Ladies and gentlemen, thank you for standing by and welcome to Sprout Social first quarter earnings conference call. At this time, all participants are in a listen-only mode. After the speaker's presentation, there will be a question and answer session. To ask a question during the session, you will need to press star then the number one on your telephone. If you require any further assistance, please press star zero. I would like to hand the call over to speaker today, Mr. Jason Rechel. Please go ahead. Thank you, operator, and welcome to Sprout Social's first quarter 2021 earnings call. We'll be discussing the results announced in our press release issued after market close today, and we've also released an updated investor presentation which can be found on our website. With me are Sprout Social's CEO, Justyn Howard, CFO, Joe Del Preto, and President Ryan Barretto. Today's call will contain forward-looking statements which are made pursuant to the Safe Harbor provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include statements concerning financial and business trends, our expected future business and financial performance and financial condition, our guidance for the second quarter of 2021 and the full year 2021, and can be identified by words such as expect, anticipate, intend, plan, believe, seek, or will. These statements reflect our views as of today only, should not be relied upon as representing our views at any subsequent date, and we do not undertake any duty to update these statements. Forward-looking statements address matters that are subject to risks and uncertainties that could cause actual results to differ materially. For a discussion of the risks and other important factors that could affect our actual results, please refer to our annual report on Form 10-K for the fiscal year ended December 31st, 2020, which was filed with the Securities and Exchange Commission on February 24th, 2021, as well as any future quarterly and current reports that we file with the SEC. During the call, we'll discuss non-GAAP financial measures which are not prepared in accordance with generally accepted accounting principles. Definitions of these non-GAAP financial measures, along with reconciliation to the most directly comparable GAAP financial measures, are included in our earnings press release, which has been furnished to the SEC and is also available on our website at investors.sproutsocial.com. With that, let me turn the call over to Justyn. Thank you, Jason, and good afternoon, everyone. Thank you for joining us. We are off to a fast start in 2021, thanks to our focus on delivering world-class experiences to our customers and the ongoing execution and resiliency of our team. More businesses than ever invested in Sprout during the first quarter as social takes center stage in the digital strategy for what comes next. I want to touch on a few first quarter highlights before turning the call over to Ryan and Joe to cover the details. Our growth rate is shifting into an even higher gear, which reinforces confidence in our strategy, our opportunity, and the investments we're making in our future. During Q1, we added a record number of net new customers, added a record number of customers contributing more than 10K in ARR, and delivered further acceleration in ARR growth. We also achieved positive free cash flow and inflected above the Ru le of 40 benchmark, each for the first time and much sooner than forecasted. These points underscore the value we're delivering to our customers and the compelling unit economics of our business. Our current growth and momentum has never been stronger. We are well equipped to capitalize on the convergence of multiple tailwinds in our market, we're continuing to prioritize our investments in these areas. In the early stages of 2021, the expansion of use cases for our platform has continued to accelerate. Stakeholders across nearly all functions of business are using Sprout to harness the power of social, unlock business intelligence, and broadly operationalize social across their organizations. These expanded use cases have three distinct implications in our market and our company. More businesses need to adopt the social media management platform because their challenges have both broadened and become more acute. There are more opportunities for seed expansion into new departments within our existing customer base, and the opportunities and values for our data-driven social listening and premium analytics capabilities are compounded by these first two factors. We expect this flywheel to remain in motion for many years to come and potentially be further strengthened by the looming convergence of social and e-commerce. Further, the proliferation of social across an organization plays to our natural competitive strength. Our platform was built for the end user. The ease of use, rapid time to value, collaboration, security, permissioning, and workflow management capabilities that are embedded in Sprout Social have advantages that become even more powerful as more departments and users come online. We're working hard to build on top of these core advantages, introduce new functionality that can drive even more use cases, and to develop new capabilities for what comes next. Our single code base and strategic scale allow us to execute against this strategy faster and more efficiently than anyone else in our market. To reiterate something I said last quarter, the multitude of global events over the past 12 months have made it clear that social media will be a cornerstone to the next evolution of business. We're seeing this in the inbound volume and quality of customers coming into our opportunity funnel. The growing importance of social was crystallized in a recent study by The Harris Poll that was commissioned by Sprout. I'd encourage you to dig into the data for yourselves, but I want to call out a few of the most compelling data points that stood out to us. First, 91% of executives anticipate that their company's social media marketing budget will increase over the next three years, and more than half expect it to grow by more than 50%. Second, 84% of business executives expect their company's use of social media for external communication to increase over the next three years, and 90% agree that social media will soon become the primary communication channel for companies to connect with existing and potential customers. Third, 85% of business executives agree