Asana Inc (ASAN) 2022 Q2 法說會逐字稿

Good day, and thank you for standing by. Welcome to the Asana Second Quarter Fiscal Year 2022 Earnings Conference Call. (Operator Instructions) I would now like to hand the conference over to your speaker today, Catherine Buan.

美好的一天，感謝您的支持。歡迎參加 Asana 2022 財年第二季度收益電話會議。 （操作員說明）我現在想把會議交給你今天的演講者，Catherine Buan。

Good afternoon, and thank you for joining us on today's conference call to discuss the financial results for Asana's second quarter fiscal 2022. With me on today's call are Dustin Moskovitz, Asana's Co-Founder and CEO; Tim Wan, the company's Chief Financial Officer; Chris Farinacci, the company's outgoing Chief Operating Officer and Head of Business; and the company's incoming Chief Operating Officer and Head of Business Anne Raimondi.

下午好，感謝您參加今天的電話會議，討論 Asana 2022 財年第二季度的財務業績。今天與我通話的是 Asana 的聯合創始人兼首席執行官 Dustin Moskovitz；公司首席財務官Tim Wan； Chris Farinacci，公司即將卸任的首席運營官兼業務主管；以及公司即將上任的首席運營官兼業務主管 Anne Raimondi。

Today's call will include forward-looking statements pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, including, but not limited to, statements regarding our financial outlook, market position and growth opportunities. Forward-looking statements involve known and unknown risks and uncertainties that may cause our actual results, performance or achievements to be materially different from those expressed or implied by the forward-looking statements.

今天的電話會議將包括根據 1995 年《私人證券訴訟改革法案》的安全港條款作出的前瞻性陳述，包括但不限於關於我們的財務前景、市場地位和增長機會的陳述。前瞻性陳述涉及已知和未知的風險和不確定性，可能導致我們的實際結果、業績或成就與前瞻性陳述中明示或暗示的存在重大差異。

Forward-looking statements represent our management's beliefs and assumptions only as of the date made. Information on the factors that could affect the company's financial results is included in its filings with the SEC from time to time, including the section titled Risk Factors in the quarterly report on Form 10-Q filed by the company for the quarter ended April 30, 2021.

前瞻性陳述僅代表我們管理層截至作出之日的信念和假設。有關可能影響公司財務業績的因素的信息包含在其不時向美國證券交易委員會提交的文件中，包括公司在截至 4 月 30 日的季度提交的 10-Q 表格季度報告中標題為風險因素的部分， 2021 年。

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 equivalent are available in our earnings release, which is posted on our Investor Relations web page at investors.asana.com.

此外，在今天的電話會議中，我們將討論非 GAAP 財務指標。這些非公認會計原則財務指標是對根據公認會計原則編制的財務業績指標的補充，而不是替代或優於這些指標。 GAAP 和非 GAAP 財務指標之間的對賬，以及使用非 GAAP 指標與其最接近的 GAAP 等值指標的局限性的討論，可在我們的收益發布中找到，該發布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.

有了這個，我想把電話轉給達斯汀。

Thank you, Catherine, and thank you, everyone, for joining our earnings call today. We had another great quarter in Q2. We accelerated revenues, accelerated enterprise customer growth and increased dollar-based net retention rates across the board. Revenues of $89.5 million grew 72% year-over-year, accelerating 11 percentage points versus Q1. This is a very significant acceleration and the third quarter in a row of acceleration. We're now at a $358 million GAAP revenue run rate.

謝謝你，凱瑟琳，謝謝大家今天參加我們的財報電話會議。我們在第二季度又度過了一個很棒的季度。我們加速了收入，加速了企業客戶的增長，並全面提高了基於美元的淨保留率。收入為 8950 萬美元，同比增長 72%，比第一季度增長 11 個百分點。這是一個非常顯著的加速，也是連續第三個季度的加速。我們現在的 GAAP 收入運行率為 3.58 億美元。

For customers spending over $5,000 or more on an annualized basis, our revenues grew 97% year-over-year. We added over 7,000 net new paying customers, continuing the strong pace from last quarter, putting our total number of customers over 107,000. The number of customers spending over $50,000 on an annualized basis grew 111% year-over-year, which reflected an acceleration in our largest enterprise customers. And dollar-based net retention rate increased across all of our customer cohorts. It increased over 125% for customers spending $5,000 or more on an annualized basis, for customers spending $50,000 or more on an annualized basis, it increased over 145%, and our overall dollar-based net retention rate increased over 118%.

對於每年花費超過 5,000 美元或更多的客戶，我們的收入同比增長 97%。我們增加了超過 7,000 名淨新付費客戶，延續了上一季度的強勁步伐，使我們的客戶總數超過 107,000 名。每年花費超過 50,000 美元的客戶數量同比增長 111%，這反映了我們最大的企業客戶的增長。在我們所有的客戶群體中，基於美元的淨保留率都有所提高。對於年化支出 5,000 美元或以上的客戶，它增加了 125% 以上，對於年化支出 50,000 美元或以上的客戶，它增加了 145% 以上，我們以美元為基礎的整體淨保留率增加了 118% 以上。

Based on our outlook for the rest of the year, we're raising full year guidance by 6% to a range of $357 million to $359 million, representing 57% to 58% growth for the year. Q3 guidance represents 58% to 60% growth.

根據我們對今年餘下時間的展望，我們將全年指引上調 6% 至 3.57 億美元至 3.59 億美元之間，相當於今年增長 57% 至 58%。第三季度的指導代表了 58% 到 60% 的增長。

There are several drivers for the business. First, customers are adopting Asana everywhere. We're seeing record top-of-funnel volume, demand around the globe, and rapid expansions within our customer base. Second, we're seeing continued momentum in the enterprise. We're closing larger deals and expanding seats across departments and geographies quickly in large organizations. Our largest customers are recognizing the increasing value and scalability of our unique Work Graph data model. This is reflected in our over $50,000 customer cohort growth and the expansions in the base. The investments in our product strategy and the Work Graph are paying off, and this is just the beginning.

該業務有幾個驅動因素。首先，客戶到處都在採用 Asana。我們看到創紀錄的漏斗頂部數量、全球需求以及我們客戶群的快速擴張。其次，我們看到了企業的持續發展勢頭。我們正在完成更大的交易，並在大型組織中快速跨部門和跨地區擴大席位。我們最大的客戶正在認識到我們獨特的工作圖數據模型的價值和可擴展性不斷增加。這反映在我們超過 50,000 美元的客戶群增長和基礎擴張中。我們對產品戰略和工作圖的投資正在獲得回報，而這僅僅是個開始。

Third, customer adoption and retention is as good or better than it has ever been. Our focus is to build great customer experiences with human centered design principles and help customers experience the best version of Asana right away, which drives our adoption and revenue. As a result, our NPS scores are the highest we've seen to date. Our adoption metrics are strong and our retention rates are at record levels.

第三，客戶採用和保留與以往一樣好或更好。我們的重點是通過以人為本的設計原則建立出色的客戶體驗，並幫助客戶立即體驗最佳版本的 Asana，從而推動我們的採用和收入。因此，我們的 NPS 分數是迄今為止我們所見過的最高分數。我們的採用指標很強，我們的保留率處於創紀錄的水平。

As everyone is probably well aware, we're currently experiencing one of the biggest workplace transformations in history. Even after a year of surprising changes, the situation remains fluid. It can be difficult to achieve organizational-wide clarity under normal circumstances. And for the past 18 months, this challenge has hit an entirely new level.

