Hi, everyone, and welcome to the Investor and Financial Analyst session at Domopalooza. I'm Bruce Felt, Domo's Chief Financial Officer. Let me first take care of some housekeeping and present the safe harbor statement that allows us to provide forward-looking statements. With that done, now let's review the agenda. Today, we're going to talk to you about our key priorities for the coming year, why we think Domo is so well-positioned as the modern BI platform, provide an update on our go-to-market initiatives, and close by providing a financial update. John Mellor will kick it off with an introduction and our key priorities for the coming year, including how we see data-driven applications driving high-value new use cases for our customers and partners, including some current customer examples. Mohammed Aaser, our new Chief Data Officer, who recently joined us from McKinsey, will provide a perspective on how he sees the future of data evolving and why Domo is so well-positioned. Wolfgang Maasberg, our President of Field Operations and EVP, will talk about how he is aligning our go-to-market initiatives with our key priorities for the upcoming year. I'll give an update on the financial health of the business, an update on some of our key growth drivers, and how we see our financial model evolving over the coming years. We will then conclude with the Q&A session. With that, I'll turn it over to our CEO, John Mellor. John? Hi, everyone. Thanks for joining our Financial Analyst Session. Hopefully, you were able to join the main sessions of our virtual event yesterday, Domopalooza. It's a great way to get a feel for the excitement that our customers have as they transform their businesses with data using Domo. As most of you know, I was recently appointed as Domo's CEO. For those of you who don't know me, let me take a minute just to introduce myself, and then I'll spend a couple minutes talking about some of my key priorities for the coming year and where we see modern BI heading and why we think Domo remains so well-positioned. First, a brief introduction. I joined Domo after nine years at Adobe, where I was Vice President of Strategy and Business Operations for their Digital Experience Business unit. While I was there, we grew that business from $300 million to nearly $3 billion in annual revenue. That was a combination of organic growth as well as acquisitions. I joined really at about the same level of business that Domo's at today, and I'm super excited at the prospects of replicating the success that we had at Adobe. I came to Adobe in 2009 through its acquisition of Omniture. At Omniture, I was the Executive Vice President of Strategy and Business Development, where I was focused on the really the hypergrowth phase of the company through to its IPO and ultimately through its sale to Adobe. I've been at Domo for the past three years, and during that time, I've been driving corporate strategy as the Chief Strategy Officer and also driving marketing as the CMO for most of that same period. I guess the message is the core team that's been driving Domo's execution over the past several years is the core team that is in place now to drive it to the next level. I'm just, I'm really excited. I'm thrilled to be part of it. Maybe a little bit in terms of my style as a leader, what I found in my career is that there are a few things I like to focus on. First is strategy, and the second is focused execution. Essentially, I wanna make sure we're addressing big market opportunities and deliberately executing against them. Let me spend a few minutes outlining what some of my key priorities are for the coming year. First and foremost is to keep the growth engine that we've developed humming along. Hand in hand with that is hiring the skilled salespeople we need commensurate with the growth rate we're looking to achieve. We know it's a tight labor market, but Domo is a very attractive place to work, and we've been able to attract the right talent so far. We need to keep that up. Second is getting the enterprise new business cadence up. Our corporate business is showing good signs of predictable growth, and we'll continue to invest there. We believe that incrementally, the enterprise business can accelerate further from here. We've got incredible customers and use cases in enterprise. We just need to build more predictability and cadence in that business. Third is that we've got a big focus on what we call Data Apps. From a product standpoint, this is a very natural progression based on Domo's platform and how the team architected it from the beginning. These Data Apps are focused on addressing that last mile of data consumption that leads to action. Because while data continues to explode across organizations, the utilization of that data, it's still limited to a fraction of employees, and it's typically through simple dashboards, and that's just the traditional BI model. Domo's Data Apps break that traditional BI model because they combine data with workflow, and they package it into a beautiful experience that can be put right at the point where work gets done, can also be embedded within software applications used inside a company or external to the