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Hansen Delivers Outstanding Result

News Hansen Delivers Outstanding Result
Hansen News
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Hansen News

February 21st, 2024

Hansen Technologies Limited (ASX: HSN) (‘Hansen’, the ‘Company’), a leading provider of industry-specific software products and expertise, today announced a 12.5% increase in operating revenue, a 36% increase in Operating Cash and a 21.1% increase in underlying net profit after tax when compared to 1H23.

The Group experienced a particularly strong 1H24 result and continued to provide mission critical solutions to a broad and diverse global customer base. Aligned with the positive financial result, further debt was retired, and the business ended the half in a cash positive position for the first time since 2017.

Results Summary

A$ million (actual currency) 1H24 1H23 Movement %
Operating Revenue 167.7 149.1 12.5%
Statutory Net Profit After Tax 17.6 16.2 8.6%
EBITDA 1, 2 48.8 44.4 9.9%
Underlying EBITDA 1, 2, 4 52.1 45.0 15.8%
Underlying NPAT 1, 4 20.1 16.6 21.1%
Underlying NPATA 1, 3 ,4 27.0 24.0 12.5%
Basic Earnings Per Share (EPS) (cents) 8.7 8.0 8.7%
Basic EPSa based on Underlying NPATA (EPSa) (cents) 1, 3 13.3 11.9 11.8%

 

  1. The Directors believe the information additional to IFRS measures included in the press release is relevant and useful in measuring the financial performance of the Group. These include: EBITDA, NPATA and EPSa.
  2. EBITDA is a non-IFRS term, defined as earnings before interest, tax, depreciation and amortisation and excluding net foreign exchange gains (losses).
  3. NPATA is a non-IFRS term, defined as net profit after tax, excluding tax-effected amortisation of acquired intangibles.
  4. Underlying EBITDA, underlying NPAT and underlying NPATA exclude separately disclosed items, which represent the one-off costs during the period. Further details of the separately disclosed items are outlined in Note 3 to the Financial Report which can be found on the Company’s web site.

Hansen’s Chief Executive Officer, Graeme Taylor, said:

“Leveraging our market leading platform of software, we have continued to rapidly paydown debt during the half and expanded our organic growth with a number of strategic customer wins and upgrades.”

“I’m really pleased with how the Company performed this half. Our TM Forum Open Digital Architecture (ODA) award has strengthened our credentials. Our product offerings are ‘External AI Ready’ and purpose developed for key business use case integrations across a well diversified customer base.”

“The company’s strong revenue growth during the half was due to its continued investment in its sales and account management efforts, leveraging the strengths in its existing customer relationships and modest favourable foreign exchange impacts.”

“Hansen’s combined product capabilities, coupled with its flexible deployment methodologies allow it to satisfy more requirements than pure play Customer Information System (CIS) vendors. Hansen is actively supporting customers to deploy novel use cases such as Virtual Power Plants (VPP) & Electric Vehicles and this is a key area of growth focus for the business.”

“Innovation is at the heart of our operations and our investment in R&D. Our continuous growth and innovation have led to a highly modular product set, a deep and diverse knowledge base across our industries and geographies and earned the ongoing trust of our customers. R&D temporarily reduced during the half to support customer upgrades and new logos.”

“Following on from a strong first half, I can’t be more excited about our recent acquisition of powercloud. It’s a move that signifies a new chapter of growth, innovation, and continued excellence for Hansen. Sitting within Hansen’s core business of billing and customer management, the acquisition joins powercloud’s applications to Hansen’s existing suite of market leading products. The acquisition significantly expands Hansen’s scale and scope in the utilities sector and the depth of its operational presence in one of Hansen’s key target markets Germany, and the broader DACH region. Hansen paid a compelling price for powercloud knowing there is work to be done to return it to profitability. This investment is expected to deliver an EBITDA accretive business within the financial year ending June 2025.”

“I would like to thank the talented Hansen team who worked tirelessly to deliver a strong 1H24 result, and we look forward to delivering further organic and inorganic growth and innovation for our stakeholders.”

Revenue

In 1H24 Hansen achieved its highest ever half year operating revenue result of $167.7m, representing a 12.5% increase from the prior comparative period. On a constant currency basis, operating revenues were up 9.2%.

