Midatech Pharma plc (MTP) CEO Craig Cook on Q2 2020 Results – Earnings Call Transcript

Midatech Pharma plc (NASDAQ:MTP) Q2 2020 Earnings Conference Call September 10, 2020 9:00 AM ET

Company Participants

Tim Sparey – Chief Business Officer

Stephen Stamp – COO & CFO

Conference Call Participants

Tim Sparey

Good afternoon from Cardiff and welcome to the Midatech Pharma 2020 Interim Results Presentation.

With me is Stephen Stamp; COO and CFO of the company who will run through the presentation. At the end of the presentation there will be a question-and-answer session. We’ve already received some questions, but if you would like to submit a question, please do click on the bottom link at the bottom of your screen at any time and those questions will be fed through to us. We’ll endeavor to get through as many as we can, but apologies in advance if we do run out of time.

And with that, I’ll now hand over to Stephen, who will take you through the presentation. Stephen?

Stephen Stamp

Thank you, Tim and good afternoon, everybody in the UK and good morning to those joining from the US. I am Stephen Stamp, CEO and CFO of Midatech and if you want to put a face to a name, I am in the middle of slide two surrounded by the brains of the organization.

I have a dozen or so of slide today up which as Tim said would be happy any questions you may have submitted. Moving on to slide three, I should like to take this slide as read if I may, but I would encourage you to refer to our public findings both on the London Stock Exchange RNS in the UK and on SECs Edgar in the United States.

So starting the presentation really on slide four, I would say that the first half of this year and year-to-date has been quite busy for the company and if I had to probably describe it as transitional a somewhat overused word, but I think actually appropriate for this company at this time. We’ve achieved some critical milestones which I’ll review when we get on to the R&D [ph] slides, but most noticeable in the first half was the initiation by the board of a strategic review. That strategic review was triggered by a couple of things; one being the collapse in the capital markets in mid-February and alongside of that, the withdrawal of a perspective licensee that we had lined up for our project MTD201.

Those two things as I said over the strategic review and that review immediately resulted in a couple of things. First of all the termination of further in-house of MTD201, there was no way we could see ourselves raising the $30 million or so in where we needed to complete that program. Alongside of that we closed our operations in Bilbao. That actually was pretty must dedicate to the manufacture of MTD201 and we made 47 of our 66 employees redundant. That’s over two thirds of the company.

The cost of that program was a onetime £1.8 million in cash, but it did result in a monthly reduction in cash outflow of about £0.5 million. So a payback in less than four months.

At the same time since strategic review, we appointed a boutique investment bank called Noble, to look at all the company’s options including possibly a sale of assets, the sale of technologies and even a sale of the whole company and we tested that with something called a formal sale process under the takeover code to see if there was anybody out there who was willing to pay a quick premium for the company and return value to shareholders.

As it turned out and I think possibly because of COVID and the inability to due diligence and the like, we didn’t receive any credible offers for the company and in fact, the formal sale process ended up becoming quite some hindrance to the company because we couldn’t sell assets and we couldn’t raise money because under the takeover code, those were deemed to be frustrating actions.

So in the absence of any formal office, we terminated the formal sale process in July, although we are still considering expressions of interest in certain individual assets of the company. However, while all that process was going on, we managed to pretty much half the burn rate and we realigned our strategy and we landed two industry collaborations and as a result of that, we were able to raise £5.75 million in a UK placing in July and from my perspective, that was the first fund raised of some time on which the company’s been able to raise money and what I’d call normal terms, that being a sensible discount with zero warrants and bringing in institutional investors. So overall I think it was a good outcome of that whole process.

Moving on to slide five and let’s talk a little bit here about our realigned strategy. The core of the realigned strategy is focused on Q-Sphera. Q-Sphera is our PLGA-based technology, which prints using print heads, normal print heads, encapsulated drugs in a biocompatible and biodegradable micro state here and the ejection of a Q-Sphera product then forms a depot inside the body, which releases drug with predictable kinetics over an extended period and we can tune that product to perhaps really store up to six months.

So the strategy of the Q-Sphera comprises two complementary elements with a common goal and that common goal is to license Q-Sphera products to Pharma in return for multimillion dollar milestones and royalties in due course that being after proof of concept. So how are we going about it, well we’re developing a balanced portfolio of internal programs and formulation development collaborations with Pharma. So why are we doing it in a balanced way?

Well for internal programs, we’re in charge of the timelines but we need to find potential licensees and create an option to generate some milestones and royalties we’re looking for. With external programs, clearly we’re working on the customer’s API, so we had already made licensee, it’s clearly obviously bought into the program. However, he’s in charge of the timelines rather than us and to trying to keep a balance risk and reward.

So how are we going about this? We take our internal candidates to formation developments and something called in vitro solutions and these are laboratory tests to estimate the rate at which the drug releases — would release in the body and then having established that and optimize the candidness, we’ll then take the product through something called IND enabling animal toxic studies. So these are just to demonstrate that the products are safe enough to be tested in humans.

And we’ve been doing [ph] before we could seek a licensee so that we have pretty much full proof of concept for the licensee then to take the product on into human clinical trials. And since the beginning of April, which is the start of the strategic review and mid-July when we signed our second collaboration, we signed two collaborations in that period in only 3.5 months and I have to tell you I was astounded and pleased by that. That is lightning speed for a biotech company.

So the first of our collaborations is with a very large Indian company called Dr. Reddy’s and the second is with an EU affiliate of a global pharma company who name we can’t release just yet. In both cases, we’re being paid to develop Q-Sphera formulations of their proprietary compounds. The partners will then undertake the pre-IND enabling studies and will have an option to enter into licenses to access our Q-Sphera IP.

A key component and frankly change to the strategy is that Midatech itself will no longer undertake human clinical studies, unless they are paid for in full either by the collaborator or by [indiscernible]. Together with the collaborations covering the direct costs and contributing to overhead, it means our realigned strategy requires less cash and is less resource intensive for Midatech and in my view more appropriate to company of our size and reach. It also means we can work on many more things at the same time more shots on goal, something I’ll come back to.

Moving on now if I may to slide six and the result of that realigned strategy is that we have a much different looking R&D looking portfolio and one of my favorite expressions with multiple shots on goal as illustrated here. Six months ago, I must tell you the company was pretty much exclusively working on MTD201. Now we have nine molecules covering 11 indications in the pipeline, much more diversification and in my opinion a better risk allocation.

So moving on to Slide 7, looking at the Q-Sphera pipeline in some detail, there are seven programs in all. Notice that one of the collaborate has already exercised his option on a second molecule. So the three of the seven are now partnered. One of the molecules we’re working on is MTD215, which is a monoclonal antibody. We are describing this as investigational and I just want to issue a word of caution around this monoclonal antibody.

Monoclonal antibodies are very large molecule proteins and many of the latest generation medicines all of those with a generic name ending in MAB, are monoclonal antibodies and as far as we know, there have been no approved long-acting formulations of monoclonal antibodies or large molecule proteins and the reason for that is because these molecules are extremely delicate and they’re easily denatured in manufacture.

Our process, the printing process is relatively benign process in terms of shear forces, heat consultants and we have some of the track record, particularly with MTD201, which is a peptide of developing Q-Sphera formulation of peptide and small proteins. We’re now taking it for the next level with large proteins and investigating the feasibility of encapsulating a monoclonal antibody.

If we are successful and emphasize if, this would be a world’s first, but I must caution you there are significant challenges ahead. The goal is to make Q-Sphera small molecules into a self-sustaining business through collaboration and licensing. Proteins would be upside or be it a lot of upside.

So lastly a word on MTD201 on to slide eight if I may. This program remains available for licensing, although we are not investing in it anymore. In January of this year, we announced the results of our second Phase I study of MTD201 and we were able to demonstrate similar blood plasma levels of intramuscular, which is the blue line on this chart compared with subcutaneous, the green line on this chart, administration of the product and why is that important?

Well subcutaneous administration means that at least in theory the product could be self-administered by a patient at home rather than having to visit outpatients or the doctor’s century and that takes cost out of the system and taking cost out of the system is very important to payers as you can imagine. So these get our product improved, not only have other clinical benefit, but you also have to be shown to be taking cost out of the system.

Across several in vitro studies and two Phase I studies of which this is the second, MTD201 has demonstrated that Q-Sphera products offer advantages as listed on the right here for patients, physicians and payers including as I list simpler reconstitution, improved injectability, minimal burst release, predictable kinetics, lower cost of goods and now with this latest study, subcutaneous administration.

So let’s move on to our second clinical program and that is MTX110 on slide nine please. MTX110 is a combination of a proven chemotherapeutic called Panobinostat and our solubilizing technology called MidaSolve. Now soluble Panobinostat, is delivered direct to tumor via a series of microcatheters as illustrated on the right here under slight pressure using a so-called convection enhanced delivery system or CED system.

So there is a port on the side of the child’s head. The drug is injected and is delivered to the tumor by the catheter. We’re developing MTX110 initially for DIPG, Diffuse Intrinsic Pontine Glioma, which is an intractable pediatric cancer with about nine months average survival and no effective product treatments.

We’re expecting the ongoing Phase I safety and tolerability study at UCSF to reported few weeks. And for that study to confirm those for Phase II. Our plans for Phase II at Kinderspital, Zurich are well advanced and the expected endpoints of that study will be the survival of 12 of 19 patients at 12 months because this is an orphan indication and because there are no other current treatments, we will approach the regulators assuming we get a successful signal at the end of the Phase II study to discuss potential early approval of this product.

But we’ll see, but as with Q-Sphera MTX110 also offers multiple shots on goal. So while DIPG is an often indication offers the fastest route to $100 million market, we’re also examining medulloblastoma which is another form of pediatric brain cancer with a similar sized market and we have some preclinical work going on in glioblastoma multiforme or GBM, which is an adult form of brain cancer, and a much larger $3 billion to $5 billion market.

Now, having said all of that, I must tell you, we are proceeding here with caution. You might recall that Secura Bio, the owner of panobinostat, the active ingredient here has in our view wrongly terminated our license to that product. So we would either need to resolve the situation with Secura Bio or delay the launch until the relevant patents have expired and that could be potentially two to three years.

More of that when we have some resolution to the Secura Bio. So moving now to Slide 10 in the financials, there was no material revenues booked from latest Q-Sphera collaborations in the first half of 2020. And the first half results were heavily impacted by the strategic review including a non-cash impairment charge you see here of £11.59 million as a result of the state of cessation of MTD201. So pulling out those sort of one-off numbers on Slide 11, please.

The first half included a number of one-time costs and charges including in R&D, redundancy costs, resulting from the closure of Spain and a few heads in the U.K. of £0.88 million. The write down of the Spanish assets, some of which returned to the U.K. but others will be sold in auction of £0.55 million offset by a credit because stock options were lapsed of £0.35 million and in R&D excuse me in administrative costs, we had one-time items of £350,000 associated with the repayments of Spanish government loans, including penalties, some U.K. redundancy costs of £70,000, and legal and professional costs of £510,000 some of which were due to the restructuring and some which were due to an aborted financing in February of this year as a result of this market crash, which in turn triggered the strategic view.

So stripping those one-time items out, actually the operating loss was not too dissimilar from the first half of last year, and in the second half will be lower again because of the closure of Spain.

So moving on one more Slide to 12 and looking a little bit at liquidity. At the half year, we had net cash of £3.59 million. We hadn’t at that point paid back all of the Spanish loans. So having done that, and there’s some Spain in cash, there will be a net outflow in cash of £0.6 million in the second half.

We have the proceeds from the July placing, which were net £5.28 million coming in. And then we have some warrant exercises of $1.25 million — and $1.02 million, £0.83 million in August, so we had a pro forma net cash position of £9.7 million the half year because we’ve burned a little bit of that two months of that since then. But our projection is that that cash runway takes us well into the fourth quarter of 2021.

So we are as well financed as we have been for quite some time now. So we have pretty good reasons given the traction we’re beginning to see with our Q-Sphera realigned strategy and a decent runway to look forward to the future with confidence.

So with that point, I’ll hand back to Tim for questions please.

Question-and-Answer Session

Q – Unidentified Analyst

Thank you very much, Stephen. We have received a number of questions from people who are participating in addition to the ones that I mentioned, we received ahead of the event. But if anybody does have any further questions, please do feel free to use the Submit question button. And those will be fed through to us. I will do my best to work through these. They’re obviously by definition, not in any particular order.

But we will look to try and answer everything that that has been submitted. There are a couple of common themes Stephen coming through. One of them is regard to timetables and do you have any expected or aspirational timelines to see either the existing collaborations come up, convert to formal development partnerships, and any idea that you can give listeners as to when they might be concluded their initial evaluation stages and moving on further?

Stephen Stamp

Right, thank you, Tim. So, as I don’t repeat myself, but one of the downsides maybe the only downside actually of a collaborative deal as opposed to the internal program is that the partner is more or less in charge of the timetable. It is the partner that will be doing the pre-IND enabling studies. And really, until you’ve done those and know that you have a product that is going to perform in the body as you would hope you will, according to target product profile, and there are no toxicology issues, which you wouldn’t expect but you have to prove it.

You haven’t really achieved proof of concept. And until you achieve proof of concept, you’re unlikely to get a multimillion dollar license fee out of a partner. So having said all of that, our target is to land our first licence fee in the first quarter of next year.

Unidentified Analyst

Okay, thank you. You’ve mentioned obviously the relationship and the situation with Secura Bio. Obviously, there’s very limited that we can say at this stage. But we have had a couple of questions. Is there any further update that you can give? Is there a formal process in train with them? Or is it just a wait and see?

Stephen Stamp

So one of the options available to the company is to go to court and seek a declaratory judgment and have the license reinstated, if we win. We’re advised that will take two possibly three years and cost $2 million, possibly $4 million. It seems like a heavy price to win something that already belongs to you. So we’re not persuaded that is the best use of the company’s funds. So we will prefer a negotiated settlement if possible. We have invited Secura Bio to reconsider, they have chosen not to do that. So our options are becoming more limited to be honest.

Having said all of that, the license agreement attaching to MTX110 by the panobinostat license is not particularly favorable to the company. And we could make an argument that actually the product is economically more valuable without the license, but it would mean delaying launch until the patents that expired. So, those are the sort of options that we’re weighing up now. In the meantime, we’re able to proceed with the program because we were using panobinostat for research purposes.

Unidentified Analyst

Thank you. Another theme that’s come through in a number of questions is regarding the future of MTD201. Really, you’ve mentioned that partnerships are very much something that’s being looked at. But is it an asset that the company will consider selling if the right offer was available?

Stephen Stamp

Absolutely. So, MTD201 whilst we felt to get a licensee for it, as of yet anyway, it hasn’t been a complete failure, because it has served a very useful purpose for demonstrating the characteristics and opportunities the Q-Sphera technology offers in humans, and that frankly is invaluable and without those data, I don’t believe we’d have a cat and hills chance of getting a licensee for any of these other molecules that are working on because it very much is a proof-of-concept, proof-of-principle.

So the short answer is yes, we would be very interested if somebody came forward with MTD201. But at this time, I don’t think it’s good use of the company’s energy and resources to focus on that, we’re better focusing on the newer opportunities, particularly the API’s that have come to us asking us to work on their programs.

Unidentified Analyst

Thank you. We’ve also had a couple of questions on strategy and what you’ve outlined in the presentation earlier. One, viewers made the comment that might take history of changing direction. Can you now confirm that this is the long-term strategy for the company? And if that is the case, why didn’t pursue this sort of collaboration early partnering type strategy before now?

Stephen Stamp

Yes, so I personally, I wasn’t part of some of those earlier forays that the company made. So I can’t talk exactly what the thinking behind that was, I think but potentially the company was looking to products that were closest to market which is an understandable aspiration and put all its efforts and energies and resources behind those products. The problem is that the closer you are to market in terms of Phase II, Phase III, the bigger the costs, and while these programs were going through the clinic, so the value of the company was declining and it became more and more difficult to raise the quantum of funds that you would need to get the product over the line.

And then the pulling out of the licensee of MTD201, frankly was the final straw. So in my view, given this current size of the company and the access to resources that it has, this is probably the only feasible strategy. By that I mean, not doing clinical trials and partnering early that the company could pursue at this time. Having said that, if we’re successful enough, when we get enough of these things over the line, and we get enough licenses and we get enough milestones, we could afford to start reaching further down the clinical path again and capturing more of the value. But as of today, this is the strategy and this is for the long-term, yes.

Unidentified Analyst

Thank you. And a related question obviously, with the closure of Bilbao, how does the company plan to manufacture Q-Sphera products going forward?

Stephen Stamp

That’s an extremely good question. So the listeners will understand that Q-Sphera is a unique manufacturing process, which is what makes it so valuable and so differentiated from the traditional methods of PLGA manufacturing. So you can’t go along to a CMO and say, print these tablet or make these tablets for me, all the technology, the knowhow is inside Midatech.

So we’re in the process of lining-up some partnership agreements with well, that’d be one in the end but we’re talking to several CMOs, whereby we can take the smallest scale equipment that we salvage from Bilbao, we need to add one or two pieces to it and install that inside a CMO which will have GMP capability such that we can manufacture at least clinical trial scale and then it will be the partner that will take on the scale up to commercial manufacturing.

Unidentified Analyst

Okay, thank you. One about the listings. Does the company intend to keep both the AIM and Nasdaq listings?

Stephen Stamp

Yes, we do.

Unidentified Analyst

Okay, thank you. It’s very clear. And we’ve had a few other questions coming that are not really don’t fall under the previous sort of headings, but I’ll just read them out in order. Emergex appears to be well funded and they’re making progress with the T-cell vaccine development program. What are the implications for the MidaCore platform of this?

Stephen Stamp

So Emergex is a private company, and as a private company, they don’t have to disclose exactly what they’re up to and what they’re doing. I understand that they’re making good progress and they have a license to some of our gold-nanoparticle patents. There are very smart people in Emergex, some of whom were inventors in that whole gold-nanoparticle technology. So in some senses, they are the best people to take that technology forward.

