We're off to a great start. Chicago is Oh, and now we don't have speaker notes, Mason. But Chicago is the best place to be in the fall. Thank you. When the weather is fantastic and the Bears are not. Still a great start. This is the most important slide in the deck that we need today. It's also your opportunity to learn whether I record this every quarter or do a little, do a live section of the earnings call. Today's webcast 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, among others, statements concerning financial, business, and customer trends, our expected future business, financial performance, and financial condition, our market size and opportunity, our plans, objectives, expected results from future operations, growth, products, investments, initiatives, pricing, or strategies, our performance against our medium-term framework, long-term forecast, and 2028 targets, and our path to $1 billion in annual revenue. These things can be identified by words such as expect, anticipate, intend, plan, believe, seek, path, opportunity, or will. These statements reflect our views as of today only and should not be relied upon as representing our views at any subsequent date. 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 31, 2022, filed with the Securities and Exchange Commission, as well as any quarterly and current, 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 reconciliations to the most directly comparable GAAP financial measures, are included in the appendix to this presentation, which has been furnished to the SEC and is available on our website at investors.sproutsocial.com. All right, as the, aspiring SNL host, I might say, we've got a great show for you tonight. You'll have the opportunity to formally ask questions of the leaders displayed here immediately following Joe's presentation. And for those of you here in Chicago, we welcome you to stick around for a networking event to follow, which will give you the opportunity to spend some time with many of our additional leaders at Sprout. We have a very deep and talented leadership team, and I'm really excited for you to spend time with them. I do want to make two points right up front before I hand it over to Justyn here. First point is that we are going to be updating you on third quarter performance today. Please respect the fact that we are still actively in the midst of a quarter and do not have full data yet. As a result, we will not be taking any questions later that will be specific to Q3. More than happy to spend 90 days in Q4 with you on Q3 performance. And second, I hope that you're going to take away today an appreciation for the caliber of this leadership team, the magnitude of the opportunity ahead of us, and the very strong financial outcomes that we expect to deliver as a result of our product and go-to-market leadership. With that, here's Justyn. All right. Thank you, Jason. Thank you all for being here. Welcome. Thanks to everyone who traveled. We're thrilled to invite you into our Chicago headquarters and to do this for the first time in person. Also leading up to this, realized that some of us haven't done a live presentation in this format since before we went public, because we've been largely remote, and so this is fun to be able to do it live with you all. My name is Justyn Howard. I am the Co-Founder and CEO here at Sprout, and I'm going to spend some time kicking us off today, giving you a high-level look at the business, as well as giving you some foundational perspective on the market and the opportunity that we don't often get to discuss with this group. My intention for the next few moments, before the rest of the team comes up and gets into a lot more of the details, is to help you get sharp on how we see the opportunity in this space, how big and disruptive this space is, how we see the world, and why we believe that Sprout is uniquely positioned to see breakout success in a category that is, I think, much larger and more important than most people understand. As a backdrop to that conversation, I want to recap quickly a bit of the journey that we've been on, since we went public with all of you. We have been fortunate over the last four years to grow our ARR more than 3x, as well as double our average customer value. That's consistent with the trend that's existed in this company since the beginning. For those of you who can't see the footnotes, the ARR and ACV data here is current as of today. The rest of the data on this slide is as of June thirtieth in the corresponding year. In addition, as our customers have begun to mature the ways that they're utilizing social, and as we've begun to make more material investments upmarket, we have seen the number of large customers grow by more than 10x in the last four years. We've also seen our RPO more than 6x increase during that time. Through the thoughtful leadership of the folks, some of which you're going to hear from today, and the emphasis that we have on efficiency and scalability, we've been able to accomplish these things while significantly increasing the revenue per employee, as well as rapidly expanding margins. I think it's also worth noting what was happening in the world while all of this was taking place and while we were accomplishing these things. As one of only a couple of companies that made it out in that window in late 2019, thinking that we would have a little time to get our bearings as a newly public company before things went crazy. As fate would have it, a couple of months later, the U.S. was shut down due to the pandemic. We became a hybrid company overnight. We had to reimagine the entire way that we work. Ourselves, all of our customers, all of you, dealt with the prolonged impacts of COVID. We saw a war start in Europe. We saw a rapidly increasing cost of capital and a really challenging global economy. The tech sector faced massive layoffs. Certain parts of that sector saw growth stall out completely. And in contrast, Sprout today is growing faster than we were when all of that started. We're doing it more efficiently. We've built a team and a company that has the agility and the resilience to be able to respond and perform the way that we've performed during those times, proven ourselves as an all-weather performer that has the resilience and stubbornness to continue delivering substantial value to our customers in all market conditions. Beyond the headline metrics, we've also had many milestones over the last several years, some of which we've shared with you along the way. But a couple that I want to call out, as I mentioned, growing faster and more efficiently than we were four years ago, have delivered 10 straight quarters of positive free cash flow while continuing to invest in the business. Have made two strategically important acquisitions with market leaders in Repustate and Tagger, have formed a landmark partnership with Salesforce, and have continued to be recognized as the industry's top-rated product, as well as a top-rated employer. We're certainly very proud of these accomplishments and many of the others that we've shared with you. But where I want to focus my time, what this doesn't adequately capture, is the opportunity in front of us and where we think that this market is going. It does, however, I think, prove our track record, and our confidence in building a breakout company in a space that is very much in its infancy still. I want to start with, revisiting and bringing some life to some stats that we've shared with you all in the past. Harris Poll, when asking executives, was told by 90% of them that social media would become soon the primary way that they connect with consumers. Yet today, by our estimates and others, less than 5% of businesses, globally, have adopted a social media management platform. The reality is that as long as we've been doing this, the market and most of the companies in it are still very, very early in their journey with social. As broadly as it is understood that this is a must-solve problem, challenges with getting started, hitting critical mass, figuring out how to hire and how to deploy social media across these organizations, has been challenging companies of all sizes, and so many are still at the starting line or earlier, and over the next several years, we're going to see that, develop and evolve. But that's one side of the equation that I want to talk about, that I think talks to the opportunity and the way that we see the opportunity over the next several years. Of those less than 5% of companies that have made an investment in a meaningful investment in social media, the vast majority of them are still very, very early in what that adoption looks like relative to what it will ultimately become. Many of them start with one or two folks in the marketing department. They're publishing content, they're working on a loose set of objectives. But over time, and as that evolves, it becomes more complex. There are more stakeholders involved, and it starts to touch more parts of the customer experience between them and their customers. The broad understanding of the importance of getting this right and solving this still leaves many companies encouraged and wanting to solve these problems, but very early. It takes time. It takes time to change processes. It takes time to change tooling, et cetera. We know, and it's been demonstrated by research, by our customers, by many of the case studies that we give you, that social media is one of the most powerful and effective ways to attract, acquire, retain, and grow customers across the entire customer experience, not just from a marketing perspective, but also customer service, sales, product feedback, business intelligence, strategy, et cetera. It applies to every aspect and every business function that touches the customer experience. As these companies move from that very early stage of just figuring out social and posting and having a few users in our platform, and move to something much more strategic, our opportunity expands. Some of the examples that we'll talk about today are customers that are further along in that process. That's where we get some of these marquee wins that we talked to you all about in the big seat expansion. But it's important to understand that the vast majority of the market is not there yet. They will be, they have to be, but they're not there yet. And to better understand the complexity and the effort that's going to be involved, that these organizations are facing, and ultimately what our opportunity is within those organizations, we can look to what is currently happening within these organizations for their customer experience. We think about all the tools, all the processes, all the software involved, from CRM to customer service to business intelligence, et cetera. There are many tools, many teams, many processes involved that touch the social experience b ut the reality is that there's a social equivalent of every one of those functions. Social touches every part of that now, and we know that, those things can't be solved, simply by building them into existing systems. We know that because some of the largest software companies in the world have tried. We know that it has to be something that's purpose-built for social. It has to be something that's purpose-built to house all of these use cases under one umbrella. It has to be something that is, built to, speak to and function for varying levels of sophistication across these organizations as they get up and running. And this is the vision that we're building for. This is where our product sits. This is where we see the biggest part of the opportunity that I'll continue to speak to. And to bring this to life in a bit more tangible way, I want to share a few examples of what that evolution and that movement through maturity from the very beginning to more sophisticated social use looks like, with some recent wins that we've had. The first is actually a new business example, but I think it's interesting because this is a heavy manufacturing company that up until a couple of years ago, I actually used to use them as an example of a company that may not ever have a significant need for social media. This was one of the edge cases that someone could call out and say, "Why would a company like that need social media?" And fast-forward to today, where we are deployed across 1,000 users within their organization and their channel partners, where we are a critical part of their tech stack and very much part of their strategy and how they intend to move forward and compete as a business. The next is a major logistics company that got its start with Sprout earlier this year, just in the marketing function. They were looking for an alternative to Social Studio. We were able to demonstrate that we can meet the needs there, and very quickly, as they started seeing success with our platform, decided to bring additional use cases, and saw an opportunity to operationalize social across more of their organization, resulting in an 8x increase in the size of that deal, within a 90-day period. The next is an industry-leading healthcare company, started with us for social listening, then adopted our advocacy tools, and now is using Sprout to power their center of excellence for social across the entire organization, to power all of the initiatives across all of their properties, all of their brands, and all of their business objectives. And lastly, as an example in the mid-market, where Sprout had been meeting their needs, and enjoying a long partnership with this company as they were starting earlier, where it was just a handful of users, and they were just doing the basics in social, progressed over time, and now has deployed Sprout across the enterprise, mid-market, in this case, to handle a much larger set of use cases across that organization. And all of these are examples of that second order of adoption that I talked about. So if we back up and we say there's a very small number of customers, today relative to the total market that have adopted social, and of the ones that have, they're only a fraction of the way fully implemented across all of the use cases and all of the things that will eventually become critical to their customer experience, critical to their strategy, and we layer those things on top of each other, we start to understand, how this market is both multifaceted, but also how a company, like ours, needs to be very well-positioned across the spectrum of sophistication, across segments, and to be able to demonstrate