Good day, everyone, and thank you for joining us, and welcome to the Cineverse Corporation Fiscal 2026 Third Quarter Earnings Call. My name is Luca, and I will be your operator today. After today's prepared remarks, we will host a question-and-answer session. If you would like to ask a question, please raise your hand. If you have dialed in to today's call, please press star 9 to raise your hand and star 6 to unmute. I would now like to turn the call over to Gary Lofredo, Chief Legal Officer, Secretary, and Senior Advisor for Cineverse. Please go ahead.

Good afternoon, everyone. Thank you for joining us for the Cineverse Fiscal Year 2026 Third Quarter Financial Results Conference Call. The press release announcing Cineverse's results for the fiscal third quarter ended December 31st, 2025, is available at the Investors section of the company's website at www.cineverse.com. A replay of this broadcast will also be made available at Cineverse's website after the conclusion of this call. Before we begin, I would like to point out that certain statements made on today's call contain forward-looking statements. These statements are based on management's current expectations and are subject to risks, uncertainties, and assumptions. The company's periodic reports that are filed with the SEC describe potential risks and uncertainties that could cause the company's business and financial results to differ materially from these forward-looking statements. All the information discussed on this call is as of today, February 17, 2026, and Cineverse does not assume any obligation to update any of these forward-looking statements, except as required by law. In addition, certain financial information presented in this call represent non-GAAP financial measures, and we encourage you to read our disclosure and the reconciliation tables to applicable GAAP measures in our earnings released carefully as you consider these metrics. I'm Gary LaFretto, Chief Legal Officer and Senior Advisor at Cineverse. With me today are Chris McGurk, Chairman and CEO, Eric Opica, President and Chief Strategy Officer, Tony Widor, President of Technology and Chief Product Officer, Mark Lindsay, Chief Financial Officer, Yolanda Macias, Chief Motion Pictures Officer, and Mark Torres, Chief People Officer, all of whom will be available for questions following the prepared remarks. On today's call, Chris will briefly discuss our fiscal year 2026 third quarter business highlights. Then Mark will follow with a review of our financial results, and Eric will provide further details on our two most recent acquisitions. I will now turn the call over to Chris McGurk to begin.

Hey, thanks, Gary, and thanks everyone for joining us on the call today. I'll first give a brief overview of our results and the anticipated impact of the two transformative acquisitions, Giant Worldwide and IndieQ, that we made after the end of our fiscal third quarter. Then Mark will go into our financial results and outlook in more detail, plus further outline both acquisitions to underscore why we believe they will be very accretive and we're done with very attractive valuations and have deal economics that will dramatically improve our financial growth and profitability outlook. After that, Eric will get into more detail about how these two acquisitions transformed Cineverse into a powerhouse, comprehensive, AI-powered technology services provider to the entertainment industry with assets in reach that we believe none of our competitors can match. Then we'll take your questions. Okay, so we had been negotiating the giant and IndieQ acquisitions for months. And while we realized the dramatic impact both would have on our market position, go-forward strategy, and financial outlook, our first order of business, while we aggressively moved to close both deals, was to improve operating results in our base businesses to further set the stage for financial success in the future. And so, in this last fiscal quarter, we concentrated on improving our cost structure and operating margins in our base businesses. And we generated some strong results, improving our direct operating margin to 69%, up from 48% in the prior year quarter, and generating adjusted EBITDA of $2.4 million, a $6 million improvement from the prior sequential quarter. This was a result of our intense and ongoing efforts to manage the cost side of the business, including leveraging Cineverse Services India, even as we ramped up operations on the technology side of the business in anticipation of these two acquisitions. And we are extremely pleased that we were able to successfully acquire both Giant and IndieQ. This one-two punch immediately transforms our company financially by adding significant revenues and adjusted EBITDA. Both acquisitions bring large, durable, and scalable streams of recurring revenues to the company and significantly solidify our position as a leading end-to-end AI-powered provider of technology services and infrastructure solutions for the entertainment industry. They both have an A-plus level roster of industry clients and will be easily integrated into our industry-leading Matchpoint technology ecosystems. Both acquisitions also bring very strong, experienced, and highly motivated management teams that clearly see the synergies and share our larger vision for the future of Matchpoint and Cineverse. Like the Cineverse team they are joining, our new team members have incentive plans based on generating explosive future growth in revenues, margins, and profits. And in the case of IndyQ, those incentives also include a very significant earn-out potential over three years. So we believe we are completely aligned with our new team members to generate strong financial results and create significant value going forward. And already, the integration of Giant has been going very smoothly, and the overwhelmingly positive industry response to joining Matchpoint has exceeded our expectations. If there are any doubts about the long-term potential of Matchpoint, those doubts have been roundly dismissed. The immediate response we receive within days of our announcement proves that merging Matchpoint with an established media delivery company with highly coveted approved vendor badges is the ideal profile for the type of service provider entertainment companies seek. In the days following our announcement, Giant received more work orders than they have in the history of the company. And at this early juncture, we confirm our prior expectations for Giants' short and long-term revenue and profit contribution, and we feel very, very positive about how things are looking so far. And in addition, IndyQ has consistently outperformed their own internal monthly revenue and profit forecasts over the last several months while we were in negotiations. So both of those factors, combined with the financial improvement we generated in our base business this quarter, give us great confidence in the financial guidance we just issued for fiscal year 2027, which starts this April 1st. We project $115 million to $120 million in annual revenues and $10 to $20 million in adjusted EBITDA from our consolidated operations this next fiscal year. In the end, these acquisitions were the result of a long-term thesis built on closely tracking our industry's delayed transition to true AI integration and automation. The content volume needed to compete and the streaming wars accelerated, yet the video delivery infrastructure remained manual and slow to market, while costs for video and high volume became untenable. This created the opportunity for a unified, intelligent platform with a unique monetization component that redefines the current ecosystem. I believe we finally achieved this. And with that, I will now turn things over to Mark and then Eric to get into all this in more detail. Thank you. Thank you, Chris. First, a few highlights

