2025 Q4 -tulosraportti
45 päivää sitten
‧56 min
Tarjoustasot
First North Sweden
Määrä
Osto
-
Myynti
Määrä
-
Viimeisimmät kaupat
| Aika | Hinta | Määrä | Ostaja | Myyjä |
|---|---|---|---|---|
| 15 000 | - | - | ||
| 2 000 | - | - | ||
| 7 240 | - | - | ||
| 4 088 | - | - | ||
| 7 861 | - | - |
Välittäjätilasto
Dataa ei löytynyt
Yhtiötapahtumat
Datan lähde: FactSet, Quartr| Seuraava tapahtuma | |
|---|---|
2026 Q1 -tulosraportti 12.5. |
| Menneet tapahtumat | ||
|---|---|---|
2025 Q4 -tulosraportti 11.3. | ||
2025 Q3 -tulosraportti 12.11.2025 | ||
2025 Q2 -tulosraportti 12.8.2025 | ||
2025 Q1 -tulosraportti 13.5.2025 | ||
2024 Q4 -tulosraportti 13.2.2025 |
Asiakkaat katsoivat myös
Shareville
Liity keskusteluun SharevillessäShareville on aktiivisten yksityissijoittajien yhteisö, jossa voit seurata muiden asiakkaiden kaupankäyntiä ja omistuksia.
Kirjaudu
·2 päivää sittenWhy choose a capital increase now ? Decline in MRR - so no growth as promised - who do they think will jump on ? I hope they have a good plan before I actively participate in this new issuance. And I look forward to hearing about all their good plans on the 28th. See you there 🤩
1 päivä sitten1 päivä sittenThey've wiped their investors out- not once, but over and over and over. All the while maintaining false/misleading expectations that success is just around the corner- expectations they've failed to deliver on over and over and over. I get that it's a tough task, and that they're efforts have been severely impaired by a series of unforeseeable/hard-to-grapple-with adversities: A drop in financial market liquidity and a subsequent lack of market support as interest rates went higher. Slowing growth for AWS due to growth consolidation and inflationary pressures. Demand destruction in their sector from disruptions to EU/U.S trade relations. Circumstances have been hellish. J.L. has probably worked very hard. Which might be why he sees himself as the "hero" of the story- calling his CFO his "squire" on the quarterlies introduction (implying that HE is a noble knight who needs the sword his squire is carrying to face investors who had become adversarial), describing the process of signing large potential customers in the AWS-system "chasing dragons" (implying the same again- he is a noble knight and the potential customers are adversaries.) He called in an extra sales consultancy (because his team had trouble selling), he called in an extra CPO (because his team had problems juggling tasks, developments and priorities), he replaced most the DEVOPS (only 2 of the original cast remaining, because they were too costly.) Any chance here that "he is a noble knight and his team is the adversary"? And, off course, now he needs a partner manager. What's different this time? Never once was the problem Jon Levin or the board- their leadership, strategies, priorities or goals. They are still gunning for 30% growth p/year... J.L. might have "fought valiantly", but he has not produced desired outcomes, never delivered on the expectations he himself and the board have set (Roche signing being one lone exception- one oasis in a 6-year desert.) Whatever achievements/milestones have been reached, it's off the backs of investors who have had their savings wiped out, and off the backs of his team who have worked been working shorthanded while J.L. has replaced 80% of the engineers to save money he has spent on strategies that did not work. I don't see a hero, I see a main character muppet who is somehow both the victim and the hero in all this. He should take responsibility and waive his right to a salary to pay for the partner manager he now needs, until he has delivered a resemblance of what he has promised, and until his investors have been reasonably made whole again. 30% dilution on top of our 50% yearly decline is completely unreasonable and out of bounds.1 päivä sitten1 päivä sittenThe question then, is how can we enforce accountability? A vote of no confidence would most likely only have symbolic effect. The AGM presides over the board, and the board presides over the CEO. So we can pressure the board, but not really the CEO. Putting pressure on the board is unlikely to yield much result. The nomination comittee was disbanded some years ago, so any attempt to toss the board would have to find be preceeded by finding willing candidates to replacement them. And it's unlikely any of the board members would have objections to leaving, not really having much incentive to stay associated with this failing, 34m SEK belly-flop. Any other ideas?- 2 päivää sitten2 päivää sittenSigh.
