ServiceNow, Inc.

Good evening. My name is Chris, and I will be your conference operator today. At this time, I would like to welcome everyone to the Q2 2019 ServiceNow earnings conference call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you would like to ask a question during this time, simply press star, then the number one on your telephone keypad. If you would like to withdraw your question, press the pound key. Thank you. Michael Scarpelli, Chief Financial Officer, you may begin your conference.

Good afternoon, and thank you for joining us. On the call with me today is John Donahoe, our President and Chief Executive Officer. During today's call, we will review our second quarter financial results and discuss our financial guidance for the third quarter and full year 2019. We'd like to point out that the company reports non-GAAP results in addition to and not as a substitute for or superior to financial measures calculated in accordance with GAAP. All financial figures we will discuss today are non-GAAP, except for revenues and remaining performance obligation. To see the reconciliation between these non-GAAP and GAAP results, please refer to our press release filed earlier today, our investor presentation, and for prior quarters, previously filed press releases, all of which are posted at investors.servicenow.com. We may make forward-looking statements on this conference call, such as those using the words may, will, expects, believes, or similar phrases to convey that this information is not historical fact. These statements are subject to risks, uncertainties, and assumptions. Please refer to the press release and risk factors in documents filed with the Securities and Exchange Commission, including our most recent annual report on Form 10-K and quarterly report on Form 10-Q for information on risks, uncertainties, that may cause actual results to differ materially from those set forth in such forward-looking statements. I would now like to turn the call over to John.

Thanks, Mike. Good afternoon, everyone, and thank you for joining us in today's call. We delivered another strong quarter, continuing our focus on driving customer success and enabling digital transformation as a strategic partner to the world's largest enterprises. We make work work better for people. That's our purpose. People want technology to make their lives at work simple, easy, and convenient. And that's exactly what's happened over the past decade in our lives at home. Cloud-based consumer apps and platforms have made the routine tasks of everyday life at home more simple, easy, and convenient. And now the same thing is happening at work. Digital transformation has become an essential business imperative for companies and governments all over the world, and C-suite leaders are embracing cloud-based platforms as a critical component of their digital transformation strategies. That is creating an exciting moment, an inflection point, where ServiceNow is well-positioned to help make life at work more like our lives at home. Simple, easy, and convenient. I'll speak more about this in a minute, but first let's take a look at the highlights from the quarter. In the second quarter, we closed 39 deals with ACV greater than a million dollars. We now have 766 customers doing more than a million dollars in business with us annually, which represents 33% growth year over year. And our renewal rate for the quarter continued to be strong at 98%. Our Q2 results, continued to demonstrate our strong product portfolio. 17 of our top 20 deals involved three or more products. And we landed several large deals in the financial services, technology, and automotive industries that involved multiple IT products. In fact, we signed one of our largest new customer deals ever with a major financial institution, which purchased most of our IT portfolios. We also had significant wins in CSM with three deals over a million dollars. Our customer workflow products enhance customer operations management. We help customers manage better their inbound contacts, identifying the root causes of customer issues, working to fix those issues to prevent future problems, and automating self-help solutions. That creates great experiences and better outcomes. Our Knowledge19 customer event in May was our biggest ever, and product innovation took center stage, which brings me back to the inflection point I mentioned at the beginning of my remarks. Our Chief Product Officer, CJ Desai, and his global product team continue to do an incredible job delivering product innovations to make work work better for people. And that was evident at Knowledge as we unveiled native mobile capabilities rolling out in our upcoming New York release. I'm personally very excited about our now mobile and mobile onboarding capabilities. We're delivering easy, intuitive, out of the box mobile capabilities that enable consumer-like experiences across the enterprise, making life at work more like life at home. These are the kinds of experiences that employees expect and demand today. Now mobile is designed to easily help employees get work done, solve problems, and search for information on the go. And our now mobile onboarding app is purpose-built to do one thing very well, make it simple and easy for a new employee to get up to speed fast and get productive quickly. Mobile technology was at the epicenter of the digital transformation in our lives at home. And we believe mobile technology will be at the very center of great experiences at work. Our recently announced partnership with Microsoft illustrates our focus on accelerating digital transformation for enterprise and government customers. This partnership will enable us to more fully leverage and integrate our platform and products with Microsoft's leading enterprise technology and capabilities. And using Microsoft Azure for workloads in highly regulated industries will help accelerate digital transformation for enterprise and public sector customers. With service now available through Azure Government, U.S. government agencies will be able to leverage the compliance coverage across regulatory standards available through Azure. the U.S. federal government continues to look to ServiceNow as an important strategic partner as it modernizes its IT infrastructure and accelerates the use of modern technology to digitally transform how they operate. We'll also be partnering with Microsoft in Australia, followed by additional markets in the future. The Microsoft partnership is just one example of how we are enhancing our alliances and partner ecosystems. For example, we also announced in the quarter a strategic agreement with Deloitte. Deloitte and ServiceNow plan to jointly develop, coordinate, and bring to market new products, assets, and solutions built on the Now platform. This will help deliver seamless digital experiences across the enterprise, improve workflows, and enhance productivity. Deloitte will also serve as the lead launch partner for our new Financial Operations Management product, which we announced at Knowledge in May. Our first application is Finance Close Automation, a natural extension of ServiceNow's workflows and platform capabilities. Finance Close Automation will help finance and accounting teams digitize their workflows to reduce finance close risk, improve team satisfaction, and accelerate the finance close process. At Knowledge, we also announced a number of enhancements to our partner strategy. This includes more intuitive segmentation of our global partner portfolio, better differentiating levels of expertise for our partners and customers. We're also implementing a more consistent, proactive, and predictable joint go-to-market engagement framework with our partners. Following knowledge, we held a very successful partner executive summit in early June with 16 of our top global partners. The shared energy and enthusiasm for the opportunities we have to jointly serve our customers was infectious. Creating a robust partner ecosystem is a priority for us, and we're off to a great start. David Parsons, who joined us last year, is doing a terrific job leading this effort. Before closing, I want to take a moment to express my deep thanks and appreciation to Mike. As previously announced, Mike is leaving ServiceNow in August. Mike has been with ServiceNow for eight years, and most of you have gotten to know Mike very well during that time. And anyone who's worked with Mike knows what an exceptional CFO and customer-focused leader he has been for our company. Mike joined ServiceNow in 2011 when the company had only 400 employees and was roughly $100 million in revenue. He helped take ServiceNow public in 2012 and has helped create the very foundation for our success. Mike's made many ServiceNow friends over the years, and we will definitely miss him. Personally, I'm deeply appreciative for Mike's partnership over the past two and a half years. He's been instrumental in our continued success and has helped set the stage for our next phase of growth. We have an active search underway for Mike's successor. And Mike's size 16 feet means his successor has big shoes to fill, literally and figuratively. But in all seriousness, there's strong interest in the role, and we will move as quickly as possible to land the right candidate. Meanwhile, Mike leaves a great finance team in place. In summary, I'm pleased with our continued progress and our focus and commitment on our customers and our teams. It was gratifying to see our momentum recognized during the quarter when Gartner gave us a positive vendor rating in its first ever review of our full company strategy and vision. We're committed to making the world of work work better for people, and we're focused on building deep customer relationships to enable their digital transformations. Technology should make life at work as easy as our lives at home. That's the future of work, and we intend to help make it happen. Now I'll turn it back over to Mike. Thank you, John.

