Hi, good morning and welcome. I'm Nandan Amladi. I run Investor Relations at Everbridge. Thank you all so much for making the trip to see us. This is a hybrid event, so we're also webcasting for those of you online. Thank you too for joining us. We have a pretty full agenda, and we'll try to make this as interactive because it's a hybrid event. We'll be getting questions online as well. We have a pretty full agenda, roughly 11:00 A.M. to 3:00 P.M. Let me start with a security briefing. We have two exits at either end of the room. The restrooms are out past the elevators to your left. In case of an emergency, I think most of you have left your mobile numbers. We will gather outside. There will be a notification to your phones that comes through our software. With that, let me review the safe harbor statement in great detail. This, of course, is part of our standard language, legal language. Let me touch on the agenda really quickly. We'll start with Dave Wagner, our new CEO. We've had obviously a lot of changes. This has been a big transition year for the company. You'll hear about, you know, our plans for the next several years. Happy Wang, who's our Head of Engineering, will walk through our platform vision. We'll have a short break. There's lunch being served outside. You can bring that back. After that, we'll go to a platform demo. Vick's team has been practicing for the last several weeks to give you a feel for exactly what our software does and how companies use it. After you see the demo, we'll have a customer panel, so live customers who are here in person to talk about how they use our platform and how they derive benefit from it. Our Chief Security Officer, Tracy Reinhold, will host that session. Finally, Patrick Murphy, our CFO, will round out with the financial roadmap before we go to a Q&A session. For those of you who are here in person, we have a special treat, and part of the reason we're hosting this event here in this facility, on the eighth floor is our office and our Risk Intelligence Monitoring Center. You'll get to walk through, see how our analysts do their work, and really get to see the product come alive in the way that the customer might see it. With that, let me hand over to our CEO, Dave Wagner. Thank you, Nandan. You're welcome. You gave me five extra minutes. Wow. We'll see how I do staying within my time allotment. I have been looking forward to this event for four months. Nandan will tell you, Pat will tell you, anybody in the SMT will tell you that I've been looking forward to this event as part of my onboarding. One of the investor calls that I took very early on, they asked me, "Dave, if you could get one thing done in your first year, what would it be?" That was a great question. I thought about it for 10 or 15 seconds, and I said, "Alignment." I would really, if I could do one thing in my first 12 months as CEO of Everbridge, I'd like to achieve alignment. Aligning our colleagues internally to the most important objectives of the company so that they're have the information and are empowered to do their best work, aligning our products and delivery for our customers in those integrations. Last but not least, aligning our shareholders. As I set out my onboarding plans for the first roughly 135 days in, I didn't know exactly when we'd be able to schedule this event. At the time I made the onboarding 100-day plan. We've had three really big aligning events in my way of thinking in the last in the last 30 days on my process for alignment. We had the top 60 or 70 global leaders of the company into our Burlington headquarters right after earnings call in November to focus on alignment and empowerment around our 2023 objectives and key results, aligning those to the budget. Last week, we had 30 of our very top customers and partners into this same location for a customer event, aligning them around how we're adjusting our future forward. That was a really big milestone event. Last but not least, this event to focus on aligning us and what we're doing and our roles forward with our shareholders. I take that really seriously. I'm really excited about the opportunity. I've done hundreds and hundreds of shareholder meetings. I was trying to count them up in my head this morning. It's well over 250, 300 shareholder meetings since I joined. I've had dozens and dozens, maybe approaching a 100 customer meetings in my first 135 days. I've met almost half of the Everbridge colleagues face-to-face in these first 135 days, and I've done over 200 employee one-on-ones to, you know, to become onboard, to come to this place today where we're ready to share with you, our investors, our aligning of plans forward. Welcome. Really sincerely welcome. I appreciate you being here in person. If my Interactions with investors over the last several weeks is a consistent indicator. I would expect 5 to 10 times as many people are participating via the webcast as who are in the room here. I wanna make sure the webcast participants are acknowledged and encouraged to participate in the virtual experience as well as you can as well. Thank you for being here as well. The day, the message from the day should all come through relatively aligned to you. My talk, in particular, should be a microcosm of the day as it unpacks throughout the four or five hours we're together. The first thing I wanna talk about, you know, is our vision, our market opportunity, where we see the potential of this company going. Of course, that vision is built upon the foundation of our history. We'll spend time on that. We wanna spend time today, you know, really centered around our value creation plan, this aspirational plan we have to get to $1 billion of annual recurring revenue in the Jim Collins Good to Great way of thinking. You know, the management team's big, hairy, audacious goal and what we have on our desks of our path to $1 billion. I wanna talk through that with you. In talking to shareholders in advance of the meeting, they said, "Dave, if that's the only thing you do is talk about your vermillion, I'm not gonna be happy. I want some milestones between here and there." Between Patrick and I, we'll have some more details, particularly when it gets to Patrick. I'm saving some of... I used to be a CFO. I know how it feels to have the CEO say everything important and then trying to wrap it up. I'm trying to save a couple key... He's laughing at me. A couple key things for Patrick. He'll unpack the 23 model in a little more detail, help unpack a little bit more the path to Rule of 40, and reinforce the aspirational $1 billion of ARR that we're working to. Hopefully, you'll see alignment in the way we're working as a leadership team to build out our plans. Last but not least, I'm gonna spend some time on ESG. To me, ESG is 100% consistent with shareholder value creation. A little bit on how we think about that, both internally within, you know, the Everbridge control, you know, the board and I as a part of the governance of the company. The more exciting thing to me is how Everbridge participates with our customers, in the overall health and governance of our global community. We'll talk about shareholder value creation and ESG. Everbridge is in our history. Is the fact that we are now in our 20th year. We're gonna be celebrating our 20th year all the way through until November 2023. Our history is our foundation that we're built upon. We were founded right after 9/11. The founders of the company experienced that event and understood how important it was to communicate to the doctors and nurses in healthcare to rally them in the event of crisis. That created the first cloud-based multi-tenant notification system that was the beginning of Everbridge from which we built. We've built over 6,000 customers. We've leveraged that capability to enter into the public warning market and participate in government country-level projects. More than 12 countries in Europe, 20 globally use our technology for keeping their entire citizenry safe. Many states, counties, cities across the U.S., use our technology to keep their people safe. From those early beginnings, we made, you know, acquisitions to bring in risk intelligence data, the ability to visualize that risk intelligence data and connected that into our critical event management platform, which now has 255 enterprise companies globally. I'll talk a lot more about those CEM customers, because in our vision, where we're going to $1 billion, it's that core customer set that we think will drive the majority of our, of our growth going forward. we are in this great position of being a category leader in critical event management. It's a category that, you know, we believe is going to enjoy a lot of tailwind, as we move forward over the next decade, as organizations become more and more aware of their role in protecting their employees, their role in participating, in a, in a global ecosystem that keeps people safe and organizations running faster. That's our history. That's where we are today. We're not changing our mission nor our purpose. Keeping people safe and organizations running is what we do. It's one of the things that attracted me to Everbridge. I spent my career up and until Everbridge or the vast majority of my career in cybersecurity, and I felt that that was a really high calling. My colleagues and I worked with our customers. We worked with government agencies. We were a part of elevating the resiliency of the world around cybersecurity, largely to protect money. That's important, you know, an important calling. When I bring myself here in protecting people, it's a much higher calling. That's what keeps all the Everbridge employees super focused and passionate on what we do. It's what connects our customers. As I said earlier, we had our North American Product Advisory Council meeting just last week. When you get a chance to meet our customers, they are ex-FBI, ex-Secret Service, ex-military intelligence. They have dedicated their lives... Ex-state policemen. They've dedicated their lives to protecting people, and in their retirement, they're moving into enterprise, and they're taking that same mentality forward, that same commitment to keeping people safe and applying that to the enterprise. It's really exciting to be a part of that ecosystem, because unlike cybersecurity, where we had some competitive tension, one bank wanted to differentiate from another bank because they kept their consumers safer, I do not see any of that competitive tension among our customers when it comes to keeping people safe. It's a very, very collaborative environment, and the screams out for a platform and sharing information across the platform, sharing best practices, sharing instant response templates, so that we can all elevate together in this high calling of our mission to keep people safe. As we think forward and think forward about the opportunity for Everbridge, our aspiration is for Everbridge to become synonymous with organizational resilience. If I want my organization to be resilient, I wanna have Everbridge. That's what we're aspiring to do, leveraging data, help our customers make intelligence decisions to know, respond, and improve their security posture, using data, much like we've done in cybersecurity, using data to be able to make really good risk intelligence decisions. Using data to have a really crisp inventory of our assets. What do I care about? Do I know where it all is? Can I correlate what I care about with the risks in the organization so I can be in a position to respond? Once I make the response, how do I improve going forward? We wanna be the company that digitizes organizational resilience, and that's the tailwind that we feel that we're entering into at Everbridge. We're then entering into at Everbridge as we introduce technology, data, and a platform to help those organizations be more resilient. What is resilience? It's been around forever. Some people say, "Well, I know that's a super old word. You don't wanna be resilient. That's a tired, old world." I really resonated with this Boston Consulting Group study that was published right after COVID. I was at a CEO at the time. I had been the CEO of a cybersecurity company with knowledge workers, and I really didn't think that there was much for me to worry about. I mean, how hard can you get hurt, you know, at a keyboard? My people safety thinking was, you know, I had a pretty low bar. Now all of a sudden, March thirteenth, twelfth, whatever date it was, it's like, holy smokes, you know, my people could get, you know, could hurt each other just, you know. It really changed the way I thought about my responsibilities as a CEO in people safety. The BCG piece that came across my desk, at least, just a few months later, really helped me understand what it means to be resilient, to be prepared to enjoy better outcomes when a crisis occurs. That the area under the green curve between the red curve, that's the opportunity value of being a resilient company. When we're working with our larger enterprise clients and we're working through the RFPs, we have ways that we demonstrate direct return on investment for investing in a resilience platform to tighten the period of recovery from preparedness and unpreparedness and that difference. I think organizations are understanding that more. I know, you know me, as a CEO, I'm developing a deeper understanding of what it means to be resilient and what does it mean to have the tools to be resilient. Our market opportunity is vast and growing and we're not fully done with our updated market opportunity work, but the way the company has presented its market opportunity in the past is a $41 billion TAM. I think that is one good way to look at it. That's a company study that looks at the 25,000 plus organizations who should take advantage of our technology, multiplying the price forward and saying, if we had 100% penetration, that's what it would look like. We're spending time with analysts like Forrester and Gartner and Bain and BCG, and we're trying to get a tighter view of what our market sizing looks like. We'll have more to report on this in the coming couple of quarters. Everything we're seeing from our own work and from these top agencies, the critical event management market refined, you know, kinda tightening down to who are the enterprises that we really think would purchase this technology. Building it bottoms up in terms of looking at the risk intelligence market, the mass communications market, and adding that up. We get a refined $20 billion market opportunity. Every time we've looked at the refining data, we're getting these growth rates in this 12%-15% CAGR for the range of solutions that we provide that make up critical event management. That, that thinking is, you know, just, you know, absolutely the most transparent current thinking of our market sizing. We're gonna engage specifically with an agency to refine that even further. The next slide is to me, a really good summary slide of the day. You know, can kind of connect the things that each of the SMT members are talking about throughout the course of day into these same three things that we've been anchoring our communications on all throughout 2022. You know, how we're focusing and aligning and executing as a team to create shareholder value. You know, thing one is improving our go-to-market efficiency. You know, this is not everything, but some of the very specific things we're doing, you know, since I joined and, you know, more specifically, as we align on our 2023 execution. You know, we're really elevating digital demand generation and focusing our marketing spend more tightly on demand gen, focusing on building a data-driven sales and marketing organization. With the elevation of Paul Robinson in North American sales, I've elevated a data-driven sales leader with the hiring of David Alexander, who's in the back of the room, as our new Chief Marketing Officer. He brings Coming from sales early in his career, coming from F5 most recently, he brings a very digital demand gen-centric way of thinking to Everbridge that we're excited about. We're aligning internally. Happy has the aligning chart in her presentation. Where's Happy? Behind the hill. Happy is gonna present how we're aligning the company around our platform elements and around the three main product families, and getting the accountability and data, reporting and, and, roadmaps built to align our customers to our engineers. It's my corporate alignment would be what the customer story is all the way through the engineer. We have really good alignment and, and accountability there. We're enhancing our customer success motions, getting really focused on our ARR snowball, which you'll get tired of hearing by the end of the day, but elevating that work. We do believe that keeping people safe applies to all organizations. For sure, what we're seeing is it's the larger organizations that are making the biggest investments early on in this digitizing enterprise resilience. We're honing our focus as a leadership team into the large organizations, 5,000 employee and above organizations. That's an aligning decision that we've made this year. We're aligning on 100% channel to become more efficient in our go-to-market. These are some of the things that we're doing as we. We're not waiting till January, but these are some of the things we've been doing, and January OKR company kickoff is the kind of crystallizing event for me for these go-to-market efficiency executions. On the product side, we're improving data availability. To me, you know, we wanna empower, ideally, every employee with, you know, the data they need to do their job, and so that they can deliver phenomenal customer experiences. We've done some really important projects this year to improve data availability. Happy'll talk about Pathways, the platform, and we'll talk more about those in my next couple of slides. Building out this platform, leveraging our large data set to help our customers be in a better position to know and respond to critical events. This focused execution, hopefully you're hearing from me, the move to annual recurring revenue. You know, back to my eighth or ninth or tenth day with the company, as I was feeling firsthand, some of the discontinuity between our shareholder base and the management team, it became very clear I didn't take 250 meetings to understand that investors really wanted the disclosure of this annual recurring revenue. That's a big reason why we're gathered here today, to make that disclosure, and which Patrick will share. We've been aligning since I joined. We're aligning around ARR growth as the number one metric as we build out our modifications and tweaks to our compensation plans for the salespeople as we enter 2023. We're really working to improve the alignment around growing our annual recurring revenue. We're executing a lot of internal efficiency programs, all with the purpose of maintaining category leadership. One of the great things about the 20-year history of Everbridge is, you know, we're the undisputed leader in critical event management. As we're balancing our profitability, as we're balancing our growth opportunity, we're focused on maintaining category leadership. That category leadership, you know, we believe is thing one in terms of creating shareholder value, is building upon the strong advantage that we have as the leader of critical event management, delivering enterprise resilience as our companies increasingly digitize the way they think about people safety. This is the way the leadership team and I are thinking about the $1 billion. I don't know why. Is this maybe every CEO does this. There's some, like, there's something magical. There's nothing magical about $1 billion. It's not that much different than $999 million. Ever since I was a controller at Entrust back in the late nineties, I've had this aspiration to be leading a billion-dollar company. It's one of the reasons I came here to Everbridge was our scale. We think about what does it look like when we're $1 billion of annual recurring revenue. The way we're thinking about that is we start with this great history that I've been talking about, 255 customers that are on the CEM platform today. When I unpack those customers, they're not all over $250,000 today, but the average is over $450,000. When I think about the $1 billion, we wanna have 1,000 customers with more than $250,000 of ARR that average $500,000 ARR so that we have half a billion of our ARR in our top 1,000 customers. There'll be lots of room for many, many more customers, but we're focusing on building this ARR snowball to $1 billion by adding and focus on these larger enterprise accounts. Path one is the CEM base that we already have that already averages nearly the ARR that we need to achieve our aspirational $1 billion. Second pool, I've been talking about pretty carefully since I joined. I did some pretty careful disclosures, or I felt I did, on the last earnings call around these pathways to platform. There are way more than two pathways to platform, but the two we're laser-focused on. Thing one are the Risk Center 9 to CEM migrations. We have over 150 customers in that cohort who are enterprise customers who have been joining Risk Intelligence from Everbridge. You know, they'll talk about more for a long time. We haven't had product parity to really, not forced, but to really be able to strongly encourage them to move. 2023 is the year where we are doing that. We've delivered 60% of use case parity as of September, where that gives us 60% of the 150 have everything they need to begin moving now and through the roadmap. Of course, the remainder of 2023, by this time next year, we'll have 100%. By early 2024, we expect to have all of those customers moved into platform. As they move into platform, that gives us the opportunity to cross-sell. You'll see the power of that as you see the demos throughout the course of the day, that is first pathway to accelerating the number of CEM customers. The second pathway has been the most important. The Anvil customers are about 100. They'll come in 2024. After those conversions, Mass Notification, that's the core business we started 20 years ago, over 6,000 customers. We believe that 400-600 of those customers are really good candidates still to make that journey from the point solution Mass Notification into the platform of CEM. That's the other