Good afternoon and welcome to BIMobject Q1 2021 financial report broadcast. My name is Carl Silbersky, I'm the CEO, and together with me today, I got Alexander Dahlquist, the CFO. All right. Let's go into the report. Next slide, operator. I just wanted to frame the BIMobject business and we are a global marketplace for the construction industry. What we do is that we help manufacturers of building products reach, influence, and understand architects, engineers, and constructors worldwide, a v ery important to outline, we are a completely worldwide company who doesn't have boundaries. That's the scalability. Operator, next slide, please. As you know, BIMobject is today a double-sided marketplace. On one side, you have the brands, many of you know the manufacturers, and they upload their BIMobject on the platform, and we help them create the BIMobject. On the other side, you have the customers. The customers in this place is, s orry, the users, and then t he users in this place is normally architects and engineers, or operators of buildings around the world coming onto our platform to download BIMobject and use them in construction, in digital construction. Well, the question then arises, what is the value we create for our users? If we look at 2020, we had approximately 25 million downloads on the platform. Well, what we do then is that since we are a platform that hosts so millions of BIMobject files, we make it easier for the users to search and minimize the time they spend on searching it. That means taking away billable time for architects and engineers. When we estimate the back of an envelope saying, like let's say an architect and engineers that wants to find an object, it takes approximately 60 minutes on the web to find one. If they go to BIMobject, it takes only seconds. To create an object, you can do that. You can create the generic object. It takes some hours to do that one. Let's play with the numbers and say that if we create the time saving we create, conservatively, you can estimate from $40 an hour, and we approximately save an hour's time of billable time for an architect or engineers. If you multiply that over 25 million downloads, you get to $1 billion in value creation, and I think that's very important to keep in mind. The value creation generated to users at BIMobject in 2020 is easily estimated to $1 billion. That's the market we are, of course, eyeing on one side. Operator, if you go to next slide. Maybe some of you noticed that we have not removed it, but we stopped talking so much about the downloads and the brands on the platform. What we look for is a more holistic view. When we look at BIMobject, we look at it from a flywheel of growth perspective. The number of users is extremely important is they drive the downloads, and t he downloads, in the quarter that we saw, we estimate as customer value, it was 7.3 million downloads. The 7.3 million downloads provides input and data into our 2,100 brands, and we grew approximately 81 brands in the quarter. Well, what we do then from the brands is that we help them to increase their exposure on the platform, and we grew our product pages, that's the brand product pages, 6,000 of them, and from 9 to 93,000 product pages in the quarter. Extremely important, we're thinking about them, is the whole flywheel growth. The more users we grow on the platform, that accumulates more downloads, which in itself gives more value to the brand and increases the brand optimization on the platform by uploading more objects. This is absolutely a platform economy of scale, and it's close to zero cost for additional users and brands. Operator, I want to talk about the year, so if you go to the next slide. I have to say it was the year of a turnaround, and we really have laid down the tracks for growth. For over a year now, both me and the team have worked around the clock to turn BIMobject around, and I really mean that. We really have turned it around. What we have also been able to do is to create sustainable, profitable growth. On a rolling 12-month comparison, we have cut operating costs by SEK 75 million year- to- date, and w e have completely transformed the entire organization. The focus on revenue and new customers started back in 2020 in March, when I took over as the interim head of sales. In January, I promoted David Kullander, who was previously Chief Marketing Officer, to Chief Revenue Officer. David has already recruited a new sales leadership team, all with strong SaaS industry experience, and he's starting to scaling up the sales team in markets where we see a lot of traction today. The sales force effectiveness is visible as we are driving down the customer acquisition costs. We're also seeing a whole new leadership and j ust to name some examples on that one. The new go-to-market leadership consists of a new Chief Revenue Officer, David, as I mentioned, Director of Demand Generation, Sales Director, EMEA, a new Sales Director, North America, and Director of Customer Success. That's just some of the people we've put in place in the last nine months of the year. Also important to say, in the reorg and new management, we had a new Chief Product Officer, and as we also announced today, or yesterday, sorry about that, we have also got a new Chief Financial Officer, as Alexander is outgoing. It has been a year of turnaround, but operator, let's move to the next slide. I think it's important here for me to talk a little bit and separate our commercial development from our reported numbers. There's a couple of