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spk08: Good morning everyone and welcome to the Docebo Q2 2023 earnings conference call. All participants are currently in listen-only mode. We will open the lines for a question and answer session for analysts following the presentation. Instructions will be provided at that time for research analysts to queue up. We ask that analysts please limit themselves to two questions and return to the queue for any follow-ups. I would now like to turn the call over to Docebo's Vice President of Investor Relations, Mike McCarthy. Please go ahead, Mike.
spk03: Thank you, Operator. Before we begin, Docebo would like to remind listeners that certain information discussed today may be forward-looking in nature. Such forward-looking information reflects the company's current views with respect to future events. Any such information is subject to risks uncertainties, and assumptions that could cause actual results to differ materially from those projected in the forward-looking statements. For more information on the risks, uncertainties, and assumptions relating to forward-looking statements, please refer to Docebo's public filings, which are available on CDAR and EDGAR. During the call, we will reference certain non-IFRS financial measures. Although we believe these measures provide useful supplemental information about our financial performance, They are not recognized measures and do not have standardized meanings under IFRS. Please see our MD&A for additional information regarding our non-IFRS financial measures, including reconciliations to the nearest IFRS measures. Please note that unless otherwise stated, all references to any financial figures are in U.S. dollars. Now, I'd like to turn the call over to Docebo CEO, Claudio Erba.
spk12: Ciao, everybody, and thank you for joining us for our second quarter earnings call. With me today, Alessio Tuffo, our president and COO, and Brandon Faber, our senior vice president of finance. Brandon is filling in for Sukaran Mehta, our CFO, who is with his wife for the arrival of their first child. We wish Sukaran and his wife the very best. This morning, I will begin with a high-level summary of our results. We are pleased to report revenue growth of 25% in the June quarter that exceeded the upper end of our guidance range. Our profitability also exceeded our guidance with an adjusted BDA margin of 7%. From a macro perspective, we saw trend consistent with the prior quarter. Enterprise segment spending is a showing sign of stabilization where our pipeline is healthy. while SMB customers took a more cautious approach due to macroeconomic impacts. Geographically, we are seeing activities in the U.S. beginning to pick up while Europe remains flat. After successfully partnering with Amazon, Docebo is proud to announce that in Q3, we signed a major deal with another big five U.S.-based global technology leader as a customer. This partnership will support their multiple use cases, including a large external audience. Additionally, we will leverage their generative AI services to transform the delivery of personalized learning at scale and integrate cutting-edge features and functionalities into the Chabos learning platform. As well, to further advance our leadership in AI, we acquired EduGo, This acquisition enhances our capability in large learning language model technology that also brings a team of expert AI engineers on board. We anticipate that this acquisition will contribute to our disruptive innovation engine, which has made Docebo a leading player in artificial intelligence and learning automation. We look forward to providing more updates about our AI development roadmap at Docebo Inspire in September, our annual customer conference. In terms of channels, we are becoming increasingly excited about our expanding presence in the government vertical, also known as Fed and SLED. In Q2, we continue to demonstrate the viability of our platform through successful wins with municipal, provincial, and state-level customers. To further expand our customer base to include federal and state government customers, we are beginning the process of becoming federal compliance in the United States within the next two quarters. As previously discussed, we see this market as an excellent pillar for long-term growth. We have made strategic hires to form government-specific vertical teams and are building focused channel partner relationships with highly regarded firms, such as Carsoft and other large system integrators, to expedite our access to the government space. Our capital allocation strategy focuses on two areas, selective merger and acquisition, and efficient return of capital to shareholders. As valuation has become more favorable, we completed a suit-hacking acquisition this quarter. We will continue to evaluate opportunities based on their potential to address a broad spectrum of use cases that complement our platform. Before concluding my remarks this morning, I want to thank Martino Baggini, previously Chief Corporate Development Officer, a longtime partner and friend, for his service. As he decided to embark on a new chapter of his life, we wish him all the best on behalf of the entire company. Martino's corporate development responsibility will be reassigned to the finance organization, where we will leverage Sukarno's private equity expertise and his team's strong capabilities. They will work closely with me on future corporate development opportunities. In conclusion, despite ongoing macroeconomic challenges that have become the new normal, our customers recognize that learning solutions are a strategic necessity to drive top-line growth, and core component of their tech stack. Docebo's strong financials, operational efficiency, and improving profitability position us for well-sustainable balance long-term growth. As we emerge from this economic cycle, the investment we make today will further strengthen our position and accelerate Docebo growth. Now, I would like to turn the call over to Alessio, who will give you an operational update.
