Emerging Growth Conference 97 - IMMURON LTD

see what we can answer today. So let's talk about your latest announcement identifies healthcare and senior living as potential markets for your guest intelligent platform. Are you already conducting pilot programs in these industries? And could the same technology be deployed with relatively little additional development expense? Yeah, so we already are in healthcare systems today. We're in a number of them. And we are now going out to them and beginning the whole pilot program with them. There's some additional development to be done, but it's funny when I looked at what the incremental costs would be, it's pretty de minimis. And that's partly because when we built this, we built it to be modular from the get-go. And so we're actually somewhat agnostic in terms of the category. We're limiting ourselves to these two and soon to be three with assisted living, ICPs, verticals, simply to maintain focus, not because of a limit on the capability. And so large hotel software providers and AI companies are introducing their own digital concierge and products. So what proprietary technology, data integrations give you a competitive advantage? And what would prevent a larger competitor from offering similar functionality? Yeah, I think a number of things that we've observed are that AI primarily in hospitality works two ways. Either somebody is doing something agentic across silos, so optimizing food and beverage, optimizing check-in process, transactional, get me a toothbrush, let me order room service. What we're not seeing is anybody that is looking at the entire story of that guest journey and doing something to improve it. And then again, too, we have this heritage in wayfinding and location-based services. And so that is a data set that most properties and most technologies don't really have the time to develop. Of course, somebody can go out and build it, But it'll take them a few years to get it right. It's not even a cost issue. It's really time and volume of people moving through the system issue. And we have the advantage of having done that for years. And so we're much more focused in what's happening now than that guest experience versus what's happening two, three weeks from now after we crunch the numbers. And I think that's a big differentiator. These guys know who the guest is. They know what the guest has booked. we know what the guest wants and what they're doing. And that, I think, is the biggest differentiator. Can you talk a little bit more about that? Specifically, what measurable financial benefits have your customers experienced? And how quickly can a typical hotel recover its investment? Yeah, so we were talking to, we were actually talking about this amongst ourselves yesterday. And what we're seeing is somewhere in the neighborhood from seven to 20 plus ROI on the investment into our technology among our customer base. Now, what's important for properties is something called TREVPAR, total revenue per available room. So, you know, historically properties really cared about something called an ADR, average daily rate. I'm getting $200 a night for my room. I'm Getting $500 a night from my room, but then when you take out OTA fees, brand fees, et cetera, that number is really pared down, so now they're focused on what is the additional incremental revenue I can get out of every room, so with 2.0 and the integrations we have into booking systems, into PMS, we can now track and report on it both in aggregate and down to the individual customer level back to the property, and so they get that visibility more or less in real time, something that's not readily available today. It takes some weeks to crunch the data in most cases. Now, you've spent much of 2026 repositioning funware around your AI-powered guest platform. So what's the timeline for converting this technology into meaningful subscription revenue? And if you can, talk about what annual revenue level do you believe the platform could realistically achieve? Maybe give us the next two or three years timeline? Yeah, I unfortunately can't get into that detail right now. We're in a blackout period. I don't want to make forward-looking statements that'll get into MNPI. What I can tell you is this, since rolling out 2.0, we already have some product built in terms of itinerary planner. And starting next week, we are demoing the full platform with the tracking and the metrics to a number of prospects. The number of suspects that have raised their hand are 3 to 4x our current installed base. The traction that we're getting in terms of lead volume since June is at least 10x what we got for all of last year. So we have a lot of pent-up demand and we're rolling out demos starting next week. And that's sort of the best timeline I can indicate at the moment just given where we are with reporting. With these developments, will customers pay separately for these products and how much could they increase annual recurring revenue per property once all three are available? So we, again, getting into revenue stuff, but I'll tell you that there is a rough benchmark that you see with these technologies, which is that you're somewhere in a range of 40 to 80, 50 to 75,000 per property per year. And that is the approximate benchmark for them. Now, again, we're doing multi-property deals now where we're talking to flags and not individual properties. So the smallest flag that we're talking to is over 30 properties. And so you can get an understanding of the scale. Right now in our pipeline, thanks to Nick, thanks for the support, thanks to other hires on the sales team, we have a pretty significant list of prospects and we're starting to knock them down like dominoes. And again, that starts next week for us. So this is very timely. And can you address the recent proxy fillings that the shareholders nominated competing candidates for the board at your December annual meeting? So what concerns are the shareholders raising about where you are now and what are you doing to address that? so i think without getting into the proxy funware was quiet for a while and the reason that we were quiet was we needed a line around a vision in the last year or so we've done that we've not only aligned internally philosophically around a mission we've aligned in terms of funding product funding marketing resetting those teams and so now we're rolling out the story it's why i'm participating in this conference. It's why we just released a shareholder letter this morning that outlines the strategy and connects all of the dots. And so our goal right now is really one, we announce product that we know we can release, which we've done. We did itinerary planner in June. We then show a demo very quickly. Again, these AI forward development practices are helping us accelerate. So four to six weeks, we're able to demo product with real code. And then at the end of the quarter, we begin our pilot work. So far, that's happened with AI concierge. It's happened with itinerary planner. We expect it to happen with operator console. And we report all of this via PR to our shareholders so that they are aware every step of the way. I think if I were to have a critique is that Funware was quiet for a while. We were quiet because we had to rebuild and retool. Now we're coming out, you know, this is our debutante ball, so to speak. And lots of finance questions, but let's talk about your expansion. Are you currently negotiating any multi-property agreements you can mention? Multiple. You know, in hospitality, it's difficult because brands have locked down messaging very tightly. What I can tell you is that we are in discussions with four multi-property flags, and I hope to announce at least one of them soon. These are really interesting because, again, they're a divergence from what we've historically done. Historically, we've had a very large install into one property, and that becomes almost an enterprise sale. It takes a long time to close. With 2.0, we're getting to the conversation much more quickly. And the smallest of the property groups, I want to stand corrected, is actually 20 properties, but it's a premier brand. And so that allows us to deploy in modules that allows to pay off what I'm talking about here in terms of how we're structuring our agreements. And I'm also happy to say that now when we are doing our renewals, we've had success in raising rates year over year, because we're now really providing incremental value on top of what we historically did to the platform. So I think this is good news for shareholders. I can't announce a lot. Again, we're in a blackout period. But as these deals come live, we will, again, let all of our shareholders know via PR, and we'll let them know the specifics of those deals. Perfect. Well, thank you so much, Dimitri, for your time with your presentation. And we would love to have you back on the conference and follow along with your journey. Thanks, Anna. Pleasure.