Hansen’s revenue continues to remain diverse across geography, currency, product, and industry. No customer makes up more than 8% of revenue. Customer churn rates remain well below 2% and the customer base is largely tier 1 and 2.

The industries in which Hansen operates continue to undergo significant change. The rapid innovations in the telecommunications industry drives ongoing demand for new technological enhancements as Hansen customers seek to monetise 5G and IoT. In the Utilities space transitioning markets such as Virtual Power Plants, Electric Vehicles, geo-political risk & carbon off-setting, are driving the needs for system replacements and upgrades.

Underlying EBITDA

Underlying EBITDA for 1H24 was $52.1m, which represents an increase of 15.8% when compared to 1H23 and 8.4% CAGR since 1H20.

During FY23 the Group progressively rebuilt our global team back from the lower numbers during the Covid period. During 1H24, Hansen has been focused on leveraging the capacity and capability it has built in its Accounts Management and Sales Teams to continue to win new logos and its labour costs and staff churn rates have stabilised. Globally, costs are increasing as interest rates and inflation place pressure in many of our jurisdictions. Despite these headwinds, the Group has maintained an underlying EBITDA margin of 31.1% which remains significantly ahead of historical averages.

Cash Flow and Net Cash

Hansen continues to demonstrate its stability as a consistently cash generative business. During 1H24, Hansen generated $30.4m of operating cashflows, an increase of 36% when compared to 1H23, which has been used to retire $16.6m of debt, pay dividends of $9.3m (net of dividend reinvestments) and fund the capitalised portion of its ongoing product development program of $5.9m. Since the beginning of 1H20, Hansen has paid down $149m, or 80% of its borrowings. At the end of 1H24 the company had net cash of $8m.

Hansen has a strong balance sheet with significant headroom for additional future borrowing capacity for further M&A. Hansen has a proven track record of successful acquisitions and integrations, and is focused on identifying the right targets at the right price, to ensure an acquisition delivers shareholder value.

Dividend

Reflecting Hansen’s ongoing stable and predictable cash generation and strong earnings, the Board has declared a first half dividend of 5.0 cents per share, partially franked to 2.3 cents per share. The record date for the interim dividend is 27 February 2024 and the payment date is 21 March 2024. The Dividend Reinvestment Plan (DRP) will again be available to shareholders with no discount. The DRP election cut-off date will be 28 February 2024.

Outlook

Excluding powercloud, Hansen expects to remain on track to deliver its original Revenue and Underlying EBITDA Margin guidance. powercloud is expected to deliver FY24 revenue of approximately $16-18m (from 1 February 2024). With the combination of powercloud, Hansen’s expected revenue growth for FY24 is 11-13%.

powercloud’s recent profitability has been impacted by cost increases from rapid scaling and additional regulatory requirements during the European energy crisis. As a result, the business financial metrics are substantially different from the Hansen Group. It is this situation that enabled Hansen to acquire powercloud for such a compelling price. For FY24, we anticipate a temporary drop in our expected underlying EBITDA margin to approximately +26%.

powercloud is the perfect acquisition for ‘hansenisation’ and the embedding of good disciplines and practices. Hansen has developed a clear roadmap back to profitability and expects the combination of the two businesses will lead to material shared benefits and revenue and cost synergies. Hansen remains confident of powercloud being EBITDA accretive within FY25.

Important information

This ASX announcement should be read in conjunction with the Financial Statements which can be found on the Company’s website.

This announcement contains forward-looking statements that involve subjective judgement and analysis and are subject to significant uncertainties, risks and contingencies, many of which are outside the control of, and are unknown to the Company. These forward-looking statements use words such as ‘potential’, ‘expect’, ‘anticipate’, ‘intend’, ‘plan’, ‘target’ and ‘may’, and other words of similar meaning. No representation, warranty or assurance (express or implied) is given or made in relation to any forward-looking statement by any person (including the Company). Actual future events may vary materially from the forward-looking statements and the assumptions on which the forward-looking statements are based. Given these uncertainties, readers are cautioned not to place undue reliance on such forward-looking statements. Subject to the Company’s continuous disclosure obligations at law and under the listing rules of the Australian Securities Exchange, the Company disclaims any obligation to update or revise any forward-looking statements. The factors that may affect the Company’s future performance include, among others: changes in economic conditions; changes in the legal and regulatory regimes in which the Company operates; litigation or government investigations; competitive developments affecting our products; changes in behaviour of major customers, suppliers and competitors; acquisitions and divestitures; the success of research and development activities and the Company’s ability to protect its intellectual property.

