Stillfront's Margin Surge Masks a Changing Business: Disciplined Spending, Key Franchise Growth, and a CEO Succession
Q2 2026 shows profitability up 6pp despite 1.3% organic decline, as the company pivots to franchise-led growth and deleveraging ahead of a 2027 inflection.
SF.ST · Earnings Call · 2026-07-24
Profitability Engine Overrides Top-Line Stagnation
Stillfront's Q2 2026 results tell a story of operational discipline overcoming a flat top line. Net revenue slipped 1.3% organically to SEK 1.323 billion, but adjusted EBITDAC surged to SEK 387 million, a 29% margin — up from 23% in Q1 and 3pp year-over-year. CFO Emily Villatte captured the tension: “Adjusted EBITDAC amounted to SEK 387 million, which is an increase of 3% compared to last year. And it is great to see that we're achieving this while our reported revenues and organic growth decline year-on-year.” — Emily Villatte, CFO · 2026-07-24 The drivers: a sharp reduction in user acquisition (UAC) spend, down to 26% of revenue from 30%, and a growing direct-to-consumer channel now at 46% of bookings — a step-up from 39% a year ago. The Big Farm franchise, after its global launch, saw UAC normalize, and the Gameberry settlement (a one-off upfront payment) boosted cash flows and aided deleveraging. Beyond the headline, the quarter underscores a deliberate trade-off: sacrificing some topline for margin and cash generation. This is a company that, just a few quarters ago, was still fighting a double-digit organic decline. Now, even with the reported revenue down 8% (including negative FX and divestment impacts), the business is generating SEK 519 million in free cash flow. The CFO noted that on an LTM basis, free cash flow reached SEK 1.307 billion (or SEK 841 million adjusting for the Gameberry upfront). This cash engine is being channeled toward earn-out settlements and debt reduction, with net debt falling to SEK 4.6 billion from SEK 5.2 billion in one quarter.I think we've now had 2 successive quarters that demonstrate that the strategy is working. So I feel that when discussing with the Board, I feel that the group is now kind of well set with a strong strategy, strong execution, strong new team and it will be the right moment, I think, to pass on the baton to a new CEO when we find that person.