IAC Inc.

Welcome to the IAC and Angie fourth quarter earnings presentations. I'm Christopher Halpin, CFO of IAC. Joining me today are Joey Levin, CEO of IAC and Chairman of Angie, O'Sheen Hanaran, CEO of Angie Inc., and Neil Vogel, CEO of DotDash Meredith. Similar to last quarter, supplemental to our quarterly earnings release, IAC has also published its quarterly shareholder letter. We will not be reading the shareholder letter on this call. It is currently available on the investor relations section of IEC's website. I will shortly turn the call over to Joey to make a few brief introductory remarks, and then we'll open it up to Q&A. Before we get to that, I'd like to remind you that during this presentation, we may discuss our outlook and future performance. These forward-looking statements typically may be preceded by words such as we expect, we believe, we anticipate, or similar statements. These forward-looking views are subject to risks and uncertainties, and our actual results could differ materially from the views expressed today. Some of these risks have been set forth in IAC and Angie's fourth quarter press releases and our respective filings with the SEC. We'll also discuss certain non-GAAP measures, which, as a reminder, include adjusted EBITDA, which will refer to today as EBITDA for simplicity during the call. I'll also refer you to our press releases, the IAC shareholder letter, and again to the investor relations section of our websites for all comparable gap measures and full reconciliations for all material non-gap measures. With that, I will turn it over to Joey.

Morning, everybody. Thank you for joining us. I just realized a few moments ago that we were courteous enough to have Chris introduce himself for the first time as a participant on the IAC earnings call. I think we could have staged that better, I realize. But I am nonetheless incredibly thrilled and relieved to have Chris here in the role of CFO. Chris has been here, I think, I don't know, a few weeks so far and already presented digging in in really incredible ways, challenging assumptions, doing all the things that we would have hoped of a CFO. And I think he's going to be a tremendous, excellent addition to the team. And we're thrilled to have him here for the first time. Hopefully you guys will take it easy on him because he is still only a few weeks in, but he's been doing a lot of studying and learning. So it seems like a quick study. Also, of course, Neil is here, but for the first time in officially a much larger role, and so I'm sure you'll have a lot of questions about that. And Ashin, as Chris mentioned, is here, and most of you know Ashin by now. He's done several calls, but I'll just Mention Ashene again for the opportunity to pronounce his name, and hopefully you'll all get the opportunity to learn it if I keep pronouncing it. So welcome, Ashene again. Rhymes with machine. Very quickly, 2021 was a good year, a year of a lot of change for IAC, for many of our businesses. Think about where we started the year with Vimeo versus where we ended the year with DotDash Meredith. where we started the year as a home advisor, Angie's List, and ended the year as Angie. And so 2022, we have the pieces in place to start to execute on growth across a number of businesses. And we plan to continue to invest throughout the year and really build from here. And I like the tools in our hands for building. And that's what we intend to keep doing. So let's get your questions. Mark. Oh, and also, by the way, thank you to Mark Snyder, who's not on camera today, but he was nice enough nonetheless to wear a tie here with us in the background. And he'll be orchestrating this as usual.

Thanks, Joey. Our first question will be from John Blackledge at Cowan.

Great. Thanks. Good morning. Maybe one for Neil, one for Joey. Neil, could you discuss the operating plans for DotDash Meredith this year? And is the 15% to 20% year-over-year revenue growth, is that the expectation for 22 or just more general expectation after this year? And then for Joey, could you discuss the strategic rationale for increasing the stake in MGM? And what is ISE playing for over the long term with this investment? Thank you.

