Ladies and gentlemen, thank you for standing by, and welcome to the Nutanix second quarter fiscal 2021 earnings conference call. At this time all participants lines are in a listen only mode. After the speakers presentation there will be a question and answer session. And to ask a question during the session you'll need to press star one on your telephone. Please be advised that this conference being recorded. If you require any further assistance, please press star zero. I would now like to hand the conference over to your speaker today, speaker Tonya Chin. Thank you. Please go ahead. I apologize. We're having some difficulties on our end. Just give us a second. Good afternoon, and welcome to today's conference call to discuss the results of our second quarter of fiscal year 2021. This call is also being broadcast over the web and can be accessed on our investor relations website at ir.nutanix.com. Joining me today are Rajiv Ramaswami, Nutanix's CEO, and Duston Williams, Nutanix's CFO. After the market closed today, Nutanix issued a press release announcing financial results for its second quarter of fiscal year 2021. If you'd like to read the release, please visit the press releases section of our IR website. During today's call, management will make forward-looking statements, including statements regarding our business plans, goals, strategies, and outlook, including our financial performance, financial targets, and performance metrics, and competitive position in future periods, the timing and impact of our current and future business model transition, the factors driving our growth, the success and impact of our CEO transition, macroeconomic and industry trends, and the current and anticipated impact of the COVID-19 pandemic. These forward-looking statements involve risks and uncertainties, some of which are beyond our control, which could cause actual results to differ materially and adversely from those anticipated by these statements. For a detailed description of these factors, please refer to our SEC filings, including our most recent annual report on Form 10-K for fiscal 2020, filed with the SEC on September 23rd, 2020, as well as our earnings press release issued today. These forward-looking statements apply as of today, and we undertake no obligation to update these statements after this call. As a result, you should not rely on them as representing our views in the future. Please note, unless otherwise specifically referenced, all financial measures we use on today's call are expressed on a non-GAAP basis and have been adjusted to exclude certain charges. We have provided, to the extent available, reconciliations of these non-GAAP financial measures to GAAP financial measures on our IR website and in our earnings press release. Lastly, Nutanix management will host virtual meetings with investors at the Morgan Stanley Technology Conference on March 2nd. We hope to connect with many of you there. With that, I'll turn the call over to Rajiv. Rajiv? Thank you, Tonya. Good afternoon, everyone. Q2 was a strong quarter across the board. We exceeded guidance across all metrics, saw ACV growth, spent less than expected on operating expenses, gained momentum in our renewals engine, and continued to make progress on our transition to subscription. Before I get into more details, I'll begin by talking about how I've spent my time since joining Nutanix in December and provide my initial observations on the business and our priorities going forward. In addition to some introductory meetings with shareholders, I met with many of our major constituents, including customers, partners, and employees since coming on board in December. The observations gleaned from these meetings has provided me with a good perspective with which to form some priorities for our future. These observations include the deep value that our customers get from the simplicity of our software, the importance that our channel partners play in growing our business at scale, the significant opportunity ahead of us with strategic alliances that will help us penetrate bigger accounts, and the quality and engagement of our talented employee base, who are critical to the execution of our plans. Feedback from these key constituents and collaboration with my engaged leadership team has enabled us to clarify several core priority areas to drive long-term growth. All of these priorities are part of the natural evolution for a company at scale. First, we will drive more simplification of our portfolio and how we take our solutions to market, including our products and packaging for the benefit of our customers. Second, we will focus on deepening our partnerships to provide more impact in how we go to market, as well as create more opportunities within larger accounts. Third, we will continue our transformation of our business model to subscription, with a significant focus on renewals and our path to cash flow positivity. Fourth, we will continue to nurture and grow our talent pool, as well as to ensure that our employee base has a diversity of talent, thoughts, and experiences to create a better workplace environment and business outcomes. Now, let me provide a little bit more detail on these conversations, observations, and priorities. I've had many encouraging and informative conversations with customers, including our advisory boards. When it comes to our product portfolio, customers love our simplicity, think our solutions and support are exceptional, and appreciate the end-to-end nature of our portfolio. They've also told me that Nutanix is a critical component of their business transformation plans. On the constructive side, some have expressed that they would like us to make it easier for them to adopt and consume our software by delivering more solutions that bring our portfolio together and to simplify our pricing and packaging. We have built this feedback into our key priorities for our go-to-market strategy. During the quarter, I had the pleasure of presenting at a well-attended global partner event where I met several key partners. They see the value that selling Nutanix software and solutions can bring to their business as they help customers on