that social data will be a primary source of business intelligence for their company going forward. These plans on the business side also align with consumers' needs. The data from The Harris Poll also shows that 80% of consumers expect brands and companies that have a social media presence to interact with their customers in meaningful ways. 78% of consumers will buy from a brand after a positive experience on social media. These trends are even more pronounced in younger generations that will soon rep resent the majority of both the workforce and consumer spend, creating a second order tailwind for the industry for many years to come. Social has become a mission-critical communication channel. Organizations of all sizes must lean into the shift to thrive. The Sprout platform is perfectly aligned as the social system of record, action, and intelligence. It empowers our customers to not only capitalize on social as an engagement channel, but to deliver sophisticated intelligence that informs nearly every aspect of their digital strategy. Our emphasis on world-class user experience uniquely positions us for both greenfield adoption as well as expansion as more of these stakeholders become involved in social across more of the companies we serve. Another significant shift in our industry is the rapid emergence of social as a true commerce platform. We shared with you last quarter that this was an area of focus for us, and we've been hard at work. We're excited to introduce our first partner in technology integrations with you over the course of this current quarter, and will further expand our investment in this area as product discovery, purchases, and support all begin to merge in compelling new ways on social media. Our scalable platform and extensive ecosystem of network integration partners positions our company to play a valuable role as this market develops. Before I wrap up, I want to talk about the team that makes this all possible. Over the past quarter, our team has continued to raise the bar in the way we build, market, and sell our products. They've brought increased focus and vision for our strategy during an uncertain time for our world. We're committed to fortifying our culture and supporting not just our team, but our customers, partners, and our communities. We're humbled when that commitment is recognized with awards such as Fortune's 2021 Best Places to Work in Tech, and we're constantly investing in new ways to make a positive impact. As our people potentially return to offices later this year, we will continue to prioritize wellbeing and reshape the way we work and communicate. Culture is central to our work at Sprout, I'm thankful for the opportunity to lead such a talented, dedicated, and diverse team. With that, I will turn it over to Ryan. Thank you, Justyn. You said we're off to a fast start. You are right. The momentum is building. We're set for an even bigger 2021 than we had planned. Our teams are delivering across the board. We're seeing incredible brands continue to invest in Sprout's platform. In this new era of work, changes to the way that companies find, evaluate, and buy software have never been more pronounced, which is only strengthening our technology and go-to-market differentiators. Social has become the central fabric of society, forcing businesses to rapidly adopt and adapt. Sprout is optimized to help brands lean into social as a centerpiece of digital transformation that will ultimately shape their new future. The recent results from The Harris Poll validated this. Consumers are choosing social as their preferred communication channel. Brands simply don't have a choice. They must embrace social for customer marketing, engagement, and intelligence. Now, I typically highlight one specific team that exceeded my expectations, but I won't be able to do that because during Q1, every team delivered in a meaningful way. Our product and partnership organization is on fire. They're continuing to find ways to innovate for our customers, make our platform stickier, and add tremendous value. Our marketing team delivered on our top-of-funnel goals with insightful content, strong inbound trial volumes, an improvement in overall quality, and in conversion rate, with even more room to grow. Each of our new business segments were very strong this quarter, led by our mid-market teams. Our customer success teams also executed remarkably well in a critical renewal period. Our investments in customer onboarding and success are paying off as we move into a phase of growth with higher overall customer retention and customer growth. A record number of new customer additions is not accomplished without outsized contributions by each of these teams. The success that I'm seeing with some of the world's largest and most beloved brands makes me even more excited about our opportunity within the enterprise space. Not only did we have record overall customer additions, but we also set new records in the greater than 10K net additions as well, underscoring our momentum of market and our success in selling our premium modules. To that point, a sample of the brands that we grew with this quarter is a fantastic list that includes McKesson, Danaher, Oliver Wyman, Heidrick & Stru ggles, Brother International, Cole Haan, TUMI, HanesBrands, Sur La Table, Grammarly, and the Academy Museum of Motion Pictures. Before I highlight customer stories, I want to expand on Justyn's message about the growth of social use cases. Investor relations is a perfect example. As you're all acutely aware, social has recently burst into the mainstream as a central platform for investors to discuss and disseminate investment ideas. This quarter, we hosted a panel with several investor relations leaders, Mike Coffey, the VP and Head of Global Partnerships and Alliances at Q4, said, "More retail investors are investing in the market than ever before, and they're choosing to discuss their ideas and tactics very publicly on Reddit, Twitter, and other platforms." Investor relations officers have taken note. Whether it's to gauge social sentiment, engage with shareholders like Coinbase did through its IPO process, monitor for potential volatility and risks, or improve strategic messaging, it is becoming increasingly clear that social is a channel that can no longer be ignored. This is amazing insight on a growing use case. Shifting to a couple of new Sprout customer stories. Fred Sanelli, Senior Vice President of