spk11: Thank you, Claudio, and good morning, everyone. In Q2, the company-wide average contract value increased over 8% to $48,100 from around $44,500 at the end of Q2 2022. ACV for new customers in the quarter was about $61,000 compared to $50,000 in Q1. The growth in ACV is driven by increased penetration among enterprise customers, with deal values of $100,000 in ARR accounting for approximately 50% of growth ARR generated in quarter two. 50% of these new customers have chosen Decebo for three or more use cases, which further highlights the strength of our platform and our ability to serve various complex audiences with one Decebo. We saw healthy contributions from mid-market and large enterprise customers, both during the second quarter and within our sales pipeline as we look out through the end of this year. Our commercial segment, or SMB, has been more impacted by the cautious spending and macro environment, resulting in some SMB churn that affected our net new customer ads in the June period. Regardless, gross retention held relatively flat quarter over quarter. our focus remains on capturing optimal unit economics in our mid-market and enterprise pipeline. This is demonstrated through our strategy of number one, supporting external and average use cases where almost 50% of our pipeline is external use case facing and where we have the highest win rates. Number two, we continue to expand our partnership with large system integrators to penetrate both commercial and government enterprise contracts. And number three, Almost 30% of our wins this quarter came from RFPs, where customers are switching to the table and moving away from legacy competitors who are more focused on a roll-up strategy and only serve internal use cases. Now, I would like to highlight this with a few new customer wins, upsells and cross-sells. In terms of new customer wins, in Germany, we were selected by Rolls-Royce Power Systems, for our ability to address multiple use cases, including customer training, franchisee training, internal onboarding, and sales enablement. In North America, we signed a deal with Unity Health Toronto, a Catholic hospital network serving the greater metropolitan area of Toronto. This organization selected Docebo to address their onboarding and ongoing training initiatives for their physicians, nurses, and staff, and medical university students. Also in the healthcare vertical, the Royal College of Physicians and Surgeons of Canada chose Docebo as its future platform to provide its members with flexible access to continuing education, communities of practice, and its maintenance of certification programs. HEI, hotels and resorts, A hotel investment and management company with over 100 properties with brands that include Hyatt, Hilton, Marriott, Sheraton, and Weston chose Decebo for our functionality, scalability, and content offerings to support their brands. Among the noteworthy upsells is VMware, who is using Decebo for a variety of internal and external use cases, including customer training, channel training, and membership training. As Claudio called out earlier, we're making very good progress in the government vertical. In the second quarter, we were selected by a large provincial government agency in Ontario, Canada. They chose Docebo for our AI-powered global search and content creation capabilities, including shape, as well as for our track record service. We will be supporting their internal use case for onboarding and professional development. While in the US, working closely with a large big four system integrator, We won an external compliance use case for a major department with the state of Georgia. They selected Docebo for our robust functionality and ease of use for their targeted learners. We believe that Docebo can do very well within the government vertical for a number of reasons. Number one, elevating the performance of human capital is one of the largest focus areas at every level of government today. Number two, the first steps in this process will be to transition from outdated legacy platforms. We have experienced this in the commercial segment and are now executing to repeat the success of swapping out outdated incumbents in the government sector. Number three, the ability to address internal and external use cases that governments are bringing forward, giving local, state, and federal agencies the same ability to consolidate their tech stacks. Number four, Initiating FedRAMP certification allows us to compete in more RFPs at the federal, but also state and local levels in which state RAMP certifications are more frequently required, opening up additional high-value growth opportunities. For now, I want to frame out our government's vertical strategy by saying that we're working with our channel and select system integrators who have well-established government business units and are able to accelerate our ride to win in this space. Additionally, we're aligning with other key players, including distributors like KeraSoft, who can help us to swiftly and efficiently carry over the table success from the private sector. As a reminder, this process takes time before FedRAMP certification is achieved. However, our initial investments are showing traction. During the quarter, we notably added to our roster of OEM partners. First, We entered into global OEM alliance with a big four system integrator, which will white label the CheboLearn LMS technology as the underlying technology used to address their customers and workforce upskilling and reskilling requirements. We also added Darwin Box, a fast growing HCM solution provider focused in India and Southeast Asia. With their intimate understanding of the working cultures of this region, We believe that this partnership can open up new geographical opportunities for us at an accelerated pace. We're especially excited about their presence in India, a young workforce with a large and fast-moving market for which the Cebu solution is ideally suited for. Our OEM alliances are a core pathway into both the enterprise segment and new geos, and we're pleased with how these new partners expand these pillars of growth. Both opportunities, will be in a ramp-up mode over the next 12 months, and we look forward to seeing their contributions add to our OEM and partnership results. Moving forward, we will continue to prioritize innovation, customer satisfaction, and enterprise segment growth. We're confident that our strategic planning, effective execution, and commitment to excellence will enable us to continue delivering the results that our customers have come to expect from Decebo. With that, I would like to hand the call over to Brandon.
