FINAL TRANSCRIPT. Destiny Media Technologies Inc. Third Quarter Fiscal 2014 Earnings Release and Conference Call

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1 Destiny Media Technologies Inc. Third Quarter Fiscal 2014 Earnings Event Date/Time: Length: 49 minutes 1

2 CORPORATE PARTICIPANTS David Mossberg Three Part Advisors, LLC Investor Relations Destiny Media Technologies Inc. Chief Executive Officer Fred Vandenberg Destiny Media Technologies Inc. Chief Financial Officer CONFERENCE CALL PARTICIPANTS Hubert Mak Cormark Securities Analyst Robert Kecseg Las Colinas Capital Market Analyst Joe Delany Private Investor 2

3 PRESENTATION Operator Good afternoon, ladies and gentlemen. Welcome to Destiny Media Technologies Inc. Third Quarter Fiscal 2014 Earnings. At this time, all lines are in listen-only mode. Following the presentation, we will conduct a question-and-answer session. Instructions will be provided at that time for you to queue up for a question. If anyone has any difficulties hearing the conference, please press *, 0 for Operator assistance at any time. I would like to remind everyone that this call is being recorded on July 14, I would now like to turn the conference over to Mr. David Mossberg, Investor Relations. Please go ahead. David Mossberg Investor Relations, Three Part Advisors, LLC Thank you, Leoni (phon). Thank you, everyone, for joining us on the call today. Before we begin, we will be referring to today's earnings release, which was sent to the newswire earlier this afternoon. I should also remind everyone that this conference call could contain forward-looking statements about Destiny Media Technologies within the meaning of the Private Securities Litigation Reform Act of Such forward-looking statements are based upon current beliefs and 3

4 expectations of management and are subject to risk and uncertainties, which could cause actual results to differ materially from the forward-looking statements. Such risks are more fully discussed in the Company's filings with the Securities and Exchange Commission and SEDAR. The Company does not assume any obligation to update information contained in this conference call. During this call we will discuss certain non-gaap financial measures. These non-gaap financial measures are presented in supplemental disclosures. They should not be considered in isolation of, or as a substitute for, or superior to financial information prepared in accordance with GAAP and should be read in conjunction with the Company's financial statements with the SEC and SEDAR. The non-gaap financial measures used by the Company may differ from similarly titled measures presented by other companies. A reconciliation of non-gaap financial measures to the most comparable GAAP financial measure can be found on our earnings press release. Our speakers today will be, Chief Executive Officer, and Fred Vandenberg, Chief Financial Officer. With that, I'll turn the call over to Steve. Chief Executive Officer, Destiny Media Technologies Inc. Thank you. So thanks for attending our 2014 third quarter conference call. I'm going to start here with a quick summary of the quarter, then I'll turn it over to Fred to do an analysis of the 4

5 numbers, and then I'll come back and continue with more detail and more colour on our strategy and progress. So our revenue grew 16 percent from the previous quarter Q2 2014, which is our seasonally slow quarter, but more significantly we re up 8 percent from Q3 last year, so year over year is up 8 percent. We've continued to generate positive cash flow even after subsidizing the R&D efforts on Clipstream. So revenue growth this quarter was led by Play MPE with a number of wins this quarter. We're working to cross the chasm with our disruptive Clipstream solution, and have been building out several products around the engine to address various markets. We've been recruiting a senior executive team, and we'll soon be ready to go on to the next phase in the Company's growth. So on that note, I'll turn it over to Fred. Fred Vandenberg Chief Financial Officer, Destiny Media Technologies Inc. Thanks, Steve. Q3 fiscal 2014 is the first quarter where I can compare revenue growth with Play MPE from the top line down with a comparable quarter in the prior year, that is contractual terms with UMG in Q3 of 2013 is the same as it is in the current quarter. So when I'm comparing revenue results we can start at the top line and not be comparing apples and oranges. 5

6 Play MPE revenue for the quarter grew by 9 percent compared to the prior year, and 18 percent over the immediately preceding quarter. This growth is fairly roughly divided into three contributors evenly divided into three contributors. Play MPE revenue in the United States grew by 8 percent. This is really fuelled by 20 percent growth in USA independent label revenue. This segment has grown in 23 of the last 24 comparable quarters, so that represents six years where virtually every quarter has seen growth in revenue. The second one is growth in Australian revenue with the addition of Sony Music Entertainment Australia, which had gone to a competing system for the last two plus years. And lastly, we had experienced some positive exchange rates with the euro strengthening relative to the US dollar. There are two main areas where there was a small percentage positive impact on revenue, but are worth commenting on further. First, in Q3 our new agreement took effect in the prior year, and that had certain contractual adjustments, including a reduction in overall pricing. Since that time, however, activity with UMG has grown substantially. Overall usage has grown by 43 percent, while chargeable use has grown by 83 percent. This growth comes from a number of areas. It's persuasive; we send more releases. Those releases are larger, and those releases go to more people. And this growth is seen in Europe, the US, and Australia. 6

