One Point One Solutions Limited (ONEPOINT) Q1 2027 Earnings Call Transcript

Good evening, ladies and gentlemen, I'm Aakash, moderator of the conference call. Welcome to 1.1 Solutions Limited Q1FI27, Earnings Conference Call. As a reminder, all participants will be in this one or remote, and there will be an opportunity for you to ask questions after the presentation concludes. Should you need assistance during the conference call, please signal an operator by pressing star then zero on the touchtone telephone. Please note this conference is being recorded. I would now like to hand over the floor to Mr. Sashan Janish from EY. Thank you and over to you.

Thank you, Akash.

Good evening to all the participants on the call. Good morning, if you're logging in from the restaurant site. Before we proceed to the call, let me remind you that the discussion may contain known or unknown risks which may affect the forward-looking statements, uncertainties, and other factors.

Therefore, it must be viewed in conjunction with the business risk that could cause further results, performance, or achievements that differ from what is expressed or implied. To take us through the results and answer your questions today, we have a senior management of 1.1 Solutions, presented by Mr. Akash Karnik, full-time director and chief executive officer of Global Business, Mr. Rajiv Deshawe, co-founder of Resolix, and Mr. Sunid Kumarja, chief financial officer. We will start the call with a brief overview of the past quarter, followed by a Q&A session. We would appreciate your cooperation with such a two questions to allow participants an opportunity to interact. If you have any further questions, you may join the queue and you will be happy to respond to them if time comes. For that, I would like to hand over the call from Mr. Korman. Over to you, Akash.

Thank you, everyone. Thank you, Shash. Good evening, everyone, and thank you for joining 1.1 Solutions Quota 1 Financial 2017 on this call. In today's call, we will cover the company's performance of the quarter, the start of the performance number of external businesses, and how our investments in AI, global delivery, and domain processes are opening up significantly larger market opportunities for 1.1 Solutions.

To the ready camera, audio disconnected.

1.1 began 17 years ago with a simple conviction. Every customer interaction is an opportunity to create value. From a single operating floor, we have grown into a dual-listed enterprise with a global footprint, deep domain expertise, and a portfolio serving 100-plus market brand across banking, insurance, healthcare, telecom, aviation, automotive, and other emerging industries. Today, we are moving beyond traditional outsourcing to build 1.1 solutions as a global, AI-powered customer experience and enterprise operations company, bringing together human expertise, event API, domain depth, and global delivery to engineer measurable outcomes. Therefore, you can hit the heart of our strategy and define the next phase of our growth. Over the years, we deliberately invested ahead of the curve in technology, domain capabilities, and global delivery. We recognize that AI will phenomenally reach your customer experience and enterprise options, not just by automating industry will cost, but by changing how work is designed, executed, and measured. That journey led to creation of 1.1 technology labs and, subsequently, the launch of Resolix, our authentic AI platform built around resolution as a service. Resolix marks are an important shift in our value proposition. From managing activities to taking accountability for resolutions. The next phase of customer experience will not be defined by how many interactions a company handles. It will be defined by how effectively those interactions are converted into measurable resolutions and business outcomes. As highlighted in our investor presentation, our strategy is build on global engine growth. Well, Our global human service engine significantly stemming this quarter by the full integration of NETCOM, which deepen our service across the Americas and expand our ability to service enterprise through global delivery, multiple capabilities, domain expertise, and multi-show operations. It also creates a larger platform from which we drive organic and introduce AI-led transformation across existing and new inter-power relationships. Second, our authentic AI engine powered by Roblox is a differentiated enterprise AI platform, bringing authentic AI, orchestration, and global intelligence directly into enterprise workflows, pushing some high-radio of documentation. Together, these engines create a powerful growth model, global delivery, and human expertise, complemented by authentic AI and intelligent orchestration. More importantly, they strengthen and accelerate each other, creating greater scale capability and value for our companies. After automation scales, we see the opportunity to progressively shift our revenue towards higher-margin AI, orchestration, and outlet models, while human expertise moves towards more complex, judgment-led work. Our presence across multiple domains, geographies, and delivery ecosystems uses a strong foundation to build intelligent, scalable, outcome-focused enterprise operations. We believe the next era of customer experience will be defined, not by isolating AI development, but by reconnecting intelligence that renounce AI and human expertise, domain depth, and operation execution. The room is built precisely by the shift. Embedding intelligence into real enterprise workflows and solve complex regulated business challenges. Technology can automate global intelligence, enable better decisions. Human expertise brings greatness and accountability. This combination lets us move beyond traditional capacity-led outsourcing towards measurable outcome-focused enterprise operations. Our global delivery engineers, domain debt, and existing ARK to produce production notes at the intersection of customer experience and enterprise operations. We are not preparing for the next phase of market, we are building in the market. 1.1 is IR for our terms. On that note, I will hand over to Mr. Azi Ghoshai, the co-founder of Regiments.

