Asana Inc (ASAN) 2025 Q2 法說會逐字稿

Good day and thank you for standing by. Welcome to the Asana second-quarter fiscal year 2025 earnings call. (Operator Instructions) Please be advised that today's conference is being recorded.

美好的一天，感謝您的支持。歡迎參加 Asana 2025 財年第二季財報電話會議。 （操作員指示）請注意，今天的會議正在錄製中。

I would now like to hand the conference over to Catherine Buan, Head of Investor Relations. Please go ahead.

現在我想將會議交給投資人關係主管凱瑟琳‧布安 (Catherine Buan)。請繼續。

Good afternoon, and thank you for joining us on today's conference call to discuss the financial results for Asana's second quarter of fiscal year 2025. With me on today's call are Dustin Moskovitz, Asana's Co-Founder and CEO; Anne Raimondi, our Chief Operating Officer and Head of Business; and Tim Wan, our Chief Financial Officer.

下午好，感謝您參加今天的電話會議，討論 Asana 2025 財年第二季度的財務業績。 Anne Raimondi，我們的營運長兼業務主管；以及我們的財務長 Tim Wan。

Today's call will include forward-looking statements, including statements regarding our expectations for free cash flow, our financial outlook, strategic plans, our market position and growth opportunities. Forward-looking statements involve risks, uncertainties, and assumptions that may cause our actual results to be materially different from those expressed or implied by the forward-looking statements. Please refer to our filings with the SEC, including our most recent annual report on Form 10-K and quarterly report on Form 10-Q for additional information on risks, uncertainties, and assumptions that may cause actual results to differ materially from those set forth in such statements.

今天的電話會議將包括前瞻性聲明，包括有關我們對自由現金流的預期、我們的財務前景、策略計劃、我們的市場地位和成長機會的聲明。前瞻性陳述涉及風險、不確定性和假設，可能導致我們的實際結果與前瞻性陳述明示或暗示的結果有重大差異。請參閱我們向SEC 提交的文件，包括我們最新的10-K 表年度報告和10-Q 表季度報告，以了解可能導致實際結果與所載結果存在重大差異的風險、不確定性和假設的更多資訊在這樣的聲明中。

In addition, during today's call, we will discuss non-GAAP financial measures. These non-GAAP financial measures are in addition to and not a substitute for or superior to measures of financial performance prepared in accordance with GAAP. Reconciliation between GAAP and non-GAAP financial measures and a discussion of the limitations of using non-GAAP measures versus their closest GAAP equivalents are available in our earnings release, which is posted on our Investor Relations webpage at investors.asana.com.

此外，在今天的電話會議中，我們將討論非公認會計準則財務指標。這些非公認會計原則財務指標是根據公認會計原則制定的財務績效指標的補充，而不是替代或優於這些指標。我們的收益報告中提供了GAAP 和非GAAP 財務指標之間的對賬，以及使用非GAAP 指標與最接近的GAAP 同等指標的局限性的討論，該報告發佈在我們的投資者關係網頁Investors.asana .com 上。

And with that, I'd like to turn the call over to Dustin.

說到這裡，我想把電話轉給達斯汀。

Thank you, Catherine, and thank you all for joining us on the call today. In the second quarter, Asana continued to execute on our transition to the enterprise and make strides on Asana AI. I'll go through a few highlights from the quarter and then jump into some of the key trends that are shaping our industry and informing our strategy to be the enterprise leader in the category.

謝謝凱瑟琳，也謝謝大家今天加入我們的電話會議。第二季度，Asana 繼續執行向企業的轉型，並在 Asana AI 方面取得了長足進步。我將回顧本季度的一些亮點，然後介紹一些正在塑造我們行業並為我們成為該類別企業領導者的策略提供資訊的關鍵趨勢。

In Q2, our revenues grew 10% year over year, ahead of our guidance and consistent with our expectation that Q2 would be a baseline for stabilization going forward. We saw great leading indicators for growth in pockets of our business, including key wins in manufacturing, energy, transportation and government, which Anne will talk about. Excluding the technology vertical, our Q2 revenue growth rate would have been in the mid-teens.

第二季度，我們的營收年增 10%，超出了我們的指引，也符合我們的預期，即第二季將成為未來穩定的基準。我們看到了我們業務成長的出色領先指標，包括製造、能源、運輸和政府方面的關鍵勝利，安妮將談論這些。不包括垂直技術，我們第二季的營收成長率將在十幾歲左右。

We also reported free cash flow positive of $12.8 million or 7% on a free cash flow margin basis in Q2, reflecting our continued focus on operational discipline. The number of customers spending over $100,000 or more grew 17% year over year. We had a record number of multi-year deals as we continue to build partnerships with industry leaders and the most innovative companies in the world are redefining how they work. In fact, two of the most well-known AI lab companies had significant expansions in Q2 as they adopt Asana internally and partner with us on the technology front as well.

我們還報告稱，第二季的自由現金流為 1,280 萬美元，以自由現金流利潤率計算為 7%，這反映了我們對營運紀律的持續關注。消費超過 10 萬美元或以上的客戶數量年增 17%。隨著我們繼續與行業領導者建立合作夥伴關係，以及世界上最具創新性的公司正在重新定義他們的運作方式，我們的多年期交易數量創下了紀錄。事實上，兩家最著名的人工智慧實驗室公司在第二季度有了顯著的擴張，因為他們在內部採用了 Asana，並在技術方面與我們合作。

We are clearly on the right path and are confident that our business will reaccelerate. However, the macro headwinds persist. Also the technology vertical remains a drag on our overall growth. At the same time, we see encouraging signs in some of our top verticals such as retail and consumer goods, and media and entertainment. We have more work to do in this quarter marks a stabilization point from which we're well poised to inflect in the coming quarters.

我們顯然走在正確的道路上，並相信我們的業務將重新加速。然而，宏觀阻力依然存在。此外，垂直技術仍然拖累我們的整體成長。同時，我們在零售和消費品、媒體和娛樂等一些頂級垂直行業中看到了令人鼓舞的跡象。本季我們還有更多工作要做，這標誌著我們已經做好了在未來幾季實現拐點的穩定點的準備。

Today, we're at a pivotal moment where AI, particularly generative AI has enormous potential to revolutionize work management and reshape the software industry. This era of AI transformation is poised to be as significant as, if not more than, the digital transformation trend that preceded it.

今天，我們正處於一個關鍵時刻，人工智慧，尤其是生成式人工智慧，具有徹底改變工作管理和重塑軟體產業的巨大潛力。這個人工智慧轉型時代的意義將與先前的數位轉型趨勢一樣重要，甚至更重要。

At Asana, we're laser-focused on unlocking the potential of AI for our customers. At our Work Innovation Summit in San Francisco this June, we previewed for the first time Asana AI workflows, a groundbreaking advancement that leverages AI to manage your work, helping our customers tackle complex workflows and elevate teamwork with AI. These AI workflows, which have been in beta since June, will be part of our upcoming paid offering, Asana AI Studio, launching in October.

在 Asana，我們專注於為客戶釋放人工智慧的潛力。在今年六月於舊金山舉行的工作創新高峰會上，我們首次預覽了Asana AI 工作流程，這是一項突破性的進步，利用AI 來管理您的工作，幫助我們的客戶處理複雜的工作流程並通過AI 提升團隊合作。這些 AI 工作流程自 6 月以來一直處於測試階段，將成為我們即將於 10 月推出的付費產品 Asana AI Studio 的一部分。

The AI Studio platform will allow customers to build, deploy, and enhance workflows with AI teammates taking on some of the work. In AI studio, a program manager or any designated team member can dictate where an AI teammate can start doing useful work without anyone else having to learn something new, adopt a new application or change their behavior.

AI Studio 平台將允許客戶建置、部署和增強工作流程，並讓 AI 團隊成員承擔部分工作。在 AI 工作室中，專案經理或任何指定的團隊成員可以指示 AI 隊友可以從哪裡開始做有用的工作，而其他人無需學習新事物、採用新應用程式或改變他們的行為。

Importantly, employees don't need to go elsewhere to access this AI capability; it's embedded right where they work, every day. This provides a practical, powerful solution for organizations trying to adopt AI internally. It also means you have existing integrations to all your important tools across CRM, finance, HR, productivity suites and more. This supports our long-term strategy to be the hub that moves work forward across your systems using AI.

重要的是，員工無需去其他地方即可存取此人工智慧功能；它就嵌入到他們每天工作的地方。這為嘗試在內部採用人工智慧的組織提供了實用、強大的解決方案。這也意味著您可以與 CRM、財務、人力資源、生產力套件等所有重要工具進行現有整合。這支持我們的長期策略，即成為使用人工智慧在您的系統中推進工作的中心。

Of course, automated workflows and workflow builders have been around for years, but now customers have the ability to design these workflows on Asana with AI teammates to assist with any step in the workflow. Customers will be able to subscribe to AI Studio Builder and begin creating and deploying AI workflows. This model will allow customers to unlock AI actions on a consumption basis, allowing enterprises to buy exactly what they need to fit their organization at that moment in time.

當然，自動化工作流程和工作流程建立器已經存在多年，但現在客戶可以在 Asana 上與 AI 隊友一起設計這些工作流程，以協助完成工作流程中的任何步驟。客戶將能夠訂閱 AI Studio Builder 並開始建立和部署 AI 工作流程。該模型將允許客戶在消費的基礎上解鎖人工智慧操作，從而使企業能夠及時購買他們需要的、適合其組織的產品。

It's been exciting to see the early momentum in our AI Studio beta program since we rolled it out in June. The beta program has already attracted industry leaders across various sectors, including media, technology, financial services, manufacturing, healthcare, professional services, and consumer goods. There's a healthy amount of skepticism around AI and the value it's currently providing the enterprise. My view is we're still early in the adoption cycle, especially in businesses, and customers are just beginning to successfully leverage the potential and understand how to apply it effectively to more parts of their business.

自 6 月推出以來，我們很高興看到 AI Studio 測試版計畫的早期動能。該測試計劃已經吸引了各個領域的行業領導者，包括媒體、技術、金融服務、製造、醫療保健、專業服務和消費品。人們對人工智慧及其目前為企業提供的價值抱有相當多的懷疑。我的觀點是，我們仍處於採用週期的早期階段，尤其是在企業中，客戶才剛開始成功地利用潛力並了解如何將其有效地應用到其業務的更多部分。

AI is powerful, but it demands new skills and behaviors from users. Most of these capabilities are currently being offered in chat apps and copilots, leaving it up to every individual to determine how to extract value. Likewise, autonomous agents are not ready to take over real roles in an organization. They're too unpredictable and unreliable. Effective AI adoption means integrating AI directly into everyday work and workflows, where AI can drive meaningful and measurable impact at scale, complementing human efforts rather than replacing them.

人工智慧很強大，但它需要用戶新的技能和行為。目前，大多數這些功能都在聊天應用程式和副駕駛中提供，讓每個人自行決定如何提取價值。同樣，自主代理還沒有準備好接手組織中的實際角色。他們太不可預測且不可靠。有效的人工智慧採用意味著將人工智慧直接整合到日常工作和工作流程中，人工智慧可以大規模地產生有意義的、可衡量的影響，補充而不是取代人類的努力。

Let me detail a few specific early use cases from actual customer implementations to make this real for all of you. Regardless of industry or size, every company has work in workflows that touch multiple departments and teams such as strategic planning, customer service, store openings, procurement, and due diligence. Coordinating work cross-functionally is notoriously difficult because it extends across teams, tools, and geographies. Work intake is oftentimes the bridge across a lot of these teams, tools and processes. And now Asana teammates can not only improve the process holistically, it can manage and do a lot of the work.

