Good afternoon, and welcome to Medallia's first quarter of fiscal 2022 earnings conference call. At this time all participants are all in a listen only mode. After the speakers presentations there will be a question-and-answer session. To ask a question during the session you will need to press star one on your telephone. Please be advised that today's conference is being recorded. If you require any further assistance, please press star zero. With that, I would like to turn the call over to Roxanne Oulman, Medallia's Chief Financial Officer, for introductory remarks. Roxanne? Thank you, Erica. Welcome to Medallia's first quarter 2022 earnings conference call. We issued our earnings release a short time ago and furnished the related Form 8-K to the SEC. To access the press release, please see the investor relations section of our website. With me on the call today is Leslie Stretch, President and CEO of Medallia. Before we begin, please remember, during the course of this call, we expect to make forward-looking statements about the operations and future results at Medallia that may vary and involve many assumptions, risks, and uncertainties, including those related to the COVID-19 pandemic. To the extent possible, our forward-looking statements seek to take into account the impact of COVID-19. However, the crisis that this pandemic has created is very fluid, and the situation is constantly evolving. If any of the risks or uncertainties related to the forward-looking statements develop, or if any of the assumptions related to the forward-looking statements prove incorrect, actual results could differ materially from those expressed or implied on our forward-looking statements. Any forward-looking statements are based on information available to us as of the date hereof, and Medallia undertakes no obligation and does not intend to update the statements as a result of new information or future events, except as required by law. For a discussion of risk factors associated with the forward-looking statements, please refer to the text in the company's press release issued today and to our periodic reports filed with the SEC, including our Form 10-K, dated March 22nd, 2021. We disclaim any obligation to update any forward-looking statements. On the call today, we will refer to both GAAP and non-GAAP financial measures. The non-revenue financial figures discussed today are non-GAAP unless stated that the measure is a GAAP measure. Please refer to today's press release for a reconciliation of GAAP to non-GAAP financial performance and additional disclosures regarding these measures. Additionally, in conjunction with the release of our earnings report, we have posted on our website at medallia.com, under the investor relations section, additional charts that identify trend and metric performance that we believe will aid in understanding and evaluating our performance over time. Now, I'll turn the call over to Leslie Stretch. Thank you, Roxanne. Good afternoon, everyone. Before I begin, I would like to thank every Medallian for their hard work and superb execution in Q1. I was pleased with our progress in the quarter. We had record top-line revenues and record SaaS revenues. In Q1, subscription revenues came in over $2 million above the high end of our outlook. We had a record 240-plus go lives in the quarter, better than any prior quarter. During Q1, we added nearly 70 new enterprise logos. Our platform and signal strategy is delivering in the market and clearly sets us apart from the survey software vendors, as evidenced by our wins in the quarter, which span many verticals and geographies and included Hewlett Packard Enterprise, Oracle Corporation, LinkedIn, Blue Cross Blue Shield of Massachusetts, Brinks Home Security, Hot Topic, Gilead Sciences, TELUS Canada, VistaJet Canada, The Container Store, Coyote Logistics, Franciscan Health, Southwestern Health Resources, Continental Properties, and Terex. Internationally, we won Marks & Spencer in the U.K., Valentino in Italy, Entain Group, the gambling conglomerate in the U.K., Reale Mutua, Italy's biggest mutual insurer, Fremantle in the U.K., SEB Bank in Sweden, Victoria University in Melbourne, Yorkshire Building Society, Kantar in Asia Pacific, Versace again in Italy, Hitachi in Japan, and Chalhoub Group, the leading luxury retail and distribution business in Dubai, and Avianca Air, the flag-carrying Colombian airline. Worthy of special note is our progress in Q1 with several breakthrough deals in the technology sector at Oracle, Hewlett Packard Enterprise, and LinkedIn, all very significant wins for our company. HPE will leverage Medallia's technology to provide real-time feedback and insights to its global sales force and partner network. Oracle will use Medallia's platform to help drive engagement within its customer base. At the same time, we're collaborating on an integration between Medallia and Oracle CX Service. I also want to report that we are breaking through in public sector. Medallia Experience Cloud has earned certified status for information security by HITRUST. This achievement places us in an elite group of organizations worldwide that have earned this certification, reinforcing that Medallia is the most capable and secure platform for feedback data capture and privacy and security on the market. In the same quarter, we achieved FedRAMP High authorization. We're only one of a handful of SaaS companies to hold this certification. This allows us to provide Medallia to all agencies of the U.S. government, enabling the U.S. Department of Defense, for example, to promptly invest in their first program with Medallia. The University of Minnesota is leveraging Crowdicity, our crowdsourcing and ideas platform, to accelerate collaboration between parents, students, and teachers as they reimagine the 2021-22 school year. While on the topic of education, the Thurgood Marshall College Fund, another new logo in the public sector, is leveraging Medallia to more effectively connect students and employers, facilitating job creation and the advancement of our collective mission to prioritize equity and diversity. We continue to see that once a company purchases Medallia, they use it extensively and expand quickly. The Port Authority of New York and New Jersey expanded their uses of Medallia last quarter after only 90 days of results with their first program. The United States Postal Service renewed their multi-year contract with us as a provider of valued services to USPS employees and customers. The Veterans Administration is another example. As a Medallia client for several years, we are proud to contribute to their record levels of trust among veterans. Last quarter, the VA further expanded their uses of Medallia. The VA will now leverage Medallia's Crowdicity across their entire organization, including VA medical centers, to ensure they are capturing valuable ideas from their broad network of constituents. Just two weeks ago, we held our annual customer conference, Experience '21. We've had over 