company by customers and partners. This puts the power of data to work for the entire organization to drive action, breaking free from the small percentage of adoption of traditional BI. Our vision is to transform businesses by putting data to work for everyone. Let me briefly explain what we mean by Data Apps, and I can give you an example of how customers are leveraging apps to drive their businesses. We see Data Apps as meeting three criteria. Its data presented for a specific purpose that is meant to drive prescriptive action to achieve a business outcome. If you haven't read it, I would encourage you to take a look at a Forrester report that came out yesterday titled The Total Economic Impact of Domo. It measures the ROI of 4 representative Domo customers using apps to solve specific business challenges. These apps are things like procurement, sales enablement, accounts receivable, headcount reallocation. The study showed a total ROI of over 400%. If you have looked at the recording from yesterday, you saw UnitedHealth Group, one of the largest healthcare companies in the world, talk about how they are seeing a 12x return on their investment in Domo. Now, I think it's important to spend just a minute on why Domo can deliver these apps and our competitors can't. First, Domo is a mobile first and cloud native, which is something very different than our primary competitors. It's very hard to build a modern app on desktop software or have it not be mobile. It just won't work. Second, we target business users in a low-code, no-code environment, and our competitors are typically targeting data analysts with a heavy code environment. It's difficult to put a tool meant for a data analyst using heavy coding into the hands of a frontline worker or a business user looking to make decisions. Lastly, and perhaps most importantly, we have a complete integrated platform, so it's built to connect all of a company's data, apply analytics and workflow, and deliver it in a well-governed way to every employee or even to partners or customers. No competitor has this integrated platform, and without it, building the apps we build and as quickly as we build them, it would be almost an insurmountable challenge. We highlighted many of these yesterday at Domopalooza, and I want to show you one of them, our retail store performance app. At Domo, we're putting data to work for everybody where the job gets done. In this case, I'm a Store Manager who's just finished their morning meeting, and I get an alert that e-commerce orders are spiking greatly, and it's going to cause a run on customer service. I quickly jump into my app, and I can very easily tell that my buy online pickup and store orders are up quite a bit, and I'm going to actually need to make some adjustments in labor to solve for this problem. The system is directing me to the fact that customer service is a little bit understaffed because of these online orders, and I've got some excess capacity in apparel. I'm able to quickly tap into apparel and see that I've got three choices for people that I might be able to reassign. Theresa is not a great choice because she's about to go on break. Daniel's not quite fully trained on customer service, so Nathaniel is a great choice. I can shoot a quick message off to him, ask him in if he can join us at customer service. He says, "Absolutely. I'm on my way." Very quickly I'm able to go ahead and reassign Nathaniel to customer service. Now we're able to see that our store is adequately covered. We also send out a quick survey asking people what kind of a response they're getting out of customer service. Notice we've gotten a response back from Michael saying the experience was great. I didn't have to wait at all for my orders. This is a very good example of how we can put apps into action using data and insight to drive better outcomes for store managers. This is just one of many examples of Data Apps we've built to solve vertical specific challenges that we've already proven with customers. Wolf will talk about how we can leverage this in our go-to-market. You'll see more of these Data Apps examples on our website and in the Domopalooza replay. Domopalooza is such an invigorating experience for our team because of the interaction we have with our customers. When you watch the replay, you'll see customers like UnitedHealth Group, O'Reilly Auto Parts, Sony Interactive Entertainment, Deloitte, one of our partners, and their work with TIAA, and over 30 others sharing how they are transforming their businesses with Domo by putting data to work for everyone. I'll leave you with a few takeaways. I feel like Domo is better positioned than ever to deliver value to this market. I think our vision of transforming business by putting data to work for everyone is the right vision, and we're totally focused on executing on this. We have the team to make this happen. With that, I will hand it over to Mohammed Aaser, who recently joined Domo from McKinsey as our Chief Data Officer, to talk about where he sees the future of analytics and why he joined Domo. Thank you, John. My name is Mohammed Aaser. I've recently joined Domo as Chief Data Officer. Prior to my role at Domo, I