Diebold Nixdorf at East Coast IDEAS Conference: Strategic Growth Focus

On Wednesday, 11 June 2025, Diebold Nixdorf (NYSE:DBD) presented at The 15th Annual East Coast IDEAS Conference, offering a strategic overview of its operations and future growth. The company highlighted its strong position in the ATM and retail sectors while acknowledging challenges in maintaining its growth momentum. CEO Octavio and CFO Tom Timko emphasized innovation and financial health as key pillars of their strategy.

Key Takeaways

• Diebold Nixdorf generates approximately $3.8 billion in annual revenue, with 70% from recurring services.
• The company is targeting mid-single-digit revenue growth and low double-digit EBITDA growth by 2027.
• A $100 million share repurchase program is underway, with $8 million already executed.
• Focus on innovation in ATM recycling technology and AI-powered retail solutions.
• Expansion plans in North America and India to replicate European success.

Financial Results

• Revenue: Approximately $3.8 billion annually, with $2.8 billion from service revenue.
• Gross Margins: Currently at 25.3%, with improvement plans in place.
• Adjusted EBITDA: Delivered $452 million last year, aiming for $550 million by 2027.
• Free Cash Flow: Targeting an increase from $110 million in 2024 to $190-210 million.
• Net Leverage Ratio: 1.5 times, considered best in the industry.
• Share Repurchase Program: $100 million authorized, with $8 million repurchased in March.

Operational Updates

• Banking Segment: Accounts for 74% of revenue, with 800,000 ATMs installed globally.
• Retail Segment: 26% of revenue, with strong presence in Europe (85-90% of retail revenue).
• ATM Refresh Rate: Updating 60,000-70,000 devices annually.
• Manufacturing Facilities: Located in Germany, Ohio, Brazil, and India.
• Lean Initiatives: Six Kaizen events to improve productivity and safety.

Future Outlook

• Growth Focus: Targeting expansion in both banking and retail segments.
• Banking Strategy: Enhancing operational efficiencies with ATM and recycling technology.
• Retail Strategy: Expanding AI-powered self-checkout solutions in North America.
• Margin Expansion: Aiming for 100 basis point improvement in service margins annually.
• Capital Allocation: Prioritizing share repurchases and considering future dividends.

For more detailed insights, readers are encouraged to refer to the full transcript below.

Full transcript - The 15th Annual East Coast IDEAS Conference:

Dave Mossberg, Three Part Advisors, Three Part Advisors: Alright. Well, it’s 02:00. We’ll go ahead and get started. So Dave Mossberg with three part advisors. Diebold, Nixdorf is our next company.

Trades on in New York, DVD. This is you know exactly the type of company that we’re looking for. We just met with this company virtually did a call with a group investors in March and through the recommendation of of of actually one of our sponsors that we take a look at it. Had a good meeting and and got him to come up and and to New York and do our conference and really excited to have him here. I would also like to point out that there is a forward looking statement in here and make sure you look at that forward looking statement and read all the stuff on there.

With that, I’ll turn it over to Octavio, the CEO.

Octavio, CEO, Diebold Nixdorf: Thank you and and thanks everyone for for joining us. You know, I’ll try to make this as interactive as possible since we’re since we’re a small group. But why don’t I start by giving you a little bit of an overview of our company for those of you that might not be too familiar with what Diebold Nixdorf does. So let me so if you think of our company, we’re roughly $3,800,000,000 in revenue. Of those $3,700,000,000 in revenue, 70% of our or almost 70% of our revenue is in service is recurring, So $2,800,000,000 of service revenue, again, most of it recurring.

We’ve been on a lean journey for the past couple of years where we’re very focused on improving our operations. Our current margins today, our gross margins are at 25.3 where we have clear line of sight on how we will continue improving margins into the future. Last year, we delivered $452,000,000 of adjusted EBITDA. So as a company, you know, we serve two operating segments, the banking industry and the retail industry. You can see in the donut chart below of our two segments, banking is roughly 70% of 74% of the company retail, 26% of the company.