7 During the quarter chargeable use from UMG exceeded the minimum in two of the three months. However, this overage is not substantial and does not impact the revenue line significantly. Continued growth, however, in chargeable use will be accretive to revenue. Secondly, with the new agreement with Sony Music Entertainment Australia, we are now the only system in Australia that is distributing all major label content. We believe that with this network of use at Australian radio and with the Australian majors, independent labels or artists in Australia will be a significantly it'll be more advantageous to send through Play MPE, and that is, I think, it'll have a greater chance of being heard at Australian radio if their songs are in Play MPE. We have seen some recovery of this revenue in Q3, but again, that did not significantly impact revenue. Moving on to expenses. Total operating unit expenses increased by 2.6 percent. In general, there is really only minor fluctuations with small increases in a few areas. There was a small increase in office rent, some cost with Google advertising, and fees associated with a consulting agreement associated with the building out of the organizational structure and staffing needed to take Clipstream to market. The shift in overall costs allocated between sales and marketing and development really comes from Play MPE staff shifting focus from technical developments to more business development-type activities. We will continue to send staff to meet with labels regularly throughout the United States, Australia, and Europe. 7

8 This along with the completion of the web-based encoder and obtaining marketing metrics on our US recipient list will be keys to growing revenue over the near term. Lastly, we were able to grow cash reserves up by approximately 170,000 to over 1 million. This is primarily the result of cash provided by operations. And with that, I'll turn it back over to Steve, and I'll be available on the call for questions later on. Thank you, Fred. So I know investors are looking for time lines for further sales growth on both products. So what I'm going to do is I'm going to recap some of the successes for both products, what the opportunities are, what the challenges we've identified have been, and how we found solutions to those challenges. So it's taking us a bit longer to solve near-term challenges than I'd hoped in previous calls. But the high-margin growth is coming, and the opportunity for both products is as big as ever. So I'll start with Play MPE, which is an automated security solution that record companies use to securely send pre-release music to trusted recipients, such as radio stations. It's based around our locking and watermarking patents and a suite of encoding, server, and player software applications, and our own server infrastructure in North America, Europe, and Australia. So our business model at Play MPE is to charge the record companies a fee for each recipient they offer free music to. We provide the recipients free tools to access the music, and are 8

9 integrated into a number of third party systems, making the recurring revenue stream extremely sticky. There's a seasonality to usage from one quarter to the next, but a predictability when comparing same quarters from year to year, so we offer investors the safety of recurrent revenue stream that profitably pays the bills for existing expenditure levels. As we add new revenue margins are high, as most of our expenses are fixed. So we're expecting to be cash flow positive as we roll out Clipstream. We continue to grow independent revenue, as we've done in every quarter but one in the last six years, and revenue levels for our UMG contract are finally above the monthly minimums they are required to pay us. That means UMG growth will show on our reported revenues going forward. We're still expecting to grow internationally, and have been expanding sends into new markets. Revenue impact has been marginal to date, but this growth is still coming, and the efforts in these new markets over the last few years is expected to bear fruit. We were able to add a brand-new sub-label, Sony Australia, effective this quarter, and we were able to license our meta data to Shazam, as per our previously announced contract. The year one revenues from this contract are minimal, but it offers a big benefit to our customers. 9

10 So Shazam identifies music for consumers and third party music offerings, and our customers know they can get their information accurately into Shazam's database the minute the song is made commercially available. So we entered into a new global agreement with Universal in May of 2013 that merged a number of agreements we had with their labels around the world into a single international agreement. Some of the terms in that contract caused a reduction in total UMG revenue in 2013, but other terms have accelerated clauses that incented worldwide usage and a term that gave us minimum monthly revenues. This agreement made business sense because of the largest major, UMG usage in any new territory would pave the way for us to do business with the other majors and independents in that brand-new territory. So one of our challenges with the majors has been high staff turnover at the executive level, and some of the people we've dealt with in both Europe and Asia have moved on. This among other reasons has delayed rollout into the new territories, and there's been some erosion of existing major revenue at some labels and some key markets as regional competitors with minimal solutions have been able to take some business away from us, generally because of lower cost, but also because other solutions are often very simple to use. So the advantages of our system are overwhelming, but as a relationship-driven business has meant that we ve had to invest in meeting new people in the music distribution role to 10

