DarioHealth Corp. (DRIO) Q2 2026 Earnings Report, Transcript and Summary

Good morning, ladies and gentlemen, and welcome to the DarioHealth Second Quarter 2026 Results Conference Call. [Operator Instructions] This call is being recorded on Tuesday, August 11, 2026. I would now like to turn the conference over to Zoe Harrison, VP, Accounting and Corporate Development at DarioHealth. Zoe, please go ahead.

Thank you, operator, and good morning, everyone. Thank you for joining us today for a discussion of DarioHealth's second quarter of 2026 financial results. Leading the call today will be Erez Raphael, Chief Executive Officer of DarioHealth. He will be joined by Chen Franco, our Chief Financial Officer, and our Chief Operating Officer, Lara Dodo. And Steven Nelson, the company's President and Chief Commercial Officer, is on medical leave. An audio recording and webcast replay for today's call will also be available online as detailed in the press release invite for this call. The benefit of those who may be listening to the replay or archived webcast, this call is being held on Tuesday, August 11, 2026. This morning, we issued a press release announcing our financial results for the second quarter of 2026. A copy of the release can be found on the Investor Relations page of DarioHealth website. I'd like to remind you that on this call, management will make forward-looking statements within the meaning of the federal securities laws. For example, the company is using forward-looking statements when it discusses expected revenue growth and contribution from signed accounts, its path to profitability and positive cash flow, the continued reduction in operating expenses and losses, its expansion of channel partnerships and distribution, expected revenue and scaling from partner-led opportunities, expected onboarding, implementation and enrollment of large enterprise accounts, expected conversion of contracted annual recurring revenue into recognized revenue, expected expansion into care delivery, claims-based and outcomes-based models, expected benefits from care delivery participants, expected growth in recurring revenue and operating leverage, expected advantages and future impacts of DarioIQ and proprietary data assets, expected improvements in member engagement, retention and outcome, the anticipated benefits of artificial intelligence across the company's commercial operations and internal operations, the anticipated expansion of existing customer relationships into additional chronic condition, the expected timing and contribution of new product offering, the company's ability to increase revenue per customer through its multi-condition strategy, the expected benefits of provider-backed clinical care and beliefs regarding competitive positioning and market opportunity. Forward-looking statements are subject to numerous risks and uncertainties, many of which are beyond the company's control, including the risks described from time to time in its SEC filings. The company's results may differ materially from those projections. These statements involve material risks and uncertainties that could cause actual results or events to materially differ. Accordingly, you should not place undue reliance on these statements. I encourage you to review the company's filings with the SEC, including, without limitation, the company's annual report on Form 10-K, which identifies specific factors that may cause actual results or events to differ materially from those described in the forward-looking statements. With that, I'll hand it over to Erez Raphael, Chief Executive Officer of DarioHealth.

