Netcall is transforming customer engagement. Our unique, integrated and affordable Liberty engagement suite allows clients to unify service and reduce costs across multichannels.
Optimising processes and resources gives you total confidence that every form of communication delivers a consistent customer experience, accelerating your journey to the complete customer engagement centre.
Netcall’s solutions are grouped into four capabilities, which are:
- Intelligent contact handling allowing you to simplify customer engagement
- Workforce Optimisation allowing you to manage your resources efficiently
- Enterprise content management allowing you to integrate your customer information
- Business process management allowing you to optimise your business performance
Over 700 organisations use Netcall’s comprehensive solutions proven to deliver best-in-class results; revenue growth, asset efficiency, cost reduction, satisfaction, loyalty improvements and return on investment. Endorsed by industry experts, Netcall is safety and regulatory compliant, with over twenty years’ experience in providing customer engagement solutions within the Public and Private sectors.

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TypePublic
HQHemel Hempstead, GB
Founded1996
Size (employees)169 (est)+9%
Websitenetcall.com
Netcall was founded in 1996 and is headquartered in Hemel Hempstead, GB
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Key People/Management at Netcall

Henrik Bang

Henrik Bang

CEO at Netcall PLC
David Parram

David Parram

Account Director (NHS)
Lynley Meyers

Lynley Meyers

Marketing Manager - Head of Product Marketing
Julie Smithers

Julie Smithers

Business Development
Mark Holmes

Mark Holmes

Sales Director
Kerry Joicey

Kerry Joicey

Marketing Manager - Demand Generation
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Netcall Office Locations

Netcall has offices in Hemel Hempstead, Poole and Suffolk
Hemel Hempstead, GB (HQ)
111 Marlowes
Poole, GB
The Quay
Suffolk, GB
Enterprise Business Park Severn Rd
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Netcall Financials and Metrics

Netcall Revenue

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Netcall's revenue was reported to be £16.15 m in FY, 2017
GBP

Revenue (FY, 2017)

16.2m

Gross profit (FY, 2017)

14.1m

Gross profit margin (FY, 2017), %

87.6%

Net income (FY, 2017)

1.7m

EBITDA (FY, 2017)

2.8m

EBIT (FY, 2017)

1.8m

Cash (30-Jun-2017)

4.1m
GBPFY, 2005FY, 2006FY, 2007FY, 2008FY, 2009FY, 2010FY, 2011FY, 2012FY, 2013FY, 2014FY, 2015FY, 2016FY, 2017

Revenue

4.4m5.6m9.7m10.0m10.0m10.4m5.7m14.6m15.2m15.7m15.4m16.1m16.2m

Revenue growth, %

2%(3%)

Cost of goods sold

2.0m2.6m3.8m3.9m1.9m2.1m918.0k2.4m2.2m2.0m1.9m2.4m2.0m

Gross profit

2.5m3.0m5.8m6.1m8.1m8.2m4.8m12.2m13.0m13.7m13.5m13.7m14.1m
GBPFY, 1996FY, 1997FY, 1998FY, 1999FY, 2000FY, 2001FY, 2002FY, 2003FY, 2004FY, 2005FY, 2006FY, 2007FY, 2008FY, 2009FY, 2010FY, 2011FY, 2012FY, 2013FY, 2014FY, 2015FY, 2016FY, 2017

Cash

31.7k54.6k235.2k268.9k552.0k565.0k692.6k586.2k455.9k1.7m2.0m2.4m2.6m2.9m3.8m1.2m1.3m4.0m3.6m3.5m4.1m4.1m

Accounts Receivable

706.0k653.0k1.5m1.9m1.1m1.4m2.6m2.9m2.8m3.2m4.3m3.7m2.6m

Inventories

109.0k289.0k249.0k335.0k162.0k286.0k242.0k244.0k275.0k165.0k215.0k226.0k334.0k

Current Assets

160.6k333.6k341.7k474.9k662.4k765.6k1.1m969.1k868.9k3.0m4.1m4.8m5.4m5.1m6.7m6.0m6.1m8.4m8.7m10.0m9.4m8.9m
GBPFY, 2005FY, 2006FY, 2007FY, 2008FY, 2009FY, 2010FY, 2011FY, 2012FY, 2013FY, 2014FY, 2015FY, 2016FY, 2017

Net Income

510.0k237.0k392.0k1.2m1.2m468.0k531.0k1.9m2.3m2.8m3.3m2.5m1.7m

Dividends Paid

510.0k1.0m500.0k1.1m1.1m900.0k2.3m500.0k2.7m3.0m2.3m1.5m

Income Taxes Paid

(301.0k)141.0k2.0k
GBPY, 2017

Revenue/Employee

99.4k

Financial Leverage

3 x
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Netcall Operating Metrics

Netcall's Customers was reported to be 700 in FY, 2016.
FY, 2016

Customers

700
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Netcall Revenue Breakdown

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Netcall revenue breakdown by business segment: 36.5% from Product and professional services, 50.9% from Support contracts, 12.6% from Hosted services and 0.0% from Other

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Netcall Online and Social Media Presence

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Netcall Blogs

Celebrating National Customer Services Week

We couldn’t let National Customer Services Week pass us by without a quick chat about it on our podcast series CX Appeal. Our very own Louise Wright catches up with fellow marketer Kerry Joicey who shares her views on how...

Low-risk, low-cost and a rapid return for our councils

Do you spend months in a traditional software development cycle only to find that requirements have changed? When something’s not working in your council, your instinct is to change it, fast. And, if that something is damaging...

Becoming digital disruptors - steps to success

Continual austerity cuts in recent times has put traditional service delivery under threat. Over the last five years or so, most local authority teams have been working to review and remodel their processes. But reviewing and remodelling...

Innovation should be a day job

Council Services and how they are delivered will always be subject to change. So the last thing you want is your customer journey cemented into your software systems. Processes will always need to evolve and adapt in order to improve.

National Coding Week, plugging the digital skills gap and careers in tech: An interview with MATS CTO Richard Billington

Now in its fifth year, National Coding Week (or NCW) is a volunteer-led organisation set-up to inspire people to improve their digital skills and pursue a career in the digital tech space. It’s

Why keeping the legacy IT ‘lights on’ is not enough for today’s councils

In many councils, both IT and business functions are stuck between a rock and a hard place. Forbes confirm that the majority of budget and resources is dedicated to maintaining legacy IT estates, and to managing vital, back-office systems. The
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Netcall Company Life and Culture

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