And then the breakdown between products and services, which I started talking about, very important to us. You can see that service is roughly 60% of the company, a lot of that recurring in nature. So we start the year with tremendous line of sight to our revenue with 60% of it tied to long term service contracts with large global banks, leading financial institutions and some of the largest global retailers. As we look into the future, we are very focused on accelerating growth in our two operating segments. In banking, we believe we have a great opportunity.

We’re the number we have the number one position in the ATM market. We’ve developed new technologies for that industry, and we believe that as banks start looking at greater operational efficiencies at the branch level, when you think of a retail bank, 70% of the operating expense is in running your branch network. We believe that through our ATM technology, our recycling technology inside of the branch, we can help banks significantly reduce the cash costs of operating a branch. So we’re very excited about that part of our business. We’re truly a global company.

We operate in over 100 markets. You can see in the map all the different locations that we have. And as I said, number one of installed base of ATMs globally, number one on the software that’s required to run and monitor ATMs globally, and we have a tremendous installed base. The ATM installed base globally is somewhere around 2,000,000 units installed across the globe. That installed base has been steady for the past ten years.

You know, some markets grow, some markets shrink, but overall the ATM market at 2,000,000 units has been fairly steady for the past decade and projections are that it will continue to be very steady. So we have the largest installed base in the ATM industry with 800,000 units. When I turn into our retail segment, we are the number one point of sale provider and self checkout provider in Europe. To us, this is a very important achievement because three years ago, we had zero presence in the self checkout market in Europe. But we understood that the market was changing and we really focused our teams in Europe, which to go after this market.

So we went from minimal market share to last year achieving 40% market share in the point of sale and self checkout markets in Europe. We’ve also grown significantly in the self ordering kiosks. If some of you eat at McDonald’s or Popeyes, you’ve probably used one of our kiosks when you order you order there. So, again, with the shifts in labor usage, the need to automate, you know, the self checkout experience, provide a better customer experience, We’re extremely proud of what we’ve achieved in retail. And achieving this number one position in Europe has been key to us and now our focus is turning into The Americas.

How do we replicate the success that we’ve had in the retail industry across Europe into the American market? If you think of our retail business, as you saw in the prior slide, roughly a $1,000,000,000 business, 85% to 90% of that revenue comes from Europe. I’m sure you know, but the largest retail market in the world is not Europe, it is The Americas. So as we turn our focus into The Americas, we’re very optimistic that the solutions that we can bring to market will really help us grow and accelerate as we grow in The Americas market. Probably another very important point to make in this slide where you can see our global footprint is, even before tariffs, we had developed a strategy of local for local manufacturing, moving our manufacturing closer to our end users.

So today, we have four manufacturing facilities. One in Paderborn, Germany that serves our European market. You know, we two years ago, we started our manufacturing facility in North Canton, Ohio, where our headquarter is based. And now that factory supplies all of the North American market with ATMs. And just last month, we accelerated moving some of the production of self checkout and point of sale devices from overseas now into The U.

S. We have a factory in Manaus, Brazil to serve South America and very importantly, a factory in India to serve our the Asian countries that are still consuming high amounts of ATMs and still very cash heavy societies. So we feel that with this global footprint, we can serve our customers very well and we’re excited about accelerating growth for our company. Let me tell you a little bit about the banking business, and probably I jumped ahead a little bit in this slide. But the market that we’re serving is roughly $20,000,000,000 of available market to us.

This includes the ATM market plus all the branch equipment that can be addressed with our recycling technology plus the software and services needed to maintain that. As you saw on the prior slide, we have 800,000 installed base of 800,000 ATMs. As I look into the future, most banks, as they look for greater operational efficiency, are deploying this recycling technology both at the ATM and at the branch. Let me take a step back because, you know, probably this recycling technology is not familiar to everybody. But when you think of a traditional ATM, and again, you know, it’s obvious that you wouldn’t know it because I didn’t know it before working for the company.