Good morning, everyone. Thank you for taking the time to be with us today. Before reviewing the quarter, I would like to step back and discuss where Dario is today and more importantly, how we believe the business is positioned going forward. For more than a decade, we have been building the foundation of this company. We built a digital health platform connected to our FDA-cleared devices. We built one of the industry first comprehensive multi-condition platforms. We expanded from diabetes into hypertension, musculoskeletal health, behavioral health, weight management and additional chronic conditions. We generated extensive clinical validations with more than 100 published studies, built proprietary longitudinal data sets comprising approximately 13 billion proprietary data points, developed our AI capabilities, established national channel partnerships and most recently moved into provider-backed clinical care. We have created a scalable enterprise platform capable of serving employers and health plans by delivering an end-to-end patient journey that is designed to optimize care for members while improving return on investment for employers and insurers. That investment phase has created something we believe the market is only beginning to recognize now. Today, we are leveraging a platform that has reached a level of maturity where we view each new commercial success as strengthening the value of everything already in place. The best way to think about value today is through the lens of compounding growth, four drivers, each acting on a different part of the economics and each one multiplying what the others produce. Account depth increases the revenue we generate from a customer we have already won. Distribution efficiency lowers what it costs us and how long it takes to win the next one. AI leverage raises the revenue we generate per member while reducing our cost to serve and value chain participation gives us the access to leverage pool of health care spend from the same member base. More revenue per account, more accounts faster for less, more from every member and lower cost and more of the value chain. Three of those 4 are operating across our business today. The fourth is now beginning. Let me take them one at a time. The first is account depth, more revenue per account. Health care purchasers increasingly want fewer vendors. They want integrated solutions capable of managing multiple chronic conditions on one platform, one member experience and implementation. We recognized this shift years ago and deliberately built Dario as a multi-condition platform. Every additional condition increases the eligible population within the existing customer while leveraging the same commercial relationships, the same implementation and the same technology platform. That has the potential to generate 2 to 5x more revenue from the same account while delivering a greater clinical value through a more integrated approach to care. The value we deliver is supported by more than 100 published studies demonstrating improved clinical outcomes across multiple conditions and significant health care cost savings for our customers. Published research also shows that members managing 3 chronic conditions achieved better outcomes than those managing one. Better one clinical results and more revenue from the same member is a rare alignment in this industry. The second is distribution efficiency, more accounts faster with less dependency on direct sales resources. Over the past several years, we transformed our commercial model from primarily direct selling into channel-enabled distribution. Through our channel partners, we reached substantially more customers without proportionally increasing our sales organization. We spend less to acquire new business. We close it faster and our reach expands while our cost base holds. The third is AI leverage, more revenue per member at a lower cost to serve. The foundation underneath everything I have described is what we have always said, it is the data. Dario is a data company that leverages generative and agentic AI on top of what we believe is one of the industry's most extensive proprietary and longitudinal clinical data sets. And the reason we are confident in that position is structural. We are fully vertically integrated. We design and manufacture our own FDA-cleared connected devices. Those devices generate continuous clinical data directly from the members in real time. That data flows into our platform, our analytics and AI run on top of it from hardware to AI, the stack is ours. We do not license it, rent it or depends on third-party inputs. Today, we hold over 13 billion proprietary real-world data points tied to actual clinical outcomes across multiple conditions at individual member level. We believe data set of that depth could be difficult to replicate in the short period of time. DarioIQ, our proprietary AI agent trained on that data set is the product expression of that advantage. It delivers personalized real-time clinical recommendations that a general purpose model cannot match because to our knowledge, no general-purpose model has access to longitudinal data of this depth tied to a real outcome. DarioIQ is also what makes account depth work operationally. A member managing 3 conditions require one coherent clinical experience rather than 3 parallel programs. And DarioIQ is what resolves that into a single intervention path. DarioIQ is an active deployment across existing book of business, and we measure it where it matters commercially. The recurring revenue it produces from customers we have already won. Based on current experience, we believe DarioIQ could contribute an increase of approximately 10% to 15% in recurring revenues from existing customers over time through a higher engagement, utilization and overall customer value. The same capabilities run inside our own operations, expanding what we can do while holding our cost base. That is a direct contributor to the reduction in operating expenses and operating loss Chen will walk you through. This is also where 4 drivers connect. Every new member deeper the data set, a deeper data set makes DarioIQ more precise. A more precise DarioIQ produces better outcomes and a higher engagement, and that is what win the next account and expand the last one. We believe the advantage in DarioIQ capabilities may further enhance the value of our platform and data sets. Every advance in AI raises the value of the underlying data, and we own the data. The moat is not static asset. It compounds with every member we add. The fourth is the value chain participation, access to more of the health care dollar. I want to emphasize that we do not view this as a new strategy. It is a natural extension of the platform we have spent the past decade building. The market is moving beyond digital engagement alone toward integrated models that connect monitoring, AI-driven insights and clinical intervention. Our provider-backed care capabilities allows us to extend from helping members manage chronic conditions between physician visits to closing care gaps through diagnosis, prescribing and clinical services where appropriate. Most companies in this market can tell health plan what is happening with the member. We can now treat that member and can be reimbursed for their treatment. The latter works because the first three already exist. Without the multi-condition platform, the clinical evidence, the AI capabilities, the enterprise relationship and the channel infrastructure, provider-based care could not create the same value. It is additive. It builds on business that is already compounding today. Those four layers create a business that we believe is fundamentally different than it was only a year ago. We believe Dario is uniquely positioned in offering an integrated platform that spans the entire patient journey from continuous monitoring and personalized engagement to high-risk identification, coaching, clinical decision support and now provider-backed clinical care when needed. By bringing those capabilities together on a single multi-condition platform, we help customers improve outcomes, simplify care delivery, reduce vendor fragmentation and generate a stronger return on the health care investment. With that, let me turn the call over to Lara, who will discuss the strong commercial momentum we are seeing across our business and how we are executing on those opportunities.