Thank you, Akash, and good evening to everyone who has joined the call. For three decades, India has thrived as the world's back office, powered by the scale and efficiency of BPM. Agenting AI is creating a fundamental shift in enterprise operations. Systems that can plan, decide, and act are moving AI beyond assistance and towards execution, orchestration, and resolution. We don't see this as a replacement of human expertise. We see it as an evolution from a cost and headcount-led model to an intelligence and outcome-led model. The sector will need deeper, more integrated roles that merge human judgment with machine efficiency. The future belongs to operating models where human contextual intelligence works alongside the speed, scale, and precision of AI. That is the shift we are building with Resolix, moving enterprises beyond managing interactions towards intelligent, accountable resolutions of scale. Resolix, differentiated through its resolution-as-a-service model, is designed to move AI beyond assistance, to act, orchestrate, and deliver measurable resolutions across enterprise workflows. Revolution-as-a-Service is an operating and commercial model that orchestrates AI agents' workflows. Enterprise systems, data, and human expertise under one accountable partner to deliver agreed customer or business outcomes. Moving enterprises beyond software development to a strategic operating partnership focused on measurable results. Revolix is built around an outcome accountable model. We do not charge clients simply for a software license or agent capacity, but we take ownership of the resolution architecture end-to-end. From the AI layer and data extraction to backend integration and ultimately the business outcomes themselves. This is fundamentally different value proposition. Instead of investing in disconnected tools and managing multiple vendors with no accountability for the final outcome, client gets one partner that brings intelligence, integration, and execution together accountable for the resolution itself. We are leading the shift from conversations to resolutions by creating AI that acts, orchestrates, and results, not just answers. Agility shows that efficiency expands market resolution is how we deliver them. Our integrated stats spans across wallets, chat, email, social, IDR, and video. With AI embedded across the entire journey, one partner for connected intelligence across every enterprise function. More importantly, our global operating footprint gives Revolux an advantage that pure-play AI vendors cannot easily replicate, operational experience across languages, nearshore capability across the Americas, and regulated industry delivery on four continents. Each center serves not only as a delivery engine, but as a real-world environment to deploy, validate, and scale intelligent solutions. The software-to-service gap remains one of the biggest challenges for TX leaders and does not exist that gap by combining AI, integration, operational accountability, creating value to clients while strengthening our own economics. Faster resolutions reduce agent hours per interaction, improve utilization, and lower the cost to serve, creating a dual advantage. Higher value delivered to clients with stronger operating leverage for 1.1. We are seeing encouraging early traction, 12 life deployments across 7 enterprise clients spanning across insurance, aviation, banking, automotive, and digital assets including two of India's largest life insurance. Two Central American banks, one through the Nexom BCC acquisition, a leading Indian airline, and a premium European automotive market. More significantly, the nature of these engagements is changing. The market is looking beyond capacity towards AI-led measurable outcomes. 1.1 brings global delivery, domain depth, human expertise, and enterprise accountability. Regolix brings agentic AI, intelligent authorization, and resolution as a service. Together, we create a connected operating model designed to move enterprises from conversations to resolutions and deliver measurable outcomes. With that, I hand over to Mr. Sunil Kumatra, our chief financial officer, to take you through the numbers. Over to you, Sunil. Thank you, Adam, sir, and good evening, everyone. Let me take you through our financial performance for QM Financial 20 table. A quarter that will make a shift change in the scale of company. As a half full reporting period to conclude this from DTC. On a compliance basis, revenue from operation from QN Financial Bank 27 was 158.3 crore. A growth of 64.6% quarter on quarter. And 129% year-on-year. This growth was driven mainly by the first full quarter consumption of Nescom, supported by growth in customer program volume across the base business. TBIBP stood at 39.4 crore, up 56.0% from 25.2 crore in Q4 financial crisis, and 91.5% year-on-year. It's an EBIT margin of 24.9%. Profit for the period was 16.3 crore, up 58.7% from 10.3 crore in Q4 financials 27, and 72.8% year-on-year basis. Basic earnings per year for the quarter was 0.62 compared with 0.36 in the cross-funding quarter in last year. Let me address the margin directly to Consulate eBay DPA margin of 29, 24.9% reflects the change in delivery needs from next-term Consulate returns and finance costs of 8.1 crore for the quarter, up from 1.9 crore a year ago, generally reflecting acquisition-related borrowing. On an external basis, our core operation delivered revenue of 61.1 crore up 11.6% year-on-year at an immediate margin of 30.4%, demonstrating the continued health of the basis-based business on which the global platform is being built. An integration scenario and the revenue shift towards AI architecture, an awesome link model. We expect margin to improve progressively over the coming quarter years. We will continue the momentum we have built over the past several quarters. We remain confident in our ability to capture the significant market opportunity aired by scaling resilience, depending existing customer relationships and expanding our customer base. Our growth strategy is deliberately balanced. Reclient, core revenue, the ramp-up of new customers, and generate a diversified pipeline of opportunity across market and capability. We say healthy customer patterns, growth enterprise demand, discipline, capital allocation, and renown-up gaming traction in live environment. We believe one-on-one is a beginning of significant multi-year growth opportunities. Our dual Indian global delivery and agency AI giving us a strong foundation for success, while discipline, chapter, allocation, and operational execution elements center to how to regrow. Our focus remains clear, sustainable, profitable growth with continued several investment in innovation, talent, and sustainable global capabilities, and its translation of those investments into stronger operating performance and long-term shareholder value. Thank you. We are now happy to take your questions. Thank you, sir. Ladies and gentlemen, we will now begin the question and answer session. If you have a question, please press star and one on the telephone keypad and wait for a turn to ask the question. If you would like to withdraw your request, you may do so by pressing star and one again. Ladies and gentlemen, if you have any questions, please press star and one on the telephone keypad. The first question comes from the line of Mr. Yoglish parties. An individual minister, please go ahead.