65,000 views of our Experience conference so far. We ran live interactive feedback in Medallia Experience Cloud during the event, and our ratings improved 30% over the prior year. Our celebrities are our customers, and we had fabulous keynotes, cameos, and interactive sessions with some of the best brands in the world. Our product keynote included a wave of new announcements, including adaptive text analytics, next-generation insights to power our customers' success. The Medallia Digital Suite, which now captures and processes omni-channel digital behavior through machine learning and automatically calculates the digital experience score for every virtual visit. The virtual contact center is becoming the front line of customer experience. Contact centers witnessed an increase of 300% more calls than usual during the pandemic, and a corresponding increase in digital interactions, chat, and emails occurred. This all happened while 90% of global contact center agents were forced to work from home. With 72% of consumers likely to switch companies as a result of poor service, it is vital that we coach individuals in our customers' virtual contact centers to be high-performing and representative of brand for best experience. We have two key technologies to address the needs of the virtual contact center, Medallia Speech and Stella Connect, as well as great partnerships with companies like Five9 to help us build the contact center solutions of the future. Turning to our employee experience capability. Our employee experience customer count grew to nearly 150, an increase of approximately 50% in less than a year. Treating employees like customers and creating the same high-fidelity understanding of the employee experience has never been more crucial. Our new employee MicroPulse, digital EX solution, allows companies to capture in-the-moment feedback through any app for all employees. At the same time, our new employee MicroPulse diversity and inclusion solution helps organizations understand how company culture and inclusion positively impacts the work environment. Our new industry employee experience benchmarks for HR leaders, powered by our partnership with DecisionWise, gives our customers the ability to compare important internal metrics with peers. We also announced our new market research leader experience, a fully self-service ad hoc survey platform with a variety of market research question types and the ability to capture video feedback all in one. You can launch a research project and a survey in minutes. We announced Total Experience Profiles, powered by Medallia's experience data platform. Total Experience Profiles, leveraging signals from 100% of experiences to provide a complete timeline of every interaction with your company, whether online, phone, via chat, or in person. Total Experience Profiles enable informed actions in sales, marketing, and service by delivering lifetime access to sentiment and feedback history. This enables the ultimate personalization context for optimized customer interaction. We continue to make progress with our all-important ecosystem. As I previously reported, we were awarded America's top App Developer Partner of the Year by ServiceNow, and Medallia was named the fastest-growing ISV Partner of the Year for Salesforce. Just recently, we were also awarded Digital Experience Global ISV Partner of the Year for Adobe. In addition, we just launched early availability of upcoming new applications for Microsoft Dynamics, Salesforce Marketing Cloud, and Oracle Service Cloud. At the same time, we just announced the Medallia Developer Network, a complete suite of open APIs, a no-code, low-code development platform for partners and developers to easily build connectors and applications which they can then publish on Medallia Xchange, our application directory. We've also intensified our focus on environmental and social goals. Employees are taking a stand and expecting their executives to listen and act. Today, employee activism is shaping the C-level agenda in ways we've never really seen before. Medallia is putting this front and center by bringing on René Carayol as a leader to focus on our Environmental, Social and Governance policies and goals. We just released our first global impact report that adopted the SASB, Sustainability Accounting Standards Board, reporting framework. Looking forward. Q2 has started well with a top showing in the Forrester Wave. As I mentioned, we also had a record number of attendees at our annual Experience conference with superb in-the-moment feedback accessible for all sessions. Opportunity pipeline is healthy. You've heard me talk before about the importance of connecting insight to action. In this vein, we'd already executed in Q2 our largest ever messaging deal with a major hotel chain, delivering a completely touchless messaging service to over 1,000 global hotels, giving guests the ability to order services, check out, and communicate with the hotel personnel and systems, whilst at the same time preserving the messaging data as well as feedback for insight discovery. I'm very excited about our prospects. We're focused on execution for the rest of this year with a larger team of Medallian salespeople and growing channel capability with more product to sell than our rivals and an unmatched reputation as the innovation leader, backed up by the opinions of the most credible industry analysts and partners. We're well positioned to re-accelerate our subscription growth in FY 2022. I'll now hand over to Roxanne to cover our financial performance in more detail. Thank you, Leslie, good afternoon, everyone. We recorded strong Q1 financial results, including record total revenue and record subscription revenue. As a quick reminder, unless otherwise noted, all numbers except revenue mentioned during my remarks today are non-GAAP. You can find a reconciliation from GAAP to non-GAAP results in today's press release. Total revenue for Q1 was $131.4 million, an increase of $18.7 million or 17% over Q1 of fiscal 2021. In Q1, subscription revenues were $106.1 million, an increase of $17.1 million or 19% year over year. Revenue generated outside of North America in Q1 represented 23% of total revenue. As we've shared with you on the past few calls, we have modified subscription terms, flexible payment or invoicing terms in exchange for extensions of existing contracts for certain customers hardest hit by the pandemic. On average, the extension period was for one additional year. Consistent with what we projected on our prior earnings call, the modified terms have negatively impacted our subscription revenue in Q1 by approximately $1 million and by approximately $4 million over the past 12 months. Looking ahead, we expect that this is the last quarter that we will experience these headwinds. As a reminder, the majority of our contracts are multi-year, they're revocable, include contracted minimums, and we expect our customers to honor their agreements. Professional services revenue was $25.3 