EverCommerce Inc.

understand the benefits of digital solutions and are increasingly integrating technology into the everyday operations of their business. Still, the service SMB market is under-penetrated with only 9% of our target customers utilizing end-to-end solutions to run their businesses. This is in large part because existing solutions can't meet the unique needs of SMB service owners. Custom solutions like ERPs have historically been primarily built for large enterprises and are not affordable. These broad solutions also tend to lack the specialization required to meet the specific needs of the service industries. And point solutions, which have grown in popularity, such as workflow marketing and customer engagement, often lack the integrations to create seamless end-to-end solutions. These limitations have stunted technology adoption for service-based small businesses, who lack the budget and resources to customize and connect these solutions themselves. EverCommerce has taken a differentiated approach to the market by creating vertically tailored solutions that solve specific business problems for SMB service companies. Our solutions center on the system of action that drives a service business's day-to-day operation. Think of a field service management solution that manages work orders and deploys technicians to onsite jobs in their service areas. Or practice management solutions that support day-to-day operations for small medical practices. We then integrate horizontal solutions including payment processing, digital marketing lead generation, and customer engagement applications to create an end-to-end experience for both the consumer and the business. The improvement of the consumer's experience increases the loyalty and grows revenue for small businesses, while the digital transformation of the business improves efficiency at the same time. As these businesses grow, they can adopt more solutions and features, increasing our ARPU and our customer lifetime value. It's this organic growth flywheel that fuels the growth of EverCommerce. Finally, to increase our speed to market and maximize the vertically tailored features of our software, we have built an M&A engine to find, acquire, and onboard best-of-breed solutions into our essential ecosystem. This inorganic increases velocity of vertical and geographic penetration while providing value-add complementary solutions for our customers. We are currently focused on three specific verticals within the service SMB market, which we believe represent particularly attractive growth opportunities. The home service vertical, a $59 billion North American market opportunity, is focused on several key industries, including field services, home improvement and remodeling, and security alarm specialized service professionals. The health service vertical, an $84 billion North American market opportunity, is focused on supporting the digital transformation and improved patient engagement of small and medium-sized physician and specialty care practices. The fitness and wellness vertical, a $21 billion North American market opportunity, and our industry most impacted by the pandemic, is focused on recovering industries of single and multi-location fitness, instructional dance, and salon and spa professionals. We've rapidly scaled the business in the past five years. generating $407 million of revenue over the past 12 months ending June 30th, 2021. Our strategy to drive future growth is supported by our massive under-penetrated market opportunity and built upon our scaled operations and dual organic and intergrantic growth engines. First, we are focused on new customer acquisition and cross-sell upsell to our more than 500,000 customers within our current product portfolio. We're at the early stages of driving growth with the solutions we have today and believe it can generate strong, consistent, organic growth. Second, we expect to continue to execute on our successful M&A strategy to acquire additional solutions that expand the value we deliver to customers. We've executed on 51 transactions the past five years and have developed a highly repeatable and scalable onboarding program that leverages our expertise in operations, payments, and digital marketing to augment the vertically tailored software we provide. The service SMB software market is highly fragmented. Our ability to efficiently acquire and scale these solutions has enabled us to generate value for both customers and our shareholders. I'll provide some details of one of our recent acquisitions in a moment. Turning to our second quarter results in more detail, we had a strong performance across our solutions. I'd like to spend a moment reviewing the trends that we're seeing in each of our three core verticals. And the Home Service Vertical or EverPro brand represents a suite of solutions such as field service management and alarm monitoring software that provide the vertically tailored solutions needed for specially home technicians and contractors. This vertical continues to perform well and was our fastest growing in the quarter. Rising home prices, low interest rates, and durable trend of work from home has driven demand for skilled services like contractors, plumbers, HVAC, and landscaper professionals to name a few. Small businesses in these markets are experiencing high demand for their services and are looking for simple-to-use, yet powerful technology that can help them to capture and manage this demand and provide the experience their customers expect. This dynamic, which we expect to continue, drove strong interest in adoption across our EverPro solutions in the second quarter. In the health service vertical, our EverHealth brand represents a suite of solutions, such as electronic health record and practice management solutions. that help physicians and practitioners provide more efficient, more engaged patient care. This vertical also had a strong quarter and is benefiting from the rise of personalization and consumerization in healthcare, as well as the growing popularity of telemedicine. We are seeing particular strengths with our patient engagement solutions, which provide convenient digital experiences for scheduled appointments, receiving reminders, accessing medical records, test results, and providing 24-7 access to their health information. We are seeing physician practices embrace our technology and new opportunities it creates to deepen and improve care and patient relationships. In the fitness and wellness vertical, our EverWell brand represents a suite of solutions such as member and facilities management and salon and spa management needed for fitness and wellness professionals to automate scheduling and client services. This vertical showed continuing improvement in the second quarter, but certain micro-verticals continue to feel the impact of COVID-19. Many fitness providers remain under pressure as their consumers have only gradually begun to return to in-person classes following extended closures. Conversely, our salon, beauty, and wellness areas are rebounding very well and are back to pre-COVID trends. The trends we are seeing in fitness and wellness are highly localized and impacted by vaccination and contagion rates as well as government mandates. We recently expanded our penetration of fitness and wellness with the acquisition of Timely, a global appointment booking and business management software company that is used by spas and salons in the UK, Australia, and New Zealand. Timely has built a strong business serving more than 50,000 beauty professionals who book more than 30 million appointments annually. Timely is a great example of our M&A strategy at work. There's a system of action solution that broadens our penetration in the existing vertical, expands our global reach, has growth opportunities leveraging our current digital marketing expertise, and provides another avenue to integrate our existing payment solutions. Let me wrap up by reiterating how excited we are at the way the business is performing. We executed well against all of our strategic goals in the second quarter and meaningfully accelerated top-line growth. With the successful completion of our IPO, we are now fully focused on expanding our growth, both organically and through strategic acquisitions. We believe we have clearly established EverCommerce and its industry-tailored brands as the software platforms of choice for service SMBs, which is one of the largest opportunities in the entire software market. We are confident in our ability to be the primary winner in this market and build a much larger, increasingly profitable business over time. We are enabling the digital transformation of the service economy and provide unique access to the next generation of leading SaaS platforms that are serving the vertical and micro-vertical SMB service businesses. I will now turn it over to our CFO, Mark Thompson. Mark, over to you.

