One Point One Solutions (NSE:ONEPOINT) Q1 2026 Earnings Call

0:00 Good evening, ladies and gentlemen. I'm Akash, moderator of your conference call. Welcome to One Point One Solutions Limited q one f I twenty seven earnings conference call. As a reminder, all participants will be in listen only mode. 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 0, and a touch tone telephone. Please note this conference is being recorded. I would now like to hand over the floor to mister Sashant Danish from. You, and over to you. Thank you, Akash. Good evening to all the participants on the call. Good morning, mister Lourdes from the restaurant side. 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 differs from what is expressed or implied. To take us through the results and answer your questions today, we have a senior management of One Point One Solutions, presented by mister Akash Khanate, full time director and chief executive officer of global business Mr. Rajiv Desai, Co Founder of SOLIX and Mr. Suneet Kumarja, Chief Financial Officer. We will start the call with a brief overview of the past quarter followed by a Q and A session. We would appreciate your cooperation with respect to two questions to allow participants an opportunity to interact.

1:25 If you have any further questions, you may join the queue, and we will be happy to respond at any time comments. With that, I would like to hand over the call to mister Karman. Over to you, Akash. Thank you, Sushant. Thank you, Sushant. Good evening, everyone, and thank you for calling ONEPOINT ONE Solutions quarter one financial twenty seven earnings call. In today's call, we will cover the company's performance for the quarter, the further the transformation underway across the businesses, and how our investments in AI, global delivery, and domain capabilities are opening up significantly larger market of Fortune four one point ten solutions. To the Ready Camera, audio disconnected. One Point One began seventeen years ago with a simple conviction.

2:12 Every customer interaction is an opportunity to create value. From a single operating floor, we've grown into a dual listed enterprise with a global footprint, deep domain expertise on the portfolio serving 100 plus market brands across banking, insurance, health care, 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, agent API, domain depth, and global delivery to engineer measurable outcomes. This evolution is at the heart of our strategy, and this is the next step of our growth. Over the years, we've deliberately invested ahead of the curve in technology, domain capabilities, and global delivery.

3:01 We recognize that AI will fundamentally reshape customer experience and enterprise operations, not as the automotive industry will cost by... But by changing how work is designed, executed, and measured. That journey led to creating a 1.1 technology labs and subsequently, the launch of Revolix, our authentic AI platform built around Revolix as a service. Revolix marks an important shift in our value proposition from managing activities to taking accountability for resolution. The next phase of customer experience will not be defined by how many interactions a company handles, but 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 built on growth.

3:49 First, our global human service engine, strategically extending this quarter by the full integration of NetComm, which deepens our presence across The Americas and expand our ability to service enterprise to global delivery, multiple capability, domain expertise, and multiso operations. It also creates larger platform from which we drive organics and introduce AI led transformation across existing and new intercom relationships. Second, our agent of AI engine powered by Rolex is a differentiated enterprise AI platform, bringing agented orchestration, and domain intelligence directly into enterprise workflows, which has been high value approximation. Together, these engines create a powerful growth model, global delivery, and human expertise, complemented by authentic US and intelligent orchestration.

4:40 More importantly, they strengthen and accelerate each quarter, creating greater scale, greater return value for our customers. As automation scales, we see the opportunity to progressively shift our revenue towards higher margin AI, orchestration, and output models, while human expertise moves towards more complex, judgment led work. Our presence across multiple domains, geographies, and delivery ecosystems is building a strong foundation to build intelligent, scalable, outcome focused enterprise operations. We believe the next era of customer experience will be defined not by isolated AI developments, but by a bit connecting intelligent AI human expertise, building depth, and operational execution.

5:28 Robolex is built precisely from its shift, embedding intelligence into real enterprise workflows and solve complex regulated business challenges. Technology cannot... Can automate domain intelligence, enable better decisions. Human expertise brings better than accountability. This combination lets us move beyond traditional capacity led outsourcing towards measurable outcome focused enterprise operations. Our global delivery means domain that an integrated approach to which is position us at the intersection of customer experience and enterprise operations. We are not prepared for the next phase of market. We are building to lead it. 1.1 is our core outcomes. On that note, I'll hand over to mister Ravi Desai, the cofounder of Remunox.