·2 päivää sittenAt the same time, we are evaluating additional candidates step by step to build the sales team while maintaining strong cost discipline. It is critical that we do not spend capital we do not have, while working methodically toward achieving positive cash flow. Can one trust this now then?? No further emissions, but that this is the last one and that the company thereafter ensures (!) that they become self-financed via their cash flow?·2 päivää sitten · MuokattuBelieves in the agency strategy with continuous smaller revenue streams in combination with - hopefully - occasional larger enterprise orders. But as you mention, the credibility and track record that the company communicates leaves a bad taste and a lot to be desired. The company is going to hire a partner manager and I guess that adds a personnel cost of around 80 ksek per month. Cash EBITDA was around -320 ksek per month. So around 400 ksek per month the company needs to bring in extra to cover its costs. I hope that this is ensured before more hirings are considered. - ·14.4. · MuokattuSold Sivers a year ago and invested more in Divio, as I perceived the company as a better investment case in the short term - based on what the company had communicated - and with a plan to rotate back to Sivers thereafter with that part. I shouldn't have done that. Missed most of the all-time rally in Sivers and have "gotten stuck" in Divio where "short term" has now become a year. It doesn't always turn out as one intended. I believe in Divio, but this is incredibly slow. Market cap 37 msek and P/S 1 (!) - what a joke of a valuation.·15.4.Things don't always go as one expects. However, it's never possible to know when the market starts to price in future earnings 😄 It can happen very suddenly when there are the right indications, which I expect will come during Q2 and Q3. Right now, it is priced for growth to stall.
- 25.3.25.3.Pretty much done trying to poke holes in this investment case. My worries on Fidelity client relations seems to have been unfounded. My newest concern with the software treating secrets like environment variables turned out not to be a Divio-problem, but a problem that the cloud computing market as a whole is grappling with. Lethargic trading these days, but despite few buyers, I'm actually encouraged, because we seem to have run completely out of sellers too. Looks good for some real appreciation on a next positive trigger, IMO. Good luck us!
- 18.3. · Muokattu18.3. · MuokattuSo, I had a friend test the platform. He had some good things to say: It's modern, intuitive, comfortable and very easy to use. (He was using it straight away, and didn't need to read up, look for guides, or experiment to understand the functions.) It saved him lots of time making some simple applications for his hobby-projects. My friend thinks the Divio-platform easily measures up to Heroku, "back when Heroku was good" (his words, not mine.) Asked if he would use it for his own applications, his answer was "probably not". Mainly because the $25 p/month entry-level subscription is pricey compared to alternatives he can use, when his hobby projects are not intended to ever generate revenue. Asked if he would have reccommended it for use for companies where he has worked, his answer was "no", citing a specific security-concern that he encountered as reason. I relayed that issue to management two days ago. Haven't heard back from them, but we'll see if they deem it relevant. So all in all, a bit of a mixed bag for our review.·25.3.It seems that they have hired a couple of extra hands in their organization as they have taken down the positions from LinkedIn. Now we are ready to grow at rocket speed. This is the year where Divio must show that they actually can. They don't have much trust left among the investors.25.3.25.3.The hirings are replacement hirings for two of their senior devops, who have started a new venture together. https://ch.linkedin.com/company/devguard-compliance?trk=public_profile_topcard-current-company I like what they're doing, because it might fit well with the themes of a possible European IT boom. Compliance and GDPR. Might yield business opportunities for Divio too down the line.
Yllä olevat kommentit ovat peräisin Nordnetin sosiaalisen verkoston Sharevillen käyttäjiltä, eikä niitä ole muokattu eikä Nordnet ole tarkastanut niitä etukäteen. Ne eivät tarkoita, että Nordnet tarjoaisi sijoitusneuvoja tai sijoitussuosituksia. Nordnet ei ota vastuuta kommenteista.
Uutiset
Tämän sivun uutiset ja/tai sijoitussuositukset tai otteet niistä sekä niihin liittyvät linkit ovat mainitun tahon tuottamia ja toimittamia. Nordnet ei ole osallistunut materiaalin laatimiseen, eikä ole tarkistanut sen sisältöä tai tehnyt sisältöön muutoksia. Lue lisää sijoitussuosituksista.