Thanks, Eric. Today, I'll provide an overview of our financial model, review our second quarter fiscal 2021 results, and also provide our outlook for the third quarter and full year of fiscal 2021. To start, EverCommerce has a highly recurring and reoccurring revenue model that consists of recurring SaaS subscription and transaction solutions and reoccurring marketing technology services. Subscription and transaction revenue represents about 70% of our total revenue today. And included within this is our payments business, which is about 14% of our overall revenue. We expect this segment to continue to drive the majority of our growth going forward. The other meaningful component of revenue is our marketing technology solutions, which is primarily focused on lead generation and other solutions that help our customers grow their customer bases. This reoccurring revenue represents about 25% of the business today. Given more than half of our revenue is generated within our home services vertical, we do experience some seasonality in our consolidated results, with Q4 and Q1 being the most impacted quarters. Underscoring our focus on delivering our SMB customers valuable solutions and a great customer experience, we have realized a stable average monthly net revenue retention rate above 99% in each of the last eight quarters. Now with that background, let's turn to our second quarter results in detail. Total revenue in the second quarter was 121.1 million, up 53% from the prior year period. Within total revenue, subscription and transaction fees were 85.1 million, up 64% from the prior year period, and marketing technology solutions were $32 million, up 38% from the prior year period. As Eric discussed, M&A is a core part of our growth strategy. As a result, we believe it's also important for investors to evaluate our business growth on a pro forma basis, which is how we measure and manage the business internally. We calculate our pro forma revenue growth as though all acquisitions closed, as of the end of the latest period, were closed as of the first day of the prior year period, thereby including results prior to our ownership. We believe the pro forma growth rate provides the best insight into the underlying growth dynamics of our business. Our pro forma growth rate for Q2 was 31% year over year and 21% for the year-to-date period versus 2020. While our performance in Q2 was very strong, it did benefit from lower Q2 comps, as Q2 2020 was the period when we felt the most impact from COVID. Overall, we were pleased with the strong recovery and continued improvement in growth across the business during the quarter. Growth trends across all three end markets strengthened during the quarter, and our marketing technology solutions continue to see strong momentum. Now let's review the income statement in more detail. As a reminder, unless otherwise noted, all metrics are non-GAAP, and we've provided a reconciliation of GAAP, to non-GAAP metrics in our press release and investor presentation. Adjusted gross profit in the quarter was $80.2 million, or an adjusted gross margin of 66%, compared to an adjusted gross margin of 63% in the second quarter of fiscal 2020, reflecting a mix of about 70% of revenue from subscription and transaction revenue versus about 66% in Q2 2020. Now turning to operating expenses, Sales and marketing expenses were $22 million, or 18% of revenue, up from 13% of revenue in the prior year period. This increase was primarily driven by continued investments and growth through our various marketing channels and personnel. Product development costs were $12 million, or 10% of revenue, up from 8% of revenue in the prior year period. This increase was due to investments and additions to our technology teams to support our various solutions as well as centralized security operations, information technology, and cloud engineering. G&A expense was $18.7 million, or 15% of revenue, down from 18% in the prior year period. Our business is built around our centralized operating model, which aggregates many of the functions of our various operating units at headquarters. This has been a key component of our ability to scale as quickly as we have. We will continue to invest in the infrastructure to support our rapid growth scalable operations, and being a public company. We expect that these investments, particularly the investments related to being a public company, will accelerate in the second half of 2021 following the completion of our IPO