Good morning, sir. And congratulations on a good set of numbers. Sir, just to want to concentrate on the current design, how do you feel this year? And is there any major one-offs in this quarter?

Hello, thank you for your question. Could you come again? Your song was a little steeper. Could you speak a little louder one more time, please? I think the numbers are really very good.

Any kind of one-off or any kind of project completed in this order or do you see this run rate will continue for full year also?

This is the first quarter where we've confirmed that it must come completely, so this is not kind of a one-off number, and we believe we should be able to try and double our revenue this year, and that's what we are currently embarked on. So we believe that we'll be able to get, and we can confirm that we'll be able to get a good run-off ratio, and all our numbers should be able to impact, and it's not a one-off number.

No, no, I am saying that in consolidation also, it is a pure consolidation, in the thing, one of them, in the project.

No, it is a consolidation. Okay.

Okay. And where do you see the traction for, let's say, traction in terms of segment, you rightly highlighted insurance company and banks. Can you throw some more light on continuity of this?

The continuity of the numbers itself is coming from the only control version of numbers and our acquisition that happens after. From a group perspective, we are very staid at the right point where our identity API solution along with our human-based systems will try and bring in far more results to us. So, these numbers will not currently have any impact from our delivery perspective, so all seem to be in very stable and good numbers here. AI will continue to grow and start bringing in better margin numbers for us in the coming quarters.

Okay. Okay.

In terms of we are using AI, so in last quarter we started some benefit, but If we attribute to usage of AI, what could be the roughly countable number, can we quantify, what is the productivity gain because of the AI use, AI in use and mix of the Android smart power and AI.

I'll give you our time to answer this question one of the examples. In one of the large airlines that were currently operating out of India, we've been successfully been able to deploy AI to seek a benefit of our 30% of the employer's price and thereby bringing far more valuable services to them. So, as our project starts going up quarter and quarter, year and year, you will see the impact of a while on our revenues in the coming July to 18 months.

Thank you. Thank you. Over 3-5 years, how do you see yourself and what are the geography and sectors will contribute to growth over 3-5 years?

We will be growing on India and Latin, while entire of the Americas will be able to increase the revenue fewer because of the dollar arbitrage, and India will also continue to grow from an AR contribution perspective. But you will see a lot of business showing up a larger volume purely because of the dollar arbitrage on Americas. From an industry perspective, while there is focus across industries, but we will see a lot of work coming through the banking industry and a little bit on insurance side, healthcare. These are some of the industries that are showing trajectory right now. We will also see some more trajectory coming in travel and hospitality also.

Thank you. Thank you very much.

Thank you, sir.

The next question comes from the line of Tushar Sardar from Athena Investments. Please go ahead.

Thank you for the opportunity and congratulations on a good headline number. I was just going through your presentation and I am actually surprised that you have not even split between Nextcom and your base goodness. Can you split that up? It should have been part of the presentation though.

Medcom, right now, in this quarter, contributes approximately about 50% of the numbers back this year.

That's why we are getting around the EBITDA, around the same numbers. 60%, so you have an actual number, so 640. So, your business has not grown though. Base business has not grown in touch. What one should I do? Base business has all its own growth. So, if I take 40% of 160 per hour which year reported, it is 64 per hour.

I think 60 per hour. I have a problem. I have a problem. I have a problem. I have a problem. I have a problem. The growth has been about 60 per cent. No. So, it has come down to be 60 per cent. 5-0. I'm not fucking. You said 60 per hour, right? No, no. I said 65-0. Maybe the voice does not translate well. I said 60% of our revenue contributions is from NETCOM. And likewise for our operations.

