Q3 2022 Coupa Software Inc Earnings Call

December 6, 2021

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Good day, ladies and gentlemen, and welcome to the Coupa Software third quarter fiscal year 2021 earnings release conference call. At this time, all participants are in listen-only mode.

At the conclusion of the prepared remarks, we'll conduct a question and answer session. If you'd like to ask a question during that time simply press star one on your telephone keypad. If anyone should require assistance during the call, please press star zero on your touch-tone phone. As a reminder, this call is being recorded. I would now like to introduce your speaker for today, Mr. [inaudible]. Please begin sir.

If anyone should require assistance during the call. Please press star zero on ingestion phone.

As a reminder, this call is being recorded I would now.

Ontario introduce your coach for today, Mr. Shaving hardwoods. Please begin sir.

Thank you. Good afternoon, and welcome to Coupa Software's third-quarter conference call. Joining me today are Robert and Steve Cooper, CEO and Tony [inaudible] CFO. Our remarks today include forward-looking statements about guidance and future results of operations strategies, market size, products competitive position and potential growth opportunities. Our actual results may be materially different. Forward-looking statements involve risks and uncertainties and assumptions that are described in our most recently filed 10-Q. These forward-looking statements are based on our beliefs and assumptions today and we disclaim any obligation to update any forward-looking statements. If this call is replayed after today. The information presented may not contain current or accurate information. We also present both GAAP and non-GAAP financial measures. A reconciliation of certain of these measures is included in today's earnings release, which you can find on our Investor Relations website. A replay of this call will also be available. Unless otherwise stated, growth comparisons are against the same period of the prior year. With that, I will now turn the call over to Rob.

involve risks and uncertainties and assumptions that are described in our most recently filed 10-Q. These forward-looking statements are based on our beliefs and assumptions today and we disclaim any obligation to update any forward-looking statements. If this call is replayed after today. The information presented may not contain current or accurate information. We also present both GAAP and non-GAAP financial measures. A reconciliation of certain of these measures is included in today's earnings

release, which you can find on our Investor Relations website. A replay of this call will also be available. Unless otherwise stated, growth comparisons are against the same period of the prior year. With that, I will now turn the call over to Rob.

Thanks, Steven. Welcome everyone and thanks once again for joining us. Let me start with a few financial highlights from our 51st quarter of execution as a business.

We had a strong performance, including 38% calculated billings growth and 186 million of total revenue. We also delivered a record profitability of 30 cents per share representing 67% growth over last year and a $28 million of adjusted free cash flows for Q3, bringing us to $130 million on a trailing 12-month basis.

<unk>, bringing us to $130 million on a trailing 12 month basis.

During the quarter, we continued to see strength in the enterprise segment with respect to large strategic multi-year deals. We're also firing on all cylinders in our mid-market segment with incredible growth and a very strong deal size momentum. And we are seeing an increased level of prospect engagement, including a significant desire to return to in person meetings, which we believe to be a very positive trend.

<unk>, which we believe to be a very positive trend.

These results are all being driven by a massive push for digital transformation of the back office, resulting in widespread adoption of our comprehensive business spend management platform by customers of all sizes and across many industries. Companies that develop a sound strategy for this transformation and put in the work to see it implemented are seeing their status escalate. To capitalize on this digital transformation of the back office, we have a winning strategy based on the three waves of capturing all spend optimizing every dollar through switch synergy and then amplifying community deep value.

Lamented are seeing their status escalate.

To capitalize on this digital transformation of the back office, we have a winning strategy based on the three waves of capturing all spend optimizing every dollar through switch synergy and then amplifying community deep value.

The first wave of capturing all spend is centered on our robust transactional core. Simply put, we believe that we have the best solution in the game a fully cloud-based scalable transactional core that processes tens of millions of daily transactions while maintaining an easy to use intuitive interface.

This enables our customers to quickly drive meaningful adoption of the platform across their organizations. Even when operating with many Siloed ERPs. One example is Jabil, a global Fortune 500 company focused on manufacturing solutions with more than $29 billion in revenue, 260,000 employees in 100 plus plants across 30 plus countries and in particular concentration in Asia, Jabil needed one platform to integrate with their many ERPs.

Even when operating with many Siloed ERP.

One example is jabil a global Fortune 500 company focused on manufacturing solutions with more than $29 billion in revenue.

260000 employees in 100, plus plants across 30, plus countries and in particular concentration in Asia Jabil needed one platform to integrate with their many ERP.

They migrated from an older legacy platform to Coupa and have now process billions of dollars in spend through our platform over the past three years, including 96% of their 1.4 plus million issued to over 27000 active suppliers. Most importantly, they now have visibility. Into and control over their business spending.

Most importantly, they now have visibility.

Into and control over their business spending.

Now another key component of our transactional core as Coupa Pay where we continued to see strong uptake with our highest attach rate ever on new deals this quarter. One of the key drivers for the Coupa Pay acceleration phase we discussed during analyst day was for us to further strengthen our partner ecosystem.

To that end, we signed a partnership agreement this quarter with a major global financial services firm to expand the ability of our European and Asia Pacific customers to make fast seamless and secure payments via virtual cards. New and expanded partnerships are one of the areas of focus as we built to maximize our payment solution for our customers.

New and expanded partnerships on one of the or one of the areas of focus as we built to maximize our payment solution for our customers.

Traveling expense is also an integral part of our transactional core. We've been thoughtfully investing in this area with the aspirations to provide our customers with the industry's most comprehensive end to end [P&E] solution, including a bookings engine, optimized pricing and direct integration with Coupa Pay for reimbursements. We are planning to release this solution soon.

Or are planning to release this solution soon.

Now let's surf onto the second wave of our winning strategy, where we're looking to optimize with sweet synergy. Our platform capabilities are helping customers unlock more value from more than three trillion dollars of spend they have cumulatively processed through the platform.

More than three trillion dollars of spend they have cumulatively processed through the platform let.

Let me share a couple of examples with you. Our first example is that of a leader in the beauty and personal care industry that manufacturers cosmetics in 14 nations across South and Central America generating more than $1 billion in annual revenue.

Our first example is that of a leader in the beauty and personal care industry. The manufacturers cosmetics in 14 nations across South and Central America generating more than $1 billion in annual revenue.

They are using Coupa supply chain design and planning to optimize their inventory, improve service to their customers and save money. Their supply chain is very complex with factories in four countries, 250 plus new products being introduced every year and a rapidly changing demand environment.

Their supply chain is very complex with factories in four countries 250, plus new products being introduced every year and a rapidly changing demand environment.

So probably forecast they need to understand how much inventory to build, the tradeoffs between service levels and inventory holding cost and which factories should produce which new products. Using the Coupa supply chain design and planning solution, this organization improved their overall service levels while driving a 25% reduction of total inventory, 35% reduction of their safety stock and save millions of dollars in the process.

Using the Cooper supply chain design and planning solution. This organization improved their overall service levels, while driving a 25% reduction of total inventory, 35% reduction of their safety stock and save millions of dollars in the process.

The second suite synergy example, I'd like to share with you highlights a multibillion-dollar frozen food delivery company that is among the first Coupa community members to take advantage of the synergistic integration between our supply chain design and strategic sourcing capabilities. First, the customer used Coupa supply chain design capabilities to evaluate and optimize multi-stop routes for their more than $100 million of annual logistics spanned across almost 300 different carriers. Then the design simulations were put into action. The simulations were driven downstream to strategic sourcing, capturing one-way direct lane full truckload cost and per mile cost for a subset of dedicated carriers.

First the customer used Cooper supply chain design capabilities to evaluate and optimize multi stop routes for their more than $100 million of annual logistics spanned across almost 300 different carriers.

Then the design simulations will put into action the <unk>.

Simulations were driven downstream to strategic sourcing capturing one way direct lane full truckload cost and per mile cost for a subset of dedicated carriers.

This resulted in lower costs and increased asset utilization. This is a great example of maximizing value through the combined capabilities of our supply chain design and our strategic sourcing solutions. Now, let's drop in on the final and third wave of our winning strategy amplifying community value. More specifically amplifying the value of the data and the collective community through prescriptive insights and community interactions.

Now, let's drop in on the final and third wave of our winning strategy amplifying community value.

More specifically amplifying the value of the data and the collective community through prescriptive insights and community interactions.

First, let me give you a sense of just how much data our customer base is generating. As I noted a moment ago, we have now surpassed 3 trillion dollars in cumulative spend under management with 1 trillion coming in the last year. This equates to over $80 billion per month. More than $2.7 billion per day, and well over $100 million during this earnings call alone.

As I noted a moment ago, we have now surpassed.

Three trillion dollars in cumulative spend under management with one trillion coming in the last year.

This equates to over $80 billion per month.

More than $2 7 billion per day, and well over $100 million during this earnings call alone.

More importantly, our customers have saved tens of billions of dollars of the year and as our community of customers has grown so has our ability to increase average deal sizes fairly. When we started this journey over a decade ago, we were closing deals in the tens in the thousands and tens of thousands of dollars.