I'll go first. So I think the 15% to 20% is what we're going to ramp to through the year. Let me give you a little background on where we are. We are day 76 of this acquisition, James Harden Day, if you're me and a basketball fan. We made some changes to print last week, and I'll break this down for you guys. It's sort of like we'll look at print, we'll look at digital, we'll look at the ad business, and look at the commerce business. The print business, we've said all along, we were buying brands. And I think we fairly well telegraphed what we were going to do. And as Joey said quite eloquently in his letter, we're going to invest behind print brands that people are willing to pay for. And I think we're very fortunate that our major brands and most of our brands are brands people are willing to pay for. And we are very optimistic about print. We're very optimistic about how it's going to help our branding. We're very optimistic about how it's going to support our digital. This is obviously a very different perspective than Meredith has had historically. we're talking a lot internally sort of about our big six, the big six in print that are going to be the anchors of what we're doing, which is people, Southern living, better homes and gardens, real simple, food and wine, travel and leisure. And as also Joey said in the letter, it is not a business plan to make cuts and do nothing different and hope something changes. So what we're really going to be doing is focusing on what we can do to enhance this product, better paper, better art direction, better content, all of these things to do to make a much more premium product that gives these things a real lifespan and really supports digital and is the proper manifestation of these brands in the world. And look, it's no fun to do what we did last week, but it's also like fairly evident that parents don't really wish to receive parenting advice from a magazine. They want it from the internet. So it was really an evolution as much as anything. And I think we're really off to the races. We have a very strong print team from Meredith running this and we're pretty optimistic. So digital, which is the real crux of what we're doing, we have made substantial changes in the two plus months we've been here. First is structuring. We've taken what was essentially a matrix structure and we have put everything into our structure where every brand, all of our brands now have clear leadership and dedicated resources. A GM that functions almost as a mini CEO that owns all pieces of that brand from content to product to tech. We've arranged everything into groups. So food is with food and home is with home. And when you look at this, again, it's worth reminding everybody, we're the number one player in the internet in food. We're the number one player in home. We're the number one player in beauty. We're the number one player in entertainment. We're near the top in health. We're near the top in finance. So we have an incredible amount of clay to work with. And now that we've got the leadership team in place, we can start running our playbook. And we've talked about this a lot. And the thing about the playbook that has us most excited is we're at the point now where most of it is pattern recognition. We've seen this before. We've talked to you guys. We're like 12 for 12 or 13 for 13 when we get these incredible brands and we can run our remediation program, which is, again, make the content as good as you can get it, make the sites as fast and responsive as you can get it, and make the ads respectful. And one thing I would say is, IAC is the best possible place to do this because the only conversations I have with Joey are Joey telling me to go do this now and telling us to go do this now and get this done without regard to the short term, make all the changes that will get us to the 15 to 20, get us to the 450 and be done next year. And we feel really good about where we are. Quickly on advertising, we're going to be rolling out a fully restructured ad sales team in the next two weeks, which we're very excited about. Again, that's going to pile on more vertical structure like what we had last We feel really good. We are out right now for the first time doing some combined pitches or the one plus one plus one plus one equals three theory, which seems to have legs and seems to be working, which we feel very good about. Unified ad stacks can help us programmatically. Meredith, I think if you look historically digitally, I think we have been much more focused on content and user experience. And Meredith has been much more focused on revenue. So we're learning a lot from them on the ad side. of how to optimize, how to maximize what we have, which we're excited about. And then the last sort of, I guess, the fourth leg of the table, I guess not three legs of a stool, the fourth leg of the table would be commerce. There's two really exciting things that have come out of this. One is we built an incredible commerce business and an incredible testing capability growing as quickly as we were growing. We went from three test kitchens to literally 50 test kitchens, and we now have a couple hundred thousand square feet in various places that we can really test products and get into being as good as we are in commerce. We can be that good and helping people decide what to buy, which is, which is for intent driven traffic, sort of the logical next step for what we're doing. And we have stood up plans to get our style of commerce, the consumer report style of commerce up on all of the historical Meredith brands. So there's obviously a lot going on. Our team is very busy, um, Obviously, when you get into these things, not everything is rosy. Some things are better. Some things are worse. Some things are a lot worse. Some things are a lot better. We're slogging through it. We are deep, deep, deep in it. But we feel really good. We feel really good about where we are.

And building off that, John, relative to your question of Neil's overall message, I think when you think about the year and how it's going to play out, there are a few key buckets, and then we can talk about what that looks like. Print, we announced last week the conversion to 100% digital of some titles. That's an example of just general noise that'll be in the print numbers as we optimize our print port. Executed, as Neil articulated, we're going to be moving the Meredith titles onto the .dash platform, culling content, reinvesting in content, rebuilding their distribution, that'll have some noise in the revenue numbers as that's executed over the first half of the year. The sales consolidation, as Neil said, it is a bright future, the combined sales forces, but you've got to bring them together and get them across the board. And then finally, as you look at the financials this year, you're going to have – hard to read through. It's going to take some work with the application of purchase accounting and other changes to the financials. So it'll be a noisy year with respect to the financials. On an overall basis, we expect the first half year revenue to be flattish, driven by the transitions we're talking about, sort of going a little bit back before we go forward, on the merit of digital titles, but all of it building with the sales force in optimized shape to a very strong rhythm to lead the year and that 15 to 20% year-over-year growth. And then that brings us to the $450 million of 23 EBITDA. So, that's the plan. And this year, we expect profitability because of those trends to be back-end weighted. That's due to seasonality in the business. It's due to optimization of the combined digital portfolio in the second half for all the actions that Neil's taking. And then thirdly, you'll just see the full run rate of the cost savings hitting at that point.

And I think all of that is consistent with what we expected going in, which was 22 would be a bit messy. And 23 is where we'd have to, to, to show the proof of, of the work done, uh, going into that point on MGM, John, it is a first and foremost, if we're going to invest capital where it's, it has to be attractive value. And, uh, I think that's still the case with MGM. Um, we have, if you look at MGM, as you can still look at some of the parts, and if you believe that there's, uh, any future, uh, in Macau, if you believe that the, uh, digital business has real value, the joint venture, and if you believe that groups come back to Las Vegas at some point at scale, then it is still, uh, very, in our opinion, very attractively priced. And we believe all of those things. So, uh, That's the first piece. Second piece is the groundwork is still being laid and real progress is made over the course of the year in delivering an omni-channel experience. So one component of that is delivering a consistent brand experience. We saw MGM sold Mirage, buying Cosmo, Cosmopolitan. And you also start to see some of the work that MGM is doing in branding MGM products. awards and tying the entire system together. Uh, you also see digital is doing incredibly well ahead of what we expected going into, uh, the, the original investment and the, the, that's all the groundwork for putting a consistent omni-channel branded awards experience together. And, uh, we like to see the progress there. So when we look at that, um, When we look at that combination, we say that's a good place to put capital. The other factor and the catalyst for this was just when we first got involved in MGM, we spent a lot of time with Keith Meister and Corvex, and Keith had been a big agent of change at MGM, and I think has become a very welcome agent of change at MGM by management and the rest of the board. But one of the components of – his business is he is to capital is more finite. Uh, and so it was a very, um, natural transition when he, uh, uh, was looking to sell some stock that, that would, that stock moved into more long-term hands, uh, like ours and MGM, uh, repurchasing a portion of those. And so that all happened, uh, very naturally. That was something that, um, uh, Bill Hornbuckle, CEO, and Paul Salem, Chairman, encouraged. And we were excited to do, given our view on valuation right now. And I don't know where it goes from here on MGM. It's just sort of the same thing we've said all along, which is it's a great business. We're excited to be involved in it. And it's kind of one step at a time. And we're really happy with our involvement so far. Hard not to be, given the results. And don't know where it goes from here. Thank you.

