Consistent financial performance with long track record of growth
- JTC has grown revenues and been profitable every year since its formation in 1987
- We grow through a combination of organic and inorganic growth strategies
- The Company has set medium-term guidance of 8% – 10% net organic revenue growth and 33% – 38% underlying EBITDA margin
High quality recurring revenues with cashflow visibility
- JTC has predictable, non-cyclical recurring revenues from long term client structures (the average client relationship is c. 10 years)
- Medium-term guidance for cash conversion is 85% – 90%
Diversified across clients, services and jurisdictions
- Our revenue streams are diversified across a broad range of clients, geographies and service lines
- We are therefore protected against a downturn in trading conditions in any single market
- Low client concentration with no single client accounting for more than 5 per cent. of revenue and top 10 clients contributing less than 20 per cent. of revenue
Long term structural market changes driving demand
JTC’s market growth is driven by macro-economic factors, including:
- the increasingly complex regulatory environment, which creates demand for our services and high barriers to entry for new participants
- the trend towards outsourcing, which reduces risk and increases efficiency for clients
- continuing globalisation and demand for international structures
- global wealth creation, which creates demand for our services and increases capital flows
- a fragmented market that is consolidating, which creates an advantage for companies like JTC that have a well-developed global platform
- human expertise and technology are increasingly combining to drive service innovation and deliver efficiency
A successful track record of M&A with further consolidation potential
- We made our first acquisition in 2010 and have a successful track record in sourcing, executing and integrating the companies we acquire
- We have invested in technology infrastructure that allows for a quick and efficient integration with minimal disruption
- The fragmented market we operate in means that further acquisition opportunities exist
- Inorganic growth will continue to be a key part of JTC’s growth strategy
Well invested business with capacity to support future growth
- As JTC has grown rapidly we have invested consistently in our cost base
- The business has the central infrastructure and expertise to support significant further growth
- JTC’s medium-term guidance of 33% – 38% underlying EBITDA margin reflects the level of continuous investment we make in the business
Strong compliance and risk management culture
- An emphasis on compliance and risk management is fundamental to the success of the Group within an industry where reputational risk is high
- JTC has a robust and well-established compliance and risk management framework and relationships with all the relevant regulators
Experienced management team
- The senior management team has strength and depth, with involvement both in winning new business and maintaining client relationships
- The Chief Executive Officer, Nigel Le Quesne, has a long-term commitment to the business, having been at JTC since 1991
Shared ownership – people are central to JTC
- At JTC every employee is an owner of the business and this culture of shared ownership aligns us completely with the best interests of our clients and other stakeholders
- In 1998, we created the first JTC Employee Benefit Trust (EBT), turning employees into stakeholders
- JTC’s shared ownership programmes have created more than £350m of value for employee owners, much of which remains invested in the business today. Employees, including via the JTC EBT, own over 20% of the issued share capital
- In 2019, our shared ownership story and culture was made the subject of a Harvard Business School MBA case study