million for the quarter, which increased 7% year-over-year as we continue to build out our partner ecosystem. Turning to some key metrics, we continue to see strong growth in new logos. We ended the quarter with over 1,240 enterprise customers, an increase of 59% year-over-year. In addition, we have over 875 mid-market customers. For the 12 months ended April 30th, 2021, our dollar-based net retention rate was 111%. Over the past three quarters, we have seen strength in bookings from net new customers. We believe this bodes well for the future of our land and expand strategy. Our dollar-based net retention rate was negatively impacted by one percentage point due to the concessions I discussed earlier. Turning to RPO or remaining performance obligations, as I have shared with you before, our RPO metrics are impacted by contract duration and extension as well as timing and renewals for large multi-year contracts. While RPO provides for strong visibility, it may fluctuate. As of April 30th, total RPO was $798 million, an increase of 26% year-over-year. Current RPO, which is the amount we expect to recognize as revenue over the next 12 months, totaled $397 million, an increase of 23% year-over-year. We expect to recognize 50% of total RPO in the next 12 months. I'll now turn to our non-GAAP gross margins and operating expenses. Subscription gross margin was 81% compared to 83% in the year ago quarter. The decline in subscription gross margin is primarily due to investments in infrastructure we have made as we scale both organically and inorganically. In Q1, professional services gross margin was 16% compared to 18% in the year ago quarter. We continue to focus on building out our partner ecosystem. We expect professional services gross margin will be approximately 10% in Q2. Sales and marketing expenses in Q1 were $60.6 million or 46% of revenue. We continue to invest in productive sales capacity. R&D expenses were $25.8 million for the quarter, or 20% of revenue. Our go-to-market initiatives and R&D both remain an important investment area as we expand our platform. G&A expenses were $13.8 million or 10% of revenue in the quarter. We expect additional leverage on the G&A line over time. Non-GAAP operating loss in the quarter was $10.5 million, compared to operating income of $3.5 million in the year-ago quarter. Non-GAAP net loss was $12.1 million, compared to income of $3.1 million in Q1 of last year. Now, turning to the balance sheet. We ended Q1 with $540.5 million in cash and marketable securities. Subscription deferred revenue was $232.7 million, an increase of 21% year-over-year. Let's move on to discuss subscription billing, which we define as subscription revenue plus change in sequential subscription, deferred revenue, and contract assets. As you know, there are a wide variety of factors that may influence this metric. Quarter-to-quarter fluctuations in billing should not be taken as an indication of changes in future revenue. Q1 of fiscal 2022, our trailing 12-month subscription billings growth rate was 18%. Adjusted for Decibel acquired deferred revenue, the billings growth rate would have been 17%. As a reminder, on a trailing 12-month basis, subscription billings were negatively impacted by approximately $10 million, primarily due to new bookings with invoicing terms that ramp over a multi-year period. Turning to cash flow. We generated $14.3 million in cash from operations during the quarter, representing an operating cash flow margin of 11%. As a reminder, we've historically experienced seasonality in cash flow from operations, given that over 40% of our billings occur in the fourth quarter. As a result, our operating cash flow has been positive in Q1 and Q4, followed by cash flow from operations being negative in Q2 and Q3, as it has been in the past few years. We anticipate this seasonality to continue. Moving to guidance. For Q2, we expect subscription revenue to be in the range of $113 million-$114 million, representing growth of 22%-23% year-over-year. We are projecting total revenue to be between $137 million-$139 million, representing growth of 19%-20% year-over-year. For Q2, we expect non-GAAP operating loss to be in the range of $12.5 million-$11.5 million. Looking ahead, we expect other income and expense to be a quarterly expense between $5 and $800,000, primarily due to interest expense associated with our convertible debt. We project income tax to be a quarterly expense in the range of $600,000-$1.1 million. In Q2, we anticipate basic weighted shares outstanding to be approximately 160 million and fully diluted weighted shares outstanding to be in the range of 184 million-185 million. We anticipate our capital expenditures in Q2 to be approximately $8 million, primarily related to enhancing our data centers to meet customer demand. For fiscal 2022, we are increasing our guidance for subscription revenue from $465 million-$469 million, to a range of $467 million-$471 million, representing a subscription growth rate of 22%-23% over the prior year. We are also increasing our guidance for total revenue from $563 million-$567 million to a range of $566 million-$570 million, representing a growth rate of approximately 19%. We continue to expect revenue to follow a similar pattern for this year, with more than 50% of annual revenue to be recognized in the seasonally stronger second half. Professional services revenue growth is projected to be in the low single digits as we have significantly expanded and plan to continue to expand the number of SI partners for this year. For fiscal 2022, we expect non-GAAP operating loss to be in the range of $22 million to $20 million. For fiscal 2022, we expect basic weighted shares outstanding to be approximately 164 million and fully diluted weighted shares outstanding to be in the range of 185 million to 187 million. Finally, we continue to expect our capital expenditures in fiscal 2022 to be a little over $30 million. Leslie Stretch and I will now take your questions. Operator? As a reminder, to ask a question, you will need to press one on your telephone. To withdraw your question, press the pound key. Please standby, but we can file the Q&A roster. Your first question is from Rob Oliver with Baird. Great. Thank you guys very much. Apologize for the connection if it's not great. Leslie Stretch, question for you, just on the Fed opportunity, obviously very exciting. We've been tracking VA for a while, the nice expansion there. You also mentioned DoD. Do you have all the feet on the ground that you need in Fed to execute on the opportunity now, or is that still a part of the sales hiring ramp? Is it going to be a normal Fed spend year? I know a lot of employees are going to be at home. Does that also create an opportunity for you guys on the employee experience sales side for Fed? A lot in there. I appreciate that. A quick follow-up for Roxanne Oulman. No, it's a good question. Well, I've got all our team are probably listening to this, so if I tell them we've got enough feet on