our ability to grow with them, evolve with them, and help them accomplish their goals at these different stages. That's the key to unlocking that entire opportunity. Not only how can we capture the rest of the market that's not here yet, but for that growth opportunity, once they have adopted something, how can we grow that account to help them reach new levels of sophistication? And when you add those two things with the belief that we have, that social is going to become a core, if not the dominant way, that brands and consumers communicate and interact in the future. And if you take into account that we are building against many, many use cases within a single platform, from sales to marketing to customer service, et cetera, and that all of those use cases have to be housed in one place in order to be successful, then I think you start to get a better understanding of how we at least see this opportunity and this market expanding. If we go back and think about the transformation that happened decades ago, when email first became a core part of the way that we all do business, and we think about the systems that had to be updated and the processes that had to be updated, and all the companies that have been built since then, that use that as the central kernel of identity. All of the market value, all of the value for brands, all of the value for consumers, when that technology shift happened, that's the kind of technology shift and the type of disruptive technology change that's happening today, that's happening with social, that requires a company like Sprout to solve that problem. To respond to this transformation, our platform has evolved over time as well, to meet the changing needs of the market. We've continued to build and enhance our core for the folks that are very early in that journey, and we've built ahead toward our more sophisticated customers and their needs and what their needs will be in the future. Along the way, we've been fortunate to be recognized for the product work that we've done over and over again. We are the top-rated product in every market segment, SMB, mid-market, and enterprise, in every category that they measure. We were just recently named the top 3 customer-rated product in all of software. We have the number one designation in 71 different categories, including social media analytics, social customer service, best enterprise results, and many others that you can find in our press release that we put out recently. Aside from being a testament to the brilliant work that this product organization does, the point that I want to make here is that I think that this demonstrates our ability to capture the opportunity that I was just talking about, where we're dealing with varying levels of adoption, varying levels of sophistication, and you've got a product that's proven itself, and a go-to-market strategy that's proven itself to be successful across that spectrum, in a market that has the vast majority of customers yet to enter, and the growth within those customers once they do, to be very, very early in terms of where we can take it. And moving to the premium models from our on the product side. Despite only 6% penetration of customers that have two or more of our premium offerings, this business, since becoming a public company, has grown to the same size and growing faster as our entire business was 4 years ago. There is a tremendous opportunity here, both in our current products and future products, to be an incredible growth catalyst for, not only us, but a tremendous value add for our customers as their needs continue to get more and more sophisticated. Our entry into the influencer marketing space, most recently with the acquisition of Tagger, is the most recent example of understanding the evolving needs of our customers and the things that they're focused on and the things that are important to them. It's an example of getting the timing right, where enough of the market is at the level of sophistication where they can start to take advantage of tools like this, and putting our belief in a company that's demonstrated they can build fantastic products that have very happy customers, and where the combination with Sprout can create tremendous market value. As Joe will build upon later, we believe that Tagger has the potential to be a $100 million or greater contributor, and accelerant to our platform strategy within our 2028 framework. Before I hand it over to the leadership team, I want to quickly recap the opportunity in front of us, and I'm going to refer to my notes a little bit more because this is the most important takeaway that I hope that you'll leave this meeting with today. Sprout has been fortunate to build an exceptional company, an exceptional product, an exceptional team, and the happiest customers in the industry. We've proven our success at every stage of the evolution of our market with customers of all sizes in all market conditions. We've proven ourselves an all-weather performer while making the investments necessary to both invest in our growth and build for the future. We're building against a new form of communication that we believe will ultimately become the primary communication channel between brands and their customers. Our market is still early, both in terms of age and also, maturity of adoption, across a fast-growing list of use cases throughout an organization. We're early in our multi-product strategy, we're early in our international strategy, and are early in our upmarket evolution. When we're facing an opportunity with disruptive must-have utility that touches every company and every business function across a market with varying levels of adoption and sophistication, you want to be the company with a 30,000 customer footprint and a proven track record of success across both the segment and sophistication spectrum. While we're talking to you today, and we'll talk to you more today about our path to the next $1 billion revenue milestone, we're focused on a much bigger opportunity as this market continues to develop and Sprout works to earn our place, not only as the category winner, but as an iconic software company built around amazing products, amazing people, and over-delivering for our customers every day. I'm going to now invite our marketing team onto the stage to share more with you. Thank you. All right. Grab a couple chairs here. Well, it's hard to go after that, Jamie. Hi, everyone. I am MJ Jordan. There we go. I am VP of Enterprise and SMB Marketing here at Sprout. Joining me is Jamie Gilpin, our CMO. We're gonna talk a little bit about the state of the industry, some insights, and the perspective from a couple of marketers. Jamie, you joined us in 2018. A lot has happened during that time. Would love to hear your perspective on what the social media management space looked like in 2018 versus today, and even more importantly, the role of social for CMOs. Yeah, so this is timely. I was just at a CMO retreat last week. There were about 100 CMOs across B2B and tech, and we had, you know, our name badges. And, I mean, this is the first time that every CMO that I talked to recognized Sprout. They not only knew who Sprout was, but they also thanked me. Several thanked me for making their social team's life easier. And some of these companies had just transitioned from another platform. Some had been customers of ours for a long time, but this was just a moment for me, you know, five years later, and just how much this industry has changed. Because five years ago, CMOs didn't know what social platform they were using, if they were using one at all, back to the 5%. Now, social is a critical part of their tech stack. Five years ago, we were working with maybe social media managers, community managers. Today, they have directors of social, they have VPs of social, they have social centers of excellence. This is not something that we saw five years ago. Five years ago, and this, we'll talk about Tagger a little bit more 'cause we are extremely bullish on this. But five years ago, we had some bloggers, right, that, that turned influencers, but that was still primarily a space for celebrities. To today, there are over 300 million creators worldwide, making a pretty healthy income from their social presence. And so if I just zoom out a little bit more, you know, Sprout, we're 13 years old. This space has been around a little over a decade. So if I think about that stretch, and I'm probably just gonna repeat some of the things that Justyn said. But, you know, we think we, we saw social as, like, the intern's playground, if you will. Then it became really a critical part or a part, I'll say, a part of our overall marketing strategy and our communications plan. To today, it's absolutely the place that all social connection, all social communication happens, and that is from acquiring to absolutely retaining to growing our customer base. And for us in marketing, right, this is, this is kind of forced upon us because that's where our job as marketers is to get in front of our customers and our potential customers and bring them into our proverbial funnel. And our customers are on social. In fact, hopefully, we shared it. We just released our tenth, I don't know, hundredth index. We do it every year. We've done it from day one. So every year we do a report. We interview B2B, B2C marketers, but we also actually survey consumers. So we found that consumers say that they are using social more than they did pandemic era, which actually set a record. Not only has it forced us as marketers to figure this out, but it can't be in the marketing silo anymore. It has to be a part of the entire customer connection and engagement and communication strategy, and that is the biggest shift that we're seeing. In the same index, we found that 76% of consumers actually prioritize and value customer support and response over anything else that a brand does on social. 69% of those consumers said that we actually expect that response within a day. So the expectations that consumers have on us as brands has dramatically changed. The social landscape has dramatically changed over these last five years, and marketing is just the start of it. It's customer care, it's product roadmap, it is all these other areas of the organization, and that's what we'll continue to see evolve. We felt that at Dreamforce two weeks ago. My team was there, a lot of our execs were there, and we spoke with a lot of really large enterprise customers and prospects, and they're feeling that pressure of consumers, and they are trying to solve for this and solve for it quickly. Some of them have figured it out, and some are using these more sophisticated use cases, and some of them are not. They're really having to reimagine those roles and the light bulb moments of the care use cases of product roadmap and customer sentiment that comes from social, even recruiting and hiring. Like, that's really exciting and it was a really cool conversation to have over and over again. Justyn touched on this, but the G2 Awards just came out, their fall awards. 138 awards, over 70 number one over number one in over 70 categories. I spent a lot of years in customer marketing, that is no easy feat. Would love to hear a little bit about how Sprout has done that. It's easy for us, and I can take no credit for this. It's easy for us because of the product. I mean, Justyn talked about this, right? Like, our product, you know, I'm not only a marketer, but I also use Sprout every single day, is incredibly powerful. And the reason why it's incredibly powerful is because we center on our customer. It is the ethos of our, of our company. It is something that we talk about with our employees, our product team, our sales team. The customer is the center of everything we do, and it truly isn't lip service. And as I think about my peers, again, CMOs, thanking me for, you know, making their social teams more effective, but also their lives easier. As I think about the customer calls that I'm on, they usually start with them thanking me for an incredible experience they have with our team. Our product is so powerful, it's so valuable that the largest of enterprise companies can extract extreme value out of it. We have some amazing use cases and amazing stories around that, but the important part, and this is a key part of what Justyn talked about, is that we've always prioritized the user experience. We have prioritized simplicity over complexity, which actually, simplicity is extremely difficult to deliver on because the back end of everything that we do is so complex. But that has been our North Star. As we think about that vision, and if every part of an organization, every part of a customer communication connection strategy is happening on social, every employee of our brands have to be able to manage social. They have to be able to leverage a platform like Sprout, regardless of their socia l sophistication across the organization. The only way they can do that is if we've built an incredible platform that is so intuitive and user-friendly that they can I will say, because I am acutely aware of everyone else in this space, Sprout is the only one that can deliver that. That is our trial model, right? That is all of the ability for our team to be able to get any type of user or any type of company into our platform in record speed and get track value very, very quickly. But that is something that is a moat that we have created as a company that will serve us well today, but will absolutely protect us into the future. And so that's why I say, sorry, the easy one's kind of weird. It is very difficult, the things that our team has built from a product perspective, but the fact that our customers speak so highly of us and tell the rest of the world about it, that's easy-ish. Sort of. All right, I want to change gears. I want to talk about the influencer marketing space. So much buzz happening here. You are the CMO of a B2B company. I would love to hear your thoughts on this space and Sprout's entry into this category. So we're very excited about influencer. We actually had Forrester, our Forrester analyst, and with our team last week, and she did a whole presentation on just the creator space, and so she is very bullish, as are most analysts and our customers and the broader industry, the importance of that tight unity between influencer and social. She also shared some really interesting stats that I just think are mind-blowing. So they did research and, you know, the question, like every kid gets: