UNAUDITED INTERIM RESULTS
("Mirriad" or the "Group")
Mirriad builds foundations for long-term revenue growth
Mirriad, a video technology company delivering in-video advertising announces unaudited half-year results for the six months ended
Highlights
Operational
· The Group continues to focus on large scale distribution partners
· New media owner contracts signed with NBCU in the US and El Cartel Media (RTL II) in
· Contract renewed with Youku/Alibaba on non-exclusive basis
· Contract renewed with Star India, part of the Fox group, in
· Launch of the new strategic In-Video Ad Unit and release of white paper citing validation by comScore US and Miaozhen Systems China
· Delivery of proprietary Marketplace technology and deployed for successful campaigns with key customers such as Globosat, Star and Youku
· Tencent contract announced shortly after period end on 26 July
·
Financial
· Revenue
· Cash and cash equivalents
· Cash consumption
· Operating loss of
· Loss per share 6p (
· An additional c£2m in new capital was raised from Puhua at 62p per share in
Commenting on the results,
"Since the company's IPO in December, Mirriad has accelerated on its commitment to drive scale through developing key long-term distribution partnerships and integrating the company's proprietary platform into the operations of those key players. The team has performed strongly, building a compelling foundation from which Mirriad can now grow.
With the fundamentals in place, we now must focus on delivering operational excellence in our drive to build revenue. To lead this next phase, we are appointing
ABOUT MIRRIAD
Mirriad is a video technology company delivering in-video advertising by naturally blending brand advertising into popular entertainment content.
Mirriad creates advertising opportunities within existing video content across multiple shows. Advertisers can reach target audiences in a contextually relevant way without interrupting the viewing experience. The new ad format can be used alone or combined with other media and is aligned with existing media trading.
Mirriad is headquartered in
Enquiries:
|
Tel: +44 (0)207 884 2530 |
(Nominated Adviser & Broker)
|
Tel: +44 (0) 207 260 1200 |
(Financial Public Relations) |
Tel: +44 (0) 20 7796 4133 |
Chairman's Statement
This has been an important period of foundation building for Mirriad, and one that has seen us make significant progress as we build towards delivering an entirely new form of advertising to the market. Our proposition works - we have seen that time and time again in pilot projects around the world. However, it has been difficult to put in place the processes and infrastructure to deliver on that promise at scale. The IPO in December of last year finally gave us the resources to do just that.
Over these last six months, we have used our resources to build a team capable of driving outcomes across all cultures and geographies. At the same time, we have developed and integrated a powerful technology platform ('MarketPlace') into our key partners, to empower them to deliver increasing volumes of in-video advertisements. And, importantly, we have continued to enhance our proposition with the introduction of the first of its kind 'Ad Unit' to assure the liquidity of this new market.
This preparatory work is now largely complete, and puts us and our partners in the position to drive demand with the most important advertisers across the globe. Our day-to-day focus will now be on energetically employing our tools and resources to help our partners deliver an ever increasing flow of revenue. The nature of the advertising business is such that it will take some time to see customer contracts translate into revenue, but I am confident that we are now in a position to drive demand in a meaningful way. That effort has already begun, but we can and will push forward more aggressively in order to drive long-term value for all stakeholders.
Roger Conant Faxon
Non-executive Chairman
27 September 2018
Chief Executive's Statement
The first half of the year has seen us place significant focus on strategizing and building the systems and processes that will enable our key distribution partners to launch our advertising products at scale in the world's leading advertising markets. This has required a shift away from short-term revenue opportunities in order that we put all of our attention on building a sustainable model that can grow for the long-term. This strategic decision is reflected in our revenue numbers for the first six months of the year. However, now that those foundations have largely been built, Mirriad is in a strong position to switch resources to accelerating demand from this pioneering technology and driving sales and revenue for the long-term.
The company has made strong operational progress in the first half of the year, having delivered the Marketplace technology that will enable us to monetize content and audiences. The platform is an industry first, which will have a significant impact on our ability to deliver our advertising solutions at scale.