from our fiscal third quarter. Revenues were $16.3 million, up from $12.4 million last quarter, and down from $40.7 million in the same fiscal quarter last year. If you recall, the prior year fiscal quarter included the theatrical results of Terrifier 3, which were in excess of $20 million. Our net loss for the quarter was $875,000, a $4.7 million improvement over the prior quarter. Adjusted EBITDA for the quarter was $2.4 million, a $6 million improvement over the prior quarter. We ended the quarter with $2.5 million of cash and $4.2 million of availability on our EastWest Bank revolver. Now let's talk about the exciting subsequent events this quarter. As Chris noted, we closed on two acquisitions after quarter end. Giant was an all-cash asset acquisition for $2 million with only a $350,000 initial payment on closing and $1.65 million in deferred payments over the next four quarters, this for a business that we conservatively expect to generate revenues of $15 to $17 million and adjusted EBITDA of $3.5 to $4 million for our 2027 fiscal year. The ability to acquire assets that will perform at this level for just 0.5 times adjusted EBITDA with no leverage or dilution is the first step of our company's financial transformation. The IndieQ acquisition was step two. This acquisition was a business combination for 100% of the equity of IndieQ for base consideration of $22 million, dollars, $12.8 million of which was paid at closing and included deferred consideration of $9.2 million due within one year of closing in cash or equity at the company's discretion. Total consideration could increase to $40 million if IndyQ meets certain future revenue and gross profit milestones over the next three years. In addition, the acquisition included $3 million of cash and $750,000 of net working capital at closing. The additional earn-out consideration is payable in cash or equity at the company's discretion. IndieQ is expected to contribute more than $38 million of revenue and $7 million of adjusted EBITDA for our 2027 fiscal year. We financed the IndieQ acquisition with $13 million of convertible notes with existing long-term Cineverse shareholders at company-friendly terms, reflecting the investor's strong conviction in our investment strategy and long-term valuation creation of this acquisition for our current shareholders. Importantly, the capital came from aligned long-term investors with no warrants attached, and the additional equity raise was priced at or near market with fundamental investors. The entire Cineverse C team also invested alongside the transaction, reinforcing our alignment with shareholders. The combined acquisitions are expected to contribute in excess of $50 million of revenue and $10 million of adjusted EBITDA for our 2027 fiscal year. As a combined entity post-Giant and IndyQ acquisitions, we are providing guidance for fiscal year 27 of $115 to $120 million of revenue and $10 to $20 million of adjusted EBITDA. The combined impact of the giant and IndieQ acquisitions represent a financial transformation for the company and are expected to create significant shareholder value in the future. Separately from the acquisitions, on February 12th and close this morning, the company sold 1.725 million shares of common stock at a purchase price of $2 per share for net proceeds of $3.2 million. We intend to use the net proceeds for working capital and for general corporate purposes, including the financing of content acquisition and development. With that, I'll turn the floor over to Eric to discuss our operating highlights and the acquisitions in greater detail. Eric?