I appreciate those kind words. Now let's dive into the highlights from the quarter. Subscription revenues for the first quarter were $781 million, representing 36% year-over-year adjusted growth, including $17 million of foreign exchange headwind. Our subscription revenues were negatively impacted by a few self-hosted renewals shifting from Q2 to Q3, the largest of which was a federal customer we were working with to consolidate contracts and expand their customer relationship with us in Q3. While the nature of early and late renewals was similar in Q2 versus previous quarters, the late renewals in Q2 were self-hosted contracts, which pushed more upfront revenue recognition into Q3. We are on track to close these contracts in Q3. Subscription billings were $817 million, representing 34% year-over-year adjusted growth, including $17 million of foreign exchange headwind and a $6 million duration tailwind, respectively. Our remaining performance obligations, or RPO, ended the second quarter at approximately $5.4 billion, representing 36% year-over-year adjusted growth, including $53 million of foreign exchange headland. Current RPO, which represents RPO that will be recognized as revenue in the next 12 months, was approximately $2.7 billion, representing 37% year-over-year adjusted growth, including $26 million of foreign exchange headwinds. Moving on to profitability, our Q2 operating margin was 18%, driven by a shift of expenses that will be realized in Q3, and our free cash flow margin was 23%. With talent being a top company priority, we continued to invest in our people and attract top talent. We successfully onboarded a record 700-plus net new employees in Q2, Now let's turn to guidance for the third quarter and full year 2019. For Q3, we expect subscription revenues between $830 and $835 million, representing 33% to 34% year-over-year adjusted growth, including approximately $6 million of foreign exchange headwind. We expect subscription billings between $848 and $853 million, representing 27% to 28% year-over-year adjusted growth, including approximately $6 million and $3 million of foreign exchange and duration headwind, respectively. As a reminder, we expect billings to continue to become seasonally stronger in Q4, as it is our largest new bookings and renewals quarter each year. We expect a 23% operating margin and 195 million diluted weighted average shares outstanding. we are raising our full year 2019 subscription revenue guidance to between $3.245 and $3.255 billion, representing 36% year-over-year adjusted growth, including approximately $44 million of foreign exchange headwinds. We are also raising our full year 2019 subscription billings guidance to between $3.74 and $3.75 billion, representing 32% year-over-year adjusted growth, including approximately $47 million and $17 million of foreign exchange and duration headwind, respectively. We are maintaining full-year 2019 margin guidance as follows. Subscription gross margins of 86%, operating margin of 21%, and free cash flow margin of 28%. For the year, we expect diluted weighted average shares outstanding of $194 million. Before we get to your questions, I'd like to say that I'm extremely proud of everything ServiceNow has accomplished over the last eight years, and especially the finance team that we have built. During the interim period before a new CFO joins ServiceNow, Faisian Goon, our Chief Accounting Officer, will assume the internal role of leading the finance organization, and Lisa Banks, our VP of Investor Relations and Treasury, will be your primary contact. along with the support of Dominic Phillips, our VP of FP&A and Corporate Development, who you've all gotten to know over the last five years. It has been a pleasure working with so many great people at the company and all of you on this call. I'm very confident ServiceNow will achieve its long-term aspiration of $10 billion in revenue. With that, operator, you can now open up the line for questions.