Also critical to the growth of our product is the development of the In-Video Ad Unit that enables customers, media buyers and advertisers to buy Mirriad-powered advertising in the same way that they buy spot advertising or pre/mid-roll advertising today. Using advanced AI technology to analyse video content, Mirriad's Ad Units are delivered at a consistent level of viewability and effectively create a new advertising currency, essential for transactions at scale. The data behind the Ad Unit is auditable by third parties and designed to comply with advertiser demands for value for money, brand safety, reliability, transparency and provision of meaningful insights and effectiveness. This is a major industry achievement, and Mirriad will continue to enhance this by working with additional credible partners going forward.
For the second half of the year, we are focusing on increasing inventory levels to the demand side of the industry with an end-to-end platform. This will bring together a broad range of technologies into a combined experience essential to drive adoption and scalability. As we continue to drive towards meaningful revenue growth, we have initiated demand creation programs in all of our key markets, with a view to boosting awareness and adoption amongst advertisers.
Around the world, we are already seeing significant progress as we move into deployment. In Brazil, we have significantly increased the inventory levels, and while we are at an early stage to see significant revenue, brand demand has been strong and we are seeing repeat business in this market with clients such as Ford. The USA and Europe (revenues shown as UK in the segmental analysis) are at earlier stages of development, in part due to Europe's late entry into the brand integration market following deregulation only in the last few years as compared to the rest of the world which has been integrating brands into content for many decades. In the USA we have appointed a new Executive Vice President and have our first signed order with Univision. In Europe we have announced a new contract with RTL II in Germany and are currently in discussion with a major European commercial broadcaster about a potential partnership.
We have continued to make progress in China in the first half of the year and saw very positive marketing effectiveness research following the successful Tangeche campaign which was fully delivered by the end of
In India, we signed a contract with Star (a Fox company) as part of a wider initiative to connect broadcaster inventory to demand side buyers. We are now at advanced stages of developing a more integrated model for business in India, with the active involvement of advertising and media buying agencies as well as content owners. This is a substantial initiative which has taken time to implement but promises to become a strong reference for the In-Video advertising model, with the Mirriad platform taking centre stage in one of the world's fastest growing markets.
Outlook
With the launch and roll out of Marketplace and the development of a meaningful currency in the form of a configurable, verifiable Ad Unit, the company is in a strong position to drive revenues. Driving acceptance of, and demand for, the product takes some time, and the buying patterns of the advertising industry through mechanisms such as upfronts means that there will be a staged ramping-up in revenue generation over a period of time. Nevertheless, we remain convinced of the demand for our product, which enables advertisers to reach their target audiences in a contextually relevant way without interrupting the viewing experience. Our technical and operational capabilities are in place, the content supply chain is secured, advertisers are able to access Mirriad's premium inventory, and we have consistently proven the effectiveness of our advertising approach. The completion of our end-to-end platform coupled with the demand creation activity currently underway will create new levels of liquidity in inventory, and a reliable growing revenue stream from each of our key markets as a result. The market potential is significant and our technology will allow the Group to scale revenue over time. We expect to see the first fruits of that strategy building in late 2018 and into early 2019.
Mark Sabin Tadeusz Popkiewicz
Chief Executive Officer
Finance review
Following Mirriad's admission to AIM, the Group has been investing the proceeds of the IPO against the plan outlined to investors during that process. In
Current period results
The results cover a period where the Group has been focused on the implementation of systems and processes rather than revenue. As a result, revenue for the period decreased to £120k (30 June 2017: £352k) as a result of contract renegotiations and development of a new business model in China and India. Revenue from Asia was
As disclosed in the notes to the Group's 2017 Financial Statements, and in accordance with the requirements of IAS 38, qualifying development expenditure is capitalised and amortised over the estimated useful life of the developed assets. Total expenditure on research and development, prior to capitalisation, was
Tax
The Group has not recognised any tax assets in respect of trading losses arising in the current financial period or accumulated losses in previous financial years. The tax credit recognised in the current and previous period arises from the receipt of R&D tax credits. The amount receivable for the period ended
Earnings per share
As a result of the investment notes above earnings per share were a loss of 6 pence per share (30 June 2017: loss of 9 pence per share). This was due to the increased staff costs over the period, offset by the increase in share capital as a result of the IPO in
Dividend
No dividend has been proposed for the period ended 30 June 2018 (30 June 2017: £nil).
