Earnings call transcript: Janus Henderson Q3 2025 beats earnings expectations

Janus Henderson Group (JHG) reported strong financial results for the third quarter of 2025, surpassing analysts’ expectations with an adjusted diluted earnings per share (EPS) of $1.09, compared to the forecasted $1.00. Revenue also exceeded projections, reaching $700.4 million against an expected $681.69 million. Despite the positive earnings surprise, the stock saw a decline of 1.17% in pre-market trading, closing at $44.26.

Key Takeaways

• Janus Henderson’s EPS of $1.09 beat the forecast by 9%.
• Revenue grew 14% year-over-year, reaching $700.4 million.
• The stock price fell by 1.17% in pre-market trading despite the earnings beat.
• Positive net flows were recorded for six consecutive quarters.
• New ETF products and strategic initiatives are driving growth.

Company Performance

Janus Henderson demonstrated robust performance in Q3 2025, with a 20% year-over-year increase in adjusted diluted EPS. The company has shown resilience in a challenging environment, achieving positive net flows for six consecutive quarters and a 7% organic growth rate. The launch of new ETFs and the expansion of its Privicor platform are key drivers of this growth.

Financial Highlights

• Revenue: $700.4 million, up 14% year-over-year
• Earnings per share: $1.09, up 20% year-over-year
• Net management fee margin: 42.7 basis points
• Adjusted operating margin: 36.9%, up 200 basis points from a year ago
• Performance fees: $16 million, marking the best U.S. mutual fund performance fees in over 10 years

Earnings vs. Forecast

Janus Henderson reported an EPS of $1.09, exceeding the forecasted $1.00 by 9%. Revenue also surpassed expectations, with a surprise of 2.74%. This positive performance reflects the company’s strategic initiatives and strong product offerings.

Market Reaction

Despite the earnings beat, Janus Henderson’s stock fell by 1.17% in pre-market trading. The stock is currently trading at $44.26, down from its previous close. This movement may be influenced by broader market trends or investor caution despite the company’s strong financial performance.

Outlook & Guidance

Looking ahead, Janus Henderson expects Q4 2025 performance fees to be at or above Q4 2024 levels. The company maintains an adjusted compensation range of 43-44% for 2025 and plans to continue its capital return strategy through dividends and share buybacks. Future EPS forecasts suggest steady growth, with projections of $1.05 for Q4 2025 and $4.09 for FY 2026.

Executive Commentary

CEO Ali Dibadj noted, "We are not firing on all cylinders yet and have more improvement to go," emphasizing the company’s potential for further growth. He also highlighted the strength of active asset management in the current environment, stating, "Active asset management is why we’ve been able to do well in this environment."

Risks and Challenges

• Market volatility could impact asset flows and performance fees.
• Organizational capacity constraints in product development may hinder growth.
• Challenges in the bank loan and CLO markets could affect revenue streams.
• Increased operating costs due to strategic transitions may affect margins.

Q&A

During the earnings call, analysts inquired about the company’s ETF strategy and investment approach. Janus Henderson emphasized its focus on client-led product development and high ROI investments. Concerns about market challenges in the bank loan and CLO sectors were also addressed, highlighting the company’s proactive risk management strategies.

Full transcript - Janus Henderson Group PLC (JHG) Q3 2025:

Adam, Conference Facilitator: Good morning. My name is Adam and I will be your conference facilitator today. Thank you for standing by and welcome to the Janus Henderson Group third quarter 2025 results briefing. All lines have been placed on mute to prevent any background noise. After the speaker’s remarks, there will be a question and answer period. In the interest of time, questions will be limited to one initial and one follow up question. In today’s conference call, certain matters discussed may constitute forward looking statements. Actual results could differ materially from those projected in the forward looking statements due to a number of factors including but not limited to those described in the forward looking statements and factors sections of the company’s most recent Form 10-K and other more recent filings made with the SEC. Janus Henderson assumes no obligation to update any forward looking statements made during the call.

Thank you. Now it is my pleasure to introduce Mr. Ali Dibadj, Chief Executive Officer of Janus Henderson. Mr. Dibadj, you may begin your conference.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Welcome everyone, and thank you for joining.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Us today on Janus Henderson’s third quarter 2025 earnings call.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Ali, I’m Ali Dibadj and I’m joined by our CFO Roger Thompson. Before discussing the quarterly results, I wanted to comment briefly on the non-binding proposal submitted by Trian, a 20.6% shareholder of Janus Henderson, and General Catalyst, a growth venture capital firm, earlier this week to acquire all outstanding ordinary shares of Janus Henderson that Trian does not already own or control. The Board of Directors has appointed a special committee which will carefully consider the proposal. The company appreciates the history of constructive engagement with Trian since they first disclosed their investment in Janus Henderson in October 2020. We also appreciate the proposal’s desire for continuity for Janus Henderson’s clients and other stakeholders. The offer will be evaluated by the special committee and there’s no assurance that any definitive agreement will result from the proposal or that any transaction will be consummated.

Janus Henderson does not intend to comment further about the proposal unless and until it deems further disclosure is appropriate. In the interim, and as always, our focus continues to be helping clients define and achieve superior financial outcomes and to deliver desired results for our clients, shareholders, employees, and all our stakeholders. As you can understand, our remarks on this call must be focused on the quarterly results and progress across the business, and we ask that during Q&A questions be limited to the business results. Now, turning to the quarterly results, I’ll start with some thoughts on the quarter before handing it over to Roger to run through the results in more detail. After Roger’s comments, I’ll provide an update on our progress in private markets and how we’re meeting the evolving needs of our clients and their clients.

We’ll then take your questions on the quarterly results following our prepared remarks. Turning to Slide two, Janus Henderson delivered another good set of quarterly results, building upon tangible momentum in the business. Results reflect the sixth consecutive quarter of positive net flows delivered by dedicated client groups, market gains, solid investment performance produced by world-class investment professionals, and the efforts and productivity from all operating and support areas. Longer-term investment performance is consistently solid with over 60% of assets beating respective benchmarks on a 3, 5, and 10 year basis against peers. Long-term investment performance is even stronger with over 70% of AUM in the top two Morningstar quartiles. Across the three, five, and ten year time periods, assets under management of $483.8 billion increased 6% over the prior quarter, and compared to a year ago, AUM has increased 27%.