11 communicate those advantages and to listen to their feedback. These efforts have been productive and we expect to not only grow usage in these organizations, but also to recover business that has gone to competitive solutions. So our solution is extremely powerful with a permission-based account management system where the administrator at the label can assign different tasks, such as encoding audio or video, managing lists, creating the alerts, setting permissions, et cetera, to various staff within the label. But with that sophistication comes complexity, so some of the feedback we are receiving is that promotions staff would use the system a lot more if a simpler web-based encoder was available. So this encoder s been under development for a couple quarters now. We expect another big uptick in growth when it launches later this year. This new software will be easier to use, meaning it will used more widely within the record labels, but it has all the security reporting of the main system. Importantly, it gives autonomy to the sub-labels, who currently have to send their have their sends encoded by head office. So going forward, the outlook for growing Play MPE revenues while maintaining expenses is very bullish and the challenges we ve identified are mostly behind us. So next I want to discuss our $1 billion-plus revenue opportunity for our disruptive Clipstream technology. So Clipstream is a new streaming format that plays everywhere without proprietary streaming servers and player plug-ins. 11

12 There s been a lot of confusion on this product. Much of that has been because of my communication style. So I want to back up and try to bring some clarity to what the offering is and what our strategy is. So the first thing is it s important to note the distinction between the Clipstream engine and products and services that we re building around that engine. It s confusing because companies that are competitors to some of our new products are actually potential customers for our engine. So just as a company can make engines that can be licensed for use in cars, motorbikes, generators, airplanes, et cetera, they can still make their own they can additionally offer their own branded cars, motorbikes, generators, airplanes, et cetera. So the opportunity for us is that we can roll out the products, but we can also license the engine, and that s our key rollout strategy. So I m going to go through them kind of one by one, but starting with the engine. Our engine has extremely compelling advantages. Some high-level examples include that we can get high definition quality without player plug-ins. And once the video s encoded in our format the video will play 15 years into the future as future browser iterations will be backwards compatible with our format. So compare that to looking back 15 years ago from today, back then video was encoded in the Real Networks format. Those videos won t play today. Publishers hate encoding in formats that go away over time. Secondly, our video will play on any standards-based modern browser on any device with adequate processing resources, including devices that haven t even been invented yet. Compare 12

13 that to the cacophony of formats that need to be supported right now, so we save the industry a fortune in transcoding, which is converting into those various formats and hosting all of those different formats. Third, our solution plays well on databases. Because it is simple it is really well suited for applications like online retail, where it could be used for cheaply producing product, how-to type videos. Next, we ll be the only solution with meaningful security. All of the new HTML5 formats are completely unencrypted. We can watermark and lock videos to play on only authorized machines. This creates a business model for renting videos that are protected from piracy, but it also allows users to protect privacy by isolating who has access to that video. High-volume users, like advertisers, will appreciate that our solution recycles streams through caching, saving infrastructure and bandwidth costs. Advertisers also like that we re the only mobile-friendly interactive solution, so they can create interactive ads with interactive reporting. So as we ve talked to customers, we found that there are over two dozen separate verticals for us. Each vertical requires its own website, its own pricing model, and its own product or service with its own feature set. Knowing that we can t do everything in parallel, we ve kind of gone back and we ve decided to start with four. So the first is that we re trying to license the engine directly. So an example customer would include a large ISP that wants to offer their own branded YouTube style content to their 13

14 users, or an online bidding site or online dating site that wanted integrated video, or maybe a video editing software that wanted to save as Clipstream to make video hosting seamless to their customers. There are literally hundreds of examples like this, and some of our largest opportunities will come from these big, but long sale cycle customers. Second, we ve developed a cloud product. So if you go to my.clipstream.com, you can actually try it yourself. You don t have to pay anything to try it. It s drag-and-drop and automated. It makes it really easy to create and host video. Third, we re selling video questionnaires to market research companies through the website surveys.clipstream.com. Our customers in turn resell to some of the largest companies in the world doing test marketing of movie trailers, commercials, product launches, et cetera. So we re well set to become a standard in this vertical. Fourth, we re test marketing our new ad format. So you can see our format yourself at tinyurl.com/clipstream-ad, or tinyurl.com/clipstream-survey-ad. Since February, we ve test marketed our own ads to the tune of millions of impressions over a dozen separate websites, and the quality of service has been extremely high, so we re very proud of this ad technology. So as we ve expected during our first phase one soft launch of the engine in our first three products, early adopters customer feedback has identified a number of weaknesses that we need to fix. And we ve actually been doing a lot of development since December. 14

