Vertex Industries — Annual Report · 2025 04 / 15
Strategy 2030
Strategy 2030: three pillars
The plan we published in early 2024 has not changed; 2025 simply moved it forward faster than scheduled. It rests on three pillars.
Software-led growth. Every machine Vertex Industries ships becomes more valuable with the software that operates it. CHF 435 million of recurring revenue already funds a development organisation of six centres; by 2030, software should carry more than half of group revenue.
The autonomous factory. Vertex Neura is the first step towards production lines that diagnose, schedule and correct themselves. The 480 active patent families — 62 of them filed in 2025 — concentrate on exactly this seam between machine and model.
Resilient supply chains. Our customers are re-shoring and building buffers, and every one of those decisions is only economic when automated. The CHF 1.9 billion backlog says the thesis is holding.
The software transition, in practice
Business-model transitions fail on ambiguity, so we manage this one on three numbers: the share of revenue that recurs, the pace at which it grows, and the cost of serving it. In 2025 annual recurring revenue reached CHF 435 million, growth accelerated to 31%, and gross margin in the software segment widened again — it was the mix, not pricing, that carried the group’s EBIT margin to 16.0%.
Distribution is the quiet advantage. Vertex Industries does not sell software into cold accounts: it sells into an installed base of machines it knows bolt by bolt. A developer community of 95,000 members now builds on the platform’s public APIs, and it was on that rail that Neura reached 1,400 sites in seven months.
The 2026 milestones are set: software above 38% of group revenue, Neura’s fleet-orchestration release, and the first Kestrel products running natively on the platform. By 2030 the group intends to be — in revenue terms — a software company that manufactures, rather than a manufacturer that codes.
2030 targets
The Strategy 2030 scorecard: the 2021 baseline, the position at the end of 2025, and the commitment for 2030.
The road to 2030
Scale the copilot
Guidance calls for revenue growth of 15–18%, a software share above 38% and an EBIT margin of around 17%. Neura’s fleet-orchestration release moves the copilot from single lines to whole plants.
The warehouse runs itself
The second Kestrel generation ships: picking, transport and inventory as one autonomous system, sold with the software that operates it.
Halfway checkpoint
Software approaches 45% of revenue, scope 1+2 emissions pass −45% against 2021, and the six development centres work on a single shared platform.
The scorecard closes
Software above half of revenue, an EBIT margin of 20%, CO₂ down 60% — and 35% women in engineering, from 28% today.
“The autonomous factory is not a robot replacing a person. It is a thousand small decisions per shift that no longer wait for a meeting — and Neura exists to take them well, and to show its working.”