Good afternoon, everyone. Thanks, Richard, and I'm gonna start launching into our. Before discussing earnings, I wanna express our sincere thoughts for the people of Ukraine and hope that there's a peaceful resolution to the conflict as soon as possible. Our report today is a tale of two cities. First, we experienced challenges in monetization that negatively affected revenue in February and March and will persist through the third quarter with minimal impact on the fourth quarter. Second, we continued to perform very well in Create, both with our gaming customers and with our non-game digital twins business, where we saw meaningful growth, a trend we expect to continue. For the total company, revenue of $320 million was up 36% from a year earlier and came in at the top end of our guidance range. Upside to the forecast in Create was offset by challenges in Operate's monetization business. Non-GAAP operating margin of minus 7.2% improved 280 basis points from the first quarter of last year as we continued to invest in innovation for the large opportunity in front of us while improving non-GAAP operating margins. I'd like to address our Operate business first. Operate started the year strong in January, but then significantly slowed down in February and March. This resulted in first quarter revenue of $184 million, an increase of 26% year-on-year. While there are external factors to consider, the Operate challenge is mostly caused by internal factors in Unity Monetization in an otherwise healthy market. We see these challenges as temporary and not structural and do not expect them to impact future prospects of our business beyond 2022. The most succinct framing for the challenges we are facing is that we built more for growth and less for resiliency. Following years of rapid growth and working through the challenges of Apple's privacy changes, we got hit hard by two issues. The first was a fault in our platform that resulted in reduced accuracy for our Audience Pinpointer tool, a revenue-expensive issue given that our Pinpointer tool experienced significant growth post the IDFA changes. The second is that we lost the value of a portion of our data, training data, due in part to us ingesting bad data from a large customer. We estimate the impact to our business of approximately $110 million in 2022, with no carryover impact to 2023. Luis will provide a more granular update to our guidance in a few minutes. Here, I will provide a deeper explanation of the specific revenue impacts. First, we have the direct near-term impact resulting from the two issues I just mentioned, affecting the first and second quarter. Second, we expect a recovery to go through steps in sequence, data rebuilding, model treatment, and then revenue recovery as our customers scale up further on Unity Monetization. Third, as a consequence of reprioritizing work in our teams to thoroughly address the resiliency and data training issues, we delayed the launch of certain revenue-driving features such as mediation, header bidding, and new releases for Audience Pinpointer versus our original plan. We understand the problems, and we're well-advanced in addressing them. We are deploying monitoring, alerting, and recovery systems and processes to promptly mitigate future complex data issues. We are strengthening and innovating our Audience Pinpointer product, and we are already scaling Unity Mediation. Once done, we should be ahead of where we were at our very best. We have the right strategy to address today's challenges, and we have the right talent that has overcome many challenges in the past and come out ahead. We are on it. None of this takes away from our fundamental competitive advantage with Unity Monetization. The advantage is based on the fact that a strong majority of games are built with the Unity engine and analytics. We have proprietary data and insights coming from our reach to over three billion monthly active users feeding our contextual models. We have deep context about gameplay, what players like to play, when and how they play games. In gaming, this data has proven to be the most relevant for advertising. We have strong conviction in the long-term strength and growth of the in-game advertising business. First, the games industry is the largest and most engaged audience of any form of media today, with more than four billion monthly active users that we expect will continue to grow in scale and engagement. Second, less than 3% of players pay for their games, so an ad-supported model that is based on performance outcomes will always be a major part of the business model for game developers. There remains substantial opportunity for increased ad exposure in gaming. As a comparison, TV has approximately eight minutes of ads per hour of prime time. In comparison, we estimate that gamers see an average of four minutes of ads per hour of gameplay. Third, and as we've proven for years, in-game advertising works. Based on this understanding of the gaming ad durable competitive advantage, we believe that Unity monetization is an attractive, growing, and durable business for the long term. To close the Operate discussion, we're very excited about Unity's Gaming Services, or UGS, going into general availability by July. UGS is our self-serve cloud platform that enables developers to operate and optimize their games and includes our multiplayer business. Since its beta launch in October, we've seen more than 74,000 organization sign-ups with over 68K completed, which is more than a 90% conversion rate. We already see that 30% of those new users are leveraging multiple products within the system. We are encouraged by these early adoption signals and feedback from our customers. Moving on to Create. We are very pleased with the momentum of our Create business, not just this quarter, but the momentum we are building with our customers. Create delivered a very strong first quarter with $116 million in revenue, an increase of 65% from last year's first quarter. Our progress in Create is deep and broad as more creators in more industries adopt real-time 3D. In March, we shipped Unity's 2021 Long-Term Support version of our editor. This version delivers powerful improvements to creator workflows. A great example is our integration of Visual Scripting that enables creators to make content without having to write a single line of code. We added new rendering capabilities across all devices through our Universal Render Pipeline, and we enabled higher fidelity graphics across devices with our High Definition Render Pipeline. We shipped numerous improvements to developer workflows, focusing on performance and iteration