The license agreement that we have with them is a sort of traditional structure involves development milestones at certain stages and then back end royalties. So we’re hopeful that they will be successful in what they do.

Unidentified Analyst

Absolutely. Thank you. And one thing that has been mentioned in recent announcements is the situation with the EU regarding SME status, is there any update you can provide on that?

Stephen Stamp

So the last submission we made to the EU was on the 1 of July, and we haven’t heard back for them despite a number of prompts on our side. It is I have to tell you it’s quite frustrating Tim that Midatech isn’t an SME by European definition. So I think the SME rules were put in place to prevent giant companies say Pfizer setting up a company subsidiary calling itself an SME and getting a grant.

And that’s understandable. On a particular date in 2019, CMS as a result of a license agreement that was put in place in February 2019 owned more than 50%, 51% in fact of Midatech and because of that, the European Union by the way, they’re now down to 17%. But because of that the EU is choosing to regard CMS as a linked enterprise and therefore Midatech is part of the ex-CMS group. And therefore they’re looking at the whole of CMS, which has got 2,000 employees and billions of dollars of revenue as part of the Midatech Group which is frankly ridiculous.

And that that’s our frustration. So we’re trying to persuade them to look through the black and whites of the rules and see the substance over the form here, but we’re still waiting.

Unidentified Analyst

Thank you. One listeners has commented that Midatech is a complex vehicle to analyze. Maybe just wondering if any of the company’s advisors or any independent third-party had put together an assessment of the value of the group post the strategic review. And if not, are you anticipating anything maybe published in the coming months?

Stephen Stamp

Yes, I’m not sure I would agree with the complex, well so we’re certainly simpler than we were. As it happens, there have been two brokers today, one from each of our joint brokers, one of them pope has put together actually quite interesting valuation model. And they valued the company in three parts. One part is the Q-Sphera platform where they’ve sort of taken a shot at what a pro forma Q-Sphera product, and its revenues might look like. And then they’ve assumed I think there are going to be five of those over five years. And they’ve applied percentages of success to those various programs.

And then they’ve separately valued MTX110. And then they’ve also knocked-off the sort of present value of the overhead and SG&A costs and come out with a valuation of about £65 million. So I would commend your readers to take a look at that because that sort of breaks the company up into nice manageable chunks and is pretty transparent some of the valuation.

Unidentified Analyst

Thank you, very helpful. Well that concludes the questions that I’ve received to-date. If anybody does have a final question, you’ve got a few more seconds to submit it. And thank you very much, Stephen for that very insightful looking to the current situation of Midatech.

Stephen Stamp

Thanks, Tim and thanks everybody for joining.

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Yatra Online, Inc. (YTRA) CEO Dhruv Shringi on Q1 2021 Results – Earnings Call Transcript

Yatra Online, Inc. (NASDAQ:YTRA) Q1 2021 Earnings Conference Call September 9, 2020 8:30 AM ET

Corporate Participants

Manish Hemrajani – Head, Investor Relations

Dhruv Shringi – Co-Founder and Chief Executive Officer

Conference Call Participants


Good day, and welcome to the Yatra First Quarter 2021 Earnings Conference Call. Today’s conference is being recorded. As a reminder, we will not be taking any questions from the press today.

At this time, I would like to turn the conference over to Mr. Manish Hemrajani, please go ahead sir.

Manish Hemrajani

Thank you, Holly. Good morning, everyone. Welcome to Yatra’s fiscal first quarter 2021 financial results for the period ended June 30, 2020. I am pleased to be joined on the call today by Yatra’s CEO and Co-Founder, Dhruv Shringi.

The following discussion, including responses to your questions, reflects management’s views as of today, September 9, 2020. We do not undertake any obligation to update or revise the information.

Before we begin our formal remarks, allow me to remind you that certain statements made during the course of the discussion may constitute forward-looking statements which are based on management’s current expectations and beliefs and are subject to a number of risks and uncertainties that could cause actual results to materially differ, including factors that maybe beyond the company’s control. These include expectations and assumptions related to the impact of the COVID-19 pandemic, for a description of these risks please refer to our filings with the SEC and our press release.

Copies of this and other filings are available from the SEC and on the Investor Relations section of our Web site.

With that, let me turn the call over to Dhruv. Dhruv?

Dhruv Shringi

Thank you, Manish. Good morning everyone and thank you for joining us. I hope you and your families are all safe and in good health. This is the first earnings call that we are doing in a little over a year in that we were involved with the Ebix merger. In the meantime, the global COVID-19 pandemic situation requiring the cessation of all non-essential air travel in India, while the situation is not what we had expected, it is the situation that we face. During this time of extraordinary changes and challenges, I’m proud of the way our teams have responded to these and that included against factors which are not directly within our control.

This is also not the first time that we are facing a challenging situation of the company. From the financial crisis back in 2008, to the bankruptcy of Kingfisher Airlines and the subsequent collapse of domestic aviation in India in 2012, we’ve been through difficult periods before and each time we’ve come out stronger. And I feel confident that the same will be the case this time as well. We are starting to see a gradual recovery in travel after the reopening of domestic aviation towards the end of May post India’s nationwide lockdown in the month of March, April, earlier this year.

We believe the worst is behind us now. We’ve made all these essential changes to the operations to cut costs to the bare minimum, and after capital rise in June earlier this year, we believe we have the balance sheet to see us back to profitability. We now look forward to resuming the same growth and profitability trajectory we were on before all this unfolded.

We are excited about a multi-pronged approach to increase shareholder value. As you will recall, we are one of the leading OTAs in India and the largest corporate travel management business in the country as well.

First, with regards to the return of travel in India after the lockdown, on the consumer side, we started to see some early signs of recovery in travel in India since late May, when air travel was allowed to start back. Domestic flyers have now returned to about 25% of people with levels and that number continues to grow and we expect this to reach 40% plus by the end of the calendar year.

On the international air front, airlines are beginning to operate under the bubble agreement between countries. So far, we’ve seen approximately 10% capacity come back online. And this number continues to increase, literally on a weekly basis as new and new bubble agreements are entered into.

Domestic hotels were earlier taking bookings on a very limited basis. But since September 1, a number of states have allowed hotels to start operations without any quarantined restrictions. We expect to see gradual recovery here as well in the next quarter as people begin to undertake short haul and drive-in holidays.

On the corporate travel front, we are the leading corporate travel service provider in India, our easily scalable, fast technology platform enables us to serve customers of any size and industry. Currently, the online penetration in the corporate travel market in India we believe is just about 10%, a large percent of the market almost 60% is served by smaller offline players. As a result of the pandemic, we believe and they are already beginning to actually see signs of this, that there will be an accelerated shift towards online players, especially as the big contracts come up for renewal at the end of their life and go through the bidding process. We remain confident in our platforms credibility to serve any scale and types of customers.

Our other strategic growth driver is the expansion of our corporate digital platform as we essentially need to add non-travel related digital offerings to this corporate customer bases.

As the largest corporate travel service provider in the country, we have strong relationships with all of our corporate customers, which constitute very large and well-known enterprises in India. We continue to make inroads into these organizations with our non-travel options of expense management, EdTech and others. Our EdTech offering we have been in partnership with upGrad and has been well received by corporates even those it’s early days yet.

In a tough economic climate, we’re seeing corporates realize the importance of developing and rescaling the workforce to work on pressing challenges. Our platform allows our clients to offer these opportunities to their employees, especially as it remained underutilized during the pandemic. Corporates also view EdTech as an employee retention tool.

On our hotel networks front, we recently announced a partnership with Amazon India to provide our hospitality partners with a wide range of products catering to their various needs that’s the reason hospitality partners can leverage the Amazon business marketplace as a one-stop destination to access a wide range of products across categories to cater to their needs and to sell products in a safe and efficient manner.

Now a quick update on the litigation against Ebix as well. So while I’m not at liberty to give any details of the litigation, I would just like to point out here that a large part of our legal costs of this litigation is linked to the outcome of the case. And it’s not a direct cash outflow for us at the moment. Additionally, neither are we dependent, nor have we based our operations planning on a favorable outcome from the litigation.

Coming to our fiscal first quarter results, this quarter reflected the bulk of the impact of the nationwide COVID lockdown in India as travel was largely shut in the month of April and May and only gradually began to open up in June.

In the June quarter, our adjusted revenue decreased by 86% to INR 236.2 million or USD 3.1 million. Our adjusted EBITDA loss increased to INR 309.4 million, which is approximately $4.1 million in the three months ended 30 June from adjusted EBITDA loss of 205.8 million, or about $2.7 million in the three months ended June last year.

There was also an adverse impact of INR 168.4 million or USD 2.2 million on our operating performance in the current quarter due to legal and professional fees related to the merger transaction with Ebix. So these are one-time in nature and will be non-recurring. Excluding this, our adjusted EBITDA loss would have been INR 141 million or USD 1.9 million for the quarter versus an adjusted loss of INR 205.8 million or USD 2.7 million for the same quarter last year. So despite COVID, we’ve been able to on an ongoing basis drive improvement through cost control in our EBITDA loss.

Talking a bit more on the cost side, during the quarter we focused our efforts on restructuring our costs and significantly brought down our fixed costs run rate from approximately 2.7 million a month in the month of March 2020 to approximately 1.2 million a month for the month of May 2020, through a combination of companywide salary cuts ranging from 25% to 75% and renegotiation of contracts with our various service providers.

We believe our current liquidity position and optimized cost structure provides us with enough capital to withstand a prolonged slowdown if it were to transpiring the travel industry.

As of June 30, 2020, the balance of cash and cash equivalents and term deposits on our balance sheet was INR 3.675 billion, or approximately USD 48.7 million. Since then, however, we have settled our [Ebix] [ph] litigation and [indiscernible] same as part of that a final payment was made for the earn out of the acquisition of approximately 11 million. And our current cash balances as of 31 August 2020, is approximately $34 million. Given our reduced burn rate, we believe we have adequate liquidity on our balance sheet to return to profitability.

With our optimized cost structure and newly launched high margin initiatives, we believe we can now again breakeven at approximately 50% of our case over December 2019, quarter run rate of 22.2 million. We’re excited about our partnership with Zaggle on the expense management solutions; we view expense management as an integral part of our digital offering, as we continue to diversify beyond our core portfolio of travel to become an end-to-end business solution platform for our clients. Joining hands with Zaggle helps us guide efficiency for our clients by automating the expense management process. Our technology platforms complement each other and we look forward to going with Zaggle to drive lasting business impact for our clients.

A third-party report by MRFR put the Indian expense management software market as the fastest growing market globally at USD 593.3 million by the end of 2025, growing at a CAGR 14.1%.

Lastly, I would like to remind everyone that India’s travel market and topic travel market in particular, was the fastest growing travel market globally pre-pandemic growing at 12% CAGR and expected to reach 32 billion by 2020. A large part of the corporate travel market was offline pre-pandemic and we expect the shift from offline to online to accelerate as a result of the pandemic, benefiting online players like the Yatra in the longer term. This concludes our prepared remarks.

Let me now open the call for Q&A. Manish over to you.

Manish Hemrajani

Thanks, Dhruv. Holly, can you please open up the call for Q&A?

Question-and-Answer Session


Q – Unidentified Analyst

A – Unidentified Company Speaker


It appears there are currently no telephone questions. So I’d like to hand the call back to our host for any additional or closing remarks.

Manish Hemrajani

Thanks, Holly. Thank you, everyone for joining us today. We look forward to speak to you in the near future. Dhruv any closing remarks?

Dhruv Shringi

Just like to thank everyone again for taking out the time. I know it’s been a while since we’ve last been heard. And now going forward, we will end up probably interacting on a quarterly basis. And if there are any follow-up questions that any of you have, please feel free to reach out to Manish. Thank you so much and stay safe.


Ladies and gentlemen, this concludes today’s call. Thank you for your participation. You may now disconnect.

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Lululemon Athletica Inc. (LULU) CEO Calvin McDonald on Q2 2020 Results – Earnings Call Transcript

Lululemon Athletica Inc. (NASDAQ:LULU) Q2 2020 Earnings Conference Call September 8, 2020 4:30 PM ET

Company Participants

Howard Tubin – Vice President, Investor Relations

Calvin McDonald – Chief Executive Officer

Meghan Frank – Senior Vice President, Financial Planning and Analysis

Alex Grieve – Vice President and Controller

Conference Call Participants

Lorraine Hutchinson – Bank of America

Mark Altschwager – Baird

Matt McClintock – Raymond James

Adrienne Yih – Barclays

Ike Boruchow – Wells Fargo

Alexandra Walvis – Goldman Sachs

Omar Saad – Evercore

Matthew Boss – JPMorgan


Thank you for standing by. This is the conference operator. Welcome to the Lululemon Athletica Inc. Second Quarter 2020 Earnings Conference Call. As a reminder, all participants are in listen-only mode and the conference is being recorded. After the presentation, there will be an opportunity to ask questions. [Operator Instructions] I would now like to turn the conference over to Howard Tubin, Vice President, Investor Relations for Lululemon Athletica. Please go ahead.

Howard Tubin

Thank you and good afternoon. Welcome to Lululemon’s second quarter earnings conference call. Joining me today to talk about our results are Calvin McDonald, CEO; Meghan Frank, SVP Financial Planning and Analysis; and Alex Grieve, VP, Controller.

Before we get started, I would like to take this opportunity to remind you that our remarks today will include forward-looking statements reflecting management’s current forecast of certain aspects of Lululemon’s future. These statements are based on current information, which we have assessed which by its nature is dynamic and subject to rapid and even abrupt changes. Actual results may differ materially from those contained in or implied by these forward-looking statements due to risks and uncertainties associated with our business, including those we have disclosed in our most recent filings with the SEC, including our annual reports on Form 10-K and our quarterly reports on Form 10-Q. Any forward-looking statements that we make on this call are based on assumptions as of today and we expressly disclaim any obligation or undertaking to update or revise any of these statements as a result of new information or future events.

During this call, we will present both GAAP and non-GAAP financial measures. A reconciliation of GAAP to non-GAAP measures is included in our quarterly report on Form 10-Q and in today’s earnings press release. The press release and accompanying quarterly report on Form 10-Q are available under the Investors section of our website at www.lululemon.com.

Before we begin the call, I would like to remind investors to visit our investor site where you will find a summary of our key financial and operating statistics for the second quarter as well as our quarterly infrograph. Today’s call is scheduled for 1 hour. So please limit yourself to one question at a time to give others the opportunity to have their questions addressed.

And now, I would like to turn the call over to Calvin.

Calvin McDonald

Thank you, Howard. I am excited to be here with you today to provide an update on our performance for the second quarter, share our learnings as we continue to adapt to and navigate the uncertain COVID-19 environment and highlight trends we are seeing in the business as we look forward to the back half of the year. The results we are sharing today demonstrate the strength of the Lululemon brand as we face these unexpected times and see the future of retail accelerate through an expansion of e-commerce and digital sweat offerings. Our products built with technical innovation and performance fabrics is ideal for enabling the work from home and versatile lifestyle that has grown exponentially in the COVID-19 world. Building upon these components, our acquisition of at-home fitness innovator, MIRROR and our continued expansion globally demonstrates our ability to navigate the near-term while planning for the long-term growth.

Today, I am joined by Meghan Frank, our SVP of Financial Planning and Analysis, who continues to be a supportive partner as she works with me in the team on strategic and operational finance, while our CFO search is ongoing. Alex Grieve, our VP and Controller is also on the call today and be available to answer your questions during the Q&A portion.

Before I detail our results, I would like to speak for a moment about the importance of diversity inclusion at Lululemon. As I mentioned on our last call, we are committed to increasing our investment in education, behavior change and diverse representation within our organization. The Black Lives Matter movement has ignited Lululemon and our collective serving as a powerful catalyst to critically examine our culture and practices. Back in June, we created idea, a commitment to create real and lasting change through inclusion, diversity, equity and action. As a company, we are focused on meaningful transformation, shifting our mindsets and behaviors and living into our core value of inclusion everyday. I look forward to sharing our progress on this going forward as the diversity of our workforce truly begins to reflect the global communities in which we operate.

Let me turn now to our business performance in the second quarter, which exceeded our expectations. Total revenue increased 2%. Consistent with quarter one, we are not reporting same-store sales due to the significant number of stores that remain closed during the beginning of the quarter. Our e-commerce business continued to accelerate with comps in quarter two increasing 157%. Gross margin declined 80 basis points and our product margin was flat with last year. Adjusted earnings per share were $0.74 versus $0.96 last year and our financial position remains strong as we ended the quarter with $1.2 billion in total liquidity.

As we continue to operate and move through the COVID-19 environment, we are seeing a shift in behavior in terms of working from home, sweating from home and the increased importance of living an active and healthy lifestyle. These trends play to our strengths and setup an opportunity for us to continue to innovate and gain market share. We are learning how our guests are changing their behaviors and we are adapting engaging with them in new ways. We remain committed to our Power of Three growth plan, including the doubling of men’s, doubling of e-commerce and quadrupling international by 2023. But we also recognize that 2020 is likely an inflection point for retail and for Lululemon, with certain changes in guest behaviors likely to endure in the post COVID-19 world. We believe Lululemon is uniquely positioned to engage with our guests when, where and how they want based on the strength of our brand, the strength of our operating model and the investments we have been making across the business.

One of our key strengths is our omni operating model. For the last several years, we have been investing in our ecosystem to ensure we have the capabilities to enable a seamless and enjoyable experience whether guests want to engage with us virtually in stores or in the community. What we are learning now during the COVID-19 environment is that omni means much more to our guests and simply enabling purchase transactions across our channels. While our recent investments in transactional omni capabilities are clearly paying off as evidenced by our recent results, we have begun to view other areas of our business, including sweat and events through an omni lens.

Let me now share some of the details. As our stores continue to recover, our e-commerce business has accelerated from a 41% comp in quarter four of last year to 157% comp in the current quarter. Similar to quarter one, we have seen a healthy mix of new guests, existing e-commerce guests and historically retail-only guests now shopping with us online. In order to support growth in the business, capture a potential further increase in demand in quarter four and ensure our guests continue to receive the highest level of service we have accelerated investments this year within our e-commerce channel. These investments include developing site enhancements, building our transactional omni functionality and increasing fulfillment capabilities. These further enhancements were on our roadmap for the next 2 years and given our ecommerce business has currently accelerated beyond our expectations we prioritize and pull forward these investments.

