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Our Strategy

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Whether we are building high-performing analytic environments or capturing and contextualizing the data that becomes the backbone for Marketing and Fraud, our goal is to continue to challenge organizations to think differently about data and ultimately accelerate their digital transformation goals.

As a business, this past year has been the beginning of our transformational journey driven by a new management team and a renewed focus on driving more aggressive growth in our key markets.

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We capture and connect the data that activates cross-channel experiences and powers customer analytics

Annual Recurring Revenue (ARR)

Annual Recurring Revenue has been a focus for the business to drive more value for our shareholders. Our goal, given the nature of our business, is to get to the point where ARR comprises roughly 65% of our total revenues.

What We Did in FY21/22

For the first time since we announced our transition to an ARR business, our ARR was more than 50% of our total revenues. This year’s level of 57% is an important milestone towards our 65% goal as we continue to deliver new contracts on an ARR basis wherever possible.

What We’re Doing in FY22/23

We will continue to;

  • focus on converting legacy customers and ensuring that most, if not all, new customers for the Celebrus CDP and FDP contract on an ARR basis.
  • drive more ARR revenue in CDM in the form of our Software and IP as well as our Managed Services that also now underpin our cloud deployments of the
    CDP and FDP.

Building for scale

The management team has spent a considerable amount of their careers in high-growth businesses, and we understand the importance of systemization and automation to aid scalability during rapid growth. By ensuring that we are automating manual processes we free up our resources to focus on higher-value tasks.

What We Did in FY21/22

In the year, we;

  • implemented a new HR system to assist in employee engagement and process automation
  • a new CRM and Marketing Automation platform to support our direct sales and better enable our partners
  • a license management system to better scale our delivery and management of our CDP, FDP, and CDM licenses.

What We’re Doing in FY22/23

We will;

  • continue to focus on various systems and processes to create efficiencies, allowing our teams across the business to focus on more high-value activities that will ultimately help us achieve the goals we are setting internally.
  • implement a new Finance system to increase scalability and improve processes, and build out better reporting and analysis to support the Operations Board on the daily management of the business.

Culture

A business can only go as far as the people within it. D4t4 has a team of incredibly talented people, and we want to be able to support and develop them, to deliver greater shareholder value.

What We Did in FY21/22

As a global business, bringing our people together is extremely important. During the year we;

  • invested in a new HR system to improve employee engagement, develop a culture of open communication, and facilitate ESG initiatives
  • restructured our leadership team to create an Operations Board, to empower  leaders across the business and improve accountability and understanding of expectations for all roles and levels.

What We’re Doing in FY22/23

We will continue to;

  • invest in our people and their development, while also leveraging our global HR function to bring people togther across the globe to drive more innovation and opportunity.
  • evolve the culture, during this year of transition, to foster innovation, creativity, and productivity.
  • utilise ESG to play a key role in bringing people together

Grow CDP and FDP revenues

With the launch of our Celebrus FDP, we now have two technologies on the forefront of digital transformation. By focusing on these two products we can continue to drive ARR growth, increasing shareholder value, and continue to build upon our favorable customer retention rates across the business to support organic growth.

What We Did in FY21/22

We continued to onboard new partnerships and extend existing ones.

  • We won our first paying FDP customer.
  • Our acquisition and successful integration of Prickly Cactus has resulted in deepening relationships with existing customers resulting in higher utilization of our core products.
  • We’ve also invested in a direct sales team and have restructured the Marketing team to focus on growth and brand visibility.

What We’re Doing in FY22/23

We will;

  • Have a continued focus on direct sales and innovation of both platforms to ensure we maintain our core differentiators in the market.
  • explore new partnerships that can increase the market exposure of our brands.
  • bring PR in-house to build upon the successful strategy from last year and take more control of our messaging.

Innovate and differentiate

  • We pride ourselves on building upon our IP to solve for the key challenges customers are facing in the marketing and fraud worlds.
  • We continue to innovate our platforms with a view of launching new features twice a year.

What We Did in FY21/22

  • We launched versions 9.4 and 9.5 of the platform and continued to innovate our product roadmap based upon the challenges brands face in the marketplace today.
  • We focused on various research projects that will play into future releases, as well as the continued use of our Customer and Partner Advisory Boards.
  • We launched our Customer and Partner Portal, to create channels of feedback that are crucial to our product development and growth.

What We’re Doing in FY22/23

We will continue to;

  • incentivize our product and engineering teams to find opportunities to identify and protect Intellectual Property
  • invest in key research projects that are driven by where we see the market going and the challenges that we see on the horizon.

Diversify our revenue streams

  • We see clear opportunities in the market, based on industry changes and new legislation; we will seek to fully capitalize on those.
  • We will continue to grow our existing partnerships, and develop new ones, but we want to bring our products direct to new customers and control our own destiny.

What We Did in FY21/22

  • We built our Sales and Marketing teams around this core concept, which started as a “Go Loud” campaign and continued with our investment in a new CRM and Marketing Automation platform.
  • Our PR initiative created quality brand exposure, and also resulted in several bylines being published from our key thought leaders across the business.

What We’re Doing in FY22/23

We will;

  • continue our mission of improving our visibility in the market by updating our branding and positioning in the marketplace.
  • continue to revamp our digital and social presence and bring our PR in-house to take the next steps in our “Go Loud” campaign.
  • simplify our messaging to better explain the products to our prospects and investors.
  • further build out our direct sales toolkit to support our global sales team.