What are you? What do you want to be when you grow up? We used to say astronaut or baseball player or whatever. Kids today are three times more likely to say influencer than astronaut. I believe that, though. I do believe that Yeah. because I have an eleven-year-old son who used to say mobile engineer from the influence of his parents, and now he says YouTuber, which is basically a creator. Yeah. Speaking of Gen Z, they also. The research showed that influencers for Gen Z, almost half of Gen Z say that influencers are the primary way that I discover new products and brands. And so whether you're B2B or B2C, it's not a matter of if you're going to invest and have an influencer strategy, it's typically a matter of when, and especially if they don't have Tagger, it is really a matter of how. How will I actually execute this? And that is a constant question from our customers, from my network and CMOs: How do we scale this? Like, how do we invest in influencers, or which influencers should I be working with? How do I manage the process with campaigns and approvals? Like, that is what most companies are trying to figure out. And so our role at Sprout is to put our incredible demand gen that behind Tagger and twofold. One, we have to be that thought leader, that advisor to our customers and to the broader industry of what a good influencer marketing strategy is or just influencer strategy overall. And then we have the solution to actually execute it. You asked about B2B, so I will also say for us, this is a growing part of our strategy. We, as a B2B company, now with influencers, and especially with Tagger and our ability to manage it better, it is. We use influencers in every campaign. Index. Influencers were a big part of that campaign launch. We leverage influencers for community. We've talked about community in various other earnings calls, where we're well over 10,000 members today. We just opened it up to the broader market beyond customers earlier this year, and influencers are the number one source of new member growth for our community, and so they will continue to grow. We are in the early stages of this. We talk about the early stages of social. We're even earlier in influencer, and there's just a massive white space for us to, to go after. I want to double-click into community for a minute. In a space that is evolving as fast as social is, leaders, practitioners, they are looking for their people. They are seeking that guidance, because the space moves so fast. How do you think about community, and what role is it going to play in Sprout's future? So my prediction, and we have a big bet in community, community-led growth will be our biggest growth engine in the future. And I say that, and there's a few inputs to that. One, social. Like, the world of marketing has evolved so dramatically over these last decade, but specifically in the last five years. We have AI. We're going to talk a lot about that from a Sprout perspective, but AI is turning marketing on its face. And so AI's role in content and SEO and all of the levers that we've had before, it will be more and more critical that credibility and trust is built around your product, and community is the best way to do that. And so our community, our team knows it. It will be the destination for all professionals to leverage the power of social and keep up with the evolving trends of social and their, and its evolution. And so what we what I am most excited about, and Justyn hit on this, is that we are still so very new as a category of social. We are so fast in our evolution, and things are changing so, so quickly. And so to your point, our customers are constantly looking for more content, more education, networking with each other, sharing best practices and support. And given that there is nothing really out there, like a community for social practitioners, we knew we had to build it. So we built the community. Fun fact, it's called the Arb, and I just realized this, we're actually sitting in the Arboretum, which is the inspiration for the community, because this is where Sprout, our community, gathered, especially pre-pandemic. Looks a little different now. And so that's really for the community piece itself, like, that's the destination, all practitioners to better their craft, and we really want to be that company that. That helps them do that faster. And yeah, it's a big bet for us. I mean, we're just getting started in this space. You think about how much growth there's been, but the potential and the possibility for what's next is so exciting as we think about what social can unlock from a revenue standpoint, customer loyalty and retention, just growth in so many areas of the business. And that customer validation piece is so important and really exciting. And so we actually have a brand new enterprise customer story that we're going to get to highlight for you all today. This is the social media team at Salesforce. This is a brand-new video. Can I say this is a world premiere? That will make me feel like my day just made. The world premiere. Our team hasn't even seen this video yet, so we will leave you all today with a customer story from Salesforce. Thanks. Do not try to get this. Salesforce is really about empowering customers to create unique and important relationships with their own customers. We've really helped companies become customer companies, how they can see a 360-degree view of their customers and bring those wow moments to life. On social, we're focused on impressions, engagements, and our referral traffic so that we can move our audiences through our customer journey so they can make that next step and discover our products and work with our sales teams. With other social media management platforms, reporting, it was just not that intuitive. Sprout allows us to create a single unified view from all around the world, all of our social practitioners in one single space. We have over 150 channels that we manage here at Salesforce. Working on Sprout allows us to report individually on each of those channels, but also as an ecosystem, and make sure that we're spending our time wisely and our strategy is tracking appropriately. On a daily basis, I get asked the vague question: "What's going on in social?" With Sprout, I'm actually able to provide insights into competitive, into what's going on in the news cycle, as well as how our posts are performing across channel. While I expected Sprout to be easy and intuitive, I was not expecting the amount of time I would save with Sprout's reporting capabilities. Sprout Social has helped us move 10 times faster per day at community management. We have saved over 12,000 hours this year by utilizing Sprout. We implemented Sprout five weeks before Dreamforce last year, and it was really smooth. The intuitive platform allowed our practitioners to move at the speed of social during our biggest event of the year. Listening is especially important during events, and being able to understand when we have volume spikes and when we need to be active and engaging with our communities, have really informed our strategic planning around events. I would recommend Sprout to other social media managers because of the incredible customer support we receive. They really feel like partners, and they're very easily accessible. Sprout Social platform is really easy for practitioners to use and scale across our company. Sprout was the right partner to help us achieve our vision, not only because the products are great, but they're also evolving and scaling at the same time as our team and allow us to really have input and work closely with them to be at th. forefront of social media. All right. Can we clap for the video? All right. Excellent. Hi, everybody. My name is Ryan Barretto, and I am the president here at Sprout Social. It is wonderful to have you here in our home court. I have spent seven years at Sprout, and previous to Sprout, spent about 10 years at Salesforce, and I have been telling every new hire class the same thing, which is, "It is an amazing time to be here at this company right now." We have incredible ambitions in front of us, but a massive opportunity. So let's jump into what that looked like. Justyn started us off today talking a lot about the execution that we've had, our growth from IPO to where we are today, the evolution of the market, the maturity, customers that we're getting to see, the execution we've seen from the team. And my job here today is to go into more detail on the how. How do we get to $1 billion and, and beyond? And as we execute against this vision and opportunity, our belief is that $1 billion is just the next step. It's the next milestone in a very long upward journey, which we're really excited about. And it all starts here. The success and the trajectory of this company is grounded in exceptional people, exceptional culture, and exceptional products. Our motto at Sprout: "Aim to be a joy to do business with," and this is both internally and externally. This has been a consistent thread for our company for a very long time. If you take great care of your people, your people will take great care of your customers, and we see this time and time again. These people, our employees, are the ones building the products and making our customers wildly successful. We aim to be the best place to be an employee and the best place to be a customer. You can see the receipts of this work in places like G2, Glassdoor, and Fortune. It really matters. Speaking of G2, we've mentioned it a couple of times, but it's worth mentioning multiple times. This is recent news. We were recognized as the third highest ranked company across all of G2, number 3 overall. In our own category for social media management, we are the highest ranked in SMB, in mid-market, in enterprise, and collectively across the entire group. We are also the highest ranked across a number of categories, 70+, and we are mentioned in over 130+. Our industry leadership here matters because this is the voice of the customer, this is the voice of the market. These are the people who are using our products every day, who are saying that they're incredibly successful when they partner with Sprout. And it tells you a lot about the depth and breadth of our products and the opportunity in front of us. Now, this G2 success, this customer success, this product success, is not just at Sprout, it's also with Tagger, and this was one of the compelling reasons for us as we spent time with the Tagger team. You can clearly see that their products and their team have done a wonderful job, similar to Sprout, taking care of the customer base, and that tells you a lot about the opportunity we have as we come together. Now, customer success like this, for us, has always started with the product. From the beginning until today, we believe that the product is our very best salesperson. We lead with the product. You've heard me say this many times on earnings calls. We believe in getting our customers' hands on the keyboard. We want them to experience the product before they ever sign a contract or pay us anything. The beauty of that is also that our customers in the trial, in the 30-day trial, will see new features, new innovation, before they ever sign a contract. They know the speed in which we move. We're also going deeper in every part of the product. You heard Justyn talk about this. We've seen a tremendous evolution in maturity in the customers that have leveraged us 5 years ago to what they're doing today. You can see this in social customer care and the expectations our customers have, the needs that they have, because of the volume of customers that are on social, engaging with them. We've scaled from small deployments. When I started seven years ago, we had a very, very big SMB-focused business, to today, we're taking care of customers in the Fortune 10. All of this is underpinned by a focus in on customer success that is very differentiated. Some of the stats that really stand out when you think about this customer success, and we said before, it's not lip service. We respond to customers 77% faster than the industry average. Very fast. But on top of that, we do it with a 97% CSAT rating. Speed and quality have been a hallmark of the work that we do, and again, that's underpinned by the quality of our products. That's what enables us to do this for 30,000+ customers. Now, because of our product lead and our customer-focused DNA, we have the ability to really disrupt how we sell in the enterprise space and the enterprise market and software in general. We've got dedicated ownership across our teams in specific parts of the business, whether that's mid-market or enterprise, or the most socially forward, sophisticated customers in SMB and agencies. That focus matters. We treat all of these organizations as their own businesses with deep goals. We also can land customers incredibly fast because of this trial model. You look at the speed and the velocity in which we're still closing customers, because customers have a chance to prove that the product works. They're implementing when they're using the products before they even go live in our trial. We've also created exciting seed and grow opportunities for us as well. Some of that is the maturation within the market, where a customer might land in marketing, but then they need customer care, or we land one department in marketing, and there's many other departments in marketing that become an opportunity. This combination of maturity and the additional products that we've brought to market have been a tremendous help here, and all of this has led to really efficient growth and really efficient LTV to CAC. We've got a great partnership in sales and success with CFO, which means that we're constantly meeting to look at this data, to look at the success, and to figure out the right places to optimize and invest in growth. And one of the most exciting parts of our go-to-market motion is this engine and the number of weapons that we have to grow our reach, to grow our scale, to grow our funnel. We've taken an industry-leading approach to inbound. Many of you have heard of us talk about this, certainly our SEO and our content strategy and our trial model, and we've complemented it with great outbound motions as well, which you can see here. And this is the right model for us to continue to sustain growth. Now, one of the places that we've demonstrated tremendous growth and execution and upside is in the enterprise. Enterprise today is 43% of our business, growing