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INTLOOP Inc. Investor Presentation 2026
14541_rns_2026-06-12_c1392dbc-bc88-4a98-b291-bacfc3b4e219.pdf
Investor Presentation
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intloop
FY26/7 Q3
Results Presentation for Third Quarter (Q3) of Fiscal Year Ending July 2026 (FY26/7)
INTLOOP Inc.
June 12, 2026
Securities Code: 9556 TSE Growth Market
JPX Startup 100
© INTLOOP Inc.
2
intloop
- Executive Summary
- Financial Highlights
- Revision to FY26/7 Earnings Forecast and FY27/7 Outlook
- Recent Initiatives
- APPENDIX
intloop
1. Executive Summary
© INTLOOP Inc.
Executive Summary (1/2)
intloop
Q3 YTD Results of FY26/7
- Revenue: 29,945 million yen (up 20.8% YoY), Gross Profit: 8,957 million yen (up 33.2% YoY)
- ☑ Q3 revenue reached 10,588 million yen, setting a new record high for a single quarter
- ☑ The gross profit margin for Q3 was 30.9%, an improvement of 3.6 percentage points year-on-year
-
☑ By focusing on high-margin, high-profit projects, the gross profit for Q3 YTD is progressing as planned
-
Operating profit: 610 million yen (down 59.7% YoY)
- ☑ Recruitment of high-caliber professionals and delivery personnel progressed faster than planned, and a time lag before new hires contributed to revenue, resulted in a year-over-year increase of approximately 1.73 billion yen in recruitment and personnel expenses compared to the budget
- ☑ As a result, the operating profit for Q3 YTD fell below the same period last year
© INTLOOP Inc.
Executive Summary (2/2)
intloop
Downward Revision of FY26/7 Full-Year Earnings Forecast / FY27/7 Full-Year Earnings Forecast
Downward Revision of FY26/7 Full-Year Earnings Forecast
- Due to the reasons stated on the previous page, cumulative operating profit for the first three quarters fell significantly short of the full-year earnings forecast (19.7% of the full-year target), Revision of FY26/7 Full-Year Earnings Forecast
- However, the personnel investments necessary to achieve next fiscal year’s sales targets were largely completed by the end of Q3. While we will continue to make some personnel investments in Q4 and beyond, we will keep them within budget and prioritize restoring profitability. We will focus on leveraging the human capital we have built up to date and expanding the utilization of delivery personnel
- We anticipate improved profitability in FY26/7 Q4 alone, with revenue of 10,055 million yen and operating profit of 790 million yen
FY27/7 Full-Year Earnings Forecast
- In addition to leveraging our expanded human capital, we will further stimulate customer demand and pursue productivity improvements and differentiation through our transition to an “AI-centric company,” as announced on June 5.
- Through these measures, we expect revenue growth to exceed 20% in FY27/7 as well, while keeping investments within budget and maintaining profitability
- There is no change to the outlook for the medium- to long-term growth trajectory, and the company remains committed to achieving the goals of its medium-term management plan, “INTLOOP VISION 2030.”
© INTLOOP Inc.
intloop
2. Financial Highlights
© INTLOOP Inc.
2-1 Financial Highlights (1) (Consolidated, Q3 YTD)
intloop
Revenue and gross profit grew by more than 20% YoY, while operating profit and net profit declined YoY due to proactive investments in human capital
| Net Sales (Consol.) | Operating Profit (Consol.) | Profit Attributable to Owners of Parent | ||||
|---|---|---|---|---|---|---|
| FY26/7 Q3 | 29,945 | million yen | 610 | million yen | 150 | million yen |
| YoY | +5,158 million yen | |||||
| (FY25/7Q3: 24,787 million yen) | +20.8% | -903 million yen | ||||
| (FY25/7Q3: 1,514 million yen) | -59.7% | -702 million yen | ||||
| (FY25/7Q3: 852 million yen) | -82.3% |
Progress is being made in expanding high-margin projects under the “Strengthening Freelance Business/Expanding Consulting Areas” initiative, a key measure of the mid-to-long-term management plan “INTLOOP VISION2030”.
© INTLOOP Inc.
2-2 Financial Highlights (2) (Consolidated, Q3YTD)
intloop
Although the gross profit margin continued to improve, driven by factors such as the acquisition of high-margin projects, operating profit decreased due to proactive hiring, primarily of delivery personnel
(Unit:million yen)
| (Unit:million yen) | FY26/7
Q3YTD
(Consol.) | FY25/7 Q3YTD
(Consol.) | | Earnings forecast
(FY26/7) | Progress rate
(FY26/7) |
| --- | --- | --- | --- | --- | --- |
| | | Actual | % Change | | |
| Net sales | 29,945 | 24,787 | +20.8% | 43,800 | 68.4% |
| Gross profit | 8,957 | 6,724 | +33.2% | — | — |
| Gross profit margin | 29.9% | 27.1% | +2.8pt | — | — |
| Operating profit | 610 | 1,514 | -59.7% | 3,100 | 19.7% |
| Operating margin | 2.0% | 6.1% | -4.1pt | 7.1% | — |
| Ordinary profit | 650 | 1,551 | -58.1% | 3,200 | 20.3% |
| Profit before
income taxes | 609 | 1,497 | -59.3% | — | — |
| Profit Attributable to
Owners of Parent | 150 | 852 | -82.4% | 2,100 | 7.1% |
© INTLOOP Inc.