cohort we're looking at. Those Pathways would get us to 1,000 customers. We don't want to have any churn, but we know life is life, and we would have some certain churn. We're out driving new logos and new customers into the CEM platform as another obviously source of our 1,000 customers as we move forward to the billion-dollar program. I wanted to share four examples. These are obviously company-curated examples. They may be our best examples. We have, you know, many, many others, but four of 255 of these customer journeys. This first customer is a payment processor. They're a brand you all know, you all use. We transact through them every day. They joined the Everbridge family on IT Alerting with a very specific use case in 2014 for $60,000. As they matured as an organization, they took advantage of more and more of our IT Alerting, IDV and the visualization component. They made a big step forward and then made an even bigger step forward in 2019 and 2020. They have moved from a $60,000 ARR customer to an $850,000 a year ARR customer. That's 14x growth in seven years. That's one example of the power of the pathway to platform and growing these customers. The 2nd example is a small pharmaceutical company, very profitable pharmaceutical company that spends a lot of time focusing on people safety. When I meet with this chief security officer, he is, I don't know what the right word is, tenacious, rabid, hyper-focused on everyone of their employees, Sean Smiley, and making sure that he understands where they are, kind of almost a very best in class for a small organization. You can see they've moved from $13,000 Mass Notification customer to they are now $465,000 ARR customer. Relatively small employee base. They've grown 35 times in 11 years. Exciting thing about this customer, they've been acquired. They're now part of a much larger pharmaceutical, and we're meeting with both the larger parent and the younger, and we're working to help them think through how they bring the two organizations together from a people safety perspective and, you know, best in class at an even larger scale. I like this example. This is a Fortune 500 software company. They make software for both consumers and small businesses. Again, a brand we would all know, and maybe not all of us, but many of us would know. What I like about this one is they've touched Everbridge from all of our major acquisitions, starting with Risk Intelligence and Mass Notification. We were two different companies then. As we've come together with IT Alerting, crisis management, now moving into people resilience with Anvil product, they've moved from $32,000 of annual recurring revenue to $600,000 annual recurring revenue 19x increase in 13 years. Last but not least, my very favorite, 'cause it's the biggest, is one of the top 5 banks in the United States. Again, they've experienced Everbridge through multiple brands, through the history of acquisition from $100K to over $4 million in seven years. The great thing about this account is there's still a lot more room to go and grow. We actively work with this security officer team on how they can invest and become even more resilient as they think about the branches and the places, you know, all over, particularly North America, but all over the world where they're focusing on customer and people safety. These are just four examples, obviously curated, positive examples, but all 255 of those CEM customers enjoy, we enjoy from them a growth in the spend. They enjoy the power of the platform. They enjoy the digitization and improving the resilience posture of their organization. We're really proud to be a part of each of those customers. This chart, you know, it may be the second or first most important chart in the, in the presentation. This is a little bit deeper unpacking of how we think about our road to the Rule of 40. Patrick will walk through this in a little more detail. This is one where we're both gonna talk about this chart. We've talked in our last earnings call about, you know, 2023 with a pretty high-level specificity, right? It's baseline 6%-7% growth. This clear line of sight to $85 million EBITDA. You do that math, you kind of are landing right around 25 on the Rule of 40. We, we said, look, we plan to get, you know, to the rule of 30 and then the Rule of 40, and what does that march forward look like? First, just start voicing over the numbers. 2023-2024, we think will be kind of the biggest expansion year-over-year as with the way we see today, this five-year journey to the Rule of 40. That expansion is gonna come primarily from the waterfall down that we talked about in terms of the 6-7 baseline. A lot of those are kind of non-repeatable, we expect to waterfall back up. We're looking at roughly 500 basis points, but a five-point increase to the Rule of 40 as we think about 2024 from 2023, as we think about the revenue growth expansion in that next year. If each year they're forward, we see 250, 300 basis points or 2.5- 3 points improvement on the Rule of 40. Our focus is driving as much of that as possible from growth. We wanna maintain category leadership, we want to be growth first, we will be growing profitably. So that fuzzy white in the middle represents the work that the leadership team and I are doing to make sure that we're investing to drive and balance growth and profitability across this five-year horizon as we hit the Rule of 40 in FY 2027. Hopefully that a little more color helps you understand how the leadership team and I are working through that. Patrick will provide a little more detail in his section. He'll present that same chart again. Last but not least on our shareholder value creation journey is our commitment to ESG. I am, you know, of the camp of, you know, CEOs and members of a board of director that I embrace ESG. I think ESG done properly is all about sustainability. Sustainability, resiliency. It's what we do at Everbridge. It's making sure that Everbridge is here 20 years from now. Everbridge doesn't get smacked down by a brand because we don't have the proper cybersecurity. That Everbridge is contributing to our employees and making it a great place to work as our part of it. I see these-- I don't see these as this. I see them as ESG as something that makes us all better. I'm really proud of Everbridge's participation in helping our customers achieve resiliency and being a part of their plans to improve their impact on climate change or reaction to climate change, social, and governance. A little more specifically, what do we think about? The E of ESG, we have a really powerful story at Everbridge. We participate actively in COP26 and COP27, participating very actively in the thinking forward of what does public safety look like for the nations that don't have access to the resources and capital to put in early warning systems like we saw last quarter in Norway. The ability to reduce the impact to loss of human life through early warning and notification is really high. What's our responsibility as developed nations to participate, together in finding a way forward to make public warning as a service for nations that don't have the resources that we have. We're participating actively with that. We participate with our county governments, our state governments. You know, the Hurricane Ian in Florida is something that was, you know, catastrophic, you know, but we helped. We sent $10.5 million notices across 1,500 different customers, many, many different messages to the people in Florida to help reduce the loss of life, you know, from that massively catastrophic event. We extend that responsibility with our customers all across the world. Internally at Everbridge, we're focusing on our energy consumption. It may be a small thing, but we're doing, focusing on what we can as well to reduce our impact on the environment. From a governance perspective, our platform really helps our customers, fulfill their duty of care. You'll hear some great customer stories today about how our customers think so carefully about the safety of the people that are empowered to their care. We think our suite uniquely situates ourselves to boards of directors to be exercising that right of care. I told you in my opening, this event is really about the leadership team and the board and I, sharing our commitment, to improve disclosures. The annual recurring revenue disclosure we're making today is to me, definitely, aligning with what we are hearing from shareholders that they're looking for from the company and from the board. We have a strong employee compliance program, ISO certified, a lot of focus on and privacy. I just saw Noah Webster. Noah could wave his hands. Noah is our brand new chief legal officer, joined on Monday. He worked with me at Zix and is really strong at compliance and privacy and security programs. We are investing in leadership in that area. Last but not least, people. Our commitment to keeping people safe, it's the core of our mission. I've talked about that at length, and I just ran out of time. We have a demonstrated commitment to diversity, equity, and inclusion here at the company. In 2023, we're increasing our investment in employee development and learning. We're investing in employee savings plans. We're in an interesting time here, right? We've had to let go 300 colleagues last year. I was thinking about my holiday party talk that I'll be giving on Thursday evening. 2022 is not a year that I wanna repeat for Everbridge. You know, you like to go to the holiday party and the CEO say that, you know, it wasn't a great year. This is not a year that I want to reprieve. We've had to do some difficult things for employees in the past 12 months. We're in a tough inflationary environment. You know, we're gonna invest in our employees. We're gonna invest in learning. We're gonna invest in savings plans. We're gonna invest in making sure the best we can that our tenured employees, the ones that I think drive the most value to the organization, that those tenured employees feel valued. These are our efforts to continue to keep Everbridge as a great place to work. Again, I'm gonna end with with where I started. Today is all about sharing with you our vision. Why we're so excited everyone in the SMT to be here, a part of this market, a part of this opportunity. It's talking about our future value creation path, how we wanna work with our customers, working in this ecosystem of people safety to grow, to earn $1 billion. Hopefully it's not just me you hear that from, but that's the kind of the residual message for the full for the day, and hope I've introduced that well for you. I now hand the platform over to Happy Wang. Happy is a uniquely talented engineering and product leader. She brings, she's just some fantastic life experiences here to Everbridge, having worked at high growth cloud software companies, including ServiceNow and PayPal. She's very, very smart, very, very aggressive and very, very excited to be here. Happy is gonna walk through our platform vision and our product roadmap. Thank you, Dave. Well, welcome everyone to our Investor Day. I know, it's a super busy usually towards the end of the year, and everyone's travel, around, you know, a different state to come here. I am super excited in the next 30 minutes to kinda share with all of you, the resilience platform, the vision and the roadmap. A little bit about myself. My name is Happy. I joined Everbridge about 18 months ago. I feel like I've been here already a couple of years. Time just fly by really fast. I'm actually based out of San Francisco Bay Area. In fact, I live in Silicon Valley for the last 22 years. I feel very fortunate in my career. I work with a lot of wonderful companies, the big, you know, company like PayPal, ServiceNow, obviously there's a lot of startup company. One thing I'm always super proud and I feel rewarding is to leading technology product team to create a product customer love, because I think this is the key to any business to be successful, to be building a billion-dollar business, our inspiration. I'm going to touch a little bit about, you know, a few categories here. One is I would love to share, is super proud to share some product awards Everbridge have been winning the past decade. We're going to share some customer testimonies. This is all the feedback we've been getting from customers, and we are continue to listen to customers. In the later, you will have actually real session, our amazing Chief Security Officer, Tracy, is gonna moderate our customer panel. We have some wonderful customer that's gonna here to share how they use our product, how they want to use our product. We will talk about CEM platform vision. This is super important. You heard our CEO, Dave, says pathway to platform. How the technology product team can help to fulfill that vision. I will share our architecture, I will share our product roadmap, and I will share a few very cool demos we've been doing. Obviously, later day, our wonderful, amazing customer expert team is gonna show a lot of live demos. Super excited. Last one, I would, you know, share the 23, the product roadmap, very high level, but just get everyone a flavor. What have we been working on? What are we gonna focus? This slide is to talk about Everbridge, who we are recognized as a leader in emergency notification category. As Dave said, Mass Notification is our core product. Obviously, we're in this leader for many, many years. In fact, we just celebrate our 20 years anniversary. Everbridge, as everyone probably know at this point, we call ourselves as 911 company. We start this company a year after disaster 911 event. Our company mission is keeping people safe and keeping business running faster. I would admit, this is probably the most important reason I chose Everbridge 18 months ago to join this company, because it touches my heart every time I hear the vision, every time I, you know, talk to a customer. We really, day to day, all the work we're doing is to people, keeping people safe. It's touched people's lives. One thing I didn't want to mention, we are the category leader in Mass Notification. However, in the last 20 years, we have evolved. We are no longer is a Mass Notification company, we are a platform company. We will continue to work really hard to transform us to a platform, you know, player in this resilience solution. One of the thing is we are be able to present our product to in a business operation, people resilience, Smart Security, and public safety. You will actually see some really cool demo, all of those solution pillars. All you know, a couple, you know, awards just to point out, we're the best teams winning the product designer. We are the top rated software company, and there's some customer testimony talk about how they love our platform to be efficiency and effective. Can do end-to-end solution. All this work is really demonstrate, right? Everbridge, we are the market leader, but there are little bit more touch on the physical space. The next slide, you know, we are equally strong on the IT side. We are 15 consecutive quarters, we are the leader in incident management at IT Alerting. You know, everyone probably knew last year we acquired a company called xMatters. xMatters is really to help us enhance our digital offering. We are the PeerSpot number one ranked. We also, you can see a lot of award-winning is also in outside U.S. We have top performer in Asia, in India. We are winning awards almost in different, you know, market sectors. Enterprise client or middle market. We are, you know, one thing I want people to hear is we are the leader on both sector, physical and the digital. Our goal is how we multiply the value to bring them together. That's why we are working really hard to our one platform vision. This slide just to share some customer feedback. One of the thing is Everbridge is doing really well, and we will continue doing very well, is to constantly to have the dialogue with our customer. In the end, our business can only be a success, if we can deliver customer value, deliver customer outcome. Early in October, we actually had customer advisory board meeting in EU, London. We meet a lot of EMEA customer. Last week, we actually had our North America product advisory meeting, as Dave mentioned. We have 30-plus customer. Some actual customer, they're here again. They will be our customer panel. We shared a lot of feedback, and this has also helped us to really enhance our product offering to make sure we are working on the right thing and solving right customer problems. A couple highlighting. I wanna, you know, one thing I wanna read out. "I have been with Everbridge for seven years, and it has never let me down." We have a lot of loyal customers. Every time, you know, when I talk to them or our leadership team talks to them, you just get us more excited, right? More inspired to see how we actually continue to make their life easier. One thing is we are as a differentiator between us with a lot of competitor. Again, right now we have a lot of competitor in, competing with us in this space. One thing we are doing really well is our product, our platform system is super reliable and scalable. Trustworthy is our brand name. Later, our Chief Marketing Officer, Dave, will talk a little about our branding as well. One thing is with our brand, so people using our product because they know they can realize our platform is always up. We knew even any system of your internal system are down, our platform has to be up to send you a notification. This is the one highlighting. The other feedback is really talk about how people can continue using our platform to be more as an end-to-end solution. This exciting. We talk a lot path to platform. We talk a lot about billion-dollar business. We talk about how we improve profitability, but this is how we think as a technology and product team, we can help Everbridge achieve their vision. One platform. I'm actually very fortunately work at probably and allowing investment knows one of the famous platform workflow company in the world, ServiceNow. I actually work. I joined ServiceNow even pre-IPO days. One of the things at time our vision is also make, they started the platform as service concept. They want IT automation, right? Everyone think about IT automation today, ServiceNow platform. This is our inspiration for us. I want everyone think about resilience platform. There's one single platform in the world can provide holistic resilience solution is Everbridge platform. We're working really hard. Every leaders in company, of course, I'm speaking for project technology, but our go-to-market team. GNN team, finance team, every single team is work on this. For us particularly, we want to be able to fast, more accurate response to external, internal threats. While we're managing what is important, for us in our context is the people assets. Resilience to be proactive and not just reactive. I will touch a bit about the later slides about how we're using data, AI machine learning to tend this. Our demo session later, you will also see some of the flavor of that. We want to continue be an enterprise class, reliable, and scalable, right? That's how we sell us compared, you know, be a market leader versus a lot of other startup company in the market leader because we are reliable. We are not sacrifice system reliability, scalability for something else. The last one is flexible integration with all the enterprise. We'll talk about how we're actually building this into our ecosystem. This is really at the high level the platform, and we are again, you know, we're gonna emphasize again, we want to be knowing early, we want to be respond fast, and we want to be improved continuously. This is probably to oversimplify the product architecture diagram, but I just want to put out there. I just give people visually see what we're doing here. If you look at this, pretty much there was two emphases. Obviously, one is on the side, you know, those are a lot of different applications. Then on the bottom is we call the foundational platform effort. We need to build. We continue building applications, right? That's how we deliver customer value. In order to fast, one of the things our CEO Dave Wagner talks about product efficiency. We want to be able to deliver fast velocity. We want to be continually evolved. We want to be able to integrate everything into one platform. There is a lot of foundational blocks we have to do. One is the API layer is super important. We will talk about it 'cause, you know, without API, you pretty much today, you can't do anything without API. Data. Data is power data. You know, for us obviously is resilience data. Almost every single company right now is double down effort on the data. I will tell you, and I actually talked to a few investor before this meeting is, one thing we are advantage on the data side is we actually have a real data. We have a real customer data. 18 years historical data. There's no other company has it. You know, the last two company I worked before joining Everbridge is all AI machine learning startup company in Silicon Valley. You know, one thing is, you know, for us the struggle is at the beginning before we actually get onboarding customer to reuse our product, we don't have a customer data. We have to buy all the training data. We have to outsource a lot of data. AI machine learning, if you build a model on the training data is not the same as on the customer data and the historical data. This is super powerful. And in the middle, using phase. You know, people talk about how to, you know, how do we improve our user experience? We know there's some area we need to work out, so we want to actually put a unified UX on top of it. Really the middle piece is our core SIEM platform. We want to be able to build incident management is lifecycle. You all landing in our platform. You don't need to go to a different tools in a company. We talked to a lot of customer today. Some customer they says, "We're using Everbridge doing crisis management. My peers using another tool to doing incident management. Another tool to doing other stuff." People know, right, if you're using multiple tools, definitely first, you know, financial perspective is costly. You know, our CFO every day say, "Happy, can you consolidate some tools?" We spend a lot of money, right, to actually using a lot of tool and things. Every company, the CFO, they are looking at how many tools do you wanna use. Can you use the less tool to achieve same goal? That's why platform play is super important. The other thing is, resilience, right? The risk, the data. How we be able to more proactively to alert the people, and we have all the opportunity. The left side, right side, you can see there is some application. Those are products, you know, from we acquired. However, I put a little, you know, green API there because even they are not in a core SIEM the product, we actually bring them in. We wanna bring in. We have all the API connected, you know, tied together. You actually will see from a fantastic demo from our COE team, they're gonna do it as Smart Security. You will see the control center. You will see some travel risk management on the TRM side from Anvil. This is really a picture on the xMatters for sure, 'cause when we talk about workflow, I will show you a videos how we actually extend the workflow capability from xMatters side all the way to the physical world. Let's talk about the power of the platform. I already touched base a little bit about the API-focused strategy. We have to building very strong API layer. This is the one of our pathway to platform. 