We are also continuing to grow our brand and engage with our guests across our international markets. In China, we are experiencing a strong rebound in store with same-store sales up over 30%, coupled with strengthen in e-commerce, which grew over 130% in quarter two and in Europe, a greater than 160% lift in e-commerce is driving our business as guests are engaging with us more online than ever. When looking at store growth in our regions in quarter two, we opened 9 new locations across Asia and Europe, including our 100th location in APAC, an exciting milestone for our brand in this key growth market.

Let me shift now to speak about the recovery of our store business. While this period continues to be unpredictable, we currently have approximately 97% of our stores open across the globe to serve our guests. On average, our reopened stores are performing at 75% of last year’s volume. As you know, our stores are small and designed to be an efficient use of space with high levels of traffic, which results in high productivity. While these are appealing attributes, the current capacity constraints understandably limit the number of guests who can be in the store at one-time. While we are seeing traffic declines relative to last year and expect these constraints to endure at least through the end of the year, the underlying health of our brand remains strong. Guests are patiently lining up to get into our stores both physically and to our virtual tools. Our product continues to resonate well as evidenced by the strength of our e-commerce channel. And while we expect productivity for stores that we have reopened to remain consistent with the current levels for the remainder of the year, we still expect to grow our top line in quarter three and quarter four.

We continue to believe physical stores are and always will be an extremely important part of our ecosystem. From a sales standpoint, our stores are highly productive and they enable so much more than simply the purchase of apparel by our guests. Our stores are our local hub and communities across the globe, gathering spots for our ambassadors and our connection to local studios facilitate e-commerce transactions via our ship-from-store and buy online pickup in store capabilities and our portal to bring new guests into our brand, particularly men. This year, we plan to open 30 to 35 net new stores, while also accelerating our seasonal store strategy.

In quarter two, we operated just over 50 seasonal stores and we plan to increase to approximately 70 in the second half of the year. Our strategy this holiday will include seasonal stores in key centers in markets where we have existing stores to help us mitigate the current capacity constraints. That being said, we are building new and leveraging our current transactional omni capabilities to ensure a quick and seamless shopping experience for both our store and e-commerce guests. Some of our actions include, first, we have evolved our buy online, pickup in store functionality to buy online pickup by curbside. Second, we have enabled virtual waitlist so guests no longer have to wait in line and instead can be notified via text when it is their turn to enter the store. This functionality has been particularly well received. In the month of August alone, we had nearly 400,000 individual guests utilizing our virtual waitlist across nearly 280 locations, where we implemented the technology. Third, we have continued to expand the number of our Omni educators who receive special training enabling them to help guest in-store and virtually through our guest education center. And fourth, we continue to offer our digital educator and virtual concierge programs and both initiatives continue to be well received by guests. This innovation demonstrates our consistent ability to be agile and anticipate the evolving needs of our guests. We have also enabled omni sweat life capabilities to help our guests stay active both physically and digitally. Many of our ambassadors have been offering live streams on our social channels and we now offer digital content as part of our membership program in the cities where our tests are underway.

I am also excited that in August, we were able to convert our Annual SeaWheeze Half Marathon into an extremely successful virtual event, which over 23,000 people for more than 100 countries participated, including myself. We have partnered with the running app, Strava and offered a 10-K distance in addition to our half marathon. We also curated virtual training programs for both races to help runners prepare and compete at the height of their ability.

Shifting now to product innovation, our guests are now working and sweating from home more than ever and we continue to be there for them with merchandise that offers versatility and flexibility powered by the technical innovation of signs of feel. I am excited to share the ways in which we are making our assortment relevant to more of our guests. Last month, we expanded our on-the-move collection with the introduction of new pant styles for both women and men. Supported by our everyday is a workout campaign. These styles leverage our expertise in technical construction in developing technical fabrics, but they were explicitly designed for out of studio use. For women, we launched the City Sleek 5 pocket powered by our Warpstreme fabric, and for men, we rolled out the Bowline pant in our new utility TAC fabric. Initial response to these new styles has been strong. In particular, the City Sleek has exceeded expectations by a factor of two as the number one performing style in the company during the initial days of the launch and we are chasing into additional inventory to help keep up with demand. While we will always lead with performance-based apparel and technical innovations, we see continued opportunity to grow the on-the-move portion of the business for both women and men.

I am also pleased with our move toward more inclusive sizing. This is an important step forward for Lululemon and I am excited that later this month we will start to offer some of our core styles in sizes 0 to 20 and this is just the beginning. By the end of 2021, the majority of our women’s assortment will be available in our more inclusive size range. When looking at the men’s business overall, we saw sequential improvement relative to quarter one, although it lagged behind the growth in the women’s business. As the work-from-home and sweat-from-home environment continues, we have seen our male guests respond more enthusiastically to shorts, sweats and hoodies. Our merchant teams are chasing into these categories so we can maximize these businesses based on the current shift in demand. And our brand teams are focused on continuing to raise awareness among men and our dual gender line such as on-the-move provide an opportunity to grow in both the men’s and women’s business. Our opportunity within product remains in the early innings. We have only just begun to leverage our work within the signs of feel innovation platform and we have ample ways to expand our key categories run, train, yoga, and on-the-move. In addition, the Lululemon brand is positioned well to take advantage of the shifts we are seeing in the marketplace towards apparel that provides versatility, comfort and technical innovation.

Before shifting to our outlook, let me update you on two of our omni guest initiatives, MIRROR and Membership. MIRROR is a further example of how we are considering and evolving new aspects of our business through an omni lens. As you know, we closed on the MIRROR transaction in early July and I couldn’t be more excited with the potential MIRROR brings to Lululemon and the opportunities Lululemon brings to MIRROR. As I stated, when we announced the acquisition, MIRROR is a standalone revenue generating company and their management team will continue to operate the business from their offices in New York. There is no need for heavy integration work and we have begun the process of bringing them into the Lululemon family so that we benefit from our collective strengths. We are on track to begin offering the MIRROR in 10 to 15 Lululemon stores in the United States by early quarter four when we will also begin leveraging our digital channels to help build the brand awareness.

From a financial standpoint, we continue to believe that MIRROR will be modestly dilutive to earnings this year. We plan to ramp up marketing and advertising spend in the second half of the year to fuel MIRROR’s momentum during the holiday season and into 2021. The initial work we are doing with MIRROR during the upcoming fall season will set the stage for next year when we expect to be more aggressively leveraging the power of the Lululemon ecosystem to grow the MIRROR business. Meghan will provide you with more details in a moment.

Shifting to Membership, I am excited to announce we are continuing to test a program in Edmonton, Chicago and Denver and starting this week we will also bring the program to our guests in Toronto for the first time. The membership program continues to celebrate community connection and provides a range of offering such as special product, dedicated online sweat classes and inspiring guest speakers to extend the Lululemon experience. With COVID-19 in mind, I am proud of how our teams have evolved to a virtual event format with plans to return to studio classes and physical gatherings once safe to do so. As we continue to test and learn through membership and integrate MIRROR into the Lululemon family, we are gaining valuable insights on guest behavior that can help us further improve our offering and enhance the ability of our guests to fully experience the sweat life.

Let me now share our thoughts on how we are approaching the second half of the year. Meghan will share some specifics regarding our financial outlook, but I wanted to provide you with our planning framework for the fall season. Our starting point is that the environment remains uncertain. COVID is not yet contained in many of the markets where we operate and while we expect the recovery to advance, we continue to plan for multiple scenarios this fall and particularly for the holiday season. We have pulled forward several IT investments related to our e-commerce business, increased our DC and fulfillment capabilities, and are continuing to grow the ranks of our omni educators to ensure our guests receive the service and experience they are accustomed to should our e-commerce business spike even more in quarter four. We continue to work with our vendors to ensure the proper timing of upcoming merchandise flows and can pull forward deliveries of select styles should unanticipated demand develop and we continue to protect our downside by tightly managing expenses and the outlay of capital.

Let me now turn it over to Meghan.

Meghan Frank

Thanks, Calvin. I will start by providing details on our Q2 performance and although we are not providing specific guidance, I will offer some color on outlook for the remainder of the year. I will also discuss specifics on our balance sheet, including our cash position, liquidity and inventories. Please note that the adjusted Q2 financial metrics I will share include the operating results of MIRROR beginning on July 7, the date the transaction closed, but exclude $11.5 million of pre-tax acquisition related costs. You can refer to our earnings release and Form 10-Q for more information and reconciliations to our GAAP metrics.

For Q2, total net revenue increased 2% to $903 million. And while we are still in the COVID-19 recovery phase, this was above our expectations of high single-digits decline. In our digital channel, we posted a 157% constant dollar comp increase on top of the 31% increase last year. Given the significant number of temporary store closures in Q2, we do not know store comp is a meaningful metric to evaluate performance. As we evaluate our top line performance, we will continue to be focused on total revenue, our digital business trends and open store recovery trends, which I will offer some additional color on as we move into our outlook. Square footage increased 15% versus last year and driven by the addition of 46 net new stores since Q2 of 2019. During the quarter, we opened 17 new stores 8 in North America, 4 in Mainland China, 3 in other markets across Asia and 2 in Europe. We also completed two planned optimizations. In terms of our digital channel, e-com contributed approximately $554 million of top line or 61% of total revenue. A constant dollar e-com comps exceeded our expectations increasing 157%. Excluding the impact of our online warehouse sale, e-com comps grew 137%, while we were pleased with our online warehouse sale results, I did want to highlight that overall for the quarter, we saw strength and full price sales as reflected on our flat product margin results year-over-year.

In terms of e-com drivers, we continue to see strength and traffic, and conversion which increased over 90% and 45%, respectively. Traffic was driven by channel shift coupled with investments in digital marketing, and conversion continues to benefit from guests response to our product, and the investments we have made in our global digital platforms to improve guest experience. Those profits for the second quarter was $489.5 million, or 54.2% of net revenue compared to 55% of net revenue in Q2 2019. The gross margin decline of 80 basis points was driven by 130 basis points of de-leverage on DC related costs, which was offset by 40 basis points of product team costs leverage and 30 basis points of occupancy and depreciation leverage. Product margin was flat year-over-year inclusive of the online warehouse sale, as lower product costs and product mix offset higher markdowns. They also experienced a 20 basis point negative impact from foreign exchange.

Moving to SG&A, our approach in the current environment has been to protect against downside while also ensuring we continue to invest in our long-term growth opportunities. SG&A expenses for approximately $353 million or 39.1% of net revenue compared to 36% of net revenue in Q2 2019. The deleverage in the quarter resulted predominantly from lower revenues due to COVID-19 related store closures and our commitment to continue to pay our employees through this period of disruption. We also associated with COVID-related supplies and PPE, de-leverage and depreciation and de-leveraged from here. These are partially offset by expense reductions relative to our original budget coupled with a recognition of some government wage subsidies in the quarter.

Adjusted operating income for the quarter was approximately $136 million or 15% of net revenue compared to 19% of net revenue in Q2 2019. Adjusted tax expense for the quarter was $39.2 million or 28.9% of pretax earnings, compared to an effective tax rate of 26.4% a year ago. The increase in our adjusted effective tax rate compared to last year relates primarily to changes and guidance associated with certain U.S. tax reform measures, which reduced the effective tax rate in the second quarter of fiscal 2019. Adjusted net income for the quarter was $96.3 million or $0.74 per diluted share, compared to earnings per diluted share of $0.96 in Q2 of 2019. Capital expenditures were approximately $53 million for the quarter, compared to approximately $67 million in the second quarter last year. Q2 spend relates primarily to store capital for new locations, relocations and renovations technology spent to support our business growth, digital channel and analytics capabilities and supply chain investments.

Turning to our balance sheet highlights, we ended the quarter of $1.2 billion of total liquidity. We have had $523 million in cash and cash equivalents and approximately $700 million of available capacity under our committed revolving credit facilities Inventory grew 36% versus last year with $673 million at the end of Q2. We now believe Q1 was the high point for year-over-year inventory increases for 2020. We expect levels in the second half to moderate further and increase in a 20% to 30% range. Our repurchase program remains on pause as part of our COVID-19 cash management strategy. They have approximately $264 million remaining on our current $500 million purchase plan.

Let me shift now to current trends and share with you some color on how we are looking at the remainder of the year. Due to the dynamic nature of the macro environment, we are not returning to our historical cadence to providing specific guidance for the current quarter and fiscal year. We continue to plan for a number of scenarios in order to ensure we have the appropriate flexibility to manage the business through a range of second half outcomes. These include scenarios around store trend recovery and let us continue COVID-19 impacts across the globe.

We are focused on and benefiting from leveraging our omni-model and digital strength as we navigate this uncertainty. We have continued to see guests shift between channels, which has driven outsized growth on our e-commerce sites. As Calvin mentioned, we have pulled forward investments in our digital channel to ensure our guests continue to receive an elevated experience when shopping our sites and to maximize second half and holiday business. In terms of stores, we currently have approximately 97% of our stores open across the globe with only a handful of closures in North America and Australia. All of our distribution centers are up and running. The average productivity of our reopened service is approximately 75% of last year’s volume.

As we continue to prioritize our people in our guests, we are still limiting capacity and operating on reduced hours in many locations. We believe these restrictions coupled with our relatively small store size and high productivity comparisons continue to impact guest traffic. When looking at new store openings for 2020, we expect to open 30 to 35 net new stores with 15 net new stores open through the end of Q2. These openings will contribute to a low double-digit increase in square footage for the year. In addition, we are maintaining our seasonal store strategy. We operate at just over 50 seasonal stores in Q2 and plan to operate approximately 70 in the second half of the year.

Looking forward for the business overall, we continue to anticipate the trend in total revenue growth to improve sequentially throughout the remainder of the year. Inclusive of MIRROR in Q3, we expect total revenues to increase in the mid to high single-digit range with Q4 increasing in the high single to low double-digit range. It’s important to note that our view on total revenue growth in the back half assumes no improvement to the 75% productivity levels we are currently experiencing in reopened stores. In our digital channels, we expect revenue to remain strong and well above our pre-COVID growth rates of 30% to 40%, but moderate in the second half relative to Q2 with the majority of stores open.

And finally, we are now assuming that MIRROR will generate in excess of $150 million in revenue for the full year 2020. As from our initial expectation, which was revenue in excess of $100 million, we made the strategic decision to increase marketing spend for MIRROR in the second half to take advantage of current trends towards spending from home and capitalize on the opportunity to drive business during the holiday season and into next year. The increased marketing spend, which will help acquire new guests in the near-term and should also produce a return over the longer term through increased product and brand awareness will contribute to modest earnings dilution reflected in our outlook. For gross margin, we continue to expect the second half of the year to be better than the first half with the decline relative to last year in Q3, followed by flat to modestly up gross margin in Q4. We remain on track to deliver savings of $40 million in non-merchandise expenses included with a gross margin relative to our original budget.

In terms of SG&A for the full year, we expect de-leverage to continue in the back half as we prudently invest in select growth initiatives, particularly digital and store traffic likely remains below last year’s levels. In addition, while MIRROR’s dilution on our P&L would be modest for the year overall, the bulk of this will be realized within SG&A contributing to de-leverage in Q3 and Q4. We remain on track to realize $130 million in gross SG&A savings by the end of the year relative to our original budget.

With regard to earnings per share compared to a year ago, if we look at just the Lululemon business, we expect an adjusted EPS decline in the 10% to 15% range in Q3 and adjusted EPS to grow modestly in Q4. When looking at our combined results for Lululemon and MIRROR, we expect an adjusted EPS decline in the 15% to 20% range in Q3 and a modest decline in Q4. For the full year 2020, excluding acquisition costs, we continue to expect MIRROR to be modestly dilutive at less than 5%. In terms of capital spending, we expect CapEx for 2020 to be below our original budget and generally in line with last year. We are prioritizing spending on digital and omni initiatives and fulfillment capabilities, while pulling back somewhat on new store openings and remodels.

Before handing it back to Calvin, I would like to reiterate that we are cautiously optimistic with regard to the holiday season and we continue to plan the business based on multiple performance scenarios. Our guidance assumes store productivity remains consistent with the levels we have seen recently and we experienced ongoing strength in our e-commerce business. Longer term, we remain committed to our power free growth plan and we are excited with the opportunities to remain in front of us.

And now back to Calvin for some closing remarks.

Calvin McDonald

Thank you, Meghan. And I want to take this moment to also thank all of the Lululemon employees around the world to continue to be agile, nimble and creative as we meet and exceed the expectations of our guests during this time. I am proud of the resiliency and flexibility of the business that allows us to deliver results like these that demonstrates both our near-term and long-term strength and I continue to be impressed by how our leadership team is is showing up both as they lead their teams and strategically co-create our future. We all feel that Lululemon is becoming stronger quarter by quarter. And it’s a testament to our people, our ability to innovate, and our enduring connection with our guests. We love to serve. We are now pleased to take your questions. Operator, we can now open it up for Q&A.

Question-and-Answer Session


[Operator Instructions] The first question comes from Lorraine Hutchinson with Bank of America. Please go ahead.

Lorraine Hutchinson

Thanks. Good afternoon, I wanted to ask about how you are thinking about managing any holiday volume challenges, whether store capacity constraints or higher shipping costs. It sounds like we will be opening some seasonal stores to help with that. Are there any other plans in place to try to ensure that you can successfully manage through this tough 4Q environment?