Thank you. If you'd like to ask a question, please press star, then the number one on your telephone keypad. We will pause for just a moment to compile the Q&A roster. Your first question comes from the line of Jennifer Lowe with UBS. Your line is open.

Great. Thank you. First, I just wanted to start by saying, Mike, it's been great getting to know you over these past few years since the IPO, and we look forward to bugging you at Snowflake shortly. So thanks for all of your insights, and we look forward to continuing the dialogue in your next role. And on that note, I have a question about billings. Looking at the contracts that pushed out of Q2 into Q3, you mentioned revenue, but presumably that would have impacted billings as well. So first, is that correct? And then secondly, in the context of the broader billings guide, it looks like the full year increase was less than what we saw Q2 beat by, so sort of implicitly a guide down for H2. Shouldn't that push out potentially be an offset to that? I just wanted to understand the moving pieces there a little better.

No. So your first question is, yes, those renewals that got pushed did negatively impact billings as well, actually more than revenue. But that's purely timing, and that was already reflected in our billing guide for the full year. As well, remember, there's a number of things that go into billings. A big piece of billings is renewals. There were early renewals that happened in Q2 as well, too, which took from Q3, which really had no impact on the full-year billings because they were already being forecast in Q3, which got pulled into Q2. And as I said in my calls, the normal push-outs and pull-ins of renewals was normal. The only difference was this quarter, a lot of the ones that got pushed were self-hosted, and it was principally with some of the government deals that we have.

Okay, great. And... You'd also mentioned that this was a record onboarding quarter. There was more than 700 employees added in Q2. And if I look at sort of the disclosures of headcount by role, it looks like sales and marketing growth kind of accelerated in Q2 versus the trend line that we've seen. So I'm just curious, you know, what's going on there? Is it just, you know, normal fluctuations or is there a bit more of a push on the hiring front on sales and marketing? And if so, where are those heads going?

So we had very much a focused push on sales and marketing. Two things were focused on pipeline generation in the marketing organization, but in the sales, as we're getting into bigger and bigger accounts, we need to split territories and reallocate accounts to reps so they can adequately cover those big accounts. And that's been part of our strategy for a while.

Great. Thank you.

Your next question comes from the line of Kirk Maturn with Evercore. Your line is open. Your next question comes from the line of Kirk Maturn with Evercore. Your line is open. Your next question comes from the line of Matt Hedberg with RBC Capital Markets. Your line is open.

Hey, thanks, guys, and I'll offer Mike congrats as well. It's been great working with you. John, you talked about the Azure partnership in your prepared remarks. It looks super interesting. I'm wondering if you could provide a bit more detail on that, and maybe how should we think about the partnership in terms of sort of a dual go-to-market strategy between the two companies?

Well, Matt, this actually started in some ways last year when we announced a intent to work with Microsoft with particular focus on the federal business, U.S. federal business. And what that really led to was the realization that we could take advantage of the highest security clearance that Azure has in the federal business. There are certain data sovereignty and other security requirements. We have what's called IL-5 or FedROM-Pi. which has enabled us to build a tremendous federal business, Microsoft has the absolute highest security clearance, aisle six. And so we just determined that what it made sense, instead of us building that data center capacity for that market, as well as for a few other federal markets, for federal government markets, that we take advantage of Azure as part of that. So that's We're taking advantage of their capability, and then that's led to a broader conversation around how we can work together and combine our go-to-market efforts. Our product lines are very complementary with each other. In fact, we have over 20 integrations with Microsoft products. That's the largest of any partner. Customers really look to us to work seamlessly together, and so we're coming together to try to make it easier for customers and easier for our go-to-market teams to support each other, both in the federal market, but also we think over time in the general marketplace. So we're excited about the partnership.

And that maybe is just as a follow-up and it's sort of related, you know, I guess, Mike, you called out some of the self-help federal deals in the quarter. That's helpful to kind of think about the linearity here. But staying on the federal side, you know, obviously it's a huge opportunity. It seems like Microsoft could be a multi-year catalyst, maybe more next year and the year after. But Could you talk about the federal opportunity just overall into what is a seasonally strong government quarter?