was Chief Data Officer at McKinsey & Company, where I led the firm's data innovation capabilities. I've spent the better part of the last decade in the data and analytics space, launching McKinsey's analytics practice and growing that, and also serving and leading Ameriprise Financial's data strategy and analytics efforts. As part of that time working at these different organizations, I've worked with dozens of different data and analytics companies. Domo was one of the few companies that's really stood out to me, and it's done so for four reasons. The first is that Domo truly empowers everyone in the organization to use data. It takes the technological complexity of using data and makes it nearly invisible. It's almost like what Shopify has done with web development, Domo has done with data. The second is that Domo accelerates the time to value for its customers. In my experience, I saw that myself. Instead of spending six to 12 months building out and trying to integrate a bunch of tools together, in two to four weeks, I can start to see value immediately. The third is the fact that Domo was built with a SaaS-based architecture. What's unique about that is that we can continuously innovate and push new code every single day. Very few platforms have this ability to modify all of their instances at one time. We are not saddled with any legacy platforms. The fourth is, you know, kind of selfishly is like I think Domo is positioned for growth. I think there are very few tech and data companies that have the growth potential and the market potential that Domo has. Just to give you a perspective, roughly 97% of employees at most organizations that are in the line of business, they're struggling. They're using desktop tools. Domo is a great solution for this 97%. I see this as a massive unmet need for the line of business. Now, I've seen Domo shine in three areas. The first is so enabling that line of business team, whether it's marketing, finance, HR, what have you, to leverage their data effectively. They bring data in, they create insights. You know, you enable these problem solvers to solve problems very rapidly, sometimes connect to their data warehouses and so on. They then identify insights, and they start to say, "Hey, well, I wanna automate these insights, and I wanna be able to drive decisions on a regular basis." They start creating what I call Data Apps. Domo supports the development of these low-code, no-code Data Apps. It can be in the form of taking an insight that you've created and embedding it into a web app that you have or into a mobile device. It can also mean pushing that data back to Salesforce or making that data available via API. It can also mean building a custom experience that shows up on an iOS app. Domo supports that entire journey from that self-service all the way to that Data App moment. Finally, once data's in the Domo ecosystem, that data can be shared outside your organization with the right governance and security. It enables data monetization, and it also enables you know, value chain and supply chain partners to share data to improve operational efficiencies. In my role at Domo, I'll be focusing primarily on you know, enabling our customers to identify the art of the possible. My experience working across dozens of industries at McKinsey, seeing the different data sources and so on, you know, I'm already starting to do that. What I love about it is that every one of our customers have all these different problems, and you see this magic in their eyes when we're able to help them solve those problems. With that, I'd love to pass it on to Wolf, who's gonna share a bit more on our go-to-market strategy and some of our key priorities. Hi there. My name is Wolfgang Maasberg. I'm President of Revenue and Field Operations and EVP here at Domo. I wanted to take a few minutes to talk through our strategy going into FY 2023. Before I do that, maybe a little bit about me. I came from Fastly. We had a nice company that we doubled and doubled again, took it to about a $10 billion cap business. Primary responsibility was the same as I have here at Domo, and it's kinda been my career the past 25 years. Really driving a successful business to that next level of growth and scale. As I came into Domo and took a look around, as John said, we've got this corporate business that's working, and we've cracked that nut. We're really gonna work to harden that part of the business, and again, continue to accelerate it. We've identified exactly what we need to continue that growth, and now we wanna take that global. Taking the corporate business into the global markets to drive some additional acceleration and growth. Now, the second area of focus that I wanna talk about a little bit is the enterprise business. A little bit different here at Domo. We have this beautiful book of enterprise customers that are doing some really powerful things with our platform. What we're finding now is as we head into this, you know, continue down this path of low-code data app world, what we're finding is that the consumption of the data put into the hands of those who can drive the business is something that the enterprise desires. We've got lots