眾所周知，我們目前正在經歷歷史上最大的工作場所轉型之一。即使經過一年的驚人變化，情況仍然不穩定。在正常情況下，很難實現組織範圍內的清晰。在過去的 18 個月裡，這一挑戰達到了一個全新的水平。

The reality of the moment is that increased workloads and too many emails, messages, meetings and video calls are barriers to productivity. According to our annual survey called the Anatomy of Work, limited employee bandwidth has meant that over 1/4 of deadlines are missed. A key driver is the lack of clarity caused by unclear processes. Large enterprises, in particular, delays in the inability to successfully pivot as needed can add up to a significant drain on resources, revenue and profitability.

當下的現實是，工作量的增加以及過多的電子郵件、消息、會議和視頻通話是生產力的障礙。根據我們名為“工作剖析”的年度調查，有限的員工帶寬意味著超過 1/4 的截止日期被錯過。一個關鍵驅動因素是流程不明確導致的不明確。尤其是大型企業，無法根據需要成功轉型的延遲可能會嚴重消耗資源、收入和盈利能力。

While the symptoms around these types of pains have evolved, their root causes have been with us for a long time. Through it all, Asana's mission to help humanity thrive by enabling the world's teams to work together effortlessly has remained constant.

雖然圍繞這些類型的疼痛的症狀已經演變，但它們的根本原因已經存在了很長時間。縱觀這一切，Asana 通過讓世界各地的團隊輕鬆合作來幫助人類繁榮發展的使命始終保持不變。

Our product road map continues to be strong. And with our Asana Work Graph, we are uniquely equipped to help companies find the best path to reach their goals and to shift as needed along the way. We build products that give clarity to individuals, teams and executives. In the first half of the year, we announced Asana Partners, which featured over 200 technology partners, the Channel Partner Network, and 7 new languages. Asana is now available in 13 languages spoken by 4.2 billion people across the globe.

我們的產品路線圖繼續強勁。借助我們的 Asana Work Graph，我們具備獨特的能力，可以幫助公司找到實現目標的最佳途徑，並在此過程中根據需要進行轉變。我們構建的產品可以讓個人、團隊和管理人員更加清晰。今年上半年，我們宣布了 Asana Partners，其中包括 200 多個技術合作夥伴、渠道合作夥伴網絡和 7 種新語言。 Asana 現在有 13 種語言可供全球 42 億人使用。

We also launched Universal Reporting, giving real-time actionable insights into team's progress across the entire organization enabled by the Work Graph. In June, we added a suite of new features designed to help individuals achieve greater focus and flow. These include video messaging in partnership with Vimeo, supercharged My Tasks, the Asana desktop app and our Clockwise smart calendar assistant integration.

我們還推出了 Universal Reporting，通過 Work Graph 為團隊在整個組織中的進度提供實時可行的見解。 6 月，我們添加了一套新功能，旨在幫助個人獲得更大的注意力和流動性。其中包括與 Vimeo 合作的視頻消息、增強的 My Tasks、Asana 桌面應用程序和我們的 Clockwise 智能日曆助手集成。

I'm also excited about our deep integration with Zoom. You can create a new Zoom meeting and join it right from inside an Asana task. While in Zoom, teams can quickly create an Asana task, so details and action items don't get lost. Once the meeting is over, the recording and transcript can be added to Asana and action items assigned to owners, so everyone has a record of what was discussed and what needs to be actioned. Asana for Zoom leads to better meetings with clear agendas and actionable next steps.

我也對我們與 Zoom 的深度整合感到興奮。您可以創建一個新的 Zoom 會議並直接從 Asana 任務中加入。在 Zoom 中，團隊可以快速創建 Asana 任務，因此不會丟失詳細信息和操作項。會議結束後，可以將錄音和文字記錄添加到 Asana 中，並將行動項目分配給所有者，這樣每個人都可以記錄討論的內容和需要採取的行動。 Asana for Zoom 可以通過明確的議程和可操作的後續步驟促成更好的會議。

On October 20, at our enterprise event called Scale, we'll be unveiling a suite of new features to help large organizations orchestrate work across departments and geographies to achieve their goals. And finally, we remain on track to launch our entirely new take on workflows at the end of our fiscal year.

10 月 20 日，在我們名為 Scale 的企業活動中，我們將推出一套新功能，以幫助大型組織跨部門和跨地域協調工作以實現其目標。最後，我們仍有望在財政年度結束時推出全新的工作流程。

Before I hand it over to Chris, I also want to highlight that last week, Asana was officially listed on a Long-Term Stock Exchange. In conjunction with that, we launched our first consolidated step towards ESG reporting by providing our first ESG fact sheet on the Investor Relations website. Enabling the world's teams to work together effortlessly is an expansive mission and requires commitment to our long-term strategies. We're continuing to build structures to execute on these long-term strategies and align with partners such as the LTSE with common values.

在我把它交給克里斯之前，我還想強調一下，上週，Asana 正式在長期證券交易所上市。與此同時，我們通過在投資者關係網站上提供我們的第一份 ESG 情況說明書，啟動了我們向 ESG 報告邁出的第一步。使世界各地的團隊能夠毫不費力地一起工作是一項艱鉅的任務，需要對我們的長期戰略做出承諾。我們將繼續構建執行這些長期戰略的結構，並與具有共同價值觀的 LTSE 等合作夥伴保持一致。

With our ESG reporting, we endeavor to provide the same clarity and transparency that our product offers. We are committed to expanding our reporting in the coming year. You can find more information about this on the Investor Relations website.

通過我們的 ESG 報告，我們努力提供與我們的產品相同的清晰度和透明度。我們致力於在來年擴大我們的報告範圍。您可以在投資者關係網站上找到更多相關信息。

Lastly, I'm proud to highlight that we've been recognized by Fortune and Great Places to Work as one of the Best Small and Medium Workplaces for 2021, marking the fifth year for Asana in the list's top 10 ranking.

最後，我很自豪地強調，我們已被《財富》和 Great Places to Work 評為 2021 年最佳中小型工作場所之一，這標誌著 Asana 連續第五年進入榜單前 10 名。

And now I'll hand it off to Chris.

現在我會把它交給克里斯。

Thanks, Dustin. We accelerated revenue growth again to 72% year-on-year in Q2. Some highlights from the quarter's business performance include the following.

謝謝，達斯汀。我們第二季度的收入同比增長再次加快至 72%。本季度業務表現的一些亮點包括以下內容。

First, we posted strong customer growth again this quarter, adding another 7,000 net new customers, and we now have over 107,000 paying customers. We continue to see record top of funnel growth. We also completed the additional language rollout for the year and now have 13 languages in total.

首先，本季度我們再次實現了強勁的客戶增長，新增了 7,000 名淨新客戶，我們現在擁有超過 107,000 名付費客戶。我們繼續看到創紀錄的漏斗增長。我們還完成了今年的額外語言推廣，現在總共有 13 種語言。

Second, we continue to see strong expansion within our existing customer base, particularly with our larger customers. The net retention rate for customers spending $50,000 or more with us annually increased over 145%.

其次，我們繼續看到現有客戶群的強勁擴張，尤其是我們的大客戶。每年在我們這里花費 50,000 美元或更多的客戶的淨保留率增加了 145% 以上。

And third, we're seeing our investments paying off in enterprise, driving continued enterprise momentum. The number of customers spending $50,000 or more annually grew 111% to 598 in the quarter. Our value proposition is clearly resonating with our customers.