September AUM is our highest quarterly figure ever at nearly half a trillion dollars in AUM. Switching to flows, the third quarter marked our sixth consecutive quarter of positive net flows and represented a 7% organic growth rate. Positive net flow results demonstrate our truly global distribution footprint and the broad range of strategies and vehicles we offer. Moving to our financial results, which remain solid, adjusted diluted EPS of $1.09 is 20% higher compared to the same period a year ago. Our financial performance and strong balance sheet continue to provide us the flexibility to invest in the business both organically and inorganically and return cash to shareholders. On slide 3, I want to provide an update on progress being made in the business.

We continue to be in the execution phase of our strategic vision, which consists of three: protect and grow our core businesses, amplify our strengths not fully leveraged, and diversify where clients give us the right to win. In protect and grow, we are actively upskilling and utilizing data, people, and process best practices across the organization to drive market share improvement and diversification of organic growth across regions and strategies. For example, in the third quarter there were 21 strategies that each had at least $100 million of net inflows. This compares to 11 strategies just a year ago.

These 21 strategies reflect a broad range of capabilities and vehicles across protect and grow and amplify strategic efforts, including six ETFs, six equity strategies, the fully tokenized Janus Henderson NMOA CLO Fund, regional fixed income strategies, absolute return, Victory Park Capital’s asset-backed opportunistic Credit Fund and Privicor within our alternative businesses, and the Adaptive Capital Preservation Strategy within Multi Asset. Under amplify itself, we also announced a partnership with CNO Financial Group for providing long-term capital, which we believe will further accelerate the growth of Victory Park Capital and expand and scale its investment capabilities for the benefit of our clients. With CNO and Guardian, we now have almost $50 billion in very long-term capital, or roughly 10% of our overall AUM. We also continue to leverage our investment expertise through the launches of active ETFs that allow us to cater to client demands globally.

Ali Dibadj, Chief Executive Officer, Janus Henderson: During the third quarter in the U.S.

Ali Dibadj, Chief Executive Officer, Janus Henderson: We launched our asset-backed securities ETF JABS and a global Artificial Intelligence ETF JHAI. In Europe, we launched our Transformational Growth Equity EU CIT ETF JTXX, complementing our U.S. launch of Transformational Growth.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Equity.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Within the Diversified pillar, we announced the successful first closing of a non-U.S. direct lending vehicle by our Emerging Markets Private Investment team. I’ll talk more about the Victory Park Capital partnership with CNO Financial Group and our Emerging Markets Private Investment team later in the presentation. Along with executing our strategic vision, we are making progress in other areas of the business. As I mentioned, we delivered several consecutive quarters of positive net flows and delivered market share gains in key regions, which demonstrates that we are on the path to delivering consistent growth over the long term. In addition to the net flows this quarter, importantly, Janus Henderson also generated positive organic net new revenue growth in the third quarter. Fee pressures are persistent in this industry and not all AUM is created equally, so we’re pleased with that result.

Elsewhere in the business, we’ve made the strategic decision to transition our investment management system to Aladdin. This multi-year transition is expected to deliver a more scalable operating model through consistent and integrated technology, infrastructure, and investment management platform. Transitions of this nature are not uncommon in our industry, and we expect this transition will deliver enhanced services to our funds and our clients and enable strategic growth. Our focus is on making this transition significant and seamless for our clients, maintaining the consistent level of service they expect from us. While we anticipate an approximately 1% increase in adjusted operating costs for 2026 and 2027 from this transition, all else equal, in 2028 and beyond, we expect this transition to deliver ongoing operational improvements and efficiencies at our attractive ROI.

We’ll provide an update on 2026 expense expectations, including the net impact of this shift and ongoing costs, on the next quarter’s earnings call. Shifting to Capital Stewardship, our solid financial results and cash flow generation, along with a strong and stable balance sheet, has enabled us to return nearly $130 million this quarter through dividends and share buybacks. Our cumulative share count reduction is 23% since we started the accretive buyback program in the third quarter of 2018. Janus Henderson’s strong liquidity profile continues to provide us the flexibility to invest in the business both organically and inorganically, as well as return cash to shareholders. I’ll now turn the call over to Roger to run you through more of the financial results.

Thanks Ali and thank you for joining us on today’s call. Starting on slide 4 and investment performance, as Ali mentioned, longer term investment performance versus benchmark remains solid with at least 60% of AUM beating their respective benchmarks over the 3, 5, and 10 year time periods. Looking in further detail, at least half of each capability’s AUM is ahead of benchmarks over medium and long term periods, reflecting consistent longer term investment performance across capabilities. Overall investment performance compared to peers continues to be very competitive with over 70% of AUM in the top two Morningstar quartiles over the 3, 5, and 10 year time periods. Slide 5 shows total company flows by quarter. Net inflows for the quarter were $7.8 billion, which improved significantly over the net inflows of $400 million a year ago.

Excluding the one time impact from the Guardian General Account funding last quarter, our gross sales increased for the fourth consecutive quarter and improved by 86% compared to the third quarter of last year. All three channels and regions experienced an increase in gross sales compared to the prior year across a broad range of capabilities including ETFs, U.S. buy and maintain credit, Australian fixed income, U.S. research, our tokenized AAA CLO fund, and asset-backed opportunistic credit from Victory Park Capital. Turning to slide 6 and flows by client type, third quarter net flows for the intermediary channel were positive $5.1 billion, equating to a 9% organic growth rate. In the third quarter, net flows were positive in the U.S. and Asia Pacific with net outflows in EMEA. To set expectations, we do not expect to repeat this level of net flow in Q4.

