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spk04: Good afternoon. Thank you for attending today's Moment of Global Inc. Quarter 1, 2022 earnings call. My name is Amber, and I will be your moderator for today's call. All lines will be muted until the presentation portion of the call comes to an end. There will be an opportunity for questions and answers at the end. If you would like to ask a question, please press star 1 on your telephone keypad at any time. I now have the pleasure of handing the conference over to our host, Gary Fugis, Vice President of Investor Relations with Momentum. Gary, please proceed.
spk09: Thank you. Good afternoon and welcome to Momentum Global's first quarter 2022 earnings call. Joining me on today's call are Xander Lurie, CEO, Priyanka Kaur, COO, and Justin Kolombe, CFO. After Xander and Justin's prepared remarks, we'll take your questions. Prior to this call, we issued a press release and shareholder letter with our Q1 2022 financial results and related commentary. These items are posted on our investor relations website at investor.momentive.ai. During the course of this call, management will make forward-looking statements which are subject to various risks and uncertainties, including statements relating to our strategy, investments, revenue, operating margin, and cash flow. Actual results may differ materially from the results predicted, and reported results should not be considered an indication of future performance. A discussion of the risks and uncertainties related to our business is contained in our filings with the Securities and Exchange Commission, in particular, in the section entitled Risk Factors in our quarterly and annual reports, and we refer you to these filings. Our discussion today will include non-GAAP financial measures unless otherwise stated. These non-GAAP measures should be considered in addition to and not a substitute for or in isolation from our GAAP results. A reconciliation of GAAP to non-GAAP results may be found in our earnings release and shareholder letter, which are furnished with our 8-K filed today with the SEC, and may also be found on our IR website. With that, I'll now turn the call over to Xander.
spk07: Thank you, Gary, and thank you all for joining us on our first quarterly earnings call since August 2021. The first quarter was all about execution and driving substantial progress on the strategic changes we outlined in our February shareholder letter. Our financial results exceeded the high end of our revenue and profitability guidance ranges. Revenue from our sales-assisted channel grew in excess of 30% year over year for the fourth consecutive quarter. We're actively addressing the transitory headwinds in our self-serve channel. Non-GAAP operating margin improved to 2% from a negative 1% in Q1 2021. And we repurchased 2.4 million Momentum shares through March 31st. We're focused on creating value for our customers and shareholders. We have conviction that the plan we've put in place will accelerate growth and significantly increase profitability. We have work to do, but our market opportunity is massive, our products are getting stronger every quarter, and our hybrid go-to-market strategy is operating at scale. enabling us to meet customers where they want to buy and expand with them over time. Now a bit more on our Q1 highlights. Q1 was a record-rating quarter for our sales-assisted channel, reaching a $165 million revenue run rate. Sales-assisted revenue increased 32% year-over-year, the fourth consecutive quarter of 30-plus percent year-over-year revenue growth. Leading indicators here are outpaced revenue growth, We increased our customer count 55% year-over-year, adding 1,800-plus new customers in the quarter, like Ace Hardware, Bosch, Carfax, Merck, and the US citizenship and immigration services. Our high-velocity sales team is helping drive substantial new logo growth. The deal cycles are fast, cost-efficient, and set the foundation for future expansion conversations. In addition, we're winning larger customer relationships. More than 2,100 organizational customers are now spending more than $25,000 per year with Momentum. And 700-plus sales-assisted customers are using multiple products, both metrics increasing significantly year over year. Our core product, what we have traditionally referred to as service, is resonating with customers of all sizes across a variety of industries for various use cases. Customers value the flexibility, ease of use, and power that our platform delivers. For instance, in 2018, Box purchased our core product for CX use cases. Over time, Box has expanded into multiple cases, including marketing, enablement, internal comms, and HR. And they're expanding again into our insight solutions. Stories like this are not isolated. It's why average customer sizes for sales-assisted core product customers, excluding our newer high-velocity sales motion, have increased for eight straight quarters and grew 15-plus percent year-over-year in Q1. Similarly, our insight solutions, what we've traditionally referred to as market research, are gaining significant traction. Customers love the speed to insight, automated analysis, and response quality, all underpinned by a panel of 175 million global respondents. The VP of Marketing at a large SaaS company tells us that running research with us is seamless, and getting actionable insights was lightning fast. And a multinational agricultural company loves our automated analysis, which