Rezolve Ai Investor Day: Q&A - REZOLVE AI PLC

okay we'll move now to questions from investors what strategies are being used and since when to prevent cash burn well we've always been very capital um you know efficient in terms of our management i think our focus as i said in my in my statements is we're really trying to prove that we can grow we had a very hyper growth strategy which a lot of analysts and and investors did not believe you know we had to reiterate that time and time again and then now we're delivering to it and I think you know part of this 60 million reduction is to focus on now moving to a path to profitability because we don't expect to need to raise capital to fund our recurring business so these one-off will continue to happen because we're gonna continue to do acquisition we're going to continue to marketing we're to continue to grow our business but now we need to be in a profitable so high growth business not just a high growth only okay drag us dinu what is the expected revenue growth rates over the next few years which channels are expected to contribute most to medium and long-term growth well look obviously we have not stated what our growth rate is from a public announcement standpoint we are going to still continue at a high growth rate because we are an AI company. I mean, we're not building a professional service company. We're not build other types of businesses. We are building an AI-first company, and we have everything, all the assets that we have for that growth. So I don't want to give you a percentage, but we will continue to be a high-growth company,and we'll invest in that way, okay? Stephen Richgard, will these share repurchases result in a genuine net reduction in outstanding share count or will the bought back shares primarily be used to offset future dilution from employee stock options and long-term incentive plans? Well so the share buyback is a deliberate focused effort to reduce the free float of the company which we believe is largely held in retail hands and we are looking to do two things to achieve a different profile of our investor base. The first is to make sure that we are represented by institutional holders, long holders, who buy into the long-term vision of the business. What we've been telling you all today and have outlined to you in the various sessions is that we put down all the foundations to build a market-leading business in the era of agentic commerce and indeed other agentic verticals that we may enter into in the future because we own the underlying core infrastructure as well as the products that sit on top. And we came to market as a SPAC, which was not a good journey and one that I would not like to repeat again. And as we landed as a public company in August of 2024, we had no interest in anybody buying our stock. And so the journey from that point to today has been very progressive. We've generated significant revenues, we've grown to a substantial business, we see very high volume of trading in our stock. But there's one caveat to that, which is that the stock is traded primarily by day traders, retail investors, who are influenced by sentiment more than the long-haul institutions we believe would be. So we're focused now that we've achieved so much, laid down the foundations, created a sustainable long-term vision for the business, which is endorsed by major partners, Mastercard being the most recent. We believe that we can now credibly sit in front of long- term institutional investors and put our case to them to buy stock in the market. We'd like them to soak up the stock that's already in the market alongside our buyback program. So that is our intention. That is our focus plan in the capital markets. Some questions from Kimber Sterling. The Monroe facility has approximately 104 million outstanding and matures December 31st, 2026. What is the current refinancing plan and how do you expect it to be resolved without material equity dilution? So we have, that's a very good question. We have an extraordinary amount of demand to provide capital to this company. A lot of that demand is focused on buying equity from the company, and we are reluctant to do that, given the current, what we believe to be undervalued share price. We Have other options of other structures, financing structures that are non-dilutive and we are exploring those and evaluating those we are not in the least bit concerned uh that the monroe uh debt will be uh so we have a plan to take care of it um and that's why we have structure in place already we haven't announced it that's why it's not in the public domain but we will announce it once we execute it yeah lots of options Ejian Emmanuel Nageki, you've positioned Resolve as infrastructure for emerging agentic economy rather than simply another AI commerce application. Given that AI agents will ultimately sit between consumers and merchants, what do you believe will become the strongest long-term moat around Resolve's position in that transaction layer? And specifically, what measurable milestones should investors watch over the next 12 to 24 months to determine whether Resolve is becoming genuinely difficult for merchants, AI platforms, and payment networks to displace? Well, there's a number of people on this panel who could answer that. Shovik and Naga both capable to do so. What's the algorithmics? All the excitement around consumer AI is real. I am a power user of agentic tools and MUSE and DOTS. I'm looking forward to it. and it's going to accelerate more faster than we have ever seen and what that means for the merchant is that previously merchants used to run retail stores that has changed to an online store now it's become an AI agent e-commerce way but it still haven't it doesn't mean that it it kills the need for the merchants to do much hunting and so what what I mean by that is we said on the merchant side helping merchants adopt to every new channel and helping them sell more in in to AI agents if for the new buyer for the for the AI agents and as well as we have been doing for for the e-commerce world so that's how I I see how our role evolves in the agenting space. Yeah, I'm going