Hello, everyone. I'm Marc DeBevoise, CEO at Brightcove. With me today is John Wagner, our Chief Financial Officer. We're excited to present to you here at the Needham Conference. Thanks to Needham for having us. Given the time, I'm just gonna jump right in. We'll do a presentation, and then we'll leave a little room for Q&A at the end. You know, obligated to put our safe harbor statement up there. Take a look. You can read it. We'll be publishing this presentation. I'm gonna start by going through our business vision and strategy. John will come in and go through the financial profile and details of the company after I wrap up. And I will start with our investment highlights. We're an industry-defining, software-based technology leader, known for quality, reliability, and experience in managing streaming. We are the leading streaming technology provider in the market, and we've been at it for over a decade, actually nearly two decades at this point, and have a deep experience in managing this business. We believe there are incredible end-user and end market opportunities for us. It remains a high-growth business, despite what you may read in the press about the top few companies that struggle with profitability. We believe that there are real opportunities in our end markets, both on the media side of our business, who we serve, and the enterprises. We have a global reach, diversified client base of over 2,000 companies, and a significant opportunity to grow in numerous markets. A clear product and services innovation path that is absolutely amplified with a tremendous opportunity with AI, and we believe we can fund that entirely through existing operations while still generating meaningful EBITDA and free cash flow. We have a new and experienced management team. I'm roughly two years in as the CEO. The entire executive leadership team is less than two years in, other than our Chief Legal Officer, who's been with the company for nearly its entire life at 20 years. So, it's a great mix of sort of new and experienced talent with the company. And we have a strong recurring SaaS revenue model, a highly recurring revenue base, debt-free balance sheet with over $20 million in cash on the balance sheet, so well-funded. And a real opportunity to grow revenue, adjusted EBITDA, free cash flow. You'll see that in the presentation. We think meaningful shareholder returns at what we believe is a wildly undervalued opportunity in the market. Our vision is to be the most trusted streaming technology company in the world, and we do that by delivering the highest quality, most scalable and secure streaming technology platform, and solutions for any creator, brand, or company to effectively own their own streaming operation, right? Own their own digital future. We supply solutions that enable companies to manage and distribute their content if they're a media company, and also monetize that content. You can think of customers like Yahoo!, who's a, one of the largest digital publishers or, television networks who have streaming, you know, adjacencies like AMC or large operators like Sky Mexico or even sports leagues like the NHL. We also develop an enterprise grade solution that works to both help companies communicate and engage with their audiences, predominantly internal communications, but also can be external, as well as to market and sell their products and services. You can see some customers there, like Home Depot. You know, think about videos on their website and how those are engaging customers to convert more and do more in that area. Our technology platform is built on one platform. It's called Brightcove Video Cloud. It effectively manages the dozen-plus things that really make up what streaming is. A lot of people like to package streaming as like one technology. It's really multiple put together from ingest and management of that video content, to creating experiences, to distributing that content through players and playout onto different devices, then ultimately analyzing, the data that comes in through that streaming and what you can do to improve, results. We layer that with a series of expert advisory services and customization services, and we do it effectively in these two end markets, right? The media end market, which is for media companies or content creators, who really wanna have their own solutions, or to enterprises who are looking to market or communicate with audiences and using video to really engage those, those folks and drive more pipeline and grow awareness. We have an incredible, roster of customers. These are just a snapshot of the media side of our house, from Yahoo! and the NHL down in South America, to SPT, to Japan and J:COM, to Asia with Coupang, from sports leagues to movie studios, you name it. We've got a wide range of media customers covered, and then a really broad array of enterprises. Some of the top in the world, over 250 of the Fortune 1000 use us today for some form of enterprise-grade, you know, streaming solution. You can see some incredible logos across numerous verticals on this slide. We developed our strategy over the last couple of years to be very market-driven. We're thinking about how the end user is using streaming and also how our clients, you know, what their business needs are and how we can better serve them. That's how we've developed it. Some of the trends that you'll see us highlight here are how we went to that strategy. First is that streaming is absolutely a growth business, and it's a trend that continues. You know, 21% growth last year in overall streaming viewership across the globe and in the U.S. Now, streaming is now 10% greater than either broadcast or cable, so we believe streaming continue to be the battlefield for attention in media. It is an industry, on the media side, an absolute transformation or transition, right? It's a shift towards profitability from the largest players, and so that means they're looking for new monetization models, new modalities, more content types and changes, more distribution channels and partnerships. Frankly, you're seeing this