spk14: Thank you, Alessio, and good morning, everyone. For those interested, a detailed breakdown of our financial results for the three and six months ended June 30th, 2023 can be found in our press release, MD&A, and financial statements, which are now available on our website and are also filed on CDAR and EDGAR. Total revenues for the second quarter grew to $43.6 million, an increase of 25% from the prior year, and exceeded our guided range of $42.9 to $43.2 million. Subscription revenues were $40.8 million, representing 94% of total revenue for the quarter and an increase of 28% from the prior year. Annual reoccurring revenue was $172.9, an increase of 25%. In the second quarter, we gained 85 net customers, bringing our total customer count to 3,591. This represents a 16% increase from the prior year. Average contract value for the second quarter was approximately $48,000, an increase from $47,000 from the first quarter of 2023, and an 8% year-over-year increase. Growth profit margins for the second quarter improved by 70 basis points year-over-year to 81% of revenue and was consistent with the prior quarter. Total operating expenses for the second quarter increased to $42.7 million from $25.9 in the prior year. During the second quarter, we recorded $4.1 million in one-time costs related to severances, transaction costs, an acquisition-related earnout that is excluded from our adjusted EBITDA calculation. We expect our restructuring activities to be completed during Q3 2023. G&A as a percentage of revenue increased to 21.4% for the second quarter compared to 18.2% for the first quarter of 2023. Adjusted for the one-time severances and acquisition-related costs, G&A represented 18.3% of revenues. Sales and marketing as a percentage of revenue increased to 41.4% for the second quarter compared to 40.5% for the first quarter of 2023. Adjusting for the $1.5 million of restructuring costs, sales and marketing represented 37.8% of total revenues. With the investments we made in the IT systems at the beginning of the year, we anticipate to continue to gain operating leverage in sales and marketing over the next few quarters. R&D investments in the second quarter were $8.8 million, or 20.2% of revenue, an increase from $7.4 million for the first quarter of 2023. Adjusting for the $1 million of previously mentioned one-time costs, R&D represented 17.9% of total revenue. We expect R&D to be closer to 19% of revenue in the next quarter as a result of our acquisition of PeerBoard and EDUGO. Adjusted EBITDA performance was $3.1 million for the second quarter of 2023, or 7% of revenue, which is above our guided range of 5.5 to 6.5% of revenue. We reported a net loss of $5.7 million for the second quarter of 2023, compared to $2.1 million net loss for the second quarter of 2022. Adjusted net income for the second quarter of $7.9 million increased compared to adjusted net loss of $0.8 million for the first quarter of 2022. We generated positive free cash flow of $7 million and also earned $2.4 million in interest income. Given our strong cash flow generation, since announcing our NCIB, we deployed $10.2 million towards repurchasing 279,676 common shares, Share-based compensation accounted for a modest 3% of second quarter revenues compared to 4.4% in the first quarter of 2022. Now for a Q3 2023 outlook. Due to the large deal we signed with the U.S. Big Five tech customer, we anticipate higher incremental revenue within the quarter. We expect total revenues ranging between $45.9 and $46.1 million. We expect gross margin to range between 80% and 81%. We expect adjusted EBITDA margin to range between 7.5% and 8%. A few noteworthy points on the third quarter. We expect description revenue to be two to three percentage points higher than the overall company revenue, while professional service revenue to remain relatively flat quarter over quarter. The macro environment that we are operating in remains consistent with what we've experienced the past several quarters. In conclusion, I want to hit on three points. As we look forward to the next few quarters, we are seeing encouraging trends in the enterprise government segments as well as our OEM channels. We are successfully moving towards a balanced approach to growth and profitability as we continue to expand our adjusted EBITDA margins, even while investing in our AI roadmap, expanding our go-to-market teams in the government sector, and incurring costs to become FedRAMP compliant. Lastly, we reiterate our profitability guidance that Doceba will exit Q4 2023 with adjusted EBITDA margins of 10%. That concludes my prepared remarks. Operator, please open the line so that we can take questions from the analyst.
spk08: Thank you, sir. Ladies and gentlemen, we will now begin the question and answer session. If you would like to ask a question, please press star, followed by the number one on your telephone keypad. If your question has been answered and you would like to withdraw from the queue, please press star, followed by the number two. If you are using a speakerphone, please lift your handset before pressing any keys. And as a reminder, we ask you to limit yourselves to two questions and return to the queue for any follow-ups. Please stand by for your first question. Your first question will come from Sufan Sukumar at Stifel. Please go ahead.