2-3 Financial Highlights (3) (Consolidated, Q3)
intloop
Revenue reached a record high of 10,588 million yen, with a gross profit margin of 30.9%. However, due to increased recruitment and personnel costs, the company posted an operating loss of 387 million yen in Q3
| (Unit:million yen) | FY26/7 Q3 (Consol.) | FY25/7 Q3 (Consol.) | |||
|---|---|---|---|---|---|
| Actual | Change | % Change | |||
| Net sales | 10,588 | 8,754 | 1,834 | +21.0% | |
| Gross profit | 3,271 | 2,391 | 880 | +36.8% | |
| Gross profit margin | 30.9% | 27.3% | +3.6pt | — | |
| SG&A costs | Recruitment costs / personnel expenses | 2,968 | 1,408 | 1,560 | +110.8% |
| Advertising Expenses | 164 | 196 | -33 | -16.3% | |
| Other | 526 | 337 | 189 | +56.0% | |
| Operating profit | -387 | 449 | -836 | — |
① Net sales·Gross profit
- Net sales reached 10.5 billion yen, setting a new quarterly record
- Due to an increase in high-margin projects, the gross profit margin improved by 3.6 percentage points year-on-year to 36.8%
- DICS HD and KOZOCOM also contributed to the growth
② Recruitment and Personnel expenses
- Recruitment and personnel expenses increased significantly year-on-year due to proactive hiring focused on senior staff and delivery personnel
③ Advertising and promotional expenses
- Number of registered freelancers exceeds 57,000
- Costs were contained through optimization
④ Other
- Increase in M&A-related research expenses
- Increase in investments in systems, in investments
© INTLOOP Inc.
2-4 Financial Highlights (4) (Non-consolidated, Q3YTD)
intloop
Revenue and gross profit are progressing largely as planned. Although we actively recruited to pursue further growth, we were unable to offset the increase in recruitment and personnel expenses due to the time lag before new hires contributed to sales, resulting in a decrease in operating profit
| (Unit:million yen) | FY26/7 Q3YTD (Non-Consol.) | FY25/7 Q3YTD (Non-Consol.) | Earnings forecast (FY26/7) | Progress rate (FY26/7) | |
|---|---|---|---|---|---|
| Actual | % Change | ||||
| Net sales | 22,210 | 18,684 | +18.9% | 34,000 | +65.3% |
| Gross profit | 6,888 | 5,323 | +29.4% | — | — |
| Gross profit margin | 31.0% | 28.5% | +2.5pt | — | — |
| Operating profit | 56 | 1,176 | -95.2% | 2,900 | 1.9% |
| Operating margin | 0.3% | 6.3% | -6.0pt | 8.4% | — |
| Ordinary profit | 75 | 1,204 | -93.7% | 2,900 | 2.6% |
| Profit before income taxes | 54 | 1,152 | -95.2% | — | — |
| Net Profit | 35 | 753 | -95.2% | 1,900 | 1.9% |
© INTLOOP Inc.
2-5 Financial Highlights (5) (Non-consolidated, Q3)
intloop
Revenue and gross profit margin continued to grow year-on-year and quarter-on-quarter. Gross profit margin has also improved steadily. However, due to proactive investment in human resources, we posted an operating loss of 491 million yen.
| (Unit:million yen) | FY26/7 Q3 (Non-Consol.) | FY25/7 Q3 (Non-Consol.) | FY26/7 Q2 (Non-Consol.) | ||
|---|---|---|---|---|---|
| Actual | % Change | Actual | % Change | ||
| Net sales | 7,750 | 6,497 | +19.3% | 7,283 | +6.4% |
| Gross profit | 2,480 | 1,884 | +31.6% | 2,230 | +11.2% |
| Gross profit margin | 32.0% | 29.0% | +3.0pt | 30.6% | +1.4pt |
| Operating profit | -491 | 357 | — | 79 | — |
| Operating margin | -6.3% | 5.5% | -11.9pt | 1.1% | -7.4pt |
| Ordinary profit | -468 | 387 | — | 77 | — |
| Profit before income taxes | -488 | 387 | — | 77 | — |
| Net Profit | -319 | 253 | — | 51 | — |
① Net sales
- We continue to conduct sales activities focused on high-margin projects by securing major clients and team-based projects
② Gross profit margin
- The gross profit margin continued to improve from the previous quarter and the same period last year due to the acquisition of high-margin projects
③ Operating profit
- As part of our investment in human resources, we actively recruited mid-career hires, investing 640 million yen in recruitment expenses in Q3
- Personnel expenses increased by 350 million yen compared to the same period last year. We expect these hires to contribute to revenue starting in Q4
- We will continue to optimize advertising investments, while maintaining effectiveness and controlling costs
© INTLOOP Inc.
2-6 Human Capital Enhancement
intloop
Recruitment is progressing faster than planned, primarily for delivery staff
A large number of new employees joined in Q2 and Q3, expanding the delivery staff to approximately 670
© INTLOOP Inc.
2-7 Progress in Recruitment of High-Level Talent
intloop
Prioritizing investment in human resources, recruitment of senior-level talent is progressing smoothly at a pace exceeding that of the previous year.
We expanded our sector and solution coverage to strengthen our sales structure for high-value-added projects
intloop
INTLOOP Inc.
Hired in Q1-Q3: 16 in total
| Managing Director/ Senior Director | Director/ Senior Manager | Total | |
|---|---|---|---|
| (Reference) FY25 Total | 5 | 8 | 13 |
| FY26 Q3 YTD | 7 | 9 | 16 |
| Q1 | 2 | 1 | 3 |
| Q2 | 1 | 6 | 7 |
| Q3 | 4 | 2 | 6 |
intloop Strategy
INTLOOP Strategy Inc.
Hired in Q1-Q3: 16 in total
| Managing Director/ Senior Director | Director/ Senior Manager | Total | |
|---|---|---|---|
| (Reference) FY25 Total | 4 | 4 | 4 |
| FY26 Q3 YTD | 8 | 8 | 16 |
| Q1 | 4 | 3 | 7 |
| Q2 | 0 | 3 | 3 |
| Q3 | 4 | 2 | 6 |
intloop Project Management
INTLOOP Project Management Inc.
Hired in Q1-Q3: 32 in total
| Managing Director/ Senior Director | Director/ Senior Manager | Total | |
|---|---|---|---|
| (Reference) FY25 Total | — | — | — |
| FY26 Q3 YTD | 9 | 23 | 32 |
| Q1 | 0 | 7 | 7 |
| Q2 | 0 | 7 | 7 |
| Q3 | 9 | 9 | 18 |
© INTLOOP Inc.
intloop
3. Revision to FY26/7 Earnings Forecast and FY27/7 Outlook
© INTLOOP Inc.