In the U.S., net flows were positive for the ninth consecutive quarter with inflows in several strategies including most of the Active ETFs, U.S. Research, Multi-Sector Income, U.S. Mid Cap Growth, and Privicor. U.S. Intermediary is a key initiative under our Protect and Grow strategic pillar and we’re pleased that we gained market share on a year over year basis. Additionally, whilst negative, the third quarter net flows for U.S. Mutual funds within the intermediary channel was the best result in several years. Under our AMPLIFY strategic pillar, we’ve talked about amplifying our investment and client service strengths using various means including vehicles through which we deliver to our clients. In addition to active ETFs, flows into CITs and hedge funds in this channel were positive in the third quarter.

In.

EMEA, Continental Europe, and the Middle East delivered net inflows while the UK had net outflows, primarily driven by a single outflow. In investment trusts, institutional net inflows were $3.1 billion, marking the fourth consecutive quarter of positive flows. Gross sales were the best result in over two years and reflect fundings across all capabilities covering corporates, pensions, insurance, and private credit clients. Net outflows for the self-directed channel, which includes direct and Supermarket investors, were $400 million. The third quarter includes approximately $600 million of ETF net inflows from our Supermarket clients. Excluding ETFs, self-directed net outflows were roughly flat to the prior year. Slide 7 shows our flows in the quarter by capability. Equity flows were negative $3.3 billion compared to $2.6 billion of net outflows in the prior quarter.

The current quarter was impacted by the merger of the Henderson European Trust into another third-party trust, which resulted in $900 million of net outflows. The environment remains challenging for active equities across all regions. Whilst net flows for equities were negative in aggregate, CITs, Active Equity ETFs, and Horizon CCAV funds all delivered positive net flows in the quarter. Elsewhere, while still negative, the U.S. equity mutual funds had their best flow result in over two years. Third quarter net inflows for fixed income were $9.7 billion compared to $49.7 billion of net inflows in the Guardian-boosted prior quarter. Several strategies contributed to positive fixed income flows. Active fixed income ETFs delivered over $5 billion in the quarter and included five active ETFs with at least $100 million of net inflows, including JAAA, JMBS, JSI, JBB, and VNLA. Other strategies contributing to positive flows were Australian Fixed Income, U.S.

Buy and Maintain Credit, the tokenized JAA Fund, and Multi-Sector Credit. Net flows for the multi-asset capability were break even, primarily due to net outflows in the balance strategy, which were offset by an institutional win in our Adaptive Capital Preservation strategy. Finally, net inflows in the alternative capability were $1.4 billion, driven primarily by absolute return biotech hedge fund, Victory Park Capital’s asset-backed opportunistic credit strategy, and Privicor. Moving on to the financials, slide 8 is our U.S. GAAP statement of income before moving on to the adjusted financial results. GAAP results this quarter include an approximately $28 million charge related to the strategic decision to in our investment management platform to Aladdin. This charge is removed from our adjusted results, and the majority is non-cash. Continuing to Slide 9 and our adjusted financial results, adjusted financial results improved compared to the prior quarter and the prior year.

The improvement was primarily due to higher average AUM and good investment performance generating higher performance fees. Adjusted operating income improved 22%, and EPS improved 21% quarter over quarter. Improvements over prior year were similar, with operating income and EPS both up 20%. Looking at the detail, adjusted revenue increased 11% compared to the prior quarter and 14% compared to the prior year, primarily due to higher management fees on higher average AUM and improved performance fees. Net management fee margin was 42.7 basis points in the third quarter. The expected and communicated decline from the prior quarter was primarily a result of the successful integration of lower fee Guardian AUM. We are also very pleased with positive firm-wide organic net new revenue generation in the third quarter, which demonstrates our success across a broad range of strategies and regions.

Third quarter performance fees were positive $16 million, primarily reflecting the CCAV absolute return strategy in U.S. mutual funds. The U.S. mutual fund performance fees were positive this quarter at over $3 million, which is the best result in over 10 years. This result compares favorably to negative $9 million of U.S. mutual fund performance fees over the same period a year ago. We currently expect Q4 2025 performance fees to be at or above the Q4 2024 total, reflecting very strong performance of our hedge funds, but final amounts will be dependent on performance over the remainder of the year. Continuing to expenses, adjusted operating expenses in the third quarter increased 6% to $350 million, primarily reflecting higher profit-based compensation, LTI expense, and investments supporting strategic initiatives. Adjusted LTI increased 20% compared to the prior quarter, largely due to mark-to-market or mutual fund share awards.

In the appendix, we provided the usual table on the expected future amortization of existing grants for you to use in your models. The third quarter adjusted comp to revenue ratio was 43.3%, which is flat to the prior year and in line with our guidance. Our 2025 expectation and an adjusted compensation range of 43% to 44% remains unchanged. Adjusted non-comp operating expenses decreased 5% compared to the prior quarter, primarily from seasonally lower marketing and G&A expenses. For non-compensation guidance, our expectation of high single-digit % growth in full-year non-compensation compared to 2024 remains unchanged, reflecting investments supporting our ongoing strategic initiatives and operational efficiencies, inflation, the full-year impact of the consolidation of Victory Park Capital, NBK, Tabular, and Guardian, and the FX impact of a weaker U.S. dollar year to date in 2025.

Our expectation of high single-digit % growth in non-comp expenses implies growth in the fourth quarter. We do expect to invest a little bit further in high ROI investments supporting areas of momentum in our business, examples being marketing and advertising as well as client-related expenses such as T&E. We remain committed to strong cost discipline, ensuring that we manage our cost base while continuing to support the long-term growth objectives of the business. Our expectation of the firm’s tax rate on adjusted net income attributable to Janus Henderson Group plc remains unchanged in the range of 23% to 25%. Finally, we’ll give 2026 guidance on our full-year call. As Ali Dibadj mentioned, our transition to Aladdin will result in higher costs in 2026 and 2027 before we deliver the improvements and efficiencies for the future.