their multi-cloud journey. Last quarter, we launched our Elevate Partner Program, which focuses on partner competencies through training to increase the quality of partners working with us and partner enablement, including improving the deal registration process to increase volume. With this focus, we have seen a 12% year-over-year expansion in the number of partners who transacted with us during the quarter, as well as an increase in partner-led deals. Engaged and efficient channel partners will be a critical component of ensuring that we have the leverage needed to grow and scale our business through our subscription transformation. Our partnerships with HPE, Lenovo, and other server OEMs remain strong. Our customers recognize tremendous value in having freedom of choice in their selection of hardware with these partners and in our broader ecosystem, allowing us to address the increasingly complex needs of large enterprises. For example, we were selected by a leading financial services company headquartered in EMEA to modernize their data center and to provide virtual desktops to more than 90,000 users. This multimillion-dollar one-year subscription deal was with our core software, our AHV hypervisor, and our Files solution. We partnered with HPE, Citrix, and Atos, one of our global systems integrator partners, to provide the total solution required for their use cases. I've been encouraged by the value that our customers see from our software, the variety of workloads they're deploying on our platform, and our traction with our Global 2000 customer base. We now count 950 Global 2000 companies as our customers after adding about 20 in the quarter. We continue to progress with our public cloud partnerships and integrations with both Azure and AWS and are exploring how to maximize these relationships to help our customers on their journeys to multi-cloud. Our partnership with Azure is still in its early days, but we are excited about its prospects. We will focus on deepening our integrations and relationships in this area. Finally, I've had the pleasure of speaking with many employees at all levels. I've been delighted to see that there is strong talent in this company, and I'm highly impressed with their passion. It's no surprise to me that Nutanix was named in both the Fortune Best Workplaces in the Bay Area 2021 and a Great Place to Work in India during the quarter. I already mentioned that an area of opportunity for us is to advance our efforts to diversify our talented employee base. We will increase our focus on ESG and related disclosures. Now, let me talk about the market opportunity in front of us, as well as provide more color on the momentum and execution we saw during the quarter. During the quarter, industry analysts highlighted the market potential for hyperconverged infrastructure or HCI and its path to multi-cloud. IDC released reports concluding that HCI can create a consistent experience across all platforms, whether on-premises or in the cloud, how multi-cloud strategies are now the enterprise norm, and how a large majority of IT managers plan to migrate or repatriate workloads from public clouds to an on-premises for ease of management. In addition, Gartner raised its forecast for HCI systems during the quarter to $8.1 billion, a five-year CAGR of 16% from 2019 through 2024. They noted that organizations are expanding their HCI system footprint on a wider set of enterprise workloads, with emphasis on a new set of software capabilities, such as orchestration in a multi-cloud world. Let me provide some highlights about our performance this quarter. We delivered record ACV billings growth of 14% year-over-year, which included notable strength coming from emerging products. Our OPEX was less than expected, and we will continue a disciplined approach to managing our OPEX going forward. Our thesis of the benefits to a shift to term licenses continues to play out with better deal economics and reduced average term length, driving shorter renewal cycles. As we have said, getting this right will be critical to our success, both in growing the top line and in reducing our operating costs. A year into the pandemic, we continue to see various industries and verticals impacted differently. While some industries face headwinds, there are a number that have the resources to focus on innovation and transformation with IT as their enabler. To that end, we saw strength in demand from the financial services, healthcare, and state and local government sectors in the quarter. Our emerging products, particularly our database management solution, Era, and our file storage solution, Files, had a strong quarter. Emerging product ACV was up over 100% year-over-year, and we had a 37% attach rate to deals on a rolling four-quarter basis. We are encouraged by the fact that nearly half of the Fortune 100 have adopted our emerging products. Our Era solution is showing great momentum and market fit, and I see this as a competitive differentiator for us going forward. We've seen repeat purchases from large enterprises who are early adopters. This quarter, a U.S.-based financial services company purchased Era and our core software in a multimillion-dollar deal. They are using Era to provide a single database management platform to enable their app developers to provision new environments, clone and refresh multiple tier 1 workloads, and now have the ability to replicate and recover large databases in a fraction of the time that their current solution takes. Era has become a competitive differentiator for us in the telco, finance, retail, and manufacturing sectors in particular, and we now count three of the top 10 Global 2000 customers as Era customers. We saw growing interest in our Nutanix Clusters on AWS solutions since its launch last quarter. One customer example this quarter is a pension services company in EMEA, an existing customer who is building on their Nutanix hyper-converged infrastructure software as they continue their journey to multi-cloud. They were looking to increase the mobility of their applications and workloads across multiple clouds, as well as to have options for bursting, Clusters fit the requirement. Ultimately, they