We expect Q3 will be a very strong federal quarter for us. But I can't stress enough, it's not just the U.S. federal government. We are doing business with governments around the world, and that's a key part of that Azure strategy, that a number of those governments around the world have data sovereignty requirements where we don't have data centers. And that's the other thing that we're going to leverage out of Azure as well.

Great. Thanks, Scott.

And I misspoke. We have aisle four. And aisle four.

Your next question comes from the line of Chris Merwin with Goldman Sachs. Your line is open.

All right, well, I appreciate you taking my questions. I want to start actually asking about ITSM Pro. I mean, anything you can say about where you are with renewals for that? We saw ITSM revenue step up in Q2 in terms of new ACV. I'm just curious, like, what percentage of your customers have gone through this renewal cycle and maybe what uptake you've seen so far there?

You have to remember, we just introduced ITSM Pro in the last kind of – It was in Q4 when we really came up with that. On average, we sell a three-year contract, so we're still very much in the early innings of the renewal cycle with our customers on that, but the uptick has been very good, and we expect that will continue.

Great. Maybe one quick follow-up on ITOM. I think for new deals, we saw customers taking a lot more ITOM this quarter relative to last. But in Q1, we saw that growth rate decelerate. So just curious if we should think about that picking up again in light of what we saw with new ACV.

So as we've said quite often is the ITOM deals tend to be big and lumpy. Yes, Q2 was a very strong ITOM quarter. And we do think with a lot of the investments we've been making in ITOM, that will continue, but you will see some lumpiness there, given the deal sizes.

Okay, thank you.

I'm going to just build on that just for a second, Chris. What I think we're beginning to see more and more is conversations with customers. It's not IT product by product by product, but rather it's our IT suite or our IT portfolio. And the conversation is going, how do we help them go from legacy IT to modern IT? And so you see more and more deals that have elements across our IT portfolio.

Okay, great. Thank you.

Your next question comes from the line of Walter Pritchard from Citi. Your line is open.

Thank you. A question for John and then a question for Mike. John, first on your end, with the CFO transition here, I think we're all thinking one thing that the company has benefited a lot from is the transparency and financial disclosure and things like the slide deck giving us a lot of data here. I'm wondering, as you go through the CFO search, how important is it to get someone that wants to maintain that level of transparency, and how do you think about that in terms of the way you manage the business?

Well, I think the top priority is to find a CFO that wants to hide everything. So, you know, Walter, Mike's a great CFO because he's very transparent. And my prior life, Bob Swan, was a great CFO because he was very transparent and shared data in a very consistent way. And so clearly that's going to be a – I almost consider that table stakes for a modern CFO and for the kind of people we're looking for. And so, you know, that I would call is kind of core – core capability. And then we're also looking for, and I'm also looking for someone that does some of the other things Mike does that maybe you don't see. Mike's a very customer-focused CFO. Mike's always talking to customers. He loves being with customers. And I think that's really important in this business. You can't be a CFO that just sits in the office. You've got to be out there with customers.

The other thing I want to add to that too, Walter, is you have to remember there's a team of people behind me that give that transparency. of transparency.

Well, they're sitting right around the table. In other words, they make you look good, Mike, right? They make you and me both look good. Correct. Let me just add one more thing that we're looking for, Walter, that Mike does is Mike partners with our senior team to help both coach and mentor them and help accelerate decision-making and help accelerate decisions. And so You know, I'm confident we're going to get, Mike's been an outstanding CFO, and I'm confident we're going to get a, no one will replace his 16 shoes, but I'm confident we'll get a strong successor. And we're going to take our time to make sure it's a good one. And as Mike said, between Lisa and Dom and FACN and the entire finance team, we have a very strong team that will continue the high-level performance in the interim.

Got it. Great. Thanks for the transparent answer to that. And then I guess for Mike, as we look at billings in Q3, I think one thing, you know, your business has played out a little bit different from a seasonal perspective this year than in past years. And I think last few years you've had a stronger uptick from Q2 to Q3 in terms of billings. I'm wondering if you could walk us through how this year is different and especially what you're thinking about in terms of the strength in the federal business in Q3, given how strong that was as a driver last year. Sure.

So, first of all, I think the federal business will be extremely strong for us. You have to remember, I think a lot of those federal deals will actually have October 1 start dates that will have no impact on your billings because they'll sign contracts that will start in their next fiscal year, which is October 1. That's that old gross down that we've talked to you about in the past. And what I would say, too, is I think people need to start really focusing on RPO And especially when you look at our current RPO growth rate of 37% year over year, we're very happy with how that has grown. And I just think, as we've been talking about for a while, Q4 is just becoming such a seasonally strong order for us. Because many of our contracts that we sign during the year, they will sign shorter than one year, especially the upsells, to go turn to get an annual billing cycle. And a lot of those billings actually happen on December 31st, even though the initial deal may have happened throughout the year.

Got it. Thank you.

Your next question comes from the line of Sarah Hindland with McQuarrie. Your line is open.