Thanks, Mark. So I want to start with a quick recap of what we've delivered operation of this quarter and then spend the bulk of my time on why the giant IndyQ acquisitions are so strategically important to where we're positioning Cineverse for the next chapter. So on the operational side, we continue to see strong momentum across our streaming ecosystem. We reached 35.5 million unique viewers on a monthly basis over the quarter, with our SVOD subscriber base growing 15% year-over-year to 1.55 million. On a monthly basis, we're streaming about 1.14 billion minutes each month. Our content library now exceeds 66,000 total assets, including nearly 58,000 films, seasons, and episodes, plus over 8,500 podcasts. Our social footprint has now grown to more than 25.4 million followers. These aren't vanity metrics. This is reach, engagement, and content gravity that matters when you're building distribution advantages. And specifically, on the Cineverse channel, our namesake channel, we added approximately 45,000 subscribers in calendar 2025, giving us real momentum heading into our new fiscal year. I also want to highlight our operating leverage. Our direct operating margin hit 69% this quarter, up from 48% a year ago. That's a significant inflection. On the cost side, between personnel optimization, vendor eliminations, and cost renegotiations, we've already realized approximately $1.9 million of the targeted $7.5 million in projected cuts across our studio operations and corporate overhead. We expect to see most of the remainder come through over the next two quarters. You're starting to see the company find its operational rhythm. That foundation is a critical context for what I'm about to describe with these acquisitions. So let me talk about Giant and IndieQ, because they're not really about getting bigger for the sake of it. They're about filling a specific gap we identified in the market and then building the architecture that solves for it. For years, we've been building Matchpoint as an advanced infrastructure layer for digital video distribution. We invested heavily in machine learning, automation, and what I'd call the operational plumbing that the streaming industry desperately needs. But the deeper we got into conversations with studios, distributors, and platforms, the clearer it became. The industry is hopelessly fragmented. Content distribution is separate from monetization. Monetization is separate from data. And that fragmentation creates friction, inefficiency, and critically, it leaves money on the table. So first, Giant Worldwide has been serving top Hollywood studios and streaming platforms for over two decades. Digital preparation, encoding, quality control, standards and practice compliance, and delivery across every format. They're trusted by four major studios and top independent distributors, and they hold approved vendor status with those studios and the key platforms. So this isn't something you just get. It's earned over years of reliability, security, and quality, and it's a substantial moat. But Giant was operating on traditional infrastructure with manual workflows and labor-dependent processes. And critically, they were actually turning away business because they couldn't scale hiring people fast enough to meet studio demand. So as we started integrating matchpoints, AI video and audio quality control, automated ingests, frame-by-frame analysis, and transparent mastering workflows, we are already starting to see immediate efficiency gains. we're seeing we're already achieving 60 to 70 percent efficiency improvements in coding delivery in the short time we've already been deploying them matchpoints capable of ingesting and to remind you matchpoint is capable of ingesting and mastering over 15 000 titles per month and can scale far beyond that so that's the power of automation at genuine scale and i want to be clear we haven't even fully optimized giant for software like margins yet that's a future state So right now, Matchpoint is solving the scale problem, and the whole margin optimization opportunity is still largely ahead of us. So the market opportunity here is substantial. On a global basis, Post and Media Services is a $25 billion fragmented market, growing at 11% CAGR, and