BLACKLINE, INC. — Call Transcript 2026

More becomes important. Yeah, much more important. Yeah. Great. Good afternoon. Thank you for joining us for the afternoon sessions, day one of Baird Global Consumer, Technology & Services Conference. I'm Rob Oliver. I follow software here at Baird, it's my pleasure to have the management of BlackLine with me. To my far left is CFO, Patrick Villanova, to my immediate left is Owen Ryan, CEO. Good to see both of you guys. Thank you very much for coming. Happy to be back. Matt Humphries is also here from IR and does a lot. He's actually in the hottest sector in America right now, aerospace and defense. You can grab him on the way out and learn about Pipeline because it's got to be good. I guess I'll start. Owen, you guys are an enterprise standard for large company accounting. You've established yourself as the leader, and you've got an unbelievable customer base, some very loyal. Just to start, what's going on in accounting departments right now? There's AI. Have people stopped hiring accountants? Is AI replacing accountants? Just to level set the room, what's the environment at your customers' right now so we can better understand what you're selling into? Sure. I think there's two pieces to this. Every finance and accounting team right now is trying to get their arms around AI in their whole organization because the amount of spend that is going on is astronomical, and the reality is almost nothing's delivering a real ROI. I think that's become a bit of a challenge for CFOs and controllers, like, "Why are we spending all this money? How do we get real return? How do we get something that's sustainable, and last the way we would like it to last?" You certainly see some of that. I think within the finance and accounting functions themselves, I'd probably split it a little bit between the finance side versus the accounting side. In the accounting side, which is where we spend most of our efforts with our customers, we're not seeing layoffs. We're not seeing a lot of hiring. I think people are trying to figure out what to do with AI, where they can use it. Obviously, as Patrick likes to say, you have to be 100% right in what we do for our customers. That still is top of mind. What those customers are asking us for is to work with them on the art of the possible, where they can use AI, what are other big companies looking to do, and then what can we co-develop together that makes sense that we can bring to their organizations. Most of the companies are not looking to be on the bleeding edge. Everybody wants to know what everybody else is doing. Obviously, that's because of the risks internally to the management team for what they would do, the internal auditors, the external auditors, and the regulators. There's a lot of constituencies that all want to make sure that the capital markets are producing accurate, reliable financial statements. I tell people today, $54 trillion of market cap runs through BlackLine every day. Most people wouldn't know that, but that's a pretty big number. We're seeing an acceleration in conversations, but a thoughtful pacing of decisions and trying to move forward. Even where we have customers that have been on our early adopter program or have gone live with certain things, they still are parallel testing to make sure that nothing goes the wrong way. They're keeping backups for everything. I think it's going to be a nice cautious rollout. It's inevitable that it's going to continue to move forward. Patrick, maybe I'll ask you the question since you're. Yeah. The extremely unique position of being at a accounting and finance software company, but also being CFO yourself. You are managing this internally from your perspective. What's the environment like for you right now? Are you culling vendors? Are you consolidating vendors? Are you thinking about AI? Where are you in that trajectory? Yeah, Rob. We're obviously thinking about how we can use AI responsibly within finance and accounting. Currently, as we stand here today, there's probably a little more use cases in finance because that's a predictive model, and you don't have to be 100% accurate all the time. You got to be pretty accurate, but not 100% accurate because it's the future. It's forecasting. When you look into an accounting department around the country, especially when you're a public company, the quote that Owen just said that I use all the time, if you're 95% right in the accounting world, you're 100% wrong. Literally, that's a rule. If you're 5% off your financial statements, that's a restatement. That's a lawsuit. People lose their jobs. There's asymmetric risk when you talk about using AI within my world, my field. The way I think through that from a risk aversion standpoint, trying to build it yourself or trying to go your own way just to save a little bit of money, it's honestly not worth it. Rob, when you ask what are we seeing, because I sit really tight with the GTM motion. I'm a user of our product for over 10 years. I'm an accountant by trade. I understand. Therese used to call you out as the person who knew more about the product within BlackLine, more than any. That's a high bar, but yeah. Yeah. No, I appreciate that. Yes, I'm always out there trying to sell, talking to practitioners, explaining to them how to think through this, and they're looking to us. We've been doing this for 25 years to the day. Today's our anniversary. We have the brand recognition. We have the trust. Our customers, our prospective customers know that we're going to do this prudently with guardrails. We also know that AI is the future. You have to just go about it in a way that's responsible and keeps the human in the loop. I think what I'm hearing from you guys is probably not surprising, because when I look at my career following the office of the CFO and the financial suite, it tends to be really risk averse, and sometimes that can be frustrating to investors because they can be slow to move. They start to do the work, they're like, "Wait a minute. What's Cartesis? Was that in 1997? Was that one bought by SAP?" People are trying to figure out, why does this software still exist within a major organization, which just tells you the barriers to change and how long it can take. Is that a positive right now for you guys? Is that an opportunity? You guys have done a lot of innovation with your Verity platform. Really impressive product platform. Really good early indicators and certainly some of the customer testimonials and sessions you guys have done to help educate us on it. Does that slower pace of uptake that is normally a headwind for your market become a positive because it gives you more time to innovate and be there and be the AI solution as opposed to be disintermediated? For me, it is a bit of a tailwind. I think the way the market is unfolding, we're seeing certainly much more, not just the finance and accounting teams being involved in the decision making, but CIOs are much more involved in the conversation. Legal is much more involved in the conversation as well. I think that plays to our strength because we're used to dealing with mega enterprises, large companies, where we know we have to be able to talk to those different constituencies. The ability to show what we're doing as a company with our customers, with our partners, and bringing that to bear in a thoughtful way resonates with our customers. They appreciate the fact. I took a beating last year, like, "Why are you guys not out further? Some of these other mid-market companies are out there, and they're bragging about their AI." I'm like, "Yeah, but that's not the customer base that we're serving, and we can never be wrong." I think that's probably the most important thing that we think about is we've got to make sure that whatever we put in the marketplace, our customers can rely on, the auditing profession can rely on, the regulators can rely on. That works to our advantage because we're a safe choice in the eyes of our customers. Rob, to build off of that, when you talk about AI, it's absolutely a tailwind for this company, and we're already seeing some of those proof points. This might be a segue into another part of this conversation, last year, in January of last year, we launched a new platform pricing model. At the time, the big selling point was you get unlimited access, unlimited users. That really resonated with new logos. We're seeing now over 90% of all new logos go to the platform model. In our renewals base at the time, the uptake was a little slow. In fact, we message it was a little bit behind where we thought it would be this time last year. What happened in the second part of last year, we launched Studio 360. Just for everybody, that is pretty much the connective fiber. That's the foundation of our platform that holds all the solutions together. One source of truth, one dataset. That's the basis for our innovation, because to release an agent into this environment, it can only work with one source of truth, one source of data. Because every source of truth, an agent will come back with a different answer, and there's only one right answer in this world. When that was launched in the second half of this year, we saw an uptick in the amount of customers that moved to the platform because it went from an unlimited users conversation to a product-led conversation, and that was a tailwind. We're already at 13% of our eligible ARR on platform pricing. We said we'd get to at least 25% by the end of this year. When we achieve that will mean that over 50% of our customers' ARR will be consumption only. It will have no linkage to user basis. We're seeing this as a tailwind, and there's proof points already out there in terms of how we're performing. When you look at Studio 360, I remember about a year and a half ago or so, when you guys, maybe a year and a half ago, when you guys rolled out the targets, I grabbed one of your board members at the event and said, "Why does BlackLine have the right to win in this broader office of the CFO if they're an expert in accounting?" He looked at me and said, "We got the best data. We always have had the best data." That's something that, say, the FP&A vendors don't have. I heard you say something interesting a minute ago, Patrick, where you said, on that probabilistic versus deterministic debate, which is in the market, which I don't think those were your exact words, but that's something you're hearing a lot of software bulls really posit out there as, "Hey, you're missing this." I guess the question is, how important in the decision that your customers are making, current customers, to convert to the platform, how much of that is a realization that that data is important throughout the office of the CFO? In other words, are you gaining mind share within that broader suite? That's a huge part of the conversation because that data that sits within Studio 360, it sits in the data layer, essentially. That has been audited. It has been reconciled. If you're a public company, it's SOX compliant. You can trust that data. You know that data is accurate. That's when you can make that next step and release agents into that data that then can perform the accounting functions that you need to perform at levels of automation this industry has never seen before, but it all starts there. Rob, you were highlighting earlier, the easiest way to think through this, probabilistic, you're looking forward. You're making a prediction. You're never going to be 100%. So you can use probabilistic AI in the finance forecasting world. Deterministic, you're looking backwards. It's already happened. There's only one right answer, and that's why deterministic AI, which is what we use, is necessary in the profession. Got it. I should have mentioned earlier, you can send in questions. There's an email address there in front of you, and I'll try to get any questions, or if you want to raise a hand, we're also going to have a breakout session afterwards, so you can feel free to come over to ask questions of Owen and Patrick. Let's just, to put a final question on that platform model transition. New customers, really exciting, overwhelmingly coming in. Yeah. On that, which I think makes a lot of sense. Current customers, it's been a little up and down, but it sounds as if you guys are now at the point where you're having enough of a dialogue and showing enough of innovation where you feel pretty comfortable about that up until the right trajectory relative to those customers. Yeah, I think that's fair. If you didn't know BlackLine, and we went out and we talked to you for platforms, we had a very high close rate where customers bought the platform. It was a good 94% last quarter or something like that. Companies are really coming on there. What's been interesting is the better adopted a customer, the harder it has been to convince them to switch to the platform. Sure. Mm-hmm. Incrementally they're like, "We need to see more ROI on that." That's why the innovation and the roadmap has become so much more critical in the conversations about them, not only for where we are, but where we're going. Our customers, when we're talking about what we're doing, that's why we're so focused on remaining performance obligation. We're looking for customers that are committing for a longer term with us. Then we know they're on that journey. Yeah. We'll be part of the evolution of our business for what we're doing with them. That's interesting. If you've got a customer that's like any of the Hershey's or whatever it was, the companies that have been at your user events for years and that the Quest, they're all in on you, those are harder to move. If you've been battling to get someone to expand, this is a moment to have that strategic conversation so that customer is biting first? Yes. That's interesting. It's so interesting, right? These are the customers that run on BlackLine but use 20% of the platform. Instead of 90. What's helped with AI and to move to platform is we've been able to raise the conversations higher in the organization, and because of AI, we've gotten much more attention. Accounting isn't the sexiest thing in the world. Sorry, Patrick. It just, doesn't resonate. I'm an accountant, too, but it doesn't have that