15 So going through the issues, for the engine itself we found that the way we deliver video has caused a low quality of experience to some users. In US, the average bandwidth is about 9 megabits per second; most of the world gets more than that. For us to offer HD quality we only need 4 megabits a second. For us to offer YouTube quality we need about 2 megabits per second. Unfortunately, we found that a fraction of the users are getting worse than YouTube quality, and that s unacceptable. And the issue is the way our system works is causing the ISP to throttle bandwidth. So I stress this isn t a Clipstream issue, but it s the networking below Clipstream. So Clipstream looks at the available bandwidth and it automatically degrades the quality to fit whatever bandwidth s that s available. So we ve identified that users that get speed tests showing that they re capable of 10 megabits per second often get actual performance and actual throughput as low as a 0.5 megabit per second. So I don t want to get too technical, but I want to get technical enough to show you that we ve identified the four issues with networking that have been causing the problems. And two of the four have already been fixed. So users should have seen quality start to creep up over the last six weeks, and you ll see it continue to creep up. Our goal is for everybody that uses every viewer that uses Clipstream to get the 960 HD quality. 15

16 So we currently use our own servers for the Clipstream logic and Amazon for the actual raw hosting. We ve almost finished a new development module that lets us easily integrate into any third party hosting system, while keeping the auditing and logic on our servers. So we expect to light up Google hosting as a second supplier to Amazon in the next few weeks. The main remaining networking issue is about the way JavaScript, the technology we re using for playback communicates with servers. So when you connect to a server there s a delay when you connect; then the data transfers at high speed. So with the other server-based solutions, they only connect once and only get the delay once. So when you re comparing us to them you re comparing apples to oranges. Unfortunately with our solution we encountered the delay every time we send a chunk of data. So we ve currently chosen a buffer size of two seconds, which means you only wait two seconds from when you click play until the video starts playing. But that short buffer size means that every two seconds there s another delay, another connection, another delay, which effectively throttles the effective bandwidth. So luckily we found solutions and we ve been working on the solutions for a number of months, and we re well on our way to finishing the adaption of Clipstream to eliminate this connection delay. And we expect most users will get HD when we launch that new version of the engine. 16

17 So going through the products. For our cloud product we ve had a really positive response from early adopters, such as web developers, but we ve also identified key required features that other cloud offerings have that we missed. So we ve been building out these features and are finally getting close to being to the end of the wish list that we re getting back from early customers. For investors who ve signed up for the cloud offering, they may have noticed that every few weeks this year a new suite of features has been added to the offering. The feedback on the improvements has been extremely positive, and when we feel that we get to the end of the list we re going to ramp up our search engine advertising, which is pretty minimal and targeted right now. One feature we ve had demand for in this product is the corporate version that isn t credit card driven, but where the company can give individual accounts to individual employees. This will create a global bill basically segmented into different billing units in the company. We think we ll be able to do some really large corporate offerings when this is completed. Okay. The next product, our market research product; we ve been under heavy pressure to launch our security pack from the market research users. So the current offering that we ve given them has minimal security. The new pack, which has very sophisticated security, is in final testing, and we expect market research usage will increase a lot when it goes live. So you can actually expect an announcement on this one really shortly. 17

18 Finally, our ad product at this point is a proof of concept. We can offer it as a service to advertisers, but it involves doing some encoding by hand because there s no ad encoding tool yet. So we re also trying to understand the features that ad customers require. So with an old streaming product we had 10 years ago we had signed up 150 ad agencies to sell into, sell into their customers. We had more than half the Fortune 100 companies using us. This is a really lucrative model because their sales team sells to the end customer for us, but it involves integrating it to their existing workflow. So we ve been working with companies and consultants in this space to try and build out the features and capabilities they need to turn this commercial prototype into a product they can pay us for. This vertical is probably the most lucrative and one we re going to focus on heavily, but we need the engine and the other two products kind of finished first. We re also working on development for features that will be required for future product verticals. A really large one is our movie security pack, which will extend the security abilities of the survey security pack to protect extremely valuable content. So this technology will rely on IP we use in our Play MPE solution. So what s really important to understand is that our advantages and shortcomings vary depending on the opportunities and depending on the vertical. So as an example, the quality of our market research and ad product is perfectly fine already today because the video never needs to go 18