selected the Nutanix solution so that they could get a single solution to consistently manage their private, hybrid, and multi-cloud environment. We remain focused on go-to-market sales productivity and execution. We're pleased with our progress so far, which is a reflection, in part, on Chris Kaddaras's leadership. During this quarter, Chris was promoted to Chief Revenue Officer after leading the global sales organization for the last year. We are also seeing material progress in demand gen productivity across the board, including our virtual events and overall digital marketing performance, all at significantly lower costs. We also continue to see benefits from our Test Drive, which has seen an increasing number of trials over the past year and has proved to increase conversion rates when compared to sales where Test Drive isn't used. We are encouraged by our momentum, and we will continue to focus on overall go-to-market efficiency. We continue to innovate our storage offerings with the recent release of new features, enabling our customers to simplify data management and effectively manage costs, moving IT teams even closer to true hybrid and multi-cloud operating models. The new capabilities include cloud tiering for object storage, hybrid cloud file storage, and simplified disaster recovery for both objects and Files. Recently, we also announced new features in our cloud platform to help protect customers against ransomware attacks, which are becoming even more common as a result of increased remote work. These new capabilities, all natively built into the Nutanix stack, add to Nutanix's rich data services for Files, network security, and object storage, and business continuity to help enterprises prevent, detect, and recover against ransomware attacks across multiple cloud environments. We are pleased with the external recognition we continue to receive for our solutions and our market share. In Q2, we were recognized by Gartner as a leader in their Magic Quadrant for hyperconverged infrastructure for the fourth year in a row, and were positioned best in execution when compared to all vendors in the report. Gartner released its software market share numbers for hyperconverged infrastructure, and Nutanix was once again ranked number one in market share for HCI, and saw our market share increase year-over-year. In IDC's new software-only view of the market, the Software-Defined Infrastructure Tracker, Nutanix is the leading vendor in the space. This new view is not influenced by hardware sales. Let me conclude by reiterating how excited I am to be leading Nutanix into its next phase of growth and execution. We remain focused on our vision of making clouds invisible and freeing customers to focus on their business outcomes, and our North Star continues to be our customers. We believe our mission of delighting customers with a simple, open, hybrid, and multi-cloud software platform with rich data services to build, run, and manage any application will help us achieve that mission. Our strengths lie in our significant experience designing software that is easy to use and in our expertise in key areas for the journey to multi-cloud, including storage and data services. I have confidence in our continued momentum going into the second half of the year, balanced with cautious optimism about the global macroeconomic environment. I very much look forward to sharing more details with all of you at our Investor Day on June 22nd. I'd now like to turn it over to Duston for more details about our financial performance. Duston? Thank you, Rajiv. Our sales team executed quite well in Q2 amidst an uncertain macro environment and our ongoing ACV transition. Comparable to the quarter before, last quarter, we provided guidance that took into consideration the uncertain macro environment that we are operating in. Clearly, we outperformed our expectations for the quarter, while at the same time adding to our backlog. As we look forward, our thesis for the business continues to be proven out that an ACV-first focus will gradually compress term lengths, leading to better deal economics and a shorter time to more efficient, low-cost renewals. As the mix of our low-cost renewals increases as a percent of our total business, we believe it will eventually add significant leverage to our go-to-market cost structure. We are also seeing the result of our ACV-based sales compensation plan, putting a renewed focus on sales of emerging products, which typically have shorter term lengths. I have previously shared that we expected term lengths would compress slightly in Q2. Our Q2 average term length was 3.4 years, decreasing by 0.1 years, and down slightly from 3.5 years in Q1. We are also pleased with the overall deal economics in Q2. While the sample size is still relatively small and we are still early in the process, we are encouraged by the retention rates that we are currently seeing. We billed a record amount of subscription renewals during the quarter. We continue to sign an increasing number of one-year deals. These deals will add to the pool of low-cost renewals available to renew in FY 2022. As we previously noted, we had an outstanding quarter related to our emerging products, with most of those individual products generating record ACV. Emerging products continued to play an important role in improving our deal economics during the quarter. In summary, based on our strong execution in Q2, our thesis for the business continued to play out as expected. As we move into the second half of our fiscal year, we remain very encouraged with our progress to date. I'll move on to some specific Q2 financial highlights. In Q2, we had record new ACV, renewal ACV, and total ACV. ACV billings were $159 million, reflecting 14% growth year-over-year, significantly above our guidance range of $145 million-$148 million. Run rate ACV as of the end of Q1 was $1.38 billion, growing 28% year-over-year compared to our guidance of approximately 25% growth. Revenue was $346 million, essentially flat from Q2 2020, driven by a 0.5 year decrease in average term length versus Q2 2020. Our non-GAAP gross margin in Q2 rose to 82.7% versus our guidance