Skip to content

Hansen’s top line growth continues into FY25

News Hansen’s top line growth continues into FY25
Hansen News
Written By

Hansen News

August 21st, 2024

Hansen Technologies Limited (ASX: HSN) (‘Hansen’, the ‘Company’), a leading provider of industry-specific software products and expertise, today announced a 13.2% increase in Operating revenue to $353.1m (7.3% excluding the recently acquired powercloud) and $59.1m of Operating Cash Flow. The core Hansen business (excluding powercloud) delivered Underlying EBITDA margins of 30% and 11% growth in Underlying Cash EBITDA.

Earnings have been impacted as expected by the recent powercloud acquisition, a turnaround asset requiring further investment across FY25. As planned and previously communicated, progress is underway to integrate powercloud into the Hansen portfolio with the business expected to be EBITDA positive in the fourth quarter of FY25.

 

Results Summary

Hansen Group (A$m) FY24 FY23 Movement %
Operating Revenue 353.1 311.8 13.2%
Statutory Net Profit After Tax 21.1 42.8 (50.7%)
Underlying EBITDA 1, 2, 4 92.4 99.5 (7.1%)
Underlying Cash EBITDA 1, 2, 4, 5 76.9 78.4 (1.9%)
Underlying NPAT 1, 4 26.0 41.5 (37.3%)
Underlying NPATA 1, 3 ,4 39.7 55.6 (28.6%)
Basic Earnings Per Share (EPS) (cents) 10.4 21.1 (50.7%)
Basic EPSa based on Underlying NPATA (EPSa) (cents) 1, 3 19.5 27.5 (29.1%)

 

Hansen core (excluding powercloud) (A$m)

Operating Revenue 334.7 311.8 7.3%
Underlying EBITDA 1, 2, 4 99.7 99.5 0.2%
Underlying Cash EBITDA 1, 2, 4, 5 87.1 78.4 11.1%
  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.
  5. Underlying Cash EBITDA is Underlying EBITDA excluding capitalised development costs

Note: This ASX announcement should be read in conjunction with the Annual Report which can be found on the Company’s website.

Hansen’s Managing Director & Chief Executive Officer, Andrew Hansen, said:

“At Hansen, our goal is to be a long-term sustainable business focused on our customers, our people, and generating cash and profitability. We aim to be globally and industry-diverse to counter any country and industry-specific downturns. This coupled with our focus on innovation helps to ensure that Hansen continues to deliver the best possible value for all our stakeholders.”

“We acquired powercloud as a turnaround asset for €17.7m, and we’ve made progress, but there remains further investment and effort to transition this into a profitable part of the Energy & Utilities vertical.”

“In terms of our technology, innovation is at the heart of everything we do at Hansen. We continuously invest in R&D to ensure that our solutions are cutting-edge and aligned with the latest technological advancements and we capitalise only a small portion of our overall R&D. Our AI Optimised Trading platform that automates energy trading, balance settlement and billing operations is external AI ready and we have several future use cases beyond its current deployment in the market. We are proud of our products and the innovative spirit that drives our team to continually push the boundaries and set new standards in the industry.”

“The recent leadership changes at Hansen have brought a fresh perspective and renewed energy to our organisation. Our leadership team is highly experienced and brings diverse skills and insights that are crucial in navigating today’s complex business environment. These changes have been instrumental in accelerating our strategic initiatives and driving operational excellence. The team is committed to fostering a culture of innovation, collaboration, and customer-centricity, which aligns perfectly with our long-term vision. We are already seeing the positive impact of these changes and are excited about the future as we continue to build on our strengths and explore new growth opportunities.”

“Despite facing significant inflationary pressures and integrating a turnaround asset, we’ve delivered robust results that remain consistent with our overall growth profile. Our core business revenue (excluding powercloud) grew by 7.3%, well above historical averages, and our Underlying Cash EBITDA increased by an impressive 11.1% which demonstrates the strength and resilience of our business model. Our ability to adapt in dynamic markets, along with our strategic focus on M&A, positions us well for the future.”

“Our results today are testament to the hard work of our hugely talented Hansen team. We look forward to delivering further organic and inorganic growth, innovation and value for our stakeholders.”

Revenue

Hansen’s revenue for FY24 was $353.1m, a 13.2% increase from FY23. Excluding the $18.4m contribution from powercloud, in the 5 months to 30 June 2024, Hansen’s core business revenue for FY24 was $334.7m, an increase of 7.3% and an 8.2% increase, excluding revenue from the closed Data Centre[1].

Excluding powercloud, Hansen’s Energy & Utilities vertical achieved core revenue growth of 14.7% to $183.2m from FY23, with strong performances across all key operating regions.

Communications & Media revenue increased by 1.2% to $148.9m from FY23. While there was a 10.3% decline in the Americas region, revenue from the Asia Pacific region increased by 12.6% and the EMEA region increased by 3.5% from FY24.

Hansen’s revenue continues to remain diverse across geography, currency, product, and industry. No customer makes up more than 8% of revenue. The Group’s Tier 1 and 2 customer base are robust and long term, with customer churn rates remaining below 1%.