3-1 Revised Full-Year Earnings Forecast for FY26/7
intloop
Although sales and gross profit are generally progressing as planned, recruitment and personnel expenses exceeded the budget due to recruitment progress ahead of plan, leading to a downward revision of the full-year earnings forecast for FY26/7
| (Unit:million yen) | FY26/7
Q3 YTD
Actual
(Consol.) | FY25/7
Q3 YTD
Actual
(Consol.) | % Change | FY26/7
Initial
Forecast
(Consol.) | % Change |
| --- | --- | --- | --- | --- | --- |
| Net sales | 29,945 | 24,787 | +20.8% | 43,800 | 68.4% |
| Operating Income | 610 | 1,514 | -59.7% | 3,100 | 19.7% |
| Ordinary income | 650 | 1,551 | -58.3% | 3,200 | 20.2% |
| Profit Attributable to Owners of Parent | 150 | 852 | -82.3% | 2,100 | 7.1% |
© INTLOOP Inc.
3-2 Reasons for the Downward Revision and Q4 Outlook
intloop
In the first three quarters, recruitment and personnel expenses increased by 1.73 billion yen compared to the initial budget, resulting in a decline in operating profit. However, starting in Q4, we plan to keep recruitment costs within budget, leverage the human capital we have built up to date, and expanding the utilization of delivery personnel, we expect profit improvement
| (Unit:million yen) | FY26/7 Q3 YTD Initial Forecast (Consol.) | FY26/7 Q3 YTD (Consol.) | FY26/7 Q4 Revised Forecast (Consol.) | FY26/7 Revised Forecast (Consol.) | ||
|---|---|---|---|---|---|---|
| Actual | Achievement Rate | |||||
| Revenue | 32,000 | 29,945 | -6.4% | 10,055 | 40,000 | |
| Gross Profit | 9,000 | 8,957 | -0.5% | 3,543 | 12,500 | |
| SG&A costs | Recruitment and personnel expenses | 4,000 | 5,735 | +43.3% | 2,265 | 8,000 |
| Advertising expenses | 500 | 365 | -27.0% | 135 | 500 | |
| Other | 2,400 | 2,247 | -6.4% | 353 | 2,600 | |
| Operating profit | 2,100 | 610 | -71.0% | 790 | 1,400 |
① Revenue and Gross Profit
- Revenue and gross profit are progressing largely in line with initial forecasts, and the gross profit margin has improved more than expected
② Recruitment and Personnel Expenses
- Recruitment and labor costs increased by 1.73 billion yen compared to the budget due to progress in hiring exceeding plans (Including recruitment for initiatives to transition to an AI-centric company)
- However, the personnel investment required to achieve the revenue scale for FY27/7 will be largely completed by Q3
- While we will continue to make some investment in personnel from Q4 onward, we will keep costs within budget and prioritize restoring profitability
- We will focus on leveraging the expanded project pipeline and increasing the utilization of delivery personnel
© INTLOOP Inc.
3-3 Full-Year Earnings Forecast for FY27/7
intloop
In addition to leveraging our expanded human capital and transitioning to an AI-centric operational structure, we expect revenue growth to exceed 20% for FY27/7. We remain disciplined in our investments and improve profitability.
Our long-term growth outlook remains unchanged, and we remain committed to achieving the targets set forth in our medium-term management plan.
| (Unit:million yen) | FY26/7
Forecast
(Consol.) | FY27/7
Forecast (Consol.) | |
| --- | --- | --- | --- |
| | | Forecast | % Change |
| Revenue | 40,000 | 48,000 – 50,500 | 20.0% – 26.3% |
| Gross profit | 12,500 | 15,200 – 16,300 | 21.6% – 30.4% |
| Gross profit margin | 31.3% | 31.7% – 32.3% | — |
| Operating profit | 1,400 | 3,500 – 4,600 | 150.0% – 228.6% |
| Operating profit margin | 3.5% | 7.3% – 9.1% | — |
| Ordinary profit | 1,400 | 3,500 – 4,600 | 150.0% – 228.6% |
| Net income attributable to | 650 | 2,300 – 3,000 | 253.8% – 361.5% |
① Revenue and Gross Profit
- Current demand remains robust
- We expect revenue growth to exceed 20% due to an expansion of the sales pipeline and increased utilization of newly hired delivery staff
- Due to ongoing price increases, the gross profit margin is expected to improve further
② Recruitment and Labor Costs
- Focusing on expanding the utilization of newly hired staff
- While we will make a certain level of investment in personnel, within budget, prioritizing a return to profitability
③ Investment in new businesses
- We plan to invest in new AI-related businesses such as INTLOOP Pocket, but will maintain an operating profit margin of 7.3%
© INTLOOP Inc.
3-4 Mid- to Long-Term Initiatives - Transformation to an "AI-Centric Company"
intloop
Initiated a full-scale transition to an AI-centric company by embedding AI into all internal operations and client-facing services and consolidating resources across the Group.
*Based on the INTLOOP Mid-Term Management Plan "INTLOOP VISION 2030" announced in September 2024
- Internal AI Implementation – Dogfooding, where the company itself is the first customer
- Promoting AI Adoption Through a Company-wide CoE Organization
- AI-Powered Matching for Freelancer Talent Databases
-
Augmentation of Consulting Services
⇒ We expect productivity improvements of 50% or more in internal operations other than consulting -
External Sales of AI Agent Products
- Leveraging 20 years of accumulated consulting expertise through AI agents
-
Enabling SMEs and regional companies to embrace AI without being left behind
-
Collaboration with the AI Startup Ecosystem
- Collaboration with AI startups through INTLOOP Ventures
-
Partner resources, including our capital and business alliance partner "Idein (Edge AI)"
-
Global AI Talent Network
- 57,000 Freelance Consultants in Japan
- Vietnamese Offshore Talent via KOZOCOM Co., Ltd., a Group Company
© INTLOOP Inc.
3-5 Our Proprietary Task-Specific AI Agent Solution "INTLOOP Pocket" (1/2)
intloop
As the first step toward our “AI-Centric Company” vision, we are launching the full-scale deployment of “INTLOOP Pocket,” a business-specific AI agent. By incorporating business insights and process design know-how, delivering outputs of consulting-grade quality
intloop
A suite of business-specific AI agent solutions based on unique insights that cannot be achieved with general-purpose LLMs or generative AI
Strengths of INTLOOP Pocket
① Converting tasks from consulting services into tasks that can be generalized across all industries converting them into AI agents
- Agents optimized for specific business domains, not general-purpose AI
- Incorporating 20 years of accumulated consulting expertise
② No prompts required; service usage and output generation via Q&A
- Designed so anyone can use it immediately without specialized knowledge
- Integrated into business workflows with a focus on adoption in the field
③ High-quality output generated by incorporating consulting insights and partners' proprietary data High-quality output
- Insights gained from implementation and verification in our consulting and back-office operations
- Integrated management of internal use and external sales for continuous improvement
© INTLOOP Inc.