same cachet as sort of what you might do from an FP&A perspective. All of a sudden now, though, we're getting much more attention from CFOs. Got it. Great. Let's move to some of the economics of this transition. There's the potential for an uplift here on this, as we've seen with many model transitions over the years. Can you maybe help us understand those economics, and where customers are experiencing that uplift? They're not expanding seats. In some cases, maybe they are a little bit. How should we think about that? Is it because of just extended usage within the organization because the barriers to adoption have been reduced? What's the right way to think about that? It's several fold in terms of why we feel so confident that this is a tailwind to growth. Let's just start with this platform story that we've been talking about. What we're seeing on day one when a customer moves to the platform is anywhere from a 10%-40% uplift in ARR. Now, that does pull user adds forward, but we have done the math, We've done the modeling, and we know that whatever uplift that is, that more than offsets user adds in the future. Then that sets, as I said before, the baseline. That yields two benefits. One, our historical number one source of attrition, we're losing users. As you said earlier, when you have a very well-adopted customer that's been with us for a while, they over-rationalize their seats, they limit the number of users. The better we get at serving that customer, the less users they have. We've taken that off the table with this platform story. Second fold, when you are sold the platform, you receive a minimal number of agents, basically enough to test that it works. That's intentional. It's part of the price. That allows a finance department to test those agents, to get internal audit comfortable with them, to get external auditors comfortable with them, to prove that they work, to run their current manual processes side by side with these agents and prove that the outcome is the same every time. That's intentional. You have to get them adopted on those agents, and they'll do that on a test basis or on a sandbox basis. Once they get comfortable with that, which in the public company sphere is about two to three quarters, they will take that testing and apply it to their entire population. That's when the tiered model kicks in. The more you consume of those agents, there are multiple tiers up, just like our current matching and journals products today. That's more revenue for us, that's higher ROI for the customer, that's where we have the third monetization event. Day one uplift, user attrition mitigation, and then increased consumption. That's why we feel so confident that this is a tailwind. That certainty that my use, help us understand how the customer can know, because we were talking a little bit beforehand, Owen, about some crazy token usage and people moving beyond tokens that are just in experiment mode. Obviously, we're all hearing about token maxing and all that. Is there an element where BlackLine, as the vehicle for AI delivery and the platform for AI delivery within the accounting and financial suite, also is your load balancer, essentially, around that token pricing and understanding of what your usage is and how it fits into so you don't get wildly out of skew? Yeah. I think. Ham and egg it. Yeah, sure. I think the thing that, again, just in talking to CFOs, controllers, tokenization's become a four-letter word for a lot of CFOs. What they're seeing is cost spiraling out of control without clear ROI. I think what they see with us, what we're able to demonstrate is pretty good cost predictability, certainty, which is what CFOs are looking for. I think that's been a really attractive part of the conversations we've had with customers. We sit there, a number of them say, "Should we build this or should we buy it from you?" We walk through the math, and then they pretty quickly figure out, you want to buy a purpose-built solution that has all the safeguards, controls, the continuing innovation, the maintenance of it that you don't have to do, at a much more certain cost price than you're going to get if you're trying to do this yourself. Want to add to that? Yeah. Just to be very clear, Rob, we don't sell tokens. That's not what we're referring to. Right. We sell an outcome. We sell the automation of a financial transaction. That's critical. You're not going to be able to sell to a person like me saying, "We have no idea how many tokens you're going to use, and we're going to charge you for it." That does not fly in a CFO's world. What I do know, though, or what controllers and CFOs do know, we know how many journal entries can be automated. We know how many reconciliations are done a month. We know how many match cases that you have on any given monthly close. We know that. You sell that outcome, and the way we've designed our products is that, okay, we know that that outcome is worth that much more than what we currently offer in an agentic world, because it provides that much more speed, that much more savings in terms of the number of people it takes to exercise that transaction. Then you're willing to pay more externally as a CFO for that outcome. Then we take that, and in conjunction with our product team, we say, "How many tokens internally do we have to consume to drive that outcome?" That's how we ensure we don't see margin erosion, which we have not seen yet. There's no indications that we will, because we're very prudent about how we design these products to make sure that the revenue we get is in line with the underlying cost to us. We're multimodal. If we ever get to a point, which we've had a couple of times, token consumption goes up, the revenue, it doesn't justify it, we go back to the drawing board and say, "Let's redesign it in a more efficient way. Got it. Very helpful. Stepping back, it's interesting. ServiceNow was here before, and they talked about increased AI usage and increased seats. You guys are seeing increased adoption of users throughout the organization as well as that model of step up with AI. Atlassian's talking about that, too. I think everybody's ultimately talking about down the road, we're going to be less seat-based, but right now, companies that are innovating, delivering to customers seem to be growing both their AI usage and their seats, if I may make a bold statement. It's an interesting time, and it's certainly counter to the narrative that's out there in the market. We only have about seven and a half minutes left, so I wanted to touch on a few things. I think the day you guys get platform pricing announced at SAP with SolEx, your stock's going to rip. How should we think about that? You guys have this very powerful pricing model, which has been tested for success within the financial suite with other companies out there, and which clearly is getting adoption with your customers. You've got a big partner that knows you really well and that has been sourcing a lot of deals for you guys for years, and you guys have been delivering a lot of value for them. You go to SAP Sapphire, you see some of the best S/4HANA success transition stories, they're BlackLine customers. I'm not expecting a date here, but how does that process happen? How should we think about handicapping a timeline? Yeah. Those conversations are ongoing right now. We have been working with them to change the pricing. There's a whole bunch of things we do with SAP, as you can imagine. This has been a big issue for customers. They want to go to the BlackLine platform. Remember, right now, the AI that BlackLine offers on the agentic side is not necessarily available to SolEx customers. The SolEx customers are the ones that are going to force the change. Right. I've gotten notes, I've shared them with leadership over at SAP, but we're working very diligently together. They are a phenomenal partner. I can't ask for any more than they try to do with us. Importantly, just as we're continuing to move forward, not only. This is a webcast. You can ask for platform pricing, too, Owen, if you want. Yeah, I know. All right. Also making a lot of good progress on the AI initiatives together, right? They've got their Joule capabilities. We have our Verity capabilities. We have a memorandum of understanding we're working through. I think we've got three, four working sessions in the next six to eight weeks to continue to try to move the AI narrative forward together, making sure we're in the right swim lanes, but also bumping up against one another to make sure we're not missing any opportunities out in the marketplace. Got it. Patrick, you guys have been very clear. There's been churn in your business, but you guys have talked about that sort of churn that has been purposeful. Even Owen, you articulated a few years ago, there's some customers that probably aren't the right fit for us. I think your enterprise churn is, your retention rates are still high 90s, right? Street still hates it. What do we get? We're moving past that. When do we start to move past an anniversary of that churn to the point where those numbers start to look better? Yeah, I think you're referring to our lower mid-market churn. Yeah. During COVID, we sold to a customer cohort that was lower mid-market, generally speaking, five to 10 accountants. They weren't scaling, they weren't growing, they didn't have the infrastructure to partner with us or go on a multi-year finance transformation. These aren't customers that are going to go public at any point in time or anything of that nature. We sold to them nevertheless. When Owen took over, it was Q2, Q3 of 2023, we made a strategic decision to stop selling to these customers. They weren't implementing, they weren't adopting, they weren't growing. Well, most of our customer contracts are three years. That cohort of customers have been working its way through the system over the last three years, and that three-year anniversary is coming up this summer. We see in the numbers, we track our customers by cohort, we track them by region, and we see this working its way through the system. That's why we feel confident that that arc of churn will turn downward for that lower mid-market in the second half of this year. Really helpful. Thanks. We've had a few questions come in. We're going to be out of time. One is on capital allocation. How should we think about, Patrick, capital allocation for you guys? Whether it be M&A, obviously buying back stock, what else? How should we think about that? Yeah, still our number one investment, it's ourselves. The innovation that we're doing, everything we're talking about here in terms of our agents, the investments that we're making internally, how much we're putting into P&T, how much more we're getting out of it from an innovation standpoint, that is the most efficient way to drive the business that's going to drive the most growth per dollar spent from a capital allocation standpoint. It all starts with product and innovation in terms of our number one priority. Number two, we are always canvassing out there for potential M&A in terms of what we could tuck into our current tech stack, what we could tuck into our current platform to augment it, to offer more to the office of the CFO, to bring capabilities that maybe would be too costly or take too long to build. We go buy it. That's the decision-making framework we use. You can almost always build something cheaper, but it takes time, and it requires a reallocation of resources. We evaluate that internally. Third, we have been buying back stock. That's a third use of our capital allocation. We continue to buy back stock, and we evaluate that on an ongoing basis and continue to be opportunistic as the market conditions. Great. In the time we have remaining, another exciting, I think, potential unlock, and I don't know how meaningful it is, but feels to me like it's an unlock for you guys, is around that FedRAMP opportunity. In talking to Matt over the years and also going down to D.C. twice a year to go to ServiceNow events and other events, we have come to appreciate over the years the opportunity there and particularly with you guys, because you guys have a lot of big customers there. As I understand it, you only get half the business, right? Because you can't get the government side that's classified or whatever. There's this unlock when you get FedRAMP. It's not just like most companies I follow get FedRAMP and have to go out there and start dry powder and start to pound within D.C. You guys have these customers already in some cases, if I understand correctly. Right. Help us understand that potential unlock and how should we think about timing. There's two pieces to it, and you've nailed it. One is we have a huge aerospace and defense business, both domestically as well as internationally. Because of the way government is set up, we could only sell to half the organization, if you will, right? The commercial side of the aerospace and defense, but not into the government. As we move through IL-2 and on our way to IL-4, that is going to open up that part of the marketplace. We've had a couple smaller wins in that regard already, but that should continue to accelerate. One of the things we're really pleased about is the progress we've made with building a Pipeline in the federal government space. Obviously, the Q3 is the quarter where you'll start to see some success. As we start to work with Department of Defense agencies, intel agencies that have to have that higher requirement, we're seeing a lot of interest. Government doesn't move at the speed of the commercial markets, and that's the one thing that we'll see some progress, I think, later this year. Our real bet for this is in 2027, when you're going to see, I think, more progress. Listen, the government's at the point now where most of these departments and agencies have to be, quote, "auditable," and they all fail their audits. What BlackLine is going to do is help them solve that problem, which we were excited about. Great. Owen Ryan, Patrick Villanova from BlackLine. Thank you guys both very much. Appreciate it. It's good being here. Thank you. We also will have a breakout, so if you want to come on over for the breakout session, please do that.