'Cause without API, you can't really connect all the solution together. Without API, you cannot expand to our partner ecosystem, right? We actually have a wonderful partner program, you know, our SVP, Dom, is leading partner. To be able to really to get a benefit of partner ecosystem, you have to building an API you can extend for. Last one is enable customer extensibility. This important too. I share an example. One our customer is also very big, high giant, you know, high-tech company everyone know. I think most people is using their device right now. I see bunch of people, so I don't need to name, so you can guess. They've been our customer for many, many years. The request they come in this year is, "Well, I want some APIs because, you know, I want to, you know, keep our people safe, right? Things. But I already have my own apps. I already have my own employee apps. I do not want another app downloading my, you know, company, people use it. Can we just, you know, give your data sets, right, the people access to stuff?" We said, "Yes, of course." We build our external APIs to connect with the app to stuff. Those are really some capability we think the API is really important. Next one, this is I'm super excited because we are launching this in January. All our CEM customer will get this features out-of-box. This is a Everbridge Flow Designer. xMatters, we acquired a company last year. They already have a Flow Designer building in the xMatters offering. Their Flow Designer obviously is all in the digital IT world. We extend them right now. We extend them to Everbridge side. Now we really can build a workflow is all the way from physical world to digital world. We'll be able to launch incident, send a communication through all the IT channel. It's all in one-stop shop. This is a low-code, no-code integration platform. It's home growth by purpose-built. The good thing is, depends on persona. If you are as a business analyst user, don't need anything technical, there is a lot of pre-built steps. Again, you will see the demo later. You can drag and drop and create all your workflow automation. If you like to write some scripts, you are technical, you can write your custom steps. Even those scripts is super easy to learn. It's just some simple JavaScript plugin, you can do this. Obviously we are actually provide an enterprise feature, include runtime logging, permission sharing, and also entire dev cycle. I'm gonna show a really, really quick video. It's less than 1 minute. It's eye candy. I wanna give everyone a really, you know, kind of feelings what is this. These are all your tools. Automation action. This I talk about is a drag and drop from your jewelry box. This is all the logging you can see. see. This part is custom step. You can run a simple script. This is how you test a flow. This is Everbridge Flow Designer. We are launching this in January. This is just our MVP product, and then we will continue to get customer feedback to help enhance. The other one I want highlighting and on the platform value is on the people resilience side. We acquired a company, Anvil, last year, to enhance our travel risk management protector. This is a famous screen, probably everyone knows, our Visual Command Center. If you know right now, this is already launched. If you have, you know, buy this, you know, travel risk management, you will see the travel, you know, specific, the filter, you know, risk events on the left channel. You can do a lot of reading. We also have wonderful RMSE analyst. We overlaying a lot of our risk rating, particularly for the travel. This is how you actually can config PreCheck intelligence in our managed portal. We can notification the bookings, depends on the risk of country, incident management, and really about logging all the, you know, action we take. We be able to alert by people and by time. This is the SIEM orchestration. We talk about, you know, how you in the one place, you can filter through the dynamic location. You can customize on the go because you know when actually those are travel things happening, when people are on the road, it change, right? How we actually can dynamically send those notifications. So this is super important. As our CEO Dave said, "People, keeping people safe." This is almost every single company, the leadership mindset. Not only the Chief Security Office, CEO all the way, CEO. Chief, you know, people office, right? Every leader, you have to keep the people safe. The pandemic changed the entire world. Right now it's everywhere is mobile, so you no longer have a physical location anymore. Your employee, you can travel working from anywhere, everywhere. How to keep them safe? When the things happening, how we notify them? The executive protection, we talk about all the time is, you know, world opening up again, you know. A lot of your C-level people are starting to travel for business around the world. Again, how we actually make sure they are safe, you know. You know, anything happen, we can notify. We actually did some really good work early this year when Ukraine war happening. We actually help a lot of our global company, they have employee in Ukraine. They're using our product to track the people and to move them to a really, you know, a safe location. Those are all the work we did on the people side. I'm gonna quickly touch the power of the data. You know, at the power of the platform, we have to build the API to really connect together. Next one is the power of the data, resilience insights. For us, we want to be the market leader on resilience data, as physical and the digital, both together. We wanna marry them together. Again, we want customer data plus Everbridge risk data, and this is all together as resilience insights. Here is a quick solution overview. You know, this is something we have been doing in the last 12 months. It is still it's early stage, but we are actually feel really good about it. This is the right direction we wanna move forward, and we're actually gonna double down the investment. You know, I look at our CEO, our CFO, they give me opportunity to double down the data investment 'cause we want to, you know, if you don't, if we're, you know, listen to David Sacks, the power of data, right? How we move the data. One thing is I'm just gonna highlight it again, is historical risk events. This is our secret sauce. No other competitor has it. Now our customer can access at least three years historical events, but they can access more, you know. It depend on how much they wanna access. We can give, you know, we can give them all the data they needed. We will be able to view all the risk events, alert, action all together in this. This is already available now. Our CEM customer will get this, the risk intelligence. This is the dashboard. Important things for us is, you know, our goal is to provide advanced analytics, but we also gonna provide actionable insights. This is very important. When we talk about AI machine learning, you know, everyone talk about AI machine learning, but AI machine learning is a buzzword, right? For me, it's always important about how you specific apply AI machine learning to a very specific customer user case, use cases. For us is resilience insights. We've been able to look at through, again, you will see live demo later. This just a static, you know, screenshot, but you will see live demo later. How we actually look at back your trend, you know, impact your organization based on different events, risk events. You can even drill down in how they trigger the alerts. This is another view tell you what action plan your organization has been taken before. We can look back, and then what is your organization has been response to these actions. You need to know is that if you are security analyst, right? You are sitting there, your GSOC rules, you want to be able to understand what you have done before and how we actually help you when it's happening again. What is most important steps you should take. Lastly, this is what in beta testing right now, we call the risk exposure index. We have, you know, quite a bit, you know, customer in our early adopter program, so they've already been accessed to this. We actually also have a few paying customer too. This is important is we aggregate all the risk by different risk event type, and we calculate a score that tell you know, for this particularly, we calculate, a weather. You know, we look at all your historical data, all the weather you have in your stuff, and we calculate the score. We can tell you how many got impact, your assets, your people, all those numbers. Those are. There's a lot of, you know, data, you know, machine learning models behind the scene to be able to show this. This is the 2023 product themes. You know, you can consider is a very, very high-level product roadmaps. Again, I want to re-emphasize the focus is on customer value. Only we deliver customer value, we can become profitable, and we can leading to, you know, everything we talk about, right? Product efficiency, you know, customer, you know, love, stickiness in our platform, and the true pathway to platform. You know, we want to be able to exceed customer expectation and the business goal. Really, the re-emphasize, we want to be know earlier. We have opportunity to know early. This is some of the predicting part. If we look at our historic data, we could be able to know early. We want to respond faster. This is the action insights. Because we knew we have done this before, we have experience, we know how to solving problems. When things happening, you already have the step, you know, be able to present to you, so we'll respond faster. We wanna improve continuously. Everyone knows the feedback loop, right? We know more, where we... You know, even from data side. You know, all the data AI machine learning model is to constantly getting feedback from humor, human. Feedback from customers. Same with our entire product roadmap. We need to get input from customer. We are, you know, we already starting to talk about next year, how many customer events, what type of customer events we want to be, you know, held in Everbridge, so we can constantly get the customer feedback loop to our product. These are a few things. Business operation, people resilience. I really think those are the product really is to end deliver to end to customer. The right side, resilience insight, workflow automation. This is more like a platform effort behind the scene. All the work we want to do to enable we can build a fantastic feature to deliver on the business operation, the people insight. A couple things important. You can see that all the themes, the Resilience Index, resilience data, we want to be able to apply to all the different solution pillar. You know, people really ask about the customer reports, dashboard, and how do they feel, you know, different things. I think that you can see the theme there. Workflow orchestration, this is important. If we are talk about the one platform end to end, you've got to have the workflow orchestration. Yeah. Then, you know, the other theme, you know, everyone can look at it. Really it's about integration, data, workflow, how we actually can help any customers drive their business efficiency, right? Because all the things we want to be. Also help them to really be able to look at the data. It's very important across data normalization. This was we... You know, somebody asked me about, you know, when economy is not, you know, we are into a, you know, the economic change. Now everyone want to reduce costs. They don't want to use multiple tool. They want the one tool. Yes, that's one part aspect. The other part of good aspect is if you can consolidate everything in one tool, you're solving a lot of data problems. Otherwise, we talked to a customer today, they actually have explored the data in three different tool and put in a spreadsheet, right. All play into their own BI tool to starting doing all the data mining, all the stuff. Will be so wonderful if all the data live through one platform, end to end life cycle. I have two minutes left, but this is my last slide. The summary, you know, like our CEO Dave has conclusion, but for me, it's really the summary. As a, as a product large leading average, how I think, you know, my organization can continue help Everbridge to achieve the goal. The first one, drive product innovation to maintain category leadership. We are a category leader already. To maintain, we got to continue drive innovation. You know, everyone knows, you know, there is a competitor anywhere, you know. Who knows? Every other week, come three months, right, we have one company stops here, stop there. I think we always have to drive the product innovation. Second one is building platform capability to deliver holistic resilience solutions. This is really is the way we tie to pathway to a platform. We tie to the billion-dollar business. I actually personally believe we have the opportunity. We have the most advantage, you know, compared to all our competitors, to really to drive this vision. There is no one platform right now out there to solving the resilience, problems. I think that Everbridge will be the one, probably the only one can do this. Lastly is focus on customer-centric approach to improve the profitability. There is a research out there, you guys can Google search. Deloitte put a research in 2021. They interviewed a lot of different companies. The data showing customer-centric approach company is 60% more profitable to the company now focused on customer-centric approach. I really think, you know, for us, it's super important, we continue deliver customer value and building a pro... Well, that's all my 30 minutes. I hope I give, you know, people a lot of good, you know, at least ideas what we're doing here, what we have been doing and how, you know, our plan and strategy go to one platform. Later you will see a lot of fantastic live demo by our amazing, you know, customer excellence team. That is. I'm handing this to Nanda. Thank you. Yeah. We're going to a short break. There's lunch being served outside. Please bring back your plates. One thing I forgot to mention at the beginning, we have a Q&A session, dedicated session at the end. We're already receiving questions online. For those of you in the room, please hold your questions at the end, because we'll have the whole team up here to address them. Thank you. We'll see you in 15. Welcome back. You saw some of the platform work that Happy and her team are involved with. Now we have some demos set up. Vick's team has actually been working really hard on this for several weeks now. Just to give you a feel for what the product looks like from a customer's perspective, and then following this, Tracy is gonna host a customer panel where they'll tell you their experience using the product. With that, let me turn it over to Dave, Sean, and Bart. Excellent. Thank you very much. We've been looking forward to walk through the critical event management platform and how it delivers on the vision of critical event management. The overarching theme of this presentation is going to be organizational resilience, which is aligned to the sessions that you've seen earlier today. In terms of layout and format of the demonstration, we're going to cover three distinct functional areas of resiliency. I will begin walking through key capabilities to deliver resiliency in the digital space in terms of IT operations. My colleague, Sean, is also gonna walk through product capabilities that address external physical risk, that address business operations, and also life safety of employees. Then Sean's also going to cover key capabilities on how we address critical events that occur inside the walls of your facilities. We're gonna focus on three foundational concepts that are important for resiliency, and that is across all of these different areas. How we enable organizations to know about critical events earlier, as well as their business impact. Through automation, be able to respond faster, and through AI-driven insights, be able to improve continuously. As I mentioned, I do wanna start on the digital side, and our first stop is going to be showcasing exactly how we allow organizations to know about critical events early. Starting on the IT operations side, I do wanna start with the concept of integrated alerts. Now, the reality is, in IT, there's decades worth of technology investment from monitoring systems to ticketing platforms, collaboration tools. This top portion of the alert, same alert I received on my mobile phone via the mobile app via SMS. Let's make it a little bit bigger here. It's also viewable directly within the platform. As delivered on my mobile device, this top section is what we call an incoming signal. We have hundreds of automation actions across a plethora of IT systems that could ingest data. Now, this top portion is letting me know that something is happening. This is actually a use case that is even realized by some of our Mass Notification customers today, just letting me know something is happening. As we dig deeper from a value perspective into the Digital Operations Platform, the first theme I really wanna highlight is the concept of signal intelligence. The reality is when there's an issue with an IT service or an application, it's not always apparent if it's an issue with the service itself, the infrastructure that it runs on, or the network that it's connected to. There's different tools and different teams that manage all these different areas. As a technical resolver, I'm actually consolidating and aggregating signals to give me the full extent of not only that something is happening, but why is it happening? What's the root cause, and what's the potential impact? Down here in the alert, I actually see from a process perspective, our workflow engine tried to auto-remediate the issue by executing a runbook. In this case, it failed. Otherwise, it'd be a pretty brief demonstration. Now I'm gonna further enrich that data with diagnostic details from other areas of IT, ranging from infrastructure, maybe this is not isolated to just my application. In this case, I could actually see has there been a code change. In this case, yes. Just earlier today, user Greg Smart did commit a change to this inventory order service. I could confirm, without checking other tools or navigating different UIs, that this code change is actually live in production. I have my smoking gun. The next concept I really wanna showcase quickly is also the concept of service intelligence. IT is pretty complicated, there's a lot of interdependencies. Services depend on one another. Services depend on infrastructure and networks. If I'm looking at this order service, I can actually visualize the downstream dependencies, which give me insights onto the impact should it go down. I can also see upstream dependencies on, hey, maybe it's an issue with something upstream that's causing problems with my order service. This will help me visualize and be able to really consolidate that triage time to eventually respond faster. Before I pass it over to my colleague, Sean, I do also want to highlight the power of collaboration. Now more than ever, in order to communicate effectively, organizations rely on collaboration platforms. We need to make data available everywhere. The same alert that I received on my mobile phone that you saw on the platform, I could actually post that to Slack for technical teams, or I could post that to Microsoft Teams in terms of notifying the business of the impact. On the right-hand side, you can see it's actually updating the thread. As soon as we try to execute the runbook, it failed. We actually logged all of that information. This is absolutely essential to keep everybody in the loop regardless of what tool they're in. With that being said, I will pass it over to my colleague, Sean, to still remain talking about the capabilities on how we help organizations know about events faster, but now going beyond just IT and taking a look at external physical risks. Awesome. Thanks, Bart. In the same way that Bart's team is listening to a variety of different digital sources, we need to be able to do the same thing on the physical side of things as well. The way that we need to think about that is in terms of an equation. When it comes to that equation, we need to think about the things that we care about, which means that we're gonna be listening to things like our HRIS system to understand where our contacts are. We're gonna be listening to our real estate software to understand where our office locations are. We might be listening to ERPs to understand where plants, suppliers, or shipments might be. We might even start to understand where our supply chain could be as a part of that. In terms of contacts, you'll see that this particular organization that we have pulled up is going to have a fairly global footprint. I don't need to just know where people are based in terms of their static location. I might also need to tie into things like our travel management company, something like BCD or TripActions or Concur. Bringing in in real time where people are, and we can see that