When we started this journey over a decade ago, we were closing deals in the tens in the in the thousands and tens of thousands of dollars.

Today, our largest deals are in the mid seven figures annually and we see a path to doing eight-figure deals. And it's not just with our enterprise customers. As I mentioned last quarter, we closed our first seven-figure deal in the mid-market as well. With proven measurable impact and a rapidly growing data set converging to drive higher annual subscription fees, let's dive deeper into the data.

And it's not just with our enterprise customers as I mentioned last quarter, we closed our first seven figure deal in the mid market as well.

With proven measurable impact and a rapidly growing data set converging to drive higher annual subscription fees, let's dive deeper into the data.

Our customers have taken advantage of thousands of prescriptive insights derived from our community Dot AI initiative. This quarter alone. These prescriptions are ranked in display based on the total estimated impact that actions will have on the business, empowering customers to make the right choices to optimize business results. But the vision is far broader.

But the vision the vision is far broader than <unk>.

The power of our community comes not just from data, but also from the exponential brainpower that exists across our robust customer community. Which look directly within our core platform. One customer shared with us that prior to Coupa every four months 13 would spend more than 60 hours reading software documentation and performing regressions to gain insights.

One customer shared with us the prior to Cooper every four months 13 would spend more than 60 hours reading software documentation and performing regressions us to gain insights.

So I have gone into this process de leveraged Coupa's user community and identified a federal customer who had automated testing. Conversations with the customer and their IT team led to an internal development project, which allowed them to reduce cycle times by 80%. They continue to use the online community often, conducting research and trading insights on industry best practices within the community. With prescriptive insights and community interactions delivering measurable value, expanding the size of the community and the available functionality, greatly benefits our customers.

They continue to use the online community often conducting research and trading insights on industry best practices within the community.

With prescriptive insights and community interactions delivering measurable value expanding the size of the community and the available functionality greatly benefits our customers.

Further, building on the power of community from customers to partners last quarter, we launched our Coupa App marketplace. We already have nearly 100 apps that are enabled or in the process of being enabled for our customers.

Within these apps, there are two ways our customers are extracting value. The first is through prebuilt integrations to make our customers' investments in other enterprise software and more valuable. The second is where they have gained access to new functionality such as tax engines, supplier collaborations, ESG and corporate responsibility and many more.

The second is where they have gained access to new functionality such as tax engines slot supplier collaborations ESG and corporate responsibility and anymore.

Let me share an example of one of the new applications and our App marketplace, an integrated tax engine that focuses on customer taxes for supplier transactions. In this ever-changing environment, it's obviously imperative that our customers understand if they are being charged the correct sales tax. The vertex built integration supports tax calculation on invoice validation empowering our customers with more control and oversight by pairing tax automation with Coupa's procurement transformation.

In this ever changing environment, it's obviously imperative that our customers understand if they are being charged the correct sales tax the.

The vertex built integration supports tax calculation on invoice validation empowering our customers with more control and oversight by pairing tax automation with Coopers procurement transformation.

And there are many other great examples like this from the App marketplace that help our customers unlock more value from our comprehensive business spend management platform. Because our customers are unlocking significant value, they love to share their experiences with their colleagues. To that end, we're thrilled to be bringing back our in-person community conference in April, Coupa Inspire.

Because our customers are unlocking significant value they love to share their experiences with their colleagues.

To that end, we're thrilled to be bringing back our in person community conference in April Cooper inspire.

As in previous years, this event will include inspirational stories of BSM transformation from some of the most well-respected companies in the world and offer attendees the opportunity to network with their peers as well as industry thought leaders and analysts. Inspire is the premier event in business spend management. It has always been a dynamic energetic forum for our customers to interact exchange ideas and help new prospects behold the power of spend.

Inspire is the premier event in business spend management has always been a dynamic energetic forum for our customers to interact exchange ideas and helped new prospects behold the power of spend.

To summarize our three waves strategy, we believe that we brought to market the world's best platform for capturing spent transactions. We have developed ways to optimize value for this bandwidth suite synergy and those two waves have helped us grow our user community and a treasure trove of data fueling the third wave, where our community can come together to unlock exponential value that would otherwise simply not be possible.

We have developed ways to optimize value for this bandwidth suite synergy and those two waves have helped us grow our user community and a treasure trove of data fueling the third wave, where our community can come together to unlock exponential value that would otherwise simply not be possible.

This three-way strategy grounds our vision of becoming the industry's most comprehensive open, user-centric prescriptive and accelerated solution in the market. With these vision areas in mind, let me share a recent new customer win report that emphasizes why companies choose to partner with Coupa.

With these vision areas in mind, let me share a recent new customer win report that emphasizes why companies choose to partner with Cooper.

As has happened so often over the years, the CPO was offered a free subscription from a legacy provider. But we all know that there is no such thing as free. In fact, free can be quite costly. As we evaluated this choice of partner you found that Coupa represented the lowest risk and highest likelihood for success. But it's more of the win report highlights the customers trust us to keep their best interest in mind. And they are confident that we will continue to have an industry-leading roadmap. To help seal the deal, his previous employer has also chosen Coupa, giving him undeniable certainty of value creation.

But we all know that there is no such thing as free in fact free can be quite costly.

As we evaluated this choice of partner you found that Cooper represented the lowest risk and highest likelihood for success, but it's more of the win report highlights the customers Trust us to keep their best interest in mind.

And they are confident that we will continue to have an industry-leading roadmap. To help seal the deal, his previous employer has also chosen Coupa, giving him undeniable certainty of value creation.

<unk> seal the deal is his previous employer has also chosen cooper, giving him undeniable certainty of value creation.

I chose to share this one report with you because it really does hit on the key reasons we win. Clear vision, strategy, shared values, history of execution, and how heavily we partner with our customers to ensure their success. It also demonstrates an increasingly prevalent trend. Thriving community of decision-makers choosing to work with us wherever they go based on proven success. It's these reasons why across all industries companies of all sizes continue to select Coupa and stay with us year in and year out. Adding these and so many other great organizations to our communities rewarding.

Clear vision strategy shared values history of execution, and how heavily we partner with our customers to ensure their success.

It also demonstrates an increasingly prevalent trend.

Thriving community of decision makers choosing to work with us wherever they go based on proven success. It's these reasons why across all industries companies of all sizes continue to select Cooper and stay with us year end in euro.

Okay.

Adding these and so many other great organizations to our communities rewarding.

However, this is still just the beginning. We have a massive opportunity in front of us and as much as we're competing to win the BSI market as it currently exists. We're also galvanizing market interest. Tens of thousands of companies are still leaving value on the table by not adopting a comprehensive approach to managing their business spending.

We're also galvanizing market interest interest.

Tens of thousands of companies are still leaving value on the table by not adopting a comprehensive approach to managing their business spending.

To drive awareness, we recently invested in amplifying our brand during the World series F1 racing Premier League soccer in Bundesliga Soccer. The result of these efforts with hundreds of millions of impressions and a 5X increase of traffic to Coupa.com. We believe that great companies build great brands, and we are setting out to do just that.

We believe that great companies build great brands, and we are setting out to do just that.

And we're doing still grounded in our core values as a company. So has become our custom let me share this quarter's most valuable player award winners, who best exemplify our values as voted by our colleagues across the world. I'll start with RBG [inaudible] who exemplifies our first core value of ensuring customer success. [RBG] worked tirelessly to ensure that our integration partners are delivering solutions with outsized value for every Coupa customer.

I'll start with Abhijit.

Multi gene who.

Who exemplifies our first core value of ensuring customer success.

<unk> worked tirelessly to ensure that our integration partners are delivering solutions with outsized value for every Cooper customer.

Next, [inaudible] was recognized from biding our second core value focusing on results here. <[inaudible]expanded the depth and breadth of our competitive analysis library. He also improved our reporting to demonstrate how business value engineering impact sales successes. Finally, Ben Simmons epitomizes our third core value striving for excellence. Ben is best in class and how he leads this team to excellence by fostering an environment where questions are encouraged and authenticity is welcomed.

<unk> expanded the depth and breadth of our competitive analysis Library, you also improved our reporting to demonstrate how business value engineering impact sales successes.

Finally, Ben Simmons Epitomize, our third core value striving for excellence.

Then as best in class and how he leads this team to excellence by fostering an environment where questions are encouraged and authenticity is welcomed.

Now before I close, I'd like to mention that Gartner has selected Cooper as the leader for our procure to pay offering for the sixth consecutive time. We don't take this leadership designation lightly as we continue to assertively for our business. To that end, I'd like to celebrate that we welcomed our 3,000th colleague just this quarter. On the foundation of our differentiated culture, which is grounded in a deep commitment to our core values. We aspire to operate with the agility of 300 and the might of 30000 people. This approach continues to help us attract top talent while investing in unlocking the personal and professional aspirations of our colleagues.