1. What does “modernise with precision” mean for Tier-1 telecom operators?

“Modernise with precision” describes a low-risk, targeted approach to BSS/OSS modernisation where operators upgrade only the parts of their digital stack that create the greatest impact. Instead of embarking on high-risk, multi-year full-stack replacements, Tier-1 telcos selectively introduce cloud-native BSS/OSS, API-driven telecom architecture, AI-ready data layers, and TMF-compliant BSS components.
This modular strategy reduces cost and disruption, allowing operators to strengthen areas such as product agility, order orchestration, customer experience, and operational efficiency while maintaining stability in core environments. It aligns directly with TM Forum’s Open Digital Architecture (ODA), which encourages a composable, interoperable, future-proof approach to telco transformation.

2. Why is time-to-market so important for telecom monetisation today?

Telecom monetisation increasingly depends on the ability to respond quickly to new commercial opportunities – from enterprise IoT solutions and digital services to 5G monetisation, wholesale partnerships, and B2B vertical offerings. In this environment, operators that can design, package, and activate new services in days rather than months gain a clear revenue advantage.
Legacy catalogues, rigid product hierarchies, and tightly coupled BSS architectures make rapid innovation difficult. Modern operators therefore prioritise catalog-driven architecture, agile/composable BSS, and cloud-native BSS capabilities to give business teams control over offer creation without relying on long IT delivery cycles. Faster launch cycles = faster monetisation.

 

3. What is slowing down product launch cycles for many telcos?

The primary obstacles are deeply entrenched in legacy architecture: hard-coded product models, outdated catalogues, nonstandard integrations, and heavy IT dependencies. These constraints slow down even minor product changes, creating friction between commercial teams and IT.
Modern telcos are replacing these bottlenecks with TMF-compliant BSS, cloud-native catalogues, API-driven BSS integrated via TMF Open APIs, and low/no-code configuration tools. These solutions allow product owners to create and test offers independently, ensuring the Digital BSS backbone supports true agility.

4. How can telecom operators reduce order fallout and manual intervention?

Order fallout typically stems from fragmented systems, inconsistent data models, and brittle custom integrations across BSS/OSS chains. When orchestration spans numerous legacy systems, even small discrepancies can cause orders to fail.
Operators can dramatically reduce fallout rates by adopting zero-touch service orchestration, modern order management modernisation, end-to-end automation, and a unified data model across their Digital OSS and Digital BSS layers. Cloud-native telecom systems and order orchestration for telecom remove reliance on manual rework, minimise delays, and improve service accuracy – all essential to delivering predictable customer experiences.

5. Why is accuracy so important for B2B and wholesale customer experience?

For enterprise and wholesale customers, trust is built on precision. A single misquote, incorrect configuration, or missed activation can lead to delays, SLA breaches, revenue disputes, and strained relationships. These segments rely on highly controlled, predictable fulfilment processes – particularly as operators expand into 5G edge services, network slicing, managed security, and outcome-based contracts.
Improving accuracy requires strengthening the underlying architecture – through modern CPQ for telecom, clean data models, cloud-native BSS/OSS, and robust API-driven telecom architecture. When quoting, ordering, provisioning, and billing are accurate, customer satisfaction increases naturally.

6. How does cloud, AI, and API-driven architecture support telecom modernisation?

Cloud-native platforms provide the scalability, flexibility, and deployment speed needed to support modern telecom services. AI introduces intelligence into operations, enabling predictive analytics, anomaly detection, and proactive assurance. APIs – especially TMF Open APIs – ensure new components integrate cleanly with legacy systems.
Together, AI-powered BSS/OSS, cloud-native architecture, and API-driven integration create a digital foundation that supports continuous innovation, reduces technical debt, and enables operators to deliver new services more efficiently. This trio is central to future-proofing the telco stack.