I've got Allison Becker here, who's in Turkey, and is going to be flying over on United 221 to Boston. Understanding in real time where people are. Where are the things that I care about, whether those be people, places, or things, is that first side of the equation. The other side of the equation is the bad things that are happening around the world. When I turn on our risk events, we'll see this number continue to grow as we bring in open source data, as we connect to things like the U.S.GS or the National Weather Service. We're also listening to 22,000 different data sources that our Risk Intelligence Monitoring Center is listening to and curating that risk intel so that individuals can take action when necessary. Dave talked about it a little while ago in terms of that path to conversion. This is how we see some organizations who are using those legacy platforms Kind of ingesting and understanding risk intel today. What we found is that they need to go one step further. The way that we can enable them to grow with Everbridge is by saying, "Let's not just look at risk events, but let's look at risk events and assets together into what we term as an alert." That's where those two components come together so that we know when to take action, so that I understand that there is a risk event that's interacting with a thing that I care about, again, whether that be person, place, or thing. We're gonna look at a security breach here at the Philadelphia Airport. An unidentified suspect has gained access to the tarmac at the PHL airport. You know, barricaded himself near an emergency exit on Terminal B. I've immediately pulled in four different individuals, two of which have active travel at the moment, two of which have travel that's coming up. I understand who's gonna be impacted. I can now launch an incident communication directly to them. This is going back to where our customers started with Everbridge, utilizing our Mass Notification tools. Now they're layering risk intel on top of that. All of those wonderful templates that they've been used to building, that individuals are used to receiving, we're now gonna be able to distribute those directly from a centralized, unified command. I'm gonna launch that communication, give me an example of what that'll look like, and I'll be able to push that out. We'll see that it's been published directly at the top, and I'll start to get those on my mobile device here momentarily. I'll also get it via Slack or Teams or whatever other modalities organizations are used to utilizing. We'll look at one more example in terms of external risk events. It's been a pretty busy day up here in New York. What we can see is that there's a planned protest. I've got two individuals, Jürgen Klopp and myself, who have now been impacted by this possible example. You can also see that I'm already getting the phone calls, the push notifications, text messages from that notification I just launched. I can also see that I've had an office that's been impacted. I can see exactly how many employees may work there, what our square footage is, what the exact address is. I can even pull up things like floor plans. If I caught that right, it looks like Dave's system may have just told us that there's been a badging incident at that office. Now we're taking what happens inside the physical building and passing that over into our GSOC as well. I'm gonna pass it over to Dave at this point to talk about what needs to happen when we get inside that building from a facility perspective. Thank you, Sean. Security operations centers, whether they're regional or global, are often tasked with monitoring thousands, if not tens of thousands of various devices and sensors within their four walls. Systems like CCTV, access control, building management, fire, intercom. Again, the list goes on and on. All of these systems are disparate in nature, meaning there's no correlation of data, generating thousands and thousands of events per day, hundreds of alarms to respond to. As an operator, they're tasked with dealing with all these various different systems in different ways without a full understanding of what's going on. The Smart Security Platform can aggregate and integrate all this information into a common operating picture so that they can get full situational awareness to their entire organization, regardless of what that subsystem is. Some example of information you see here on the screen can be video from various CCTV systems. Again, regardless of what that subsystem is, they have a common picture. Being able to visualize all that information on a map via GIS mapping to understand where my offices are, where my external sensors are. Internal floor plans and maps to understand where my coverage is, what devices are associated with others, so that when a device does go in alarm, I'm getting provided with the appropriate supporting data from those supporting systems. You can see there down in the bottom of the map, when alarms do happen, again, be it from external sensors or in this case even supplemented from that external risk data, as we can see here from our protest alert in New York, we can take those automated actions early, such as elevating my threat posture so that our various systems we're dealing with may act in a certain manner based upon an elevated security event. With that, as we move on to the respond phase of our platform, I'm gonna pass it back to Bart to respond to his digital event there. Excellent. Thank you very much. There we go. The next stop on our journey in terms of resiliency is capabilities across all these areas in terms of helping organizations respond faster. That being said, I'm gonna go back to the IT side and highlight yet another concept. Just a minute ago on my phone, I did respond to that enriched alert that I received. It's an alert that, thanks to the enrichment, I could visually see that it's outside of the scope of maybe just what I'm responsible for. And with the click of a button, I could trigger workflows, which is the concept of response automation to execute my major incident management process. With that could automatically execute a number of otherwise manual steps. In this example, it created a ticket in my ITSM platform. We are tool agnostic. As an example, I launched integrated with ServiceNow. This could just as well be Remedy, Cherwell, you know, any ITSM platform. We carry forward the enrichment. Even though the major incident management process is handled by potentially a different team, they don't need to rediscover or reinvent the wheel. All of the enrichment we had from the initial detection of the alert carried forward to this team. This is a example of being able to break through a very common challenge, not only in IT, but in organizations overall, which is silos, operational silos and tool silos. Once again, on my phone, I could go ahead and accept and respond. That will be logged in real-time. It could update the ticket. It will update the Slack channel. Everyone will be in the know regardless of what tool they are in, to let them know that I have, you know, acknowledged this alert. It's very difficult to talk about responding faster without highlighting the role of automation. The other concept I wanna show on the digital side, and this ties back to Happy's presentation in terms of the Everbridge Flow Designer, well, let's talk about the digital operations flow designer that is powered by our xMatters platform. This is already a benefit that a lot of our digital operations customers benefit from today, which is integrating with IT tools and systems. That alert that I received earlier in this demonstration, this is the execution path. Using a drag and drop interface, I was able to automate workflows that are process-centric, not just tool-centric, 'cause tools come and go. If you could automate a process, you could easily swap the tools out as they inevitably change. Here we have incoming signals from a monitoring system. We post it to Slack. We post it to Teams. We try to automatically restart the service. We logged that attempt in Jira, so you can't be, you know, restarting services willy-nilly. We updated the status, enriched the alert, and that was the byproduct of that alert. There was a ton of automation that actually happened before I even received that notification that saved me as a technical resolver a lot of time that would be otherwise all manually triaged. Now, this is the response automation as well. I clicked on the Initiate Incident. It will also create a dedicated technical channel in Slack for this incident, automate communications to business leaders via MS Teams to triage the impact, and actually initiate that incident in the ticketing system. As important as it is to have data available everywhere, we also do strongly believe that for an incident commander, it is very important to have everything in one place. There's that automated incident that got created by my response. Here, if I'm an incident commander, I have everything I need in one screen. The details of the incident. The service intelligence is embedded, so it's situational now. In regards to this instance, my order service, I could visualize those dependencies thanks to that service intelligence I showcased in the note. The platform is even automatically highlighting what the potential root cause may be based on the dependencies and data that we have inside our platform. To expedite response, customers that are, you know, far down the maturity index, they could even execute service-centric automations from this screen as well, leveraging technology they already have. One of the themes that you see here when we look at Flow Designer is actually extending the value of current investments to make them work more efficiently. The other thing is we can view changes. Depending on which study you read, up to 70% of IT incidents is related to some sort of change. Well, let's actually be able to visualize them on the screen to see what those changes are, to help me really better understand exactly what's going on. When we talk about the journey some of our customers have, before I transition to Sean, I do also wanna highlight service-centric automations. These could be very technical, but they could also be business process related. Maybe this digital service is responsible for directly delivering customer value. Maybe I need to engage my customer success team. In this example, I'm gonna showcase how we launch a critical event. Whether I'm a healthcare organization that's relying on my electronic medical record system to deliver safe and effective patient care, whether I am a major retailer that relies on my online store presence and e-commerce to generate millions of dollars of revenue, or since I have an issue with an order service, maybe in this example, I'm a logistics company, and this order service being impacted is now disrupting my supply chain. In order to unify my response beyond just IT, I could actually launch a cross-functional critical event that will engage other areas of the business. In this case, I will launch this critical event. Sean, who may be responsible for overall business continuity, will now see this critical event as I transition to you, Sean, for the business operations piece. Awesome. Thanks, Bart. What starts as a digital operations issue, right? Starts with an application outage, has now transformed itself into something that's going to affect our business and our supply chain. What we've been able to do is start to say, all right, let's pass that information over into the Visual Command Center, and it immediately pulls up an application outage in terms of our IT issues and our supply chain. It calls out what supply chain pieces are going to be impacted. It's my Texas City, Texas hub, that 35, 36 different components are going to be impacted. It immediately passed that information over, breaking down those data silos. If I drill down into that application outage, it's going to have already started my risk mitigation process. It launched a variety of different task lists for me so that I can see what steps I need to take, either as a team member or as an individual, in order to get us back up and running faster. It ties in the incident communications. Again, going back to what Dave talked about at the beginning of the day. Layering in things on top of Mass Notification, that traditional emergency notification usage is now gonna be tied into a business operations supply chain use case. It all ties back to an alert that originated within Digital Operations and has now been passed over. Whether or not I'd be sitting in front of my computer, utilizing my laptop to respond to this, or if on my mobile device, I'm getting that call to action so that I know what I need to do in order to get us back up and running. Not every situation is created equal. I don't think that's surprising to anybody. This is obviously a very large-scale issue. What we might wanna do is go back and start to manage a situation like we were talking about before, when it came to those planned protests in downtown Manhattan. What we'll see here is another reason that organizations start to want to move away from the Anvil platforms or the Risk Center 9 platforms and migrate towards a unified central command is because of the contextual items we layer on top of the risk are taking place. Some of those might be super simple, things like weather forecasts, right? If it's gonna rain, protest is probably not gonna be that big. I might also wanna say, "You know what? I wanna understand traffic conditions. Do we have road closures? What other things do we have happening?" It looks like we've actually just had another protest start to originate. I might wanna keep eyes on what's taking place. I can do that by accessing real-time traffic cameras. Now I can see if the protest is growing. Is the protesting moving towards the building? Is there a counter-protest growing? We know if that's what occurs, that's when things start to get violent. If we see that and we continue to layer on that additional functionality, I'll be able to say, "This is what I need to do." In this case, I might say, "You know what, Dave? This is getting pretty bad. I need you to lock down the building. I need you to turn off card access. I need you to do the steps that you need to. Can you go ahead and start to take that over from a facility side? Absolutely, Sean. Thank you. As we talk about now that protest started, some things happening around the area, now it's starting to affect my inside my four walls now, in this case, my Times Square office. As shown earlier, now that we're aggregating all these internal sensors into the common operating picture, I see not only that information regarding the protest that's happening near my office, but now I'm getting an alert from my access control system that let me know that somebody forced that door open at that particular office. Now as a regional or Global Security Operations Center, I may not be intimately familiar with that office, what systems are in use there, the floor plans, et cetera. As I respond to that particular event, the Smart Security platform will present all the supporting information to me aggregated together so that I have full, complete awareness of what's going on to not only include data of the alarm from the access control system, but also the appropriate supporting cameras, regardless of the underlying CCTV system, as many organizations have multiple systems deployed globally. In addition to a floor plan to understand where things are happening, I'm able to bidirectionally communicate with those sensors such as doors, PA systems, et cetera, as well as the digitized and approved standard operating procedure that the operator can follow so that you get an efficient and accurate response, regardless if it's that operator's first day on the job or if they've been there for 10 years. As I walk through these steps here and confirm various details such, is there a security incident? Do I need to dispatch security patrol to investigate? Again, now we can start communicating out, so leveraging that Everbridge Mass Notification system and populating the information required from, again, my digitized template. Now I can start sending those notifications out to the appropriate people in the appropriate location to let them know what's going on as I continue to keep eyes on that event. I walk through the other various steps, such as dispatching security patrol, identifying whether there's a safety threat, contacting police. As I do so, I can also take the appropriate site responses on site. Whether or not I need to lock down the site again from the access control system, do I need to send that shelter in place notice over the PA system? Once everything's done, do I send that all clear notice to the through the PA system as well? All this is done through an interface that the operator understands, regardless of that subsystem or where in the world that location may be. As I walk through the rest of my standard operating procedure here and continue to resolve the event, you see the alarm itself has been cleared from the queue, and I can pass it back to Bart to show how we can continue to improve from the information gathered as part of our various events. Excellent. Thank you, Dave. Now we're gonna go into the third and last stop of showcasing capabilities across all these different areas. I wanna highlight the fact that resiliency really is a journey. Now let's take a look at some capabilities that empower our customers not to only do well when they're dealing with a critical event, but continuously improve to continuously become more resilient. I wanna go back to the adaptive incident console to our, you know, incident that's in progress. I wanna call attention to this area up in the top that says Insights. Now, in order to get consistency and be able to respond quickly every time, I like to think of these insights as a digital wingman for my technology teams. By taking data from previous incidents that are similar, we could perform actions such as recommending a particular resolver or particular team that last time addressed this particular issue. This could also include automations that were executed and recommend executing those. Whether I'm the on-call person or a colleague of mine, we could still have the same standard operating procedures to resolve this issue faster. These insights build over time. The more incidents and the more usage we have on the platform, the more refined and robust these insights become in terms of bolstering my response. The other area I want to take a look at is postmortem activity. This is a very time-consuming process for IT organizations today because it's so cross-functional, and all these teams are typically siloed within their own technologies. When a incident's resolved, the first, benefit that customers receive is metrics. Metrics not only about what data exists in a ticketing platform or monitoring tool, but how are we responding? What is that time to acknowledge? What is my impact duration? What automations were executed? What was the issue? What were my impacted services? A running timeline of everything that happened across all of my tool sets driven by our Flow Designer. One of the automations here is as soon as the instance resolved, we actually grabbed the chat history from Teams and for Slack, so we could retain it after the fact, so we could look into that data as needed. It's important to also make sure that when we're resolving issues, we're resolving them for good. We don't want the same issue to rekindle in a week or a month or in a quarter, and disrupt the business or customer value once again. This is a consolidated view that allows us to capture even cross-functional elements such as impact, root cause, what was the resolution problem, which then can be carried forward and fed into our AI engine as additional insights the next time this incident occurs. We can also assign action items that are also often cross-functional and housed in many different tools. Let's all put them in one area, 'cause they are critical to improving our digital resiliency. What tasks need to be performed to make sure that this issue doesn't happen again, even though it's currently under control and mitigated. With that being said, I wanna pass it back over to Sean to showcase some of the insights that are available on the physical side when dealing with risk events. Yeah. When it comes to physical risk events and that risk intel, what we'll have seen is even in, you know, for GSOCs, you know, something that is generally individuals sitting shoulder to shoulder with one another, that doesn't apply in a hybrid workforce anymore. What we'll see is that we need to have the ability to share dashboards, whether they be individuals that are, you know, again, sitting on their laptop or working remotely. We need to be able to share this both on a mobile device, but they also need to be configurable. To make sure that individuals are operating off of the same set of data so that when we initiate a standard operating procedure, when we initiate a business continuity plan, we have the same data and facts so that we are going to be able to improve and respond faster. Another example of something like this would be actually taking a step back and looking backwards in time. I know it sounds a little counterintuitive to look back in time to be more proactive, but as Happy mentioned, we're collecting 18 years' worth of risk intel. If I can leverage that intel and say, "How can this help me make smarter decisions when it comes to where I'm gonna host events, what suppliers I'm gonna work with, what vendors I'm gonna work with?" I'm now gonna be able to say, "Let's look at the last six months, the last three years, the last five years, 10 years. What sources do I wanna pay attention to? What categories do I wanna pay attention to? What severity do I need to understand?" Now that I can see here in D.C., where hotspots and different things are actually taking place. If I drill down into those, it's gonna give me a snapshot on what's actually happening in that particular area. Now I can say from a business standpoint, that's not a vendor I should be working with. They constantly are interrupted by protests. If we think about climate change, they're having a lot of additional flooding in that particular area. I need to think about