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spk20: Ladies and gentlemen, and welcome to the KUPA software fourth quarter fiscal year 2021 earnings release conference call. At this time, all participants are in listen-only mode. At the conclusion of our prepared remarks, we will conduct a question and answer session. If you would like to ask a question, you may press star 1 on your touch-tone pad at any time. If anyone should require assistance during the conference, please press the star 0 on your touch-tone pad at any time. As a reminder, this call is being recorded. I'd now like to introduce your host for today's conference call, Mr. Stephen Horwitz, VP of Investor Relations. Mr. Horwitz, you may begin your conference.
spk17: Thank you. Good afternoon and welcome to Coupa Software's fourth quarter conference call. Joining me today are Rob Bernstein, Coupa CEO, and Todd Ford, Coupa 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. One final note before we get started is that we will be conducting an analyst day on July 15th, and we'll be doing so in a virtual setting. With that, I will now turn the call over to Rob. Rob.
spk19: All right. Thanks, Stephen. Hello, everyone, and thank you for joining us. It's amazing to think about where the world was a year ago. Last year on this exact date, we held our year-end earnings call for fiscal 2020. That same morning, our home state of California announced was announcing emergency shelter and placeholders in response to the COVID pandemic. It's likely that none of us realized at that moment how much our world was about to change. With employee safety as a top priority, companies would be shuttering their offices and bracing for impact. And this uncertain time called on all of us to do things differently, with many of our customers needing to take swift actions to survive. Through it all, I'm proud to say that my Coupa colleagues and I stood side by side with our customers. We sought ways to help them in any way possible, and thankfully, our expertise in business fund management proved useful. In an adverse, uncertain situation, companies can often make the most important impact by controlling their spend, and we helped many do so. As the leader in business fund management solutions, we were there to ensure our customers had the resiliency and the agility to endure the difficult times and to prevail despite them. We ourselves also took to heart the state of mind and wisdom we impacted to our customers as we planned our own growth strategy in the face of this wide-scale global pandemic. Looking back on the past year, we carefully and thoughtfully scaled the organization by efficiently onboarding more than 1,300 employees across all areas, including sales, marketing, products, development, and services. Simultaneously, we expanded the world's most comprehensive BSM platform by adding supply chain design and planning, treasury, and by enhancing our supplier diversity and travel and expense offerings. We added many new customers to our growing community, from mid-market to large enterprise, including dozens of Fortune 500 companies. And we successfully shifted our software implementations to fully virtual, while reducing deployment times by about a month. Once live, these customers contributed to our cumulative spend under management, which now exceeds $2.3 trillion. Inspired by the big lights of BSM, there's nothing we can do when we rally together around our core values, leveraging the breadth and depth of our core competencies and domain expertise and our focus on execution. As a result of this work, and despite the tremendously difficult market environment, I'm delighted to share that we delivered on our model of 30-plus percent annual revenue growth, continued thoughtful sales and marketing efficiency, and cash flow leverage. I'm proud to share some of the successes we have achieved, both in terms of business accomplishments and financial results. Moving forward, we remain maniacally focused on delivering the world's preeminent value as a service platform for all of our customers. Now, as you know, a key component of value as a service is helping customers accrue more value more quickly. At Coupa, we call it accelerated time to value, which is what the A in Coupa stands for. The accelerated vision area was keenly on display in many of our Go Lives this quarter. Here are several examples from around the world. BMW recently went live on Coupa BSM. They needed to migrate nearly 1 million items and more than 5,000 contracts to our platform. I'm happy to report that 100% of their content was available on day one of their Coupa launch, which enabled them to maximize savings opportunities right away. Spotless, the largest integrated facility services provider throughout New Zealand and Australia, also recently went live with Coupa. Working closely with our partners and customer success teams, Spotless implemented the Coupa platform in just 13 weeks and was able to issue 2,500 purchase orders on the first day they were live. We also support Westpac, Australia's oldest bank. Their CPO posted on LinkedIn, amazing that someone can use a procurement business application and purchase the product they are looking for within 15 seconds. I love that quote because it gives you a sense of the user centricity or the you in Coupa that no one expects in the world of procurement, at least before meeting us. The accelerated value that these customers have achieved is indicative of what our new customers are also striving to accomplish as they begin their implementations. To that end, I'm pleased to share that our broader sales environment continues to improve. We've seen increased activity and closure rates with some of our larger sales opportunities. Let me take a moment to welcome some of the many organizations who joined our vast, global, ever-growing Coupa community last quarter. They include Aspen Pharmacare, Ball Corporation, Bank of New Zealand, Carvana, Checkout, Cloudera, Heathrow Airport, Highspot, Honda Research Institute, Synchrony Financial, Tyson Foods, Waystar, and dozens of others. These new customers join the Coupa community to leverage our incomparable business by management platform, knowing there is no alternative of this kind of offering. As we extend our leadership position, we believe it's incumbent upon us to protect our flank, To that end, we've built clear barriers to entry in BSM, including a robust portfolio of patents to protect our innovations. Our truly innovative patent filings have had a success rate of over 95%. We now have 100 patents issued or pending, and we expect to file over a dozen more this year. Now, one of the many areas where we have deep patent coverage is in strategic sourcing optimizations. This offering, which provides an e-sourcing platform for companies to run online negotiations and optimize results, has been frequently added this year by customers seeking quick ROI opportunities. There is no better example of the value that can be extracted from our platform than the following. One of the world's largest medical device, pharmaceutical, and consumer packaged goods companies, using Coupa BSM, recently saved over $300 million in a single sourcing event. Coupa's platform processed over 2 million data points derived from more than 400 rules set by the customer for 6,000 items and over 300 suppliers to elegantly produce the award scenario that generated these massive savings. There truly is no market equivalent for our sourcing solution, which amplifies the open platform, the O in Coupa, to maximize the number of suppliers bidding on a sourcing event. Now, another way that our customers tap into community sourcing is through Coup Advantage, where they instantly gain access to pre-negotiated contracts with trusted suppliers. That portion of the offering is now called Instant Advantage and has grown to incorporate more than 70 suppliers, providing tens of millions of dollars in savings to hundreds of customers. We have also expanded the Coup Advantage to incorporate sourcing events, Dubbed Sourcing Advantage, the Coupa community can collaborate via group sourcing events to maximize savings by rationalizing service levels and items purchased across all participants. There are already over 40 events planned for 2021 with an expected