Good day, and welcome to Globant's First Quarter 2022 Earnings Conference Call. I am Carolina Dolan Chandler, Chief Digital Officer at Globant. All participants on this call will be on listen-only mode. After today's presentation, there will be an opportunity to ask questions. Please note that this event is being recorded and streamed live on YouTube. By now, you should have received a copy of the earnings release. If you have not, a copy is available on our website, investors.globant.com. Our speakers today are Martín Migoya, Co-founder and Chief Executive Officer, Juan Urthiague, Chief Financial Officer, Patricia Pomies, Chief Operating Officer, and Diego Tártara, Global Chief Technology Officer. Before we begin, I would like to remind you that some of the comments on our call today may be deemed forward-looking statements. This includes our business and financial outlook and the answers to some of our questions. Such statements are subject to the risks and uncertainties as described in the company's earnings release and other filings with the SEC. Please note that we follow IFRS accounting rules in our financial statements. During our call today, we will report non-IFRS or adjusted measures, which is how we track performance internally and the easiest way to compare Globant to our peers in the industry. You will find a reconciliation of IFRS and non-IFRS measures at the end of the press release we published on our investor relations website announcing this quarter's results. I'd now like to turn the call over to Martín Migoya, our CEO. Good afternoon, everyone. I'm happy to be back with you again. This has been another important quarter for our company's growth. I'm excited to share some of our news and updates. Globant's creativity, innovation, and entrepreneurial culture continues to deliver strong results. In Q1, total revenue was $401.4 million, representing 48.6% year-over-year growth, and 5.7% quarter-over-quarter growth. This was made possible by our ability to meet the expanding demand for digital transformation. Regardless the short-term events in global markets and geopolitics, organizations everywhere need the right technologies to grow. Because of this, Gartner estimates that through 2025, 75% of enterprises will accelerate their plans for digital business transformation. Across all sectors and geographies, users need to interact seamlessly with companies at all times. Organizations are eager to leverage all sorts of technologies and touch points to deliver superb experiences. New ways of engaging with customers and employees, such as the Metaverse, will continue to appear. At Globant, we have built our capabilities to scale and identify new trends as they arise. Just like we have done with artificial intelligence, augmented reality, the Metaverse or blockchain technologies, we're confident in our capacity to offer clients the best mix between ideation, innovation, design, and engineering. We deliver end-to-end solutions through our full agile and global delivery model. Now, before we move on, I like to say on behalf of the Globant family, how shocked and sad we are regarding Russia's invasion of Ukraine. Even though we don't have operations or clients in either country, we stand with the families affected by this conflict. We will continue providing all the help that we can as this situation develops. Now, I would like to share some insights on our plan for the future as we continue to grow our teams of talent. First, regarding our geographic expansion. In Latin America, we continue executing on our plans to expand in the region. In Chile, we intend to increase our workforce by 40%. To accommodate such growth, we have recently opened a new office in Santiago. In Buenos Aires, one of our largest talent development centers, we have opened our office in the newest high-rise building in the city, which we are calling the Globant Tower. It will enable us to continue expanding our local team. Beyond our physical locations, we want to reinforce ourselves as the employer of choice for digital nomads. In this sense, we have launched different plans to promote autonomy and flexibility. For example, our work from anywhere policy aims to provide flexibility for those who want to travel and develop their career at the same time. Our second growth pillar involves Globant's innovative platforms developed under our Globant X division. I'm excited to share our most recent acquisition that comes to expand our Globant X portfolio of platforms, as well as the geographic reach of our clients. Last month, we announced our acquisitions of GeneXus, an AI-powered low-code software solution company. Their products simplify software development by generating enterprise applications and user experiences without the need to learn each new technology from scratch. GeneXus is a trusted partner for companies in all regions of the world with over 1,700 organizations using its products. Globant is also taking a big step in our geographic expansion into Asia with this acquisition, as 30% of its revenue comes from Japan. Most importantly, this acquisition is directly addressing a huge trend regarding low-code and no-code software. The concept of making software development easier through AI will guide organizations' strategies for the future. GeneXus come to address the vision and complement two of our Globant X platforms. First, Augur, our augmented coding product that accelerates the coding process. Its AI-powered engine removes the complexity from clutter code bases. Augur makes code more accessible by helping people understand and automatically document code bases from multiple repositories fast and simple. Second, MagnifAI, a product that offers automated visual testing to enable better and faster quality assurance in products. MagnifAI acts as an AI-powered magnifying glass that delivers amazing results. Today, the product is already being used by clients such as Rockwell Automation, Disney, and Nissan. Finally, we continue to drive the way forward for our reinvention studios. With these studios, we are helping our clients as we challenge the way things are done across different industries. Today, I'm pleased to talk about two new reinvention studios. I'll begin with our smart payments reinvention studio. Digital payments have been an amazing growth trend for many decades and hit an inflection point with the pandemic. Today, consumers have many choices in how, where, and even when to pay for their products and services. Companies across all sectors need reliable ways for clients to interface with their platforms. With the smart payments reinvention studio, we leverage Globant's capabilities in AI, UX, analytics, and blockchain to make digital payments simpler, faster, and more secure. We created customized payment solutions that provide scalable adaptability to deliver frictionless experiences and drive trust. Recently, we have also launched the EdTech Studio to respond to an important paradigm shift in education sector. Until recently, most professionals spend the early parts of their lives with formal education and then move into the workforce. Today, disruptive technology is constantly changing the world, creating the need for lifelong learning, upskilling, and reskilling. With the EdTech Studio, we leverage our vast experience in the industry to develop personalized