All right, great. Mike, few CFOs will be as sorely missed. And, you know, I hope this is goodbye for now, but certainly not forever. So let me ask you, Mike, as you're leaving, how do you feel about the state of the company? And what's been the most surprising change today versus eight years ago when you first joined? And I'll buy you a second there to think of an answer for that one. I will, I do have a follow up for you as well, John.

You know, I feel really good about the company, the way that it's set up from a product perspective. A go-to-market obviously will continue to evolve, but the company today is very different from when the company I joined in 2011. I have more people in my finance organization underneath me than the whole company had at that time. So clearly there's been a lot of change, but I think with John coming on board, You've got to remember the main purpose John was brought on board over two years ago was really to scale the company to that next level, and I think he's been doing a great job. As we've shown you, we just had record hiring. So I feel very, very good about where I'm leaving the company right now. And as I mentioned before, you've got to remember I'm leaving because I want to go back to a small company and build from scratch.

Thank you, Mike. A follow-up for you, John. You know, I think one thing that stands out about ServiceNow is that you continue to be a single platform with a single code base and data model across all of your products, where perhaps it would be fair to say that other scaled SaaS vendors have faltered. When I think about you and your ability to deliver ongoing product innovation to your customer base, how important is that single platform and code base, and how sustainable is it also?

Well, I think it's one of the clear strengths of our model and of our platform. When customers say that our platform is easy to build on, it's extensible, it's fast, that's because of the discipline the company has always had to make it one platform. Every time we do an acquisition, a technology tuck-in, we rebuild it into the code, whether that's machine learning or chatbot or other functionalities. And I think that will continue to be the core of our core over time. And a lot of organic innovation will be off our core now platform. But I also think over time, this is not a religion. And so I could see, you know, on our path to $10 billion, we may do an acquisition or even a couple that would add a complementary platform. Nothing specific in mind. I'm making a more general statement. But it's And then we just want to make sure that the two platforms can connect interchangeably. So it won't be an impediment from continuing to build and scale our organization. And I will tell you, customers say to us that they are – it's not infrequent. They say, hey, well, we'd really love it if you guys were also supporting us in this area. And often that would be with a complimentary service. complimentary platform. So I think most of our organic growth will be on the current platform, but over time, over a three-, five-year time horizon, you could easily see us adding another platform or two through M&A in a very complimentary way.

That makes sense. Great. Thank you so much, John. Appreciate it.

Your next question comes from the line of Keith Weiss with Morgan Stanley. Your line is open.

Excellent. Thank you for taking the question, guys, and very nice quarter. I wanted to talk to kind of two elements that I think we're talking to a little bit less in kind of recent periods just to check in and see how they're doing. One being new customer growth. We see the metrics on sort of deal, sort of customers getting to that million-dollar point. I just wanted to check in and see sort of how, like, the new customer pipeline is going and getting kind of new customers in the door for the broader platform, number one. And number two, just checking in on the commercial business, doing really well, growing really big customers. What's the competitive environment sort of look like in the commercial business, and how have you guys been faring on that side of the equation?

So, you know, the commercial business continues to do very well for us. But as we've said many times, most of our revenue comes from the larger enterprise business. And so clearly we put more resources and dollars into the enterprise because it's 75% plus of our business, but the commercial is very key, especially if that's where you tend to keep the competition out on the bottom end of the market from moving up into the enterprise. And new customer ads, we continue every quarter to add customers. We're not disclosing customers on a quarterly basis. It was consistent with what we did last year, but we will disclose that annually. order is coming from our existing installed base of customers. We generally land customers small, but then they quickly grow, and you see that in the cohort analysis. And there's been no change in that at all. Those customers, you can see we filed the presentation. They continue to grow. And the second part of your question in terms of what we're seeing in competition, it's really no change down there. We continue to see there is Atlassian. I know a lot of investors talk about Atlassian. They tend to be in the lower end of the market. Sharewall tends to be in the lower end of the market. They do try to get up into the smaller enterprise, but there's really been no change there. Obviously, that's in the core IT, and the CSM is probably the most competitive market out there, but it's the biggest market opportunity out there for us.

And some of our most, I think, interesting early CSM wins were in commercial. You see, I mean, what's fascinating is for some smaller companies, they're driving their entire business off service now. So it's also playing a role. Yes, it's participation in that market, but it also helps feed our innovation pipeline because we get to see a COO of a 4,000-person organization drive a lot of their operations, be it CSM, employee experience, and IT, off the now platform. And so I almost think there's a little bit of a product development or a product innovation input that we get out of the commercial business.

Excellent. Great job on the quarter, guys.

Thank you. Your next question comes from the line of Derek Wood with Cohen & Company. Your line is open.

Great, thanks. Last quarter you guys mentioned a bit softer activity out of Europe, and I think in general there are more investor questions about the macro and how it's impacting demand. So I'm just wondering if you could shed some light on how you guys saw activity progress from Q1 to Q2 in Europe and how you're feeling about demand trends for the rest of the year.