Cash flow
Net cash used in operations during the period was £5,768k (30 June 2017: £4,131k) as headcount increased over the year. During the period £410k (30 June 2017: £367k) of development costs were capitalised. The Group also incurred
Balance sheet
The Group has a debt-free balance sheet. As a result of funds raised at the IPO and the subsequent share issue to Puhua less the investment in developing the business in the first six months of 2018, Net Assets increased to
Accounting policies
The Group's consolidated financial information has been prepared in accordance with IFRS as adopted in the EU.
Our key performance indicators
Revenue ( |
Cash consumption ( |
Customers under contract |
|||
6 months to |
120 |
6 months to |
6,222 |
As at |
9 |
6 months to |
352 |
6 months to |
4,551 |
As at |
10 |
12 months to |
874 |
12 months to |
9,032 |
As at |
8 |
David Dorans
Chief Financial Officer
Consolidated statement of profit or loss and statement of comprehensive income for the six months ended
|
|
|
Six months ended (unaudited) £ |
|
|
||
|
Note |
Six months ended (unaudited) £ |
Year ended 31 December 2017 (audited) £ |
|
|||
Revenue |
4 |
120,191 |
352,163 |
874,191 |
|
||
Cost of Sales |
|
(65,779) |
(96,820) |
(180,587) |
|
||
Gross Profit |
|
54,412 |
255,343 |
693,604 |
|
||
|
|
|
|
|
|
||
Administrative expenses |
|
(6,783,402) |
(5,160,230) |
(12,067,393) |
|
||
Other operating Income |
|
76,991 |
- |
101,715 |
|
||
Operating Loss |
|
(6,651,999) |
(4,904,887) |
(11,272,074) |
|
||
|
|
|
|
|
|
||
Finance Income |
|
7,557 |
351 |
776 |
|
||
Loss before income tax |
|
(6,644,442) |
(4,904,536) |
(11,271,298) |
|
||
Income tax credit |
|
95,237 |
117,249 |
208,849 |
|
||
Loss for the period / year |
|
(6,549,205) |
(4,787,287) |
(11,062,449) |
|
||
|
|
|
|
|
|
||
Loss per ordinary share - basic 5 |
(6p) |
(9p) |
(19p) |
|
|
||
All activities are classified as continuing.
|
|
Six months ended (unaudited) £ |
Six months ended (unaudited) £ |
Year ended 31 December 2017 (audited) £ |
Loss for the financial period / year |
|
(6,549,205) |
(4,787,287) |
(11,062,449) |
Other comprehensive expense Items that may be reclassified to profit or loss: |
|
|
|
|
Currency translation differences |
|
(29,381) |
(5,066) |
(14,088) |
Total comprehensive expense for the period / year |
|
(6,578,586) |
(4,792,353) |
(11,076,537) |
Consolidated balance sheet
At
|
Note |
As at (unaudited) £ |
As at (unaudited) £ |
As at 31 December 2017 (audited) £ |
||||
|
|
|
|
|
||||
Assets Non-current assets: |
|
|
|
|
||||
Property, plant and equipment |
|
402,718 |
153,467 |
425,874 |
||||
Intangible assets |
|
1,526,509 |
1,612,654 |
1,640,690 |
||||
Trade and other receivables |
|
212,362 |
28,508 |
212,960 |
||||
|
|
2,141,589 |
1,794,629 |
2,279,524 |
||||
Current assets |
|
|
|
|
||||
Trade and other receivables |
|
760,072 |
719,140 |
1,074,274 |
||||
Tax receivable |
|
304,077 |
260,243 |
208,840 |
||||
Cash and cash equivalents |
|
22,090,400 |
5,796,417 |
26,383,690 |
||||
|
|
23,154,549 |
6,775,800 |
27,666,804 |
||||
Total assets |
|
25,296,138 |
8,570,429 |
29,946,328 |
||||
|
|
|
|
|
||||
Current liabilities |
|
|
|
|
||||
Trade and other payables |
|
1,907,311 |
986,405 |
2,054,603 |
||||
Total liabilities |
|
1,907,311 |
986,405 |
2,054,603 |
||||
|
|
|
|
|
||||
Net Assets |
|
23,388,827 |
7,584,024 |
27,891,725 |
||||
|
|
|
|
|
||||
Equity and Liabilities Equity attributable to owners of the parent |
|
|
|
|
||||
Share capital |
6 |
50,949 |
556 |
50,917 |
||||
Share premium |
|
25,643,192 |
22,391,536 |
23,717,390 |
||||
Share based payment reserve |
|
2,114,689 |
504,215 |
1,964,835 |
||||
Retranslation reserve |
|
(219,866) |
(181,463) |
(190,485) |
||||
Retained earnings / (accumulated losses) |
|
(4,200,137) |
(15,130,820) |
2,349,068 |
||||
Total equity |
|
23,388,827 |
7,584,024 |