learning pathways and provide engaging experiences. Lastly, I would like to share some news about our board of directors. We're glad to welcome Andrea Petrone as our newest board of director member. Based in Hong Kong, Andrea has built an extensive career at JP Morgan in business advisory, investment banking, and human capital, both in Asia-Pacific and Latin America. She brings a new and more diverse perspective to the table. We look forward to her insights as we seek to expand to exciting new growth markets and find even more ways to connect with partners, clients, and communities throughout the world. As we look forward, Globant continues to have a strong pipeline across different clients, sectors, and regions of the world. We're confident in our ability to deliver high growth in the upcoming years. For a closer look at our expanding technological offering, I would like to turn it over to Diego Tártara, our CTO. Diego, please. Thank you very much. Thanks, Martín, and hello, everyone. I'm here to share insight on Globant's growing network of studios and how we find new ways to help our clients transform. As Martín mentioned, we have launched two new reinvention studios. We see that there's a need to understand the industries holistically as they face a need to reinvent due to several trends that are driving consumer expectation. One of these trends is the appearance of the Metaverse. While in its early stages, it is here to stay. Organizations now face a key challenge as they need to get their business ready for this new world, while their users are still learning to embrace this new era. We just launched our Sentinel Report about this trend with very interesting findings. We uncovered that while 73% of the respondents feel the Metaverse is accessible to them, only 26% of them have experienced it. There's a huge potential for the Metaverse, and we'll continue accompanying our clients as they dive into this new world. To read more about this key trend, we invite you to check our Sentinel Report at sentinel.globant.com. As we expand our digital capabilities, we want to give our clients the right tools and processes to build an organization that is ready to succeed as they digitally transform. Last month, we announced the creation of the Digital Performance Studio to improve output of teams within organizations. In two decades of assembling agile parts, we have learned that not all organizations have the same level of performance and disposition to carry out change. In many cases, the leaders who are tasked with fixing this lack the right information to make the right decisions. We have collected and aggregated data through our POD methodology. Disney Studio has turned these learnings into a proprietary platform to provide insights into the efficiency and performance of teams. These insights help leaders make informed decisions that not only improve performance but also foster environments that are attractive for top talent. Now, I would like to share with you more about Globant's story told through our work with our clients and our partners. I'm excited to share that our digital payment platform, Powerchat, part of our Globant Tech portfolio, has recently closed a deal with Spanish venture capital firm Sevenzonic Ventures. Together, we will create a groundbreaking fintech solution set to transform how consumers make payments, moving from apps and cards to WhatsApp, the most used platform in Spain. Moreover, we are providing engineering and art services to Improbable, a U.K.-based metaverse technology company. They're establishing a network of interoperable Web3 metaverses powered by their Morpheus technology. This technology allows companies, brands, and creators to interact in virtual spaces with less friction. We are eager to be participating in this new space because simplifying human experiences in intuitive ways through technology is Globant's core mission. We are partnering with Dropbox to create a new platform for artificial intelligence and context-driven enterprise search. This project integrates a vast array of its internal and third-party knowledge repositories. This search engine will help Dropbox engineers and customer support professionals to design better products for its customers while working smarter and faster. The AI component of this engine is expected to improve the developer productivity by as much as 15%. In Latin America, we're working with Mallplaza, a shopping center with 23 sites and part of the Falabella group, one of the region's largest retailers. We're partnering with them to build an agile delivery model carried out by a click-and-collect phygital solution. To do this, we're bringing together hardware integration and a flexible back-office management platform for commercial partners. The result for the customer will be to seamlessly purchase a product online and pick it up from the smart locker located at one of Mallplaza's sites. Lastly, also in Latin America, we continue to work with the financial services sector, an industry in the middle of a profound transformation. Interbanking is a leading platform for B2B payments and intelligent treasury. Through its platform, multi-bank operations are centralized into a single platform solution, making transactions more efficient and ensuring streamlined accounting management. Globant is boosting their digital transformation and acceleration program to develop and launch new and disruptive digital products and capture the market momentum. Now I'd like to turn it over to Patricia Pomies, our COO. Hello, everyone. It's nice to be here again. I'm excited to share news on our work with our Globers as well as with our clients. I begin with a snapshot of Q1. The Walt Disney Company continues to be our largest client. It reflected a growth this quarter of 55% year-over-year and 5.1% quarter-over-quarter. The rest of our accounts collectively grew by 47.8% year-over-year and 5.7% quarter-over-quarter. Our 100-squared strategy continues to show results. Over the last twelve months, we had 13 accounts that brought in more than $20 million of revenue compared to eight from last year. We also had 206 customers with more than $1 million of annual revenue compared to 139 one year ago. Turning to the geographic distribution of the revenues, in Q1, 63.1% of our revenue was from North America, 23.5% from Latin America, 11.1% from EMEA, and 2.3% from Asia and Oceania. During our last earnings call, I shared how we monitor our net promoter score as a metric to determine how our clients view the quality of our service and our overall relationship. We believe in building lasting, meaningful, and transformational relations with our partners as we carry out consistent reinvention. Over the last 12 months, ending in Q1, we had a score of 66, two points above the previous quarter. I'm happy to see that this remains well above the IT industry benchmarks. Our team of Globers keeps expanding. We are now 24,504 creative minds. This represents an increase of 41.9% year-over-year. 23,158 of our Globers are IT professionals. This represents an increase of 42.2% year-over-year. We continue to grow our presence in all of our delivery centers, and we are proud of having consistently worked towards a well-balanced geographic distribution. Some of our locations have been growing at unprecedented rates, such as India, where