讓我詳細介紹一些來自實際客戶實施的具體早期用例，以使這對你們所有人來說都是現實的。無論行業或規模如何，每家公司的工作流程都會涉及多個部門和團隊，例如策略規劃、客戶服務、開店、採購和盡職調查。跨職能協調工作是出了名的困難，因為它跨越團隊、工具和地理。工作攝取量通常是跨越許多這些團隊、工具和流程的橋樑。現在，Asana 團隊成員不僅可以整體改進流程，還可以管理和完成大量工作。

Each of the four phases of cross-functional work gets easier, including intake -- this is where AI teammates are able to refine tasks, extract data, triage requests, prioritize work, communicate with requesters and route tasks. Next stage is planning where AI teammates are able to summarize requests, conduct research, including the integrations with other tools and recommend next steps. Execution, where AI teammates are able to draft content, do translations, incorporate feedback, and answer questions using various data sources. And finally, reporting reflection. This is where AI teammates are able to update metadata for reporting and suggests retrospective topics driving continuous improvement.

跨職能工作的四個階段中的每個階段都變得更加容易，包括接收——人工智慧團隊成員可以在此處細化任務、提取資料、對請求進行分類、確定工作優先順序、與請求者溝通並路由任務。下一階段是規劃人工智慧團隊成員能夠總結請求、進行研究，包括與其他工具的整合並建議後續步驟。執行，人工智慧團隊成員能夠使用各種資料來源起草內容、進行翻譯、納入回饋並回答問題。最後，報告反思。人工智慧團隊成員可以在這裡更新元數據以進行報告，並建議推動持續改進的回顧性主題。

One of our customers, a global cybersecurity leader, has tested how our AI teammates can contribute to their global marketing organization and significantly improve their processes for intaking email requests to execution. Before Asana teammates, they face challenges with missing information and submissions, time-consuming prioritization meetings, and delays in global market launches. Our AI teammates have shown how we can address these pain points comprehensively.

我們的一位客戶是全球網路安全領導者，他測試了我們的人工智慧團隊成員如何為其全球行銷組織做出貢獻，並顯著改善他們接收電子郵件請求並執行的流程。在 Asana 團隊成員面前，他們面臨著資訊和提交缺失、優先級會議耗時以及全球市場發布延遲等挑戰。我們的人工智慧團隊成員已經向我們展示瞭如何全面解決這些痛點。

So the first step is request intake. AI can now evaluate requests at the point of submission, auto-naming them for clarity and proactively finding missing information. Requests are summarized in natural language, making the relative importance clear at a glance. Second step, prioritization. We've shown how we can streamline their alignment meetings with better first-stab prioritization, reducing the time spent on these sessions.

所以第一步是請求攝取。人工智慧現在可以在提交時評估請求，自動命名請求以使其清晰，並主動查找遺失的資訊。請求以自然語言總結，相對重要性一目了然。第二步，優先順序。我們展示瞭如何透過更好的首次確定優先順序來簡化他們的協調會議，從而減少在這些會議上花費的時間。

Third step, execution. Perhaps most impressively, this customer has expressed how this can eliminate translation delays that have previously caused more than two week gaps between English and other market launches. Now all launches can happen simultaneously, ensuring no market feels de-prioritized, and the marketing organization can deliver more consistent, improved customer experience globally.

第三步，執行。也許最令人印象深刻的是，這位客戶表示，這可以如何消除翻譯延遲，這種延遲導致英語和其他市場發布之間出現兩週多的時間間隔。現在，所有發布都可以同時進行，確保沒有一個市場被忽視，行銷組織可以在全球範圍內提供更一致、更改進的客戶體驗。

It's worth noting that this AI-powered solution replaces the need for dedicated industry-specific translation software or services that companies might traditionally use for such tasks. And we expect to offer this for much less than what those traditional translation services costs, providing significant value and cost savings to customers.

值得注意的是，這種人工智慧驅動的解決方案取代了公司傳統上用於此類任務的專用行業特定翻譯軟體或服務的需求。我們希望以遠低於傳統翻譯服務的成本提供此服務，從而為客戶提供顯著的價值並節省成本。

Last, reporting. In the reporting/reflection phase, AI can update metadata, which you know as custom fields, to inform work reporting and suggest topics for retrospectives. This helps teams capture learnings and insights more effectively, leading to continuous improvements in their processes.

最後，報告。在報告/反思階段，人工智慧可以更新元資料（即自訂欄位），為工作報告提供資訊並建議回顧主題。這有助於團隊更有效地獲取知識和見解，從而不斷改進其流程。

Let me share another customer example. A global leader in outdoor advertising has been testing Asana AI teammates for their creative request intake process across regions. The team is very encouraged by the potential here. In the words of the VP of Marketing Operations, it allows them to prioritize the bigger things they want to do, to show more business impact, and affect the bottom line.

讓我分享另一個客戶的例子。戶外廣告領域的全球領導者一直在測試 Asana AI 團隊成員的跨區域創意請求接收流程。團隊對這裡的潛力感到非常鼓舞。用行銷營運副總裁的話來說，它使他們能夠優先考慮他們想做的更大的事情，以顯示更多的業務影響，並影響底線。

Importantly, this customer views AI as an enabler for human creativity and strategic thinking, not as a replacement for human work. This encapsulates our vision for AI teammates -- tools that enhance human capabilities, drive efficiency, and ultimately contribute to our customers' bottom line.

重要的是，該客戶將人工智慧視為人類創造力和戰略思維的推動者，而不是人類工作的替代方案。這概括了我們對人工智慧團隊成員的願景——增強人類能力、提高效率並最終為客戶的利潤做出貢獻的工具。

These stories exemplify our AI capabilities built on the foundation of our unique and proprietary Work Graph data model can drive efficiency, improve collaboration, and ultimately contribute to better business outcomes for our customers -- the testament to the power of AI teammates, working alongside human teams to enhance productivity and strategic impact. These are just a few early examples of AI teammates in action. We hope to be able to report next year that we have hundreds or even thousands of such workflows at a meaningful number of our customers.

這些故事例證了我們建立在我們獨特且專有的工作圖資料模型基礎上的人工智慧能力，可以提高效率，改善協作，並最終為我們的客戶帶來更好的業務成果——證明了人工智慧團隊成員與人類一起工作的力量。這些只是人工智慧隊友實際行動的一些早期例子。我們希望明年能夠報告說，我們在相當數量的客戶中擁有數百甚至數千個此類工作流程。

Now let me talk about how we're capturing the consolidation opportunity. We remain in a budget-focused environment and customers are looking for consolidation opportunities. Our proven ability to scale, the structural advantages of the Work Graph, especially as it relates to AI, and our focus on central functions across the enterprise makes us particularly well-suited to capitalize on this opportunity.

現在讓我談談我們如何抓住整合機會。我們仍然處於以預算為中心的環境中，客戶正在尋找整合機會。我們經過驗證的擴展能力、工作圖的結構優勢，尤其是與人工智慧相關的結構優勢，以及我們對整個企業核心功能的關注，使我們特別適合利用這個機會。

We believe we're the only collaborative work management platform that's proven at scale for large enterprises, and we have several customers with over 10,000 seats and one customer with 200,000 seats actively deployed. In practice, there's no organization too big for Asana, and we've proven that the value and differentiation of Asana accrues with scale thanks to our unique and differentiated data model.

我們相信，我們是唯一經過大規模企業驗證的協作工作管理平台，我們擁有多個擁有超過 10,000 個席位的客戶和一個正在積極部署的擁有 200,000 個席位的客戶。在實踐中，對於 Asana 來說，沒有什麼組織太大，而且我們已經證明，由於我們獨特且差異化的資料模型，Asana 的價值和差異化隨著規模的擴大而增加。

To support this effort and help our customers realize more value even faster, we're expanding the baseline offering of our enterprise tiers. In addition to premium AI features, we're adding more high-value functionality like request tracking and work intake, resource management, enhanced executive reporting, and visualizations of how goals and work are inextricably linked in Asana.

為了支持這項工作並幫助我們的客戶更快地實現更多價值，我們正在擴展企業級的基準產品。除了高級人工智慧功能之外，我們還添加了更多高價值功能，例如請求追蹤和工作攝入、資源管理、增強的執行報告以及目標和工作在 Asana 中如何緊密聯繫的可視化。

We're also rolling out unlimited view-only licenses to see work in Asana with an in-product path to request a paid license to comment or add work. We think this has the potential to meaningfully contribute to paid seat growth within our accounts.

我們還推出了無限制的僅查看許可證，以便在 Asana 中查看作品，並透過產品內路徑來要求付費許可證來發表評論或添加作品。我們認為這有可能對我們帳戶內付費席位的成長做出有意義的貢獻。

Finally, we announced our official commitment to pursue FedRAMP certification, which will unlock new market opportunities in government agencies and other regulated industries. These initiatives are designed to help enterprises quickly achieve the critical mass needed to fully leverage the AI-enhanced Work Graph and consolidate their work management needs on a single, powerful platform.

最後，我們宣布正式承諾尋求 FedRAMP 認證，這將為政府機構和其他受監管行業釋放新的市場機會。這些舉措旨在幫助企業快速達到充分利用人工智慧增強工作圖所需的臨界質量，並將其工作管理需求整合到一個強大的單一平台上。

Finally, let me explain how we believe AI will help us drive revenue and adoption in three key ways. First, it already enhances the value we deliver in our core work management functionality such as Smart Goals and Smart Status features. This is what customers get in most of our packages today, depending on their tiers.

最後，讓我解釋一下我們如何相信人工智慧將透過三個關鍵方式幫助我們提高收入和採用率。首先，它已經增強了我們在核心工作管理功能（例如智慧目標和智慧狀態功能）中提供的價值。這是客戶今天在我們的大多數套餐中獲得的內容，具體取決於他們的等級。

Second, AI is enabling us to introduce new add-ons, and we have specific ones we're developing now. Resource planning will be a license add-on, for example. And third, we continue to believe in the potential of usage-based AI revenue. We're in the early stages here, but we're learning more on this front every day from our customers and our AI Studio beta program, which we're expecting to formally launch soon.

其次，人工智慧使我們能夠引入新的附加元件，我們現在正在開發特定的附加元件。例如，資源規劃將是一個許可證附加元件。第三，我們仍然相信基於使用的人工智慧收入的潛力。我們還處於早期階段，但我們每天都從客戶和 AI Studio 測試版計劃中了解更多這方面的信息，我們預計該計劃很快就會正式啟動。

In closing, we're clearly making progress with our enterprise strategy, but the shape of the acceleration curve will be very modest in the next few quarters and more pronounced later. We're confident it will happen, because we've already seen it in some segments of the business, and we're beginning to see stabilization in others.

最後，我們的企業策略顯然正在取得進展，但加速曲線的形狀在接下來的幾季將非常溫和，稍後會更加明顯。我們相信這將會發生，因為我們已經在某些業務領域看到了這種情況，我們開始看到其他領域的穩定。

We remain committed to a sustained positive free cash flow by the end of Q4. We're winning strategic customers across important industries, closing more multi-year deals and investing in AI to meet enterprise demands. We're excited to share more of our innovation and customer success stories at the Work Innovation Summit in New York City on October 22, and again in London on November 13. We hope to see you there.