of these enterprise accounts. My rep base selling into the enterprise was selling to every enterprise. Rather than what you more traditionally see, really focusing in on a vertical and value to vertical and outcomes into vertical, we've kind of gone all in all over the place. We spent these last couple of months really pushing the enterprise team into verticals so that we can have a much more specific, simple, focused conversation with the enterprise about the outcomes that they're looking for. The wonderful thing is I have so many of these enterprise customers, as John mentioned earlier, that are already doing all of this stuff. Now it's really about being able to tell the world and tell those verticals to have a conversation around what Domo does and how differentiated we really are as you get into the Data App consumption areas. That's an exciting part of the business. Not a lot of change happening, just taking the reps and really, you know, driving a simplified message and focus to accelerate the business. Another area that I believe there's just lots of opportunities in our partner world and partner and alliances side of the business. I think we run in the low teens, and traditionally, I've seen that be quite a bit higher. So there's real opportunity there, both in the U.S. markets and the international markets to focus on some growth drivers and partnerships that will help us drive into the enterprise and really gain scale and adoption. So that's an exciting part of the business. I guess it aligns to really looking for acceleration in the Domo book. So the go-to-market alignment is kinda in closing, right? It's really important to maintain growth, we don't wanna do anything but to disrupt that. That's working. We know how to hire reps into that business. We know how to bring them on board and scale them up and get them productive. Real focus on the enterprise to do the same thing. In EMEA, we've actually got a bit more success in the enterprise. We've got lots of success all over the world in the enterprise. Now it's about the repeatability. Let's accelerate by being able to repeat in vertical and push on that business. It's really the sort of closing is to be able to find the right reps in the enterprise. We're actually seeing the ability to attract. We've got this new generation platform that's doing really powerful things for the different verticals all over the world. We're seeing acceptance, and we're seeing reps come on board, excited coming out of some of these larger companies, really excited because of the power in what we do. We believe that, you know, from a hiring standpoint, we're in position. We've got a good pipeline of talent in the door, and we all know it's competitive out there, but there's no better place to come sell than here at Domo, and we're seeing success there. We're feeling really good about the business. Just to reiterate what John was saying, you know, it really is about simplicity, focus, and then execution. Right now, it's about continuing to do more of what we're doing and unleashing just a couple more growth drivers globally. That's where I'm gonna be focused in FY 2023. All right. Great. Thanks. Thank you all, and let me pass this over to Bruce. Thanks, Wolf. You just heard how good we feel about how well-positioned we are in the market. Last year, we outlined a series of growth drivers to help us achieve sustained 20%+ growth and set a target of $500 million of billings by FY 2025. We also outlined a number of drivers that would support a 20%+ growth rate, and I'm going to give an update on those drivers in a bit. First, I'm happy to say that we grew most of our forward-looking metrics in the 25% range in FY 2022, including billings growth of 27%. In FY 2022, we also made great progress against our long-term growth goals. Consequently, we're raising our target and are now charting a path to become a $1-billion company by FY 2028. By doing so, we're effectively raising our planned billings growth rate. I will also outline a target operating model for when we are at that level of billings, fundamentally targeting the Rule of 40 as the model. Let me first start, though, by outlining our progress on a few key metrics that we use in measuring the health of our business and growth prospects. ARR. A key metric that we use to measure the health of our business is ARR. ARR is the annualized contract value of our active customers' recurring revenue. This chart shows our ARR for the past few years, and as you can see, it has accelerated from 17% growth in fiscal year 2020, to 25% growth in fiscal year 2021, to 27% growth in fiscal year 2022. This is a very healthy metric in support of a mid-twenties growing company. Net retention. Another metric we use to monitor customer health and growth is net retention rate or NRR. We are converting from using a revenue net retention metric to a contracted ARR metric. For us, it's a more valuable metric than revenue-based net retention because it is forward-looking, whereas revenue-based net retention is backward-looking. It compares the contracted ARR from a cohort of customers as of the measurement date to the contracted ARR from that same cohort as of the same period