Okay, okay. And so NETCOM, what are the money?

Netcom, it's around the same kind of a number that we currently looking at. So, the margins are ranging between 24 to 25 percent margin there as well. Awesome.

And you have the debt of 220 crores. So, what is the plan with respect to the debt? Do you plan to bring it down, raise equity, or will you pay off from the earnings? What is the idea?

I think that cash earnings in the coming quarter is only going to increase. The cash earnings is steadily targeted, so the debt solution is going to become easier in the coming quarter.

And, do you have more acquisition plans?

In the next about three years, we intend to try and explore about another two companies that we are trying to look at. So, those are on the radar. But this time we are looking at companies which have 1,500 brands and that can really bring us to the largest spectrum of North America. And that's been that brand focus for us to look at acquisition. Also, our focus is showing that these companies that you can really leverage our AI to really try and make a decision to create an exit barrier and bring in far more value to this business.

And how much revenue is contributed by this agent API in the current quarter?

We've just launched our agent API this year in early, early in the year in May. And we've been able to successfully deploy close to us. 67% across the world that we are currently doing it. So revenue is just catching us on this theme of events, we should be able to keep up good amount of revenue showing up in a horizon of about 12 to 18 months, or probably even slightly more. So, these are voice-based aliens or these are chatbots? Both, you've got walls, and you've got both, but if you want specific more questions, I'll have to ask you to give a little more info in terms of the resolution of the product.

Thank you, Akash. To answer your question, these are not just voice and chatbots, but these are end-to-end workflows which are designed to provide the end resolution to the query that has been asked. So, it's not just a pure play contact center play in terms of AI, but the entire customer experience space where, you know, AI is being used to personalize the conversations, personalize the journeys for the end customers and their outcomes. So, this is across voice email chat and the workflows which are deeply integrated into the ERP systems of our client.

So, what I gather by, you know, listening to management commentary on other listed, especially in the finance sector, NBSC, banks and all that, this voice, agents, automated voice, follow-ups and all that seems to be now industry standard, you know, everybody seems to be saying that it is initially automatic driving them. That's far more efficient than an agent calling up a customer. So, where are you in terms of deployment of that technology?

So, we have actually gone far more ahead than that. So, what you are actually seeing in the market is just a replica of an IVR voice blocker. What they are doing is they are replacing the mundane voice of an IVR with a human-like voice and calling themselves as AX. What we are doing is that we are not just calling and making a sales pitch, but we are looking at completing the onboarding cycle, the service cycle, and then the entire value chain that happens after the customer acquisition for a product company. So, we are far more ahead and deepened into the AI-identic ecosystem than just making outbound calls and behaving as a supplementary to a wide block set that is happening there.

Okay, so you've already deployed all that. Sure. Has it result in any savings? Because I don't see margins growing up because of that. Or does it lead to pricing pressure and therefore margins are getting paid?

No, so we've already deployed this. We have 12 live engagements which are going on across 6 enterprise clients. The overall detection or absorption to human is close to about 30 to 40 percent depending upon the use case where we have deployed this. On the margin side of things, Atash, if you want to throw some light, that will help.

Absolutely. Sir, as you said, we have just started imaging our work on the ARSRV resolution. So, the margins are shown up in a few of our projects that we implemented before we can really see a great number coming up. But from our largest scheme of events in terms of our revenue and numbers today, the numbers are very small to be dropped out or to be noticeable in this case of AI data.

Because what I understood from this NDSM and branching is that this has been going on for a while, and they all talk of very high efficiency, especially, you know, in things like collection and automated calling is helping them a lot.

No, no, we are absolutely right, and there are being a lot of knowledge around AI, but most often they are not AI's, most of the food in Congo, and what is actually offered, and what is... No, they don't call it AI, they just call it automatic calling, you know.

They don't call it.

Exactly, exactly. And we are... Yeah. And we are slightly different. That's my question.

Since you also run voice-based BTO, are you using that technology? That is my question. Not bad for your little days.

I'll invite our audience to speak a little more on the technology side here.

Yeah, absolutely, we have the tech stack in-house available. That's what the Resonix platform is built on. So, the automated calling is essentially nothing but a dialer, you know, spitting out calls to wherever you want them to basically action. So, we have our own in-house dialer, which is built on two PABX technologies that is available globally. So, that is also something that we have built in-house. So, to answer your question, yes, we do have.

Okay, okay, thank you.

Thank you, sir. The next question comes from the line of Mr. Ram Prabhuda from Gene3 Advices. Please go ahead.

Hi. Yeah, could you just tell me more about Resolve X and the whole definition of this registry?