average savings of approximately 20% per customer. We added this new functionality to build on the already comprehensive approach we have to accelerating ROI for our customers. Likewise, the industry has no equivalently comprehensive platform to see in Coupa. Because of the breadth of our offering, we added a major customer in the federal sector for the second quarter in a row. While we are restricted from publicly sharing the name of this new federal customer, I can say that it is a very prominent and well-known centralized federal agency that is also contractually committed to be our FedRAMP agency sponsor. We're making good progress in this sector and are encouraged by the robust federal pipeline that we have developed. Let me now discuss the continuously growing power of community intelligence. Grupo Herdez, a Mexican food company with over 10,000 employees across 14 plants and 25 distribution centers, utilized community intelligence to dramatically reduce approval cycle times. Their average approval cycle time for purchase orders was previously over 30 days, and approximately 19 days for invoice approvals. Community intelligence showed that best-in-class consumer packaged goods companies how they were approving POs and invoices in significantly less time. Groups were heard as then followed real-time transactionally contextual prescriptions, also known as the PN-CUPA, that were automatically shared with them on ways they can improve. In doing so, they were able to drive PO approval cycle times down to less than three days and despite a 600% increase in volume. They're also able to reduce invoice approval cycle times to less than four days, despite the number of invoices growing by 20 times. This is an example of a key value proposition that no other company in our industry can provide, the use of a platform with real-time prescriptions based on anonymized transaction-level data, which makes our customers smarter together. Another industry-unique capability we delivered for our customers is Coupa Pay. We are truly the only game in town when it comes to sitting at the intersection of buyers, suppliers, and banks, and now have nearly 200 pay customers. This quarter, I want to share with you a story about an enterprise company that has achieved early success with Coupa Pay. Ionis Pharmaceuticals is the leader in RNA-targeted therapy, pioneering new markets and changing standards of care with their novel technologies. Six months ago, IONIS digitized its payments processes with Coupa Pay. Already, over 90% of invoices and hundreds of millions of spend have been processed through Coupa Pay at IONIS. Before implementing Coupa Pay, IONIS manually processed a significant portion of its 15,000 annual payments through its ERP, including about 50% of its U.S. vendors by paper check, In addition to the complexity of onboarding up to 1,500 new suppliers annually, the payment processes across the company were disjointed and inefficient. They would be set with manual data entry, manual reconciliations, and missed payment instructions and remittance information. Ionis now pays its suppliers leveraging several payment methods or rails available through Coupa Pay, including ACH, wire, and check. They also use cross-border to process payments in four currencies across 10 entities in Europe and North America. After implementing Coupa Pay, Ionis has all but eliminated manual payment processes, including operational efficiency improvements and significantly reduced errors. Ionis credits Coupa's ease of use, holistic approach, and mindset of striving for continuous improvement to the success that has been realized. This is just an example of the type of early success we are seeing with Coupa Pay. With the objective of continually increasing the functionality and value we provide to our customers, let's now discuss acquisitions. We recently completed a small acquisition of Pana, a leading corporate travel booking company. Pana's booking engine will allow us to build upon our success in expense management and further unlock our potential with our travel saver offerings. We already have the most comprehensive business spend management solution our market has ever seen. This acquisition is all about deepening that value for our customers while broadening our set of capabilities. This deal is consistent with our M&A strategy of adding technology components that maximize and enhance the value of our organic transactional core engine and are augmenting this engine with key advanced power applications that optimize the value of these transactions. In making the decision to acquire Pana, we considered culture first. We considered buy versus build, and we considered whether it could quickly be integrated into our platform while maintaining a seamless experience for users. We are more than confident that this acquisition checks all these boxes. I am happy to welcome the Pana team to Coupa. Now let's move on to the Coupa Business Spend Index. Before getting into the Q1 outlook, I'd like to once again reiterate that the BSI is not necessarily indicative of the trends we're seeing in the Coupa business itself. These are trends we're seeing across industries. The Q1 BSI revealed that business spend sentiment is gradually improving for the third consecutive quarter following the steep decline at the onset of the pandemic. Businesses remain cautious about the global economic outlook and all industries, with the exception of high-tech companies which remains below trend year over year, nevertheless. For a closer look at the Q1 BSI, I invite you to visit spendindex.com. Now, I'd like to highlight a few of my colleagues who have made outstanding contributions in alignment to our core values. Let me start with Guillaume Casagrand, who was recently recognized by his peers for exemplifying our number one core value, ensuring customer success. Guillaume delivers value for colleagues and customers alike. He always finds the best solution when designing integration interfaces by following best practices. For our second core value of focusing on results, Julian Phillips was recognized. Julian leads by example. His ability to address difficult situations with diplomacy, yet assertiveness, deserves acknowledgement. Last but not least, Gautam Fancy was recognized for embodying our core value of striving for excellence. Gautam always takes quick actions to find resolutions for our customers. He is passionate when it comes to serving the customer and supporting our team and constantly inspires his colleagues to strive for excellence as well. These three colleagues embody our core values and reflect our culture of authenticity, community, and excellence that we are maniacally developing at Coupa. The job is about a lot more than a paycheck. It's about a sense of dignity and a sense of purpose. We seek to provide a platform for professional and personal self-expression to every employee we hire here at Coupa. So, before finishing up, I want to highlight that IDC recently published six reports covering areas of business management, and Coupa was once again the leader in every one of them. There are currently 28 analyst reports across virtually every aspect of business spend management, and we're a leader in all these reports. Proudly, no other provider can come anywhere close to matching the capabilities of our platform, nor the value and ROI we deliver for our customers. Now, we do not take these accolades for granted. They serve as just another source of inspiration as we work to lead our market for the benefit of our growing customer community. So let me close where I began. This year presented more challenges for all of us than we could have possibly imagined, but there's nothing more human than resiliency in the face of adversity. I'm convinced that we will emerge from this crisis stronger and smarter than before. As we are well into our 49th quarter of execution, our confidence has never been higher in our ability to navigate difficult conditions for our customer community, to grow at a market-setting pace, and to extend our position as a clear leader in business spend management. With that, let me now hand it over to our Chief Financial Officer, Todd Ford, who will review our Q4 financial results and provide our outlook for the first quarter and fiscal 2022. Todd?