a different manufacturing center. The last component goes more towards that AI stuff that Happy talked about. Starting to collaborate and understand all of the different risk events, all different data points in one central area so that we can drive analysis on those components. Whether that be what's actually taking place and what those categories are, how we're responding to alerts, how quickly we are responding to those, what our team's working on, what that response looks like from the field, right? What is our field telling us when these events happen? When it's looking at Resilience Index, providing me an enterprise-wide risk score. I could dive into specific buildings saying, "Hey, this specific site has issues when it comes to flooding or civil unrest." I'll pass it over to Dave so he can talk to us about what happens in terms of improving inside those four walls. Thank you, Sean. As far as analyzing and improving upon your security operations, it really falls into two categories. How do we handle those individual events? From a more macro organizational level, how are we doing as a whole, as a company across our various systems? The first example here is an example of an alarm report, similar to what I responded to earlier, that door forced force open event. You can see here that we can summarize and easily format all of that data to understand what happened, where it happened, the time to resolution, and all the other supporting data to include video, any supporting imagery as part of it, but also understanding the various steps the operator took as part of that. To understand the time of resolution, how long did it take myself to resolve that particular alarm. The system captured an SLA elapsed, meaning we've broken a service level agreement to respond to these sort of events. Why did it take me too long to respond to the event? Is it a lack of training? Is it being understaffed? Is it misconfiguration of your systems? All of this can provide a lot of insight based on an individual event itself. Now, as you look at again more of the organization-wide, you can see here now that we're aggregating and collecting the various event data from those subsystems, we can now provide those aggregated dashboards to give us an understanding of what's happening across my organization. Now again, all these various systems on their own create their own reports and sets of data. Now in this aggregated view, we now understand where things are happening, what types of alarms are happening on a particular day or week. What are those resolution types? Why am I getting so many false alarms from various systems? I can then drill down and understand where those problem areas are. Do I need to send out repairmen or change just policies in general? Understand my active points, times of day to understand staffing again. Do we need to add a person to the GSOC to monitor these alarms? Do I need to remove one or shift one? Again, having that understanding across all of your functional security systems helps you understand, you know, your organization as a whole, because as you learn how to respond better, you Of course, seconds matter when it comes to those security events, but from an operations standpoint, to be more efficient in those responses and you know, really understanding how your organization works as a whole is beneficial, of course, from a, from an investment standpoint. And to just kinda wrap things up here, I'm gonna pass it back to Bart for just a few closing remarks. Yep. Excellent. Thank you very much, Dave. I know we have a customer panel coming up, so I'll keep this pretty crisp. Just to summarize, some of the key themes here, the reality is that it's a chaotic world out there that impact organizations, and risk could come from many different areas. There's often different teams with different purpose-built tools to address all these various types of risks. What I wanna also showcase is the fact that our customers start on the left, some start on the right, some start in the middle. Throughout this demonstration, one of the powers of our platform is being able to unify a response across these three functional areas as we discussed. Hopefully, we showed some pretty impressive capabilities in each one of these areas. It's also important that really consolidating everything on one platform eliminates those silos as well. We saw that with the escalation of the IT event to a business crisis or a protest to engage physical security. All of this is in order to deliver on our mission to help organizations know about risks earlier, respond faster, and improve continuously. Thank you very much for your time, and that concludes the demo. All right. Thank you, guys. That was a great demo. Now on to our customer panel. Tracy Reinhold, our Chief Security Officer, will be moderating the panel. Tracy himself is a former FBI special agent, so he sees things from a very different lens than you and I do. With that, let me welcome Tracy out. All right. If you've, if you've learned nothing else today, resilience. There were supposed to be four of us, there are not. There were supposed to be five of us, now there's four of us. Sorry, marine math. Stay with me. Sorry about that. I wanna introduce the panel that we have. Suliman was supposed to be here today, but he's actually actively engaged using our platform right now in Loudoun County. They're having a bit of a crisis out there today, so he texted me and said that he wouldn't gonna be able to make it. What we have is Jeff Fletcher. Jeff, you wanna step up? Jeff is from Fairfax County. Yep. Reverse that. Reverse that. Suliman. Suliman's from Fairfax. Suliman's Fairfax. I'm Loudoun. Yep. We're right next to each other. All right. Ken. Ken Moore from Bristol-Myers Squibb, Matt Siegel from SCN. For those of you that obviously the county and Bristol-Myers Squibb are well known, but have a seat, gents. I'm gonna stand 'cause I want you to focus on them and not on me. Here's how we're gonna work this. Matt, maybe can you share with the audience what SCN is and what the mission is and why you're doing that, maybe why you chose Everbridge? Absolutely. Happy to. Thanks for having us here. SCN is Secure Community Network. We are a nonprofit, and we are the official safety and security organization of the Jewish community in North America. Our charge is providing safety services to Jewish federations and other parts of the Jewish community across North America. Where I come in is in my position as Assistant Deputy Director of Operations Command and Coordination. I oversee our JSOC or Jewish Security Operations Command Center, which is based in our headquarters. In there, we use Everbridge very extensively to track over 12,000 assets using Visual Command Center. Those range from synagogues, JCCs, offices, cultural sites like Holocaust museums and other things like cemeteries. We use the REMS E-a lerting on a daily, really hourly or half-hourly basis to keep track of everything going on around there, as well as using Mass Notification across our community. We have over 16,000 contacts in Mass Notification system. In addition to having the ability to operate that from within the JSOC, our security directors that are embedded in the federations around the country are given their own groups, their own administrative areas within Mass Notification to be able to directly reach out to their communities when necessary. You heard the demo team talk about the criticality of identifying assets, right? It's hard to protect what you don't know you have. One of the things that Matt has done is use the platform to help identify the location of all of the assets that his organization is responsible for protecting. As you know, this is a heightened issue in today's society, and the team that Matt leads has done a fantastic job in protecting the Jewish community across the country. First, you had to identify where all those were, right? We did. Maybe talk a little bit about how you used the platform to geolocate? That, that was quite a, quite a lift, to say the least. But something we had to do pretty rapidly, 'cause we are in the most complex and dynamic threat environment that we've ever seen and have been for the past couple years. We use both information from our security director network, as well as the contextual and alerting information in the VCC to identify those locations, make sure they're mapped, and then it was a matter of fine-tuning the geofencing and alerting, which we continue to do with new things like CEM orchestration and cams that you've rolled out, all of which have reduced our time to receive an alert and notify the proper security director or law enforcement, generally under five minutes for each one of those steps. That's working with a very small open source intelligence team. Usually no more than four or five people on duty at a time. Okay, great. Ken, you are the Director of Security or Senior Director of Corporate security for Bristol- Myers Squibb up in New Jersey. That's correct. As we know, BMS is a global company. It is. Maybe talk a little bit about your role and about the GSOC that you have on your team. Sure. First of all, thank you for inviting me to participate today. As Tracy mentioned, my name is Kenneth Moore, and I'm the Senior Director for Corporate Security with Bristol Myers Squibb. As such, I'm responsible for our physical security center of expertise and our duty of care programs, which include travel security, meeting security, executive protection, and I have overall responsibility for our Global Response and Operations Center as well. To respond to your question, Tracy, let me go back about five years. How did we get to this point? How did we become a partner with Everbridge? As many of you will recall, five years ago, Hurricane Maria devastated the island of Puerto Rico. We have three sites on that island in Humacao, Manati, and Guaynabo, and we also have sites that were impacted in the U.S. in Tampa. When Hurricane Maria occurred, we quickly realized that we did not have the capacity or the capability of reaching out to all of our employees who were impacted by that hurricane. It was a watershed moment for us, and it caused us to take a step back and assess our posture for duty of care. We quickly realized that the system that we were using at the time did not have the flexibility, did not have the capability from a language translation standpoint, considering Puerto Rico is a Spanish-speaking island. We couldn't communicate very quickly with our employees as well. In fact, in order for us to create a message in Spanish, we were dependent on one of our communication specialists in the Global Response and Operations Center to actually translate the message. For those of you who don't know, there's Puerto Rican Spanish and there's Spanish, if you will. You have to make sure that you get that part of that nuance right as well. The system we were using just could not do that. We started our search, if you will, at that point, looking for a partner. I use that word because that's how we see Everbridge as a partner with us. Not a vendor, but a partner. Looking for a partner that would be able to integrate all of the systems that we were then using, from access control to our CCTV platform, our visitor management platform, et cetera. Initially, it was to replace the Mass Notification module, if you will. Once we started our due diligence, had a few meetings with Everbridge, we quickly realized that they had a product that would be or that represented a quantum leap opportunity for us, to take our duty of care program to the next level, without a doubt. We settled on Everbridge about two and a half years ago. We currently have over 50,000 of our employees and contractors in the system. We also have about 172 sites that we have, the geo addresses in the system. We also have our supply chain routes included in the system, and we also are using, you know, the VCC module on a daily basis, not only for life, safety, and security, but we're also using the Mass Notification system in support of our facilities operations at Bristol- Myers Squibb as well, because we have about 15 sites that report directly into the Global Response and Operations Center. We use Mass Notification with facilities for that purpose. I think it's interesting that one of the things that Ken mentioned was including his supply chain routes. That goes back to the core mission of establishing, maintaining, and growing the resilience of a company. It's not just duty of care, it's not just physical security. It's also about maintaining business operations so that the company thrives, recovers from disruptions quickly, and returns to revenue faster. Jeff, one of the things that both of these folks are on the private or pseudo private side, either an NGO or on the private sector, but we also have a fairly significant presence in the public sector. I've asked Jeff to join us today to talk about how the county, first of all, how they selected it, what your role is, and then how you use the system on a daily basis. Yeah, great. Our global reach is about 520 sq mi just west of here. We have a population in Loudoun of about 430,000 people. When I started with the give you an idea of growth, when I started with the county 31 years ago, there were 85,000 residents. We've had a bit of rapid growth over the years. We are kind of the data center capital of the world, seems like. 72% of all worldwide internet traffic travels through Loudoun County. It's great for our tax base, but what it brings is a highly educated population, with a set of service demands that are slightly different than they used to be, say, 30 or 40 years ago from our community, which is not a bad thing. Loudoun got its start in 2014. We are a member of the National Capital Region, which is several jurisdictions in Maryland, the District of Columbia, and all of Northern Virginia. We went forward in search of a communications platform for notification back in 2013. It was awarded to Everbridge. They replaced an incumbent system in 2014. We've all been on it since then. Since then, Loudoun has become its own customer outside of our contract with different features that we've decided that were good for us. We use it. We're primarily a Mass Notification user of the system. We have a robust internal system with our 3,500- 4,000 employees, which is I feel a little weird saying that in front of these guys, but we utilize it for all manner of both urgent and routine communication with our workforce. Primarily, you know, the difference between us is we have an obligation to keep our 430,000 citizens safe. That's our primary usage. While some jurisdictions in the region have opted to use it only for emergency notifications with their public, Loudoun took the approach of, we're gonna leverage everything that comes our way. We use it certainly for emergencies. It is our platform that we use to access the IPAWS system, which is the Integrated Public Alert and Warning System. That's what allows me to interrupt your favorite cable television show or make your phone go off while you're standing in line at Costco. We've used Everbridge for that. We maintain our community voice notification system, where even if you don't have to subscribe, we know who you are, where you are, and what your phone number is. Something geographically goes on, we draw a polygon, and we notify every single phone within that polygon of important life safety information. In addition to that, we've used it, like I said, since 2014. You wanna sign up and get an alert if your voting precinct changes, or it's time for you to pay your taxes, or you wanna know what's new with county headlines, you can do that. If you want non-urgent information from the sheriff's office. There's probably 30 different options, and we share that. Within Loudoun County, we have seven incorporated towns. We share this system with them so that they can send out information for folks who sign up to get information specific to their, to their little town. Good. Thanks. I think that puts a different spin on duty of care if you think about it. Especially post-pandemic, when a lot of people are working from home or working from anywhere, the idea of having the county have that capability to identify potential issues that could disrupt the citizenry is really important. It's sort of a microcosm of public warning when you think about it from the whole country perspective. The 535 square miles that is Loudoun County and having spent a lot of time in this area, it's also a very affluent county, and it's a very influential county. High demand customers that require a lot from the county, and I'm just happy that we're able to help you with that. Matt, I wanna come back to you. There's nothing that drives home the viability of a platform than specific examples of how you might have used our platform to protect the Jewish community. Do you have an example you can share? Absolutely. It's one of many, but as many people may remember, January 15th of this year, one of our other news aggregation platforms that we have API'd into the VCC, in the morning, we got an alert about unspecified police activity in Colleyville, Texas. Thanks to having that tied into the VCC, we were able to see that one of our assets, Congregation Beth Israel, was 0.0 kilometers away from this unspecified police activity. That obviously triggered our team to know that we need to look into what's going on there. We were able to contact our local security and law enforcement contacts and find out that was the hostage situation going on at Congregation Beth Israel. Throughout the day there, in addition to having our own resources on the ground with the FBI and local law enforcement, 'cause we had conducted training there, we had knowledge of the facility. We used the platform here initially to notify our incident management team. We launched incident through Mass Notification using the mobile app, which allowed us to also launch the secure mobile chat with our IMT and start collaborating, even though the office was closed, people were spread out all over the place, and we hadn't yet sent our team back into the JSOC. The great thing about that was we were able to share attachments, keep real-time updates as we got more information coming in. When we were ready to do our after action report, we also had that full transcript. Throughout the day, we used Mass Notification first to brief the security director network and our law enforcement partners of a incident briefing we were going to do in the morning, to let people know what the current situation was and, where we thought things were gonna go. I remember initially that was live streamed on Facebook. The quickness that we were alerted through the platform let our team find that stream before it was taken down to get, you know, some additional intelligence on what was actually going on in the room there. Once the situation was proving to be a more protracted situation, we used the system to notify all 16,000 contacts that we had across the community with a situation report, because we were getting numerous calls pretty much constantly from people wanting to know what's going on, whether it was just because they knew someone in the area, they were concerned is this part of a multi-prong attack or multi-location attack, or they're just curious and concerned. We were able to launch a situation report, about midday on what was going on to help, people you know, make it clear that this was an isolated incident. We did the same thing in the evening once the situation had been resolved, when the congregants were able to rescue themselves, and the hostage rescue team was able to neutralize the suspect. Throughout the day, we used the system constantly. In addition to those other use cases, we were also monitoring everything else going on around the area and around our other assets because we also could not confirm until later in the day that this was a lone actor. Matt, you did mention too about the analysis that's prepared by the system. Let's talk a little bit about your after action. How you use that information to help you with it, 'cause the demo team talked about continuous improvement, which is important. Part of any critical event management or any crisis action is what did we do right, what did we do wrong, and how can we get better at what we do? Let's talk about a little bit about your post or your postmortem, your after action, your hot wash, whatever you wanna call it. Let's talk about how you did that and how you leveraged that intelligence from the platform to do that. Sure. We had hot wash and an after action. you know, in the hot wash, it was more just a discussion with the incident management team on how well everything worked and being able to have that information there and knowing that it was all stored. It really came in handy with building out the actual after action report. We had the full transcript. We could see when our incident commander asked for specific things done 'cause it was timestamped already. We could see when any media was shared, and it was still saved in there. From the various mass notifications incidents we sent out, we had the time they were sent out, we had the actual text and, you know, the custom branded emails and notifications that we could still use. We also had an amazing amount of data on how those Mass Notification incidents worked with the community, how the engagement was, how many people confirmed, what methods were successful, and it even allowed us to kind of vet what our contacts really looked like, how many had somehow ended up as bad contacts 'cause phone numbers had changed or whoever put them in is wrong because we reserve the system for strictly safety and security use, and even more so at the national level. This is in three years I've been there at Caldwell, was the second time we ever used it nationally, at once. It gave us an opportunity to look at the contacts as a whole, having all received an incident and see where holes needed to be fixed, where contacts needed to be updated, and then in addition to adding that to the after action report, work with the security directors to make sure that information was there. It really gave us all the metrics on everything we did throughout the day that we were able to pull it together very quickly and sped up the production of that report. Great. Thanks, Matt. Ken, Matt is a nationally