So, So, typically what happens is that when large enterprises want to deploy or put something which is, you know, more advanced in nature, they end up buying a tool or an ecosystem in the market, and then that comes in as a bolt-on. What happens is that you are buying a software, you are buying a product, and then trying to integrate it in your ecosystem. And all of this heavy lifting is typically done by the organization or the systems integrator who is there in between. Where Regolic differentiates is to exactly kill the software service gap, and we own the resolution end-to-end, which means that you are buying a product to envision and streamline the customer journey to a great extent. We are not selling you a product, but we are selling you a service that will actually help to bridge that gap so that you are able to get the end outcome. Because you can buy a product, but you may not know how to extract value out of it. So we've developed this platform to multiply scale for a particular client, but we do the entire end-to-end orchestration to meet the end objective of our client.

Okay, can you hear me? Just wanted to know if you've had any recent deployments for clients and how they come out.

Sorry, I missed the initial part. Can you please repeat, sir?

Yeah, I just wanted to know about any recent deployments of the products.

Yes, we've deployed this across multiple clients, right? So, for the airline industry, we've deployed this to manage the entire customer services operations to a great extent, and we are deepening our deployments there to manage almost about 70-80% of the times why you would call up an airline. So, we are doing that already. Out of that, we have deployed this for a marquee Italian bike manufacturer, where their channel was more to just have a great customer engagement. We've actually turned that around and flipped that into a lead management system. So today, just by deploying that agentic ecosystem, their interaction channel is about generating 17 to 18% of their sales. And we are now going to further integrate with their inventory management system so that customers can get to know whatever They are ordering and how they can kind of turn that into a revenue generating model as well. Outside of this, we have deployed this across two Central American banks as well, where we are addressing, you know, the peaks that are coming through because of the taxation season in terms of how to find and extend the maximum, you know, redemption from a tax standpoint. So all of their queries, close to about 98% of those queries are being managed by the Resolix platform. We've also deployed this for, you know, digital signatures validation for a Central American bank, where almost about 57% of the queries are today managed by the Deseolex platform. Outside of this, we have also deployed this in the insurance side of things in India, where the entire onboarding and welcome calling, including validation of what you subscribe for, is done using the platform. We are looking forward to scale this up significantly across all Indian languages and almost about seven to eight products that that insurance company has. So we are looking at significantly deploying these bots and every bot will be deploying approximately 40 plus bots across these permutation and combinations for the insurance company.

All right. Thank you so much. That's really interesting.

Thank you, John. Ladies and gentlemen, if you have any questions, please press star and one on the telephone keyboard. The next question is from the line of Mr. Nechike, can you from Jagannet, which just keeps getting?

Yes, sir. Good evening, team. Congratulations on the excellent delivery as well as your guidance and thanks for your opportunity. Some clarification on the, could you, let me understand what is this 1.1 Singapore acquisition into another in-team, in-team? And the whole procedure is structured there. So, I'll take this answer for you.

So, 1.1 Solutions, early in our last year, we acquired a company, which is a Singapore-based company, Brown, and it really sought a platform for us to engage and build on our AI stock. That same AI stock we remasked earlier in this year by the name Resilix. This company that we acquired in 2025 was our only platform, but the Juna Daily has tasked to really cater to our industries. We further reinvested in that along with various sets of capability and domain expertise that we have and brought it to life. Now, this was kind of a view of engineering as we currently go to the marketplace.

This strategy was very clear.

While everybody in the market is offering AI or a background of a resolution, but they are mostly dependent on third-party products with very limited control and limited access to bring in value to the customer. And that's how we created this entire ecosystem to really support this one now. And we are not only supporting our existing partners and businesses, we are also taking EgoLex to a stage where it has been independently sold as a product online for Castex and other VCC markets as well.

Right, so, there's one that's actually started from Singapore, is it? Or, it's automated here, so, a little comfortable startup.

No, no, it enhanced our, it enhanced our time to delivery and solutions. We always have an AI platform, but it requires a little more platform building and other support. We found the right now to really propel our tourism in the AI app, and that's why we integrated both to take this journey ahead.

Okay, and do we already have any ongoing revenues and maintenance in the book?

No, not in Singapore, but we have some in Middle East, we have some businesses in Yara, some businesses in Latam, we are also providing solutions on AI-based activities in India to multiple industries right now. While the volumes are currently very small, but they are very, very positive and bullish, as we speak up in about, crashing about 12 to 18 months to a sizable number.

Okay. Okay, good. And the next question would be for Mr. Tadeep, a person to our previous interaction. It's great to see the progress on ResolveX platform. Just a fundamental question as to how does the velocity of this business build over a say medium term of 2-3 years. Because, you know, as you say, resolution as a service, so If revenue generation is not, you know, like the fundamental shift in the revenue generation model. Now, it could be, is it fair to assume that as time progresses, the platform itself will become so good, and the type of queries and number of queries which will be solved and delivered, those will go down ideally. So, how does the rapidly generating structures stay in place as efficiency improves in the future?