spk13: Thanks, Rob, and good afternoon, everyone. As Rob noted, a year ago today, we held our fiscal 2020 Q4 earnings call. At that time, we were entering a period a significant uncertainty as the COVID pandemic was just beginning to impact businesses across the globe. In spite of this uncertainty, we approached the situation with resiliency in mind. We weren't just focused on getting through the pandemic, but on continuing to build our business to be best positioning upon exiting COVID. During the year, we continued to invest across our organization and into the success of our customers. And we made strategic investments with the acquisitions of Connexus, Bellin, MookNet, and Llamasoft during fiscal 21 and our most recent acquisition of Pana in early February. While making these investments, we delivered 39% year-over-year revenue growth while continuing to show leverage in our operating margins and adjusted free cash flows. In fact, even with the economic headwinds and the impact from our acquisitions, we executed well and still generated an adjusted free cash flow margin of 21%. up from 14% last year. And we exited the year from a rule of 40 perspective at 60%. And we defined the rule of 40 as revenue growth rate plus adjusted free cash flow margin. I'm proud of our fiscal 21 results and that we delivered on our commitments to our stakeholders. Most importantly, with the assertive posture taken last year, we are well positioned for FY22 and beyond. Now let's get into the details of Q4. we had a very strong Q4 across the board with significant contributions from Coupa Pay, including Coupa Treasury and Coupa Supply Chain Management, formerly Llamasoft. Total revenue for Q4 was $164 million, up 47% year over year, with subscription revenue of $135 million, up 37% compared to last year. Total revenue for fiscal 21 was $542 million, up 39% year-over-year, with subscription revenue of $470 million, up 36% compared to last year. The revenue contribution from Lomasoft for Q4 and the full year was approximately $22 million. As a reminder, the opening deferred revenue for Lomasoft was subject to a one-time purchase accounting haircut of nearly 50%, and it will take at least one full annual cycle before the impact of this haircut has worked its way through our financials. Calculated billings for Q4 were $270 million, up 49% year-over-year, and $642 million for the full year, up 37% compared to last year. Calculated billings included approximately $15 million of Lomasoft opening deferred revenue post haircut. As a reminder, the comparative period of Q4 fiscal 20 last year was our last pandemic quarter, and we delivered record results across the board during that quarter. Given the difficult compare and the volatility of the pandemic-influenced business environment throughout fiscal 21, we were pleased with our execution for Q4 and for the full fiscal year. Turning to gross margin, our fourth quarter non-GAAP gross margin was 70.1%, well above our guidance of 67 to 68%, but approximately two and a half points lower in Q3 due to the Llamasoft acquisition. Given the size of Llamasoft, we expect to experience meaningful gross margin compression for most of fiscal 22. This is already reflected in our guidance, which I will share with you in a few minutes. Non-GAAP gross margin for fiscal 21 was 71.9% compared to our guidance of 71%. Let's now take a look at Q4 results of operations. Despite the impact of onboarding the full Lomasoft expenses while taking a revenue reduction from the opening deferred haircut, the scale and leverage of our financial model was once again demonstrated through our strong operating income and cash flow results. Specifically, we delivered Q4 non-GAAP operating income of $11 million, or 7% of total revenue, as well as non-GAAP net income of $13 million, or 17 cents per share, on approximately $77 million diluted shares. For fiscal 21, we delivered non-GAAP operating income of $53 million, or 10% of total revenue, as well as non-GAAP net income of $56 million, or 77 cents per share, on approximately 73 million diluted shares. We also delivered very strong cash flow results. This is a testament to the Coupa platform being mission critical for our customers and vital to achieving their business objectives. Q4 and full-year operating cash flows were $20.4 million and $78.2 million, respectively. Adjusted free cash flow for the fourth quarter was $38.1 million, or 23% of total revenues. For fiscal 21, adjusted free cash flows were $113.5 million, or 21% of total revenues, a result which truly demonstrates our ability to grow the business and to do so profitably. Please note that our Q4 operating cash flows were negatively impacted by a one-time $19.4 million payout of legacy equity awards for the Llamasoft acquisition. These are awards that, while granted by the legacy company and paid for out of acquisition consideration, flow through the P&L of the acquiring entity, in this case CUPA, as stock-based compensation costs. For the full year, operating cash flows were also negatively impacted by $27.4 million related to early redemptions on our 2023 convertible notes, with most of this impact coming in Q2 and Q3 and none in Q4. In total, the full year impact of these items was $46.8 million, meaning that our operating cash flows would have been $125 million if we adjusted for these two items. Cash at quarter end was $606 million, The decrease in our cash balance was driven by cash paid for the Llamasoft acquisition of approximately $792 million. As you already know, we also issued stock with a fair value of approximately $635 million to complete the transaction. Now let's turn to guidance. There are several inputs this quarter, so I'll start by laying out the framework. First, the vaccines are now being distributed, and it appears we are continuing to trend in the right direction it will still take some time for things to return to normal, at least some version of the new normal. Many customers and prospects continue to operate with caution, making it difficult to predict the timing of when deals will close. Though we