2025 Q4 -tulosraportti
45 päivää sitten
‧56 min
Uutiset
Tämän sivun uutiset ja/tai sijoitussuositukset tai otteet niistä sekä niihin liittyvät linkit ovat mainitun tahon tuottamia ja toimittamia. Nordnet ei ole osallistunut materiaalin laatimiseen, eikä ole tarkistanut sen sisältöä tai tehnyt sisältöön muutoksia. Lue lisää sijoitussuosituksista.
Shareville
Liity keskusteluun SharevillessäShareville on aktiivisten yksityissijoittajien yhteisö, jossa voit seurata muiden asiakkaiden kaupankäyntiä ja omistuksia.
Kirjaudu
- ·2 päivää sittenWhy choose a capital increase now ? Decline in MRR - so no growth as promised - who do they think will jump on ? I hope they have a good plan before I actively participate in this new issuance. And I look forward to hearing about all their good plans on the 28th. See you there 🤩1 päivä sitten1 päivä sittenThey've wiped their investors out- not once, but over and over and over. All the while maintaining false/misleading expectations that success is just around the corner- expectations they've failed to deliver on over and over and over. I get that it's a tough task, and that they're efforts have been severely impaired by a series of unforeseeable/hard-to-grapple-with adversities: A drop in financial market liquidity and a subsequent lack of market support as interest rates went higher. Slowing growth for AWS due to growth consolidation and inflationary pressures. Demand destruction in their sector from disruptions to EU/U.S trade relations. Circumstances have been hellish. J.L. has probably worked very hard. Which might be why he sees himself as the "hero" of the story- calling his CFO his "squire" on the quarterlies introduction (implying that HE is a noble knight who needs the sword his squire is carrying to face investors who had become adversarial), describing the process of signing large potential customers in the AWS-system "chasing dragons" (implying the same again- he is a noble knight and the potential customers are adversaries.) He called in an extra sales consultancy (because his team had trouble selling), he called in an extra CPO (because his team had problems juggling tasks, developments and priorities), he replaced most the DEVOPS (only 2 of the original cast remaining, because they were too costly.) Any chance here that "he is a noble knight and his team is the adversary"? And, off course, now he needs a partner manager. What's different this time? Never once was the problem Jon Levin or the board- their leadership, strategies, priorities or goals. They are still gunning for 30% growth p/year... J.L. might have "fought valiantly", but he has not produced desired outcomes, never delivered on the expectations he himself and the board have set (Roche signing being one lone exception- one oasis in a 6-year desert.) Whatever achievements/milestones have been reached, it's off the backs of investors who have had their savings wiped out, and off the backs of his team who have worked been working shorthanded while J.L. has replaced 80% of the engineers to save money he has spent on strategies that did not work. I don't see a hero, I see a main character muppet who is somehow both the victim and the hero in all this. He should take responsibility and waive his right to a salary to pay for the partner manager he now needs, until he has delivered a resemblance of what he has promised, and until his investors have been reasonably made whole again. 30% dilution on top of our 50% yearly decline is completely unreasonable and out of bounds.1 päivä sitten1 päivä sittenThe question then, is how can we enforce accountability? A vote of no confidence would most likely only have symbolic effect. The AGM presides over the board, and the board presides over the CEO. So we can pressure the board, but not really the CEO. Putting pressure on the board is unlikely to yield much result. The nomination comittee was disbanded some years ago, so any attempt to toss the board would have to find be preceeded by finding willing candidates to replacement them. And it's unlikely any of the board members would have objections to leaving, not really having much incentive to stay associated with this failing, 34m SEK belly-flop. Any other ideas?
- 2 päivää sitten2 päivää sittenSigh.·2 päivää sittenAt the same time, we are evaluating additional candidates step by step to build the sales team while maintaining strong cost discipline. It is critical that we do not spend capital we do not have, while working methodically toward achieving positive cash flow. Can one trust this now then?? No further emissions, but that this is the last one and that the company thereafter ensures (!) that they become self-financed via their cash flow?·2 päivää sitten · MuokattuBelieves in the agency strategy with continuous smaller revenue streams in combination with - hopefully - occasional larger enterprise orders. But as you mention, the credibility and track record that the company communicates leaves a bad taste and a lot to be desired. The company is going to hire a partner manager and I guess that adds a personnel cost of around 80 ksek per month. Cash EBITDA was around -320 ksek per month. So around 400 ksek per month the company needs to bring in extra to cover its costs. I hope that this is ensured before more hirings are considered.