第三，我們看到我們在企業方面的投資得到了回報，推動了持續的企業發展勢頭。本季度每年花費 50,000 美元或以上的客戶數量增長了 111%，達到 598 人。我們的價值主張顯然引起了客戶的共鳴。

In fact, IDC recently released an independent study of the business value of Asana, and the research demonstrates the substantial impact that Asana has on an organization's ability to focus on higher value work and customer delivery. Participants in the study reported higher employee productivity, more effectiveness and more on-time work and ultimately, higher customer satisfaction. Some of the highlights from the recent study by IDC include: 224% 1-year return on investment; 33% less time spent on e-mails; and 42% faster execution of business processes.

事實上，IDC 最近發布了一項關於 Asana 商業價值的獨立研究，該研究表明 Asana 對組織專注於更高價值工作和客戶交付的能力產生了重大影響。該研究的參與者報告了更高的員工生產力、更高的效率和更多的準時工作，並最終提高了客戶滿意度。 IDC 最近研究的一些亮點包括： 224% 的 1 年投資回報率；花在電子郵件上的時間減少 33%；以及 42% 的業務流程執行速度。

The IDC study validates what some of our existing larger customers already know. Last quarter, we shared our largest customer deployment expanded to 50,000 seats. This quarter, we saw another Fortune 50 company expand their deployment to more than 25,000 seats. This further illustrates the scalability that the Work Graph enables and shows our value proposition is resonating with some of the biggest enterprises in the world.

IDC 研究驗證了我們現有的一些大客戶已經了解的情況。上個季度，我們分享了我們最大的客戶部署擴展到 50,000 個座位。本季度，我們看到另一家財富 50 強公司將其部署擴展到 25,000 多個座位。這進一步說明了工作圖實現的可擴展性，並表明我們的價值主張正在與世界上一些最大的企業產生共鳴。

We had some spectacular customer wins this quarter, including mass media and entertainment conglomerate ViacomCBS. Additional customer highlights from the quarter include the following: Fujitsu, the eighth largest IT service provider in the world, expanded their use of Asana in Q2. Founded in 1935, they're undergoing a company-wide digital transformation. Asana is being used across the transformation office, designers, marketing, business planning and business systems project teams to gain more visibility and clarity into their cross-functional working processes so they can execute and make business decisions faster.

本季度我們贏得了一些引人注目的客戶，包括大眾媒體和娛樂集團 ViacomCBS。本季度的其他客戶亮點包括：全球第八大 IT 服務提供商富士通在第二季度擴大了對 Asana 的使用。他們成立於 1935 年，正在進行全公司範圍的數字化轉型。 Asana 正在轉型辦公室、設計師、營銷、業務規劃和業務系統項目團隊中使用，以提高跨職能工作流程的可見性和清晰度，以便他們能夠更快地執行和製定業務決策。

Just Eat Takeaway, a leading global online food delivery marketplace, has expanded the use of Asana's enterprise solution in Q2 with a multiyear agreement that enables all employees to manage their work in the Asana platform. Asana is being leveraged heavily across operations, building out their logistics network, global marketing campaigns, client services and streamlining their integrations of recent acquisitions. Just Eat chose Asana because they needed a platform that could help them drive their strategic objectives forward: Expanding supply chain, rapidly deploying marketing brand campaigns and elevating their customer experience.

全球領先的在線食品配送市場 Just Eat Takeaway 在第二季度擴大了 Asana 企業解決方案的使用範圍，簽署了一項多年期協議，使所有員工都能在 Asana 平台上管理他們的工作。 Asana 在運營中被大量利用，建立了他們的物流網絡、全球營銷活動、客戶服務，並簡化了他們對最近收購的整合。 Just Eat 之所以選擇 Asana，是因為他們需要一個可以幫助他們推進戰略目標的平台：擴展供應鏈、快速部署營銷品牌活動並提升客戶體驗。

Cohesity is a software company that delivers next-generation data management to thousands of businesses around the globe. Just as Cohesity is focused on simplifying data management, the company turned to Asana to simplify their work streams and processes. Cohesity determined Asana was the best platform to help them increase transparency into work happening across their organization to drive operational efficiencies and help them scale.

Cohesity 是一家軟件公司，為全球數千家企業提供下一代數據管理。正如 Cohesity 專注於簡化數據管理一樣，該公司轉向 Asana 來簡化他們的工作流和流程。 Cohesity 認為 Asana 是幫助他們提高整個組織內工作的透明度以提高運營效率並幫助他們擴大規模的最佳平台。

In Q2, they chose to standardize on Asana's enterprise solution. It's now heavily used across their engineering, marketing, IT, operations, customer success and leadership teams.

在第二季度，他們選擇標準化 Asana 的企業解決方案。它現在在他們的工程、營銷、IT、運營、客戶成功和領導團隊中大量使用。

These are just a few of our Q2 customer wins. But as you can see, organizations of all sizes across industries and regions are adopting our work management platform to increase productivity, coordinate their work and provide real-time clarity and alignment across their teams and organizations.

這些只是我們第二季度贏得客戶的一小部分。但正如您所見，不同行業和地區的各種規模的組織都在採用我們的工作管理平台來提高生產力，協調他們的工作，並在他們的團隊和組織之間提供實時的清晰度和一致性。

As we look forward to the second half of the year and beyond, we're continuing to focus our business on 3 major growth drivers: acquiring new customers; expanding our existing customer base; and maintaining our enterprise momentum. As we saw from the results, the playbook is working for us. Going forward, it's all about adoption and scale. We're just at the beginning of this journey.

展望下半年及以後，我們將繼續將業務重點放在三大增長動力上：獲取新客戶；擴大我們現有的客戶群；並保持我們的企業發展勢頭。正如我們從結果中看到的那樣，劇本對我們有用。展望未來，一切都與採用和規模有關。我們才剛剛開始這段旅程。

And with that, I'll turn it over to Tim to go through our financial results.

有了這個，我會把它交給蒂姆來檢查我們的財務結果。

Thank you, Chris. And thank you, everyone, for joining us today. We're very excited to report another great quarter with strong results across the board.

謝謝你，克里斯。感謝大家今天加入我們。我們很高興地報告另一個出色的季度，全面取得了強勁的業績。

Q2 revenue growth accelerated another quarter to $89.5 million, up 72% year-over-year. We now have over 107,000 paying customers at the end of Q2. This represents a 31% year-over-year increase. We have 12,806 customers spending $5,000 or more on an annualized basis, up 61% year-over-year, and growth in our larger customers is even stronger. We now have 598 customers spending $50,000 or more on an annualized basis, which accelerated again this quarter to 111% year-over-year. As a reminder, we define customers spending $5,000 or more and $50,000 or more based on annualized GAAP revenues in a given quarter.

第二季度收入增長又一個季度加速至 8950 萬美元，同比增長 72%。截至第二季度末，我們現在擁有超過 107,000 名付費客戶。這意味著同比增長 31%。我們有 12,806 名客戶每年花費 5,000 美元或更多，同比增長 61%，我們大客戶的增長更加強勁。我們現在有 598 名客戶每年花費 50,000 美元或更多，本季度再次加速，同比增長 111%。提醒一下，我們根據給定季度的年化 GAAP 收入來定義消費 5,000 美元或更多和 50,000 美元或更多的客戶。

Revenue from customers spending $5,000 or more represented 66% of our revenues in Q2 compared to 58% in the year ago quarter. This segment of our business grew 97% year-over-year. Our overall dollar-based net retention rate increased to over 118%. As a reminder, our dollar-based net retention rate is a trailing 4-quarter average calculation. Among customers spending $5,000 or more, our dollar-based net retention rate increased to over 125%. And among customers spending $50,000 or more, our dollar-based net retention rate increased to over 145%.