expected to hit globally $74 billion by 2034. The industry is shifting from these labor-led workflows to AI-powered platform-led workflows. And that transition is happening whether companies are ready or not. So we're positioning Matchpoint to lead it. And the market response has confirmed our thesis. The announcement was the right message at the right exact moment for this industry. In our first month of operating giant under the Matchpoint umbrella, we saw a nearly 470% increase in business over the prior year period. And that trend has accelerated into February as studios and platforms are telling us they really need this. They need the scale. They need the automation. and they need it from a partner they can trust. So now IndieQ is the other critical piece. IndieQ built a proprietary connected TV monetization platform, ad serving, supply side, demand side, SSAI or server side ad insertion on a very scalable infrastructure. So we have real control over that stack. They have over 40 live clients today with 75 more onboarding, including major names like IMAX, Freecast, Canela, and more. They're projecting 38 million in revenue and about 9.6 million EBITDA for calendar 26 with a 25% margin. And those are the economics of a platform that works. But here's what really matters. IndieQ is the monetization layer we were missing. So Matchpoint gets content to market at scale. But how you sell ad inventory, optimize yield, price, and package ads, that was happening in a completely separate silo. So IndieQ closes that loop. Distribution, data, monetization now work as a single system with a real-time feedback engine. We see performance, can act on it immediately, and improve results for our own content and for some of the largest media companies in the world. So what we've built is something the industry has never had, an independent, full-stack, white-label solution that unifies content delivery and ad monetization that's actually integrated, not loosely connected. and the combined teams are already developing new ad tech products on the match point stack that neither company could have built alone. So I want to spend a moment on why this positioning matters beyond today's customers. There's a structural shift underway in tech right now that's directly relevant. In the AI era, value is migrating away from interface layers and toward platform and infrastructure layers. AI agents don't need dashboards. They need real platforms with real underlying data beneath them, systems that can execute thousands of decisions per second. The companies that own the infrastructure and data are the ones that will matter. And that's exactly what we've built. So Matchpoint is the platform layer. Giant brings proven infrastructure, trust, and customers. IndieQ brings the monetization engine. Together, combined with our Matchpoint platform, they create a system of record for the entire media supply chain from ingestion through encoding, quality control, delivery, yield optimization. It's not a dashboard that sits on top of someone else's stack. This is an actual operating system. And because monetization is integrated directly into that infrastructure, data is flowing in real time. That means higher CPMs, better yields, and smarter targeting for advertisers, better calibrated downloads for consumers. And when these systems are disconnected, everyone loses. So we've closed that gap. So to close this out, with these two acquisitions, we've made a deliberate strategic choice. We're building what this industry does not have, a unified automated architecture for the entire media supply chain. That's the moat. And it positions us to serve not just today's market, where consolidation means customers need scale, speed, and transparency, and we are meeting that today, but also the future market, where intelligence systems will be making the vast majority of decisions in tandem with media companies. So across the company, our focus remains clear. We're building for scale, for margin, and for durability. We now have multiple high-growth engines that reinforce one another, supported by technology data and a fast-growing audience footprint. And we feel very well positioned for the quarters ahead and for the long term. So with that operator,