27,891,725 |
||||
|
|
|
|
|
||||
|
|
|
|
|
||||
Consolidated statement of changes in equity
For the six months ended
|
|
Six months ended |
|||||||
|
|
£ |
Share Premium £ |
Share based payment reserve £ |
Retranslation reserve £ |
Accumulated losses £ |
Total Equity £ |
||
Balance as at |
|
556 |
22,401,586 |
289,564 |
(176,397) |
(10,343,533) |
12,171,776 |
||
Loss for the period |
|
- |
- |
- |
- |
(4,787,287) |
(4,787,287) |
||
Other comprehensive loss for the period |
|
- |
- |
- |
(5,066) |
- |
(5,066) |
||
Total comprehensive loss for the period |
|
- |
- |
- |
(5,066) |
(4,787,287) |
(4,792,353) |
||
Share issue costs |
|
- |
(10,050) |
- |
- |
- |
10,050 |
||
Share based payments recognised as expense |
|
- |
- |
214,651 |
- |
- |
214,651 |
||
Total transactions with shareholders recognised directly in equity |
|
- |
(10,050) |
214,651 |
- |
- |
204,601 |
||
Balance as at |
|
556 |
22,391,536 |
504,215 |
(181,463) |
(15,130,820) |
7,584,024 |
||
|
|
Year ended |
|||||||
|
|
£ |
Share Premium £ |
Share based payment reserve £ |
Retranslation reserve £ |
(Accumulated Losses) / Retained earnings £ |
Total Equity £ |
||
Balance as at |
|
556 |
22,401,586 |
289,564 |
(176,397) |
(10,343,533) |
12,171,776 |
||
Loss for the financial year |
|
- |
- |
- |
- |
(11,062,449) |
(11,062,449) |
||
Other comprehensive loss for the year |
|
- |
- |
- |
(14,088) |
- |
(14,088) |
||
Total comprehensive loss for the year |
|
- |
- |
- |
(14,088) |
(11,062,449) |
(11,076,537) |
||
Shares issued in lieu of consideration |
|
1 |
52,543 |
- |
- |
- |
52,544 |
||
Proceeds from shares issued |
|
462 |
27,541,844 |
- |
- |
- |
27,542,306 |
||
Share issue costs |
|
- |
(2,473,635) |
- |
- |
- |
(2,473,635) |
||
Issue of deferred shares |
|
49,898 |
(49,898) |
- |
- |
- |
- |
||
Capital restructuring |
|
- |
(23,755,050) |
- |
- |
23,755,050 |
- |
||
Share based payments recognised as expense |
|
- |
- |
1,675,271 |
- |
- |
1,675,271 |
||
Total transactions with shareholders recognised directly in equity |
|
50,361 |
1,315,804 |
1,675,271 |
- |
23,755,050 |
26,796,486 |
||
Balance as at |
|
50,917 |
23,717,390 |
1,964,835 |
(190,485) |
2,349,068 |
27,891,725 |
||
|
|
Six months ended |
|||||||
|
|
£ |
Share Premium £ |
Share based payment reserve £ |
Retranslation reserve £ |
Retained earnings / (Accumulated Losses) £ |
Total Equity £ |
||
Balance as at |
|
50,917 |
23,717,390 |
1,964,835 |
(190,485) |
2,349,068 |
27,891,725 |
||
Loss for the period |
|
- |
- |
- |
- |
(6,549,205) |
(6,549,205) |
||
Other comprehensive loss for the period |
|
- |
- |
- |
(29,381) |
- |
(29,381) |
||
Total comprehensive loss for the period |
|
- |
- |
- |
(29,381) |
(6,549,205) |
(6,578,586) |
||
Proceeds from shares issued |
|
32 |
1,999,968 |
- |
- |
- |
2,000,000 |
||
Share issue costs |
|
- |
(74,166) |
- |
- |
- |
(74,166) |
||
Share based payments recognised as expense |
|
- |
- |
149,854 |
- |
- |
149,854 |
||
Total transactions with shareholders recognised directly in equity |
|
32 |
1,925,802 |
149,854 |
- |
- |
2,075,688 |
||
Balance as at |
|
50,949 |
25,643,192 |
2,114,689 |
(219,866) |
(4,200,137) |
23,388,827 |
||
Consolidated statement of cash flows for the six months ended
|
||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
Cash and cash equivalents consists of |
|
|
|
|
|
|
|||
Cash at bank and in hand |
22,090,400 |
5,796,417 |
|
26,383,690 |
|||||
Cash and cash equivalents |
22,090,400 |
5,796,417 |
|
26,383,690 |
|||||
1 Basis of preparation
The condensed and consolidated interim financial statements of
These condensed interim consolidated financial statements for the six months ended
1.1 Going concern
These condensed interim financial statements have been prepared on the going concern basis, which assumes that the Group will continue in operational existence for the foreseeable future.