enabled them to launch a study on a Wednesday and complete their presentation by Friday. Our Insight solutions generate our largest deals, largest customers, and most productive sales representatives. And in Q2, we'll begin testing packaging that moves our Insight solution to a subscription model. In our self-serve channel, Q1 revenue growth of 7% was in line with our expectations. As reflected in our 2022 guidance, we're working through two factors to drive durable growth. First, over the past three years, we've focused on aligning price to value for self-serve customers, led by meaningful pricing and packaging experiments to our user base, amending entitlements of both free users and paid users. These actions have driven exceptional growth, and now we're moving into the next evolution of our strategy, focused on driving sustainable user growth. Doing so is beneficial for our overall business as we graduate users from single-paid plans to Teams plans to sales-assisted relationships. Second, we meaningfully shifted focus in 2021 to launch the new Momentum brand, a key tenant of our multi-channel go-to-market strategy to more clearly communicate the value and attributes of our products to customers. We were successful. However, we focused less on supporting the Survey Monkey brand during that period, which was magnified by distractions from the proposed Zendesk acquisition. The good news, renewal rates are in line with expectations and we're not seeing evidence of competitive churn. We believe these challenges are transitory, and we're addressing them. Led by our new Chief Operating Officer, Priyanka Kaur, the plan is threefold. First, generate high-quality user traffic by extending our brand leadership, specifically through new content and SEO strategies. Focus brand initiatives and SEM investments. Further, the days of VC-backed startups bidding on our brand terms without consequence are over. We are swinging back harder than ever. Second, drive sustainable growth in users by calibrating the features offered in certain package types and delivering targeted high-value functionality enhancements. Third, reduce customer friction by simplifying the buying and onboarding process so customers can adopt our products and realize value quickly. It's an achievable set of improvements that we believe will benefit leading growth indicators in the self-serve channels starting in the second half of the year. We grew up as a product-led growth company, we are a market leader here, and we have the team in place to execute on the plan. Over the past two months, we've aggressively pursued the focus strategy changes outlined in our February letter to shareholders, many of which were contemplated in the second half of last year, but delayed given the proposed acquisition. The progress thus far is compelling. We're out of the gate strong on customer-centric innovation. We've reorganized our R&D organization centralize our product strategy, and prioritize our roadmap around a focused set of opportunities. Our core product is the foundation. It delivers value for customers of all sizes across myriad use cases, feeds our respondent panel, and provides intelligence on what features and use cases our customers value most. We are focused on strengthening our foundational authoring functionality, extending our admin capabilities, and advancing our analytics maturity. Our core platform extends to purpose-built solutions for markets, products, and brand insights, as well as customer experience. We're planning to fuel the momentum we've seen in our insight solutions by deepening existing solutions in market, selectively expanding into new use cases, and enhancing our statistical analysis capabilities. And we're working to bring get feedback capabilities closer to our core product, leading to functionality and innovation velocity benefits over time. Similarly, we've made significant progress in a short period of time in our go-to-market strategy and execution. We've begun executing on a plan to reinvigorate our self-serve channel. We've moved quickly to align our resources to the products and segments generating the highest returns in our sales-assisted channels. Resources are aligned and executing on simplifying our positioning and web services under two brands, Momentus and SurveyMonkey. And we're seeing early success in our focus on existing customer expansion. one of our most efficient and profitable go-to-market motions. In Q1, expansion business increased significantly, both sequentially and year-over-year, hitting a new high as a percentage of total business generated. Kudos to our Chief Revenue Officer, John Schoenstein, and Chief Customer Officer, Ken Ewell. Finally, the leadership and organizational changes we made are working. Our streamlined leadership team and organizational structure is leading to faster, higher-quality execution, and is reinforcing our focus on customers at the center. Our global team is executing with focus and energy. Have we faced distractions since October? Without a doubt, we have. But those who know our history know our resilience has been tested before, and resilience is in our DNA. Our team is focused, committed, and all in on our mission. We are energized to be back running the business at full steam. And if a more challenging macro environment rewards companies with balanced growth and expanding margins, we like our chances. I'll now turn the call over to Justin, who will more deeply review our Q1 financial results and outlook.