Marketing, Brands, and Sales Development at Performance Food Group, said, "We turned to Sprout after rethinking what social would and could mean to our business. We realized that we need transparent, real-time visibility across our operations, and social listening helps us stay ahead of the curve, not just for our brand and products, but also our performance within the industry. We're able to actively surface these social trends to our executive team, creating actionable insights for our company. We chose Sprout because of its powerful, intuitive, and industry-leading platform." A leading CPG company was looking to better understand social conversations that were happening around specific brand campaigns, both to understand the competitive positioning and to gain visibility into how their content was performing on social. They determined that our social listening and premium analytics products would empower their team to capture critical insights that would enhance their strategy and deliver a compelling ROI. Wrapping up, I continue to be proud and grateful for the performance of our people at Sprout. We've raised the bar for 2021 while also laying the foundation for our success well into the future. We're excited by the multitude of opportunities ahead of us, and as always, we appreciate your support. With that, I'll turn it over to Joe to run through the financials. Joe? Thanks, Ryan. I'll now walk you through our first quarter results in detail before moving on to guidance for the second quarter and full year 2021. Total revenue for the first quarter was $40.8 million, representing 34% year-over-year growth. Excluding the impact from legacy Simply Measured, organic revenue was up 35% year-over-year. We expect the impact from legacy Simply Measured to be immaterial to revenue and ARR going forward. Total ARR as of Q1 was $172 million, up 38% year-over-year. Organic ARR was $171 million, up 39% year-over-year. We're pleased to see record quarterly customer additions, healthy retention, and very healthy expansion. We added a record 1,404 net new customers in Q1 to finish the quarter with 28,122 customers, up 17% year-over-year. This is a reflection of very strong performance in each of our segments. We continue to be focused on high-quality revenue yield from our new customer cohorts. The number of customers contributing more than $10,000 in ARR reached 3,514, up 46% from a year ago, and up from 3,149 in Q4 2020. Our ACV surpassed $6,000 and was up 18% year-over-year. Broadening use cases as customers operationalize social, rising attach rates of our premium modules, and our momentum upmarket remain three sustainable growth levers for our $10,000 customer cohort for durable medium-term ACV growth. In discussing the remainder of the income statement, please note that unless otherwise stated, all references to our expenses, operating results, and share count are on a non-GAAP basis, and are reconciled to our GAAP results in the earnings press release that was issued just before this call. In Q1, gross profit was $31.0 million, representing a gross margin of 76%. This is up 190 basis points compared to gross margin of 74.1% a year ago and compares with 74.6% last quarter. We've seen a positive impact on gross margin as we eliminate duplicate infrastructure hosting costs from our legacy Simply Measured and from the natural efficiencies of scale in our business. Sales and marketing expenses for Q1 were $16.4 million, or 40% of revenue, down from 44% a year ago. We are pleased with the quality of people that are choosing to join Sprout, we are continuing to accelerate our pace of hiring across both our sales and marketing teams. Even as our total sales and marketing expense growth accelerates for the third quarter in a row, indicating a healthy trend line of investment, we're able to drive leverage indicative of efficient growth. Research and development expenses for Q1 were $7.6 million or 19% of revenue, down from 22% a year ago. We continue to have aggressive R&D growth goals in 2021 as we address an expanding set of opportunities. The timing of many key R&D hires will be weighted in Q2 and Q3 of 2021. General and administrative expenses for Q1 were $9.4 million or 23% of revenue, down from 32% a year ago. G&A expenses were lower on a year-over-year basis and had a significant impact on our overall margin expansion, due in part to the timing of annual corporate training and employee off-sites, which occurred during Q1 of 2020 and did not occur this quarter. We continue to expect a portion of these annual expenses may occur later this year or will be reinvested else where in the business. While this timing impacts the magnitude of quarter-to-quarter margin gains, we do expect general administrative expenses to continue to decrease as a percentage of revenue as we scale. Non-GAAP operating loss for Q1 was $2.3 million for a - 6% operating margin. This compares with a - 24% operating margin year ago. We significantly outperformed our expectations due to higher revenue, better than anticipated gross margins, and the timing of many key hires which had April start dates. Non-GAAP net loss for Q1 was $2.5 million, for a net loss of $0.05 per share based on 53.4 million weighted average shares of common stock outstanding, compared to a net loss of $7.0 million and $0.14 a year ago. Turning to the balance sheet and cash flow statement, we ended Q1 with $167.8 million in cash equivalents, and marketable securities, up from $163.9 million at the end of Q4 2020. Deferred revenue at the end of the quarter was $51.0 million. Looking at both our billed and unbilled contracts, our remaining performance obligation, or RPO, total approximately $74.9 million, up from $64.4 million as in Q4 2020 and up approximately 58% year-over-year. We expect to recognize approximately 85%, or $63.7 million, of total RPO as revenue over the next 12 months. Operating cash flow in Q1 was + $3.6 million, compared to - $4.5 million a year ago. Free cash flow was + $3.4 million in Q1, for 8% free cash flow margin compared to a - $4.8 million and a - 16% free cash flow margin a year ago. Our ongoing momentum into the mid-market enterprise, improving efficiencies in our billing process, and mix shift towards annual and multi-year contracts are each having a positive impact on free cash flow as we grow. We are pleased to report positive free cash flow for the first time, much sooner than our prior forecast. The combination of accelerating