來自消費 5,000 美元或以上的客戶的收入占我們第二季度收入的 66%，而去年同期為 58%。我們業務的這一部分同比增長了 97%。我們以美元為基礎的整體淨保留率增加到 118% 以上。提醒一下，我們基於美元的淨保留率是過去 4 個季度的平均計算。在消費 5,000 美元或以上的客戶中，我們基於美元的淨保留率提高到 125% 以上。在消費 50,000 美元或以上的客戶中，我們以美元為基礎的淨保留率提高到 145% 以上。

Before turning to expense items and profitability, I would like to point out that I will be discussing the non-GAAP results in the balance of my remarks. Gross margins came in at 89%, up from 87% in the year ago quarter. Research and development was $36.6 million or 41% of revenue. We continue to invest heavily to fuel innovation at a high velocity.

在轉向費用項目和盈利能力之前，我想指出，我將在餘下的發言中討論非公認會計原則的結果。毛利率為 89%，高於去年同期的 87%。研發為 3660 萬美元，佔收入的 41%。我們將繼續大力投資以促進高速創新。

Sales and marketing was $58.3 million or 65% of revenue, reflecting the investment in both our self-serve and direct sales motion. G&A was $23.4 million or 26% of revenue. Operating loss was $38.6 million and our operating loss margin was 43%. Net loss was $39.8 million, and our loss per share was $0.23. I will note that we converted our outstanding convertible debt during the quarter. This resulted in an increase in shares outstanding of 17 million.

銷售和市場營銷為 5830 萬美元，佔收入的 65%，反映了我們對自助服務和直銷活動的投資。 G&A 為 2340 萬美元，佔收入的 26%。經營虧損為 3860 萬美元，我們的經營虧損率為 43%。淨虧損為 3980 萬美元，我們的每股虧損為 0.23 美元。我會注意到，我們在本季度轉換了未償還的可轉換債務。這導致流通股增加了1700萬股。

Moving on to the balance sheet and cash flow. Cash and marketable securities including long-term investments at the end of Q2 were approximately $382 million. Our RPO is $171.1 million, up 100% from prior year. Our free cash flow is defined as net cash from operating activities, less cash used in property and equipment and capitalized software costs, excluding nonrecurring items, such as our direct listing fees, and expenses and the build-out of our San Francisco office. In Q2, free cash flow was negative $9.3 million. We are very proud of our achievements and the business momentum.

轉到資產負債表和現金流。截至第二季度末，包括長期投資在內的現金和有價證券約為 3.82 億美元。我們的 RPO 為 1.711 億美元，比上年增長 100%。我們的自由現金流被定義為來自經營活動的淨現金，減去用於財產和設備的現金以及資本化的軟件成本，不包括非經常性項目，例如我們的直接上市費用、費用和舊金山辦事處的擴建。第二季度，自由現金流為負 930 萬美元。我們為我們的成就和業務發展勢頭感到非常自豪。

Now moving to our Q3 and fiscal year '22 outlook. For fiscal year '22, we expect revenues of $93 million to $94 million, representing growth rates of 58% to 60% year-over-year. We expect non-GAAP loss from operations of $49 million to $47 million, and we expect loss per share of $0.27 to $0.26, assuming basic and diluted weighted average shares outstanding of approximately 184 million.

現在轉到我們的第三季度和 22 財年展望。對於 22 財年，我們預計收入為 9300 萬美元至 9400 萬美元，同比增長 58% 至 60%。我們預計非公認會計原則的運營虧損為 4900 萬美元至 4700 萬美元，我們預計每股虧損為 0.27 美元至 0.26 美元，假設基本和稀釋加權平均流通股約為 1.84 億股。

Looking out to the full fiscal year '22, we are raising our previous guidance and now expect revenue to be in the range of $357 million to $359 million, representing a growth rate of 57% to 58% year-over-year. Given the large opportunity ahead, we will continue to invest for growth to maintain our leadership position. We expect full year non-GAAP operating margins to improve from fiscal year '21.

展望 22 財年，我們正在提高之前的指導，現在預計收入將在 3.57 億美元至 3.59 億美元之間，同比增長 57% 至 58%。鑑於未來的巨大機遇，我們將繼續投資增長以保持我們的領先地位。我們預計全年非 GAAP 營業利潤率將從 21 財年有所改善。

Longer term, we believe that we can execute on our growth strategy and that our best-in-class gross margins and strong unit economics will provide the leverage and flexibility to invest into the enormous market opportunity. We believe this investment will provide durable and sustainable growth as we pursue this large market opportunity with the best-in-class product.

從長遠來看，我們相信我們可以執行我們的增長戰略，並且我們一流的毛利率和強大的單位經濟將為投資巨大的市場機會提供槓桿和靈活性。我們相信這項投資將提供持久和可持續的增長，因為我們以一流的產品追求這一巨大的市場機會。

Before turning it over to the operator for questions, I'll turn it back to Dustin for some additional comments.

在將其轉交給操作員提問之前，我將把它轉回給達斯汀以徵求其他意見。

Thanks, Tim. As you may have seen, we announced that Anne Raimondi joins us as of today as our new COO and Head of Business. I'm thrilled to have Anne on the team. Her background as a customer-centric operations executive will be indispensable as we continue building our enterprise offerings and work to help all of our customers succeed in achieving their missions.

謝謝，蒂姆。如您所見，我們宣布 Anne Raimondi 從今天起加入我們，擔任我們的新首席運營官兼業務主管。我很高興安妮能加入團隊。她作為以客戶為中心的運營主管的背景將是必不可少的，因為我們將繼續構建我們的企業產品並努力幫助我們所有的客戶成功實現他們的使命。

Anne has been serving on the Asana Board for the last 2 years, so she has co-created the strategy that she'll now be helping to lead. I couldn't be happier to have that kind of continuity between 2 great executives.

過去 2 年，Anne 一直在 Asana 委員會任職，因此她共同製定了她現在將幫助領導的戰略。我非常高興能在兩位偉大的高管之間保持這種連續性。

After helping us achieve 6 years of very rapid growth, including 2 independent cycles of accelerating growth rate and tremendous success throughout the organization, Chris will be enjoying a well-earned retirement. Chris, thank you so much for all of your contributions to get Asana to this stage.

在幫助我們實現了 6 年的快速增長（包括 2 個獨立的加速增長周期和整個組織的巨大成功）之後，克里斯將享受一份來之不易的退休生活。克里斯，非常感謝你為讓 Asana 進入這個階段所做的所有貢獻。

Thanks, Dustin. It has been the privilege of my career to be a member of the Asana team since 2015, and I'm incredibly proud of the company's success to date and the significant growth opportunities ahead for the company.

謝謝，達斯汀。自 2015 年以來，我有幸成為 Asana 團隊的一員，我為公司迄今為止的成功以及公司未來的重大增長機會感到無比自豪。

The 2 things I'm most proud of, we've built over the past 6 years are our world-class team. I want to thank everyone in Asana for their support over the last 6 years and our amazing customer base, who we're enabling to spend more time on their missions.

在過去的 6 年中，我最引以為豪的兩件事是我們的世界級團隊。我要感謝 Asana 的每個人在過去 6 年中的支持以及我們驚人的客戶群，我們使他們能夠將更多時間花在他們的任務上。

I've worked closely with Anne during her time on the Board. Anne is a very strategic thinker and has a deep understanding of the Asana business. I couldn't be more excited to pass the baton to Anne. And of course, I'll be here to ensure a smooth transition until the end of the fiscal year.