of 81.5%. Operating expenses were $354 million, down 11% year-over-year, and less than our guidance of $360 million - $370 million. We continue to benefit from overall spending reductions, including go-to-market efficiencies. Our non-GAAP net loss was $74 million for the quarter, or a loss of $0.37 per share. We also saw a good year-over-year increase in our pipeline in the quarter, as well as continued improvement in overall pipeline quality. Our linearity in Q2 was outstanding, resulting in one of our most linear quarters ever. Our free cash flow for Q2 was aided by good linearity, coming in at negative $28 million. This performance was significantly better than our expectations. DSOs in Q2 were 45 days, down from 54 days in Q1 2021, also driven by good linearity. We closed the quarter with cash and short-term investments of $1.29 billion, down slightly from $1.32 billion in Q1 2021. Turning to our Q3 2021 guidance. The guidance for Q3 is as follows. ACV billings to be between $150 million and $155 million, representing year-over-year growth of 11%-15%. Gross margin of approximately 81%. Operating expenses between $365 million and $370 million, representing a year-over-year decline of 5%-6%. Weighted average shares outstanding of approximately 207 million. A few modeling assumptions. Our guidance for Q3 continues to have a small conservative bias based on the ongoing uncertain macro environment. As we communicated last quarter, and similar to the seasonality we have experienced over the last two years, our Q3 guidance anticipates a slight seasonal decrease in ACV billings in Q3 versus Q2, while at the same time reflecting year-over-year growth of 11%-15% and a raise of 5%-8% from the current Street estimates. Based on the Q3 2021 ACV billings guidance, we expect run rate ACV to continue its strong growth trend and grow in the mid-20% range year-over-year. We believe we are now to the point in our transition that we will not see dramatic quarter-over-quarter change in term lengths, with terms fluctuating by 0.1 years or so per quarter going forward. As term length begins to stabilize, we expect reported year-over-year revenue growth to move closer to ACV billings growth over time. We also expect our operating expenses for fiscal 2021 to now come in upwards of $50 million less than what we spent in the prior fiscal year. From a free cash flow perspective, linearity in Q3 is typically not nearly as strong as we experienced in Q2, and therefore, we expect our cash usage to increase in Q3. Our Q3 cash usage will most likely approach the current Street consensus numbers for Q3. We are pleased with our overall cash management efforts, especially in the light of compressing terms, and continue to exceed our internal plan set forth at the beginning of the fiscal year. Finally, to help with your modeling, we continue to include in our earnings presentation, located on our IR website, our historical trends for ACV billings, run rate ACV, billings term length, and a bridge on how to model and convert our current and future ACV billings guidance to total billings. We will continue to include this level of detail through the end of FY 2021. With that, operator, could you please open up the call for questions? Thank you. At this time, if you'd like to ask a question, please press star one on the telephone keypad. If you wish to remove yourself from the queue, press the pound key. We'll pause for just a moment to compile the Q&A roster. Our first question comes from the line of Matt Hedberg of RBC Capital Markets. Please go ahead, your line is open. Hey, it's Dan Bergstrom for Matt Hedberg. Thanks for taking our questions. Rajiv, welcome aboard. Maybe after your initial listening and looking tour here, are there some things that really stood out to you based on your past experience? Just curious if you thought of a logical next step or a logical second inning that you see here. Sure. Happy to take that. Nutanix had a vision around making computing invisible. What I've seen here is as we are growing our portfolio, we are extending that vision to make clouds invisible, because our customers are increasingly really operating in a multi-cloud world. The purpose of making clouds invisible is to really hide the underlying complexities and freeing up our customers to focus on business outcomes. Now, when you look at our core market itself, HCI, we are very focused on leading that market and extending that to multi-cloud. As we said earlier, the HCI on-prem market alone is growing at about 16% CAGR, according to Gartner. Within that, I think our focus area, if you were to ask me today, would be product leadership in HCI, making sure we continue to be leaders there, investing in it for success, and really treating cloud as a first-class citizen, extending everything that we do into a hybrid and multi-cloud world. As we do that, there is an opportunity for us to also simplify our packaging and our solutions in terms of how we can take all of this to market. Then I think we continued the focus and shift to subscription, like we've been talking about, and making sure we get to the other end of that journey as our renewals start kicking in, we build this efficient renewals engine. We talked earlier also about disciplined focus on cost management and driving to free cash flow breakeven. Again, the last but not the least is to really leverage our channel partners and strategic partnerships, because that's what's going to give us leverage in the market. That's great, very helpful. Maybe for Duston. ACV billings guidance for the third quarter here, slight decrease in absolute dollar value over strong second quarter results. You mentioned that in your prepared remarks, could you just help us with how to think of the decline a little more quarter-over-quarter? Sure. Yeah. As you mentioned, we talked about this last earnings call. If you look at the last two Q3s, there was a decline of roughly 4%-8% in those quarters. If you look at this decline, it's roughly 3%-6% decline, but coming off a very big Q2, obviously, and something that outpaced our expectations. I think when you step back and just look at the guidance itself, A, we came off a big Q2. We