Okay. Our next question will be from Corey Carpenter at JPMorgan.

Thanks. Oisin, hoping you could provide an update on where you're at with the Angie rebrand and the Angie services business, and then maybe tying it back to the financials. Could you just help frame your expectations around growth and profit more broadly for Angie in 2022? Thank you.

Sure. Thanks, Corey. So let me, Let me start with the January numbers, which is obviously not the start of the year we wanted, but it's the start we got with Omicron. We saw a pretty significant uptick in Omicron call-offs, customer call-offs, pro call-offs. We saw an 8x increase in January versus a normalized number for the year. We've since seen that drop off. What that'll mean is in March, we will be lapping the rebrand. So that's a pretty significant event for us. We obviously rebranded the business in March of last year. We will have easier comps after that, particularly in the ads and leads business. So that will be a natural tailwind. And the other significant thing going on this year is we've got this growing services business that we've all talked about, we all know about. It made up 15% of revenue Q4 2020. got up to 27% of revenue Q4 21. That business still more than doubling Q4, about doubling in January. And that becomes an ever increasing part of the business. So you put all those things together and we're pretty happy with where we're going overall. We embarked on this journey just over a year ago to really change what Angie stands for, to really position it as a consumer brand. And I think we're starting to see that come to life where You know, we know what pros want. We know they want to grow their business. We know customers want to get the job done. And it's starting to feel more and more like every single day we're starting to deliver on that pretty consistently. We see it in customer sat. We see it in pro satisfaction. So I think we've, you know, historically, I think the last thing we said in this was that we'd be in the 15 to 20% range. Obviously, we've broken the bottom end of that in Q1, but it is still our goal to get to that range, stay in that range, and ideally break the upper end of that as we think about where things go for the rest of the year. Chris, do you want to?

Yeah, thank you, Rashid. So, Corey, and I think financially... You know, we're going to see sort of idiosyncratic volatility in those month-to-months over this quarter. Omicron was mentioned for January, February, should be, you know, at the top end-ish of our target range. And then March will be against a sort of record comp last year, so we'll be, you know, below the range. When we look forward as the momentum builds for all the reasons Oisin articulated of growth in services and easier comps as we went through the rebranding last year, we would expect to get back into that range and advance through the year. The other With respect to EBITDA, our expectation is for the year, total adjusted EBITDA, you know, similar to last year. One point we'd highlight is the trend by quarter will likely be inverted from last year, where there was a decline in profitability as a rebrand and reinvestment occurred this year. with due to the regular seasonality of the business of Q2, Q3, you know, strongest for a lot of this work and also Q4 strength, but also the growth through the year. We expect, you know, the early part of the year to be less profitable than the back end of the year. But overall for the year, we're expecting profitability similar to last year.

Great. Our next question will be from Jason Helfstein at Oppenheimer.

Thanks. Just to follow up on the Angie question first, I mean, if we're thinking about core marketplace, just given the shift in consumer spending to travel and experiences, I mean, do we just consider this a transitionary year for the marketplace side of the business? meaning think of it as like a flat year and then all the growth is coming from services? Or do you think just given all the headwinds that you'll be in a position to kind of recapture marketplace revenue growth at some point later in the year? And then second, Joe, you didn't give any update in the letter on care.com, and it's probably the consolidated asset with the most upside to valuation over the next few years. And so maybe just get an update on fourth quarter and how you're thinking about full year 22 for care. Thanks.

So I think you got to remember that the marketplace, so I think when you say marketplace, you're talking about the ads and leads part of the business. So the ads and leads part of the business is a function of both consumer demand, but also pro capacity. And we've done a lot of work over the last year to change the type of pros that we're going after, to go after higher quality pros that have more capacity and they're willing to spend more. If the consumer demand changes to categories like travel or other entertainment categories, the flip side of that is pros have more capacity and as a result are willing to spend more. So we think about it as the business has some element of a natural edge in it where services is directly related to consumer demand. So the more people want to buy home services, the more our services business will continue to grow at a very aggressive rate. if consumers pull back from buying home services, pros will need to spend more to drive the same revenue. So we expect that if that were to occur, we would see ad pros and lead pros engage more with the platform. We have a measure we track, which is active for match or their ability to be on and get new leads at any point in time. We would expect that to increase and we would expect budget to increase if consumer demand for services was to pull back. We haven't yet seen that. There is some complication in that, obviously, as we have this rebrand, but we're still in the midst of lapping. We have seen it just in terms of the rebrand directly. We have seen Angie now back to the traffic level that Angie's list was back at, which is obviously a big milestone for us. And where we still have work to do is to get the combined Angie home advisor, brand brands and brand traffic back to where that is before. Got a lot going on in terms of the creative that we're going out with this year in terms of rebranding, what the, what Angie stands for positioning in a different way. We're, obviously only a few weeks into the year so far. So our media spend is kind of middle of the year weighted. So as we continue to see that expand, we, we, we think that, you know, the combined traffic of Angie and home advisor, we hope that this year we'll, we'll surpass where it was.