free cash flow margin and accelerating revenue growth puts us above the rule of 40 benchmark this quarter. We believe this milestone is an important validation of the unit economics in our business and of the compelling efficiencies in our model. I do want to stress that we remain optimized for future growth, and we do not expect to be sustainably free cash flow positive in all subsequent quarters. We generally expect free cash flow margins to be several hundred basis points better than operating margins throughout the remainder of 2021. Shifting to formal guidance. For the second quarter of fiscal 2021, we expect total revenue in the range of $43.0 million-$43.1 million, a growth rate of 37%. We expect non-GAAP operating loss in the range of $5.4 million-$5.0 million. This represents an anticipated operating margin of - 12.1% and improvement of more than 600 basis points year-over-year. We are making aggressive growth investments across our company. We are doing this while delivering improvement in our margins, highlighting the efficiencies in our business as we scale. We expect a non-GAAP net loss per share between $0.10-$0.09, assuming approximately 53.6 million weighted average basic shares of common stock outstanding. For the full year fiscal 2021, we now expect total revenue in the range of $176 million-$177 million. This is an expected overall reported growth rate of 32%-33%, which compares with our prior annual expected growth rate of 30%. For 2021, we now expect non-GAAP operating loss in the range of $18.5 million-$18.0 million. This implies a non-GAAP operating margin of - 10.3%, more than 150 basis points better than our prior annual guidance, and an improvement of more than 500 basis points year-over-year. We're pleased to see faster growth with greater efficiency. We now expect a non-GAAP net loss per share between $0.35 and $0.34, assuming approximately 53.8 million weighted average basic shares of common stock outstanding. We've tightened our expense models. We currently expect a portion of our employees may return to our offices during the second half of this year. The timing and number of employees that return in 2021 is at this point unknown, but we have accounted for a full return in our annual expense forecast. Although we do not incur expenses for our annual corporate training events and travel in Q1 of 2021, at this stage, we expect to incur these expenses again in Q1 of 2022, most likely the following Q1 of 2023. In summary, we believe we are uniquely positioned to capitalize on the opportunity for durable multi-year growth that social moves to the center of digital strategy. Our compelling financial leverage and breakthrough free cash flow performance gives us confidence to make optimized investments that we believe will enable us to achieve our full potential in the quarters and years ahead. With that, Justyn, Ryan, and I are happy to take any of your questions. Operator? Thank you. As a reminder, to ask a question, you will need to press star then the number one on your telephone keypad. Again, that is star then the number one on your telephone keypad. Please stand by while we compile the Q&A roster. Your first question comes from the line of Raimo Lenschow from Barclays. Your line is open. Hey, this is Frank in for Raimo. Congrats on another very strong quarter here. I was wondering if we could touch on your customer conversations at a high level, just given the strength in net adds. What are you seeing as we start to move past the pandemic? Has there been any momentum in any particular verticals, or has the strength really been more broad-based in nature? Hey, Frank, this is Ryan. Thanks for the question. We've seen a lot of positive trends here. This is a lot of the stuff that we saw coming off of Q3 and Q4 into the year. Our marketing teams continued to deliver a really strong top of funnel, and we're seeing a lot of progress. I would say that it's across a variety of verticals. One of the advantages that we have here is you're hard-pressed to think of a business or brand that isn't thinking about social right now. We've got a long tail of really successful customers in a variety of industries. Given the number of customers that we have today, most verticals and industries have hundreds of different examples that are using Sprout. It's been pretty much across the board that we've seen success. Some of the ones that probably we've mentioned in the past that I think has been surprising, but really interesting for us are things like higher education in terms of trying to connect with the community, retail, travel and hospitality, restaurants. Many of these organizations that had more challenging times last year are continuing to need to find ways to build their brand and their connection with customers. It's been a nice long tail for us, and we're seeing success across a variety of verticals. Okay, perfect. That's great color. Just with ACV growth looking strong again, I want to ask about the momentum in the listening and premium analytics products. I think those doubled last quarter in aggregate, and I was wondering if there's any more color you could provide there for this quarter. Yeah. We continue to see very similar success to last quarter for both the premium modules. One of the things that's really stood out is just the importance and value of data, both the data that you have within your own four walls or your own organization, when we think about our premium analytics, and the data that exists across all of social outside of your four walls when we think about our listening product. We've seen tremendous success on both of those premium products. One of the things that we've highlighted in the past, I think is important to note, is it's not just in the mid-market and enterprise. We're seeing the same success with these modules in our SMB segment, in our mid-market segment, and in our agency segment as well. Great. Thank you. No problem. Thank you. Your next question comes from the line of Rob Oliver from Baird. Your line is open, sir. Great. Thanks very much guys for taking my question. Ryan, one for you as well. I was looking at the expansion deals that you guys talked about this quarter. Some of those are big companies that I think traditionally would've bought software the old way, with monolithic, kind of larger deals. I'm curious, as you expand with customers like that, both from a seat perspective, the departments, new use cases, how are the conversations