We don't take this leadership designation lightly as we continue to assertively for our business.

To that end I'd like to celebrate that we welcomed our 3000th colleague just this quarter.

On the foundation of our differentiated culture, which is grounded in a deep commitment to our core values.

We aspire to operate with the agility of 300 and the might of 30000 people. This approach continues to help us attract top talent while investing in unlocking the personal and professional aspirations of our colleagues.

This approach continues to help us attract top talent, while investing in unlocking the personal and professional aspirations of our colleagues.

And speaking of talent, and the recent great place to work survey results well over 90% of our employees self reported as ascribing to our core values. This is particularly promising given that roughly half. This is particularly promising given that roughly half of our current employees joined remotely during the pandemic.

This is particularly promising given that roughly half.

This is particularly promising given that roughly half of our current employees joined remotely during the pandemic.

We're incredibly proud of the clear measurable value that we're delivering to our community. We are proud to play a leading role in this industry as we help transform how companies do business for the better. And with that, let me now hand the call over to our Chief Financial Officer, Tony [inaudible].

And with that let me now hand, the call over to our Chief Financial Officer, Tony described.

Thanks, Rob and good afternoon, everyone. I am proud to report that we delivered strong financial results for the third quarter. We continue to see rich levels of engagement with customers and prospects as we partner with them to solve their pressing business spend management needs. This is reflected most notably in our new business performance, calculated billings growth and RPO growth. We also delivered strong gross margin operating margin and cash flow results for the quarter. With Q4 already well underway, we are focused on finishing the year with strong execution as we continue to invest for fiscal '23 and beyond.

I am proud to report that we delivered strong financial results for the third quarter.

We continue to see rich levels of engagement with customers and prospects as we partner with them to solve their pressing business spend management needs.

This is reflected most notably in our new business performance calculated billings growth and <unk> growth.

We also delivered strong gross margin operating margin and cash flow results for the quarter.

With Q4 already well underway, we are focused on finishing the year with strong execution as we continue to invest for fiscal 'twenty three and beyond.

Let's now discuss the details of our third-quarter financial results. Calculated billings for Q3 were $193 million up 38% year over year. Total revenue for the quarter was $186 million up 40% year over year. Subscription revenue was $165 million up 40% year over year. Q3 non-GAAP gross margin was 74%, which is in the range of our midterm target of 74% to 75%. As we continue to leverage our season playbook for the rapid and successful integration of acquisitions.

Calculated billings for Q3 were $193 million up 38% year over year.

Total revenue for the quarter was $186 million up 40% year over year.

Subscription revenue was $165 million up 40% year over year.

Q3, non-GAAP gross margin was 74%, which is in the range of our midterm target of 74% to 75%.

As we continue to leverage our season playbook for the rapid and successful integration of acquisitions.

Non-GAAP operating income was $28 million or 15% of total revenue and non-GAAP net income was $24 million or 31 cents per share on approximately 77 million diluted shares. Q3 operating cash flows were $31 million and adjusted free cash flows were $28 million. Cash at quarter-end was $668 million, up from $634 million a quarter ago.

Or <unk> 31 per share on approximately 77 million diluted shares.

Q3, operating cash flows were $31 million and adjusted free cash flows were $28 million cash at quarter end was $668 million.

Up from $634 million a quarter ago.

And in terms of complementing growth with profitability, we delivered best in class rule of 40 results of 61%. We continue to drive consistent and significant profitability. While investing for long term durable growth. This is a key element of our agile financial model, especially in a likely forthcoming rising interest rate environment.

We continue to drive consistent and significant profitability.

While investing for long term durable growth.

This is a key element of our agile financial model, especially in a likely forthcoming rising interest rate environment.

As a reminder, we define rule of 40 as a trailing 12-month revenue growth rate. Plus the trailing 12 months adjusted free cash flow margin. Now, let me briefly touch on organic calculated billings and revenue. Q3 inorganic billings contribution from supply chain design and planning, formerly Llamasoft landed slightly above our estimated range of $15 million to $17 million going into the quarter. It's now been more than a year since we closed the acquisition. And the business operations were integrated into core Coupa several quarters ago.

The trailing 12 months adjusted free cash flow margin.

Now.

Let me briefly touch on organic calculated billings and revenue.

Q3, inorganic billings contribution from supply chain design and planning, formerly Lama soft.

Land is slightly above our estimated range of $15 million to $17 million going into the quarter.

Now I'll hand, more than a year since we closed the acquisition.

And the business operations were integrated into core Cooper several quarters ago.

In some cases, it's difficult to segregate the inorganic contribution from organic so this should be considered an estimate. After making this adjustment, you'd arrive at an organic calculated billings growth in the mid 20s percentage was on a year over year basis for Q3.

After making this adjustment you'd arrive at an organic calculated billings growth in the mid <unk> percentage was on a year over year basis for Q3.

With respect to revenue, the contribution from supply chain design and planning was approximately $24 million total in Q3, including subscription revenue of $17 million professional services revenue of $5 million and software license revenue of $2 million.

The growth of our core business is healthy and strong. Let me share a few key data points. For the fiscal year to date. New business, including new customers and add on business is up nearly 90%. The number of customers with annualized subscription revenue above $100 is more than 1300 at the end of Q3 compared to 1000 a year ago.

For the fiscal year to date.

New business, including new customers and add on business is up nearly 90%.

The number of customers with annualized subscription revenue above $100 is more than <unk> hundred at the end of Q3 compared to 1000 a year ago.

Also, we ended Q3 with approximately $1.2 billion and total RPM a 58% increase over last year. Our robust RPO growth is a function of the strong year to date new business growth I just noted. We continue to see robust engagement in partnership with customers and prospects for large enterprise deals. We are also growing increasingly excited about our mid-market opportunity, which represents nearly half of our 94 billion total addressable market.

We continue to see robust engagement in partnership with customers and prospects for large enterprise deal.

We are also growing increasingly excited about our mid market opportunity, which represents nearly half of our 94 billion.

Total addressable market.

As we continue to make significant investments in both enterprise and mid-market, we also look forward to continued traction in several of our other key growth levers, including payments, the federal sector, supply chain and other solutions across our platform as the next several years unfold. We are early in our trajectory in these three areas but are pleased with our progress and we'll continue to provide updates.

We are early in our trajectory in these three areas, but are pleased with our progress and we'll continue to provide updates.

To summarize new business in RPO growth in our core business is healthy. And the work we are doing with respect to acquired solutions and contract migration will benefit our business and our stakeholders in the coming years.

With that, let's now turn to guidance. With the recent news about the Omicron variant and new safety measures being put in place in various regions of the world. It's possible some customers and prospects will continue to operate with some level of caution.

With the recent news about the omicron variant and new safety measures being put in place in various regions of the world. It's possible some customers and prospects will continue to operate with some level of caution.

The potential impact is still unknown, but it could become a factor to consider as the world learns more in the coming weeks and months. Now for guidance. We expect total Q4 revenue of $185 million to $186 million. This includes subscription revenue of $166 million to $167 million and professional services and other revenue of approximately $19 million.

Now for guidance.

We expect total Q4 revenue of $185 million to $186 million.

This includes subscription revenue of 167 $166 million to $167 million.

And professional services and other revenue of approximately $19 million.

We expect Q4 calculated billings of approximately $290 million. As a reminder, when considering calculated billings guidance from an organic perspective, you should back out the one-time opening deferred revenue benefit of $14.8 million for Llamasoft from Q4 of last year. After making this adjustment, the resulting organic calculated billings guide would be in the mid-teens percentage-wise up from high single digits last quarter.

As a reminder, when considering calculated billings guidance from an organic perspective.

You should back out the onetime opening deferred revenue benefit of $14 $8 million for Lama soft from Q4 of last year.

After making this adjustment the resulting organic calculated billings guide would be in the mid teens percentage wise up from high single digits last quarter.

Additionally, you should also consider the $3 million to $4 million of expected year over year migration of legacy Llamasoft license revenue. Moving down the income statement, we plan to continue investing in our business to capture the clear market opportunity. We expect a Q4 non-GAAP gross margin of 70% to 71%.

Moving down the income statement, we plan to continue investing in our business to capture the clear market opportunity.

We expect our Q4 non-GAAP gross margin of 70% to 71% we.

We expect Q4 non-GAAP operating income of $8 million to $10 million and non-GAAP net income of $2 million to $4 million, resulting in non-GAAP net income of 3 to 5 cents. On approximately 77 million diluted shares for the quarter. We expect Q4 adjusted free cash flows of approximately $10 million.

Approximately 77 million diluted shares for the quarter.

We expect Q4 adjusted free cash flows of approximately $10 million.

Moving on to the full year, we expect total revenue of $717 million to $718 million. This includes subscription revenue of $627 million to $628 million. And professional services and other revenue of approximately $98 million.

This includes subscription revenue was $627 million to $628 million.

And professional services and other revenue of approximately $98 million.

