Q2 2026 ZoomInfo Technologies Inc Earnings Call

August 5, 2026

Operator: Good day, and thank you for standing by. Welcome to ZoomInfo Q2 2026 Financial Results Conference Call. At this time, all participants are in a listen-only mode. After the speaker's presentation, there will be a question and answer session. To ask a question during the session, you will need to press star one one on your telephone. You will then hear an automated message advising your hand is raised. To withdraw your question, please press star one one again. Please be advised that today's conference call is being recorded. I would now like to hand the conference over to your first speaker today, Jeremiah Sisitsky, Vice President of Investor Relations.

Speaker #2: Good day, and thank you for standing by. Welcome to ZoomInfo Q2, 2026 financial results conference call. At this time, all participants are in a listen-only mode.

Speaker #2: presentation, there will be a question-and-answer session. To ask a question during the session, you will need to press star 11 on your telephone. You will then hear an automated message advising you're hand is raised.

Speaker #2: question, please press star 11 again. Please be advised that today's conference call is being recorded. I would now like to hand the conference over to your first speaker today.

Speaker #2: question, please press star 11 again. Please be advised that today's conference call is being recorded. I would now like to hand the conference over to your first speaker today. Sisitsky, Vice President of Investor Relations.

Jeremiah Sisitsky: Thanks, Stephanie. Welcome to ZoomInfo's Q2 2026 financial results conference call. With me on the call today are Henry Schuck, Founder and CEO, and Graham O'Brien, Chief Financial Officer. During this call, any forward-looking statements are made pursuant to the safe harbor provisions of US security laws. Expressions of future goals, including business outlook, expectations for future financial performance, and similar items, including, without limitation, expressions using the terminology may, will, expect, anticipate, and believe, and expressions which reflect something other than historical facts, are intended to identify forward-looking statements. Forward-looking statements involve a number of risks and uncertainties, including those discussed in the Risk Factors sections of our SEC filings. Actual results may differ materially from any forward-looking statements. The company undertakes no obligation to revise or update any forward-looking statements in order to reflect events that may arise after this conference call, except as required by law.

Speaker #3: O'Brien, Chief Financial Officer. During this call, any forward-looking statements are made pursuant to the Safe Harbor provisions of U.S.

Speaker #3: Expressions of future goals including business outlook, Jeremiah expectations for future financial performance, and similar items including without limitation expressions using the terminology may, will, expect, anticipate, and believe in expressions which reflect something other than historical facts are intended to identify forward-looking statements.

Speaker #3: Forward-looking statements involve a number of risks and uncertainties, including those discussed in the Risk Factors sections of our SEC filings, actual results may differ materially from any forward-looking statements.

Speaker #3: The company undertakes no obligation to revise or update any forward-looking statements in order to reflect events that may arise after this conference call, except as required by law.

Speaker #3: For more information, please refer to the forward-looking statements in the slides posted to our Investor Relations website at ir.zoominfo.com. All metrics on this call are non-GAAP unless otherwise specified in the financial results press release or in the slides posted to our IR website.

Jeremiah Sisitsky: For more information, please refer to the forward-looking statements in the slides posted to our investor relations website at ir.zoominfo.com. All metrics on this call are non-GAAP, unless otherwise noted. A reconciliation can be found in the financial results press release or in the slides posted to our IR website. With that, I'll turn the call over to Henry.

Speaker #3: And with that, I'll turn the call over to Henry.

Speaker #4: Thank you, Jeremiah, and welcome, everyone. We exceeded our guidance coming out of Q1 and are making good progress on our path forward that is centered on building innovative, enterprise-grade solutions that drive customer value, driving free cash flow and profitability, and getting back to durable growth.

Henry Schuck: Thank you, Jerry, and welcome everyone. We exceeded our guidance coming out of Q1 and are making good progress on our path forward that is centered on building innovative enterprise-grade solutions that drive customer value, driving free cash flow and profitability, and getting back to durable growth. GAAP revenue for Q2 was $310 million, up 1.2% year over year. We remained focused on profitability and cash flow outcomes, leading to an adjusted operating income margin of 35%, up 130 basis points year over year, and $107 million of unlevered free cash flow, an increase of 7% year over year. During the quarter, we repurchased equity and began retiring outstanding debt at a discount to par, demonstrating both our confidence in the company and our willingness to invest across the capital structure when opportunities present themselves.

Speaker #4: GAAP revenue for the second quarter was $310 million, up 1.2% year over year. We remained focused on profitability and cash flow outcomes, leading to an adjusted operating income margin of 35%, up 130 basis points year over year, and $107 million of unlevered free cash flow, an increase of 7% year over year.

Speaker #4: During the quarter, we repurchased equity and began retiring outstanding debt at a discount to par, demonstrating both our confidence in the company and our willingness to invest across the capital structure when opportunities present themselves.

Speaker #4: In the second quarter, we launched GTM.AI, the headless GTM context layer and home for API, MCP, and other connectors that allow our data and insights to be seamlessly embedded into agentic workflows.

Henry Schuck: In Q2, we launched GTM.AI, the headless GTM context layer and home for API, MCP, and other connectors that allow our data and insights to be seamlessly embedded into agentic workflows. These expansions allow ZoomInfo customers to utilize our context layer wherever and whenever their go-to-market work is getting done, by people, by agents, or a combination of both. Our always-on, constantly refreshed data can power all of our customers' go-to-market work. Starting later this quarter, customers that have historically used our per-seat model will be able to access ZoomInfo's data, insights, applications, and agents via more flexible pricing and packaging built around pre-bought consumption. We're testing a range of migration approaches with select customer cohorts to find the fastest path to the new experience and ensure customer value.

Speaker #4: These expansions allow ZoomInfo customers to utilize our context layer wherever and whenever their go-to-market work is getting done. By people, by agents, or a combination of both.

Speaker #4: Our always-on constantly refreshed data can power all of our customers' go-to-market work. Starting later this quarter, customers that have historically used our per-seat model will be able to access ZoomInfo's data insights applications and agents via more flexible pricing and packaging, built around pre-bought consumption.

Speaker #4: We're testing a range of migration approaches with select customer cohorts to find the fastest path to the new experience and ensure customer value. We haven't finalized timing, pricing, or packaging, and we're being intentional to prioritize long-term customer health and the growth potential embedded in a hybrid consumption model.

Henry Schuck: We haven't finalized timing, pricing, or packaging, and we're being intentional to prioritize long-term customer health and the growth potential embedded in a hybrid consumption model. While many companies on their AI journey are experimenting with building and maintaining their own custom applications and workflows, our customer conversations reveal a world where even the most AI-forward operators are looking for software relationships that are multi-headed and not fully headless. Our customers want seats, but expect our platform to extend into LLMs, coding agents, and other custom-built applications and workflows. Our product and engineering teams are delivering into and ahead of that future, embedding ZoomInfo's data applications, workflows, and skills natively into Codex, Cursor, Claude, Gemini, Amazon Q, Copilot, Vercel, Perplexity, Zapier, and dozens more.

Speaker #4: While many companies on their AI journey are experimenting with building and maintaining their own custom applications and workflows, our customer conversations reveal a world where even the most AI-forward operators are looking for software relationships that are multi-headed, and not fully headless.

Speaker #4: Our customers want seats, but expect our platform to extend into LLMs, coding agents, and other custom-built applications and workflows. Our product and engineering teams are delivering into and ahead of that future, embedding ZoomInfo's data, applications, workflows, and skills natively into codecs, cursor, Claude, Gemini, Amazon Quick, Copilot, Vercel, Perplexity, Zapier, and dozens more.