6:17 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. Agentic AI is creating a fundamental shift in enterprise operations, systems that can plan, decide, and act on 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 more human judgment with machine efficiency.

7:04 The future belongs to operating models where human contextual intelligence works alongside the speed, scale, precision of AI. That is the shift we are building with Resolix, moving enterprises beyond managing interactions towards intelligent, accountable resolutions at 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. Resolution as a service is an operating and commercial model that orchestrates AI agents, workflows, enterprise systems, funds, 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.

8:00 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 back end 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're leading the shift from conversations to resolutions by creating AI that acts orchestrate and resolve, not just answers.

8:50 And history shows that efficiency expands markets. Resolution is how we deliver them. Our integrated stack spans across voice, chat, email, social, IVR, 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 Resolix an advantage that pure play AI vendors cannot easily replicate, operational experience across languages, near shore capability across The Americas, and regulated industry delivery on four continents. Each sector serves not only as a delivery engine, but as a real world environment to deploy, validate, and scale intelligent solutions.

9:39 The software to service gap remains one of the biggest challenges for CX leaders and the government bridges that gap by combining AI, integration, operational accountability, creating value to clients while strengthening our own economics. Faster evolutions 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're seeing encouraging early traction, 12 live deployments across seven 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 NEXON BCC acquisition, a leading Indian airline, and a premium European automotive market.

10:34 More significantly, the nature of these engagements is changing. The market is looking beyond capacity towards AI led measurable outcomes. One Point One brings global delivery, domain depth, human expertise, and enterprise accountability. Resolix brings agentic AI, intelligent orchestration, and resolution as a service. Together, they 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 Kumarra, our Chief Financial Officer, to take you through the numbers. Over to you, Sunil. Thank you, Adi sir, and good evening, everyone. Let me take you through our financial performance for QN financial year '27.

11:20 A Spanish had a quarter that makes a steep change in the scale of company as a as a first full reporting period to consolidate from BCC. On a consolidated basis, revenue from operation from Q1 financial grade '27 was $1.68.3 crore, a growth of 64.6 quarter on quarter and 129% year on year. This growth was driven primarily by the first full quarter conclusion of NetComm, supported by growth in customer program volume across the base business. EBIT stood at 39.4 crores, up up 56.0 percent from 25.2 crores in q four financial year twenty six, and 91.5% year on year, and EBITDA margin of 24.9%.

12:16 Profit for the period was 16.3 crores, up 58.7% from 10.3 crores in q four financial twenty seven and seventy two point eight percent year on year basis. Basic earnings per share for the quarter was 0.62 compared with 0.36 in the corresponding quarter in last year. Let me address let me address the margin directly for consolidated EBITDA margin of 29... 24.9% reflects the change in delivery mix from next month consolidation and finance cost of 8.1 crore for the quarter, up from 1.9 crore a year ago, primarily reflecting acquisition related borrowings.

13:03 On a external basis, our core operation delivered revenue of 61.1 crore, up up 11.6% year on year at an immediate EBITDA margin of 30.4% demonstrating the continued health of the basis based business on which the global platform is being built. And integration and the revenue mix shift was AI architecture and awesome mix... Link model. We expect margin to improve progressively over the coming year. Q1 continues the momentum we have built over the past several quarters. We remain confident in our ability to capture the significant market opportunity led by scaling resilience, depending existing customer relationship and expanding our customer base.

14:00 Our growth strategy is deliberately balanced, resilient core core revenue, the ramp up of new customer, and diversified pipeline of opportunity across market and capability. With a healthy customer pipeline, growth in growth enterprise demand, disciplined capture allocation, and a relentless gaining traction in live environment. We believe 1.1 is a beginning of significant multiyear growth opportunity. Our dual Indian global delivery and agentic AI giving us a strong foundation for the space, while disciplined capital allocation and operational execution remain center to how do we grow.

