David Ripstein
Analyst · H.C. Wainwright. Please go ahead
Thank you, David and thank you all for joining us today. I am proud to report one of the best quarters in our company’s history, revenues of $7.2 million, a 75% gross margin, $1.8 million in net income on a non-GAAP basis and $2.3 million in positive cash flow. This was topped by an all time record for our bookings which points to continued growth in 2015. For the year, we posted $23.6 million in revenues with a $3.3 million net profit on a non-GAAP basis and ended the year with $6.8 million cash in the bank. To put this into perspective, just two years ago we posted a net loss of over $5.5 million and our cash balance last year ended at just $1.2 million. So we have completely transformed the company over the past two years. Through this period of time, we have succeeded in building a strong stable platform and as you can see we have succeeded in leveraging the platform to grow ourselves, margins and profits. Our success is due to first, our correct read of the market which led us to develop the right product for market needs. Second, our transition from a harder model to a softer model which has increased our margins, reduced the product [ph] time and improve our collection cycle and, third, our streamlining process which has reduced our breakeven point while improving our execution. I’d like to expand on these factors to extend our confidence as we look to the future. First, our read of the market. Two years ago when data projects started growing at such an incredible rate, we understood that quality of service would become a big roadblock for operators. We understood that LTE networks together with their corporate data services would become so complicated that it would be almost impossible for operators to trace and solve the quality programs atleast with all the right tool. The right tool would have to be much more robust than anything on the market. It would have to be able to handle higher volumes, higher speeds to navigate complex networks and to analyze trends. This was the low operators to identify problems and results even before the customer noticed, improving retention and reducing churn. In addition, two years ago as we began to develop the product, we realized the advantage of implementing these features in software rather than hardware. The software solution that could be deployed on startup service would make deployment faster and less of a risk while reducing our need for inventory. It would also make it cost effective and easy for our customers to make the transition to neutralize energy environment which we strongly believe will become the next big telecom resolution. This product became the MaveriQ, and we started selling it exactly one year ago. In this short time it has become a big success. Our timing was perfect, just as LTE network deployment began picking up speed in our target markets and the LTE market has a long way to grow. As I mentioned last quarter, global mobile supplier has 600 operators in 168 countries are investing in LTE today. And analysts expect that 80% of subscription in APAC will be LTE within five years. So this will present a huge opportunity for RADCOM that we are eager to address. The market is excited about the MaveriQ. Operators say that it is easy to install and easy to use and that it brings an immediate improvement in the customer retention. We see huge opportunity in deploying our MaveriQ Solution to our existing customer. So far, six of them have installed the new technology and three of those have already given us expansion orders including the two deals above $4 million, one at APAC and the other in Latin America that we announced earlier. With a clan [ph] base of over 60 operators, many of whom are deploying LTE networks you can see the potential and do the math, saying that I don’t want to make it sound easier than it is. Operators are tough customers every sales requires a big effort and success is hard to predict and never guaranteed. But we are doing great and expect to continue the momentum throughout 2015. The second element of our success is the transition from harder based business model to a softer driven model. So far this has increased our gross margin from the low sixties in 2012 and 2013 to 71% for 2014 and we are on track with full confidence throughout our long term targets above 75%. The higher growth margin has a number of positive effects, obviously to improve our net profit at any level of sales; just as important it reduced the time for booking to deployment, which makes the transition easier and less costly for the customer, while giving us more predictable revenues and reduce cost of sales and improved collections. The last element is the streamlining process that we have been implementing over the past two years. It has reduced our operating cost substantially, reducing our breakeven point. From an operational point of view it has also improved our execution leading to more satisfied customers, few mistakes and faster deployment. In short, the process has built us into a stronger, higher quality organisation. In summary, following two years of steady growth we have posted the best quarter in our history and are well positioned for additional growth in the year ahead. Our platform is strong, our plan is working, our markets are stable and we are optimistic as we look to the future. With that, I’ll stop and turn the call over to Uri to discuss the financial results. Uri, please.