in the prior fiscal year. Let me give a couple examples why the ARR view is better than the revenue view. If, for example, we had a big upsell at the end of Q4, or any quarter for that matter, it will be positively reflected in ARR net retention, but would not really impact revenue net retention. The same factor works the other way. If we lost a customer at the end of Q4, it would also not have a meaningful impact on revenue net retention but would have an impact on ARR net retention. As you can see in this chart, NRR has been improving as it has increased from 101% two years ago to 110% as of Q4. This has been driven by a combination of increasing renewal rates and increasing expansion rates. We see an opportunity to do even better over time. 110% is not bad, but it's not what we're aiming for. We'd like to get that number to 115%. With our enterprise NRR at close to 120% now, the higher the mix of our business that comes in from enterprise customers, and even large corporate customers for that matter, the sooner we can reach that level. Customer count growth. Another area where we made great progress last year is in customer count growth, which accelerated through fiscal year 2022. About two years ago, we were growing our new customer count in the low single digits, and exiting Q4, we had brought that growth up to the low mid-teens. This is very important for a variety of reasons. First, getting new customers is the hardest and most expensive activity for our business. The fact that we have been able to accelerate the acquisition of new customers and yet have CAC continue to improve is a sign that we're doing a lot of things better and right. Secondly, given our desire to improve NRR, having a much bigger base of business and accounts to target gives us an expanded opportunity to improve NRR. Thirdly, accelerating new customer count is an indication of us improving our market share and position in the market. Lastly, it has been healthy growth because we've been able to accelerate new customer additions and keep the quality of our service levels high, as demonstrated by our improving gross retention. Growth drivers. Now let me review our progress against some of the growth drivers we outlined at Domopalooza last year. Our most fundamental growth driver, which is very much under our control, was adding 20%+ sales capacity. At flat productivity, this alone would support 20% growth. I'm pleased to say we added over 25% more reps in FY 2022, despite a challenging hiring environment for hiring software sales reps. I think our recent success and positioning as modern BI platform has given us an edge in being able to attract and retain good talent. Our sales productivity improved in FY 2022, and has been improving over the last several years. Our new ACV per rep increased from under $800,000 in fiscal 2020 to over $900,000 in fiscal 2021. It was over $1 million in fiscal year 2022. We attribute this improvement in many of the drivers I'm about to discuss, but I'd also add developing and recruiting great talent along with excellent sales management and sales operations were important drivers as well. Our target for this year is to add at least 25% more reps, and we need not achieve the same levels of productivity to hit our guidance numbers. If we are able to maintain fiscal year 2022 productivity, we could do even better. Another growth driver we outlined was improved gross retention, and we also made great progress on that front. Gross retention improved to 90% from 88% last year. We believe this is driven by us becoming more strategic to our customers, having more well-defined use cases and solution selling. Big gains are harder to come by above 90%, but this is something we continue to be focused on and set our target at 92% and see that as well within our reach. The power of the platform is why we win deals. It's also allowed us to build solutions that provide new revenue streams, including Domo Everywhere, which extends the power of Domo platform to our customers' customers and their partners, new intelligent apps, and applying data science to drive new insights for our customers. We will continue to develop new revenue sources and revenue from these new sources. These apps, the apps side of our business, is a very strategic as well. Many of our most strategic accounts have an app component, and the value added is very high. Those apps involve deals, tend to be larger, and have greater retention. It can also help expand the relationship because as successful use cases and pain points are addressed with data-driven apps, there is recognition of their power, and they can generate additional use cases across an organization. Also, because we have an application development platform, we and our partners can continue to develop new applications and revenue streams. We are pleased that the analyst community is also continuing to recognize where we stand in the market. Gartner recently put us into the challenger section of their Magic Quadrant, but we won't be happy until we're in the Leaders quadrant as of their report. During fiscal year 2022, we were moved from being a strong contender to a leader in the Forrester Wave. Gartner should be out