we can open the line for questions. Thank you. We will now begin the question and answer session. please limit yourself to one question and one follow-up. If you would like to ask a question, please press star 9 to raise your hand and star 6 to unmute. We ask that you pick up your handset when asking a question to allow for optimum sound quality. If you are muted locally, please remember to unmute your device. Please stand by while we compile the Q&A roster. First question comes from the line of Brian Kinslinger of Alliance Global Partners. Brian, your line is open. Please go ahead.

Great. Can you hear me? Congratulations on the strategic positioning through these acquisitions. My first question is when I looked at the filings on IndieQ, their business went from virtually no revenue in 2023 to $10 million to $32 million each of the last two years. Can you talk about the evolution of this business? I think there are three customers that make up the majority of the revenue. And is this recurring? And how and, you know, is the growth generally penetrating new customers or is it penetrating the wallets of those existing customers?

Hey, Brian, I think Eric will take that question. And I think the concentration has improved quite a bit year over year. So go ahead, Eric.

Yeah, sure. So, you know, I think, you know, there is a moment in time that IndieQ really was built for, and that's independent CTV monetization platforms, you know, with the prior acquisitions of companies like SpringServe and Publica, the need for real independent platforms has emerged. Um, it's not uncommon in early stage, uh, uh, businesses like IndieQ, uh, to have pretty high concentration early on as they leverage, uh, strong, uh, long-term relationships of the founders and so on. And that's what happened in this case. Um, but that underlying concentration has been improving pretty dramatically, you know, And looking at the rear view mirror of the filings, the concentration is only improved both on the supply and demand side. But I think one of the things that's very compelling and differentiated from, say, other network plays and other things is the combination of the technology and the volume of business that's flowing through leads to a much stickier and durable relationship than people that don't own the tech or that partners have not built their businesses decisioning on top of. So that durability, you know, some of the, you know, of the core customer base, you know, one represents a large hold co that has beneath that hundreds of different advertisers flowing through it and spending through it. And some of the other players are very large scale players. So I think it's important for a business like this to build strong nodes of consistent recurring business that is mutually beneficial and expand from there. And I think, you know, that's exactly what they've done. Also on the supply side, adding in major CTV partners and OEMs that have dramatically diversified the business over the last few months. So really, it's having the right product at the right time for a market that needs autonomy and independence from SSPs to be able to allow companies to do the things that they need to do to maximize their returns and yields in a CTV market that's maturing. And I think this is sort of the exact right product, the right time for that.

Great. My one follow up and then I'll get back in the queue. I think you guys want us to keep to two is maybe an update on Matchpoint. It looked like in their press release, you talked about announcing four new customers, AGPN, the Asylum, Spark, and Waypoint. Can you size these wins, what they mean in your revenue guidance for next year, and did they include the full stack that you acquired, or will they grow as you add those new capabilities as part of Matchpoint?

Yeah, so I'll defer to Tony on how sort of the business will evolve. But I think, you know, with most of our customers, we really have a, you know, they're coming to us through one door for a specific need. Some of them are coming to us for media processing. Others are coming through for quality control. Others are coming through because they need an app platform. And still others now are going to be coming through because they need monetization. So with that base of customers, most of those customers came through because they needed either an app platform solution or an encoding solution. I think we're following a pretty classic land and expand type model where we get the customer in and then they have a lot of other integrated services that they can add and layer on. So, Tony, I don't know if you can speak to sort of total value of these types of customers without specifics on any one specific. I think I'd characterize them as kind of lower mid-market customers, but steady, stable customers. Tony, do you want to take that?

Yeah, I'll take that. Thank you, Eric. So, Brian, I think what we haven't really spoken a lot about is really the synergy between Giant and Matchpoint. So think of a lot of the work that we've been doing with Matchpoint over the last two years has been really on gaining a foothold within the market, market validation, traction. And we had started kind of on the low end of the ecosystem by doing deals with channel operators, fast channel providers and so on. and as as you may recall from earlier meetings some of the studio deals there was interest but the vetting and the process to get on boarded was a year or two years it's just a very long slow process so by doing the giant acquisition overnight we had deep studio relationships with you know four of the largest studios and a slew of other large media companies so now what we've done is the synergy that the Giant deal brings us is we now have the ability to start selling Matchpoint, not just delivery services, but other parts of the Matchpoint stack to these big media clients. Some of these clients, one of the studios we were talking to, we were going through the vetting process. Once we acquired Giant, we no longer had to go through that process. We were an approved vendor. And so think of it that way, that Giant really short-circuited the vetting process that could have taken match point a year for us to get into market so now to eric's point we have the ability to land and expand with these big media clients uh and start selling them more services than just what giant was providing so some of these you know i would say our largest studio partner um you know they they were spending roughly you know a million a month with giant we think we could double that uh easily and that's just for the existing services there's substantial So upside there, it's a little early to say how high the ceiling is, but we think that there's tremendous growth opportunity there.

Great. I'll get back in the Q&A with some more questions. Thank you. Thank you.

Your next question comes from the line of Dan Kernos of Benchmark. The line is open. Please go ahead.

Great. Thanks. First and foremost, guys, let me just say congratulations. I mean, it took a lot of time, effort and guts to completely change the narrative here. So kudos to you guys for basically shifting the premise, which I think is great and completely de-risking the other side of the business. So with that in mind, Tony kind of just answered the first question I was going to ask, but maybe I'll ask it in sort of a broader sense, which is we got some color from all three of you now, basically, on sort of the synergistic elements of these deals and how they work together. So, you know, within the confines of the guidance that you guys have given, you've got cost cuts, you've got other synergies you can make, you can improve giant margins, like, how much of the combined synergies are we anticipating over the next 12 months? And how much do you think things could ramp if you guys kind of get the execution right, fold this all in, and then, you know, really show what the consolidated entity can do? So I'm just trying to understand what you guys have embedded in the guide for fiscal 27. I'll ask a follow-up after.

