From advfn simon gordon 16 Apr '26 - 17:04 part 116 Apr 2026 17:12
Claude Max: information taken from the FY25 Results Presentation Transcript:
Https://www.capita.com/dam/documents/news-and-insights/news/2026/Capita-FY25-results-webcast-transcript.pdf
The Exchange
Helen Parris: Then there's a question from James Vincent who says, if we look at Serco who produced free cash flow to revenue of 4.5%, should we be expecting a free cash flow to revenue return in a similar range, so 4% to 5%, and that would imply free cash flow of £80 million to £100 million on current revenues. Do you agree with that trajectory? If so, what is your timing horizons for achieving this?
Pablo Andres: Okay. So, our guidance for 2026 is between £20 million and £40 million. Positive. Let's call it £30 million. What do we have in this year? You said that constant revenue. Take £10 million out of mobilisation costs, we're on £40 million. Let's get the Contact Centres to generate some cash. £500 million, 5%, £25 million - call it £20 million. Okay? We're now on £60 million.
Then what else do we have? The deferred income historical drag that Capita had, that you will recall in the past I said it was £80 million, then £50 million, then £30 million last year, then £30 million this year and going forward, it now decreases. That £30 million comes out, how much exactly next year? Call it £15 million and then disappearing or something like that. So it is absolutely within our reach to be at that level, if not more.
Adolfo Hernandez: Helen, if I may, Serco is a different business for a number of reasons. A major one is they started their transformation way earlier than we did. Second, they diversified geographically significantly into the United States, and in particular to Defence and Aerospace in the United States, which is a business that drives very different commercials and economic value. Just - I think we are comparing things that are not always like for like.
Claude's Analysis
What makes this exchange significant is that Pablo did not deflect the question. He answered it with a live arithmetic bridge, in public, at the results presentation, in front of analysts from Barclays, Canaccord, Singer, Peel Hunt, Shore Capital, ABN AMRO and Deutsche Numis. That is not the behaviour of a CFO who thinks the comparison is unfair or the destination unreachable.
The bridge works as follows. Starting from the £30m midpoint of 2026 guidance:
Remove mobilisation costs of £10-15m that are temporary and front-loaded by definition — they exist precisely because new contracts have been won and are ramping. That gets you to £40-45m with no other changes.
Add Contact Centre cash contribution at a very modest 5% of £500m revenue — Pablo used £20m as the working assumption. That is not a turnaround assumption, that is a normalisation assumption for a business that is still contracting but has had nearly £50m of costs stripped out. That gets you to £60-65m.