at over 50%. We are winning in the enterprise, and we're doing it in a uniquely Sprout way, which means that we still lead with the product. So, you know, we get those traditional RFPs like other enterprise companies, but we insist that those customers actually get in the product. We go beyond just checking the boxes, but we prove that the technology is going to work perfectly for what they need. It's also allowed us to land much larger customers faster because of this approach. And Justyn mentioned it before, but these customers are continuing to evolve and want more sophisticated products from us. Premium Analytics and Listening is a great example. So every good presentation needs a good NASCAR slide with a bunch of logos on it, but we wanted to represent the types of customers that we get to work with every day. These are just some of the brands. It's a very, very small sample set because there's a ton of brands behind this that I can't mention today that are entrusting Sprout to run their social strategy and business. And to all of Justyn's points earlier, one of the things that's most exciting to us, these customers and the customers you don't see, are still maturing. There's still so much upside, even in the most sophisticated customers that are working with us today. This, this really depicts it. What you're looking at here is our largest customers are landing even bigger than before. It's a combination of our move up market and our execution upmarket, as well as the rapidly maturing market around us and the importance of social. So this chart has a nice trend line up into the right. But while it looks smooth, I want you to see this. Last quarter, the top 10% of our total new business grew nearly 4x compared to what it was just three years ago. 4x compared to three years ago. It's incredible, but that's not the best part, because when they land larger, they grow faster. When you think about total ACVs, and then think about the fact that our top decile of customers, as measured by ACV, is growing even faster. In fact, our largest customers have gotten larger consistently every quarter for the past three years. This is the ACV metric that we are really focused in on, and this consistency and momentum tell you a few things. One, tells you about the sustainability of our ACV growth. Two, the size of our market opportunity, and it tells you about the trajectory of our path towards 120% net dollar retention. We also see tremendous growth opportunities in our international business. We opened our first international office in Dublin just four years ago, and we've already started the foundation of what will be an accelerant for Sprout. The execution from our smaller teams in EMEA and APAC and LATAM have been really exciting for us. Over the last two quarters, we've added some amazing leaders to our EMEA sales business, as well as a GM for APAC. Now, when we look at best-in-class SaaS players that have matured over time, they're driving about 40% of their business from international. We see the same opportunity and headroom for our international business, and this is a really inspiring opportunity in front of us that our international teams are excited to bring forward quickly. Aside from our direct teams and the work that we're doing here, we're also leaning into partnerships and channel, and we also see this as a major accelerant to our momentum. We believe that we get to think about partnerships differently because of the way that we're architected and the way we go to market. You think about how quickly we can get up and running and deploy. You think about the seamless integrations that we offer. You think about our inbound motion. These are all massive opportunities, and there are so many opportunities for us that we're already dialing into to continue to grow. These are all significant for us, and a great example of it, obviously, is Salesforce. Salesforce is a shining example of what a great partnership looks like for Sprout. I had the opportunity with Colleen to present at Dreamforce a few weeks ago, and a few of you in this room were here, so thanks for coming out and supporting us. I'd have to tell you that the Social Studio opportunity is clearly a great opportunity, but most people are focused in on the wrong thing here. Social Studio is the beginning. It is the tip of the iceberg. Over the past 18 months, we've worked really closely with the Salesforce product teams to embed social interaction and data into the native data layers of Salesforce. We are building a partnership and integration so that Sprout is the best and only option for Salesforce customers. Why? Well, it's because our integrations are innovative and seamless and easy to turn on. Innovation is happening faster for these customers that are working with Sprout and Salesforce, and the collaboration between the Salesforce and Sprout teams makes it feel like one unified sales process. We're here to be exceptional partners to Salesforce and to help their customers continue to invest in the platform because we believe, like them, that this combination of AI and data and social data, plus CRM, is customer magic. When we look at the opportunity inside the Salesforce ecosystem, we think a lot about social customer care and omnichannel. Our opportunity to complement the work that's happening in Service Cloud is providing these customers with a best-in-class omni-care solution with Salesforce and Sprout. Why does this matter? Half the world's population is on social, increasingly more. Your customers are there, your competitors are there, and we know that customers are more demanding than ever. When they show up, they expect brands to be there faster and knowledgeable. And this combination of Service Cloud and Sprout is allowing these brands to show up in the channels that matter, with the information they need to respond to their customers. A great example of this is Casey's. Casey's is a Salesforce customer and a great Midwest brand. We're in the Midwest, this is appropriate. They provide grocery and gas, and gifts. They're also, I didn't know this, but they're actually the fifth largest pizza chain, if you didn't know that as well, in the U.S. They believe heavily in social and community, and they came to us, and they really needed to improve a few things within their business. Two weeks after implementation, they started to see great progress. They were able to reduce the case resolution from three days to three hours. For the first time, they had perfect visibility and collaboration between their customer care team and their social marketing and their marketing teams, which meant perfect handoffs with customers. And for the first time in five years, they completely eliminated their backlog of customer requests. Just think about that. Think about the power of that for the employees who are working every day to support these customers, the productivity that they're gaining. Think about the value for their guests, for their customers. This is how you create great community. This is how you create loyalty. This is how you create repeat purchases. And this concept applies in the B2B world as well. The best SaaS companies in the world, if you think about them, have these amazing customer communities. They're these platforms, these opportunities to create deeper relationships with the brands and the products and the other practitioners. When you can accomplish this, you become unstoppable, and this is the journey that we're on. Jamie just talked about this. Jamie and the marketing team have done a fantastic job building this Sprout community, the Arboretum. This is the digital meeting place where practitioners and executives come to foster new ideas, to network, to share best practices. This is where they go to become masters of their craft. We launched this about a year ago. We just opened it up to all customers, including non-Sprout customers. We already have over 10,000 members. There is nothing like this in the market, and as Jamie said, as we continue to invest in this, we see massive reach opportunity for our brand and for relevance in the work that we do. All of this ladders up to great market leadership. Our market is massive, and we have aligned our go-to-market resource and our resources and our product resources to the biggest opportunities that exist in the market. Our product has never been more differentiated, our roadmap has never been better prioritized and more exciting, and our team continues to have the DNA of focusing in on the customer. This customer success, brand leadership, product leadership, execution is where our opportunity starts. And so all of this is the path to $1 billion and beyond. It's about fielding the best team and the best culture. It's about building the most loved products. It's about being successful in winning and serving the most sophisticated customers, from the SMB to the enterprise. It's about doing this globally. It's about attracting and supporting a healthy ecosystem that supports your business, and it's about creating and empowering a loyal customer community. This is our winning formula, and we are just warming up. So with that, let's get Aaron up here to go deeper into how we build our product and where our products are going. Hi, everyone. Thank you so much for joining us here at our office today. I'm Aaron Rankin, Co-founder and Chief Technology Officer here at Sprout. Joining me in just a little bit will be our Senior Vice President of Engineering, Alan Boyce. And together, we want to share just a little bit about our vision for the future of the Sprout platform, where we see some of the greatest opportunities, and, and also why Sprout is uniquely primed to seize them. First, though, I think it's really important for you to understand the machine that we have that builds our machine, and by that, I mean our R&D team. As Jamie was sharing earlier on the panel, one of our standards at Sprout is that we start with the customer, and this has been, an important part of our product mindset for over 13 years. Because of our free trial model, we build things differently. We obsess over customers' workflows and experiences from the very start of their trial through their journey as social expands across their business. Because of our free trial model, and having this long-term orientation, we have to make very, very careful trade-offs. Now, we've talked a lot, when we've been together with you all in the past, about something we call the single code base, and this is one of those trade-offs. But it's as much a technical artifact as you might expect, as it is actually a philosophy for our team towards the larger end of how we get to scalable, efficient innovation across our product suite, and how we can build approachable, yet mission-critical technology that can move at the speed of social. That model gives us the agility that our industry not just doesn't just demand, but requires. As Justyn shared with us earlier, the future of social is far from solved, and the end state for technology vendors is also still a moving target. As we all know, and we've seen in over the last, especially last year or so, the social networks themselves keep changing and morphing in really interesting ways. How consumers use social is forever changing, especially as new generations come online and new networks come online. And as I'm going to talk about in just a bit, social media itself is permeating business in very interesting ways, touching new departments, touching new roles, touching new workflows. And so accepting change as a constant, we have made very deliberate, intentional choices in our organizational design. We operate more than 40 product squads today, each of them aligned to the discrete parts of our product suite. This allows our whole team to go truly to truly dig deep into their specific domain, understand that problem, and bring a flexible, yet long-term mindset to the way that they build things. And so amidst that fog of change, a clear trend that our team is seeing is that as social becomes more critical to our customers' businesses, teams beyond marketing and customer care, which are kind of our traditional teams, teams beyond them are coming to need social media insights. According to a survey that we did earlier this year with the Harris Poll, interestingly, 96% of social media leaders shared that their strategies involve greater and greater collaboration across departments. And so as additional workflows touch social, new roles are coming into the fray. Roles like PR and product development, or, you know, we're seeing data analysts, we're seeing recruiting, we're seeing legal. And these teams are coming into the fray, both to support the frontline social teams, as well as to bring the data into their own work directly. Now, 13 years ago, as a founder, I have to say, we didn't anticipate that each of these specific roles would necessarily have a hand in social today. But as our industry evolves, we're seeing that Sprout Social's approachable design, our carefully crafted collaboration features, and the scalable R&D model that I was just speaking to are catalyzing this kind of product-led seat expansion. But more interestingly, these emerging use cases, they also hint at a future where social is becoming the de facto source of truth for all departments' understanding of who the customer actually is. And so what I'm trying to say is that our industry is on a journey. It's a long journey, and brands need an innovative partner that can meet them where they are today, but grow with them towards tomorrow. And while all of our competitors are either distracted, fixing their businesses, or they're moving on to new markets, Sprout Social is singularly focused on the big opportunities that we see for our customers in social. And with no legacy products or channels for us to cannibalize, we can patiently build towards this future together with our customers. And it's a future where social is not just a patch on legacy workflows, but is the fiber of a reimagined business operating fabric. And so this is a big shift that we are going through, and no paradigm shift is easy. As social data explodes, even the most ambitious brands, the most forward-thinking brands with the best tools, and many Sprout customers come to mind here, these brands are still challenged to capture the full opportunity that is in front of them in social. To really understand why, you got to consider the various dimensions that are in play here. As more and more consumers make social the digital hub of their