Freightos Q2 2026 Earnings Call: Complete Transcript

Freightos (NASDAQ: CRGO ) held its second-quarter earnings conference call on Monday. Below is the complete transcript from the call. This transcript is brought to you APIs. For real-time access to our entire catalog, please visit for a consultation.

7 million for Q2 2026, marking a 19% revenue growth, but Solutions revenue declined by 4% due to execution gaps. The company expects to achieve adjusted EBITDA break-even by the end of Q4 2026 and aims to be cash generative by mid-2027, supported by disciplined cost management. Strategic initiatives include the addition of Korean Air to its network, strengthening its position in the Asian market, and the unification of its product portfolio under the 'One Freightos' initiative. The company highlighted a 15% increase in transaction volume, with a gross booking value (GBV) reaching a record $422 million, despite Middle East route disruptions.

Freightos appointed Jaron Eldad as the new Chief Financial Officer, effective September 1st, to bolster the leadership team during this transition year. Full Transcript Anati Ron Heilborn, Investor Relations Hello and welcome to Freightos Q2 2026 earnings conference call. com/investors. My name is Anati Ron Heilborn and I'm joined today by Pablo Pinillos, Freightos CEO and Interim CFO, and Ian A.

Arroyo, Chief Strategy Officer. Following the prepared remarks, we'll open the call for questions. We are sharing slides during the call and using video, so we recommend using Zoom on a computer rather than dialing in by phone. The slides as well as a recording of this earnings call will be available on our website shortly after the call.

Please be aware that today's discussion contains forward-looking statements which are subject to a number of risks and uncertainties. Actual results may differ materially due to various risk factors. Please refer to today's press release and our SEC filings for more information on risk factors and other factors which could impact forward-looking statements. Copies of these reports are available online.

In discussing the results of our operations, we'll be providing and referring to certain non-IFRS financial measures. com/investors. The company undertakes no obligation to update any information discussed in this call at any time. Before we begin, I'd like to note our upcoming investor events.

This week Freightos will participate virtually in the CDOTI Microcap Conference. C. Wainwright Annual Investment Conference in New York. Links to webcasts, when applicable, and other event updates can be found on our website.

Today's earnings call will begin with a business and financial overview by Pablo, followed by Ian, who will discuss our product strategy in more detail. Next, Pablo will present the guidance for Q3 and full year 2026. We will conclude with Q&A. Questions can be submitted in writing during the call by using the Q&A feature in Zoom.

With that, I will hand it over to Pablo. Pablo Pinillos, Chief Executive Officer Thank you, Anat, and thank you everyone for joining us. 7 million, ahead of our expectations. Adjusted EBITDA loss improved to a record low, negative $2 million, primarily due to our tight cost discipline and platform.

Revenue grew 19%. At the same time, Solutions revenue declined 4%, reflecting the execution gaps identified during 2025 in building a recurring revenue stream. However, with the discipline changes and prioritization now in place, we expect results to begin showing in H2. The quarter demonstrated that our global offering remains resilient and increasingly vital to customers navigating industry headwinds, while our operating discipline continues to improve.

As we said at the beginning of the year, 2026 is a transition year. Our focus this year is on disciplined execution, tighter prioritization, and building the foundation for long-term growth. As we look at our progress in the second quarter, I would highlight three themes. First, we continue to strengthen Freightos' position across the freight ecosystem, advancing our vision of becoming the infrastructure layer that connects the global freight industry.

Second, we continue to execute against the plan we outlined earlier this year. In Q1 we focused the organization on alignment and prioritization. In Q2 that execution is increasingly reflected in the evolution of our product offering, while our updated full-year outlook reflects areas where execution needs to accelerate. We expect the crossover to adjusted EBITDA break-even to occur at some point during the fourth quarter.

We see the business exiting 2026 at a break-even run rate and from there becoming cash generative by mid-2027, ensuring our financial stability and ability to fund future growth. Before turning to the quarter, I would like to briefly note the appointment of Jaron Eldad as Freightos' new Chief Financial Officer, effective September 1st. Jaron brings more than 25 years of senior financial leadership experience, including significant public company and international operating experience. His appointment is an important step in our management transition and strengthens the leadership team as we remain focused on delivering against our goals.

We are very pleased to have him joining Freightos. Now let's discuss the results of the quarter. Total revenue for the second quarter was above our expectations and up 3% from Q2 last year. 8 million was down 4% from last year.