the street, they'll be shaking their heads. There's a lot of opportunity. I think the answer is no, we need to keep putting, but quality is the key. We've got a great quality team in government, actually around the world now. We're building up public sector, but obviously the dominant group is in the U.S. They're emboldened by the fact that we're the only company with FedRAMP High and HITRUST. Nobody can touch us in terms of scalability and security. The survey software vendors really are just not there, and it's going to take them a massive investment to get there. It took us plenty of time. We did it the smart way. It's a big investment. Short answer is there's room for more, and we're about getting them in. In terms of the employee experience piece, employee experience is so important. Treat your employees like customers, and in the government case, treat your employees the way you want citizens to be treated. I think connecting them is a great opportunity, and definitely the major agencies do see that, and they're engaged. It's an exciting time to be present in that market. Great. Thanks, Leslie. Appreciate it. Roxanne, just one follow-up for you. Appreciated the details around the modification of the billing terms and obviously market improvement relative to last quarter. I know you said this is the last quarter where that would be an impact. Is that just purely because of the improvement in the end markets? Is there anything else that you guys have done from a product perspective or bundling or anything else that you guys have done to address that? Is that just your end markets getting better, which sounds like with Avianca and with hotel deals, sounds like your end markets are decidedly improved. Just curious on that. Thanks, guys. Well, the concessions that we made were early on in the pandemic as some of our customers had been impacted. As we've progressed forward, we have seen the overall markets and, for example, you see leisure travel. Leisure travel is coming back. I'll be bold and say with a vengeance. What we've seen from the concessions early on, we have seen overall improvement. We've seen overall demand, especially in travel and hospitality, as I said, around the leisure side. As I say that, I want us to think about corporate travel, and corporate travel has not recovered to the level it was before. I'm not sure when corporate travel will recover and to what level. However, I don't expect that the corporate travel will result in any additional concessions based on what I've seen at this point in time. I'm pleased with what I see from the change over the last several quarters. Great. Thank you, guys. Again. Thanks, Rob. Your next question is from Dan Bartus with Bank of America. Hi, this is actually Tazeen on for Dan. Thanks for taking my question. My question is around new logos. Congrats. Your new logos have been growing really strongly. I wanted to understand, is that more of a greenfield opportunity, or do you see it as replacing existing vendors and have the competitive dynamics changed at all? Thanks so much. Yeah, great question. Replacement is not really that exciting a thing for us. When we are replacing technology, we're replacing survey software with much broader signal capture, with a much richer digital capability. It's really digital transformation of the traditional survey. It's not quite a replacement like for like. It's not the way that we think about it. We're doing something different. We're capturing video, voice, messaging, ideas, the broad spectrum of feedback that our customers need, a much, much richer data pool. We've got a much more sophisticated operational system for the distribution of lifetime feedback that the others don't have. We're just doing a very different thing, and that's resonating, and it's now implementable very quickly. We've got much more self-service and ease of use and automation in the product and in the platform. We've doggedly invested in that. We've continued and persisted to deliver on that. I'll give you two examples. We had The Container Store going live in under three weeks, and we had D2L just go live in Canada, great learning company, in 30 days. They signed a contract and went live in the same quarter. That's a testament to how quick it is to get this rich digital platform up and running way beyond the traditional survey vendor's capability and can. That's great to hear. Thank you. Your next question is from Chad Bennett with Craig-Hallum. Great. Thanks for taking my questions. Nice job coming out of the gates on the year. If I look at the new customer count, mid-market was very good. Even your enterprise new customer count, I thought, especially maybe for a first quarter, looked very good. Roxanne, you sound certainly more constructive on the impacted verticals than you have for pretty much a year. I guess, what would you attribute the new logo on the enterprise front, well, my perceived strength there? Also, are we to a point now where we can think about moving it to existing business, we can think about net expansion accelerating more aggressively? I understand it's a 12-month look-back. Do you have any kind of near-term data points that you believe we're going to see an improvement there? That's a great question, Chad. I think when you stand back, though, and look at what is 1,800 or so total customers with annual contracts, whatever it is, it's a small number relatively, to be honest. It's great. It's good. It's very solid. It's great quality. There's a massive market here. There's a massive market. We have invested in go-to-market in our field, in marketing to capture that. That's where my focus is. I do think that the net retention will resolve nicely over time. Right now, it's about net new, to be honest. You've seen in the last six months, winning that battle of the new is fantastic. It's great for the confidence of the team and the company. It reassures us around our product strategy, which is absolutely spot on target. That's really the focus. I think over time, we'd like to be in a higher place on the net retention. As I said, let's focus on winning and landing and expanding over time. Right. Rox, any other follow-up just in terms of, again, the expansion potential or maybe nearer-term metrics you're seeing around that? Yeah, Chad, you're right. When you look at our net retention rate, it is a backward-looking metric, and it has been impacted by a couple of things. One, it's been impacted by the concessions. Two, although our overall growth retention rate has increased slightly over the last 12 months, the customers that were in these impacted industries did not expand at the same levels that they had historically prior to the pandemic year. When I look at it, I anticipate that our NDR rate will be consistent in Q2, and then we will have some uptick, as Leslie said, as we move forward, and we may see some uptick. Thanks. Nice, Chad. Thanks, Chad. Your next question is from Matt VanVliet with BTIG. Yeah, hi. Thanks for taking the question. Wanted to focus