This is Chris. Dan, I just want to thank you for those comments, but I think probably Eric and Mark Lindsay are probably best to respond to your specific questions about fiscal 2027 and the guidance.

Yeah, so I'll tee it up. I think I'll give you the general sort of basket of these things. I'll let Mark Lindsay talk some specifics about, you know, forecast synergies as part of the forward guidance. I'll talk in generality. So if we really kind of think about, you know, what is, how are we stacking up the various elements here to get to those EBIT and revenue numbers? First and foremost, you know, just to rehash the cost, you know, the cost reductions in the studio business is really to get that business refocused and aligned on recurring revenue growth out of the streaming business at high margins. You know, obviously, you know, getting the studio model to a place where it's more predictable and I think, you know, smoother, smoother revenue ramps. And and, you know, one of the ways to do that is obviously push the margins as as high up as we possibly can. And that'll you know, that'll help absorb the natural volatility you see in a movie releasing business. Hopefully, we increase the throughput of movies to smooth out the volatility on that studio business. But that's sort of job number one in the studio. So that's realizing about $7.5 million of cost reductions. We also have a plan to move a lot of the content costs that today were being borne by our balance sheet, off balance sheet into other financing mechanisms that are, you know, kind of industry standard for studios to make that business look even better. So that's job number one there. Job number two is on these two acquisitions, what are the immediate synergies that can be provided? So we're talking about IndieQ. Mark, Lindsay, you can confirm this. I believe we're looking at somewhere up to between $8 and $9 million of potential synergies by deploying IndieQ's capabilities across our media portfolio on the revenue side. Mark, can you speak to that a little bit on the revenue and potential EBITDA synergies as we deploy IndieQ into monetization and improvements in our existing sort of ad-based infrastructure? Yeah, sure, sure, absolutely.

So I'll hit on a few of them. I definitely don't want to reset our guidance because, you know, they're good numbers as they are. But there's some significant revenue synergy upsides from both Giant Acquisition and IndieQ and how they integrate with Matchpoint. And then as well as how, you know, the revenue synergies that come from IndieQ and their ability to leverage our existing infrastructure and our ad platform and our various channels. So, we, as Brian noted earlier, IndieQ has had a significant growth profile. As Chris mentioned, they've exceeded estimates, exceeded their forecast the last three or four months. So, they're growing rapidly. They're very profitable. There are, we believe, revenue synergies that we're going to have the opportunity to execute on and realize that we don't have built into our guidance. This guidance is clearly numbers that we think we're going to be able to obtain. So there's some upside there. There's a lot of revenue synergies that are attainable, but we want to put a fairly conservative number out there and we have bigger numbers for fiscal 28 and fiscal 29 as it'll take a few months to ramp up and see those synergies take place and have traction. So, you know, without putting specific numbers out there, the 110 to 120, that's including, you know, mid 50 million of revenue combined from the two acquisitions and 10 million plus of EBITDA coming from the acquisitions. But we think there's definitely some upside there, you know, related to the synergies. And Eric mentioned there's about $7.5 million of cost savings that we have fully built in to the adjusted EBITDA guidance that we put out there. So while it's aggressive numbers, we think they're very attainable, and there's definitely some upside there.

And then I'll just finish up the last bit on on the talking a little bit about the margin improvement and on giant one. And so today, you know, if you think about that business model, you know, it's it's a labor dependent with sort of labor and SG&A costs or depending how it's characterized. In some cases, it could be OPEX costs tracking with revenue. So there is no there is no scale benefit to that business. If you book more revenue, you got to hire more people. Well, we saw the limits of that that was happening over the last couple of months with them where just not enough. You can't scale people enough to meet the demands of the industry. We look at and see about 70 percent of the work can be done for encoding and delivery. part of that business, which is the lion's share of the revenue, can operate within MatchPoint's automation platform, which would kind of flip gross margins from low 30s to mid 70s, give or take. So that in and of itself is, I think, one of the biggest parts of the transformation is not only is the volume, I wouldn't call it infinitely scalable, but near so. But it also, you know, more than, you know, 2X is the margin out of the business. So we have to obviously build the mechanisms and systems that make it easy. The good news is porting that over is not exactly the most challenging technological thing in the world. It's more workflow and process in the early days and it's be more automated in later part of the year. But I think that also reflects on some of the cost basis. And then the last piece is we kind of look at these two businesses. We don't really need to do, these are very differentiated businesses. There's some improvements we made on giant pre-acquisition was an asset purchase. We didn't take all the people, all the cost structure. So on day one, we improved the cost structure there. There are minor things you do in any business, but that business, you know, for the most part, the cost realization, a lot of it's done already. And IndyQ is a, you know, small, lean, highly profitable, smartly structured company that we don't have to do. There's not really any synergies to reap there. So most synergies are going to be coming from optimizations to the business models of the respective companies on either side of the equation.