我們仍然致力於在第四季末實現持續的正自由現金流。我們正在贏得重要產業的策略客戶，達成更多多年期交易並投資人工智慧以滿足企業需求。我們很高興能夠在 10 月 22 日於紐約舉行的工作創新高峰會以及 11 月 13 日在倫敦舉行的工作創新高峰會上分享更多我們的創新和客戶成功故事。

Before I hand it over to Anne, I'd like to also say a few words about the announcements we made today in conjunction with our earnings release. As you probably read, we announced Tim's departure and the arrival of a new CFO. Change is always bittersweet, but it's part of being in a high-growth environment.

在我將其交給安妮之前，我還想就我們今天在收益發布中發布的公告說幾句話。正如您可能讀到的，我們宣布蒂姆離職並任命新財務長。變化總是苦樂參半，但它是高成長環境的一部分。

As many of you already appreciate, Tim has been a great leader, partner, and friend for all of us at Asana for almost eight years and now will be handing over the baton. He's been an integral part of the Asana journey, joining us on in 2017, building financial infrastructure to help us scale and navigating us through our entry into the public markets and improving operating margins dramatically while we continue to invest in growth.

正如你們許多人已經認識到的那樣，近八年來，蒂姆一直是 Asana 所有人的偉大領導者、合作夥伴和朋友，現在將交接接力棒。他是 Asana 旅程中不可或缺的一部分，於 2017 年加入我們，建立金融基礎設施，幫助我們擴大規模，引導我們進入公開市場，並在我們繼續投資成長的同時大幅提高營運利潤率。

I'll miss working with Tim. He has been a strong partner to me and the Asana leadership team, but he will remain on as an adviser to help in the transition. Tim, we're very grateful for your many contributions.

我會想念和蒂姆一起工作的。他一直是我和 Asana 領導團隊的強大合作夥伴，但他將繼續擔任顧問，幫助完成過渡。提姆，我們非常感謝您所做的許多貢獻。

At the same time, I'm excited to announce our new Chief Financial Officer, Sonalee Parekh. Sonalee is a seasoned finance executive with over 25 years’ experience in high-growth technology. Most recently, she was CFO of RingCentral. Sonalee brings deep operational and financial experience in leading companies at scale. I look forward to partnering with her in our next stage of growth.

同時，我很高興宣布任命 Sonalee Parekh 為我們的新財務長。 Sonalee 是一位經驗豐富的財務主管，在高成長技術領域擁有超過 25 年的經驗。最近，她擔任 RingCentral 的財務長。 Sonalee 為大規模領導公司帶來了深厚的營運和財務經驗。我期待在我們下一階段的成長中與她合作。

And with that, I'll hand it over to Anne.

這樣，我就把它交給安妮了。

Thanks, Dustin. And I'll just echo Dustin's sentiment on both fronts. And Tim, thank you for everything. You will certainly be missed but definitely not forgotten.

謝謝，達斯汀。我將在兩方面回應達斯汀的觀點。提姆，謝謝你所做的一切。你肯定會被想念，但絕對不會被遺忘。

As Dustin mentioned, early access to our Asana AI Studio beta program is getting great response from our customers. When we talk to our top 100 customers, virtually every customer wanted to be part of our beta program. Customers are interested in Asana AI Studio for everything from translating global communications across over 100 countries in minutes to managing and prioritizing complex work requests progress and even making other existing applications more effective by adding a workflow layer on top of a customer database.

正如達斯汀所提到的，提前訪問我們的 Asana AI Studio 測試版計劃得到了客戶的熱烈回應。當我們與前 100 名客戶交談時，幾乎每個客戶都希望成為我們的測試版計畫的一部分。客戶對Asana AI Studio 的一切功能都很感興趣，從在幾分鐘內翻譯100 多個國家/地區的全球通信，到管理和優先處理複雜的工作請求進度，甚至透過在客戶資料庫之上添加工作流程層來提高其他現有應用程式的效率。

Importantly, customers are most excited with what AI can do inside their Asana workflow. Customers are saying the quality, efficiency, and personalization that we can deliver at scale is groundbreaking. As we're seeing in our beta program, our AI Studio offering is opening up new kinds of conversations across our customer base and helping us access new incremental budget dollars.

重要的是，客戶對人工智慧在 Asana 工作流程中的作用最為興奮。客戶表示，我們能夠大規模提供的品質、效率和個人化服務是開創性的。正如我們在測試版計劃中看到的那樣，我們的 AI Studio 產品正在我們的客戶群中開啟新型對話，並幫助我們獲得新的增量預算資金。

Through our AI Studio beta program, we've seen a I help us gain more executive mind share and create significant inroads with executive leadership and AI strategy group. Our AI capabilities are not just operational tools but strategic assets. This level of access is allowing us to enhance the traditional workflows our customers rely on Asana for, such as work intake, product launches, and strategic planning, while also giving us the opportunity to support new workflows due to the power, ease-of-use, and flexibility of our AI offering.

透過我們的 AI Studio 測試版計劃，我們看到我幫助我們獲得了更多的高階主管思想份額，並與高階主管領導層和人工智慧策略團隊取得了重大進展。我們的人工智慧能力不僅是營運工具，更是戰略資產。這種存取等級使我們能夠增強客戶依賴 Asana 的傳統工作流程，例如工作量、產品發布和策略規劃，同時也使我們有機會支援新的工作流程，因為其功能強大、易於操作我們的人工智慧產品的使用和靈活性。

We're finding that customers don't want to introduce another silo tool for their AI workflows. They want an embedded where their employees are already managing their work, and that's in Asana. This engagement at the highest levels of organizations and direct collaboration with AI councils positions Asana as a key partner in shaping our customers' AI strategies and set us up well for expanded partnerships and growth opportunities.

我們發現客戶不想為其人工智慧工作流程引入另一個孤島工具。他們想要一個讓員工可以管理自己工作的嵌入式系統，那就是 Asana。這種組織最高層的參與以及與人工智慧委員會的直接合作，使 Asana 成為制定客戶人工智慧策略的關鍵合作夥伴，並為我們擴大合作夥伴關係和成長機會奠定了良好基礎。

Turning to Q2, as we expected going into the quarter, ongoing budget scrutiny and longer sales cycles continued to impact our business, consistent with last quarter. As a result, we saw a number of deals pushed out, but they remained in our pipeline.

談到第二季度，正如我們預期的那樣，持續的預算審查和更長的銷售週期繼續影響我們的業務，與上個季度一致。結果，我們看到許多交易被取消，但它們仍然在我們的管道中。

Secondly, the headwinds in the technology vertical continue to weigh down our overall revenue growth. Despite the continued headwinds, we closed some very strategic deals across industries such as automotive, manufacturing, government, energy, among many others. By geography, international-led revenue growth at 12.3% reported and 12.8% year over year when we exclude the currency impact. The international team continues to execute well, with particular success in key verticals such as energy and manufacturing.

其次，技術垂直領域的逆風持續拖累我們的整體收入成長。儘管面臨持續的阻力，我們還是在汽車、製造、政府、能源等產業完成了一些非常具有戰略意義的交易。按地區劃分，國際主導的收入成長為 12.3%，排除貨幣影響後，年增 12.8%。國際團隊繼續表現出色，尤其在能源和製造等關鍵垂直領域取得了成功。

In the US, we continued in Q2 to be pressured by early successes in the technology sector. Overall, US growth was 9% year over year, heavily impacted by the technology sector exposure. Fortunately, we now have put our largest seat adjustments behind us as of last quarter, and we believe that the in-quarter dollar-based net retention rate is at a stabilizing point. As Dustin mentioned on a previous call, in order to get to reacceleration, you need to first go through stabilization, and that's where we believe we are today. We are well poised for slight reacceleration in the near term and more substantial acceleration in the out quarters.

在美國，我們在第二季度繼續受到技術領域早期成功的壓力。總體而言，美國的年成長率為 9%，這在很大程度上受到科技業的影響。幸運的是，我們現在已經完成了截至上季的最大席位調整，我們相信本季基於美元的淨保留率處於穩定點。正如達斯汀在之前的電話會議中提到的那樣，為了重新加速，你需要先經歷穩定，這就是我們認為今天的情況。我們已做好準備，在短期內略有加速，並在未來幾季實現更大幅度的加速。

Now turning to customer dynamics in Q2. Our enterprise customers continue to expand and multiyear deals jumped significantly this quarter, pointing to the types of longer-term partnerships we are forming with large and strategic enterprises. The first sector I'll mention you may be very familiar with. While the overall technology sector has been cycling through various buying dynamics, there are specific cohorts such as AI, where growth is very healthy.

現在轉向第二季的客戶動態。我們的企業客戶繼續擴大，本季多年期交易大幅增加，這表明我們正在與大型策略企業建立長期合作夥伴關係。我要提到的第一個部分你可能非常熟悉。雖然整個科技產業一直在經歷各種購買動態，但也有一些特定的群體，例如人工智慧，其成長非常健康。

For example, we are the de facto standard across two of the most well-known AI lab. Both significantly expanded their use of Asana, so more departments can manage their strategic programs and work in a central platform. They also both upgraded our Enterprise Plus solution to access enhanced security capabilities and get the most value from our platform. Both companies have seen rapid organic adoption of Asana in departments like marketing, sales, growth, engineering, finance and more, thanks to improved cross-department collaboration, which is enabling them to release products faster and work more effectively.

例如，我們是兩個最著名的人工智慧實驗室的事實上的標準。兩者都顯著擴展了 Asana 的使用，因此更多部門可以管理其策略計劃並在中央平台上工作。他們還升級了我們的 Enterprise Plus 解決方案，以獲得增強的安全功能並從我們的平台中獲得最大價值。由於跨部門協作的改善，兩家公司都在行銷、銷售、成長、工程、財務等部門迅速有機地採用了 Asana，這使他們能夠更快地發布產品並更有效地工作。

The energy vertical is another place where the need for innovation and efficiency is fueling demand for Asana. For example, one of the largest energy companies in Iceland selected Asana Enterprise Plus solution after a competitive evaluation. They will use Asana to manage their long-term strategic investments, projects like the construction of energy plants, low-temperature and high-temperature geothermal, hydropower, fiber networks and more.

能源垂直領域是另一個對創新和效率的需求推動 Asana 需求的領域。例如，冰島最大的能源公司之一在競爭評估後選擇了 Asana Enterprise Plus 解決方案。他們將使用 Asana 來管理其長期戰略投資、能源工廠建設、低溫和高溫地熱、水力發電、光纖網路等項目。

Also the British renewable energy group specializing in sustainable energy, empowering millions of homes in eight countries, renewed their use of Asana to manage work across their entire company this quarter. Asana is the hub for all business activities and teams manage everything from hardware development to business strategy, planning to vendor management, so they can innovate and execute quickly to deliver continued value to their customers.

此外，專注於永續能源的英國再生能源集團為八個國家的數百萬家庭提供支持，本季重新使用 Asana 來管理整個公司的工作。 Asana 是所有業務活動的中心，團隊管理從硬體開發到業務策略、規劃到供應商管理的所有事務，因此他們可以快速創新和執行，為客戶提供持續的價值。

In transportation, we closed the deal with Fleetio, a leader in fleet management software, who upgraded to our Enterprise Plus solution this quarter to gain access to our latest features, including Asana AI. They use Asana to manage their core work across the entire company so they can make data-driven decisions and execute on their goals.