After making appropriate enquiries, the directors have a reasonable expectation that the Group has adequate resources to continue in operational existence for the foreseeable future and for at least one year from the date of these condensed interim financial statements. For these reasons they continue to adopt the going concern basis in preparing the Group's condensed interim financial statements.
The cash flow projections are the sole responsibility of the directors based upon their present plans, expectations and intentions. In this context, the directors have prepared and considered cash flow projections for the Group for a period extending one year from the date of approval of these financial statements. Based on these cash flows the directors are satisfied that the Group are able to meet their liabilities as and when they fall due for the foreseeable future and for a minimum period of twelve months from the date of these condensed interim financial statements.
2 Accounting Policies
The accounting policies applied are consistent with those of the annual report and accounts for the year ended
The Group's activities and results are not exposed to any seasonality.
3 Group financial risk factors
The condensed interim financial statements do not contain all financial risk management information and disclosures required in annual financial statements; the information should be read in conjunction with the financial information, as at
4 Segment information
Management mainly considers the business from a geographic perspective since the same services are effectively being sold in every Group entity. Therefore regions considered for segmental reporting are where the Company and subsidiaries are based, namely the UK, the USA, India, Brazil, China and Singapore. The revenue is classified by where the sales were booked not by the geographic location of the customer. For this reporting purpose the Singapore and China entities are considered together.
The only income outside of the primary business activity relates to income received from grants which is recognised in other operating income.
Operating segments are reported in a manner consistent with the internal reporting provided to the chief operating decision-maker. The chief operating decision-maker, who is responsible for allocating resources and assessing performance of the operating segments, has been identified as the steering committee that makes strategic decisions. The steering committee is made up of the board of directors. There are no sales between segments. The revenue from external parties reported to the strategic steering committee is measured in a manner consistent with that in the income statement.
The Parent company is domiciled in the United Kingdom. The amount of revenue from external customers by location of the Group billing entity is shown in the tables below.
Revenue
|
Six months ended (unaudited) £ |
Six months ended (unaudited) £ |
Year ended 31 December 2017 (audited) £ |
Turnover by geography |
|
|
|
China and Singapore |
66,010 |
121,879 |
450,864 |
India |
- |
127,451 |
248,356 |
UK |
7,750 |
74,986 |
101,494 |
USA |
13,491 |
27,847 |
43,733 |
Brazil |
32,940 |
- |
29,744 |
Total |
120,191 |
352,163 |
874,191 |
Loss before tax
The EBITDA is the loss for the year before depreciation, amortisation, interest and tax. The loss before tax is broken down by segment as follows:
|
Six months ended (unaudited) £ |
Six months ended (unaudited) £ |
Year ended 31 December 2017 (audited) £ |
UK |
(3,648,835) |
(2,576,313) |
(6,880,824) |
USA |
(1,219,902) |
(1,256,817) |
(2,245,660) |
India |
(349,981) |
(195,132) |
(404,369) |
China and Singapore |
(564,353) |
(478,065) |
(656,009) |
Brazil |
(277,717) |
- |
(172,622) |
Total EBITDA |
(6,060,788) |
(4,506,327) |
(10,359,484) |
Depreciation |
(67,079) |
(22,940) |
(89,770) |
Amortisation |
(524,132) |
(375,620) |
(822,820) |
Finance Income net |
7,557 |
351 |
776 |
Loss before tax |
(6,644,442) |
(4,904,536) |
(11,271,298) |
5 Earnings per share
(a) Basic
Basic earnings per share is calculated by dividing the loss for the period / year by the weighted average number of ordinary shares in issue during the year. Potential ordinary shares are not treated as dilutive as the Group is loss making and such shares would be anti-dilutive.
