Yes. Welcome back, and welcome to Decide Act and the company CEO and co-founder, Flemming Videriksen. We are looking forward to hear more about the strategy execution management and how your software platform helps companies solve problems in, with the strategy. Please go ahead, Flemming. Yeah. Thank you very much, and thank you for the invitation today. I think I will go through briefly three things during or maybe four during this short presentation. First, just a few key points of where we are, a little bit our history, and then something about what we are really doing and a little bit insight to the platform, and then the technology in itself. Then of course, where are we heading? First of all, our key point of navigation when we look ahead is that, of course, we are aiming to reach DKK 100 million ARR, not this year, but in the future. We base that, of course, that we had a very good start in 2021 after our IPO at the end of 2020. The fact is that like with us and strategy is that nothing happens until something moves, and that was Einstein who I'm quoting for that. Of course, part of that is of course that when we address new organizations, then the space we go into is basically saying, "How can we help you move things and succeed with your execution of strategy?" Some key points just from after the IPO. Some might have heard this before, but I thought it was relevant to explain this once again. We had a pretty good IPO with oversubscription of 600%. We ended the first year on the market with an ARR of DKK 8.75 million and that equals 2.5 growth or 145%. During that year, we also had the first success to implement blockchain and also get customers in the four markets we were active in, Iceland, Denmark, France, and Canada. We established our customer success part, and we were also lucky to get out of 2021 with no churn. We do not anticipate no churn this year. In our budget, we always calculate also last year, by the way, with 10%. The more we are growing and moving, of course, we can expect that we will have churn. We launched a new way of introducing our product, which we call the Fast Track for Strategy Execution. As we're in a new space, it kind of helps organizations to get onboarded faster and get success with the execution of strategy. We've done a lot of amendments and updates and developments on the platform. Of course, we have launched a new part where we actually can deliver ESG module, and that means we can put in full ESG strategies. We can link to UN sustainability goals or UN seventeen global goals and stuff like that. Like any other part of the platform, we are agnostic to that. Our pipeline is still growing. If I should tell a little bit about who are we and what are we. Our vision is to modernize leadership through technology. The whole mission, what are we doing, is of course transform strategy into action, other corporate strategies or strat plans at a lower level in the organization. Our value proposition is to engage the entire organization in achieving the strategic goals, whether it's public or private, and we are still aiming to become a dominant player in the market. We still have quite a far way to go there, but it's good to have a bold ambition. What is it we are providing? Because many are asking, also investors very often, "What is it you're doing?" We are delivering a digital infrastructure for executing a strategy so that you can compare that with on finance, you have your ERP systems, but on strategy, you have nothing. Basically, we deliver an infrastructure which can help both documentation, implementation, monitoring of strategic initiatives, bigger plans and priorities, and of course support growth objectives and others. When you work with an infrastructure, it kind of requires three different things to succeed on strategy execution. One is, of course, the infrastructure itself, the software, our cloud solution. The other part would be leadership and culture. The third part would be to set up a pretty rigid strategic governance like you have on your finances, routines, and stuff like that. Having infrastructure means that you're no longer dependent on single persons. You can scrap your spreadsheets or PowerPoints, wherever you're doing a strategy, which cannot follow up anyway automatically. As you know or some of you will know we're also working with machine learning, turning into AI later. Of course we want to become a GPS for executing a strategy. Already now, notifications and other stuff can help to get things done and also highlight where are there roadblocks and others you need to avoid or you are falling off track here. That means a platform like this also enables early adjustments on strategy execution. A little bit more about how the solution works. It is a cloud solution. We have a lot of intuitive dashboards. We have a mobile app where it's easy to do updates and follow it. One of our differentiators also in the market can of course also sometimes be a complication, is that we are agnostic to strategic frameworks. We don't force any company to work after a certain methodology. We basically adapt to the way the company likes to work, help them to set up the logic of their strategy and put it into the platform. They get a strategic hierarchy, and they will also have pre-defined together what can you connect and what can you not connect. That is especially an issue for big organizations because when they wanna streamline, they don't wanna change the way they do it just because they're getting a system. Works on multiple platforms, of course, as I mentioned before, and it's pretty easy to get started. We have very good customer success, and we always help them to get well started. In addition to that, we actually also sell expertise