在安妮任職董事會期間，我與她密切合作。 Anne 是一位非常具有戰略意義的思想家，對 Asana 業務有著深刻的理解。把接力棒傳給安妮，我非常興奮。當然，我會在這裡確保順利過渡到本財政年度結束。

Thanks so much, Chris and Dustin. When Chris and Dustin first approached me about the idea of joining as part of the executive team, I was honored and thrilled. Having been a customer myself and a Board member, I've had the chance to see what an incredible team, business and opportunity we have. Chris' leadership has helped us build and scale a fast-growing business and a remarkable team, and my goal is to continue the momentum.

非常感謝，克里斯和達斯汀。當克里斯和達斯汀第一次向我提出加入執行團隊的想法時，我感到很榮幸和激動。作為我自己的客戶和董事會成員，我有機會看到我們擁有多麼令人難以置信的團隊、業務和機會。 Chris 的領導力幫助我們建立並擴大了快速增長的業務和卓越的團隊，我的目標是繼續保持這種勢頭。

The strategy at Asana is clearly working, and I'm very excited for this opportunity. Asana is addressing one of the most pervasive problems across organizations. It's been the top issue in all high conversations with CEOs and C-suite leaders over the last few years, and the market is enormous. We are just at the beginning of the adoption curve and already there is tremendous momentum, especially at Asana.

Asana 的策略顯然正在奏效，我對這個機會感到非常興奮。 Asana 正在解決組織中最普遍的問題之一。在過去幾年中，這是與 CEO 和最高管理層領導人進行的所有高談闊論中的首要問題，而且市場巨大。我們才剛剛開始採用曲線，而且已經有了巨大的發展勢頭，尤其是在 Asana。

I'm going to be hosting our enterprise event in October, and I look forward to seeing all of you there.

我將在 10 月份主持我們的企業活動，我期待與大家見面。

Wonderful. Thanks, everyone. And with that, operator, we'll turn it over to questions.

精彩的。感謝大家。有了這個，接線員，我們將把它交給問題。

(Operator Instructions) Our first question comes from Brent Bracelin with Piper Sandler.

（操作員說明）我們的第一個問題來自 Brent Bracelin 和 Piper Sandler。

Dustin, maybe we'll start with you. Historically, Asana has been deployed as more of a departmental solution. I think what I find interesting here is the pace of enterprise expansions. You're seeing kind of broader deployments at Just Eat, Cohesity, Fujitsu. You talked about the 25,000 seat deployment at a Fortune 50.

達斯汀，也許我們會從你開始。從歷史上看，Asana 更多地被部署為部門解決方案。我認為我在這裡發現有趣的是企業擴張的步伐。你在 Just Eat、Cohesity、Fujitsu 看到了更廣泛的部署。您談到了財富 50 強中 25,000 個座位的部署。

My question here, what's resonating most with enterprise customers that are looking here to go wall to wall? Why now? Is it the hybrid work reality? Or are there other reasons why you're starting to see much broader adoption here?

我的問題是，什麼最能引起企業客戶的共鳴？為什麼現在？是混合工作的現實嗎？還是有其他原因導致您開始在這裡看到更廣泛的採用？

Well, really, I think that the problems that we're solving and creating clarity and alignment for customers are really part of much longer-term trends. The need for clarity really preexists COVID and the pandemic and work from home by many years. But certainly, those things have accentuated the pain and brought more awareness to the problem space that we're solving.

嗯，真的，我認為我們正在解決的問題以及為客戶創造清晰和一致性的問題確實是長期趨勢的一部分。多年來，對明確性的需求確實存在於 COVID 和大流行以及在家工作的情況下。但可以肯定的是，這些事情加劇了痛苦，並為我們正在解決的問題空間帶來了更多的意識。

But I think a lot of what is generating the momentum in the enterprise is seeing our product strategy pay off and be able to deliver on creating great workflows for these organizations. And then they're seeing the success at our existing customer deployments. They're seeing the success within smaller deployments they might have in their own company and wanting to replicate that and expand that really quickly.

但我認為在企業中產生動力的很多原因是看到我們的產品戰略得到了回報，並且能夠為這些組織創造出色的工作流程。然後他們看到了我們現有客戶部署的成功。他們在自己的公司可能擁有的小型部署中看到了成功，並希望復制并快速擴展。

So anything you want to add, Chris?

那麼你想補充什麼嗎，克里斯？

Yes. Maybe I'll just add a couple more customer examples just to sort of give you the customer perspective. So I talked about Just Eat and Cohesity in my prepared remarks, Cohesity needed to simplify and streamline their processes and projects company-wide so they could really get clarity and transparency at scale. So they expanded their use of Asana Enterprise as the standard tool to do that.

是的。也許我會再添加幾個客戶示例，以便為您提供客戶視角。所以我在準備好的評論中談到了 Just Eat 和 Cohesity，Cohesity 需要在整個公司範圍內簡化和精簡他們的流程和項目，這樣他們才能真正獲得大規模的清晰度和透明度。因此，他們擴展了 Asana Enterprise 作為標準工具的使用。

Another one I didn't mention in the previous remarks is Gorillas. Gorillas is a German grocery delivery company that's expanding really quickly. They're the fastest-growing unicorn in Europe. And to support their rapid growth and scaling needs, they -- we did a 3-year ELA for Asana wall-to-wall with them this prior quarter to -- or this past quarter, to coordinate all their projects and processes and work across the business.

我在前面的評論中沒有提到的另一個是大猩猩。 Gorillas 是一家快速擴張的德國雜貨配送公司。它們是歐洲發展最快的獨角獸。為了支持他們的快速增長和擴展需求，他們——我們在上一季度與他們一起為 Asana 進行了為期 3 年的 ELA，以協調他們的所有項目和流程，並跨這生意。

And a really interesting use case that's pretty typical, and I think a sweet spot for Asana is creating standard processes for rapidly launching their services into new cities and countries to move faster and sustain their rapid growth. And I think any sort of cross-functional use case like launches of any kind is a killer use case that we're seeing drive a lot of the broad adoption.

還有一個非常典型的非常有趣的用例，我認為 Asana 的一個最佳點是創建標準流程，以便將他們的服務快速啟動到新的城市和國家，以更快地移動並保持其快速增長。而且我認為任何類型的跨功能用例（例如任何類型的發布）都是殺手級用例，我們看到它推動了很多廣泛的採用。

Well, certainly happening faster than I would have expected. Great to see.

好吧，當然發生的速度比我預期的要快。很高興看到。

Your next question is from Steve Enders with KeyBanc.

您的下一個問題來自 KeyBanc 的 Steve Enders。

I just wanted to touch on the expanding net retention that you saw in the quarter here. I just want to get a better sense for what's driving that. Is there any kind of change in the mix between new seats and planned upsells?

我只是想談談您在本季度看到的不斷擴大的淨留存率。我只是想更好地了解驅動它的原因。新座位和計劃加售之間的組合是否有任何變化？

And I guess kind of more broadly, is it something about the demand environment that's bringing more people to expand quicker? Or is this something about your reps and your customer success teams that are beginning to drive some of that expansion activity there?

我想更廣泛地說，是需求環境讓更多人更快地擴張嗎？或者這是否與您的代表和您的客戶成功團隊有關，他們開始在那裡推動一些擴展活動？

Steve, this is Tim. I think from a metric standpoint, it's definitely twofold. I would say we're seeing increased expansion on a cohort basis, and we're seeing improved adoption on a cohort basis.

史蒂夫，這是蒂姆。我認為從度量的角度來看，這絕對是雙重的。我想說的是，我們看到在隊列基礎上的擴展有所增加，並且我們看到在隊列基礎上的採用率有所提高。

So both of those have really helped in terms of the net expansion rate improving over the last -- kind of over this past quarter. So we're really encouraged by the results. And all the trends are going in the right direction.