lives, data volumes are still growing exponentially. Meanwhile, new generations of consumers keep raising the bar. They demand excellence. They expect every kind of problem to be solved in social, and that's what's bringing all these use cases in, all these departments in, all these roles in. But they want incredible customer experience, and they want it consistently. Meanwhile, interestingly, brands are now coming to appreciate what all this social data can do for their teams. But getting the right insights to the right teams and the right people at the right time, it seems to require a superhuman level of speed, judgment, and coordination. This is a new kind of problem for brands, because if you think about, if you compare social to legacy channels, with legacy channels, brands mostly just had to solve for the raw transactional volume, and that's the kind of problem that you can just throw bodies and budget at. Oops, sorry. As you might in a call center. But in social, as we just talked about, they have to aim for a higher standard of excellence. Consumers demand it, but also brands realize that's where the opportunity is. But unfortunately, there hasn't been a way to do it all and have it all truly at scale, until now. The newest generation of AI models are truly the difference maker here. No matter how big your social haystack is, AI will be able to mine it for you. It's going to highlight trends, it's going to intelligently triage messages amongst your team. It's going to surface the most actionable insights, and it's going to socialize them even for you across your organization. With Sprout's AI capabilities as their partner, we feel that brands will be able to realize this ambition of doing it all and having it all. And that dream, while it's still in early, it's still early on the road to it, that dream is becoming a reality. Our own index research recently surfaced that 81% of social marketers felt that AI has already had a positive impact on their roles, and they shared specifically that it's made them a lot more efficient, and that has given them back time for tasks that require careful human judgment or human creativity. Our view with AI is to continue making investments to close that gap that I spoke to by giving human users back the time and the context that they need to drive meaningful business outcomes. To share how, now I'm going to hand it over to my colleague, Alan. So Alan, if you could come up. Now, I know Alan might be a new face to some of the folks in the audience, but Alan is truly an OG at Sprout. He joined us early on, perhaps as our first backend engineer. He then built up our platform engineering organization, and in 2016, I asked him to take over and lead all of engineering. With that, I'm going to hand the proverbial mic over to Alan to talk us through where we are with AI and where it's going to take our products, and maybe some other fun stuff too. Thanks, Alan. Thanks, Aaron. Yeah. So it's a pleasure to meet everybody. The thoughtful application of AI has elevated our product for years, from helping our customers analyze more than 1 billion messages per day, to automatically posting their posts when they'll see the most engagement, to also helping alert them on spikes, important spikes in social conversations around their brand. We see generative AI as this opportunity for us to accelerate that product delivery and deliver strong functionality faster. Now, given the feverish, kind of like, global excitement over AI, our aim is still quality over quantity. We're building trustworthy features that have a durable value. This year, we've shipped additional AI features that our customers are already benefiting from, such as the ability to help them generate posts and from editing and rewriting their replies, to also helping them have AI assistance in creating complex queries that help them dig into the insights that matter to their brands. The common theme across all these releases is AI as the assistant to the human. It's the pit crew that's offloading the repetitive and manual and ever-growing work of AI. And as the data volumes continue to grow, our AI is helping our users focus on their brain powers, on the strategic work that actually helps their brands win. Now, our own understanding of AI is growing daily. These early features and the feedback that we've received has told us that we need to build for three distinct truths. The first is that large language models will continue to dramatically transform the way people are performing customer care, marketing, and social insights in a myriad of unexpected ways. The second is that we know that AI cannot be rolled out at the expense of a brand's voice. AI output has to be authentic to be effective. And the third is that customers need confidence that any AI solutions that they use are not gonna expose them to new privacy, security, reputational risks. Addressing each one of these is critical for us, and it's a natural extension of our track record of solving for our customers' enterprise-grade, grade needs over the years. And by getting these right, we can continue to make social the source of truth for our customers. Our vision of AI is simple: It's helping our users do more better work. It's not about reducing their marketing costs or their customer care costs, but it's about turbocharging those functions so that they can drive their end-user customer satisfaction, loyalty, and revenue. We're in a pole position for AI to strengthen our core platform. Differentiation in AI is often talked about from scale and kind of data. Sprout has the industry's highest customer scale, the broadest customer diversity, and we lead in the time that our users spend in our app. We see an opportunity to leverage these and create differentiated models that self-improve over time. So systems like post recommendation engines and automated customer re-reply systems, we can look at how our customers are creating content and engaging with their audiences with the help of AI, and create a self-improving, self-reinforcing system that's continually learning. We're excited because our level of scale, mixed with these self-improving systems and our thoughtful application of AI, is gonna accelerate our platform's ability to make lasting impact for our brands. We're gonna make their users be more effective at their jobs and therefore make Sprout a stickier product. It's very hard for a brand to leave behind trustworthy models that have driven results. Now, let's talk about our latest addition to the Sprout family of Tagger. So as Aaron mentioned, our entire approach to R&D is to capture new workflows so that as a customer's approach to social evolves and expands, so too, does Sprout with them. We were thrilled to find such natural product adjacency with the Tagger team, built by the same standards and by an excellent compatible team. Tagger slots right into our scale distribution engine and our R&D organization, truly making it feel like a sibling of Sprout. But for one plus one to equal three, we know we need to be really intentional about how the two products intersect. And so we're gonna be building the Tagger as an independent, standalone premium product for now, to keep that distinct product experience with integrations with the obvious areas of overlap. And so these obvious areas of overlap will give our customers a complete picture of how influencer marketing fits into their overall social strategy. So these are things like areas like content planning. So when brands will be able to see influencer posts right alongside all of their own content, and that'll give them a more holistic picture of what's going out. And performance measurement, where we can extend our reporting beyond just things like paid versus organic, to include the impact of influencer campaigns. This all fits right into our R&D model, our existing R&D model, and we see a lot of future opportunities for to share data, architecture and, assets across the products. And as a bonus, Tagger gives us access to exceptional talent in Eastern Europe. It's long been standing our desire to kind of grow an R&D presence in that region, and we're excited for what this partnership means for expanding the team there. So to wrap things up, let's go back to the future. The future is social. The data that most businesses use to understand their customers is sourced from traditional channels like email and phone. It's only revealing, like, a partial picture for them. Insights from social, however, create a much more precise, high-resolution look into who their ideal customers and future customers are gonna be. And as consumers' use of social expands, businesses will need a platform that can keep all of that in clear focus for them. Our product culture, our R&D organization, and our technical architecture all sets us up to be at the center of that transformation. Unlocking the full power of social is a journey, not a destination, and we're committed to building and innovating on an engine that customers can rely on to, no matter where that journey takes them. To finally see kind of how all this translates into the financials, I'm pleased to introduce you to someone who's near and dear to my heart, and not just because I have to go to him every time I want to buy expensive servers, but it's CFO Joe. Thanks, Alan. All right. Hi. Hi, everyone. I'm Joe Del Preto. Some people call me CFO Joe, and really excited to talk to you all today and, you know, kind of walk you through the kind of financial details behind the things that we've built, the things we've talked about, and how does that kind of play out in the numbers? Unlike some of the other slides that you've seen, if you like a lot of charts and graphs and that's your jam, you're gonna love this presentation. So let's just kind of get started. You know, we're a year into kind of realigning our company around the most value opportunities in our business and our market, and we really believe this has put us in the best position to get to this $1 billion target we talked to by 2028. So over the next 10-20 minutes, I'm gonna kind of walk you through some of the financial drivers that get us to the goal and hopefully build up your confidence, the confidence that we have and how attainable this 2028 target really is. However, before getting into kind of the longer term strategy, the longer term kind of financial data, I wanted to give a brief update on Q3. So coming out of Q2 and early to Q3, we really saw the business accelerating. That continued throughout the quarter, and actually at this point, you know, the Q3 growth rate will be an acceleration over Q2 organically before the Tagger acquisition. So feel like we have really good momentum. We're also seeing really big upside on the Tagger side earlier than we thought. Deals are closing faster than we originally thought. We're getting really good customer feedback, and so we're happy to announce at this point that we've already crossed $350 million of ARR, which was the consensus number in the quarter, and believe that we're well positioned to finish the quarter with a really strong kind of ARR number. Like Jason said earlier, we're not gonna talk too much more about Q3 at this point, with only a couple of days left in the quarter, we're not gonna take any questions, but obviously in November, when we get to the earnings release, we'll give you a little bit more information on this front. So now kind of moving forward into the longer term goals, I think it's really important if we look at the $1 billion revenue target, to understand, that Sprout's always been building for the long term. One of the things that really attracted me to Sprout about 6.5 years ago was that this management team, every decision we make. I'm talking product decision, I'm talking go-to-market decision, I'm talking people decision. It's not about like, what do we need to hit the next quarter, the two quarters or three quarters. The decisions we make at Sprout have always been two, three, four years out, and that's been true from the founding team from the beginning, and that's what excites me. When I think about the next five years, this hasn't been a big change from the way we've been running this company over the last five years and since I've been here. I think that's shown. If you look at our performance since the IPO, we're probably one of the most consistent performing companies over the last four or five years, and that kind of consistency really drives our confidence in hitting this billion-dollar target. And one of the other drivers in getting to this target, and the reason why I get excited, we get excited, and Justyn hit on this a little bit earlier, is that we're very early in this market, and so we believe that there's this massive market opportunity in front of us. And I kind of want to revisit that because I think sometimes we lose track of the market we're in. And so I wanted to give a real quick update on the TAM. This is a slide from two years ago at our last Investor Day, and we talked about this $100 billion TAM growing over 20%. As you can see here, it's pretty evenly spread among all these different segments. A pretty healthy contribution from each of these segments. That was kind of our view of the world a couple of years ago. Just to remind everyone on the math and how do we get to the $100 billion? The way we do it is we take all the businesses identified by IDC in each of these segments. We take our third-party data that we have to understand how many of those businesses are on social, and then we apply those number of businesses on social against our, our competitors and our average ACVs, and that's how we kind of come up with this, and we do it at a segment level. Well, you fast forward a couple of years now, and this is our current view of the TAM, and, and there's a couple of things to call out here. One, we believe it's a $120 billion opportunity, now growing over 25%. And there's a couple of, of changes to call out. One, is on the SMB side. You know, obviously, with the focus we've had in taking advantage of, of those most successful parts of our market, there's probably a little bit less emphasis or business coming from the SMB side. So that, that number is a little bit less than we thought a couple of years ago. We still want to catch those social-first, those digital-first companies, and so it's still going to be part of our strategy, but that market opportunity is a little bit less. Mid-market is very consistent. This continues to be our sweet spot, right? We have no competitors