time, reducing the time to create. We have added new features to our world-building tools and enhanced artist-friendly tools like our powerful VFX Graph, Shader Graph, and Cinemachine tools. We expanded our already world-leading platform support, adding in Google ChromeOS as a platform, and we added Apple silicon support for the editor. We are focused on constantly improving our tools for real-time 3D creators of all types. In fact, just today, we shipped the latest release of the 2022 tech stream, enabling game customers that are early in their production life cycle with more tools for editor extensibility, productivity, platform optimizations, rendering capabilities, performance insights, and other key new features. Unity is the leading tool and service for game creators of any size to deliver their ambitions. The flexibility and multi-platform capabilities we provide are often critical unlocks for our customers in allowing them to deliver against their own vision. Let's start with our game customers. Here's a few interesting examples. Zenith: The Last City by Ramen VR has been a runaway hit on virtual reality. This title is a multi-platform, massively multiplayer online role-playing game for virtual reality, where players explore an anime-inspired world on Meta Quest, Rift, PlayStation VR, and standalone VR devices. Ramen VR relied on Unity for our VR capabilities as well as our advanced data-oriented technology stack or DOTS. Based on their success, they are now growing their team to bring the game to even more platforms, including PC and web. This is something we see frequently with our Unity game customers, where our facility with multi-platform capabilities enables creators to find success and rapidly expand to more users and devices. Another exciting title on DOTS and shipping this quarter is Syberia: The World Before. The fourth edition of the Syberia series, it launched to critical acclaim for PC, PlayStation, and Xbox, and soon on Nintendo Switch. This title boasts huge and varied environments in more than six hours of stunning cinematics made possible by utilizing our High Definition Render Pipeline. Many large publishers use Unity to create and sustain mobile versions of their games. This quarter, two great examples of this. Angry Birds brought back Angry Birds Classic to mobile app stores using Unity to relaunch this treasured game and easily make it work across multiple modern devices. Ubisoft used Unity to deliver incredible visuals and fast gameplay in Rainbow Six Mobile. One final example, back to virtual reality. StatusPRO unveiled the first true NFL football game for VR with NFL PRO ERA enabled by Unity. These are just a few examples of the thousands of Unity games that launched on console, PC, web, XR, and mobile this quarter. Moving on to our work with artists. We are focused on delivering the most important tools for creating in 3D, whether in media and entertainment, games, or digital twins. In January, we officially transitioned the incredible team from Weta Digital to Unity, and since then, we have been making significant progress in three specific areas. First, we continue to push beyond the edge of what is possible to deliver in visualization and simulation. We bought Weta Digital not just for a great set of tools that have been developed over the last 20 years, but specifically for their incredible experts in what they would do next. As you may have seen with the trailer for Avatar 2, released on May sixth, these tools continue to set the standard for the art of the possible. Second, we are focused on building the framework for interoperability required to deliver these tools for more artists and for more use cases. In support of this, the team has been developing an end-to-end USD-based workflow, the first of its kind, replacing Katana-based workflows, while we've also been involved in the USD spec to support performant procedural data primitives, as well as physical camera and light standardization. In addition, we have been working to deliver a cloud-based render solution for the pipeline, delivering millions of hours of render time to Wētā FX per week. This is foundational work in building critical capabilities for artists and new revenue streams for Unity. Finally, we are focused on the work to bring these tools to real time. We will be talking about some of these steps in this area at SIGGRAPH in August. Beyond Weta Digital, our art tools like Ziva and SpeedTree continue to make rapid progress. In Q1, we shipped SpeedTree 9 and Ziva VFX 2.0, delivering more capabilities in both games and media entertainment. We see significant traction with these tools in games like Halo Infinite and movies like Dune. Users of our Ziva dynamics technology and winners of 6 Academy Awards, including the Oscar for best visual effects. Keep an eye out for those sandworms. One more note on Ziva. In the first quarter, we received more than 8,000 signups and a multitude of cloud uploads for our beta of Ziva Faces. This service enables artists to use advanced machine learning models and massive data to train meshes for full expressiveness instead of requiring teams of artists to spend weeks doing manual rigging. This is an extraordinary result that speaks to our goal to make 3D art in media, games, and everywhere ten times easier, ten times faster, and ten times cheaper than it is today. We have more work to do, but we're gratified to see all this early traction. Moving on to digital twins. Our business continues to expand in 2022 with nearly 3,000 customers in this space. Our digital twin customers are spending more time with us as we land and expand to drive tangible outcomes with real-time 3D across the enterprise. This quarter, we closed 34 deals above $100K, up 126% year-over-year and up 13% quarter-over-quarter. Unity is being used in construction, commerce, manufacturing, advanced simulation, and much more. We are seeing broad-based adoption of these tools from companies like Mercedes-Benz. Unity is partnering with Mercedes to power the infotainment domain of a new operating system called MB.OS. MB.OS is a fully comprehensive architecture covering electric and electronic hardware as well as software to hit the road in 2024. It will be seen in the VISION EQXX prototype vehicle. As part of our partnership, we're also upgrading the Hey Mercedes personal assistant intelligence and interactivity into a 3D STAR avatar that'll be more akin to a digital butler. Additionally, the MB.OS system will allow for 3D navigation that can zoom from satellite view down to 10 meters. It will also account for what time of day it is, ensuring an accurate real-time 3D display. In