with their new Magic Quadrant soon, so we'll see how we fare there. We certainly think we should be categorized as a leader because, well, we are a leader. Our growth has been aided by adding marquee customers. We now have 26 customers with ARR over $1 million, up from 20 last year. The good news here is we have many customers that are in the $500,000-$1 million range that are primed to move into the next higher band. We feel good about meeting this goal. Partner contribution could be very meaningful contributor to efficient growth longer term, and is an effort we're very much focused on. We mentioned last year that our focus is on partner-sourced business, and that last year that was less than 5% of our business. That has moved up to 8% of our business in fiscal year 2022, and in Q4, it was about 10% of our new business, which was a record. We have seen good momentum in our partnership business, and we called out that some of our largest wins in Q4 were partner-driven, including our seven-figure proof of concept conversion with the big three automaker. That said, we still have work to do to make partner source business bigger and more predictable part of our business. The market is becoming more aware of Domo. One indicator of our increased brand awareness is our organic lead generation. These are prospects that reach out to us through organic search versus contacting them. Our sales accepted leads through organic search was up 10% in fiscal year 2022. Furthermore, the win rate was up 33% as well, making this a nice generator of new business for us. Another growth driver has been our increased customer base and our increased customer satisfaction, which also drives our future upsell potential. We talked earlier about our customer count growth, and we're happy to see it start to accelerate in fiscal year 2022. We ended FY 2022 with over 2,300 customers, up 14% year-over-year. At the same time, our Net Promoter Score continues to improve and was most recently above 20%. We think this bodes well for future upsells, which is a significant driver of new business. Then we continue to optimize our go-to-market motion. While we don't expect the same magnitude of improvement we made last year when we cut costs and grew significantly, we do expect to make incremental progress on our sales and marketing efficiency every year. Our cost per dollar of new ACV improved by 7% last year. Lastly, we're happy with the mix of new business coming from both IT and BI-driven business in line of business-driven businesses, and we'll continue to pursue a healthy mix of new business from both sources. Now to the long-term model. Where do our growth drivers get us, and where does that put us in terms of our long-term financial model? First, let me start with the observation that we don't yet know what the upper limit of our growth rate is, and that long-term profitability is a function of our long-term steady-state growth rate. As we all know, it costs more to grow more. I'll point out that we posted 30% billings growth in Q4, and we also experienced new ACV growth at an even higher growth rate than that. Recurring new ACV growth was even higher than total ACV growth. We obviously would love to see something 30% or higher, but it's too early to declare exactly what it will be. For discussion purposes today, we'll use a 30% growth model, and for reference, show what it would look like at 20% growth. As an overall model comment, I'll point out that we are a standard SaaS company with nothing that would inherently cause us to be less profitable than any other SaaS model. We seem to be very good at managing data center and processing costs, even against a customer base that's processing trillions of rows of data. In fact, some customers alone have more than a trillion rows of data. Also, our go-to-market motion, which has been challenged in the past, is getting much better, and therefore, our sales and marketing spending should be within normal ranges at scale. I'll add that we see a path to be on the Rule of 40 line. At this point, we're presenting two growth levels that, when we factor in profitability, should put us right on that line. From a historical perspective, as presented here, you can see that we made a 90 percentage point improvement in non-GAAP operating margin. This has been driven by, one, our ability to grow while lowering total costs. Two, leveraging the highly profitable renewal stream, backed by over $250 million of ARR right now, and likely to surpass $300 million by the end of fiscal year 2023. With that level of ARR, we could overnight become operating margin positive if we wanted to. In support of that statement, I'll point back to what we observed at SuccessFactors when we did exactly that, when we decided to cut costs as the financial crisis hit us, and we became instantly profitable. I'll also point back to what we did at Domo when we cut costs when COVID hit, where we overnight became cash flow positive. We're focused on growth because we have one of the largest TAMs in the software space, and we believe we're uniquely positioned to grab market share and become a market leader in the space. We plan to maximize growth, but with the constraint