14:46 Our focus remains clear, sustainable, profitable growth with continued several investment in innovation, talent, and sustainable global capability, and its translation of those investments into a 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 your turn to ask the question. If you would like to withdraw your request, you may do so by pressing star and one. Okay? Ladies and gentlemen, if you have any questions, please press star and one on the telephone keypad.

15:36 The first question comes from the line of mister Yogesh Patel, an individual and a sir. Please go ahead, sir. Good evening, sir. And congratulations on a good set of numbers. Sir, just to... I want to continue on the current result. How do you see this year? And is there any major one off in this quarter? Hello. Thank you for your question. Could you come again? Your sound was a little cheaper. Could you speak louder one more time, please? I think the numbers are really, good. Any any kind of one off or any kind of projects completed in this quarter, or do you see this run rate will continue for full year also?

16:27 This is the first quarter I need confirmed with most common completely. So this is not kind of a one off number. And we we 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'll tell you something that we'll be able get a good run rate this year, and all our numbers will be able to in terms of one off number. No. No. I'm thinking in consolidation also, but they're done. They've... It is a pure consolidation. Nothing one more thing. No. No. Number. Okay. And where do you see traction for, let's say, in terms of segment you rightly highlighted insurance company and bank?

17:14 Can you throw some more light on continuity of this? The continuity of the numbers, it says it's coming from our... We only control of numbers on our acquisition that happened last year. From a growth perspective, we are very steep at the right point where agent based AI solutions along with our human based systems is trying to bring in far more result to us. So these numbers do not currently have any impact from our from our delivery perspective. So all seems to be in very stable and good numbers here. AI will continue to grow and start bringing in better margin number for us in the coming quarters. Okay. Okay. And then in terms of... We are using... You're also using AI.

18:02 So in last quarter, we started some benefit. But if I attribute to usage of AI, what would be the roughly countable number that can be quantified? What is the productivity gain because of the AI use... AI user index of the employees, manpower and AI? I'll give you... I'll try and answer this question. One of the examples in one of the large airlines that currently operating out of India, we've been successfully being able to deploy AI to seek benefit of our 30% of the employee size and thereby bringing far more value added services to them. So as our projects start going up quarter on quarter, year on year, you will see the impact of on our revenues in the coming twelve to eighteen months.

18:54 Okay. And, sir, over a month, one hour today, they will work on over three to five years. So how do you see yourself and what are the and company sector will contribute to growth over three to five years? We'll be growing on India and LatAm, while End Of The Americas will be able to increase the revenue because of the dollar arbitrage. And India will also continue to grow from an annual contribution perspective. But you will see a lot of business showing up a larger volume purely because of dollar or the platform on our request from from an industry perspective, while there is focus across industries, but you will see a lot of work coming through the banking industry and a little bit on insurance side, health care. These are some of the industries that are showing privacy right now. We'll also see some more privacy coming in travel and hospitality also.

19:59 Okay. Okay. Thank you very much and all the rest. Thank you very much. Thank you, sir. The next question comes from the line of Tushar Sargha from Athena Investments. Please go ahead, sir. For the opportunity, and congratulations on a good headline number. I was just going through your presentation, and I'm actually surprised that you're not even split between Nexcom and your base business. Can you split that up? It should have been part of the presentation, though. Netcom, right now, in this quarter, contributed 50% of the numbers that we see here. That's on revenue and on the big stuff?

20:49 Around the same number. 60%. So you have a actual number. So six forty. So your business has not grown, though. The business has not grown. Is that what one should agree? No. The big business is right. Got its own growth. So if I take 40% of one sixty four, which you have reported, it is 6444664%. I beg your pardon. The growth... I beg your pardon, the growth has been about 50%. The the discount from 250%, five zero. Not 40. It's not sixty years now. Right?

21:36 No. No. I said sixty five zero. Maybe the voice does not transfer well. I said 60% of our revenue contribution discount, And likewise, for our contributions. Okay. Okay. And so NetComm, what are the margins? Netcom is is around the same kind of a number that you're currently looking at. So the margins are ranging between 24 to 25% margin. And you have now debt of $2.20 crores. So what is the plan with respect to the debt? Do you plan to bring it down very quickly, or will you pay off from the earnings?