Speaker 3: More becomes important. More becomes important. more becomes important

Speaker 1: Yeah, much more important. Yeah, much more important. yeah much more important

Speaker 3: Yeah. Great. Good afternoon. Thank you for joining us for the afternoon sessions, day one of Baird Global Consumer, Technology & Services Conference. I'm Rob Oliver. I follow software here at Baird, it's my pleasure to have the management of BlackLine with me. To my far left is CFO, Patrick Villanova, to my immediate left is Owen Ryan, CEO. Good to see both of you guys. Thank you very much for coming. Yeah. yeah Great. great Good afternoon. good afternoon Thank you for joining us for the afternoon sessions, day one of Baird Global Consumer, Technology & Services Conference. thank you for joining us for the afternoon sessions day one of baird global consumer technology & services conference I'm Rob Oliver. i'm rob oliver I follow software here at Baird, it's my pleasure to have the management of BlackLine with me. i follow software here at baird it's my pleasure to have the management of blackline with me To my far left is CFO, Patrick Villanova, to my immediate left is Owen Ryan, CEO. to my far left is cfo patrick villanova to my immediate left is owen ryan ceo Good to see both of you guys. good to see both of you guys Thank you very much for coming. thank you very much for coming

Speaker 1: Happy to be back. Happy to be back. happy to be back

Speaker 3: Matt Humphries is also here from IR and does a lot. He's actually in the hottest sector in America right now, aerospace and defense. You can grab him on the way out and learn about Pipeline because it's got to be good. I guess I'll start. Owen, you guys are an enterprise standard for large company accounting. Matt Humphries is also here from IR and does a lot. matt humphries is also here from ir and does a lot He's actually in the hottest sector in America right now, aerospace and defense. he's actually in the hottest sector in america right now aerospace and defense You can grab him on the way out and learn about Pipeline because it's got to be good. you can grab him on the way out and learn about pipeline because it's got to be good I guess I'll start. i guess i'll start Owen, you guys are an enterprise standard for large company accounting. owen you guys are an enterprise standard for large company accounting You've established yourself as the leader, and you've got an unbelievable customer base, some very loyal. Just to start, what's going on in accounting departments right now? There's AI. Have people stopped hiring accountants? Is AI replacing accountants? Just to level set the room, what's the environment at your customers' right now so we can better understand what you're selling into? You've established yourself as the leader, and you've got an unbelievable customer base, some very loyal. you've established yourself as the leader and you've got an unbelievable customer base some very loyal Just to start, what's going on in accounting departments right now? just to start what's going on in accounting departments right now There's AI. there's ai Have people stopped hiring accountants? have people stopped hiring accountants Is AI replacing accountants? is ai replacing accountants Just to level set the room, what's the environment at your customers' right now so we can better understand what you're selling into? just to level set the room what's the environment at your customers' right now so we can better understand what you're selling into

Speaker 1: Sure. I think there's two pieces to this. Every finance and accounting team right now is trying to get their arms around AI in their whole organization because the amount of spend that is going on is astronomical, and the reality is almost nothing's delivering a real ROI. I think that's become a bit of a challenge for CFOs and controllers, like, "Why are we spending all this money? Sure. sure I think there's two pieces to this. i think there's two pieces to this Every finance and accounting team right now is trying to get their arms around AI in their whole organization because the amount of spend that is going on is astronomical, and the reality is almost nothing's delivering a real ROI. every finance and accounting team right now is trying to get their arms around ai in their whole organization because the amount of spend that is going on is astronomical and the reality is almost nothing's delivering a real roi I think that's become a bit of a challenge for CFOs and controllers, like, "Why are we spending all this money? i think that's become a bit of a challenge for cfos and controllers like "why are we spending all this money How do we get real return? How do we get something that's sustainable, and last the way we would like it to last?" You certainly see some of that. I think within the finance and accounting functions themselves, I'd probably split it a little bit between the finance side versus the accounting side. In the accounting side, which is where we spend most of our efforts with our customers, we're not seeing layoffs. How do we get real return? how do we get real return How do we get something that's sustainable, and last the way we would like it to last?" You certainly see some of that. how do we get something that's sustainable and last the way we would like it to last?" you certainly see some of that I think within the finance and accounting functions themselves, I'd probably split it a little bit between the finance side versus the accounting side. i think within the finance and accounting functions themselves i'd probably split it a little bit between the finance side versus the accounting side In the accounting side, which is where we spend most of our efforts with our customers, we're not seeing layoffs. in the accounting side which is where we spend most of our efforts with our customers we're not seeing layoffs We're not seeing a lot of hiring. I think people are trying to figure out what to do with AI, where they can use it. Obviously, as Patrick likes to say, you have to be 100% right in what we do for our customers. We're not seeing a lot of hiring. we're not seeing a lot of hiring I think people are trying to figure out what to do with AI, where they can use it. i think people are trying to figure out what to do with ai where they can use it Obviously, as Patrick likes to say, you have to be 100% right in what we do for our customers. obviously as patrick likes to say you have to be 100% right in what we do for our customers That still is top of mind. What those customers are asking us for is to work with them on the art of the possible, where they can use AI, what are other big companies looking to do, and then what can we co-develop together that makes sense that we can bring to their organizations. That still is top of mind. that still is top of mind What those customers are asking us for is to work with them on the art of the possible, where they can use AI, what are other big companies looking to do, and then what can we co-develop together that makes sense that we can bring to their organizations. what those customers are asking us for is to work with them on the art of the possible where they can use ai what are other big companies looking to do and then what can we co-develop together that makes sense that we can bring to their organizations Most of the companies are not looking to be on the bleeding edge. Everybody wants to know what everybody else is doing. Obviously, that's because of the risks internally to the management team for what they would do, the internal auditors, the external auditors, and the regulators. Most of the companies are not looking to be on the bleeding edge. most of the companies are not looking to be on the bleeding edge Everybody wants to know what everybody else is doing. everybody wants to know what everybody else is doing Obviously, that's because of the risks internally to the management team for what they would do, the internal auditors, the external auditors, and the regulators. obviously that's because of the risks internally to the management team for what they would do the internal auditors the external auditors and the regulators There's a lot of constituencies that all want to make sure that the capital markets are producing accurate, reliable financial statements. I tell people today, $54 trillion of market cap runs through BlackLine every day. Most people wouldn't know that, but that's a pretty big number. We're seeing an acceleration in conversations, but a thoughtful pacing of decisions and trying to move forward. There's a lot of constituencies that all want to make sure that the capital markets are producing accurate, reliable financial statements. there's a lot of constituencies that all want to make sure that the capital markets are producing accurate reliable financial statements I tell people today, $54 trillion of market cap runs through BlackLine every day. i tell people today $54 trillion of market cap runs through blackline every day Most people wouldn't know that, but that's a pretty big number. most people wouldn't know that but that's a pretty big number We're seeing an acceleration in conversations, but a thoughtful pacing of decisions and trying to move forward. we're seeing an acceleration in conversations but a thoughtful pacing of decisions and trying to move forward Even where we have customers that have been on our early adopter program or have gone live with certain things, they still are parallel testing to make sure that nothing goes the wrong way. They're keeping backups for everything. I think it's going to be a nice cautious rollout. It's inevitable that it's going to continue to move forward. Even where we have customers that have been on our early adopter program or have gone live with certain things, they still are parallel testing to make sure that nothing goes the wrong way. even where we have customers that have been on our early adopter program or have gone live with certain things they still are parallel testing to make sure that nothing goes the wrong way They're keeping backups for everything. they're keeping backups for everything I think it's going to be a nice cautious rollout. i think it's going to be a nice cautious rollout It's inevitable that it's going to continue to move forward. it's inevitable that it's going to continue to move forward

Speaker 3: Patrick, maybe I'll ask you the question since you're. Patrick, maybe I'll ask you the question since you're. patrick maybe i'll ask you the question since you're

Speaker 2: Yeah. Yeah. yeah

Speaker 3: The extremely unique position of being at a accounting and finance software company, but also being CFO yourself. You are managing this internally from your perspective. What's the environment like for you right now? Are you culling vendors? Are you consolidating vendors? Are you thinking about AI? Where are you in that trajectory? The extremely unique position of being at a accounting and finance software company, but also being CFO yourself. the extremely unique position of being at a accounting and finance software company but also being cfo yourself You are managing this internally from your perspective. you are managing this internally from your perspective What's the environment like for you right now? what's the environment like for you right now Are you culling vendors? are you culling vendors Are you consolidating vendors? are you consolidating vendors Are you thinking about AI? are you thinking about ai Where are you in that trajectory? where are you in that trajectory

Speaker 2: Yeah, Rob. We're obviously thinking about how we can use AI responsibly within finance and accounting. Currently, as we stand here today, there's probably a little more use cases in finance because that's a predictive model, and you don't have to be 100% accurate all the time. You got to be pretty accurate, but not 100% accurate because it's the future. It's forecasting. Yeah, Rob. yeah rob We're obviously thinking about how we can use AI responsibly within finance and accounting. we're obviously thinking about how we can use ai responsibly within finance and accounting Currently, as we stand here today, there's probably a little more use cases in finance because that's a predictive model, and you don't have to be 100% accurate all the time. currently as we stand here today there's probably a little more use cases in finance because that's a predictive model and you don't have to be 100% accurate all the time You got to be pretty accurate, but not 100% accurate because it's the future. you got to be pretty accurate but not 100% accurate because it's the future It's forecasting. it's forecasting When you look into an accounting department around the country, especially when you're a public company, the quote that Owen just said that I use all the time, if you're 95% right in the accounting world, you're 100% wrong. Literally, that's a rule. If you're 5% off your financial statements, that's a restatement. That's a lawsuit. People lose their jobs. There's asymmetric risk when you talk about using AI within my world, my field. When you look into an accounting department around the country, especially when you're a public company, the quote that Owen just said that I use all the time, if you're 95% right in the accounting world, you're 100% wrong. when you look into an accounting department around the country especially when you're a public company the quote that owen just said that i use all the time if you're 95% right in the accounting world you're 100% wrong Literally, that's a rule. literally that's a rule If you're 5% off your financial statements, that's a restatement. if you're 5% off your financial statements that's a restatement That's a lawsuit. that's a lawsuit People lose their jobs. people lose their jobs There's asymmetric risk when you talk about using AI within my world, my field. there's asymmetric risk when you talk about using ai within my world my field The way I think through that from a risk aversion standpoint, trying to build it yourself or trying to go your own way just to save a little bit of money, it's honestly not worth it. Rob, when you ask what are we seeing, because I sit really tight with the GTM motion. I'm a user of our product for over 10 years. I'm an accountant by trade. I understand. The way I think through that from a risk aversion standpoint, trying to build it yourself or trying to go your own way just to save a little bit of money, it's honestly not worth it. the way i think through that from a risk aversion standpoint trying to build it yourself or trying to go your own way just to save a little bit of money it's honestly not worth it Rob, when you ask what are we seeing, because I sit really tight with the GTM motion. rob when you ask what are we seeing because i sit really tight with the gtm motion I'm a user of our product for over 10 years. i'm a user of our product for over 10 years I'm an accountant by trade. i'm an accountant by trade I understand. i understand