spk10: Thanks, Xander. And I'd like to congratulate Pri on her new role as our Chief Operating Officer. She'll join Xander and me to answer questions during the Q&A portion of today's call. Now, on to our Q1 2022 financial results and outlook. Unless otherwise noted, all comparisons are year-over-year. Q1 total revenue was $117 million, an increase of 14% year-over-year and above our previously issued guidance range. Revenue from our sales-assisted channel increased 32% year-over-year, in line with our expectations, and accounted for 35% of total revenue, compared to 30% in the year-ago period. We added more than 1,800 customers and now have approximately 13,700 customers with a sales assistant relationship. New and expansion bookings were strong, especially across our core product and insight solutions. And the growth we drove continues to become more efficient with productivity per ramp sales account executive reaching the highest level since 2019, growing approximately 30% year over year. Further, gross and net dollar-based renewal rates remain strong, with our core product recording its highest levels across both metrics in five quarters. The investment we've made to pursue expansion within our massive 345,000-plus organizational domain customer base is working and beginning to deliver early returns. Further, our organizational domain net retention rate remained over 100%. Revenue from our self-serve channel grew 7% in Q1, in line with expectations we shared in late February. And, like many other SaaS companies, we experienced revenue headwinds related to foreign exchange rates in Q1. We estimate that FX was approximately a one-point headwind to Q1 year-over-year growth. Deferred revenue increased 15% to approximately $216.2 million. And remaining performance obligations, or RPO, which is the sum of deferred revenue and backlog, rose 20% to $245.4 million, partially driven by continued traction winning larger multi-year customer commitments. As we've shared in the past, we signed our largest customer to a multi-year deal in Q2 of 2021. Once we lap this milestone in Q2 of this year, we anticipate RPO growth will track closer to deferred revenue growth over time. Turning to profitability, non-GAAP gross margin was 83%, improving by approximately 50 basis points from the year-ago period. Non-GAAP operating margin expanded to 2% compared to negative 1% in Q1 of 2021. On a percentage of revenue basis, all functional operating expense lines improved year over year, demonstrating the leverage of our business model. In Q1, we recognized approximately $6.5 million in one-time transaction-related expenses, namely advisor fees, legal fees, and employee retention bonuses. We anticipate the majority of expenses will be recognized by the end of Q2. In Q1, we also recognize $4.9 million of restructuring expenses related to the strategic changes referenced in our February shareholder letter. We anticipate the majority of these expenses will be recognized by the end of Q4. Net cash used by operating activities was $5 million, and free cash flow was negative $8 million. Both reflect the impact of paying annual performance bonuses in Q1 and a portion of the one-time transaction expenses and restructuring expenses previously noted. As part of our previously announced $200 million share repurchase program, as of March 31st, we repurchased approximately $36 million of Momented stock, representing 2.4 million shares at an average price of $15.09 per share. As part of the program, we also reduced our debt by approximately $26 million. We ended the quarter with $238 million in cash and equivalents on the balance sheet. Turning to our outlook, today we're providing full year and Q2 guidance. For Q2, we expect revenue to be approximately $120 to $122 million. We expect non-GAAP operating margin to be approximately 1% to 3%. As a reminder, non-GAAP operating margin tends to be lower in Q1 and Q2 based on our seasonal investment pattern in sales and marketing and R&D. For the full year 2022, we expect revenue of approximately $494 to $500 million. We anticipate similar year-over-year revenue growth rates for Q2 and Q3, implying modest year-over-year revenue growth acceleration in Q4. As we've noted in the past, revenue from our insight solutions, previously referred to as market research, is recognized on a consumption basis as projects are completed and can impact the linearity of quarter-to-quarter revenue growth trends. We'll continue to provide transparency into this dynamic through the remainder of 2022. We expect the sales-assisted channels' year-over-year revenue growth rate will be in the 30s for 2022. Self-serve channel revenue will reflect the dynamics Xander discussed previously with low single-digit growth for the remainder of the year. We expect full-year 2022 