Thank you, Erez. Our commercial organization executed well during the quarter, and I want to walk through what we are seeing across 3 areas: how we are winning new accounts, how we are growing the accounts we already have and how quickly we are able to bring new capabilities to market. We have been serving more than a dozen health plan customers over the past 4 quarters, 3 of them national carriers. As of the end of the second quarter, we have more than 180 sign accounts across employers and health plans. Five of those are Fortune 50 companies and approximately 25% of our B2B2C client base is drawn from the Fortune 500. I'll start with new accounts. Approximately 75% of our new accounts now come through channel partners. That is a structural shift in our commercial model. It means we are gaining access to employers and plan populations we have not previously reached with shorter sales cycles and materially lower customer acquisition costs than a direct sales model. Nearly half of all private sector employees in the United States work for small businesses. That market is very difficult to reach economically through a direct enterprise sales model. Our growing network of channel partners gives us access to those same employers at scale, diversifying our client base and further expanding our target markets. As a result, our commercial reach continues to expand while sales and marketing spend continues to decline. All at the same time, we are efficiently signing and serving channel partners that we are activating through and with and to some of the largest employers and health plans in the U.S. Two examples from recent weeks. The first, we signed another Fortune 50 employer covering more than 100,000 eligible employees for diabetes and hypertension. That is our fifth Fortune 50 client. Another example is through our channel partnership with Amwell, we signed a major health insurer with a stronghold in Arizona, opening that insurer's entire administrative services book, the ASO to our cardiometabolic solution. Instead of selling employer by employer, this relationship gives us access to a broader employer population through a single enterprise channel, creating significant potential for scaled adoption across diabetes, hypertension and weight management. Aligned with the growth of our client base through channel partners, we are in the final stages of adding a new channel partner with a broad reach across employers, health plans and health systems. We look forward to sharing more details and the early impact of this relationship as it progresses. The second area to discuss is growth inside the accounts we already have, and this is where our multi-condition strategy shows up most clearly. This works in two ways. We land with one condition and expand and increasingly, we win multi-condition from the first day of the relationship. Today, nearly all of our new enterprise opportunities involve multiple conditions. During the quarter, one of the five largest health insurers in the United States expanded its relationship with us by adding hypertension to the behavioral health program it was already running. We stated publicly that this expansion has the potential to approximately triple our revenue opportunity. It is the third health plan customer to expand beyond an initial deployment of Dario. We also expanded our reach through our channel partnership with Solera by extending our hypertension program across the full spectrum of severity. This expands our addressable population from lower acuity patients who can benefit from earlier intervention to higher acuity patients requiring more intensive management. This is exactly what we built the multi-condition platform to do. Once the customer experiences the value of the platform, adding conditions and reaching members across the full acuity spectrum becomes the natural and logical next step. They serve more members through a single integrated solution while simplifying contracting, implementation, reporting and vendor management. Every additional condition broadens the eligible member population and has the potential to create meaningful recurring revenue without the need to acquire or acquire a new customer. The result is visible in the composition of our book. More than 80% of our contracted and late-stage recurring revenue is now multi-condition. That is the clearest metric of how this strategy is compounding, and it is why we are increasingly confident in the revenue per account that we can generate going forward. The third area to discuss is speed, how quickly we can turn a new capability into something commercial. Only weeks after announcing our provider-backed care strategy, we launched our integrated GLP-1 program, combining Dario's AI-powered engagement platform with licensed provider evaluation and access to FDA-approved GLP-1 therapies when clinically appropriate. The program will be available through three channels, including Dario's Direct-to-Consumer Shop, B2B2C employer programs, as well as health plan marketplaces, which extend our reach into new distribution channels. This rapid launch was possible because the technology platform, the AI infrastructure, and the commercial relationships are already in place, which means new offerings can be introduced and commercialized across our existing customer base quickly. We also broadened the platform itself during the quarter with two new programs. Dario Women supports members navigating perimenopause and menopause. That stage is frequently associated with weight changes, sleep disruption, and increased cardio metabolic risk. Dario Sleep addresses obstructive sleep apnea, a significant contributor to cardiometabolic disease and rising healthcare costs. Those are expected to begin contributing revenue in the fourth quarter and both are conditions we can sell into accounts we already hold. Looking ahead, our focus remains on execution. A signed account is just the beginning of the revenue opportunity. As activations progress and eligible members enroll over time, the same enterprise customer generates increasing recurring revenue quarter after quarter. Many of the customer wins and contract expansions announced over the past several quarters are currently progressing through activation and enrollment. I want to spend a moment on how that translates into revenue, because it is part of our model most often misread. Contracted annual recurring revenue does not convert on the day an agreement is signed. Three things happen in sequence. First, the program launches and launch timings is set by the plan year cycles and open enrollment windows rather than by the signature date. Secondly, eligible members enroll progressively over the quarters that follow as benefit communications reach them. Third, customers expand into additional conditions and across the acuity spectrum, the eligible population. This process progressively unlocks recurring revenues from the signed contract. From signature to full run rate revenue, the sequence may typically take four to five quarters. We ended the quarter with approximately $13.1 million in contracted and late-stage annual recurring revenue, more than 80% of which is multi-conditioned. Applying that four to five quarter cycle, we expect to begin seeing this convert into revenue in the second half of this year, the majority of the contribution showing up in 2027 as implementations mature and enrollment ramps across the base. What I'd like to leave you with is this. Customers are no longer evaluating individual point solutions. They are looking for integrated platforms that manage multiple chronic conditions, use AI to improve engagement and outcomes, and increasingly connect members to clinical care when appropriate. That is precisely the platform that Dario has built. With that, I'll turn the call over to Chen to review our financial results.