But when you go to an ATM, there’s a bin that’s filled with cash, and that’s the cash that you receive when you make a withdrawal. There’s another bin that’s where you when you make a deposit, that’s where the money goes into. Those two bins inside of the ATM traditionally have never been connected. So you might have a, you know, run out of cash to give to your customers, but have a bin filled of $100 bills that people deposited. Recycling technology, as the name would imply, actually does that, connects those things so that the cash that comes in is the same cash that you dispense.

You would ask me why is this important? Probably the biggest cost of running an ATM network is the cash in transit. So every time you see one of the cash in transit companies go and touch an ATM, that’s money that the bank is paying for somebody to go fill that ATM or empty that ATM of the deposits that they have. Depending on the geography where you live or the city where you’re in, the cost of every visit can go from you know a $100 to in some locations up to a thousand dollars. So you can imagine how by reducing the amount of times that somebody needs to touch the ATM, you create a very powerful ROI on why invest in this recycling technology.

The other big cost in running for any retail bank is running the branch network. By deploying recycling technology also at the teller line, we’re reusing some of the same components at the ATM, deploying them at the teller line and through our software allowing the bank to have a complete view of the cash ecosystem at the branch level, not only optimizing how many times you touch the ATM, but optimizing the cash at the branch level with once again produces significant savings for banks. When you think of all of this, our installed base of 800,000 ATMs, ATMs get refreshed roughly in a cycle of every five to seven years. The larger banks tend to keep more up to date machines refreshing them in a four year cycle, but you can say that the average lifespan is somewhere between five and seven. Since we launched our recyclers two point five years ago, of our 800,000 device installed base, we’ve refreshed 200,000 devices.

We’re refreshing at a rate of roughly 60,000 to 70,000 devices a year. So this just tells us that we still have a long run rate and clear visibility on how we our product revenues for banking will evolve over the next probably seven to eight years because we have this large installed base that needs to be refreshed with a very compelling value proposition on why you should be refreshing this, your installed base and deploying this new technology. When you think of branches, you know, So those ATMs, the people in the branch try to point you to make the deposits in that device because that same technology is available at the ATM. So that way they’re trying to move more transactions, more of the transactions to automated services. So that banks as you’ve seen are changing the footprint of their branches are changing the types of services that they offer to try and make them more of a sales office or product offering than a transaction hub.

Again, we do this with some of the largest customers in the world, whether we’re just providing the hardware and the services and the software to run their ATM networks or in some cases, totally outsourcing the work of running the network. You see in the slide a customer like TD Bank, and we have many TD branches here around Manhattan. We deploy those ATMs for TD Bank. We make sure that the software is up to date. And we basically manage the cash forecasting and everything that needs that happens around managing an ATM network.

So we have multiple ways of continuing to grow in ATM space, whether it’s, you know, the replacement cycle, introducing recycling technology, or very importantly, you know, I talked about our manufacturing in India. India is probably the largest ATM market in the world or will be the largest ATM market in the world. We had exited India as a company five years ago as the company was facing some financial challenges and those markets were very competitive. We reentered the market and two years ago, I made the decision to start when I became CEO, to start manufacturing once again in India. We see tremendous growth coming from India, but we’re building a product that’s fit for purpose for that market, a product that’s decided to have a smaller footprint, lower energy consumption, smaller screen size, all the security that’s needed, but really focused on serving the needs of banks in India that to put it in perspective.

Last week, I had the opportunity to be there. I met with State Bank of India. They have 70,000 ATMs deployed. To put that in perspective, if I add JPMorgan Chase, Bank of America and Wells Fargo, we would probably get to 50,000. So in India, one bank has more ATMs deployed than the three largest banks in The U.