to add to what Naga said. So there are three ways we look at it. One, to be ahead of the curve is where we are standing. What we thought years back is where we have built today. So we will be ahead off the curve. What we are thinking, we are not disclosing that, is going to always be ahead on the curve, specifically in retail. The portfolio, what you saw, is the discoverability in terms of the funnel checkout, the lower funnel, and then with entire reward and loyalty, and then again, the data inside. So this entire flywheel is the key differentiator, not a pocket or a product. And the third part where our moat will lie is primarily understanding this industry as less is more playbook, and then we expand and grow accordingly. So we want to be champions of this industry with our tech stack, and then we expand. So that's what the moat will cut down to. Question from Thomas Ford. How are Resolve agentic commerce efforts similar to and different from meta platforms offering consumers with MUSE? It's completely different. So the Meta Platforms MUSE, which is a great agent, is a consumer service designed to carry out tasks as an AI assistant. Resolve sits on the other side. We sit on the merchant side. In fact, it was being demonstrated out here today in terms of Resolve Pay. But the agents that sit on the merchant side interact with these agents when they arrive, help those agents navigate more effectively on behalf of their end consumer, the merchant's catalog, the merchants' inventory, and so on. Without our agent on the merchants side, these agents simply arrive and try to replicate navigating around the screen with a mouse and adding to cart. with our agent on the other side there is a proper conversation being had between our technology agent and the agent that's arriving whether it's muse or dots or uh or any of the uh ai systems can you provide your current thoughts on your strategic m&a strategy including your decision tree on building versus buying on the decision tree on building versus buying well we so um okay yeah again we always acquisition is always part of our strategy but it's not our only strategy again we've said multiple times we have three paths to market acquisitions partnerships and organic growth we have the organic growth sales team built and operating we have five global partners that's helping us sell and we're going to be continue to acquire companies that make sense we are continuing to roll up search companies but we also have announced that we are looking at commerce.com so there are many targets in our pipeline and will be continually part of our growth strategy brian kissinger resolve pay is eliminating transaction fees with that in mind why does someone like mastercard want to work with resolve what is the benefit to them so we work with MasterCard across a couple of the business units one is in the area of reward where we work within to provide insight to their customers and to service up offers from retail brands that are our customers. And in the case of the one we announced yesterday, we are helping to provide innovation to the banks that they serve through our agentic capabilities. It's a huge endorsement of our capability set and Mastercard's endorsement on it and their resale of our solutions into banks and other of their customers validates the fact that we believe we're one of the only game, or if not the only game in town, that has looked at the journey from start, i.e. from discovery, all the way through to payment, all the way to the end of the year, all of the way through to repeat, reward, loyalty and data, and then back through that funnel again, which we've repeated a number of times today. I don't believe there's anybody else out there doing this. I think everyone is talking the talk and no one's walking the walk. I Think we're the only Game in Town. And that may be because we started this journey 10 years ago. So we're 10 years ahead of the game, or if not 10 years, nine years, or if not nine, eight, but certainly many years, and we have that significant competitive advantage that we are looking to make sure we capitalize on. One of the things that you can't afford to do as a pioneer is allow everybody else to come and shoot you in the back. We are going to make sure that through our momentum and our growth and the three channels that Arthur just talked about, organic, distribution partners, and acquisition, that we maintain our market leadership position and build on it. last question from Brian Kissinger there is wide concern regarding rogue agents how does your technology help address this concern and protect merchants as I explained the ability for a platform like us to ring fence when you deploy has the underlying tech stack which comes with its observability its ability to trace and its ability to audit. So what it actually does is the technology or the agentic layer which Resolve deploys is constantly monitored, it's constantly observed, and it's constantly being defended in the realms of RAND. So in that parlance, the rogue agents will require ethical and governance AI deployed by Resolve. So the answer to rogue, you need ethics and compliance and security and observability, which are the foundations which we have been put in place. And in addition to our suite of accountability tools, which can be deployed, by the way, by any LLM partner, they can use our traceware, they can us our accountability AI, auditable AI rather, and our other tools, the actual language model that we've built has the inherent defensibility of being anti-hallucinatory. And we have built that with numerous unique IP that took us many, many years to perfect. And that fundamentally brainpower, our language model, which we believe outperforms every other model on the market in terms of reliability, is the tenant, is the foundational tenant that allows us both to offer the products and services in retail and consumer without human oversight, but also allows us ultimately over time to offer that capability set into other strategic verticals, construction, engineering, aerospace and other verticals that we're not in today that we may move into in the future. Thank you.