in early July. Q2 adjusted EBITDA was $27.6 million, which was an increase of $8.1 million, or 42%, from the year-ago period. Adjusted EBITDA margin was 23%, down 1% versus the year-ago quarter, but quite strong considering our investments in growth and scalable operations. We expect adjusted EBITDA and related margins to reduce in Q3, given the losses in Q3, and as we continue to invest in growth opportunities and scalable operations in the second half. On a gap basis, our Q2 net loss is $24.3 million, or a loss of $0.56 per share based on weighted average basic shares outstanding of $43.7 million. On a gap basis, our Q2 loss from operations was $10.8 million. Turning to the balance sheet and cash flow, we ended the quarter with $202.6 million in cash, cash equivalents, and restricted cash. Total debt at the end of the quarter was $766 million. Total net leverage as calculated per our credit facility at the end of the quarter was approximately 4.3 times using credit agreement-defined adjusted EBITDA. Subsequent to the end of the quarter, we successfully completed our IPO, which raised net proceeds of $347.8 million, including the exercise of the over-allotment option, as well as a $75 million concurrent private placement by Silverlink. In addition, we successfully completed a term loan B financing, which lowers our cost of debt by approximately 225 basis points and put in place a $190 million revolving credit facility. Adjusted for the net proceeds from the equity financings and our recent debt refinancing, our as-adjusted net leverage at the end of Q2 would have been approximately 1.4 times using credit agreement-defined adjusted EBITDA. As-adjusted net leverage does not reflect the use of cash for timely, which was approximately $99.9 million. Our long-term target is to run the business with net leverage of approximately 2.5 to 3.5 times credit agreement defined, adjusted EBITDA, and lever up to 4 to 4.5 times to fund acquisitions. Our financial profile and balance sheet is the strategic asset for the company, ensuring we have significant capital available to deploy to invest in organic and inorganic growth initiatives. I'd like to finish by providing our outlook, beginning with the third quarter. Please note that our outlook for Q3 in the full year 2021 includes our acquisition of Timely, but the outlook excludes any impact from M&A which was not completed by the end of Q2. As we have previously indicated, we will report the contribution from acquisitions in the period in which they are acquired, so we expect to discuss our Q3 acquisitions during our Q3 earnings call. For Q3, we expect total revenue of $122 to $124 million, and we expect adjusted EBITDA of $23 to $24 million. And for the full year fiscal 2021, we expect total revenue of 471 to 474 million, and we expect adjusted EBITDA of 100 million to 102 million. A few things to keep in mind as you consider our guidance for the remainder of the year. First, our business is performing at a high level and is tracking ahead of our prior expectations for the year. In particular, we are pleased with the momentum across our business notably in our ever pro and ever health verticals. Second, pro forma growth in Q2 on a percentage basis was aided by lower comps because Q2 of last year was the most difficult operating quarter from a COVID perspective. While we continue to see strong business activity, the pro forma growth rates in the second half of 2021 will be lower than our Q2 pro forma growth rate because we began to see improvements in our business in the third and fourth quarters of 2020. Third, we continue to see headwinds from COVID, particularly in our fitness and wellness vertical, where we're selling in Australia, New Zealand, and the UK, all of which have been experiencing shutdowns and other COVID-related challenges. While we have not seen any material impact to our business yet from this most recent Delta variant wave, it is something we're closely monitoring. To summarize, EverCommerce is performing well on both our core drivers, organic growth and acquisitions. Our results reflect the accelerating desire for digitization from service SMBs. This is a trend that we expect to benefit our business for years to come. We believe we have the ability to deliver an attractive combination of strong top-line growth and improving profitability in the coming years, which we are confident can generate meaningful value for shareholders. With that, we'd like to open up the call for Q&A. Operator?