great rebundling happening. You're seeing, you know, the sports joint venture I mentioned here on the slide. You saw two more happen in the last two weeks between Comcast and Disney and Netflix and Warner Brothers. You know, all the big companies are now trying to figure out how to reduce their churn and figure out how to right-size their cost structure. But we do think that's gonna mean that these folks continue to transform over the coming decade and likely reduce in-house tech spending for more outsourcing as they go. And as those big companies change their models, they are gonna change how they look at licensing. They actually already have. They've started to look at licensing more of their content outside of their own services like they used to do, and they've also pulled back from some of their global ambitions. I don't believe you're gonna see every one of the big 10 or so streaming services try to be everywhere across the globe. And what we've seen that create is new opportunities, new opportunities on the left you see here for this other bucket on the Nielsen Measurement Survey that really has hundreds of services, about nearly 200 services, that really can thrive in a market with a fewer number of subs or fewer audience. And then we believe there are gonna be major regional leaders that are successful in streaming as they go. This is just a snapshot of our customers across the globe that are succeeding in streaming in their territories. On the enterprise side, we absolutely see video as key to how marketers and sales professionals want to drive revenue. Most marketers, you can see here, nearly 90% report being able to directly attribute sales when they put a video on their experiences. And consumers really do increase their engagement and their purchase behavior when a video is used to market them. So we believe streaming video is absolutely key to driving ROI for marketers now and going forward. If you're not using video at this point, and streaming video, you're probably behind as a marketer. And on the enterprise side of communications, remote work effectively is here to stay. Now, we know, you know, companies are in transition here, but over a third, the U.S. workforce is still hybrid or remote. We believe that hybrid method is still gonna be there. We're actually doing this conference, you know, virtually again here, so we can, we can certainly own that here today as we're all here together. And we believe that, you know, employees actually, you know, prefer it to some regard, you know, whether it's, you know, which days you're home or which days you're here. So streaming is gonna be key for keeping this distributed workforce engaged. And most people will think of this as the real-time communication we're doing now, like through a Zoom or a Google Meet. But the majority of companies cannot put all their employees on an all-hands. You take a large airline or an auto manufacturer, not all their employees are even in that same time zone. We struggle with the same thing at Brightcove. So our belief is that an asynchronous method of communication is going to thrive here, and that's effectively what our system provides in this area. So we believe continued growth in streaming overall. Media entities are gonna outsource more. There's gonna be a next tier of services. There's going to be regional winners. There's much more opportunity than what you probably read as with the big six, you know, sort of media companies, you know, struggling with streaming profitability. And that also means we think business models are gonna evolve, whether it's hybrids or advertising or, you know, programmatic or subscription, we think there's gonna be more opportunity for us to serve, you know, more different use cases in that space. On the enterprise side, we absolutely believe marketing is gonna thrive as a use case for video and how it drives behavior that marketers and sales folks want. We believe the same thing on the communication side. We actually think there are more use cases for us that we're working on in the background as we roll forward with our incredible customer base. Our strategy is effectively these few pillars. It is on the go-to-market side to drive upmarket. We want to continue to serve that Fortune 1000, that top, you know, 1,000 media companies across the globe. We think that top 100 is very interesting to us, especially. We want to build long-term upgrade paths for our customers. We want our customers not just to be, you know, buying once from us and then going away, but to drive a really robust add-on business with our customers, and we believe that opportunity does sit there for us. We want to partner to solve and reach more. What that means is we have effectively partnered to build more pieces into our solution to make our solution more complete, and I'll talk a little bit about that in a second. But we also want to partner on the channel side of the business to figure out a way to serve, frankly, the smaller customers that we don't necessarily want our direct sales folks spending time in some sort of unprofitable manner going after. We wanna deliver more complete solutions. Our customers demanded of us that we are the, you know, the single, you know, some people say the single throat to choke. I would say the single hand to high five when we complete successfully, but we do want to deliver more for our customers. And then finally, as I mentioned on that last slide, to expand our use cases, right? To find new ways to solve problems with video for our customers. We think they're there with an overall goal to create new and larger opportunities, and you'll see that in some of our financial metrics, to improve retention over time and to better and more efficiently capture the markets we see for ourselves. This strategy in action over the last couple of years, there's some really interesting things we've done. First, on the upmarket focus, we've closed some amazing deals and continue to work with some incredible companies. You know, closed Yahoo!, one of the largest publishers in the world, last year. Closed