Speaker 3: Therese used to call you out as the person who knew more about the product within BlackLine, more than any. Therese used to call you out as the person who knew more about the product within BlackLine, more than any. therese used to call you out as the person who knew more about the product within blackline more than any

Speaker 2: That's a high bar, but yeah. That's a high bar, but yeah. that's a high bar but yeah

Speaker 3: Yeah. Yeah. yeah

Speaker 2: No, I appreciate that. Yes, I'm always out there trying to sell, talking to practitioners, explaining to them how to think through this, and they're looking to us. We've been doing this for 25 years to the day. No, I appreciate that. no i appreciate that Yes, I'm always out there trying to sell, talking to practitioners, explaining to them how to think through this, and they're looking to us. yes i'm always out there trying to sell talking to practitioners explaining to them how to think through this and they're looking to us We've been doing this for 25 years to the day. we've been doing this for 25 years to the day Today's our anniversary. We have the brand recognition. We have the trust. Our customers, our prospective customers know that we're going to do this prudently with guardrails. We also know that AI is the future. You have to just go about it in a way that's responsible and keeps the human in the loop. Today's our anniversary. today's our anniversary We have the brand recognition. we have the brand recognition We have the trust. we have the trust Our customers, our prospective customers know that we're going to do this prudently with guardrails. our customers our prospective customers know that we're going to do this prudently with guardrails We also know that AI is the future. we also know that ai is the future You have to just go about it in a way that's responsible and keeps the human in the loop. you have to just go about it in a way that's responsible and keeps the human in the loop

Speaker 3: I think what I'm hearing from you guys is probably not surprising, because when I look at my career following the office of the CFO and the financial suite, it tends to be really risk averse, and sometimes that can be frustrating to investors because they can be slow to move. They start to do the work, they're like, "Wait a minute. I think what I'm hearing from you guys is probably not surprising, because when I look at my career following the office of the CFO and the financial suite, it tends to be really risk averse, and sometimes that can be frustrating to investors because they can be slow to move. i think what i'm hearing from you guys is probably not surprising because when i look at my career following the office of the cfo and the financial suite it tends to be really risk averse and sometimes that can be frustrating to investors because they can be slow to move They start to do the work, they're like, "Wait a minute. they start to do the work they're like "wait a minute What's Cartesis? Was that in 1997? Was that one bought by SAP?" People are trying to figure out, why does this software still exist within a major organization, which just tells you the barriers to change and how long it can take. Is that a positive right now for you guys? Is that an opportunity? You guys have done a lot of innovation with your Verity platform. Really impressive product platform. What's Cartesis? what's cartesis Was that in 1997? was that in 1997 Was that one bought by SAP?" People are trying to figure out, why does this software still exist within a major organization, which just tells you the barriers to change and how long it can take. was that one bought by sap?" people are trying to figure out why does this software still exist within a major organization which just tells you the barriers to change and how long it can take Is that a positive right now for you guys? is that a positive right now for you guys Is that an opportunity? is that an opportunity You guys have done a lot of innovation with your Verity platform. you guys have done a lot of innovation with your verity platform Really impressive product platform. really impressive product platform Really good early indicators and certainly some of the customer testimonials and sessions you guys have done to help educate us on it. Does that slower pace of uptake that is normally a headwind for your market become a positive because it gives you more time to innovate and be there and be the AI solution as opposed to be disintermediated? Really good early indicators and certainly some of the customer testimonials and sessions you guys have done to help educate us on it. really good early indicators and certainly some of the customer testimonials and sessions you guys have done to help educate us on it Does that slower pace of uptake that is normally a headwind for your market become a positive because it gives you more time to innovate and be there and be the AI solution as opposed to be disintermediated? does that slower pace of uptake that is normally a headwind for your market become a positive because it gives you more time to innovate and be there and be the ai solution as opposed to be disintermediated

Speaker 1: For me, it is a bit of a tailwind. I think the way the market is unfolding, we're seeing certainly much more, not just the finance and accounting teams being involved in the decision making, but CIOs are much more involved in the conversation. Legal is much more involved in the conversation as well. For me, it is a bit of a tailwind. for me it is a bit of a tailwind I think the way the market is unfolding, we're seeing certainly much more, not just the finance and accounting teams being involved in the decision making, but CIOs are much more involved in the conversation. i think the way the market is unfolding we're seeing certainly much more not just the finance and accounting teams being involved in the decision making but cios are much more involved in the conversation Legal is much more involved in the conversation as well. legal is much more involved in the conversation as well I think that plays to our strength because we're used to dealing with mega enterprises, large companies, where we know we have to be able to talk to those different constituencies. The ability to show what we're doing as a company with our customers, with our partners, and bringing that to bear in a thoughtful way resonates with our customers. They appreciate the fact. I took a beating last year, like, "Why are you guys not out further? I think that plays to our strength because we're used to dealing with mega enterprises, large companies, where we know we have to be able to talk to those different constituencies. i think that plays to our strength because we're used to dealing with mega enterprises large companies where we know we have to be able to talk to those different constituencies The ability to show what we're doing as a company with our customers, with our partners, and bringing that to bear in a thoughtful way resonates with our customers. the ability to show what we're doing as a company with our customers with our partners and bringing that to bear in a thoughtful way resonates with our customers They appreciate the fact. they appreciate the fact I took a beating last year, like, "Why are you guys not out further? i took a beating last year like "why are you guys not out further Some of these other mid-market companies are out there, and they're bragging about their AI." I'm like, "Yeah, but that's not the customer base that we're serving, and we can never be wrong." Some of these other mid-market companies are out there, and they're bragging about their AI." I'm like, "Yeah, but that's not the customer base that we're serving, and we can never be wrong." some of these other mid-market companies are out there and they're bragging about their ai." i'm like "yeah but that's not the customer base that we're serving and we can never be wrong." I think that's probably the most important thing that we think about is we've got to make sure that whatever we put in the marketplace, our customers can rely on, the auditing profession can rely on, the regulators can rely on. That works to our advantage because we're a safe choice in the eyes of our customers. I think that's probably the most important thing that we think about is we've got to make sure that whatever we put in the marketplace, our customers can rely on, the auditing profession can rely on, the regulators can rely on. i think that's probably the most important thing that we think about is we've got to make sure that whatever we put in the marketplace our customers can rely on the auditing profession can rely on the regulators can rely on That works to our advantage because we're a safe choice in the eyes of our customers. that works to our advantage because we're a safe choice in the eyes of our customers

Speaker 2: Rob, to build off of that, when you talk about AI, it's absolutely a tailwind for this company, and we're already seeing some of those proof points. This might be a segue into another part of this conversation, last year, in January of last year, we launched a new platform pricing model. At the time, the big selling point was you get unlimited access, unlimited users. Rob, to build off of that, when you talk about AI, it's absolutely a tailwind for this company, and we're already seeing some of those proof points. rob to build off of that when you talk about ai it's absolutely a tailwind for this company and we're already seeing some of those proof points This might be a segue into another part of this conversation, last year, in January of last year, we launched a new platform pricing model. this might be a segue into another part of this conversation last year in january of last year we launched a new platform pricing model At the time, the big selling point was you get unlimited access, unlimited users. at the time the big selling point was you get unlimited access unlimited users That really resonated with new logos. We're seeing now over 90% of all new logos go to the platform model. In our renewals base at the time, the uptake was a little slow. In fact, we message it was a little bit behind where we thought it would be this time last year. What happened in the second part of last year, we launched Studio 360. Just for everybody, that is pretty much the connective fiber. That really resonated with new logos. that really resonated with new logos We're seeing now over 90% of all new logos go to the platform model. we're seeing now over 90% of all new logos go to the platform model In our renewals base at the time, the uptake was a little slow. in our renewals base at the time the uptake was a little slow In fact, we message it was a little bit behind where we thought it would be this time last year. in fact we message it was a little bit behind where we thought it would be this time last year What happened in the second part of last year, we launched Studio 360. what happened in the second part of last year we launched studio 360 Just for everybody, that is pretty much the connective fiber. just for everybody that is pretty much the connective fiber That's the foundation of our platform that holds all the solutions together. One source of truth, one dataset. That's the basis for our innovation, because to release an agent into this environment, it can only work with one source of truth, one source of data. Because every source of truth, an agent will come back with a different answer, and there's only one right answer in this world. That's the foundation of our platform that holds all the solutions together. that's the foundation of our platform that holds all the solutions together One source of truth, one dataset. one source of truth one dataset That's the basis for our innovation, because to release an agent into this environment, it can only work with one source of truth, one source of data. that's the basis for our innovation because to release an agent into this environment it can only work with one source of truth one source of data Because every source of truth, an agent will come back with a different answer, and there's only one right answer in this world. because every source of truth an agent will come back with a different answer and there's only one right answer in this world When that was launched in the second half of this year, we saw an uptick in the amount of customers that moved to the platform because it went from an unlimited users conversation to a product-led conversation, and that was a tailwind. We're already at 13% of our eligible ARR on platform pricing. We said we'd get to at least 25% by the end of this year. When that was launched in the second half of this year, we saw an uptick in the amount of customers that moved to the platform because it went from an unlimited users conversation to a product-led conversation, and that was a tailwind. when that was launched in the second half of this year we saw an uptick in the amount of customers that moved to the platform because it went from an unlimited users conversation to a product-led conversation and that was a tailwind We're already at 13% of our eligible ARR on platform pricing. we're already at 13% of our eligible arr on platform pricing We said we'd get to at least 25% by the end of this year. we said we'd get to at least 25% by the end of this year When we achieve that will mean that over 50% of our customers' ARR will be consumption only. It will have no linkage to user basis. We're seeing this as a tailwind, and there's proof points already out there in terms of how we're performing. When we achieve that will mean that over 50% of our customers' ARR will be consumption only. when we achieve that will mean that over 50% of our customers' arr will be consumption only It will have no linkage to user basis. it will have no linkage to user basis We're seeing this as a tailwind, and there's proof points already out there in terms of how we're performing. we're seeing this as a tailwind and there's proof points already out there in terms of how we're performing