Thank you. To ask a question, you'll need to press star 1 on your telephone. To withdraw your question, please press the pound key. Please stand by while we compile the Q&A roster. Our first question comes from Sterling Otte with J.P. Morgan. Your line is open.

Yeah, thanks. Hi, guys. So looking at the improvement in the pro forma growth year-to-date to 21%, you did mention the easy compares, but within the areas of improvement, can you peel back the onion a little bit more and Give us a sense, which of the verticals saw the bigger improvement in that pro forma growth and why?

Thanks for the question, Sterling. This is Mark. Why don't I start with that? And as you know, we don't break out vertical performance, but it's fair to say that each of the verticals performed well. well through the quarter and for the year-to-date period. And we feel quite positive about the growth drivers across each of the verticals, including growth from new customer acquisition, upsell, cross-sell, et cetera.

All right, great. And then one follow-up would be, when you look at the new guidance for the full year, help us understand to what extent or to what magnitude Is there contributions from timely and medical design that were not already reflected in street models?

So timely, which is in our outlook, I think, was in Street's models. MDTEC is not. And as we have discussed previously about the cadence in which we want to operate, we will report on M&A when we report on the period in which it was acquired. So in Q3, we would expect to report on a contribution from MDTEC as well as a forward contribution to any outlook changes going forward. Understood. Thank you.

Thank you. Our next question comes from Brent Broslin with Piper Sandler. Your line is open.

Thank you, and good afternoon. Maybe one for Eric and one for Mark, if I could. Eric, I'd love to get your view around the international opportunity. The timely acquisition clearly signals a greater appetite to expand internationally. How is the integration of timely going so far? Is that changing how you're thinking about attacking the international market, either more confidently, more aggressively, or maybe pausing, given some of the Delta variant activity happening out there?

Brent, thank you for the question. So I'll take the first part in terms of what we're looking at. I'll let Matt Fierstein, our president, who's also joined us, talk about the integration of Timely thus far. So, yeah, we've been actually pretty active. Timely is our, including Canada, probably our seventh international acquisition. We have UK, Australia, Amman, Jordan, and now New Zealand. And we're seeing opportunities both in Western and Eastern Europe as well. So we've been pretty proactive looking at opportunities to expand existing verticals, geography, and potentially go into new verticals into new geographies. And so we're excited. We think the opportunities that we see abroad often have, you know, potentially better prices than some in domestic. So we continue to be opportunistic in looking for those opportunities. And in terms of the integration to Timely, I'm going to pass it over to Matt and walk through where we are so far.

Right. So with all of our acquisitions, we have immediately begun onboarding the acquired solutions into our centralized operating platform. And that includes our operational infrastructure functions like finance and accounting. legal, HR, and talent acquisition, as well as our growth functions, really focused on marketing, product strategy, and go-to-market, and general management. And these are significant focus areas for the first 90 to 120 days. Obviously, based on the solution type and with Timely, that's a solution that we're going to remain focused on as a discrete system of action business management software. Onboarding priorities are also focused really on embedding our marketing and growth teams and really identifying and actioning those horizontal integrations or enhancements. like payments and like customer engagement.