19 full screen, so the networking issue doesn t come up, whereas that is an issue with the cloud and movie offering. On the other hand, people may be willing to wait longer than two seconds for a movie to buffer, making that issue go away even without any networking fixes. As another example, someone selling a movie really cares about security, but someone showing an ad would love to have their ad pirated and they actually don t want any security. Another example, a market research company being low volume wouldn t care about our recycling of streams, but that would be really important to an ad doing tens of millions of impressions. So we re putting a lot of effort into being really deliberate in our approach to segmenting our offerings and strategies in our first phase, but we re soon ready to enter the second phase of our commercial rollout. So we ve been aggressively recruiting senior-level executives since the beginning of the year to run the Clipstream sales unit, and we ll be building out large sales team underneath them as the products show commercial traction. And we ve wanted to have solid product offerings with early adopters in each vertical as they start to work with us. I understand why market sentiment has turned a bit negative. The reality of building a disruptive business takes more time than people might hope, but we expect the Clipstream suite of products to be just as big as we ve always said it will be. 19

20 So to summarize our outlook, we re taking a disciplined approach to product development to four verticals and are building a security system for a fifth. Second, we recognize that it s important to hire the right people, and we ve been recruiting with the idea of building an executive team of people that have done it before and who can do it for us very quickly once the products and early customers are there for them. We re timing to bring these high salaried individuals on as we finish our development phase in the early verticals. Third, ongoing development in each product category will be customer driven. The new features will come through the sales team. We think that this is the secret to crossing the chasm of moving Clipstream into a highly visible mainstream offering that is the first choice for anyone wanting to do video because the advantages are so clear and compelling. Four, I ve been advised not to give time lines or forward-looking guidance, but we re not far from showing our first larger traction. So on that note, I ll open the call to questions. Q&A Operator Thank you. Ladies and gentlemen, we will now begin the question-and-answer session. Should you have a question, please press #, followed by 1 on your touch-tone phone. If you are 20

21 using a speakerphone, please lift your handset before pressing any keys. One moment please for your first question. Your first question comes from Hubert Mak from Destiny Media (sic) [Cormark Securities]. Please go ahead. Hubert Mak Cormark Securities Hi. Actually, I'm from Cormark Securities. Hey, guys. Maybe a first question I ll go with Play MPE. I wasn't quite clear, but I understand from your comments that you're seeing chargeable transactions from Universal up 83 percent, and I guess you're seeing the exceeding global minimums for two months. So going forward, can you comment in terms of like should we expect to see accelerated growth come from UMG as they roll out these international countries? As well, can you comment as to what's the progress with rolling out internationally, given I think you did mention you guys were having some challenges with senior execs there, I guess, turnovers. So can you just kind of comment in terms of the outlook of what you see with UMG specifically? Fred, did you want to take that one first? Fred Vandenberg Yeah. Sure. I guess the chargeable usage has grown well, it's almost doubled. It's grown by 83 percent from the prior year, and that's all under the umbrella of the global minimum. So if 21

22 you're expecting to see growth beyond that, I don't know if I can answer that question because now they'll start seeing increases in charges. They are growing throughout Europe and small growth in the United States and growth in Australia, so I don't know what I think is that growth is coming from a number of places. First of all, what is subject to being charged is growing, the number of deliveries is growing, and I don't think you even though they're getting charged more I don't think you slow down that process. I mean it's pure speculation, but we are seeing them roll out Play MPE in different territories, so I mean the truth will be told in the future, I think. Yeah. Another comment on Universal is they're kind of like the anchored tenant. So if I own a shopping mall I probably want to have a Walmart in my mall because it almost doesn't matter how much I make off the Walmart, it builds the rest of my mall, so it'll bring in all the other stores. And the same thing happens here. When Universal rolls into a new market it makes it easier for us to sell to Warner and Sony. They kind of follow Universal's lead because Universal's about 45 percent of the major market, and then once we have the three majors then the independents really have almost no choice but to use us. And Fred was kind of alluding to that with Australia that Australia's a market that we've completely locked up, and so if I'm an independent and I want to get to radio, if I send them a CD or 22

23 I use an alternate system, I've got a real low chance of having a song played because radio's only looking for one place to get the song. So we are expecting growth from Universal. We don't like to speculate because it's a little bit out of our control, but Universal will be the catalyst to help us grow with the other majors and with the independents. Hubert Mak Okay. I understand how it brings on additional revenue from other companies or other music labels. I guess what I'm maybe the other way to ask is you have two months above minimums. I know in the past few quarters you guys it's been at that minimum, right? So now that you have two months that are over, so presumably you would should I not should we not expect that the revenue from UMG be Yeah. Exactly. So what's been happening is Universal's been growing, but that growth is being masked because it's been growing below the minimum. So even though they're using it more they're not paying us more because they were their usage prehistorically has been below the minimum. A big catalyst to get them to use it a lot more is that the web-based encoder is going to allow the promotions staff all over the place to encode directly. 23

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