we have increased our headcount by 85.4% year-over-year. Our current attrition rate is 19.6%. There is no denying that competition for talent is as high as ever. However, we believe we are better prepared to adapt the new talent needs as we are constantly reinventing the Glober experience. Simply put, we want Globant to be the best place to work anywhere in the world. To make this dream reality, we are developing a new internal approach for talent and career management. The new Glober-centric model focuses on what each Glober needs to encourage autonomy, creativity, and teamwork. We simplify processes as all the internal areas focus on solving any challenges our Globers may have. From career development to onboarding and benefits, we embrace a Glober-centric mindset as a reflection of our inverted pyramid org chart, where the organization's primary goal is to achieve both Glober and client satisfaction. In parallel, we are improving the Glober experience by offering benefits that align to each stage of the Glober's career and personal lives. With a diverse approach, we have mapped benefits that go beyond the standard ones and address different needs for different times, such as parental leave, leadership training, and counseling. It's been an ongoing principle of this company to offer opportunities in this industry for talent all over the world. Through our Be Kind initiative, we have put in place different courses and programs that aim to help people join the booming IT industry. Today, I am happy to share that we will be granting 15,000 scholarships for people to be trained in technology. This is in line with our previous round of 5,000 scholarships in the Code Your Future initiative. We are really proud of the positive impact that these programs are having in the broader community, and we expect to continue investing in similar initiatives. At the same time, we believe that it's imperative to inspire the younger generations. We want to transform reality through education and bring the right tools to inform, motivate, and facilitate access to STEM careers around the world. Our Project Inspire aims to help teenagers throughout the world see the endless opportunities that the technology field offers through workshops, courses, and much more. We set a goal of reaching out to 1 million young people so that we can spark the next generation of disruptive innovation. I'm extremely proud to see that all of our initiatives are contributing to a great work environment. We are really happy with the recognitions we are receiving for our culture, such as Great Place to Work. In this ranking, we have been named a great place to work in all the countries where we applied, such as the United States, Argentina, Uruguay, Colombia, India, and Mexico. We're in front of a huge opportunity, and we continue to strive to be the best place for the talent. Thank you, everyone. With that, I will turn it over to Juan for the financials. Thank you, and good afternoon, everyone. I hope you're all doing well. Let me start by summarizing the results of our first quarter. I will then discuss our guidance for the second quarter and full year 2022. We are delighted with our overall results for the first quarter of 2022 as our business continued to show robust momentum. Revenues for Q1 were $401.4 million, representing 48.6% year-over-year growth and 5.7% sequential growth. Globant continues to deliver industry-leading growth, and we continue to be enthusiastic about the future of our company. We estimate organic revenue growth for Q1 was around 43% year-over-year. On a constant FX basis, Q1 growth was 49.2%. As discussed in prior calls, the demand for our end-to-end digital services and platforms is stronger now than what it was before the start of the COVID-19 pandemic. We feel confident in delivering robust levels of growth in the upcoming years as companies continue investing in digital transformation for their operations. Turning now to profitability, our adjusted gross profit for the period increased to $158.4 million, representing 39.5% adjusted gross margin, compared to $107 million, representing 39.6% adjusted gross margin in the first quarter of 2021. Adjusted operating income for the quarter amounted to $67.5 million or 16.8% of revenues compared to $45 million or 16.6% of revenues for the first quarter of 2021. Demand and pricing environment continues to be strong, largely offsetting the ongoing inflation in the labor market, and we also continue to drive SG&A efficiencies with our increasing size. In addition, we continue to drive a small, though increasing amount of revenues from services, products, and platforms that support breaking revenue and employee growth linearity. Together, this will help us maintain a healthy adjusted operating margin profile and continue making the required investments in the company to seize the attractive market opportunity in front of us. Our IFRS effective tax rate for the quarter was 23.8%, largely in line with our guidance. Adjusted net income for the first quarter of the year totaled $50.8 million, representing 12.7% adjusted net income margin compared to $34.2 million, representing 12.7% adjusted net income margin for the first quarter of 2021. Adjusted diluted EPS for this quarter was $1.19, based on 42.7 million average diluted shares for the quarter, compared to $0.83 for the first quarter of 2021, based on 41.2 million average diluted shares for the quarter. Adjusted EPS for Q1 implies a solid 43.4% year-over-year growth. Moving on to the balance sheet, our cash and cash equivalents and short-term investments as of March 31st, 2022 amounted to $370.1 million. As expected, Q1 free cash flow was negative as it concentrated tax and bonus payments. Q2 is expected to improve, and during the second half of the year, we forecast a significant free cash flow generation in line with prior years. Currently, our credit facility is fully undrawn. We also continue to successfully execute on our capital allocation strategy, with integrations of recently acquired companies going as planned. Now, I would like to talk about our guidance for Q2 and for the full year 2022. Based on current visibility, we expect Q2 2022 revenues to be at least $425.5 million or 39.4% year-over-year growth. This expected revenue growth includes a negative effects impact of 2.5 percentage points. Q2 adjusted operating margin is expected to be in the 16%-17% range. IFRS effective tax rate is expected to be in the 22%-24% range. Adjusted diluted EPS is expected to be at least $1.20, assuming 42.8 million average diluted shares outstanding for the quarter. Regarding the full year 2022, we expect revenues to be at least $1.768 billion or 36.3% year-over-year growth. This expected revenue growth includes a negative effects impact of two percentage points. For 2022, we expect our adjusted operating margins to be in the 16%-17% range, while we continue to strongly invest in training programs in cutting-edge technologies and expand our sales coverage to further develop our business. IFRS effective tax rate is expected to be in the 22%-24% range for the full year 2022. Finally, we expect our adjusted diluted EPS to be at least $4.94 for the full year 2022, assuming 42.9 million average diluted shares outstanding for the full year. Thanks everyone for participating in the call, for