22:23 What is the idea? I think our cash earnings in the coming coming quarters is only going to increase. The cash donation is fairly positive. So the debt debt servicing is going to become zero by... In the coming quarters. Okay. And do you have more acquisition plans? In the next about three years, we intend to try and acquire about another two companies that we are trying to look at. So those are on the radar. But this time, we're looking at company which has 14,000 brands and that can really bring us to the largest sector of North America, and that's been the prime focus for us to look at acquisition.

23:08 Also, focus is showing that this company that we can really leverage our AI to really try and make the differentiation, so we can make the better and bring far more value to this... To these businesses. And how much revenue is contributed by the agent in the current quarter? We just launched our agent in this year in early early in the year in May. And we've been able to successfully deploy close to about 67 projects across the 12 that we are currently doing in. So revenue is just catching up on the scheme of events. We should be able to see a good amount of revenue showing up in a horizon of about twelve to eighteen months or probably even charging more. So these are what? Voice based agents or these are chatbots?

23:59 Both. You got voice and chatbot both. But if you want specific work questions I have, you a little more intelligent number for as a product. Sure. Thanks, 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 journey for the end customers and their outcomes. So this is across voice, email, chat, and the workflows, sir, which are deeply integrated into the, you know, ERP systems of our clients.

24:46 So what I gather by, you know, listening to management commentary on other listed here, especially in the finance sector, MBSE, 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's just initially automatic dialing them. That's far more efficient than agents calling of 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.

25:33 What they are doing is they're replacing the the mundane voice of an IVR with a human like voice and calling themselves as AI. 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 a customer acquisition for for a product company. So we are far more ahead and deepened into the AI agent ecosystem than just making outbound calls and, you know, behaving as a supplementary to a voice master that is happening there. Okay. So you already deployed all that. I don't see. Are there any savings? Because I don't see margins going up because of that.

26:19 Or does it lead to pricing pressure and therefore margins are getting there? No. So we've already deployed this We have 12 live engagements, which are going on across six enterprise clients. The overall deflection or absorption to human is close to about 30 to 40% depending upon the use case where we've deployed it. On the margin side of things, Atash, if you want to throw some light, that will help. So as you said that we are just starting inching our work on the ASR and getting getting gaining traction in the business today. So the margins have shown up in a few of our projects that we've implemented where we can really see the number coming up. But from our largest team of innovation in terms of our revenue and number today, the numbers are very small to be dropped out of the noticeable of the of AI.

27:16 Because what I understood from this NBFC and banking is that this has been going on for a while, and they all talk of very high efficiency, especially, you know, things like collection and all automated calling is helping them a lot. No. You're absolutely right. And they're not doing a lot of money around the app. But most often than not, AI is misconstrued in terms of 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 Good job. Okay. And we are... Yeah. And we are slightly different. That's that's my we're question. That's since since you also run white based BPO, are you using that technology? That was my question.

28:03 Not not really on the app. I would like to speak a little more on the technology side here. Yeah. 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 PODX technologies that is available globally. So that is also something that we've 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 mister Ram Prabhuza from GreenTree Advisors.

28:49 Please go ahead, sir. Hi. Yeah. Could you just tell me more about ResolveX and the whole definition of the service thing? Sure. 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 Resolix 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.

29:41 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 clients. Okay. Can you hear me? Just wanted to know if you've had any recent deployments for clients and how they can not. Sorry. I missed the initial part. Can you please repeat, sir? Yeah. I just wanted to know about any recent deployments of the products.

30:31 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 deployment there to manage almost about 70, 80% of the time why you would call up an airline. So we are doing that already. Outside 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.

31:25 Outside of this, we have deployed this across two Central American banks as well, where we are addressing 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 Resolix 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 subscribed for is done using the platform.

32:13 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 will be will be deploying approximately 40 plus bots across these permutation and combinations just for the insurance company. Alright. Thank you so much. Thanks for your interest. Thank you. Thank you, sir. Ladies and gentlemen, if you have any questions, please press star and one on a telephone keypad. The next question is from the line of mister Nachiket Kalia from Jagermet Majest. Please go ahead, sir. Yes. Hi. Good evening, team.