in on the contact center opportunity that you talked about, and you've really been investing heavily around. At this point, even at the customers that you are providing services to, do you have a sense of how much of the total spend you're capturing now versus what the platform is ultimately capable of doing? Also, as you look out, are you primarily in cloud-based contact centers now, or have you been able to penetrate some of the legacy larger on-prem versions as well? Yeah, great question. It's really a new focus for the company, and the technical capability that comes from Medallia Speech, which is the voice transcription and text analytics combined, and also the fabulous technology that we acquired with Stella Connect are new. They're a couple of quarters old in our hands, a couple of quarters, and we've made some fantastic deals and great strides with the technology. What's become clear, we've got some best in class. I would call Williams-Sonoma my best in class at implementation of lifetime coaching of contact center personnel using Stella Connect. We've got some fabulous brands, leading brands out there's a huge number of opportunities for us to show what can be done connecting feedback to a cloud contact center. Yes, we do have customers where it's a more traditional, what you said, more legacy on-prem contact center capabilities as well. We're agnostic as to whether it's cloud or not, but we formed a nice partnership with Five9 that we're very excited about. It's only a few months into that. It's a massive opportunity, though, to your point. It's huge for us, and the survey companies are not there. It's something very different. Being aware of the topography of the cloud contact center is something that is very important to us, and we see great opportunity there. Great. That's helpful. Roxanne, in terms of the ramp up in sales hiring in particular, have we sort of reached a good cadence that we're at here, or is there still more build likely kind of the levels you're expecting? Matt, we're only one month into the ramp up that we talked about, or one quarter, excuse me, into the ramp up that we talked about from a sales hiring perspective. We have started to make some of those hirings. We are on path in regards to our hiring plans. We do anticipate that we will continue to make some additional hiring moves this year, specifically in our mid-market and in certain markets in our enterprise space where we have seen strength in some of the verticals. Also from a geography perspective, we've seen a lot of strength in EMEA, so that's another area, and like I said, the verticals in North America. All right. Thank you. Our next question is from Richard Baldry with Roth Capital Partners. Thanks. I wonder if you could do a little bit of a deep dive into the mid-market segment, sort of as a newer area for you, how you feel about the current utilization, sort of the marketing execution to support it for lead generation. Maybe contrast that to your enterprise and how much room you think you have to move the dial on those things. Thanks. Yeah. Well, mid-market has been a super opportunity for us, where the company, as you probably know, didn't really play. We were enterprise exclusive. We have brought on great land and expand deals, fabulous new verticals, and we're very excited about it. We've invested significantly in our virtual sales force that's very capable and productive, and they can land and expand with a dozen or so modules. We've been very pleased with Medallia Experience Cloud takeup in the mid-market, and some of the deals have been significant, some mid six-figure deals. There's also a channel dimension to the mid-market that we're just getting started on with some new reseller capability that we'll probably talk about in more detail in coming days and weeks, where we have some great global footprints that have come over to us from the survey software world who really want to get into this omni-channel digital transformation that we deliver through our platform, our hub and spoke model platform, Signal, as we call it. Very excited about the growth in the mid-market. Very pleased with the performance of the team. They did very well in Q4 and again in Q1. You've actually continued to be active in M&A, even while COVID's been sort of an overhang to portability. How do you think that changes or the environment's changing, with the COVID sort of easing, at least domestically as a headwind? I think that our M&A around bringing in signals that we're talking. The platform is already helping customers get that solution without them having to integrate it on their site. From us, they can get voice, video, messaging ideas. They can get the full spectrum of capability. You can buy a survey software product and then add on voice from somebody else, add on video from somebody else, and you do the integration. I know which way I would go. Just doesn't make any sense to do that. That has captured the imagination of the industry analysts, which has really been important for us. We've got a great showing from Forrester based on the execution of this strategy. I think we've also taken a lot of medicine around acquisitions. I think we're going to be proven to be right as things unfold here. We can see it. It's decisive in our enterprise wins to have all of that signal capture and some of the other technology that we've acquired. For now, this year is execution year. This is all about execution. We've got enough. We might do the odd tuck-in here and there. Nothing like the last acquisition that we did, Decibel, which was a significant one for us. The rest of this year is execution. We have enough. We've got plenty of that, and we need now to focus on our channel evolution and build, focus on global and vertical expansion. We have relatively small footprints in APAC and Latin America. EMEA is getting bigger and had a fantastic run here. That's what we're focused on, execution for the rest of the year. Last thing would be, if we think about your guide for sequential growth, it is very strong, above what we have seen for quite a while now. Is there anything unusual in that, or do you feel like this is sort of getting back to normal business from an overall perspective? Thanks. No, Rich, there's nothing unusual in that guide. What our guide reflects is our overall strength that we see in the pipeline, the overall strength that we see in the business. As you know, Rich, when we provide a guide, whether it's a quarterly guide or whether it is an annual guide, it is going to be a guide that we feel comfortable with. This is purely a reflection of what we see going on in our business. Great. Congratulations. Good start to the year. Thank you. Your next question is from Bhavan Suri with William Blair. Hey, guys, can you hear me okay? Yeah. Great. Congratulations. It was a great set of numbers, and the record go lives is great, too. I guess, let me start there with the record go lives. You gave us some color a couple of quarters ago about sort of average number