S. So again, very excited about the possibilities that we have in banking. We continue to add services to our offering and making sure that we are really helping banks address efficiency at branch level, which is one of the key items in their heads of banking on how to become more efficient. Let me tell you a little bit about our retail business. In our retail business, you know, we’re very focused on self checkout, our self ordering kiosks, our point of sale hardware, but we’re doing more than that, we’re applying AI to the checkout experience.

So, as I said, three years ago, we decided to become, you know, focus on becoming number one in self checkout in Europe. And you can see by some of the logos on this screen, these are the accounts that we won over the past three years. Companies like Tesco in The UK, Marks and Spencer’s, AS Watson, Co op, Aldi, who has been a great customer for us globally, you know, Aldi has expanded significantly in The U. S. Over 2,000 stores and we’re fortunate enough to be their technology provider for both their point of sale and self checkout.

And again, many of our more traditional accounts like IKEA, where we provide the whole store infrastructure for them, or as I mentioned in the self ordering kiosk business, great companies like McDonald’s. So, again, our legacy, you know, was that our retail business was very strong in Europe, so we now have made that business, you know, number one in Europe. Where is our focus shifting right now? We’ve proven that we have a solution that’s scalable, that’s fit for the markets, and now we’re turning our energy to growing in The Americas. Again, if I have a billion dollars of revenue in retail, 85% to 90% of that is coming from these customers in Europe.

Late last year, we hired and trained a large sales force to address the North America market and we think that the time is ripe for us to win in the North America market. There are two things that are very important happening in the self checkout space or in the checkout space in North America. We continue to have the traditional headwinds that retailers are facing around labor shortages, the raising cost of labor that is clearly addressed with self checkout, but also the idea that you need to improve the customer journey, that your consumers need to have a better experience as they check out or as they flow through your store. So today what we have incorporated into our self checkout solutions is some very powerful AI solutions that help make that experience seamless. So if you’ve ever used a self checkout solution in a large grocer, you know that probably the most annoying part of the experience is when you have fresh produce and you have to put your lettuce on the scale and then scroll through it and figure out which of the multiple lettuces that they sell is the lettuce that you bought and press that.

So it clearly tops the flow of the transaction, creating not such a great customer experience. Through our AI computer vision solution, we can identify fresh produce or any non labeled item. So once you put it on the scale you can immediately just bag it and our computer vision AI solution recognizes the produce and registers it at self checkout. We do the same with age verification for age restricted products. If you’re buying a bottle of wine in The US probably your beer or in other geographies when you’re buying cigarettes that are available not behind the counter.

Usually when you scan that the transaction stops and somebody needs to come and check your age or provide an ID. Through age verification and depending on the parameters that each country has, we can make that transaction seamless and allow the transaction to completed. So as we’re working our way into The U. S. Market, we’re not just following customers like Kaldi, we’re presenting to U.

S. Retailers these solutions that are gaining great traction. But I would say that the solution that has proven to be the most effective one and the one that most U. S. Retailers and Canadian retailers are focused on is our shrink prevention solution or theft prevention solution.

When you think of a large grocer or a large retailer, roughly one to 2% of sales are lost through theft, a lot of it happening at the during the time of checkout. So through computer vision, we and through the AI algorithms that we’ve created, we can detect 23 different types of shrink happening at this or theft happening at the self checkout. So, you can, you know, what do I mean with 23 different types of theft that can happen at the checkout? When a person holds two items and just scans one item and drops the two items in the bagging area, when somebody leaves a package on, you know, in the bottom part of their cart then doesn’t put it through the scanner. So, through our AI computer vision, whenever we see an anomaly happening at the self checkout or at the checkout, we stop the transaction, a store attendant is notified and in their tablet they can see exactly what transaction happened and can approach the customer and tell them, Mr.