messaged this last quarter, so it's completely within what we expected. The guide delivers 11%-15% year-over-year growth. It increases the consensus on the high end by $12 million or so. It's a 5%-8% raise. If you look below the top line, there's additional gross profit dollars that would be delivered when you do your math for your model. Revenue will go up, expenses will come down $10 million-$15 million from consensus. The operating loss, again, when you do your math, will be substantially less than the consensus there. We feel really good about delivering the guide that we did. We feel really good about Q2. We feel really good how we're progressing and exiting Q2 with our backlog position. When you add all that up, I think it's a pretty strong guide and something that we feel pretty comfortable about. That's great. Thanks for the insight. Our next question comes from the line of Katy Huberty of Morgan Stanley. Please go ahead. Your line is open. Yes, thank you. Good afternoon. OpEx was lower in the quarter as well as for the fiscal year. Maybe Duston, can you talk about whether those savings are temporary versus more structural? Rajiv, if you can follow that up and just talk about areas of investment in the business that you think you might be able to scale back or rationalize as you march towards the goal of break-even and cash flow positive. Thank you. On the first part there, Katy, it's a combination of both. Clearly, we've been benefited from obviously lack of travel and things like that. Travel will come back over time. I don't think we'll ever spend again as much on travel as we have in the past. We've learned that we can do things differently. We've learned that we can do things much more efficient. Having said all that, I think we've got a great opportunity, and Rajiv will talk about this. Going forward, there's clearly a different view on operating expenses and focusing now really on efficiency. If you look at the last three years outside of, take FY 2020 out, which was kind of a COVID year. This current year, if you look at the three prior years, we grew expenses about 35% on average year-over-year for a three-year period. We've got a lot of resources. Now the focus is how do we get those resources more efficient? How do we get the go-to-market model more efficient? That's what Rajiv has brought to the table here, and there'll be a, not only for this year, but trust me, for FY 2022 and FY 2023, you will see a renewed focus on that. Maybe, Rajiv, you want to follow that up a little bit? Sure, Duston. In fact, on that point, I think with respect to efficiency, it's really around sales and marketing efficiency largely. I feel that we are pretty good in terms of where we are at on the R&D side, and we may even have to slightly look at redirecting some of that to newer areas. When you look at sales and marketing, let's start first with marketing. In fact, COVID has been a blessing in some form because it's forced us to go virtual. I think that has taught us that there are tremendous efficiencies to be gained by going virtual, whether it be with virtual events and our demand generation being more digital and therefore far more efficient and better ROI on our cost and what we spend there. More recently, we've been introducing Test Drive, which is a feature that allows customers to try our offerings in the cloud and convert there from just trying it to actually buying. Where people have used Test Drive, the conversion ratios have been much higher than places where they haven't. All of these put together are serving to make our marketing more efficient even in this post-COVID-19 world as we come out of it. That's number one. Number two, on the sales side, the fundamental thesis here is that we are still largely doing new ACV deals. Our term license renewals are still very early in their life cycle. As renewals start kicking in, we are in the process of building an efficient renewal engine here, where the cost of sales is going to be much lower than the cost of per sale for new customer acquisition or new ACV. That should fundamentally help the sales side of this from an OpEx perspective as well. We'll talk more about these, by the way, at our Investor Day in June. That's great. Thank you so much for the color. Congrats on the quarter. Thank you. Our next question comes from the line of Jason Ader of William Blair. Please go ahead, your line is open. Yeah, thank you. Hi, guys. I have a question for you, Duston, on the comment on duration. You said we'll not see a dramatic fluctuation on duration going forward. I guess I've been modeling, let's call it by the end of 2022, that you guys would get down to like three years. Is that not the correct assumption anymore? I would think that if you're doing more one-year deals and you continue to see increasing mix of one-year deals, then that 3.4 years will continue to sort of trend down. Could you help us out with that? Yeah. No, it's a good point. What I was mentioning there is, 0.1 years or so per quarter. Then you're kind of there at your 3.0 years. Okay. I still think 3.0 years, could it be 2.8 years? Could it be 3.1 years? Somewhere around there, I think it begins to stabilize. I think the main point there is from everything we know now, there shouldn't be drastic changes quarter-over-quarter, from a term perspective. You kind of saw a little bit in Q1 that federal kind of did that initial push there. I think could be flat maybe this quarter or whatever, but I just think in general, it's probably a 0.1 years or so here, per quarter going forward. I think your three is still in the ballpark. Okay. Okay, great. Rajiv, I wanted to ask you, I guess if you look over the next five years, and I know that's a long horizon in tech, but, I think the issue that some people have with Nutanix and other companies like Nutanix is that it's more of an on-prem infrastructure company, and that's kind of a bad word, on-prem, right? How do you help investors get comfortable with this kind of thing where Nutanix is on the right side of history? Yes. I think there is no doubt in the market that our customers are going to live in a multi-cloud world. I think it's equally clear that on-prem is