spk05: Thank you. Good morning, gents. Congrats on Another solid print here. Firstly, I just wanted to touch on your global tech customer win. I think that serves as yet another key endorsement post your announcement with Amazon. Firstly, I just wanted to see if you can share some color in terms of what you're seeing in terms of changes over recent quarters with respect to the enterprise sales cycle. And on the big tech deal itself, any color you can share on sort of the size of the deal and what use cases are in focus and from a competitive perspective, you know, whether it's a displacement opportunity or, what was it, say, a broader sort of competitive win here?
spk12: Yeah, Claudio speaking. You know, The more we move upmarket, the more we discover that our enterprise customers are happy with Decebo because we provide sophisticated solutions to deal with sophisticated tech ecosystems. So the customers are happy when they buy a solution that can, for example, handle internal and external use cases can synchronize the user database from different data sources. For example, you know, if you have an internal training, your user provisioning is coming from HR platforms, but then the external can come from CRM. So the more we move up market, the more our customers are a fit for us. because they deal with sophisticated environments, sophisticated subscription rules, sophisticated tracking, and this is becoming more and more our sweet spot. So if you are a very big company with very sophisticated use cases and scalability needs and so on and so on, this is where the chip will thrive. Alessio, do you want to add something, Brendan?
spk11: Sutan, super excited for this win. It's one that's been in the works for a while. You were asking about value. We can say it's a healthy seven-figure project. Additionally, I can share, since you're asking that, The primary drivers of success were alongside what Claudio was saying, having a more modern, highly personalizable experience for various learners across multiple use cases, whether those are more on the enablement side or externally facing. And frankly, the idea here is that we are very proud to have spent a lot more time, if you will, on navigating the processes of purchasing of this great organization than we have beating competition during the selection process. We found that our capabilities aligned exactly with what the company was looking for and therefore the selection process was relatively simple. um when compared to more the extensive uh uh uh contracting phase uh having said that we're happy to to announce this and um yeah looking forward to more yeah a couple of points uh first of all um this deal has been uh done in partnership with
spk12: Big four system integrators. I mean, we partner with them because, you know, it's not only a matter of technology. When you deal with complex environment and complex needs, you need to partner with those guys. Point number two, I mean, we love to work with technology customers because we can also leverage their own technology. And, you know, I'm very boring when I speak about AI, which is my... This is another opportunity to partner on AI.
spk07: Great, Noah.
spk05: Thank you for that color. The second question I had was on the public sector. It sounds like you guys are seeing some pretty strong but early momentum here. Can you talk a little bit about what the opportunity you see overall from a public sector perspective? What's the TAM potential here? And what is your go-to-market approach here? It looks like it's more direct. Could partners play a key role here? Any call there would be appreciated. Yeah.
spk12: Claudio speaking again, Sutan. The idea of a public sector, we discussed with Alessio probably two years ago, was like we need to cover the public sector because, first of all, the competition there is almost non-existent or very legacy. Customers were locked in on the 10-year contract, and now there is this moment that where they are renegotiating and changing the technology with some modern technology. Third point is you want to sell to public sector because it's resilient on economic cycles. I mean, when there is a downturn, it usually is where public sector spend more and that's what we needed to make the business more resilient and less volatile. Public sector is very big. For me, it was an incredible learning opportunity to discover the size of the market, which is very different from federal to state, for example, and we are referring only to U.S. than there is Canada. Another couple of points, this is a business that you approach together with system integrators, and this is the most beautiful partnership we are doing now is with those vendors that can complement our offering. Last point, we are exploring with the new company we have acquired with the former CEO Giuseppe, the possibility to build our own large learning language models to run AI inside a government cloud without going outside in non-federal compliant environments. And this is a key differentiator. I mean, not only we are a modern vendor, but we bring the AI in an environment which is protected protected without, you know, going and connecting APIs outside RAN certified environment. Sorry if I'm going technical, but this is very important because I believe that government also needs a lot of innovation. Ale, you can take the rise.
spk11: Yeah, Klaas, thank you. Sutan, again, great momentum here across federal and SLAT or, you know, state, local education. Just for clarity, we've already been mildly successful in the SLED side without a whole lot of specialization in the past. So our incremental focus on SLED, we believe, will yield higher win rates and better results. This is proven by, you know, recent success with closing State Georgia, working closely. And to do that, we have to work closely with large system integrators. and another success with the larger provincial government agency in Ontario. I think one of the things that we'd like to clarify is SLED is an opportunity that is shorter term for us. We're working very closely with distributors like Kerasoft to get better execution of it. When we think about federal, it's a little bit of a different path in the sense that it takes a little longer We have less experience in it, but we're taking all the right steps. Just last year alone, I think, federal spending LMS was close to 200 million US dollars. And so we believe that we have, thanks to our technology, like Claudio said, an enormous amount of right to win. And our process of FedRAMP is, if you will, the compliance process. step to really affirm ourselves in a market that necessitates new technology, which we have. So if we close that gap, we'll be able to tap into it effectively. And we're already bidding and are very aggressive in it. So we're very optimistic and we see a great momentum.