Speaker #4: In the quarter, we closed our largest ACV deal ever—a multi-year renewal with a preeminent software customer that expanded their ZoomInfo implementation with both data and seats.

Henry Schuck: In the quarter, we closed our largest ACV deal ever, a multiyear renewal with a preeminent software customer that expanded their ZoomInfo implementation with both data and seats. That expansion included integrating our data natively inside their headless experience and expanding their seat implementation. Our operations business, which is primarily data and not tied to seats, continued to perform well, delivering 20% growth and underscoring the durability of that business. 76% of our business is now upmarket, resulting in a healthier and more resilient customer base. We now have 1,891 customers with at least $100,000 in ACV, a year-over-year increase of nine customers. Our million-dollar customer count also grew year over year, with ACV from that cohort up 16% as our largest customers continue to expand with ZoomInfo.

Speaker #4: That expansion included integrating our data natively inside their headless experience and expanding their seat implementation. Our operations business, which is primarily data and not tied to seats, continued to perform well delivering 20% growth and underscoring the durability of that business.

Speaker #4: 76% of our business is now up market, resulting in a healthier and more resilient customer base. We now have 1,891 customers with at least 100,000 dollars in ACV, a year-over-year increase of 9 customers.

Speaker #4: Our million-dollar customer count also grew year over year, with ACV from that cohort up 16% as our largest customers continue to expand with ZoomInfo.

Speaker #4: During the quarter, we closed up market opportunities with Legora, an agentic operating system for legal work, Cohere, a leading enterprise AI company developing foundation models optimized for business, Bank of Montreal, one of North America's largest financial institutions, and Korn Ferry, a global organizational consulting firm.

Henry Schuck: During the quarter, we closed upmarket opportunities with Legora, an agentic operating system for legal work, Cohere, a leading enterprise AI company developing foundation models optimized for business, Bank of Montreal, one of North America's largest financial institutions, and Korn Ferry, a global organizational consulting firm. At a leading financial services company with more than 2 trillion in assets, we expanded beyond our existing relationship with their commercial banking department and into their investment banking division. The deal was driven by the strength of an already exceptional relationship, years of consistent satisfaction with ZoomInfo's data and platform, with the team able to point to tracked success stories and measurable revenue impact as our data became the backbone for important internal initiatives. One example that speaks to why our security, compliance, and governance posture matter as much as our data platform and integrations was with a leading cloud connectivity company.

Speaker #4: At a leading financial services company with more than $2 trillion in assets, we expanded beyond our existing relationship with our commercial banking department and into their investment banking division.

Speaker #4: The deal was driven by the strength of an already exceptional relationship. Years of consistent satisfaction with ZoomInfo's data and platform, with the team able to point to tracked success stories and measurable revenue impact, as our data became the backbone for important internal initiatives.

Speaker #4: One example that speaks to why our security, compliance, and governance posture matter as much as our data platform and integrations was with a leading cloud connectivity company.

Speaker #4: We went through a full vendor review following a data breach. Because of our many investments in data, data governance, compliance, and security, we came through that strategic review as a stronger and more trusted partner.

Henry Schuck: We went through a full vendor review following a data breach. Because of our many investments in data governance, compliance, and security, we came through that strategic review as a stronger and more trusted partner, and it reinforces the pattern we're seeing across our largest customers. Customers aren't just buying data or seats from us, they're buying enterprise trust. Beyond these highlighted deals, nine out of the 10 Fortune 10 companies, nearly 70% of the Fortune 50, and every B2B company in the CNBC Disruptor 50 list runs on ZoomInfo. Over the H2 of 2026, we have many of our most ambitious and innovative product releases lined up and are gaining more confidence each day that we are on the right track to drive durable long-term growth for ZoomInfo.

Speaker #4: And it reinforces the pattern we're seeing across our largest customers. Customers aren't just buying data or seats from us; they're buying enterprise trust. Beyond these highlighted deals, 9 out of the 10 Fortune 10 companies nearly 70% of the Fortune 50 and every B2B company in the CNBC top 50 disruptors list runs on ZoomInfo.

Speaker #4: Over the second half of 2026, we have many of our most ambitious and innovative product releases lined up, and are gaining more confidence each day that we are on the right track to drive durable long-term growth for ZoomInfo.

Speaker #4: As we execute against that transition, which we acknowledge creates near-term uncertainty, we will continue prioritizing profitability and a rigorous risk-adjusted approach to capital allocation.

Henry Schuck: As we execute against that transition, which we acknowledge creates near-term uncertainty, we will continue prioritizing profitability and a rigorous risk-adjusted approach to capital allocation. We are laser-focused on driving the maximum long-term free cash flow per share, the key output we can control. Our competitive position is getting stronger, our assets are durable, our path forward is clear, we are playing to win. With that, I'll turn the call over to Graham.

Speaker #4: We are laser-focused on driving the maximum long-term free cash flow per share, the key output we can control. Our competitive position is getting stronger, our assets are durable, our path forward is clear, and we are playing to win.

Speaker #4: With that, I'll turn the call over to Graham.

Speaker #1: Thanks, Henry. Q2 gap revenue was 310 million dollars, up 1.2% year over year. Adjusted operating income was 110 million dollars, up 5% year over year, with a margin of 35%.

Graham O'Brien: Thanks, Henry. Q2 GAAP revenue was $310 million, up 1.2% year over year. Adjusted operating income was $110 million, up 5% year over year, with a margin of 35%. Unlevered free cash flow was $107 million, with $10 million in interest paid in cash during the quarter. Up-market mix of ACV is now 76%, and up-market ACV grew 3% year over year. The environment in Q2 was similar to what we saw at the end of Q1. Software is still challenged, in particular in the lowest end of up-market. The trend of longer sales cycles that started in Q1 persists, which is impacting our up-sells and ultimately net revenue retention. Down-market ACV declined to 12% year over year in Q2. As announced last quarter, we took out more down-market sales resources and are shifting more to a PLG-led motion down market.

Speaker #1: Unleveraged free cash flow was $107 million, with $10 million in interest paid in cash during the quarter. Upmarket mix of ACV is now 76%, and upmarket ACV grew 3% year over year.

Speaker #1: The environment in Q2 was similar to what we saw at the end of Q1. Software is still challenged, in particular in the lowest end of up market.

Speaker #1: The trend of longer sales cycles that started in Q1 persists, which is impacting our upsells and ultimately net revenue retention. Down market ACV declined 12% year over year in Q2.

Speaker #1: As announced last quarter, we took out more down market sales resources and are shifting more to a PLG-led motion down market. Gross retention improvements kept down market from declining more in the quarter, indicating that our more selective customer onboarding is delivering positive renewal results but we still expect to intentionally make down market a smaller piece of the overall business faster with the diminished resources focused there.

Graham O'Brien: Gross retention improvements kept down market from declining more in the quarter, indicating that our more selective customer onboarding is delivering positive renewal results. We still expect to intentionally make down market a smaller piece of the overall business faster with the diminished resources focused there. Customers with at least $100,000 in ACV increased by nine year over year, while decreasing by nine sequentially, with ACV from that cohort continuing to increase as a percentage of our total ACV, now comfortably more than half of total company ACV. The sequential decline was concentrated in software consistent with the vertical softness we've discussed, as non-software cohorts posted solid growth in ACV and logos from both a year over year and sequential perspective. As Henry highlighted, ZoomInfo Operations had another strong quarter with ACV growth of 20% year over year.