Speaker 3: When you look at Studio 360, I remember about a year and a half ago or so, when you guys, maybe a year and a half ago, when you guys rolled out the targets, I grabbed one of your board members at the event and said, When you look at Studio 360, I remember about a year and a half ago or so, when you guys, maybe a year and a half ago, when you guys rolled out the targets, I grabbed one of your board members at the event and said, when you look at studio 360 i remember about a year and a half ago or so when you guys maybe a year and a half ago when you guys rolled out the targets i grabbed one of your board members at the event and said "Why does BlackLine have the right to win in this broader office of the CFO if they're an expert in accounting?" He looked at me and said, "We got the best data. We always have had the best data." That's something that, say, the FP&A vendors don't have. "Why does BlackLine have the right to win in this broader office of the CFO if they're an expert in accounting?" He looked at me and said, "We got the best data. "why does blackline have the right to win in this broader office of the cfo if they're an expert in accounting?" he looked at me and said "we got the best data We always have had the best data." That's something that, say, the FP&A vendors don't have. we always have had the best data." that's something that say the fp&a vendors don't have I heard you say something interesting a minute ago, Patrick, where you said, on that probabilistic versus deterministic debate, which is in the market, which I don't think those were your exact words, but that's something you're hearing a lot of software bulls really posit out there as, "Hey, you're missing this." I heard you say something interesting a minute ago, Patrick, where you said, on that probabilistic versus deterministic debate, which is in the market, which I don't think those were your exact words, but that's something you're hearing a lot of software bulls really posit out there as, "Hey, you're missing this." i heard you say something interesting a minute ago patrick where you said on that probabilistic versus deterministic debate which is in the market which i don't think those were your exact words but that's something you're hearing a lot of software bulls really posit out there as "hey you're missing this." I guess the question is, how important in the decision that your customers are making, current customers, to convert to the platform, how much of that is a realization that that data is important throughout the office of the CFO? In other words, are you gaining mind share within that broader suite? I guess the question is, how important in the decision that your customers are making, current customers, to convert to the platform, how much of that is a realization that that data is important throughout the office of the CFO? i guess the question is how important in the decision that your customers are making current customers to convert to the platform how much of that is a realization that that data is important throughout the office of the cfo In other words, are you gaining mind share within that broader suite? in other words are you gaining mind share within that broader suite

Speaker 2: That's a huge part of the conversation because that data that sits within Studio 360, it sits in the data layer, essentially. That has been audited. It has been reconciled. If you're a public company, it's SOX compliant. You can trust that data. You know that data is accurate. That's a huge part of the conversation because that data that sits within Studio 360, it sits in the data layer, essentially. that's a huge part of the conversation because that data that sits within studio 360 it sits in the data layer essentially That has been audited. that has been audited It has been reconciled. it has been reconciled If you're a public company, it's SOX compliant. if you're a public company it's sox compliant You can trust that data. you can trust that data You know that data is accurate. you know that data is accurate That's when you can make that next step and release agents into that data that then can perform the accounting functions that you need to perform at levels of automation this industry has never seen before, but it all starts there. That's when you can make that next step and release agents into that data that then can perform the accounting functions that you need to perform at levels of automation this industry has never seen before, but it all starts there. that's when you can make that next step and release agents into that data that then can perform the accounting functions that you need to perform at levels of automation this industry has never seen before but it all starts there Rob, you were highlighting earlier, the easiest way to think through this, probabilistic, you're looking forward. You're making a prediction. You're never going to be 100%. So you can use probabilistic AI in the finance forecasting world. Deterministic, you're looking backwards. It's already happened. Rob, you were highlighting earlier, the easiest way to think through this, probabilistic, you're looking forward. rob you were highlighting earlier the easiest way to think through this probabilistic you're looking forward You're making a prediction. you're making a prediction You're never going to be 100%. you're never going to be 100% So you can use probabilistic AI in the finance forecasting world. so you can use probabilistic ai in the finance forecasting world Deterministic, you're looking backwards. deterministic you're looking backwards It's already happened. it's already happened There's only one right answer, and that's why deterministic AI, which is what we use, is necessary in the profession. There's only one right answer, and that's why deterministic AI, which is what we use, is necessary in the profession. there's only one right answer and that's why deterministic ai which is what we use is necessary in the profession

Speaker 3: Got it. I should have mentioned earlier, you can send in questions. There's an email address there in front of you, and I'll try to get any questions, or if you want to raise a hand, we're also going to have a breakout session afterwards, so you can feel free to come over to ask questions of Owen and Patrick. Let's just, to put a final question on that platform model transition. New customers, really exciting, overwhelmingly coming in. Got it. got it I should have mentioned earlier, you can send in questions. i should have mentioned earlier you can send in questions There's an email address there in front of you, and I'll try to get any questions, or if you want to raise a hand, we're also going to have a breakout session afterwards, so you can feel free to come over to ask questions of Owen and Patrick. there's an email address there in front of you and i'll try to get any questions or if you want to raise a hand we're also going to have a breakout session afterwards so you can feel free to come over to ask questions of owen and patrick Let's just, to put a final question on that platform model transition. let's just to put a final question on that platform model transition New customers, really exciting, overwhelmingly coming in. new customers really exciting overwhelmingly coming in

Speaker 2: Yeah. Yeah. yeah

Speaker 3: On that, which I think makes a lot of sense. Current customers, it's been a little up and down, but it sounds as if you guys are now at the point where you're having enough of a dialogue and showing enough of innovation where you feel pretty comfortable about that up until the right trajectory relative to those customers. On that, which I think makes a lot of sense. on that which i think makes a lot of sense Current customers, it's been a little up and down, but it sounds as if you guys are now at the point where you're having enough of a dialogue and showing enough of innovation where you feel pretty comfortable about that up until the right trajectory relative to those customers. current customers it's been a little up and down but it sounds as if you guys are now at the point where you're having enough of a dialogue and showing enough of innovation where you feel pretty comfortable about that up until the right trajectory relative to those customers

Speaker 1: Yeah, I think that's fair. If you didn't know BlackLine, and we went out and we talked to you for platforms, we had a very high close rate where customers bought the platform. It was a good 94% last quarter or something like that. Companies are really coming on there. What's been interesting is the better adopted a customer, the harder it has been to convince them to switch to the platform. Yeah, I think that's fair. yeah i think that's fair If you didn't know BlackLine, and we went out and we talked to you for platforms, we had a very high close rate where customers bought the platform. if you didn't know blackline and we went out and we talked to you for platforms we had a very high close rate where customers bought the platform It was a good 94% last quarter or something like that. it was a good 94% last quarter or something like that Companies are really coming on there. companies are really coming on there What's been interesting is the better adopted a customer, the harder it has been to convince them to switch to the platform. what's been interesting is the better adopted a customer the harder it has been to convince them to switch to the platform

Speaker 3: Sure. Mm-hmm. Sure. sure Mm-hmm. sure mm-hmm

Speaker 1: Incrementally they're like, "We need to see more ROI on that." That's why the innovation and the roadmap has become so much more critical in the conversations about them, not only for where we are, but where we're going. Our customers, when we're talking about what we're doing, that's why we're so focused on remaining performance obligation. We're looking for customers that are committing for a longer term with us. Then we know they're on that journey. Incrementally they're like, "We need to see more ROI on that." That's why the innovation and the roadmap has become so much more critical in the conversations about them, not only for where we are, but where we're going. incrementally they're like "we need to see more roi on that." that's why the innovation and the roadmap has become so much more critical in the conversations about them not only for where we are but where we're going Our customers, when we're talking about what we're doing, that's why we're so focused on remaining performance obligation. our customers when we're talking about what we're doing that's why we're so focused on remaining performance obligation We're looking for customers that are committing for a longer term with us. we're looking for customers that are committing for a longer term with us Then we know they're on that journey. then we know they're on that journey

Speaker 3: Yeah. Yeah. yeah

Speaker 1: We'll be part of the evolution of our business for what we're doing with them. We'll be part of the evolution of our business for what we're doing with them. we'll be part of the evolution of our business for what we're doing with them

Speaker 3: That's interesting. If you've got a customer that's like any of the Hershey's or whatever it was, the companies that have been at your user events for years and that the Quest, they're all in on you, those are harder to move. If you've been battling to get someone to expand, this is a moment to have that strategic conversation so that customer is biting first? That's interesting. that's interesting If you've got a customer that's like any of the Hershey's or whatever it was, the companies that have been at your user events for years and that the Quest, they're all in on you, those are harder to move. if you've got a customer that's like any of the hershey's or whatever it was the companies that have been at your user events for years and that the quest they're all in on you those are harder to move If you've been battling to get someone to expand, this is a moment to have that strategic conversation so that customer is biting first? if you've been battling to get someone to expand this is a moment to have that strategic conversation so that customer is biting first

Speaker 1: Yes. Yes. yes

Speaker 3: That's interesting. That's interesting. that's interesting

Speaker 1: It's so interesting, right? These are the customers that run on BlackLine but use 20% of the platform. It's so interesting, right? it's so interesting right These are the customers that run on BlackLine but use 20% of the platform. these are the customers that run on blackline but use 20% of the platform Instead of 90. What's helped with AI and to move to platform is we've been able to raise the conversations higher in the organization, and because of AI, we've gotten much more attention. Accounting isn't the sexiest thing in the world. Instead of 90. instead of 90 What's helped with AI and to move to platform is we've been able to raise the conversations higher in the organization, and because of AI, we've gotten much more attention. what's helped with ai and to move to platform is we've been able to raise the conversations higher in the organization and because of ai we've gotten much more attention Accounting isn't the sexiest thing in the world. accounting isn't the sexiest thing in the world Sorry, Patrick. It just, doesn't resonate. I'm an accountant, too, but it doesn't have that same cachet as sort of what you might do from an FP&A perspective. All of a sudden now, though, we're getting much more attention from CFOs. Sorry, Patrick. sorry patrick It just, doesn't resonate. it just doesn't resonate I'm an accountant, too, but it doesn't have that same cachet as sort of what you might do from an FP&A perspective. i'm an accountant too but it doesn't have that same cachet as sort of what you might do from an fp&a perspective All of a sudden now, though, we're getting much more attention from CFOs. all of a sudden now though we're getting much more attention from cfos

