Wilfried Vancraen
Analyst · Lake Street Capital Markets
Thank you, Koen. Good morning or good afternoon to all of you listening to this call. A steady bottom line performance even in a quarter where the economic conditions of our industrial activities were unfavorable confirms the build-to-last nature of Materialise. In 1919, my wife Hilde and I founded Materialise, driven by a desire to make use of 3D printing and to make a difference with this technology. Its applications we thought could contribute to a better and healthier world. Thanks to many people around us, all over the world that started sharing the dream, we were able to build a sustainable organization called Materialise. An organization, a company that executes step-by-step on this mission of creating a better and healthier world. We are proud of the results we achieved through relentless focus on meaningful applications of 3D printing. We are proud of the thousands and thousands of products we have improved through prototyping. And we are proud about the thousands and thousands of patients we made healthier with patient-specific instruments and implants. And the best news is that the journey we started will be continued in a sustainable way. In a build-to-last context, this means that we have to embrace change while preserving the core mission and values of Materialise. And we are in front of significant changes both in our environment in the markets that we serve and the top management structure of Materialise. Let me address both aspects. First, the market and technology fundamentals. While I continue to believe that 3D printing is a slow revolution, the dynamic and some circumstances of the revolution are changing. For many years, the necessity of 3D printing as a manufacturing technology was questioned by money. Why would you choose 3D printing? Was a key question to answer in order to build successful operations. But today, most companies and industrial sectors are convinced about the benefits that 3D printing can bring. Their key question has shifted to how can 3D printing contribute to my success. AM materials and printing processes have proven their technical fit in a multitude of applications but still need to be scaled to economic prosperity. The how to scale is in a large extent related to the successful development of digital backbones for the business processes and the user companies in general and for AM production lines in particular. Is there that the scalability of 3D printing currently hits another roadblock? In the '90s and the early 2000s, the remarkable partnership between Intel and Microsoft, often referred to as Wintel, played a pivotal role in propelling the computer industry to new heights. It provided a standard platform for hardware and software. Wintel established a stable and harmonious ecosystem. And despite occasional concerns regarding competition, this interoperability led to rapid search in software development in an expansive range of applications. It helped a robust user experience ushering [indiscernible] fast forward today, and we see [indiscernible]. It's by a myriad of platforms, interfaces, operating systems, cloud computing providers, IoT devices and more. This diversity offers users a wealth of options and flexibility, but it also introduces complexity and escalated costs. In the context of 3D printing and inherently digital technology, this complexity can be particularly problematic. The companies in the 3D printing industry must commit resources to ensure that our printers and accompanying softwares are compatible with an array of devices, operating systems and file formats. This does not only cost to incur costs, but also divest resources that could otherwise be channeled into innovation and growth. And as such, this complexity may hinder growth of the 3D printing industry where interoperability and compatibility are paramount. And as a consequence, the advent of distributed manufacturing is delayed. With our heavy investment in CO-AM, our digital manufacturing platform, Materialise has risen to meet these challenges. Offering manufacturers an open software platform to manage, scale and standardize their production workflows across integrated supply chains and diverse IT environments. The verticals of Materialise, the medical segment in particular, demonstrate our good digital backbone from patient data over surgical planning to automate the design using advanced IT tools in a global context enables to scale AM economically. We demonstrate it can happen personalized with respect for patient privacy in the cloud also in tune with the legal requirements of many different countries. I believe the slow AM revolution will continue, and Materialise will continue to play a rating role in that revolution under the guidance of our new CEO, Brigitte de Vet. Brigitte joined Materialise in 2016 with many years of experience in companies like Johnson & Johnson and Acertys already under her belt. She took over the general management of the Materialise Medical segment from me at that time. Over her tenure at the helm of Materialise Medical, she has grown this segment to become the most profitable of all the company segments today. We are confident that under her leadership, Materialise will continue its track as a built-to-last company. Brigitte will provide continuity as over the last 7 years she delivered ample proof that you could guide her management team in delivering value to patients and all other stakeholders in the medical device companies and hospitals. In addition, during all those years, she was an active member of the executive committee that she will lead from the 1st of January 2024 onwards. In the executive committee, she will be able to rely on the stable team that has been in the operational leadership of Materialise for many years. We strongly believe that Brigitte and her executive committee will continue to bring innovative solutions to the Materialise customer base. She will as well provide an inspiring work environment that fosters personal growth to the employees. Peter, Hilde and I have been preparing in coordination with the Board for the current transition. We are convinced that the new but highly experienced executive committee will be well placed to deliver value to the shareholders. Peter, Hilde and I will also remain closely connected to the strategic positioning of Materialise as nonexecutive members of its Board where I will take over the presidency from Peter Leys. And I want to take this opportunity to thank Peter for his formidable contributions to Materialise. It is thanks to Peter that Materialise was able to enter the U.S. stock market and that we have been able to fulfill all the legal requirements consistently. Our presence on the stock market has been an integral part of our strategy to operate as an independent platform and solutions provided in the many different markets that additive manufacturing can serve. But Peter's contributions go much further. He has been instrumental to the performance of Materialise, keeping the balance between a healthy financial performance and the diligence in execution of projects that contribute to our mission. I believe that all of you who regularly participate in these quarterly calls has appreciated the forthright, but also humorous communication that has become a trademark for Materialise in its Investor Relations. And I will certainly count on its continued input as I take over the presidency of the Board. As Board members, Hilde and I will keep traveling the world in support of Materialise in the years to come, representing the company at major sales and industry in advance. We remain committed to the value that Materialise will bring as a build-to-last company to society and look forward to seeing some of you in just a few days at Formnext. Then we will have the opportunity to discuss the future in more detail. And let me now pass the call back to Peter.