non-GAAP operating margin of approximately 6% to 7%, which assumes a consistent gross margin profile and operating leverage acceleration in the second half. We expect to exit 2022 with operating margin in the low double digits. We expect full-year 2022 free cash flow of approximately $24 to $29 million, which includes the impact of approximately $27 million in one-time transaction-related and restructuring expenses, a portion of which were accrued as expenses in 2021 but will result in cash outflows in 2022. It goes without saying we've made widely accepted assumptions on foreign exchange rates in our guidance. And should conditions necessitate that we amend those assumptions in a material way, we'll update our outlook accordingly. Q1 was all about focus and execution. We moved with speed and operating rigor to make targeted strategic changes and align resources to the areas of our business with the highest growth potential and return profile. You can see the green shoots in our sales-assisted channel results. The remainder of 2022 will build on the same operating discipline and lay the foundation for durable and profitable growth, coupled with expanding margins. As always, we remain focused on and committed to driving value for shareholders. We look forward to updating you further at our upcoming Investor Day, including a refreshed long-term operating model and our path to achieving Rule of 40. We plan on announcing the date in the near future. I'll now turn the call back to Xander. Thank you, Justin.
spk07: Before we take your questions, I'd like to provide a quick update on our work in environmental, social, and governance issues, or ESG. In the environmental and social areas, we just published our 2021 social impact report, which showcases how we executed against our social impact strategy last year. The report is available on our website, and I wanted to share some quick highlights. We are shaping a unique culture with diversity, equity, and inclusion through diverse recruiting, hiring, and employee training. we continue to move towards our 2024 goal to achieve gender parity in our workplace. We are shaping a more sustainable business with the completion of our first full greenhouse gas emissions footprint analysis, which will serve as the benchmark for our future goals and strategy. Finally, we are helping shape resilient communities by promoting high value and equitable education and access to career development and opportunities for marginalized communities and minimizing our impact on the environment. Regarding governance, We submitted a proposal in the proxy statement for our annual meeting to phase out our classified board of directors. If stockholders approve, which our board recommends, all directors will stand for reelection annually beginning at our 2024 annual meeting. The board believes declassification will provide stockholders with a more active role in shaping and implementing corporate governance policies. We remain committed to our ESG initiatives for the benefit of all stakeholders. I'd like to thank our customers, employees, and our shareholders for their continued energy and support. We are moving with alacrity and discipline to position the business for more durable growth with expanding margins. And Q1 results show that we're sprinting out of the blocks in 2022. Thank you. Operator, we'll now take your questions.
spk04: Of course. Thank you. If you would like to ask a question, please press star followed by one on your telephone keypad. And for any reason you would like to remove that question, please press star followed by 2. Again, to ask a question, that's star 1. As a reminder, if you are using a speakerphone, please remember to pick up your handset before asking your question. We will pause here briefly as questions are registered. Our first question comes from Yusef Squally with Truist. Yusef, your line is now open.
spk05: Great. Thank you very much. Hi, guys, and hope all is well. A couple of questions for me. Maybe starting with you, Xander, on the self-serve side, can you maybe just flesh out a little bit more your comments about the new features, product improvements that you're working on, planning on launching in the second half of the year that gives you confidence that, you know, that business could get back to faster growth and historically, I shouldn't say historically, but last year, for much of last year, that business was growing double digits. Is that a reasonable level for us to expect maybe into 2023. And then just in on the sales assisted business guide of 30% plus for the year, maybe can you just help us how you get there? I think your deferred revenues were up 15% for the year, your RPOs were up 20%. So just how do you maintain that the 30 plus percent growth over the next three quarters? Thank you.