Sure, that's a fantastic one, and I'd like to throw some light in terms of how this platform is going to evolve over a period of time.

So, today we have initially, sorry to cut you off, initially the volume of things you get to solve will be very high. But as the process improves, and you know, once a query is solved, ideally, if it just repeats, okay, but maybe the repetition itself will stop going ahead.

So, there are two aspects to answer this question, right? The first one is, what happens once you have resolved a query for a particular type? Now, the reason why someone reaches out to a product company is because he is not able to self-serve? Or if he is able to self-serve, it is too tedious for him to find out how to get it done on his or her end. So we have to switch the upstream and downstream both at the product level if it is a product company. Now, our objective is to build around and wire the customer journey in a way that without changing your backend system, you are still able to provide and orchestrate the journey, which is a simpler math for anyone to do rather than trying to build the backend and try to resolve that particular defect.

That's right.

Whatever gets resolved using the authentic AI platform is reputation, which means that we have already solved for it once and we've understood the workflow. And now, 100 customers, 2,000 customers can keep going through that journey and it will get resolved on its own. Now, every resolution that happens using that without having to change the backend system is a revenue that gets generated for us. Okay. And in a hard institution, changing a backend or an ERP or doing something is a memo of stuff. They are anywhere, their existing IT teams are, you know, filled with so much work that they do not have time for advancement because they are continuously changing on new developments that need to be done or new launches that need to be done. So that is where it kind of answers itself, right? The second part is how we are looking at the platform to evolve. Now, today what you are seeing is four enablers on the ResonX platform. And these are small pieces of the jigsaw. Eventually, what we envision to do is build this as an entire CX platform, which means right from the time of creating a requisition to onboard something. Screening of that particular candidate, onboarding of that candidate, training that candidate, assessment of that candidate, servicing of that using human in the loop. Generating insights, doing quality monitoring, doing exception management, and then finally resolving it end-to-end using the analytics layer. That is how this platform is going to evolve over the next 20 to 24 months, which means that this is going to be a single platform that will help agents.

Okay, I understand.

So right now, what we are doing is using these four numbers, we are getting a foot in the door in terms of trying to solve for a problem that a client has. The strategy is very clear from a land and expand standpoint, right? Once you have a proven customer on particular activity, the trust is built, and then you can expand on top of that. The biggest barrier to a lot of companies is to have enterprise clients, and over the past two to three months, what we've been able to do is get six large enterprise, seven large enterprise clients. Now, for us, expanding that and eating away or cannibalizing over the competition which has the larger side of business is going to help us clear the growth from here on. Right. And then it is replicable because the platform is ours. So, the system that we built it at the microservices level is we are using the clients to build a forward deployed engineering team for us. So, for ASL, I have already built a center of excellence. For insurance, welcome calling, onboarding, I already have built a center of excellence. Now, all I need to do is keep on adding clients for the application next time.

Okay. So, on this, in short, it's good. You know, the governing IBA has made this BIMA central platform, and there was a lot of friction for the companies to really get going on the BIMA central and go paperless, basically. So, is that the ecosystem that we are involved in, because I'm just trying to imagine that there will be a lot of queries, so, of course, quantistically, you can deliver a lot of outcome there.

Absolutely spot on. All our services are based on API-led microservices layer, and we will enable us of bringing it to life in terms of a paperless environment. Today, what we are doing on the welcome calling and, you know, the clearing of cases and stuff like that, we are super safe that a human can already deliver. And in days to come, we will be able to benchmark this brilliantly well. And this is going to be one of the biggest use cases in the industry, especially in the insurance side, on how can agentic AI be successful and help steer the business for those insurance companies.

Okay. So is it safe to assume that you are at the forefront of this and there is not much significant competition or are there other companies involved?

You can fairly say that and we would believe so because we are the ones who are owning the end-to-end outcome. The other companies are fairly isolated solutions. When you don't own anything and you provide an isolated solution, I don't think there are many partners, right? Because customers today will pay for something that provides them a solution without they having to, you know, spend any effort on that. So that's a sweet spot for us.

All right, absolutely. So... And this, so your customer will always be the insurance companies and not the IRDA or the EMA central in itself.

That is absolutely correct.

Okay.

We can integrate directly with the FEMA central as well, but that is us too. So, we first want to, you know, garner around the likes of large organizations that are out there, and once we've done that is when we go one step deeper in terms of integrating with the actual ERP systems or the core systems or insurance.

Okay, good. Thank you. That was, like, very insightful, and from here, my questions were very basic. Just one small question. On the ESOP front, what is the amount of ESOP issued to be issued, vesting period, and what's the cost which will be incurred?