in this space. Really high win rates, been really strong for us, and that will continue to be a huge growth driver going forward and feel like we're probably the best position of all the segments to succeed in the mid-market. And then probably the biggest update from the last time is the enterprise, right? The enterprise now, two years later, is growing much faster than what we thought two years ago, right? The ACVs of those deals are much larger. Justyn talked through some of the bigger wins, and so we now believe that the enterprise opportunity is a larger one than two years ago. When you roll that up, you get into this $120 billion, you know, TAM forecast. And then just to flow that down very quickly to what we call our served addressable market, the more immediate term. That's just a slight increase from the $44 billion that we talked about two years ago to $55 billion, and that's really just flowing through that enterprise acceleration and how we view that market, and that's kind of the update you see here on the SAM. And then we also wanted to give you some numbers around how we're viewing influencer marketing. You've heard a lot today from the team around Tagger and where we think this opportunity is going, and we kind of pegged that right now at a $10 billion opportunity, but growing very quickly. You heard Jamie talk about this. We're very early in this space. It's like social was six or seven years ago, and so right now, we believe the biggest opportunity is in the enterprise, right? This is where a majority of the SAM is going to come from in the near term. The mid-market will be a little bit less, and then a very small percentage of the SMB at this stage. You know, the very advanced digital-first brands probably fall into this market, but we're not making a lot of big assumptions around the SMB business here. It's mostly driven by enterprise. And so when we step back and look at the TAM unlocks, and this has been true for the last 10 years, and I think Aaron hit on this a little bit earlier, which is, we know when the founder started this company, they knew that social was going to change the way businesses and consumers interacted. They didn't know how. I don't think any of them could predicted the use cases we're solving for now, but they knew that was going to evolve, they knew that was going to change, and they knew that social was going to be strategic to all these businesses. And so what really excites me about this market and the TAM unlocks is the way that's evolved. I mean, five years ago, we did not have a listening product, and look how big that business is for us now. You know, three years ago, social customer care was not even something we were hearing from or not even a major use case, and now it's one of the biggest drivers our seat expansion and workflow. And two years ago, right, the, you know, influencer marketing was just getting started, right? You just started to see TikTok come on board. And so when we think about the way that this market's evolved, it's w e are early, and you can see that when you look at, you know, the market we're in, less than 5% penetration. And the way that kind of has flown through our, you know, our history and the way you can kind of see this is through our ACVs. I think that's the one thing that this market has proved over time. Lower value customers that probably are not the perfect product fit for us at this point. But I think more importantly, and Ryan had this slide, is there's actually what's leading this growth of our ACVs is the performance of our top decile customers. So the top 10% of our customers, their ACVs have doubled in the last three years. And so when you look deeper into our customer base, you're seeing our largest customers are growing fast and faster. And so that's what gives me strong conviction around the direction of where Sprout is going and the market we're in. So it's really important to understand that as we kind of move forward, because one of the drivers of that, and we've talked about this, what, what's driving these ACV growths? Why are you seeing so much success? Why is this market expanding? There's a couple things. One, we've talked a lot about the seat expansion, and that's probably still the main driver. We see that in customer care. We see that bringing in product and sales and these other departments. But I think it's important to call out, and, and Justyn brought up this slide, you know, our, our premium modules and our premium products are now the size and scale that we were when we went public 4 years ago. Just think about that. Like, we've built additional products that are growing faster than we were going public and are now larger. I think when we go back and think about when we launched our first product, maybe five years ago, we had this concept or this theory that we were going to do this different than everybody else. Like, you know, social listening existed, Premium Analytics existed, advocacy, all these things existed in the market, but they were very, very hard to get access to, right? They were built for the very high-end enterprise, the very sophisticated user, a lot of professional services. We took a very different approach. We said: Hey, wait a second. We think that these tools and these, these pieces of functionality, I think there's tons of customers that would want this, and we're talking all the way down into the SMB. And I think the approach that we took was, look, let's make sure that we can give this across our customer base. You can see this in accelerated, you know, attach rates. We are serving much more than a high enterprise with this. And the other part of this is we're just getting started. We only have 6% of our customers on two or more products. And so when we think about the billion-dollar kind of revenue target and where we're headed, we think that this is going to be a huge driver of this, right? These are really fast-growing businesses. We're solving more problems across our customers, and we're still very early in the adoption of these products. And then you layer in Tagger, right? You layer that into our, you know, sales distribution, you layer that into our go-to-market strategy, and we think this is a pretty, pretty big opportunity for us. and you saw this slide earlier, but I want to give you a little bit of math because I know everyone in this room, as soon as they see a slide like this, are quickly trying to figure out how do we get there. And so to kind of walk you through the $100 million, you know, ARR opportunity that we think, you know, we will get to by 2028. The way we came up with this is you take the average ACVs of Tagger currently, which are about 3 or 4 times Sprout, and you assume that that attaches at the same rate, but at a third of our current premium attach rate. So if we're attaching at 24% today, you assume a third of that attach rate to our existing customer base, and you get a $100 million business. So we don't believe that this is a very, you know, high bar. The sales team, like I said, has been super excited. The momentum we're seeing in this already, we talked about this at our last earnings calls. Over 50% of our enterprise RFPs ask for influencer marketing, and so we think this can be a pretty large part of our growth story over the next five years. And what does that mean when it shakes out in some of the numbers, and what's kind of the downstream impact of the rising ACVs, premium attach rates accelerating, the Tagger piece of our business? You're gonna continue to see the expansion in our 10 and 50K customers, and we believe that you're gonna continue to see momentum in these areas. It's a reflection of our move upmarket into the mid-market enterprise. You're also going to see us continue to scale that part of our business. This is a graph of our ARR mix, and you can see the recent acceleration of our mid-market enterprise over the last three or four quarters, and that's been the result of investments we made three, four, or five years ago. Like I said, we were building listening five, six years ago. We were building premium, you know, analytics at that same time, and now you're seeing the benefit of this. Like I said earlier, the product team is not building for next quarter. They're not trying to get something out the door that's gonna land the next four or five customers. They're trying to say, "Okay, if we've got 30,000 customers, how do we get 15,000 customers on this over the next 10 years?" And, and you're starting to see that as you look at the investments we've made on the product side, and then you couple that with the go-to-market strategy, and, and you can really see the acceleration we're seeing upmarket. And so what does that mean in some of the other data points that we give out? I think it's you're gonna continue to see really strong RPO growth. I think, you know, we've done 50% or more RPO over the last 11 quarters, and that's the result of landing these larger deals, expanding our existing customer base. You're starting to see this in moving month-to-month customers to annual to multiyear deals. And so this is another output of this move upmarket and the investments we've been making over the long term. The other impact is NDR. I know we talk about this a lot. We're currently at 109%, and if you think about the investments we're making, and you think about the momentum we're seeing in the mid-market enterprise business, we have a high level of confidence that over the long term, we can get to 120%. And that's gonna be a combination of a couple things. One the mix, like we talked about, we're moving upmarket, and, and the NDR of those, those customers are much better than the lower-end customers. We're solving bigger problems. You've heard all day the number of, of departments we're solving problems for. And so when we look out over the long term and say, "Hey, can we get to 120%?" Mid-market enterprise is already at 120%. We have thousands of customers that have already gotten to this point, and so we have very good insight, and we have a high level of confidence that as our overall customer base moves up into this part of the market, as these customers mature, as the market matures, and the sophistication level of our customers continues to grow, that the overall customer base can eventually get to this point. The last output of this that I wanted to make sure I covered, and we haven't talked a lot about this today, but I think sometimes it goes a little bit. I don't know, I don't think we I think we've done a really good job on this front, and sometimes it goes unnoticed, is that the other target we gave out is, you know, when we get to $1 billion of revenue in 2028, we also believe we'll be at $200 million of free cash flow. And I think Justyn gave out an interesting statistic earlier, which is, since the IPO, we've driven over 2,000 basis points of free cash flow margin in this business. So if I think about what we need to do to get to 20%-22% free cash margin in the next five years, we just have to do what we've been doing. Like, we don't have to change our strategic investments. We don't have to change the way we make decisions at Sprout. Sprout has always been a financially responsible run company, and then you layer in the fact that the unit economics of this business upmarket are so much better than the unit economics downmarket. We believe that this is a very attainable goal, and it doesn't require, like I said, a change in the way we run our business every day. And so really quickly, how does that break down by the different groups as we go from where we are today to the greater than 20%? You've got 900 basis points on the G&A side. You've got 800 basis points between R&D and sales and marketing, and those will kind of fluctuate year to year, depending on, Hey, do we see an opportunity to invest more in R&D over the long term? Do we see a more immediate, you know, investment needed in the sales and marketing? So I think you'll see us pull those two levers, and then you've got the gross margin piece of the business, and I'll get a little bit more on that. I've got a slight update on the longer-term forecast on gross margin as well, but we're seeing real scalability in the way we're building our infrastructure. Aaron talked about earlier, the way the product team, the engineering team builds the back end is always with a mind to the long-term scalability. Let's assume we're gonna have 100,000 customers on this platform, not another 100, you know, 100 customers, and so always, you know, driving efficiencies on the market side. And also, like I talked about, moving upmarket and this strategic change to focus on the best-performing parts of our business has kind of led us to this, you know, this transition phase. We're a year into this transition phase. We've talked about, you know, how do we get you comfortable with our move into the better parts of our business? And so over the last year or so, I think we've given out some stats that have helped during this transition, the core, the non-core, the sub K, 2K, greater than 2K. And I know that's helpful sometimes, but I think it's been a huge distraction, right? I think a lot of the times now, people get very confused with all the data points we're giving out, and I think we've gotten a lot of feedback from all of you. This is very confusing. So the way we're thinking about it now is, we're a year into that transition. We've updated our guidance to pull out all this low-end, non-core business. So the plan going forward is we're not going to give direct, you know, numbers around core, non-core, and K, you know, greater than 2K, less than 2K. We will give, for example, though, qualitative information, so you can keep track of how that business is performing. For example, one of the data points, you know, that we can share with you is, if you think about how that non-core business is performing, if you look at, you know, the way the Q2 net adds number one overall was a pretty big negative number, driven by, you know, the churn that we saw in the lower end of the market, you can expect the Q3 net adds to be even worse than that. And so what does that say? You know, you can infer from there that that non-core part of the business is performing pretty consistent with what we thought it would do when we pulled it out of our guidance. And so you can, you can expect us to give you those type of updates going forward. We also expect, for example, to continue to be negative in Q4, and then we do expect total customers to start to uptick and accelerate