Speaker 3: Got it. Great. Let's move to some of the economics of this transition. There's the potential for an uplift here on this, as we've seen with many model transitions over the years. Can you maybe help us understand those economics, and where customers are experiencing that uplift? Got it. got it Great. great Let's move to some of the economics of this transition. let's move to some of the economics of this transition There's the potential for an uplift here on this, as we've seen with many model transitions over the years. there's the potential for an uplift here on this as we've seen with many model transitions over the years Can you maybe help us understand those economics, and where customers are experiencing that uplift? can you maybe help us understand those economics and where customers are experiencing that uplift They're not expanding seats. In some cases, maybe they are a little bit. How should we think about that? Is it because of just extended usage within the organization because the barriers to adoption have been reduced? What's the right way to think about that? They're not expanding seats. they're not expanding seats In some cases, maybe they are a little bit. in some cases maybe they are a little bit How should we think about that? how should we think about that Is it because of just extended usage within the organization because the barriers to adoption have been reduced? is it because of just extended usage within the organization because the barriers to adoption have been reduced What's the right way to think about that? what's the right way to think about that

Speaker 2: It's several fold in terms of why we feel so confident that this is a tailwind to growth. Let's just start with this platform story that we've been talking about. What we're seeing on day one when a customer moves to the platform is anywhere from a 10%-40% uplift in ARR. Now, that does pull user adds forward, but we have done the math, It's several fold in terms of why we feel so confident that this is a tailwind to growth. it's several fold in terms of why we feel so confident that this is a tailwind to growth Let's just start with this platform story that we've been talking about. let's just start with this platform story that we've been talking about What we're seeing on day one when a customer moves to the platform is anywhere from a 10%-40% uplift in ARR. what we're seeing on day one when a customer moves to the platform is anywhere from a 10%-40% uplift in arr Now, that does pull user adds forward, but we have done the math, now that does pull user adds forward but we have done the math We've done the modeling, and we know that whatever uplift that is, that more than offsets user adds in the future. Then that sets, as I said before, the baseline. That yields two benefits. One, our historical number one source of attrition, we're losing users. As you said earlier, when you have a very well-adopted customer that's been with us for a while, they over-rationalize their seats, they limit the number of users. We've done the modeling, and we know that whatever uplift that is, that more than offsets user adds in the future. we've done the modeling and we know that whatever uplift that is that more than offsets user adds in the future Then that sets, as I said before, the baseline. then that sets as i said before the baseline That yields two benefits. that yields two benefits One, our historical number one source of attrition, we're losing users. one our historical number one source of attrition we're losing users As you said earlier, when you have a very well-adopted customer that's been with us for a while, they over-rationalize their seats, they limit the number of users. as you said earlier when you have a very well-adopted customer that's been with us for a while they over-rationalize their seats they limit the number of users The better we get at serving that customer, the less users they have. We've taken that off the table with this platform story. Second fold, when you are sold the platform, you receive a minimal number of agents, basically enough to test that it works. That's intentional. It's part of the price. The better we get at serving that customer, the less users they have. the better we get at serving that customer the less users they have We've taken that off the table with this platform story. we've taken that off the table with this platform story Second fold, when you are sold the platform, you receive a minimal number of agents, basically enough to test that it works. second fold when you are sold the platform you receive a minimal number of agents basically enough to test that it works That's intentional. that's intentional It's part of the price. it's part of the price That allows a finance department to test those agents, to get internal audit comfortable with them, to get external auditors comfortable with them, to prove that they work, to run their current manual processes side by side with these agents and prove that the outcome is the same every time. That's intentional. You have to get them adopted on those agents, and they'll do that on a test basis or on a sandbox basis. That allows a finance department to test those agents, to get internal audit comfortable with them, to get external auditors comfortable with them, to prove that they work, to run their current manual processes side by side with these agents and prove that the outcome is the same every time. that allows a finance department to test those agents to get internal audit comfortable with them to get external auditors comfortable with them to prove that they work to run their current manual processes side by side with these agents and prove that the outcome is the same every time That's intentional. that's intentional You have to get them adopted on those agents, and they'll do that on a test basis or on a sandbox basis. you have to get them adopted on those agents and they'll do that on a test basis or on a sandbox basis Once they get comfortable with that, which in the public company sphere is about two to three quarters, they will take that testing and apply it to their entire population. That's when the tiered model kicks in. Once they get comfortable with that, which in the public company sphere is about two to three quarters, they will take that testing and apply it to their entire population. once they get comfortable with that which in the public company sphere is about two to three quarters they will take that testing and apply it to their entire population That's when the tiered model kicks in. that's when the tiered model kicks in The more you consume of those agents, there are multiple tiers up, just like our current matching and journals products today. That's more revenue for us, that's higher ROI for the customer, that's where we have the third monetization event. Day one uplift, user attrition mitigation, and then increased consumption. That's why we feel so confident that this is a tailwind. The more you consume of those agents, there are multiple tiers up, just like our current matching and journals products today. the more you consume of those agents there are multiple tiers up just like our current matching and journals products today That's more revenue for us, that's higher ROI for the customer, that's where we have the third monetization event. that's more revenue for us that's higher roi for the customer that's where we have the third monetization event Day one uplift, user attrition mitigation, and then increased consumption. day one uplift user attrition mitigation and then increased consumption That's why we feel so confident that this is a tailwind. that's why we feel so confident that this is a tailwind

Speaker 3: That certainty that my use, help us understand how the customer can know, because we were talking a little bit beforehand, Owen, about some crazy token usage and people moving beyond tokens that are just in experiment mode. Obviously, we're all hearing about token maxing and all that. That certainty that my use, help us understand how the customer can know, because we were talking a little bit beforehand, Owen, about some crazy token usage and people moving beyond tokens that are just in experiment mode. that certainty that my use, help us understand how the customer can know because we were talking a little bit beforehand owen about some crazy token usage and people moving beyond tokens that are just in experiment mode Obviously, we're all hearing about token maxing and all that. obviously we're all hearing about token maxing and all that Is there an element where BlackLine, as the vehicle for AI delivery and the platform for AI delivery within the accounting and financial suite, also is your load balancer, essentially, around that token pricing and understanding of what your usage is and how it fits into so you don't get wildly out of skew? Is there an element where BlackLine, as the vehicle for AI delivery and the platform for AI delivery within the accounting and financial suite, also is your load balancer, essentially, around that token pricing and understanding of what your usage is and how it fits into so you don't get wildly out of skew? is there an element where blackline as the vehicle for ai delivery and the platform for ai delivery within the accounting and financial suite also is your load balancer essentially around that token pricing and understanding of what your usage is and how it fits into so you don't get wildly out of skew

Speaker 1: Yeah. I think. Yeah. yeah I think. i think

Speaker 3: Ham and egg it. Ham and egg it. ham and egg it

Speaker 1: Yeah, sure. I think the thing that, again, just in talking to CFOs, controllers, tokenization's become a four-letter word for a lot of CFOs. What they're seeing is cost spiraling out of control without clear ROI. I think what they see with us, what we're able to demonstrate is pretty good cost predictability, certainty, which is what CFOs are looking for. I think that's been a really attractive part of the conversations we've had with customers. Yeah, sure. yeah sure I think the thing that, again, just in talking to CFOs, controllers, tokenization's become a four-letter word for a lot of CFOs. i think the thing that again just in talking to cfos controllers tokenization's become a four-letter word for a lot of cfos What they're seeing is cost spiraling out of control without clear ROI. what they're seeing is cost spiraling out of control without clear roi I think what they see with us, what we're able to demonstrate is pretty good cost predictability, certainty, which is what CFOs are looking for. i think what they see with us what we're able to demonstrate is pretty good cost predictability certainty which is what cfos are looking for I think that's been a really attractive part of the conversations we've had with customers. i think that's been a really attractive part of the conversations we've had with customers We sit there, a number of them say, "Should we build this or should we buy it from you?" We walk through the math, and then they pretty quickly figure out, you want to buy a purpose-built solution that has all the safeguards, controls, the continuing innovation, the maintenance of it that you don't have to do, at a much more certain cost price than you're going to get if you're trying to do this yourself. Want to add to that? We sit there, a number of them say, "Should we build this or should we buy it from you?" We walk through the math, and then they pretty quickly figure out, you want to buy a purpose-built solution that has all the safeguards, controls, the continuing innovation, the maintenance of it that you don't have to do, at a much more certain cost price than you're going to get if you're trying to do this yourself. we sit there a number of them say "should we build this or should we buy it from you?" we walk through the math and then they pretty quickly figure out you want to buy a purpose-built solution that has all the safeguards controls the continuing innovation the maintenance of it that you don't have to do at a much more certain cost price than you're going to get if you're trying to do this yourself Want to add to that? want to add to that

Speaker 2: Yeah. Just to be very clear, Rob, we don't sell tokens. That's not what we're referring to. Yeah. yeah Just to be very clear, Rob, we don't sell tokens. just to be very clear rob we don't sell tokens That's not what we're referring to. that's not what we're referring to