one31, one of the largest regional providers, in APAC, a broadcaster that turned to streaming, and then large enterprises like Home Depot and GM, who are using us for multiple use cases. And these are major 6 and 7 figure per year deals, on our roster. We wanted to build those upgrade paths. We've started to do that. You see the NHL, they turned to us for a VOD solution for the league and the 30+ teams, on their digital properties. They needed some preseason game stream live. ESPN wasn't gonna take them. We, we threw them right up, and we're able to do that very easily on their digital properties. And so we think of that as sort of, simplifying it as like T-shirt sizes. Like, you may buy us for a medium, but we've also got a large, an extra large, and everything else in the store that we can help you do. So whatever that use case is, we wanna serve that customer. NetApp's another great example, who originally came to us for a comm solution, for internal comms, and now uses us for that and a thought leadership streaming channel that they've published on their own digital properties. We've continued to partner across the marketplace to find new ways to push our solutions. We are very deep with Google's Ad Manager, which helps us move to media companies, Roku app deployment, WordPress, in terms of, a CMS, for publishers. We wanna build more complete solutions. We've added a video editor in the last few months, a meaningful Cloud Playout solution, which means we're building fast channels, linear channels into a VOD experience very easily. We are the most integrated platform and process with open APIs for all types of companies, especially social, social media, and, sort of what's called asset ingest companies like Google Drive. We've expanded our use cases about 2 years ago. We 18 months ago, we launched Marketing Studio, which is taking Video Cloud and really, you know, customizing it for marketers. We've now launched Communications Studio in the last 6-9 months, and then on the media side of the house, we've added ad monetization and QoE solutions to really round out our product set. We've built tons of partners into our marketplace. We have about 60+ partners in the marketplace that we can resell effectively to our customer base and help them solve problems that our platform doesn't solve itself. We also believe this is amplified by an AI-driven future, whether it be to deliver solutions to optimize our customers' businesses or to deliver solutions that are gonna drive efficiency in there. So it's really about: Can we help them drive revenue, audience, content, or can we help them save costs, have higher quality, have fewer errors? We wanna do the same thing for ourselves in both buckets. The examples I give today is our analytics and insights platform is absolutely helping customers optimize their businesses and really drive growth. And on the efficiency side, our Emmy award-winning Context-Aware Encoding platform, which helps people effectively shrink the size of their library, but get the same quality output when they deliver to save them money on those delivery costs, is, is thriving in the marketplace. But our long-term strategy is to differentiate those products even further and deliver more. The way we're gonna differentiate is through secure data and content inclusion. We're gonna allow our customers to control what goes into these engines, and then partner with the market leaders on the engine side. So we're not gonna be developing our own LLM. We're gonna be partnering with the right ones, but using our customers' content in only the safe and effective ways that we believe it can happen. And then the other leg of the stool here is about driving not just insights into actions, which is what our analytics platform does today, for example, but also automating that. Can you hit the optimize button that just allows the things to do it by itself and learn as it goes? And we believe we're steps away, just barely steps away from doing that in numerous cases. So we wanna build a secure and intelligent platform, you know, for our customers, and we've even pointed this internally at ourselves. We partnered with AWS recently and their Amazon Q product, where we mentioned in their earnings, about, the power of how Amazon Q is gonna power our customer success organization. We've pointed all of our knowledge, documentation, you know, sort of into this engine, and it is now enabling our customer success professionals to answer our customers faster and more productively and with much more efficiency. So we're very excited about this and appreciate Amazon's partnership on this front. Finally, I'll close by just saying, you know, we believe we have an incredible business with the real business model leverage that we've built into the business over the past few years, really transforming how we go to market, upmarket, like we said, so larger customer relationships. We've focused on longer-term contracts so that we can, you know, increase retention over time. Increasing that ARPU is how you'll see it, as John goes through that, and our goals are to drive consistent revenue growth. We have had, you know, some choppiness up and down over the past few years. Our goal here is to drive to a consistent and meaningful revenue growth. We wanna drive increased retention so we can see the business much further out. I think we've made great strides there over the past, you know, number of quarters. Gross and EBITDA margin expansion, you'll see that in the financials as they're playing out. And then to continue to drive, you know, meaningful free cash flow like we have in the recent history, and we really wanna see that play out over the course of the year. So with that, I'm gonna turn it over to John, and then I'll be back for Q&A afterwards. Okay, thanks, Marc. As we dive into the next slide, I'll give a little financial context on the business through our Q1 numbers, and then we'll relate some of the strategy points that Marc made to how we're looking at the financial progress in the business and our financial future of the business. So looking at