March, we announced how Zutari is changing the way that large-scale solar projects in South Africa are designed, created, and operated. Zutari is using Unity's real-time 3D development platform to automate large-scale solar photovoltaic projects to reduce the time required to develop design-level insights and decrease costs. Not only does Zutari complete sun tracking and shading for each solar panel, but they also optimize solar sites to optimize the number and position of the panels installed in order to increase output, all within Unity. Zutari is also using Unity to explore additional sustainable energy facilities. During Q1, we also achieved customer wins with our digital twin solutions across several new categories. From one of the largest energy companies in the world that is deploying our digital twin products across the enterprise to run their own downstream operations more effectively, to an iconic luxury brand that is leveraging Unity to bring to market a differentiated digital experience that can only be done in real-time 3D. Lockheed Martin is a model example of land and expand in action. Our first project with them started in 2017 when they bought a few seats for design visualization. Within 12 months, they had deployed 132 licenses to develop more interactive experiences for product development. five years later, Lockheed has nearly 500 licenses across nine business units for multiple use cases, including simulation, training, and guidance and collaboration. We're also making a difference in enabling how creators work. Parsec and SyncSketch are becoming critical tools in the hybrid work world. Creators need effortless access to high-fidelity workspaces and the ability to collaborate regardless of their location. The average time spent on Parsec per Teams customer is more than 27 hours per week. This is what hybrid work looks like. Creators shift back and forth between direct access to powerful machines and remote to virtual access, all without skipping a beat. The fact that we see incredible numbers in growth and such high sustained usage is a signal of the future that creators deserve. As you can see, we are making good progress enabling creators across industries to adopt real-time 3D. I've never seen such a global surge in creative innovation in my career, and we are honored to be powering much of it. We see innovation in gaming, AR and VR, and in many non-game verticals across thousands of projects that are created and launched on Unity every day. I want to reiterate my expectation that Unity will sustain and sustainably grow revenue at or above 30% per year over the long term, even as we gain scale. I say this in full recognition that we're presently experiencing a self-inflicted challenge with our monetization business that we expect to correct, learn from, and build a more resilient platform for the future. We expect to drive 30% revenue growth while achieving strong levels of profitability. The $110 million revenue impact on our revenues this year hurts. We've been deeply considering ways for us to realize our vision on less, more focused spending. We can. We can make Unity a stronger company with this tighter focus, and with it, a faster move to profitability than we'd previously promised. We remain hugely focused on the long term, and these adjustments will make us stronger and leaner as we lead to the future. Luis will provide more details on this shortly. When I say focus on the long term, this is what I mean. Unity's Operate business lives in an exceptionally large market. We have a material data advantage in our monetization business, continue to gain share with UGS, as well as our hosting capabilities, and believe we are more focused on gaming than our competitors. These are real advantages. Unity Create is now hitting at an inflection point that we have long anticipated. We are not only growing our gaming footprint and take rate, we are seeing strong adoption from industries beyond gaming. The tech industry sees waves of innovation, from personal computing to internet, cloud, online retail. Today, we're in the foothills of another big wave. This time, the way people interact with digital content. We call it interactive real-time 3D. Others call it spatial computing, or more recently, the metaverse. Whatever it's called, it is different, it is more engaging, and it is inevitable. We are beginning this journey with substantial market share leads. Over nearly two decades, we have built a strong product and engineering-oriented team and business model that has let us earn the industry's larger developer footprint by a very wide margin compared with others in the space. We are selling into large and growing markets. Our original core market of gaming could double to $300 billion in five years as it touches most people on Earth. Our opportunity in the gaming space is not just to double, but more like 5x-10x as we grow into the largest user group artists and build out more ratable consumption-based segment, our SaaS subscription. Meanwhile, other industries are just catching on. We have exciting momentum in digital twins, which boil down, will basically be the real-time digital replica of most places, objects, and persons on the planet. When I look at projects in our development pipeline, I see more opportunities with the potential to scale to multiple billions in revenue. Non-gaming verticals have now gone at Unity from theory to early traction to scaling. We have to execute to earn our future opportunity. The challenges we discussed today will be addressed and resolved. It is not an industry or sector issue. We are well underway towards recovery and building an added resilience and redundancy. Since all of you on this call have to publish your models, the question becomes exactly when Operate will recover and what that trajectory will look like. It is always harder to forecast a change in trajectory than a continuation of one. Our guidance reflects our best estimate of that curve. With that, let me turn the call to Luis. Thank you, John. Let me frame a few considerations to understand the first quarter financials and balance 2022 guidance. The challenges that John described for Unity Operate business negatively impact our first quarter results and are expected to negatively impact our business in the second and third quarters with minimal impact to the fourth quarter. I will provide further details in a minute. In the first quarter of 2022, we delivered revenue of $320 million, up 36% year-over-year. Create performed strongly with revenue of $116 million, up 65% from a year ago. Operate softened with revenue of $184 million, up 26% year-over-year. Strategic