在運輸方面，我們與車隊管理軟體領域的領導者 Fleetio 達成了協議，該公司本季升級到我們的 Enterprise Plus 解決方案，以獲得我們的最新功能，包括 Asana AI。他們使用 Asana 來管理整個公司的核心工作，以便他們能夠做出數據驅動的決策並執行他們的目標。

And we had several deals across the manufacturing sector. Through one of our partners, we landed a subsidiary of a prominent Korean automotive manufacturer this quarter after winning a competitive RFP. They are replacing their legacy project management system with Asana's Enterprise Plus.

我們在製造業領域達成了幾筆交易。在贏得具有競爭力的 RFP 後，本季度透過我們的一個合作夥伴，我們獲得了一家著名韓國汽車製造商的子公司。他們正在用 Asana 的 Enterprise Plus 取代原有的專案管理系統。

Additionally, a Japan-based global innovator in manufacturing electronics expanded their use of Asana this quarter because of our ease-of-use ability to enable seamless collaboration across departments and the ability to integrate Asana into their current tech stack like Microsoft 365. Now more departments like engineering chain management will manage their work in Asana to drive innovation faster.

此外，一家總部位於日本的全球電子製造創新企業本季擴大了Asana 的使用，因為我們易於使用，能夠實現跨部門無縫協作，並且能夠將Asana 整合到他們當前的技術堆疊（如Microsoft 365）中。

Within the public sector, a major department within the US government needed a new collaborative work management tool to bring together nine separate units to establish their first project management organization to manage operations and complex projects for the office in charge of planning, policy, and resources, and they selected Asana. They will use Asana to track the executive team strategy, budget and finance management, complex project and process management, and work intake from satellite government offices.

在公共部門中，美國政府的一個主要部門需要一種新的協作工作管理工具，將九個獨立的單位聚集在一起，建立第一個專案管理組織，為負責規劃、政策和資源的辦公室管理運營和複雜項目，他們選擇了體位法。他們將使用 Asana 追蹤執行團隊策略、預算和財務管理、複雜的專案和流程管理以及衛星政府辦公室的工作接收情況。

With Asana, they have visibility across all current projects, so they can report to leadership on progress and the support they're providing their satellite offices. This great public sector customer win punctuates the importance of our government strategy as seen by our recent announcement to pursue FedRAMP certification.

借助 Asana，他們可以了解所有當前項目，因此可以向領導層報告進度以及為衛星辦公室提供的支援。這場偉大的公共部門客戶勝利凸顯了我們政府策略的重要性，從我們最近宣布尋求 FedRAMP 認證就可以看出這一點。

These are just a few stories to illustrate how well Asana can execute. We are driving initiatives to replicate these playbooks and scale the methodologies to repeatable, consistent processes.

這些只是幾個故事來說明體式的執行效果如何。我們正在推動複製這些行動手冊並將方法擴展到可重複、一致的流程的舉措。

We're focused on several key initiatives that will help us develop and transform our business: first, investing in a more consistent post-sales experience to drive expansion; second, improving velocity by further streamlining sales processes; third, building on excitement around AI products to improve account engagement and adoption; and finally, focusing on strategic industry verticals to further diversify our business.

我們專注於幾項有助於我們發展和轉型業務的關鍵舉措：首先，投資於更一致的售後體驗以推動擴張；其次，透過進一步簡化銷售流程來提高速度；第三，激發人們對人工智慧產品的興趣，以提高帳戶參與度和採用率；最後，專注於策略垂直產業，以進一步實現業務多元化。

In summary, our strategies are designed to drive seat expansion, deepen our customer relationships, and ultimately grow ARR. And with AI joining the team, we can deliver even greater value to our customers. We're excited about the path ahead and confident in our ability to execute on these initiatives.

總之，我們的策略旨在推動席次擴張、加深客戶關係並最終提高 ARR。隨著人工智慧的加入，我們可以為客戶提供更大的價值。我們對未來的道路感到興奮，並對我們執行這些措施的能力充滿信心。

And with that, I'll hand it over to Tim.

這樣，我就把它交給提姆了。

Thank you, Anne. Q2 revenues came in at $179.2 million, up 10% year over year. We have 22,948 core customers or customers spending $5,000 or more on an annualized basis. Revenue from core customers grew 11% year over year. This cohort represented 75% of our revenues in Q2, up from 74% in the year-ago quarter. We have 649 customers spending $100,000 or more on an annualized basis, and this customer cohort grew at 17% year over year.

謝謝你，安妮。第二季營收為 1.792 億美元，年增 10%。我們有 22,948 名核心客戶或年支出 5,000 美元或以上的客戶。來自核心客戶的營收年增11%。該群體占我們第二季營收的 75%，高於去年同期的 74%。我們有 649 名客戶的年消費額達到或超過 10 萬美元，該客戶群年增 17%。

As a reminder, we define these customer cohorts based on annualized GAAP revenues in a given quarter. Our overall dollar-based net retention rate was 98%. Our dollar-based net retention rate for our core customers was 99%. And among customers spending $100,000 or more, our dollar-based net retention rate was 103%.

提醒一下，我們根據給定季度的年化 GAAP 收入來定義這些客戶群。我們以美元計算的總體淨保留率為 98%。我們的核心客戶以美元計算的淨保留率為 99%。在消費 10 萬美元或以上的客戶中，我們以美元計算的淨保留率為 103%。

As a reminder, our dollar-based net retention rate is a trailing four-quarter average calculation and thus a lagging indicator. However, it's important to highlight the in-quarter trends as we go through this transition. We believe that the in-quarter, dollar-based net retention rate is at a stabilization point in Q2.

提醒一下，我們以美元為基礎的淨保留率是追蹤四個季度的平均計算結果，因此是一個滯後指標。然而，在我們經歷這一轉變時，重要的是要強調季度趨勢。我們認為，以美元計算的季度淨保留率在第二季度處於穩定點。

As I turn to expense items and profitability, I would like to point out that I will be discussing non-GAAP results in the balance of my remarks. Gross margins came in at 89%. Research and development was $56.5 million or 32% of revenue. Sales and marketing was $91.1 million or 51% of revenue. G&A was $27.7 million or 15% of revenue.

當我談到費用項目和盈利能力時，我想指出，我將在發言的其餘部分討論非公認會計原則的結果。毛利率為 89%。研究與開發為 5,650 萬美元，佔收入的 32%。銷售和行銷收入為 9,110 萬美元，佔收入的 51%。 G&A 為 2,770 萬美元，佔收入的 15%。

During the quarter, we also realized a one-time property tax credit related to our corporate headquarter, which lowered our operating expenses by $3.1 million. This was an allocation impacting each OpEx line item. Operating loss was $15.7 million, and our operating loss margin was 9%. Net loss was $11.1 million, and our net loss per share was $0.05.

本季度，我們還實現了與公司總部相關的一次性財產稅抵免，這使我們的營運費用減少了 310 萬美元。這是影響每個營運支出行項目的分配。營業虧損為 1,570 萬美元，營業虧損率為 9%。淨虧損為 1,110 萬美元，每股淨虧損為 0.05 美元。

Moving on to the balance sheet and cash flow. Cash and marketable securities at the end of Q2 were approximately $521.6 million. Our remaining performance obligation or RPO was $394.5 million, up 18% from the year-ago quarter. This is a reacceleration from last quarter, driven by multiyear deals. 83% of our RPO will be recognized over the next 12 months. That current portion of RPO grew 14% from the year-ago quarter.

接下來是資產負債表和現金流量。第二季末的現金和有價證券約為 5.216 億美元。我們的剩餘履約義務或 RPO 為 3.945 億美元，比去年同期成長 18%。在多年交易的推動下，這一速度較上季再次加速。我們 83% 的 RPO 將在未來 12 個月內獲得認可。目前 RPO 部分比去年同期成長了 14%。

Our total ending Q2 deferred revenue was $289.2 million, up 11% year over year. Q2 free cash flow was $12.8 million or 7% on a margin basis. However, remember that Q3 free cash flow will be seasonally lower, but we expect to see durable positive free cash flow by the end of Q4.

我們第二季末的遞延收入總額為 2.892 億美元，年增 11%。第二季自由現金流為 1,280 萬美元，以利潤率計算為 7%。然而，請記住，第三季的自由現金流將季節性下降，但我們預計到第四季末將看到持久的正自由現金流。

As you know, we announced the $150 million stock repurchase program in June. In Q2, we repurchased 19.7 million of our shares at an average price of $13.64 per share. We remain committed to investing in our growth and managing dilution while returning excess capital to shareholders via share repurchases.

如您所知，我們在 6 月宣布了 1.5 億美元的股票回購計畫。第二季度，我們以每股 13.64 美元的平均價格回購了 1,970 萬股股票。我們仍然致力於投資我們的成長和管理稀釋，同時透過股票回購將多餘的資本回饋給股東。

Moving to guidance for Q3 fiscal 2025, we expect revenues of $180 million to $181 million, representing growth of 8% to 9% year over year. We expect non-GAAP loss from operations of $19 million to $18 million, representing an operating margin of negative 10% at the midpoint of guidance. And we expect net loss per share of $0.07, assuming basic and diluted weighted average shares outstanding of approximately 227 million.

轉向 2025 財年第三季的指導，我們預計營收為 1.8 億至 1.81 億美元，年增 8% 至 9%。我們預期非 GAAP 營運虧損為 1,900 萬美元至 1,800 萬美元，相當於指導中點的營運利潤率為負 10%。假設基本和稀釋加權平均流通股約為 2.27 億股，我們預期每股淨虧損為 0.07 美元。

For the full fiscal year 2025, we expect revenues to be in the range of $719 million to $721 million, representing growth rate of 10% year over year. We expect non-GAAP loss from operations of $58 million to $55 million, representing an operating margin of negative 8% at the midpoint of guidance. And we expect net loss per share of $0.20 to $0.19, assuming basic and diluted weighted average shares outstanding of approximately 227 million.

對於 2025 年整個財年，我們預計營收將在 7.19 億美元至 7.21 億美元之間，年成長率為 10%。我們預計非 GAAP 營運虧損為 5,800 萬美元至 5,500 萬美元，相當於指導中位數的營運利潤率為負 8%。假設基本和稀釋加權平均流通股約為 2.27 億股，我們預期每股淨虧損為 0.20 美元至 0.19 美元。

As you can see from our guidance and commentary, we continue to see the software macroenvironment consistent with last quarter, and we expect these headwinds to continue. The technology vertical continues to drag our overall growth dramatically. However, we see pockets of reacceleration across some of our key verticals as noted in some of the significant wins and mentioned in the last two quarters.

正如您從我們的指導和評論中看到的那樣，我們繼續看到軟體宏觀環境與上季一致，我們預計這些不利因素將繼續存在。垂直技術繼續大大拖累我們的整體成長。然而，我們看到一些關鍵垂直領域的重新加速，正如過去兩個季度提到的一些重大勝利中所指出的那樣。

Also, we believe that our in-quarter net-dollar retention rate and gross retention rates have stabilized, and we're poised for a moderate revenue reacceleration in the coming quarters. Therefore, we are tightening the fiscal year guidance range to be more conservative in the back half, but overall, underlying trends continue to be stabilizing. In addition, we have made a great deal of progress on operating margins and improving our free cash flow through a disciplined approach to balancing growth and profitability.