Q1, we had revenue of $50.5 million. That was- that was up 3% year-over-year. We were profitable on an adjusted EBITDA basis with $5 million. That was 10% of revenue. Business has about 640 employees and about 2,000 premium customers, some of our larger customers there. So you get the context. We are about a $200 million run-rate software business. The vast majority of that, 95%, is subscription revenue, and we operate on a positive, adjusted EBITDA basis. You'll also see that we produce free cash flow as well. Moving into the financial focus, building off of what Mark said in terms of our strategy, this really boils down to four areas of financial focus that tie back to the strategy that we just spoke about. The first is returning to consistent revenue growth. As I just mentioned, we had a 3% growth in Q1, but our guidance does not imply consistent revenue growth for the year. We believe in a large and growing market that we're able to do so. We've seen some headwinds in the past couple of years, related both to the market and post-COVID effect. But we believe that we are gonna move toward consistent revenue growth, and while we're doing that, we're also going to build profitability. We'll show you that we've done some of this already, and that we have a path toward our long-term goals. In the same time we're driving profitability, we're also making sure we're balancing our goals of improving the product in investing in product innovation and in sales and in sales and marketing as well. So it's a balance of investing for the future, as well as providing some immediate profitability and continuing on our long-term goals or as well. Then that last point is that we are very focused on our near-term goals, which largely are meeting our guidance that we've provided, but also showing through our guidance and our progress this year how we connect that to our long-term goals and showing the path forward. So if I focus first on our goal of returning to consistent growth, we can show a number of trends within the business that we think give some confidence to the fact that we are on path to a consistent new growth beyond simply growing revenue in Q1. We look at the trends underlying the business in terms of new business, and that's been a highlight. In the past year, you saw that from 2022 to 2023, our new business bookings grew 55%, and at the same time, we doubled the average deal size. So really driving at the point that we are moving and finding our market, upmarket, seeking customers, with more sophisticated needs, where our product does a better job in terms of winning business, retaining business, and growing business. You can see this also in our average revenue per customer. This is for our premium customers. In Q1, we hit an all-time high of $98,000 on an annualized basis for our average customer, and this was up 10% year-over-year. And again, this points to this strategy of moving upmarket and our success in winning and retaining larger customers that ultimately will drive us to consistent revenue growth. At the same time, we've been moving upmarket, we've also seen those customers making larger commitments toward the product. So we've seen this through our subscription backlog, which we measure as our subscription revenue at the end of any given quarter, that's committed in the next year or beyond. In Q1, we hit an all-time high of $185 million in total subscription backlog. It really points to the idea that our larger customers are also making longer duration commitments to the product and to the solution. You see this most pronounced in the backlog over 12 months, which you see doubling over the last several years. So this is something that we, we think both drives better in, visibility into our revenue, but also it drives up our retention and increases our NRR, our net recurring revenue. So overall, as we drive revenue toward our targets, grew revenue in the first quarter. We have an, a full-year target of $195 million-$198 million, which is, implies a couple of points down in revenue. But I think we're seeing within the underlying trends in the business, how we're moving toward, positive single-digit revenue growth in the near term. And we believe, again, with a large and growing market that Mark outlined, that 10% growth, is a long-term plan that is, exceedingly, attainable for us. So at the same time, we are, you know, investing and moving toward growth, we're also driving greater profitability. First, look at our profitability in terms of our gross margin. We grew gross margin on a non-GAAP basis from 60%-63% this past quarter on a year-over-year basis, and we believe we're driving toward our long-term targets of 70%. And we see some very clear levers in terms of both how we've made progress against margin, as well as how we're gonna drive incremental progress as we go. And then the first thing is revenue scale. This is a business that as we scale revenue, we are very efficient in terms of converting additional revenue dollars to gross margin. And so as we scale revenue, much of that revenue scale will drop right down to margin. These next couple of points here really focus on optimization that we have made, and we continue to see opportunities to make additional optimizations around both the architecture of our COGS area, as well as our vendor relationships. In both areas, probably the largest areas that we've actually driven the tangible increase in gross margin that you see year-over-year is through both our architecture, how we optimize for that, but also how we deal with our vendors and how we optimize and drive costs down on an absolute basis in COGS. And then the last area that we see as a clear leverage within margin is our software depreciation and amortization. We actually run depreciation and amortization related to the product through our gross margin. So there's about 7 points of amortization. Much of that is related to our investments we've made in capitalized software over the last several years, and we're hitting peak amortization against those investments this year. So we're naturally gonna see