with those buyers, particularly if you get up towards more of a managerial level? Any change? Are you seeing some eureka moments from buyers about kind of the power of your model relative to maybe some of your competitors? I just had a quick follow-up for Joe. Thanks, Rob. We definitely, the eureka moment is going off for a lot of companies and customers. We love the seed and grow. We're landing in places and, to your point, being able to get in front of different departments or divisions or brands, or geographies for that matter. The conversation for us is very similar to the new business side. We still get customers, if they landed and, for example, they came in maybe on a marketing use case, they're thinking about us for campaigns and content, but they didn't necessarily leverage us for listening or premium analytics. We're leveraging that trial model as well, even for our current customers. We're getting their hands on the product. We're giving them a chance to experience the technology. They have the advantage in that they've been leveraging our product for a little bit of time, so it's even quicker for them to ramp up on some of these premium products and get value right away. Because we've already gone through procurement and legal, it's easier for us to grow those add-ons. Just tremendous examples and use cases and really excited about what we've seen from our customer growth teams and our customer success teams that are supporting those customers. Okay, great. That's really helpful. Thank you. Then, Joe, just for you, I know, thinking about some of your investment areas, mid-market, obviously enterprise reps you're still hiring. I know in the past you've talked a little bit about international with APAC and Latin America. Maybe could you just drill down and give us a little bit of color on where we are in some of those investment cycles and where you feel like you're getting a really good return right now? Thanks, guys. Yeah. Thanks, Rob. A couple things there, and I did want to make sure that we're investing in the sales and marketing side, and I'll hit that real quickly first. We're also making some significant investments on the R&D side. We're seeing a lot of areas where we can continue to build out the product. We're seeing these use case expansion, and so it's more than just on the sales and marketing side, Rob, and we can dig into those product things if you'd like as well. On the sales and marketing side, a couple areas. One is the geographic expansion, right? We're investing in APAC, LATAM, EMEA, and you'll definitely see us ramping up in those areas. We hired a GM of APAC in the quarter, and so you're going to see some increased investment there. You're going to continue to see investment in mid-market enterprise. We're definitely seeing outsized returns in that area. We're seeing a strong top of funnel, we're also seeing on the outbound side a lot of success with some of the opportunities, large enterprise clients. I think those will be the main areas of focus. At the same token, we're always going to be focus ed on SMB and agency as well. That's really driven by the marketing side of the house, and Ryan mentioned this earlier, as we saw really good success in each of those segments in Q1 as well on the inbound side. Those are probably the main areas of focus for us. Great. Thanks again. Thank you. Your next question comes from the line of Matt VanVliet from BTIG. Your line is open. Yeah. Thanks for taking my question, guys, and nice job on the quarter. I guess, thinking about some of the answers to those last couple of questions, maybe from a different angle a little bit. The growth in the 10K ARR customer was pretty significant again. Are you seeing some new customers when you win new logos come in at a larger scale? Are they buying more modules at a time? Maybe just help us think about kind of what that new land looks like as maybe you have customers coming that didn't see the light before but now are forced to be a little more reliant on social in the current environment. Thanks, Matt. We are seeing that, and we've seen really good progress. Across the board, I would highlight certainly that mid-market and enterprise continue to prove great execution. We're seeing growth in deals even in the SMB and agency space as well. I think it's a combination of things. Certainly for the customers that are a little further in the journey, more sophisticated, it's the analytics and the listening and the need to have more data to formulate their strategy. We're also seeing for many organizations, just the expansion of seats and use cases. For us, what used to be years ago, maybe just one person in marketing that owned social, today, you're seeing teams of marketers that are in the solution that are not just there from a social perspective. They're thinking about content and brand and PR and comms, and that's expanding out into things like customer care and customer support and sales. It's kind of a combination of things between use cases and users and then our premium modules. Got it. Joe, on the gross margin side, it's pretty good improvement. You mentioned scaling the business and sort of finally weaning off the Simply Measured. Is that something that you expect to continue to scale forward? Are there any meaningful kind of step function investments that you're going to make over the next couple of quarters that maybe pulls that back in the short term? Just thinking about kind of the overall operating structure there. Yeah, Matt. For the rest of this year, we feel pretty good about where we're at, where we end the Q1, be able to maintain that for the rest of this year. We don't see any pullback on that front. I think when we get into 2022, you'll start to see a little bit more increase or a little bit more leverage on the gross margin as we move into 2022. All right. Wonderful. Thank you. Thank you. Your next question comes from the line of Chris Merwin from Goldman Sachs. Your line is open. Okay, great. Thanks very much for taking my question. As you move more up market, what are your customers asking you for that isn't part of the suite today? Obviously, you've shown very strong traction up market already, and clearly the products you have are resonating. As you continue to grow in this customer segment, can you just talk a bit more about the feedback you're getting and how that perhaps is influencing the product roadmap? Thanks. Yeah. Thanks, Chris. This is Ryan. There's