此外，我們相信我們的季度淨美元保留率和毛保留率已經穩定，並且我們準備在未來幾季實現適度的收入加速。因此，我們在下半年收緊了財政年度指導範圍，使其更加保守，但總體而言，基本趨勢持續穩定。此外，我們透過嚴格的平衡成長和獲利能力的方法，在營業利潤率和改善自由現金流方面取得了很大進展。

I'll add just a few words of thanks before we go to Q&A. Thank you, Dustin, and thank you, Anne, and also a big thank you to our employees. It's been an incredibly fulfilling time at Asana. The company has grown so much in the nearly eight years I've been here, and I feel fortunate to have had the opportunity to lead as CFO.

在我們進行問答之前，我想補充幾句感謝的話。謝謝你，達斯汀，謝謝你，安妮，也非常感謝我們的員工。這是在 Asana 度過的一段令人難以置信的充實時光。在我任職的近八年裡，公司發展迅速，我很幸運有機會擔任財務長。

I also want to thank the investment community and especially those of you who have been our shareholders over the last several years. I continue to be incredibly bullish about Asana as potential. So this hasn't been an easy decision to make. There's never been a greater need amongst enterprises for a solution like Asana. And I believe the company is poised for even greater things in the years ahead.

我還要感謝投資界，特別是過去幾年一直是我們股東的人。我仍然非常看好體式的潛力。所以這並不是一個容易做出的決定。企業對 Asana 這樣的解決方案的需求從未如此強烈。我相信該公司已準備好在未來幾年內取得更大的成就。

Before I turn it over to the operator for Q&A, let me hand it over to Dustin for some closing comments.

在我將其交給操作員進行問答之前，讓我將其交給達斯汀進行一些總結評論。

Thanks. One thing I want to add to my formal comments is that I'm planning to enter into a 10b5-1 trading plan as early as September 5 to purchase up to 13.5 million shares of our Class A common stock. The plan is subject to the required cooling-off period.

謝謝。我想在正式評論中補充的一件事是，我計劃最早在 9 月 5 日簽訂 10b5-1 交易計劃，購買最多 1350 萬股 A​​ 類普通股。該計劃須遵守規定的冷靜期。

I'm entering into this new plan because I continue to personally believe Asana shares are undervalued given the size and relatively low penetration of the work management market. And I trust in the path we've charted ahead to be the leader in the category while delivering value to our investors.

我之所以加入這個新計劃，是因為我個人仍然認為，鑑於工作管理市場的規模和相對較低的滲透率，Asana 的股票被低估了。我相信我們所規劃的道路將成為該類別的領導者，同時為我們的投資者帶來價值。

Thank you, Dustin. Before I open it up to Q&A, I wanted to note that Mr. Moskowitz's plan is separate from the company's ongoing share repurchase program and his statements regarding his trading plan to purchase shares of our Class A common stock may be considered forward-looking statements that are subject to risks and uncertainties, including that his trading plan may be modified, suspended, or terminated by him at any time. There can be no assurance that the price and volume parameters of his trading plan will result in purchases of shares of our Class A common stock in line with the expectations in such forward-looking statements.

謝謝你，達斯汀。在進行問答之前，我想指出，莫斯科維茨先生的計劃與公司正在進行的股票回購計劃是分開的，他關於購買我們 A 類普通股的交易計劃的聲明可能被視為前瞻性聲明面臨風險和不確定性，包括他的交易計劃可能隨時修改、暫停或終止。無法保證其交易計劃的價格和交易量參數將導致我們 A 類普通股的購買符合此類前瞻性聲明中的預期。

And with that, operator, we are ready for questions.

接線員，我們已經準備好回答問題了。

(Operator Instructions)

（操作員說明）

Taylor McGinnis, UBS.

泰勒‧麥金尼斯，瑞銀集團。

Hi. Thanks so much for taking my questions. Just the first one. So you talked about seeing stabilization and expansion rates in the quarter and being through the worst of the renewal optimization. But it also sounds like upside might have been a little bit lighter due to some deal delays. So can you just offer what gives you confidence in the acceleration implied in 4Q based on what you're seeing at the start of 3Q? Is that just a function of retention rates improving and starting to maybe see an inflection in revenue growth amongst technology companies? Or do you need to see an acceleration in other verticals or an improvement in net upsells? Thank you so much.

你好。非常感謝您回答我的問題。只是第一個。因此，您談到了本季的穩定和擴張速度，以及經歷了最糟糕的更新優化。但由於一些交易延遲，聽起來上行空間可能會稍微小一點。那麼，根據您在第三季開始時看到的情況，您能否提供一些讓您對第四季隱含的加速充滿信心的資訊？這是否只是科技公司留任率提高以及營收成長開始出現轉折點的結果？或者您需要看到其他垂直領域的加速或淨追加銷售的改善？太感謝了。

Hey, Taylor. This is Tim. Yeah, I want to just say what we had talked about even in our kind of previous earnings call is really kind of getting past these bigger renewals that we knew about that would likely be downgrades. And I feel like we are past that now, and that will be a tailwind and essentially kind of the stabilization point that we needed to do to reaccelerate the business.

嘿，泰勒。這是蒂姆。是的，我想說的是，即使在之前的財報電話會議中，我們所討論的內容實際上也是要克服這些更大的更新，我們知道這可能會導致評級下調。我覺得我們現在已經過去了，這將是一種順風，本質上是我們重新加速業務所需的穩定點。

Some of the deals -- and I would say that we had hoped to close in Q2 have moved into Q3. They haven't fallen out of the pipeline. We expect the team and the businesses to essentially close those deals in Q3. So I think we're encouraged by the pipeline, but a lot of it is really just the bottoming out of our gross renewal rate.

我想說的是，我們原本希望在第二季完成的一些交易已經進入第三季。他們還沒有脫離管道。我們預計團隊和企業將在第三季基本完成這些交易。因此，我認為我們對管道感到鼓舞，但其中許多實際上只是我們的總續訂率觸底。

Great. Thank you. And then maybe Dustin, one for you, which is the -- you talked a lot about innovation around Asana and AI and what you guys are doing there as well as it relates to some tinkering around pricing and packaging. So can you just maybe talk about when those changes could be a bigger driver of growth down the line, and some of the customer feedback that you've heard that's driving those decisions? Thank you.

偉大的。謝謝。然後也許是達斯汀（Dustin），一個適合你的人，你談論了很多關於體位法和人工智能的創新，以及你們在那裡所做的事情，以及與定價和包裝方面的一些修改有關的內容。那麼，您能否談談這些變化何時可以成為未來成長的更大推動力，以及您聽到的一些推動這些決策的客戶回饋？謝謝。

Yeah. So I think you're referring to in the last earnings call, I was talking about the possibility of consumption-based revenue around what we called in that call custom work flows. This time, we're introducing a new term, AI Studio, which is the same idea, but this is really a new package that customers will be able to purchase on starting in Q4 that will give them the ability to build those custom workflows.

是的。所以我認為你在上次財報電話會議中提到的，我談論的是圍繞我們所謂的客製化工作流程實現基於消費的收入的可能性。這次，我們引入了一個新術語 AI Studio，它的想法相同，但這實際上是一個新軟體包，客戶將能夠從第四季度開始購買，這將使他們能夠建立這些自訂工作流程。

I think we're still seeing incredibly great engagement from the customers in the pilot, and they all want to proceed on. And I have huge hopes for how far that goes. I'm hoping to be here next year talking about the pilot customers now doing hundreds or even thousands of workflows in Asana, but it's still pretty early to be able to quantify it.

我認為我們仍然看到試點計畫中客戶的積極參與，他們都希望繼續下去。我對這件事能走多遠抱持著很大的希望。我希望明年能在這裡談論試點客戶現在在 Asana 中執行數百甚至數千個工作流程，但現在量化它還為時過早。

What I do know is sales will have something to sell in Q4, and I expect some amount of revenue from that, but not material revenue. And then the hope is that's building pretty quickly into the early quarters of next year when we see some of those early customers start to get into enough volume that they're also triggering the incremental consumption revenue.

我所知道的是，銷售將在第四季度出售一些東西，我預計會從中獲得一些收入，但不是物質收入。然後希望這種情況會在明年早期幾季迅速增長，屆時我們會看到一些早期客戶開始達到足夠的數量，從而觸發增量消費收入。

So I think it will start by buying a package, probably including some professional services, and that will begin by in Q4. And then next year, I'm hoping it becomes material revenue, and we'll just know more and more as we go along with the pilot customers. You can see what they look like later in the funnel. And that would give us the ability to quantify it better for guidance.

因此，我認為將從購買一攬子計劃開始，可能包括一些專業服務，這將從第四季度開始。明年，我希望它能變成物質收入，隨著我們與試點客戶的合作，我們會知道越來越多的資訊。您稍後可以在漏斗中看到它們的樣子。這將使我們能夠更好地量化它以提供指導。

Josh Baer, Morgan Stanley.

喬許貝爾，摩根士丹利。

Thanks. And Tim, it's been great working with you. Good luck in the next chapter.

謝謝。提姆，與你合作真是太好了。祝下一章好運。

Wanted to ask about the deals that were pushed. Any sense for why they were pushed, how big they were, how many, and what gives you confidence that they'll close next quarter?

想詢問所推動的交易。你知道為什麼他們被推，他們有多大，有多少，是什麼讓你有信心他們會在下個季度關閉？

Hi, Josh. It's Anne. Thanks so much for your question. So what we saw in the selling environment was, especially for larger deals in larger organizations, is the decision-making cycle has been elongated, but things are relatively stable compared to last quarter in terms of sentiment. While a number of these deals did push out of the quarter, we actually saw a good percentage of them closed in August, and the rest are remaining in pipeline.

嗨，喬許。是安妮。非常感謝你的提問。因此，我們在銷售環境中看到的是，特別是對於大型組織的較大交易，決策週期已經延長，但就情緒而言，與上季度相比相對穩定。雖然其中一些交易確實推遲了本季度，但我們實際上看到其中很大一部分交易在 8 月完成，其餘交易仍在醞釀中。

So a lot of our focus as a team really is on big deal conversion rates in this environment. And so that's what we're swarming around the teams that are working on the largest deals, both the ones that got pushed into the quarter and the ones that we're working through in this quarter. So that's where our focus really is is making sure those large deals have the right resources to get them across the finish line.

因此，作為一個團隊，我們的重點實際上是在這種環境下的大交易轉換率。這就是我們聚集在從事最大交易的團隊周圍的事情，包括那些被推到本季的交易和我們在本季正在處理的交易。因此，我們真正關注的重點是確保這些大型交易擁有適當的資源來完成任務。

Got it. Thanks, Anne. And maybe for Tim or Dustin, just wondering if there's any more context as far as the CFO transition. Any more color you could provide as far as the timing and the change? Thank you.

知道了。謝謝，安妮。也許對於蒂姆或達斯汀來說，只是想知道是否有更多關於財務長過渡的背景資訊。就時間和變化而言，您還能提供更多顏色嗎？謝謝。

This is Dustin. Tim should speak up too, but I think it's easy to look at something like this and think it's in reaction to what's happening right now. But the reality is this is a much longer, our conversation that Tim and I have been having with them and just trying to figure out the right time for him to make a transition because he wanted to take some time off and then also think about maybe one last big career move before retirement.

這是達斯汀。蒂姆也應該說出來，但我認為很容易看到這樣的事情，並認為這是對現在發生的事情的反應。但現實是，這是一個更長的時間，蒂姆和我一直在與他們進行對話，只是想找出他進行過渡的合適時間，因為他想休息一段時間，然後再考慮一下也許退休前的最後一次重大職業變動。

And so we've been talking about this for a while. Don't love how the timing ended up, but I think it's pretty much a coincidence. And this just ended up being how it worked out after talking about it for a while. Really sad to see him go on. But also, as I said, it's bittersweet, because we're also getting the opportunity to work with a really talented new CFO in Sona. And I know from experience if you lose something important, when somebody with Tim's experience walks out the door, but it's also just a chance to kind of shake things up and see things with new eyes.