things I want to detail here. First of all, we need to address the sharp decline in the revenue, 21% year-over-year, and it's very much caused by the services revenue. COVID-19 muted order inflow during 2020, and we currently have a low backlog, even though sales have now been bouncing back, so j ust remember that services accounts today for less than 15% of the revenue. I think to see us as a true SaaS company, we need to focus on the platform revenue, the recurring business, the ARR. If you look at another thing worth highlighting, is that the loss of licensing impacted platform net sales in the quarter. Well, the platform revenue continued to grow 3% year-over-year, but it declined sequentially, so f rom Q4 to Q1, it went down here 0.6 or SEK 600,000. This is explained especially by the ending of the $1 million annual license repeat revenues from our Japanese joint venture. That was partially offset by a new deal that I spoke to you about approximately a year ago, and that's the Thai deal we created with SCG. Of course, it hits us pretty badly when it comes to the platform net sales. If you think about the loss we have taken, and you think about the growth, and so it's not that bad, and all things matters considered. Focus again, has always been on ARR, and our underlying annual recurring revenue grew 15% over the year. Again, it was flat sequentially. It was down here SEK 200,000 in the quarter. We were able to increase the prices, as we spoke a lot about, to the vast majority of our customers. The situation of delayed renewals in Q4, also we got some downgrades in North America, has impacted us. Also worth highlighting, in the cost-cutting and in order to increase our efficiency as a company, we cut the French sales team that was poorly performing, and that kind, of course, also impacted a little bit of churn in the French market, and we're seeing that in the quarter. We're confident of bouncing back from that one in next coming quarters. That was it for me. Now over to Alexander to talk a little bit about the financials. Operator, next slide, please. Okay. Thank you, Carl. As Carl just mentioned, platform sales, there is some growth year-on-year. It's at 3%, but here it's important to say that there also is a huge currency impact of a total of 8% compared to Q1 last year. At the same time, that is approximately -3% quarter-over-quarter. In our platform sales, we include not only our recurring revenue, but also the sales, as Carl also mentioned, from our joint ventures. At the same time as we're now launching more products that are not pure ARR, they are also going to our platform sales, but are not included in our ARR figure. Earnings, we see a 33% improvement there, and this is mostly related to the cut in costs, as mentioned already here. We have worked hard on this and our loss is becoming less and less quarter-over-quarter, and focus will remain there. This also has a positive impact on our cash flow. Also, here, we saw an improvement against last year, despite the fact that last year we did very large one-off actions on collections or cash collections from our customers. We managed to improve despite the one-off improvements from last year. Operator, please, next slide. During the last reports as well, we've also mentioned that we will move more and more into SaaS metrics as we mature. Now we will start presenting ARR as the contractual values for one year, but at constant currency. Taking away the currency effect, it gives us a better show of how the company' s development. Here again, we see the slight increase only from Q4 to Q1 that Carl also explained from some downgrades in the U.S. Also, we spoke a lot about the delayed renewals where we decided after we weren't going to complete them, so we took them as churn in this quarter. Okay. Operator, next slide, please. We started our cost-cutting at the end of Q1 last year. We've now amounted SEK 75 million over that 12-month period. We went out and said we would save SEK 50 million, it's quite an achievement to almost reach 50% more. Quarter against quarter, that's down 18%, and a t the same time, we've managed to make some new hires in marketing and sales in Q1. Moving forward, we will remain very cost-conscious, but a t the same time, there will be investments when we can support those by data, or data shows us that it's worth investing again. Operator, next slide, please. Of course, this has a very good impact on our cash flow as well. The cost reduction program is the main driver for that improvement we see in the cash flow. Also, the work we've done on cash collection, I already mentioned once that we did some really big improvements last year. We now have processes in place that we maintain and actually improve on. Our overall DSO is also declining at a high tempo. Given our current total cash, we're secure for the time being. Okay, operator, next slide, please. Thank you, Alexander. I t all remains me to wrap this one up, and I want to come back to the strategy, and to talk about that we remain focused on the core. The core is, and extremely important, following the flywheel of growth where we create the most value. The focus is being on the platform in creating new registered users. Please go to, we just launched, the new, updated platform experience, for you to go into BIMobject. If you're registered, please go and see it. More, you can see that the number of registered users continue to grow at a pretty remarkable speed. The downloads is up as well. It's been good. Those are healthy but c ontinue focus