Helpful color there. I guess, Mark, for you, I want to go back to pro forma growth. It really stood out here in the quarter, pretty sharp acceleration. I know you can't talk and don't discuss kind of the vertical breakouts quarter to quarter, but did you see a meaningful uplift tied to cross-sell or payment attach rate, or was it really just an easier compare with Q2 being the first quarter where you saw some SMB turn and challenges tied to COVID last year? Any color there would be helpful.

I think, look, I think the business absolutely continued to accelerate in a positive way kind of across all fronts, but no question we benefited from an easier comparing Q2, just given that that was the period for us in which COVID impacted us the most. Got it. Super helpful. That's all I had. Thank you.

Thank you. And our next question comes from Matt Hedberg with RBC Capital Markets. Your line is open.

Oh, hey, guys. Thanks for taking my questions. Maybe I'll start, Eric. In your prepared remarks, you noted I think the payment is 14% of revenue. Can you give us a sense for the penetration in your base? And when you add that, what does that typically do to wallet spend with a customer? Oh, even 10%.

Thanks, Matt. I appreciate the question. Matt, you want to take that one?

Yeah, absolutely. And I think we've said this in the past. From a volume perspective, when you think about that $7.5 billion of TPV that we had through the end of 2020, it was about a 10% penetration on a volume standpoint. When you think about it on a customer location standpoint, and we look at the applicable business management system of action customer bases, that penetration in terms of attach rate is about 30%.

Got it. Thanks, Matt. That's helpful. And then maybe just a quick one for Mark. You gave revenue and EBITDA guidance, but I'm wondering if you could help us with a share count that we should assume for either 3Q and, if possible, the full year from a non-GAAP perspective.

Yeah. So, obviously, Q2, the IPO wasn't complete. So, the share counts going forward in Q3 pro forma for the IPO were It's going to be on the range of $197 million.

Got it. Thanks a lot, guys. Congrats on the quarter. Thank you, Matt.

Thank you. Our next question comes from Samad Samana with Jeffries. Your line is now open.

Hi, good evening, and thanks for taking my questions, and congrats on the first quarter out of the gate. So, you know, one of the things that I wanted to ask about is obviously EverCommerce is great at attracting new customers, and I'm curious, I know it hasn't been that long since the IPO, but I'm curious as you think about maybe the brand itself, if you started to see any branding benefits from being public, and just generally how, maybe even zooming out from that, how the top of the funnel is looking and conversion given some of the uncertainties in the background. Obviously, your results are great. I'm curious if you're seeing better activity at the top of the funnel.

I'll take the first part, and I'll hand it over to Matt. It's a little early to get the benefit of being public at this point, so I don't think the EverCommerce brand has popped internationally yet, but I think the opportunity to continue to invest in both the sub-brands, EverPro, EverWell, EverHealth, we think we'll start seeing some benefit of that down the road. Matt, do you want to talk about the pipeline?

Yeah, and I'll just add to that finer point. We've spoke about this in the past. You talked about the brand. And historically, through today, we've really been utilizing those solution brands. We are taking to market more of this kind of ever-brand approach at the macro level, which really is helping us from today on position that more complete value chain of integrated solutions to potential customers. So we are excited about seeing the potential impacts of that from a conversion standpoint. We've talked about it before. Digital really remains our core channel from that scalability and productivity perspective. Approximately 80% of new customer acquisition comes from digital, and digital really continued to perform well through the beginning of the year through Q2. It's been an organizational core competency for over 16 years with our go-to-market inception with PaySimple. Again, as we think about that go-to-market, we're complementing it with channels like partnership. and we're excited about the return to in-person industry trade shows and events. And these are really efficient and valuable channels that are going to help us continue to create awareness and generate interest in our solutions with those SMBs in addition to digital. So digital continues to perform really, really well from a conversion standpoint and will definitely underpin that strong customer acquisition growth in Q2. Thank you.