3-5 "INTLOOP Pocket," Our Proprietary Business-Specific AI Agent Solution (2/2)
intloop
Fully leveraging our existing customer channels, venture ecosystem, and more. We are expanding our proprietary solution portfolio, and our consultants, acting as FDEs®, to identify new consulting needs and support clients' AI DX
- FDE: Forward Deployed Engineer. These engineers bring our company's AI and software products directly to the customer's operational site, taking on a comprehensive role from identifying challenges to system implementation and operational stabilization
© INTLOOP Inc.
3-6 AI BPO Consulting Solutions
intloop
Hands-on consulting services to help clients adopt, operationalize, and internalize AI, while solving business function-specific AI challenges through project-based engagements. The delivery organization required for this service offering has already been established through proactive hiring and talent development initiatives.
Three Barriers Faced by Customers
01
The Hurdle of Adoption
Even after AI is introduced, it isn't used on the front lines
02
The Barrier of Local Optimal Solutions
Standard agents don't fit to the company's operations
03
The Orchestration Barrier
Cross-departmental and multi-Agent Integration is not progressing
> "Three Barriers That Cannot Be Overcome by Simply Implementing Standardized Products"
> intloop
Consulting, AI agent development capabilities, and PMO-led implementation. We can fully leverage INTLOOP's strengths to provide end-to-end solutions
- Expanding Consulting Coverage
- AI BPO is a growth axis that fills new cells in the "Business Process × Industry" matrix
-
Transitioning Existing Consultants to AI BPO Delivery
-
Expanding the matrix organization of expertise
- Developing AI agents from internal operations (dogfooding)
→ Organizing talent with AI BPO delivery expertise -
Development and implementation of task-specific mini-agents tailored to customer challenges
-
Increased utilization of consultants recruited through our enhanced recruitment efforts
- Significant deployment of resources to AI agent and AI BPO projects
- Transitioning into an integrated solutions platform provider combining cutting-edge technology and talent
© INTLOOP Inc.
3-7 AI-Centric Solution Framework
intloop
An end-to-end model of consulting expertise $\times$ AI agents $\times$ hands-on support, accelerating clients' AI adoption and business transformation
© INTLOOP Inc.
3-8 Structural Transformation Focused on Unit Price and Gross Profit — Enhance Group Collaboration
intloop
We provide end-to-end support from upstream consulting services to development/implementation and operation and maintenance. Aim to increase high-margin projects through collaboration across our group.
© INTLOOP Inc.
3-9 Building a Sector × Solution Matrix Structure (1/2)
intloop
In FY26/7 Q3, recruiting experts in priority sectors such as Financial Services, Technology, Mobility, Public Sector, and Manufacturing; newly establishing AI Modernization as a new solution
© INTLOOP Inc.
3-9 Building a Sector × Solution Matrix Structure (2/2)
intloop
Professionals with extensive experience in areas such as Financial Services, Manufacturing, Technology, Mobility, Public Sector, and AI & Data have newly joined
| Profiles of Key New Participants | ||
|---|---|---|
| intloop | ||
| Finance | Partner | |
| Kaoru Ota | • Specializes in upstream processes—credit screening and receivables collection, plus operational enhancement, market research, and business planning | |
| • Able to contribute across PM and consulting, from planning and rollout to operations for DX initiatives such as AI | ||
| Finance | Associate Partner | |
| Takahiro Hamaguchi | • Roughly 20 years in IT consulting, with a long track record supporting clients' DX planning and execution | |
| • Specializes in PM across the full IT lifecycle, from upstream IT concept design to operations and maintenance | ||
| Finance | Manufacturing | |
| Manufacturing | Associate Partner | |
| Nobuhide Hashimoto | • 35+ years of hands-on experience, from scratch-built systems to SAP | |
| • Able to contribute across project management and consulting, including new implementations and system re-architecture | ||
| Manufacturing | Media | |
| Manufacturing | Partner | |
| Shinichi Ujiie | • Broad experience across strategy, business-process, and system projects | |
| • Extensive support track record for senior management, particularly in strategic risk-management services | ||
| Technology | Managing Director | |
| Shinichi Fujikawa | • 19 years at a Japanese consulting firm, serving as Lead Client Partner for an integrated electronics manufacturer | |
| • Leading engagements end-to-end—mainly in manufacturing—from growth-strategy design to DX execution and PMO-driven adoption | ||
| --- | --- | --- |
| Mobility | Director | |
| Arata Takahashi | • 30 years delivering professional services at consulting firms | |
| • Providing automotive-centered manufacturing clients with services from initial concept to on-site implementation | ||
| Public | Director | |
| Tsuyoshi Kamise | • After working at the Ministry of Internal Affairs and Communications (legal reform, economic-policy planning, etc.), spent 25 years at Big 4 and similar firms | |
| • Consistently focusing on the public sector throughout his consulting career | ||
| AI & Data | Director | |
| Satoshi Takahashi | • Extensive track record in data science and AI at consulting firms | |
| • As Chief Data Officer at a company he founded, led the design and development of generative-AI and data-analytics products |
© INTLOOP Inc.
3-10 Hiring Executive Strategists and Special Advisors
intloop
Recruiting leading domestic authorities in CISO and PM/PMO Strengthening key team members to accelerate the enhancement of strategic capabilities and the advancement of DX initiatives
INTLOOP Key Members Page
: https://www.intloop.com/company/member/
INTLOOP Project Management Team Introduction Page
: https://pm.intloop.com/company/member/
Executive Strategist
Seiichiro Nukui
He joined Arthur Andersen & Co. (now Accenture Japan), where he served as Partner and later as Executive Officer and Head of the Telecom, Media & High-Tech Industry Group, focusing mainly on management strategy, IT, and business process reengineering in high-tech manufacturing. After joining Hitachi, Ltd. in 2015, he served as Executive IT Strategist and went on to hold roles including Chief One Hitachi Promotions Officer and Team Leader of the One Hitachi promotion team in the Strategy Planning Division, as well as Senior Executive Officer, CIO, and Head of the IT Digital Division. He drove large-scale organizational transformation across management strategy, business reform, and IT, leading company-wide DX. He was appointed INTLOOP Executive Strategist in 2026, his current role.