On care, Jason, definitely nothing to read into the lack of mention in the letter. We just, the letter was focused this, this quarter on a longer term opportunity with, Blue Crew and Vivian, and we, in the interest in keeping it tight, we wanted to focus on a theme and figured we'd get the opportunity to cover other things in this venue or elsewhere. CARE is doing great. CARE is, and the best part of CARE right now is the core CARE business, which is serving families around child care, and that's growing in terms of subscribers. It's growing in terms of revenue. We're driving conversion. We have now an alpha version. I still haven't been able to use it, unfortunately. I'd like to, but Tim Allen, the CEO, is only using it. He's keeping the product to himself right now. But we have an alpha version now, our instant book product, which is you can book a care provider on four hours' notice. And one of the benefits of that product is that will flow to a lot of things, actually, that matter in the care service offering. But one of the key components of that is you go from frequency of needing a nanny, which is one to two times a year for a family, to needing a babysitter, which is five to ten times a year for a family. And that starts to impact our subscription products. That starts to impact our user experience and the tools that we can bring into the product. And so we're excited about that, but that still isn't out live for all of our collective use yet. That's the core product. Beyond the core product, we now have a daycare product, which we've launched, where we think we have 1,000 customers now engaging with that, customers being daycare centers. We are doing work on the senior care side. We're starting to think about the pet care side. We are, of course, the enterprise business is continuing to be an area of investment focus for us, and we think a long-term opportunity. There's a little noise in the enterprise business right now just because the COVID comps are making it complicated. In 2021, we had a massive lift in backup care days, and that is something that's not repeated at the same scale, and so we're just dealing with some components around that. But the enterprise business is great. Customers are happy with the enterprise product, and so we're going to grow that business. And I'm very optimistic for where we go here and the potential value creation there. But like everything, it's still early, and we've got a lot to prove, and we've got a lot of opportunity ahead.

Our next question will be from Eric Sheridan at Goldman Sachs.

Thanks for taking the question. Maybe two, if I can, sort of following up on themes we've talked about. Ashin, if I could follow up on Angie, there was a paragraph in Joey's letter about fulfillment. And I want to make sure we better understand some of the messages about where you're pushing it on the investment side to improve fulfillment on the platform and what those improvements might mean in terms of driving a mixture of growth and margin in the years ahead. And then Neil, to follow up on, I think it was the third of the four pillars of you laid out for Dot Dash Meredith would be on the advertising monetization side. Beyond just purely the Salesforce integration, how should we be thinking about you positioning the asset in the broader advertising community? We've talked before in public forums about contextual advertising and where the assets sit in the broader funnel and what sort of advertising part of the world you're going after. Can you just go a little deeper there? That'd be super helpful. Thanks so much, guys.

I'm going to take the Angie part first. So just so that we're all aware of what fulfillment means, when you come to Angie and you buy a service job, typically a low value service job in the hundreds of dollar range, we work our butt off to go and make sure that that job gets done. So we don't necessarily for every single category. Every single pro or every single task have a pro available to do it at exactly the right time. We do some modeling to make sure that we match consumer demand with pro supply. We don't necessarily always have a pro available. We are working to make sure that when you purchase that service, the rate at which we fulfill it continues to go up month after month after month. It gets harder as you add more categories, as you cover more geographies, but we're making sure that we go category by category, geo by geo, and it's a function of a number of different things. whether we get the pricing right to the consumer, whether we get the pricing right to the pro, whether we accurately ask the customer the right questions, whether we pass that information on to the pro in the right way, and we're continuously improving fulfillment. If we get that right, there's two things that happen. Firstly, consumer repeat rate goes way up. So obviously, if we do the job successfully for the customer, they're likely to come back. It goes way up. That reduces marketing spend in the future as we increase customer LTV. The second thing that happens is we just make more money at the job if we price it right to the consumer and we price it right to the pro. The rate at which we're doing that, the rate at which we're successfully fulfilling on these low-value jobs continues to increase quarter after quarter. So we're getting better, and we see that in both the book Fulfillment rates, we see it in the customer sat and APS numbers coming out of the book now business. We also see it in the take rate contribution margin or gross margin contribution margin from that business. So overall, in the small, low value tasks, we see fulfillment rate continue to go up. It's one of the key drivers of us being long term successful in the services business. The second area of the fulfillment rate to think about is in these larger, larger jobs. So these are the five, 10, $20,000 jobs. And what we see there is we're getting better overall. And the metrics we're tracking there are the percentage of jobs that are being done by pros that have already done a job with us. So are we making pros happier? We already know we have great NPS in that category. The NPS in that particular vertical, that particular segment of the business is, you know, A multiple better than if you come through the SOR path, the lead business. And overall, what we're starting to get our arms around there is, is our take rate sufficient? It's gone up for the last three or four quarters now. It's stabilized at what we think is a healthy rate. We've got to work on operations costs to support that business so that eventually it'll drop down to contribution margin. So overall, fulfillment rate makes the business, the services business, way better in every dimension. And it's one of the key metrics that we target at a high level. And obviously, the sub-bullet's below it as well.