Calvin McDonald

Yes, hello, it’s Calvin. Absolutely we I break it into a couple of key strategic buckets that we have been working on early on. The first was pulling forward our investments to ensure that the infrastructure both our supply chain, as well as our websites around the world, were ready for the type of volume that we are anticipating. We have run a variety of scenarios if you think obviously fourth quarter volume is the highest volume within a year. And we are seeing exponential growth on e-commerce. So we sort of applied that modeling to the back half as sort of the benchmark of what we needed to prepare for. And we pulled those investments forward to ensure a readiness on the site and the infrastructure in order to support and then we have been investing into the guest experience, call center, being one of the key areas, looking at how we can mobilize our educators to not just be able to work in the physical but as well as being able to service our guests online, both through a concierge service as well as a call center. So leaning in and ensuring that we have the infrastructure to support and the guest Education Center to support are two of the big important factors and that is anticipating our online volume in a physical space there is a variety of initiatives that we keep innovating to take away the operating constraints, that’s the reality of operating through COVID. We have all seen the lines at our stores we know that guests are, willing and are waiting to queue up. And our challenge is, how do we get more into the store and transact at a quicker rate. So variety of innovations have gone into that from the virtual line lineup that I share, shared as well as how we just check guests out and service them outside of the store. And then the seasonal stores is a is a big shift as well tapping into our nimble fleet where, last year in fourth quarter, we had 51 seasonal stores This year, we are planning on 70. And in some locations, we may even be doubling up in a in a mall or a location where we have an existing store so we can pick up some of that overflow. So those things combined. We feel good that we will be ready for the volume where we need to be in maximizing the potential physical space with some of the innovation that I shared with you.

Lorraine Hutchinson

Thank you.


The next question comes from Matthew Boss with JPMorgan. Please go ahead.

Matthew Boss, your line is live. The next question comes from Mark Altschwager with Baird. Please go ahead.

Mark Altschwager

Hey good afternoon. Thanks for taking my question. On the product margin, can you walk through some of the drivers there relative to the strength that you saw in Q1? I guess specifically, I am wondering how much of an impact the warehouse sale had in the quarter and whether the plus 180 we saw in the first quarter might be a better indicator of the underlying run-rate in the business.

Meghan Frank

Yes, thanks, Mark. It’s Meghan. So, we were really pleased with the strength we saw in product margin in the quarter. As you heard, we did do an online warehouse sale, which compressed really with our stores closed, markdowns selling into one period. But when we look across the quarter, we saw some really nice strength out of full-priced selling. We are not going to offer color on product margin specifically as we move into the second half, but we are expecting gross margins in the second half the year to be better than the first half and expect a decline in Q3, returning to gross margin expansion year-over-year in Q4.

Mark Altschwager

That’s very helpful. Thank you. And then just a follow-up, thanks for all the detail on the productivity trends and digital, does it – any further help on what you are seeing quarter-to-date in each of the channels relative to what you saw in second quarter?

Meghan Frank

Yes. So we are tracking relatively in line with the top line color we have provided, which is total revenue growth in the mid to high single-digit range for the quarter.

Mark Altschwager

Thank you very much. Best of luck.


The next question comes from Matt McClintock with Raymond James. Please go ahead.

Matt McClintock

Thank you everyone. And it’s McClintock, but good job trying. Honestly, I wanted to start with just fulfillment capacity and it’s kind of a follow-up to Lorraine’s question, but I want to understand the investments that you are making in terms of fulfillment volume, your ability to handle more volume versus customer service your ability to deal with customer service with these higher levels of volume, where does that position you longer term? I understand you are getting ready for the fourth quarter, but I want to think 2 years out, 3 years out that you are already building the ability to handle volume of 5 years from now, 6 years from now or is this because you are going so fast, you are still trying to just kind of keep up with that and still add some safety room? Thanks.

Calvin McDonald

Thanks, Matt. We are definitely well ahead of the volume that we had anticipated and modeled in our 5-year growth plan that we shared last spring. And under the Power of Three and when we looked at doubling our digital business, we are definitely trending ahead of that run-rate. So, these investments that we are making this year, I would break into a number of factors, one is our distribution capability of both fulfilling stores as well as e-commerce, e-commerce orders, ensuring we have the right safety measures in place to maintain continuity of operating the DCs, which I am very proud of the work that the team did today to operate through while maintaining and putting the health and safety of our warehouse distribution, employees front and center on the website, improving this ongoing stability, the ability to take the traffic and convert and we saw traffic in quarter two increase by 91%, conversion increase by 46%. So, these combined with the volume are ahead of where we anticipated and there is just general infrastructure investments you need to make to be able to scale the business like that. Fortunately, we are predominantly cloud based now, which allows us to more easily expand both in North America and internationally. Internationally, our total business was up 37%, that’s including stores in the quarter. Every region in Europe and APAC and China grew and we saw significant growth in e-commerce. So, we are experiencing it in all markets and we are investing there in the infrastructure support that volume. We are definitely going to come out of the year ahead of where we thought we would be in the 5-year plan on a dollar perspective and we will continue to invest in as we look forward to the 23 plan and then obviously our planning beyond that prioritizing the investments. I mean, what’s centered at our strategy is an omni ecosystem and approach and digital plays a big part of that. And we are going to keep investing to ensure that we support the growth of the business and take a long-term view on it.

Matt McClintock

Thanks for that color. And then just as a follow-up, we have started noticing a lot more Lululemon instructors on MIRROR and I was just because we talked about starting to integrate the two companies a little bit, I wanted to get your thoughts on bringing your ecosystem on to MIRROR and how it’s impacting local communities? Are you seeing engagement, greater engagement levels in local communities where you have maybe local instructors teaching on MIRROR now? Thanks.

Calvin McDonald

Great, thanks. I would say, as we have alluded, it is very early. And we, we have started a partnership with MIRROR over a year ago last spring. And, in fact, through that partnership, we had some of our Lululemon ambassadors on the MIRROR platform last fall and that gave us a lot of test and learn opportunities to see how the MIRROR guest was interacting with both that Ambassador as well as the interaction of at home sweat, and that among with many other metrics, gave us the confidence and led to the excitement about making the acquisition so we look forward, we are moving forward with, the notion of a line integration, we are going to be selling in 10 to 15 stores this year, selling it on lululemon.com as it means to building awareness, and it really is set up as a test and learn and focus on 21. And as Meghan shared, even with a light integration, we are anticipating, solid improvement in their forecasts shared earlier, revenues in 150 million. And as we continue to integrate as we continue to, tap into the ambassadors in the community, and expand selling into more of our stores. We are excited about that growth opportunity center of how we are viewing our strategy moving forward, and where we feel it’s very unique versus some other players is the Omni ecosystem that is going to include both physical and digital sweat, so the Lululemon membership is rooted in physical sweat MIRROR is rooted predominantly in digital sweat and we see a relationship between the two and at the community level, so we will continue to innovate and expand into that with more to share. But that is really the unique point of our strategy and vision and MIRROR fits into it well, and will be a part of the community both digitally as well as within the physical representation of our ambassadors, our stores and others as we look to, to drive that business forward.

Matt McClintock

Thanks for those very exciting times.


The next question comes from Adrienne Yih with Barclays. Please go ahead.

Adrienne Yih

Calvin, I was wondering if you can talk about product category expansion, and the introduction of ongoing innovation newness for both the back half of this year, and then into 2021. And then Meghan, if you can just talk to us about how you have moved through inventory through the, I think there were three channels that you mentioned, or strategies last time, and how we should think about that at the end of both 3Q and 4Q? Thank you very much.

Calvin McDonald

Great, thanks. In terms of our product expansion, we have shared the four key sweat activities that we are focused on as a business, run train and yoga with on the move, being, you know, one of the key categories and we are sort of taking unique point of view is our most recent campaign, sort of picked up on which is notion life is a sport and we see a lot of growth just in how we provide head to toe options and solutions for the guests in those activities equally. We have a number of sweat activities that our loyal guests choose as either their secondary or tertiary sweat options that we equally see opportunity to expand our current assortment. And, and we are working to do that we are innovating into that. And we are excited about bringing a little, continual newness as well as continuity to the sweat activities for both our men’s business as well as our women’s business and accessories. So, there is a lot of new innovation in the pipeline. We shared the launch of our pant business this quarter with the City Sleek initiative with much more OTM planned for the back half and into next year and into these new sweat categories. So, I continue to be incredibly energized about the product pipeline, both the newness as well as the opportunity we have and what we have already declared and then the expansion of new categories that would be completely incremental for us building business, footwear in the coming years. So, I think it’s exciting to see the work that Sun and the teams doing in and around product through signs of feel and really believe we are early in what we offer in North America and then even more so internationally, so see a long runway of growth with product.

Meghan Frank

Great. In terms of inventory, we are pleased with the level of composition coming out of Q2. Our inventory was up 36% year-over-year, which was under our Q1 year-over-year balance. We have previously thought end of Q2 would be our high point and now we expect that will be Q1. So as you know, we did do an online warehouse sale during the quarter we are pleased with those results. But again, I just point back to we are also very pleased with our full price sales results. We do expect inventory to moderate in the second half of the year up 20% to 30% as we move into the third and fourth quarter and I just as again, a reminder, we do benefit from core being approximately 40% of our assortment.

Adrienne Yih

Great, thanks so much. Nice job in a tough environment.

Meghan Frank

Thank you.

Calvin McDonald

Thank you.


The next question comes from Ike Boruchow with Wells Fargo. Please go ahead.

Ike Boruchow

Hi, just two quick questions. Just back on the inventory, we understand this is the highpoint has been past and it’s going to moderate in the back half, the 20% to 30% is still pretty well above your sales trend, I am just kind of trying to understand your comfort with inventory you are carrying, if we should be on the lookout for more potential events to clear inventory in the third or fourth quarter. And then any chance you guys could explicitly breakout the MIRROR revenue contributions that you are planning in Q3-Q4? Thanks.

Meghan Frank

Yes, thanks. It’s Meghan. So I think in terms of inventory, what I would say is again, just 40% of our assortment is approximately 40% is core and we expect inventory levels to moderate through the second half of the year as we mentioned, 20% to 30% as you know that is about sales growth, but we feel comfortable with the level based on reflowing inventory and taking into consideration that core portion. We do expect gross margin in the second half of the year to improve relative to the first half and we expect again a decline in Q3 and returning to growth in Q4. And then in terms of MIRROR, we are not going to breakdown on the second half estimate, about $150 million, in excess of $150 million for the full fiscal 2020.

Ike Boruchow

Okay, thanks.


The next question comes from Alexandra Walvis with Goldman Sachs. Please go ahead.

Alexandra Walvis

Good afternoon. Thanks so much for taking the question. I had a question on the e-commerce growth. I was wondering if you could share any more color on the cadence of that growth through the quarter and indeed quarter-to-date. And also whether you might be able to share the composition of e-commerce revenue between existing customers and new to Lululemon customers? That would be really helpful.

Meghan Frank

Great. So, in terms of the e-commerce cadence, we have mentioned that we saw 125% when we were reporting Q1 at the start of the quarter. So, we did see a pickup as we move throughout Q2. And we saw 157% for the quarter and it was 137% excluding online warehouse sales. We have seen as I mentioned in line with our expectation of that year-over-year growth rate moderating as stores opened for the full period of Q3 and into the second half. We do expect e-com to be above the 30% to 40% growth rate that we experienced prior to COVID.

Alexandra Walvis

Great. Very clear. And then one more question from me, you are expanding this loyalty test to another city in Vancouver, any incremental color you can share on what you have learned from the loyalty pilots so far or anything that you are tweaking as you move into the subsequent pilot in Vancouver?

Calvin McDonald

Yes, absolutely. Thanks, Alexandra. First just to clarify the added cities Toronto that we are adding, so we are repeating in 3 of the 4 cities, repeating at Edmonton, Chicago and Denver and we tested in Austin with great results. But we elected to bring in a larger city with Toronto to test and learn so Toronto is going to be the new market. And what we continue to see in the adjustments we have made, obviously the essence of the program is rooted in connection and community with physical being a big part, the team has done a wonderful job shifting to virtual events, the sweats or speaker series, or other tutorials that guests have engaged incredibly well in that really set up a lot of interesting learning as we think forward around the program. And we will moderate as we see studios open and guests being able to physically sweat, but where we have landed is a good balance of physical sweat combined with access to product and then rooted at the notion of community and connection, $168 for the one year, and we go on making it available this week, and we are excited to see the results. And in every test city we have done, we have seen very positive response from the guests, a high loyal team engagement and intend to repeat, and it does have a positive impact on their overall purchases of Lululemon as well as recruitment of new guests. So from a guest metric standpoint, it’s very encouraging. And it is early and we are taking it through a test and learn phased approach Toronto is going to be a great new addition. COVID has been an interesting balance based on the positioning and the membership program, but I am very excited about how the guest has continued to engage in it, if anything has given us more confidence than not about the potential, and we will, test and learn through these markets with, plans to, continue to look at adding additional markets in the coming year.

Alexandra Walvis

Great. Thank you so much for all the color and all the best.


The next question comes from Omar Saad with Evercore. Please go ahead.

Omar Saad

Hi, thanks. Good afternoon. Congratulations on another great quarter. I wanted to ask a little bit more about your international results kind of compare and contrast versus your core North America market the China number was pretty impressive. Is that a good may be a contrast to compare the patterns you are seeing in those markets online and stores? Did you see experienced pent up demand there? Maybe some of the differences you would call out for the kind of consumer behavior patterns, you are seeing the guest behavior patterns you are seeing in North America and Europe as well it will be great to get that feedback? Thanks.

Calvin McDonald

Great. Thanks, Omar. I will start by just sort of keying up the North American business as we have sort of shared from Q1 to Q2, we are really pleased with the progression we saw in both Canada and the U.S. Stores performed similar in both markets. Predominantly, that’s linked to the operating constraints that we had to operate under with small stores that we are incredibly productive. And we just had challenges being able to match the same productivity numbers as the previous year. Any commerce obviously picked up a large share of that additional demand and overall the mix of the business we are very pleased with and it was a significant improvement from the Q1 performance internationally. I will start with China because it continues to just build steam and momentum from, Q1 when we had the early closings to when the stores reopened, and we are seeing incredible growth in both our e-commerce number which was up 136% in China in stores, which are up, significant, growth, as we saw through the quarter and heading into this quarter. They are benefiting from a lot of the domestic travel that is occurring. But from a brand perspective, we have opened up a number of additional doors, and they have all performed well ahead of plan. In tier two cities. We continue to see great growth and reaction to the brand and we are acquiring new guests and both channels are performing very strong, so very excited about what we continue to see as an inflection in our business in China and the momentum behind it in the growth that it’s driving, which is by far the strongest of any market that we are in to-date in this quarter. And when Europe and rest of Asia-Pacific very positive growth lead in e-commerce, e-commerce numbers similar to that in North America, which is really exciting for us, because it’s acquiring new guests and it’s resetting how high it’s high with our online business and potential as we think about assortment, think about our physical real estate strategy and entering into new markets. So, I am excited overall with the performance of our business internationally and continue to see guest acquisition increase the expansion of the brand led by China, but very strong in all markets that we are in.

Omar Saad

Great. And then a quick follow-up on MIRROR, why only 10 to 15 stores for the fourth quarter, are there capacity constraints or you just want to build it slowly? Thanks.

Calvin McDonald

Yes, it’s definitely, build it slowly and test and learn and be able to go a little bit more aggressive in ‘21 and we are going to test and learn between the balance of making it available and increasing awareness through dotcom, making it available through stores, we are in a good supply chain perspective now. Their average delivery is 7 to 10 days in terms of inventory flow obviously during early COVID, that number was expanded. They have been able to play catch up and we are sitting in a good position, but we see this as an exciting position long-term and there is good momentum already in that and we are going to add to it, but it is really test and learn with the focus on ‘21.

Omar Saad

Thanks. Best wishes.

Calvin McDonald

Thank you.

Howard Tubin

Operator, we will take one more question. Thanks.


Certainly. Our next question comes from Matthew Boss with JPMorgan. Please go ahead.

Matthew Boss

Great, thanks. We will try this again. Calvin, on the inflection that you cited for retail and for Lulu from here, can you first elaborate on investments from market share that you have accelerated during the crisis? And then also in digital, how – what’s the best way to think about the sustainability of digital channel operating margins relative to the 40% plus that you have achieved the last several years?

Calvin McDonald

Yes, I will touch on the inflection as well as how we are leaning in and how we are planning to continue to lean in. Clearly, health, wellness and functional apparel and trends in apparel have changed dramatically and I don’t perceive them defaulting back to pre-COVID sort of awareness with the guests, I think health and wellness trends are here to stay, I think that some of the trends we have seen in fashion and what guests are going to expect in apparel and in how they dress and how they want their apparel to perform are here to stay. And both of those benefits, our brand and our positioning in a number of ways, predominantly linked to our Power of Three growth strategy around product omni guest in creating that ecosystem as well as market expansion. So, I am excited about the potential of growth. And what we do know is and we have shared this before is even with the success of our business to-date, we have awareness opportunities. We have significant awareness opportunities with men in North America and in our international markets, awareness and consideration is – and remains our – one of our big exciting opportunities. So, we definitely leaned in, in Q3 with digital marketing plan to do more of that in the back half and into next year. Part of the success we saw internationally was turning on digital marketing and CRM in a more aggressive way than we have traditionally done in the past and it responded very well. So, the teams are going to continue to learn. We are continuing to sort of play with our rollouts and what we want and expect from the investments in how we get our brand known and have that awareness metric improve in the coming months, in the coming years. So, I just think the world is looking for more of what we have to offer and our opportunity we know is that awareness around offering it is still a big opportunity for us and we are going to lean in and invest in the back half of this year and into next year to do that and that’s all part of the guidance and margin that Meghan has provided and it’s also inclusive – there is no change to our Power of Three 5-year view of the financial model that we shared as well last spring. So, it’s all incorporated in that how we chase and lean, but it’s an exciting opportunity for us to drive awareness and we see the opportunity and we are shifting investment to go after it.

Matthew Boss

Great. And then just one follow-up, just on the digital trend in August and early September, is there any driver of the moderation that you have cited relative to the second quarter or maybe just any commentary to think about as we have tried to think through the magnitude at all as we think about the current momentum that you guys carry so far into the third quarter?

Meghan Frank

Yes, I wouldn’t say there is a driver to the moderation, it’s really looking at the omni trend overall, which again we see in the mid to high single-digit range and just with a lion’s share of the stores open, just not seeing as much of a channel shift trend with our guests being able to access our store fleet.