Speaker 3: Right. Right. right

Speaker 2: We sell an outcome. We sell the automation of a financial transaction. That's critical. You're not going to be able to sell to a person like me saying, "We have no idea how many tokens you're going to use, and we're going to charge you for it." That does not fly in a CFO's world. We sell an outcome. we sell an outcome We sell the automation of a financial transaction. we sell the automation of a financial transaction That's critical. that's critical You're not going to be able to sell to a person like me saying, "We have no idea how many tokens you're going to use, and we're going to charge you for it." That does not fly in a CFO's world. you're not going to be able to sell to a person like me saying "we have no idea how many tokens you're going to use and we're going to charge you for it." that does not fly in a cfo's world What I do know, though, or what controllers and CFOs do know, we know how many journal entries can be automated. We know how many reconciliations are done a month. We know how many match cases that you have on any given monthly close. We know that. What I do know, though, or what controllers and CFOs do know, we know how many journal entries can be automated. what i do know though or what controllers and cfos do know we know how many journal entries can be automated We know how many reconciliations are done a month. we know how many reconciliations are done a month We know how many match cases that you have on any given monthly close. we know how many match cases that you have on any given monthly close We know that. we know that You sell that outcome, and the way we've designed our products is that, okay, we know that that outcome is worth that much more than what we currently offer in an agentic world, because it provides that much more speed, that much more savings in terms of the number of people it takes to exercise that transaction. Then you're willing to pay more externally as a CFO for that outcome. You sell that outcome, and the way we've designed our products is that, okay, we know that that outcome is worth that much more than what we currently offer in an agentic world, because it provides that much more speed, that much more savings in terms of the number of people it takes to exercise that transaction. you sell that outcome and the way we've designed our products is that okay we know that that outcome is worth that much more than what we currently offer in an agentic world because it provides that much more speed that much more savings in terms of the number of people it takes to exercise that transaction Then you're willing to pay more externally as a CFO for that outcome. then you're willing to pay more externally as a cfo for that outcome Then we take that, and in conjunction with our product team, we say, "How many tokens internally do we have to consume to drive that outcome?" That's how we ensure we don't see margin erosion, which we have not seen yet. There's no indications that we will, because we're very prudent about how we design these products to make sure that the revenue we get is in line with the underlying cost to us. Then we take that, and in conjunction with our product team, we say, "How many tokens internally do we have to consume to drive that outcome?" That's how we ensure we don't see margin erosion, which we have not seen yet. then we take that and in conjunction with our product team we say "how many tokens internally do we have to consume to drive that outcome?" that's how we ensure we don't see margin erosion which we have not seen yet There's no indications that we will, because we're very prudent about how we design these products to make sure that the revenue we get is in line with the underlying cost to us. there's no indications that we will because we're very prudent about how we design these products to make sure that the revenue we get is in line with the underlying cost to us We're multimodal. If we ever get to a point, which we've had a couple of times, token consumption goes up, the revenue, it doesn't justify it, we go back to the drawing board and say, "Let's redesign it in a more efficient way. We're multimodal. we're multimodal If we ever get to a point, which we've had a couple of times, token consumption goes up, the revenue, it doesn't justify it, we go back to the drawing board and say, "Let's redesign it in a more efficient way. if we ever get to a point which we've had a couple of times token consumption goes up the revenue it doesn't justify it we go back to the drawing board and say "let's redesign it in a more efficient way

Speaker 3: Got it. Very helpful. Stepping back, it's interesting. ServiceNow was here before, and they talked about increased AI usage and increased seats. You guys are seeing increased adoption of users throughout the organization as well as that model of step up with AI. Atlassian's talking about that, too. Got it. got it Very helpful. very helpful Stepping back, it's interesting. stepping back it's interesting ServiceNow was here before, and they talked about increased AI usage and increased seats. servicenow was here before and they talked about increased ai usage and increased seats You guys are seeing increased adoption of users throughout the organization as well as that model of step up with AI. you guys are seeing increased adoption of users throughout the organization as well as that model of step up with ai Atlassian's talking about that, too. atlassian's talking about that too I think everybody's ultimately talking about down the road, we're going to be less seat-based, but right now, companies that are innovating, delivering to customers seem to be growing both their AI usage and their seats, if I may make a bold statement. I think everybody's ultimately talking about down the road, we're going to be less seat-based, but right now, companies that are innovating, delivering to customers seem to be growing both their AI usage and their seats, if I may make a bold statement. i think everybody's ultimately talking about down the road we're going to be less seat-based but right now companies that are innovating delivering to customers seem to be growing both their ai usage and their seats if i may make a bold statement It's an interesting time, and it's certainly counter to the narrative that's out there in the market. We only have about seven and a half minutes left, so I wanted to touch on a few things. I think the day you guys get platform pricing announced at SAP with SolEx, your stock's going to rip. It's an interesting time, and it's certainly counter to the narrative that's out there in the market. it's an interesting time and it's certainly counter to the narrative that's out there in the market We only have about seven and a half minutes left, so I wanted to touch on a few things. we only have about seven and a half minutes left so i wanted to touch on a few things I think the day you guys get platform pricing announced at SAP with SolEx, your stock's going to rip. i think the day you guys get platform pricing announced at sap with solex your stock's going to rip How should we think about that? You guys have this very powerful pricing model, which has been tested for success within the financial suite with other companies out there, and which clearly is getting adoption with your customers. You've got a big partner that knows you really well and that has been sourcing a lot of deals for you guys for years, and you guys have been delivering a lot of value for them. How should we think about that? how should we think about that You guys have this very powerful pricing model, which has been tested for success within the financial suite with other companies out there, and which clearly is getting adoption with your customers. you guys have this very powerful pricing model which has been tested for success within the financial suite with other companies out there and which clearly is getting adoption with your customers You've got a big partner that knows you really well and that has been sourcing a lot of deals for you guys for years, and you guys have been delivering a lot of value for them. you've got a big partner that knows you really well and that has been sourcing a lot of deals for you guys for years and you guys have been delivering a lot of value for them You go to SAP Sapphire, you see some of the best S/4HANA success transition stories, they're BlackLine customers. I'm not expecting a date here, but how does that process happen? How should we think about handicapping a timeline? You go to SAP Sapphire, you see some of the best S/4HANA success transition stories, they're BlackLine customers. you go to sap sapphire you see some of the best s/4hana success transition stories they're blackline customers I'm not expecting a date here, but how does that process happen? i'm not expecting a date here but how does that process happen How should we think about handicapping a timeline? how should we think about handicapping a timeline

Speaker 1: Yeah. Those conversations are ongoing right now. We have been working with them to change the pricing. There's a whole bunch of things we do with SAP, as you can imagine. This has been a big issue for customers. They want to go to the BlackLine platform. Remember, right now, the AI that BlackLine offers on the agentic side is not necessarily available to SolEx customers. The SolEx customers are the ones that are going to force the change. Yeah. yeah Those conversations are ongoing right now. those conversations are ongoing right now We have been working with them to change the pricing. we have been working with them to change the pricing There's a whole bunch of things we do with SAP, as you can imagine. there's a whole bunch of things we do with sap as you can imagine This has been a big issue for customers. this has been a big issue for customers They want to go to the BlackLine platform. they want to go to the blackline platform Remember, right now, the AI that BlackLine offers on the agentic side is not necessarily available to SolEx customers. remember right now the ai that blackline offers on the agentic side is not necessarily available to solex customers The SolEx customers are the ones that are going to force the change. the solex customers are the ones that are going to force the change

Speaker 3: Right. Right. right

Speaker 1: I've gotten notes, I've shared them with leadership over at SAP, but we're working very diligently together. They are a phenomenal partner. I can't ask for any more than they try to do with us. Importantly, just as we're continuing to move forward, not only. I've gotten notes, I've shared them with leadership over at SAP, but we're working very diligently together. i've gotten notes i've shared them with leadership over at sap but we're working very diligently together They are a phenomenal partner. they are a phenomenal partner I can't ask for any more than they try to do with us. i can't ask for any more than they try to do with us Importantly, just as we're continuing to move forward, not only. importantly just as we're continuing to move forward not only

Speaker 3: This is a webcast. You can ask for platform pricing, too, Owen, if you want. This is a webcast. this is a webcast You can ask for platform pricing, too, Owen, if you want. you can ask for platform pricing too owen if you want

Speaker 1: Yeah, I know. All right. Also making a lot of good progress on the AI initiatives together, right? They've got their Joule capabilities. We have our Verity capabilities. We have a memorandum of understanding we're working through. Yeah, I know. yeah i know All right. all right Also making a lot of good progress on the AI initiatives together, right? also making a lot of good progress on the ai initiatives together right They've got their Joule capabilities. they've got their joule capabilities We have our Verity capabilities. we have our verity capabilities We have a memorandum of understanding we're working through. we have a memorandum of understanding we're working through I think we've got three, four working sessions in the next six to eight weeks to continue to try to move the AI narrative forward together, making sure we're in the right swim lanes, but also bumping up against one another to make sure we're not missing any opportunities out in the marketplace. I think we've got three, four working sessions in the next six to eight weeks to continue to try to move the AI narrative forward together, making sure we're in the right swim lanes, but also bumping up against one another to make sure we're not missing any opportunities out in the marketplace. i think we've got three four working sessions in the next six to eight weeks to continue to try to move the ai narrative forward together making sure we're in the right swim lanes but also bumping up against one another to make sure we're not missing any opportunities out in the marketplace

Speaker 3: Got it. Patrick, you guys have been very clear. There's been churn in your business, but you guys have talked about that sort of churn that has been purposeful. Even Owen, you articulated a few years ago, there's some customers that probably aren't the right fit for us. I think your enterprise churn is, your retention rates are still high 90s, right? Got it. got it Patrick, you guys have been very clear. patrick you guys have been very clear There's been churn in your business, but you guys have talked about that sort of churn that has been purposeful. there's been churn in your business but you guys have talked about that sort of churn that has been purposeful Even Owen, you articulated a few years ago, there's some customers that probably aren't the right fit for us. even owen you articulated a few years ago there's some customers that probably aren't the right fit for us I think your enterprise churn is, your retention rates are still high 90s, right? i think your enterprise churn is your retention rates are still high 90s right Street still hates it. What do we get? We're moving past that. When do we start to move past an anniversary of that churn to the point where those numbers start to look better? Street still hates it. street still hates it What do we get? what do we get We're moving past that. we're moving past that When do we start to move past an anniversary of that churn to the point where those numbers start to look better? when do we start to move past an anniversary of that churn to the point where those numbers start to look better

Speaker 2: Yeah, I think you're referring to our lower mid-market churn. Yeah, I think you're referring to our lower mid-market churn. yeah i think you're referring to our lower mid-market churn