We expect a non-GAAP gross margin for the year of approximately 71% and a non-GAAP operating income for the year of 70% to $72 million, resulting in a non-GAAP net income per share of 66 to 69 cents on approximately 76.5 weighted average diluted shares from the quarter.

Weighted average diluted shares from the corner.

We will provide in fiscal '23 guidance on our next call, but as you roll your models forward we'd like to remind you that we recognize revenue based on the number of days in a quarter. And since there are fewer days in Q1 due to February steady-state subscription revenues are lower in Q1 compared to Q4.

Also for Q1, as Rob mentioned, we will be hosting our in-person inspire conference in April in Las Vegas. We will also have some beginning of the year sales-related events. These activities will increase [OPEX] on an apples to apples basis for Q1. That concludes our prepared remarks, we'd now be happy to take your questions, operator.

We will also have some beginning of the year sales related events. These activities will increase opex on an apples to apples basis for Q1.

That concludes our prepared remarks, we'd now be happy to take your questions, operator.

Okay. Thank you. As a reminder, if you have a question press star one on your telephone keypad. And also please limit your questions to one. Your first question is from Stan [inaudible] with Morgan Stanley.

And also.

Please limit your questions to wine.

Your first question is from Stan <unk> with Morgan Stanley.

Thank you so much, guys, and congratulations on a very good way to finish the quarter. For my end, maybe a quick question for Tony. Tony, you mentioned the potential impact from the variance and how people are your customers and prospects are thinking about budgets. How did that impact the guidance that you put forward for Q4 and zero, an extra layer of conservatism, perhaps that you're including in there to account for these new developments? Thank you.

For my end, maybe a quick question for Tony Tony.

Tony you mentioned the potential impact from from the variance and how people are your customers and prospects I am thinking about budgets.

How does that impact the guidance.

Guidance that you put forward for for Q4 and zero, an extra layer of conservatism, perhaps that you're including in there to account for these new developments. Thank you.

Thanks, Stan. No, the Omicron variant did not factor heavily into my guidance for the quarter, certainly, it's something that we need to keep an eye on of course because the news is unfolding very fastly here.

No.

<unk> did not factor heavily into my guidance for the quarter, certainly it's something that we need to keep an eye on of course because.

The news is unfolding very fastly here.

However, we haven't really seen any sort of meaningful impact to our customer and prospect base as of yet. It's just something that I wanted to call out should that become a much bigger issue, which all of us will be aware of from the news and alike. Something for everyone to keep in mind.

The bigger issue, which all of us will be aware of from the news and alike.

Something for everyone to keep in mind.

Got it, thank you. The next question is from Michael <unk> with Wells Fargo.

Okay.

The next question is from Michael <unk> with Wells Fargo.

Hey, there. Thanks. Good afternoon I appreciate you taking the question. I'll keep it to one with maybe just two parts. Tony, in terms of the Q3 revenue upside there are more moving vehicles through the model right now. The upside may be a little more limited than what we've seen in prior quarters. So is there any change to the overall guidance framework or is it just some of the impacts that you laid out? And then just characterizing that and putting that in context with Q4 in most generally a larger deal quarter that it's often just tough to forecast with precision, can you just walk through the puts and takes there as well?Thank you.

Thanks, Good afternoon I appreciate you taking the question.

I'll keep it to one with maybe just two parts Tony just.

In terms of the Q3 revenue upside there are more moving vehicles through the model.

Right now the.

Outside with maybe a little more limited than what we've seen in prior quarters. So is there any change to overall guidance framework or is it just some of the impacts that you laid out and then just characterizing that and putting that in context with Q4 in <unk>.

Generally a larger deal quarter that it's often just tough to forecast with precision can you just walk through the puts and takes there as well. Thank you.

Sure. Thanks, Michael. So with respect to the revenue beat, it really all comes down to linearity in the quarter. In Q2, which we noted at the time, we had very favorable linearity from the timing of deal closure during the quarter. In Q3, although we did have a very strong business quarter. The linearity during the quarter was not quite as favorable as Q2. We also experienced a bit of the traditional Q3 seasonality that you see in Europe with the European holiday season. So that's certainly part of the equation as well. And with respect to Q4 guidance. Our approach is very very consistent based on the numbers we have.

So with respect to the revenue beat it really all comes down to linearity in the quarter in Q2, which we noted at the time, we had very favorable linearity from the timing of deal closure during the quarter.

Q3, although we did have a very strong business quarter. The linear linearity during the quarter was not quite as favorable as Q2, we also experienced a bit of the traditional Q3 seasonality that you see in Europe with the European holiday season. So that's certainly part of the equation as well.

And with respect to Q4 guidance. Our approach is very very consistent based on the numbers we have.

Okay. So just I mean in terms of characterizing it's been puts and takes of the prior years with. Just thinking about large deal activity and commentary around just pipeline versus closure is there anything you can add just to characterize the shape of what you're seeing there? And then I'll hop off, thank you.

In terms of characterizing it.

It's been puts and takes of the prior.

Years with.

Just thinking about large deal activity and commentary around.

Just pipeline versus closure is there anything you can add just to characterize the shape of what youre seeing there and then I'll hop off thank you.

Sure. As we've noted in the last several quarters, we've seen increasing fidelity with regard to predictability with deals, closure rates and engagement with customers and prospects. And that's continuing into Q4 as you noted Q4 is one of our biggest quarters of the year. Every year, it's our largest quarter of the year. So we expect that to continue.

Predictability with deals closure rates and engagement with customers and prospects.

And that's continuing into Q4 as you noted Q4 is one of our biggest quarters of the year every year, it's our largest quarter of the year.

So we expect that to continue.

Thank you. Your next question is from Matt Vanvliet with BTIG. Yes, thanks for taking the question. I guess following up on the last question, a little bit and what you've talked about in the past of continuing to grow the size of the landing deals and Rob you mentioned, a customer that has 96% of their POS on the system. So are you still seeing that same appetite are you seeing large enterprise customers wanting to go in and really make these wholesale digital transformational type of projects getting in? Or are you starting to hear more customers wanting to maybe take a more modularized approach as they ease their way into this and just how that's affecting the pipeline? Thanks.

Your next question is from Matt Vanvliet with <unk> I'm sorry.

BT I E.

Yes, thanks for taking the question. I guess following up on the last question, a little bit and what you've talked about in the past of continuing to grow the size of the landing deals and Rob you mentioned, a customer that has 96% of their POS on the system. So are you still seeing that same appetite are you seeing large enterprise customers wanting to go in and really make these wholesale digital transformational type of projects getting in? Or are you starting to hear more customers wanting to maybe take a more modularized approach as they ease their way into this and just how that's affecting the pipeline? Thanks.

I guess following up on the last question, a little bit and what you've talked about in the past of continuing to grow the size of the landing deals and.

Rob you mentioned, a customer that has 96% of their pose on the system. So are you still seeing that same appetite are you seeing large enterprise customers wanting to go in.

And really make these wholesale digital transformational type of projects getting in.

Or are you starting to hear more customers wanting to maybe take a more modularized approach as they can.

Ease their way into this and just how that's affecting the pipeline. Thanks.

Sure. Thanks for that question. When COVID hit obviously, we saw large enterprise customers, yes, either slowed down their broader transformation initiatives or take a more modularized approach. We're actually seeing the opposite dynamic happening now which is the willingness to engage back to the kind of more meaningful sale or sales cycles. We were in the heart of before COVID hit which is broad based full scale business spend management transformation.

When when Covid hit obviously, we saw.

Large enterprise customers, yes, either slowed down their broader transformation initiatives or take a more modularized approach, we're actually seeing the opposite dynamic happening now which is the willingness to engage back to the kind of more meaningful sale or sales cycles. We were in the heart of before Covid hit which is.

Broad based full scale business spend management transformation.

And what's really compelling as I'm sure I think you would know from our value proposition is very often the thinking, particularly in working with our systems integrators on these digital transformation initiatives for their clients, is that the savings and value that can be generated from a relatively fast time to value deployment of Coupa could actually be reinvested in the broader digital transformation they're doing across all areas of CRM, HCM, data storage and manipulation collaboration, all of the other key areas. Many of the other key areas they are thinking about. So there's almost a double win there that we're on the cusp of capitalizing on in coming quarters and years.

The thinking, particularly in working with our systems integrators on these digital transformation initiatives.

Their clients is that the savings and value that can be generated from a relatively fast time to value deployment of Cooper could actually be reinvested in the broader digital transformation, they're doing across all areas of <unk>.

CRM HCM.

storage and manipulation collaboration, all of the other key areas. Many of the other key areas they are thinking about. So there's almost a double win there that we're on the cusp of

We're on the cusp of.

capitalizing on in coming quarters and years.