not going away. Gartner forecast, by the way, was for on-prem HCI infrastructure. They're saying that the market will grow at 16% over the next five years. That doesn't really include multi-cloud as much, right? We still see a lot of growth just purely in on-prem, but we are not stopping there. We are investing in making all our products really have a cloud-first mentality. You saw some of our recent announcements, with clusters, we are extending our core product offerings so that customers can buy a single license from us and use that to deploy workloads anywhere they want, whether it be in the public cloud of their choice or in their on-prem infrastructure. With some of the recent announcements that we saw with objects and Files, any type of storage offering that we provide has natural steering into the public cloud. Fundamentally, we have a long-term play here in terms of helping our customers operate in this multi-cloud world. That, I think, is a long-term sustainable advantage that we have. Thank you. Our next question comes from the line of Jack Andrews with Needham. Please go ahead. Your line is open. Oh, good afternoon. Thanks for taking my question. I wanted to see if we could drill down a bit more on the strength you achieved in the emerging products. Could you help us understand what's happening behind the scenes? Are they helping you land new customers? Are these long-time Nutanix customers who are going bigger on Nutanix? Do you feel that your channel is fully educated on the capabilities of all these products? Could you just flush out maybe what's happening to help drive that strength? I'll give you some color, and then Duston can add on as well, on top of this. Look, first of all, having a broader solution, with a differentiated multi-cloud portfolio, allows us to satisfy more of our customer needs and drive increased demand beyond just selling core HCI. These emerging products are starting to mature very nicely, and many of them saw record billings this quarter. The top emerging products this quarter were Era, Files, and Flow. All of them have strong attach to our core product platform. For example, Flow is security. When people are deploying our core platform, they will deploy security with it. Files is just file storage. That comes as part of the platform. Era actually presents a significant new opportunity on top because now we are going after management of databases, and that can help us insert and find new customers, that haven't used the core Nutanix platform in the past. These emerging products in some cases, can actually help us open new accounts and win new deals. In other cases, they are attached to our existing Nutanix core platform. Duston, do you want to add any color? No, I think you covered it really well there. I think that's No, wouldn't add anything. Well, thanks for the perspective on that. Just as a follow-up question, Rajiv, I was wondering if you could maybe shed some more light on your comments regarding the importance of strategic alliances helping you penetrate larger accounts. Are you looking to engage with perhaps new and different types of partners or who among your existing relationships do you think could help you really achieve that goal? Yeah. At this point, I think the greatest opportunity really lies with further deepening and developing the partnerships that we have already. I'll break that across three categories. We've got OEM partners, HPE, Lenovo, and many others there. We've got an emerging set of cloud partners like Azure that we talked about. We are also in Nutanix Clusters on AWS. Our ecosystem of technology partners who are crucial. For example, Citrix is a key technology partner there for all our virtual desktop workloads. We talked about this large deal that we won this quarter together, which was really Citrix, Nutanix, and HPE all coming together to deliver the solution. With all of these partners, I think we've got room to also continue to accelerate our go to market. Google is another partner, right? We are co-selling Desktop-as-a-Service with Google, and again, with Google Anthos running on top of our stack. That would be a technology ecosystem type of partnership. I think with each of these, like I said, across OEM partners, cloud partners, and ecosystem technology partners, we've got more room to be building solutions, taking these solutions together to market. Great. That's helpful. Congratulations on the results. Thank you. Our next question comes from the line of Alex Kurtz of KeyBanc Capital Markets. Please go ahead, your line is open. Thanks for taking my question, Rajiv. Welcome. It was great getting to know you at your prior company. I'm excited to hear what comes next at the Analyst Day. Just back to your earlier comments about Test Drive, Rajiv, just at a high level, a lot of your emerging competitors in the infrastructure space are very focused on delivering software that's not traditionally sold through a sales rep. It's, as you said, downloaded premium type model, and then it ramps from there. Could you envision a future where a majority of Nutanix core hyper-converged activity is done through that type of a model, where there's very low touch at the beginning of the sales process, and then the reps come in at the end to land and expand? Alex, you are definitely heading in the right direction there. With Test Drive, that is exactly what we're trying to do with this. It's a zero touch self-service for prospective customers. It allows them to really go out there and try it out for themselves, and that reduces our need to go do a high-touch selling process with them, when they're engaged by themselves. From there on, we would like to take what they see in Test Drive and convert that to a sale right there, over time. It's still early days for us, that is exactly the promise. How far we can take this, for simpler offerings, I think this will work. For complex solution sales, we're going to actually have to do a lot of hands-on selling as well. We expect that. I think this is, again, a great way for us to get more efficient over time with our sales. Okay. Thank you. Our next question comes from the line of James Fish of Piper Sandler. Please go