Matthew Boss

Great. Best of luck.

Meghan Frank

Great. Thank you.


That’s all the time we have for questions today. Thank you for joining the call and have a nice day.

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Coupa Software Incorporated (COUP) CEO Rob Bernshteyn on Q2 2021 Results – Earnings Call Transcript

Coupa Software Incorporated (NASDAQ:COUP) Q2 2021 Results Conference Call September 8, 2020 4:30 PM ET

Company Participants

Steven Horwitz – VP, IR

Rob Bernshteyn – CEO

Todd Ford – CFO

Conference Call Participants

Bob Napoli – William Blair

Josh Beck – KeyBanc

Chris Merwin – Goldman Sachs

Robert Simmons – RBC Capital Markets

Stan Zlotsky – Morgan Stanley

Brad Sills – BofA

Terry Tillman – Truist Securities

Daniel Jester – Citi

Peter Levine – Evercore

Siti Panigrahi – Mizuho

Koji Ikeda – Oppenheimer

Brian Peterson – Raymond James

Ryan MacDonald – Needham

Joseph Vafi – Canaccord


Good day, ladies and gentlemen, and welcome to the Coupa Software Second Quarter Fiscal Year 2021 Earnings Release Conference Call. At this time, all participants are in a listen-only mode. At the conclusion of our prepared remarks, we will conduct a question-and-answer session. [Operator Instructions] As a reminder, this call is being recorded.

I would now like to introduce your host for today’s conference call, Mr. Steven Horwitz, VP of Investor Relations. Mr. Horwitz, you may begin your conference.

Steven Horwitz

Thank you. Good afternoon and welcome to Coupa Software second quarter conference call. Joining me today are Rob Bernshteyn, Coupa’s CEO; and Todd Ford, Coupa’s CFO.

Our remarks today include forward-looking statements about guidance and future results of operations, strategies, market size, products, competitive position and potential growth opportunities. Our actual results may be materially different. Forward-looking statements involve risks and uncertainties and assumptions that are described in our most recently filed 10-Q. These forward-looking statements are based on our beliefs and assumptions today, and we disclaim any obligation to update any forward-looking statements. If this call is replayed after today, the information presented may not contain current or accurate information.

We also present both GAAP and non-GAAP financial measures. A reconciliation of certain of these measures is included in today’s earnings release, which you can find on our Investor Relations website. A replay of this call will also be available. Unless otherwise stated, growth comparisons are against the same period of the prior year.

With that, I will now turn the call over to Rob.

Rob Bernshteyn

All right. Well, thank you, Steven. Hello, everyone, and thank you for joining us.

When we started this journey more than a decade ago, we had a very clear vision to forever change the way things were done in what was the procurement space and solve the broader challenges and how businesses manage their spending with the support of innovative and reimagined information technology solutions.

We sought to achieve this by delivering 100% cloud-based comprehensive business spend management platform that would scale for virtually every company in the world, unlocking massive amounts of untapped value. Our platform would provide real time visibility, control, automation, spend compliance, and so much more. We set out to help our customers be more agile, to flourish in great times, and be more resilient in difficult times. And most importantly, we wanted these customers to be smarter together with something completely unprecedented in our industry, the concept of the community and the power of community intelligence. We have made some very significant strides towards fulfilling our objectives, as evidenced by the nearly $2 trillion in cumulative spend under management that has now flowed to Coupa’s transactional core.

Looking at our financials for this quarter. We once again delivered record revenue of $126 million, despite the global macroeconomic headwinds present today. It’s important to note that while we are largely focused on growth, we’re also focused on profitability and cash flows. To that end, Q2 was our ninth consecutive quarter of profitability on a non-GAAP basis. We also reached a new milestone this quarter, having generated more than $100 million in adjusted free cash flow over the trailing 12 months.

Our financial results clearly illustrate the leverage in our model, not to mention the strength in our balance sheet. We delivered solid results across the board. But make no mistake, we are playing to win the market over the long term.

Let me share some additional updates about our business. Sales cycles have not surprisingly extended somewhat from what we were seeing last year. However, many customer prospects, who had paused in the March and April timeframe, reengaged and became the newest members of our Coupa community. We’re also seeing strong pipeline build and an increase in our RFP activity.

Our new customers and prospects are focused on business resilience, and they’re seeing Coupa’s platform as mission-critical for today’s new realities. Many of these customers are testifying to the importance of our Value as a Service platform. A prime example of this is TransUnion, who spoke about Coupa on their June earnings call. They discussed their strategic initiative to transform global operations by creating consistent standards around the world. They specifically highlighted that they are implementing a full lifecycle procure to procure-to-pay system from Coupa, allowing complete business spend visibility globally.

Schneider Electric’s global director of P2P transformation shared comments about their recent successful go-live. She said, I’m extremely proud of my team in deploying Coupa software, harmonizing processes and centralizing our people across France, U.S. and Mexico. We are bringing simplification, compliance and organizational efficiency around the world, delighting our stakeholders.

Another mention came from Westpac Bank. Their CPO said, amazing that someone can access a procurement business application and make purchases within 15 seconds without any manual instructions of training. We’re excited to be implementing this at Westpac. Thank you, Coupa and Deloitte for being on this journey with us. Clearly, their CPO quickly discovered the user-centric aspect of our platform, also known as the U in Coupa.

Now, this quarter, we completed 100% of our go-lives remotely, and did so with great efficiency. We have reduced implementation times by roughly one month, as customers are relying more heavily on our prescriptive approach around best practices.

Now, let me highlight a few of the many customers that have gone live across more than a dozen industries during the quarter. Representing the consumer products industry, ADM, a fortune 50 global leader in human and animal nutrition has recently gone live with Coupa. Even with project teams working remotely, the implementation was completed on schedule.

Joe Canaday VP Global Procurement said, the pandemic certainly added challenges, but I’m extremely proud of our ADM team, Coupa and our business partners for their relentless engagement and focus which allowed us to deliver this go-live as planned.

Using Coupa, ADM enhances end to end process, improves data insights establishes a common platform for spot bids, and standardizes and automates core processes. This is done through a business spend management platform that makes it easy for colleagues to request the goods and services they need and for business partners to engage with ADM.

Representing the process manufacturing industry, Grupo Cementos de Chihuahua, a leading supplier and producer of cement and concrete across Mexico, United States and Canada, has gone live on Coupa. The focus of GCC was to automate supplier management, increase spend control and generate savings.

With Coupa, GCC has gone from disconnected purchasing process to a single digitized platform and has procured millions of dollars in peel back spend in just the first few weeks of being live. Such accelerated user adoption has helped GCC to increase spend management and elevate cost savings through contract compliance.

In the oil and gas industry, ProPetro Holdings completed its implementation of Coupa to enable process improvements for great efficiency and enhanced spend control. Using Coupa, ProPetro established best practices across procure-to-pay, including the use of online catalogs to ensure spend compliance and dynamic approval chains for spend visibility and improve financial controls. Within the first 12 days, they have processed millions of dollars in pre-approved spend through Coupa.

And in the relatively hard hit retail industry, Canadian Tire Corporation went live with Coupa to standardize and automate non-merchandise procure-to-pay purchases. Leveraging Coupa, Canadian Tire has replaced multiple disintegrated systems across its retail locations with a unified enterprise-wide platform. Already more than $1 billion of spend has flowed through the platform.

Our cross-industry impact doesn’t end with these examples. We also completed implementations in the banking, business services, industrial manufacturing, insurance, life sciences, nonprofit, technology and transportation industries during the quarter.

Now, let me welcome some of our new customers, representing companies of all industries and sizes as well. First, let me highlight some up incoming companies such as Confluent, Deli’s, [ph] Gap Materials, SalesLoft, Samancor Chrome, Shorelight Education, Welltok and many others. We also welcome the midsize organizations including CSC ServiceWorks, Strategic Education, Toyota Financial Australia, and others. And of course, we welcomed large enterprise companies such as Canfor, Cycle & Carriage, Engen Petroleum, OneMain Financial, Shaffer, Sekisui Chemical, Westpac Banking and numerous others. Not only are companies of all sizes joining our community, but also across nearly 20 different industries.

Now, as you heard me say many times before, our continued progress in providing customers with prescriptive insights, the P in Coupa is a major reason our prospects and customers are in lockstep with our vision. There is a revolution happening in business where companies are cognitively there with us that they will have a strategic advantage if they can leverage insights from our growing customer community. On a side note, I’m humbled to have the opportunity to share personal thoughts on this subject in our new book, Smarter Together, which is being released this week. This new book is essentially a position paper that builds upon our first book Value as a Service.

Let me share an example of how community intelligence helped The Brock Group, a company who provides specialty craft and maintenance services to diverse industries across the United States and Canada, and employs more than 13,000 employees in over 400 facilities, reduce fraudulent spend. As construction and maintenance projects ramp up at the end of each year, The Brock Group hires seasonal field workers. With so many seasonal employees submitting expenses, it’s difficult for them to review all expense reports for suspicious transactions. This means opportunities for spend leakages and even fraud. Coupa Community Intelligence has helped them address this problem by detecting suspicious transactions at scale across all of their spend. Using artificial intelligence to detect patterns from the Coupa Community, spend that deviates from expected behaviors that would otherwise fly under the radar is flagged as suspicious.

In the first hour after turning on these capabilities, The Brock Group identified tens of thousands of dollars of suspicious transactions. They identified duplicate transactions and even discovered an employee who had submitted thousands of dollars of seemingly legitimate small dollar expenses that were fraudulent. With community intelligence, Brock Group prevented spend leakage and fraud.

The knowledge that comes from assets of data is also extremely important when strategically managing inventory. Detailed inventory studies have shown that company inventory is inaccurate more than one third of the time, and nearly half of companies either don’t track inventory or do so manually. When you consider that inventory represents approximately 15% of the total assets for public companies in the United States, there’s clearly a big disconnect. To remedy the disconnect, Coupa has worked with more than 100 customers to improve visibility, management and optimization in the area of inventory management. Whether your inventory includes a camera, TV, medical supplies or any direct components that are part of your manufacturing process, by linking inventory directly with procurement, customers can optimize their spend.

One of our enterprise customers, Amazon takes advantage of this real time visibility with all their packing materials such as boxes and labels to ensure that their fulfillment centers around the world always have the materials necessary to quickly ship packages to customers. By having a single system of record for orders, receipts and inventory, they can ensure that they aren’t placing duplicate orders and that employees are making purchases from approved suppliers. With hundreds of thousands of transactions every month, the optimization of this inventory process saves the companies significant amounts of money.

Moving on, the pandemic induced focus on cost reduction and risk mitigation has led to higher demand for quick ROI solutions, such as Coupa Advantage, Coupa Risk Assess, Coupa Strategic Sourcing and Coupa Source Together. An example of how our customers address this focus, while simultaneously continuing to tap into our open platform, they owe in Coupa, can be seen with strategic sourcing. A great example is illustrated by a quote from Procter and Gamble’s associate director of purchasing. He said, with the help of Coupa’s sourcing tools, Procter and Gamble significantly optimized several hygiene raw materials purchases. With Coupa, the team was able to manage the end to end source and process more efficiently, collecting bids and running numerous complex scenarios to optimize awards in a short period of time. The process is now more robust and we’re better able to achieve our stewardship goals.

Another area where our customers are extracting meaningful value is to Coupa Pay. As most of you know by now, our pay module has strong value propositions for both, large enterprises and midsized customers. Apart from the efficiency that a company of any size can extract from integrating payments into their spend platform, enterprise customers are able to save hundreds of thousands of dollars per year by eliminating the need for bank integrations. At the same time, midsize companies can migrate from manual to digitized processes. One example of a midsize company that has digitized their payments approach is SambaNova, a next generation AI company that takes innovations from advanced research organizations around the world and makes them available to everyone everywhere. One of our earliest Coupa Pay customers, SambaNova uses the entire time pay module and platforms to consolidate technology and banking, scale payment processes, and significantly improve compliance and control.

Implementing Coupa Pay, they were running a siloed process using spreadsheets — before implementing Coupa Pay, they were running a siloed process using spreadsheets. Hundreds of invoices covering millions of dollars per month were being handled manually. These manual processes not only increased the potential for error, but they were far from optimal for internal process purposes. They also had an inefficient working capital approach, often paying bills by paper check in 15 days in fear of having late payments. Scalability was out of the question. To fix these issues, SambaNova wanted a unified process and integrated platform. Working closely with our customer success team, Coupa Pay was implemented in less than three months, a great example of accelerated or the A in Coupa. Within 90 days of being live, they were 95% of their invoices through the Coupa platform. SambaNova now has confidence in their simple and trackable digital payments process.

They’ve even commented on how feedback from their suppliers is overwhelmingly positive with an appreciation that the money is in the bank and the remittance is right there at Coupa. And the ease of cross border payments has enabled them to confidently scale internationally. Perhaps that’s why their VP of Finance said in a recent webinar, Coupa Pay is an absolute no brainer.

We appreciate the finance people realize the value that Coupa Pay provides. In fact, it’s part of our strategy to continue bringing more value to the office of the CFO as we expand our already comprehensive offering, known as the C in Coupa. To that end, during the quarter, we completed the acquisition of BELLIN, a leader in treasury management. BELLIN’s offering provides real-time transparency on cash balances, centralize the control of cash accounts to prevent fraud, provides efficient liquidity management and supports direct bank-to-bank communications for money transfer.

Treasury is another important department within companies that Coupa is working to help unsilo and make part of a strategic approach for any business. Our intention with Coupa Treasury Management is to make spend, contract data and the risks associated with both clearly visible to and actionable by the Treasury team. As we work to synergize our integrated offering, future capabilities of Treasury will include assets to community intelligence, which will show our customers best practices for conserving cash. They will also be made aware of potential contract risks if a customer has filed for bankruptcy. These are just a few examples representing only the tip of the iceberg when it comes to the value we will be able to create by incorporating treasury management into the Coupa platform.

As I’ve noted before, anytime we look at a potential acquisition, we are focused on adding technology components to maximize and enhance the value of our organic, transactional core engine and/or augmenting this engine with key events power applications that optimize the value of these transactions. This acquisition addresses both aspects of this strategy. Most importantly, BELLIN’s culture and values are in close alignment with ours, and we are already well on our way towards unifying as one.

Now, let’s move on to the Coupa Business Spend Index or BSI. The BSI is a leading indicator of economic growth, analyzing hundreds of billions of dollars in aggregated and anonymized business spend. Before getting into the Q3 outlook, I’d like to once again reiterate that the BSI data is not necessarily indicative of the trends we’re seeing in Coupa’s business.

I previously shared that the Q2 BSI showed a significant decline in economic confidence, likely as a response to the pandemic. The Q3 BSI indicates that business spend sentiment has modestly improved, likely as a correction to the acute scenario witnessed during Q1. Sector data indicates financial services retail and high tech showed improvement quarter-over-quarter. Although it is important to note that all sectors remain below trend. For example, spend sentiment in the retail sector continues to be significantly impacted by the pandemic, but more online shopping has likely contributed to the slight improvement in sentiment relative to the previous quarter. Also, given the continued impact on global supply chains, spend sentiment in manufacturing decreased slightly in Q3. For closer look at our Q3 BSI where we share more details on each of these trends, please visit www.spendindex.com.

Moving on, let me now recognize a few of my colleagues that have made outstanding contributions that clearly demonstrate Coupa’s core values. Let’s start with Kevin Christopher-George, who was recently recognized by his peers for exemplifying a number one core value of ensuring customer success. Customers consider Kevin to be a strategic resource, often feeling like he is part of their company. He holds the customer accountable for their commitments and always delivers on his.

Next, I’d like to mention Terry Kim, how was recognized for focusing on results. We win many deals because of Terry. He works across teams to ensure we are as accurate as possible up front. This sets everyone up for success during implementation. He always pushes projects towards the best outcomes for the customer.

And finally, Srinivas Kannan, embody striving for excellence. Sri passionately pushes everyone to connect, collaborate and improve, and he does so with tremendous inspiration and professionalism. Congratulations. And thank you, Kevin, Terry and Sri.

Further to our core values, we showed great alignment across our employee base in a survey completed by Great Places to Work. 97% of respondents ascribe to our number one core value of ensuring customer success. 98% ascribe to our number two core value of focusing on results, and 97% ascribe to our number three core value of striving for excellence. My aspiration is to get all of these to 100%.

I also believe that having nearly all our employees ascribing to these core values is a big reason Coupa was included in the list of Best Enterprise Software Companies to Work for by Glassdoor. We are proud and humbled to have 95% of survey respondents recommend working at Coupa.

So, in conclusion, we believe that the archaic, old fashioned methods of attempting to deliver value in our industry will soon be a thing of the past. Frankly, those who have been disappointed in the past are vexed, fuming and they’ve had it up to here. We aspire to a completely different level of customer value creation. As we unleash value for our customers like never before, we will continue to emphasize the importance of business resilience. Decisions made today will affect how companies persevere during difficult times and how they position themselves for even stronger economic conditions in the future.

In closing, we are currently well into our 47th quarter of execution. And as we guide our customers through these times as a key priority, we simultaneously remain focused on Coupa’s long-term success and market leadership.

With that, let me now hand it over to our Chief Financial Officer, Todd Ford, who will review our Q2 financial results and provide our outlook for the third quarter and updated fiscal 2021. Todd?

Todd Ford

Thanks, Rob. And good afternoon, everyone. While the world has changed, we’re all adapting to the new normal, our strategy at Coupa has not changed. We continue to manage our business to 30% annual revenue growth, disciplined sales and marketing investment, and demonstrating leverage and our operating model as we continue to grow, specifically operating and cash flow margin. As we continue to grow our business and extend our market leadership position, we’ll do so from a position of operational and financial strength with a focus on resiliency over the long-term.