Alright, great. Thank you. Your next question is from Alex Zukin with Wolfe Research. Hey, guys. Thanks for taking the question. Rob, maybe for you just along the lines of the last question does it feel like if you look at it from an aggregate bookings perspective, clearly the momentum is improving. The deals are kind of getting back on track. You are talking about a reacceleration of momentum. [inaudible] trough from a bookings perspective, and a revenue perspective, and now it's kind of a smooth sailing but you can see line of sight to back to pre COVID-19 levels, you can see elevated momentum in the pipeline, like you can see the right things on the horizon and we're close at hand.

Your next question is from Alex Zukin with Wolfe Research.

Hey, guys. Thanks for taking the question Rob maybe for you just along the lines of <unk>.

Last question does it feel like if you look at it from an aggregate bookings perspective, clearly the momentum is improving.

The deals are kind of getting back on track you are talking about a reacceleration of momentum.

Yes.

Trough from a bookings perspective, and a revenue perspective, and now it's kind of a smooth sailing but you can see line of sight to back to pre COVID-19 levels, you can see elevated momentum in the pipeline like you can see the right things on the horizon and we're close at hand.

And then if you think about Tony, from a conservatism parameters in the guide you mentioned the tough comps, but what are you kind of baking in that we should think about in terms of the actual momentum and it seems like are you baking in most of the deals getting signed at the end of the quarter better linearity. [inaudible] in particular would be super helpful.

Tony from a.

Conservatism parameters in the guide you mentioned the tough comps, but what are you kind of baking in that we should think about.

of the actual momentum and it seems like are you baking in most of the deals getting signed at the end of the quarter better linearity. [inaudible] in particular would be super helpful.

In terms of the actual momentum and it seems like are you baking in most of the deals getting signed at the end of the quarter better linearity.

In particular would be super helpful.

Yeah. Thanks, I mean you asked a lot there I think at the core you really dig in rightfully digging into our feelings around the real health of the business. So, let's dissect that a little bit in the context of everything that we're doing at Coupa. If you look at it. You kind of take away some of the obvious areas like seasonality. Obviously, there's seasonality components to this. We're obviously in the process of doing some license conversion work as you obviously know.

You kind of take away some of the obvious areas like seasonality. Obviously this seasonality components. This we're obviously in the process of doing some license conversion work as you obviously know.

And there obviously have been some near term headwinds that we fully anticipated with some of the acquisitions that we've done. If you take BELLIN for example. Where we purposefully are working through modifying that offering to better serve the 80 20 rule, which means in some cases moving on from legacy business. That doesn't fit that profile.

Where we purposely purposefully are working through modifying that offering to better serve the 80 20 rule, which means in some cases moving on from legacy business.

That doesn't fit that profile.

But rather setting ourselves up for the longer term. The same kind of 80-20 principle applies to allow the soft and what we're doing in building up our Coupa supply chain and designing capability. But when you talk about health of the business and this is as Tony noted below. Noted earlier either right.

Capability, but when you talk about health of the business and this is as Tony noted below.

Noted earlier either right.

For the fiscal year to date, new business and you just look at new business, including both new logos and add on business, that's up nearly 90% from last year. And I think another important data point that really starts to cut through the noise is that revenue growth from the core itself grew faster this past quarter than any of the last several quarters in both our emerging, both our enterprise segment and frankly, it was even more pronounced in our mid market segment. So we're seeing some really promising signs here, but it does require a little bit of dissection that cut through some of the noise around the periphery. And look, we couldn't be more excited about as I said, the coming quarters and years.

And I think another important data point that really starts to cut through the noise is that that revenue growth from the core the core itself grew faster this past quarter than any of the last several quarters in both our emerging both our enterprise segment and frankly, it was even more pronounced in our mid March.

<unk> segment, so we're seeing some really promising signs here.

Here, but it does require a little bit of dissection that cut through some of the noise around the periphery.

And look we couldn't be more excited about as I said, the coming quarters and years.

And Alex as you may recall. As you pointed out in the beginning of your question. The COVID related trajectory last year from Q2 to Q3 was highly abnormal from a seasonality perspective. And as I noted, it created an unusually difficult compare for Q3, we also had a bit of the more typical European seasonality this year that had some impact on Q3 and Rob walked through some of the near term headwinds related to the work we're doing with acquisitions, but as Rob pointed out, our core business is very very strong and growing. In Q3, new business, which is slightly below that of Q2.

As you pointed out in the beginning of your question. The Covid related trajectory last year from Q2 to Q3 was highly abnormal from a seasonality perspective.

And as I noted it created an unusually difficult compare for Q3, we also had a bit of the more typical European seasonality.

that had some impact on Q3 and Rob walked through some of the near term headwinds related to the work we're doing with acquisitions, but as Rob pointed out, our core business is very very strong and growing. In Q3, new business, which is slightly below that of Q2.

The work, we're doing with acquisitions, but as Rob pointed out our core business is very very strong and growing.

Q3, new business, which is slightly below that of Q2.

Your next question is from [inaudible] with Mizuho. For taking my question. Tony, it seems like some of the expenses bounced back this quarter after a dip in Q2. I'm wondering as you look into next year do you expect some of these pre-COVID-19 expenses coming back how should we think about next year?

For taking my question.

It seems like some of the expenses bounced back this quarter. After a dip in Q2 I'm wondering as you look into next year do you expect some of this pre COVID-19 expenses coming back how should we think about next year.

Sure. The key thing to point out here is in Q1, we're going to be having our inspire conference in April which we're very excited about. That's been very successful for many years. So we're looking forward to that. The past couple of years, we've been doing more localized highly curated events, but it'll be great to be getting everyone back together.

A key thing to point out here is in Q1, we're going to be having our inspire conference in April which we're very excited about that's been very successful for many years. So we're looking forward to that.

Couple of years, we've been doing more localized highly curated events, but it'll it'll be great to be getting everyone back together.

So that will have some additional sales and marketing expense. We also have some decently sized beginning of the year sales events to kick off the year, which we're very excited about so you should consider those in the P&L for Q1. Also, of course, we have fewer days in Q1, so just from a pure mathematical standpoint, the apples to apples revenue goes a little bit down because we recognize fewer days of revenue. And on top of that I would just say, we're excited about our business and we're continuing to make investments across the business.

Some decently sized beginning of the year sales events to kick off the year, which we're very excited about so you should consider those in the P&L for Q1.

Also of course, we have fewer days in Q1, so just from a pure mathematical standpoint, the apples to apples revenue goes a little bit down because we recognize fewer days of revenue.

And on top of that I would just say, we're excited about our business and we're continuing to make investments across the business.

Your next question is from Brad Sills with Bank of America. Great. Hey, guys. Thanks for taking my question. Wanted to ask the question about just the in-person meetings coming back and inspires coming back in April. How important is that conference been traditionally for lead generation at the beginning of the year?aAd you mentioned a return to office could be a real positive for your business in-person meetings, maybe you can just elaborate a little bit on that what you meant there. Thank you so much.

Oh, Great Hey, guys. Thanks for taking my question.

Wanted to ask the question about.

Just the in person.

Meetings coming back and inspires coming back in April how important is that conference been traditionally.

For lead generation at the beginning of the year and you mentioned a return to office could be a real positive for your for your business in person meetings, maybe you can just elaborate a little bit on that what you meant there. Thank you so much yes.

Yes, sure Brad, absolutely in both cases, we think that getting back to more in-person interaction will present, ought to present a tailwind for our business. Physically, being able to sit across the table from a senior executive and lock arms around a broad-based digital transformation project, it's something we haven't had the opportunity to do for nearly two years now so that in of itself. We believe. <unk> tailwind and inspire undoubtedly is a is a real a prospect building sort of conference, but it's an energy building conference and we have thousands of customers that are highly successful with deployments of Coupa that are delivering measurable value for them. Obviously, those people in the same physical environment with prospects and partners and even our own colleagues. Is incredibly, energy creating right in that energy leads to a very often to faster deal cycles, fair price points of those sales cycles, quicker deployments with more value being created.

We haven't had the opportunity to do.

For nearly two years now so that in of itself.

We believe.

<unk> tailwind and inspire undoubtedly is a is a real.

A prospect.

building sort of conference, but it's an energy building conference and we have thousands of customers that are highly successful with deployments of Coupa that are delivering measurable value for them. Obviously, those people in the same physical environment with prospects and partners and even our own colleagues. Is incredibly, energy creating right in that energy leads to a very often to faster deal cycles, fair price points of those sales cycles, quicker deployments with more value being created.

Is is incredibly.

<unk>.

Energy, creating right in that energy leads to a very often to faster deal cycles fair price points of those sales cycles quicker deployments with more value being created so.

So we're looking forward to that and certainly, as Tony mentioned, and hoping that, I think as we all hope that these variance are not going to present the kind of safety precautions that led us to close down nearly two years ago right. Your next question is from Peter Levine with Evercore.

I think as we all hope that these variance are not going to present.

The kind of safety precautions that led us to close down.

Nearly two years ago right.

Okay.

Your next question is from Peter Levine with Evercore.