leverage as some of those investments just naturally amortize through, and another source of leverage as we drive to that 70%. We're doing similar within operating OpEx. We've seen improvement over the past year, and we believe that we're also driving toward our long-term goal. In this case, through a couple of actions in the past year, we've taken our operating expenses down from about 80% of revenue to 69% of revenue. We've seen we've cut $15-$20 million worth of OpEx out of the business, and so we're very comfortable in terms of how we've resourced the business. We're seeing the benefit of that, and yet we also feel that we're resourcing the business appropriately, both to support sales and marketing, to support our growth, as well as, as well as continuing to resource our product innovation and building product, but we have seen operating efficiency, and I think we're gonna continue to see more, again, as we scale our revenue. Just as we are very, we are very efficient in terms of driving additional revenue dollars to gross margin, the same will be said for adjusted EBITDA as we drive dollars through with very little additional OpEx as we scale the business. So overall, our profitability around EBITDA, we have been very consistent around 7%-10%. Adjusted EBITDA margin in the last several quarters, actually hitting 10%. We've provided guidance this year of $14 million-$16 million in adjusted EBITDA. That is about an 8% margin and a 25% year-over-year growth in adjusted EBITDA, so driving additional profitability, and we think really showing that path toward our long-term margins of 20% or plus, and seeing a lot of that through the efficiencies in COGS and OpEx. Same as we are driving adjusted EBITDA, this is also converting to free cash flow. So we expect for the 2024 year, to convert 40%-50% of adjusted EBITDA to free cash flow. That gives us a guidance of $5.6 million-$8 million of free cash flow. So just as we're generating meaningful adjusted EBITDA, we're seeing that conversion to operating on a free cash flow and meaningfully, so in 2024. So one of the points here is, you know, as we're driving growth and we are driving profitability, we're also continuing to make the investments in R&D, in sales and marketing, to drive product innovation, as well as to resource the business for not just who we are now, but our growth in 2025 and 2026, supporting that growth. So between sales and marketing, investing in Q1, about 55% of revenue back into either product or go-to-market in this way. So this is a story, a business in which we're producing positive EBITDA, but at the same time, we're not starving the business for resources. We're actually investing into supporting growth in product and go-to-market for 2025 and 2026 growth in order to support that initial pillar of reestablishing consistent revenue growth as well. So a little bit about how we're doing. You know, first quarter, we certainly delivered on those targets in the near term. So revenue in Q1 was not only a 3% growth, it was over our guidance range that we had provided. Again, we saw total backlog at a record level of $185 million in subscription backlog, as well as tying that record for average ARPU of our customers. So again, success, as Marc outlined, really driving the business toward larger opportunities, larger customers, where we compete, win, and retain best due to the sophistication of our solution in meeting the needs of more complex customers. Also, within adjusted EBITDA, we delivered 10% margins in Q1. This was at the high end of our guidance. And within new business, another solid quarter in which new business within Q1 was actually higher than the trailing three quarters in 2023. And this again translates over into cash. We saw a cash balance of nearly $23 million, and actually, significant positive cash flow within the quarter. This was due to really two things: One, we exceeded our own goals for free cash flow within the quarter, and again, we're supporting our full-year guide for positive free cash flow. We also had a special transaction related to a technology patent sale within the quarter that boosted cash. So a very healthy cash balance and good result in Q1. So looking a little bit... and I'll leave you with a look at our guidance here, both for Q2 as well as for 2024. Focusing in on our full-year guide and relating that as well to our long-term targets. In 2024, we've provided guidance of $195 million-$198 million. That's down a couple of points on a year-over-year basis, but as we kinda highlighted, we're seeing the underlying trends within new business, within the growth of the customer size, within our within our our backlog, to support, you know, our drive toward the near-term goals of growing revenue on a more consistent base, like we did in Q1, several single percentage points, and in the longer term, 10% or more. Similar in adjusted EBITDA, here we've shown the progress in our our committing to 2024 guidance of $14 million-$16 million, giving us about an 8% gross margin for 2024. And again, showing that path with some well-identified levers moving toward our long-term goals of 20% or more adjusted EBITDA margin. So Mark, do you wanna wrap up? Yeah. Thanks, John. And, you know, I won't go through all these again, but, you know, we really do believe we're incredibly well-positioned in a high-growth market with a fantastic customer base, a real innovation path, great team, recurring revenue model, and just a frankly, undervalued opportunity in the marketplace with real opportunity for growth, especially on the EBITDA and free cash flow side this year, but we think long-term revenue and, and obviously for everyone else. So we'll leave a few minutes for questions. Operator, I'm not sure how best to execute that, but you guys can jump in or if someone will let us know if there are any questions. No questions. Okay. Well, look, I, I thank everyone for attending, who did, and, appreciate the time, and thanks to Needham for having us at the conference. We look forward to some of the one-on-one meetings we're gonna have today. Thank you, all.