- ·14.4. · MuokattuSold Sivers a year ago and invested more in Divio, as I perceived the company as a better investment case in the short term - based on what the company had communicated - and with a plan to rotate back to Sivers thereafter with that part. I shouldn't have done that. Missed most of the all-time rally in Sivers and have "gotten stuck" in Divio where "short term" has now become a year. It doesn't always turn out as one intended. I believe in Divio, but this is incredibly slow. Market cap 37 msek and P/S 1 (!) - what a joke of a valuation.·15.4.Things don't always go as one expects. However, it's never possible to know when the market starts to price in future earnings 😄 It can happen very suddenly when there are the right indications, which I expect will come during Q2 and Q3. Right now, it is priced for growth to stall.
- 25.3.25.3.Pretty much done trying to poke holes in this investment case. My worries on Fidelity client relations seems to have been unfounded. My newest concern with the software treating secrets like environment variables turned out not to be a Divio-problem, but a problem that the cloud computing market as a whole is grappling with. Lethargic trading these days, but despite few buyers, I'm actually encouraged, because we seem to have run completely out of sellers too. Looks good for some real appreciation on a next positive trigger, IMO. Good luck us!
- 18.3. · Muokattu18.3. · MuokattuSo, I had a friend test the platform. He had some good things to say: It's modern, intuitive, comfortable and very easy to use. (He was using it straight away, and didn't need to read up, look for guides, or experiment to understand the functions.) It saved him lots of time making some simple applications for his hobby-projects. My friend thinks the Divio-platform easily measures up to Heroku, "back when Heroku was good" (his words, not mine.) Asked if he would use it for his own applications, his answer was "probably not". Mainly because the $25 p/month entry-level subscription is pricey compared to alternatives he can use, when his hobby projects are not intended to ever generate revenue. Asked if he would have reccommended it for use for companies where he has worked, his answer was "no", citing a specific security-concern that he encountered as reason. I relayed that issue to management two days ago. Haven't heard back from them, but we'll see if they deem it relevant. So all in all, a bit of a mixed bag for our review.·25.3.It seems that they have hired a couple of extra hands in their organization as they have taken down the positions from LinkedIn. Now we are ready to grow at rocket speed. This is the year where Divio must show that they actually can. They don't have much trust left among the investors.25.3.25.3.The hirings are replacement hirings for two of their senior devops, who have started a new venture together. https://ch.linkedin.com/company/devguard-compliance?trk=public_profile_topcard-current-company I like what they're doing, because it might fit well with the themes of a possible European IT boom. Compliance and GDPR. Might yield business opportunities for Divio too down the line.
Yllä olevat kommentit ovat peräisin Nordnetin sosiaalisen verkoston Sharevillen käyttäjiltä, eikä niitä ole muokattu eikä Nordnet ole tarkastanut niitä etukäteen. Ne eivät tarkoita, että Nordnet tarjoaisi sijoitusneuvoja tai sijoitussuosituksia. Nordnet ei ota vastuuta kommenteista.
Tarjoustasot
First North Sweden
Määrä
Osto
-
Myynti
Määrä
-
Viimeisimmät kaupat
| Aika | Hinta | Määrä | Ostaja | Myyjä |
|---|---|---|---|---|
| 15 000 | - | - | ||
| 2 000 | - | - | ||
| 7 240 | - | - | ||
| 4 088 | - | - | ||
| 7 861 | - | - |
Välittäjätilasto
Dataa ei löytynyt
Asiakkaat katsoivat myös
Yhtiötapahtumat
Datan lähde: FactSet, Quartr| Seuraava tapahtuma | |
|---|---|
2026 Q1 -tulosraportti 12.5. |
| Menneet tapahtumat | ||
|---|---|---|
2025 Q4 -tulosraportti 11.3. | ||
2025 Q3 -tulosraportti 12.11.2025 | ||
2025 Q2 -tulosraportti 12.8.2025 | ||
2025 Q1 -tulosraportti 13.5.2025 | ||
2024 Q4 -tulosraportti 13.2.2025 |
2025 Q4 -tulosraportti
45 päivää sitten
‧56 min
Uutiset
Tämän sivun uutiset ja/tai sijoitussuositukset tai otteet niistä sekä niihin liittyvät linkit ovat mainitun tahon tuottamia ja toimittamia. Nordnet ei ole osallistunut materiaalin laatimiseen, eikä ole tarkistanut sen sisältöä tai tehnyt sisältöön muutoksia. Lue lisää sijoitussuosituksista.