continue to see incremental strength with each successive quarter, both in terms of feedback from our go-to-market teams and customer and prospect conversations, considerable uncertainty still exists, and thus we will continue to proceed in a measured fashion. Next, our guidance once again assumes no billings or revenue contribution in Q1 or fiscal 22 from Coupa Travel Saver. It is possible we could see travel pick up in the second half of the year. However, it's currently too difficult to predict what that recovery may look like with respect to both timing and volume. We will update you in future quarters if we begin to incorporate contributions from Travel Saver into our guidance. Finally, let's talk about Coupa supply chain design and planning, formerly Llamasoft. As we've stated in the past, our strategy is to align their business model with Coupa's, optimizing for long-term success with Coupa Core and supply chain management working together in one cloud BSN platform. We are committed to this approach, which is clearly the right long-term strategy for our business. In the near term, however, this will cause the revenue contribution from Lomasoft to be significantly lower than their legacy pre-acquisition annual revenue of approximately $105 million. for at least all of fiscal 22, and most, if not all, of fiscal 23. Let me explain why. First, our objective is to convert legacy on-prem license arrangements to the cloud. This process, which we anticipate will be spread out over the next two plus years, and will primarily happen in conjunction with customer renewals. And it's already underway. Under ASC 606, license revenue is recognized upfront whereas cloud revenue is recognized ratably over time. Therefore, cloud conversions will create a decrease in revenue on the front end. Conversely, revenue on the back end will be greater in a SaaS arrangement than it would have been with an on-prem license. But it will take time to reach that inflection point. As a reminder, we report on-prem license revenue in our professional services and other revenue line. Next, Llamasoft was doing substantially all their own implementation work prior to the acquisition. which resulted in meaningful professional services revenue. As you know, GSIs and regional partners lead 80% plus of our Coupa implementations. This partner-led model is key to our strategy, and we are training our partners to take on Lomasoft professional services work. This will drive a much cleaner model and better margins in the long term. Finally, the opening deferred revenue haircut for Lomasoft was significant, nearly 50%, as I noted earlier. This haircut will have a meaningful impact on fiscal 22 subscription revenues. With these considerations as the backdrop, we expect total revenue for the first quarter to be $151.5 to $152.5 million, with subscription revenue of $133.5 to $134.5 million, and professional services and other revenues of approximately $18 million. As a reminder, 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 seasonally lower by several million dollars in Q1 compared to Q4. For calculated billings, on a trailing 12-month basis, we expect to exit Q1 at a year-over-year growth rate of approximately 33%. Moving down the income statement, we expect a Q1 non-GAAP gross margin of 65% to 66%. Factors contributing to the lower Q1 gross margin guidance include lower Lomasoft revenues due to the deferred revenue haircut, shift to subscription revenue, and shifting services revenue to partners and the reduced number of days in Q1 because of February. We expect a non-GAAP operating loss of $10 to $12 million and a non-GAAP net loss of $13 to $15 million, resulting in a non-GAAP net loss per share of $0.18 to $0.21 on approximately $73 million weighted average basic and diluted shares for the quarter. After finishing the year strong with $38.1 million of positive adjusted free cash flows in Q4 on strong collections performance, we expect Q1 adjusted free cash flows of $3 to $5 million. For the fiscal year end, January 31st, 2022, we expect total revenues of $675 to $678 million. This includes subscription revenue of $586 million to $589 million, and professional services and other revenue of approximately $89 million. In this guidance, we are assuming a legacy subscription revenue contribution from Lomasoft of $30 to $35 million. The interesting dynamic here is that to the extent we are not successful in converting former Lomasoft customers to the cloud in the timeframe we are planning, our revenues will be higher. in the near term. Turning to gross margin, for fiscal 22, we expect a non-GAAP gross margin of 66 to 67 percent, a non-GAAP operating loss of $7 to $10 million, and a non-GAAP net loss of $17 to $20 million, resulting in a non-GAAP loss per share of 23 to 27 cents on approximately 73.5 million weighted average basic and diluted shares for the year. As we work our way through the timing of revenues recognized from Llamasoft, as well as taking advantage of synergies on the cost side of the equation, we expect our P&L to improve over the next several quarters. With respect to adjusted free cash flows, we expect to be up on an absolute dollar basis for fiscal 22. That concludes our prepared remarks. We'd now be happy to take your questions. Operator?
spk20: Thank you, Mr. Ford. Ladies and gentlemen, if you have a question, please press star 1 on your touchtone telephone. In order to allow everyone time for questions, we ask that you please limit yourselves to one question each. Your first question comes from from Barclays.
spk15: Hey, congratulations and a great finish to a very strong year. My question was around Coupa Pay and the invoice function. Rob, can you talk a little bit about what you're seeing in terms of the debate you have with clients around doing this in Coupa versus doing this in ERP? You gave a very good example. I would assume that situation, that messiness that you have with the ERP system is pretty much everywhere. But where are customers on their journey to kind of actually acknowledge that and finally move on and embrace you. Thank you.