that is incredibly comprehensive thank you for that very helpful and don't worry mark we no one includes revenue synergies and acquisitions so i think you're fine um no the only other thing i'd ask for you guys because i know this is going to be a sort of a an unprecedented or at least in recent times question which is how should we think about free cash flow conversion now that you guys are going to have real meaningful ebitda and i know you know we have the really favorable convertible note that's out there, but you guys are going to have to think about now what to do with the cash

that you're going to start generating. I'll tee it up and then Mark, you can kind of dig into that. But the good news on these two businesses is not big CapEx, no big CapEx investments really are going to be required. The improvements and the sort of synergy and benefits to growth are coming from, you know, over a decade of investment into our software platform. So we start to realize the benefits of those applying those to other scale economics and or they've built out many years more capacity than we'll need to. So realistically, free cash flow flows back into growth initiatives for the company. So I think that's one of the core benefits here is we see an environment where there's a lot of companies similar to Giant and IndieQ that are highly accretive and add to the flywheel of this platform as sort of a baby version of what Salesforce did years ago, bolting things on or other things, that can scale this up even larger. It also allows for other areas of investment and growth of things that we've been discussing internally. So that's a good place to be where we can leverage free cash flow as opposed to say dilution for some of these growth initiatives. Congrats, guys.

Oh, okay, go ahead.

No, that's it, Mark. if you got something go ahead but i just congrats so whatever you want to finish up with i'm just

i'm just going to summarize uh you know what what eric said i mean this is a great position to be in uh it's a little bit different than where we've been the last few years um you know we're five weeks on one acquisition in two days or three days and to the other one so you know still some time to get our arms around them but um definitely an opportunity to um put some dry powder on our balance sheet, you know, reduce the outstanding balance on a revolver. As Eric alluded to, there's some unique opportunities out there for us for some tuck-in acquisitions to continue to help grow the company that will be day one accretive that we feel like we can get at a great price. And, you know, hopefully we're in the position where we can utilize cash and or equity as a capital to make those acquisitions. So we can talk free cash flow and in next quarter and start start reporting on it so uh you know i know you're you're excited to see that

number so you know we'll start doing it just a reminder if you are muted locally please remember to unmute your device your next question comes from the line of laura martin needham your line is open please go ahead or just remind her to unmute your line locally hi guys can you hear me

okay? I can hear you now. Great. Okay. So congratulations. Seems like you've made transformative acquisitions here. Chris, my first question is for you. So the studios absolutely need to cut costs and they need to automate their workflows. But I sort of feel like the studio system, look, I think Wall Street has a consensus that generative AI tools are going to lower the cost of content creation and proliferate content makers. And that's going to ultimately hurt the studios over a longer term frame. So my question is, when I think about Matchpoint, which I saw a demo at CES, and I thought it was fantastic already, it's going to be even better now. Are there tools and features of Matchpoint that are applicable to the next generation of content creators who run lean, right? There's five guys, and they have their great software are narrated guys. So is there something here that is applicable to the next generation?

Yeah. Well, first, Laura, thank you very much for joining the call. We're very happy that you listened in. Thank you. Yeah. One of the things that I really like about what we're doing on the AI front is we're putting forth, I think, you know, positive AI tools that help the industry, Whether it's, you know, what we're doing here with Giant, where we're using AI and our technology basically to power fulfillment and drive down costs for the studios. Or what we're doing on CineSearch, you know, with Ava, our Siri for streaming search. They're done in a way that doesn't have any negative impact at all on the creative side of the business. And yet they're positive applications of AI within the industry. We just made an announcement the other day, and I'm going to turn this over to Tony, about how we're going to be developing AI tools on the creative side of the business. So, Tony, do you want to respond to that question?