partnerships and other delivered $20 million in revenue, up 11% from a year earlier. We delivered at the high end range with Create's overperformance partly offset by softness in Operate. We continue to make progress in expanding our business and adding new customers to the Unity platform. At the end of the first quarter, we had 1,083 customers with trailing 12-month revenue above $100,000. This compares to 837 customers at the end of the first quarter of 2021, an increase of 29% year-over-year. In addition, we delivered another strong net expansion rate of 135% on a trailing 12-month basis. This compares to a net expansion rate of 140% a year earlier. Our performance was fairly balanced by region, with year-over-year revenue growth of 30% from the Americas, 34% from EMEA, and 47% from Asia. Our non-GAAP gross margin was 76.2%, down 210 basis points year-over-year, mostly as a result of including the additional engineers supporting WetaFX in cost of goods sold. Excluding this impact, non-GAAP gross margin would have been down 70 basis points year-over-year, mainly due to mix. Non-GAAP operating expenses in the first quarter increased 29% as compared to the first quarter of 2021. This compares to 36% year-on-year revenue growth. Our sales and marketing expenses in the first quarter include the cost of the in-person Game Developers Conference, which we did have here. Non-GAAP operating margin improved from -10% in the last year's first quarter to -7.2% this quarter. Cash flow from operations was $101 million, which includes Wētā FX $200 million subscription payment covering four years of license. We had 348 million fully diluted shares at the end of the first quarter and 5,864 employees, up from 4,389 a year ago. Moving on to guidance. Our original revenue guidance for the full year of 36% year-on-year growth at the top end of the range consider fairly even growth in each of the four quarters. As John mentioned earlier, the challenges we're having now with monetization represent a substantial short-term headwind to our revenue growth. We quantified this headwind at $110 million, with roughly 60% impacting the second quarter, 30% impacting the third quarter, and 10% the fourth quarter. The recovery substantially rephases our year from being fairly even quarterly year-over-year growth to a year that is both front-loaded and back-loaded. For the second quarter, we expect revenue of $290 million-$295 million, representing growth of 6%-8% from last year's second quarter, which was our strongest quarter last year with 48% year-over-year growth. For the full year, we're lowering our guidance to $1,350 million-$1,425 million. This implies 22%-28% year-over-year growth. We're widening our guidance range to reflect different speeds in the monetization recovery. As mentioned, our modeling assumes partial recovery in the third quarter and to be largely back to our prior trend line in the fourth quarter. With our revenue coming down for the year, there is, of course, an impact on our operating margins. This is not new to us today. While we believe Unity has massive opportunity in our future, we also think we can realize our vision with less spending. We have looked hard and can reduce our spending by over $100 million versus our internal plan. We believe this will make us a stronger company, short and long term. These savings will not have much of an impact in our second quarter, but will have a substantial impact on the second half of the year, such that we believe we will achieve profitability in the fourth quarter of this year, which is sooner than previously communicated. We expect to be profitable for the full year 2023. As a result of the slowdown, we expect non-GAAP operating loss in the second quarter between $62 million and $64 million. For the full year, we expect non-GAAP operating loss between $60 million and $75 million. We continue to invest to capture the large opportunity in front of us as we lay the foundation for the next 15+ years. Yet we have adjusted the pace of our investment, given the slower revenue ramp, to protect our margins. We expect 350 million fully diluted shares by the end of the second quarter and 356 million fully diluted shares by the end of the year. With that, I will open the call for questions. Great. Thanks very much. We'll go around, as before. We'll call on the different analysts and if we have time, we'll also do virtual hands up. Why don't we start the first question, Kash Rangan from Goldman Sachs. Do you have a question? Sure. I don't know if you can see my video. No. Okay. Audio is fine. Thank you so much for all the perspective behind the issues in the quarter. John, my question for you is, can you talk a little bit about the cadence of Apple's privacy changes, starting from when they implemented it to today and what impact that might have had on the Pinpointer tool? In regards to that, if that is the correct hypothesis, what remediation tools are you offering to offset that headwind? Also maybe it's a little bit looking out, but as you look at the WWDC, if they were to make further changes by making Private Relay a default option, how are you prepared to handle any potential impact from that? Thank you so much. Ingrid's on with us today, but I'm gonna give you one quick headline. Sure. We were well aware of Apple's plans when we provided our original guidance, so the change in guidance is not based on a changed understanding of what Apple's doing. Ingrid's here, it's her business. I will let her address your questions more specifically. Ingrid? Thank you. Yeah. Hi, Kash. Just want to be clear that the issues that John outlined today is not as a result of iOS 14 impact. Those are two different issues. As for iOS 16 and the outcome there, you know, we've seen several media stories that speculates what you just mentioned, that further privacy changes could be coming in iOS 16, and that Private Relay could remove the use of IP addresses. However, Apple has not announced any details, and today we are actively working to make sure that our systems are ready for SKAdNetwork and prepared for the different possible outcomes to address any changes in the privacy landscape. Great. Thank you so much. Great. We'll go to the next caller, Matt Cost at Morgan Stanley. Matt? Great. Thanks. Thanks for taking the questions. So when I look at sort of like the cadence of growth that's implied by the new guidance, assuming it kind of accelerates as we move through the year, it's something maybe like from $295 million in 2Q, maybe adding $50 million, then maybe $100 million in 3Q and 4Q to get to the high end of the full year guide, just round