Sir. Hello. Yes. So, in our company, ESOP policy has already uploaded on website. So, we have besting period is one year. We have defined some level. After L5 level, we are using ESOP. And once they will complete a year, then he has right to bested option like that. Thank you. So, as on that, we have issued around three last piece of like that, but out of that, this thing is very less, somehow like that, and cost is, we are setting on two CR like that. Two CR is diagonal or quarterly? The order is very clear. We are, we are not issuing a discount. So, in companies, zero.

That's what your wife was a bitch that people needed to do. Hello.

Sir, our ESOP model policy is we are issuing ESOP at the current market price. So, cost to company is less zero. We are not issuing any discount or any less value. So, if we talk about costing part, then cost to company is zero.

Okay, okay, yeah. Thank you so much for the answers and read back to you. Thanks.

Thank you, sir. The next question comes from the line of Mr. Arjun Tambay from Aureviyakarast. Please go, sir.

Hello. I'm an article.

You're a article, sir.

You're a article.

Yeah, most of my questions have been answered. Thank you for that. I just wanted to note the mental course of stress for the company, and

What plans does the company have to deliver the books? I just wanted to know the lender cost of debt of our company and how does the company plan to deliver the books of our company?

Hello. Yeah. Yeah, sir. If you talk about the debt, we have, our company has debt-free company. We have only taken exposure of debt in acquisition of net term, and that effective cost around like 9 percent like that. So, our, as our pastor has explained earlier, our company has a strong cash flow position, and that is easier to our debt re-carriage payroll.

Alright, and what are the current active deal pipelines for 2027 and what is the conversion rate for that?

I'll take that to him. Currently, we are hovering around a good 10-12% of our customers. We have an access pipeline across all ports. We are doing and pursuing deals across Latin America, America, India, and with the growing numbers of NETCOM. So, consistently, we have a size-having number. But just to give you a simple number that, organically, we will see about a 20% net profit around here for us.

All right. And just one more question if I may. When we are evaluating a prospective acquisition target, what key metrics drive your decision making?

We are first looking at making sure that our target companies that we want to acquire are ETFs, and something we are looking at right now, North America as a market, which has got customers that can really announce and really move us into North America region.

Alright, and just to follow up on that, so on an average, how many call terms do you anticipate it will take for a new acquired entity to become margin incrementally aggressive? I am a friend of mine, and I am a friend of mine. I am a friend of mine. I am a friend of mine.

Go up, go up, go up, go up, go up, go up.

Yeah, so I just wanted to know that how many quarters do you anticipate it will take for our company, for a newly acquired entity to become a beta-operative on a console basis? Or is it from day one?

It's already, it's already from day one. It's already from day one.

Okay, thank you very much.

Thank you.

Thank you, sir. Ladies and gentlemen, if you have any questions, please press star and one on the telephone keypad. The next question comes from the line of Mr. Malay, Samir from Breakthroughs. Please go ahead.

Thank you for letting me ask that question. My first question is, what is the entry to barrier for competition to come up to a level and start matching our service levels?

Hi, I will take that question. Today, what we are doing is we are owning the client end-to-end. Today, if you talk about any other company, they have bits and pieces of a service. So for a BPO who is out there, they are providing manpower to the client. Then they are taking AI or AI as a platform from a different service provider. Then they have to integrate, they have to own the resolution. And if there is an SI or a tech stack that needs to be put in, they will bring in a third vendor to make this happen. So in this entire journey of what they are trying to do, there are so many stomachs to feed. And it becomes impossible for them to kind of, one, meet the rates, second, the quality, and own the entire end-to-end outcome for the client. So that becomes the biggest barrier from a competition standpoint. Today, we are a one-stop shop for providing end-to-end resolution across manpower, AI, and technology stack across domains that we exist today. So that is our strongest point and the entry barrier to a lot of customers because you will have multiple next-to-choke if something needs to be done in coordination and collaboration. So that is where we kind of, you know, come in very handy to our clients in terms of owning it end-to-end.

I greatly appreciate that. Now, the second question is, are we the only one doing this service in India? And are we the best who's offering this kind of service in this demand?

As per what I last remember, none of the BPOs have their own agentic AI tech stack. They are still trying to build it on their own or taking these services from a third-party outsourced vendor who is providing these services. So today, I can say that we are the only ones who exist in India who have the domain plus tech stack plus AI agentic capabilities which is truly born within the organization.

Right, so obviously you've shared before as well that from the headcount hours to the resolution, it's a very good vector to shift to, and I accept that. My question is, how do you monetize it? Because when you're just counting headcounts and the hours, it's very simple. To make the maps work. But when you talk of resolution, it goes into a subjective domain. So how do you monetize it?