In 2028 and beyond, our third quarter adjusted operating margin was 36.9%, an increase of 200 basis points from a year ago. Finally, adjusted diluted EPS was $1.09, up 20% from the comparable third quarter 2024 period. The increase in adjusted diluted EPS primarily reflects higher operating income and operating leverage. Skipping over slide 10 and moving to slide 11 and a look at our liquidity profile, our balance sheet remains strong and stable. Cash and cash equivalents were $1 billion as at 30 September, compared to $395 million of outstanding debt. During the quarter, we funded our quarterly dividends and repurchased 1.5 million shares as part of our corporate buyback program for approximately $67 million. The board has also declared a $0.40 per share dividend to be paid on 26 November to shareholders of record as at 10 November.

Slide 12 looks in more detail at our consistent return of capital to shareholders. We’ve maintained a healthy quarterly dividend and have reduced shares outstanding by almost 23% since 2018. During the first nine months of 2025, we’ve returned $331 million, including $143 million via share repurchases. The buyback program and dividends do not alter our ability to invest in the business organically and inorganically as well as return cash to shareholders. Currently, our liquidity profile allows us to do both. Our return of excess cash is consistent with our capital allocation framework. We’ll continue to look to return capital to shareholders where there isn’t an immediately more compelling investment in the business. With that, I’d like to turn it back over to Ali to give an update on our strategic progress in private markets.

Thanks, Roger. Turning to Slide 13, an update on our progress in Private Markets. We’ve made progress in the private market space through Privicor, Victory Park Capital, and our emerging markets private investment team. Starting with Privicor, which seeks to take advantage of and be the leader in the democratization of private alternatives in the private wealth channel. Year to date, Privicor has advised on $1.4 billion raised in the private wealth channel. Privicor is now selling on five wirehouses and platforms, and the team is expanding into RIAs and broker dealers. In addition to advising on third-party products through its open architecture model, Privicor has also recently launched two proprietary funds: the Privicor VPC Asset Backed Credit Fund ALT ABF, which is sub-advised by our very own Victory Park Capital, and the Privicor P CAM Alternative Growth Fund ALTS GROW, sub-advised by Partners Capital.

In addition to these advised third-party proprietary funds, Privicor expects to have more products coming online in the upcoming months and is working with Janus Henderson to expand its reach. In September, we announced that CNO Financial Group, a nationwide life and health insurer and financial services provider with $37 billion in total assets, would acquire a minority interest in VPC. As part of the partnership, CNO will provide a minimum of $600 million in long-term capital commitments to new and existing VPC investment strategies. One of these strategies will be the Privicor Victory Park Capital Asset Backed Credit Fund I previously mentioned. This collaboration with CNO reinforces our shared belief in the long-term potential of asset-backed private credit markets and further deepens Janus Henderson and VPC’s insurance presence.

CNO’s investment of long-term capital speaks to VPC’s strong track record of providing private credit solutions across industries, their differentiated expertise in highly developed sourcing channels, and the significant value VPC brings to its investors and portfolio companies. The transaction was completed October 1, and Janus Henderson remains the happy majority owner of VPC. The transaction with CNO builds on Janus Henderson’s recent momentum in the insurance space with our previously announced multifaceted strategic partnership with Guardian, which is working well. Lastly, in early October, our Emerging Markets Private Investment team, formerly NBK Capital Partners, marked a strategic milestone with the announcement of the successful first close of the $300 million Sharia-compliant fund, the Janus Henderson MENA Private Credit Fund 4, with $125.5 million committed.

The vehicle, which attracted strong demand from global and regional institutional clients and family offices, provides investors with access to emerging market private credit opportunities that deliver attractive cash yield and total risk-adjusted returns. The second close is planned for year-end 2025, with a final close in mid-2026. The successful first close of this direct lending vehicle underscores our commitment to investors in the Middle East and the growing number of companies in the region seeking access to flexible, values-driven financing. It also highlights the important role private credit plays in connecting capital with opportunities across dynamic growth markets. This business also strategically complements our emerging market public credit business, which is now at almost $2 billion of assets under management.

Privicor, Victory Park Capital, and Emerging Markets Private Investments underscore Janus Henderson’s commitment to private capital as a key strategic growth area as we continue to diversify our capabilities and deliver differentiated solutions for our clients. Now wrapping up on slide 14, we’re making meaningful progress across the business. Although we’re not firing on all cylinders yet and have more improvement to go, we’re executing against our strategic objectives, including capturing market share in key regions, diversifying our flows across regions and strategies, establishing new strategic partnerships, and developing newly added pieces of our business. Investment performance is solid versus benchmark and peers. Net inflows were positive $7.8 billion, marking our sixth consecutive quarter of net inflows and the best quarterly result ever, excluding the Guardian net inflows of last quarter.

While we are very pleased with the quarterly results, it’s worth noting for modelers that these flows also reflect several fundings which have depleted the near-term existing pipeline opportunities. Our financial performance and strong balance sheet allow us to continue returning cash to shareholders through dividends and share buybacks while reinvesting in the business for future growth. Our focus continues to be helping clients define and achieve superior financial outcomes and to deliver desired results for our clients, shareholders, employees, and all our stakeholders. Finally, before I turn it over to the operator for questions, I wanted to acknowledge our CFO Roger Thompson, who will start a well-deserved retirement beginning April 1, 2025. Roger joined the firm in 2013 as CFO and began leading the APAC client group in 2022.

He is a valued member of our Executive Committee, a director on several of our boards, has been a strong supporter of several of our employee resource groups, a friend and mentor to many people, and a true culture carrier within our firm. He personifies all five of the Janus Henderson values. On a very personal note, the successes we’ve seen over the past few years at Janus Henderson could not have happened without Roger. He’s been an incredible feedback giver, strategic thinker, and all-around partner to me. I also want to thank him for the collaboration and fun on many of our client and investor meetings, earnings calls, town halls, travels, even when we miss transcontinental flights, and so much more. I and the firm owe Roger an incredible debt of gratitude. While sad to see Roger go, we’re very excited for his next phase in life.