Speaker #1: Customers with at least $100,000 in ACV increased by 9 year over year, while decreasing by 9 sequentially, with ACV from that cohort continuing to increase as a percentage of our total ACV, now comfortably more than half of total company ACV.

Speaker #1: The sequential decline was concentrated in software, consistent with the vertical softness we've discussed, as non-software cohorts posted solid growth in ACV and logos, from both a year-over-year and sequential perspective.

Speaker #1: As Henry highlighted, operations had another strong quarter, with ACV growth of 20% year over year. Net revenue retention was 89% in Q2, a step down from 90% the prior three quarters.

Graham O'Brien: Net revenue retention was 89% in Q2, a step down from 90% the prior three quarters. Gross retention held in well, supported by improvements outside of software. We believe the flexible pricing and packaging options that we are testing and introducing later this quarter will help provide retention improvements longer term. This quarter's results also reflect two significant items. First, a non-cash goodwill impairment charge of $651 million, primarily driven by the decline in market capitalization following our Q1 financial results. This charge does not affect our cash position, taxes payable, liquidity, debt covenants, or non-GAAP results. Second, we incurred a $35 million charge primarily for severance and employee benefits under the restructuring program announced in May and other related expenses. Headcount is lower by approximately 350 people sequentially and down 15% year over year.

Speaker #1: Gross retention held in well, supported by improvements outside of software. We believe the flexible pricing and packaging options that we are testing and introducing later this quarter will help provide retention improvements longer term.

Speaker #1: This quarter's results also reflect two significant items. First, a non-cash goodwill impairment charge of 651 million dollars, primarily driven by the decline in market capitalization following our Q1 financial results.

Speaker #1: This charge does not affect our cash position, taxes payable, liquidity, debt covenants, or non-GAAP results. Second, we incurred a $35 million charge primarily for severance and employee benefits under the restructuring program announced in May, and other related expenses.

Speaker #1: Headcount is lower by approximately 350 people sequentially, and down 15% year over year. We expect headcount to decrease by several hundred more as employees impacted by the restructuring program complete their transition plans later this year.

Graham O'Brien: We expect headcount to decrease by several hundred more as employees impacted by the restructuring program complete their transition plans later this year. We expect the remainder of the charges and related cash outflows associated with the restructuring to be incurred over the next six months. Turning to cash. GAAP operating cash flow was $87 million in Q2. Unlevered free cash flow for the quarter was $107 million, 98% conversion from adjusted operating income and representing a margin of 35%. GAAP stock-based compensation expense was $25.7 million, down 13% year over year and representing 8% of revenue. As a percentage of revenue, adjusted expenses combined with SBC improved approximately 270 basis points year over year, reflecting a significant improvement to the quality of our earnings.

Speaker #1: We expect the remainder of the charges and related cash outflows associated with the restructuring to be incurred over the next six months. Turning to cash, gap operating cash flow was 87 million dollars in Q2.

Speaker #1: Unleveraged free cash flow for the quarter was 107 million dollars, 98% conversion from adjusted operating income, and representing a margin of 35%. Gap stopped stock-based compensation expense was 25.7 million dollars, down 13% year over year, and representing 8% of revenue.

Speaker #1: As a percentage of revenue, adjusted expenses combined with SBC improved approximately 270 basis points year over year. Reflecting a significant improvement to the quality of our earnings.

Speaker #1: Particularly given the reduction in our share price, we are further prioritizing performance-based equity and cash compensation, further aligning our team with achieving rigorous financial objectives.

Graham O'Brien: Particularly given the reduction in our share price, we are further prioritizing performance-based equity and cash compensation, further aligning our team with achieving rigorous financial objectives. We continue to believe we can run rate at least $1.25 of adjusted levered free cash flow per share as we enter 2027 across a range of scenarios due to our proven cost discipline and in the context of the expanding opportunities within our capital structure. Shifting to capital allocation. In Q2, we purchased 6.3 million shares of stock at an average price of $4.51 per share for a total of $28 million. We also purchased our outstanding debt for the first time, retiring $58.5 million in aggregate principal of our senior notes for $48 million.

Speaker #1: We continue to believe we can run rate at least a dollar 25 of adjusted leveraged free cash flow per share as we enter 2027 across a range of scenarios, due to our proven cost discipline and in the context of the expanding opportunities within our capital structure.

Speaker #1: Shifting to capital allocation, in Q2 we purchased 6.3 million shares of stock at an average price of $4.51 per share, for a total of 28 million dollars.

Speaker #1: We also purchased our outstanding debt for the first time. Retiring 58.5 million dollars in aggregate principal of our senior notes for 48 million dollars.

Speaker #1: This results in a gain on debt extinguishment of $11 million, and is expected to reduce future cash interest payments by $2.3 million per year due to the lower outstanding principal.

Graham O'Brien: This results in a gain on debt extinguishment of $11 million and is expected to reduce future cash interest payments by $2.3 million per year due to the lower outstanding principal. We will continue to allocate our capital opportunistically to generate the most impactful risk-adjusted returns for shareholders, leveraging our free cash flow to enhance our capital structure and provide maximum financial flexibility. Weighted average diluted shares outstanding for the quarter used in calculating non-GAAP diluted earnings per share was 314 million, and the non-GAAP share count exiting the quarter was 316 million. We ended the quarter with $151 million in cash equivalents, and investments, and we carried $1.27 billion in gross debt.

Speaker #1: We will continue to allocate our capital opportunistically to generate the most impactful, risk-adjusted returns for shareholders, leveraging our free cash flow to enhance our capital structure and provide maximum financial flexibility.

Speaker #1: Weighted average diluted shares outstanding for the quarter, used in calculating non-gap diluted earnings per share, was 314 million, and the non-gap share count exiting the quarter was 316 million.

Speaker #1: We ended the quarter with $151 million in cash, cash equivalents, and investments, and we carried $1.27 billion in gross debt. As a result, our net leverage ratio is both 2.3 times trailing 12-month adjusted EBITDA and 2.3 times trailing 12-month cash EBITDA—which is defined as consolidated EBITDA in our credit agreements—as compared to 2.4 times as of Q1.

Graham O'Brien: As a result, our net leverage ratio is both 2.3 times trailing 12-month adjusted EBITDA and 2.3 times trailing 12 months cash EBITDA, which is defined as consolidated EBITDA in our credit agreements as compared to 2.4 times as of Q1. The aggregate remaining balance of $592 million in senior notes mature in 2029, and the $579 million first-lien term loan matures in 2030. The $100 million balance under the first-lien revolver is due in 2028. We are comfortable with our current maturity profile, and we believe we have sufficient liquidity and cash generation to manage our obligations as we approach their maturities. With respect to liabilities and future performance obligations, unearned revenue at the end of the quarter was $465 million, and remaining performance obligations or RPO were $1.17 billion, of which $849 million are expected to be recognized in the next 12 months.

Speaker #1: The aggregate remaining balance of 592 million dollars in senior notes mature in 2029, and the 579 million dollar first lien term loan matures in 2030.

Speaker #1: The $100 million balance under the first lien revolver is due in 2028. We are comfortable with our current maturity profile, and we believe we have sufficient liquidity and cash generation to manage our obligations as we approach their maturities.