Now, getting into some of the details starting with Q2 results. Total revenue for Q2 grew 32% year-over-year to $125.9 million, subscription revenue for Q2 was $111.6 million, up 34% compared to Q2 of last year, comprising 89% of total revenue, professional services and other revenue was $14.3 million. Calculated billings for Q2 were $130.5 million, up from $107.7 million in Q2 of last year, representing a 21% year-over-year increase. For the trailing 12 months, calculated billings were $518.5 million, up from $378.8 million in the previous trailing 12-month period, representing a 37% increase. Total deferred revenue at the end of Q2 was $249 million, up from $244.5 million at the end of Q1 and up from $188.9 million at the end of Q2 of last year, a year-over-year increase of 32%.

When considering our billing results, I’d like to remind you of the comments from last quarter on a difficult compare that existed going into the quarter. There were two events from Q2 of last year that impacted the year-over-year compare for billings this year. Specifically, one, some of the new customer billings which were billed in Q2 of last year, were billed in Q1 of this year for the terms of the contract; and two, a onetime spike in billings related to the Exari acquisition that we completed in Q2 of last year. The impact to Q2 billings from these two events was approximately $15 million from a year-over-year compare perspective.

Let’s now turn to margins and results of operations. Our second quarter non-GAAP gross margin was 72.1%, which was above our guidance of 70% to 71%, but down from Q1. The sequential decrease was primarily due to the impact of our acquisition of BELLIN, now Coupa Treasury Management. We typically see a drag in gross margin for the first few quarters after completing

quarter after completing an acquisition, due to immediately post acquisition, we carry the full burden of the acquired business’s costs, but don’t recognize 100% of the revenues, because of the write-down of deferred revenue in the purchase accounting and also, it typically takes a few quarters to complete the full business integration to the point where we can take advantage of expense-related synergies, such as the benefit of combining supplier purchases. We expect to see an impact on margins this quarter and for part of Q4, normalizing for the most part by the end of the year. Consistent with our long-term strategy and disciplined approach, we continue to make investments in our business, including hiring new employees. Even so, we were yet again able to demonstrate the scale and leverage in our operating margin and adjusted free cash flow results.

For the quarter, we delivered non-GAAP operating income of $12.3 million, as well as non-GAAP net income of $15.2 million or $0.21 per share on 73 million diluted shares. I’d also like to note that we booked a general reserve of $2 million in Q2, reflecting the uncertainty in today’s macroeconomic environment.

Moving to cash and cash flows. Entering Q2 cash collection expectations were difficult to predict due to the extended COVID-19 pandemic environment, but the strength of our business was clearly evident in our Q2 cash flows results. GAAP operating cash flows for Q2 were $23.4 million and we delivered record adjusted free cash flow this quarter of $35.7 million or 28% of total revenue. We define adjusted free cash flows as operating cash flows less purchases of property and equipment, plus repayments of convertible senior notes attributable to discount — that discount.

For the trailer 12 months, GAAP operating cash flows were $86.9 million, or 19% of total revenues. For adjusted free cash flows, as Rob noted, we delivered $100.4 million, or 22% of total revenues for the trailing 12 months, a new financial milestone for the Company. Our strong cash flow performance speaks to the quality of our customer base, the mission-critical nature of our platform, and ultimately, the value we’re delivering to our customers.

Cash at quarter-end was $1.34 billion, up from $706 million last quarter. The main driver of the increase was the issuance of our 2026 convertible notes of $1.38 billion, including the exercise of the green shoot. This was offset by $193 million paid for our capped call at an up 125 premium and $484 million paid towards obligations from our first convert, our 2023 notes. At the end of Q2, we still have approximately $16 million of principal remaining from our 2023 notes. We also used $84 million of cash this quarter towards the acquisition of BELLIN and ConnXus.

Now, let’s turn to guidance. With respect to guidance, our operating thesis is similar to last quarter, and that we expect the macroeconomic environment will remain challenging for at least Q3 and into Q4, with the possibility of things beginning to open up more broadly, starting early in the New Year. From a go-to-market perspective, we entered Q3 with a significantly stronger pipeline than the same time last year, both on a gross dollar basis and in terms of what we considered later stage, qualified pipeline.

Not surprisingly, however, many customers and prospects continue to operate with caution, especially those in industries highly affected by the pandemic, making it difficult to predict the timing of when deals will close.

The third quarter and full year 2021 guidance we’re providing today incorporates our current assumptions with respect to the uncertain effects of the challenging macroeconomic environment based on information available to us at this time around new business, renewals, timing of collections and various other inputs. Variations from these assumptions may cause our results to differ. Our guidance also assumes no billings or revenue contribution from Coupa Travel Sabre, formerly Yapta, for the remainder of the year. As you may recall, entering the year, we expected approximately $20 million in billings and revenue contribution from Coupa Travel Sabre.

With this as the backdrop, we expect total Q3 revenue of $123 million to $124 million. This includes subscription revenue of $112 million to $113 million and professional services revenue of approximately $11 million. We expect a Q2 non-GAAP gross margin of 70% to 71% and GAAP income from operations of $4.5 million to $5 million. This results in non-GAAP net income per share of $0.02 to $0.03 on approximately 74 million weighted average diluted shares for the quarter.

For non-GAAP net income per share, please keep in mind that other income and expense or quote unquote, below the line expenses are affected by the drop in interest rates over the last two quarters. Our non-GAAP other income and expense guidance also contemplates potential currency fluctuations and tax liabilities as well as additional cash interest on our latest convert at 0.375%.

On the OpEx side in Q2, we incurred about half of a typical quarter’s expense from acquisition of BELLIN. We will of course have a full quarter of BELLIN expenses in Q3. Also, after generating a record $36 million of adjusted free cash flows this quarter, we expect adjusted free cash flows for Q3 to be breakeven or slightly positive.

For the fiscal year ending January 31, 2021, we expect total revenues of $496.5 million to $498.5 million. This includes subscription revenue of $446 million to $448 million and professional services and other revenue of approximately $50.5 million. We expect non-GAAP gross margin for the year of 71% to 72%. We also expect non-GAAP operating income for the year of approximately $33.5 million to $35.5 million, non-GAAP earnings per share of approximately $0.43 to $0.45, based upon an estimated 73 million averaged diluted shares for the year. We expect adjusted free cash flows to be up year-over-year on an absolute basis.

To conclude, we are still living in unique and uncertain times. As we focus on the safety of our employees and the long-term prospects of our business, we will continue to execute on our strategy, which is founded on growth, financial discipline and operational efficiency, backed by a strong balance sheet to emerge stronger than ever when we all return to some level of efficiency.

Now, we’d be happy to take your questions. Operator?

Question-and-Answer Session


Thank you, Mr. Ford. [Operator Instructions] And your first question comes from the line of Bob Napoli from William Blair.

Bob Napoli

Thank you. Good afternoon. I was hoping to get an update on Coupa Pay. It is obvious question, just if you could give any trends on attach rates or the reception by certain clients, but some update on Coupa Pay would be helpful.

Rob Bernshteyn

Sure. Well, we continue to see some really good data there and an observable sort of impact in terms of Coupa Pay. For one, without doubt, we continue to build a very rich pipeline in the market. Secondarily, we are closing quite a few deals. And I would say if you look at many of the solutions that we’ve rolled out over the course of the last decade plus, Coupa Pay of all of those solutions has probably taken on the fastest ramp in terms of new customers and in terms of go lives. And that’s really my third point around go lives. You see these customers not only going live but you see them getting measurable value. They’re clearly moving away from paper-based or disjointed processes to more streamlined centralized processes. And they’re more than willing to stand up as references on our behalf in the marketplace. So, it feels like a very promising continued trajectory. And, we can be more excited about it.

Bob Napoli

Thank you.


And your next question comes from the line of Josh Beck with KeyBanc.

Josh Beck

Thanks for the question, I myself on mute there. I just kind of like to understand a little bit about how you’re thinking about the recovery, as we go through the year. I think, on the last call you had kind of expected Q4 to start to see signs of recovery. This quarter, certainly seems like it came in better than you had anticipated, if you look at the billings number or the spend under management number. But, at the same time, I think you said that you were pushing back a little bit to the first half of next year, when you were starting to factor in that broader macro recoveries. So, maybe just provide a little bit of color on what some of the positive surprise you saw in the quarter? And how that juxtaposes with pushing out the recovery timing just a bit on the macro front?

Rob Bernshteyn

Sure, sure. I appreciate the question. I think, the broader context is worth sharing with everyone on the call. And for those of you that have known us for some time, you know that we’re playing to win in this category without any question whatsoever. And to that end, we’ve continued to develop a really rich and robust and very sizeable pipeline. And we continue to have incredible engagement within that pipeline. So, that it’s not a pipeline that is moving out. It’s a pipeline that is actively engaged with us and building business cases for approval and driving that through their organizations. To that end, we’ve also continued thoughtfully hiring to make sure that we can support that pipeline fulfill demand as it drops. And what as you well know is a really large total addressable market.

And I would say that the environment we’re in right now, to your question, is really bringing even more attention to spend practices. There are new terms and practices that need to be addressed very quickly, kind of higher ROI areas, like sourcing and risk. There’s also the need to really set up companies for the future of how they do business spending.

Now, specifically, I would tell you that the fidelity, as it pertains to precision on any deal close timing, is probably not as high as it might have been historically. Having said that, we continue to close a robust book of business, while building up this pipeline to attack in Q3, Q4 throughout next year as we build this Company into something very, very meaningful and special in the world of information technology, enterprise software, and business.


Your next question comes from the line of Chris Merwin with Goldman Sachs.

Chris Merwin

I just had one for Rob. I think, you talked in the prepared remarks about an acquired tool for treasury management software. And I guess the question is twofold. Number one, should we see any major impacts to the financials? And number two, I know that there’s an account receivable automation vendors out there that offer treasury management solutions. So, in the future community, can you maybe see you expand more into the accounts receivable automation space? I know, there’s a lot of TAM where you’re now, but just curious when you think about the product or M&A pathway from here? Thanks.

Rob Bernshteyn

Sure. Well, thinking generally around mergers, around M&A or acquisitions that we would be considering is for to fall into the strategy that every one of the acquisitions we’ve done before falls into. A core component that can unlock value at that transactional core or power applications like a BELLIN in Treasury Management that can get even more value out of that massive accelerating transactional flow. With BELLIN, it’s really a no brainer for us. I mean, cash management in real time is pretty important when you think about income of cash and spending of cash, obviously.

Really helping our customers understand cash risk, really understand liquidity and where they are at any given point in time, understanding working capital management. These are the sort of ancillary spaces that the office of CFO has been interested in engaging with us for quite some time. And I would say, the other component that was really powerful here is just to get a little bit deeper into bank-to-bank, money transfer communications, the things we’re doing with Coupa Pay will actually be enhanced with some of the components coming from BELLIN. So, we’re likely to follow very much the same strategic approach to acquisitions. And this one clearly fell right in the sweet spot of that.

Todd Ford

And on the financial contributions, Chris, we obviously spent $84 million for BELLIN and ConnXus in the quarter. 90% of that was approximately BELLIN. Obviously, the full impact of the expenses is in our guidance. And as you’ve seen with the acquisitions in the past, it will take time for the revenue to ramp to steady state. But, as we look out to fiscal 2022, I’d expect $20 million to $25 million in revenue contribution from those two acquisitions, once again, primarily BELLIN being the majority of that. And then, I would also expect as Rob mentioned, additional positive impact to Coupa Pay than overall pricing of the BSM platform as we continue to see our average deal size increase quarter-on-quarter, which we continued to see this last quarter as well.


Your next question comes from the line of Alex Zukin with RBC Capital Markets.

Robert Simmons

Hi. This is Robert Simmons on for Alex. Thanks for taking the question. So, you had mentioned the customer is over 95% of transactions going through the platform. So, I’m wondering, if you tell us how that’s impacted your ASP, kind of pre-Pay and now with Pay?

Rob Bernshteyn

Sure. So, I’m not sure that directly impacts it. The reality is, we charge based on value delivery. We don’t have a sort of take rate model of some percentage of the electronic transaction model with just a few exceptions, Coupa Pay in some cases being that type of exception. When you think about the overall business, it’s largely a Value as a Service business where there’s a fair recurring subscription revenue price point for value delivery. And to that end, this is our virtually – our 46th quarter, virtually every quarter going up in average subscription revenue per customer. So clearly, they’re seeing more and more value being delivered for them on this platform and Coupa Pay is just an additional module that provides it.

Robert Simmons

And then, can you talk to your net retention rate, what are you seeing there?

Todd Ford

Yes. If you look at the renewal rates, continue to remain strong and best-in-class. Nothing that I would call out related to COVID or otherwise. One of the things I would say though, as Rob mentioned, we’ve seen significant positive trends in upsell with our current customers, and multiple areas, whether it’s Coupa Risk Assess, Coupa Sourcing, Coupa Pay and other. And one of the things that’s important to note and we saw a little bit of impact of this in Q2. When we do these power app add-ons, in many cases, we don’t realize the benefits of a full year billing to the customer on our calculated billings results, because the first billing installment for the add-on modules is often coterminous with the customer’s either annual anniversary or renewal date, meaning that we only build the customer for a partial year upfront. So, while no impact necessarily revenue, does impact billings for partial payments. And it’s likely we’ll see some benefit from this dynamic in Q4 where a significant amount of our deals are billed and transacted.


[Operator Instructions] And your next question comes from the line of Stan Zlotsky with Morgan Stanley.

Stan Zlotsky

Maybe just one very quick one for me. Todd, I’m not sure if maybe I missed it during the prepared remarks. But, how are you thinking about billings for Q3, either as a point estimate or maybe on a trailing 12-month basis?

Todd Ford

Yes. Thanks, Stan. So, given the current macroeconomic environment, we’ve continued to be very measured with our billings outlook. And if you look at the three components, professional services, renewals and new business, on the professional services front, we went into the quarter with a very strong pipeline, and we’ve also demonstrated the ability to take customers live remotely. As Rob mentioned in the remarks, 100% of our go-lives were done remotely. So, feel good about professional services. Renewals have continued to be strong, and we’ve seen even customers reaching in on the expansion that we have talked about. So, a lot of people expected impact from COVID, and we haven’t seen that at all.

And then on the new business front, I can give you a couple of comments quantitatively and qualitatively. So quantitatively, although you somewhat have to consider the lost small numbers, our new bookings in August were higher than last year. And in entering Q3, as I noted in my remarks, we had a substantially stronger pipeline for the second half of the year compared to that of last year both in terms of gross pipeline and later stage. But as Rob mentioned, it’s also difficult to predict sales cycle’s time. And there’s also some seasonality in Q3 historically, although there’s some trends pointing to perhaps that won’t be the case this quarter. And when we have seen deals push out, it’s typically weeks or months and not quarters. And then on the qualitative side, we are seeing some green shoots, particularly in the level of engagement by our go-to-market teams being extremely high. And overall, I would say my confidence entering Q3 is stronger than that entering Q2. But given historical seasonality and just the macroeconomic environment and expecting to get back to normal hopefully sometime later this year, the point estimate I would use for calculated billings on a trailing 12-month basis would be 27%, exiting Q3. But once again, it’s difficult to determine the order of magnitude just given all the factors I just covered.


And your next question comes from the line of Brad Sills with BofA.

Brad Sills

I wanted to ask about some of the progress you’ve seen here with the Community Intelligence applications; you mentioned advantage of Risk Assess, Sourcing. It seems like those are picking up. We’re hearing that from the channel as well. Is there a common theme here? Is it just that these offerings are now maturing, where you’re building that analytics capability, really leveraging that data set in there, or is it just awareness growing of the benefits of these solutions? I suspect it’s both. But any color on just what may be driving that? Thank you.

Rob Bernshteyn

Yes. Thanks very much for the question. I think it’s absolutely both. It’s very hard to understand exactly how some of the tipping points develop. But clearly, there’s a massive amount of data that’s going into providing the Community Intelligence back to customers now. I think we’ve passed many thresholds of data volume that we require to make the individual insights that are prescribed or offered up to individual customers be a value. And we’re getting to levels where that is becoming meaningful and valuable for them in making their decisions. I think there’s also an incredible continued willingness amongst our community to share anonymized and sanitized data, so that builds up the likelihood that insights would be valuable. And then, it’s the current times. And I think the current times are an important factor to consider here as well. Many of the conversations I’m having with folks — CFOs and folks in the CFO’s office are about the supply chain disruptions they’re seeing, the risk that they’re seeing amongst their supply base that they need, neighborhood watch type programs like we have built into Community Intelligence to help them mitigate that risk, their need to get advice and insight on how to go from perhaps single sourcing with certain suppliers to multi-sourcing, ideas or input around best practices for renegotiating certain categories of spend, how to prioritize where to renegotiate, where to start and how to move into a much more digital best practices way of doing things. So, there’s a lot of factors that are coming into play, but all of them are producing exactly what I think you’re hearing from our community, which is we’re starting to get real meaningful value from Community Intelligence. And I could tell you, without any reservation, we’re definitely just at the very tip of the iceberg in terms of what’s possible in terms of making all of our customers smarter together.


And your next question comes from the line of Terry Tillman with Truist Securities.

SEPTEMBER 08, 2020 / 8:30PM, COUP.OQ – Q2 2021 Coupa Software Inc Earnings Call

Terry Tillman

Yes. Thanks for taking my question. It’s related to, Todd, what you just talked about a few questions ago as it related to billing. This concept of the add-on sales, what I’m curious about is, you called that out and how that could potentially impact 4Q. Could you maybe give us a little bit more perspective on how notable that could be? And is this add-on sales motion something that you’ve all been aggressively pursuing, or it’s just kind of happening kind of organically or naturally given the times we’re in?

Todd Ford

Yes. I would say, it’s been more organic in nature and as customers are looking to drive value and get a very quick ROI and reduce risk, right? So, if you look at the sourcing tool, we’ve had customers literally save tens of millions of dollars within the first week, obviously a quick payback. And then, in the COVID-19 environment, you’ve got people especially with supply chains and risk and making sure their supply chain doesn’t go out, go down and potential issues related to bankruptcy and that type of thing. And then, you’ve also seen some uptake in Coupa Pay, which is broader, but there are some slight benefits with respect to digital checks and that type of thing. So, when you look at the number of add-ons we had in Q2, and actually even Q1 to be frank, they were pretty significant. And what I — is it more than $1 million? Yes. And is it less than $5 million? Probably so. So, somewhere in that range. I’m not going to give a specific point estimate. And a lot of that doesn’t show up anywhere. Right? It would come up, meaning from a backlog perspective or deferred revenue, so. But, it should definitely be a net benefit in Q4 as people either go through their annual contracted cycle — billing cycles and/or their renewals.