spk07: Sure, Yusuf. Thanks for the question. You have followed us for a long time, so you've seen this business mature from one where our sales-assisted business was a single-digit percentage, and today it's in the mid-30s. And so over time, as that 30-plus percent growth rate continues, you have that really durable tailwind, which drives up the overall company growth rate. You know, I will, you know, I'll put you back a year or two where, you know, we had some real challenges on product market fit and scaling our sales motion. And I couldn't be more proud of where we are today approaching that $200 million run rate and just excellent velocity on that sales motion. But our sales-assisted business, you know, we have had challenges in terms of maintaining that growth rate on self-serve. And so let's look back at what happened last year. Two events last year that were once in 20 year events. First, we did a major rebrand of the company from SurveyMonkey to Momentive to stand up a new website, which is now driving a double digit portion of our leads on the sales channel. And then of course, the announcement on October 28th to sell the company to Zendesk. And so to say that we had some major factors pulling away attention from some of our best and brightest would be an understatement. Today, with the rebrand behind us and the deal obviously well behind us, you know, we are now laser focused on a couple areas that we think are really critical. And I'll ask Preet to talk a little bit later on about what we're doing to both drive awareness and traffic, better SEO and SEM, packaging, which we believe is more responsive to the needs of our customers, and then some navigation and flows, which her team is working on, which is improving velocity in that self-serve channel.
spk00: Thanks for that, Xander. So just going back to basics on our self-serve business, there's a funnel, right? We start at the very top of the funnel, then we have conversion, and we retain those customers overall. And we've done a diagnosis over the last couple months and really gotten into the weeds of what's working and what's not. Good news is our conversion is strong. Our retention is strong. That tells us that we don't have a competitive loss problem. Here we have strong product market fit. The area we've honed in on is our top of funnel, where we have seen some weakness, which Xander alluded to, of the drivers of that. We put a lot of effort into launching a new brand, and that was successful. We're putting that same effort back into SurveyMonkey and the brand and reinvigorating the top of our funnel. And those efforts are well underway already. So for example, on SEO, If you're watching our website, you've seen more content release out on that gives us SEO ranking that will harden over the course of this year and pull our coverage on SEO up for SurveyMonkey. On SEM, we're taking a much stronger competitive stance. We have led competitors bid on our brand terms overall, and we're taking on a more competitive, aggressive stance on conquesting Vax. On brand, we are launching campaigns not just for Momentus, but also for Southern Monkey and increasing our strong brand position to drive traffic. On conversion, we're optimizing our value side of the equation here, and you'll see our packages change to align more with taking more market share and being the leading product there. Product flows and optimizations, we're launching capabilities to make it easier for our customers to discover our features, such as our product launchpads. These were put into effect over the last few months. So I would call them green shoots that you're seeing them today, but they're going to harden over time and be reflected in revenue.
spk10: You said, and I'll take your, your second question there. So I think that the really good thing that we've seen over the course of the past two quarters. The two go-to-market channels we have are working together. They're complementary, and now they're operating at scale. And so said differently, our self-serve channel is a great way to attract customers in an efficient way, and they are moving from single user, to teams, to sales-assisted relationships, and then to multi-product relationships, which we're already starting to see. Much of that is what gives me high conviction in sales remaining in the 30s for this year. Renewal rates are incredibly strong. Our expansion motion is working. And as we've talked about, our AEs, we've really focused them over the course of the past six quarters to drive on productivity. They're at the highest level of productivity that we've seen in years and 30% year-over-year growth. So a lot of good indicators there that give us confidence.
spk05: That's great, Collar. Thank you all.
spk04: Thank you, Yusuf. Our next question comes from Brian McDonald with Needham. Brian, your line is now open.