Speaker #1: With respect to liabilities and future performance obligations, unearned revenue at the end of the quarter was $465 million, and remaining performance obligations, or RPO, were $1.17 billion.

Speaker #1: Of which, $849 million are expected to be recognized in the next 12 months. In the past year, we have transformed the business significantly.

Graham O'Brien: In the past year, we have transformed the business significantly. We have shifted more of the business upmarket, created healthier upmarket customer relationships, evolved our pricing model, and driven efficiencies across the organization, allowing us to prioritize profitability, free cash flow generation, and reduce financial leverage. We are a more efficient business as we navigate our path back to sustained growth. Shifting to guidance. For the third quarter, we expect GAAP revenue in the range of $298 to $301 million, adjusted operating income in the range of $113 to $115 million, and non-GAAP net income in the range of $0.28 to $0.29 per share.

Speaker #1: We have shifted more of the business upmarket, created healthier upmarket customer relationships, evolved our pricing model, and driven efficiencies across the organization. This has allowed us to prioritize profitability, free cash flow generation, and reduced financial leverage.

Speaker #1: We are a more efficient business as we navigate our path back to sustained growth. Shifting to guidance, for the third quarter we expect GAAP revenue in the range of $298 to $301 million, adjusted operating income in the range of $113 to $115 million, and non-GAAP net income in the range of $0.28 to $0.29 per share.

Speaker #1: And for the full year 2026, based on our overperformance in Q2, we are raising the full year guidance, and now expect gap revenue in the range of 1.207 to 1.217 billion dollars, representing a 3% year over year decline at the midpoint of guidance, and adjusted operating income in the range of 446 to 451 million dollars.

Graham O'Brien: For the full year 2026, based on our overperformance in Q2, we are raising the full year guidance and now expect GAAP revenue in the range of $1.207 to $1.217 billion, representing a 3% year-over-year decline at the midpoint of guidance and adjusted operating income in the range of $446 to $451 million, representing a 37% margin at the midpoint of guidance, up 130 basis points year-over-year. We expect non-GAAP net income in the range of $1.12 to $1.13 per share based on 318 million weighted average diluted shares outstanding, and we expect unlevered free cash flow in the range of $403 to $423 million. I will turn it over to the operator to open the call for questions.

Speaker #1: Representing a 37% margin at the midpoint of guidance, up 130 basis points year over year. We expect non-gap net income in the range of a dollar 12 to a dollar 13 cents per share, based on 318 million weighted average diluted shares outstanding, and we expect unleveraged ed free cash flow in the range of 403 to 423 million dollars.

Speaker #1: Now I will turn it over to the operator to open the call for questions.

Speaker #2: Thank you. At this time, we will conduct the question and answer session. As a reminder, to ask a question, we will you will need to press star 11 on your telephone and wait for your name to be announced.

Operator: Thank you. At this time, we will conduct the question and answer session. As a reminder, to ask a question, you will need to press star one one on your telephone and wait for your name to be announced. To withdraw your question, please press star one one again. We will limit time enough for one question each, and please stand by and we will compile the Q&A roster. Our first question comes from the line of Jaden Patel of J.P. Morgan. Your line is now open.

Speaker #2: To withdraw your question, please press star 11 again. We will limit time for enough for one question each, and please stand by, and we will compile the Q&A roster.

Speaker #2: Our first question comes from the line of Jaden Patel of JP Morgan. Your line is now open.

Jaden Patel: Hey, guys. Congrats on the quarter. It seems like the H2 deceleration we'd expected following last quarter seems to be a lower magnitude than expected. Can you walk us through what's driving that and what gave you the confidence to raise both the H2 and the full year?

Jaiden Patel: Hey, guys. Congrats on the quarter. It seems like the H2 deceleration we'd expected following last quarter seems to be a lower magnitude than expected. Can you walk us through what's driving that and what gave you the confidence to raise both the H2 and the full year?

Speaker #3: Hey guys, congrats on the quarter. It seems like the second-half deceleration we had expected following last quarter is actually of a lower magnitude than expected.

Speaker #3: Can you walk us through what's driving that, and what gave you the confidence to raise both the second half and the full year?

Speaker #1: Sure, yeah. I think raising the second half and the full year is a reflection of the overperformance that we had in Q2. I think the assumptions we had coming out of Q1 were still baking those in from a down market growth perspective, some of the headwinds that we've seen in software, giving ourselves some room around the updated pricing and packaging that we're going to be rolling out later this year.

Graham O'Brien: Sure. Yeah. I think raising the H2 and the full year is a reflection of the overperformance that we had in Q2. I think the assumptions we had coming out of Q1, we're still baking those in from a downmarket growth perspective. Some of the headwinds that we're seeing in software, giving ourselves some room around the updated pricing and packaging that we're going to be rolling out later this year. Really, we're just taking overperformance in Q2, maintaining kind of a consistent thought pattern as we develop that guidance and rolling that over into the H2.

Speaker #1: So really, we're just taking overperformance in Q2, maintaining a consistent thought pattern as we develop that guidance, and rolling that over into the back half of the year.

Jaden Patel: Got it. Okay. No, that makes sense. Then on the upmarket ACV growth, it looks like it's gone from 6% to 5% to 3% over the last three quarters. Is there a way to break out what the upmarket software ACV growth looks like versus other verticals?

Jaiden Patel: Got it. Okay. No, that makes sense. Then on the upmarket ACV growth, it looks like it's gone from 6% to 5% to 3% over the last three quarters. Is there a way to break out what the upmarket software ACV growth looks like versus other verticals?

Speaker #3: Got it. Okay, no, that makes sense. And then on the up market ACV growth, it looks like it's gone from 6 to 5 to 3% over the last three quarters.

Speaker #3: Is there a way to break out, you know, what the up market software ACV growth looks like versus other verticals?

Graham O'Brien: What I can say is that we do have a significant software footprint in the upmarket business largely in the lower half of that upmarket business, that is creating a headwind to upmarket growth. If you back that out, the non-software verticals in the upmarket business continue to grow at consistently healthy levels.

Speaker #1: We what I can say is that the, you know, we do have a significant software footprint in the up market business, largely in the lower half of that up market business.

Speaker #1: And that is creating a headwind to up market growth. If you back that out, the non-software verticals in the up market business continue to grow a consistently healthy levels.

Jaden Patel: Great. Thanks for taking the questions.

Jaiden Patel: Great. Thanks for taking the questions.

Speaker #3: Great, thanks for taking the questions.

Speaker #2: Thank you. Our next question is from Alan, Verkovsky, of US Bank, PTEG, your line is now open.

Operator: Thank you. Our next question is from Alan Verkowski of U.S. Bank BTIG. Your line is now open.

Alan Verkowski: Hey there. Thanks for taking the question. I know it's early, can you talk about what you're most excited about in terms of customer feedback to GTM.AI thus far, and how that is impacting your confidence in revenue growth accelerating in H2 2027?

Allan Verkhovski: Hey there. Thanks for taking the question. I know it's early, can you talk about what you're most excited about in terms of customer feedback to GTM.AI thus far, and how that is impacting your confidence in revenue growth accelerating in H2 2027?

Speaker #4: Hey there, thanks for taking the question. I know it's early, but can you talk about what you're most excited about in terms of customer feedback to GTM.AI thus far, and how that has impacting your confidence in revenue growth accelerating in the second half of 2027?