Special Advisor
Hironori Kanba
After joining IBM Japan in 1973, he held roles in project development and as a Project Manager (PM) across a wide range of industries, including manufacturing, finance, insurance, and logistics. He subsequently served as a Director of IBM Japan and as IBM Japan PM Profession Executive. From 2008 to 2013, he served as Chair of the PMI Japan Chapter, contributing to the spread and advancement of project management in Japan. In 2011, he founded the Kanba PM Institute, where he remains active as its representative, and he has supported more than 30 companies to date. He provides customized, company-specific training tailored to client needs, covering everything from planning and proposals to courseware development and delivery. From 2021 to 2025, he presented at the PMI Japan Forum on expanding and enhancing PM competency, winning the top award multiple times.
© INTLOOP Inc.
intloop
4. Recent Initiatives
© INTLOOP Inc.
27
4-1 Redefining MVV
intloop
Becoming a consulting firm that walks alongside clients —supporting transformation and implementation— in an era of accelerating DX/AI and rapid corporate change
Introduction LOOP
Intelligence LOOP for X
Lead the Transformation
Outshine, Outgrow
Pay it Forward
Corporate Website - Corporate Philosophy Page: https://www.intloop.com/company/philosophy/
© INTLOOP Inc.
4-2 M&A Track Record - Acquisition of Cross System Service(1/2)
intloop
In March 2026, INTLOOP acquired 100% of the shares of Cross System Service Co., Ltd. (CSS), a company with strong capabilities in IT solutions for the financial industry
| Company Name | Cross System Service Co., Ltd. |
|---|---|
| Head Office | 3-6-4 Sotokanda, Chiyoda-ku, Tokyo |
| Representative | Tomohiro Kamata, President and CEO |
| Established | April 1, 2011 |
| Capital | 40 million yen |
| Business | System development and infrastructure construction for financial institutions |
| Employees | 54 |
Strengths & Differentiators
- Long-standing, trust-based relationships with major financial institutions
- Direct, end-user relationships with major securities firms, banks, and life/non-life insurers, maintained consistently since founding
-
A strong foundation of trust built over years of serving the financial industry, known for its stringent credit and compliance standards
-
Many engineers with deep expertise in financial systems
-
High-level engineers who understand the quality and security requirements unique to the financial industry, embed deeply in client operations, and work alongside them as partners
-
End-to-end coverage from development to maintenance and operations
- Accurately grasps each client's business environment and system characteristics, delivering end-to-end from new development to operations and maintenance
- Stable recurring (stock-type) revenue and high client retention through long-term, full-lifecycle partnership
© INTLOOP Inc.
4-2 M&A Track Record - Acquisition of Cross System Service(2/2)
intloop
As part of "strengthening industry-axis capabilities" in the Medium-Term Management Plan, partnering with CSS—a company with strong capabilities in the financial domain—to create synergies across the entire Group
Management Comments
Although it has been less than three months since we joined the Group, we are already seeing concrete results—joint client proposals between the two companies and new contract wins.
In areas we previously had to decline opportunities due to resource constraints, we are seeing real potential to open new paths by combining INTLOOP's talent-supply capacity and its IT and upstream consulting capabilities with our own expertise in the financial domain. Our collaboration is still only partial, but going forward we will deepen our mutual understanding of each other's capabilities, strengthen the partnership, and drive sustainable growth for both companies.
Expected Synergies
01
Delivery of high-value-added services
Winning large-scale, high-margin engagements by integrating the Group's strategy and IT consulting
Cross-selling
02
Revenue growth and higher added value through cross-selling into CSS's client base
03
Strengthened resource-supply capacity
Stronger resource-supply capacity and improved deal-winning capability by leveraging the Group's talent platform
04
Leveraging the credibility of a listed group
Business expansion, stronger talent recruitment, and reinforced management governance by leveraging credibility as a listed-company group
© INTLOOP Inc.
4-3 M&A Strategy (1) – Our Core Competencies and Value Offered to Target Companies
intloop
As one of our key strategic initiatives, we pursue M&A that leverages the strengths of our core businesses, aiming to further expand our solutions and enter new growth areas
Our Core Competencies
| 01 | End-to-end consulting capabilities spanning strategy, design, implementation, and operations |
|---|---|
| 02 | Strong client base centered on large enterprises |
| Track record of working with over 1,000 companies in Japan | |
| 03 | One of Japan's largest networks of highly skilled freelance professionals |
| *57,000 registered professionals (as of May 2026) | |
| 04 | Credibility and financial strength as a listed company |
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M&A leveraging the existing strengths of our Group
Expected Synergies / Value Provided to Partner Companies
| Expansion of prime contracts and elevation of position in the value chain
Eliminating intermediary margins and raising prices to appropriate levels | Client referrals and joint proposals
Strengthening sales functions and increasing unit price through client referrals and joint proposals |
| --- | --- |
| Improving operational efficiency through AI and DX
Delivering operational excellence by INTLOOP Group | Access to cutting-edge technology
Collaboration with highly capable technology startups and other partners |
| Expansion of human resources through freelance professionals
Scaling delivery capabilities without risk by leveraging freelance talent | Support for talent recruitment and development |
| Strengthening of management functions
Dispatch of executive and corporate function personnel | Provision of growth capital
Leveraging our financial foundation as a listed company |
© INTLOOP Inc.