The platform outperformance this quarter reflects the breadth of our platform revenue base. While the Middle East conflict continued to weigh on booking volumes in affected corridors, tariff-driven reimbursement activity through Clearit provided a meaningful, offsetting tailwind. With one source of platform revenue under pressure and another exceeding plan, the net result was platform revenue above expectations. What we have seen is that the Middle East routes were still disrupted through the second quarter, but recovery was stronger than what we had previously anticipated.

Our platform facilitated 458,000 transactions, up 15% from Q2 last year. Excluding routes involving Middle East origin, destination, or airspace, transactions grew year on year at a rate well in line with the company's long-term model of 20% to 30% transactions growth. The gross booking value of these transactions reached a record of $422 million, up 33% from Q2 last year. This reflects both the transaction volume and the fact that the average air freight rates remain high, about 25% above their pre-conflict levels.

Platform revenue benefited from higher-than-expected contribution from Clearit, our customs transactions business line. Clearit processed many refund claims following tariff policy changes. This activity carries higher revenue per transaction than typical customs transactions and was a meaningful, largely temporary contributor to Q2 outperformance. We expect a moderate contribution in Q3 and a smaller contribution in Q4.

Nevertheless, it is a reminder of the importance of having a broad platform revenue base. We announced the addition of Korean Air to the Freightos network. This is the major Asian cargo airline whose addition we referred to on our Q1 call. We have said for some time that expanding airline participation in Asia is a strategic priority for us, so confirming Korean Air as part of the network is an important milestone.

As we continue adding leading carriers across key geographies, we strengthen network connectivity, increase the depth of the network, and create more opportunities for better procurement and decision-making across the platform. Every leading carrier we add also increases the data flow through the network, and the cumulative effect of building a larger, more connected network over time is really the bigger story here. Active carrier count—active meaning that they received more than five transactions each in the quarter—was 75, compared with 79 in Q1 and 75 a year ago.

The quarter-on-quarter decrease reflects some carriers falling down below the threshold, partially offset by the addition of other carriers. So the active carrier count can fluctuate quarter on quarter as individual carriers move above or below the threshold, but we are focused on the long-term trajectory and customer value: adding leading carriers, expanding geographic coverage, deepening the network, increasing available capacity. Turning to Solutions revenue, revenue for the second quarter was down year on year, reflecting the execution gap identified during 2025.

New bookings were not sufficient to cover for the shortfall, and we are seeing some pricing pressure on renewals. We are not satisfied with this performance, and we are being direct about that. We continue to build a strong pipeline, up 30% quarter on quarter, that is progressing correctly through the sales cycle. But the pipeline is not the outcome; bookings and revenue are.

We're measuring progress through conversion rates, sales cycle duration, renewals, and customer go-lives. We will judge ourselves on those outcomes, and we expect it to start converting during H2. The strategic logic connecting Solutions to the rest of the offering hasn't changed. Our Solutions become embedded into customers' procurement, pricing, and booking workflows, driving increasing platform activity, which in turn generates richer data and market intelligence that makes the Solutions themselves more valuable.

That reinforcing dynamic is intact, but for it to work we need to convert more effectively on deal velocity, on demonstrating clear ROI to customers in a market where procurement budgets are under scrutiny, and on closing the gap between pipeline strength and bookings. Part of what we have done to sharpen that customer value is to bring our product portfolio together under a single Freightos identity, and Ian will walk through the product implications in a moment. But at the strategic level, here is why it matters. This is an evolution in how we present the company and how we operate both internally and externally.

Over the years we have built multiple products serving different parts of the freight ecosystem. As those capabilities have become increasingly integrated, it became important that our brand reflects that reality. Our ambition is not simply to offer great logistics software. Our ambition is to build a connected platform where procurement, pricing, booking, payment, data, and decision intelligence work together to help customers move freight more efficiently.

A unified identity makes it easier for customers to understand the breadth of the Freightos platform and how our Solutions work together. We received positive customer feedback on the move and believe that clarity will support Solutions adoption over time. Before I hand it over to Ian, let's discuss our profitability and cash position. 5% in Q2 last year, demonstrating efficiency gains.