It's complicated when you kind of think of it, but it's very simple, right? So, say for example, what is the cost of resolution to get a query addressed? Is someone trying to get an answer over a chat? So, you consume some time on chat. The query did not get resolved on the chat, you have to move to a different channel. So, the same customer went ahead and made a phone call to a contact center to get a resolution. You need to add what time was spent on the chat and the text to kind of bring it to life plus the time that it was spent on the telephone and the agent cost to kind of do it end to end. So that gives us a cost of current resolution for the time. Today, what happens is that if I have Aventic AI deployed on chat, I own the end-to-end outcome which means a five-minute conversation can today become a two-minute conversation because I am not shifting in from one channel to another channel. So, it is still time and motion driven, but the way you calculate it is what makes things look different.

Okay, I understand. Now, suppose we are taking CDA line in that screen. And then we move to a new industry, say, hotels. So what are the kinds of investments and efforts that we go into flipping or rather adding hotels to your city?

So, today, that's what I was trying to explain earlier, that today, our deployed engineering team, which means the domain expert, is only deployed when I have it at the back of a client. And because we've been in this business for over a decade and we've been servicing these industries, we understand each of these domains at the back of our hand because we're managing almost 85 to 95% of an operations for a client. So, we understand the domain, we understand the workflows, we understand what the breakage points are and how do we own it end-to-end. So, today, if I have aviation as a sector where I have deployed this, I also have an understanding of an insurance of how it operates. But do I invest in a person or a team who studies insurance end-to-end and then I will look out for clients outside in the market? The answer is no. I draw parallels of what I have been able to deliver here. And see what best proposition can I create for an insurance company. After I have one declined, I will go and deploy an expert or we already have the expertise in-house to kind of go and deploy that model. That becomes a huge differentiator for us because our R&D cost now subsequently reduces. Otherwise, you are keeping on building products without having a revenue coming on top of that, if I was able to answer.

Yes, yes, thank you. Now, as we keep learning from our AI models for a particular industry, say for aviation, as you said, and if you get another airline in the same industry, then your learnings would come very handy, and you could very easily ramp up the business.

Partially correct and partially incorrect. I'll tell you why is it partially correct because what happens is that workflows are replicable, which means the customer journey of an MIMP is not going to change, right? So when you book a ticket, you have a free journey, you have a refund journey, you have a check-in journey. So the workflows are completely end-to-end replicable. Second, we are not in the business of creating MLMs, which is a large language model. What we are in the business is what sits on top of an MLM. So today, MLMs are commoditized. But what sits on top of an MLM is what we come and differentiate ourselves. So, the model, it can shift from a journey perspective. What LLM, SLM to use, they are already optimized for what we want to use and we already know what works best in this scenario. And hence, the replication becomes fairly simple for us. But we are not in the business of, you know, learning from our client's data. We would not want to do that because that's complete conflict of interest. So, it's an IP of a particular client which should remain as, you know, as encrypted as secured for them.

I appreciate. Now, can you give us, and that's my last question, can you give us a teller on how soon will you ramp up within the industry that you are already catering to in the, if you say, next few quarters?

Once we deploy the printer of excellence, we... Obviously, we want to market it more. We want to create use cases around it, and we are constantly creating case studies to kind of, you know, donor around same industry, same clients, right? So, we've got insurance. We had one. We got the second one right after that, and now we are looking at expanding our horizon within lines of businesses within that insurance company. Once you've done that and once you have the sizable numbers, I think it becomes fairly easy because the proof of the pudding already exists. And we have results that are already out there that talk about our capability and capacity to kind of expand. Once you've acquired a client, now obviously there are limited number of airlines that operate in the country, but we are taking that offering not just on the domestic market, but also to the international Thank you very much. But there is enough and more work once you land into an enterprise client to kind of keep evolving your service lines.

Yeah, thank you so much. All my questions have been answered. And there's only just one thing which I want to touch upon. Would you guys run out of capacity, etc., if the business... And the software tech keeps working the way it is working right now.

Sorry, we lost you for a brief couple of seconds, if you can just repeat.

Yeah, so my question was that if business ramps up rather quickly, would you run out of capacity? And if you do that, would you just need to hire some humans while your software and AI, gigantic AI, continues to stay afloat? Or would you need to ramp up that as well?

I think at the back of a business, scaling up is never an issue. So, I don't think we'll be running out of capacity. What we're trying to do is we're trying to, you know, We are trying to scale up that capacity on agentic AI, which creates room for adding more work, which will require human intervention for complex software environments.

Thank you so much. Thank you so much. All the best. Thank you so much, pleasure.

Thank you so much, sir. Then I hope for the questions. Now I hand over the floor to the management for closing comments.

Thank you, everybody, for the call and attention, and we will see you soon in the coming coffee later. Thank you, Tom. Thank you.

Thank you, Tom. Ladies and gentlemen, this concludes your conference for today. On behalf of 1.1 Solutions committed, we thank you for your participation. You may just submit your answer. Thank you and have a pleasant evening.