33:00 Congratulations on the excellent delivery as well as your guidance, and thanks for your opportunity. Some clarification on the... Could you help me understand what is this 1.1 acquisition into another n p n p a t and the whole process infrastructure there? Sure. I'll take this answer for you. So One Point One Solutions, early in in in about last year, we acquired a company. It was Singapore based company, formerly to really set a platform for us to engage and build on our AI set. That same AI set, we relaunched it earlier in this year by the name Resolix.

33:53 This Okay. Company that we acquired in 2025 was our only platform, but it did not really have fast to really cater towards 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... You were thinking more than what we currently go to the market with. The strategy was very clear while everybody in the market is offering AI or a bot kind of a reputation, but they are mostly dependent on third party product with very limited control and limited access to bringing all of the customers. And that's how we've created this entire ecosystem to really support this one now. And we're not only supporting our existing partners and businesses, we are also taking Resolux to a stage where it is an independently sold as a product online for captive and other VCC markets as well.

34:50 Right. So Hello. Actually, started from Singapore, is it? Or it's only needed here. So let me confirm No. No. It's enhanced our... It's enhanced our time to deliver the end solutions. We always have an AI platform, but it requires a little more platform building and other support. We found the right map to really propel our solution in the AI, and that's why we integrated both to take this journey ahead. Okay. And do we already have any ongoing revenue... The latest business in Singapore? No. Not in Singapore, but we have it some in Middle East. We have some businesses in Europe, some businesses in LatAm.

35:36 We are also providing solutions on AI based activities in India to multiple industries right now. While the volumes are currently very small, but we are very, very positive and bullish that we're talking about tracking our twelve to eighteen months to a sizable number. Right. Okay. Got it. And the next question would be for mister. Person to our previous interaction. It's great to see the progress on the Redolix platform. Just a fundamental question as to how does the velocity of this business build over a, say, medium term of two, three years? Because, you know, as you say, resolution as a service, revenue generation is not, you know, like, the fundamental shift in the revenue generation model.

36:34 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, I guess. So how does the revenue 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. Right? So today, initially, sorry to cut you off. Initially, there will be... The volume of things you get to solve will be very high.

37:19 But as the process improves and, you know, once the query is solved, ideally, if it just repeats, okay. But maybe the repetition itself will stop going ahead. So so there are two aspects to answer this question. Right? The first one is what happens when you... Once you have resolved a query for a particular type. Now the reason why someone reaches out to a product company is because he's not able to self serve. Or if he's able to self serve, it is too tedious for him to find out how to get it done on on his or her end. So you have to speak the upstream and downstream both at a product level if it is a product company. Right. Now our objective is to build around and wire the customer journey in a way that without changing your back end 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 back end and try to resolve that particular defect.

38:21 That's right. Whatever gets resolved using the agentic AI platform is reputation, which means that we have already solved for it once and we've understood the workflow. And now 100 customers to... Customers can keep going through that journey, and it will get resolved on its own. So now on every resolution that happens using that without having to change the back end system is a revenue that gets generated for us. Okay. And in a card institution, changing a back end or an ERC or doing something is a task. They are... Anyway, their existing IT 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?

39:11 The second part is how we are looking at the platform to evolve. Now today, what you're seeing is four enablers on the Resolix platform, and these are small pieces to 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, purging 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.

39:56 That is how this platform is going to evolve over the next twelve to twenty four months, which means that this is going to be a single platform that will help agents and agentic to coexist in a space where 60, 70% of their task is done by agentic. The remaining 20, 30 is managed by agents in the contact center, making it a holistic ecosystem and a one stop solution rather than taking piecemeal solutions from everywhere in the market. Okay. Understood. So right now, what we are doing is using these four measures, 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 cost is built, and then you can expand on top of that.

40:45 The biggest barrier to... For 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 pie 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 a micro services level is we are using the clients to build a power deployed engineering team for us. So for 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 next application next time.