Pleasingly, in demonstrating the talent we have within Janus Henderson, I’m delighted that our Head of Corporate Development and Strategy, Suk Rawal, will become our CFO and joins our Executive Committee. Suk joined the firm in 2022, and through each of our recent acquisitions of Tabula, NBK Capital, and Victory Park Capital, and partnerships with Privicor, Guardian, and CNO Financial Group, he’s been instrumental in helping to define and deliver our strategy to protect and grow our core, amplify our strengths, and diversify where we have the right. As a reminder, as we turn the call over to the operator for questions, we’re unable to comment further on the non-binding proposal and ask that you focus questions on the business results. With that, let me now turn the call back over to the operator to take your questions.

Adam, Conference Facilitator: Thank you. If you’d like to ask a question on today’s call, please press star followed by one on your telephone keypad. To join the queue when preparing to ask your question, please ensure you are unmuted locally. Participants are reminded to limit themselves to one question and one follow up per person. Our first question comes from Ken Worthington from J.P. Morgan. Ken, please go ahead. Your line is open.

Hi, good morning. Thanks for taking the question.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Roger, congrats to you.

We’ll save farewells for later, but maybe first in terms of net flows, clearly seeing a nice improvement in the intermediary and institutional channels. You highlighted the products that contributed.

What I’m really after is what.

is the story behind the numbers? Like what’s the story behind the improved gross sales? Is it possible to help us better understand how and maybe which of the initiatives seems to be translating into what we can obviously see are the better results?

Ali Dibadj, Chief Executive Officer, Janus Henderson: Again, thanks for the question. Look, as you pointed out, we feel pretty good about what we delivered in the quarter on flows. You’re right, it’s a lot of thought process to get there.

Ali Dibadj, Chief Executive Officer, Janus Henderson: If you start with the intermediary side.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Of things, the $5.1 billion of flows in the third quarter were certainly positive. As we said in the prepared remarks, we want to make sure that people don’t expect that to continue at that pace consistently. You’ve seen some of the public ETF data, but the whys are actually coming into play. The whys are actually certainly helping. On the intermediary side, we’ve done many things right. One is we’ve made sure that we have the right people in the right places. We’ve then made sure that we actually pay them the right way, incentivize them to grow and get new products on shelves and make sure they’re the right products for the end client. We then are making sure that we.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Have the right product.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Now, that comes in two flavors. One is ensuring that the performance is right. You’ll see that our performance continues to be solid, and versus several years ago it certainly improved on average. Also make sure that the right wrappers, whether they be ETFs or CIPs.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Mutual funds, which we still are.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Big believers in SMAs or other wrappers as well. Make sure the product is right. Of course, we want to make sure that we’re calling the right people and are productive about it. We’re using a lot of data, including some newer technologies, to make sure that folks are targeting the right people. You put all that stuff together to your question, it’s not just the outputs, but the inputs and the whys. We feel pretty comfortable that we’re on the right track. Obviously, in the U.S. that certainly starts to show. This is our ninth consecutive quarter of positive flows, and it’s starting to show outside of the U.S. as we transport that thought process. On the intermediary side, on the institutional side, the $3.1 billion of flows this quarter marked the fourth consecutive quarter of positive flows.

Gross sales were the best results we’ve had in something like two years. We’re going to continue to build on that momentum again there too. I think we depleted some of our future pipeline in what happened this quarter, but still the whys are a lot of the same. As I talked about, the intermediary side around product, around vehicle, etc. Very importantly, it’s also building relationships with our clients that are more than just transactional relationships. That’s true in intermediary, but even more true in institutional, where we focus on building more nodes of connectivity between the firms. It might not just be delivering investment performance, it’s also delivering ourselves what.

Ali Dibadj, Chief Executive Officer, Janus Henderson: We know about technology. What we know.

Ali Dibadj, Chief Executive Officer, Janus Henderson: About AI, what we know about regulatory environments. That’s also part and parcel. You may have seen this to our brand campaign that’s out there, that is resonating again both for intermediary and.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Institutional, which is this Ampersand, right?

Ali Dibadj, Chief Executive Officer, Janus Henderson: This Ampersand is the symbolism of how we work with our clients. It’s this together concept of Janus Henderson that our clients told us we’re special about. It’s this together, this Ampersand. It’s their goals and our solutions, it’s their problems and our hopes to deliver solutions for their problems. It’s all of those things together. It’s not just one thing.

Ali Dibadj, Chief Executive Officer, Janus Henderson: It’s never just one thing.

Ali Dibadj, Chief Executive Officer, Janus Henderson: As you know, there’s no silver bullet, but certainly pulling all this together and hoping to continue to build over time, not overnight.

Ali Dibadj, Chief Executive Officer, Janus Henderson: I’m not sure we’re there yet. We’re not firing on all cylinders, but over.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Time, very sustainable growth for us on a consistent basis.

Okay, thank you, thank you for that. I’m always looking for the silver bullet. Just in terms of product performance, you know, generally looks very good. Have seen some deterioration in equities. Can you talk about the themes you’re seeing in the equity franchise that are impacting performance?

Okay, let me pick up on that first. I think you’re right. The one year performance in equity is a little lower, but the longer term time periods remain really solid. At least 50% ahead of benchmark, and against competition, the figures are even better with over 80% over three and 10 years ahead of competition or top two Morningstar quartiles. As you say, it’s very concentrated. The move in Q3 over Q2 is really due to U.S. concentrated growth and U.S. research moving below benchmark over one year. I think really importantly, that is really to do with a poor Q4 last year. Our year to date performance is strong. Both of those are ahead of benchmark over year to date. Overall equity is 63% ahead of benchmark yesterday at the end of September.

It is a short term number with, as you say, some really tricky, really tricky markets that our excellent investors are working through, which again I think continues to be where active management is important. It’s essential for client portfolios. 350 investment professionals intensely focused on delivering between good and bad. As we always say, separating the wheat from the chaff. That is a tough market at the moment and you will get short term blips, but it’s that long term performance which is really critical to what clients look at. We’re really proud of the reinvestment performance that we’ve got.

Adam, Conference Facilitator: The next question comes from Bill Katz at TD Cowen.

Bill, please go ahead.

Your line is open.