Great. And then maybe just a follow-up on the M&A side. I know that's an important part of the company's strategy, and you mentioned it earlier as well. As I think about maybe the primary focus verticals, given that they're recovering somewhat unevenly, is that influencing maybe what the M&A strategy will be in the short term, or... Should we think about it as wherever is most opportunistic? Just maybe thinking about the impact of the reopening on how you're thinking about your M&A strategy.

It's a great question, and we think about it internally quite a bit. If I step back just a second and talk about how we look at M&A, we look to buy companies for three main reasons. Number one, expanding capabilities and existing verticals. Second, look to expand geographic opportunities and existing verticals. And then third, look to enter new verticals. And so as we're looking really at that question on the top two, It's a little bit more opportunistic. Even though, you know, obviously the fitness wellness has been the industry most affected, we are incredibly excited with the timely acquisition that we just made, both in the geographic, again, even if New Zealand, as we all know, has been partially shut down, we think the long-term prospects of that opportunity within the spas and salons is huge. So we'll be opportunistic, looking for great opportunities in all of our core verticals.

Great. Thanks again for taking my questions, and great start to the public period. Great.

Thank you so much. Thank you. Our next question comes from Bhavin Shah with Deutsche Bank. The line is now open.

Great. Thanks for taking my question, and congrats on the IPO and the strong second quarter. I got one for Matt or Eric. Can you just maybe talk about the progress you've made cross-selling your solutions during the quarter, and how should we think about that timeline of really pushing those ever brands that you just spoke about?

Yeah, you know, I would say I'll start from the back to the front. From a timeline perspective, you know, as you can appreciate, brand transition is a long-term journey. It's certainly not a destination, so we're going to be very specific about how we do that, certainly test and learn into that to continue to take advantage of the strong brand equity we have in those solutions brands, but at the same time, look for, you know, all of the advantages that we can get out of that EverBrand approach, which is going to drive more of that integrated sale, more multi-product sale from that perspective. So, again, you know, I would say think of that more as a long-term journey across the course of, you know, learning in, you know, call it 12 to 18 months over that period of time. The second question was?

Yeah, just on your ability to sell at a quarter.

Absolutely. Absolutely. You know, a growth driver in Q2. We continue to see nice progress from a cross-sell perspective on payments integration. That is where we had kind of coming into the quarter the most miles under our tires to date, and we continue to make really, really strong progress from that perspective. our integrations from a customer engagement application standpoint and continue to improve, which helped us to really kind of start that cross-sell. And Mark spoke to in his remarks, you know, strong performance from a marketing technology standpoint, and we saw benefit from cross-sell there as well. Perfect. Thanks so much, and congrats again.

Thanks, Paul.

Thank you.

Thank you. Our next question comes from Brad Rebeck with Stifel. Your line is now open.

Great. Thanks very much. Historically, you guys have only used cash pretty much to do your acquisitions. Post the IPO here, do you think that changes how you think about paying for deals?

I think we've obviously a combination of cash and debt, and we have used equity to some extent as rollover as part of our deals. I think in a similar fashion, I think the companies that we've been talking to going forward will be interested in our equity as well. I think cash will still become the primary, but the opportunity to supplement that and make a deal more appealing to potential sellers, we would consider utilizing equity as well.

That's great. And then, Mark, maybe two quick ones for you. Obviously, big revenue upside in the quarter. Just trying to figure out if there was any incremental inorganic there versus original expectations. And then looking forward to the back half of the year, how conservative have you been with the potential for the Delta variant to cause additional headwinds? Thanks.

So there was no M&A completed in Q2, so there's none of that in the results. And in terms of your second question, Brad, with respect to the Delta variant, I think we have absolutely factored COVID into our outlook in the second half. We've certainly been through this before, you know, and we have factored that into our outlook with some conservatism in the second half.

That's great. Thank you.

Thank you. Our next question comes from DJ Hines from Canacalwood. Your line is now open.

Hey, guys. Congrats on the good start here. I want to ask another question on cross-sell. I don't know if it's for Eric or Matt, but how much is self-serve versus what you're actively selling? In other words, like what do – push versus pull dynamics look like there? And then is there a typical timeframe after you execute an acquisition where you start to see the most momentum on the cross-sell front?