spk19: Sure. Thanks so much for the question. Look, they continue to acknowledge it, without a doubt, the challenges that they're having. They're not difficult to see. They're very real challenges. And because of that, our customer acquisition rate is accelerating and our deployments and transactional spend running through the system is accelerating. You know, a lot of it has to do with the fact that we're in a very unique situation. We face a scenario where You have very disjointed processes for pay. You have a lot of manual effort being deployed. You have a lot of different perhaps ERP modules being used. And you have this value proposition of a centralized hub where you have visibility to everything from the point of thought around making a request to buy something all the way through to payment and the ability to use any rail seamlessly to make those payments across all There are geographies of hundreds, in some cases, thousands of suppliers. So we're continuing to make really, really good headway there. And it's a process, but one that we're obviously committed to because the value proposition is just so, so strong.
spk20: Your next question comes from Bob Napoli from William Blair.
spk05: Thank you. I appreciate it. I was wondering if you could give any color on the success. cross-selling some of the new acquisitions in Llamasoft and the treasury business in particular that seem to have so much? Are they filling in the gap you expected in your product offerings?
spk19: Sure. So let me just say that what's really working for us is our set strategy of delivering an integrated business spend management platform. What we're seeing from customers of any size that we interact with is they do not have visibility to their spend, whether it pertains to direct or indirect, whether it pertains to the cash that they're utilizing properly to manage the expenditures that they're making, whether it has to do with their expense processes, their invoice processes, their contracts management, their sourcing. They're looking for cross the board visibility, control, and optimization of business spend management. And because of that, they realize the synergy of partnering with a value as a service player like ourselves, who offers a business spend management platform for that. So of course, they're uptaking supply chain design and planning, treasury, and many of the modules and capabilities I just listed. But the secret sauce to it is the alignment between ourselves and our customers around the vision of business spend management and how to get to an optimized success with it.
spk20: Our next question comes from Daniel from Citi.
spk08: Great. Thanks for taking my question. I just wanted to go back to your comments about the SourceTogether events and the Coupa Advantage. If I heard correctly, you had sort of 70 suppliers offering there. How much did that grow in the past year? Can you inform us on anything you're doing to sort of boost the number of suppliers that are making use of that? Thanks.
spk19: Well, our focus is on boosting the value that we deliver to our customers. That may be by increasing more suppliers. That may be through negotiating stronger contracts with our preferred suppliers. That may be by facilitating these incredible events that we're driving where we're bringing together multiple customers to to facilitate a sourcing event where everyone gets to save based on aggregating buying power. So our orientation is not so much on number of suppliers. It's always oriented toward the value we're delivering for our customers. And we're very proud of our continued growth in the value we're driving for all of them. What you could see numerically there is that we're over $2.3 trillion in spend is now running through the platform. Well, you could see numerically is that our average subscription per year from our customers has grown virtually every quarter now for 48 quarters. So that's our orientation and all of that is moving in the right direction and we're very pleased with it.
spk20: Your next question comes from Stan Vlotsky from Morgan Stanley.
spk01: Perfect. Thank you so much, guys. And congratulations on a very strong end to the fiscal year. When you look at your fiscal 22 guidance, what are some of the macro data points that you're looking at as far as informing how you're thinking about revenue growth for the full year and where to put your investment dollars? Thank you.
spk19: Maybe we could address that both from external, and then we'll ask Todd to talk about it a bit from internal. But from an external perspective, as you'd imagine, as executives of the company, we'll look at everything. element of data we have in front of us. We're looking at how our pipeline is growing, and I'm proud to say it's the largest pipeline we've ever had as a company at this moment. We're looking at the talent that we have all over the world that can work that pipeline to bring deals to closure. We're looking at our ability to implement those customers successfully and quickly, and the systems integrator network that we're developing and certifying around the world. We're looking at just about every piece of data we can get to continue this move, this quarter-over-quarter move to build out the company. So not one specific measure, but every measure that we have in our purview from an external perspective.
spk13: Yes, Dan, and from a financial perspective, obviously we look at trends that we've seen in the past three quarters. We look at the strength of the pipelines. picking up multiple data points from customers and prospects alike, and looking at a range of outcomes and trying to take a very measured approach with respect to that range. And similar to how we've done things in the past, we assume that we'll start at kind of a lower range, and as we execute, we'll update it accordingly. And our guidance philosophy hasn't changed.
spk20: Your next question comes from Michael Turn from Wells Fargo.
spk09: Hey, great. Thanks. Good afternoon. Thanks for taking the question. On Llamasoft, I just was hoping we could get more detail on what that helps unlock from the direct spend side and how that value can potentially contribute to the community on the Coupa platform. I'm also wondering just initial observations you might be able to share on any difference between the two buyers and how much cross-sell could prove part of the equation for success there as well, appreciating Todd's commentary just around the push-full dynamics of migrating to the cloud versus the traditional license model there.
spk19: Well, at the broadest sense, I can tell you there's not one executive that I've spoken to over the last four to five months that is not thinking about how they could work through optimization of their supply chain in some way, especially if they're dealing with any kinds of products whatsoever. That is an area of very real focus, not only commercially, but also in the public sector, obviously. So we think we've got just an incredible platform here to help companies not only design their supply chain for the longer term and short term, but actually plan out what goods and services they're going to need to source immediately and then take action on those sourcing events through operational and transactional purchasing and receiving and Of course, invoice reconciliation and payments and background for designing and planning. So the synergy is very clear and the alignment is very clear. And we're really excited about the culture of the people that we brought on as well. That's starting to really become, you know, one Coupa village, as we like to call it here. And that hasn't taken a lot of time for us to really see things eye to eye as a set of colleagues grounded in a common set of values. The value proposition is crystal clear. There's a second portion to your question around the value of community data. Very simply put, when you complete a design and set a plan for supply chain, that feeds directly into our sourcing optimization capability. So once you know what it is that you need, we can help you get it very, very quickly. We can get it from the right folks with the lowest risk and at the right price. and with the highest likelihood of on-time delivery. So that's an obvious synergy point. But the beauty then is after we see that transactional spend happening, as you start buying these products, we're picking up a whole host of community data that's highly relevant. Everything from time to deliver, to ordering trends, to order cycle time, restocking patterns, consumption data, and much more. And we're looking to use some of that information to inform how to more optimally design and plan next time around. And in fact, we've created a center of excellence in data science here that is tasked with optimizing or leveraging that optimized data for the design and planning use case. So it's really, really exciting time for us here because this just has never before been done in our industry.