You know, what I would say is – We had a very aggressive plan for the year, and Europe was slightly behind its plan for the first half, but I kind of see it making up that in the second half. But overall, as a company, we're kind of on track to where we need to be. There's nothing that indicates that macro is a concern. Hearing that from our customers, I'm not seeing it in terms of usually when you have macro concerns, customers start to slow down on their payments to us and stuff. We're not seeing that at all in our cash flow, so I'm just not seeing it from my perspective in the business now.

Okay, and John, I think you mentioned that you're working on building a new framework with your channel and with your partner engagement process. Can you just give us a little more detail around some of the changes in the mechanics that you're working on right now with your partners?

Well, if You know, Derek, to be honest, it's to some extent blocking and tackling. But, you know, here's what's happening. For our customer base, and certainly our largest customers, for them to get maximum value out of the ServiceNow platform, they need to re-engineer their processes and redesign them. That's how you get the maximum impact of automating your processes, right, automating your workflows. And so the partnering with partners at ServiceNow customers is critically important. It's not just implementation work. It's often more value-added work around process redesign, change management, culture change. And so we're now being far more strategic in our segmentation of our partners because we work with the very largest ones, the Accentures, the Deloittes, the KPMGs, the DXCs, the IBMs, as well as the next tier as well. And we're just doing... Fundamental blocking and tackling. Many of these partners say that we're the fastest growing practice in their organization. We're now, Dave Parsons has brought this mindset of let's build billion dollar plans with our top partners. How do we get to a billion dollars for them over the next three to four years? And that then forces us to focus with different partners on different industries, making sure that our go-to-market teams are aligned with their local go-to-market partners. And then we're jointly innovating with them. And so that systematic blocking and tackling, I can tell you, is just, even in the two and a half years I've been here, we're more coordinated. And I think it's more central to both us and them. I was on the phone this morning with the vice chair of one of the top five. He's personally sponsoring the ServiceNow relationship. an alliance and partnership, because he says we view it as very strategic to our success and our client's success, and I said we feel the same way. And so David Parsons and his alliance teams, as I said in my remarks, have just done a very nice job of allowing us to be more focused, more strategic, and more disciplined in how we're going after it. We're also trying to grow new partners. One of the biggest issues we have is there is a shortage of trained, certified ServiceNow professional resources in the market. So we're even doing things like going to universities and trying to grow the number of the pool of trained and certified ServiceNow professionals that then enter these partners and serve our customers. So it's an important part of our success, and I think over time you'll also get some go-to-market benefits as well.

Great. Thanks for the color.

Your next question comes from the line of Brad Zelnick with Credit Suisse. Your line is open.

Excellent. Thanks so much, and congrats as well. I've got one question for John and a follow-up for Mike. John, can you maybe expand a bit about the record mega deal you signed in financial services this quarter? What was the evolution of that transaction, and how are you being deployed at this institution? And maybe even, if you could, talk about the pipeline for such mega deals in the future.

I think, what, five years, Mike? At least five years. Five years. And I mean that in a thoughtful way, that in many cases, what's beginning to happen is clients that are not yet customers, maybe are remedy customers or others, they see when their next renewal is going to be, and they begin to reach out to us a year or two years, sometimes three years before that's coming. So we then work with them so that when that major renewal point for them hits, they migrate over to ServiceNow, and we're prepared to do so. And that was the case here. I will say I was on a call with this organization's CIO, and I think it was 300 to 400 of their organization, and literally out of the gate, this has been planned for six to 12 months. The deal was signed in the quarter. and they are mobilizing for a major transformation based on ServiceNow. And so that literally within 30 days of the deal being signed, they're moving. And I think we're seeing that with more and more of our new customers where we're entering in a more strategic way. It's often they're making investment in ServiceNow's platform, not just a single product. And a lot of our pre-sale conversations is around implementation approach. It's not just, oh, buy this great product. It's how can I be sure we're going to get the business value? How can I tap service now your best practices? How can I make sure we're working with your best third-party partners? By the way, on this call, I talked about third-party partners. It was us, the partner, and the client, all on the same call, all focused on the outcomes that they wanted to achieve. And so the conversation is less around product A, product B. It's more around business outcome A and business outcome B that they want to achieve. And that, I think, consists of us becoming more of a strategic business partner with our customers, which I think is the only way you build sustainable growth. You have to continue to innovate on products. But the more our customers are confident that we deliver strong return on investment and help them achieve their business outcomes, the more sustainable our growth will be and the more our pricing will hold up over time.

It's clearly working. Thanks, John. And from Mike, Mike, as we retrain our sites to really hone in on RPO this quarter, turn RPO really strong up and adjust it 37%. I know it's not a metric that you're going to specifically guide us to quarterly, but how should we think about it going forward in

I'm not going to guide it for the rest of the year. We're guiding billings for this year. I do expect that some companies have transitioned to RPO next year. That's something the new CFO, along with the team, I would encourage to consider doing that. We thought about doing it this year, but we wanted one year under our belt before we started doing that.