that we will remain operating cash flow positive for the year. One final comment on the model is that we should be able to reach this model at $1 billion in billings. With that as the final slide and the final comment, we're now prepared to open the line for questions. Hi, this is Peter Lowry. I'm Domo's VP of Investor Relations. Welcome to the Q&A portion of the investor session. As a reminder, to ask a question, please submit it via the chat button. Our first question looks like it comes to John. John, these apps sound new. Is this a big change in the product, or is this something else? Yeah, good question. The way that the Domo product has been architected and built from the beginning is a unique differentiator for the business. The fact that we have this cloud-native, mobile-first platform for ingesting data, analyzing data, as well as building apps on top of it, that was really contemplated from the beginning. If you know, listen to earnings calls, I would say probably the last three or four quarters, you'll hear us talk about apps and how we're seeing traction with apps. This is very much a natural product extension evolution, I would say, for the platform. This is right in line with the strategy and development plan we've been executing on for a number of years. Another question for you, John. I'm intrigued by the Microsoft integration that I heard about yesterday. Can you talk a little bit more about what that means for Domo? Yeah. You know, our mission is to transform businesses by putting data to work for everyone. A key part of this, we think about this as it's the last mile of data consumption. A lot of focus over the last decade has been on how do I bring the data together, how do I get it in one big, you know, lake or a warehouse. We view the problem today as really being a last mile consumption problem. Meaning how do I access the data to make a decision, to make my job better in my everyday role? The integration with Microsoft is really right on that strategic line of putting data analytics and insights right at the point where work gets done. It allows us to enable all of the Office suite with Domo insight and actionability. It's a very natural fit on that line of helping people take action in that last mile. Okay. This one I guess is for Bruce. Bruce, you outlined a number of growth drivers. Can you talk about which ones of those you're most optimistic about? Yeah, happy to. I mean, the core driver in the short run is sales hiring. We have high confidence in our ability to do that and reach our targets based on what we've really been able to do the last two years, particularly last year, adding a much higher level of hiring and still having productivity go up. In the short run, that's the cornerstone for growth. All the other drivers are certainly available and can move the needle. I'm optimistic on one that could really move the needle quickly if it gets traction faster than we anticipate, and by the way, we haven't factored in a lot of traction in the short run, is what we can get out of partners. We have some very interesting relationships developing. They take time to develop, so we're being cautious in how we incorporate it into our thinking and our numbers. Very interesting dialogues and starting to make contribution. We noted what the contribution was for Q4. It was a record, and we would love to see that develop quickly. We'll keep an eye on that. All the drivers are a potential upside for. It's nice to have that many, you know, on top of the kinda cornerstone growth driver, hiring reps. One for John. What types of changes are you looking to make as CEO? As you know, as I said, I've been at Domo for about three years now. Myself and the team that we've worked with, the sales leadership, partnership with Bruce and the team, we've really had our hands on this strategy and execution plan for the last couple of years. What you're seeing being produced in these recent quarters and at Domopalooza is an output of the team that's been around the table for years. We are not interested in making any dramatic changes right now. I think what we're focused on is, you know, how do we really simplify the business and approach our message to the market, our message to our internal teams, and then really focus on deliberate execution against those targets in the market. Those targets are, of course, revenue generation at the front end, but they're also customer satisfaction. How do we decrease time to value? How do we increase our customers to be not just fans, but fanatics? That's our focus. Our product is our best-selling tool. Our customers telling their stories is one of our best-selling tools. We just need to bring this message and this product to more and more companies. Now, Bruce, on the corporate side of the business, can you talk about what new international regions you have in mind to target? Also, could you comment on any exposure you have to Russia or the Ukraine? Happy to. Wolf is sitting here in the room with us too, and he may wanna add on to my comments. One thing I'll note is we had our sales kickoff in conjunction with our Domopalooza event, so the first in-person set of meetings in over two years. I can tell