Member Info for Likeitornot

£2.4m cash vs an annual wage bill and cash outflow in 2025 of over £3m. No plans to raise cash? What’s changing? Please formulate a credible plan and communicate it quickly ffs.

Here’s the test: would Figma have put out on public record a year end presentation like that? If not, an analysis of how we got to that point should be performed internally. My suggestion is that the Board needs strengthening because somewhere the skills and experience are falling short. I say this as a supporter and shareholder who wants to see them succeed.

I don't think that will solve their issue.

Odd? I woke up this morning and thought it must have been a bad dream. Once again investor comms is not what it should be. Better get it sorted ahead of the RI.

Anyone know if they have the soundtrack to The Great Escape in their catalogue?

There continues to be a lot of uncertainty around.... cash runway, fundraising and likely dilution, user take up, AI and what it means to the sector, product market fit, are we ready for the growth phase, how will market participants, suppliers, competitors, bidders react... plus the vagaries of AIM, Boards and investors.

I can't see this clearing anytime soon unless something definitive comes along to point the way.

That's sort of my point. They tend to issue a statement that reads like chite and then have to try pick it up off the floor the next day in the presentation (which to be fair are usually pretty good) and then reveal even more detail in the Q&A. I am not sure the big investors bother with the video - it hasn't worked yet. Their research starts with the annual report ime.

Hopefully they will give themselves a few more days than last year to draft a decent Chairman’s statement and not rush one out. These things matter.

Fwiw I am relieved to see that in the new pricing plans, the number of editor seats has been limited to 2 for the basic Creator (and 3 for Pro). Makes it much more low key and accessible than some of the earlier collaboration messaging which read more like if you aren't running a whole production team then what are you doing here.

I would recommend anyone wanting to follow this company reads The Innovator’s Dilemma by Clayton Christensen. It explains why new entrants in a market win by making products far more accessible, creating new markets, and then moving up from underneath established incumbents.

As Sumit said in the recent podcast, existing video tools have well passed the point where simple tasks are intuitive. Elevate is deliberately making video creation accessible without training or prior editing experience.

My bet is that the £500k subscriber was PM.

Zak Mir’s comment 'I really should switch to Elevate instead of Veed' highlights a core issue...the value proposition still isn’t articulated strongly enough.

Why has he not made the change yet and why is he not persuaded by our list of editing features?

Yippee. The introduction of tokens lays the foundation for the upcoming marketplace, ensuring third-party app spend is channelled through Bird. As well as providing the basis for significant depth in its offering, it also positions elevate.io as the access point to end-users for specialist video-tech firms that don’t want to or can’t build direct customer channels, making the integration a one-time exercise rather than multiple.

Separately, I’m looking forward to the website and messaging catching up, shifting from listing product features to clearly selling the benefits of the platform: a far better user experience and workflow. While I’m at it, the term collaboration feels over engineered. From my limited experience it’s about time, quality, security, enabling, visibility, access, organisation, and sharing. The intent is spot on, but the language isn’t quite connecting.

Premier Miton’s activity in Blackbird’s shares has become a defining feature of the company’s register in recent years. The fund manager’s persistent sales have been accompanied by equally consistent support in fundraisings, suggesting portfolio management rather than a loss of conviction.

By selling stock in the market and later subscribing for new shares at lower levels, Premier Miton has been methodically averaging down its entry price. Its average cost is now estimated at around 5–6p per share, compared with Executive Chair Ian McDonough’s 7.4p.

What might appear to some like wavering confidence is, in fund management terms, a structured reshaping of exposure and positioning.

Hopefully most of tomorrow’s presentation is focused on future vision, the marketplace and player, and what needs to happen over the next 6–12 months. Less regurgitating the statement, more about where we are headed. The narrative has become too centered on immediate past and current activities, feature releases and user numbers, rather than the big picture. Might also be good to have an investor day sometime in the next few months to regalvanise thoughts on the future vision and get us more aligned.

There's seems to be a lot of 'talking ourselves down' or at least talking down our valuation going on. Fledgling product, start up, early stage, educating us on our use cases.... This may be preemptive in defence of a low subscriber number shortly to be announced, but we know they are at the start of building subscribers and so I can't help thinking that it isn't helping matters. The Company was happy to oversell its readiness 12 months ago having consulted with 300+ potential users, so why not be more bullish about the product, vision and strategy now they are further down the line?

Nice to see that the new website positions Elevate ahead of Blackbird. About time.

Hope they also lead with Elevate in their Chairman's statement/reporting from now on too.

Given they have only recently announced >100,000 free sign ups and their previous conversion stats, this all points to nearer 1,000 paying users than 3 or 4,000.

It's probably way too early, but at some point it would be good to understand more about what they are learning around the decision processes users of existing video editors go through before swapping solutions. I am guessing the transition time could be 2 years+ in some cases considering that would-be users have invested in alternative licences, hardware, training and internal processes. Even a 1 or 2-person set up will take time to come to terms with quite a significant change to how they operate.

I am assuming a doubling of paying users every 70-90 days or so for the next 12-18 months. So targeting 1,000-1,500 by the end of 2025 and 15,000 by end of 2026. In revenue terms £100k by end of 2025 and £1,700k for 2026.

The Barclays announcement is good to hear. Hopefully the first of a growing number of affinity group opportunities. It will be interesting to track how it and others develop and how their marketing approach to these types of sale performs.