Okay, thank you very much and apologize for my voice. Maybe the first question is a two parter. I was wondering if you could comment about the ability to drive expenses and growth in the business and what hurdles you face as a public company. Within that, I’m curious, with the Aladdin opportunity, how do we think about the incremental leverage into 2028 relative to the spend in 2026 and 2027?

Ali Dibadj, Chief Executive Officer, Janus Henderson: Thank you.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Hey, Bill, thanks for the question. First, on the first one, look, we’re clearly investing in the business. To our guidance for this year of high single-digit growth, high single-digit % growth in non-comp, we’re seeing opportunities to invest. As we see opportunities to invest, we constantly look at ROI. We look at where we invest. What’s the return on that investment? I mentioned marketing spend and branding a second ago. I mentioned some of the investments we made in our people from a compensation and growth-driving perspective. We constantly look at ROI. Roger is great at that. We look at where we get the benefit out of it. We think we can continue to do that and get good ROI, which is why we continue to spend more.

Again, not peanut butter, not blanket, but in particular areas we found that we can deliver value, and value for our clients leads to growth. On your Latin question, as we mentioned, we’ll give you more detail on the next quarterly call. We expect the short-term costs, as we said, to go up by about 1% of our overall expense base for 2026 and 2027. After that, we would tend to see some benefits. It’s early days to know exactly what that is, but certainly we’d like to see some benefits. We’re doing it, yes, for cost benefits, sure, but also really, really importantly because we.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Think we can deliver better for our investors.

Ali Dibadj, Chief Executive Officer, Janus Henderson: We think we can deliver better for our funds, our mutual fund trustees, and mutual fund shareholders, which are very important to us. We believe we can deliver better to our clients more broadly. We are doing it for all sorts of reasons. For us, this was the right match to work with.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Aladdin may not be for everybody.

Ali Dibadj, Chief Executive Officer, Janus Henderson: For us, that was the right match.

Okay, thank you. Just as a follow-up, maybe on capital priorities from here. Balance sheet’s in great shape. You bought back a lot of stock in the quarter. Does the offer from Trian take you out of the market temporarily, and more broadly, how are you thinking about capital return from here? Maybe if you could comment on where you stand on the M&A pipeline.

Thank you. Let me pick up on that, Bill. I guess the short answer is nothing changes our current expectations. We’ll complete the full $200 million buyback by the annual general meeting of next year. In the third quarter, we bought another $67 million worth of stock, 1.5 million shares cumulatively since we started the buyback in 2018. We’ve now bought back 23% of the stock, and that consistency is something we’ve talked about. We’ve got $83 million of the buyback outstanding, and we have an ongoing 10b5-1 plan that’s in place, which is unaffected by Monday’s non-binding acquisition proposal. I may pass back to you on M&A, but again, as we’ve said, our capital philosophy remains completely unchanged and has been for a very long time. We invest in the business but return cash to shareholders where we don’t have an immediate need or near immediate need for that.

Again, in terms of individual items. Ellie?

We have the flexibility obviously to continue to M&A and invest back in the business organically and return cash to shareholders. We’re in a privileged position.

Adam, Conference Facilitator: The next question comes from Craig Siegenthaler from BofA Securities. Craig, your line is open. Please go ahead.

Thanks. Good morning, Ali. Hope everyone’s doing well. Roger, best wishes for your retirement. Our question is on Victory Park. There are so many positive levers currently between Guardian, the CNO Partnership, and even capital raising at Privicor, and probably a few that I’m actually missing. How has Victory Park’s AUM grown since the deal closed? How do you think about future growth of Victory Park over the next few years?

Ali Dibadj, Chief Executive Officer, Janus Henderson: Hey Greg, thanks for the question.

Ali Dibadj, Chief Executive Officer, Janus Henderson: We are very pleased with the Victory Park Capital acquisition. Just to take a step back, as you might remember, we targeted three areas from a private’s perspective that we wanted to go after. One of them was the democratization of alternatives into the Wealth Channel and that’s how we stood up. To your point, Privicor, we have a team that is doing extraordinarily well in driving flows appropriately from the Wealth Channel into the appropriate products from GPs. They’re on five different platforms or wirehouses right now, and with product in the marketplace. That is one piece of the puzzle for us to get wealth more exposed into the opportunities in the alternatives landscape. That certainly includes some element of Victory Park Capital. As I mentioned, one of the proprietary products Privicor is delivering is with Victory Park Capital in that Wealth Channel. That is one element.

The second element is in private credit. Private credit in the U.S. from a direct lending perspective we thought was rather.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Oversaturated at this point.

Ali Dibadj, Chief Executive Officer, Janus Henderson: There may be opportunities in the future, but at this point direct lending in the.

Ali Dibadj, Chief Executive Officer, Janus Henderson: U.S. was not a place we wanted to go.

Ali Dibadj, Chief Executive Officer, Janus Henderson: We certainly want to focus on outside the U.S. direct lending and in particular the MENA private credit business that we brought on board, which has done extraordinarily well. I was just out in the Middle East a couple weeks ago now, and the interest is very, very high for our product because they are a group of folks who’ve been doing this for basically two decades and have been able to show very, very good results. That’s why we did our first close this. Probably $300 million in total for MENA Private Credit Fund 4 for them and first one for Janus Henderson. Fund 4 for the team, and the close I think certainly suggested that there’s more to come in that piece of the business. That’s the non-U.S. private credit.

To your point, not direct lending in the U.S., but we certainly are looking at asset-backed in the U.S. and globally. That’s where we come across Victory Park Capital. Victory Park Capital is a firm where the culture fits Janus Henderson, that is client focused, that is growth oriented, that is deep, deep research, deep diligence on the companies that they lend to.

Ali Dibadj, Chief Executive Officer, Janus Henderson: A lot of history with them.

Ali Dibadj, Chief Executive Officer, Janus Henderson: We thought they were the best of the bunch, so we did.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Bring them on board.