focused NGO, for lack of a better term. You are a multinational, a global corporation. Let's talk about how, first of all, as an example, and then I want you to elaborate a little bit on how you take care of duty of care with a hybrid workforce. Okay. Excellent question, Tracy. In terms of the use of the system, there are a number of incidents that occur daily where we have to use the system, whether it's geopolitical, for example, issues that may be occurring in Brazil, issues like last week in Peru, or weather-related issues are here domestically within the United States, protest activities as well. For example, two years ago, when George Floyd was murdered in Minneapolis, Minnesota, one of the first things that occurred, of course, was all of the protest activity and the violence that followed that. The leadership team quickly wanted to know how many of our employees were in that area, and if they were potentially going to be impacted by the violence, by the protest, et cetera. We were able to provide that information from the system within a very short period of time, probably about three minutes, to draw a polygon around that area and identify not only the employees who lived in that area, but also any travelers who might be there as well, so that we could provide notification to them, while at the same time pushing that information up to the senior leadership team to make decisions on whether or not business could continue as usual in that area with our sales force or if they needed to curtail that for a limited period of time. There are so many examples I could draw from, again, just a couple of weeks ago with the most recent tropical storm, that came through the Tampa area. Because of Everbridge's flexibility, we were able to ingest not just telephone numbers for our employees, but also all of their physical addresses, which was crucial during the most recent tropical storm and the hurricane because, to your point about a remote workforce, we had individuals in that area who were assigned to other locations, but because we had their physical addresses in the system as well, when we drew the polygon around the path of the tropical storm, it captured their information as well. We were able to reach out to them and include them with the information and guidance from the leadership team as well. The remote workforce is a new phenomena, if you will. Thank you, COVID, if you will. We have to address that. We have to be prepared to provide that type of guidance to our workforce who's no longer sitting within our sites. Because of that, we were able to go to our legal team, and from a duty of care standpoint, we need this information. Can you approve for us to receive this on a daily basis so our system is updated so that we can protect our workforce? It worked. You talked a little bit. Matt talked about identifying and notifying his 16,000 contacts about potential disruptions. Also from a corporate perspective, how important is it to be able to notify the C-suite? Yes Your crisis team, and your impacted employees all at one time? Critical. What happens if you don't do that? If you don't. That's not gonna be a good day. Yeah, exactly. That's not gonna be a very good day for me and my team. Thankfully, my C-suite has been extremely supportive of all of our efforts in terms of acquiring. Everbridge is our partner, and making enhancements to it as well. In fact, I was here just last week as part of the product meeting, and based on information that I learned there, we have a follow-up meeting scheduled in January for the Travel Protector that we're going to look at because it appears to be an upgrade from what we're currently using. I have no doubt that based on what the C-suite has seen over the last two years from our use of Everbridge, that they will continue to be supportive of our enhancements. Great. It's just great to have one platform with all of our systems integrated into that. Right. Because it saves time. You don't have someone, communication specialist, having to check two, three, four different platforms before making the decision. I would imagine. In full transparency, I was a customer before I became an employee, so some of my questions I already know the answer to. Sorry about that. It's also about vendor management, right? About how do we consolidate vendor management? Because with disparate systems, it becomes more complicated to respond during a crisis. You talked a little bit about, you know, a single hand to shake. Yes. Do you find that beneficial? Oh, absolutely. Otherwise, think about the level or the amount of training that your communication specialist would have to go through just to stay up-to-date on each one of those other systems. When you're in a crisis situation, you don't have time to waste. That's right. You need them to be able to act immediately. That's why I like the previous presenters. Know, respond, improve. That's what it's all about. Absolutely. Jeff, from a county perspective, is there a specific incident? For those of you that are not from D.C., if we talk about snow in D.C., the traffic stops. If it rains, the traffic stops. If it's windy, the traffic stops. You Well, they're calling for snow-. I know. I know. -tomorrow. Yeah. Yeah. I'm pretty sure schools will close any minute. You talked about using that for routine communications as well. Yeah. I'm assuming that's part of what the system is used for to inform the citizens of the county. Absolutely. We have an entire suite of weather-related alerts they can sign up for, and there's, you know, that's directly from the National Weather Service. They're, they're not waiting on Jeff to wake up at 2 o'clock in the morning to resend a tornado warning. The other thing, you know, I wanted to touch on real quick with what little bit of time we have left is a feature that we used with a great deal of success during our COVID response, and we did this probably within the second week. We opened up our emergency operations center on March 16th of 2020. By that next week, we already had in place, we use a feature called Community Engagement, which allows people to access the system without going through signing up and creating a password and having an account and all that mess. Our citizens are not really interested in all that. They want the information that they want when they want it, which is fine. They've made that very clear to us. It's easy for us to try to follow through with that. We came up with a COVID keyword, and we strived early on in that event through all that fog of war, we tried very early on to make ourselves, the county, be a trusted source of information. Part of that was getting out information on a regular basis. We created a keyword, and within about 2 weeks, we were in 10% of our households in the county. If you're wondering if that's good, that's damn good. We became, you know, that let us be that trusted source of information for people. We created additional trusted agents within other demographics that were having a hard time to infiltrate, if you will. That's the wrong word, but to get into. They were sharing that information, amplifying that message. We sent, you know, 1 update a day unless there was something brand new, like we were opening up a vaccine center or something like that. We got a lot of our citizens were very appreciative of that. When it was all done or they didn't, you know, last month, you know, probably when they stopped caring about it, they just, you know, hit stop and it's all done for them. I think what you're seeing here today is whether you're a nonprofit, whether you're a corporate entity, or whether you're a municipality. Happy and her team with innovation, constantly looking for ways that we can improve the life quality of our customers, and I think it's important. Gentlemen, I wanna thank you for the time today. I wanna tell you how much we appreciate you making the trip in for this. I know there's a break after this, so if you wanna chat with them during the break, then you're more than welcome to do that. Nandan? Yeah. We'll do a short 10-minute break, and then we'll come back, and Patrick will present the financial roadmap. Right. Welcome back. We have our final module before we go to Q&A. Patrick Brickley, our CFO, is gonna walk you through our financials of basically operationalizing what they've talked about in the first section today. So Patrick. Great. Thanks. Am I on? Sorry to take you away from our customers. I know that you love talking to them. Thank you again, everyone. We're on the home stretch here. Thanks for coming. Thanks for participating. Thanks for joining online. For those of you whom I haven't been able to meet yet, I'm Patrick Brickley. I am our chief financial officer. I've been at Everbridge since 2015, pre-IPO, and it's been great to be part of building the business to where we are today, and very excited about the days ahead. I've got three topics to take you through today. The first is a quick update on where we are on 2022 and the progress that we've made. The second is, as you know, we've already guided for 2023. I'll double click on that guidance, top line and bottom line in this meeting. The third is looking forward to ARR, which is a new metric by which we're running the business, as well as our long-term model. First starting with 2022, it's been quite a year. We entered with a fair amount of turbulence, a number of question marks. Nevertheless, we along with the board, we set for ourselves a number of really important initiatives to get after throughout the year. Simplifying our business. Improving our profitability. Pausing material new M&A and focusing on integrating what we had already acquired, and meeting and beating expectations along the way. We are doing that, and we've done that. I'll click through each of these, but we are achieving greater stability. We are exiting 2022 with much more stability than we came into the year. We're very excited about the outlook. First, simplifying the business. We've made it much easier for our sellers and for our customers to get onto a path to critical event management. We used to have a few dozen offerings, and we'd say, you know, "Choose from among them." Now we've got persona-based packages that are tiered, that make it much easier for our customers to see the path to critical event management, which is a really important part of getting to that $1 billion of ARR snowball that Dave spoke about previously and that I'll come back to in a few slides. We've also made progress with identifying non-core assets to end of life to potentially divest. We talked about $6 million-$10 million of ARR. Year-to-date, we've made about $2 million of progress. We are getting really close to a couple of divestitures. We've made good progress there. We've made significant improvement in our profitability, due in large part to strategic realignment program that we've been executing this year, where we are investing $31 million-$33 million of mostly one-time spend in order to pull out of our run rate $42 million-$44 million of existing annual expense. Most of that will have been pulled out by the end of this calendar year. Big leaps forward in terms of profitability. Obviously, we've paused material new M&A during 2020. In 2021, we invested over $500 million to do 9 acquisitions. We've done none in 2022, and we're really focused on integrating what we've already acquired. We've heard from customers, even from a competitor, that the M&A that we did was, in fact, really important for us to build out our platform and even increase our competitive moat. We've heard that from at least one competitor. Everbridge is years ahead of us at this point, which is great. We wanna stay years ahead by focusing on integrating. That's what Happy walked through quite a bit, the Pathways to platform. Those are really critical to getting our existing base onto CEM and growing towards that $1 billion of ARR. Of course, meeting and beating expectations in terms of revenue. We began the year with revenue guidance midpoint of $429 million. In November, we increased that $431 million, targeting 17% growth year-over-year. That isn't a huge leap forward, bear with me, remember the context here, and the challenges that we faced throughout the year. We had interim co-CEOs for more than half the year. We have been end-of-lifing some of our products. We've had many millions of dollars of FX headwinds. We've done layoffs, the first in our history. There's been a lot going on, you know, what could go wrong amongst that soup. We have nevertheless managed to continue to outperform the expectations that we set at the beginning of the year, which is something that we've been doing since IPO. Certainly, in terms of profitability, we've been clearly outperforming. We began the year with guidance of adjusted EBIT of around $34 million, 8% margin. In November, we guided to 10% margin. That's up from 3% margin in 2021, and we're exiting the year at a much stronger rate than that. We're guiding Q4 adjusted EBIT to margin to 16%, and we've already been doing a lot of the work that set up the 2023 guide, which, as you can infer from the numbers, is a margin of around 18%. Lots of outperformance in terms of profitability, lots of accomplishments during 2022. It's a challenging year. As Dave says, we don't wanna repeat 2022 ever. We have been able to knock down these really critical objectives of ours. As I said, we're exiting the year on much firmer ground. We're very excited, we can start to turn the page and think about 2023. 2023, as you know, we've guided our revenue growth to 6%-7%, we've been talking about this bridge from what we've guided Q4 2022, which is 13%, down to a full year of 6%-7%. I'll walk through that bridge again. Sorry for those in the room, this is probably a little bit small, I'll go left to right. The first element of the bridge down to 6%-7% is that continued end-of-lifing and potential divestitures. As I said previously, we had targeted $6 million-$10 million of ARR. We've made about $2 million of progress, that leaves $4 million-$8 million left as we head into next year. We are approaching a couple of divestitures. It's very possible, very likely that a lot of that ARR exits the business pretty quickly here, some potentially even before the end of this calendar year. The second bucket going left to right is labeled as reduced QPRs, part of the layoffs that we've been doing is taking out productive sales capacity. We're really refining the business. We're refining our focus on critical event management. We're rebooting our go-to-market and making our direct opportunity much more efficient. We're shuffling a little bit more of our opportunity towards indirect, especially outside of the U.S. We've taken productive capacity out. That does create a headwind as we head into next year, but, you know, ideally that's something that we work through with a much more efficient go-to-market model. FX is the third one. This year we've had over $5 million of headwinds as it relates to FX. Most of that was in the second half of 2022. Assuming no change to rates, we'll have a similar impact in the first half of 2023. Again, that's something that once we've lapped it, we've lapped it, and that's in the rearview mirror. The fourth bucket there is flat non-recurring revenue. This year, non-recurring revenue, so that's services, non-recurring licenses, that'll be in the order of $45 million-$50 million of revenue this year. We don't anticipate that's going to grow next year. Not in total anyway. Different pieces may. They have a little fluctuation, but in total, we don't anticipate that that will grow. That's a headwind to overall growth of about one point. The last bucket there, it's only half a point, but as most of you know, we did lose our largest customer earlier this year through a mutual termination. We have been able to recognize $2 million of revenue from that customer this year. Next year, we won't recognize any. There are a couple of elements that take us from the 13% that we've guided to in Q4 down to the 6%-7% for full year 2023. You can tell by the nature of some of these that these are one time, and as we lap them, should be able to walk our revenue growth rate back up as we're entering 2024. This table is a look at non-GAAP expenses as a percent of revenue to give you more visibility into what we're thinking for 2023 and how we're building the model. From left to right, that first column is our updated forecast for 2022, and then our projection for 2023, both full year as well as what you can expect to see in different quarters throughout the year. Starting with adjusted gross margin, this year, we're looking at around 73%. Next year, we anticipate that's gonna get up to 74%. In fact, we anticipate we'll reach record adjusted gross margin during one of the quarters, probably in the back half of 2023, of close to 76%. We'll do that by continuing to focus on integration, shaking out inefficiencies in our infrastructure, and continuing to improve the efficiency of our implementations and our services deliveries. Sales and marketing this year, the forecast as a percent of revenue is around 36%. That'll come down to closer to 30% next year. In fact, when you look at the different quarters as we get through next year, it should, as a percent of revenue, get into the high 20s as we really focus on improving the efficiency of our go-to market. R&D, similar, 20% this year, 17% next year. We're gonna stay in that sort of high teens range. We could have a quarter where we get to 16%, but we have to continue to invest in driving customer value. That's one of our top priorities in maintaining our leadership with critical event management. We're not going to strip R&D, but there are, as we work through these integrations of acquisitions, there are still some inefficiencies that we can shake out of the model, and that's what's reflected here. Similar for G&A, 11% this year. We think it'll be 11% next year, but at least one of the quarters, we should be able to get down to 10%. As we talk about long-term model, that'll continue to go down over time. To summarize, the key targets that we're looking at, revenue of 6%-7%, $85 million of adjusted EBITDA. We have a clear path to that, where we intend to exit approaching the Rule of 40 and an adjusted EBITDA margin in Q4 of 2023 of around 20%, maybe even a little bit better than that. Free cash flow of $60 million in that neighborhood. I'll come back to that in a couple of slides and as to why that's so important. A couple of key assumptions for you all to factor in as you build out models are flat headcount and OpEx throughout the year. In fact, that may carry well into 2024. We'll be optimizing within our existing envelope. Seasonality will definitely be a part of the model in 2023, similar to what you saw in 2022, both in terms of top line and bottom line. Looking at the top line first, our recurring subscription revenue will continue to tick up sequentially, but the non-recurring portion of our revenue will continue to be lumpy. We fully expect that we'll see a repeat of the pattern that you saw coming into this year, where Q4 2021 revenue was greater than Q1 2022 revenue, not because of the subscription revenue that went up sequentially, but because of the non-recurring revenue. We were able to make a lot of deliveries in Q4 2021. We weren't able to match that in Q1 2022, so total revenue came down. We expect to see that in Q4 2022 versus Q1 '23 for the same reasons. In terms of bottom line, even though we'll hold headcount flat and headcount is all in, it's nearly three-quarters of our span when you think about facilities, et cetera. Even though we'll hold that flat, seasonality will impact that as well. Payroll, taxes, et cetera, will drive greater expense in Q1 than in Q4, as an example. Certainly assuming continued progress on our sales productivity, continued progress on our technology rationalization. While stock-based comp doesn't impact these non-GAAP metrics, I figure it's worth calling out that because we've been asked a lot about stock-based comp, and I know you're asking a lot of your investments and your management teams and the companies that you cover. For us, we anticipate that in 2023, we won't be able to issue nearly as many shares as we've issued in 2022. 