Yeah, of course. Thanks, Chris. Laura, thanks for the question. Yeah, obviously, as an AI-forward company, we continue to monitor and watch all the key developments within the industry. On Monday, we announced the formation of the Matchpoint Creative Labs. That's essentially our R&D unit for Gen.AI. So we're already working with some clients on taking Gen.AI and using it for ad creation, which would tie in with IndieQ. We're also using it for channel branding, station IDs, and so on. And this is a service that we can provide our Matchpoint clients. They use Matchpoint Blueprint or Fast Channels. But we continue to invest in that area. I think in terms of your question, definitely where we are compared to the rest of the industry, we're pretty far ahead. Agentec AI is something that Eric spoke about during his portion of the script. I would say Agentec AI and creating an intelligence layer related that sits on top of the data that we manage is a big focus of ours that we'll be doing some announcements later this year. But we get it. We're very invested in this space. And I think we have a very good handle in terms of how we can leverage AI in what we feel is an ethical way that doesn't hurt the business. But we're here ultimately to build, as we say, picks and shovels to help the rest of the entertainment industry move forward. And we think we have a huge foundational head start compared to any of our competitors.

And I'll add one thing, Laura. So I think your question really is whether the studios catch up and start to focus on AI and there's sort of an innovator's dilemma at play there, or if other companies emerge. I think our position is that AI is going to massively increase the volume of total content. So if anything, you know, a platform that can organize, monetize, route it is going to become even more critical, you know, apply other tools to make it distributable into, you know, beyond just YouTube and other sort of social platforms. Because we believe, you know, looking at the quality leaps, generational leaps that are happening, this is going to democratize the quality of available and the volume of content. But we think that this will make what we do, being able to ingest, normalize the metadata so it can go into the various sales and monetization channels, doing things like localization, tracking rights, delivery to all the fast AVOD, other platforms, performance tracking, providing real-time data and feedback that can inform the models that are making it. That's where I think our platform actually is going to add massive value if that is the future universe that happens. And so and we believe that's likely. So we think we're in a very good position to handle that explosion of content.

And then my second question, and then I'll stop there, is you guys just made transformative. You transformed the business with these two acquisitions. So what next? Are we done? Are we done with acquisitions? Do you need more stuff? Do you listen to your clients about what they need and they lead the way in what you add or bolt on to these acquisitions? What happens next on the M&A front?

So I would add that, you know, number one, we've got a lot of work to do to digest these two acquisitions. So the short term is about, you know, post-merger integration, making these all work, getting all the teams aligned to the growth that we're putting out there. But I think, you know, the environment that we find ourselves where, you know, the media services industry, the processing of the packaging data, there are a lot of companies that were private equity and other buyers, corporates and strategics bought these businesses at the peak of COVID at high valuations or under 30%. theses that don't make sense anymore, and those companies are going to become available over the next months and years. And we think finding the best of the best that have strong assets that fit with our flywheel, stripping out cost structures, and the same way we're doing here, and automating them to capture scale and more value is a model that we think is worthy of pursuing. And first, we're going to prove the thesis, though, over the next months and quarters here.

I agree with that, Eric. But I would just say, if you look at these two deals, if you drill down into these two deals, they're going to be enormously accretive. They were done you know, with great valuations. And there are incredible synergies between the two companies. And even though, you know, it's always a challenge to integrate companies together, we think in the grander scheme of things, both companies are very easily integratable, you know, into Mashpoint. So the short answer is, if we can find other opportunities, like Giant and like IndieQ, that we think just have enormous upside, of course, we're going to do that because it's in the best interest of our shareholders thank you very much there are no

further questions remaining so i'll pass the conference back over to chris mcgurk chairman

and ceo of cineverse for closing remarks thank you thank you all for joining us today and please feel free to reach out to julie milstead with any additional questions you might have from this call so we look forward to speaking to you all again on our next quarterly call thank you all very much

That concludes today's conference call. Thank you for your participation. You may now disconnect.