numbers. I guess when we think about what precipitated the issues with Audience Pinpointer earlier in the year, what gives you confidence that that pressure will abate so quickly and you'll be able to step up kind of so rapidly over the course of the second half of the year? And then I have a follow-up. Thank you. Sure. I'll take a high level. Ingrid, you may wanna add some value to this. It's up to you or for Luis. We spent a fairly substantial amount of time, as you might imagine, understanding exactly what happened. We've got, you know, deep insights into each of the component parts. It gets divided over correcting problems that we're in the process of completing. We're well through a fair amount of the work it takes to address the problems we've outlined. One of the things to keep in mind as well is for the past years, we've been meeting or exceeding our numbers, and a major part of that is attributing revenue to new features and new performance enhancements. We've been very good at that. The corrections are like the inverse of a performance enhancement, and we still have the feature map that we've always had. It's really just drilling down and doing what we've always done for our forecasting, but this time around, if you will, it's almost like a feature to correct the problem because it has the same impact. The value of an install is more carefully and correctly understood. You know, reaching more users through our Pinpointer tool is another example. We know how that math works. Ingrid, anything you might wanna add? Yeah, Matt, this is the nature of machine learning-based products. We expect our recovery to go through several steps in this sequence. The first is data rebuilding, the second is model training, and this is an iterative process that will drive better performance. The third, as our customers experience these improvements, they'll scale up their spend and monetization with us. We will then see the impact on our revenue. These changes incrementally built upon one another as each step in this progression is the foundation for the next. Look, we're building this business for the long term, because we truly believe in this sector. The games advertising market, as John mentioned, will continue to grow. We have highly engaged players and professionally created content. This will always be attractive for advertising. We know what we need to do to address this temporary challenge, and we need to go through the motions to ensure the solid foundation. Lastly, what I would mention is that, you know, the beauty of this business is that no customer is ever lost, and the sales cycle is short. For many of these developers, Unity has enabled them to achieve their vision and build a business that they have today. We have built a trusted brand and a reputation over the years such that when we deliver value, we are confident that they will scale up their business with us again. Great. Thank you. Just on Operate, I think in the prepared remarks you mentioned basically an idiosyncratic issue in one Q in a market that is otherwise healthier or stable. I forget the exact wording. I guess when we think about your expectations for the growth of like, you know, the mobile game advertising market through the end of the year, you know, are you assuming relative stability through the end of the year? Or, you know, is the market backdrop that you're imagining, you know, in your guidance, including any impact of some macro weakness potentially? It's always difficult to be exactly precise on, you know, what happens in the macro world. There's arguably more going on in the macro world today than there has been in a long time. I don't see any long-term impacts on engagement and the overall health of the monetization business, you know, writ large or writ small onto Unity as we recover. We're expecting relative stability. Let me give you a little bit of a, my long history in the game industry. Through virtually every major crisis, the game industry has grown. Through recession, the game industry has grown. Through catastrophes like 9/11, the game industry saw strong weeks immediately following. It is what people do when they're frustrated. It's what they do when they stay home because they can't travel. It's what they do to fill their time when they're stuck at home with COVID. It's the habit they pick up and they carry with them. You know, can there be uneven quarters from time to time? They can, but they're exceptionally rare in the gaming industry. It really is the habit that people pick up and maintain once they start. It's one of those few things where when people come under more pressure and more stress, they tend to game more. Again, I'm highly confident that this industry is strong. Can things get, you know, knocked back and forth in a quarter? Of course, they can. The trend lines of the industry that we look back, you know, more than decades now, has been pretty consistent up to the right, no major retrenchments. Now, in years past, you know, when we had, you know, primarily physical media in the gaming industry, you saw some cycles where the console business would go backwards in the year leading to console launches 'cause customers would wait to get their new console and buy more disks. That phenomenon is trivial now. What happens today is increased growth based on new users being more engaged over time. Great. Thank you. Thanks so much. Brent Bracelin at Piper. Good afternoon. I wanted to go back to the monetization challenges you're seeing. I guess I'm a little surprised to think about one customer and data from one customer having kinda this big of a challenge. Maybe just stepping back, how dependent is the Operate business on data from your other customers? Or is this data from a third party that you're getting to help drive the service? Just a little more color on kinda how data from one customer could have this big of an impact on the business here just this quarter. Ingrid Lestiyo, do you wanna take that? I can add. Sure. Brent, I just want to make sure that we're clear. It is the whole impact is not because of this one data from the customer. Okay. There were several factors that was outlined. The first was a fault in our platform that resulted in a reduced accuracy for our Audience Pinpointer tool. As we grew significantly last year in Audience Pinpointer, as John mentioned, you know, we paid more attention for growth and new features versus resiliency. This was an expensive issue given that Pinpointer is a big component of our business post Apple's privacy changes. The second Just to be clear though, is that Pinpointer product data dependent, or is it actually like a software