Speaker 3: Yeah. Yeah. yeah

Speaker 2: During COVID, we sold to a customer cohort that was lower mid-market, generally speaking, five to 10 accountants. They weren't scaling, they weren't growing, they didn't have the infrastructure to partner with us or go on a multi-year finance transformation. These aren't customers that are going to go public at any point in time or anything of that nature. We sold to them nevertheless. During COVID, we sold to a customer cohort that was lower mid-market, generally speaking, five to 10 accountants. during covid we sold to a customer cohort that was lower mid-market generally speaking five to 10 accountants They weren't scaling, they weren't growing, they didn't have the infrastructure to partner with us or go on a multi-year finance transformation. they weren't scaling they weren't growing they didn't have the infrastructure to partner with us or go on a multi-year finance transformation These aren't customers that are going to go public at any point in time or anything of that nature. these aren't customers that are going to go public at any point in time or anything of that nature We sold to them nevertheless. we sold to them nevertheless When Owen took over, it was Q2, Q3 of 2023, we made a strategic decision to stop selling to these customers. They weren't implementing, they weren't adopting, they weren't growing. Well, most of our customer contracts are three years. That cohort of customers have been working its way through the system over the last three years, and that three-year anniversary is coming up this summer. When Owen took over, it was Q2 , Q3 of 2023, we made a strategic decision to stop selling to these customers. when owen took over it was q2 q3 of 2023 we made a strategic decision to stop selling to these customers They weren't implementing, they weren't adopting, they weren't growing. they weren't implementing they weren't adopting they weren't growing Well, most of our customer contracts are three years. well most of our customer contracts are three years That cohort of customers have been working its way through the system over the last three years, and that three-year anniversary is coming up this summer. that cohort of customers have been working its way through the system over the last three years and that three-year anniversary is coming up this summer We see in the numbers, we track our customers by cohort, we track them by region, and we see this working its way through the system. That's why we feel confident that that arc of churn will turn downward for that lower mid-market in the second half of this year. We see in the numbers, we track our customers by cohort, we track them by region, and we see this working its way through the system. we see in the numbers we track our customers by cohort we track them by region and we see this working its way through the system That's why we feel confident that that arc of churn will turn downward for that lower mid-market in the second half of this year. that's why we feel confident that that arc of churn will turn downward for that lower mid-market in the second half of this year

Speaker 3: Really helpful. Thanks. We've had a few questions come in. We're going to be out of time. One is on capital allocation. How should we think about, Patrick, capital allocation for you guys? Whether it be M&A, obviously buying back stock, what else? How should we think about that? Really helpful. really helpful Thanks. thanks We've had a few questions come in. we've had a few questions come in We're going to be out of time. we're going to be out of time One is on capital allocation. one is on capital allocation How should we think about, Patrick, capital allocation for you guys? how should we think about patrick capital allocation for you guys Whether it be M&A, obviously buying back stock, what else? whether it be m&a obviously buying back stock what else How should we think about that? how should we think about that

Speaker 2: Yeah, still our number one investment, it's ourselves. The innovation that we're doing, everything we're talking about here in terms of our agents, the investments that we're making internally, how much we're putting into P&T, how much more we're getting out of it from an innovation standpoint, that is the most efficient way to drive the business that's going to drive the most growth per dollar spent from a capital allocation standpoint. Yeah, still our number one investment, it's ourselves. yeah still our number one investment it's ourselves The innovation that we're doing, everything we're talking about here in terms of our agents, the investments that we're making internally, how much we're putting into P&T, how much more we're getting out of it from an innovation standpoint, that is the most efficient way to drive the business that's going to drive the most growth per dollar spent from a capital allocation standpoint. the innovation that we're doing everything we're talking about here in terms of our agents the investments that we're making internally how much we're putting into p&t how much more we're getting out of it from an innovation standpoint that is the most efficient way to drive the business that's going to drive the most growth per dollar spent from a capital allocation standpoint It all starts with product and innovation in terms of our number one priority. Number two, we are always canvassing out there for potential M&A in terms of what we could tuck into our current tech stack, what we could tuck into our current platform to augment it, to offer more to the office of the CFO, to bring capabilities that maybe would be too costly or take too long to build. We go buy it. It all starts with product and innovation in terms of our number one priority. it all starts with product and innovation in terms of our number one priority Number two, we are always canvassing out there for potential M&A in terms of what we could tuck into our current tech stack, what we could tuck into our current platform to augment it, to offer more to the office of the CFO, to bring capabilities that maybe would be too costly or take too long to build. number two we are always canvassing out there for potential m&a in terms of what we could tuck into our current tech stack what we could tuck into our current platform to augment it to offer more to the office of the cfo to bring capabilities that maybe would be too costly or take too long to build We go buy it. we go buy it That's the decision-making framework we use. You can almost always build something cheaper, but it takes time, and it requires a reallocation of resources. We evaluate that internally. Third, we have been buying back stock. That's a third use of our capital allocation. We continue to buy back stock, and we evaluate that on an ongoing basis and continue to be opportunistic as the market conditions. That's the decision-making framework we use. that's the decision-making framework we use You can almost always build something cheaper, but it takes time, and it requires a reallocation of resources. you can almost always build something cheaper but it takes time and it requires a reallocation of resources We evaluate that internally. we evaluate that internally Third, we have been buying back stock. third we have been buying back stock That's a third use of our capital allocation. that's a third use of our capital allocation We continue to buy back stock, and we evaluate that on an ongoing basis and continue to be opportunistic as the market conditions. we continue to buy back stock and we evaluate that on an ongoing basis and continue to be opportunistic as the market conditions

Speaker 3: Great. In the time we have remaining, another exciting, I think, potential unlock, and I don't know how meaningful it is, but feels to me like it's an unlock for you guys, is around that FedRAMP opportunity. Great. great In the time we have remaining, another exciting, I think, potential unlock, and I don't know how meaningful it is, but feels to me like it's an unlock for you guys, is around that FedRAMP opportunity. in the time we have remaining another exciting i think potential unlock and i don't know how meaningful it is but feels to me like it's an unlock for you guys is around that fedramp opportunity In talking to Matt over the years and also going down to D.C. twice a year to go to ServiceNow events and other events, we have come to appreciate over the years the opportunity there and particularly with you guys, because you guys have a lot of big customers there. In talking to Matt over the years and also going down to D.C. twice a year to go to ServiceNow events and other events, we have come to appreciate over the years the opportunity there and particularly with you guys, because you guys have a lot of big customers there. in talking to matt over the years and also going down to d.c twice a year to go to servicenow events and other events we have come to appreciate over the years the opportunity there and particularly with you guys because you guys have a lot of big customers there As I understand it, you only get half the business, right? Because you can't get the government side that's classified or whatever. There's this unlock when you get FedRAMP. It's not just like most companies I follow get FedRAMP and have to go out there and start dry powder and start to pound within D.C. As I understand it, you only get half the business, right? as i understand it you only get half the business right Because you can't get the government side that's classified or whatever. because you can't get the government side that's classified or whatever There's this unlock when you get FedRAMP. there's this unlock when you get fedramp It's not just like most companies I follow get FedRAMP and have to go out there and start dry powder and start to pound within D.C. it's not just like most companies i follow get fedramp and have to go out there and start dry powder and start to pound within d.c You guys have these customers already in some cases, if I understand correctly. You guys have these customers already in some cases, if I understand correctly. you guys have these customers already in some cases if i understand correctly

Speaker 1: Right. Right. right

Speaker 3: Help us understand that potential unlock and how should we think about timing. Help us understand that potential unlock and how should we think about timing. help us understand that potential unlock and how should we think about timing

Speaker 1: There's two pieces to it, and you've nailed it. One is we have a huge aerospace and defense business, both domestically as well as internationally. Because of the way government is set up, we could only sell to half the organization, if you will, right? The commercial side of the aerospace and defense, but not into the government. There's two pieces to it, and you've nailed it. there's two pieces to it and you've nailed it One is we have a huge aerospace and defense business, both domestically as well as internationally. one is we have a huge aerospace and defense business both domestically as well as internationally Because of the way government is set up, we could only sell to half the organization, if you will, right? because of the way government is set up we could only sell to half the organization if you will right The commercial side of the aerospace and defense, but not into the government. the commercial side of the aerospace and defense but not into the government As we move through IL-2 and on our way to IL-4, that is going to open up that part of the marketplace. We've had a couple smaller wins in that regard already, but that should continue to accelerate. One of the things we're really pleased about is the progress we've made with building a Pipeline in the federal government space. Obviously, the Q3 is the quarter where you'll start to see some success. As we move through IL-2 and on our way to IL-4, that is going to open up that part of the marketplace. as we move through il-2 and on our way to il-4 that is going to open up that part of the marketplace We've had a couple smaller wins in that regard already, but that should continue to accelerate. we've had a couple smaller wins in that regard already but that should continue to accelerate One of the things we're really pleased about is the progress we've made with building a Pipeline in the federal government space. one of the things we're really pleased about is the progress we've made with building a pipeline in the federal government space Obviously, the Q3 is the quarter where you'll start to see some success. obviously the q3 is the quarter where you'll start to see some success As we start to work with Department of Defense agencies, intel agencies that have to have that higher requirement, we're seeing a lot of interest. Government doesn't move at the speed of the commercial markets, and that's the one thing that we'll see some progress, I think, later this year. As we start to work with Department of Defense agencies, intel agencies that have to have that higher requirement, we're seeing a lot of interest. as we start to work with department of defense agencies intel agencies that have to have that higher requirement we're seeing a lot of interest Government doesn't move at the speed of the commercial markets, and that's the one thing that we'll see some progress, I think, later this year. government doesn't move at the speed of the commercial markets and that's the one thing that we'll see some progress i think later this year Our real bet for this is in 2027, when you're going to see, I think, more progress. Listen, the government's at the point now where most of these departments and agencies have to be, quote, "auditable," and they all fail their audits. What BlackLine is going to do is help them solve that problem, which we were excited about. Our real bet for this is in 2027, when you're going to see, I think, more progress. our real bet for this is in 2027 when you're going to see i think more progress Listen, the government's at the point now where most of these departments and agencies have to be, quote, "auditable," and they all fail their audits. listen the government's at the point now where most of these departments and agencies have to be quote "auditable," and they all fail their audits What BlackLine is going to do is help them solve that problem, which we were excited about. what blackline is going to do is help them solve that problem which we were excited about

Speaker 3: Great. Owen Ryan, Patrick Villanova from BlackLine. Thank you guys both very much. Appreciate it. Great. great Owen Ryan, Patrick Villanova from BlackLine. owen ryan patrick villanova from blackline Thank you guys both very much. thank you guys both very much Appreciate it. appreciate it

Speaker 2: It's good being here. It's good being here. it's good being here

Speaker 1: Thank you. Thank you. thank you

Speaker 3: We also will have a breakout, so if you want to come on over for the breakout session, please do that. We also will have a breakout, so if you want to come on over for the breakout session, please do that. we also will have a breakout so if you want to come on over for the breakout session please do that