Yeah, thanks for the question, DJ. I'll start with from a time frame standpoint, it's going to vary by solution. So depending upon the level of integration of that kind of horizontal component, when we get to that customer base or as that customer comes on board, that could change. That could be different. So for one of our business management system of action solutions that already has integrated payments, That cross-sell could happen fairly immediately. That could be a time of sale or a very, very fast follow-up in the first 30, 60 to 90 days. If it is an add-on piece of functionality that we integrate later, obviously that cross-sell could happen a little bit later in that customer's journey. Second part of that question was... Just push versus pull dynamics. How much is actually selling versus self service? Thank you for reminding me that. I get so excited about the first part. Honestly, DJ, it's both. We do both push versus pull. We're obviously looking at indicators from a customer data standpoint. when it might make sense to introduce a second or third product to one of our customers. From that perspective, we're going to be looking at data and actually pushing that. That could be in product, that could be follow-up from a customer, a sales rep. And from a full perspective, we will also find customers that are coming to us after they've gotten started on a business management software and have seen the, you know, have integrated themselves into the core workflows of that, and then are then seeing the availability to add another efficiency driver like integrated payments, they could be coming to us directly as well. So it's a bit of both.

Yeah, yeah, okay, makes sense. And then maybe a quick follow-up from Mark. Just how do you think about EBITDA to cash conversion ratios? Do you have targets out there, and how might those change as the business scales?

So thanks for the question. And we think of conversion of adjusted EBITDA to cash flow to be in that 70% to 80% range. That's been fairly consistent over time. I don't really expect that to change. And we do look at that internally as more or less a normalized way to look at our cash flow generation because obviously we have some significant fluctuations quarter to quarter given the M&A.

Yep, perfect. Thank you, guys.

Thank you.

Thank you. Our next question comes from Brian Peterson with Raymond James. Your line is open.

Thanks for taking the question, and congrats on the strong results. So maybe one for me, just on the IPO as a branding event, I know Samad kind of asked from a customer perspective. I'm curious if that's changed anything on the M&A side. Are you guys seen as a great destination for potential targets or anything that's happened in the pipeline there? I'm curious to get your thoughts. Thanks.

Thanks, Brian. You know, I think I would like to believe we were deemed as a positive destination prior to the IPO. And I will say that we've gotten a lot of the, at least some of the pipeline that we've been working with kind of pre-IPO definitely got their attention and got some additional inbound, you know, discussions from groups that we had been in contact with. So I think it was a positive event for us. It kind of showed we were, you know, related to scale and opportunity and growth and allowed us to tell the story more publicly to some of these organizations. So I think it was definitely a positive event, and we've seen some of the benefits of that already.

Great. Thank you.

Thank you. Our next question comes from Kirk Maturney with Evercore. Your line is open.

Hiya. Thanks very much. Eric, I was kind of curious, when we look at your sort of horizontal solutions and the attach rates, are those generally proportional with sort of the sizes of the specific verticals, whether it's EverPro, EverHealth, EverWell? I was just kind of curious how we should think about sort of the adoption rate of those horizontal solutions if one maybe is ahead of the game on others. And then how do you think about balancing that, meaning when you're building sort of your go-to-market playbook for each one of those businesses, Are there certain ones that you want to focus payments on heavier than the others? I know you don't want to get into too many details, so it's fine if you just talk about this at a higher level, but just any thoughts on that would be helpful. Thanks.

Great. Thanks for the question, Kirk. I'll start on a high level, and then Matt and Mark could jump in. The answer is yes. Each individual vertical has its own different ways of doing business. So if you just think from our EverHealth division, you know, that would not be a core place that you're going to penetrate major payments because you're dealing with a lot of, you know, more traditional claims processing. Versus a, you know, EverPro, payments would be a much more obvious attachment, similar with, you know, salons and gyms. And so based on the verticals you go after, each individual horizontal solution will make more sense based upon how those businesses work flows and how those businesses actually do business. Matt, you want to add to that? Yeah.

You know, from a proportion standpoint, just based on the size of our ecosystem, you're spot on that really proportionally when you think about something like integrated payments, it's going to follow the proportions of the business as a whole today.