your coverage and support. Thank you, Juan. As we go through the question and answer section of this call, I will announce your name. At that point, please unmute your line and ask your question. Please mute your line after your question is done. We also ask you to please limit your time to one question and one follow-up. Thank you very much. The first question today comes from the line of Tien-Tsin Huang from JPMorgan. Please go ahead. Thank you, Carolina. Hope you can hear me okay. Nice results of course. I wanted to ask on the low-code/no-code theme. We've been hearing a lot about that in the marketplace and, of course, you guys did the GeneXus acquisition, which we thought was really interesting. I'm just curious, Martín and team, how do you think about that and how it fits with just broader application development, right? It just feels like there's gonna be a change in effort if you believe that low-code/no-code takes off in a better way. I guess I'm trying to understand how application development changes from, right, building the application as we're so used to seeing to, for building the tools, right? That help others build applications on their own. I'm just trying to understand what that means, you know, down the road for the broader model. Thanks. Absolutely, Tien-Tsin Huang. Thank you so much for the question, and thank you for being here today. I believe that, augmenting and changing the way we create software is absolutely an imperative for this industry. I mean, it's part of reinventing, the industry in which we are. I think Globant is playing a big role there. We have started already with the Augmented Coding initiative now called Augur. That product is taking a lot of traction and is gaining really amazing levels of, you know, how to document, how to understand code in a different manner, and with that, how to help developers to create better code. We were thinking about a way in which we can integrate that understanding of the code into, how we can create code much faster. We have examples within GeneXus of creating entire, you know, core banking systems of, you know, 5 million lines of code, using kind of a natural way of describing things and, you know, dragging and dropping, you know, fields and ways of explaining a system what to do. I believe between GeneXus, Augur and Magnifi, which is our augmented testing initiative, which computer vision help testers to discover which are the difference that are in the prototype and then on the real product that has been developed. We are creating kind of an augmented engineering vision that will propel the development of software towards the future. My perspective there is when we talk about reinventing the way this industry has been developing in the past. I'm talking about concrete steps, concrete actions into that initiative. Yes, okay, with low code, I think it's augmented engineering. I think it's a way to create software in a totally different manner. Of course, this is just one more initiative on that vision that we have, and we will keep giving more and more steps towards that, with Augmented Coding, with Magnifi, with GeneXus, and integrating maybe more products in the platform. But I would love to hand it over to Diego to explain more about that because this is something that we love. Diego. Sure. Hi, Tien-Tsin Huang. Like Martin said, I mean, first one thing, I got in touch with GeneXus 20 years ago, as a developer. GeneXus have at that point had been in the market for another 10 years. At that point, I remember that there was a discussion about, you know, like, the low-code, no-code tools taking over. Here we are, 20 years after, they coexist. However, given the rapid change in technology, the footprint of low-code, no-code solutions, multi-platform development frameworks, et cetera, is growing fast. This is a clear change, and we wanna be drivers of this change, not followers. GeneXus is a very, very strong and mature platform that allows you not only to create software without coding, but not just to settle with the traditional templatized type of interfaces, but it has evolved and incorporated a very solid, strong design tool into the tool itself, allowing you to create top-notch type of software. Our bet here is to drive the next 10 years in terms of how you develop software. This is part of an integral ecosystem. It's only one move, like, Martín said. We are thinking about 10 years ahead, what's going on, what will be going on, and we wanna be there, like, now, starting now. GeneXus, I think it's a very strong tool. There will be opportunities for Globant to use this as to use it as a baseline for different type of solutions, and that will bring immediate results. Looking further down the road from a strategic standpoint, I think it's amazing. This move is amazing. Great. Thank you both for the thoughts. Let me just ask a quick follow-up if that's okay. Just, Juan, on the guidance, of course, have to ask a guidance question. Just with the raise here, what were the pieces that changed? I think you said two points on FX. That's pretty consistent with what we had. What about the organic, inorganic contribution? Any change there and anything else to call out? Yeah, sure. For the year, we guided $1,768 million, which is about 36.3% year-over-year growth, of which we estimate around 33.5% organic growth. I mean, GeneXus. It adds, you know, around $5 million for the rest of the year because the deal is gonna close hopefully, you know, in the next two to three weeks. It's a very small impact for this year. However, as Diego and Martín explained, it's very relevant to us. In summary, 36.3%, out of which 33.5% are organic. For the full year, we are seeing about 2 percentage points of negative impact coming from FX, primarily due to the euro and the GBP which have, you know, depreciated significantly relative to the dollar. Perfect. Thank you, guys. You're welcome. Thank you. Thanks, Tien-Tsin Huang. The next question is going to come from the line of Ryan Potter from Citi. Please go ahead. Hi. Congrats on the good quarter, and thanks for taking my question. Thank you. I just wanted to touch on the talent market and competition there. Given the ongoing geopolitical situations, a lot of your competitors have started to look more aggressively in areas like Latin America and India for talent. I was just wondering if you're seeing any incremental competition for talent in those markets and if you believe this could lead to elevated wage inflation or attrition in those markets over time. Well, I mean, thank you for your question. Well, the last couple of months, of course, I mean, the situation was a little, well, as Martín mentioned, was not very happy for all the world. That was the first thing that we want to say. I mean, we were all shocked about what was happening. Yes, I mean, what we have been building, of course, and growing as fast as you see in our numbers and the talent that we are acquiring are from the places in India. India is growing more than other places and the same as Colombia and Argentina. Of course, I mean, some of the talent that we have, you know, that we have a small office in Belarus, and we have an office in Romania that is helping contain the situation there. For us, I mean, keeping the base and growing the talent, I mean, has been something that of course, I