2022's been a special year, turbulent year. We had to do some one-time things. We've been saying that throughout the year. 2023, we're not gonna be able to do that. And with our stock price being where it is today, let's say that that stays constant through next year. That's a little bit lower than where we issued a number of the 2022 grants. As those 23 grants sort of average in to the total pool, and as some of those older grants vest and they come out of the stock-based compensation expense amortization, we think that as a% of revenue, stock-based compensation expense should start to come down, certainly by the time we're exiting 2023. The key metric by which we're running the business from now on is ARR. Really critical. We are going to be sharing this with you quarterly from now on, so you don't have to do all sorts of gymnastics and, you know, look really deeply into our RPO or do calculated billings. Taking all that off the table. We're just going to tell you where are we, where is our book of business, how did it change sequentially from quarter to quarter, year-over-year. As we get better and better with the data, we will do the best we can to start to peel that onion and give you more color below the top-line metric. First, we should level set on the definition. What's in, what's out. What's in? All SaaS licensed revenue, all support and maintenance, because that is recurring, and all professional services that are sold as recurring subscription. That's about a third of our services revenue today. What's out? Everything else. Whether it's non-recurring licenses, services that are not sold as a subscription, usage, set up fees, and all other non-recurring items. I've asterisks usage and set up fees because as you calibrate this to our current public disclosures, in particular, our revenue footnote in our SEC filings, in that footnote, we break our revenue into three different buckets, subscription, services, and non-recurring licenses. In that footnote, we actually include usage and set up fees in subscription. We do that, or we have been doing that because usage is sold as a subscription. Set up fees are recognized ratably over time, similar to how we recognize the subscription revenue. As we apply laser focus to the one metric that really matters most to us, ARR, we wanna take those out because by nature, they are not recurring. We wanna focus on what's recurring. We're taking those out of ARR, and that's, that'll be part of a bridge between those two different metrics. What is our ARR? For the last three quarters, this is how it's evolved. This reflects the best data, you know, that we have and our, and our, the job we've been able to do with that data over the last couple of months since we, you know, began saying that we're gonna be talking about ARR externally. Of these metrics, the one that I have the most confidence in is the most recent one, September 30th, $370 million of ARR. Wanna give you some insight into what's behind that ARR as of September 30th. We've broken our ARR into tiers for you. Top tier is all of our customers with ARR of $250,000 or more as of September 30th, and then the rest of our customer base is in the second tier. That first tier, the customers with ARR of greater than $250,000, that's around 5% of our customers. As you can see, it's 43% of our ARR. The average ARR within that tier is almost $600,000. It's, we're already making a good amount of progress towards that ARR snowball target of $1 billion, largely coming from customers with ARR of $250,000 or more. You also see that momentum in our count of large deals. This is really the area of our go-to-market where we're experiencing the greatest momentum, is six-figure deals. Count of deals $100,000 or greater over the last few years, that count has a CAGR of 28%. In particular, count of deals of half a million dollars or more, over the last few years, that has an 82% CAGR. In fact, in the first 3 quarters of 2022, we did 32 of those deals. That's greater than the count that we did in all of 2021. We're applying a lot of focus to this area of our business to really growing the base as well as landing large net new customers. We're seeing a lot of momentum there. It's part of why we're so excited to bring this back to the target that Dave described previously, the $1 billion of ARR, because we've, you know, this is where we're seeing momentum in our business. It's going clockwise here, starting with the CEM base. As Dave mentioned, we already have 255 of those customers. Not all of them have ARR greater than $250,000. About a third of them don't. They're below that. There's a lot of opportunity to grow even the existing CEM base up above that tier. At the high end of our CEM customers, we have a couple dozen CEM customers that are spending over $1 million with us in ARR. It's a huge uplift for us to get our customers onto the path to CEM and get them moving up the stack. As Dave mentioned, on the right-hand side, we've got hundreds of customers in our base. Over 150 customers from NC4 and Anvil. These are hot leads for CEM. These are customers that are already speaking with their wallets, that they want to see disruption to their business or potential disruption all day, every day. The faster that we can get them onto our platform, the easier it's gonna be for us to grow these into large CEM customers and the Mass Notification customers, especially even just those that are in the Forbes Global 2000 that are in our base today. There's around 500 of those that are just Mass Notification customers. Again, huge opportunity now that we've rebooted our go-to-market, and we've created these clear paths to critical event management to take those customers, most of whom their ARR is below $250,000, and get them moving up into that $1 million category. Then finally, the new CEM logos in the lower left, as I mentioned on the previous slide, that's where we have a lot of momentum, is landing large deals. This $1 billion of ARR snowball with 1,000 customers greater than $250,000, on the one hand, it's aspirational. It's something that we're really excited about. On the other hand, we already have most of those 1,000 in our base. We don't even necessarily have to go land a whole bunch of new customers in order to achieve this target. We're really excited about now applying much more focus on this opportunity and on ARR from those customers, rather than chasing every dollar of revenue, focusing on growing the annual recurring revenue base. It will be difficult. Even though most of those customers are in our base, it won't be a layup. We've got a lot of work to do, that's why, you know, when we think about our long-term model, we don't wanna get ahead of our skis. We do have a really clear path to profitable growth, as Dave mentioned earlier. To the extent that we're able to accelerate on that $1 billion of ARR opportunity, we'll be able to far outperform the top line here through execution, but it's gonna be difficult. For now, as we think about the long-term model, we're really just focused on improving the leverage in the model. We're investing in growth, but we wanna do it much more efficiently. Some of the key areas of leverage that we have. First, as I mentioned previously, we're gonna be optimizing our existing OpEx, not just through 2023, but we anticipate that that dollar spend that we have is gonna carry into 2024 as well, and we're gonna continue to optimize. We've got a lot of resources today, and we wanna continue to get the most return out of those resources as we can, and we think we've got many quarters of optimization ahead of us. Then more specifically, in terms of adjusted gross margin, as I mentioned, in 2022, we're looking at around 73%. As we continue to optimize our infrastructure, as we integrate acquisitions, and we continue to optimize our delivery of implementations and services, we anticipate that our adjusted gross margin in the outer years, 25, 26, 27, that'll get into the very high 70s, upwards of 79%. Sales and marketing, again, you know, we came into this year with closer to 40%, over the next few years, as we optimize our go-to-market, really focus on sales productivity, we anticipate getting into the, call it, the mid-20s. This range of 22%-28% will really depend on our appetite for investment as we go, as we build out the CEM opportunity, as we see the ROI on the investments. If it makes sense to continue to invest in a really healthy way to drive growth, then we'll err towards the 28% side. If instead our revenue growth rate is continuing to improve, but it's not necessarily where it's certainly not back to where it's been in the past, we'll err on the 22% side of that range. R&D, as I mentioned, and as you heard from Happy, we need to continue to make investments in delivering customer value and the pathways to platform. This is really critical. We need to maintain and even extend our leadership in the CEM category. We're at around 20% today. We'll get that into the mid to high teens as we continue to optimize our existing resources. G&A, as I mentioned previously, in particular, as we continue to integrate the acquisitions and shake out redundancies, that as a percent of revenue, will come down from today's 11% to more like 8%-9%. Many folks have asked, "Okay, we understand this, these adjusted figures, non-GAAP figures. Tell me about cash. It's great spreadsheets and adjustments. What about cash? Cash is the most important thing." Let me walk you through how our adjusted EBITDA translates into cash. First of all, our adjusted EBITDA is a great proxy for our operating cash flow, and basically the biggest difference there is timing. The biggest difference from operating cash flow, adjusted EBITDA versus free cash flow is capitalized software development. There's also timing involved in there's some other miscellaneous amounts, capitalized software development is the biggest, the biggest delta between the two. To illustrate this, in 2021, the first three quarters, we drove $11 million of positive adjusted EBITDA. We had capitalized software development costs of around $9 million, some miscellaneous amounts. First three quarters of 2021, we had free cash flow of negative $1 million. The difference between adjusted EBITDA and free cash flow is around $12 million. Fast forward to this year, the first three quarters of 2022, we've done $23 million of adjusted EBITDA, similar amount for capitalized software development, similar amount in the sort of the miscellaneous bucket. Free cash flow is positive $9 million before the restructuring one-time spend. Comparing the two periods, Adjusted EBITDA has gone up $12, free cash flow has gone up $10. That's how you can think about the model going forward. That's why when we think about $85 million of Adjusted EBITDA in 2023, we equate that to roughly $60 million of free cash flow. Capitalized software development will continue to go up a little bit, call it $18 million, maybe $20 million. There'll be some miscellaneous items, and there'll be some restructuring payments. We think that $85 million translates roughly to $60 million. Why is that so important? Why is it so important for us to be driving free cash flow? We're in a net debt position right now, and we have to address this debt. I'll walk you through this chart, which summarizes where we are and where we're headed. From left to right, that first column, as of September thirtieth, $825 million of gross debt. That comes in two tranches. The first, the top one is $450 million maturing in 2024. The second is $375 million maturing in 2026. Also, as of September 30th, we had $490 million of cash. More than enough to cover what matures in 2024, but obviously not enough to cover the full amount, the net debt as of September thirtieth, $335 million. That's roughly 9x our adjusted EBITDA for 2022. Not a good ratio. It's, you know, that's out of whack. We have to make a lot of progress towards that quickly. How will we make that progress? First and foremost, we are actively working to retire 2024s at a discount. We have authorization to retire up to $300 million of 2024 debt at logical discounts. We've been working through that. We think that we can get a discount of between 8%-9% on that $300 million based on where those bonds are trading today. That is a little bit better than if we were to put all that money into, for example, the equivalent cash into 12-month Treasuries, and has the added benefit if we use it to take out debt at a discount of giving you certainty that we are taking out the debt, we are reducing our net debt position. We've got $26 million there representing if we got 8%-9% discount on that full $300 million. As of today, we are more than halfway there. We hope that by the end of this week, we will be 90% of the way there, given individual transactions with existing bondholders. That's an important piece. Next chunk is, of course, the free cash flow for 2023 that I mentioned. Call that around $60 million. That means that by the end of 2023, our net debt would be $249 million-$250 million on adjusted EBITDA of $85 million. That's net debt. That's less than 3x our adjusted EBITDA for the year. That's a much better ratio. Moving forward, I declined to build out this chart, but you might imagine 2024 free cash flow is gonna be at least $60. 2025 cap free cash flow is gonna be at least $60 million. These might be closer to $80 million, $80 million+. As we approach 2026, that net debt position is either gonna be gone because we will have retired it, because free cash flow will be really strong, or it'll be closer to $100 million, and we're driving, at that point, $100 million of free cash flow. At that point, we would go and pursue straight conventional bank debt in order to retire the rest, which we think makes a lot of sense. Good for shareholders. Wouldn't do some sort of one of the, with all due respect, one of the colorful proposals for convertible debt refi that I receive every week. Many proposals that sound wonderful, except they have this huge dilutive impact that's down the road. Politely declining those, we're gonna take care of this out of our own pockets. If we need to get some conventional bank debt towards the end, we think we'll qualify for that. I mean, who knows what the debt markets will look like, but if we have $100 million of net debt, and we're driving $100 million of free cash flow, we think we'll get that loan. I think that'll be a, you know, pretty good terms. We've got our work cut out for us, but we also have a clear path to executing on this. This is, Dave hasn't said that net debt is the second most metric for the business, but I'll certainly with the hat I wear, it is the second most right behind the ARR. We have to address this, and we will. To summarize allocation priorities, as I said, retire existing debt. We have to keep the lights on. We have to continue to invest. We're not losing sight of driving customer value. We're just gonna do it in a much more focused manner than we've been doing in recent years. Once we've got the debt behind us, once we've got the debt behind us, we will revisit M&A. We are a platform company. Despite all the talent and the conviction of our development team, we know that we're not gonna invent everything within our four walls. You know, the market keeps moving, technology keeps moving, talent keeps moving. We wanna have the flexibility to consider M&A to preserve and potentially extend our competitive moat. We can't do that until the debt is addressed. Clearly, that's a couple years into the future. To summarize from a financial standpoint why we're so excited about the opportunity at Everbridge, why we think that it's such a great investment opportunity. As you've heard us say throughout the day, a leader in a growing early-stage category. We've got a very large market opportunity, even as we refine it and we focus on the most serviceable, addressable elements of this market, still a large opportunity. We've got a very targeted path to $1 billion of ARR, and we are already dramatically increasing our profitability along that path with a recurring revenue model, which is a key focus going forward, customer base that's sticky and growing, and solid capital allocation strategy. We're addressing the debt overhang. That's it. I think we are transitioning to Q&A with the senior management team. Yeah, we'll take one minute. You can ask Nandan all of the hard questions. Thank you. Thank you, sir. Five. Great. Oh, thank you. I'll just hang on to this. Is my mic good? All right. Just a couple of housekeeping items. First off, I'll work introductions, members of the management team. Patrick, of course, you've met. Happy, you can go on next. You met Happy, our SVP of Engineering and Product Management. Vick Vaishnavi has been with the company seven or eight years. Six years. Six years. Time flies. Vik has led many of our M&A integrations over his six-year tenure. He leads a go-to-market facing group we call Center of Excellence. That's really at the front edge of most of our large enterprise customer engagements. David Alexander, who joined in September, is our Chief Marketing Officer, I mentioned. In the back of the room, not on stage, Noah Webster in day two as our new Chief Legal Officer. He could take questions. We chose not to bring him on stage on his second day. And me. Just as a reminder, we have about 5x as many people participating online as we have in the room. Just wanna be very cognizant of those who are with us, but not in the room and make sure that they're participating in this experience as well. Nandan will be fielding their questions over the internet and presenting those. Questions in the room, if you could just wait a moment till we get a microphone handed to you, again, so those online participants will be able to hear your questions as well as our response. We have about 30 minutes- Yep. For this segment, we have another 1 hour and 15 minutes after the last piece of the segment, which is, you know, why we chose this location. Our Risk Intelligence Management Center is upstairs on the eighth floor, we'll work to escort those who want to participate in that last section up to the eighth floor, and you'll have an opportunity to interact with risk analysts and see even more than the demo a day in the life of what a risk intelligence officer is doing and what they contribute to our customers and the overall value proposition. With that, I'll open the floor for questions. Great. Am I on there? Yep. Okay. Great. Thanks. Yeah. Will Power with Baird. Thanks for hosting this. Ooh. Is that us up here? Sorry about that. Go ahead. Okay. We'll try that again. Let me just jump straight in, either for Dave or Patrick here. I would love to just get your perspective on, you know, framework for growth as we move past 2023. I understand the different impacts, you know, this coming year. I know you've laid out a CEM CAGR of, I think, like 12%-15% or so. Is that the right starting point as we kinda move into 2024? I know you're not providing guidance per se, but how do we think about the framework for what the growth can look like for this company longer term? Yeah. You know, I think that's fair. It, we provided a framework, not a guide. We've been judicious, I think, in the way we're looking at the growth. This 500 point or five point, I guess about basis points if you think about Rule of 40, but the five-point increase in the Rule of 40 next year, you know, largely a reversal of some of those waterfall down, waterfall back. You know, we are cognizant that we're in a, you know, more difficult economic environment than we've been in the last several years. Of course, that's affecting how we're looking at the opportunity. The biggest thing to keep in mind is, as powerful as our legacy is, that mass notification business that we entered into in the early market stages, you know, it has more competitive pricing pressure. Our disclosures show that that's been flat declining. That's our largest cohort of customers. That, I mean, that is, in some ways, you know, it's retarding the overall growth that we're looking to provide, and that anchors the thinking around, you know, the more prudent range we're showing there. We have been achieving growth rates greater than those market rates in our CEM category. The way the numbers come together internally, as you can imagine, with cross-selling and upselling, we do not have really clear disclosures for that at this time. We are achieving growth rates within the risk intelligence data, the visualization, and the platform area that are well in excess of those market growth rates. Hopefully that contextualizes it for you. Next question. Great. Thanks. Scott Berg with Needham. I'm gonna ask a compound question that's totally not related to each other, if that's all right. Kind of an extension to Will's question there is on the cross-sell, upsell, I guess what needs to be done to drive a better or healthier cross-sell rate kinda going forward? 'Cause a lot of what you talked about today was really driving like those 500, you know, roughly 500 Mass Notification customers in the G2K and trying to upsell them more. Secondly, Patrick, with regards to the new ARR metric, you know, a decent chunk of the business over the last year or two has been the non-recurring license part of the business. How do we think about that impacting the business going forward? Do you still continue to sell that or will it be kind of an add-on component to, you know, to those financial thoughts? Thanks. Great. Compound question. Part one is the upsell, cross-sell. I think I know I gave, you know, four different examples of how that's worked in real life. They're all important areas, and we're gonna work on growing our existing CEMs, pathways to platform, Mass Notification up and new customer wins. All four of those will be exercising all four of those. The one I'm actually most excited about are these pathways to platform. The over 150 RC9 customers who are not... It's really difficult to cross-sell when they have to log in to a completely different application to get the benefits of the platform. For various reasons, feature reasons, these 150 customers are choosing to stay on the legacy platform as opposed to the new platform. We've reduced those barriers dramatically as of October 1st. We will eliminate the feature barriers to those migrations by this time next year so that we can move, you know, all of those RC9 customers to the platform. Our experience shows us, as you saw in the examples I gave, when they move to the platform and able to take that makes the cross-sell motion so much easier. They just turn on the additional functionality in the platform. That to me is, you know, answer one in the next 12 months, that we're focused on to grow that base and the Anvil base of about 100 will kick in. It can kinda kick in now, but there are feature barriers, until probably this time next year we'll start to make the pathway to platform for those Anvil customers more obvious. The non-recurring revenue is important, in particular within that, the countrywide alerting. Most of that is non-recurring revenue. When we sell communications capabilities to an entire country, and we're the leader at that, their buying preference continues to overwhelmingly be to implement on-prem and have a perpetual license for that technology. We say yes to that. We don't say no. We do it begrudgingly because that's so strategic for us. We have experienced over time that as we land large geographies, it becomes much easier for us to find open doors within those geographies to drive incremental business. We will continue to sell countrywide alerting. It's really critical. As Dave mentioned at the outset of today, the one most important word that we're all working towards is alignment. Alignment internally and what really matters the most, as we head towards that $1 billion of ARR, we wanna focus on ratable recurring revenue and renewing that at better and better rates. countrywide alerting some of the other non-recurring revenue, that'll help create some opportunities for us to grow that ARR, but it is not ARR, and we'll be managing it a little bit separately. Happy in her section, had a chart where those perpetual products were off sort of to the side. We had core CEM in the middle and the perpetual products off to the side. They are different. We think that we can manage them much more efficiently if we manage them a little bit differently than we do, you know, the sort of the core of the business. Still important. We love those businesses, but