And your next question comes from the line of Daniel Jester with Citi.

Daniel Jester

So, the last couple of quarters, you talked about some customers that were using Coupa more for direct procurement. And I’m wondering, given some of your comments about sort of supply chains being reworked, what you’re seeing on that front today.

Rob Bernshteyn

Sure. Well, thanks for the question. That’s absolutely the case, and that’s seen in our pipeline. First of all, let’s just touch on that. When you look at our global systems integrator partners, we have an open pipeline in the hundreds of millions of dollars. And a lot of that has to do, I think, with our proven referenceability in the market and the successes we’ve had, but also the conditions externally where there is real disruption happening, and procurement and CFOs really have a chance to lead. So, you look at capabilities like dynamic strategic sourcing with multi-factoral, AI-powered assessments of where to get the goods and services you need at the right price point for the right delivery through the right freight for a point in time challenge, I mean we have some of the largest companies in the world standardized on Coupa for making those decisions and a pipeline of folks who want to do the same. Similarly in the area of contract management, the ability to very quickly understand where contracts need to be renegotiated, dynamically engage with suppliers on that renegotiation process in the right priority order, taking into account the risk that those suppliers may have to their business, will they even be in business in the next quarter and year, and leveraging community insight to help them make those decisions. We see it in the treasury management area, as I discussed earlier around having liquidity and cash management properly sorted out within your company. We see it in inventory management and the levels that companies are willing to go to, to balance on-hand inventory with outstanding orders. We see it in the area of contingent workforce where we see companies pushing to a greater agility through contingent workforce management with many of the modules we deliver.

So, I mean we’re really in the heart of a very significant focus area for so many companies around the world, large, medium and somewhat aspiring or growing. And our job is to take it one customer at a time and drive value for each and every one of them in a way that’s fair, thoughtful and is going to allow us to build a long-term market-leading business here.


And your next question comes from the line of Peter Levine with Evercore.

Peter Levine

Maybe could you talk about how customers are thinking about Coupa, whether that be procurement, travel and expense or payments relative to other mission-critical systems in terms of prioritization around spend, especially in this environment? Because I mean, I think — and to your results and your commentary, it seems like investor concerns that some of the back office would have been pushed off. It seems like, at least for Coupa and what you deliver, it seems like that’s not the case. But curious to know how your customers think about your products in terms of prioritization. Thank you.

Rob Bernshteyn

Sure. Well, look, I think the categories around business spend management and that business management is comprised of, has always been — have always been on the priority list as part of the digital transformation set of initiatives. I wouldn’t say that they were first. I think some — to your point, the front office capabilities around CRM and other perhaps came earlier, but we were moving to an area where this was becoming more and more in the spotlight. And I think what has happened now, where there’s just such disconnect — such a disconnection that’s happening around people understanding how subpar their processes are internally around procurement, paper-based invoice processing, complicated payments, difficulty in, not only managing expenses, but maintaining situations where fraud doesn’t escalate, all of these areas in the business management are being seen in a much greater light, and — or I should say, greater light is being put on to them. And we’re in a phase right now that I would assess as one where companies are really trying to figure out how to develop their transformation agendas for the next two, three years for midsize companies and next decade for larger companies. And I really like where we stack up in the marketplace as it pertains to that. And I’m really excited about everything that our team and our partners are doing to make sure that we map our capabilities to those challenges in a way that is most likely, not only to build up a bigger customer base, but to ensure that they are going to get value with us forever and stay with us forever as we build this business.


And your next question comes from the line of Siti Panigrahi with Mizuho.

Siti Panigrahi

Thanks for taking my question and thanks for all the color in terms of macro. Just wondering, what kind of performance you’re seeing in the U.S. versus international? Any color on geography would be helpful.

Rob Bernshteyn

One of the things with this business is we’ve tried for the last decade-plus to create a really robust portfolio effect for ourselves. And when I say portfolio effect, I mean, so when we get on calls like with our investor base, we will have — we can say with great confidence that we have delivered the goods, if you will, delivered to the best of our ability to manage our, not only quarterly expectations, but to set ourselves up for a bright future. And that portfolio comes in a couple of dimensions. One is certainly geographic, as you mentioned. There are certain quarters where we have a greater impact from Asia or Europe or South America or United States. The other dimension is enterprise and mid-market and our corporate team. There are many quarters where we see a lot more volume, let’s say, in the mid-market business, and there are some quarters where we have significant wails in the enterprise that get us to where we need to be. We also have an incredible portfolio effect in our product areas and modules. We have so many different modules. We began with one in procurement 11 years ago and now have nearly a dozen modules.

So, any given quarter, we’ll see different dynamics from any of those three dimensions. But ultimately, they get us to where we want to be, which is ensuring that every customer we close has a high likelihood of laying out measurable success criteria that we could deliver on, and this quarter was really no different at all.


And your next question comes from the line of Koji Ikeda with Oppenheimer.

Koji Ikeda

I wanted to ask you a question about deal cycles. Thinking about some of your larger slipped deals from the first half or maybe organizations are thinking about longer sales cycles overall. Have those conversations changed at all, now that companies are becoming more comfortable in the norm for now environment? Are any of those elongated enterprise sales cycles coming back to something more recognizable pre-pandemic? Thank you.

Rob Bernshteyn

That’s a great question. Absolutely, they are. One of the things I shared, and it’s exactly how I see it, the fidelity, the precision of when the actual timing of a deal will naturally come to closure and we could begin frankly the more interesting work, which is the implementation and the results realization, the referenceability and then coming back around. So, that precision is not where it has been pre-pandemic yet, but it is coming back. It has absolutely come back, as Todd shared about the kind of last months of the quarter. And look, due to the pandemic, the sales cycle times in some cases have extended, but they’ve extended in the near term, and we could see our way to them landing. And that is happening in tandem with incredible engagement across the entire pipeline and in tandem with the pipeline growing very, very rapidly at the same time. So, all that really spells for a really healthy medium, kind of longer term prospects on the business, while at the same time allows us to close dozens and dozens of deals, new deals as we’ve done just this past quarter.


And your next question comes from the line of Brian Peterson with Raymond James.

Brian Peterson

So, Rob, if you have to think about the value — the customer value journey or call it a quest, if you had to put that through the lens of a hard dollar ROI, I’m curious how do you stack rank the value of Coupa Pay specifically relative to some other parts of the platform? Do you think that time-to-value looks materially different?

Rob Bernshteyn

That’s a great question, and I’m not going to be able to give a distinct answer because it really does depend on the maturity of the company and the use cases where they are more mature versus not. We face certain companies that have incredible processes, let’s say around procurement, preordering, everything is clean and done really well. But, when you look at their expense process, it’s completely fragmented or vice versa. They have some incumbent solution for expense management that seems to be okay, but their pre-approval percentage is horrible. Their on-contract spend is horrible. Their invoice processing is paper-based. As I mentioned with inventory, they might not even be tracking inventory. So, our goal here has always been to be really like a Swiss army knife. I mean, you can use any component first, wherever the pain is greatest, wherever the organizational momentum is closest to beginning a business management transformation. And then, as you start to gain value and working with us in this Value as a Service model, we’ll turn on other capabilities. Now that’s not to say there aren’t some customers we face who are doing almost 100% paper-based payments processes or completely disjointed logins to 15 or 16 different systems to run a monthly batch payment job, where clearly the value is much, much greater to begin there than maybe streamlining expense management, for example.

So, it’s very, very customer specific. And one of the things I’m quite proud of is that with our colleagues here, we’ve figured out a way to really be consultative with our prospective customers to — with integrity and honesty, try to see where we can begin with them that can drive the most value for them and then build the experience and partnership with them over a long period of time.


And your next question comes from the line of Ryan MacDonald with Needham.

Ryan MacDonald

One for you, Rob. As we look at the ConnXus acquisition, obviously much smaller of the two that you made during the quarter. But, there’s an interesting core data set that you’re really acquiring with that business. Could you talk about, one, how that’s enhancing Community Intelligence; but two, how you might be able to use that core data set as a competitive advantage against some of your competitors moving forward? Thanks.

Rob Bernshteyn

Yes, absolutely. And we’re very excited about the new colleagues from ConnXus. And I feel like they’re a completely integrated team. I haven’t heard that name in a while because we’re all Coupa colleagues now. But I’ll tell you, that data set is very, very powerful. I mean, we have a very clear understanding now of supplier diversity. And we are in a position now — and we’ve always focused on this. We’re even in a better position now than ever to help our buyers, right, who are hundreds and hundreds and hundreds of companies around the world and millions of users make decisions in part about whom they spend money with on criteria such as are these minority-owned suppliers, are these diverse suppliers, are these inclusive suppliers. So, it’s another set of criteria that we now have as part of our data set that we can not only expose one customer at a time, but they can give the keys to our community so they can leverage that, add to their data set, build that data set and help us in that regard. And that’s just one example. There’s a whole host of other use cases with which that data will be — will continue to be valuable for us.


And your next question comes from the line of Joseph Vafi with Canaccord.

Joseph Vafi

Thanks and great results, guys. I was just wondering, it may be a multipart answer, but could you try to frame the competitive landscape around Pay? I know there is a lot of momentum in kind of pure play AP solutions. There’s payment embedded in a lot of mid-market ERPs. You have AR. You’ve got different players here. Just some thoughts on competitive landscape would be appreciated. Thanks.

Rob Bernshteyn

Sure. Well, I think, you touched on it, right. There are incumbent solution providers. There are obviously some smaller kind of new entrants in the marketplace. We’ve done our homework initially probably two years ago when we started thinking about entering into the space. And ultimately, we haven’t seen any of them really flex on us. I mean, we have seen the situation in a way where the greatest competition is ourselves. I mean, we have an opportunity to really reimagine the way companies manage business payments, taking them from a largely still paper-based world, a very dysfunctional, decentralized world and making it much, much easier, making it much more user-centric, which is of course the U in Coupa, making it much more open so they have choice amongst banking relationships, which is the O in Coupa, and we’re really just getting going here. But I will tell you, great leading indicators. When I do see win reports, I do see a number of incumbents and early entrants that we’ve been lucky enough to be chosen over in selections, and I think that as well is still very early innings.


And your last question comes from the line of Pat Walravens with JMP Securities.

Unidentified Analyst

Hi. This is Mark on for Pat. Thank you so much for taking my question. So, just wondering with everybody working from home, how do you make Coupa a place people want to work in?

Rob Bernshteyn

Sure. Well, it’s not anything new for us. Our goal, our second core value here is focus on results. And so the fact that people are working from home, whether they’re working in the office or they’re working for a different plan, it doesn’t matter to us. It’s the result that we’re focused on. So, we’ve always had a very flexible approach with our employees and our colleagues. We’ve always been highly decentralized as an organization. There’s only a couple of hundred people here at our headquarters and thousands all over the world. And so we are on Zoom. We are connecting over the phone. We are engaging with customers in ways that we actually weren’t able to probably at the pace we would have liked in the past. So, in general, I think, it’s really a net positive for us in that regard. Having said that, there is some level of collegiality and physical presence that is lost, and we’re doing all that we can to emulate that in this environment for now. Looking forward to a time when we could all be together at physical locations and engaging in day-to-day collaboration and banter and everything that comes with work life.


At this time, there are no further questions. This concludes the conference for today. We do thank you for joining us. And you may now disconnect.

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Misonix, Inc. (MSON) CEO Stavros Vizirgianakis on Q4 2020 Results – Earnings Call Transcript

Start Time: 16:30 January 1, 0000 5:06 PM ET

Misonix, Inc. (NASDAQ:MSON)

Q4 2020 Earnings Conference Call

September 03, 2020, 16:30 PM ET

Company Participants

Stavros Vizirgianakis – CEO

Joseph Dwyer – CFO

Norberto Aja – IR

Conference Call Participants

Kyle Rose – Canaccord Genuity

Ryan Zimmerman – BTIG

Alex Nowak – Craig-Hallum Capital Group


Good day, and welcome to the Misonix Fourth Quarter Fiscal Year 2020 Earnings Call. Today’s conference is being recorded.

At this time, I’d like to turn the conference over to Norberto Aja, Investor Relations. Please go ahead.

Norberto Aja

Thank you, operator, and good afternoon, everyone. Thank you for joining the Misonix fiscal 2020 fourth quarter conference call. We’ll get started in just a minute with management’s comments. But before doing so, let me take a minute to read the Safe Harbor language.

Today’s call and webcast contain forward-looking statements within the meaning of the Safe Harbor provision of the U.S. Private Securities Litigation Reform Act of 1995 and can be identified by words such as anticipate, believe, estimate, expect, future, likely, may, should, will, and other similar references to future periods. Examples of forward-looking statements include statements regarding guidance relating to our financial results.

Forward-looking statements are neither historical facts nor assurance of future performance. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances. Therefore, you should not rely on any of these forward-looking statements. And the company undertakes no obligation to publicly update any forward-looking statements that may be made from time to time, whether as a result of new information, future developments, or otherwise.

Today’s call and webcast will include non-GAAP financial measures within the meaning of the SEC Regulation G. When required, a reconciliation of all non-GAAP financial measures to the most directly comparable financial measures calculated and presented in accordance with GAAP can be found in today’s press release as well as in the company’s Web site.

With that, I’d now like to turn the call over to Mr. Stavros Vizirgianakis, President and CEO of Misonix. Please go ahead.

Stavros Vizirgianakis

Thank you, Norberto, and good afternoon, everyone. Thank you for joining us on the call today to review our fiscal 2020 fourth quarter and full year results. Joining me on the call is Joe Dwyer, our Chief Financial Officer.

Before commenting on our recent performance, I wanted to take this opportunity to thank our employees for their resilient dedication and exceptional work as they have gone up and beyond to ensure that Misonix continues to operate effectively and providing the highest level of customer service and support to healthcare practitioners and patients under the most challenging of circumstances since March of this year.

Taking a quick look at our financial results on a pro forma basis accounting for the Solsys acquisition, total revenue for fiscal fourth quarter 2020 decreased 21.6% while full fiscal 2020 pro forma revenue increased 8.6%. Both led to a net loss for the fourth quarter 2020 of 8.5 million or a loss of $0.50 per diluted share and a net loss of 17.4 million for fiscal 2020 or a loss of $1.19 per diluted share.

Despite the significant headwinds during the second half of our fiscal year and many difficult decisions we’ve had to make, we are pleased with our ability to react quickly and effectively and with the results we had as we work our way through these challenging times.

Taking a look at our business in added detail, let me begin with the wound division. Very early on in the pandemic, our wound division sales were significantly impacted as most wound procedures were viewed as elective. As such, few hospitals were admitting patients for wound care while most outpatient facilities where a great number of wound cases were treated were closed.

However, doctors and providers quickly realized that many of these wounds, especially chronic wounds, were becoming more serious on needing patients to be treated in the operating room and in some cases even having to undergo amputations. This led to many hospitals reversing their positions as well as an increasing number of physicians treating patients in their office.

As such, we had a significant rebound in our wound division during the fiscal fourth quarter as reflected in revenues recovering to approximately 90% of prior year. We have experienced some COVID-19 related disruption in case volumes in specific markets such as Florida and Texas during July and August which were less impacted during the early stage of COVID-19.

We believe that we will continue to see pockets of disruption as the pandemic moves around for the next six months, but remain confident that the long-term opportunities we have to further grow our business continued to be there. We have used these past few months as constructively as possible, engaging with physicians, employees, hospitals and nurses through virtual technology and we’re in the process of launching two new products. The first is Therion, which is an amniotic membrane allograft manufactured by our partners at CryoLife.

We will also soon be bringing to market the CTX Pro [ph], the first new probe under the Nexus platform. CTX will provide surgeons with both a wider surface area to debride as well as faster overall debridement that we expect will help create an even faster adoption of Nexus. It is important to note that CTX is only compatible with the Nexus platform and not our legacy consoles. We’re also close to announcing a distribution deal with a significant partner from abroad in the xenograft arena, so there are a lot of good things happening in our wound business.

As it relates to our surgical division, we experienced a decline of almost 52% in international sales for the quarter. Almost every market was impacted. And although we saw some improvement in July, we believe that international sales will take a bit longer to recover and we will continue to monitor that very closely.

Domestic surgical sales declined dramatically in April after an exceptional first start to 2020 on the back of the Nexus commercial launch. Although domestic surgical sales declined 21% for the quarter, the division returned to growth by the end of June as surgical procedures continued their rebound.

Post our fiscal Q4, we’ve seen good momentum on the surgical business, improving at an even faster rate than the wound business. This is likely the result of the increased profitability for healthcare providers inherent in many of the spinal and neuro procedures we address within our surgical division, as well as the continued strong adoption of Nexus. We had set a goal of placing 150 Nexus units and we’re pleased to report that we exceeded that number.

Moving to the opportunities in our surgical division, we have a very strong pipeline for Nexus and we’ll focus our efforts on leveraging these opportunities to significantly grow and expand the Nexus footprint, providing the foundation for future handpiece and disposable probe sales as well as cross-selling opportunities and new product placements.

The first of these new products in the surgical division will launch later in calendar 2020 and will be the microdiskectomy solution to address microdecompression or microdiskectomy procedures related to herniated discs. In addition, we see many of the lesser complex spinal procedures moving to the ambulatory surgical centers, providing an opportunity for us to aggressively target ASCs as the post COVID-19 environment will likely incentivize physicians to move these procedures out of the hospitals.

We have continued our dialogue with potential partners and acquisition targets throughout the pandemic to evaluate adjacent and complementary technologies to bring on board as we have done on the wound front. We hope to be able to share some of these updates with you in the near future.

From a supply chain and inventory perspective, we have worked diligently to expand and derisk our supply chain, bringing in additional partners and suppliers that we are confident will help mitigate any future challenges to the supply chain and making sure we have dual vendors for each product.