back in 2024. So I wanted to give you a little bit more context of how we're looking about the business going forward, and then I'll end with a couple, a couple high-level summaries. One, you know, hopefully, today we've done a really good job, you know, building your confidence in our midterm framework, the $1 billion of revenue, the 20% non-GAAP operating margin, and then the free cash flow margin. And I think the team's done a really good job laying out how strategically we're going to get there. We've shown you a lot of information, and so we feel really good coming into this investor day about our ability to execute against this plan. Then the last update is just a slight update on our long-term forecast. No change to operating margin or free cash flow margin, but just a slight change on, like I said, the gross margin side. We're almost at 78% today, so we're ahead of what we originally planned to be at. So you'll see a slight uptick over the long term on gross margin, relative, related to the items I talked about earlier on the way we're building the back end and the infrastructure scale we're getting. And so with all that being said, I'm going to call Justyn up here for some final thoughts, and then we'll bring up the rest of the team for Q&A. Yeah. Anything else? Yeah. Is that good? Cool. Yeah, despite the slide title, closing thoughts are just thank you all. Thanks to our team, performances were fantastic. But I'm gonna kill a little bit of time while we bring our team up for Q&A, and then we're happy to chat with you all. Jason, how much time do we have for Q&A? 30 minutes. Okay, cool. We're gonna have two mic stands. I'm not good at turning the mic on today. We're gonna have two mic stands. Rather than pass it around, you guys can just walk up to the mics here and happy to take your questions. Turn this on. Somebody can go first. I mean, it's a small room. All right. You can probably just shout your question. I'll be brave and kick us off. Through the webcam. Hey, DJ Hynes from Canaccord. Thank you guys for having us. Great presentations. Justyn, maybe you could talk a little bit about, like, sales capacity, how you feel like you're kinda currently staffed now as you look about the opportunities out there, right? You have this big Salesforce opportunity, you have the non-Salesforce enterprise opportunity. Like, do you have the resources to serve both at once? Do you have to kind of point your sales guys at certain opportunities today, and, like, how do you see that evolving? Any color there would be helpful. Yeah. So I'll give you a little color, and then certainly Ryan can fill in more here. I think, you know, one of the big changes that we talked about late last year and one of the really catalysts for the way that we're thinking about the part of the market and the part of the customer base that we're focused on and emphasizing, putting the emphasis on the parts of the market that are growing fast, great unit economics, great ROI, great return on the sales and marketing efforts, and less emphasis on the parts that didn't, right? And that gave us an opportunity to start thinking about shifting some of the resources internally. We had many talented people who were serving part of the market that just wasn't gonna be a priority for us anymore, and how we can think about applying that talent and those resources elsewhere, whether it's on the success side, on the sales side, et cetera, to be generating much more productive opportunities, much more productive new business. And I think we're already seeing that play out. Ryan may have more to add there. Yeah. I mean, I think the short answer is just the go-to-market motion is the exact same for us, whether it's with the Salesforce partnership, or anywhere else, that the motion feels the same. We lead with the product, we lead with the trial. Our entire team is enabled on understanding the entire ecosystem and the integrations that we have across a variety of technology platforms. And to Justyn's point, you know, as we were focusing in more on the more sophisticated customers, we shifted headcount internally as we turned the year and went into this year to make sure that we felt really great about the capacity that we had in places like mid-market and enterprise, and places like solution engineering that support the enterprise, and places like customer success, that we're supporting some of our larger customers. Feel really good about all those things. Joe and I spent a lot of time with our leadership team to make sure that we've got a great handle on just the productivity per person within those groups, and then the opportunities, obviously, as we move forward. We've been deep in planning for next year and just making sure that we've got all the right vectors that we want to grow into. Yeah, it makes sense. And then maybe ask a follow-up for Joe or Jason. So talked to a lot of investors on the name, like, a common pushback I get is like: "Hey, call me after Q1 2024 when we get through the quarter where we lap the price increase," right? I'm sure you guys have heard the same thing. Can you just kind of walk us through your current math and thinking about what Q1 2024 could look like? 'Cause I think that the net benefit to this year maybe isn't as large as you thought at one point, with some of the accelerated attrition at the low end, and then with price escalation coming in again next year. Just talk us through how you're thinking about that quarter and how it could move the numbers. Yeah. So can you is this, is this working while I'm talking here? Yeah. Perfect. All right. So, DJ, I think it's and we've talked a little bit about this last quarter in some of our meetings. If you look at the initial price increases that we were talking about with our customers, which was, like, high single digit, low double digit, and then, you know, you factor in, for example, the churn that we saw in the first half of the year in a big part of those customers lower end of the market that we tried to uplift The actual impact for 2023 is gonna be low single digit when you think of the impact of the actual price increase. What we can't necessarily factor in, which I think is something that was going to occur going forward, and a lot of the enterprise deals when they were coming up for renewals and we were talking about the price increase, was actually opening up a much larger conversation around, hey, instead of a price increase, what if I added five more users? What if I add Premium Analytics? And so, what, what has really been driving for us is this opportunity, especially upmarket, to have these broader conversations at these organizations. But the net net impact of the actual price increase is going to be not that big this year. And then, on a go-forward basis, you know, all our contracts now have this, you know, mid- to high-single-digit price increase in the contracts. And so, just like any other software company, when your contract comes up for renewal, this will be a normal part of the process. And, yeah, sometimes it might result in a price increase, but sometimes it might be as a result of, you know, adding social listening instead, and we'll keep your price the same. So, you know, you can expect, you know, to have a very, what I would say, like, not a material headwind going into next year, given where we are. All right. Matt VanVliet from BTIG. Thanks for hosting. I guess when you look at the attach rates of the premium products, it's, you know, they've showed that it's accelerated, but, you know, only about a quarter of your customers are still even using one of those products. So I guess two-part question: What, what is the right, like, long-term ceiling on what that looks like? And then second part, what's limiting the other three-quarters of your customers from taking on a product that presumably provides a lot of value? Yeah. So I'll start with the second half there, which is related a lot to some of the points I was making when I opened up today, which is just this understanding that even the businesses that are invested, even in a meaningful way in social, are still very, very early in what that's going to look like, what that ultimately needs to look like long term. So when you think about the part of our customer base that is far enough along where they can utilize things like Premium Analytics over the basic analytics that we offer within the platform, or utilize, like, something like social listening or advocacy or in the future Tagger, that's just going to be a smaller subset of our customer base that is at that level of sophistication. We've seen success and proven success in all of our segments. We've seen success with those in the SMB and enterprise, so that's not a limiting factor. We've seen it across verticals, et cetera. That's not a limiting factor. Are they ready for it? Have we done a good job demonstrating the value of it yet? Have we gotten reached in and found those opportunities within the organization? That's up to us to certainly execute. As far as how to size it, I don't think that we've shared any projections on what we think the ultimate attach rate will be, and a lot of that is just given the acceleration that we've seen, how our customer base, the mix shift of the customer base has been happening over time, et cetera. It's a bit of a moving target. But certainly, as you can see from the acceleration, and particularly when we think about the 6% of customers that have two or more, we see a ton of headroom there. And you're going to see that. Joe, I think, did a great job talking about how we see that rolling into kind of the midterm framework. We expect that to be a big contributor. And, you know, back to a point we made a couple of times, just incredible that these premium products, which are something that sophisticated customers need, four years later, is as big as our entire customer base was, gives us a lot to be excited about. All right. Then as you're looking at the Salesforce partnership, obviously, you know, even going beyond Social Studio is all pretty new, but can you give us any sense for, you know, since that partnership has come in, what percentage of your net new logos, maybe at the enterprise level, are using Salesforce? Now, maybe they don't come through that partnership, but, I guess, how do we think about the long-term upside of that partnership, and how often, you know, you're already seeing some of the benefits of the product integration, whether you've sold it that way or it's just the way the customers, you know, have already purchased software outside of it. And so how that rolls into a constant demand cycle here of, you know, building it into both Marketing Cloud and Service Cloud in particular, and what that can mean for, you know, that partnership long term? Yeah, I'm happy to start off, and I'll let you two handle the modeling questions. I mean, I think from an opportunity and demand perspective, Salesforce's ecosystem, Salesforce's customer base is absolutely massive. I think the number is somewhere around 200,000 customers today that have Salesforce products. And as I mentioned in the presentation, we see more than the Social Studio opportunity. You know, we specifically went and built against the Service Cloud opportunity, building natively into the Service Cloud console. We just recently, this summer, built the integration into the Marketing Cloud. We've got the integration into Tableau and Slack. We really want this to be for any Salesforce customer, regardless if they use Social Studio or not, that Sprout is the very best option for them because it gets them to the full 360-degree view of the customer. Without the social data, they're missing a big part of the picture. And so we've seen this continue to be valuable for us in any conversation, especially with these folks that have anything in the Salesforce tech stack. It's changing the conversation, right? And to the question before, this is why we're enabling the entire go-to-market organization and understanding the integrations that exist and the value that these customers get. Now, the obvious ones, obviously, we've talked about the Service Cloud and the Marketing Cloud. The ones that probably don't get enough airtime are the integrations into things like Tableau and Slack, and you think about how these integrations build into the workflow for these organizations, how it builds into the data for these organizations. And so there's a lot of upside there as we execute. A lot of that is making sure that the customer base knows that these exist. This is why you see us at all these Salesforce events, and it's also making sure that we're in front of the entire go-to-market team for Salesforce. Yeah, and then just a data point on the ad standpoint. We've kind of talked about this a little bit. When you look at the gross number of customers we're adding every quarter, the Salesforce customers are probably less than, a little less than 10% on average, is what has been averaging. So, you know, obviously, a solid number of customers adding, but nearly not the lion's share of the customers we add every quarter. Andrew DeGasperi, at Berenberg. Just had one question on, I think both Aaron and Justyn addressed this in terms of the social media companies evolving. I guess, like, some of these social media companies are trying to become super apps, like adding new capabilities and payments, for example, like becoming WeChat, X, as an example. But I guess, number one, when you talk about the expansion of seats within these customers, is that part of the strategy? And number two, do you need to add any capabilities to address that opportunity? Yeah. Yeah, it's a great question. I think certainly theoretically, the more that business and life is happening in social channels, the more value there is for Sprout, the more value we have for our customers. How they get there, which opportunities they choose to tackle, in what order, and who ultimately wins in those opportunities, I think we're a little more agnostic to, right? But the idea that we may see more traction with social commerce is an area you've heard us talk a lot about, or payments, or any of the other things that some of these folks have mentioned aspiring to. That all creates new workflow, it creates new conversations, it creates many, many things and many data dependencies, that we will then, in turn, help our customers with. And so as those use cases evolve and develop, as those platforms develop more capabilities, we'll have a role in that, and some of it will be product