Ali Dibadj, Chief Executive Officer, Janus Henderson: To answer your question, if you note out of the 21 products that delivered more than $100 million of flows this quarter, they have been one of them. They’re mid-raise right now. I can’t comment too much about the full raise, but if you think about that, which does not include CNO, which comes in likely in Q4 here or has come in in Q4, I do think that to your point, we think there’s enormous opportunity for Victory Park Capital not just in Privicor but more broadly, especially with the insurance relationships. The insurance relationship we have with Guardian is going fantastically well and with CNO as well. We feel that it’s another firm that we found really a culture match, really thoughtful, deep thinking, great management team, great people. Partnering with them also makes a ton of sense.

I think you’re right to suggest that there’s a lot of opportunity here. We have to make the right moves and step by step we’ll get there. This is one of those not overnight things, but over time perhaps we’ll get there.

Thanks, Ali. Just for our follow-up on investing, year to date expenses have grown by 20% over the last two years, and that really doesn’t account for CapEx either. We’re curious, do you feel your ability to invest has been constrained by being public, balancing both growth objectives with the desire to show operating leverage?

Again, thanks for the question. You know, we’re investing where we see that there’s ROI, and so we’ll continue to do that. You’ve clearly seen that in our numbers. You’re right. We’re investing in the business and we’re getting return off of it. When we stop getting a return, we stop. Don’t forget that a lot of that operating cost growth is due to the M&A that we brought on board. Again, a different type of investment, but investment nonetheless in growth and, most importantly, delivering for our clients a broader suite of high-caliber investment products and client service.

Adam, Conference Facilitator: The next question comes from Patrick Davids from Autonomous. Patrick, your line is open. Please go ahead.

Hey, good morning everyone.

First question.

We saw some big credit wobbles in the bank loan market in October, and clearly you mentioned that had an immediate impact on bank loan and CLO fund flows.

At the higher level.

I was just curious how your bank loan and CLO teams are reacting to those specific issues, how they’re scrubbing the portfolio, and to what extent those issues are having any impact on your discussions with the distributors of those products.

For you.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Thank you. Hey Patrick, thanks for the question.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Exactly as you describe it.

Ali Dibadj, Chief Executive Officer, Janus Henderson: The wobbles are precisely why active asset management, particularly in fixed income, is so critical across the board, particularly in fixed income. You mentioned there are a couple of companies that wobbles out there. I mean Tricolor first brands are the ones that hit everybody’s radar screens. Without active asset management, perhaps one would have been index exposed to those names and we in fact were significantly below index exposed. Some areas not at all exposed to those businesses. We very much espouse active asset management. We select based on criteria and understanding the company’s underlying. We certainly think that in any world separating the wheat from the chaff, which we do, and 350 people at our firm do every day, including fixed income folks, is very important. Now remember also how we operate, we operate in the CLO world disproportionately.

If you think about our securitized franchise and think about the five ETFs that we have that are over $1 billion, the largest one is the AAA silos. Just to remind folks about the construct of those, the CLO exposure generally, no matter what grade it is, the CLO exposure generally has better cash flow protections to it. If you’re in the AAA CLOs, if you’re going to get hit, that basically means something like 70% or 75% of the loan portfolio in its entirety would have to default before you get impacted. It’s actually a relatively safe area. Now again, back in April we saw some stresses in the market obviously. What we found also is JAAA, JBB, given their size, given their competitive advantage in terms of moat that they’ve built, sort of became the price discovery method for AAA and BBB CLOs overall.

At that time, and again at this time, nothing in our price action, nothing in our spread moves suggests that there is any feeling of contagion or sense of contagion in the marketplace. Again, active asset management. Patrick, to your core, answer your question. Active asset management is why we’ve been able to do well in this environment and environments going forward, hopefully.

there any sense that the distributors are more or less concerned in distributing the product because of what’s going on in the broader bank loan market?

We’re not hearing anything to be fair. I mean, you see the public ETF numbers, but I’m not hearing anything different at this point.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Cool. Thanks, guys.

All volatility is different again, as Ali said, in March and April we had a dip there with some outflows in the CLO ETFs, but from May all the way through the summer through September, we had obviously very, very strong inflows. Everything’s different, but short term volatility, and as Ali said, we are the market in these things. You’d expect to see some price discovery.

Adam, Conference Facilitator: The next question comes from Brennan Hawkin from BMO. Brennan, please go ahead. Your line is open.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Good morning.

Thanks for taking my questions very much, Ali. Appreciate the comments about being limited in what you can say on the bid, but I had some questions that are more process, not really about opining on the offer. I was hoping you could maybe walk us through the special committee’s process and timeline. You know, how will updates be communicated as you progress, and whether or not there’s been any interest expressed by strategic buyers now that Janus Henderson Group plc is formally in play.

Hey, thanks for your question. I really appreciate it. From a process perspective, as best as I can tell, what I’ve been told is that the special committee will be going through a process over months, not weeks. Beyond that, we aren’t commenting on the proposal at this time.

Time. Okay.

Had to give it a try.

Ali Dibadj, Chief Executive Officer, Janus Henderson: All right.

Your ETF progress has been great.

You know, look, obviously JAAA is.

A spread sensitive product, right? When you get concerns about spreads, the flows, they’ll oscillate. It is really encouraging to see how many products you’ve got now above $1 billion. Specifically, you’ve got your first equity product, I believe, JSMD, which is approaching that threshold. Can you walk through your strategy for equity products within the active ETF construct and what your launch plans are as you progress and widen out the suite?

Thank you.

Sure.

Let me just make sure that again, everyone’s got the grounded facts. Yeah, you’re right. You know, we’re now operating a pretty sizable ETF franchise. It’s about $40 billion as at the end of September. That’s 8%. That’ll be up from the number in front of me, but something like 2 or 3% a couple of years ago. Net flows into ETFs in the third quarter were $5.7 billion. Yes, the largest of those was JAAA in the high threes. JMBS, securitized income, JBB, yeah, you’re right, SMICAP growth, short duration were all in the hundreds of millions of dollars of flows. We’re seeing some real, some real diversification of flow behind JAAA, which is now a $20, $25 plus billion product.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Just to add to that, look, our philosophy is relatively simple and pretty consistent. We do things in a client-led way. What we believe our core competency is, is investing in the right companies, delivering good investment performance for folks with differentiated insights, disciplined investments, and delivering world-class service. We’re happy to put in different packaging if clients want that. Different packaging, for example, you know, we put in ETFs, we put in Citizen SMAs to deliver on what our clients want. To be very, very clear, we’re not believers in cloning. We don’t think that makes sense. The products that we currently have in mutual funds are in mutual funds for a reason. There are some real benefits of being in mutual funds in terms of the accessibility, for example, that people can get mutual funds in.