因此，就過去一個季度的淨擴張率提高而言，這兩者都確實有所幫助 - 在過去的這個季度中。所以我們對結果感到非常鼓舞。所有的趨勢都朝著正確的方向發展。

Yes. I mean, I might just add -- this is Chris. I might just add, on top of what Tim said, like the business imperative right now is growing. So organizations are now preparing for the new normal, and they want capabilities to coordinate work no matter where their employees are. So the need for this is rising.

是的。我的意思是，我可以補充一下——這是克里斯。除了蒂姆所說的之外，我還可以補充一下，就像現在的業務需求正在增長一樣。因此，組織現在正在為新常態做準備，他們希望無論員工身在何處都能協調工作。因此，對此的需求正在上升。

And we made a lot of investments in product and customer success to support that adoption over the last year, and we're just starting to see it bear some of the fruits of that. And I think you also mentioned the mix. And we really are seeing balanced growth in terms of, sort of, ACV going up, but we're really seeing strong seat growth as well. And it's really related to that bottoms-up adoption of the product.

在過去的一年裡，我們在產品和客戶成功方面進行了大量投資，以支持這種採用，我們才剛剛開始看到它帶來了一些成果。我想你也提到了混合。我們確實看到了 ACV 的平衡增長，但我們也確實看到了強勁的座位增長。這確實與產品的自下而上採用有關。

Okay. That's great to hear. And just on some of the new products that you've introduced in the quarter across Universal Reporting, and some of the new video messaging functionality. I guess, how are you kind of seeing the adoption curve so far of that within the customer base to date?

好的。聽到這個消息我很高興。僅針對您在本季度通過 Universal Reporting 推出的一些新產品，以及一些新的視頻消息傳遞功能。我想，到目前為止，您如何看待客戶群中的採用曲線？

Yes. We've seen a lot of excitement, especially around Universal Reporting. So we're actually just diving into some stats in the past few weeks. And our largest customers, in each of them, we see hundreds of dashboards being created and shared.

是的。我們看到了很多令人興奮的事情，尤其是在 Universal Reporting 方面。所以我們實際上只是在過去幾週內深入研究了一些統計數據。在我們最大的客戶中，我們看到他們每個人都創建和共享了數百個儀表板。

And we're also hearing a lot of feedback from our sales team that customers are excited when they're on prospect calls. It's coming up in a large number of the back-to-sales conversations.

而且我們還從我們的銷售團隊那裡聽到了很多反饋，即客戶在接到潛在客戶電話時很興奮。它出現在大量的售後對話中。

Your next question is from Brent Thill with Jefferies.

您的下一個問題來自 Jefferies 的 Brent Thill。

Dustin, just back to the large enterprise deployments, I think you know a thing about large scale and building out networks. I'm curious, when you think about the scale of some of these larger deployments that you have today, can you just provide a little more color about where you're starting to reach in terms of seat deployments and complexity? And maybe just help us better understand how that's building out over the next 1 to 2 years?

Dustin，回到大型企業部署，我想你知道大規模和構建網絡。我很好奇，當您考慮您今天擁有的一些大型部署的規模時，您能否就座位部署和復雜性方面開始達到的位置提供更多顏色？也許只是幫助我們更好地了解未來 1 到 2 年的發展情況？

Yes. So it's really a variety of things. We're really excited about the 25,000 seat deployment and that's on top of the -- what we announced last quarter with a 50,000 seat deployment. Both of those are Fortune 50 companies.

是的。所以這真的是各種各樣的事情。我們對 25,000 個座位的部署感到非常興奮，這是我們上個季度宣布的 50,000 個座位部署的最重要內容。這兩家都是財富 50 強公司。

We also have a number of examples of other customers that are in the many thousands. And we're starting to see -- and when they're at that scale, we do tend to see, it's an entire division or maybe parts of multiple divisions.

我們也有數以千計的其他客戶的一些例子。我們開始看到——當它們達到那樣的規模時，我們確實傾向於看到，它是一個完整的部門，或者可能是多個部門的一部分。

And then additionally, with customers that are more in the thousands of seats range, we're starting to see more, sort of, wall-to-wall deployment. So really seeing customers adopt Asana for work management across all of their employees. So really excited about that for customers who we've been talking about recently, with Cohesity and Gorillas both deploying Asana throughout the organization.

此外，隨著客戶的座位數量在數千個範圍內，我們開始看到更多的，有點像牆到牆的部署。因此，真正看到客戶採用 Asana 對所有員工進行工作管理。對於我們最近一直在談論的客戶來說，這真的很興奮，因為 Cohesity 和 Gorillas 都在整個組織中部署了 Asana。

And that's when you really start to see the sort of magic of the unique Work Graph data model where they're able to engage in cross-functional workflows and leverage the flexibility to have everyone aligned around a shared source of truth.

那時您才真正開始看到獨特的 Work Graph 數據模型的魔力，他們能夠參與跨職能工作流並利用靈活性讓每個人都圍繞共享的事實來源保持一致。

I think that covered the first part of your question. Was there a second part?

我認為這涵蓋了您問題的第一部分。有第二部嗎？

Maybe for Tim, just you're coming off of the highest growth in 5 quarters. I know you've always said to us don't look at billings, but there's 18% billings and then coming into a 59% midpoint guide for next quarter, I think many investors are just asking it.

也許對蒂姆來說，只是你正在擺脫 5 個季度以來的最高增長。我知道你一直對我們說不要看賬單，但有 18% 的賬單，然後進入下個季度的 59% 的中點指導，我認為很多投資者只是在問這個問題。

Is there something that we should think about just lapping these big comps you're pushing? Or is there something specific to next quarter that we need to think through that might be an anomaly? Just curious how you would frame the guide relative to what you've been putting up?

有什麼我們應該考慮的只是研磨你正在推動的這些大型組合嗎？或者我們需要考慮下一個季度的特定問題，這可能是異常情況？只是好奇您將如何相對於您所提出的內容構建指南？

Yes. I think the -- we are coming off, I would say, the first half were a bit of a more even easy comp for us. And essentially, we still have about 1/3 of our customer or revenue base that's still on a monthly SKU. So the billings is not necessarily the best indicator of our growth, but we're really encouraged by both like the calculated billings and the RPO growing so substantial -- having really strong growth.

是的。我認為——我們要開始了，我會說，上半場對我們來說是一個更容易的比賽。本質上，我們仍然有大約 1/3 的客戶或收入基礎仍然是每月 SKU。因此，賬單不一定是我們增長的最佳指標，但我們真的很受鼓舞，比如計算出的賬單和 RPO 增長如此之大——增長非常強勁。

And that's really indicative of the momentum that we're seeing on the enterprise side, that contracts and deals are getting larger. Some customers are even doing multiyear deals with us. So I think those are all really encouraging side around the enterprise side of the business.

這確實表明了我們在企業方面看到的勢頭，即合同和交易正在變得越來越大。一些客戶甚至與我們進行多年交易。所以我認為這些都是圍繞業務的企業方面真正令人鼓舞的方面。

Your next question is from Rishi Jaluria with RBC Capital Markets.

您的下一個問題來自 RBC Capital Markets 的 Rishi Jaluria。

This is Matt Hedberg on for Richie. Nice to see continued leverage on the sales and marketing line. If I think about the kind of top line outperformance you had in the quarter in accelerating revenue, can you talk about are you revising your expectations on quota-carrying sales capacity hires? And then maybe more broadly, just talk about the competitive market for talent acquisition and sales capacity.