Thank you, Lara. Our second quarter results reflect our continued progress in building a more efficient and scalable business while positioning Dario for the next phase of commercial growth. The underlying financial trends during the quarter were particularly encouraging. Revenue for the quarter was $5.2 million, compared with $5.6 million in the first quarter of 2026 and $5.4 million in the second quarter of last year. As we discussed, this reflects the timing of implementation as well as our strategic decision to move away from pharmaceutical services revenue in favor of higher quality recurring B2B2C revenue. That transition has impacted near-term reported revenue, we believe it's strengthened the quality and long-term predictability of our business. Gross margin increased to 62%, up from 57% in the first quarter and 55% a year ago. our non-GAAP B2B2C gross margin remained approximately at 80% for the 10th consecutive quarter. At the same time, we continue to improve operating efficiency, reducing operating expenses by 8% sequentially and 21% year-over-year, while improving operating loss by 11% quarter-over-quarter and 30% year-over-year. Net loss for the quarter was $7.9 million, compared with $13 million in the second quarter of last year, 39% improvement. A reconciliation of GAAP to non-GAAP measures has been provided in the financial statements table included in our earnings press release. We also increasingly applying AI within our own operations. which is helping us hold the line on cost even as we scale the business. That is a direct contributor to the expense discipline I just described. These results demonstrate continued focus on disciplined expense management while investing in areas that will drive future growth. From a financial perspective, what excites us most is the operating leverage embedded in our business model. Much of our infrastructure needed to support future growth has already been built. As new enterprise customers are implemented, existing customers expand into additional conditions. AI drives higher engagement and retention, and new provider-backed care offerings are commercialized. We expect those revenues opportunities to leverage our existing technology platform, commercial organization, and operating infrastructure. We believe that positions us to deliver improving financial performance as revenue accelerates. We also significantly strengthened our balance sheet during the quarter. As of June 30, 2026, our pro forma cash position is $36.8 million, as we ended the second quarter with $14 million in cash, cash equivalent, and short-term deposits, plus $22.8 million net of offering expenses from the registered direct financing we closed in July. This offering was priced at the market with participation from both existing long-term shareholders and new fundamental institutional investors. We believe that financing reflects confidence in our strategy, and importantly, it provides the cash runway to execute on the commercial opportunities we've discussed today, advancing our path to cash flow positives. As Lara noted, many of the new customer implementations and existing customer condition extensions announced over the past several quarters are expected to begin contributing more meaningfully at the end of 2026 and continue ramping throughout 2027. Combined with the anticipated benefits of DarioIQ and our provider-backed care initiative, we believe we are well-positioned to continue improving both the scale and quality of our revenue over time.

