that is more clear now.

And the final question is from Bram Burring at Wood.

I have a question regarding some of the new KPIs, specifically if you are providing any guidance for them for 2025. Specifically, I'd be interested in number of active trucks and the average products per trucks. Do you have targets you can provide for those, please?

We're not giving specific targets for each of those because what -- at this stage, Bram, so what we're doing is we stuck to the overall guidance in terms of revenue growth being double digit, margins staying similar to 2024 and leverage coming down to around 2x as a whole. Behind that, of course, as Martin alluded, our model has changed to active number of trucks, number of products. When we were at the Capital Markets Day, we talked about our long-term ambition of, as Martin mentioned, subscription revenues going to 60%, products going to roughly 6x -- 6 products per active truck. So that is -- and our North Star being 1 million connected trucks. So that's our long-term ambition. How we get there in the near term is more difficult to predict. But of course, we have our own ambitions. When you break down the revenues by energy, by toll, by tax refund, by FMS, TMS, et cetera, we have specific targets that we want to drive, but that's an internal budgeting process. We are not giving guidance at this stage on the KPIs. They're brand new. We've launched them only now today. But as we get more comfortable with the data that we're collecting on a daily basis, of course, and the accuracy of forecast, as you can imagine, can be challenging only until we get to a stage where we're more comfortable that when we start perhaps guiding to some of these KPIs.

And Bram, if I may add, it's very much connected to what we were discussing. This year is really transition from this single product -- number of single product sales into integrated experience through the platform. And we are truly pioneering. There is no precedence in our industry. Nobody was selling digitally. Nobody was selling more products, nobody had e-shop, nobody has connected the data. So although we run in the past, of course, market has customer groups, we had a lot of examples of like isolated integrations of 2 products. So this fueled our passion and confidence in the concept. But at this scale, it's totally new. So that's why we are saying that this year, we need to really get a house full of furniture, get into the house a decent number of customers, and we are targeting, as said, approximately 30% of customers and then tune and experience what effects it has on accelerated cross-sell, but as well on a number of trucks. So through the new channel, digital and OEM. So this is something what we'll be experiencing now. Indeed, we -- our -- the minimum target is to deliver growth and cross-sell, which we are delivering so far in this manual mode. But of course, all the investments and all what we did the last few years was in order to accelerate. But how much it will accelerate, I believe we will be better positioned at the -- on the basis of numbers 2025, which then shall be really scaled and seen in full force in '26. So please bear with us. This is really an interesting year for us and the numbers -- exact numbers and forecast eventually to be produced only based on this experience.

Understood. Just a very short follow-up. You mentioned that you're migrating energy payments and toll payments in 2Q and 3Q, respectively. Are there any other big business lines that will get migrated in 2025?

One thing which I would mention specifically is E-wallet. E-wallet, it's -- it's like a small banking system or banking system is in the new platform where customer has own accounts with with all the features, gradually having more and more functions to really be that customers effectively could abandon their traditional banking provider. So this is something what will be gradually developed because, of course, it's a complex system, and we'll be deploying more and more functions, be it ethics be it separate charge for interest, et cetera. So this is one like a large, large thing, which then enables, Oskar already mentioned, the receivables financing. So receivables financing in the past , which didn't work out, but we are looking at it very intensively because our customers, and again, last 2 years confirm huge demand for this service. They are seeking a stable source of financing and E-wallet is exactly the place where the new receivables factoring solution, digital one will be connected. And then again, creating seamless experience when customer load the new job order immediately, we can prescore his customer, wherever customer delivered the goods without waiting for the proof of delivery because we have a data that the goods was delivered through the fleet management solution. We can issue the invoice, immediately factor it, credit it to e-wallet account and customer can immediately view. So something what was so far, again, fragmented number of steps taking 2 weeks, we can do on 1 click. So these are the benefits which we are seeing. And this is the E-wallet will be enabler. Other products, we were commenting on our release will come the rest of the products, mostly back office services like tax refund or work management, which we acquired as part of Inelo and further products will be deployed in 2026.

There are no further questions. I will now hand back to management for closing remarks.

So thank you very much for your questions and for being with us on this journey. I see -- I hope that you see that we are now in exciting times when we are starting to harvest the efforts and this heavy investment period last few years. We are having great confidence stepping into 2025, having slight positivism based on the numbers. Our teams are well running, confident in terms of deliveries of these migrations of products and consequently customers. So I do hope that you will see further positive news from our side throughout the year. Thank you very much.