Great. Thanks for taking my questions. Rob, you highlighted a new pay partnership with a global financial service firm. Can you provide any or some additional color on how the revenue split works expectations in terms of contributions or kind of what the bank customers are using now? And as a quick follow up is with this partnership are factored into the metrics given at the analyst day around pay or should we look at this as kind of additional upside? Thank you.

Can you provide any or some additional color on how the revenue split works expectations in terms of contributions or kind of what the bank customers are using now.

And as a quick follow up is with this partnership are factored into the metrics given at the analyst day around pay or should we look at this as kind of additional upside? Thank you.

Well look I mean, I think we never going to limit our own upside and what we do working with anyone, whether it be a partner whether it would be a customer whether it be pace of development, we want to never want to limit our upside. But looking backwards first of all just looking at the paid business, let's take a moment for that. Things are pretty darn healthy right, our customers' adds have been strong and they're getting stronger. We continue to have new logo attach rates of greater than 30% in fact. In Q3 it was even higher than that in fact, it was our largest attach rate quarter ever for that offering. And our energies are being spent and what I believe to be the right places building a broader ecosystem of partnerships no doubt. One of the ones I mentioned in my prepared remarks, but even more so working with our customer community of deployed Coupa pay customers and deploying Coupa pay customers to suss out the 80-20 functionality, we need to continue to putting into our releases three of which we do every year to get to a place where we can develop really the industry's first all in. Coupa pay offering that can support the needs of companies. From mid-market to the largest enterprises in the world. So that's really what we're playing for here and we feel like we're well on our way.

Pace of development, we want to never want to limit our upside, but looking backwards first of all just looking at the paid business, let's take a moment for that.

Things are pretty darn healthy right, our customer adds have been strong and theyre getting stronger we continue to have new logo attach rates of greater than 30% in fact.

In Q3 it was.

Even higher than that in fact, it was our largest attach rate quarter ever for that offering and our energies are being spent and what I believe to be the right places building a broader ecosystem of partnerships no doubt one of the wins one of the ones I mentioned in my prepared remarks, but even more so working with our customer community of.

Floyd Cooper pay customers and deploying Cooper pay customers.

To suss out the 80 20 functionality, we need to continue to putting into our releases three of which we do every year to get to a place where we can develop really the industry's first all in.

Cooper pay offering that can support the needs of companies.

From from mid market to the largest enterprises in the world. So that's really what we're playing for here and we feel like we're well on our way.

Your next question is from Ryan MacDonald with Needham. Thanks for taking my question. Rob, for you maybe, you started to talk about travel and expense again in some of the investments you've made there to sort of relaunched that product and or improve upon that product. Can you talk about especially now that you are thinking about in-person conferences next year how you're starting to think about travel and expense? And if we're going to see a recovery there over the next 6 to 12 months? Thanks.

For taking my question Rob for you you started to talk about travel and expense again in some of the investments you've made there to sort of relaunched that product and or improved upon that product can you talk about especially now that you are thinking about in person conferences next year, how youre starting to think about travel and expense.

And if we're going to see a recovery there over the next 612 months. Thanks.

Sure. I mean look it's a great question. I wish I had an answer that could be delivered with incredible fidelity around the rate at which travel will kick in. What I can tell you is what we're doing which is we're expanding a really robust expense management offering that's being used now today by hundreds of customers around the world to expand upstream with the bookings engine, that's going to make it super simple and intuitive for them to actually make their travel plans to seamlessly integrate that into our expenses core, to seamlessly make it possible for you to then pay and reimburse for that trial on expenses and leveraged the power of our community to identify fraud and recommend and prescribe travel options for our employees and users around the world. So while I can't predict the pace at which travels is likely to improve I think we all intuitively think it will we just don't know at what pace. What I can tell you is we're going to be in market with an offering that I think is quite compelling and unlocks more of the value of our sweet synergy and delivers measurable results for customers.

That could be delivered with incredible fidelity around the rate of which travel travel will kick in.

What I can tell you is what we're doing which is we're expanding.

A really robust expense management offering that's being used now today by hundreds of customers around the world to expand upstream with the bookings engine, that's going to make it super simple and intuitive for them to actually.

It makes their travel plans to seamlessly integrate that into our expenses core to seamlessly make it possible for you to then pay and reimbursed for that trial on expenses and leveraged the power of our community to identify fraud and recommend and prescribe <unk>.

Travel options for our employees and users around the world. So.

So while I can't predict the pace at which travels is likely to improve I think we all intuitively think it will we just don't know at what pace. What I can tell you is we're going to be in market with an offering that I think is quite compelling and unlocks more of the value of our sweet synergy and delivers measurable results for customers.

Your next question is from Steve Koenig with SMBC Nikko. Hi, Rob and Tony. Thanks for taking my question. I'm curious what you all are seeing with respect to business spend that I don't know if I heard your business spend index that you sometimes highlight? And how if at all are supply chain issues and labor shortages affecting your outlook as it runs through any impact on customers' business spend? Thank you very much.

Hi, Robin and Tony Thanks for taking my question.

I'm curious.

What you all are seeing with respect to business spend but I don't know if I heard your business spend index that you sometimes highlights.

And how if at all are supply chain issues and labor shortages affecting your outlook as it runs through any impact on customers' business. Then thank you very much.

Sure. It's a very interesting picture that's developing there. By the way, if you're interested in this, simply going to spend index dot com and you could drill deeper on what we're seeing industry by industry, category to category by category. But here's the big picture of what I see happening in this whole supply chain area. It's very similar to when Covid first hit. What happened was that the world was really as we all recall in this acute kind of situation and that meant, by the way, deal sizes stopped, deal closures significantly halted.

It's a.

Very interesting picture, that's developing there by the way if you're interested in is simply going to spend index dot com and you could drill deeper on what we're seeing.

Industry by industry category to category by category, but.

Here's the big picture of what I see happening.

And this whole supply chain area.

It's very similar to when Covid first hit.

What happened was that the world was really as we all recall in this acute situation and that meant by the way deal sizes stopped deal closures significantly halted.

People were just trying to figure out how to begin to work from home and do what they need to do. And what we're seeing today interestingly is that there, we're seeing the downstream implications of COVID on global supply chain issues right. And those global supply chain issues today are acute very similarly to the way COVID was acute for us in March of last year. So what we're doing in this market, in this environment is that we're helping our customers were helping prospects address kind of near term acute supply chain issues with some of the tools that we have in the marketplace. But we're at the same time locking arms with them and anticipating broader and deeper supply chain design and planning transformations to take hold once this kind of acute phase begins to settle.

Of March of last year, So what we're doing in this in this market in this environment is that we're helping our customers were helping prospects address kind of near term acute supply chain issues with some of the tools that we have.

That we have in the marketplace, but we're at the same time locking arms with them and anticipating broader and deeper supply chain design and planning transformations to take hold once this kind of acute phase begins to settle.

And I can tell you that perspective is informed not only by my own personal interactions with senior executives within our prospect and customer base but via many touchpoints within it with our own sales leadership team, which is having these conversations day in and day out. But we're really proud to be right in front of them even in this acute phase at some level. And I shared with you in my prepared remarks one example of just one example of immediately being able to save on freight and leverage our integrated supply chain design and planning to sourcing capability. So it's good today, but it's even more promising as we kind of get past this acute phase.

Our prospect and customer base, but the many touch points within it with our own sales leadership team, which is having these conversations.

Day in and day out.

But we're really proud to be right in front of them. Even this acute phase at some level and I shared with you in my prepared remarks. One example of just one example of immediately being able to save on freight and leverage our integrated supply chain design and planning to sourcing capability.

So it's good today, but it's even more promising as we kind of get past this acute phase.

The next question is from Terry Tillman with Truist. Yes, thanks for taking my question, Rob and Tony. It's one question I promise, it's two parts. In the actual quote of the press release, Rob you talked about in 4Q actually closing strategic customer deals. Anything notable in terms of you got a month under your belt larger kind of milestone deals that were closed that's kind of giving you confidence? And then secondly, related to that are you seeing Europe actually bounce back here in the fourth quarter? Thank you.

Yes, Thanks for taking my question, Rob and Tony It's one question I promise, it's two parts.

And the and the actual quote of the press release, Rob you talked about in <unk> actually closing strategic customer deals anything notable in terms of you got a month under your belt larger kind of milestone deals that were closed that's kind of giving you confidence and then secondly related to that are you seeing Europe actually bounce back here in the fourth quarter.

Thank you.

Well, without calling out customer names, without getting their approval on that probably wouldn't do that but when I look at some of the late-stage deals in our pipeline as well as some of the ones we've closed in the course of the previous weeks. It's a very compelling picture for us and it gives us even more energy to push forward at full speed. In terms of Europe, I don't think I have anything statistically significant that are important. There are signs that a negative, there are signs that a positive by country. By week, if you will so, unfortunately, not much there to share. And Terry, just to add the European seasonality that I noted is the typical Q3 holiday seasonality that you historically see in the European region. Nothing out of the norm.