Okay, to read your question back to you around what we're going to go with sales, where the event is our context scale. So this is my favorite question, and there's two pieces. One, we're integrating the sales team, and one very basic thing is out of the top 20 clients, maybe I think two, I'll get the number slightly wrong, two or three overlap. It is a very, very different base of advertisers. We're very strong finance and healthcare. They're very strong CPG. So that is very complimentary, right? The ad stack, we're going to see great yield improvements out of the ad stack by combining and through efficiencies. And as we make their sites much more performant, particularly programmatic ads become much more valuable and more viewable and all the other metrics we can do. But what we're really doing and what underpins all of this and what gets us the most excited is we can do intent driven contextual advertising at scale like has never been done before on the Internet. And what that means is. Intent-driven contextual advertising beats cookie-based advertising and performance every time. And add to that, cookies and all these trackers are going away. In the long term, we don't need them. Like to simplify it, if somebody is searching on how to speed up my router, we know everything about them we need to know. We don't need to know anything about them other than their router is too slow. They either have to fix it or they have to get a new one. And once you know that, you pretty much have all the info you need. And you can see the evidence of our ability – to make contextual advertising work in a step that Joey likes to talk about. And we obviously talk about as well. Each quarter, our top 25 advertisers, 23, 24 renew every quarter. Meredith isn't anywhere near that level. And look, it's very easy to sell someone something once. It is very hard to sell someone something twice. We're very good at selling someone something twice. And we did it with brands that frankly, no one had ever heard of four years ago. Something didn't even exist. So now what we have are these Meredith sites. that profile-wise look just like ours. They are all about intent signals in home, in food, even in entertainment to an extent, where we can harness these intent signals, match them up with ours, and we can deliver the intent-based performance at scale. I mean, we're the largest digital publisher in the U.S., and that allows us to do things like we actually have a puncher's chance to compete with platforms like Facebook because there's other stuff going on. All of our content is ours. All of it is. safe. All of it is made by us. There is no news. There's nothing that is going to put you in a bad mood. It is all, for the most part, content that is going to help you. We drill down a little more on people. Content that generally makes you happy. And the combination of these intent signals and contextual targeting with the new scale we have, with the fact that it's an incredibly safe environment, is an offering that hasn't been in the market before. Now, Our models don't reflect taking dollars away from Facebook, but I can tell you from talking to advertisers, that's in the conversation. What we need to do is that we can deliver on this promise and we can bring the level of performance of the Merth assets, which we're already down the path on. We're already cleaning up their ad sack. We've already taken off some of the most egregious ads. The sky's the limit of what we can do here. And to be very specific, the go-to-market strategy is a much more eloquent version of what I just said. It's explaining to people why contextual targeting and why intent works. Like if we, if somebody. is reading content on what color do I need to paint my newborn boy's bedroom. We know everything about them. We know that they have a newborn. We know that they're likely in the market for a new credit card, for a new car, often a new house. We know that they're great for a home improvement retailer. We know all these things about them that a cookie couldn't tell you. And when you can do that at scale, we're just very, very excited. It's one of the things that gets us most excited.

Thanks, Neil. Our next question will be from Ross Sandler at Barclays.

Great. Thanks for the presentation, guys. Joey, can you put some numbers around Blue Crew and Vivian? That was pretty good disclosure in the paragraph, but maybe just help us like pre-pandemic to today, understand the scale of those two businesses. And if you had to kind of draw an analogy to other IEC franchises from back in the day, is this like a Tinder 2015 stage of development for those to kind of help us understand where they are in terms of their development. Thanks.

Sure. It's a really good question, Ross. It's a first, just some stats pre pandemic to today. I don't know. Each business would be three, four or five times the size is my guess. Somebody can correct me if I'm far off on that, but we're, we're in that neighborhood. It's hard to make an analogy to something like Tinder. And while I'd love to do that, Tinder is a very naturally viral business. And sort of once Tinder entered the global conscience, it just sort of spread naturally. These businesses are not that kind of business. They're fake. I think fantastic businesses. I think they're both marketplace businesses. And I think that scale creates the moat in both of those businesses. And they have some natural viral tendencies in their categories, but it's not that kind of thing, which is once it catches fire, it just goes. Both of these businesses require a lot of, right? The way to think about scale, you know, Combined, one of them ought to be a nine-figure business this year. The other one ought to be comfortably – or he is an eight-figure business, will be a bigger eight-figure business this year. They are in a – the key of both of them in their category is building liquidity. So in the case of Vivian, the key is having more – health professionals on the platform. They've done this phenomenally well in nurses and really specifically in travel nurses, such that most travel nurses have a profile. Once you build the profile on the, we'll call that the demand side of, I guess, workers looking for work. Once you have that profile built, then you are in the system and you are getting information regularly. and you can engage with jobs regularly and jobs can engage with you regularly on a much more pointed basis because relevance matters. We know what certifications are. We know what geographies you're looking for. We know what specific qualifications you're looking for. And with that solid base of people who can work, we are now in the process of building up the employers on the other side. And I think that in every marketplace, one side or the other is moving faster than the other. And the key for us now in the case of Vivian is building up the supply of employers. Blue Crew is probably a little bit more of the opposite. That may be a result of overall macro dynamics. We have lots of employers on the platform. We continue to, of course, grow employers on the platform. And right now the key is bringing workers onto the platform and driving fill rates. But once you have liquidity in both of these markets, it changes the dynamics, and we can see it in microcategories or in microgeography. that when you have enough jobs and when you have enough workers, that a lot more starts to go through the platform and that people can find their second job on the platform and people can do that sort of repeat business. And once you have that going, that is transformational. So when we look at other businesses in the IAC portfolio or in IAC's history, that's an analogy that that does work, which is looking at small geographies, building liquidity, seeing what happens when you build liquidity and seeing that proverbial flywheel start to work. when both sides are built up enough that the offering becomes much more compelling, both for the employer and for the employee. And I think that these are not necessarily winner take all type markets, but I think they are, there's significant advantage to the early movers. And I think that there'll be probably a few key players in each and I think that they can get to enormous scale. And again, the other thing we talked about is just the size of these markets. These labor markets are absolutely enormous and absolutely underserved right now. And so if we're doing it right, we ought to be able to grow forever in here.