And I think the same follows for the marketing technology solution. Today, that's over indexed towards the home services field. But they are horizontal, and we call them that for a specific reason. We tend to be able to drive those across each of the verticals. It's a great question, Kurt.

Okay. And then just one maybe follow-up along the M&A lines. When you bring on an M&A solution, Do you push harder with that from sort of a go-to-market perspective in terms of what you spend on that digitally right after you buy it, meaning is there a sort of a fast push with some of those, or do you just let it sort of unfold naturally? I was just kind of curious, when you bring these really good technologies onto a much bigger distribution platform, do you try to gun it up front to try to get more awareness, more adoption up front, or is it something that's sort of I'm sure maybe it depends on the answers. Maybe it depends. But I was just kind of curious how you handle that as you bring a new product to the market more broadly.

Well, it's, again, a great question. And we don't let anything just naturally do anything because if we do that, nothing will really happen. So there's a proactive process that we go through the diligence that we have a very detailed plan that our growth engagement team puts in place prior to closing the acquisition. Often what happens, Kirk, as we close the deal, most of the companies you're buying are subscale businesses who don't have the infrastructure in place to go big right away. So the first thing we're often doing is creating the infrastructure, lead capture, lead generation, tracking mechanisms, so once those are in place, we can actually put the pedal to the metal and go fast with those organizations. If an organization is a little more sophisticated and the infrastructure is in place, they just didn't have the sophistication on the actual digital marketing, we can be much more aggressive in an earlier time frame. So we're very thoughtful about making sure prior to making very big proactive investments in those new acquisitions, we've invested in the back-end infrastructure to capture the demand and capture the leads and ultimately the conversion of those sales.

Thanks very much. Congrats on the quarter. Thanks, sir. Thanks.

Thank you. As a reminder, that's star one to ask your question. Our next question comes from Pat Walravens with JMP. Your line is open.

Oh, great. Thank you. And let me add my congratulations. Eric, let me maybe go sort of big picture here since we're to your first quarter out as a public company. What do you think are the top two or three strategic imperatives for you over the next, you know, 12 months? So of all the things you have to do, what are the top two or three most important ones?

I'll start on a bigger picture, then I'll go down to more specifics. On a bigger picture, we want to stay at the forefront of the acceleration of the digitization of the service economy. Everything we're doing is focused on how do we make sure that we have the software and solutions that allow the service-based SMBs that we provide value to both, you know, domestically and abroad, be most successful. So within that, you know, internally, I think we, you know, as we talked about a couple times already, from an organic standpoint, the two biggest opportunities are to increase the new customer acquisition, and then secondly, which will remain probably our biggest opportunity for several years to come, the upsell-cross-sell opportunity into over half a million customer base. And so those are the two kind of internal organic, and I'd probably lean a little bit on just the long runway of the upsell-cross-sell opportunity. Secondly, from an M&A perspective, which is kind of a core focus to us, it was asked earlier about how the branding of being public. We think we are getting a little bit of a tailwind being public now in some of the M&A opportunities that we've been looking at. And so making sure that we are selectively looking at those opportunities that we think are going to drive the most kind of long-term value to our overall ecosystem and finding those right customers, the right acquisitions to join the ecosystem. So that's how I really look at it, both from an organic perspective and inorganic. Those would be really the three main priorities of the company.

Awesome. Thank you.

Thank you. And at this time, I'm showing no further questions in the queue. I'd like to hand the conference back over to Mr. Eric Reamer for closing comments.

Well, again, I appreciate everyone's time, and I appreciate the questions that were asked. As we said on the remarks earlier, we're incredibly excited about not only the performance of the quarter, but kind of as we look forward, we do feel we are the leading provider of the solutions that are really digitizing the service economy, and we expect to stay in the forefront of that process and creating the integrated tailored solutions that make the service SMBs that we serve more successful, and that really is the core and the vision and really the goal of the company that we work on every single day. So really to close up, again, thank you again for everyone joining the call today, and we'll look forward to talking to you again real soon.

This concludes today's conference call. Thank you for your participation. You may now disconnect. Everyone have a wonderful day.