spk20: Your next question comes from Steve Coney from SMBC, MECO.
spk02: Hey, guys. Thanks for taking my question. I was curious to get some color on competition in two aspects. One is maybe a little bit on your competition with, you know, staff providers in HR and ERP and procure to pay that have, you know, made an initiative to try to get into that space in a bigger way. And secondly, on pay itself, which could ultimately disrupt a huge TAM and B2B payments, you know, understood that this is, you know, 99% greenfield probably, but how do you think about your competition in that pay space as well? Thank you very much, and congrats on the Q4.
spk19: Sure. Thank you very much. You know, you may be new to some of the comments we've shared in the past around competition, but we all here firmly believe that The primary competitor we have is an incredible one, and that is purely ourselves. No one else has a broad vision around business fund management that we could see in the market. And so our pursuit of that and our ability to execute for our customers is our fundamental competition. Now, of course, we're not naive. There are some point solution providers in certain distinct use cases that may be competitive for those use cases. But if we align around a common vision with our customers, we tend to be victorious every time. So that's our orientation. It's our orientation around becoming a leader in this marketplace by redefining it and delivering values of service that's measurable for every one of our customers. Any point solution providers over time will have to sort themselves out.
spk20: Your next question comes from Brad Sills from B of A Securities.
spk10: Oh, great. Hey, guys. Thanks for taking my question. I wanted to ask about Coupa Pay. Another question on Coupa Pay, please. In the past, you've provided the ASP uplift, I think, greater than 20%. Could you comment on how that's trending and any commentary on the core invoicing solution versus some of these other add-ons like vCard, early payment? Are those starting to contribute to that metric as well? because it sounds like you're seeing broader adoption of Coupa Pay elements. Thank you so much.
spk19: Sure, sure, happy to answer that. So, you know, the attach rate for Coupa Pay this quarter is similar to, I think, last quarter. We shared roughly 30%. It's healthy. You know, it's still certainly the fastest-growing new module that we've ever done, and now, you know, up to nearly 200 customers. I think I shared that in the prepared remarks. The customer acquisition rate itself is accelerating. And what I think you should know is that customers are thoughtfully taking, you know, a methodical approach to ramping their transactional spend. And indeed, more and more of that is happening in the last capability of Coupa Pay that we took GA, and that is invoice payments. Of course, we see virtual credit card adoption. We see dynamic discounting adoption, or what we call Coupa Accelerate. But at the core, of course, the real play here is around invoice payments and continued healthy adoption and customer add-ons quarter in, quarter out.
spk20: Your next question comes from Joseph from Canaccord.
spk16: Hey, guys. Thanks for taking the question. Great execution. I know, Rob, you were talking about one big customer and the big savings they had there. I was wondering if you could kind of expand out to a higher level and maybe provide a little color on where you see ROI savings or discount savings now for customers your broader customer base versus, you know, perhaps where you were a year or 18 months ago? Thanks.
spk19: Sure. Thank you for that. And again, as you know, as we've discussed in the past, savings is one value proposition. There's so many more around our overall suite. But, you know, we measure overall savings, you know, in the tens of billions of dollars for our customers, right, in aggregate. And that continues to grow. And that is delivered through the fundamental value proposition of business spend management, greater visibility to opportunities for savings, greater control around your expenditures, actually preventing spend from happening where you otherwise wouldn't have been able to, and then continue to optimize that spend so that it's routed to the right suppliers with the lowest risk at the right price points or at the right quality level. So we continue to grow that in. And again, quantitatively, I think you see the outcome of that, which is just incredible renewal rates and continued adoption of other modules of our product with a lot lower cost of customer acquisition and currently for us, which is why we continue to primarily hunt rather than gather in the marketplace.
spk20: Your next question comes from Ryan McDonald from Unab.
spk21: Hi, thanks for taking my questions and congrats on a great quarter. My question is really for Rob here. Can you talk about Bellin and Lama and how that started to contribute into fourth quarter and what you see heading into first quarter, particularly on the billing side?
spk19: Like I mentioned earlier, you know, so the answer is significant contributions in both areas. But the most interesting, I think, and relevant for you as you think about our business and, you know, coming quarters and years, is that is coming through a realization by the prospect that an integrated platform that supports all the use cases that we have now integrated together and put onto one technology platform, one usability layer, more and more one business logic layer is what they're actually looking for. So continued, continued growth. Having said that, I think it's also important to note that the core areas of Coupa, what you might call organic, If you were thinking about it from a product's perspective, they continue to grow rapidly as well, and we see strong growth there.
spk20: Your next question comes from Chris Merlin from Goldman Sachs.
spk06: Okay, thanks very much for taking my question. So as the platform continues to grow here through M&A, can you give us a sense of some of the increases in deal sizes that you're seeing? I know it's still early with Llamasoft and supply chain planning, but just trying to get a sense for, you know, any increase you've seen there in particular with deal sizes for customers taking that in addition to your broader platform, just given how big a category supply chain management is. Thank you.