of modules adopted. I'd love to understand if you're seeing the initial number of modules or deal sizes change with the new customers, especially sort of towards the end of the pandemic. I know when you'd come in, Leslie, you'd broken it down from $1 million deals will take, small deal sizes will grow. Are you seeing the small deal sizes expand as you've added so much more product to the base from an initial land perspective? Yeah, I think that's a great question. I think we are seeing some of that. We saw a little bit in Q4 and again in Q1. We really are focused on giving our sales force the ability to meet the customers where they are. We come up against companies that are selling survey. What the customer wants is digital, and they want unsolicited digital. The new Decibel capability, voice of the silent majority, they want that. We're really focused on landing customers first and adding on products later. We have had some great wins that are a combination of full digital, so interactive digital and unsolicited digital and survey. For example, we've had a lot of customers taking ideas and video independently and then coming back for survey later. We've got the opportunity to really enter accounts from many different angles with our buyer population that's really hungry for digital transformation versus just the liquid paper, simple survey stuff that's out there. That's really what's going on. Got you. I wanted to touch on this idea of AI and automation, but tied to different data sets. You could obviously automate, like someone complains about a menu, it'll get directed to the food and beverage director at a hotel, and they can solve that problem. You've got that technology. You've got partially AI, partially rules, partially workflow in there. There's this concept of observing a user and watching where they get stuck in a process and understanding that without having people look at it. An AI-based computer vision learning process. Help me think through where that fits in the data scheme, the customer experience or employee experience scheme, the training scheme, and how does Medallia absorb that data to drive better outcomes? That's a great question. There's so many dimensions to that. If we take the digital experience piece first, that's why we wanted to own Decibel rather than just be a partner with Decibel and others who look at that unsolicited spectrum that you talk about. We wanted to own that. They have that capability, and we have the capability to understand the behavior of cohorts of customers. Just simple things like a breakdown in navigation on a website, abandoned transactions, what reasons why, and what are the reasons that using machine learning capabilities to understand and interpret and infer has turned out to be invaluable to our customers. When you combine that with interactive feedback and combine that with digital interactive feedback, or combine that with physical behavior of a customer who's crossing channels, digital and physical, the insights are absolutely golden for our customers. Got you. I'll jump back in. You've got a couple more folks. I'll jump back in. Thank you, though. Congrats. Thanks. Your next question is from Brian Schwartz with Oppenheimer. Yeah. Hi, thanks for taking my questions this afternoon. Just wanted to ask you a question on the partner channel. Actually, two on it. One, if you're seeing any meaningful change with the partner velocity of the deals or in the execution. The second question on the partner channel is just on the Oracle announcement. Did I hear it right that you're starting out with service with Oracle? Is that correct? In that sales or employee, I guess the follow-up would be is if there's opportunities to expand that partnership down the road. Yeah, I think with Oracle, that's where we're starting out, but there's opportunity for us to obviously expand. Of course, they've also become a customer. Their knowledge of the platform and its value across the spectrum of sales and service and marketing is just going to get better and better. Early days, and that's where we're starting. The other question was putting Oracle aside, what you're seeing in general from the partner channel. You've been scaling that over the last couple of years. I'm just wondering if employees are getting back to work and the economy is opening up more, if you're seeing any meaningful change in the velocity of deals or in the execution on that side of the business. Yeah, I think it's one quarter. Just to give you color, we're looking at herd immunity and vaccination rates around the world. We're looking again today at all the major countries around the world. We're focusing our efforts on those reopening economies. Our channel. The different segments of the channel have really started to come alive for us. The SIs, certainly. There was a major SI deployment that was on Marks & Spencer in the U.K., for example. Also the independent software vendors. The other major cloud vendors have turned out to be a good source of opportunity for us. Lastly, the reseller community is a big opportunity. We were just able to bring over a survey vendor's largest, one of their largest international resellers into our fold because they wanted more access to the full spectrum of technology that we have and our more sophisticated, powerful capability, which is understandable. I think the reseller piece, particularly in the mid-market, is going to be important for us, going forward. We've got a great team in the company, leading that initiative for us. Thank you. My last question, just on the sales and hiring comments, been a lot of color on the call. Thank you for all of that. My question is on the process. I'm just wondering, new fiscal year here, Leslie, if you made any noticeable or material changes beyond the capacity to the sales organization or to the go-to-market. Thanks. Yeah. Well, that is a very insightful question because actually, we have built a Command of the Message process that our Chief Revenue Officer and her team have built and put in place, that I think is fabulous in any measure across the industry. It's a superb approach. It makes sense for our customers. It's about meeting customers where they are, and about getting them and showing them value from all of the fabulous best-in-class use cases that we have. Certainly process, expectations, everything, so that we can enable people quickly, bring them on quickly. People don't want to be brought on and wait for months and months to hit their first deal. We brought in people that are doing numbers in the quarter that they arrive in the company. That's what sales hungry salespeople want. I think the enablement process that's been implemented this year has helped that. Okay. I'll hop back in the queue. Thanks for answering my questions this afternoon. Thank you. Your next question is from Drew Foster with Citigroup. Hey, thanks for taking the questions. Leslie, I wanted to get your view on a theme we've been hearing a lot of in our fieldwork. Customers are