Speaker #3: Yeah, I think that what we're hearing from customers who are using the set of tools that we've made available on GTM.AI is that, you know, number one, they're plugging it in to they're plugging it into key go-to-market work and key go-to-market workflows.

Henry Schuck: Yeah, I think that what we're hearing from customers who are using the set of tools that we've made available on GTM.AI is that, number one, they're plugging it into key go-to-market work and key go-to-market workflows. That might be inside of internal applications they've built or within their LLMs, and it's given them a flexible way to get access to ZoomInfo's data and insights anywhere that they're operating go-to-market. We've seen really healthy consumption growth within those channels that we're really happy about. We are going to continue to get more and more of our customers leveraging our data and insights through our API, our MCP, and our CLIs, which are available on GTM.AI.

Speaker #3: And that might be inside of internal applications they've built, or within their LLMs. And it's given them a flexible way to get access to ZoomInfo's data and insights anywhere that they're operating go-to-market.

Speaker #3: We've seen really helpful consumption growth within those channels that we're really happy about. And we are going to continue to get more and more of our customers leveraging our data and insights through our API, our MCP, and our CLIs, which are available on GTM.AI.

Alan Verkowski: Perfect.

Allan Verkhovski: Perfect.

Speaker #4: Perfect. And then just oh, yep.

Speaker #3: I would also add, we're not baking any upside into our numbers from either new products or the growth from GTM.AI as well.

Henry Schuck: I would-

Alan Verkowski: Oh, yeah.

Allan Verkhovski: Oh, yeah.

Henry Schuck: I would also add, we're not baking any upside into our numbers from either new products or the growth from GTM.AI as well.

Alan Verkowski: That's helpful. Graham, maybe just a follow-up for you. Given we're over a month through Q3, can you unpack what your Q3 revenue guide assumes as it relates to customers starting to convert into consumption-based pricing? Any incremental color, such as assumed downselling or however you're looking at it, would be helpful.

Allan Verkhovski: That's helpful. Graham, maybe just a follow-up for you. Given we're over a month through Q3, can you unpack what your Q3 revenue guide assumes as it relates to customers starting to convert into consumption-based pricing? Any incremental color, such as assumed downselling or however you're looking at it, would be helpful.

Speaker #4: That's helpful. And then Graham, maybe just a follow-up for you. Given we're over a month through Q3, can you unpack what your Q3 revenue guide assumes as it relates to customers starting to convert into consumption-based pricing?

Speaker #4: Any incremental colors such as assumed downselling or however you're looking at it would be helpful.

Speaker #1: Sure, yeah, I don't we're not assuming much impact from that in Q3. When we think about the updated pricing and packaging, and then some of the product changes, we'll largely be rolling that out starting with new business at the end of Q3.

Graham O'Brien: Sure. Yeah. We're not assuming much impact from that in Q3. When we think about the updated pricing and packaging, and then some of the product changes, we'll largely be rolling that out starting with new business at the end of Q3, and then approaching the customer base kind of opportunistically and when those customers are ready to migrate later this year and into 2027. We would not expect significant impact to revenue from that in Q3.

Speaker #1: And then you know, approaching the customer base kind of opportunistically and when those customers are ready to migrate later this year and into 2027.

Speaker #1: So we would not expect significant impact to revenue from that in Q3.

Alan Verkowski: Got it. Thank you, guys.

Allan Verkhovski: Got it. Thank you, guys.

Speaker #4: Got it. Thank you guys.

Speaker #2: Thank you. Our next question comes from Billy Fitzsimmons, of Piper Sandler, your line is now open.

Operator: Thank you. Our next question comes from Billy Fitzsimmons of Piper Sandler. Your line is now open.

Billy Fitzsimmons: Hey, guys. Appreciate you taking my question. It doesn't sound like it based on the prepared remarks or guide. I think one of the big questions from some investors coming out of last quarter was if what you kind of saw in the tech vertical last quarter could kind of spread to other verticals. Can we just double-click on what you're seeing broadly across verticals ex tech? It sounds like continued seat growth expansion. Can you guys just comment on confidence that as we move to consumption from new customers, you'll be able to capture, call it, similar pricing on the other side of that. Thanks, guys.

Speaker #5: Hey guys, appreciate you taking my question. It doesn't sound like it based on the prepared remarks or guide, but I think one of the big questions from some investors coming out of last quarter was, if what you kind of saw in the tech vertical last quarter could kind of spread to other verticals, can we just double-click on what you're seeing broadly across verticals x tech?

Speaker #5: It sounds like continued see growth, expansion, and then can you guys just comment on, you know, confidence that as we move to consumption for new customers, you'll be able to capture call it like similar pricing on the other side of that.

Speaker #5: Thanks guys.

Speaker #1: Yeah, like I think outside of software, we're seeing consistent performance from those verticals. And we're actually seeing improvement across a set of non-software verticals as well.

Graham O'Brien: Yeah, I think outside of software, we're seeing consistent performance from those verticals. We're actually seeing improvement across a set of non-software verticals as well. Year to date, we've seen gross retention improve year over year in our non-software verticals. Our assumption around software is similar to what it was last quarter after what we saw at the end of Q1, is that it doesn't get better near term. That's really informing the conservative posture that we continue to take as we head into the back half of the year. From a pricing and packaging perspective and the product design that we're envisioning as we get into the back half of the year and into the next year, that's aimed at going out and optimizing for growth opportunity across all verticals. I think it's too early for us to take any credit for that.

Speaker #1: Year to date, we've seen gross retention improve year over year. In our non-software verticals, and then, you know, our assumption around software is similar to what it was last quarter after what we saw at the end of Q1, is that it doesn't get better near term.

Speaker #1: And that's really informing kind of the conservative posture that we continue to take as we head into the back half of the year. From a pricing and packaging perspective, and product kind of the product design that we're kind of envisioning as we get into the back half of the year and into the next year, that's aimed at, you know, going out and optimizing for growth opportunity across all verticals.

Speaker #1: But it's—you know, I think it's too early for us to take any credit for that. And again, that's just going to inform our conservative posture.

Graham O'Brien: Again, that's just going to inform our conservative posture.

Speaker #5: Thanks guys, appreciate it.

Billy Fitzsimmons: Thanks, guys. Appreciate it.

Speaker #2: Thank you. Our next question is from Jacob Gideon, at Bank of America, your line is now open.

Operator: Thank you. Our next question is from Jacob Gideon at Bank of America. Your line is now open.

Jacob Gideon: Hi, this is Jacob Gideon on for Matt Bullock. With kind of all the headless and MCP modes and AI use cases that are driving a lot of the conversation around go-to-market data, are you seeing any new use cases that could be a leading indicator for the shape of demand as go-to-market orgs become AI first and more programmatic?

Speaker #6: Hi, this is Jacob Gideon on for Matt Bullock. With kind of all of the headless and MCP modes and kind of AI use cases, that are kind of driving a lot of the conversation around go-to-market data, are you seeing any new use cases that could kind of be like a leading indicator for the shape of demand as go-to-market orgs kind of become AI-first and more programmatic?

Speaker #3: Yeah, I think the first thing that we're seeing is that customers are building their own interfaces which bring together their data and our data to drive some key internal go-to-market dashboard or workflow.

