Charles Piluso
Analyst · Lismore Partners
The entire organization. You know that just to highlight that, it's somewhat still slightly dependent on equipment sales, which we typically have but you know, it becomes lumpy, as we spoke about before, because of the cycling of refreshing of the equipment, so that we do have some dependency on the equipment sales less and less as time goes on, and we do have the ability to cut back on various marketing expenses. But what ends up happening just to give an example, you know, of a customer base, just 28 customers have increased their services with us, you know, during since, since January. So you know, it's not necessarily all new, all new ads, you know, on stuff. And so you know, you have renewed contracts. You have clients adding to it. So, as was an example that I read earlier, you know, you had the customer that was on one service and then added a significant amount on another. So you're not sure when exactly that's going to be coming on, but we're very, very close, I would say to a break-even on just the recurring on the recurring basis. What ends up happening, though this lumpiness continues, because if you have subscription agreement that's, let's say, on a 36 month contract, even though our average is 30 months across the board, a straight average, you'll end up getting software renewal and hardware maintenance contracts. Like we have that happens in the first quarter, and you have that lumpiness that continues. So if you were to smooth everything out, I would say that the company really, even with these efforts, are break-even on basis I don't know, Chris, if you agree with that, you know. So I think it's break even when you start us, you know, taking our what we would consider annual recurring revenue, with software renewal, hardware maintenance with the subscription revenue both in disaster recovery, cloud infrastructure and cyber security. So that profitability really kicks in high when you have an equipment sale, even though the margins are not great. They're 20%, 25% margins versus, you know, 52% margins on subscription. So I think we're really there with it. I will say, though, you know, and I think you get to know me a little bit more and more as we talk Adam, is that I'm kind of never happy. The thing is that I wouldn't mind losing, you know, I wouldn't mind decreasing our EBITDA for greater revenue growth on the subscription side. And you know, that's why we're looking at and expanding and going into London, into primarily into the UK, because we believe between the UK, Canada and the U.S., only the very big guys who are there, you know, like an IBM, for example. So you're not going to work maybe one of three and we want to be able to leverage that, and that will take some money. We've already we have two people identified that are working with us already on a consulting basis out of the UK that's costing some money, but we're still okay on the EBITDA side for Cloud First, and we're going to be hopefully bringing them on full time with this. So you know, we're signing we're signing NDAs with companies, and that will mean, if they're going to sign up with us as distributors or end user clients, it will cost some money. Our depreciation will increase that overall expense because of the equipment being deployed there, which we expect that to happen in the fourth quarter, and services going live in January. So yes, I would like to see that that revenue growth much higher without putting equipment sales on the side and let it hit the EBITDA a little bit to sacrifice that short term. So if that answers your question, I am not sure.