you the energy from the international group was incredible. APAC Japan, or we'll call them Non-Japan APAC, Japan, and Europe were all in attendance here and enthusiastic about the opportunity. They're all gonna build their businesses. Japan, just within Tokyo itself, is an incredible amount of business that we can get, and that group's highly energized to go at it. Ian is leading these efforts and has a long history with us and knows how to get business done. A lot of the business is based out of London historically, although now we're building out capabilities on the continent. We do not really see specifically any impact of the issue in Ukraine. We just don't have exposure there. We certainly don't wanna see any macro impact from that, which wouldn't be just our issue, it'd be every company's issue. It has really no specific impact on us. You know, we're a lean, mean fighting machine out in the big, vast world of analytics and software companies that, you know, address that market. You could see even if there was a lot of negative activity from there, we could still do very well. I don't know, Wolf, if you have anything to add to that. Yeah, sure. I'll talk a little bit about the corporate business, but you mentioned revenue kickoff. Had 400 of my favorite people in beginning of the week. The level- Your favorite CFO was there. My favorite CFO. The level of energy was just spectacular. I mean, the teams are just ready for this post-COVID world and accelerating into it. To layer Domopalooza on top of that, just the excitement level is more than I've seen, so it's really a wonderful thing. On the corporate side of the business, when I look at the international markets, EMEA is actually more of an enterprise business, and we really haven't pushed the corporate business into that part of the world in a natural fit. You know, this year Ian's gonna spend a good amount of time really driving into that corporate part of the business. Continue to scale enterprise, which the international teams are doing quite well, and then focus in on the corporate in the international markets. They're not new markets. We're gonna go right where we're already at 'cause that's where all the customers and process are. Really excited to see what the international teams do with corporates here. It should be a growth driver. Okay. Bruce, one more for you. Your longer-term billings growth goal looks like it comes out to a little bit above 22%. But you've been growing in the mid-20s, most of your metrics and billings was 30%. Can you talk sort of what gets you towards that 30% range, and what would keep you down at the 20% level? Yeah. Happy to. Well, we hit 30% last quarter. We'd, you know, love to keep doing that. It's not prudent to actually guide at a level nor expected each and every quarter, but you can see what our aspirations are. We could hire more reps. That could get us there. We could get more contribution partners. That could get us there. Some of these marquee accounts, I mean, the reason why that count list matters is there's a halo effect to having these big brands really use our product and talk to other big brands. We also learn a lot in our whole entire go-to-market when it goes to very, very large enterprises. That could just be a big help to us. The market absolutely is moving our way as well. I mean, the analyst community has noticed us. They do have a lot of difference, I would say, to legacy, but I think where we are in the market, pure cloud-based, mobile, modern, low data, low-code, apps that address very specific needs that can't be done any other way in no time, this will help us, I think, get more business over time. The analyst community, I think, is gonna write more and more about this, and that could absolutely help bring our, the growth numbers up. In the meantime, our guidance is our guidance. It's based on what I know. It's prudent. It's taking everything we know, and as you know, we always plan to do better. I hope that's how it plays out, and we're optimistic it'll do. That's the questions we have for now. I'm gonna give it a second. We have some time here for anyone that wants to ask a question. Just please send it via chat. We'll give it, just a little bit of time to see if anyone has any additional questions. Yeah. I'll add that, Pete and I are hitting the road. Yeah. Boston, New York. We like getting out there. I think the world's open for business again. We're happy to bring this story to you. You know, get with your supporting firm and we can talk to them about coming your way. Yeah. Let me just give a plug for Domopalooza. If you haven't had a chance to watch it, I would really encourage you to watch it. There's over 40 customers between the main session and the breakouts that are talking about how they use Domo. It just continues to add color, I think, to what we're saying if you hear it directly from the customers. We couldn't be more excited for where we're positioned as an organization and a value proposition and technology in this market. Very excited for the year ahead. Okay, great. If any of you have questions, we're always available. Thank you very much for your participation and talk to you soon. Thank you. Bye now.