41:33 Okay. So on this insurance, the, you know, the governing IRDA has made this BEMA central platform, and Mhmm. There was a lot of friction for the companies to really get going on the BEMA central and go paperless, basically. So is that the ecosystem where we are involved in? Because I'm just trying to imagine that there'll be a lot of queries. So, of course, quantifiably, you can deliver a lot of hops from 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.

42:18 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 gonna be one of the biggest use cases in the industry, especially in the insurance side on how can agentic AI be successful and help clear the... For those insurance companies. Okay. So is it safe to assume that you are at the forefront of this and there's not much significant competition or other 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 selling isolated solution. When you don't own anything and you provide isolated solution, I don't think there are many in the market. 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 free for free spot for us.

43:23 Right. Absolutely. So... And this, so your customer will always be the insurance companies and not the IRDA or Viva Central in itself, sir? That is absolutely correct. Okay. We can integrate directly to Viva Central as well, but that is the two. So we first want to, you know, gather 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 of the core system for insurance. Okay. Got it. Thank you. That was, like, very insightful, and from you, miss, my questions are very basic.

44:09 Just one small question. On the ESOP front, what is the amount of ESOP issued... To be issued, resting period, and what's the cost which will be being cut? Sir, hello? Yes. So in our company, ESOP policy has already uploaded on website. So we have vesting period is one year. Once we have defined some level, after l five level, we are issuing ESOP. And once they will complete a year, then he has right to vested option like that.

44:57 So as on that, we have issued around three last t... Piece of like that. But out of that, this this thing has very less amount like that. And cost is... We are expecting on two CR like that. Two CR is available or quarterly? The model is very clear. We are we are not issuing a discourse. So in company zero. Sorry. Your voice was a bit shooky. Could you repeat? Hello? Sir, our Esoft problem. Sir, our ESOP modern policy is we are issuing ESOP at the current market price. So cost to company is at zero.

45:47 We are not issuing any discount or any place value. So if you cover costing part, then cost to company is zero. Okay. Okay. Yeah. Thank you so much for the answers. I'll get back to you. Thanks. Thank you, sir. The next question comes from the line of mister Aljun Paveh from Aurelia Crest. Please go ahead, sir. Hello? Am I audible? The audible, sir. Yeah. Most of my questions have been answered. Thank you for that. I just wanted to know the blended cost of check for the company.

46:34 And what plans does the company have to deliver the books? Tell me, the question. I just wanted to know the lender cost of debt of our company, and how does the company plan to deliver the bookstore? Yeah. 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 NetCom, and their effective cost around, like, 9% by that.

47:24 So our... As I explained earlier, our company has a strong cash flow position, and that is our debt repurchase rule. Alright. And what are the current active deal pipeline for 2027? And what is the conversion rate for that? I think that's. Currently, we are rolling around a good 10 to 12% of our conversion. We are an active pipeline across all cohorts. We are doing and pursuing deals across Latin America, America, India, and with the growing numbers that may come. So competitively, we have a sizable number. But just to give you simple a number that organically, we see about 20% more profit on here for us.

48:18 I don't know. Alright. And just one more question, if I may. When we are evaluating a process and acquisition target, what key metrics will drive your decision making? We are first making sure that target company that you want to acquire are ETF operators. And, secondly, we are looking at right now North America as a market, which has got customers that can really announce and really move us in the North America region. Alright. And just a follow-up on that. So on an average, how many call times do you anticipate it will take for a new acquired entity to become margin incrementally aggressive?

49:10 Or you can or in the in the device. If only the the problem is showing it up. Sorry, sir. You. Okay. Go ahead. Go ahead. Go with the question. One more time. 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 EBITDA accretive on a controlled basis, Or is it from day one? It's only it's only from day one. It's only from day one. Okay. Thank you so much. Thank you. You, sir. Ladies and gentlemen, if you have any questions, please press star and one on a telephone keypad.

49:59 The next question comes from the line of mister Maleh Sameer from Red Cross. Please go ahead, sir. Thank you for letting me ask a question. My first question is what is the entry to barrier for competition to come up to a level and start matching our service moments? Hi,. I'll 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's out there, they are 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.