Thank you all for joining us today. I want to close where I started. Direct compounds across four drivers account that generating more revenue from customers who have already gained. And you saw that this quarter in a top five health plan expansion with the potential to approximately triple opportunity under that relationship. Distribution efficiency is bringing us more accounts faster for less, with roughly three-quarters of our new accounts now arriving to channel partners. AI leverage is raising the value of every member while lowering our costs to serve, and it is a direct contributor to the operating expense and loss reduction Chen just walked through. And value chain participation now allows us to participate more broadly in clinical care delivery and reimbursement. Three of those four are operating in our business today. The fourth is now beginning. That is why we believe the composition of revenue is stronger than it has been, even in a quarter where the top line came down. What is increasingly clear is this. We own our hardware, our data, and the AI capabilities that run on top of them. We have commercial engine designed to compound over time, and we have a clinical foundation, more than 100 peer-reviewed studies that power our expansion from digital engagement into care delivery. Before I hand it back to the operator, I want to thank the people who make this possible. To our employees, your dedication to our members and to each other is what drives everything we do. To our partners and channel ecosystem, your trust and collaboration are central to how we scale. And to our shareholders, thank you for your continued support and confidence in our platform and in our mission. I will now turn the call over to the operator for Q&A.

Thank you. Ladies and gentlemen, we will now begin the question and answer session. [Operator Instructions] And your first question comes from David Grossman with Stifel. Your line is now open.

Hi, all. This is Aidan Conniff on for David. Thanks for taking the question. I just wanted to start on the top line revenue with the sequential decline in the B2B2C. Is there any incremental details you can kind of give there? What kind of led to that decline? And then with the recent wins you guys have had, how should we think about the kind of magnitude of the acceleration in the back half from the health plans?

Yes. Thanks for the question. So as we stated on the call, we signed accounts with contracted ARR of $13.1 million that we believe that in a few quarters we're going to gain this ARR in actual revenues. The slight decline is coming from additional cleanup that we did post all the transformation and after closing the pharma channel. Just in the last two to three months, we announced on the large expansion of a national health plan from the health to cardiometabolic. We have a huge employer that we signed on and we have more that are coming in. So we think that in the second half, we're going to start to see this revenue starting to gain traction and you're going to see the growth between Q3 to Q4 with more momentum into Q1 of next year. That's how we expect things to happen. Meanwhile, we made the entire P&L much more efficient from a gross margin perspective, OPEX perspective. We expect that every additional dollar that will be added from accounts that we already signed on is going to be extremely efficient in its ability to go to the bottom line and reduce the loss.