spk08: Hi, thanks for taking my questions and congrats on a nice quarter here. Maybe double-clicking on the previous commentary there, Justin, around the sales-assisted channel, you know, we've really seen sort of a strong momentum sort of fourth quarter and first quarter in terms of new customer ads, and you talk a lot about the high-velocity channel there. You know, as we start to look out to the back half of 22 and into 23, You know, when do we start to see some of that high volatility channel driving conversion into the multi-product sales? What's sort of the time frame there? And then, you know, how should we start to think about that flowing then through to ARPU expansion as the last couple of quarters we've seen some declines likely due to the sort of the accelerated nature of the customer ad set? But we'll love more color on that. Thanks.
spk07: Hey, Ryan. Let me kick it off at the end and then I'll throw it to Justin. First off, I would point you to the number of sales-assisted customer ads to show the productivity of that group. Remember, you know, Team Justin in finance has a pretty good ability to monitor quota team and AE productivity and helping our sales team kind of point them in an area where they're driving ROI. So they're not out there signing up customers that belong on the web. ARPU is one of those numbers where it's kind of the tyranny of averages. It doesn't really reflect how productive we are. I would point you to the number of $25,000 customers, now over 2,100. Huge year-over-year growth as our sales team is moving up market and pursuing larger deals. We're also seeing that multi-project expansion. So we talked about 700 multi-product customers. That's a huge win. Those are wildly profitable customers where we drive that kind of net revenue retention. So as you listen to Justin and Priya, I think you'll see us doing a better job of delivering profitable products to customers wherever they are. And that might mean users who are coming to use the free product but driving value in our panel, the paid seats, the Teams products, the SurveyMonkey Enterprise customers, up-to-market research, and multi-product customers. So this $200 million revenue run rate we're seeing approaching. We believe that 30 plus percent growth is sustainable because it's a massive market. Our products have never had better product market fit and our sales and CS teams are really firing. So a lot of good signals through a very choppy kind of distracting environment for the company.
spk10: Yeah, Ryan, and I would add two pieces of color, three pieces of color there. Number one, I love our high velocity motion because it is highly efficient. It is quick sales cycles and And it puts customers into our sales assisted pipeline where they when we can go and expand them whether they expanded one quarters three quarters six quarters eight quarters. We look at the signals on how we define that. But here are a couple stats that I would give you when you look underneath what's actually happening in our sales assisted channel. If you exclude those high velocity customers from our average revenue per customer. We are at our highest level of average revenue per customer that we've ever had from a company perspective. So that is a very heavy acquisition motion for us that is getting logo velocity in there. And then when you look at the core product, what we previously referred to as surveys, again, that is a product that has continued to march up and up and up when you exclude the high velocity team for eight quarters in a row now. So we are seeing significant traction. It's all about generating a durable, highly profitable funnel into our sales base motion.
spk08: That's very helpful. I appreciate the color there. And maybe just one more on, you know, impressive first initial outlook for 22 on the operating margins and some nice leverage as you go into the back half of the year. You know, given the focus on some of the, you know, the product focus and adjustments you're making there that go to market motion, how should we think about sort of the key areas where you can get the incremental leverage in the model as we look into the back half? Thanks.
spk10: It's a good question, Ryan. So we will see improvement as a percentage of revenue across all functional line items. When we think about it, this year is all about focus and conviction on the opportunities that are going to drive high return. So whether that is the roadmap that Pri and her organization are pursuing or the areas of go-to-market where we're doubling down because we're seeing strong signals from the market and we're seeing highly productive returns, not only marketing, but sales assistive notions. That's where a lot of the leverage is going to come from. And then what I would also say, in addition to that, we are being very disciplined and putting a lot of operating rigor into where we place headcount and what departments we place headcount to ensure that it's focused on the areas that will drive growth and will drive durable growth going forward. So that's where we're focused.
spk08: Excellent. I appreciate the call. Thanks again.
spk04: Thank you, Ryan. Our next question comes from Brian Fitzgerald with Wells Fargo.