Henry Schuck: Yeah, I think the first thing that we're seeing is that customers are building their own interfaces, which bring together their data and our data to drive some key internal go-to-market dashboard or workflow. Now, we're only really seeing that in the top less than 1% of companies who are doing that and are investing there. They also tend to be the companies that have the best engineering talent in the world and effectively unlimited investment to build that. Downstream of those companies that are building their own full applications, you're just seeing more enrichment use cases in a programmatic way. I have some pocket of my TAM that I want to get enriched every day with new signals, new executives who are coming into those accounts, and then I'm building some sort of signal infrastructure downstream of that.

Speaker #3: Now, we're only really seeing that in like the top less than 1% of companies who are doing that and are investing there. They also tend to be the companies that have the best engineering talent in the world and effectively unlimited investment to build that.

Speaker #3: Downstream of those companies that are building sort of their own full applications, you're just seeing more enrichment use cases in a programmatic way. And so I have some pocket of my TAM that I want to get enriched every day with new signals, new executives who are coming into those accounts, and then I'm building some sort of signal infrastructure downstream of that.

Speaker #3: So we see a little bit of that as well. And then we have a number of product releases towards the back half of the year that we think meet our customers where they are, where they want to be able to build custom workflows, build custom interfaces.

Henry Schuck: We see a little bit of that as well. We have a number of product releases towards the back half of the year that we think meet our customers where they are, where they want to be able to build custom workflows, build custom interfaces on top of our data and their data, and they won't need months-long IT projects and multiple GTM engineers and data engineers to do that. That will give them the tools and the platform to be able to do that themselves. We think we'll be in a good place in the back half of this year to release that and be ahead of the curve.

Speaker #3: On top of our data and their data—and they won’t need months-long IT projects and multiple GTM engineers and data engineers to do that—that will give them the tools and the platform to be able to do that themselves.

Speaker #3: And we think we'll be in a good place in the back half of this year to release that and be ahead of the curve.

Jacob Gideon: Great. Thank you.

Speaker #6: Great. Thank you.

Speaker #2: Thank you. Our next question is from Jackson Adler of KeyBank Capital Markets. Your line is now open.

Operator: Thank you. Our next question is from Jackson Adler of KeyBanc Capital Markets. Your line is now open.

Nate Ruis: Great. Hey, this is Nate Ruis on for Jackson Adler. Thanks for taking our questions. Regarding Workspace, as customers begin to test or adopt the product, what's been the clearest sign that it's actually changing how reps work on a day-to-day basis, whether it's something like how they prioritize accounts or prepare for meetings, and what needs to happen for this to become a system of engagement that reps build into their daily routines rather than it just being another tool?

Nate Ruoss: Great. Hey, this is Nate Ruis on for Jackson Adler. Thanks for taking our questions. Regarding Workspace, as customers begin to test or adopt the product, what's been the clearest sign that it's actually changing how reps work on a day-to-day basis, whether it's something like how they prioritize accounts or prepare for meetings, and what needs to happen for this to become a system of engagement that reps build into their daily routines rather than it just being another tool?

Speaker #4: Great, hey, this is Nate Roos on for Jackson Adler. Thanks for taking our questions. So regarding Workspace, are customers the as customers begin to test or adopt the product, what's been the clearest sign that it's actually changing how reps work on a day-to-day basis, whether it's something like how they prioritize accounts or prepare for meetings, and what needs to happen for this to become a system of engagement that reps build into their daily routines rather than it just being another tool?

Henry Schuck: Yeah, I think every company wants to be able to centralize data in one place, all of their first-party data, their CRM data, their calls with ZoomInfo data to build really unique audiences, and then workflow downstream of that. Our expectation, and where you see customers getting the most out of GTM Studio and Workspace, is when they're delivering unique audiences that are specific to them with unique data attributes that they're able to build in Studio, and then delivering that into Workspace where their sellers operate and work out of. That is the key use case that we're seeing from our customer base, where I have something very specific to my go-to-market workflow. I want to be able to action on that.

Speaker #3: Yeah, I think every company wants to be able to centralize data in one place. All of their first-party data, their CRM data, their calls, with ZoomInfo data to build really unique audiences and then workflow downstream of that.

Speaker #3: Our expectation and where you see customers getting the most out of GTM Studio and Workspace is when they're delivering unique audiences that are specific to them with unique data attributes that they're able to build in Studio and then delivering that into Workspace where their sellers operate and work out of.

Speaker #3: That is the key use case that we're seeing from our customer base. Where I have something very specific to my go-to-market workflow, I want to be able to take action on that.

Speaker #3: I want to be able to do it with governance and auditability and logging and I want to be able to do with reporting so that I know my sales team is taking action on those very specific signals and audiences that I'm building.

Henry Schuck: I want to be able to do it with governance and auditability and logging, I want to be able to do with reporting so that I know my sales team is taking action on those very specific signals and audiences that I'm building. GTM Studio gives you the ability to build those really unique audiences, and we're really happy with the growth of GTM Studio and the customers we have on it today. Workspace is the place where sellers can act on those audiences that are being built.

Speaker #3: GTM Studio gives you the ability to build those really unique audiences, and we're really happy with the growth of GTM Studio and the customers we have on it today.

Speaker #3: And then Workspace is the place where sellers can act on those audiences that are being built.

Nate Ruis: Got it. That's helpful. On the hybrid pricing model, most discussions around the hybrid pricing model tend to focus on a monetization uplift. Oftentimes, the more important outcome is the behavior that the pricing model encourages. As you guys roll out the new hybrid pricing model, what specific customer behaviors are you actually trying to drive?

Nate Ruoss: Got it. That's helpful. On the hybrid pricing model, most discussions around the hybrid pricing model tend to focus on a monetization uplift. Oftentimes, the more important outcome is the behavior that the pricing model encourages. As you guys roll out the new hybrid pricing model, what specific customer behaviors are you actually trying to drive?

Speaker #4: Got it, that's helpful. And then on the hybrid pricing model, most discussions around the hybrid pricing model tend to focus on a monetization uplift, but oftentimes the more important outcome is the behavior that the pricing model encourages.

Speaker #4: So as you guys roll out the new hybrid pricing model, what specific customer behaviors are you actually trying to drive?

Henry Schuck: Consumption. It's just about consumption.

Speaker #3: Consumption. It's just about consumption.

Nate Ruis: Got it. Clear enough. Thank you.

Nate Ruoss: Got it. Clear enough. Thank you.

Speaker #4: Got it, clear enough. Thank you.

Speaker #2: Thank you. Our next question is from Brian Peterson of Raymond James. Your line is now open.

Operator: Thank you. Our next question is from Brian Peterson of Raymond James. Your line is now open.

Johnathan McCary: Hi. Thank you. This is Johnathan McCary on for Brian. Henry, sometimes you'll give us an update on win-backs you saw in the quarter. I just wanted to ask through that lens, do you see any change in the competitive environment as you roll out the GTM.AI approach, then any commonality in boomerang customers to the extent you saw any in the quarter?

Speaker #5: Hi, thank you. This is Jonathan McCarry, I'm from Brian. So Henry, sometimes we'll give us an update on kind of when the action you saw in the quarter.

Speaker #5: So I just wanted to ask through that lens, you see any changes in the competitive environment as you roll out the go-to-market.ai approach and then any commonality in boomerang customers, the extent you saw any of the quarter?

Speaker #3: I think the trend in when back customers is very similar to what we've seen over the last number of quarters. Customers who move to a lower price, lower quality competitor down market come back.