ahead. Your line is open. Hey, guys. Congrats on the great end to 2020, calendar 2020. Rajiv, like Alex just said, welcome to Nutanix, and congrats on becoming CEO. Looking forward to working with you more over here. I did want to actually ask Duston first. You talked about good linearity, just wanted to understand how much of the strength and the linearity was actually due to year-end budget flush versus what you saw in January to follow up with that. Yeah. You always get pieces of budget flush, but I don't think we saw anything unusual there whatsoever. We had many large deals in the pipeline. The question was when those were going to close or not close, and I'm not sure really year-end budget, quote, "flush." Those were planned out in advance and things like that. From that perspective, I wouldn't label it as any different than normal. Got it. That's helpful. Then Rajiv, as a follow-up. On the first priority, you did mention more consolidation around Nutanix and customers having that desire. I know it's early, but what types of bundles or demanded solutions are really customers wanting? It sounds like Era, Files, and Flow are the part there, but any sense to what bundles we could see from Nutanix in the coming months? Thanks, James. On that, it's going to be around solutions and use cases for customers. For example, as we've talked about here, virtual desktops and enabling remote users. That's clearly a use case for which a specific subset of our portfolio comes together to deliver that as a solution for them. Mission critical workloads. If you're going to run databases and manage databases, Era running on top of our core AOS/AHV, together with management, is a good solution set for that. We're going to be focused on examples and solution sets like that tie directly to what customers are buying. If a customer is buying a hybrid cloud and they're looking at a journey to the hybrid cloud, it'll be AOS/AHV with clusters. That's how we plan to package this. Makes sense. Congrats again, guys. Thank you, James. Our next question comes from the line of Nehal Chokshi of Northland Capital. Please go ahead, your line is open. Yeah. Thanks. Two questions. First for Duston. I know that you guys continue to say that new ACV remains the bulk of the ACV billings. Can you actually give us the actual split between new ACV and renewing ACV? How much more quarterly new ACV billings do you think you can get out of your existing sales force? I understand that the renewals is going to be largely dependent on the new ACV capacity. Yes. On the splits, we have not actually talked about the splits specifically on an ACV basis. On a TCV basis, we have talked about renewals 10%-12% range. Which really is the leverage, where you garnish leverage as a percent of TCV from a P&L perspective. From that perspective, it is still pretty small. We are still in FY 2021. As you get into FY 2022, certainly into FY 2023, that profile changes, that is what we have been talking about for quite some time. Then we would hope at Investor Day that we start giving you some really good views on our perspective of those renewal flows. We have a couple of quarters under our belt. We are starting to understand retention rates a little bit. We know when things are up for renewal, obviously. I think it would be really good to start providing the investment community a little insight there to what we think from renewals, the percent of ACV, the percent of TCV, and more importantly, try to give you a view of the cost profile between new and upsell and renewals. That is kind of a TBD, something we're working on now, and which we expect to have a more wholesome discussion during Investor Day. On the productivity side, I'll let Rajiv chime in here too. The answer is, we should be able to get quite a bit more productivity out of the existing sales force. There's really no reason from that perspective. Chris has done a good job of trying to hire the right people, and once you hire those people, to enable them to sell in our environment, to make sure they have the right coverage, whether that's account-based or geography-based or vertical-based. That's ongoing and getting more leverage, as Rajiv said, from partners and things like that. Our view, and which we're massively focused on now, and Chris and team, is to do exactly that, get more productivity out of the existing sales force here. Rajiv, you might want to add a couple thoughts there, too. I think you covered it. The only thing I'll add there also is, again, what we talked about earlier in the call about portfolio solution, aligning around solutions will also help drive sales productivity increase because it first does two things, right? Second, it makes consumption by the customer easier. Okay, great. I think those are the points. Yep. Great. Thanks, Rajiv. For you, Rajiv, have you seen any change in the competitive environment? I'm specifically thinking about, I believe that VMware recently pivoted VMware Cloud Foundation as a linchpin to their hybrid cloud, which is basically HCI-based. Has that changed the competitive dynamic for you guys at all? That's particularly not new, right? That's always been the case there. What I would say is, look, healthy competition is always good for the customer. I feel good about where we are, independent of anything happening at competition. Gartner is showing us increasing our market share year-over-year to roughly about 50% of the market. IDC shows us in the number one market share position. I do agree with the thesis that HCI is a foundational platform for hybrid cloud. I think that's an industry-wide statement, not just a Nutanix statement. From that perspective, as long as we continue to focus on delivering the best solutions and the best outcomes for our customers, I think we will do just fine from a competitive perspective at that point. Our next question comes from the line of Rod Hall of Goldman Sachs. Please go ahead, your line is open. Thanks for the question. I guess I wanted to start with you, Duston, on DSOs. It's about as low as we've seen them for five years, so really good job on that. I know you called out linearity in the quarter. It sounded like it was a really