我們已經討論這個問題有一段時間了。我不喜歡這個時間安排，但我認為這幾乎是個巧合。討論了一段時間後，結果就這樣了。看到他繼續下去真的很難過。但正如我所說，這也是苦樂參半，因為我們也有機會與 Sona 一位非常有才華的新財務長合作。我從經驗中知道，如果你失去了一些重要的東西，當有蒂姆經驗的人走出門時，但這也是一個改變現狀並以新的眼光看待事物的機會。

Hey, Josh. This is Tim. Yeah, there was -- like Dustin mentioned, this was a very long conversation. And I had wanted to -- I've been here for almost eight years, and it was really an opportunity to take some time off, reset, and refresh my mind and think about what's next on. I love this company. I love the people I work with every day. I love problems that we solve. And honestly, it was a incredibly difficult decision.

嘿，喬許。這是蒂姆。是的，就像達斯汀提到的，這是一次很長的對話。我一直想——我在這裡已經快八年了，這確實是一個休息一段時間、重新調整、刷新我的思維並思考下一步的機會。我喜歡這家公司。我愛每天和我一起工作的人。我喜歡我們解決的問題。老實說，這是一個非常困難的決定。

George Iwanyc, Oppenheimer.

喬治·伊凡尼克，奧本海默。

Thank you for taking my question. And Tim, I also wish you the best with what's ahead.

感謝您回答我的問題。提姆，我也祝福你未來一切順利。

Anne, maybe just starting with the technology vertical, can you give us a little bit of color there? Have you reached that point of stability with most of your customers there and maybe put that in perspective of what you're seeing from a logo churn standpoint as well?

安妮，也許只是從垂直技術開始，你能為我們提供一些資訊嗎？您是否已經與那裡的大多數客戶達到了穩定點，也許也可以從徽標流失的角度來考慮您所看到的情況？

Yeah. Thanks, George. Happy to dive in a little bit more on tech. While tech was a drag on growth for us this quarter, I do want to just pause and reiterate that tech continues to be super important to us for a number of reasons. It's where we partner with some of the most innovative companies in the world to build our products. We mentioned earlier, we're the platform of choice for the two largest LOM companies, and we expanded with them this quarter as well as we continue to work really closely with them as we build out our AI solutions. And so our ability to partner with technology companies who are innovators and early adopters really helps us to continue to differentiate our product and really shape where the category is going.

是的。謝謝，喬治。很高興能更深入地了解科技。雖然科技在本季度拖累了我們的成長，但我確實想暫停一下並重申，出於多種原因，科技對我們仍然非常重要。我們在這裡與世界上一些最具創新精神的公司合作生產我們的產品。我們之前提到，我們是兩家最大的 LOM 公司的首選平台，本季我們與他們進行了擴展，並且在建立我們的 AI 解決方案時繼續與他們密切合作。因此，我們與創新者和早期採用者的科技公司合作的能力確實有助於我們繼續使我們的產品與眾不同，並真正塑造該類別的發展方向。

And so we feel that's also quite important to our growth in the developing verticals such as manufacturing, energy, retail and consumer, transportation and healthcare. Our non-tech sector actually had good mid-teens growth this quarter. And some of that partnership with technology organizations is important to these non-tech customers because the leading organizations really care about implementing the best solution that's available that they can securely and innovatively scale with.

因此，我們認為這對於我們在製造、能源、零售和消費、運輸和醫療保健等發展中垂直行業的成長也非常重要。我們的非科技產業本季實際上實現了十幾歲左右的良好成長。與技術組織的某些合作夥伴關係對於這些非技術客戶來說非常重要，因為領先的組織確實關心實施可用的最佳解決方案，以便他們可以安全地、創新地擴展。

And so we're -- we will -- we saw stability, I think, we mentioned in terms of where retention and renewals are. I think we'll continue to partner with technology companies. But the diversification outside of tech is one of our main focus areas, and we're pleased to see some early signs and positive indicators in those sectors.

所以我們——我們將會——我們看到了穩定性，我認為，我們提到了保留和續訂的情況。我認為我們將繼續與科技公司合作。但科技以外的多元化是我們的主要關注領域之一，我們很高興看到這些領域的一些早期跡象和積極指標。

Okay. And just following up on that with respect to logo churn? And then maybe, give us a sense of where you are with the sales initiatives across the four points that you are highlighting?

好的。只是跟進徽標流失的情況嗎？然後，也許可以讓我們了解一下您強調的四點銷售舉措的進展？

Yeah. The focus areas that we mentioned in investing and more consistent post-sales -- including services, we are seeing that services are incredibly important for a larger deal, in particular, migration and deployment. And so those services either provided by us or our growing partner ecosystem. I mentioned improving velocity. That's really important, especially with the bigger deals. So further streamlining our sales processes and systems.

是的。我們在投資和更一致的售後中提到的重點領域 - 包括服務，我們發現服務對於更大的交易非常重要，特別是遷移和部署。因此，這些服務要么由我們提供，要么由我們不斷發展的合作夥伴生態系統提供。我提到了提高速度。這非常重要，尤其是對於更大的交易。因此進一步簡化我們的銷售流程和系統。

In particular, we're also excited about the energy and interest in AI products, especially from our largest customers. So it gives us an opportunity actually to have a different conversation, in particular with AI councils or people within a CIO organization that are leading AI initiatives and kind of opens up new avenues for us. So while it's early and we're piloting, the positive feedback from our largest and most important customers has been great, and we're excited to bring that to more of our customers when we go GA.

特別是，我們也對人工智慧產品的活力和興趣感到興奮，尤其是來自我們最大的客戶。因此，它實際上為我們提供了進行不同對話的機會，特別是與人工智慧委員會或首席資訊長組織內的人員進行對話，他們正在領導人工智慧計劃，並為我們開闢了新的途徑。因此，雖然現在還為時過早，而且我們正在進行試點，但我們最大和最重要的客戶的正面回饋非常好，我們很高興在正式發佈時將其帶給更多客戶。

And then, just to reiterate my earlier point, focusing on strategic industry verticals to really diversify our business. So we're working hard on all those fronts and continue to be excited that -- most important for us is that our global revenue leadership team is in place and working really well together.

然後，重申我先前的觀點，專注於策略性產業垂直領域，以真正實現我們的業務多元化。因此，我們正在所有這些方面努力工作，並繼續感到興奮——對我們來說最重要的是我們的全球收入領導團隊已經就位並且合作得非常好。

Alex Zukin, Wolfe Research.

亞歷克斯祖金，沃爾夫研究中心。

Hey, guys. This is Rich Magnus on for Alex. Can you talk more about how the competitive landscape has evolved over the last 12 months? And separately, can you give us some more color on how to think about billings trends over the next few quarters? Thanks.

嘿，夥計們。我是里奇·馬格納斯 (Rich Magnus) 為亞歷克斯發言。能否詳細談談過去 12 個月競爭格局的演變？另外，您能給我們更多關於如何思考未來幾季的比林斯趨勢的資訊嗎？謝謝。

Yeah, this is Dustin. I'm not going to be surprised to hear this. We haven't seen a whole lot of change in the competitive landscape in recent months. I think we're seeing -- we think we're in a lot of the consolidation deals, and we're seeing customers hesitate to make a decision either way. And so I think that's sort of definitionally what our competitors are seeing as well, who are in those deals.

是的，這是達斯汀。聽到這我不會感到驚訝。近幾個月來，我們沒有看到競爭格局發生很大變化。我認為我們正在看到——我們認為我們正在進行很多整合交易，而且我們看到客戶在做出任何決定時都猶豫不決。因此，我認為這也是我們參與這些交易的競爭對手所看到的。

Anne, do you want to take the second half of that? So the question was just like what is giving us confidence about billings in the next two quarters. Is that fair?

安妮，你想聽後半部嗎？所以問題就像是什麼讓我們對未來兩季的帳單充滿信心。這樣公平嗎？

Yeah, for sure.

是的，當然。

Yeah, I think what's giving us confidence is just the continued improvement on it across our revenue operations and execution. I think some of the things that we're also seeing early signs of -- we've been investing a lot in enablement and ramping new reps. That's been a big initiative.

是的，我認為給我們信心的是我們的收入運作和執行方面的持續改善。我認為我們也看到了一些早期跡象——我們在支持和增加新代表方面投入了大量資金。這是一項重大舉措。

I mentioned earlier, just investment in streamlining our processes, and that's both operational processes but also systems. Just making sure, frankly, that more of our reps' time is spent strategically with customers and prospects and then just consistency around being able to close the larger deals. So I think as that work continues --- and we're seeing that in across all of our regions.

我之前提到，只是對簡化流程的投資，這既是營運流程，也是系統。坦白說，只是確保我們的銷售代表將更多的時間策略性地花在客戶和潛在客戶身上，然後確保能夠完成更大的交易。因此，我認為隨著這項工作的繼續，我們在所有地區都看到了這一點。

Maybe I'll also dig in a little bit deeper. This quarter, some of the areas and regions that we saw good consistent growth were actually outside of the US. So by geography, EMEA and Japan led our revenue growth and grew about 12% year over year.

也許我也會更深入挖掘。本季度，我們看到持續良好成長的一些地區和地區實際上是在美國以外的地區。因此，從地理來看，歐洲、中東和非洲和日本引領了我們的營收成長，年增約 12%。

And so those teams continue to execute really well. Especially on larger deals, those leadership teams have been in place a bit longer than our Americas team. So those are good leading indicators that North America where our general managers have been in place for two quarters and have been really working with the teams there will be able to see that in the coming quarters.

所以這些團隊繼續表現得很好。特別是在較大的交易中，這些領導團隊的任職時間比我們的美洲團隊要長一些。因此，這些都是很好的領先指標，我們的總經理已經在北美就職了兩個季度，並且一直在與那裡的團隊進行真正的合作，在接下來的幾個季度中將能夠看到這一點。

Michael Funk, Bank of America.

麥可‧芬克，美國銀行。

Yeah, hi. Thank you for the questions this evening. And Tim, thank you again for all the help with the company.

是的，嗨。謝謝你今晚提出的問題。提姆，再次感謝您對公司的所有幫助。

So a couple if I could. You mentioned a couple times that some deal stalled in the pipeline during the quarter. Can you be more specific about where in the pipeline they stalled? Presumably, you have metrics on deal closure rates, certainty as you're closer to the end of the pipeline of the deal versus the beginning. So any additional color or commentary there would be appreciated.

如果可以的話，一對。您多次提到本季某些交易陷入停滯。您能否更具體地說明他們在管道中的哪個位置停滯了？據推測，您有交易完成率的指標，當您接近交易流程的結束而不是開始時，確定性。因此，任何額外的顏色或評論將不勝感激。

Sure. Happy to add some more commentary. As our focus has been on moving up market and working with larger enterprise customers, we are seeing more back-end loading in the quarter on the larger deals. I think that's sort of just a natural evolution of our focus at market. And so what we saw in those deals was that they sort of slipped from the end of Q2, as I mentioned, into Q3.