Henry Schuck: I think the trend in win-back customers is very similar to what we've seen over the last number of quarters. Customers who move to a lower price, lower quality, competitor down-market come back. We see still pretty limited churn up-market. We see more downsell up-market than we're seeing churn, particularly in the software vertical. From a win-back perspective, it's about quality data, connectivity to CRMs and first-party systems that are less than desired at lower price, lower quality competitors. We see those customers coming back after their go-to-market strategies have failed to deliver with lower priced, lower quality competitors.

Speaker #3: We see still pretty limited churn up market. We see more downsell up market than we're seeing churn, particularly in the software vertical. And from a win back perspective, it's about quality data connectivity to CRMs and first-party systems that are less than desired at lower price, lower quality competitors.

Speaker #3: And we see those customers coming back after their go-to-market strategies have failed to deliver with lower-priced, lower-quality competitors.

Speaker #5: That's clear. And then Graham, any help on net dollar retention between the up and down market performance versus your internal expectations and then any change to the way you're modeling that for the balance of the year?

Johnathan McCary: That's clear. Then Graham, any help on net dollar retention between the up and down market performance versus your internal expectations, then any change to the way you're modeling that for the balance of the year?

Graham O'Brien: The down market net dollar retention held in pretty well, and most of that came from gross retention improvements as we continue to benefit from being more selective on the new business front down market. In up market, it is kind of split between the high end of up market and then the lower end or the smaller customers in our up market base. At the lower end of up market, we continue to see headwinds, again, kind of isolated to the software footprint in the lower end of down market. At the very high end, our largest spend customers, the largest enterprises in our customer base, the net retention performance there actually improves year-over-year.

Speaker #1: The down market net dollar retention

Speaker #3: held in pretty well and most of that came from gross retention improvements as we continue to benefit from being more selective on the new business front down market.

Speaker #3: In up market, it's kind of split between the high end of up market and then the lower end or the smaller customers in our up market base.

Speaker #3: At the lower end of up market, we continue to see headwinds, again, kind of isolated to the software footprint in the lower end of down market.

Speaker #3: And at the very high end, the our largest spend customers, the largest enterprises, in our customer base, the net retention performance there actually improved year over year.

Operator: Okay, thank you. Our next question is from Patrick Walravens of Citizens. Your line is now open.

Speaker #2: Okay, thank you. Our next question is from Patrick Wolveravens, of Citizens, your line is now open.

Patrick Walravens: Oh, great. Thank you. Hey, Henry, what is going on? How would you characterize the competitive environment for you guys these days? In particular, how are you differentiated from Clay?

Speaker #4: Oh, great, thank you. Hey, Henry, what's going on? How would you characterize the competitive environment for you guys these days? And, in particular, how are you differentiated from Clay?

Speaker #3: Yeah, it's look, I think the competitive environment is noisy. There are a lot of people claiming to be able to do a lot of things in go-to-market that created some of the confusion that we saw in Q1.

Henry Schuck: Yeah. Look, I think the competitive environment is noisy. There are a lot of people claiming to be able to do a lot of things in go-to-market. That created some of the confusion that we saw in Q1. We are still seeing that sort of confusion in Q2. Against all of our competitors, I would tell you that our new set of products, Go-To-Market Studio and Agent Teams that we have built on top of Go-To-Market Studio, drive the ability for our customers to build unique audiences with unique data attributes. We have connectivity into 300 different data integrations where customers can marry third-party data with ZoomInfo's trusted data foundation and then build agents on top of it. We feel really good about those solutions and their competitive parity in the market. We are excited to get that in front of more and more of our customers.

Speaker #3: And we're still seeing that sort of confusion in Q2. Against all of our competitors, I would tell you that our new set of products—go-to-market Studio and agent teams that we've built on top of go-to-market Studio—drive the ability for our customers to build unique audiences with unique data attributes. We have connectivity into 300 different data integrations, where customers can marry third-party data with ZoomInfo's trusted data foundation, and then build agents on top of it.

Speaker #3: We feel really good about those solutions and their competitive parity in the market. And we're excited to get that in front of more and more of our customers.

Henry Schuck: We launched GTM Studio to GA in February. We have increased our velocity in GTM Studio each quarter after that release, and we believe that that'll continue, and it'll continue in earnest as we continue to build agentic workflows on top of that. I'm really confident about our competitive positioning, and I mentioned it in the prepared remarks. We have a number of releases coming out in the back half of the year that I'm more and more confident completely change the game for go-to-market practitioners, and it's incumbent on us to go and execute against that.

Speaker #3: We launched GTM Studio to GA in February. We have increased our velocity in GTM Studio each quarter after that release. And we believe that that'll continue and it'll continue in earnest as we continue to build agentic workflows on top of that.

Speaker #3: I'm really confident about our competitive positioning and I mentioned it in the prepared remarks. We have a number of releases coming out in the back half of the year that I'm more and more confident completely changed the game for go-to-market practitioners and it's incumbent on us to go and execute against that.

Patrick Walravens: Awesome. Thank you. Graham, for you, can you just walk us through what the components of the debt are when they come due, what the plan is to meet those. There's a lot of confusion, I certainly don't understand. There's a lot of confusion around the TRA. Does that actually impact your ability to repay the debt in any way? Or is it Anyways, if you could just walk through that would be super helpful, I think.

Speaker #4: Awesome, thank you. And then Graham, for you, can you just walk us through what the components of the debt are when they come due?

Speaker #4: What the plan is to meet those. And then there's a lot of confusion. I certainly don't understand. There's a lot of confusion around the TRA.

Speaker #4: And does that actually impact your ability to repay the debt in any way or is it yeah, anyways, if you could just walk through that, that would be super helpful, I think.

Speaker #1: Yeah, sure. From a debt perspective, we have our first lien term loan that has 579 million dollar balance that comes due February 28th, 2030.

Graham O'Brien: Sure. From a debt perspective, we have our first lien term loan that has $579 million balance that comes due 28 February 2030. We have our senior notes with a $592 million balance. Those come due on 1 February 2029. We have our first lien revolving credit facility, of which we've drawn $100 million. That is due 28 February 2028. I'll just say kind of upfront, we feel very good about our ability to generate cash flow and meet those commitments and maturities over time. As it relates to the TRA, the TRA is paid out based off of the utilization of the tax assets related to the TRA, and that is dependent on the taxable income that we generate in future years. We continue to not expect to have significant TRA payments over the next several years.

Speaker #1: We have our senior notes with a 592 million dollar balance. Those come due on February 1st, 2029. We have our first lien revolving credit facility of which we've drawn 100 million dollars.

Speaker #1: That is due February 28, 2028.

Speaker #3: I'll just say kind of upfront, we feel very good about our ability to generate cash flow and meet those commitments and maturities over time.

Speaker #3: And then as it relates to the TRA, the TRA is paid out based off of the utilization of the tax assets related to the TRA.

Speaker #3: And that is dependent on the taxable income that we generate in future years. We continue to not expect to have significant TRA payments over the next several years, but it is a financing use of cash.

Graham O'Brien: It is a financing use of cash in those periods that effectively needs to be considered when we look at our cash available for capital allocation on an annual basis.

Speaker #3: In those periods, that is effectively needs to be considered when we look at our cash available for capital allocation on an annual basis.

Patrick Walravens: That's very helpful. Thank you.

Speaker #4: That's very helpful. Thank you.

Speaker #2: Thank you. And our next question is from Surinder Finn of Jefferies, your line is now open.

Operator: Thank you. Our next question is from Surinder Thind of Jefferies. Your line is now open.