mean, we sustain and we hope that we're going to continue sustaining for the rest of the quarter. I don't recall the- In terms of wage inflation, yes, definitely, we will see more wage inflation throughout this year. There is competition for talent pretty much all over the world. Now we believe we have the right culture, the right projects, you know, the right value proposition, for people to continue joining our company. We feel comfortable to keep on attracting the talent that we need to meet our targets. Yeah. I would complement with one more concept, I would say. That Latin America is a pretty large continent. It's not about one day we cannot operate anymore in our place, and now we turn into Latin America, and that's easy. I mean, you need to have capillarity, and we have the largest capillarity in the market in Latin America, by far. I believe that even though that competition may look like a challenge to us, it's an opportunity because everybody's looking into Latin America now, and we are the largest and the biggest with the largest capillarity in the region. That gives us like a very good starting point to start discussions. I believe that although that trend that you're seeing is happening, we're in the best possible position. One more thing, which is we're convincing thousands of newcomers into the industry in Latin America every month. That's a very important thing for the future and for the sustainability of how to develop and how to create this industry. As you know, summarizing to your question, I believe this is an opportunity to us rather than a challenge. That only strengthens our positioning as leaders in the region, having the largest capillarity and the largest reach in terms of cities, amount of employees, and capability to recruit and to go deeper into other places as we are doing now. One of our core pillars, you know, for growth is that we want to expand every day into more places in Latin America. Not just in those cities, in more countries, but also in more cities. You know, talent, as we have seen during the pandemic, and we have been talking about this for the last, you know, 10 years at least, 15 years at least. Talent is everywhere. The more capillary you are, the closer you are to where that talent is, the better. That's what we have been pitching forever. Now it's happening. Very, very glad to have this opportunity. And as Pato said, you know, it's very difficult to. The moments that we are living in terms of all the things that are happening in Ukraine and Russia and all the region, I think it's very bad. We'll keep on helping and we keep on analyzing the situation as much as we need. Understood. Also just, I guess, touching on attrition in the quarter. It seems like it ticked up a little bit. I was wondering if there was any areas in terms of countries or skill sets where that was concentrated the most. I know in past quarters, you said attrition was kind of heightened a little bit in Argentina with some new competitors coming in the space. Don't know if it was still heightened in Argentina. Then just one more on that front. In terms of the Belarus headcount that you guys have, any color in terms of what you guys plan on doing with that in terms of if you plan on maintaining your Belarus presence or if it's gonna be a kind of slow exit? Yeah. Attrition this quarter you know reached 19.6%. Slight increase compared to last quarter. We believe that attrition is gonna stay around that number you know for the next quarter and eventually we should start seeing some decrease in the second part of the year. It continues to be driven by Argentina primarily, where you know given the macroeconomics there is still a lot of you know things happening that make people maybe more willing to change jobs sometimes. We don't see it happening you know in other countries at the same level, so it's more concentrated, I would say, in one country. As for the second part of your question about Belarus, probably, I don't know, Pat, if you wanna take it there. I don't understand the question. On Belarus, that Belarus people moving out and. Oh, yes. Of course. I mean. How we- Yes. I mean, we moved some people from Belarus to Argentina. I mean, we opened that and we have been very close to them trying to explain the situation, of course, and giving them the tools to, if they want to move or if they want to continue their career in Globant. As you know, we have this DNA in Globant that is Globant everywhere. You have the opportunity to move from different cities. We help there, and we move some families to Argentina, where they are living right now, and they are planning. Some of them are planning to stay for long. Others, I mean, are evaluating if they're coming back or probably moving to other places. Of course, we have a strong. I mean, we keep the office functioning and open there in Belarus, and we are really close there. We have been helping with different strategies in the zone, like in Romania and in Ukraine. I mean, we have been opening positions for women, for example, that are now the head of the families in some of those cases. We have been recruiting some people in the frontier. I think that there's a lot of things, and we also opened an office in Poland, so we can operate there, and we can of course be near some people that just want to move or find new opportunities near the places they live. All right. I think we have less than 200. We have around 200 people, no? Yes. Only in Belarus there, 200. But they're really important for us. They're families that are really important for Globant, of course. Yeah. Understood, and thanks again. Thank you. Thank you. Ryan Potter. Thanks, Ryan. The next question is going to come from the line of Arturo Langa from Itaú. Please go ahead. Good afternoon, everyone, and congratulations on the results. I had two questions. I think the first one is on the back of the GeneXus question. It would appear to me that Globant could offer GeneXus a much wider access to blue-chip clients, and I just think that's a very big opportunity for that type of acquisition, expanding that product to a much wider or much better set of clients. I just wanted to get your guys' thought around that. The second one is I wanted to ask about a project you finalized or are carrying out for YPF in Argentina, for the oil company in Argentina, regarding the payment solutions. I just thought it's interesting that in a country that's, you know, reflection of the current macro environment with inflation and such, that a company such as YPF would, you know, bet on digital transformation and sort of double down on that effort. I also wanted to congratulate Patricia on your recent award for CEO, so congratulations. Those will be my two questions. Thank you, Arturo, very much. I mean, I feel very honored because it's a team-building thing and being of course, I mean, voted by some other peers. There were more than 30,000 people voting on the CEO role, so being there on the top 50 has been something that we are doing all together in Globant. It's just, one for all of us. It showed that we are good in team building here. Thank you, Arturo. Congratulations. Yeah. About GeneXus, I think I let Diego to explain. Sure. With regards to GeneXus, definitely, we have actually many plans in terms of how to go-to-market for GeneXus. The existing model you