bug issue that caused a problem? I'm just trying to dissect, is it a data challenge or is it actually a software bug issue? The first component that I just mentioned is a combination of different things that reduce the accuracy for our Audience Pinpointer. The second factor that we experienced was several incidents that impacted our data set that is an input to our machine learning model training for Audience Pinpointer, and one specific example of that. One out of the several. Okay. Exactly. Okay. We ingested a large amount of bad data from a customer. It felt a little bit like it was one customer data set. It sounds like there's several factors that had an influence on the data training issue, and then there was obviously something that also impacted the Pinpointer product. My last question may be for Luis. As we think about the guide for Q2, you talked about some of these challenges cropping up in February and March. It looks like the guidance implies about a $60 million drag to operate for Q2. That's $20 million a month. Why would it be such a bigger impact if you saw some of these initial impacts in February and March for Q2? It seems like it's a more material impact clearly for Q2 than what you saw in Q1. Why is that? It's just the timing. In January we started very strong, as John mentioned. The impact to February was relatively small. The impact to March was larger. You see a partial impact in Q1. Got it. It's not like the issues are worse, it's like you're addressing most of. Right These issues in this quarter. Correct. Okay. Great. Helpful color there. I'll cede the floor. Thank you. Next question from Dylan Becker over at William Blair. Yeah. Hey, guys. First, maybe wanted to touch on the value of the Create platform. An area that obviously saw a lot of strength and continues to see strength here. As you guys are thinking about kind of the confidence in this ramp throughout midway through the year and into the back half, how much of that activity on the Create side and the insights and the data that you're able to draw from that tool gives you the confidence and support as we think about the ability to kind of retrench a lot of these models from a user targeting perspective? Then I have one more follow-up after that. Want Marc to do that? Marc, do you wanna help with that a little bit, or I can take it. Marc? Sure. I'm happy to start. I think the question was a little bit about the flywheel between Operate and Create. What's been awesome in particular in the games is that our Create tool set is used, you know, by an incredibly broad set of creators across pretty much every platform where users are found. And as those creators are going to market, a huge number of them then onboard into the Operate tool chain. Now, because we start from the very beginning, the very first time that someone hits File, New Project inside of Unity, we start sort of understanding where they're going. We're able to sort of work with them at a teams level, and then move them over onto the Operate platform. The other part that we continue to strengthen together is the work that Operate has been doing on what they call Unity Gaming Services, where it's not just the monetization side, but also the other areas around analytics, around live ops and multiplayer, around sort of cloud content and delivery, that ties in very deeply into both the creation and then the long-term operation. Ingrid, I don't know if you'd wanna add anything on that, on how that helps from your data perspective. Yeah, absolutely. You know, as we've seen, as John mentioned, since beta launch in October, we've seen more than 74,000 organizations sign up with over 68,000 completes, which is more than a 90% conversion rate. All of that, during beta, is coming from the Create platform, and made with Unity developers. To just give some data points to support Mark's narrative there, we are seeing the impact on this, particularly on Unity Gaming Services. Okay. That's helpful. Dylan, we get into your question exactly? Yeah I interpreted the question slightly different than we answered it. I wanna make sure we're answering your question. Yeah. I mean, I think from a high level, right? It's around how the Create side can service that on-ramp from the Operate monetization dynamic, and as you guys are kinda trying to, again, figure out and dig into to better optimizing some of these models. I think that helped address it from a high level. Maybe a quick follow-up, too. Seeing the strength, I know you mentioned on the digital twins sides, but, like, the interoperability of visualization here, too, as we think about seeing kinda traction and expansion into some of these non-gaming use cases, how should we think about maybe areas that are seeing the most momentum, and then maybe the opportunity to drive Operate strength outside of kinda the core non-gaming component today? 'Cause I think a lot of the momentum you see is solely in Create, the ability to kinda leverage the Operate side of the non-gaming component as well. Thank you. Sure. Why don't I start with that one, and then John, I don't know if you have something to add. I think it's a really great question. Digital twins, I think we're seeing really broad growth across multiple sectors as we see industries kind of using these digital twins to manage their business at every phase. We see them using it at content creation and ingestion time, to product configuration and sales, collaboration, and then really deeply around management, operations, and simulation. You can look at that across whichever industry that you wanna look at. They tend to be focused across those different phases. Today we've been and we continue to be strong in areas like architecture, engineering and construction, manufacturing, automotive, but we're also seeing a lot of significant growth in areas such as high-end and luxury and retail, and also in complex products. Yeah, think everything from elevators to boats, and sort of being able to build systems that support both the on-ramp of new customers through the operation of those products. What's been very encouraging is that where we see our customers is they're beginning to staff dedicated engineering teams in these areas, not just asking for professional services. What we see is that they see digital twins not as a point engagement, a one-time thing, but as a continuing capability. That really speaks to how you think about not just the creation of an original digital twin, but its use over a lifetime, the Operate capabilities and the opportunity to create services and value add on that long term. Let me add a little bit to this one. Starting point, our