probably a few things that we've seen, and I think many of the things that you've just seen from us over the last little while are a very big part of this narrative. When I think about premium analytics and listening, two great examples of products that have a ton of utility and value for our up-market customers. We're continuing to develop within those product lines today and add value. Integrations is another area where we've had some requests from customers for integrations. We've actually, this past quarter, delivered some integrations from a help desk perspective across Microsoft and Salesforce and HubSpot and Zendesk. The thing that I'd highlight here as we've tackled all of these, maybe, is how do you build these sophisticated features in a way that's going to bring value to your customer right away, and utility right away, and adoption right away? Those are the things that we're thinking about and that the product team is thinking about as they deliver. I'm really excited about some of the evolution that we've seen on listening and analytics and on the integration side, and you'll continue to see more evolution from us there over the next quarters and years. Okay, great. Then maybe one just quick follow-up is that also with this up-market shift, and there will be more of a shift towards annual billing, and could that portend a widening gap between the cash flow margin and EBIT margin in a pos itive way? If there's anything you can share there about the directional progression of cash flow margins relative to EBIT? Thanks. Yeah, Chris, this is Joe. Great question. I think what you're going to see, over the last couple of quarters, we're definitely seeing more, like we talked about, enterprise and mid-market. We're also seeing as we get into these larger deals where the product becomes more sticky, customers are willing to sign up for longer-term contracts, right? They realize that, hey, if we're going to deploy this across not just the marketing team, but the support team or the sales team, we want to make sure that we buy a little bit longer than we used to in the past. We're definitely seeing a shift. I think it's still a little early just given the mix. We've talked about this before, we still have about almost like a 50/50 split between month-to-month and annual contracts. I do see that widening over the longer term. I think in the short term, it's probably not going to be as consistent. It still could be a little lumpy, but we're definitely moving in that direction. Great. Thank you. Thank you. Your next question comes from the line of Arjun Bhatia from William Blair. Your line is open. Perfect. Thank you for taking my questions, and a great quarter to the team. If I can go back to maybe the customer dynamics a little bit, it's obviously very interesting to hear The Harris Poll results and hear about social taking center stage. I'd be curious what you're seeing from maybe legacy brands or tech laggards, so to speak, that were previously not willing to dive headfirst into the social pool. Are those customers starting to really adapt how they're approaching social and realize the value, or do you think we're still early on that front and that's something to come in greater volumes in the future? Yeah. Thanks for the question. This is Justyn. I think there's a combination of things happening there. I think one, to your point, we're definitely seeing brands that have been a little more reluctant or just slow to get their strategy together on the social front coming to the table. I think maybe the more pronounced difference that we're seeing is organizations that had kind of dipped their toes in and maybe made some investments, now realizing how important this is going to be and really starting to take a more strategic position on social and how to operationalize it across the organization. Even the most reluctant brand has really been kind of smacked in the face over the past year and realizes this is something that we've got to get a handle on. I think maybe the larger opportunity initially is for that graduation from the very early stages of social adoption to those organizations that are now realizing that there's a much bigger play to be made here. That's where we start to see jumping up from small investments, maybe initial investments, or departmental level investments, to much bigger opportunities for our expansion efforts within those accounts, and then landing them certainly on the new business side. Another related trend that we see there is folks that had made an initial investment when it was maybe less of a priority, starting to realize that the tools that they invested in are really just not cutting it. That's a great scenario for us to be stepping in as well, showing them what the platform can do for them relative to what they've been doing. That's a conversation that goes very well for our sales organization as well. Yeah. I might just also add in there from an individual buyer perspective, the conversations have got a lot more interesting in that we're seeing more senior executives get involved in conversations, especially around the topics of data analytics and listening, and what they could be leveraging that social data for to inform their strategy. I know our teams across sales and success have really been energized by the customer interactions and the opportunities, because those buyers just have a more zoomed out view of their organizations and understand how social might be leveraged. The fact that we've also got a champion with the practitioner who's already in the product. Great. That's very helpful color. Then maybe another higher level question, if I can. We're seeing a lot of changes in the advertising ecosystem with the deprecation of third party cookies and changes to IDFA. I'd be curious if this is something that your customers are talking about as they think about their approach to organic social, and maybe what do you think the impacts are, if any, to your business directly or derivatively from some of the changes that are going on? It's a great question, and I think that conversation in our world tends to be more derivative or indirect, and it's typically kind of uncertainty around the advertising landscape, and what some of these new platform changes or regulation might introduce, and really just not understanding how the networks are going to be able to continue delivering that efficiency, though I think they've spoken to that pretty well. I'd say, for