probably know is they use partners for creating solutions and they say that the GeneXus used to sell the tool as a solution and that was the way it was commercialized. I think we have the potential to do much more now that we have a joint effort. Definitely what you mentioned about going to blue chip company is one of them. With regards to YPF, this started actually a long time ago. YPF, by the way, is the largest oil and gas producer in Argentina. They started a transformation in terms of what they had to offer in 10 years for 2030. As a part of that transformation, one of the things they needed to resolve is how they relate with the users, what was their mission, and how the gas stations were gonna be transformed, right? The set of services being offered there was going to be transformed. We partnered with them long time ago, and as part of that job, besides creating the app, that was the second-largest wallet in Argentina in terms of transaction, it's much more. It's a means by which you receive services from YPF. You connect to the gas station, you pay with the wallet. Actually it's very central to their value proposition today. If you go through their KPIs, the ones we set as part of our success, you know, cost reduction, improvement in the NPS, et cetera, we've just rocketed. Like, I don't know, 100% increase in the members of the reward system, 80% growth on their active users. 60% of their payments go through the wallet in the gas stations. It's a major success. Actually, YPF is, yes, they bet big time long time ago, but it's actually paying off. As a business has been very profitable. No. Perfect. Very interesting. Thank you. Thank you for the answers. Thank you, Arturo. Thank you, Arturo. Thanks, Arturo. The next question is going to come from the line of Diego Aragao from Goldman Sachs. Please go ahead. Yes. Hi. Hello, everyone. Good to see you all. Look, first congrats on the results. Interesting to see solid trends in a very challenging environment. Again, congratulations. My question is regarding the overall macroeconomic environment and the slowdown we are seeing, you know, in the economic activity. Do you see this impacting your business, let's say in the coming years? Either in a sense that companies might need to invest more in digitalization in order to be more efficient, or do you see this event representing a kind of risk for overall demand? Thanks. Hi, Diego. Thank you very much for the question here, Martín. It's an interesting question. I believe that, the long-term demand, for our services, and in general, for any kind of digital transformation effort, are still, you know, intact. They are way beyond an interest rate, raise, right? They're way beyond that. They're way beyond inflation. Companies will need to keep on doing what they are doing now, which is basically transforming, reinventing their businesses. That trend will keep on going. That trend, you know, no matter which analyst you see, all of them are forecasting, like, you know, huge trends in growth, of this market, so on and so forth. Now, what could happen in the short term with those kind of companies needing to pay more money for interest rates instead of paying that same money for digital transformation, we don't know. What I can tell you is what I already said in my initial statement, which was our pipeline looks great, bigger than ever. There's still a lot to do in terms of market share. I want to be very, you know, very concrete here, which is there's still a need to do things in a different way, which we bring to the market and other competitors don't. I believe that here there's a very clear trend going towards the industry. Also, there's a very clear trend going to companies that are reinventing this space. In the same way, you know, people are moving from having traditional cars into Teslas, well, more businesses are trying to see how they do the same thing they have been doing in the past in a different way, and we're playing that. I believe our demand will be very strong towards the future. Of course, for us, it's a day-to-day fight explaining what we do different to our customers, to the industry, to whatever. I believe those two things will be pretty much independent from any interest rate increase. I believe that the demand will keep on being very strong. That's very helpful. Thank you, Martín. I guess just maybe a follow-up question. I mean, when you look to M&A, how this can, you know, eventually complement your portfolio, your footprint, how important it will be M&A, specifically in the next 12 months, right? Given where valuation is for you right now and where it used to be a couple of, let's say, months ago. You know, I was wondering whether, you know, this is also already impacting some of the private companies and some of, you know, the founders and how they see their business. Thank you. Happy to answer. The percentage of inorganic growth is. Juan can address that. I will tell you that impact on our valuation is absolutely reflecting, you know, an impact that will go slower into the private market valuation, which will lead to opportunities which we are already seeing. What I can tell you is that we're seeing like three different lines of growth on the inorganic side. The first one being a geographical expansion and figuring out how to expand faster in Europe, how to expand faster in Asia, how to expand faster in Latin America. The second, which is how we keep on adding things into augmented engineering concept. As I was saying before, how we keep on adding things into Augmented Coding or GeneXus, like things or platforms in general. That's another way, avenue of acquisitions. By the way, there's some interesting things happening there because valuations of private company, even public companies on the software side has been changing a little bit, and that's an interesting opportunity. Then, of course, the customer side. I mean, any specific, you know, acquisition on things that we don't do yet or we want to improve, like we have been doing with some companies we acquired in Spain, with many other things. I see here like those three avenues in a very healthy way, and I'm also seeing opportunities, concrete opportunities, given valuations changing, which, in a sense, they are very tactical because I don't think it's a long-term thing. But yes, it's a very tactical thing and it's a moment to pay attention to those things and take quick action, you know, and decisions. I don't know, Juan, if you want to comment. Yeah, no. I mean, again, as always, beyond this inorganic growth play, you know, we this quarter of the 48.6%, a little bit over 43% was actually organic. For the full year number, out of the 36.3% that we guided, roughly 33%-33.5% are organic. So mostly, you know, we continue to see strong momentum in the organic business. As Martín was saying, we will always complement our offering with inorganic strategic deals as we have been doing in the past. Perfect. Thank you. Thank you. Thank you, Diego. Welcome. Thank you, Diego. Thank you, Diego. Thanks, Diego. The next question is going to come from the line of Surinder Thind from Jefferies. Please go ahead. Thank you for taking my call. I guess I'd like to focus on, like, the guidance in quarter. I guess when I think about the guidance and the sequential growth, can you help me understand if you would