Group |
Six months ended 30 June 2018 |
Six months ended 30 June 2017 |
Year ended 31 December 2017 |
Loss attributable to owners of the parent (£) |
(6,549,205) |
(4,787,287) |
(11,062,449) |
Weighted average number of ordinary shares in issue Number |
103,108,816 |
55,579,609 |
58,030,338 |
The loss per share for the period was 6p (six months to
No dividends were paid during the period (six months to
(b) Diluted
Potential ordinary shares are not treated as dilutive as the Group is loss making and such shares would be anti-dilutive
6 Share capital
Ordinary shares of
|
|
|
Allotted and fully paid |
|
Number |
At |
|
101,896,911 |
Issued during the period |
|
3,225,806 |
At |
|
105,122,717 |
On
7 Net cash flows used in operating activities
|
|
Six months ended (unaudited) £ |
Six months ended (unaudited) £ |
Year ended 31 December 2017 (audited) £ |
Loss for the financial period / year |
|
(6,549,205) |
(4,787,287) |
(11,062,449) |
Adjustments for: |
|
|
|
|
Tax on loss on ordinary activities |
|
(95,237) |
(117,249) |
(208,849) |
Interest received |
|
(7,557) |
(351) |
(776) |
Operating loss: |
|
(6,651,999) |
(4,904,887) |
(11,272,074) |
Amortisation of intangible |
|
524,132 |
375,620 |
822,820 |
Depreciation of tangible assets |
|
67,079 |
25,513 |
89,770 |
Profit on disposal of tangible assets |
|
- |
(2,573) |
(2,660) |
Bad debts written off |
|
- |
- |
11,293 |
Cost settled with equity |
|
- |
- |
52,544 |
Share based payment charge |
|
149,854 |
214,651 |
1,675,271 |
Foreign exchange variance |
|
(29,381) |
(5,066) |
166,523 |
- (Increase)/ decrease in debtors |
|
314,400 |
(78,411) |
(541,866) |
- Increase in creditors |
|
(149,807) |
202,131 |
1,288,908 |
Cash flow used in operating activities |
|
(5,775,722) |
(4,173,022) |
(7,709,471) |
8 Related party transactions
The Group is owned by a number of investors the largest being IP2IPO Portfolio (GP) Limited (as general partner for IP2IPO Portfolio L.P) who owns approximately 27% of the share capital of the Company. All of the related parties listed below, with which the Company had transactions during the period share the same parent company as IP2IPO Portfolio (GP) Limited, IP Group plc.
IP2IPO Limited : (1) Charged Mirriad Advertising plc £6,390.06 for Company Secretarial Fees and expenses for the period from 19th December 2017 to 30th June 2018. Of this amount £3,074.20 was unpaid at the period end; (2) Charged Mirriad Advertising plc £717.82 for meeting venue hire and refreshments in January 2018; (3) Charged Mirriad Advertising plc £10,000 for the services of Mark Reilly as a Non-Executive Director for the period to 30th June 2018. Invoices for these fees have not yet been received by the Company and so are accrued and unpaid at the period end.
Top Technology Ventures Limited - Charged Mirriad Advertising Plc £2,600 in May 2018 for data room charges related to fundraising activity.
Parkwalk Advisors Limited - Charged Mirriad Advertising plc £10,000 for the services of Alastair Kilgour as a Non-Executive Director for the period to 30th June 2018. Invoices for the June fees totaling £1,667 were not received by the Company by the end of the period and so are accrued and unpaid at the period end.
9 Availability of Interim Report
Electronic copies of this interim financial report will be available on the Company's website at www.mirriadplc.com/investor-relations