spk07: That's great. Thank you for that color. I'll pass the line.
spk08: Your next question will come from Robert Young at Canaccord Genuity. Please go ahead.
spk15: Uh, good morning. Um, I think, uh, you just said that the, um, the, the U S tech deal was seven figures. So I guess that could be 250,000 in the, in the, uh, Q3 guide. Um, are there any other one-time items? Uh, I think that peer board and edu go, are those smaller? Should we think of those as a contribution? And, um, When you look at the pipeline, are there other larger deals, seven-figure deals still out there to win? Are you still working on these type of deals? Or is this, you know, something that we should expect only, you know, once in a while?
spk07: Hey, Rob. Brandon here. I'll take the first part on the guidance.
spk14: So, you know, with signing subsequent to quarter end, obviously we're able to recognize more in-quarter revenue than our typical trends. Signing majority of our enterprise deal over the last 15 days or quarter, so your color is correct. But it also speaks to the visibility in our enterprise and mid-market pipeline, which gives us confidence as we look to the remaining half of the year. Also wanted to point out, if you look at the midpoint of our guidance, it roughly represents 25% growth, which is close to our Q2 growth. On the EBITDA side, although we are making investments in Q3, You know, we did want to reiterate that we will exit Q4 with 10% EBITDA margins. So, you know, as we absorb the EDUGO and peer board costs from an R&D perspective, you know, we will still, like, you know, finish strong in Q4.
spk11: Brandon, I would only add that enterprise momentum continues. Rob, you were asking if we should expect more seven-figure deals from We certainly have incredible names in our pipeline of large deals. I would caution only the fact that this big five deal that we closed was 18 months in the making. It elongated beyond our initial views and so deals remain elongated and it's hard for us to say on these deals when they will close exactly. But in terms of pipeline being there and great companies and enterprise move up market, we're very, very excited.
spk15: Okay, thanks for that. Definitely nice to see the guide, not common to see people giving good guides to this quarter. You said that their customers are seeing three plus use cases and then 30% coming from RFP. And I just want to dig into that a little bit. Is that consolidation of existing customers or is it, I think you said it was competitive takeaway in the prepared comments. You just talk about those two items and whether they're connected or whether there's, you know, this stack consolidation is something that's a big driver of the business.
spk07: Then I'll pass the line. Yeah, Rob Claudio speaking.
spk12: Short answer. The table is now the best of breed out there. And if you want to switch from legacy vendors, the RFP that will be issued will be the first vendor to get on our desk. That's it.
spk08: Your next question will come from Josh Baer at Morgan Stanley. Please go ahead.
spk01: Great. Thank you for the question. Some of your prepared remarks pointed to signs of stabilization. I guess just wondering if when you think about the growth potential of your company, is it fair to say that you'd hope to re-accelerate growth, not looking for specific numbers or timeline, but when you think about your growth profile in a better macro, is it higher than current levels?
spk12: Yeah, Claudia speaking. Yeah. I love profits because that means that we are running a healthy business that justifies the fact that the business needs to exist because it makes profits. But on the other side, if you say to me that I'm a CEO that is excited with 25% growth, no, absolutely. I want to challenge myself. my team, and all the company to be ambitious because we are in a moment where we are the best of breed. We are penetrating new markets, new geographies. The total addressable market is crazy high. I think that strategically we are opportunistic. We are positioning ourselves to accelerate growth if and when the macro environment will become friendly again. On the other side, the business is incredibly healthy, and we love an healthy business.
spk01: Great. That's really helpful. And then sort of with that positioning for acceleration in a better environment, second part of the question, should we expect to see a step back in margins when that time comes? Like, are there investments needed for that reacceleration and growth, or are the resources in position for that opportunity ahead.
spk12: Thank you.
spk14: Hey, Josh. I think I'd simply position it as we view ourselves as a rule of 40. As we see growth reaccelerate, we'll adjust our EBITDA margins and make sure that we're making the investments that are necessary to continue to operate in growth. Obviously, if we want to reaccelerate growth, we feel that We do have a necessary headcount at the moment, but to keep up with a lot of large numbers, we'll have to continually invest and invest to make sure that we're maintaining sufficient growth rates. Got it.
spk11: Josh, additional – oh, sorry.
spk01: Oh, go ahead.
spk11: Apologies, Josh. I was just going to add, Josh, that – and one of our focuses – really is to create continued more efficiency in our sales and marketing machine. We believe that there is more value to extract and that we're taking specific steps like value engineering and others to achieve better unit economics both in pipeline and in final execution.
spk07: Okay, great. Thank you.