telling us they're using various point solutions for different pieces of the customer experience puzzle today, and are really hoping to consolidate those vendors in 2021. Is that something you're hearing from customers just generally? I'm curious if that was a dynamic that played out, or billings re-accelerated here in Q1. Yes, it is something that we're hearing from customers consistently. Especially customers that have got three, four, five or 12, in some cases more, survey solutions that have been implemented departmentally around an organization. Also, where customers have had survey fatigue and low historic response rates. We just won a decision with a retailer around a very low response rate from a major survey player that doesn't have the spectrum that we have. It's a very consistent message. If they're going to consolidate, that implies a massive amount of unstructured data. Which platform should we go with? Having FedRAMP High, and HITRUST is valuable beyond the public sector market. It just gives so much credibility to what we've already said about our platform. Having the ability to operationalize feedback and distribute it in live time to the people that need it, is really something that no one can touch us at. Nobody can touch us or come close. People want to consolidate those first-generation liquid paper survey market research-oriented solutions into the modern digital platform. We're seeing some of that. Still early days, but we're definitely seeing that action out there. Got it. Roxanne, how should we think about your assumptions for the back half of the year? I would think that, given the ratable nature of SaaS revenue, the $2 million upside in Q1 would also benefit the quarters thereafter, but it doesn't seem like that based on the full-year guide. That's the case. Anything you have visibility into that's giving you more caution, or how should we think about that? Well, if you look at our full-year guide, our full-year guide is 22%-23%. If you look at that from the back half year, not only do you see an acceleration in the Q2 guide that we've given you over Q1, you'll also see that there's acceleration in the subscription growth rates in Q3 and Q4 over the first half of the year. Thank you. Thank you. Your next question is from Brett Knoblauch with Berenberg. Hi, guys. Thanks for taking my question. As we look at subscription billing, how should we think about the growth rate there for the remainder of the year? Do we expect it to grow faster than maybe subscription revenues or any color on that? I apologize, Brett, you broke up a little bit. You're asking about the growth rate of subscription, what? Subscription billings for the rest of the year. Okay. Relative to- Look. Yeah. We don't guide to billings. There's multiple metrics that we look at, and we all look at, right? You look at CRPO, you can see the strength in our CRPO and our total RPO this quarter. You can see it, Drew highlighted in his comments, the acceleration in our billings growth rate, and we look at it on a 12-month trailing basis. When you look at where we are from a billings growth rate on a 12-month trailing basis, and you look at what we're giving you from a guide perspective, that implies that you'll also see an acceleration in our billings growth rate. that helps. Maybe on the back half of the year profitability, it seems like your $21 million non-GAAP operating loss guidance is really for the first half, and we should expect back half of the year operating income to be about breakeven. Should we see, I guess, sequential improvements as we enter the next year, or how should we think about the cadence of profitability improvements? Brett, that's a great question. Let's start with this year. When you look at this year, you're spot on. Obviously, we would see the profitability be breakeven in the back half of the year. I do anticipate that in Q3, we will continue to be in a loss position, and then we will be profitable in the Q4 timeframe. As we move forward to FY 2023, we haven't given guidance, but there are a few things that you should think about or things that we're considering. We are monitoring our investments that we're making very closely and benchmarking them against the return that we are anticipating, and we will continue to measure because what we're really focused on is we want to accelerate our subscription growth rate. When you look at next year, when you look at it from a quarterly basis, one, I would not assume that we would have this significant profit next year. We have not given you guidance for next year at this point. When you also think about next year, I would think about the same seasonality as this year, that the income or losses would be higher/lower in the first half of the year than they would be in the second half. It would follow the same seasonality. Does that make sense, what I'm saying? Yeah, no, that makes perfect sense. Thanks. Thank you. Your next question is from Scott Berg with Needham & Company. Hi, everyone. Thanks for taking my questions. I guess, Leslie, let's start off with your customer conference. What type of takeaways did you have this year versus last year or maybe over the last 2 years, I guess? How do you view maybe customer engagement in a virtual format versus more in person, which you're certainly more used to? Yeah, two good questions, Scott. Yeah. You can see that we're adding more and more logos. You can see the progress in the mid-market. It's never enough for me, but it's strong given our coverage and the ramping of the new people that we brought on. I'm all in on virtual selling. While someone's flying to go and see a customer for 30 minutes, we can call into their prospects and customers five or six times over. I think we can get a great deal done in this medium, and it's working very well. Implementing, doing 240 go-lives in a quarter, albeit we're getting to go-lives faster now. We've got more automation, more self-service. That's what we expected. Getting to that number of go-lives for our size of a business virtually is phenomenal. It's a record. I think the virtual way of working for us as a software company, as a cloud software company, is highly successful. We're still going to have meetings, we're still going to collaborate, and who knows where the hybrid physical virtual world pendulum will swing, but our team are applying themselves. They're working perhaps too hard in some cases, they're working very hard and they're being successful and they're confident. We spend a lot of time with one another virtually making sure that their needs are met. We're supporting one another, and we've got a great team, and they really gel virtually as well as they did physically. We're very confident about their ability to use this medium successfully in the future, and also take advantage of the physical world when it comes back uniformly around the world. Got it. From a follow-up perspective, Roxanne, your deferred revenue, there's quite a difference between the balance sheet and the cash flow