on the user base. The user base drives the value to the brands. That's the second thing we focus on. We focus on new brands, and that means creating more revenue from those. We also focus on the average revenue per account to increase that one, and that came along in our price increase that we launched last year. The third thing I want to mention is the ARR and w e have introduced this in this quarter. We are purely looking at ARR. There could be some variance between reported net sales on platform and ARR, but important we focus on the ARR now, so we're focusing on that. The ARR growth is the most important for us. Further important is also the net revenue retention. With the new customer sales bouncing back, the key priority is really account expansion, to continue to grow our revenue per account here. We need to continue growing it. We need to continue developing our value proposition towards the building manufacturers, and therefore, also capture more of their marketing spend. Finally, profitability, w e have shown that we can take SEK 75 million in cost savings during the year, continued, and even increase our sales efficiency. Therefore, also improve our EBITDA margin. We continue down that path, but remember, always balancing growth with profitability. We try to do both at the same time during COVID and th at's been really a transformational year in that sense. That's it for me. Operator, next slide. Over for Q&A, I guess. Ladies and gentlemen, we are now ready to take your questions. If you wish to ask a question, please press zero one on your telephone keypad. We have a question coming from the line of Fredrik Nilsson from Redeye. Please go ahead. Your line is open. Hello. Fredrik Nilsson from Redeye here. One question regarding the growth in the number of brands. I think during Q1 last year, you had almost twice as high intake in number of brands. However, there were some acquisitions contributing as well. My question is, if you're happy with the figure in the growth in the number of brands for the first quarter? Fredrik, it's a really good question. If I just go back a little bit, and people always tracking this online, they're always asking us the brands, and j ust remember that. Th e number of brands on our platform, you need to really understand what's the number of paying brands, and what are they paying on average? In a mixed bag, when you grow in a market, let's say a new market, for us, that could be Thailand. You may be adding brands for free and for trial, et cetera. The number of brands that we monetize on, it's really important to look at. We are happy and healthy with the number of brands coming onto our platform that's paying. In the past, it's been a little bit of an entrepreneurial story, where there may be added brands, but they haven't been paying. We want to now, BIMobject should always be a platform where the absolute vast majority of customers are paying customers. That's, of course, what I'm working on 24/7. I don't know how I can explain this to the market without them overreacting on this brand issue. Because any company you look for, it's the number of brands paying that is the interesting part of it. Its not that you can add, we can add tons of brands, but they would be paying. As we're building it profitable and as growing BIMobject sales company, this is my main duty. Are we happy with it? Yes, we are happy with the new customers that we see paying, coming onto the platform. It's a healthy growth there. Okay, thanks, and o ne more question from me. Could you elaborate a bit on the impact from the downgrades in the U.S.A. and the churn in France, so we could get some kind of idea about the underlying growth elsewhere? Yeah, underlying growth, are we specifically speaking about net revenue retention, I guess, Fredrik, in that aspect? We're saying that in France we had larger churn than we have seen anytime else, much due to that we closed down that one. It was, unfortunately to say, an old history that was up to par of how a modern company operates, and t hat also gained losses in France. I can't give you the exact details there. We need to probably come out with those ones, we hope to do that in the Q2 in that case. When it comes to the U.S., since we've been more transparent on the pricing, which any modern company should be, we've seen that companies in the COVID-19 times had opted for some downgrades, going from premium to standard. Now, we are hard at work here with the new customer success team of understanding the customers and taking actions. Taking actions in remaining on the same price, but also making sure we don't get churn, and I think that's a positive thing. Companies are not leaving us, but they maybe want to have better explanation. In the past, it's been a lot of promises and maybe not delivery, and now it's delivery and gaining the trust of the customers. It's not that I'm blaming anything on the past, but it's just the facts, and that's what we're seeing in the market. Okay, thanks. That's all from me. I think I can't be more transparent than that. Is that okay? Yeah, o f course, t hanks. That's all from me. Thank you. There are no further questions at this time. Please go ahead, speakers. All right. I have nothing further to share. I would like to thank you all for listening in to this quarterly report. I would also like to take a moment and thank Alexander for his great work of being a part of this transformation we've done, and s ee you, and thank you very much. Thank you. All right, operator. That's it. Thank you.