4-3 M&A Strategy (2) - M&A Investment Policy and Deal Sourcing Track Record
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In-house M&A team actively sources deals both in Japan and overseas. By handling initial screening to PMI, we pursue repeatable and disciplined M&A execution
M&A Investment Policy
- Japan
- South-east Asia and Oceania
- North America
- Consulting, IT system & infrastructure development, IT talent services
- Businesses that complement and align closely with our core operations
- Businesses with upside potential from AI- and DX-driven transformation
- DD conducted by our in-house CoE team, with business plans developed under multiple scenarios
- Analysis based on multiple valuation methods and criteria, including DCF, market multiples, and payback period analysis
Deal Sourcing Track Record
| 2024 | 2025 | 2026 | ||
|---|---|---|---|---|
| Full Year (Jan-Dec) | Jan-Jun | |||
| Tunneel | Domestic | 90 | 127 | 95 |
| Overseas | - | 22 | 34 | |
| Total | 90 | 149 | 129 |
- Increasing sourcing pipeline through relationships with various financial institutions and advisors
- Strengthening focus on overseas sourcing recently
© INTLOOP Inc.
*1: Number of deal opportunities involving companies that fit our target criteria and have indicated an intent to sell
4-3 M&A Strategy (3) - Track Record of Past M&A
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Companies that have joined our Group through M&A have achieved solid growth. Recently acquired companies are also pursuing synergy creation with us in a repeatable manner
M&A Track Record
| Date of Announcement | September 2023 | June 2025 | September 2025 | March 2026 | ||
|---|---|---|---|---|---|---|
| Company Name | DICS Group | |||||
| DICS Holdings | KOZOCOM | |||||
| KOZOCOM, Inc. | comtec | |||||
| Comtech Co., Ltd. | CROSS SYSTEM SERVICE | |||||
| Cross System Service Co., Ltd. | ||||||
| Business Overview | · IT system development | |||||
| · IT infrastructure and network construction | · DX Support | |||||
| · System/App Development | · Telecommunications Equipment Installation | |||||
| · Sales of telecommunications equipment | · DX support and IT solutions for financial institutions | |||||
| Acquisition Purpose/Expected Synergies | · Value chain expansion into the IT infrastructure domain | |||||
| · Mutual client referrals and joint proposals | · Strengthening application development capabilities | |||||
| · Utilizing offshore development bases and expanding the global network | · Collaboration and order expansion in next-generation communication infrastructure and data center construction projects | · Expanding engineering capabilities for the financial industry | ||||
| Achievements | Revenue | JPY 6.2 bn (FY23/3) | JPY 10.0 bn (FY26/3) | Key Initiatives | ||
| · Mutual referrals of clients and projects | ||||||
| · Contribution to AI-related product development within the INTLOOP Group | ||||||
| · Personnel exchange and management support | Synergy creation in progress | |||||
| Operating Profit | JPY 410 mn (FY23/3) | JPY 690 mn (FY26/3) |
© INTLOOP Inc.
4-4 Policy on Capital Allocation
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While striving to continuously enhance corporate value through proactive growth investments, we plan to implement shareholder returns, taking into account stock price levels and financial leverage
To Date
- By enhancing corporate value through proactive growth investments, we return profits to shareholders
- No share buybacks or dividends have been implemented
Revised Policy
- While continuing to make aggressive growth investments to enhance corporate value, we will also implement shareholder returns, taking into account stock price levels and financial leverage
© INTLOOP Inc.
4-5 Overview and Purpose of the Acquisition of Treasury Shares
intloop
In light of changes to the capital allocation policy and current stock prices, the company resolved to repurchase its own shares on June 12, 2026
Overview
| Item | Details |
|---|---|
| Class of shares to be acquired | Common shares of INTLOOP Inc. |
| Total number of shares to be acquired (upper limit) | 190,000 shares |
| (Ratio to total number of issued shares excluding treasury shares: 2.02%) | |
| Total acquisition cost (upper limit) | 300 million yen |
| Acquisition period | June 12, 2026 – January 29, 2027 |
| Acquisition method | Market purchases on the Tokyo Stock Exchange |
Purpose
Improvement in share price levels
- We aim to improve the supply and demand balance for our shares and raise the share price level through the purchase of treasury stock on the market.
Enhancement of Shareholder Returns
- While prioritizing profit distribution through the enhancement of corporate value via proactive growth investments, we will also implement a consistent shareholder return policy, including measures to increase shareholder value through improved capital efficiency.
Introduction of a Stock-Based Compensation Plan
- By introducing an employee stock compensation plan that utilizes treasury stock, we can enhance employees' incentives to increase shareholder value while avoiding the dilution that would result from issuing new shares.
Preparation for Corporate Actions such as M&A
- We will implement flexible capital policies in preparation for M&A and other corporate actions.
© INTLOOP Inc.
intloop
5. APPENDIX
© INTLOOP Inc.
36
- Company Overview
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| Company Name | INTLOOP Inc. |
|---|---|
| Representative Director | Hirofumi Hayashi |
| Headquarters | 2-4-6 Akasaka, Minato-ku, Tokyo, Akasaka Green Cross, 27th Floor |
| Date of Incorporation | February 25, 2005 |
| Capital | 2,012 million yen (including capital surplus) |
| Fiscal Year | August 1 to July 31 of each year |
| Consolidated Revenue | 33,551 million yen (Fiscal year ended July 2013) |
| Number of Consolidated Employees | 1,508 (as of January 31, 2026) |
| Business Activities | • Business Strategy and Operational Reform Consulting |
| • IT Consulting | |
| • Project Management Support | |
| • Professional Consultant Dispatch and Recruitment | |
| • New Business Development and Sales Promotion Support | |
| --- | --- |
| Group Company | DICS Holdings.* |
| Nippon DICS* | |
| iT Partners* | |
| N-Stage* | |
| Comtech Co., Ltd.* | |
| KOZOCOM, Inc. | |
| KOZOCOM Vietnam Company Limited | |
| Cross System Service Co., Ltd. | |
| INTLOOP Strategy Inc. (unconsolidated) | |
| INTLOOP Project Management Inc. (unconsolidated) | |
| * DICS Holdings, is the holding company of Japan DICS, iT Partners, N-Stage, and Comtech | |
| A group of IT service companies with ‘SI’, ‘IT Infrastructure’, ‘BPO’, and ‘Facilities’ as their core businesses |
© INTLOOP Inc.
inllocop
2 Management Structure
Representative Director
Hirofumi Hayashi
Apr. 1996
Mar. 2000
Feb. 2001
Feb. 2005
Jul. 2005
Nov. 2018
Oct. 2023
Jan. 2024
Jul. 2025
Sep. 2025
Andersen Consulting (currently Accenture Japan Ltd.)