In the course of the previous weeks its a very compelling picture for us and it gives us even more energy to push forward at full speed full speed in terms of Europe.

I don't think I have anything statistically significantly report there are signs that a negative there are signs that a positive by country.

By week, if you will so unfortunately, not much there to Tara and Terry just to add the European season.

Seasonality that I noted is the typical Q3 holiday seasonality.

That you historically see in the European region, nothing out of the norm.

And then on top of that, it brings home the point that the COVID-19 related trajectory last year kind of washed away the impact of that typical seasonality. Us being meaningfully up from Q2 to Q3 when things started kind of improving to some degree at that point. So really the point there is just to call out that we're seeing more normalized Q3 seasonality in Europe this year. Understood. That's helpful. Thank you.

US being meaningfully up from Q2 to Q3, when things started kind of improving to some degree at that point. So really the point. There is just to call out that we're seeing more normalized Q3 seasonality in Europe. This year.

Understood. That's helpful. Thank you.

Hmm.

The next question is from Brent Bracelin with Piper Sandler. Hi, this is Clarke Jeffries on for Brent Bracelin. RPO growth accelerated for the fourth straight quarter to 58%. I think it is the highest in several years. You gave some good color on the deal size trajectory, but I was wondering if you could comment on how duration has trended. How much is duration, helping the uptick in RPO that we're seeing? Or is this predominantly new business year to date?

Hi, This is Clarke Jeffries on for Embraer Flynn RPM growth accelerated for the fourth straight quarter to 58% I think it is the highest in several years.

Gave some good color on the deal size trajectory, but I was wondering if you could comment on how duration has trended how much is duration, helping the uptick in our peer that we're seeing or is this predominantly.

This year to date.

Yes, thanks for the question. You're right. RPO growth has grown meaningfully and it's up 58% year over year, which is a strong figure. As far as duration, there's really no impact from duration. Whether you're looking at the mean or the median, deal links have been very consistent the last several quarters and even going back further than that, very very consistent. Three years on average for a new business deal and less than that for renewals. The reason RPO is growing so healthily is simply that we are doing a lot more new business this year than we did last year, which we, Rob and I, both talked about today. And those deals tend to be large multiyear deals. So you get that pronounced effect in RPO. And also we don't typically discuss CRPO, current RPO figures, but to give you a sense, this quarter CRPO growth was in the mid-40s year over year percentage-wise. And if you back out LLamasoft, it was still well into the mid-30s percentage-wise. So again, this is a very strong reflection of the healthy new business growth in our core.

You're right <unk> growth has grown meaningfully and it's up 58% year over year, which is a strong figure as far as duration, there's really no impact from duration.

Looking at the mean or the median.

<unk> links have been very consistent the last several quarters and even going back further than that very very consistent three years on average for a new business deal and less than that for renewals.

The reason <unk> is growing so healthily is simply that we are doing a lot more new business. This year than we did last year.

Rob and I, both talked about today and those deals tend to be large multiyear deals. So you get that pronounced effect in <unk>.

And also we don't typically discuss CRPO, current RPO figures, but to give you a sense, this quarter CRPO growth was in the mid-40s year over year percentage-wise. And if you back out LLamasoft, it was still well into the mid-30s percentage-wise. So again, this is a very strong reflection of the healthy new business growth in our core.

And if you back out Lama softer was still well into the mid <unk> percentage wise. So again. This is a very strong reflection of the healthy new business growth in our core.

Yes.

The next question is from Taylor McGinnis with UBS. Hi, yeah. Thanks for taking my question. Actually, just touch on what you just said with organic CRPO growth in the mid-30s. Can you just talk about the divergence between that mid-thirties and versus some of the organic billings numbers we have seen over the past several quarters? And what might be causing some of that difference? How do you think about trailing 12-month billing as the leading indicator, maybe versus that CRPO disclosure that you just gave?

Hi, Yeah. Thanks for taking my question actually just touch on what you just said with organic <unk> growth in the mid 30 can you just talk about.

The divergence between that mid thirties and versus some of the organic billings.

The numbers we have seen.

Over the past several quarters.

What might be causing some of that difference.

How do you think about trailing 12 month billing is the leading indicator maybe versus that CRP or disclosure that you just gave.

Sure. So thanks, Taylor for the question. As I noted, new business deals on average three years, we often do large deals that are even longer than that right. And so when you look at RPO, if you do a three year deal of course in billings you get a one year benefit in the numerator for the current period, but in RPO you get a full three years benefit from that right. So mathematically, it's very strong. And when you look at CRPO, as Rob mentioned in his remarks earlier, there is some near term kind of friction or headwinds in the financial modeling perspective that pertained to some of the legacy agreements from LLamasoft and some of the other acquisitions we've done. Which we're working through of course to benefit our stakeholders in our business in the coming quarters and years. You of course have the license migration that's going on. And our push for professional services to continue to have our partners very strategically perform those professional services. So some of the near term noise in calculated billings really you cut through some of that when you look at the current RPO numbers. And as I mentioned, we don't typically share those but this quarter we felt like it was particularly important to give a clear picture of the underlying health of the business.

As I noted.

New business deals on average three years, we often do large deals that are even longer than that right and so when you look at.

Our Apio if you do a three year deal of course in billings you get a one year.

One year benefit in the numerator for the current period, but in <unk> you get a full three years benefit from that right. Some mathematically.

Strong and when you look at <unk>.

As Rob mentioned in his remarks earlier, there is some near term kind of friction or headwinds in the financial modeling perspective that pertained to some of the legacy agreements from Lama soft in some of the other acquisitions, we've done which we're working through of course to benefit our stakeholders in our business in the coming.

In quarters and years.

You of course have the license migration that's going on.

And our push for professional services to continue to have our partners very strategically perform those professional services. So some of the near term noise in calculated billings really you cut through some of that when you look at the current RPO numbers. And as I mentioned, we don't typically share those but this quarter we felt like it was particularly important to give a clear picture of the underlying health of the business.

Some of the near term noise in calculated billings really you cut through some of that when you look at the current RPI numbers and as I mentioned, we don't typically share those but this quarter. We felt like it was particularly important to give a clear picture of the underlying health of the business.

Great. Thanks. And next question is from Bob Napoli with William Blair. Thank you, yes, I guess just following up on the same question on the divergence there, but with the momentum that you seem to have on new business and on the growth of RPO, as we think about, I know you're not giving guidance for next year, but should we see acceleration? Do you have confidence in your 30% revenue growth targets over the medium term given the rebound you're seeing? Just any color on the medium to longer-term targets organically that you've had. Thanks for the question. So we give next year's top-line revenue guidance formally at the next call. So we'll address that more specifically at our next call. I think our approach will be very consistent with what it's been in the last several years.

And next question is from Bob Napoli with William Blair.

<unk>.

Thank you, yes, I guess.

Just following up on that all the same.

Question on the divergence there, but with the momentum that you seem to have on new business.

And on the growth of our IPO as we think about I know youre, not giving guidance for next year, but.

Should we see.

Acceleration do you have confidence in your 30%.

Revenue growth targets over the medium term.

Given the rebound youre seeing any any color on the.

The medium to longer term.

<unk>.

Targets organically that you've had.

Thanks for the question. So we give next year's top-line revenue guidance formally at the next call. So we'll address that more specifically at our next call. I think our approach will be very consistent with what it's been in the last several years.

So so we give <unk>.

Next years top line revenue guidance formally at the next call. So we'll address that more specifically at our next call.

I think our approach will be very consistent with what it's been in the last several years.

Your next question is from Rishi Jaluria with RBC. Hi, this is Richard Poland on for Rishi. So it's great to hear the continued traction that you're seeing in the mid-market. Could you maybe take a step back perhaps and talk about what's driving the strength there in the mid-market, maybe what you're doing from a go-to market plan or any way you've kind of adopted certain products and the platform to better suit the mid-market. Thanks.

Hi, Richard fallen on current G.

So it's great to hear the continued traction that youre seeing in the mid market could you maybe take a step back perhaps you can talk about what's driving the strength there in the mid market, maybe what you're doing from a better market or.

Or any way you can kind of adopted certain products and the platform to better suit the mid market. Thanks.

Sure. That's a fine question and one that we committed to really drilling into as a business back at our roadshow. For those of you that may not have been following us for now well over a decade is that we really began in the mid-market. And we built the business quarter over quarter in a way where the average subscription revenue per deal has increased virtually every quarter now for 51 quarters. And what we committed to the IPO is that even though we made our way into the enterprise, we're actually going to go back and we're going to find a way to build a really strong mid-market and upper mid-market business, where the cost of customer acquisition was reasonable, where the renewal rate was incredibly strong, where the price per deal was fair and growing and where the value we'd be delivering to customers would keep them forever. And I'm very excited to share with you that we've done that very much all of that since. Now, why are they selecting us? Well first of all from a value proposition perspective, they are getting a full suite of business spend management solutions, with an incredibly fast time to value, with embedded best practices and access to community of thousands of other customers around the world that they can learn from on a real-time basis. All while delivering unprecedented usability wide adoption and saving money for their companies as they scale and they grow. So we're being selected as the platform of choice for business by management for these companies as they continue pursuing their own missions and visions. And to address that from a go-to-market perspective, and an implementation perspective, and a partner perspective, and a business model perspective, we have done the heavy lifting over these years to put us in a position to easily say to you that the mid-market and upper mid-market businesses can stand on their own, are growing exceptionally rapidly and have a really really special future ahead for them.