spk06: Great, guys. Thank you. A couple things on the self-serve channel again. I'm just wondering, looking at it from maybe a different context when we go back to 2021, how much of that growth that you're now copying was from harvesting free users uh through some of the product change you made and and when you think the opportunity for free to paid conversion um what other level levers do you have there um going forward um and then maybe a couple questions about um europe i think a couple of reads we had more near term akamai was talking to lower traffic trends in europe on reopening just wondering if you're seeing Any of that in the business regionally in terms of reduced propensity to participate in audience, some reduced urgency around CX deals?
spk07: Hey, Brian, thanks for the question. First, let me just address Europe. I've been getting anecdotes from other CEOs, et cetera. We are not seeing macro challenges in Europe. Obviously, the business in Russia and Belarus is very, very small. percentage of our business and our sales team remains productive there. It's obviously not the biggest piece of business, but we have a highly competent team there selling good products. So we're not signaling weakness in Europe. You know, I'll ask Preet to elaborate a bit on self-serve, but what I will say, and this is on me more than anybody from an accountability perspective, we put so much focus on getting to product market fit in the sales motion and then shipping that momentum site, which we're really proud of in terms of the role it plays in the business today. And I think pre is taking us back to first principles and the core value proposition of expanding our user base and delivering more value to our customers. And there are plenty of opportunities for us to do that in the navigation, in the flows, putting out more rich SEO content. Again, I think we took our eye off some of the ankle biters that are bidding against our brand terms. We've got a handful of things we are going to do to expand that user base and deliver more value to all of our cohorts, from the free users to the paid users to the teams. And, of course, they drive that sales-assisted market motion that Justin alluded to. So, you know, it's a little bit of getting back to the basis, but we've been in this business for 23 years. We created a category. We are the market leader. And these are problems we know how to solve. Thanks.
spk00: Appreciate it. I agree with those. I was going to just add a couple points. You were right. We did drive a fair amount of conversion improvement of our free-to-paid user conversion. And our conversion now sits at a very, very healthy level, one of the best that I've seen overall. And that's why we have even more confidence that the strategy of getting back to more engaged users in the base, getting value from our product, that we can then apply those same conversion tactics to is our next phase of growth. and it gives us also tailwinds into our sales assistant channel. So our next phase is heavily focused on the paid user growth and our engaged user growth to drive us forward.
spk10: Yeah, Brian, the only thing that I would add on the Europe piece, I agree with everything Xander said. The real place that we're seeing any impact on the business is just the foreign exchange headwinds, and that's part Europe. It's also part inflation and interest rate environment. So that's giving us a headwind like pretty much every other company that's reported before us.
spk06: Awesome. Thanks. Appreciate it, guys.
spk04: Thank you, Brian. Our next question comes from Nick Mariachi with Craig Hallam. Nick, your line is now open.
spk02: Hi. This is Nick on for Chad Bennett. Thanks for taking our questions. First, can you give us an update on how big the the CX and market research product lines are today in terms of revenue mix and maybe directionally how those businesses are growing relative to overall enterprise growth. And then second, on the strategic committee, I guess other than executing on the plan that is already in place, I'm curious if the strategic review is still ongoing and where the focus is over the next few quarters.
spk07: Sure, Nick. In terms of the multi-product lineup we have, we don't have any incremental disclosure today about the size of those businesses. I can tell you directionally, our market research business is on fire. Pri had led that team over the last couple of years as part of the reason she's sitting in the bigger COO chair today. Product market fit is awesome. We have a massive, the most liquid panel in the United States. We've built a bunch of great solutions on top of that. And really just the speed to value is enabling us to expand with customers like Box who are now buying all of our products. You know, we had a great win with ClickUp. You might have seen their Super Bowl commercial. They came to us to evaluate multiple different campaigns, which we were able to test against a broad cohort. So we love the product market fit. It's the biggest market we're going after. In CX, we think we've got great product market fit in parts of the market. We're not trying to move up and compete with the medallions of the world who have a more service-intensive, more expensive, more time-consuming product. So we really see value in selling to folks who have a big Salesforce instance or who need a digital product. feedback. So CX you'll see move closer to the core product offering around momentum and really as an expansion of the SurveyMonkey suite. And then on the strategic committee, you know, I'll just point you to our website. You can see we have a very highly capable set of fiduciaries who sit on our board of directors. That committee was stood up to assess the inbound inquiry we had last year, which led to the Zendesk deal. That deal obviously was terminated in February and that, you know, the committee remains available as the board does to assess any potential interest in the business. They are highly, highly focused on delivering shareholder value and the management team is accountable to the board to achieve just that.
