The engineering company Finepart more than doubled its revenue in Q4, compared with the corresponding quarter the previous year, and at the same time increased the operating margin to 26.6 percent.- We have hired a sales resource and have many interesting leads that we are working on, says CEO Lars Darvall to Finwire.The increase in revenue is explained by machine deliveries during the quarter. Revenue is recognized upon delivery, and the payment model typically comprises 45 percent in advance, 45 percent before delivery, and 10 percent in connection with installation and training.- Sales cycles are long, and lead times on the equipment are 6-10 months. Deliveries carried out during the period were recognized in Q4.The order backlog at the start of the year amounts to SEK 6.7 million and includes a machine sale for delivery in Q1 as well as aftermarket and ongoing contract cutting.- In relation to 2025, it is on par with a quarter's revenue, but we have higher expectations than that going forward.Darvall describes the market situation as selective. Tariff disruptions and geopolitical uncertainty are affecting investment appetite, but the differences between industries are clear.- Some companies, such as those in the defense industry, have such high activity that they are not prioritizing new technology right now, while parts of the luxury segment are more cautious. At the same time, we continue to see interest and are working on several concrete business opportunities.At the same time, the investment decisions are often extensive.- We are ready for proof of concept, but for customers, taking the step to an investment north of 3.5 million is sluggish. Replacing an existing solution despite a purely economic advantage is sluggish.In recent times, the company has adjusted its way of working in the sales process.- We have sharpened and reworked the way we work with customers to see what is hot and what is less hot. It is a process where we have filtered out those who are not so interesting, so we know what is hot.At the same time, it is about increasing awareness in the market.- It is still the case that many companies actually do not know what we can accomplish. There is still a lot of "prove that we can".Today, there are around 40 machine systems installed globally, including at Apple and Google. Last year, equipment was sold to an American company in advanced materials, Max Planck Institute, and a larger player in the luxury segment.- At present, there are a handful of companies that have more than one of our machines; the others we see as pilot installations with potential for additional sales.The margin rose to 26.6 percent in the quarter. According to Darvall, there is scope to continue at that level at higher volumes.- I believe that with increased volumes, we can do quite well at increasing margins. Today, it is often delivery of a single machine, but we will absolutely be able to improve that. The cash position has strengthened, and the company currently sees no need for new capital for the planned expansion.- Now we are in a situation where we have reshuffled the process, and it is the right time to bring in an additional person. We have become better at making use of incoming leads.Geographically, some caution is evident in the USA.- Americans have become a bit more cautious. To a large extent, this is due to the tariff situation and a volatile currency, so you have to calculate the return on investment more carefully. The "let's-go" attitude has diminished. Europe is waking up across the various industries.In terms of competition, Darvall highlights the company's position in precision.- No one beats us on precision; there, we are the best. We have certain configurations that no one else in the world has today, and the combination of small kerfs and high precision makes us unique. Today we have six different configurations and are good at customized solutions.During the fourth quarter, a new configuration was also developed for a customer, Finecut CBX.- It can cut very precisely with slanted kerfs in very hard materials, which solves the customer's problem through shorter delivery times but also drastically reduces manufacturing time. That provides a clear economic advantage and solves previous lead-time problems. It became a deal breaker.Darvall himself points to the efficiency in the business.- Between the lines: We deliver more with a smaller staff, and above all in terms of results in a very efficient way. Operational efficiency has improved significantly.You have an order backlog of SEK 6.7 million and it includes a machine sale for delivery in Q1 and aftermarket and contract negotiations. Is it still important to have reference customers?- It is a challenge, when we have solved the customer's problem, to get them to tell the outside world about the good examples, concludes Lars Darvall.