Yhtiötapahtumat
Datan lähde: FactSet, Quartr| Seuraava tapahtuma | |
|---|---|
2026 Q1 -tulosraportti 12.5. |
| Menneet tapahtumat | ||
|---|---|---|
2025 Q4 -tulosraportti 11.3. | ||
2025 Q3 -tulosraportti 12.11.2025 | ||
2025 Q2 -tulosraportti 12.8.2025 | ||
2025 Q1 -tulosraportti 13.5.2025 | ||
2024 Q4 -tulosraportti 13.2.2025 |
Shareville
Liity keskusteluun SharevillessäShareville on aktiivisten yksityissijoittajien yhteisö, jossa voit seurata muiden asiakkaiden kaupankäyntiä ja omistuksia.
Kirjaudu
- ·2 päivää sittenWhy choose a capital increase now ? Decline in MRR - so no growth as promised - who do they think will jump on ? I hope they have a good plan before I actively participate in this new issuance. And I look forward to hearing about all their good plans on the 28th. See you there 🤩1 päivä sitten1 päivä sittenThey've wiped their investors out- not once, but over and over and over. All the while maintaining false/misleading expectations that success is just around the corner- expectations they've failed to deliver on over and over and over. I get that it's a tough task, and that they're efforts have been severely impaired by a series of unforeseeable/hard-to-grapple-with adversities: A drop in financial market liquidity and a subsequent lack of market support as interest rates went higher. Slowing growth for AWS due to growth consolidation and inflationary pressures. Demand destruction in their sector from disruptions to EU/U.S trade relations. Circumstances have been hellish. J.L. has probably worked very hard. Which might be why he sees himself as the "hero" of the story- calling his CFO his "squire" on the quarterlies introduction (implying that HE is a noble knight who needs the sword his squire is carrying to face investors who had become adversarial), describing the process of signing large potential customers in the AWS-system "chasing dragons" (implying the same again- he is a noble knight and the potential customers are adversaries.) He called in an extra sales consultancy (because his team had trouble selling), he called in an extra CPO (because his team had problems juggling tasks, developments and priorities), he replaced most the DEVOPS (only 2 of the original cast remaining, because they were too costly.) Any chance here that "he is a noble knight and his team is the adversary"? And, off course, now he needs a partner manager. What's different this time? Never once was the problem Jon Levin or the board- their leadership, strategies, priorities or goals. They are still gunning for 30% growth p/year... J.L. might have "fought valiantly", but he has not produced desired outcomes, never delivered on the expectations he himself and the board have set (Roche signing being one lone exception- one oasis in a 6-year desert.) Whatever achievements/milestones have been reached, it's off the backs of investors who have had their savings wiped out, and off the backs of his team who have worked been working shorthanded while J.L. has replaced 80% of the engineers to save money he has spent on strategies that did not work. I don't see a hero, I see a main character muppet who is somehow both the victim and the hero in all this. He should take responsibility and waive his right to a salary to pay for the partner manager he now needs, until he has delivered a resemblance of what he has promised, and until his investors have been reasonably made whole again. 30% dilution on top of our 50% yearly decline is completely unreasonable and out of bounds.1 päivä sitten1 päivä sittenThe question then, is how can we enforce accountability? A vote of no confidence would most likely only have symbolic effect. The AGM presides over the board, and the board presides over the CEO. So we can pressure the board, but not really the CEO. Putting pressure on the board is unlikely to yield much result. The nomination comittee was disbanded some years ago, so any attempt to toss the board would have to find be preceeded by finding willing candidates to replacement them. And it's unlikely any of the board members would have objections to leaving, not really having much incentive to stay associated with this failing, 34m SEK belly-flop. Any other ideas?