Cloning it doesn’t really make sense because it’s not necessarily a client-led need. We haven’t heard of our clients, at least maybe for others, but our clients at least, saying hey, let’s turn these things into ETFs necessarily. For some areas, exactly as Roger described it, some of those businesses like, you know, JSMB, J Small, as well as some of the more exciting ones that we launched just very, very recently, JHAI, which is an AI ETF, and it’s not just the kind of high flyer ETF, it’s really thoughtful, longer-term place to take advantage of AI shifts more broadly. Picks and shovels and everything else that we think from a longer-term perspective will benefit JX in the U.S. and JTXX in Europe, again based on the use of platform there. Those are transformational businesses that we invest in a very concentrated manner and deliver in ETF form.

Again, we are client-led in the way we develop our products, and they can take many, many different forms. ETF certainly is one of them. That seems to be the right investment strategy for the right client, the packaging that people are preferential to at this point.

Adam, Conference Facilitator: We have time for one final question. This will come from the line of Michael Cypress from Morgan Stanley. Michael, please go ahead. Your line is open.

Hey, good morning. Thanks for squeezing me in. Just Ali, as you’re making investments across the business to drive growth, curious how you would characterize the level of speed at which you’re investing in the versus say a year ago, and how do you see that evolving into 2026? Does that stay at a similar pace? Might that accelerate?

Ali Dibadj, Chief Executive Officer, Janus Henderson: How do you think about that? Yeah, Michael, thank you very much for the question. It’s a really insightful question actually because what typically happens, and I think we’re there now, is that at the start of a kind of new strategy, which we started, call it three years ago, you know, almost to your point.

Ali Dibadj, Chief Executive Officer, Janus Henderson: You invest a little bit, and you wait for the reaction.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Right, it’s kind of like a scientific method.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Right.

Ali Dibadj, Chief Executive Officer, Janus Henderson: You have a hypothesis, you try it, you see what happens, and you get the response, then you kind of add more fuel to the fire or not.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Right.

Ali Dibadj, Chief Executive Officer, Janus Henderson: We started off the strategy.

Ali Dibadj, Chief Executive Officer, Janus Henderson: We had spread out a little bit.

Ali Dibadj, Chief Executive Officer, Janus Henderson: I guess of where we’re investing because we didn’t really know what would hit, what wouldn’t hit. We didn’t know how the clients would respond, etc. Now we’re in the process effectively of culling and focusing, for lack of a better word. You look at your overall expenses, you look at where they’re going, you look at what the returns are from a growth perspective or other elements, right? Risk mitigation could be an element, future cost savings is an element, etc. You readjust. You can do that on a micro level on a day-to-day basis, but you certainly have to look at it from a broader basis as well. That’s the stage we’re at right now, which is not so much from a quantum perspective, but from a where we’re going to invest a much more focused look. It’s a very good question, Michael, and I think you’re right.

We’re at this point where we have now some experience, we have now some data, we know what’s responding or not, and we can kind of focus in and hopefully get some ROI out of the business in particular areas and not get lower ROIs in other areas.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Hopefully that helps.

Great.

As a follow up question, when you’re thinking about the investments you’re making in the business, how long is the list of items that do not make the cut to get funded or don’t get funded in maybe the manner that you’d like? What’s the rationale for why those don’t get funded? If you had more resources, might those be able to be funded? I imagine at some point organizational capacity bandwidth comes into play. How close are you running into that organizational capacity constraint?

Ali Dibadj, Chief Executive Officer, Janus Henderson: Roger can chime in on this. I think we are spending in the right areas and seeing the results come through. To your earlier question, you’re right, some of the areas we just are unable to spend more. Like we can’t launch 100 products, right? Maybe we can, but we can’t launch 1,000 products, right? We can only launch a few of them. There’s some organizational capacity. By the way, some of that is why we’re looking at Aladdin as an underlying tool to be able to allow us to get more capacity on things. That’s why, as I’ve talked before, we’re using technology more broadly to help us do things more efficiently. I mentioned the RFPs, for example. RFPs have gone up about 100% since a couple years ago and we haven’t added more cost there because we’re using technology to help us out.

We’re trying to find ways and we are finding ways to do that. I couldn’t tell you how long the list is. As you can imagine, an organization our size, everybody wants something, but we’re always focused on the ROI of it. I think we’re being pretty disciplined and spending in the right ways.

Yeah, I think that’s quite right, Ali. I’m not the most popular guy around here because we are pretty strict on ROIs, and pleasingly there is more demand than supply. Exactly as you said, Mike, that is two things. It is both money and it is the ability to do things. Prioritizing things and prioritizing some things are independent, some things are interrelated. You really need to understand those things in order to be able to say, yes, we can do this one, or we have to go a bit slower with this one because we’re doing something else. That combination of capacity and cost is really critical to look at, but we are very disciplined in this.

Adam, Conference Facilitator: With this, I’ll now hand back to Ali Dibadj for any concluding comments.

Ali Dibadj, Chief Executive Officer, Janus Henderson: Okay, thanks Adam. Thank you all for joining the call today. I know it’s a busy day. I think this quarter continues to show our momentum step by step, not overnight, but we are building towards sustainable growth. That’s thanks to our IT, Ops, Legal, Finance people, Risk and Compliance, and other support functions. It’s thanks to our world-class 500+ client service teams. It’s thanks to our outstanding group of 350+ investment managers, and to all of them, thank you. Let’s continue to finish the year strongly on behalf of our clients, our shareholders, and our other stakeholders. Thanks everybody.

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