當然。很高興添加更多評論。由於我們的重點是進入高端市場並與大型企業客戶合作，因此我們看到本季大型交易的後端負載增加。我認為這只是我們關注市場的自然演變。因此，我們在這些交易中看到的是，正如我所提到的，它們有點從第二季末滑落到第三季。

But again, we're seeing signals that we are able to close those in Q3. So a lot of that is just a pattern that we're seeing as we work with larger deals and larger enterprise customers. And part of that is strengthening our muscle to be able to close those in quarter, and that's the focus for us.

但我們再次看到有訊號表明我們能夠在第三季完成這些工作。因此，其中許多只是我們在與更大的交易和更大的企業客戶合作時看到的模式。其中一部分是加強我們的實力，以便能夠在季度內完成這些目標，這就是我們的重點。

Okay. And then I think the company investor focus and the stock reaction aftermarket is primarily the 3Q guide and the greater weighting on 4Q now, I think, presume or the imply for 4Q sequential dollars step-up, if you will, to larger moves in the last couple of years.

好的。然後，我認為公司投資者關注的焦點和售後市場的股票反應主要是第三季度的指導，現在第四季度的權重更大，我認為，假設或暗示第四季度美元連續上漲，如果你願意的話，對更大的變動過去幾年。

So what concrete breakdown of the factors can you give us to give us confidence in that 4Q revenue step-up, whether that is your forecast for less seat churn, large deals go-lives that you have towards the end of pipeline? Anything to help people get more confidence in the back-end loading for the year would be appreciated.

那麼，您能給我們哪些具體的因素細分，讓我們對第四季度營收成長充滿信心，這是否是您對減少座位流失、在管線結束時進行大額交易的預測？任何可以幫助人們對今年後端加載更有信心的事情都將受到讚賞。

Yeah. Hey, Michael, this is Tim. I think there's really two points. One, as I mentioned, we know what the renewal base looks like, and many of the larger renewals and downgrades that we had to lap have already happened. And we feel really confident around based on the rates that were going into the quarter with respect to renewals. So we view that as less of a headwind. So that's one.

是的。嘿，邁克爾，這是蒂姆。我覺得確實有兩點。一，正如我所提到的，我們知道續訂基礎是什麼樣的，我們必須進行的許多較大的續訂和降級已經發生。根據本季的續訂費率，我們非常有信心。因此，我們認為這並不是什麼逆風。這就是其中之一。

Two, a good majority of the deals that did move from Q2 and Q3 have already closed. The pipeline continues to be healthy. And I feel like we have really good visibility in terms of the dials and levers converting those deals. So it's really a combination of just like, hey -- lapping some of the more difficult on renewals, which we have and two, what we're going into the quarter with. So if we close those deals in Q3, generally the GAAP revenue you'll see will impact Q4.

第二，第二季和第三季的大部分交易已經完成。管道繼續健康。我覺得我們在轉換這些交易的旋鈕和槓桿方面擁有非常好的可見性。所以這實際上是一個組合，嘿——我們已經擁有一些更困難的續約，還有兩個我們將進入本季度的續約。因此，如果我們在第三季完成這些交易，通常您看到的 GAAP 收入將影響第四季。

Brent Thill, Jefferies.

布倫特·希爾，杰弗里斯。

Tim, congrats on the eight-year run and moving forward in the next chapter.

蒂姆，祝賀您八年的成功並在下一章中繼續前進。

Dustin, you're not alone in terms of what's happening in the software industry. It feels like many are taking down guide or seeing things pushed out. I guess from your perspective, what do you think is going on if you had to take a look at a 40,000-foot level? Is it consuming what customers have? Is it AI stall? Is there a blend of things that you're seeing? What do you would you think is actually causing this stall out across the industry?

達斯汀，就軟體產業正在發生的事情而言，您並不孤單。感覺就像很多人正在取消指南或看到東西被推出。我想從你的角度來看，如果你必須看 40,000 英尺的高度，你認為會發生什麼？它是否消耗了客戶擁有的東西？是AI失速嗎？您所看到的事物是否混合在一起？您認為是什麼真正導致了整個產業的停滯？

Yeah, there are a few big trends on. Obviously, I think that -- especially what we're seeing in tech is still kind of the unwinding of the over-hiring and overspending that we saw at the beginning of the pandemic. And it's the same thing we're doing with our own internal IT budgets as we're just being incredibly judicious about starting new vendor relationships. We're trying to consolidate vendors. We're actively de-provisioning seats. And all of that is just about budget control.

是的，有一些大趨勢。顯然，我認為，尤其是我們在科技領域看到的情況，仍然是我們在疫情開始時看到的過度招募和超支現象的緩解。這與我們在內部 IT 預算上所做的事情是一樣的，因為我們在建立新的供應商關係方面非常明智。我們正在努力整合供應商。我們正在積極取消座位配置。所有這一切都與預算控制有關。

And additionally, I think IT and procurements is taking the opportunity to trial and consolidate and choose the vendors that they're going to bet on for the long run. But at the same time, they're trying to do that within a constrained both dollar and sort of energy environment internally, and it takes a little bit of change of management to do that consolidation and to push it through and to make those big decisions that they're going to live with for a while. And so they just have like a little bit less capacity to do that.

此外，我認為 IT 和採購部門正在利用這個機會進行試驗和整合，並選擇他們將長期押注的供應商。但同時，他們正試圖在內部資金和能源環境都受到限制的情況下做到這一點，並且需要對管理層進行一些改變才能進行整合並推動其完成並做出重大決策他們將一起生活一段時間。所以他們做這件事的能力有點少。

And then that all coupled with what I think is massive uncertainty in the economic environment and then also just with how AI is going to play out on. So we've been talking a lot about this idea lately that the coming wave of AI transformation is even bigger than what people have been calling digital transformation for the past 10 years. And I think that some enterprises are trying to figure out whether and where it may actually leapfrog digital transformation. And it would actually be kind of a waste of time to invest in a technology that's just going to be sort of obsoleted by something else in one or two years on.

然後，我認為經濟環境存在巨大的不確定性，再加上人工智慧將如何發揮作用。因此，我們最近一直在談論這個想法，即將到來的人工智慧轉型浪潮甚至比人們過去 10 年所說的數位轉型還要大。我認為一些企業正在試圖弄清楚它是否以及在哪裡可以真正實現跨越式數位轉型。投資一項在一兩年後就會被其他東西淘汰的技術實際上是浪費時間。

So that's a pretty difficult environment to make decisions. Again, we are often faced with those same sorts of decisions ourselves internally and end up doing proofs of concept some things and then pulling back and trying another vendor, trying to solve things in Asana or not in Asana. And so, I'm very sympathetic.

所以這是一個很難做出決定的環境。同樣，我們自己在內部經常面臨同樣類型的決策，最終對一些事情進行概念驗證，然後撤回並嘗試另一個供應商，嘗試用 Asana 或不用 Asana 解決問題。所以，我非常同情。

And strategically, what we're trying to do is meet the customers in the moment and provide a solution that can be part of their digital transformation continuity and the answer to AI transformation for them by embedding AI Studio -- by delivering AI Studio and giving them the opportunity to embed AI directly in the workflows where they already live.

從策略上講，我們正在努力做的是滿足當前客戶的需求，並提供一個解決方案，該解決方案可以成為他們數位轉型連續性的一部分，並透過嵌入AI Studio 為他們提供AI 轉型的答案- 透過提供AI Studio 並給予他們有機會將人工智慧直接嵌入他們已經存在的工作流程中。

Great. A quick one for on Tim or Anne. About a year ago, Ed joined and took over on the sales side. Can you walk through the changes kind of how far you are in implementing some of those changes that you've made or maybe they're fine tunes. I don't know how you would characterize his strategic actions, but if you can just give us a sense of kind of where you're at for that journey you're having, having Ed onboard since last August?

偉大的。一個關於蒂姆或安妮的快速報導。大約一年前，艾德加入並接管了銷售部門。您能否介紹一下這些更改，以及您在實施某些更改方面的進展程度，或者它們可能是微調。我不知道你會如何描述他的戰略行動，但如果你能讓我們了解一下自去年八月以來埃德就加入了你的旅程，你現在處於什麼位置？

Yeah. I'm happy to cover that. So yeah, Ed just crossed kind of one-year mark with us. And I would say the most important things that he's been doing, we now have a global revenue leadership team in place, general managers in all of our most important regions as well as new enterprise sales leaders in our top markets. So that's been also really important.

是的。我很高興能介紹這一點。是的，艾德剛剛和我們一起度過了一年的時間。我想說的是他一直在做的最重要的事情，我們現在擁有一個全球收入領導團隊，我們所有最重要地區的總經理以及我們頂級市場的新企業銷售領導者。所以這也非常重要。

Ed also brought onboard a new Head of Global Channel, who has now been with us almost two quarters and has been also working really diligently with our post-sales team, which is really important to both services and customer success, renewals teams across every region. And so I'd say the most important things has just been ensuring that we have the right team around the world and in all of our top markets.

Ed 還任命了一位新的全球通路主管，他已經在我們身邊工作了近兩個季度，並且一直在與我們的售後團隊密切合作，這對於服務和客戶成功以及每個地區的續訂團隊都非常重要。因此，我想說，最重要的事情是確保我們在世界各地和所有頂級市場擁有合適的團隊。

I think some other focus areas have been really diving in on verticals, our most important verticals outside of technology. And so that's also where we're seeing good progress. And I would also say just a really tight partnership with our global marketing team. So some of the things where we're seeing grid signal that's helping us build the right kind of pipeline and the right relationships with director plus decision makers and C-level decision-makers is all our investment in our Work Innovation summits. That pacing has been really strong this year. We brought that event to all of our markets.

我認為其他一些重點領域已經真正深入垂直領域，這是技術之外我們最重要的垂直領域。這也是我們看到良好進展的地方。我還想說與我們的全球行銷團隊建立了非常緊密的合作關係。因此，我們看到的一些網格訊號正在幫助我們建立正確的管道以及與總監、決策者和首席決策者建立正確的關係，這就是我們在工作創新高峰會上的全部投資。今年的節奏非常強勁。我們將該活動帶到了我們所有的市場。

We have our two most important events coming up in October and November. And just the -- I think the customer engagement and the volume of responses and the ability to really have our global team kind of meet our customers where they as Dustin said but also meet with prospects and decision-makers who are looking at their medium- to long-term investments. So I think those are all result of the investment that has been putting in place over the last year, and we're excited to see more to come.

我們將在 10 月和 11 月舉辦兩場最重要的活動。只是 - 我認為客戶參與度和回復量以及真正讓我們的全球團隊與我們的客戶會面的能力，正如達斯汀所說，但也與正在關注其媒介的潛在客戶和決策者會面 -到長期投資。所以我認為這些都是去年投資的結果，我們很高興看到更多的投資。

Jackson Ader, KeyBanc Capital Markets.

Jackson Ader，KeyBanc 資本市場。

Thanks for taking our questions, guys. Anne or Dustin, the first question for you guys on the impact in the tech sector. How much of the modest slope in the reacceleration curve is kind of due to that sector's subdued spending now? And then how much do you think that the steepening of that curve could be juiced by tech coming back in the future as being one of the, I assume, an early adopter or frequent adopter of some of your AI innovations?

謝謝你們回答我們的問題，夥伴們。安妮或達斯汀，你們的第一個問題是關於科技業的影響。再加速曲線的適度斜率有多少是由於該行業目前支出低迷所致？那麼，您認為未來科技作為您的一些人工智慧創新的早期採用者或頻繁採用者之一，可以在多大程度上推動這條曲線的陡峭化？

I'm not quite sure quite how to answer that. But I think we've been clear that the tech is a drag on overall growth. And so we're seeing some segments that are growing faster than our overall growth rate right now and look like they're starting to accelerate.