Thanks, Joey. Our next question will be from Yusuf Squally at Truist.

Great. Thank you, guys. Thank you for taking the questions. So I have two. First, maybe for Chris. On Dodd Dash Meredith, if you could double click on that $450 million in EBITDA that you're targeting for 2023, just kind of the linearity to get there. And even more importantly, Dodd Dash has historically been a really profitable business. So how do you kind of look at long-term kind of sustainable margins for that business relative to that 15% to 20% growth that you discussed? Yeah. Just quickly for Joey, I believe you guys have an option to increase your ownership of Turo. If I remember correctly, what's the maximum you guys can own of it? And just what's your long-term objective with that investment?

Sure. I'll start with Turo just because I'll go first. We own about... 25-ish percent of the business, I think, right now. And the warrant is to own another 10% of the business, so 35-ish percent. I think, give or take 5% on those figures, but that's the ballpark. We are... love the business and love being owners of the business and generally our philosophy on everything is we are long-term and this is no different. The goal is, as always, is to find businesses that we think have incredible long-term potential and stick with those businesses. I would love to talk more about Turo, but I guess we are restricted on that one right now, given they have a filing out there. So I can't say anything good about the business or don't probably want to say anything bad about the business, but it is, we're happy with where we are right now.

Thank you. And for DotDash Meredith, you know, when you think about the 23 EBITDA targets and levels that we're going to get to, the key elements there are the scale that comes in incremental profitability from the digital business. So as Neil and team have that growing in the bands that we're targeting, you've got the Salesforce, you've got fixed cost infrastructure, but you will have margin scale. And then also that's a digital EBITDA number. The print business is one that we will continue to optimize and manage. It is one that we will continue to manage with an eye towards keeping it profitable and also a good user experience. So as we look into next year and where we see the cost savings coming as we integrate the businesses, as we see the digital revenue momentum on an efficient cost base, Those are the drivers as we grow to that $450 million of 23 digitally done. Thanks, Chris.

Our next question will be from Brent Hill at Jefferies.

Good morning, Joey. Search had great growth and great profitability. Many are asking about the sustainability of that business. And maybe for Chris, welcome. Maybe just talk through your top priorities and kind of where you you see with your new lens the biggest opportunity from your side?

Sure. On Search, it is – remember, there's some short-term things going on in Search, which is the desktop business, which is – we're essentially exiting, not by our choice, but by the evolution of the ecosystem. We are – so that led to some – because we had revenue coming in on that business, but we're no longer marketing it, that short-term significant profitability, sort of unusually high margins as you think of that as runoff. The flip side is that there's another part of that business, which is the ask marketing part of that business where we're driving people to our properties through marketing and monetizing them with ads. That piece of the business is doing well. And I think we expect to make up for the, the, what we lose in the desktop business over time. So overall we think that business stable ish right now. But I wouldn't read too much into this sort of short term benefits you've seen there where it is a little bit, it's a little bit, that's temporary. That, the magnitude of how we were exiting the other business and benefiting from the runoff.

Thank you. I think my priorities would be, first of all, continuing to get up to speed on the core businesses in the portfolio and then looking at ways to drive value there. And there's two main viewpoints that we're looking across that. One is Any dollar being invested on an operating basis is generating maximum ROI. So being disciplined and focused in our strategic initiatives at each of the companies and also in how we're measuring ROI and continuing to push that forward. The good news being at IAC is that it is forever capital, as Joey says, and we are committed to long-term value creation. So that's a long horizon, but we need to be thoughtful, working with Oisin, working with Neil and team on the integration and driving those properties forward, and then on the medium and smaller companies. The other big bucket would be capital allocation. We have a variety of interesting opportunities at any given time, both further investments in portfolio companies as well as entering new sectors. There's obviously been movements in the public valuations and by extension in the private markets. So constantly looking at our cash, our capital structure, and the set of opportunities in front of us to drive the greatest long-term value. So it's been a great start, but I've got a lot more work to do.

Thanks, Chris. Our next question will be from Brian Fitzgerald at Wells Fargo.