good linear quarter, but I wonder if you could dig into a little bit more on, A, sustainability of that DSO level and, B, I guess leading on from that, just what drove the linearity, if you can give us any color on that. I've got a follow-up. Yeah. On the linearity in the DSOs, we've always had, I think, good DSOs. We've always had good efforts there. They've never really gotten out of control in any way there. They've always been great. At, I think it was, what, 45 days or whatever this quarter, it's not going to stay there, Rod. It was a really good linear quarter. If you look at past Q3s, it's just the way Q3s go. It's just not going to be as linear. We'll do the best, obviously, and we'll go collect as much as we can and ship as linear as possible. That's not going to continue like it was in Q2. The early indications for Q3 is that linearity is kind of going as expected, there's nothing out of bounds there when we look at Q3 from that perspective. I'm sorry, what was the second part of your question? I wondered what drove the linearity in the quarter. Was it just kind of a circumstantial situation, or was there something you guys did different in terms of execution? Well, it always comes down to execution at the end of the day. Execution has improved. There's no doubt that every quarter execution gets better. That comes with discipline. It comes with pipeline management. That comes with having good pipe. Not only the amount of pipe, but the quality of pipe. We've seen the quality of the pipeline go up a fair amount. Then you layer on top of that the ACV-based comp that gives sales reps a lot more optionality, if you will, to go maneuver things and things like that. I think it's a broad reasoning, but it always starts with execution. Okay. Can I have a follow-up for Rajiv? Is that okay? Sure. Go ahead, Rod. Yeah, Rajiv, just big picture, I'm wondering if you could comment on where you see Nutanix's niche from a customer size point of view looking forward. VMware has been a tough competitor up in the large enterprise. Nutanix seems to do really well with these large size, but maybe not Fortune 100. Just curious what you think in terms of future vision for where the sweet spot for Nutanix is. Yeah. I think clearly, Rod, as you indicate, we've had historical strength in what I would say, medium, smaller enterprises. I think that's our sweet spot. We've also penetrated a good amount of the global large customers as well, right? We count like 950 of the top 2,000 global as customers. What I would say with these larger customers is we are more focused on winning specific use cases, right? We're not quite there yet in terms of being able to say we are the platform of choice for everything, although we would like to get there. With these globals, for example, the win that we highlighted this quarter was, okay, large global, complex environment, but very focused on virtual desktops and remote users. Now, once we are in there and we are actually used, then we see opportunities to build a footprint, right? Go, what I would say, is one use case at a time. That's the way I think about it. I think we've got lots of under-penetration here in the market, penetration opportunities in the market. You're right, there are some other players in the market. We're going to have to go earn our way into these customers. Then what I will also say is there are some areas where we are able to come in at the top, for example, Era and database management represent the potential to go in. It's a fairly unique solution in the marketplace, and we're able to go use that as a way to get into new customers. Our next question comes from the line of Wamsi Mohan of Bank of America. Please go ahead, your line is open. Yes, thank you. Rajiv, can you share some more color on the first point you made around the simplification of the portfolio that you said was part of the customer feedback? Maybe some color on what has differed from your expectations as you've joined the company? I have a follow-up. Yeah. I think on the first one, we covered it a little earlier. I see an opportunity to really bring more of these products together, right? Our portfolio has grown quite a bit over the past few years. It's no longer just code, AOS and AHV, which are our core HCI platform. We've got management around it, we've got networking and security around it. We've got Files and objects, we've got disaster recovery, and then we've got Frame as our desktop as a service, and then we've got Era. Very broad portfolio, as you can see. We have containers with Karbon, for example. What I see is instead of trying to sell each of these products as an individual product in the market, there is an opportunity to put these together into a solution. If somebody is deploying a cloud-native workload, okay, I mentioned virtual desktops. Now let's go talk about cloud-native, where Karbon plus AOS plus AHV is a platform with object storage that makes sense for somebody deploying a cloud-native workload. By packaging that together and making it easy for a customer to consume, that becomes more of a turnkey solution. We see that kind of packaging for specific use cases that I think we can go drive and simplify in the market. What was part two of the question? Sorry, could you repeat that? Yeah. What's been different from your expectations as you joined the company? Yes. Largely, I would say I've been pleasantly surprised, actually, on the upside. There's still a ton of talent, a very strong talent in the company, very strong, very passionate talent. The team has done a lot with resources, limited resources, especially on the product and the portfolio side. That's been a pleasant upward surprise for me, and which is really good. It makes me feel good about the strength of the product portfolio going forward. No surprise, I do realize there is a lot of work ahead for us in terms of making this journey to subscription. We're very focused on execution on that front, as we've been saying all along. Thank you. That concludes our Q&A session and conference call for today. A reminder that Nutanix has an Investor Day scheduled for June 22nd. Nutanix would love to see you there. You may now disconnect.