我不太確定如何回答這個問題。但我認為我們已經清楚該技術拖累了整體成長。因此，我們看到一些細分市場的成長速度快於我們目前的整體成長率，而且看起來它們正在開始加速。

And so if tech stops being a drag, we would at least go up to those overall -- to the growth rates of the better segments. And if it reaccelerated, yeah, that would be fantastic. And we're certainly not modeling it that way. And it's really hard to know the timing. But if AI transformation really takes off and Asana is seen as the solution of choice for that, then that is definitely an excellent outcome for us.

因此，如果科技不再成為拖累，我們至少會提高整體水準──提高更好細分市場的成長率。如果它重新加速，是的，那就太棒了。我們當然不會那樣建模。而且很難知道具體時間。但如果人工智慧轉型真正起飛，並且 Asana 被視為首選解決方案，那麼這對我們來說絕對是一個極好的結果。

Right. Okay. All right. Thank you. And then, Dustin, just a couple of quick follow-ups on the 10b5-1. And I know I've asked this before, but it's just relevant again. Do you worry at all about like the -- your stepping in again and again, at some point, sends counterproductive message to employees or the company around operational and financial discipline?

正確的。好的。好的。謝謝。然後，達斯汀，我只是對 10b5-1 進行一些快速跟進。我知道我以前問過這個問題，但它再次相關。您是否擔心，在某些時候，您一次又一次的介入會向員工或公司發出有關營運和財務紀律的適得其反的訊息？

And then second, is there anything that we should take away from the relative size of this plan that starts a couple of days from now versus the 30 million shares from last year?

其次，與去年的 3000 萬股相比，幾天後開始的這項計劃的相對規模有什麼值得我們借鏡的東西嗎？

The operational discipline thing would make more sense to me if I was funding the operations of the company, but I think it's pretty independent. Our commitment to discipline on free cash flow and building up margins, I don't think it's changed much by me being a buyer in the market. In terms of the timing, I just wanted to point out, people often and sort of read into when I put the plans in market or even the days they're buying and what's going on in the market or going on in the business, but actually have a plan like way in advance.

如果我為公司的營運提供資金，那麼營運紀律對我來說會更有意義，但我認為它是相當獨立的。我們對自由現金流和提高利潤的承諾，我認為我作為市場買家並沒有改變太多。就時機而言，我只是想指出，人們經常會閱讀我何時將計劃投放市場，甚至是他們購買的日期以及市場上發生的情況或業務中發生的情況，但是實際上提前有一個計劃。

And so the company buying plan is very different. In fact, in the open window, it can kind of be aggressive on a day-to-day basis. But for me, I've got the cooling-off period and then it sort of set it and forget it on what the plan is. And historically, I found it difficult to sort of predict what the market was going to do to the stock, especially during all the uncertainty with our inflation and with everything that was happening on the years before that. And the reason I'm entering the market now is I think this is different.

因此公司的購買計劃非常不同。事實上，在開放的窗口中，它可能會在日常的基礎上變得激進。但對我來說，我有一個冷靜期，然後它就設定好了，然後就忘記了計劃是什麼。從歷史上看，我發現很難預測市場將對股票產生什麼影響，尤其是在通膨以及之前幾年發生的一切都存在不確定性的情況下。我現在進入市場的原因是我認為這是不同的。

I think this is a point of stabilization. A low point, but a point of stabilization for on the economy and for the tech sector. And relatedly, for the Asana business. And even though I think there will be some continued uncertainties, I just feel more confident that this is a time in the market when I can do this very slow process to sort of declare my intentions way in advance and not end up getting sort of too rocked by exogenous factors on.

我認為這是一個穩定點。這是一個低點，但卻是經濟和科技業的穩定點。與此相關的是體式業務。儘管我認為還會存在一些持續的不確定性，但我只是更有信心，在市場上的這個時候，我可以透過這個非常緩慢的過程來提前宣布我的意圖，而不會最終變得過於複雜。

But it's not something I plan to do again and again. The sizing, the number of shares is really a function of the price schedule and, I mean, more made a decision around the amount of money. And I'll just say also the -- I found it interesting to put in plans, announce the sort of up to number and then how people sort of anchor around that on. I'll just emphasize there is a price schedule, and I think what happened with the last plan had as much to do with prevailing market conditions as what my original intentions were.

但這不是我打算一次又一次做的事情。規模、股票數量實際上是價格表的函數，我的意思是，更多的是圍繞資金數量做出的決定。我還要說的是——我發現制定計劃、宣布具體數字以及人們如何圍繞該數字進行錨定是很有趣的。我只是強調有一個價格表，我認為最後一個計劃所發生的事情與我的初衷一樣與當時的市場狀況有關。

So pretty hard to give you a lot more detail than that was tough without sort of revealing enough information to be front-run. But that's kind of where I'm at. I'm intrigued, I guess, by this operational discipline thing, but that isn't really a primary lens I've had for thinking about it.

因此，如果不透露足夠的資訊以搶佔先機，就很難為您提供更多詳細資訊。但這就是我現在的處境。我想，我對這種操作紀律的事情很感興趣，但這不是我思考它的主要視角。

Patrick Walravens, Citizens JMP.

Patrick Walravens，公民 JMP。

Well, great. Thank you. So bigger picture here, Dustin. How do you see this whole world of AI agents playing out? You guys have years and you have nine different features I think that are generally available from one of your slides.

嗯，太好了。謝謝。這是更大的圖景，達斯汀。您如何看待人工智慧代理的整個世界？你們已經有很多年了，你們有九種不同的功能，我認為這些功能通常可以從你們的一張幻燈片中獲得。

Bret Taylor just launched Sierra. Benioff just announced Agentforce and said that was going to be the highlight of Dreamforce. So what should investors expect in terms of how these things are going to be differentiated? And how do you see it playing out?

布雷特泰勒剛剛推出了 Sierra。貝尼奧夫剛宣布推出 Agentforce，並表示這將成為 Dreamforce 的亮點。那麼，投資人應該對這些產品如何實現差異化有何期待呢？您如何看待它的發展？

Yeah. I think agent is an interesting term, because it means a lot of different things to different people. One of the things that I've seen a lot of people try and deliver and try and buy is really almost the equivalent of like a humanized physical robot. Just something that could theoretically be a drop-in replacement to an actual person you have in the org. We even had that cycle with BambooHR wanting to onboard them and have them be part of HRS system.

是的。我認為代理是一個有趣的術語，因為它對不同的人來說意味著很多不同的事情。我見過很多人嘗試交付、嘗試購買的東西之一實際上幾乎相當於人性化的實體機器人。理論上來說，它可以直接取代組織中的實際人員。我們甚至與 BambooHR 進行了這樣的循環，希望讓他們加入並讓他們成為 HRS 系統的一部分。

And that I think we're -- as with humanoid noisy robots, I think we're still a few years away from at least. And in the meantime, our point of view is you want to focus AI on more specific jobs to be done. So it's a little more analogous to the robots that Amazon uses in its factory warehouses that are especially designed for that purpose and have more well-defined objectives and sort of rules of engagement.

我認為我們——就像人形噪音機器人一樣，我認為我們至少還需要幾年的時間。同時，我們的觀點是你希望人工智慧專注於需要完成的更具體的工作。因此，它有點類似於亞馬遜在其工廠倉庫中使用的機器人，這些機器人是專門為此目的而設計的，並且具有更明確的目標和某種參與規則。

And I think that is how Asana agents are going to show up. You're going to be able to give them a specific workflow to go off of, specific instructions for each step of that workflow, a predefined process, and knowledge bases that sort of -- yeah, give it the rules for the road. And I think that will make customers a lot more successful, because we'll be able to deploy it in exactly the places where it's possible to be productive without worrying about things kind of going off the rails or say, a customer chat agents that offers a refund you didn't intend. Just being able to put these into a much more sort of predefined workflows, I think, is how customers are going to find the slope of productivity.

我認為這就是 Asana 代理的表現。您將能夠為他們提供一個具體的工作流程、該工作流程每個步驟的具體說明、一個預先定義的流程以及知識庫——是的，給它制定道路規則。我認為這將使客戶更加成功，因為我們將能夠將其部署在能夠提高工作效率的地方，而不必擔心事情會偏離軌道，或者說，客戶聊天代理可以提供您不打算退款。我認為，只要能夠將這些放入更多類型的預先定義工作流程中，客戶就能找到生產力的斜率。

In terms of the specific competitors you mentioned, I think that agents will do context relevant things. And so it will matter a little more what the product is they're being introduced into. And I think Sierra -- I don't know a whole ton about it, but I think they're coming at it more from the sort of Swiss Army knife approach. And I think that it's going to be difficult to get that deployed in the short run.

就你提到的具體競爭對手而言，我認為代理商會做與上下文相關的事情。因此，他們引入的產品是什麼會更加重要。我認為塞拉——我對此了解不多，但我認為他們更多地採用了瑞士軍刀的方法。我認為短期內很難部署它。

Awesome. Thank you. And Tim, if I could ask you a follow up. You know it's been great working with you and looking forward to getting to do it again. But what do you think is the number one metric that investors should be looking at for Asana? So after you're gone, that's over the next year or two, what's the number one thing we should be focused on to see that this business is turning around?

驚人的。謝謝。提姆，我能否請你跟進。您知道與您合作非常愉快，並期待再次合作。但您認為投資人應該關注 Asana 的首要指標是什麼？那麼，在你離開之後，在接下來的一兩年內，我們應該關注的第一件事是什麼，才能看到這項業務正在轉虧為盈？

Yeah. I think the most important thing is seats. I think that's one of the North Star metric that we run the business on. The more seats, we can deploy, the more value we can deliver across an organization. And as we add more SKUs in some of these AI functionality, I think, we will be able to really differentiate the product and demonstrate a lot more value where we'll have more pricing power over time.

是的。我認為最重要的是座位。我認為這是我們經營業務所依據的北極星指標之一。我們可以部署的席位越多，我們可以在整個組織中提供的價值就越大。我認為，隨著我們在其中一些人工智慧功能中添加更多的 SKU，我們將能夠真正使產品脫穎而出，並展示更多的價值，隨著時間的推移，我們將擁有更大的定價能力。

That concludes today's question-and-answer session. I'd like to turn the call back to Catherine Buan for closing remarks.

今天的問答環節到此結束。我想將電話轉回凱瑟琳·布安 (Catherine Buan)，讓其致閉幕詞。

Thank you so much for joining us today, and we look forward to see you on the road this quarter. We'll be at the Piper Sandler conference, the Wolfe conference, the Deutsche Bank bus tour, the KeyBanc bus tour. And those are just a few off the top of my head. Most of all, please join us on October 22 in New York at our own Work Innovation Summit, and we look forward to seeing you there. Thank you again.

非常感謝您今天加入我們，我們期待本季在路上見到您。我們將參加 Piper Sandler 會議、Wolfe 會議、德意志銀行巴士之旅、KeyBanc 巴士之旅。這些只是我腦海中的一些。最重要的是，請參加我們 10 月 22 日在紐約舉行的工作創新高峰會，我們期待在那裡見到您。再次感謝您。

This concludes today's conference call. Thank you for participating. You may now disconnect.

今天的電話會議到此結束。感謝您的參與。您現在可以斷開連線。