company is born in the game industry and, you know, we're very, I can't tell you how much energy goes into doing an awesome job for game developers, which is why you see over the last handful of years, we've gone from nowhere to market leading on all the consoles, from nowhere to market leading on PC and from, you know, low double-digit market shares in mobile to over 70% in mobile. Huge energy around that. Now we've got all of this stuff we've been talking about with artists and new services to increase our take rate. That's underway and nothing's slowing that down. Five years ago, about October, I don't know, I hired somebody, the first person that was gonna work on a business outside of gaming, just five years ago, restaurant, you know, half a dozen blocks away. What was fascinating about it is I was able to hire this guy, but it was fascinating that I kept coming up with examples and they said, "You're dreaming. It'll never happen." From that point five years ago, we went with our public offering to less than two years ago. We talked about this and we were getting. At the time we talked about hundreds, low thousand customer base and starting to get there. We called it early traction. I've never seen anything like this as I have in the last six months. I meet with customers every week, CEOs, boards of directors in the auto industry, architecture industry, construction industry, retail, literally a spectrum of companies across so many industries. We're talking about, you know, companies, you know, huge organizations. It reminds me ever so much of 2000. I remember in 2000 we thought, what, 5% of companies would have a website, maybe 10%, someday maybe. Every company in the world has a website today. It is endemic to running a business to be able to find your customer through the computers. Today, what I'm seeing is similar traction around essentially what they're thinking of as the metaverse. What that really means is the next version of the Internet that allows them to do things like virtual try-ons, bring their boutiques into your home. It's a real-time, 3D customer connection for complex products, for simple products, for fashion products, for technology products. You know, when we talked about it at the IPO, it was interesting and we had good stories to tell. This is, it's changed the character in a pretty dramatic way. It's not just leaning in, it's jumping in and setting up camp. They all know they need this and it is coming in a huge way. Great. Helpful. Thanks, guys. Thanks. Appreciate it. Next question, Andrew Uerkwitz at Jefferies. Andrew? Oh, there we go. No. Okay, Andrew, we'll circle back to you. Stephen Ju over at Credit Suisse, do you have a question? Yes, sir. Thank you. Just wanted to circle back on Pinpointer. It looks like a product that helps app developers re-engage users who have already installed the app. You know, can you confirm that this is indeed the case? If so, can you talk about what kind of campaigns were impacted in terms of different buckets of what advertisers are looking to achieve? Also, secondarily, was this a problem that was presented to you by your advertisers who are starting to report compressing ROIs and therefore starting to rotate budgets away from you? Just trying to figure out like how this problem was identified in the first place. In terms of the practicalities of getting the budgets back on board, is this a matter of just training your models to ramp ROIs back to where it was in the first place? Thanks. Yeah. Audience Pinpointer is our user acquisition product, our ML-powered user acquisition product that allows game developers to acquire players based on a target return on their spend. We have different ways that advertisers can buy. One is, you know, with a return on ad spend target. Another way is a target price per install, for example. And we have other factors like retention, et cetera, that they could buy on as well. Just to clarify, it's not. A retargeting is what I think you mentioned. This is all user acquisition based on return on ad spend. In terms of how the problem was identified, it was a combination of factors between we saw the data, you know, our own customers' data, as well as our own data and our engineering team looking at the root causes and finding those issues. Okay, presumably on a go-forward basis, would you have access to less data that would be informing, I guess, the models? Would you anticipate that the, you know, the ROIs using Pinpointer would be better or worse, versus where you were before? Yeah, as I mentioned, the recovery will go through several steps. The first is data rebuilding. The second is model training, and this is an iterative process. As we train the model more, the performance will improve. The third is then, as the customer experience these improvements, they will increase their spend and monetization with us, and that's when we will see the impact on our revenue. Just for clarity, we didn't lose any customers. You know, one of the early signals we saw was less revenue. They're spending less because they're getting less performance out of Audience Pinpointer. Ingrid's team took that apart, and I saw a multivariate analysis showing each individual component part, and that was driven in part by some of the data issues we talked about. The diagnosis is crisp. Those same advertisers, when they start to see the performance that we know we can derive as new data fills in and we train those models, it's a straightforward process of bringing them back up into their share wallet. These people are really data-driven. For those of you that work in other industries primarily or have worked in other industries, there's almost nothing like the data-driven nature of a user acquiring marketing team in the game industry. These guys move on tenths of a point and one point, and we know what we can do in performance, which is why we're able to confidently give some good sense of how this will come back. We saw how it went, we know how it comes back. Okay. Thank you. Just to build on John, you know, this doesn't take away from the breadth of data sets that we have to inform our contextual data. It's just we have some challenges and issues as a result of these temporary technology issues and reduction in data. In terms of the fundamentals of, you know, kind of the breadth of data that feeds into our contextual, this doesn't take away from that. I don't know that I can say this with enormous precision, but in an industry like this one, the data you build over the last 90 days-180 days is the majority of the value you ever have from the data. It is recent data. This is one of those situations