spk19: Sure, sure. They're quite meaningful. I mean, I think the two measures to look at, as I've shared in the past, you know, virtually every quarter, 48 quarters, average annual recurring revenue for the platform for new customers has grown, right? And incrementally grown, but when you started, you know, very small numbers and you start again, you get into the hundreds of thousands and you start doing multimillion dollar annual deals, you know you're making the same thing in progress. Certainly the addition of supply chain design and planning is a continued contributor to that and the willingness for just about any executive in the world that runs a meaningful organization to spend money on best in class, modern AI supported information technology solutions for sorting out how to optimize their supply chain is very, very strong. And so we will continue to charge fairly for the value as a service we deliver and continue to grow that value as a service on both ends as we continue to work our way into this market.
spk20: Your next question comes from Brent Grayson from Piper Sandler.
spk11: Thank you, and good afternoon. I was hoping you could double-click on the PAN acquisition and logic here. You acquired YAPTA about a year ago. I imagine you learned a lot in the last year just around the travel space. My question here is, what did you learn in the last year that's increasing your confidence and decision to double down on travel and expand Spanagement? And And what was unique about PANA that attracted you to that business? It looks like it's slightly larger than YAPTA. Also looks like it's got an integrated payment rails for travel and expense management. So walk me through the logic there and what you've learned about that travel and expense management space from last year. Thanks.
spk19: Sure. Thank you for the question. I think one of the things that's distinctly unique about that company is the culture and the people and the passion they have for this category. It's a category that we've watched and been in some way part of for quite some time now. And that's number one. Number two, they took a very innovative approach, a very smart patent-pending approach to sorting out the very generic travel bookings process that's prevalent in our industry. And we love the innovation that they brought to that approach and the thoughtfulness they brought to that approach. And so making that transactional construct part of our overall expense management offering and thus part of our overall business spend management offering just seemed like a complete no-brainer to us. And we're well underway to integrating that offering already, and we look forward to being in market with that as one integrated suite here very, very shortly. We look forward to going live on it ourselves here in our own MyCoopa environment shortly as well. It's just really, really exciting for us.
spk20: Your next question comes from Brian Peterson from Raymond James.
spk14: Hi, gentlemen. Thanks for taking the question and congrats on the strong quarter. So you've had a pretty successful M&A engine over the last few years. I'm curious on the path of value creation for customers and ultimately revenue for you, how would you rank Llamasoft versus some of the acquisitions you've made in the past? And you also mentioned migrating services to the channel versus internal. any impact on active deployments or ramping the SIs that are impacting the 22 guide? Thank you.
spk19: Well, to your first question on how we'd rank it, that's a tough one because we appreciate all the people that joined us from all the different companies that we've acquired and now made part of a Coupa core. I mean, they're all my Coupa colleagues and Todd's Coupa colleagues and everyone that's listening here that works at Coupa. So we don't really think of it that way. But what I can tell you is that over the course of the last 12 or so years, We've progressed in terms of the sizes of some of the acquisitions we've taken on. But we did that very thoughtfully, very, very carefully, making sure that we do everything possible to increase the likelihood of those acquisitions being highly successful from a people perspective, from a process perspective, certainly for a technology perspective, as long as all of it is aligned with our common vision around business spend management. And Llamasoft was certainly no exception. Just some incredible folks. that we're pursuing an area that we will continue to pursue now part of a much stronger overall core. So that's what I'd say is most important. Maybe Todd could add to some of your secondary question there as well.
spk13: So from a guidance perspective, Brian, we made an assertive assumption that we're going to convert all the license to the cloud and the vast majority of the professional services work to GSIs, which will bring down billions of revenues if we're successful. And we structured in a manner such that if we don't succeed to the level we expect, our extra revenues and billings would be higher. So we do expect to have some professional services, but in our guidance we assumed very little. And part of that's also just to get the goals and objectives in alignment. I don't want to guide to higher numbers with professional services and licenses, and then if it doesn't happen, then we're having a discussion. So we've basically taken that off of the table, and to the extent we don't execute, it's upside to our guidance.
spk20: Your next question comes from Peter Levine from Evercore.
spk04: Great. Thanks, guys. To piggyback off a prior comment you made on pipeline strength, can you dissect how much of that might be net new versus upsells? Curious to know if that mix shift, basically how that mix shift has trended throughout the year and your expectations into fiscal 22. And then second is, have you guys seen some of the most impacted industries return to market? Curious to know if we see a rebound here in calendar 2021 from some of these industries. Thanks.
spk19: Sure. Well, we don't break out pipeline in terms of add-on or net new, but I can tell you it's certainly healthy in both. And our primary focus is certainly on net new, net new customers, because the add-on business tends to you know, come on, you know, as I mentioned earlier, much lower cost of customer acquisition happens much more organically. In terms of industries, look, we've seen acceleration of pipeline in some of the, you know, some of the largest, most prominent industries. And as you would see, you know, with COVID now starting to kind of, the situation start to look healthy and healthier each day, we see some of the larger projects in, you know, manufacturing, you know, telecom, even high tech, retail, certainly, move a bit quicker. But those are just some of the verticals and the very sort of situational data I'm sharing with you. It's not scientific, if you will.
spk20: Your next question comes from Matt Van Fink from BTIG.
spk03: Yeah, guys, thanks for taking the question. Nice job in the quarter. Maybe digging in just a little bit further on the PAN acquisition and really the overall travel space. Todd, you mentioned that you're not really assuming much revenue contribution this year in the guide. So I guess maybe a couple of parts. How much more, if anything, do you feel like you need to sort of build out that whole product to be competitive when you see corporate travel coming back? and sort of cross-selling there to existing customers. And then secondarily, what level of travel or entertainment are you currently budgeting in for the guidance on the margin side for Coupa spending?