Your next question comes from the line of Remo Lenshow from Barclays. Your line is open.

Hey, thanks. And Mike, all the best. Actually, can I stay on that topic? Because it's your last call, maybe I'll ask a more theoretical question. If I, you know, you use current RPO to calculate a bookings number and bookings were on that calculation 41%. So even, you know, like really, really strong. Can you just kind of, you know, conceptually, I mean, that should be the cleaner number in theory. So that's why we kind of all looking at that. And, you know, why, you know, at your scale to grow 41% bookings is like a crazy good number. Can you just kind of, you know, give us a puts and takes there a little bit?

Yeah. Well, you got to remember a big chunk of that growth is the renewals we sign as well too. And renewals is getting a big, we've mentioned to before, we've crossed over where a renewals number on an annual basis is bigger than our net new ACB from, um, um, customers. So, um, I don't know what else to tell you. It is what it is. It grew very nicely, and we did very close in what you said on that bookings growth.

And then maybe one follow-up. Going back to an earlier conversation on Q4 getting bigger, so it seems like it's the same kind of co-terming we see on Salesforce, et cetera, where Q4 is getting bigger, and you get basically every year a compounding effect. Are you kind of thinking of breaking that out at some point with the team when you're talking with the team?

What do you mean, breaking out?

Like the compounding effect that we get there?

Well, I'm not going to be here at Q4, so I don't think there's a company on that, but I think that's a good question for Lisa and the next CFO in December.

Okay, perfect. We'll ask again. Thanks. Good luck.

Your next question comes from the line of Tom Roderick with Stiefel. Your line is open.

Hi, guys. Thanks for taking my question. Mike, I'll echo the sentiments here and say congratulations on your next gig. It's been great working with you. So one of the metrics just from the presentation that I wanted to sort of call out and see if I could get a better understanding of it, it looks like even despite the currency headwinds, Europe was up a tick on a percentage of revenue basis, so it looks like Europe is accelerating on a reported basis, even better than that, on constant currency. Can you just talk a little bit about what you're seeing in EMEA and speak to whatever drivers behind the strength you are seeing there?

You know, let me, I'll step back, because I think quarter to quarter is a little less, you know, in any given region, like Q4 was really strong in Europe because several deals got pulled in. Q1, as Mike said, was a little lighter. I've been in Europe a couple times this year, and the fundamentals are very consistent where large multinationals, and there are a lot of great large multinationals across Europe, are embracing cloud. And we are increasingly a strategic partner in those relationships. One of the markets that we're particularly focused on and excited about is Germany. Germany was relative to other markets a little later in embracing cloud. German multinationals, the German government had more questions around the security of cloud, privacy of data and things. Now, the German market is embracing cloud and accelerating rate. And so we think given the size of that market and its still younger in that cloud adoption curve, it's a real important area of investment and opportunity for us. The German business had a very strong Q2, and we are going to continue to invest in Germany and think it offers a large opportunity. So I would say there was nothing discontinuous in, frankly, any of the quarters over the last four or five quarters with Europe. It's strong and strong demand, and our job is to build high-quality relationships with the leading enterprise companies, and as Mike said earlier, governments. We've been having some of the European governments saying, we want to do business with you, but you've got to have local data sovereignty, or you've got to comply with local data regulations, and that's where the Azure partnership and potentially future partnerships like that will help us accelerate our ability to serve that part of the European business.

Outstanding. Really helpful. Then, quick follow-up for you, sort of mildly related on the topic of Germany, but The financial close management product, very interesting insofar as it's a little bit more of a foray into back office and touching ERP than you've really done before. Can you talk about some of the important partnerships and technology integrations that we ought to be thinking about with that product? And then who do you hope to compete with more in that market for financial close management? Thank you, guys.

Well, given that Mike's team was one that built it for our own financial close, how would you say you relate to it, the integrations that I can talk about in partnership?

Yeah, so what I would say is we work with SAP and Oracle in the integrations, and those are the two main ones that you have to integrate with. We actually closed our first, we got our first PO, and I'll tell you it was a very nice deal, size deal. It was actually the largest first PO ever out of any new business unit within this. In terms of who we compete with, I really don't want to get into who we compete with right now until the product is more in the market out there. But most of you know from conversations before, I don't really want to name names of companies, but it's not the ERP people. It's more around workflow associated with the financial close process. But in general, we're going after the white space that's being served in Email and Excel spreadsheets today is what we're doing to offer a much better visibility into the financial close process for the office of the CFO.

It's been interesting. I'll just build on what Mike said. In our product strategy meetings for the last couple of years, Mike has continually said, you know, there are a lot of finance processes that are highly manual. that none of the ERP providers focus on, that there's really no one else focusing on. And finance closed the books is a classic case. It was done by spreadsheets, emails, and other things. And then our platform is very well suited to help address those. And so this was the first of what I think will be several, we hope, over time. We're also very, I think, cognizant and humble that we're not going to develop an entirely new go-to-market motion calling on the CFO. That's why partnering with Deloitte was our early partner, partnering with literally the ERP providers, partnering with others, that we view this as a way to piggyback on others that are serving that market. And in many ways, our product is, I'd almost consider it a feature on top of their products. And we think there's a good opportunity there over time. But we'll see. It's still early days.