Customer, I’m sorry that the transaction got stopped, but this machine has been giving us a lot of problems, why don’t you allow me to rescan these items for you so that you can check out easily. So, again, you know where we have deployed this technology companies like Inter Macher in France, which is one of the largest grocers and retailers in France, we see reductions in shrink at the self checkout of Crater around 70%. So, a great product that has immediate ROI for most retailers. So that’s why we’re excited about the North America market, not only do we have products that are well tested open architectures, which is something that’s also new in this space, a new software POS software, point of sale software that is cloud enabled microservices based that should help us grow in this market, but also adding AI and additional functionality to make the customer journey smoother and also to help the retailers improve their profitability. So let me tell you a little bit before I turn it over to Tom about our company because some of you might have heard of the Diebold LaFeldt, a company that very storied history, one hundred and sixty plus years in the market, but one that had many challenges in the past, A company where growth was always variable, very tied to hardware refresh cycles, as you’ve seen now 60% of our revenue comes from recurring services.

So we’re making tremendous efforts to really create a balanced revenue profile for our company and that growth can always be counted on. When I took over as CEO, we had a very complex organization, product of multiple mergers, acquisitions that the company had done over many years. I became CEO and I had 18 direct reports, very complex organization. We’ve streamlined the organization where we run two operating segments, banking and retail. Those are our P and Ls and that’s hopefully you got a sense on how excited I am about how we can grow in each of those segments.

Our culture was always a short term focus culture, one where there was always one time cost reductions in operations, no focus on operational excellence, again through implementing lean methodology across the company, lean culture, we’re now focused on improving our say due ratio, whatever we say we’re going to do, that’s what we actually deliver. And for the past two and a half years, every quarter we’ve met what we said that we were going to do. Again, the company always struggled with cost and the main point was that there was going to be a big program that would solve all our problems. As you know, that is seldom the case in any company that one big restructuring program saves the company. We’re focused on continuous improvement, making sure that every day we get a little bit better, that we make sure we win the day, win the week, win the month and win the quarter.

And as far as our cash flow, the company always burned cash at the beginning of the year and made it at the end of the year, so we always had low minimal cash flow. Now we’re very focused on generating strong free cash flow every quarter. And again, as far as capital allocation, a company that’s constantly struggling, we were in reinvestment mode most of the time. Now we’re very focused on returning value to our shareholders. We started earlier this year with our $100,000,000 share repurchase program.

And as we keep accelerating our free cash flow conversion, as Tom will tell you, our goal is to return as much as we can to our shareholders. So with that, Tom, why don’t you take over now?

Tom Timko, CFO, Diebold Nixdorf: So I’m Tom Timko, I joined the company about a year ago and we’ve made some pretty substantial progress that I’ll share with you in a Prior to joining Diebold, I had spent the previous six years at GE helping that company break into three fit for purpose companies more suitable for the independent industries that they serve. And then prior to that, I was at General Motors for about six or seven years post bankruptcy and help them, you know, get back to the top and be best in class from a a financial function perspective here. So we have been very focused at Diebold on driving a a lean journey and changing that culture. Right? And I’ll tell anybody who gives me time that lean is not just something that happens on the factory floor, it’s something that happens in function.

So if you think about a Kaizen event which is simply just improved to better, right. We’ve run six of those in our factories which has resulted in auxiliary warehouse reductions, significant productivity improvements, numerous safety initiatives, and and again, just general productivity. And it’s really sort of embedded in in terms of how we go to work every day. Like Octavio said, we win the day, we win the week, we win the month, we win the quarter, etcetera, etcetera. Right?

When we get together at our MORs, our monthly operating reviews, we grade each other on our say do ratio, right? What did we want to accomplish during the month or the quarter? And we talk to the reds versus the greens, and we really try to root cause what the issue is. So we are very focused on driving profitable growth, expanding our margins, and having that result cash flows. Talk about our our capital allocation structure when we get to it in a But then also, you know, we think one of the bigger opportunities that we have from a margin expansion is really in our services business.