service if they need more knowledge to be successful in this space. I mean, it's a SaaS solution, so it's easy to work with. Of course, it can be deployed on-premise or the data can be hosted by the client itself if they want to. We basically offer the same overview of your strategy as we do overview of your finances. It can be accessed everywhere, no matter where you are in the world, as long as you have an internet connection. Very important part, it helps management to follow up on strategic decisions, and it also ensures actually that these strategic decisions and actions are carried out according to plan because of the notification, where we will have different reminders. We can actually also implement workflows. If executive have a meeting a certain day, then three days before you probably will be notified you have to update and stuff like that. If not, be counted as you haven't done anything. It's pretty easy to implement. As I mentioned probably many times before that Apple also rated our mobile app 4+, so almost all executives can use it. Basically DecideAct is a technical solution to a recurring problem. We serve customers across different geographies and industries. Anything from the National Church of Iceland or car industry in Canada or nanotech in France or biotech in Denmark and fintech in Denmark among those also, Denmark's fastest growing in that space. Basically, we are adaptable to all industries. There are, of course, some areas which could be of interest for us to focus more into. Selling a solution like this in an emerging market, of course, also requires that we teach the market and figure out who has the biggest needs, where are the business issues we can address in our way of selling and stuff like that. A little more maybe key metrics as before we continue. As mentioned before, an ARR last year of DKK 8.74. Growth in average contract amount was 6%, no churn. Contribution from new customers was 57% of our growth, and from existing customers upsell, you can say, is 43%. A pretty high growth in number of customers. I think we have two, what do you say, two channels to play on at minimum when we are selling. Of course, when we have to grow, we have existing customers. It's easier very often to upsell to a customer. When we become successful, we can get more widespread into the organization, or we can solve more things for them. Secondly, of course, it's to gain new customers. Mentioned before, that is a hassle in a new space. We have long sales usually take nine months. We are of course working with different things to create urgency in the sales process to make the sales happen faster. One of them is to address critical business issues. Another thing is that we set some urgency in the first dialogue with a potential client. As mentioned, key point on navigation is of course to grow bigger. The reason we have it as a target not for this year, next year, of course, we have said we expect the growth of this year of 80%-150% compared to last year. This more long term makes it easier for us to take the right strategic decisions on what to focus on, so we don't become too short term in our thinking and our actions, but actually aiming for the future. This year have had a lot of focus to strengthen our sales process. That meaning that we go away from field sales and go into more approach of inside sales as many other SaaS companies. We of course are working on online conversion as well, which we launched a new project here of around July 1, beginning of July, where part of our platform or certain frameworks potential clients have the chance to online convert first as trials. If later we will go in dialogue with them and hope we get the sale, or they basically also can deliver a credit card if it's more of accounts, and churn there and get in that way. Of course, we work a lot with data to be more predictable and data-driven in the way we address sales. No sales succeeds really without two very important things in our case, or three actually. We need four things to succeed with a client. We need the sales, of course. We need our customer success or project management, which is both included in that, which also takes care of the whole onboarding of the client. In many cases, we will need expertise with what we call expertise service to succeed with a client. That means that when you sit with an executive, then they would like to speak to someone who has experience in the field and feel comfortable that we actually can help them on how the platform and infrastructure and their way of leadership could maybe transform. Because what we really can help them is to transform into a much more executable culture in the company, but of course it also sets new demands to themselves and the leadership, and that might require knowledge and all that. The fourth thing that also is required is, of course, tech. We just recently announced this morning a big agreement in Canada with CAA, Canadian Automobile Association, which also owns travel agencies, insurance companies, and stuff like that. I think that single case have been a major achievement for us, especially because we have been scrutinized on security, on our whole tech stack and everything, as also part of their business is regulated. We passed through very nicely. We've also done that with another bigger one, which we not can tell publicly, but also from Canada, but also in car industry, we signed with recently. The other part which we are in a world right now where things are changing and a certain gentleman or not gentleman, but Mr. Putin have made a little bit disturbance in the environment and the running cost is going up for everyone due to inflation. That means, of course, we are looking into because we have now figured out