Hansen supports two industry sectors – Energy & Utilities and Communications & Media. Both sectors are dynamic and undergoing significant digital transformations.

In the Energy & Utilities space the global addressable market for Customer Information Systems (CIS) is expected to grow at a CAGR of ~13% over FY24-29[2].

There are also strong signs for growth in the Communications & Media sector. At the end of 2023 there were 16.1 billion active IoT devices, a figure which is expected to grow to 39.9 billion in 2033[3].

Underlying & Cash EBITDA

The core Hansen business has achieved an Underlying EBITDA margin of 30% in the face of strong inflationary pressure. Demonstrating the flexibility of Hansen’s operations, the Group does not have a dedicated pool of people devoted to innovation, enabling the Group to direct efforts where it is most needed. Across FY24 a large implementation project was underway for a significant client in Asia Pacific with significant resources devoted to this billable work. The Group’s operating centres in India, Vietnam and Argentina are also beginning to deliver more innovation activities which is changing the cost profile over time. These two factors have resulted in a lower than anticipated amount of capitalised development costs (R&D) during FY24. Nonetheless, the total investment in product R&D remains in line with previous years, with a significant amount of R&D expensed or client funded.

Excluding powercloud, Hansen demonstrated steady, consistent growth in operating profits, with Underlying Cash EBITDA growth of 11.1% to $87.1m versus FY23 and 10.8% CAGR since FY19. The Underlying Cash EBITDA margin for the underlying Hansen business was 26%, well above the FY23 result of 25%.

As anticipated, powercloud is having a short-term negative impact to the bottom line. Hansen is making progress, integrating powercloud into its operations and is aiming to drive value through the ‘Hansenisation’ playbook.

Cash Flow and Net Debt

At a Group level $59.1m of Operating Cash was generated and reflecting the investment required to acquire and fund powercloud, the Free Cash Flow was a negative $5.7m. Hansen borrowed an additional $55.3m to fund the acquisition of powercloud and has already paid down $12.0m of this borrowing. As at 30 June 2024 the Group’s total borrowings were $70.2m and its net debt position was $24.5m. Hansen’s overall leverage ratio remains very low at 0.3x.

The Group 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 second half dividend of 5.0 cents per share, partially franked to 2.1 cents per share. The record date for the final dividend is 27 August 2024 and the payment date is 20 September 2024. The Dividend Reinvestment Plan (DRP) will again be available to shareholders with no discount. The DRP election cut-off date will be 28 August 2024.

Outlook

The sectors Hansen operates in, Energy & Utilities and Communications & Media, are dynamic and undergoing significant digital transformations.

The rapid roll out of renewable energy technologies, including smart grids, Virtual Power Plants and EV’s is driving the need for more informed and sophisticated billing and support solutions. The roll out is also driving significant changes in the regulatory environment as governing bodies race to develop policies to keep up with the technological changes while also controlling the shifting demand curve that these technologies bring.

The Group is anticipating revenue growth of 5-7% in FY25 based on the current pipeline of new business, customer upgrades and assuming annualised FY24 Operating revenue of $44.2m for powercloud.

Hansen expects to achieve underlying EBITDA margins of 23%-25% with the second half revenue and margins expected to be stronger than the first half and powercloud is expected to be EBITDA positive in Q4 of FY25.

Hansen remains committed to growing organically through a disciplined and focused M&A strategy. Hansen is predominantly targeting businesses within the Energy & Utilities and Communications & Media industries, with a focus on companies that are driving profitable innovation and growth.

[1] Hansen closed its owned and operated Data Centre during the year. All revenue was generated in the APAC Region, (FY23 $5.0m – $4.3m Support and Maintenance and $0.7m Application Fees, FY24 $2.6m – $1.5m Support and Maintenance and $1.1m Application Fees)

[2] mordorintelligence.com

[3] transformainsights.com

Investor and Analyst Briefing

An investor and analyst briefing will be held at 10am Melbourne time to discuss the FY24 results. The briefing will be webcast and accessible via the link below. Once pre-registered, you will be invited to add the Webcast to your calendar.

https://webcast.openbriefing.com/hsn-fyr-2024/

For further information:
Investor and analyst enquiries
Peter Beamsley
Head of Investor Relations
+61 438 799 631
Investor.Relations@hansencx.com

About Hansen
Hansen Technologies (ASX: HSN) is a leading global provider of software and services to the energy, water and communications industries. With its award-winning software portfolio, Hansen serves customers in over 80 countries, helping them to create, sell, and deliver new products and services, manage and analyse customer data, and control critical revenue management and customer support processes.

For more information, visit www.hansencx.com

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.


 
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus vestibulum ut neque eu cursus. Donec eu lectus dictum, convallis lectus eget, porta lorem. Aliquam at lacus rutrum est viverra sollicitudin id eu diam. Sed magna diam, porttitor sed justo a, sodales convallis massa. Nam scelerisque diam in justo pharetra aliquam.