I appreciate that. And then just as a follow up on DarioIQ, you talked about the 10% to 15% increase in the B2B2C ARR from existing customers. Can you give us a sense of how that actually shows up commercially? Is it a pricing or a PMPM increase that's negotiated at like a renewal? And is that included in the $13.1 million ARR?

Yes, thank you. Very good question. So the way that AI is being implemented is that we optimize the way that we are engaging with members. It means that we are improving the retention and we're also improving the way that members are interacting with the platform, and we see that direct impact on the clinical outcomes that is being generated. So this is one area so we think that more revenue can be recognized from the existing book of business and members and this is purely something that should be generated in addition to the contracted ARR of $13.1 million because it's on the existing book of business. The $13.1 million is either a new book of business or expansion of the existing book of business for additional conditions. So this is one part. The other part that is already reflected in our ability to reduce OPEX is how we are leveraging agentic AI to be utilized in order to take specific roles in the value chain from the win of the client to the enrollment of the member and end-to-end, managing the member on the platform, that's another side of the AI implementation. But the majority of the value is going to come from managing members more engaged on the platform, more retained on the platform, and with better clinical outcomes. That's something that we're already seeing the numbers. And the more we're going to implement it, the more we're going to see this result in the existing book of business.

Great. Thank you. Your next question comes from Aaron Kimson with Citizens Bank. Your line is now open.

Great, thanks for the question. It's good to hear 75% of new accounts now come through channel partners. Is there a way to quantify how implementation time and time to ROI differ for a client that's landed through a channel partner for an enterprise customer versus when you sell an enterprise customer directly?

Yes, actually the main difference is whether we are signing with a client that is an employer or a client that is a health plan. It's less depending on the channel partner and it's more depending on the profile of the client. So usually employers are being rolled into the next year like in January of the next year in most of the cases, like 75% of the cases. And health plans is something that is usually getting in all three to six months from the point that we are signing on an agreement. This is for the few that we already signed and this is what we see practically in the field. I think that there is a difference to some of the channel partners that we work with in the way that we are enrolling the members to the platform. For some of them, they are taking responsibility also for the enrollment, and this is something actually creating a better ROI for us because we don't need to spend sales and marketing or resources on enrollment in order to get to the revenues. And we believe that once this kind of accounts are going to be with more volume, we're going to see a more strong P&L profile that we will continue and improve. Because practically we have, for some of the channel partners, we have almost zero spend for the win and then for the enrollment of the members.

Great. And then one on DarioIQ. Can you help us think about what percentage of the 13 billion data points underlying it are first-party data from your own devices versus third-party data from insurers and employers? And how well do you think you realize the value of that data today?

Yes, so Dario is operating side by side B2C and B2B. There are a lot of elements that are related to compliance on how the data can be utilized. And one of the big advantages that Dario have is that we are operating the entire B2C business. And when we are talking later, the 13 billion is something that is between B2C and the B2B. But for most of what we do on the R&D side, training models and so on, we are doing it purely on the B2C because of compliance aspects. And this is something that is very important for us. The data, practically the majority is coming from the B2C. And whenever we have a new feature or additional capabilities, including multi-condition, it goes first into the B2C. This is where we are learning the patterns, the user journey, especially when we are running multi-condition because big part of our story today is the multi-condition and managing comorbidities between the conditions. And we are doing everything first on the B2C, training models, and then we are moving it into the B2B. So practically we developed a very unique and innovative way to implement AI capabilities in a highly regulated market.

[Operator Instructions] There are no further questions at this time. I will now turn the call back to management for closing remarks.

Thank you, everyone. We appreciate it and have a good day.

Ladies and gentlemen, this concludes your conference call for today. We thank you for participating and ask that you please disconnect your lines.