how we can make our standard solution be more scalable and sell faster, then of course we need to optimize operations around that. So we are in good shape to deal with the future. This, actually, on a sales point of view, I think also that the inflation stuff is a major opportunity for us as when, and this more on the sales side, but when, let's say equity funds, private equity funds invest, then the investment cost is just going up by year with rate of 7% now. That means agility, speed and things has to be much more important, and that is one of the sectors we're looking into to help more. Other companies who really want to be ahead of competition, then a solution like DecideAct can help and also make sure that you have less cost standing still, if you put it like that. Of course, we constantly work on developing the product in all sorts of things, and right now we have a lot of focus on new modules for KPIs and also how we can integrate a lot of different systems to be more efficient in that process. We are very easy to integrate, by the way. Finally, due to also a change in our sales approach, we also this year have revamped our whole marketing to become much more data-driven than before. Less brand focused, but much more on the different targets we wanna get into. I think that basically should be all for me. Just mentioning in short, the focus for this year is to grow in depth in known territories. Where we already have experience and references, either in industries or geographies, we are focusing. We think we have identified Canada as a sweet spot for our future growth. Everything we do, since the beginning is in English and it's natural for us to, of course, branch more into English-speaking markets. That's also where the big opportunities are. It's much more convenient for us to start in the Canadian market to get into Americas than going to U.S. or something like that. You can of course ask, why is Canada so interesting? Because we have started there, we've got reference there, we've got customers there. That's one reason, not U.S., and the same reason that it's not U.K. That happened over time and now it has become a strategic priority. Another one we focus a lot on is actually the public sector in Denmark. We can do a lot for public sector, of course, in any country. But we want to have a foothold there also in Denmark. We have it in Iceland both on national level and municipalities. Also, ESG agenda is relevant here. As mentioned before, we will target private equity this year. We are working on how can we configure our platform, not code it, configure it so we can address specific business issues in industries to have a more specific dialogue on what we can do. We are still cautious about partner strategy because it, we have not found the right way to do that yet, so we are still testing on that. Of course in general focus is sell. I think, Kasper, that should be all for me as introduction. Perfect. Thank you. Thank you, Flemming. I will go to the Q&A then. We have got some questions. I know you are of course welcome to ask more. Let's start with this one. You mentioned this before Flemming, and there are talks about companies scaling back also on software investment. How do your strategy tools rate on a scale from a nice to have to a need to have? Do you see some companies use it to cost-cutting strategies? You mentioned also this, but can you elaborate on it. This might be a kind of solution to fix some problems that there are right now. Yeah. I think it's very efficient tool to do what I would call recovery management, which we also wrote a guide about, by the way, when in the beginning of COVID. Actually yesterday I had a meeting with a French lady sitting in a lot of different boards. She pointed out where we are right now. You are probably in a very good space for all the companies who will have to go into some kind of restructuring and all that. To be a tool to do that very efficient, stuff like that. We believe that ourselves as well. Yes, use it for cost cutting. I would say it's not a cost cutting tool. It's a tool to optimize how you can succeed with your plans. You know that three out of four strategies fail or do not fully get implemented. If you just imagine if you invest DKK 10 million or DKK 100 million, then you know that 75% of them are under risk. If you can manage the execution much better, of course there's a bigger likelihood of you succeeding. If you're coming out of crisis or have to reorganize or cost cut, it's of course not because you wanna cut cost, it's because you wanna focus on how you can succeed in a more optimal way, and we can support that. Yeah. You are also one of the or among the highest growing companies listed in Denmark, and there's a question here: Are you expected to continue with an aggressive growth strategy, and how do you evaluate your growth investments? I think we are becoming better and better. I'm not sure what the person means with evaluating our growth investments, but if it's the approach we have to grow, then I think we are becoming better and better ourselves to learn from our mistakes and act faster to do changes than we maybe done in the beginning where you say, "Okay, we need to see if this works. Mm. I think we due to both our experience now and also due to the situation in general or what we could expect from the market are faster to adjust on that. We want still to grow in the way we have been growing. I'm not saying we're gonna grow 2.5 times every year. That's a lot, but I would like to. I think we need continuously. We have figured out how we can grow, so I think we continuously need to invest in growing. The next question could be, so when do we go break even? We have not told the market that. Mm. You could