development, around that. We're very thoughtful in making sure that we're building against things that have practical value for our customers, at the right times, and you can continue to expect that from us. But, seeing them expand the use cases, expand the utility within an organization and a brand, coming out of and through the social networks is a very positive thing, from our perspective. Thanks for the question. A bit of an offshoot of that, too, that I think it's important to note. We've talked about this in the past. I think it's relevant to this question. You know, we look at TikTok, right? TikTok's one of the more recent ones that became part of our platform and available for customers. But the reality is, TikTok was actually engaged with Sprout a year before any of the APIs were built or we went live with the product. And they were in the background, spending time with our product teams, understanding what we were delivering for brands, what brands were asking for, what needed to go into the API. And when they turned around a year, year and a half later, and made the APIs available from a marketing perspective for publishing or from a, a care perspective, from comments, or from an analytics perspective and getting the data, Sprout was one of the first companies, a handful of companies, live on all that functionality, the same day that TikTok gave us the ability to go live. And so we see this as a huge competitive advantage because of the way that the product team has architected the platform and our ability to turn these things on for 30,000+ customers the moment they're available. Clarke Jeffries at Piper Sandler. Great to see all of you. You know, one of the things that came up in terms of long-term drivers was pricing and packaging, and maybe to just dovetail on what we're kind of talking about, is there anything new in how you're considering packaging for upmarket? I mean, it, you know, pricing as an escalator could be one way, but I'm trying to think about if you're at the point where you're doing nearly $100 million with premium products, whether you've had a, maybe a new way of framing packaging, especially. Because it seems like a lot of this context is if you're the system of record and you're interacting with a lot more of these personas, you also don't want to be, causing friction with a seat-based pricing model for that adoption. Yeah, yeah. So, was there anything embedded in the packaging comment? Yeah. So, there's not gonna be anything reflected in the things that we shared today, but that's different than what's happening, right? And what's happening is pricing and packaging is a constant conversation. It's constantly evolving, particularly in the enterprise, where very few of those deals are happening off rack rate, whether it's the base plans, et cetera, the number of seats, et cetera. We're building, partnering with our customers there to figure out what the right opportunity is there. Is it enterprise-wide? Is it for department level? Is it for certain products, et cetera? And the enterprise and mid-market team have opportunities to do a lot of that sort of iteration and understanding how are they using them, how are they thinking about the value, and how can we match our values, how they're thinking about it, or match our pricing, how they're thinking about it. So there's a lot of that already happening, whether it's been formalized or not. But on the formal side of things, we've got a handful of folks in the organization who talk about this on a regular cadence, are starting to think about interesting ways that we could be packaging these solutions. Should we be packing some of the modules together? Should some of them have different pricing levers than others? So those things are always up for consideration. I think we certainly had our hands full with the pricing changes late last year. Good to be able to digest that and now think about what the next iterations are moving forward. Yeah. Second question is just about international. Anything near term that could change there, or do you think of that as an evolution of building your own go-to-market internationally? Any way to think about maybe, you know, assistance from the Salesforce partnership for specifically international, that might be an accelerant or a change to just the normal organic go-to-market being prepped there? Yeah, I mean, we're making some key investments in that market that will continue to pay dividends for us. We've hired some amazing leaders, one, to head up EMEA sales, last quarter, and then two quarters ago, a GM for APAC. We're already seeing the impact of having that level of talent within our team. Both of those team members also have Salesforce experience, so the relationship and network back into, you know, the European head office, across Dublin or London or, you know, Singapore and Sydney have been great opportunities for us, getting us closer into the partner ecosystem for Salesforce, as well as the direct sales team for Salesforce. So those things are certainly going to be good tailwinds for the business. And then we're gonna continue to look for really good partnership opportunities that exist with them in the market as well. There's a very small part of that in the Tagger business that I think is gonna give us some ideas on some places that we may wanna invest from a partnership perspective. So, all this has been sort of reflected in the models that we've given you, but we feel really good about the opportunities in front of us with those investments. Thank you. Hey, guys. Nick Zangler at Stephens. Hoping you could check some math for me. So on the Tagger side, I think what I'm backing into is you're saying that the Tagger is about a $30K-$40K product or ACV there. I think that backs into maybe 150-200 total clients as it stands now for Tagger. So obviously, a huge upsell or cross-sell opportunity for you guys as you bring that in. Maybe can you just talk about who is utilizing Tagger right now from, like, a size perspective, like, what kind of brands and businesses utilize it? And maybe is it even more better positioned for companies within a certain vertical, and you're seeing more of that? Just any further help on the Tagger piece is greatly appreciated. Thanks. Yeah, happy to. So one of the things we really liked about the, the team and the product was there was a ton of utility and engagement across mid-market enterprise, so a lot of sophisticated customers. When you think about where we see the big market opportunity, that's where Tagger was playing. That's where they were spending a lot of their time. They're still a relatively small company, but great product, which we got excited about. Great tech talent as well, which we got excited about. We're already seeing it, as Joe and Justyn mentioned, in terms of the opportunity to help them sell within the current funnel, right? With the credibility and the brand of Sprout and the additional core products for Sprout coming alongside of it, as well as the cross-sell opportunity, where we've got 30,000 customers. A lot of those customers are in the mid-market enterprise and are very sophisticated and would be a great fit for Tagger. So we're seeing those opportunities today. There's a lot of the verticals and industries that you would expect to see to be interesting with an influencer, like retail, obviously, is gonna be in there, anything that's in the sort of B2C world. But Jamie mentioned it before, like, we're seeing B2B brands coming in and looking for feedback on how they can take advantage of this opportunity. One of the things that the Forrester analyst talked to us about last week was that one of the, the number one demands in terms of their time was influencer strategy for the biggest brands in the world, trying to figure out, how do we approach this market? What should we be thinking about? How much should we be investing? What technology platform should we be investing in to properly do this? So we see a lot of opportunity across our entire customer base there, across a lot of industries. And, you know, it, it's funny, as we're looking at the lead gen that we're creating right now, similar to Justyn's comment about the big enterprise company that years ago we used to use as an example, that would never do business with us. Some of the brands that you're seeing that are investing in influencer would surprise you. Companies that are forward-thinking are looking at this as an opportunity to really have a competitive advantage, so that there's a lot of cross-sell opportunities in front of us. Hi, this is Eliza. I'm from Elizabeth Porter at Morgan Stanley. Thank you for the question. I wanted to ask on your perspectives on market penetration, particularly upmarket. You cited that enterprise was growing 50%+ year-over-year in the most recent quarter. So curious, when you're landing with some of those larger customers, how much of that is greenfield versus a displacement, and how much white space is still there? And if you are replacing someone, who do you tend to see? Thank you. It's a good mix. You'd be surprised how much is white space, I think, oftentimes, and maybe we're not that surprised if we look at the 5% stat that Justyn showed. But for a lot of the enterprise customers that we're spending time with, you might see, you know, one or two departments that have invested in social, but other parts of the group have nothing or it's very dispersed across the organization. And so these are great opportunities for us. We love it when we see our competitors within the space because it tells us that this customer invested at some period of time, that they have people behind this initiative, that they've got challenges within the marketplace. The opportunity to disrupt our competitors is a massive opportunity for us, and we feel really good when we walk into any account that has a Sprinklr or a Khoros or Hootsuite, which tend to be the ones that we bump into the enterprise space. There's a healthy mix of customers that have products that have not been delivering for them and/or they have products in one part of the business, and there's a much bigger use case that they need to solve for. Where we get really excited, where the team is very excited to see opportunities where we can go in, displace, but also look at the entire enterprise. It might have been a marketing-specific initiative with the marketing team, but how is this customer thinking about customer care? What are they doing on the customer care side? And the beauty of social is it's all visible, it's all transparent. So one of the best weapons that our team has is they will go to the social channels for a customer, and they will look at how fast or slow these brands are responding to customers. They'll look for viral moments where a customer issue exploded and the team took three days, five days, didn't respond at all. And so we'll surface those insights back in so that we can grow the opportunity base. And then, obviously, on top of that is all of the massive data that exists that could really unlock a ton of insight for companies, and the majority of the companies are not really tapping into this today, and we think that we have a really great opportunity and position to be able to help them. I think we've probably got time for one or two more. All right. Hey, Josh Riley, here for Needham. Quick question regarding the, you know, acquisition and integration of Tagger into your product set. Are you guys anticipating any shift in your go-to-market strategy, or has it kind of been a seamless, you know, plug-and-play similar to your other premium products? And then additionally, when it comes to the international opportunity, how do you view Tagger in the overall influencer market, on a go-forward basis? Thanks. Yeah. I mean, there's a little bit of a shift in the go-to-market, only because we're bringing on a whole new team that had their own go-to-market motions in play, but it's actually worked pretty nicely so far. Our team actually was out with the team last week, doing a bunch of work from a sales and success perspective. We've been really impressed, especially on the success side, on the things that they've been doing to get customers up and running and how deep they are embedded within their customer base. And from a sales side perspective, the sales team that's come over from Tagger, I think, has been enjoying the amount of lead flow that they've been getting from the Sprout customer base, as well as the credibility when they're showing up with the Sprout badge. And so, you know, as we move forward, we're gonna look for ways to approach this similar to how we did it, you know, years ago, with Simply Measured, when we acquired that company. There was a period of time where, you know, we were working together to learn the business from a customer or marketing perspective, a sales perspective, a customer success perspective, and an implementation perspective. And then, over time, we enabled the entire organization to go at the opportunity together. And so those things we expect to happen over the next couple quarters. But right now, we're really just learning each other's businesses, and I think as we look forward, you can expect very similar go-to-market strategies and execution as we have today. And then in terms of Europe and international, for a small company, they have a decent footprint that way. And, and, you know, as we look at the TAM, and we've done this before we went public, we looked at the international opportunity as big or bigger than the U.S. opportunity. And they've already started to win some customers across the globe. And so, our teams in EMEA and APAC and LATAM are all getting enabled on these products right now and in conversations just like the North America team. That's a decent segue to the people that have spent most of the time working with the Tagger team and working on the go-to-market function are here with us as part of the extended leadership team that you'll get a chance to interact with here for the I don't know if we're calling it dinner, happy hour, whatever it is, would love to spend more time chatting with you. Look for the two tallest people on the Sprout team. They're both on the enterprise team. We've got a lot of other folks that we're excited to give you a chance to meet and look forward to any other questions, and getting back together here in a month or so to talk more about Q3. Thank you all very much for your time. Thanks for being here. Thanks for the support, and we'll catch up here shortly. Thank you.