where, in a way, it's just sort of self-correcting once we fixed the issue. Now we're being more aggressive than self-correcting, but it is one of those things where it's easy to draw the wrong conclusion. The revenue issue that we picked up was related to the misses that we've talked about in terms of hitting us directly, the time to rebuild, and then the rephasing of features. We're pretty confident of those builds. Thank you. Great. Our last question, Parker over at Stifel, are you available? Yeah. Sorry. There you go. Sorry about that. Can you hear me fine? No worries. Yep, gotcha. Great. John, wanted to talk about the opportunity outside of gaming. You touched on it briefly a couple of questions ago. I'm just thinking about the way that these organizations across a variety of industries think about their investments and, innovation real-time 3D. Is there anything uniform about that, or is everyone really taking it at a different pace? Like, when you think about the customer expansion opportunity there, is it perhaps many factors larger than what you would see with traditional gaming customers on the create side? There's a lot of pattern recognition you can talk about, here. I'm gonna ask Marc to build on this. I'm gonna give you one part of it, almost an organizational level one, and I'm gonna ask Marc to talk about some pattern recognition around whether it's simulation-centered or it's configurators or it's reaching their customers with a new presentation. One of the things that I've seen is if I go back to five years ago, and I mentioned this before, talked my first person into working on this business. Three years ago, I'd show up with a customer, and we'd get handed off to a relatively junior person in the organization and three engineers, one of whom has a kid that programs in Unity, they're just curious to meet us. We'd show up, and we'd say, "How do you do this, and how do you do that?" Whether it's design or how do you do your car configurator. I was shocked at how archaic some of that was. There was nobody very senior in these organizations that we were interacting with. That started to change about three years ago. We were getting into, you know, important people in the marketing or design or in different parts of the process inside those organizations. Today what's happening, it's CEOs accompanied by their boards of directors and their entire senior management team saying, "I know I've got 10 experiments with you at a low level. We want this to be transformative. One really significant point of pattern recognition is where this has evolved to and where they get resources from, which is why I'm very confident that we're in the scaling phase, and we've moved well into that. I'd love to talk about a number of specifics, but I'll take it from Marc, and I'll let him expand on that. Sure. Thanks, John. Yeah, I think there is some really interesting patterns that are relatively common across industries, and then you can also see where there's a lot of growth to come. Many industries create, at least in some level, in 3D. They use CAD tools, they, you know, create their manufacturing or their designs in some sort of 3D package. For many years, those were then sort of transformed through their own process, and then, you know, someone would come with a camera and take photos of the final product. If you wanted to show a different configuration, they'd take photos of another product that was configured differently. Because the data from that sort of core engineering component didn't easily flow to where customers were or where the use case need was over the long term. What we see is there's a very common pattern where these companies want to ingest the huge amounts of data that they have in 3D, which by the way, can in many cases be much larger than the content even in large games in terms of polygons, in terms of meshes or point cloud data, you know, when they're looking at sort of what they have. They wanna take that, they wanna be able to easily configure it, not just at an engineering level, but at a end customer or product marketer level. They wanna be able to manage it across multiple screens. Take automotive as an example. Many of the use cases that automotive has for the HMI systems inside of the car, they also want to work effortlessly on a customer's phone. The 3D capability to be able to transform from kind of static creation at the front end of a process through every phase of creation, whether it's simulation, management, configuration, all the way to the end user following the exact same pattern that we've seen in games, which is customers want access to things across the screens that matter for them, whether that's a you know a PC, a laptop or a mobile phone or in VR. When we look at what we can do to deliver on a bunch of solutions inside of digital twins, it's about enabling that easy flow of data and use cases across the life cycle. Just one more layer on patterns. One part of this is customers wanted to reach their customer and sell better. Configurators, 3D showrooms, virtual try-ons, they're trying to communicate better, more richly, increase basket sizes, increase transactions. Other thing people are asking for is they wanna operate something. They have a manufacturing facility, they wanna run it in a digital twin. They wanna run massive simulation in parallel to that to get 5%, 10%, or 1% improvement in efficiency and effectiveness. They wanna run and test new configurations. It's an operating IoT, you know, driven thing. Another arena for this is design. By way of example, it's relatively easy to use Unity to put a car on a bridge and do what you could do in a wind tunnel, infinitely cheaper and infinitely better to run simulation around that and help inform the design. Another fourth area is people are using it for training, so a lot of training around this. Operating something from an airport to a manufacturing facility, reaching a customer for retail and helping them buy, these are all patterns. We're getting closer and closer to being able to say the professional service component can shrink away over time. We'll still be doing a lot of professional services, but these are increasingly products we can put in front of customers they can just use to do a lot of these things. That's where most of the energy is going for this stuff. Got it. Appreciate all the commentary. Thanks again. All right. Well, thank you very much, everyone. We'll be at conferences in June at Bank of America, William Blair, and Stifel, and Wedbush, and we may see you at those conferences. Until then, have a good rest of your day. Thanks so much. Thank you, all. Thank you.