Thanks guys. We want to ask a couple of questions around Angie's deal with Walmart. Um, anything you can tell us about the customer acquisition cost profile there versus variable channels. How are you thinking about the value of being in 4,000 stores and the halo effects, uh, for the brand and for customer acquisitions more generally? Um, and then last one, um, In the announcement, you talked about this being the first retail integration with Angie. What's the opportunity to go back to some of your other retail partners on the handy side and convert them to Angie-branded relationships with the expanded service offerings that you're going to roll out at Walmart? Great question.

Thanks for asking. Just for everyone's benefit, the way this works is you can go to Walmart.com or you can go to Walmart store or the 4,000 stores. And if you're buying a TV, you can, at the point of sale, buy a TV mounting service for about $80 or $79. Similarly, on a number of other categories, including flooring and painting, when you're buying product, you can actually buy service. You can buy service at the point of sale. In order to schedule that service, you then take your code that's printed in the receipt. You go to Angie.com slash Walmart, and you type in the code, and you schedule directly. Or, sorry, if you go to Angie.com slash Walmart, you... you type in the code, you schedule directly with Angie. As you pointed out, this is an extension or I guess a rebrand of some of the prior relationships that Andy had. We are expanding both the number of retailers that Angie will be in. So Walmart is the first we expect to roll out into other retailers for context. The other retailers that Andy is currently in include Target, Lowe's, Wayfair, and others. We would expect over time that those would be rebranded to Angie. And you're also correct that we would expand past the small set of services that were available before if retailers are open to it. we would sell some of the broader services we have. We have about 200 plus services available now. Right now, there's no reason we wouldn't expand past the traditional services that we had available. In terms of the opportunity, look, we fundamentally believe that having a single brand is the right thing to do here. A single primary brand is a reason why we focused on Angie. If you look at any of the materials that we've got out there, Angie feels different now than Angie's List did a year and a change ago. It feels different than HomeAdvisor did a year and a change ago. You know, we've got our board meeting later today, and even if you just flip the board deck, it feels different. You look at any of our social channels, you look at the creative on TV, it feels different. And having that new brand in 4,000 stores, we think will make a difference. We notice that when those customers do buy through a retailer and they come in We do see follow-on purchases. We know that we can get a percentage of them to download the mobile app. So we do think of it as an important channel for us. We think it's an interesting way for us to gain exposure to more customers. And we know that it's great for the retailers. The other side of all this is why does the retailer do it? And what we see from talking to retailers is it drives up their order value. It gives them increased conversion. It increases customer satisfaction and it reduces returns. So from the retailer's perspective, you know, we see some of the retailers, in fact, selling the services at or below cost because they get so much sundry benefit attaching service to product. So overall, we think it's a win-win. It plays into the trend that retailers are moving towards, which is less selling product, but instead selling a full solution into the customer's home. So they've got to sell past the return window and actually sell into the person's life. And we think this is a great partnership for us and for each of the retailers, and we're excited to have more and more of our customer touchpoints eventually branded to a branded engine. So overall, we think we're really excited about it.

And if you think about it from a customer perspective, they're going to start their job generally one of two ways. They're going to say, I need a new floor. How do I get flooring installed? And hopefully you find them there. Or they're going to say, I need a new floor. What do new floors look like? Or where can I get a new floor? And then we want to find them there too. And again, But that, I think that second one is a really interesting channel for us. And that's why we, that was one of the original drivers for us getting into the handy acquisition was that that channel is going to be an important channel. And we think that there's a lot of room in that channel for us.

I think that's a really good point, Joey. It's like the difference between service-started search or product-started search. And we obviously got a great way to think about service-initiated search. come to the Angie site or come to Angie mobile app, we have a great funnel that captures intent that is driven by people thinking service-wise. We don't have a great way to think about product search directly on Angie, and this is a way for us to engage with consumers that are thinking product-first, and it's an important way for us to think about the world.

Our next question will come from Dan Salmon at BMO.

Great morning, everyone. I got one for Neil, one for Ashin. So, Neil, we continue to hear a lot more about the impact of privacy changes this earnings season. And Google just announced their plans for Android. You know, we know your intent based model is more insulated from these types of changes. So does news like this help drive incoming calls to your sales team? How are they engaging advertisers about these issues and helping them address them? And then, Oisin, could you just give us an update on the uptake of Angie Key and your financing partnership with the firm? Thanks.

I'll go first. I'll be quick. In terms of privacy stuff, so we're not really an app-based business, so we've been immune to some of this stuff. But, you know, we call it privacy writ large. is going to be a long-term benefit for us. Now, when something happens, we don't get a phone call right away, but the more we can tell our story and the more we're out there with this message, the more appeal it is. And there's been, as you know, we've talked about this before, there's an entire ecosystem in advertising built around cookies and things like cookies. That doesn't really work anymore. It's increasingly not working. The less it works and the more we can be very good at telling our story and getting into places, the better we're going to be. And, again, to go back to that set, you see a lot in the dot dash renewals. I mean, we have built our own systems to target contextually across all of our sites. We're obviously going to go out to the acquired merit sites. It is a really, really big opportunity for us. If privacy tracking exits the Internet entirely, that is a long-term, very positive thing for us.