spk08: Your next question will come from Kevin Kumar at Goldman Sachs. Please go ahead.
spk06: Hi, thanks for taking my question. I wanted to ask about the new OEM partnerships. Great to see. Maybe just how did the relationships develop and anything you can add in terms of how impactful you expect them to be in terms of contribution over time?
spk12: Yeah, Kevin, first of all, great to be here. I believe it's your first question with us, correct?
spk06: Yeah, thanks for having me.
spk12: Welcome. So, Ale, I would like to highlight how our OEM technology works. Then you can enter into the execution part. But, Kevin, you need to know that the table has built an OEM technology that makes every vendor from HCM vendor to payroll to ERP and many others easy to integrate Decebo from two ways one is we embed Decebo white label enabling or disabling features because giving the OEM partner full control on the part of the Decebal MS wants to show and what don't want to show because different vendors have different training models. The second part is a very sophisticated solution that allows our partner to synchronize the release cycle with their release cycle. So we become part of their technology software stack. And this allows OEM partners to easily embed, use, and resell the table. So from a technology standpoint, we are ready to expand our OEM partnership like this quarter happened. Ale, you can take it.
spk11: Yeah, amazing. Thank you, Claude. Yeah, so in terms of the two names that we've shared, well, actually one name, The other one was a big four firm. What I'd like to underscore with regard to Darwin Box is that in terms of ramping up timeframe, we should expect this to take about three to four quarters that will essentially allow the company to fully operationalize our technology and their commercial offering, enabling their field team and effectively starting to produce results that will reflect in incremental revenues for us. Additionally, on the big four name, look, this is, I'm particularly proud of this app. This is the product of investments in our channel organization and in general maturity in the way we continue to manage system integrators. We believe our technology, as Claudio just described, aligns perfectly with the system integrator's goals. And similarly, we expect these efforts to produce results over the next few quarters.
spk06: Great. Thanks for the color there. And then it sounds like growth retention was fairly stable this quarter. I'm curious on maybe the cross-selling motion within the enterprise and maybe in particular shape How much is maybe increased conversations around AI helping maybe drive higher attachment rates there? Thanks for the question.
spk11: Sure. So look, we are extremely focused on growing our base, whether it is upselling or growing or cross-selling, and both are incredibly, incredibly high priorities in our list and execution. You are accurate and correct in saying that the cross-selling opportunity is higher on the enterprise side, and we pay special attention to this. You know, even in this quarter, we announced great results in expanding our relationship with VMware. So, yeah, we have a lot of focus on this, and we're executing very, very specifically.
spk12: I want to chime in about Shape. Shape is my baby. Actually, Shape is already positioning in the large enterprise needs because we have been successful on solving one big problem with the AI um so i love the automation part um that the bigger companies have uh you know when you build when you are a multinational company and you build a content that need to be deployed in 10 languages your problem is not translation is what happened when you needed to modify this content and publish the version number 1.1 or 2.0 where you needed to re-translate everything So the advantage of using Decebo Shape in this context allows customers to reduce from 40 workman days to like 20 minutes the speed of deploying fast learning live in multiple languages. And this is what large enterprise needs from a productivity standpoint. Reducing sensibly in a manner where 40 days become 20 minutes, the effort to train their people and to distribute content. So this is where Docebo is already positioning, that market. And this is because our customers started asking those kinds of sophisticated automations that you can achieve only with AI.
spk08: Your next question will come from Stephanie Price at CIBC. Please go ahead.
spk16: Good morning. I just want to follow up on the last question. Just curious to dig a little bit more deeper. You know, when customers choose three or more services from DIVCHABO, what are the biggest drivers there? Is it typically internal and external use cases or is it different modules in the platform? And maybe related, are there other areas that customers are asking about that you're looking to add to the platform to complement the solution?
spk11: Stephanie, good morning. First of all, we love talking about the blend of use cases in what oftentimes we refer as hybrid, meaning the capability of solving for both internal and external use cases. In terms of the mix, we like the external business as we've shared multiple times because it's very differentiated and yields better unit economics and we win at a higher rate in that space where competition tends to be more focused on the legacy side on solving for internal problems. Let's say that the very frequent use cases that we solve for are on the onboarding side and professional education side, but also there's an uptick on the sales enablement side, even with very large organizations, which we are very excited about, and acquisitions like the one of EduGo will further strengthen our positioning in some of those capabilities. On the external side, similarly, the move of increasing our capabilities also thanks to technology like Peerboard is to really strengthen our capabilities on the customer education side. And the notable win that we've mentioned, I would say that this ability to solve for sales enablement and external facing capabilities has been probably, from a differentiative standpoint, the one element that has led us to winning this very large deal.