spk02: Got it. Thank you.
spk03: Thank you, Nick. Our next question comes from
spk04: Our final question comes from Parker Lane with . Parker, your line is now open.
spk01: Hi, it's Max Osmond. It's on for Parker. I want to start by just thinking about the success in the sales-assisted channel and the enterprise movement overall. What industries are you seeing success in? Is it particularly any specific industry or is it pretty much across the board?
spk07: If you look at our core product offering, it's so big that we are not only serving every industry on every continent, but we are serving every function within every one of those companies. And so it's multinational companies down to small businesses. It's educational institutions to nonprofits. It's everything from sales and success and HR to product and everywhere in between. On the inside solutions, you know, some of the market research and CX products we're offering, you know, we're seeing particular success in FinServ, in CPG, in IT, tech. Preet can articulate how what we've really done is expand up market to purpose-built solutions where there are buyers with budgets and big problems, and that's where our products really sing.
spk00: Yeah, and elaborating on that point, the way I think about it is less industry and more about those use cases where people are trying to solve particular problems. And these problems span industries, which gives us access to a huge lot of TAM. So these are problems like I want to learn about my customers and what they think about my products. I want to build great solutions for the market. I want to build a brand that's really compelling. And those are the top use cases that we are seeing in our upmarket solutions in pretty much every industry. And if I could say the strong concentration in industries is just as Andrew laid out, but our focus is more on the use case and the personas and the problems we're solving.
spk07: I love seeing companies like OneFootball, which started with a single survey product, scaled dramatically, became a SurveyMonkey Enterprise customer, looking at everything from their customer service experience to product improvements, pricing, just raised $300 million to expand their growth. So seeing really strong growth companies with a terrific product, using our products to understand how to deliver better experience to their stakeholders is rewarding.
spk01: Got it. And then just one more, kind of staying on the product topic. market research is on fire, as you said, and you're now testing out a subscription model for it. Can you just talk more about what that may mean for the future of the product and bundling and how maybe we can expect that to impact the model moving away from consumption?
spk10: Thanks for the question. Yeah, absolutely. So, the nice thing about this is We've now been at scale with a number of solutions in the market research space for a number of years now. What we've been moving the product towards are what we call more longitudinal use cases. So areas where we want to track the market over a period of time, for instance, brand tracker. you want to do that over a series of months quarters years and continue to have more like a subscription framework what we've also seen is that the way the market is moving is also more towards subscriptions so we are updating and testing our packaging as we go into this quarter and the way that we're thinking about it from a model perspective we will very likely push towards a subscription as we go into the end of this year in the beginning of next year We'll get a slight revenue headwind from that, but it's not significant, just given the size of the market research businesses with proportion of our total revenue. And then we'll be in a much better spot as we think about customers coming back and being on a subscription revenue model at that point.
spk03: Awesome. Thanks. Thank you, Parker.
spk04: This concludes today's Q&A session. I will now pass the conference back over to Xander Lurie for closing remarks.
spk07: Thank you all for joining us today. I want to commend our employee base for their focused execution on the strategic plan after many months of distraction. You know, as Justin said, that level of focus and rigor on the model will deliver a reacceleration of revenue late this year and expanding margins. which is a real competitive advantage for this company. We have built a terrific set of products and brands, and execution will pay it off. I think the company has a collective chip on its shoulder to get back to the success we know we can deliver, and that's what we are here to do. So we'll update you in future quarterly calls and look forward to your questions, and thank you for your support.
spk03: Have a great night. That concludes today's Moment of Global Incorporated Quarter 1 2022 earnings call.
spk04: Thank you for your participation. You may now disconnect the line.
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