Adjusted EBITDA was negative $2 million, reflecting primarily the disciplined cost management and focused investment approach we outlined at the beginning of the year. The cost optimization actions we announced in March are on track. We are beginning to see the operational benefit of those actions that will continue during Q3, to get full benefit on the financial impact in Q4. 4 million in cash and short-term deposits.

We are on track to cross the adjusted EBITDA break-even point by the end of the year. Once we reach break-even, we expect to begin generating positive cash flow within one or two quarters after that. So we are not only well capitalized to execute our strategy through break-even, we have the resources to continue investing in the business beyond it. And with that I will pass it over to Ian.

Ian A. Arroyo, Chief Strategy Officer Thanks, Pablo. As Pablo mentioned, one of our priorities this year has been disciplined execution, focusing our product investments on the areas where we can create the greatest value for our customers while strengthening the long-term value of the Freightos platform. During the second quarter, our work centered around three main areas.

The first is building deeper workflow solutions. During Q2, we continued making progress across both our shipper and freight forwarder solutions. For enterprise shippers, we enhanced the experience within Freightos Procure by bringing key stages of the tender process into a more intuitive end-to-end environment. For example, we worked with a major UK enterprise shipper whose global procurement team was manually consolidating lane requirements from regional logistics leaders across emails and spreadsheets before uploading them into our platform.

By enabling those regional teams to enter requirements directly into Freightos Procure, the entire tender process, from lane collection through carrier ranking to final award, now takes place within a single platform. For freight forwarders, we continue developing the next generation of our air pricing, quoting, and booking experience. While these initiatives serve different customer segments, they're driven by the same philosophy: helping customers manage more of their freight procurement and execution within Freightos rather than solving individual isolated tasks. Ocean freight is a great example of why that matters.

Ocean procurement remains highly fragmented, with a wide variety of contract formats, pricing structures, and data standards that still require significant manual effort. Our objective isn't simply to digitize those processes; it's to standardize the underlying data that powers them. That makes it easier for customers to generate accurate quotes, compare alternatives, and manage freight more efficiently.

Ultimately, by replacing fragmented manual processes with standardized digital ones, we help customers reduce the time and effort required to manage freight while giving them better data and broader market visibility to make smarter procurement decisions and lower their transportation costs. The second area is the product dimension of One Freightos. As Pablo said, One Freightos is much more than a branding initiative. From a product perspective, it reflects our portfolio and how it's evolving.

Historically, many of our products were developed independently, reflecting both the different customer groups they serve and the way Freightos has grown over time. Today, we're increasingly connecting those capabilities into a more unified platform while still tailoring the experience for freight forwarders, enterprise shippers, and SMB customers. Our customers don't think in terms of individual applications. They think about getting work done, whether that's moving from market intelligence into procurement, procurement into booking, or booking into shipment management.

Our goal is to make those transitions increasingly seamless for the customer. A critical part of that vision is multimodality, the ability to manage ocean, air, and land freight within a single platform. We believe that's one of Freightos' most important long-term differentiators, and in the second half of the year we expect to bring more of those capabilities into the market. Over time, we believe this will make Freightos easier to adopt, easier to expand across customer organizations, and ultimately more valuable as customers rely on us for a broader portion of their freight operations.

For Freightos, this is much more than a product strategy. As we become embedded across more of the freight workflows, we increase the number of customer interactions we support around every shipment. That creates more opportunities to deliver value, to deepen customer relationships, and, over time, monetize a larger portion of the freight journey. The third area is accelerating how we build products.

Alongside the evaluation of our portfolio, we're also modernizing the underlying architecture that supports it. As part of our long-term platform strategy, we're migrating products onto a common technology foundation designed to accelerate innovation and AI-assisted development. This common foundation is an important enabler of One Freightos, allowing us to deliver a more unified customer experience while accelerating the pace of innovation. During Q2, we continued building customer capabilities on that foundation while expanding the use of AI across our product development process, from product design and prototyping through to software development.

In the second half of the year, customers will begin benefiting from capabilities built on this new foundation. Much of this work happens behind the scenes, but it's important because it supports faster innovation, AI-assisted development, and intelligent customer workflows. We also believe AI is most valuable when it's connected to trusted freight data and embedded directly into customer operations. That's the approach we're taking, using AI not simply to automate a task, but to help customers make better decisions across their procurement, pricing, booking, and execution lifecycles.

Together, these efforts reflect continued execution against the priorities we laid out earlier this year.