So as Octavio alluded, you know, if we’re a $3,800,000,000 company, about 2,200,000,000.0 of that revenue is related to services, recurring in nature. Think about every ATM or SCO that we sell. We usually get a five to seven year service contract with that, and they usually prepay that in annual installments over that period. And, again, the attach rates are are very high, so we think that services margins of 24 when we ended ’24, we’re probably close to 26%, and we’re committed to being able to grow that about a 100 basis points a year the next three So fortress balance sheet. This is something that if you listen to our earnings call, we talk about quite a bit.

So since since our corporate restructuring, we financed our exit term loan in fourth quarter of last year. We paid down a chunk of debt. We now have a five year secured note that has a two year no call associated to it with a seven and three quarter interest rate. And at the same point in time, we were able to increase our revolver by 50%. So now we have $310,000,000 of a of a credit facility.

We have about $328,000,000 of cash on hand. So, you know, $638,000,000 of liquidity. That’s that’s that’s never been something that Diebold has had before, and really we kind of we view the revolver as as a as a as a, you know, safety blanket if right? We’ve yet to draw on it, but it’s there in case. Our net leverage ratio, best in the industry at 1.5 times.

Moody’s and S and P upgraded us before our recent debt offering. You can see we’re still we still wanna close that gap to get back closer to investment grade. And as Octavio mentioned, we did announce our share repurchase for a $100,000,000. We just started it in the month of March, but we only we were only able to do about 8,000,000. But if you sort of think think about that run rate, that’s that’s kind of where you can expect to see go.

So as we announced at our Investor Relation Day, we we laid out our our three year targets. So simply put, you know, we we believe that this this business has the opportunity to grow revenues to mid single digits. So if you think about it, what Octavio talked about in terms of the branch automation solutions in banking, the fit for purpose product India that’ll serve Asia Pac, We we believe between pricing of two to 3% a year and the strategic initiatives and banking and then retail as well growing in North America, we think that those will give another two to 3%. So that’s how we get to our mid single digit numbers of four to 6%. Adjusted EBITDA, really three components.

The flow through from the additional revenue that we expect to be able to generate, and then our margins. I already sort of gave you the story on on services growing a 100 basis points each year for the next three years. Our product margins are the best in the industry. You know, when Octavio joined, they were 13. They’re now 27.

Right? So we don’t have another big run like that, but we do think that we can grind out 25 to 50 basis points through our lean journey every year for the next three years. So that upside coupled with OpEx, if you were to benchmark us to our competitors, we have we have a gap to close, what we talked about on our IR day, that we’ve got about $50,000,000 of initiatives that we see. As we’ve spent more time going through those initiatives, we think that there’s even more upside. So between the additional flow through, gross margin expansion of both products and services, opportunity, OpEx.

We think by ’27, we’ll be able to be growing at low double digit growth, 550 in and then the free cash flow is the derivative of that. All those things as they flow through this year, as you think about where we ended ’24, jumping off point was approximately a 110,000,000. We said that we’re gonna be able to nearly double it. So how is that gonna happen? the refinancing.

Right? If you think about the less interest expense that we have, that’s 70,000,000. And then the additional EBITDA that we’re going to be able to generate through revenue as well as some of the gross margin impact, that’s about another 30. And then there’s working capital of well, we feel very confident that we’ll be in the range of one ninety to $2.10, and we think we’ll be able to grow that based on those same initiatives year over year. So next year, we convert at 40% of EBITDA, year after that at 50% of EBITDA at at which would be industry leader.

So given the fact that, you know, if you added up the free cash flow generation over that three year period of time, that approximates at the midpoint about $800,000,000 of free cash flow. So since we’re going to have that capital to talk about, we laid out our capital allocation framework. We’re very committed given our balance sheet structure by far is the least levered at 1.5 times net debt leverage ratio. We intend to keep it in that range of 1.25 to 1.75. Obviously, that’ll increase or decrease with with EBITDA, and then we’ve increased our liquidity as I talked about earlier to about 600,000,000.