這是里奇的馬特·赫德伯格。很高興看到銷售和營銷線上的持續影響力。如果我考慮一下您在本季度在加速收入方面的頂級表現，您能否談談您是否正在修改您對配額銷售能力招聘的預期？然後也許更廣泛地說，只是談談人才獲取和銷售能力的競爭市場。

Yes. I would say we're really encouraged by the performance of the sales team and the sales -- all the sales reps that we've hired, and that's been with us.

是的。我想說的是，我們對銷售團隊和銷售的表現感到非常鼓舞——我們僱傭的所有銷售代表，而且一直在我們身邊。

We're not making any changes right now. But I think what we're seeing is kind of the demand in the market continues to be strong. The conversations are becoming more strategic and that the types of deals are being much more complex and thoughtful over a longer period of time. So I think those are just like all really encouraging signs. What do you think, Chris?

我們現在沒有做任何改變。但我認為我們看到的是市場需求繼續強勁。對話變得更具戰略性，並且交易類型在較長時間內變得更加複雜和深思熟慮。所以我認為這些都是非常令人鼓舞的跡象。你怎麼看，克里斯？

Yes. Maybe some more color on we just have sales capacity and hiring. So we're aggressively hiring around the world on the sales and go-to-market teams to ensure global coverage for demand.

是的。也許更多的顏色我們只是有銷售能力和招聘。因此，我們正在全球範圍內積極招聘銷售和上市團隊，以確保滿足全球需求。

One bit of news that's new is we're opening a new Chicago office this year to serve the untapped demand in the United States. And then the other thing I would add is beyond how big the market op is and how fast we're growing and our differentiation, it's helping us to attract talent that we're seeing as one of the best places to work in tech. And we see that as a real strength and opportunity to help us keep growing quickly.

一條新消息是，我們今年將開設新的芝加哥辦事處，以滿足美國尚未開發的需求。然後我要補充的另一件事是，除了市場規模有多大、我們的增長速度和我們的差異化之外，它正在幫助我們吸引我們認為是科技行業最佳工作場所之一的人才。我們認為這是幫助我們保持快速增長的真正力量和機會。

Got you. That's helpful. And then one more for us on guidance. It looks like 4Q guidance implied -- kind of implies a bit of a deceleration there. Can you just talk about your assumptions on the full year guide?

得到你。這很有幫助。然後再為我們提供指導。看起來暗示了第四季度的指導——有點暗示那裡有點減速。你能談談你對全年指南的假設嗎？

I think we're really encouraged by the momentum that we've seen in the business, kind of the -- both on the top of the funnel, customer growth and seat growth as well as kind of ACV, ASP growth. What I would say is we've already increased guidance to $20 million and really encouraged by the momentum we're seeing in the business.

我認為我們對我們在業務中看到的勢頭感到非常鼓舞，無論是在漏斗頂部，客戶增長和座位增長以及 ACV、ASP 增長。我想說的是，我們已經將指導提高到了 2000 萬美元，並且對我們在業務中看到的勢頭感到非常鼓舞。

Congrats on the quarter.

祝賀本季度。

Next question is from Pat Walravens with JMP.

下一個問題來自 JMP 的 Pat Walravens。

Great. And let me add my congratulations. The momentum is really remarkable to see. So Anne, congratulations on the new role. I am guessing that you took the opportunity to talk to a bunch of senior executives about the space and about Asana before taking the job. And I would love to know what you heard. And then maybe related to that, what's your sort of #1 priority right now?

偉大的。讓我補充一下我的祝賀。看到這種勢頭真的很了不起。安妮，恭喜你獲得新角色。我猜你在接受這份工作之前藉此機會與一群高級管理人員談論了這個空間和 Asana。我很想知道你聽到了什麼。然後可能與此有關，您現在的第一優先事項是什麼？

Thanks so much, Pat. I'm so excited to be here. And you're right, the conversations I've had over -- especially the last year -- for executives, the importance of clarity and really knowing who's doing what by when in an environment of such rapid change and uncertainty has boiled to the top of their list of things that they have to solve.

非常感謝，帕特。我很高興來到這裡。你是對的，我已經結束的對話——尤其是去年——對於高管來說，在如此快速變化和不確定的環境中，清晰和真正知道誰在做什麼的重要性已經達到了頂峰他們必須解決的事情清單。

And so having spent the last 2 years on the Asana Board and seeing the strength of the team and the strategy, my priorities really are just to continue to invest in the momentum that we have and the incredible team.

因此，在過去的 2 年裡，在 Asana 董事會工作並看到了團隊的實力和戰略，我的首要任務真的只是繼續投資於我們擁有的勢頭和令人難以置信的團隊。

Okay. And how do you do that?

好的。你是怎麼做到的？

Well, so as Chris had mentioned, we are continuing to make sure that we're bringing the best people in and ramping our sales and marketing teams in every geography. We've been really impressed with the progress with our GM. So that's a top priority.

好吧，正如 Chris 所提到的，我們將繼續確保我們將最優秀的人才帶入並加強我們在每個地區的銷售和營銷團隊。我們對總經理的進步印象深刻。所以這是首要任務。

And then continuing to make sure our large deployments that we've been talking about are really successful and fueling that adoption, I think that those are key priorities for all of us.

然後繼續確保我們一直在談論的大型部署真正成功並推動採用，我認為這些是我們所有人的關鍵優先事項。

Awesome. Congratulations again.

驚人的。再次祝賀。

Your next question is from Alex Zukin with Wolfe Research.

您的下一個問題來自 Wolfe Research 的 Alex Zukin。

Congrats on another great quarter. I guess maybe for anybody, the questions -- maybe in 2 parts. Clearly, the net adds are fairly exceptional in the first half. They're the strongest in your history. But at the same time, you're also seeing great enterprise traction from your existing customers.

祝賀另一個偉大的季度。我想也許對於任何人來說，這些問題——也許分為兩部分。顯然，上半年的淨增加量相當出色。他們是你們歷史上最強的。但與此同時，您也看到了現有客戶對企業的巨大吸引力。

So maybe first, how should we think about the pace of net adds in the second half and beyond? And also, if you look at the bookings mix, how are we thinking about -- or how are you thinking about the split of bookings from new versus existing customers? And how does that, kind of, trend forward as you get some of these much larger opportunities within your base?

所以也許首先，我們應該如何考慮下半年及以後的淨增加速度？此外，如果您查看預訂組合，我們如何考慮 - 或者您如何考慮新客戶與現有客戶的預訂分配？當你在你的基地中獲得一些更大的機會時，這種趨勢是如何發展的？

Yes. Alex, this is Tim. Just from a kind of a net adds perspective, obviously, I think there's always going to be some quarterly fluctuations. I think I may have mentioned it before on this call that generally in Q3, 40% of our business is outside the U.S. And in August, Europe is a little bit slower. So you can kind of expect a little bit of a slower month in terms of Europe from a customer add perspective.

是的。亞歷克斯，這是蒂姆。顯然，從某種淨增加的角度來看，我認為總會有一些季度波動。我想我之前在這次電話會議上可能已經提到過，通常在第三季度，我們 40% 的業務在美國以外，而在 8 月份，歐洲的速度有點慢。因此，從客戶添加的角度來看，您可以預期歐洲的月份會有所放緩。

But over the long term, I think if you kind of look at our net adds on a customer basis, we've been growing our customer base anywhere between 20% to 30% year-over-year. So I think that's like a trend that we're focused on and want to continue to drive.