Catalog City Japan KK
Accenture Japan Ltd.
Established INTLOOP Inc. and assumed post of Representative Director (to present)
Established IT BPO Inc. (currently Monstarlab Inc.) and assumed post of Director
Established KSM Inc. and assumed post of Representative Director (to present)
Director and Chairman of DICS Holdings (to present)
Director and Chairman of INTLOOP Strategy Inc. (to present)
Director and Chairman of KOZOCOM, Inc. (to present)
Director
Chikara Uchino
Apr. 1996
Jul. 2004
Mar. 2005
Jun. 2005
Apr. 2006
Apr. 2006
Dec. 2021
Jan. 2024
Jul. 2025
Sep. 2025
Andersen Consulting (currently Accenture Japan Ltd.)
Amuse Capital Inc.
Director of Feelplus Inc. (currently Marvelous Inc.)
Director of Cavia Inc. (currently Marvelous Inc.)
Representative Director of Cavia Inc. (currently Marvelous Inc.)
Executive Officer of AQ Interactive Inc. (currently Marvelous Inc.)
Partner of Accenture Japan Ltd.
General Manager of INTLOOP Inc.
Director and General Manager of INTLOOP Inc. (to present)
Representative Director and Vice President of DICS Holdings (to present)
Representative Director of INTLOOP Strategy Inc. (to present)
Representative Director of INTLOOP Project Management Inc. (to present)
Auditor of KOZOCOM, Inc. (to present)
Director
Mitsuo Tobe
Apr. 1985
Dec. 1990
Apr. 1997
Aug. 1998
Jul. 2015
Feb. 2019
Representative
Mar. 2020
Sep. 2025
Oct. 2025
Ushio Tokushu Setsubi Co., Ltd.
Director and General Manager of Shoken Co., Ltd.
Managing Director of Shoken Co., Ltd.
Established Nihon DICS Co., Ltd. and assumed post of Representative Director and President (to present)
Director of IT Partners Co., Ltd. (to present)
Established DICS Holdings and assumed post of
Director and CEO (to present)
Director of N-Stage Co., Ltd. (to present)
Director of COMTEC CO., LTD. (to present)
Director of INTLOOP Inc. (to present)
Outside Director (ACM)
Akio Kawabata
Apr. 1967
Corporation)
Mar. 2002
Apr. 2009
May 2016
Sep. 2016
Oct. 2021
Tokyo Shibaura Electric Co., Ltd. (currently Toshiba)
Advisor of SMIC Japan Corporation
Auditor of THine Electronics, Inc.
Auditor of Nippon Electronic Device Industry Association (to present)
Auditor of INTLOOP Inc.
Outside Director (ACM) of INTLOOP Inc. (to present)
Outside Director (ACM)
Fumio Koyama
Apr. 1979
Jul. 2004
Apr. 2017
Jan. 2019
Oct. 2021
Arthur Andersen (currently Accenture Japan Ltd.)
Established Todo Es Posible Japan, Co., Ltd. and assumed post of Representative Director
Advisor of Todo Es Posible Japan, Co., Ltd. (to present)
INTLOOP Inc. and assumed post of Director
Outside Director (ACM) of INTLOOP Inc. (to present)
Outside Director (ACM)
Koji Shimoinaba
Apr. 1977
Corporation)
Jun. 2007
Jun. 2015
Management
Nov. 2018
Oct. 2020
Oct. 2021
Oct. 2021
present)
Apr. 2022
present)
Mar 2023
Sumitomo Bank (currently Sumitomo Mitsui Banking
Japan Research Institute, Ltd. and assumed post of Director
Senior Managing Director (in charge of Planning and
CFB-Japan Co., Ltd. and assumed post of Director (to present)
Auditor of INTLOOP Inc.
Outside Director (ACM) of INTLOOP Inc. (to present)
Director of Koyasan Gakuen Educational Corporation (to
Financial committee member of Koyasan Shingon Sect (to
Auditor of WILLS Inc. (to present)
© INTLOOP Inc.
3 Sales Since Inception
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CAGR of 47.2% in the last 10 fiscal years
(Unit: JPY billion) F
Steps to Growth
A Started consulting services for the manufacturing industry
B Major renewal of the matching website for freelance consultants
C Began considering going public due to capital needs resulting from business expansion
D Listed on the TSE Growth Market on July 8, 2022
E DICS Group became consolidated subsidiary
F KOZOCOM, Inc. became a consolidated subsidiary
© INTLOOP Inc.
© Half-Year Financial Results
4 Market Size and Social Needs
intloop
Continued growth expected in IT services and digital transformation (DX) markets
Market Environment
The domestic consulting, DX and IT services markets in which we operate are expected to continue to grow.
Social Issues
There is an urgent need to provide human resources, regardless of the form of employment, due to the shortage of workers, especially highly skilled workers mainly in the IT field, and the proliferation of diverse work styles.
1 IDC Japan, 2024
2 Fuji Chimera Research Institute, Inc., 2024
3 Codawari Business Consulting Inc., 2024
4 PERSOL RESEARCH AND CONSULTING Co., Ltd./Chuo University, 2018
© INTLOOP Inc.
- Business Model (INTLOOP Standalone)
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Our strength lies in supplying highly professional human resources and consulting services provided by our employees
intloop
Characteristics of our business model
- We introduce projects and provide matching services to freelancers we attract through web marketing.
- We stand between clients and freelancers, making proposals for projects of various sizes, from one person to teams.
- With a human resources database of approx. 57,000 people, we can help solve a wide variety of problems.
- We provide job change support and welfare services to freelancers.
Why client companies choose INTLOOP
- We help recruit, improve work performance and reduce fixed costs for companies that are struggling to find competent employees due to diversifying work styles and a shrinking workforce.
- We ensure a stable supply of highly skilled human resources through our ability to attract freelance human resources and support them in sales and welfare management after we acquire them.
- We offer high-quality services through hybrid teams comprising employees and freelancers.
© INTLOOP Inc.
As of the end of May 2026
6 Number of Registered Freelancers and Active Freelancers (INTLOOP Inc. Non-Consolidated)
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The number of registered freelancers has steadily expanded, even as we work to optimize advertising expenses.