50:57 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 as the biggest barrier from a competition standpoint. Today, we are a one stop shop of 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 if something needs to be done in coordination and collaboration.

51:43 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 I I I greatly appreciate that. Now the second question is, are we the only one doing the service in India, And are we the best who's offering this kind of service in this domain? As per what... I... Last November, none of the BPOs have their own agent tech AI extract. They are still trying to build it on their own or taking these services from a third party outsourced vendor who's 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.

52:33 Alright. So, obviously, you've shared before as well that from the headphone hours to the resolution, it's it's a very good doctor to shift to, and I accept that. My question is how do you monetize it? Because when you're just counting headphone, ten 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 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 address if someone trying to get an answer over a chat, so you consume some time on chat.

53:26 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 that could 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 the cost of current resolution for this time. Today, what happens is that if I have agentic AI deployed on chat, I own the end to end outcome, which means the five minute conversation can today become a two minute conversation because I'm not shifting in from one channel to another channel. So it is still time and motion driven, but the way you calculate it is is what makes things look differently. Okay. I understand. Now suppose we are taking to the airline industry, and then we move into a new industry, say, hotels.

54:20 So what are the kind of investments and efforts that we go into flipping or rather adding hotels to your ticket? Sure. 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 are 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.

55:15 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 won the client, 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 and d cost now subsequently reduces. Otherwise, you are keeping on building product without having a revenue coming on top of that, if I was able to answer. Yes. Yes. Thank you. Now as we as we keep learning from our AI models for a particular industry, say, aviation as you said.

56:10 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, you know, without too much of an investment in there. 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 you can align is not going to change. Right? So when you book a ticket, you have a fee journey. You have a refund journey. You have a... Their checking journey. So the workflows are completely end to end. We are not in the business of creating MLN, which is a large language model. Right?

56:56 What we are in the business is on... What sits on top of an MLN. So today, MLNs are commoditized, but what sits on top of an LLM is what we come and differentiate us now. 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 was 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. It's an IT of a particular client, which should remain as, you know, as encrypted as secured for them. I appreciate.

57:42 Now can you give us... And that's my last question. Can you give us a color on how soon the new ramp up within the industry that you're already catering to in the, let's say, next three quarters? Once we deploy the center of excellence, we obviously want to market it more. We wanna create use cases around it, and we are constantly creating case studies to kind of, you know, gamble 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.

58:30 Once we've done that and once we have the sizable numbers, I think it becomes fairly easy because the proof of the footing already exists. And we have results that are already out there that talk about our capability and capacity to kind of expand. Once we've acquired a client, it's... And 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 on the international side of things right now. Similarly, for insurance, there is a huge population that we need to cater within the Indian boundaries itself. So anywhere between three or quarters or maybe two and a half quarters is when we should be able to kind of get the next one in. But there is enough and more work once you line into an enterprise client to kind of keep evolving your service lines.

59:21 Yeah. Thank you so much. All my questions have been answered. And there's only just one passing of... Which I want to touch upon. Would you would you guys run out of capacity, etcetera, if if the business that Software. 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 out of capacity? And if you do that, would you just need to hire some humans while your software and AI... The identity AI continues to stay afloat, or would you need to ramp up that as well?

1:00:22 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 are trying to do is we are trying to, you know, create more space or more room in an account by adding more agentic AI into the ecosystem so that the, you know, the query code still applies. Right? 80% of the queries are, you know, generated by 20% of the people and stuff like that. So we are trying to scale up, you know, that capacity on agentic AI, which creates room for adding more work, which will require human intervention for complex proper environment. Thank you so much. Thank you so much. All the best. Thank you so much. Pleasure.

1:01:09 Thank you so much, sir. There are no further questions. Now I hand over the floor to the management for closing comments. Thank you everybody for your time and attention, and we'll see you soon in the coming call later. Thanks a lot. Thank you. You, sir. Ladies and gentlemen, this concludes your conference for today on behalf of One Point One Solutions Limited. We thank you for your participation. You may just disconnect your lines, sir. Thank you, and have a pleasant evening.