- 2 päivää sitten2 päivää sittenSigh.·2 päivää sittenAt the same time, we are evaluating additional candidates step by step to build the sales team while maintaining strong cost discipline. It is critical that we do not spend capital we do not have, while working methodically toward achieving positive cash flow. Can one trust this now then?? No further emissions, but that this is the last one and that the company thereafter ensures (!) that they become self-financed via their cash flow?·2 päivää sitten · MuokattuBelieves in the agency strategy with continuous smaller revenue streams in combination with - hopefully - occasional larger enterprise orders. But as you mention, the credibility and track record that the company communicates leaves a bad taste and a lot to be desired. The company is going to hire a partner manager and I guess that adds a personnel cost of around 80 ksek per month. Cash EBITDA was around -320 ksek per month. So around 400 ksek per month the company needs to bring in extra to cover its costs. I hope that this is ensured before more hirings are considered.
- ·14.4. · MuokattuSold Sivers a year ago and invested more in Divio, as I perceived the company as a better investment case in the short term - based on what the company had communicated - and with a plan to rotate back to Sivers thereafter with that part. I shouldn't have done that. Missed most of the all-time rally in Sivers and have "gotten stuck" in Divio where "short term" has now become a year. It doesn't always turn out as one intended. I believe in Divio, but this is incredibly slow. Market cap 37 msek and P/S 1 (!) - what a joke of a valuation.·15.4.Things don't always go as one expects. However, it's never possible to know when the market starts to price in future earnings 😄 It can happen very suddenly when there are the right indications, which I expect will come during Q2 and Q3. Right now, it is priced for growth to stall.
- 25.3.25.3.Pretty much done trying to poke holes in this investment case. My worries on Fidelity client relations seems to have been unfounded. My newest concern with the software treating secrets like environment variables turned out not to be a Divio-problem, but a problem that the cloud computing market as a whole is grappling with. Lethargic trading these days, but despite few buyers, I'm actually encouraged, because we seem to have run completely out of sellers too. Looks good for some real appreciation on a next positive trigger, IMO. Good luck us!
- 18.3. · Muokattu18.3. · MuokattuSo, I had a friend test the platform. He had some good things to say: It's modern, intuitive, comfortable and very easy to use. (He was using it straight away, and didn't need to read up, look for guides, or experiment to understand the functions.) It saved him lots of time making some simple applications for his hobby-projects. My friend thinks the Divio-platform easily measures up to Heroku, "back when Heroku was good" (his words, not mine.) Asked if he would use it for his own applications, his answer was "probably not". Mainly because the $25 p/month entry-level subscription is pricey compared to alternatives he can use, when his hobby projects are not intended to ever generate revenue. Asked if he would have reccommended it for use for companies where he has worked, his answer was "no", citing a specific security-concern that he encountered as reason. I relayed that issue to management two days ago. Haven't heard back from them, but we'll see if they deem it relevant. So all in all, a bit of a mixed bag for our review.·25.3.It seems that they have hired a couple of extra hands in their organization as they have taken down the positions from LinkedIn. Now we are ready to grow at rocket speed. This is the year where Divio must show that they actually can. They don't have much trust left among the investors.25.3.25.3.The hirings are replacement hirings for two of their senior devops, who have started a new venture together. https://ch.linkedin.com/company/devguard-compliance?trk=public_profile_topcard-current-company I like what they're doing, because it might fit well with the themes of a possible European IT boom. Compliance and GDPR. Might yield business opportunities for Divio too down the line.
Yllä olevat kommentit ovat peräisin Nordnetin sosiaalisen verkoston Sharevillen käyttäjiltä, eikä niitä ole muokattu eikä Nordnet ole tarkastanut niitä etukäteen. Ne eivät tarkoita, että Nordnet tarjoaisi sijoitusneuvoja tai sijoitussuosituksia. Nordnet ei ota vastuuta kommenteista.
Tarjoustasot
First North Sweden
Määrä
Osto
-
Myynti
Määrä
-
Viimeisimmät kaupat
| Aika | Hinta | Määrä | Ostaja | Myyjä |
|---|---|---|---|---|
| 15 000 | - | - | ||
| 2 000 | - | - | ||
| 7 240 | - | - | ||
| 4 088 | - | - | ||
| 7 861 | - | - |
Välittäjätilasto
Dataa ei löytynyt