statement this quarter, roughly $7 million in round numbers. Can you help us understand the difference? I assume it was acquisition-based, but it's a bigger difference than what we've seen historically. That's a great question, Scott. When I look at the acquired deferred implication on the 12-month growing billings growth rate was about 1%, so it was not that significant. I don't have anything that specifically comes to mind that would stick out. That deferred revenue on the balance sheet is obviously total deferred, and then we do provide you in our supplemental schedule, the SaaS deferred or the subscription deferred, and then our 12-month rolling billings growth rate is also calculated on the subscription deferred. Great. That's all I have. Thank you for taking my questions. Thank you. Your next question is from Terry Tillman with Truist Securities. Thanks for taking my questions. I like your earlier comments in terms of a nice improvement in the quarter. Leslie, maybe the first question relates to looking at software and technology companies. You have some great logos there, HP, LinkedIn, and Oracle. Could you remind us, is this one of the more emerging parts of your business? How does tech stack for you all in terms of mix of business? These three in particular, what were their landings like? Were they sizable or were they more bite-sized but big future potential? I have a question for Roxanne. No, these were significant. These were not bite-sized, which is why we called them out. I think what's great about your question is that software companies in particular, but technology companies think they can do this. I think when they discover the sophistication, capability, and power of our platform, they realize that there's a lot more to it. Actually, I think the team that is in place now that is winning in the technology space has done a phenomenal job. I think it's one of the hardest spaces to sell to because people think you're bringing sand to the beach. They can do it. They're software companies. What's a little bit of feedback? It's just a wee survey. Well, it's not, is it? There's so much more to it. I think this is an important beachhead for us, actually. You should think of these as seven-figure types of lands, not bite-sized. Or otherwise a very big bite, maybe. Okay. Maybe Roxanne, for you in terms of, you may have mentioned this, but it was really good to see the CRPO growth. I think it's 23%. That's like about 5 points or so higher than the billings growth on a LTM basis. Is the difference there, is that just more periodic billing, so there's just more activity around the non-annual prepay, or was it just timing of when invoices were sent out to make that difference? Anything more you could add on the difference in the billings growth and CRPO? Thank you. Terry, as we've shared with you historically, we have had a history over the last few quarters of doing these ramp deals, where we will have a benefit in our current RPO, where you won't see it in our billing. We're also flexible with customers, even though nearly all of our customers still have annual invoicing, and all the customer accounts that we share with you are all annual contracts. We do work with our customers from time to time, because what we are focused on is our subscription revenue growth rate and making sure that we have the appropriate contractual backlog and RPO to support that growth rate. Okay. Thank you. Thank you. Your final question is from Parker Lane with Stifel. Yeah, thanks so much for taking my question. This is Parker Lane for Tom Roderick. Leslie, as we think about the largest messaging deal that you signed with the global hotel chain this quarter, can you just talk about why now is the right time for them to lean in, what they're getting on an incremental basis from a technology perspective, and I guess what the competitive landscape looks like there in the messaging space, considering that that's not a technology that a lot of the competitors that you normally bump up with have today? Yeah. Well, that's a great question, and I think it kind of reveals the story of where we are, certainly as a country, but as a world, and as Roxanne mentioned, leisure travel coming back faster. I think it speaks to a couple of things. Number one, the confidence of that particular business and their opportunity and the way that they have pivoted to meet the needs of the traveler today in today's world, which is so much more sophisticated and complicated by the pandemic. Think about touchless messaging. Even without the pandemic, the convenience of touchless messaging, that I can actually message for any of my needs on-site or off-site. Think about the way they think about revenue per available room. Revenue per available room can be affected positively by messaging because the client can stay in the resort, stay in the hotel, and message for everything they need. They don't have to interact with people. They can even book off-site venues from their phone. Secondly, the connection of messaging to feedback. Understanding the pattern of that messaging and associating it with any feedback is the potential here to really understand the customer in their entirety. To do that, you need way more than survey. You need the digital spectrum that we have. You need the messaging capability. The Holy Grail is combining messaging with feedback to create this pool of golden data for these organizations. It applies. We've got messaging deals going in retail. We've got messaging deals going in restaurants as well. It's not just hospitality. Think about it in the travel context. Reduce my physical interactions to high-quality, essential interactions. Everything else I can do on my phone. That messaging needs to be captured as a corporate asset for our customers, not left to dwindle away as a personal messaging service. That's why messaging, as we have built it, is the right way to go for a corporate operations. A major opportunity for us. I expect to report more success in this business as we go through the year. Got it. Maybe one last one. On the public sector side of things, just given the scale of those organizations, how big of an opportunity do you see for employee experience down the line? Would it be fair to say that most of these new deals you've had in public sector have been CX so far? Yes, that's the right commentary. They have. There's one or two employee implementations, but they're only going to increase. Again, treating employees like citizens in a public sector case, treat employees like customers. This is the epiphany of the pandemic. For that, you need the same digital capability as you give to your customers, and that's Medallia. I see a massive opportunity for us in public sector, not just federal, state, and local in the U.S., but globally as well. To the earlier question point, we need to continue to increase our investment in that team. Yeah. Very helpful. Thank you. This concludes today's conference call. Thank you for participating. You may now disconnect.