Final question and one that we committed to really drilling into as a business back at our roadshow.

For those of you that may not have been following us for now well over a decade is that we really began in the mid market and we built the business quarter over quarter in a way where the average subscription revenue per deal has increased virtually every quarter now for 51 quarters and what we committed to the IPO is that even though we made our way into the enterprise.

Rise, we're actually going to go back and we're going to find a way to build a really strong.

Mid market and upper mid market business, where the cost of customer acquisition was reasonable where the renewal rate was incredibly strong where the price per deal was.

Fair and growing and where the value would be delivering we'd be delivering to customers, which would keep them forever and I'm very excited to share with you that we've done that very much all of that since now why are they selecting us well first of all from a value proposition perspective, they are getting a full suite.

<unk> a business spend management solutions with an incredibly fast time to value with embedded best practices and access to community.

<unk>.

Thousands of other customers around the world that they can learn from on a real time basis, all while delivering unprecedented usability wide adoption and saving money for their companies as they scale and they grow so we're being selected as the platform of choice for business by management for these companies as they continue. Doing their own. Missions envisions.

Doing their own.

Missions envisions.

And to address that from a go-to-market perspective, and an implementation perspective, and a partner perspective, and a business model perspective, we have done the heavy lifting over these years to put us in a position to easily say to you that the mid-market and upper mid-market businesses can stand on their own, are growing exceptionally rapidly and have a really really special future ahead for them.

The mid market and upper mid market businesses can stand on their own are growing exceptionally rapidly and have a really really.

Special future ahead for them.

Yes.

The next question is from Pat Waleavens with JMP Securities. Hi, this is [inaudible] on for Pat. I noticed you guys don't regularly disclose gross or net retention, but could you give some color on the magnitude of those metrics and trends you're seeing? Sure. So as far as renewal rates, the gross renewal rate and dollar-based expansion have been in the same range for the last several quarters and as you know historically, we've had very strong figures for both. While we wait for the next question, I actually would like to add to that in terms of renewal rates.

Hi, This is Daniel Kim spent on for Pat I noticed you guys don't regularly disclose gross or net retention, but could you give some color on the magnitude of those metrics and trends youre seeing.

Sure so as far as renewal rates, the gross renewal rate and dollar based expansion have been in the same range for the last several quarters and as you know historically, we've had very strong figures for both.

While we wait for the next question I actually would like to add to that in terms of renewal rates because.

Because it's one of the areas of incredible resiliency that we've seen with this business. A number of folks reached out to us when COVID-19 hit and we're wondering how resilient our installed base would be particularly when our primary buyer someone that is a buyer and in some sense makes a living at looking at other market alternatives and pushing that price points et cetera. And I can tell you we've maintained a very resilient and consistent renewal rate through the COVID-19 environment had been paid and paid on time and paid fairly for the value that we continue to deliver.

In some case in some sense makes a living at looking at other market alternatives and pushing that price points et cetera, and I can tell you. We've maintained a very resilient and consistent renewal rate through the COVID-19 environment had been paid and paid on time and paid fairly for the value that we continue to deliver.

At this time there are no further questions. Alright. Thank you, everyone, for joining us again this quarter and we look forward to speaking to you in about 90 days. Thank you. That concludes today's call. You may now disconnect.

Alright. Thank you everyone for joining US again this quarter and we look forward to speaking to you in about 90 days. Thank you.

That concludes today's call you may now disconnect.

Okay.

Yes.

Okay.

Yes.

Okay.

Yeah.

Okay.

[music].

Good day, ladies and gentlemen, and welcome to the Cooper software third quarter fiscal year 2021 earnings release conference call. At this time, all participants are in listen only mode.

Thank you and collision.

Remarks, well conduct a question and answer session.

I'd like to ask a question during that time simply press star one on your telephone keypad.

If anyone should require assistance during the call. Please press star zero uninteresting phone.

As a reminder, this call is being recorded.

All lines here introduce your coach for today, Mr. Steven Horwitz, please begin sir.

Thank you good afternoon, and welcome to Cooper Software's third quarter Conference call. Joining me today are Robert and his team Cooper CEO and Tony just going out of <unk> CFO. Our remarks today include forward looking statements about guidance and future results of operations strategies market size products competitive position and potential growth opportunities. Our actual results may be materially different forward looking statement.

Involve risks uncertainties and assumptions that are described in our most recently filed 10-Q. These forward looking statements are based on our beliefs and assumptions today and we disclaim any obligation to update any forward looking statements. If this call is replayed. After today. The information presented may not contain current or accurate information. We also present, both GAAP and non-GAAP financial measures a reconciliation of certain of these measures is included in <unk>.

Today's earnings release, which you can find on our Investor Relations website. A replay of this call will also be available unless otherwise stated growth comparisons are against the same period of the prior year with that I will now turn the call over to Ralph.

Thanks, Steve and welcome everyone and thanks once again for joining US let me start with a few financial highlights from our 51st quarter of execution as a business.

We had strong performance, including 38% calculated billings growth and $186 million of total revenue. We also delivered a record profitability of 30 per share representing 67% growth over last year and a 28 million of adjusted free cash flows for Q3.

Bringing us to $130 million on a trailing 12 month basis.

During the quarter, we continued to see strength in the enterprise segment with respect to large strategic multi year deals. We're also firing on all cylinders in our mid market segment with incredible growth and a very strong deal size momentum and we are seeing an increased level of prospect engagement, including a significant desire to return to in person.

<unk>, which we believe to be a very positive trend.

Method are seeing their status escalate.

The first wave of capturing all spend is centered on our robust transactional core simply put we believe that we have the best solution in the game a fully cloud based scalable transactional core that processes tens of millions of daily transactions, while maintaining an easy to use intuitive interface.

This enables our customers to quickly drive meaningful adoption of the platform across the organization.

Even when operating with many Siloed erp's.

One example is jabil a global Fortune 500 company focused on manufacturing solutions with more than $29 billion in revenue.

260000 employees in 100, plus plants across 30, plus countries and in particular concentration in Asia Jabil needed one platform to integrate with their many ERP.

They migrated from an older legacy platform to Cooper and have now process billions of dollars in spend through our platform over the past three years, including 96% of their one four plus millions pose issued to over 27000 active suppliers.

Most importantly, they now have visibility.

Into and control over their business spending.

Now another key component of our transactional core as Cooper Peg, where we continue to see strong uptake with our highest attach rate ever on new deals. This quarter one of the key drivers for the Coupe acceleration phase we discussed during analyst day was for us to further strengthen our partner ecosystem.

To that end, we signed a partnership its partnership agreement this quarter with a major global financial services firm to expand the ability of our European and Asia Pacific customers to make that seamless and secure payments via virtual cards.

New and expanded partnerships on one of the or one of the areas of focus as we build to maximize our payment solution for our customers.

Traveling expense is also an integral part of our transactional core we've been thoughtfully investing in this area with the aspiration to provide our customers with the industry's most comprehensive end to end <unk> solution, including a bookings engine optimized pricing and direct integration with Cooper pay for reimbursements were.

Learning to release this solution soon.

Now, let surf onto the second wave of our winning strategy.

Where we're looking to optimize with sweet synergy our platform capabilities are helping customers unlock more value.

From the more than three trillion dollars of spend they have cumulatively processed through the platform let.

Let me share a couple of examples with you.

The first example is that of a leader in the beauty and personal care industry. The manufacturers cosmetics in 14 nations across South and Central America generating more than $1 billion in annual revenue.

They are using Cooper supply chain design and planning to optimize their inventory improved service to their customers and save money there.

Their supply chain is very complex with factories in four countries.

150, plus new products being introduced every year in a rapidly changing demand environment.

So probably forecast they need to understand how much inventory to build the tradeoffs between service levels and inventory holding costs, and which factories should produce which new products.

The second suite Synergy example, I'd like to share with you highlights a multibillion dollar frozen food delivery company that is among the first group of community members to take advantage of the synergistic integration between our supply chain design and strategic sourcing capabilities.

Then the design simulations will put into action.

Simulation were driven downstream to strategic sourcing capturing one way direct lane full truckload cost and per mile cost for a subset of dedicated carrier. This resulted in lower costs and increase asset utilization.

This is a great example of maximizing value through the combined capabilities of our supply chain design and our strategic sourcing solutions.

Now, let's drop in on the final and third wave of our winning strategy amplifying community value.

Q3 2022 Coupa Software Inc Earnings Call

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