spk19: Well, you know, on the first part around product, you know, we feel like we're in a really good spot. Our expense management module and offering on its own is used by hundreds of customers around the world and is very robust. and has been replacing a number of incumbent providers for some time. With the travel booking component, with Travel Saver as well, we're very encouraged of our ability to not only be competitive, but to really reframe the whole market. I mean, the challenges of that market is frustration with usability, people booking outside known channels, not getting the savings that they would like, frustrations are a lot of money left on the table with pre-negotiated discounts not being taken advantage of and much, much more. Also, of course, using AI to track fraud. We support each and every one of those challenges that customers are facing with an integrated offering. So we won't rest on our laurels. We'll continue to build out the PANA offering. It's a core platform that we're going to continue to invest in. Well, we think we're really well positioned as travel begins to you know, take hold more in coming quarters and emerge as a leader in a very interesting category, but one that we still believe is just a subcategory of broader businessman management, which is what we're playing for.
spk13: And from a guidance perspective, really what we're doing with PANA is coming from a perspective of resiliency and skating to the puck, right? We know the world is going to come back in some sort of sense of normalcy, whether it's six months, 12 months, or 18 months. And by getting ahead of this on the travel expense side, we're going to be really well positioned when travel does come back. So from a guidance perspective, literally no revenue is contemplated in the guidance, and then obviously the expenses are still flowing through the P&L, and there's some incremental from PANA that's in the guidance. But I would say it's pretty small in the grand scheme of things.
spk20: Your next question comes from Josh Beck from KeyBank.
spk18: Thanks for taking the question. I just wanted to ask a little bit about the budget process that you're seeing from your customers. It seems like a year ago today, the back office really got deprioritized in light of other front office areas, collaboration, et cetera. Do you think now that we're a year removed, certainly things are starting to look a lot brighter on the vaccine front, that it's being considered the BSM and back office area more maybe where it was pre-pandemic? I know that's a bit of a tricky one to answer, but just curious maybe on any antidotes you can share along those lines.
spk19: Well, I would say what we're seeing is probably what may be most valuable to the audience here is that there's a broader arc perhaps than just a one-year. If we look at a five- to ten-year arc, in that arc, there's no question whatsoever that this area of business and management is making its way higher and higher on the priority list of digital transformation and moving to the cloud. We've largely started around the customer revenue side or CRM, spent a great deal of time moving human capital and those core constructs into the cloud. And now we're really making our way into one of the last areas to wrap around core ERP, which is business management. So it's still episodic in some cases, obviously. There are certain industries or certain companies that are see this at the very top of the list, where others are not as keen on it. But the broader arc strongly suggests that a greater prioritization in this area is upon us.
spk20: Your next question comes from from .
spk12: Thanks for taking my question. I want to ask you about Berlin. It's been now more than a couple of quarters since you acquired Bellin. So how is the integration going? And I understand Bellin is more synergistic to Coupa Pay, since it adds more options to bank connectivity. And also, it's in Europe. So how are you seeing the opportunity to push Bellin's treasury into the U.S. market?
spk19: That's correct about the greatest area of synergy with Coupa Pay, and that is exactly how that's been playing out. We've been having really exceptional success with Bellin, not only from the people perspective, but from the go-to-market perspective, from the customers were closing, the deployments were doing. We just finished the annual 1TC conference, which had, I think, over 750 active participants in the treasury community, which is part of our broader Coupa community now. So really pleased with what's happening with that area of our business.
spk20: Our last question comes from Mark Murphy from J.P. Morgan.
spk07: Hi, good afternoon. This is Matt Koss on behalf of Mark Murphy. Thank you for taking my question. Rob, you mentioned earlier that you'd been able to reduce deployment times by about a month. Is there anything in there that indicates that that reduction in deployment times will continue? How were you able to accomplish that and any impact on gross margin from that?
spk19: Well, it's hard to predict, but I do think if I were to predict, I would say some of that is certainly sustainable for the longer term. I mean, if you think about a typical deployment in a physical world, you know, there are days that are spent flying into the client account, there are days spent flying out, there are dinners, there's a whole bunch of work that's done that might be, you know, fun or interesting for folks, but it isn't focused on the result of getting the customer live. And now when we're on a Zoom session where you have the systems integrator, you have the One of my Coupa colleagues, you have the right folks from the customer account, and they are sharing their screen and configuring in real time and stepping through their Gantt chart of execution to go live. Obviously, that's much more efficient as long as folks are willing and tech-savvy enough to go about it that way. So my instinct is 100% of that operational efficiency improvement will likely not stick as people move back towards travel. I do think a significant portion of it will because we now know that it's doable. And of course, we'll see how that plays out.
spk13: I just wanted to get some additional comments on the record because we've gotten some messages offline with respect to Q4 billings and revenue contribution in organic and organic that I thought would be worthwhile to highlight in this setting. While we don't really think about it that way internally, I know that a lot of you want some of the details here. So when we guided for Q4 for Lomasoft, we guided to 22 to 24 million billings contribution And we noted on the call that from the opening deferred for Lomasoft was approximately $15 million. And for revenue, we guided to $13 million from Lomasoft and came in at $22 million related to Lomasoft. Some of that revenue came from the bleed off of the opening deferred, which was the $15 million. In addition, Lomasoft had a strong Q4 from net new business, which positively impacted Q4 billings and revenues. Since we had little operating history with Lomasoft when we guided Q4, We took a cautious approach in our assumption for new business contribution. And as you can imagine, we were pleased by their stronger than expected performance in Q4. Also, it's difficult to bifurcate organic and inorganic contribution when it comes to new business and professional services. What is organic and inorganic is subject to interpretation, and hence difficult to provide an exact number. In general, I personally think about organic billings and revenue growth rate for Q4 to be in the low 30s. And as a reminder, that's against a tough Compare from Q4B or go.
spk20: At this time, there are no further questions. This concludes the conference for today. We do thank you all for joining us. You may now.
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