So on Angie Key, which is our pay to save membership program, we're currently tracking over 200,000 members. Growth continues to be strong, but it's a small program to date. We know that we've got to go past pay to save. We know that that's not the only value prop we want to offer for membership. We want Angie Key membership to be the way you think about taking care of your home. And we've been testing a number of other pillars. We've, you know, We want to, like I said, build past pay to save. One of the pillars we're testing right now is a more personalized way of booking services that seems to be, I know it's exposed to a few thousand people. The engagement seems to be strong. We have a couple of other thoughts that we're testing right now as well. And as we build out those other pillars, we've got a huge opportunity to expand where we're showing membership. Right now, we're only showing it to people buying services. The uptake on that is strong, but we're not pushing it top of funnel. It's nowhere in our marketing. It's nowhere other than in that purchase flow. So overall, the retention rate is good on it. We feel good about where it's going, but it's still very early. And we think we've got to build out some of the other pillars of membership around personalization and convenience. so that we can more broadly expose it. But all the data tells us that we're going in the right direction with Angie Key. And it's something that's important to us. And we think that 2022 will be a good year or financial key in terms of figuring out what the next pillars of it are. On financing, and financing goes alongside payment, so I'll talk about the two of them together. As we said in the letter or the release, we did $100 million of payment processing last year. In terms of financing, We have multiple partners. You referenced a firm. I think altogether in financing, we did around $10 million of financing last quarter. We think that we've got to become excellent at this, and we're not making any significant money from payments or financing. They're costing us money right now. We sure could turn on a charge for them and take a small payment, but that's not the goal. The goal is to... The goal is to help the pro grow their business and help the customer get the job done. And we think payments and financing fits really well into that. We noticed that when pros use the payment feature, they're happier, they retain better. When customers use financing, generally they're happier. And, you know, they're more engaged in the product overall. It helps us get data on closing the loop. So we're going to continue to invest in it, continue to scale it. And over time, we'll look at how we monetize it. But I think it's, you know, it's tracking. It's going in the right direction. And we feel good about it.

Thank you for the questions, everyone. Looking at the clock, Mark, why don't we do one more?

Great. Our last question will be from Justin Patterson at KeyBank.

Great. Thanks. And Joey, congratulations on becoming a prolific podcaster. I'm waiting for Spotify to offer you an exclusive one of these days. Just two simple ones for me. There you go. Two simple ones for me. For Oisin, how are you thinking about setting the right controls to attract the right type of pros while also expanding contribution margin? It seems like a difficult problem to solve just given variability and region, pro experience and job type. And then for Neil, just revisiting Eric's question around contextual, a lot of advertisers are investing a lot in AI there. How do we think about just the capabilities of the ad tech stack today in competition for engineers? Okay.

So in terms of pro-onboarding, we have a pretty rigorous pro-onboarding program across the different programs. AGI ads, AGI leads, and AGI services all have different criteria for joining. We are looking at how to homogenize and standardize that onboarding experience. One of the things that we are pushing on is more online enroll across the board. almost all energy services pros, particularly on the lower value, engage in an online enrolled program where they do a background check, a screen, a quality screen in the flow. We've recently started to look at how to do that at Energy Leads. We've got some early traction on that. get to energy ads as well. But overall, we look at both the initial screening of pros as they onboard the platform, and then the more we close the loop, so whether it's through payments, financing, or energy services, the more we close the loop, the more data we get in terms of customer feedback. And we can proactively monitor and manage a pro's behavior more directly in energy services. We can geolocate the pro. We can know whether they're going to show up on time. We know the quality indicators. And then, of course, we close the loop and collect feedback from the customer. So it is a relatively tight loop that starts with the onboarding experience. The more you digitize that, the more data you get up front. And then the closing the loop on customer rating, customer feedback, customer reviews. And again, you think about what causes good behavior. It's the feedback loop of knowing that there is a consequence. a consequence of performing well or poorly. And we think that at Angie, we've got a pretty natural inherent benefit because there is so much volume going through the platform that we can close the loop more frequently and incentivize pros to do the right thing. And we see that in the data.

So I'll answer your questions backwards. So AdStack, we have a different view on the AdStack than a lot of companies do. We always want the simplest, fastest, cleanest ad stack possible because the ad stack doesn't solve your problems. It's having a great product that solves your problems. It's having ads that are performant and well-placed in places where the audience is contextually relevant to the ad. Those will perform. If you took every single ad tech product in the world, they all tell you they give you a 10% or 20% lift and you put them all together, you're not going to get like a 5X. It doesn't work that way. So we're... Our ad stack, which we're now putting the two together, and there's obviously some complexity to that, but it's fairly straightforward. Our ad stack will be good because our product is good and we keep it fast and simple. In terms of there's a million different ways and buzzwords people are saying to mimic contextual targeting or to align with contextual targeting. You know, judging by like whatever definition of AI would be like, we use it too. It just means that things learn as they go. And we do a lot of learning as we go. The most interesting thing for us now is, you know, we're doing whatever, 30 million user sessions a day. There's so much data we can glean as to what's working and who's performing. And we know the path of every single user. We don't know who they are, it doesn't matter, but we know what path they take. And that's really, really, really valuable. I would say the governor on that is your other question, which is engineers, which are, we are no different than anybody else. Engineers are very hard to get. Engineers are very hard to keep. Engineers have their very distinct views on whether or not they should be coming back to the office. There's all kinds of things. And we're very fortunate that we have a terrific CTO who's been with us from the jump since we started this whole thing seven or eight years ago. But, yeah, we have the same engineering challenges everybody does.

All right. Well, thank you all for joining us this week, this quarter, rather, and lots to do this year. We're excited for 2022, and we will see you all in a quarter.