argue that it's a little bit weaker than historical? Can you comment on that? There's usually typically sequential growth is strongest in the second quarter. Can you help me understand that commentary which you see near term versus obviously the big picture that you guys have talked about in secular demand trends? Yeah. You know, the full year number is a slight increase compared to what we guided at the beginning of the year. You know, it continues to be on the same range. A slight increase from 35% - 36.3%. You know, on the quarter, what we see this year is a more stable quarter-over-quarter growth. You know, we did roughly 5.7% growth quarter-over-quarter. We are guiding to around 6% quarter-over-quarter growth for Q2. When you do the math, you will see an acceleration in Q3, which always happens given the number of days and all that. Q2 has, you know, April, which is a month where there is a lot of holidays, and that has some seasonal impact, especially on April. I mean, the year seems to be like more stable in terms of, you know, quarter-over-quarter growth. You're gonna see similar levels of growth throughout the year. When Martín was talking about, you know, the long-term demand, strong demand, I mean, the numbers still show that, right? Because 36% for the year with 33% organic is significantly above pre-pandemic levels when we used to grow 22%-23% plus inorganic. We are talking about 10 percentage points above the pre-COVID level, which is, I think, very solid growth, especially given the current environment and where we are. I definitely believe that the long-term demand, given how companies changed their, you know, their needs, how people changed their behavior, to live in a more digital world, I think those are very clear indications of the long-term opportunity. As well as, you know, we always talk about the geographic opportunity. You know, when you look at how big we are in Europe, you can see an enormous opportunity over there. When you look at Asia, which is pretty much nonexistent for us, that's another opportunity. I think we have multiple. In Q3, sorry, which typically happens for us, and then a slightly lower than Q3 quarter-over-quarter growth. All in all, you're gonna see kind of all the quarters between, you know, 5.5% and let's say 7% quarter-over-quarter growth. At least that's what we're seeing as of now. Got it. That's helpful. As my follow-up question, this was just more of a help me understand. I heard something about fintech relationship with a venture capital firm products. Any color on that? Is that. Why partner with a third party? Is there something different that's being done here versus when you built applications for, let's say, you know, the London Drugs Project, Apple Watch, and so forth, that was you guys building your own product. What is different here? Is that more productization in terms of the approach? No, I mean, well, I don't know how familiar you are with PagoChat. But PagoChat is a platform that is based on any conversational interface to be able to create digital accounts to send money, to create like a fintech solution, which is our answer to some of the future trends in terms of conversational interfaces. Now, that's a product that we have been developing and a platform that we have been developing with Aires. Together with that development of the platform, we got approached by a fund in Spain that wanted to use that technology to create like a final solution, like a solution for customers. So we partner with them to bring the technology, all right? We'll get paid for that technology, and they will do the whole equity play, you know, by creating the final solution, the payment solution in Spain. They are doing everything they need to do to make it happen. That was the spirit of the deal. I don't know if that answer your question or- Yeah. No. That's helpful. We can take off. Yeah. We maintain something very, very clear for us, which is we always are technology providers. We do not intend to compete with any of our customers in the sector, and we won't do it. But in this case, we are providing technology to whomever wants that technology and we are allowed to do it, we will do it. But this does not change anything from that. Got it. Thank you. Thank you. You're welcome. Thank you. Thanks, Surinder. The next question is going to come from the line of Moshe Katri from Wedbush. Please go ahead. Hey, thanks. Thanks for taking my question, and congrats on very strong numbers. A couple things. First, can you talk a bit about your European business? I know it's relatively small. From our perspective, this is where we could see some slow down or maybe some weakness down the road. As a follow-up, can you talk a bit about, you know, what's driving your significant headcount growth in India, which has been really impressive, and maybe talk about the headcount mix out of India, and where do you think that kinda goes down the road? Thanks a lot. Okay. Yeah. I forgot the first part already. On the European business. The European. Nice place, by the way. We got distracted by the- We got distracted by the treat. Yeah. It's fantastic in that front. No. Look, read it. What do I do? Sorry, the European business. European exposure. I see- Yes. I see Europe growing very fast. I mean, our operation in Europe is much stronger than before, but still very small. I see very concrete opportunities there. Some M&A opportunities we're taking a look at. Again, I don't see the effect that you are describing in terms of maybe something happens there, but still the need for digital transformation for every company is absolutely there. I don't know. I don't know what can happen, but I believe that Europe will be strong for us, and the growth that we'll get in Europe during this year will be very strong, as we will show in the numbers. I don't know. If something very strange happens, more strange than what already happened, maybe we can have another discussion around that. For how things are going right now, I believe that growth there will be very strong. The M&A activity will keep on being as strong as we have done in the past. That's on the Europe side. On the- Which countries are you exposed to in Europe? Yeah. Let me comment a little bit on that one. Yeah. So- Yeah. Most of our exposure as of now is in the U- Yeah. In the U.K. and Spain. Okay. We have some exposure to Germany. Yeah. We have some exposure to Italy, some exposure to France and to Switzerland. Those are today the main areas where we have exposure. I think that, you know, maybe even if Europe as a whole or as a continent grows slowly than the rest of the world, the fact that we are a very small player, you know, it's around 10% of our business over there. Yeah. Gives us the opportunity to win by just, you know, because we are small. We have also, as Martín said, we have been looking and we have done a few deals in the past, and we have invested organically in building the team. I think we should start seeing, you know, very good growth coming from Europe as well. Understood. India right now is the third largest development center for Globant. We have been expanding very aggressively. It's fully integrated to the company, the same way as Colombia, the same way as Mexico. By the way, Colombia now is larger than Argentina for this quarter. What you're seeing is a company