imagine when we start maybe to earn more money, which maybe can happen within a year or so, then we will plan to of course reinvest the profit in growth. That's obvious. Yeah. Cool. Talking about investing in growth and maybe also capital need or at least you need a cash position to invest in the growth and also in terms of speaking about the breakeven you said, there's a question out here coming from a small shareholder. If you raise capital as a small shareholder, I expect to be seriously diluted, as it says. Why should I buy or hold your share? That's the question. That's maybe a little hard question, but Flemming, here it is. Yeah, yeah. I think it's a very, very good question. All of them are, by the way. I've not been able to scan all of them while I'm babbling. I think it's a very good question. Why should you hold on to DecideAct? There is no dominant player in this market space yet. It's emerging market. You hold on to this because you believe in that leaders will need to take the executional strategy seriously, and there will be space for us in that market as a dominant player or be in the competition of being that. It's not a market right now where you meet the competitors at the table when you are trying to sell. Your competitors in mainly are spreadsheets and no urgency because they don't have the tool at this time. We are closing up to, I think, to the tipping point of this industry we think will come within the next 12-24 months for real. We already see a much bigger interest now, and there are companies who are searching for tools now. I think there's a big potential in this market. Of course, there are also a big risk because we are a startup and a SaaS. I cannot advise the investor whether how he should deploy his funds, but she. at least I think there's a huge opportunity in this and I mean, I'm also heavily invested in myself. Yeah. Talking about, you know, the ownership structure, can you maybe elaborate more on this? As you said, you are one of the main or largest shareholders, but can you talk about anyone else in the company being a larger shareholder? The larger shareholder, I mean, we are some of the co-founders, which is an Icelandic guy, Bjarni, and then some of our beginning of the core team, we hold our shares in a joint holding, where we have, I think 33% or 35%. Can't remember actually right now. We have a private investor who came in through the market, Jens-Chr. Møller Holding ApS, which have been very supportive and see a big potential in this. He's also in other startups. We have a couple of other bigger investors like our chairman as an example, and also Blávarmi slhf., which is an investment company owned by the Blue Lagoon hf in Iceland. That's some of the major investors in the company. Perfect. Let's dig a bit into the solution and some of the product launches you made. You for example launched the ESG solution last year. Do you see any traction, and maybe can you elaborate on how this fits into the strategic framework for companies? Yeah. Very simple. Yes, we have got some traction. We have traction on it in Iceland where we have launched it first, and now we are working in Denmark to get into both private companies and the public sector. We were working together in Denmark also with a company helping us into the public sector called Influenter, which are very well connected there, and then we have different approaches to that. It seems like those who are very interested in this is actually where there is an opportunity is probably in France. The government here have decided that a lot of companies need to have plans on this and all that, but they have no tools. We are considering, is that an opening for us or is it a hassle? I forgot the rest of the question, please. Repeat. No, but maybe you can tell us about is it upselling potential for you in the strategic environment or a solution? Sorry. Or is it like you buy the whole stuff from the beginning in the solution when the companies are buying? Okay. ESG is a condition you need to fulfill if you wanna survive in five years as a company. You need to live up to those standards. The condition to exist with an ESG strategy is like you can say which was called CSR in the old days. Mm-hmm. Many organizations were maybe more greenwashing at that time. They had a department, they have something, but now it's demand from customers that you actually are sufficient, you are doing a good effort in this and all that. Like you have a digitalization strategy which should not be on the site, right? It should be part of your corporate strategy, then your ESG strategy of course, and your priorities they're influencing your business priorities and should be part of your core strategy. You might have separate them in a specific strategy, but then we can link to it so you can see what is connecting to what and how does it contribute. It give you a full picture. I could add to that has nothing to do with ESG, but what Decide Act does is that we help to drive the whole organization, a complete organization, the entire organization, the direction it wants to go. It's not like governing single projects where many also consultancies are failing today. That is because they are focusing on when they take a big strategy, then focus on transformation projects or only your projects. It is about moving the whole direction, the whole organization in the right direction. That's why it interconnects and can easily be connected with, you know, SASB framework if you want that. Mm-hmm. For ESG. The GRI framework, the World Economic Forum, any custom one linked to the 17 UN goals and so forth. Perfect. Great, Flemming. Thank you very much. It was very interesting and thank you for the presentation and answering all the questions.