spk16: That's a great color. Thanks. And maybe related just on, you mentioned EduGo there. Obviously, it's been a bit more acquisitive than usual lately with EduGo and PeerBoard. Just curious if you could talk a little bit about the M&A environment and what you're seeing in the market here.
spk11: Yeah, absolutely. Before I pass M&A to Claudio, one thing that I forgot and want to make sure to address, Stephanie, is that one of the things that we consider most strategically about this blend of use cases is not only on the acquisition side, but it's also on the retention side. We see unit economics of excellence, the top quartile, when customers use Ocebo for more than three use cases. And so we don't just think about it in the context of winning at a higher rate, but also retaining an increasing lifetime value. Claudio, Brandon, I'll pass you the M&A question.
spk12: Yes, Stefanie. Claudio speaking. Rule number one in M&A, do not make mistakes. So we are very careful on analyzing the market. on finding the best technologies that can be embedded inside Decebo, if I'm referring to Tachin and his, and complement the Decebo offering. The two acquisitions, EDUGO was an acquisition to inject more AI and faster inside Decebo, reusing their own proprietary large language data modeling. And with EduGo, I can promise that we are going to destroy the e-learning content market that is 20 years old made of passive videos because we are building something that finally will make the learner excited to learn. And this is consistent with our roadmap and vision. About PeerBoard. we have acquired a community system that works very well with our thesis of external training. When you have a customer academy or a partner academy, you don't want only to train those partners with content, but you want those customers and partners to interact and learn through social learning dynamics. And this is incredibly consistent on... Fabio's roadmap that is focusing on adding features for the external training. We are continuously exploring the market from any angle, literally any angle, but we are extremely careful. We want to pay a fair price and we have to digest those acquisitions, you know, onboard people, embedded technologies and stuff like that. So we are not to make acquisition just to deploy the capital, but we want to digest acquisition and find the right opportunities.
spk16: Thank you for the call.
spk08: Your next question will come from Richard C. at National Bank Financial. Please go ahead.
spk02: Yes, hi. It's James sitting in for Richard right now. Good job in the quarter. And I was just wondering, should we expect R&D as a percentage of revenue to continue moving up as you guys continue to invest in AI? Or do you see the partnership with that big tech company kind of offsetting those incremental investments?
spk14: Hey, it's Brandon speaking. You should expect in Q3, R&D will take off as a percentage of revenue, roughly to 19% as we make some incremental investments. But over time, that will stabilize. So you should not expect that R&D will continue to climb as a percentage of revenue. We see kind of 19, 20% to be the high mark. And then over time, we'll gain leverage there as well. But even with those investments that we're making, we're still very confident that we'll hit our adjusted EBITDA margins of 10% by Q4. And also, sorry, one last point is even in R&D as well, in Q3 and Q4, we have to make some significant investments in FedRAMP in order to become compliant. So some of those costs as well are impacting our R&D in the next couple of quarters.
spk07: Okay, great. Thanks for passing the line.
spk08: Your next question will come from Evan Chow at TD Securities. Please go ahead.
spk06: Hi there. My question was on the system integrators pipeline. I'm just wondering if you could share any details on that, whether we can expect any more big partnerships or even any more big fourths?
spk11: All right. Well... Details, perhaps, is hard, but I will do my best here. How about that? We are super excited about our work on SIs. This is a work that has been going on for a while. I would characterize our work in two segments. Segment number one, commercial space. We recognize that working with the top enterprises in the world requires a deeper relation in the form of alliances or teaming agreements with the biggest firms and system integrators in the world. And the great news is we are developing those relationships to a deeper level than we ever have. And I would say with a high degree of confidence that had we not done that, the big five win that we announced would have probably been very hard to accomplish. So not only we continue to develop relationships with this big SI that led to that win, but also we continue to work with the peer group of greater size, not only the big four, there are more, to tap into the enterprise market because they are very present. The second comment is on the government space. The government space, as we have outlined before, is a partner's world. This means not only local partners that play very favorably in the jurisdiction, in the states, in the cities, in the counties, but more broadly, there are certain sides that have practices that are very government-focused, and they are already in those organizations. since a long time. They have a view, they understand how the federal agencies buy and our ability to work closely with them gives us not only more credibility, not only an accelerated path, but what we love is it gives us a longer term view on pipeline of opportunities that is very healthy for our ability to be predictable in the future in the government space. So our efforts have been coordinated under our renewed alliance organization. We've made some investments in terms of people and we're extremely excited about it and more news to come.
spk06: Okay, great. Thanks for that answer. My next question is on, in your prepared remarks, you mentioned some churn in the SMB space. I was wondering if you could comment on that, whether you see it continuing or maybe you've seen the bulk of the churn happen in that space given the macro?