it's not ratable recurring revenue we wanna manage it accordingly. Yeah. If I could take that one question one derivative further. Compound question with two-part answer on the derivative. When we think about the focus on annual recurring revenue, one of the areas we're really focusing on are the non-recurring professional services parts of our revenue stream. As we get focused on the one thing that matters most is a very specific example, and the focus on this comes in part depositing material M&A and getting kinda back to basics and simplifying. We are road mapping in the first three quarters of the year, product improvements that will take out thousands and thousands. That takes over 10,000 hours of PS opportunity. Things that we previously would have charged customers for the configuration, not customization, but the configuration of the product that we're focusing, like you'd expect, dev dollars on re-reducing those repetitive tasks, you know, taking away the one-time professional services revenue with the hope of capturing more ARR revenue. If you think of a three-year project. Whatever the number is, $100,000 of P-PS implementation configuration for $100,000 a year for three years, $400,000 over three years, we'd like to turn that into $0 professional services dollars at a $130,000 ARR opportunity. That's another real specific reason our ARR focus is adjusting the growth rate on the non-recurring parts of the business. Brian Colley from Stephens. Thank you all for the presentations today. I thought they were all really helpful. So just to start off, I'll give this to you, Dave. Can you help us to better understand how you're baking in any level of economic conservatism in the 5-year Rule of 40 outlook that you gave? What are you assuming in terms of net retention rate over the next 5 years? I'll take on both of those, again, within the framework that we've discussed and not giving guidance on out years prematurely. You know, one of the things that I was asked over and over by internal colleagues with the reduction of 300 positions over the course of the year, you know, "Dave, are you confident that we're not having any more layoffs?" And my answer is yes, I am confident we're not having any more layoffs, but I'm not certain that we're not having any layoffs. It wouldn't be prudent, in my way of thinking, to cut so deep that we were certain there was never any possibility of layoff. I think Patrick did a really good job of articulating how we're thinking about aligning and deploying our 1,735 people around a continuous improvement process over the next, you know, 4- 8 quarters, keeping headcount relatively flat as people leave the organization, being really careful about where we replace them in the organization and driving through efficiencies as we do the real hard integration work and not prematurely redeploying people. Our frame of mind going in to 23 and for, you know, several quarters thereafter is, you know, working within this cost base, having cut a meaningful amount of expense, but not so meaningful as to, you know, as to cripple the capacity of the company to focus on the real internal work that needs to happen so that we work more efficiently inside the organization to optimize the model. Hopefully that gives you a pretty good way of how we're thinking about it. We are not thinking about doing more layoffs to take more cost out of the organization. We're thinking about the natural things that we can do to become more efficient and drive it up incrementally over time. We're gonna move the mic across the room. Yeah. Hey, guys. Thanks. Parker Lane at Stifel. Two-part question. The first is on CEM. At what point do you find that it's a good fit for organizations strategically, financially from a scale perspective, whether it's employees, assets, you know, revenue? Then the second one's on Mass Notification. Obviously the roots of the company, you're the market leader there. Yeah. It's still relatively under-penetrated from a logo perspective. Given the more streamlined go-to-market and product, moves you guys are making, how much of an emphasis is there on just capturing that long tail opportunity of logos going forward? Okay. Let me answer the latter one. I'd like to turn it over to Vick. He works, as I mentioned in the introduction, with kind of most of our large enterprise deals. Without giving brand names or sales cycles, maybe bring to mind a couple of more recent- Sure. customers you've worked with and how they're thinking about CEM. Sure. The question is, what makes for a good profile of a CEM prospect, if I read the question clearly. The way to think about that is three vectors. First vector, the simplistic one is, as Patrick and Dave said, an existing Everbridge customer who already has Mass Notification, maybe they have one or two more products, but didn't have the appetite to go whole completely into CEM. What do we do there to kind of nurture them into that mold? Typically, one of two things happens. Either a compelling event happens, like the ones you saw from my team, the customer themselves comes back to a realization that they need that. The second vector in certain verticals is regulatory, compliance, regulations or stuff like that. Maybe not passing an audit or a new attestation that pops up and that forces them to go towards resilience, and then they start to look for something, and they say, "Wait, we already have this. Let's kind of walk you through it." The second vector is those customers who essentially have some portions of CEM, like the 4 stories that you heard from Dave, and they just have to cross the last mile, and it might be miles, 1 or 2 mi, but they pretty much are halfway through. They may have started on the digital side or on the physical side, and an economic buyer, somebody in the organization says, "I wanna consolidate tools. I wanna reduce my number of vendor footprint. If I'm gonna get a unified response view, like you saw today as a journey, then that's, you know, that's the way to grow into CEM. The first one is typically those types of customers or prospects, I should say, that have a very large global footprint, people, assets, facilities, sometimes multiple lines of business. I even attribute those who are highly regulated sometimes, you know, their reason for that. One common thread I see amongst all of them is for whom their brand and reputation is very important, right? They, they cannot afford to show up in the headline news for the wrong reason, so to speak. Typically, they have a dialogue with us, but the thing that accelerates the discussion about CEM is, again, either a compelling event happens somewhere in the world that they look at and go, "Okay, I don't wanna be in that situation again." We do with them build a business case. We actually help with them in a consultative way of selling build a business case. The business case goes into three dimensions, depending on their CFO's appetite for which one it is. One is the disruption or minimization of their revenue impact. They need help sometimes on articulating using an actual business model that we build for them as to what a critical event or a disruption or interruption has on their revenue. You know, in layman terms, I would say you're bleeding, how, you know, how much bleeding do you need to have before you invest in remediating it? The second one is the OpEx element of response, the cost of response. A lot of organizations essentially look at it now as a cost element that they would rather squeeze out of the organization through automation, through a platform approach like we discussed here. That's the second element of the business case. The third one is, which you saw in a lot of the presentations, is the risk index or risk appetite or their resilience score. You can use any of these elements to talk about it. A lot of that has to do with ESG posture. A lot of it also has to do in those that are highly regulated, it's mandatory in many cases to do that. Certainly just to tie it back to what eventually creates even a more compelling reason is if the country essentially has gone Everbridge for public warning, you know, we call it the network effect. They kind of look and say, "Wait, as a citizen, I get alerts from Everbridge. Why wouldn't I go with them for my employees, my partners, et cetera, et cetera? Yeah. Hopefully. Our focus, those larger enterprise customers are where we're seeing the most momentum. You know, the question was asked about the growth rate and, you know, why it's lower. You know, we are focused on the Mass Notification customer base. You know, one of the other things we're doing as we pause material M&A is going back to our knitting and working on our roadmap for the core Mass Notification customers. We're looking at especially the Enterprises 2,000 and above. The 5,000 and above is where we're really targeting, but for 2,000 above, those are accounts that could easily be $250K of ARR or greater as they mature. We know that the number 1 pathway, the platform, you've heard that from some of the customer examples here in the room, they start with a simple notification solution before they mature, to wanting to, you know, to know earlier or improve continuously. That's the, you know, still the number 1 on point. We're going to be focusing more on that Mass Notification business if we can move that from a negative growth rate to even a +2%, 3%, 4%. That will make a big difference in that overall growth. That's another set of programs that we're paying a lot of attention to as we enter into 2023. Yeah. All right. Thanks. This is Alex Sklar with Raymond James. I kind of wanna follow up on that and Will's question earlier. As we think about kind of the bigger picture growth algorithm, you talked about outperforming kind of that market on the core CEM side, but a lot of the business is still outside of core CEM. Can you talk about like the growth you're seeing from some of the non-core CEM, the xMatters or Mass Notification, how that impacts kind of the growth formula? Thank you for that question as well. One of the things we're doing, and you've heard me say, optimize the sub-brands. You know, xMatters is a very important sub-brand. It's our largest, you know, ARR sub-brand. We're readjusting our sales force entering into 2023, so we're bringing dedicated sellers back onto that sub-brand. You know, maybe give Happy a chance to talk really quickly about how powerful that xMatters workflow is capability again, as we think about the future of workflow. Yes. I think one thing is we actually leverage xMatters on both sides. One of the thing is we actually leverage Everbridge the workflow to really bring our core CEM vision as one platform. We also kind of leverage our CEM to help landing more xMatters customer too. Again, I think the whole, you see a lot of, you know, presentation today is the beauty about cross-sell to different business unit is all about to bring to a one platform vision. If we look at xMatters, if just doing a head-to-head competition with PagerDuty, with ServiceNow, probably is not going to have a lot of growth rate. If we tie xMatters story with overall CEM vision, then we can land a lot more digital customer on physical side. Today, we actually have some demo, right? People show how the digital event end up showing our Visual Command Center. I think we had this demo. I think the goal for us is really even, you know, xMatters is one, and we have other customer we acquired at SnapComms, same situation. We have Anvil integration part. Those are the company we acquired over the years. They have a standalone product, but the goal is really also bring them into the whole CEM, you know, platform vision. We also can help, not only help us to drive our core CEM value, the revenue, but we also can help them to just landing their own digital customer. We talked to some customer today. They're using xMatters product. They are thinking how we continue to actually land the expand. To tie with other parts of the resilience. To actually drive a more customer value. Vic, you wanna add something? Vick has a lot of actually. I think [crosstalk]. Yeah. Maybe a good time to try and get a couple questions from the webcast audience. Right. The first question, this is either for Dave or Patrick. In the context of the five-year Rule of 40 plan, how do we think about stock-based compensation as both a recruiting and retention tool, and also from a financial model perspective as a% of revenue over the next few years? Yeah. I'll take the first cut. Then you can maybe come behind with some more of the numbers. That's a really important area for us. It's a very important area of, you know, of executive compensation and attracting the right talent. It's a super important area as you move from 30% growth to the 6%-7% growth. You can't be issuing shares greater than your growth rate and expect to deliver long-term shareholder value. We're really cognizant of stock-based comp and its impact on shareholder value. We have some from and to navigate through. 2022 was a choppy year for the company, and stock-based comp represented a meaningful part of the retentive programs that were put into place. hired some new senior executives, which put some pressure on the stock-based compensation. As we look forward, you know, to the way our stock plan refresh works, you know, which is obviously in the disclosures, the automatic 3% refresh through January 1, 2025, you know, we're gonna need to be in the mid, slightly lower than mid-single digit in terms of stock plan comp issuance over the next three and a half years or so. If you look back at, you know, the history that at Zix, we were able to grow and profitably grow a company with stock-based compensation in that range. It is gonna be a bit of a challenge. The market has been higher than that in peer companies. We're not the only one facing questions from shareholders. I would expect that what we're thinking of is probably relatively in line with market. That's how we're thinking about it. In terms of numbers, Patrick gave some color. Yeah. In previous years, not only was the stock price higher, but we were expanding the pool of recipients within the business, getting to now, you know, well over half of employees have stock. On the one hand, while I think that's important, we have to. Looking forward, we have to reconsider that and allocate differently and probably more narrowly, and do other things as it relates to recruitment and compensation and benefits, and investing in our employees and career pathing, and culture, and being very intentional about that, in order to sort of, you know, make up for what the past had been a heavy reliance on equity-based compensation. Part of the layoffs that we did earlier this year were focused on director plus or significant element of those layoffs were focused on director plus t hat's where a lot of our equity was concentrated. The mix going forward, the volume going forward will be less. You know, the math for that, assuming the stock price doesn't move, would be that stock-based compensation over time would begin to decrease as a percent of revenue. Any more from the web? None, none. Yes, we have several more, so I'll take the next one. What are the primary drivers of the $20 billion refined TAM, down from the 41 that you've shared prior? Within that 41, there was a $26 billion number that was attributed to CEM. Is that 26 going to 20 a function of price compression, lower unit expectations? It's really market overall market penetration. The previous estimate was a full penetration to a full set of customers. As we refine the estimate, there are certain organizations that we don't think would, you know, ever take on CEM. As we're then we're building it, triangulating with a bottoms-up correlation to the analyst-covered subsegments of CEM and marrying those two up, I would say it's refinement. It's not a price compression, but a refinement and narrowing of overall penetration. A question back to the room. David Unger, Wells Fargo. Thanks for your time. Can you just talk about the pipeline you're seeing and just deal cycle trends in general? Do you wanna take that or- I'll take it. Chief Revenue Officer. Yes. My interim chief revenue officer time. I've been able to really dig in with the SVPs and the directors and particularly went through planning. On the overall deal cycle, you know, we've been, you know, really clear on, you know, not, you know, changing anything we've said. There were no deals in... Patrick shared that large deal momentum we've been seeing year over year, and as we have moved through the quarters of this year, with I think it was 70 deals over $100K last quarter, 31 new CEM deals last quarter. We're continuing to see good momentum. One of the reasons I think we're seeing relatively good momentum is back to Vick's point in the business case automation that happens, and we're able to actually save customers money. You You heard that. More efficient to have lower investment in headcount and higher investment in technology is one of the things we've been able to weigh into. The other thing that I would add is back to digital marketing. I'll give David Alexander a moment to share with you his plans on working with Paul and Stefica on digital demand gen. Yeah, absolutely. You customers about 70% of the way through their journey with us before they ever talk to a seller. We're in the process right now of completely retooling our digital approach, which would include the digital experience, not only how we engage with new customers, but also existing customers and start to share with them the value of Everbridge and how we can take them on those paths. You know, Dave showed the four paths, how we take them down those four paths and continue to move them toward that CEM journey with us. There's a real digital component there. We're doing a lot of work right now to make sure our marketing organization, our sellers, are actually shaking hands, so that digital journey that they go through doesn't just end when they hand the baton over to the seller. We continue to work in tandem through that full journey as they go from pipeline to close deal, and then even beyond that as they, you know, continue to be customers with us so that we can drive up that retention rate as well. A real focus on how we use digital at all stages of that customer journey and experience. We're winding out of time. I'll take one more from the internet and one more from the room. Nandan, you have one. Yeah. The next one online, says, "As the market leader in Mass Notification, why has that segment flatlined? Why has that segment flatlined? We are the leader. The three things that we do best in the world is, you know, making sure that messages are delivered en masse, you know, scalability. We saw that Florida 10.5 million messages issued across a, you know, short time period. Multimodality of those messages and internationality, globally local, being able to deliver in more geographies than any of our competitors around the world, a home country phone number. If there's a mass notification going from a global enterprise account being initiated in New York City to an employee in India, they get a country code India message. You know, that we provide more coverage that way than any of our competition. That is a really strong foundation from which to build a CEM base. They're really great competitive advantages. You know, you know, Jeff was here to talk about our advantages right here inside Loudoun County. If you can imagine inside Loudoun County or even more specifically inside a city or town, those differentiations don't hold up as well if we're talking about a town in Massachusetts has 7,500 residents. They don't have the deep scalability requirement. They're ought not as important a multi-nodal, they surely don't care about delivering outside of North America. In that segment of the customer base, there's, you know, there's a level of competition, you know, price competition, where our deep differentiators don't stand out as strong. That's the most direct answer I can give to the question around the mass notification pressure. In the room. Just 1 second. We'll get to the mic, Julie. Thank you. I get the impression that the most of the focus on bringing in new business is from the base. Is that correct? What do you need from new logos to fill up the bucket? Yeah. That's a great, a great question. That's one of the things I feel good about, is that we can drive the majority of our growth through the strong base of customers. One of the other things we're doing for 23 is segmenting into a hunter/farmer market. I don't know how far in the past, but for sure this year, we've not differentiated between new logos selling and Instab ase selling. That sub optimizes the hard work it takes to bring in new clients. We have a set of sellers who are really good at getting new logos. We're organizing them into one team beginning January 1st. That's one of the other go-to-market improvements I'm really excited about as we move into 2023. As I did the pathway to $1 billion and did the pathway from the 255 or whatever the number Patrick gave you, about 67% is already over 250. As we build that around the ring, you know, I think, there'll be at least 250 net new logos in the 1,000, when we get there, and we're focused on, you know, bringing in at least 20% of our, probably a little bit more than 20% of our, new order bookings this year with new, with new clients. We're definitely getting refocused on new logos. All right, well, we are now going to run away. This has concluded our prepared Q&A time. As many of you who would like to join us, we're gonna go upstairs to ninth floor. We'll give a few minutes for a break and a few minutes to let the elevators work without being all the way packed in. When you come off the elevators, you'll see the Everbridge office. We'll have the doors open and escort you into the lab, into our REMC. It's a very large space. We'll fit us all, and then we'll have a chance for our risk analysts to share with you in more detail how our customers enjoy the power of the information tech to know early and respond faster. Thank you very much. For those of you who have been online with us, I know it's even more arduous to stay focused for a four-hour period online. We really appreciate you and your attendance and participation in today's Everbridge Investor Relations Day. Thank you. Thank you.