In addition, we have strategically build up inventory levels of the Nexus console as well as the handpieces and disposables to best meet the growing demand we expect in future quarters.

Moving onto our sales resources, we have used these past few months to further the training of our direct sales team via online tutorials, surgeon seminars and other initiatives that provide valuable information and feedback to both physicians and our sales team across surgical and wound. Looking ahead, we expect to once again expand sales forces as we restart the hiring process in the coming months.

On the clinical front, we are happy to announce that we have resumed enrollment in our randomized controlled trial for diabetic foot ulcers and hope to have the significant and valuable study completed by the end of the calendar year.

As it relates to our financial position, which Joe will offer added detail, I want to highlight that we have taken a number of initiatives and put forth stringent controls to ensure we maintain a strong cash position in order to manage through the unprecedented environment, and that we’re in a healthy position financially.

With $38 million in cash, we have the means to adequately support and invest in the business. Be it across our initiatives to gain added operation and efficiency, improve inventory and procurement management, further our sales force training and development while continuing to invest in critically important research and new product development.

Our efforts during these past few months of unprecedented volatility and disruption have been marginally successful and have not only allowed us to overcome these highly uncertain times, but perhaps more importantly has placed Misonix in a position of added strength and improved our ability to leverage the opportunities ahead of us in the near, mid and long term.

In closing, we remain confident that the value propositions our consignment model brings to the healthcare facilities and practitioners has only become more attractive and relevant given the constrained budgets that many healthcare providers are experiencing, in particular regarding capital equipment expenditures and access to hospital facilities.

By consigning Nexus and offering world-class and industry-leading solutions for wound, spine and neuro, we bring a very compelling offering to the table and that is likely to be a changed business and operating environment post COVID-19.

With that, I’d like to now turn the call over to our CFO, Joe Dwyer. Joe?

Joseph Dwyer

Thanks, Stavros, and good afternoon, everyone. Taking a look at our financial results, fourth quarter revenue increased 40.6% to $13.7 million compared to $9.8 million in the fourth quarter of fiscal 2019.

On a pro forma basis, assuming we had acquired Solsys for the full fourth quarter of 2019, total revenue for the fourth quarter of 2020 decreased 21.6%, driven by a pro forma domestic revenue decline of 13.6% and an international revenue decline of 52.6%.

For the full year fiscal 2020, revenue increased by 60.8% to $62.5 million compared with $38.8 million in fiscal 2019. On a pro forma basis, revenue for fiscal 2020 increased 8.6%, which includes pro forma domestic revenue growth of 15.3% offset by an international revenue decline of 12.2%.

I’m pleased to report that top line growth was achieved while maintaining healthy margins with the gross margin percentage on sales for the fourth quarter coming in at 68.8% compared with 69.6% in the fourth quarter of last year. For the full year, gross margin was 70.0% compared with 70.2% in fiscal 2019.

Operating expenses increased $7.8 million during the fourth quarter of 2020 as compared with the fourth quarter of 2019 and increased by $28.4 million for the full year, primarily reflecting the acquisition of Solsys.

In the fourth quarter, sales and marketing expenses were $11.6 million compared with $4.4 million in the prior year period, primarily reflecting the acquisition of Solsys in addition to a $2.2 million bad debt charge we took during the quarter to reserve for exposure of our Chinese accounts receivable.

On a sequential basis without the bad debt reserve, we were able to lower sales and marketing expenses by over $2.2 million or 19% reflecting the various cost-cutting initiatives implemented during the past few months. G&A costs were down on a quarterly sequential basis by about $300,000 or 70% as were R&D expenses which fell by $629,000 or 34% compared with our third quarter.

On a sequential basis before the bad debt reserve, I’m also pleased with our ability to realign our overhead structure resulting in operating costs during the fourth quarter decreasing by $3.1 million or 17.6% from the third quarter of fiscal 2020, reflecting the various cost savings initiatives we implemented, including reductions in salary and headcount, T&E, marketing activities, discretionary spending along with a number of other overhead reductions. This led to a net loss of $8.5 million or $0.50 per share compared with a net loss of $2.3 million or $0.25 per share on the prior year period.

We reported a Q4 adjusted EBITDA loss of $3.4 million compared with an adjusted EBITDA gain of approximately $228,000 in the prior year period and an adjusted EBITDA loss of $3.8 million in the prior quarter. We’re pleased that we’re able to improve adjusted EBITDA in a difficult revenue quarter.

Moving on to cash flow and the balance sheet, we had $38 million in cash at June 30, largely as a result of gross proceeds of $34.6 million related to the equity offering we completed at the end of January 2020. We ended Q4 with approximately $44 million in debt and we are in compliance with all of our debt covenants.

Working capital as of June 30 was $47.7 million compared with $55.2 million at March 31, 2020. Cash used in operations for the fourth quarter was $5.4 million compared with $7.9 million we used in the third quarter and $8 million we used in the second quarter of fiscal 2020.

In the fourth quarter, cash used in operations consisted of $4.5 million for the net loss, less non-cash items and $900,000 for working capital. The sequential quarterly increase in inventory of $1.1 million was strategically made to increase inventory levels so that we are ready for acceleration in demand and procedural volumes anticipated to take place as the pandemic subsides.

Regarding guidance, given the continued uncertainty and volatility in both markets we operate and across the economy at large, we feel prudent not to provide specific guidance at this time.

In closing, we’ve taken meaningful steps to maintain our financial flexibility while continuing to support the growth of the business and positioning Misonix to operate more efficiently going forward, regardless of the operating environment. Despite the ongoing uncertainties, we believe that we are extremely well positioned to capture market share and despite the ongoing uncertainties remain excited about the future.

With that, I’d like to turn the call over to the operator for questions.

Question-and-Answer Session


Thank you. [Operator Instructions]. And we’ll take our first question today from Kyle Rose with Canaccord.

Kyle Rose

Great. I’m hoping you can hear me all right. It sounds like you’ve got a tough connection here. I just wanted to follow up a little bit on Nexus. It sounds like you’ve exceeded the 150 units as far as the first year. Maybe help us understand where those are really getting placed? Is it competitive accounts? Is it going deeper into existing, in BoneScalpel, SonaStar accounts? Are you seeing them more from a neuro and ortho or wound care side? Just help us characterize where that business is now and how we should think about that over the course of the next 12 months. Then I have one follow up.

Stavros Vizirgianakis

Sure, Kyle. Hi. In terms of Nexus, we did exceed the 150 units. That was really a combination of upgrade accounts and new accounts, competitor accounts. If we had to categorize it, the biggest gains obviously came on the BoneScalpel side but roughly 15% of the placements included the sale of neuro handpieces. So we basically achieved our goal to get a 15% penetration on the Nexus side on neuro during the first year. Our pipeline remains very robust going forward. So for the new year it’s an excess of 150 units as we stand right now. We’re not going to give specific guidance on it, but it’s even stronger than it was in the prior year. And I will say that we’re expecting more momentum on the neuro side of things to continue as well as we rollout more sites.

Kyle Rose

Great. And then the other question is, I understand that certainly in the hesitancy to provide guidance, particularly from a long-term perspective. Maybe just help investors understand – we’re 10 weeks or 8 weeks into the quarter, help us understand how the trends looked over the course of July and in August? And then you also talked a bit about your distribution agreements and some business development activity both on the wound and on the orthopedic side or the surgical side. How should we think about potential contributions of any types of agreements, particularly over the course of the next 12 months?

Stavros Vizirgianakis

Yes. I think if we have to start on the surgical side, we are hoping to announce a distribution agreement soon and that’s going to be on a complementary product on the neuro side of things. Obviously, it’s a difficult environment to launch new product but we’re going to take this opportunity to get the sales force trained up, just fully vested in the sale process in the coming months and then be in a position in the new calendar year to provide guidance from a revenue perspective. But I think it could add single digits to the sales side in terms of the neuro add. On the wound side, it’s an interesting one. It’s in the xenograft space, again, will probably be launched formally in the beginning of the calendar year. We’ll probably use the last quarter of this year to vest the sales process in the market. I think the focus there will be more squarely on the OR. That is the market that we are going after with the xeno product. But we should have more details and be able to share in the coming weeks, so it’s pretty imminent.

Kyle Rose

Great. Thank you for taking the questions.

Stavros Vizirgianakis

Thank you, Kyle.


Next, we’ll hear from Ryan Zimmerman with BTIG.

Ryan Zimmerman

Hi, guys. Can you hear me okay?

Stavros Vizirgianakis

Hi, Ryan. Yes.

Ryan Zimmerman

Great. Thank you. So a couple of questions from me. So this one, the new handpiece Stavros that you talked about it, it’s a little choppy but I think it’s called the CTX Pro but correct me if I wrong there. But one, when do you think about bringing that to market? Two, kind of what impact can that have? What’s the pace of launch of that? So that’s my first question. And then I have a couple of follow ups.

Stavros Vizirgianakis

Sure. So for the CTX Pro, we’re in the process of launching literally right now. Obviously this is going into the Nexus account. So from a revenue perspective, it’s not going to be significant straight out of the gate. But we think that this again increases our presence in the OR and as we start more aggressively going after those bigger wounds, we see that product is having a lot of utility. The sales force is also on the wound side fully integrated now and selling wound debridement. Everybody has been cross trained and has their expertise to sort of go into those cases and confidently pull out the product and get the physicians to use them. So we think that Nexus is just the logical next step on upgrade from a product perspective. We’ve seen a lot of positivity coming back from surgeons just in terms of speed of use and the fact that it can be a bigger area. So we think of that as a largely untapped market on the debridement. It’s difficult to quantify given all the disruption and the stop-start. As I say, we found wound a little bit choppy. It hasn’t been as steady as the spine and the neuro business where we’ve seen the most sequential improvement over time. So with wound, it’s a little bit disrupted but nonetheless big interest from the physicians on the product.

Ryan Zimmerman

That’s helpful. Joe, you talked a little bit about some of the things you’ve cut back on. I’d love to understand your expectation for maybe reinvesting back in the business as we recover, what you may have cut back on and what that does or what doesn’t do as it relates to your trials on TheraSkin, which I think Stavros mentioned, expect to resume enrollment here. But I’d love to understand from the expense side and then also the impact or the timing around TheraSkin trials? Thank you.

Joseph Dwyer

Sure. I think on expenses, we’ve reduced across the board with the idea that we would take this on a quarter-by-quarter basis. And we have our own thoughts on where we expect revenue to be if we find that we can exceed on the top line, we’ll start to invest back in, probably start with sales headcount, I would think, and invest in the sales and marketing engine. We have kept I guess a decent amount of money in the budget in the R&D side for these DFU studies that we have going on and we’ve got a number of other engineering projects on the surgical side that we have in development. So we still have a fairly robust budget there. But on things like across the board on T&E and tradeshows and things of that nature that a lot of that’s not happening anyway, but we’re going to keep that lower. And if it does start to come back, then we’ll reconsider.

Ryan Zimmerman

Got it.

Joseph Dwyer

And then you asked about – what was the other question?

Stavros Vizirgianakis

Yes. On the TheraSkin side, Ryan, to reiterate what Joe is saying, the 100-patient DFU study we think is pretty significant. It’s obviously a big spend item. Those are trials which cost well over $2 million. We think that that is the evidence that’s really needed to get more private pay funders to reimburse for all the TheraSkin products. So we’re hoping that by the end of the year we complete that study. Enrollment just passed the 50% mark as we speak and gaining momentum pretty rapidly. Obviously during the pandemic, we just thought it was prudent to stop the spend and also in our hospitals and wound centers that were open, almost frowned [ph] on you if you were coming in talking about clinical trials of any sort. So I think things are normalizing there and we’re hoping – we’ve brought on some additional sites for enrollment, so we’re hoping that we can have that wrapped up by the end of this calendar year.

Ryan Zimmerman

I appreciate it.


Our next question will come from Alex Nowak with Craig-Hallum Capital Group.

Alex Nowak

Great. Good afternoon, everyone. Following Kyle’s question here just in the prepared remarks, you said wound is back to I think you said 90% of prior levels. Was that a June specific comment and where has that level gone in July, August and so far in September?

Stavros Vizirgianakis

Yes. So in June, it had – basically, we experienced significant improvement from April. I would say April marked the low point. May, we’ve seen rapid improvement. And June, in the southern states, as I’ve said, Florida, Texas we’ve got big chunks of business down there. A lot of our sales force is in the southern part of the country. So we did experience disruption in July and August. We found the business to be choppy. I think the reality is during the early part of the pandemic, those markets were less effective. So we were able to show a fast recovery. And in some instances, no disruption in the Texas market and large parts of Florida at the beginning of the pandemic. So we see that coming back towards the latter part of August. September is a little bit early to tell, but we’re hopeful that September will continue to see the recovery. But we’re also cognizant of the fact that this thing moves around, there’s different disruptions by the week. So we think it will take a couple of months. We haven’t seen the same trajectory in terms of improvement that we’ve seen on the surgical business. Wound started improving a lot quicker and then sort of plateauing out and bumping along, getting better, getting worse; whereas with surgical was really badly impacted. A slower start to the recovery, a big acceleration in June and that has continued from June all the way through July and August and that’s domestic that we’re talking about.

Alex Nowak

To your point that you made about deferment of wound procedures potentially relating to amputations, how much of the improvement that you saw in June and July on the wound side do you think was a backlog that just needed to flush through? And maybe to that point, are there volumes that you’re seeing in August and now in September, would you characterize those as more organic, meaning it’s not a backlog. These are patients that need to be treated and are getting treated right now.

Stavros Vizirgianakis

Yes, I will say that that statement is fair in terms of would. I would say that you could classify it as organic. I think the reality is that if we look at the surgical business, if you draw the direct comparison between the two, I think there was definitely backlog on the surgical to work through. And wound, I would say is more organic. It’s just that you see the disruption in different regions more so than other places.

Alex Nowak

Okay, got it. And I know we’ve been focusing so much here on the U.S. right now, but what are you seeing outside the U.S.? Obviously, Europe is on summer holiday, so hard to engage there. But are you starting to see any signs that the recovery could be underway outside the U.S. as well?

Stavros Vizirgianakis

As I’ve said, the international business is a difficult one to quantify. What we’ve seen is that capital equipment purchases have been significantly impacted. And more than 60% of our international business is around capital equipment. So that has been impacted. Where we’ve seen green shoots is certainly on the disposable side of things. So typically June is a very strong month for us on the sales perspective. June was an extremely weak month on the international side. So if we look at the international business, we’ve actually grown in the month of April. So the slowdown in international sort of came off the domestic slowdown. I think that could have been distributors literally stocking up in April not knowing what was going to happen. In May and June, I think we could have gone on holiday and the international business wouldn’t have been affected. July came out and what was encouraging is most of our distributors were placing orders, but it was for disposable items. That tells us that surgery coming back, the products are sticky and no big capital equipment sales that was apparent throughout the world that there was not much going on, on that side. There’s been a big demand for Nexus. Our international customers have obviously heard about the success that we’re having in the U.S. So there is pressure on us to step up the launch of Nexus on the international front. As you’re aware, we decided to launch Nexus domestically and do very little on the international front. But I think that is pent-up demand. So we’re hoping that by the fourth calendar quarter, we can start rolling Nexus out into the international market. But we still think we’re in for a couple more months of disruption. Depending on the countries that you’re dealing with, the disruption varies from being significant to a gradual recovery. So we’ll know more in the next couple of months on that side.

Alex Nowak

Okay, understood. And then just one more if I could. As we look at others in the wound space, it does appear that you might be taking some share during the COVID environment, although it’s kind of hard to tell. So do you think that’s true? And is there going to be a trend in wound in the post COVID environment that there’s going to be consolidation or maybe standardization of wound products and it’s just harder for reps from smaller organizations to get into these hospitals?

Stavros Vizirgianakis

Yes, difficult one, Alex, to say with complete certainty. What we can share with you of what we’ve seen in the OR which has been a pretty seismic change in terms of access. Before there were no real issues with tissue reps getting into the OR. I think in a post COVID world where people want to limit the footprint in the OR, it’s very difficult if you’re just selling tissue to get into the OR. Where we’re finding – we’re having success is by having the debridement tool that is the door opener to get our people into the OR. I think from a cost perspective, I think that there’s going to be a consolidation in terms of products available on the shelf for surgeons to use. We’ve seen hospitals literally drill down to every dollar that they’re spending right now. Generally the feeling was within product if you were in a certain range, it was pretty much open hunting season in a lot of hospital systems. But what we see post COVID as people are really scrutinizing every dollar of cost, I think the reality is hospitals have been really squeezed from their margin perspective. So if you had to ask me, I would say there is going to be some consolidation that happens down the road. And from an OR perspective, it’s certainly more challenging than ever before to get behind that red line and to get in there and be close to the physician. And that’s what I think having an additional tool, like debridement, could possibly help. That’s how we’ve been – we’ve stepped up the development process for the CTX Pro. That was our first new probe that came out because we see a lot of growth on the OR side of the wound business.

Alex Nowak

That’s great. I really appreciate the update. Thank you.

Stavros Vizirgianakis



This concludes the Q&A portion of the call. I’ll turn it back to management for closing remarks.

Stavros Vizirgianakis

Thank you, operator, and thank you everyone for spending time with us today. We appreciate your interest and support. I’d like to once again extend a very special thank you to the Misonix team members for their contributions in making Misonix a world-class company.

In closing, while the last few months have been extremely trying and the future remains clouded with uncertainty regarding the mid to long-term effects of the COVID-19 pandemic, we believe that our go-to-market product line, our sales resources, new product pipeline, operational efficiency initiative, balance sheet and liquidity and overall talent of the team we have assembled across the company will prepare us well to capitalize on the various opportunities ahead of us.

We look forward to speaking to you again when we report our fiscal 2021 first quarter results. In the interim, should you have any additional questions or if you’d like to schedule a formal meeting with management, please contact Norberto Aja, our Investor Relations firm JCIR at 212-835-8500. Thank you again and goodbye.


That does conclude today’s conference. Thank you for your participation. You may now disconnect.

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