spk11: We believe that this is very consistent with our strategy and go-to-market over the past years. We recognize that the SMB logos uh have less maturity and they tend to to uh churn at a higher rate than enterprise customers and listen it you know we we are focused on building a system that really succeeds in the mid enterprise space now with that said with the right level of automation training and upskilling we can make successful all S&B customers. But we believe that this churn in the lower part of the customer base is really by design. I don't know if Claudio or Brandon, you want to add something on this topic?
spk00: No, nothing to add.
spk08: Your next question will come from Martin Toner at ATB Capital Markets. Please go ahead.
spk10: Thanks very much for taking my question. You guys mentioned churn. Can you talk a little bit about what the customers that are churning look like and look into your ARR and tell us what percentage of that ARR looks like those customers that are currently churning?
spk14: Hey Martin, I'll take that. So, you know, one thing I should mention is that our gross retention did remain flat quarter over quarter. So, you know, although we see some turn in the SMB market, which is, you know, high switcher market, cost conscious, always going for the lowest price, given that our, you know, our book of business continues to shift more to mid-market and enterprise, As SMB churn comes, we're still seeing gross retention remain relatively flat. And also, when we look at SMB from gross retention and also expansion opportunities, SMB is a bit suboptimal. We see most of our expansion opportunities in the mid-market and enterprise space as well. So we'll continue to just, you know, focus on customers with our optimal unit economics and, you know, happy to see that growth retention is remaining flat.
spk10: Great, thanks. Congrats on the whale and also congrats on Rolls-Royce announcement. Can you talk a little bit about the European opportunity? How's that coming along and how much could it contribute to growth going forward?
spk11: Absolutely. That's a market that, as you know, we continue to invest in with the most recent growth and setup for the DAC region. Winning Rolls-Royce in a relatively short timeframe from launching our DAC operation was an incredibly encouraging sign. And we continue to see remarkable pipeline growth in Europe, particularly in the UK, France, and Benelux, as well as good momentum in pipeline in the APAC region, not just in Europe. We remain focused on launching these new, if you will, entities and focusing on these markets, but we also recognize that it takes time. And we're, you know, hoping to continue to announce great logos like Rolls-Royce in the quarters to come.
spk14: Just one other point as well, you know, with our OEM win with Darwin Box, we're also adding the Indian market, which we're not in today. So with that OEM play, that gives us an access to a market that we're not in today.
spk10: That's great. Thank you very much. That's all for me.
spk08: Your next question will come from Christian Skro at 8 Capital. Please go ahead.
spk09: Hi, good morning. I'll ask just one two-part question on a topic Claudio is very passionate about, and that's artificial intelligence. So part one, more from a financial perspective, would you say that Shape is the only product that's commercialized in market and upsold separately right now? And then part two, and a little bit more open-ended, what across the entire portfolio are customers most excited about? What are you showing them in demos? Give us a little bit of color on what you're working on in AI.
spk12: Sorry, I got the first question, not the second. Can you repeat the second one, please?
spk09: Yes, Claudio. There are some references to AI in the release and prepared remarks, but what are you selling to customers? What are you going to customers with to show the power of those AI integrations?
spk12: Yeah, so about AI, you know, now everyone is, I mean, now it's super easy to build something new using open APIs like open AI or others. So there are a lot of experiments out there to build everything, including shape-like products, that can be interesting products. Let's say that we started investing on AI four years ago. And what we have learned is that the biggest problem of AI is not creating a nice product. But first of all, make it scalable. I mean, you need to build AI that can serve a million of learners. And this is more complicated than creating an appealing content generator. And second, you need to be compliant on how the customer uses data to train the AI. So there is an incredible level of complexity. And before startups, can catch up this level of complexity takes time. And in this meantime, we have such a competitive advantage that shape will become something else. So I have the confidence that the shape integrated with the Decebo ecosystem will be something that large enterprises will love to use. But by the way, we are demoing some new shape features at Decebo Inspire in Nashville in September. To answer your second question, I mean, AI is pervasive inside the technological ecosystems. We do see mainly two main areas. One is automation. That means AI doing some routine works that now are done by humans, like content tagging, skill tagging, skill matching, semantic search, suggestion, you name it. And then there is the part related to the content where the generative AI will disrupt an industry that is a 20 years old legacy because it's still tied to passive videos to watch pretending that you learned something.
spk07: Perfect. Thank you very much for taking my question. Thank you.
spk08: There are no further questions. So at this time, I will turn the conference back to Claudio for any closing remarks.
spk12: Perfect. Thank you, everyone, for joining this call. I think it's my 13th one, if I'm not wrong. Happy to see you in November. Speak soon. Thank you. And don't forget to come to Inspire.
spk08: Ladies and gentlemen, this does conclude your conference call for this morning. We would like to thank you all for participating and ask you to please disconnect.
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