7. What is TM Forum’s Open Digital Architecture (ODA) and why does it matter?

TM Forum’s Open Digital Architecture (ODA) is an industry-standard framework designed to help telcos simplify, modularise, and modernise their BSS/OSS environments. ODA promotes interoperability, composability, and openness so operators can integrate new capabilities without heavy customisation or vendor lock-in.
For Tier-1 operators, ODA serves as a blueprint for transitioning from monolithic legacy stacks to cloud-native, API-driven, modular BSS/OSS infrastructure. By adopting ODA-aligned solutions, operators speed up integration, lower deployment risk, and reduce long-term operational cost.

8. How is Hansen involved in TM Forum and ODA?

Hansen aligns its architecture directly to TM Forum’s ODA principles and has contributed to the development of one of TM Forum’s recognised industry standards. This reinforces a commitment not just to following best practices, but to shaping them.
Hansen’s portfolio of cloud-native, AI-powered, API-driven Digital BSS/OSS modules is built on TMF Open APIs and composable design principles. This ensures seamless interoperability in multivendor environments and helps operators modernise safely and incrementally.

9. Can operators modernise their BSS/OSS without a full-stack replacement?

Yes – and in fact, most Tier-1 operators now prefer incremental transformation. Full-stack replacement is high risk, slow, and expensive. By contrast, modular modernisation allows operators to introduce new BSS/OSS capabilities – catalogues, orchestration layers, charging engines, customer management, monetisation components – without destabilising the existing ecosystem.
This approach reduces risk, accelerates value, and aligns with ODA’s principles of composability and openness. Operators can modernise at their own pace while still maintaining service continuity.

10. How does modular modernisation reduce risk?

Modular transformation focuses on improving specific parts of the architecture – such as product agility, order accuracy, unified data, or 5G monetisation – without changing everything at once. Each module is integrated, tested, and scaled independently, which reduces disruption and improves predictability.
It also allows operators to retire legacy systems gradually, reducing technical debt over time while still realising near-term efficiency and revenue gains. This is why agile/composable BSS is now the preferred model for Tier-1 telecom transformation.

11. What operational improvements can telcos expect from a unified data model?

A unified, AI-ready data model brings real-time visibility across commercial and operational processes, enabling faster decision-making and more reliable service execution. It also allows operators to detect issues earlier, automate root cause analysis, and reduce order fallout.
This consistent data foundation is essential for AI-powered BSS/OSS, predictive assurance, next-best-action recommendations, and advanced analytics. It ultimately improves operational efficiency, accuracy, and customer experience – three core pillars of modern telecom performance.

12. Why is Customer Experience (CX) tightly linked to operational excellence?

Most customer experience problems – delays, incorrect orders, billing errors, missed SLAs – originate from inefficiencies within the internal BSS/OSS engine. When operators modernise their Digital BSS/OSS processes, eliminate manual workarounds, and ensure accurate orchestration and service activation, the customer experience improves naturally.
This is particularly true for enterprise and wholesale customers, where CX is defined by precision, predictability, and contract performance. Improving CX requires improving the processes beneath it.

13. How do Hansen’s solutions fit into a Tier-1 telco transformation strategy?

Hansen provides cloud-native, API-driven, TMF-compliant, AI-powered Digital BSS/OSS modules that integrate smoothly into hybrid and legacy environments. Operators can use them to strengthen catalog agility, automate order flows, unify data, enhance monetisation, or improve service reliability – without needing to replace their entire BSS/OSS stack.
This flexibility supports transformation at the operator’s own pace, aligned to business priorities, regulatory requirements, and commercial objectives.

14. What benefits can operators expect from a layered or hybrid modernisation approach?

A layered or hybrid approach allows operators to combine existing systems with cloud-native components, enabling transformation without disruption. Key benefits include:
• Faster time-to-market for new offers
• Improved order accuracy and reduced fallout
• Lower cost-to-serve through automation
• Stronger customer experience
• Gradual reduction of technical debt
• Alignment with ODA and modular architecture principles
This approach balances stability with innovation – ideal for Tier-1 operators.

15. How do industry standards such as ODA accelerate telecom digital transformation?

Industry standards like TM Forum ODA and TMF Open APIs reduce integration complexity, promote interoperability, and give operators a trusted blueprint for modernisation. They ensure that new BSS/OSS components can plug into existing environments without custom engineering.
By reducing dependence on bespoke integrations and enabling modular deployment, standards significantly lower long-term cost and accelerate transformation across the business. They also future proof the architecture for new technologies, including AI, automation, and 5G service innovation.


 
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