the most part, it's uncertainty, but where Sprout comes into the picture is these organizations are thinking about, and I think they rightfully recognized over the past 12-18 months, that the organic side of social as a hedge against advertising is a pretty important aspect here. Certainly when it comes to customer relationships, maybe the most important aspect. Starting to see an organization that may have been thinking primarily on the advertising, thinking about social from an advertising lens, really thinking about what the bigger picture is and how organic plays in, which is obviously where we play, and where we can help them think through that. Great. Thanks for taking the questions and a great quarter, guys, congrats. Thank you. Your next question comes from the line of Tom Roderick from Stifel. Your line is open. Hi, it's actually Parker Lane, in for Tom. Thanks for taking my question. Ryan, maybe on the go-to-market opportunity, you've had a tremendous success with the top of the funnel and then the trial motion that you have in place. As we think about more of the enterprise opportunities, particularly around verticals, can you remind us, once you get a handful of customers from a particular vertical in the funnel, how are you approaching that from a go-to-market perspective? Are you building teams around these opportunities yet, or is it still a situation where it's a very horizontal approach? Thanks, Parker. Yeah. Today it's still more of a horizontal approach. Horizontal from an AE sales perspective, but we have got verticalized in terms of our support from a marketing perspective. We're really lucky in that we have such a long tail across the market in terms of opportunity. For the most part, most of these organizations that are coming to us have very similar use cases that are horizontal in nature, and it tends to be more along the lines of the verbiage or the language that needs to be customized for those customers. In some cases, if it's fin-serv healthcare, it may be more related to regulation. Our marketing team has done a phenomenal job in creating content that is focused in on those verticals and making sure that we have relevant use cases, that we're leveraging the relevant language. Today the AE team is going at it horizontal. I think in the future, there's opportunities for us to continue to think about how we specialize and segment. The execution so far across the board has been really strong, and we feel good about the way the teams are operating today. That's helpful. Joe, maybe a model question for you. I think there was some one-time CapEx items in the second half of last year related to a headquarters build. A very low CapEx this quarter. How should we expect that to trend here for the remainder of the year and maybe going forward? Yeah, Parker, I wouldn't see any outsized CapEx. There might be a little bit related to coming back in the office in the back half of the year if we decide to come back, getting the office ready. Nothing that I would say is material. I would expect pretty consistent CapEx spend going forward. All right. Thanks for the color. Nice quarter. Thank you. Your next question comes from the line of Scott Berg from Needham. Your line is open, sir. Hey, everyone, this is John Godin on for Scott. Thanks for taking my question. I guess if you think about economies opening back up, what are you expecting as far as type of social media trends and usage? Is there any additional use cases, particularly with some of these verticals that have been more heavily impacted, that you think are interesting that might see some acceleration over the coming quarters? Thanks. Hey, John. This is Ryan. I think we are already starting to see some of those organizations reinvest it. I mentioned a few at the beginning in terms of retail and restaurant and hospitality. I think many of them are feeling a change of winds coming. They're investing. Many of them had been investing even in 2020 in an effort to maintain community and relationship and brand. I'm sure that there's going to be increased investment as things start opening up. Just generally, I think all of 2020 and the pandemic really just encouraged brands and organizations to rethink the way that they're building relationships with their communities and their consumers. I think for many of those organizations, they started the work. They're going to continue to invest in those places. I think that we're all in this place where the behaviors and habits we created over the last year aren't going to change very much, even if the world changes. I think a lot of these things that we've got used to will be to go forward. I think social is just going to continue to be a really important part of the way that organizations engage and communicate with their customers. Awesome. Congrats. All right, great. Thank you. Your next question comes from the line of Stan Zlotsky from Morgan Stanley. Your line is open. Hey, this is Chris on for Stan. Thanks for taking this question. It seems like all the headline metrics you guys had were super positive, especially looking at your large customer adds stronger than traditional enterprise Q4. Are there any lingering COVID uncertainties when you're still going to market today? Would you say that all of that is behind us now? Yeah. Certainly, we don't want to invite something different here, but we've really seen steady trends, really Q3, Q4, Q1. We think that the next shift is likely around the future of work return to office, which we think bodes well for us. We don't anticipate COVID-related impacts other than just probably some continued acceleration around adoption and the understanding. It's taken some time for some organizations to really activate on the understanding that social is a much bigger part of the picture than they may have anticipated coming into 2020. I think we'll continue to see that, but no real pent-up impact that we believe is coming. Got it. Super helpful. If I could toss in a follow-up. If we're thinking about e-commerce or commerce in general, it's been something you guys have been talking about for a while now and it feels like we're pretty much there. How would you think about the opportunity set if you were to compare the commerce use case versus the premium modules that have been really successful so far? How would you rank order those two opportunity sets? Yeah. I think it depends on the time series we're talking about. I think with the momentum we have