Corpay (CPAY) investor relations material

Portfolio evolution and growth model

• Revenue tripled over the past 10 years as the business mix shifted from fleet toward cross-border and corporate payments; fleet was ~2/3 of revenue at the start of that period.

• The organic growth algorithm is 9%–11%; sales carryover, pricing, retention and new sales support the model, with 10% organic growth achieved in five of the past six years.

• Corporate payments has grown to roughly the same size as vehicle payments; the latest quarter’s organic growth accelerated to 18% from 16%, supported by higher retention and sales rates.

Vehicle payments priorities

• Mature markets such as the U.K. and Netherlands combine high market share with growth from EVs, AI-enabled fleet tools and value-added services; EV business is growing 30% annually.

• Australia has grown at mid-to-high teens in recent years; market share rose from 5%–6% 10 years ago to 13%–14%, with sales capability driving expansion.

• The U.K. fleet business has continued to grow at mid-to-high single digits despite declining liquid-fuel consumption; it has ~40% fuel-card share and serves 85% of the top 200 fleets.

• Fleet growth has been high-single to low-double digits in recent years; mature markets and high-growth markets together support the 9%–11% overall organic growth aim.

• Higher fuel prices are driving customer demand for cost-saving solutions, while encouraging reduced fuel use in some sectors; EV solutions offer an offset and higher margin per unit than fuel.

Corporate payments expansion

• The U.K. corporate payments business is about a year into its launch, selling to existing clients and new prospects; card spend is expected to annualize at ~$1 billion by year-end, from a standing start 12 months earlier.

• A new U.K. sales team is being scaled up and is set to double over the next couple of months; the wider European buildout will target local market entry and sales capabilities.

• European growth can leverage 200,000 existing clients, including 50,000 in the U.K.; acquisition interest centers on businesses with local presence and established sales engines.

• Spend management plans include extending commercial cards into bill pay, AP automation and AI-enabled procurement; organic development and acquisitions are both possible routes.