From a business investment perspective, very light capital CapEx model, about 1.5% of sales. So think about, you know, million or so every year, and that includes some of the catch up legacy press as well. And from a return of capital to shareholders, very focused on buying our stock. Right now, we feel we’re we’re underappreciated, undervalued for what we can do in terms of cash generation and revenue growth. So we are we are committed in the near term to using our free cash flow to buy back that stock.

Then over the three years as we begin to, you know, demonstrate the ability to produce 300,000,000 in cash flow, and we would put a dividend back on the table and begin thinking about other returns of capital. And then lastly, but certainly not least, a disciplined m and a. Right? Think about small tuck in type of acquisitions. Nothing to the size of of of what we’ve done in the past, but 50 to a 100,000,000 type of things that are accretive, really focused in our core, most likely around services to start or if there are investments to be made around AI.

Think about the opportunity in our retail business that that that would be if the right opportunity at the right cost came up, we’d allocate that as well. So Octavio, I’ll I’ll hand it back to you.

Octavio, CEO, Diebold Nixdorf: Sure. Thanks again for to kind of wrap it up takeaways we have as a we’re well positioned in banking and I think that the solutions that we have provide good visibility for revenue in the future. Our efforts around lean will continue to provide that margin expansion that Tom talked about. I think that the value proposition that we’ve created for North America retailers will resonate. And once again, every new customer we get in North America will be incremental to us as we have such a small share in the country.

And we will remain very, very focused on running a very disciplined operation. I am very proud of what we have accomplished so far, taking the company from a company that’s structured with margins. Today, like in products having on margins. I think we can do that across enterprise, really focus on free cash flow generation. The term of the fortress balance sheet is not something that Tom and myself take very lightly.

I want to make sure that we always have a very disciplined use of our assets and that we’re returning the most cash that we can and the most value that we have for our shareholders. So as we said, we started that executing our 100,000,000 share repurchase program, 8,000,000 shares were purchased $1,000,000 of shares were purchased in March. That’s probably the run rate that we will continue on a monthly basis to execute this. And we’re very, very interested in continue to build a strong company, a company that will be great for our customers, that view us as an integral part of their operations, a great company for our employees, but more importantly, a very good company for our shareholders and providing as much value as we can. With that, thanks for your attention, and I think we have than fifty seconds.

Tom Timko, CFO, Diebold Nixdorf: So maybe I’ll start and you can finish. From a market share perspective, we we know we’re taking market share. We’re we know we’re taking market share in banking. That that data will come out and share that with you. But we feel we’re growing there.

We feel Europe has been very positive for us. And, you know, to extent we’re already the leader in South America, in Brazil, and then Latin America as well, right? So we feel that we continue to maintain or take. And then from regional growth perspectives, do you want

Octavio, CEO, Diebold Nixdorf: to hit So I would say think about it in our banking algorithm is all regions. But again, take into account that we had exited. But the importance there we exited that market, we lost a lot. Now as we’re entering, gaining that installed once a year. That’s the algorithm for possible, all markets pricing, but have a better product differentiate that premium.

For retail, Europe, we now have a large position in Europe, so virtually might go down. But think of the North America. That’s the $80,000,000 in Every incremental dollar that we do doubling our North America business is not out of the right possibility that we’re talking about. To be honest, that doesn’t require us to do anything heroic. Some of the deals that we’re participating in are so large that just one of those deals could actually get us there.

So we’re very optimistic and I think that the value we’re bringing with our AI technology at the health checkout will help us. So again, various models throughout the world, but yes, the ATM sale is one sale. We have 95 plus percent attach rate of services, both self checkout and where we don’t sell services attached to our products, it might be countries where we work through a distributor, there’s countries, some African countries where distributors that are parts. But we price the hardware on its own and then services is usually five to seven year contracts, annual renewals, annual COLA adjustments. So that’s why we’re so excited, you know.

The more installed base that we put, the more service that

This article was generated with the support of AI and reviewed by an editor. For more information see our T&C.