that's becoming more regional and more global at the same time. That's why you start to see places like India, you know, just competing with Argentina, competing with the rest of the countries. Not competing, I mean, we work together in the same projects. You're gonna see it in the middle of everywhere. I think, you know, we have a strong presence in Pune. We are opening in another city very, very shortly. You'll hear about that very, very soon. We definitely see India becoming a much larger operation. Today, it's around 16%, and we do see India, you know, getting to 20%-25% in the next few years. Where is Argentina? Argentina right now it's around 20%. Much appreciated. Thank you. Thank you. Thank you, Moshe. Thanks. Thanks, Moshe. The next question is going to come from the line of Zachary Ajzenman from Cowen. Please go ahead. Hi. Thanks. This is Zach Ajzenman on for Brian. First question from us relates to the geopolitical situation over in Eastern Europe and the demand fallout. Just curious, has Globant signed any incremental business with clients that have de-risked exposure to the conflict region? And do current utilization levels give Globant the flexibility to take on additional clients who are looking to de-risk exposure? Short or long version? Thank you for the question, Zach. Short version is yes. A much longer version would be, we're seeing that demand happening as we speak. On the other side, our recruiting engine and training engine and all the capacity engine in general is absolutely ready to take over all those pieces of demand at the speed they are coming. Perfectly fine for that, and it's becoming, unfortunately, a driver of growth for us. Yeah. Then on the second part of your question, you know, we can we, of course, have room in the utilization. You know, utilization was around 79.6% for Q1. That gives us, you know, around 2 percentage points-4 percentage points of additional utilization. We have done in the past. We have been in the past at levels of 82%-84%. So there is some room there. But I mean, we don't need that. I mean, we can also take on those additional deals by expanding our headcount. I think utilization is one of the levers that is also there to eventually help us offset some of the cost pressure that we may have, which as we discussed before, is there. Got it. The follow-up for us is on Lapsus$, which is the cyber breach that took place at the end of Q1. Are you able to quantify the revenue impact in Q1 or if there was any spillover in Q2? Have there been any lingering issues on the client side or the delivery side? If you could just talk about any changes- Yeah. That Globant put in place to mitigate those. Thanks. I'll take the first part, Diego, and then you wanna talk. You know, on Q1, there was no impact because, you know, the event happened. I think it was the day before the last of the quarter. On Q2, there is some immaterial, very, very small impact that happened during the month of April. The second part. Regarding the current status and then what happened, as you probably know, about six weeks ago, we received a cyber attack that Lapsus$ claimed as the one executing that attack. We contained the situation very quickly. We evaluated the extent of the attack. By the time we finished our first round, we identified that approximately one percent of our clients have been exposed to some extent, some information, meaning some documentation and source code. For the most part, that information, given the places and the servers they got access to, was outdated or deprecated. We immediately put in place our business continuation program. We connected with every client, both the ones being affected and the ones that weren't affected. Within a couple of weeks, we have restored our normal operation, for the most part. Like 99% of our operation was restored within a couple of weeks. As of today, only one small client has partially gone back to operation. I'm confident to say that the situation has been contained. This is a proof. This has been the first attack of this type in 19 years. We have a lot of learnings, but I can say that after this episode, we proved to be quite prepared. We had lots of opportunities for improvement, here and there. In terms of us being prepared as a company, I think we passed the test. That's good to hear. Thanks very much. Thank you. Thank you, Zach. Thanks, Zach. Thanks, Zach. The next question is going to come from the line of James michael Sherman-Lewis from Piper Sandler. Please go ahead. Hello, everyone. Congratulations on the strong first quarter. You know, a couple from me. First up on pricing, margins certainly held up in the quarter, but what early proof points do you have that clients are comfortable with larger bill rate increases? You know, also that there'll be a sufficient magnitude to offset sustained inflation. As you pointed out, you know, during Q1, we had solid margins. Not only in Q1, but over the last five quarters, we have seen good level of margins, and we were able to offset all the cost increases that started to happen early last year. We have increased our revenue per head roughly 13% year-over-year. That's a very solid number, and that basically was the main driver for us offsetting the cost increases. We do believe that costs will keep on increasing. We will continue to have price negotiations, price talks with our customers. The current inflationary environment clearly calls for those discussions and customers live in the same world where we live. They hire people also in the technical sector, so they also know that there is some cost inflation there. I mean, we will continue to have those conversations. We will work on our utilization levels eventually to help us offset part of that. Hopefully, you know, again, we target to maintain margins in the historical 38%-40% gross margin. We have been on the upper range of that, but we believe that we should be able to stay within the range even in this inflationary environment. Yeah. That's very helpful color. I appreciate it. You know, as a follow-up to Diego's earlier demand question, have you seen any cracks yet in enterprise demand for digital transformation? To put you know a pin on that, with steeper declines potentially in the global economy, how should we think about the relative stickiness of digital versus legacy services? I think part of this has been addressed in terms of our demand. With regard to digital transformation and the efforts of the company, the one thing that I can say that has changed from last year to this year is if you see our pipeline, maybe the time it takes to, you know, close the deals from the beginning of the opportunity has extended a little bit compared to last year. The appetite for digital transformation moving from legacy to digital is stronger than ever. It continues to be very good. We expect that trend. Even with the current economic situation and geopolitical situation, we continue to see that very solid, very stable. No headwinds there. Okay, thank you. Thank you. Thanks, James michael. Thanks. That would be all for the Q&A section today. Thank you all. I will now ask Martín to provide the closing comments. Thank you everyone for participating today, and, thank you for joining us. Looking forward to keep, talking, and let's stay, in contact soon. Thank you very much. Bye-bye to you all.