The number of active freelancers also remains on an upward trend.
© INTLOOP Inc.
- Services (INTLOOP Inc. Standalone)
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Delivery Number of Employees 673 personnels FY26/7 Q3
Consulting Services
- Strategy Consulting (New Business Development/M&A/PMI)
- IT Consulting (System Implementation / Pre-Sales Support)
- Business Consulting (SCM/CRM/ERP/BPR/BPM/RPA)
Technology Solutions
- System Development/Implementation Support (SE/PG)
- SES Support
- Advanced Technology Implementation Support (AI/IoT/Big Data)
- Nearshoring/Lab Development
PMO Solutions
- Custom PMO / Departmental PMO / Company-wide PMO / User PMO Support
- PMO × Industry Expertise (Finance, Manufacturing, Chemicals, etc.)
- PMO × Designated Background (Major Consulting Firms, etc.)
- PMO × Package Software Expertise (SAP, SFDC, etc.)
- PMO × Development Methodology Expertise (Agile, etc.)
- PMO × Tech Expertise (DX, Cloud, etc.)
Other Number of Employees 358 personnels FY26/7 Q3
Web Services
- Digital Strategy
- Digital Marketing
- Data Utilization
- New Businesses/Services Utilizing Digital Technology
Professional Talent Recruitment Service
- Professional Consultants (Freelancers)
- Professional Engineers (Freelancers)
- Professional Marketers (Freelancers)
Professional Career Transition Support Service
- Recruitment Agency
- Headhunting
© INTLOOP Inc.
8 INTLOOP Group Service Areas
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We comprehensively cover the support offerings, from strategy and project management, upstream consulting services, and downstream processes like IT system development and operations/maintenance to AI, digital marketing, and human resources areas, thereby providing end-to-end support to our clients.
© INTLOOP Inc.
9 Hybrid Providing System (INTLOOP Inc. Non-Consolidated)
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Hybrid Team
Delivery employees (Consultants / IT Engineers)
Freelancers, partner companies (Consultants / IT Engineers)
Our Proposal Personnel
Team Proposal
Spot Proposal
Our features
Hybrid teams with freelancers, led by our employees.
Able to support resources in different positions by recognizing risks from the inside through resource management support.
Team Proposals
Sub-projects of larger projects.
Highly specialized cross-functional areas.
© INTLOOP Inc.
10 Unit Price, Client, Etc.
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Strength in upstream processes
| Project management | ||
|---|---|---|
| Plan and conception | Requirement definition | Design, development, testing implementation |
We not only participate in upstream processes leveraging our consulting expertise, but also cover downstream processes.
| Unit price of projects, gross profit margin | Number of client companies, sales ratio by client | ||
|---|---|---|---|
| ■ Enterprise: | |||
| Project unit price | 1.4 to 2 million yen | No. of client companies | More than 500 |
| Man month (avg.) | |||
| Gross profit margin | 40%-70% | Sales ratio by client | |
| ■ SIers and consulting firms: | |||
| Project unit price | 1.2 to 1.4 million yen | Enterprise | SIers Consulting firms |
| Man month (avg.) | |||
| Gross profit margin | 20%-30% | 2 : 5 : 3 |
Characteristics
- Our strengths are in our participation from upstream processes and especially in DX projects, such as implementing core systems.
- Enterprise clientele is not biased toward certain sectors and is broad-based.
- We are currently reforming our sales system with a particular focus on winning high-margin projects.
© INTLOOP Inc.
11 Mid-to-Long Term Management Plan
INTLOOP "VISION2030"(1) -Our Goal by FY30/7-
intloop
FY30/7 Target:
Net sales ¥100 billion, operating profit ¥15 billion
We have established INTLOOP "VISION2030," in which we aim to achieve net sales of ¥100 billion and operating profit of ¥15 billion between FY25/7 and FY30/7.
To achieve our target, we will focus on the following activities for "growth acceleration of existing businesses" and "creation of business areas."
[Key Strategy]
- Strengthen the existing freelancer business and expand consulting business areas
- Expand our solutions portfolio, especially in the DX domain that includes edge AI
- Promote new open innovation through startup collaboration and investment, etc.
- Strengthen M&As, investments in VCs, and the fund investment business based on co-creation with JVs
- Build a robust Group management foundation to achieve 1 through 4 above
© INTLOOP Inc.
12 Mid-to-Long Term Management Plan
INTLOOP "VISION2030"(2) -Key Strategy-
intloop
1
Strengthen the freelancer business and expand consulting areas
- Strengthen the freelancer network to expand business scale
- Expand scope of consulting from strategy to DX/engineering
Growth acceleration of existing businesses
Creation of business areas
2
Expand our solutions portfolio
- Strengthen AI and other advanced technology solutions
- Expand solution deployment areas
intloop
A solutions platform operator integrating advanced technology and talent
3
Strengthen co-creation with JVs and the fund investment business
- Acquire leverage through VCs and buyout funds
- Capture promising collaborators through investment
4
Create new open innovation businesses
- Make Group-wide efforts to develop new businesses
- Create new businesses through ecosystem coordination
5
Build a robust Group management foundation
- Establish an efficient business framework through thorough adoption of advanced technologies such as business DX and AI
- Strengthen corporate governance by harnessing the growing centrifugal and centripetal forces of the INTLOOP Group
© INTLOOP Inc.
intloop
Upcoming Schedule
FY26/7 Full-year Earnings Release:
Friday, September 11, 2026
© INTLOOP Inc.
Disclaimer
intloop
- This material has been prepared by INTLOOP Inc. for the purpose of presenting information only and does not constitute a solicitation of an offer to buy or sell INTLOOP securities.
- Forecasting statements contained in this document are based on our judgements, assumptions and the information currently available to us. Forecasting statements include our business plans, market size, competitive conditions, industry information and growth potential.
- Various risks and uncertainties are inherent in these forecasting statements. Known or unknown risks, uncertainties, and other factors could cause results to differ materially from those contained in these forecasting statements.
- The information contained in this material regarding other companies is taken from publicly available information, etc., and we have not verified or guaranteed the accuracy or appropriateness of such information.
© INTLOOP Inc.