on the premium modules, the attach rate, and the success we've seen selling those, we continue to be excited and are investing in those. I think that those will continue to have a sizable impact for us throughout the year. While the social commerce discussion has been with us for a while now, I would say that there are still some unknowns there, right? I think we're all talking about it, the networks are all talking about it. The specifics have been somewhat sparse, and I think we're starting to get clarity around that. We have been at work, and we'll have more to say on that front soon. It's starting to come to life. I think the unknown there is at which speed and how big is this opportunity? What are the roles that the different parties are going to play? I would say from a strategic perspective, we consider this probably the largest area of potential for the business, but over what period of time that looks like, and the overall size and scope relative to some of the other parts of our business, still unclear. Got it. Super helpful. Thank you. Thank you. Next one we have Clarke Jeffries from Piper Sandler. Line is open. Hello, and thank you for taking the question. This has been slightly addressed by some questions, but I'll ask it directly. Impressive to see another quarter of record customer adds. My question is really around the sustainability of that pace of customer acquisition. I say, Ryan, you touched on the improvement of top of funnel, but should we think about this as sort of a revelation for the organization that could really drive that cadence go forward? Yeah. This is Justyn. I'll take the first pass at that, and certainly Ryan or Joe can jump in. For the first couple of quarters, when we saw customer adds that looked like this, we cautioned, "Let's see a couple more data points before we call this a trend." It feels like we're there. What we're seeing in the funnel and what we've been able to deliver over the past three quarters tells us that the ability to add, and I will again focus more on the revenue yield from those customers than the absolute num ber. It feels like we're in good shape, that this wasn't something that was situational, but something that the team has really set up and our sales model was set up to deliver on a go forward. Want to continue to advise that the revenue is going to be the focus for us. If we think about things like just the ACV growth that we've seen, any changes that we may want to make on our conversion funnel, et cetera, we may intentionally drive those numbers in one direction or another with the intent to make sure that the yield coming out is as healthy as possible. Got it. It just seems like overall the go to market is more effective than the pace throughout last year. I guess, just in relation to that question, what is the limiter for additional investment right now, and why not get more aggressive at this stage and invest it, and not drive positive free cash flow growth based off the traction you're seeing? Yeah. I think that that's something that we're constantly evaluating, and I think some of what Joe talked about in terms of the increased investments that we're making now, that we've made through Q1, really set us up to answer that exact question, which is, what's the return on these investments relative to the opportunity, and where do we want to be optimizing? Obviously, we delivered the free cash flow positive sooner than we had forecasted, and that's great. We want to make sure that we're focused on the opportunity and the investments we need to make there, so it's not something that we're prioritizing. Expect to see us to continue to be aggressive and ambitious with the opportunity. All right, perfect. Thank you very much. Thank you. Your last question for today is from DJ Hynes from CGS. Your line is open. Hey, guys. This is Luke on for DJ. I'm curious about some of the more nascent social platforms out there that you don't currently integrate with, TikTok being one of the more prominent. How do you think about that particular platform, as well as other social channels opportunistically? As you add more channels like a Reddit recently or TikTok potentially, do you see those being meaningful incremental adoption or monetization catalysts down the line? Yeah. Good question. I'll start with the second part. I think there's some second order effects to any time that the scope of what we help our customer with expands. On one end of that is the more networks to manage, the more places that our customers need to be present and have a solid strategy. That makes our value proposition that much stronger. The more people involved and permissions and nuances across the networks, that all is strong. We also monetize the profiles themselves. The addition of additional networks has impact there. In terms of what we look for and what we've seen, specifically TikTok, I think it's a fantastic platform, and I think that they're thinking about all the right things. I think we've mentioned on this call, maybe sometime last year, the typical trajectory there is the networks will see a critical mass of adoption. They'll start to think about monetization, then they'll start to invest in the APIs and business tools. That's where we get involved in the conversation. There's a pretty natural progression that these networks go through. We know what to look for and when to get involved and have those conversations with them ahead of time, figure out how we can help them as they're thinking through those programs. The two primary things that we look for are customer demand and the network readiness. Do they have the resources, the APIs, et cetera, for us to give our customers a world-class experience? We look to make those investments. In the case of TikTok and others, we're leaning into those ahead of time, and we'll be ready to go when they are. Awesome. That's helpful. Thanks. Thank you. That's all the questions that we have for today. I will turn t he call over back to Justyn Howard for any closing remarks. Wonderful. All right. Well, thank you everyone so much for your time. As always, thanks for the great questions. Really appreciate the support. As always, we'll look forward to connecting with you all throughout the quarter, and back again a quarter from now. We'll let you get to the rest of your day, but thank you as always. Thank you, ladies and gentlemen. This concludes today's conference call. Thank you all for joining. You may now disconnect.