Speaker #4: Thank you. Just starting with maybe a big picture question here. As you kind of undergo the current strategy, in all the recalibration you're doing, Henry, when you look out to maybe three years, what is your assumption for what you're building for, meaning that what does a Salesforce look like?

Surinder Thind: Thank you. Just starting with maybe a big-picture question here. As you kind of undergo the current strategy in all the recalibration you're doing, Henry, when you look out two, maybe three years, what is your assumption for what you're building for? Meaning that, what does a sales force look like? Fewer headcounts at most organizations, or just bifurcations, maybe the way that tech operates versus maybe the rest of your clients. Just to get an understanding of that, the direction you're headed in, and if we make these changes today, are we looking at maybe more changes a year from now? Just trying to understand the strategy and the vision that you're heading towards.

Speaker #4: If you're a headcount at most organizations or just bifurcations maybe the way that tech operates versus maybe the rest of your clients, just to get an understanding of that, the direction you're headed in and if we make these changes today, are we looking trying to understand the strategy and the vision that you're heading towards.

Speaker #3: Yeah, so I think look, first of all, if you look at I talked about 27 or 27 of the 50 CNBC top CNBC disruptors are ZoomInfo customers.

Henry Schuck: Yeah. I think, look, first of all, if you look at, I talked about 27 of the 50 top CNBC Disruptors are ZoomInfo customers. There are only 27 B2B companies on the CNBC Disruptors list. These are the most AI-forward companies in the world, and they all run on ZoomInfo. We have numerous AI-first, AI-native businesses that use ZoomInfo today. The reason for that is you cannot token your way to building the data asset that we have built. That is a durable, long-term asset. In any world in the future, companies are going to need to identify their total addressable market, they're going to need to identify the companies that are in market for their products and services, and they're going to have to engage with them for them to become customers.

Speaker #3: There are only 27 B2B companies on the CNBC disruptors list. These are the most AI forward companies in the world and they all run on ZoomInfo.

Speaker #3: We have numerous AI-first, AI-native businesses that use ZoomInfo today. And the reason for that is you cannot token your way to building the data asset that we have built.

Speaker #3: That is a durable long-term asset. And in any world in the future, companies are going to need to identify their total addressable market. They're going to need to identify the companies that are in market for their products and services.

Speaker #3: And they're going to have to engage with them for them to become customers. And so while the while many companies are recalibrating, particularly in software, the size of their teams and the way that they go to market, finding new customers and selling your products and services is not going away.

Henry Schuck: While many companies are recalibrating, particularly in software, the size of their teams and the way that they go-to-market, finding new customers and selling your products and services is not going away. What is changing, particularly with the most AI-forward companies, is where they do go-to-market work. They still need our data. They still need our insights. They still need our signals. But they are working out of different interfaces, whether that's in an LLM or their own homegrown applications. We want to be in a place where, one, we deliver our data and insights to any interface where those companies work. When we're tied closer to go-to-market work, we see better net retention outcomes. We tie closer to value, and go-to-market work is increasing.

Speaker #3: And so what is changing, particularly with the most AI forward companies is where they do go-to-market work. They still need our data. They still need our insights.

Speaker #3: They still need our signals, but they are working out of different interfaces, whether that's in an LLM or their own homegrown applications. And so we want to be in a place where one, we deliver our data and insights to any interface where those companies work.

Speaker #3: And then when we're tied closer to go-to-market work, we see better net retention outcomes, we tie closer to value, and go-to-market work is increasing.

Henry Schuck: Historically, I could only focus on the top X amount of companies in my total addressable market. With agents, I can focus on the longer tail of great fit companies in my market, and that is more consumption of our data, more consumption of our insights, more consumption of GTM.AI. We want to be in a place where our pricing and packaging is flexible because go-to-market work is increasing, and we can be at the center of where all go-to-market work happens. The other thing that I'll tell you is, unlike just about any other player in the market, we own our data asset.

Speaker #3: Historically, I could only focus on the top X amount of companies in my total addressable market. With agents, I can focus on the longer tail of great fit companies in my market.

Speaker #3: And that is more consumption of our data, more consumption of our insights, more consumption of GTM.ai. And we want to be in a place where our pricing and packaging is flexible because go-to-market work is increasing.

Speaker #3: And we can be at the center of where all go-to-market work happens. The other thing that I'll tell you is unlike just about any other player in the market, we own our data asset.

Speaker #3: And when you compare our pricing for enrichment or go-to-market work or AI agents on top of data, our pricing is meaningfully less than any of the competitors in the space that are providing that same type of enrichment or that same type of agentic workflow.

Henry Schuck: When you compare our pricing for enrichment or go-to-market work or AI agents on top of data, our pricing is meaningfully less than any of the competitors in the space that are providing that same type of enrichment or that same type of agentic workflow. We're going to go flex the power that we have that's been built on top of the fact that we own that data asset. Number one, I would tell you where go-to-market work is happening is changing. The pricing, packaging, the new products that we're releasing are designed to meet our customers where that go-to-market work is happening. When we're closer to go-to-market work, we're closer to value, and our net retention rates are higher. We're going to be really flexible with our packaging and pricing so that we can be everywhere go-to-market work happens.

Speaker #3: And we're going to go flex the power that we have that's been built on top of the fact that we own that data asset.

Speaker #3: And so number one, I would tell you, go-to-market, where go-to-market work is happening is changing. And so the pricing, packaging, the new products that we're releasing are designed to meet our customers where that go-to-market work is happening.

Speaker #3: When we're closer to go-to-market work, we're closer to value and our net retention rates are higher. And we're going to be really flexible with our packaging and pricing.

Speaker #3: So that we can be everywhere go-to-market work happens and as that go-to-market work increases, so does the value to ZoomInfo. And that's what we're building against.

Henry Schuck: As that go-to-market work increases, so does the value to ZoomInfo, and that's what we're building against.

Speaker #4: Very helpful. I appreciate that. And then, Graham, as you think about the changes in the workforce and the new footprint and where the organization is going to be at year end, I assume that you guys will be at your operating target by year end.

Surinder Thind: Very helpful. I appreciate that. Graham, as you think about the changes in the workforce and the new footprint and where the organization is going to be at year-end, I assume that you guys will be at your operating target by year-end. Are there other things that you're thinking about just from a cost perspective, or should that effectively be the run rate heading into 2027?

Speaker #4: Are there other things that you're thinking about just from a cost perspective or should that effectively be the run rate heading into 2027?

Speaker #1: I think that's right to

Graham O'Brien: I think that's right to think about that as the run rate heading into 2027. By the time we get into the back half of the year here, where I continue to expect that while our cost of service could grow with revenue or even a little bit faster than revenue, the G&A, sales and marketing, and R&D expenses should continue to grow slower than revenue.

Speaker #3: think about that as the run rate heading into 2027. By the time we get into the back half of the year here where I continue to expect that our while our cost of service could grow with revenue or even a little bit faster than revenue, the G&A sales and marketing and R&D expenses should continue to slow grow slower than revenue.

Speaker #4: Thank you.

Surinder Thind: Thank you.

Speaker #2: Thank you. This does conclude the question and answer session. Thank you for your participation in today's conference. This does conclude the program. You may now disconnect.

Operator: Thank you. This does conclude the question and answer session. Thank you for your participation in today's conference. This does conclude the program. You may now disconnect.

Q2 2026 ZoomInfo Technologies Inc Earnings Call

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