Very helpful. Thank you, guys. Nice job.

Your next question comes from the line of Sterling Odie with JP Morgan. Your line is open.

Yeah, thanks. Hi, guys. Mike, I just want to circle back to Billings. Apologize for that. But just help me connect the dots. I think in the quarter, the 8-17, you know, in the presentation, you outlined $12 million of outperformance. But in the full year guide, $5 million of outperformance is responsible for the increase in You talked about the deal, the renewal shifting, which I would have thought would have benefited the second half. So what's the puts and takes? How do we get from the outperformance of $12 million to just the $5 million of outperformance in the full year?

Well, because most of those renewals that were the outperformance was early renewals that got pulled from Q3 or Q4 into Q2. And there were deals, as I mentioned, that got pushed from Q2 into Q3, and it's all about when were those deals renewing. By the way, sometimes when we do deals with people, we could early renew more than a year in advance if a customer is doing a much bigger deal where they want to just redo the whole contract and renew early on. So each deal is very different, but that's the way the math works. It's not going beyond. it's really only a $5 million impact that flows through for the full year. That was the stuff that was not in there. That was really the ACV you should think about.

All right, got it. Thank you. I apologize for that. And then just one follow-up. At Knowledge, there was the discussion of the vertical, kind of a vertical strategy, obviously been so successful in government, and then you kind of outlined some other verticals, including financial services that you're looking to go after, how much of that is going to be people-focused in terms of just the go-to-market strategy versus the development of vertical-specific products? And to the extent that it is the technology and product focus, where are we on that roadmap to roll out those other vertical industry solutions?

I mean, I'd say, Sterling, by and large, it is more go-to-market than it is product. Fundamentally, I think one of the great strengths of our platform is it's largely horizontal. You know, IT help desk is the same in a bank as it is in a pharma company as it is in a retailer. And a lot of what we do is more consistent than different. Now, the one place that there is product implications are around security compliance requirements. and regulatory. And so whether it's banking or healthcare or federal government, there we have to comply with industry-based regulations and standards. But the real value in our vertical motion is being able to speak the language of the industry and relate what we do to business value in that industry. And so I think if you look at what we do in federal, Our federal sales team, I spend a lot of time in D.C., our federal sales team speaks the language of their customer, and that really comes through, whether it's calling on the military services or the Veterans Administration or the various agencies. Our team speaks the language, and that adds a certain amount of credibility. Similarly, in financial services, our team speaks the language of banks or insurance companies, and that gives a greater sense of confidence and, I think, more confidence targeted focus on the business value we referred to earlier. So we'll continue to layer on, thoughtfully, additional, you know, industry verticals. But it's, I'd say, I don't know, Mike, I'd say 80% go to market, 20% product.

Correct. And I think we're still very much in the early innings on the product side.

Yeah.

Encrypted data would be an example. Different requirements for encryption of data. That's one that's very industry-based at the moment.

Your final question comes from the line of Samad Samana from Jeffries. Your line is open.

Hi. Thanks for taking my question. Mike, if I look through the slide deck, it looks like the average contract term jumped quite a bit for new customers in the second quarter and that the average for renewals has also been moving up. I'm wondering, is there anything in particular that's driving the trend for the renewals expansion deals, and then the trend that happened in 2Q for new customers, and then I have a follow-up to that.

So the new customer was really driven by that one record new financial institution that signed a long-term contract with us. That's what drove that. And the renewals, as we've been saying for a while, we're becoming more and more strategic with customers. It hasn't really changed that much, but people are renewing on average for north of two years. I would expect that in Q3 that new customer length will be shorter, and the reason being is because of the federal government. I just want to remind you guys that the federal government typically do one-year deals. They don't do multi-year deals.

Okay, that's helpful. And I was just going to ask how the average contract term, how we should think about maybe that one-time impact on the change in RPO into Q and maybe adjusted for that deal, what RPO growth will look like.

So, first of all, that average term length really does not impact current RPO. It's really current RPO because that's the next 12 months. That would go into total RPO. The contract length would impact more.

Yes, I was wondering if you could give us what maybe the adjusted growth rate would have been since it was meaningful enough to impact the overall average.

Well, I'm only giving you the current RPO growth rate because I don't need to adjust. It's 12 months on 12 months. So we haven't calculated that adjusted for the total RPO. And I don't think that's something we will do.

Great. Well, I appreciate the answers to the questions, guys. Thanks and congrats on the tenure and the next move.

Okay. As a reminder, a replay of this call will be available as a webcast in the investor section of our website. Thank you for joining us today.

This concludes today's conference call. You may now disconnect.