但從長遠來看，我認為如果你從客戶基礎上看一下我們的淨增加量，我們的客戶群每年都在增長 20% 到 30% 之間。所以我認為這就像我們關注並希望繼續推動的趨勢。

And then from a bookings perspective, what I would say is from new bookings, generally, we see anywhere between 40% to 45% and then expansion from existing customer is anywhere from 55% to 60%. And that trend, I would say, we are seeing more of the trend shifting towards more expansion as we get more larger deals.

然後從預訂的角度來看，我想說的是新預訂，一般來說，我們看到在 40% 到 45% 之間的任何地方，然後現有客戶的擴張在 55% 到 60% 之間。我想說的是，隨著我們獲得更多更大的交易，我們看到更多的趨勢轉向更多的擴張。

But it's really important for us to continue to add new customers and teams of all sizes, because we know once they adopt our net expansion rate, as you've seen that it's over 118%, as we get more teams adopted, those rates tend to move up as their spend increases.

但對我們來說，繼續增加各種規模的新客戶和團隊非常重要，因為我們知道，一旦他們採用我們的淨擴張率，正如你所見，它超過 118%，隨著我們越來越多的團隊被採用，這些比率往往隨著支出的增加而上升。

And your next question is from Andrew DeGasperi with Berenberg.

您的下一個問題來自 Andrew DeGasperi 和 Berenberg。

First, I guess, on international. I know you addressed the mix outside the U.S. So I was just wondering, how is that expansion plan trending? You've launched that channel program earlier this year. Just if you could elaborate on that and maybe provide us an update on how that's going?

首先，我想，關於國際。我知道你解決了美國以外的問題所以我只是想知道，擴張計劃的趨勢如何？您在今年早些時候啟動了該頻道計劃。只是如果你能詳細說明一下，或許可以向我們提供最新進展情況？

Okay. This is Chris. Thanks for your question. So on the regional side, we see strong growth across the global markets that we focus in. The split hasn't really changed too much.

好的。這是克里斯。謝謝你的問題。因此，在區域方面，我們看到我們關注的全球市場的強勁增長。分裂並沒有真正改變太多。

Asana is now available in 13 languages, so they're all live now. And clearly, that will drive growth in a lot of the Zoom markets. I think the combined net new languages bring us or the TAM to like 4 billion information workers worldwide.

Asana 現在有 13 種語言版本，因此它們現在都已上線。顯然，這將推動許多 Zoom 市場的增長。我認為組合的新語言使我們或 TAM 在全球擁有 40 億信息工作者。

And the big wins and expansions we talked about across the regions were really -- they were -- the big wins this quarter really spread across the regions.

我們談到的跨地區的重大勝利和擴張確實 - 他們是 - 本季度的重大勝利確實遍布各個地區。

And on the channel side, the sort of 2 focused investment areas there. One is continued focus on our technology and integration partners. And there, a couple of new things to note. We mentioned over the quarter that we announced this integration with Vimeo, and we're seeing really good early traction with that technology embedded with Asana for video messaging and enables synchronous status updates in an engaging way.

在渠道方面，有兩個重點投資領域。一是繼續關注我們的技術和集成合作夥伴。還有一些需要注意的新事物。我們在本季度提到，我們宣布了與 Vimeo 的集成，我們看到嵌入 Asana 的視頻消息傳遞技術的早期牽引力非常好，並以一種引人入勝的方式實現同步狀態更新。

The other is we did a feature partnership with Zoom when they launched their app store. And I'm really excited about the deep integration we're seeing there. It brings structure and accountability to meetings. And Zoom is also actually a fast-growing customer and growing partner.

另一個是我們在 Zoom 推出應用商店時與他們建立了功能合作夥伴關係。我對我們在那裡看到的深度整合感到非常興奮。它為會議帶來了結構和問責制。而 Zoom 實際上也是一個快速增長的客戶和不斷增長的合作夥伴。

And on the channel side in the regions, the program continues to grow quickly. We're seeing particular traction from our enterprise-focused channel partners. The channel network is across 75 countries. It's a growing and important part of our business. It's not yet like a material part of the business. but it's definitely bearing fruit. And as an example, we closed one of our largest channel deals in Q2 in India.

在地區的渠道方面，該計劃繼續快速增長。我們從以企業為中心的渠道合作夥伴那裡看到了特別的吸引力。渠道網絡遍及75個國家。這是我們業務中不斷增長的重要組成部分。它還不是業務的重要組成部分。但它肯定會結出碩果。例如，我們在第二季度完成了印度最大的渠道交易之一。

That's helpful. And then maybe on -- I'm seeing the noncurrent deferred inching up over the last few quarters. I was just wondering, should we be seeing more multiyear agreements coming through as you expand upmarket, so to speak?

這很有幫助。然後可能會繼續 - 我看到過去幾個季度的非流動遞延債券正在上漲。我只是想知道，可以這麼說，隨著您擴大高端市場，我們是否會看到更多的多年期協議？

Yes. So ELAs and multiyear contracts are more common as we are engaging with larger enterprises more and more. We don't do all-you-can-eat forever ELAs. We work with customers to structure pricing that scales with usage, so typically tiered by seat numbers.

是的。因此，隨著我們與越來越多的大型企業合作，ELA 和多年期合同變得越來越普遍。我們不會永遠做吃到飽的 ELA。我們與客戶合作制定隨使用量而變化的定價結構，因此通常按座位數分層。

We mentioned some of the -- I mentioned some of the customer examples of ELAs in earnings. Maybe I can give you a little more color on 1 or 2 more. That large Global 50 company that Dustin talked about, that was on top of rapid adoption, and that's a 2-year global ELA. And that's really driven by employee demand for a better tool to coordinate work. It's being used for hundreds of use cases, including road map planning, content production, marketing campaigns, new hire recruiting, all those sorts of things.

我們提到了一些——我在收益中提到了一些 ELA 的客戶示例。也許我可以在 1 或 2 上給你更多的顏色。達斯汀談到的那家大型全球 50 強公司，它在快速採用之上，這是一個為期 2 年的全球 ELA。這實際上是由員工對更好的協調工作工具的需求所驅動的。它被用於數百個用例，包括路線圖規劃、內容製作、營銷活動、新員工招聘等等。

And a number of the other deals we talked about were 2- or 3-year ELAs as well. So yes, that's becoming more common as we move upmarket.

我們談到的其他一些交易也是 2 年或 3 年的 ELA。所以是的，隨著我們向高端市場轉移，這種情況變得越來越普遍。

Our next question is from Keith Weiss with Morgan Stanley.

我們的下一個問題來自摩根士丹利的 Keith Weiss。

Excellent. Congratulations on a really nice quarter and really outstanding first half of this fiscal year.

出色的。祝賀本財年上半年的一個非常好的季度和非常出色的季度。

I want to dig in a little bit more on that customer count number. I'm looking at that 12,806 in the spreadsheet that Catherine sent over. That's up 1,534 from last quarter, 161% increase from what you guys added in the year ago period.

我想深入了解該客戶數量。我正在查看 Catherine 發送的電子表格中的 12,806 個。這比上一季度增加了 1,534 人，比你們去年同期增加的人數增加了 161%。

I know, Tim, you're talking about sort of easier comps, but that's an outstanding number right there. Two questions on that. One, does that come solely from just an expanded investment in the traditional, kind of, go-to-market channels? Or was there any change in go-to-market? Anything that really opened up for you guys to allow for that customer account to increase?

我知道，蒂姆，你說的是更容易的組合，但那是一個非常出色的數字。對此有兩個問題。第一，這是否僅僅來自對傳統的、進入市場的渠道的擴大投資？或者進入市場有什麼變化嗎？有什麼真正為你們開放以允許該客戶帳戶增加的嗎？

And then two, we've seen good results across a lot of your competitors as well. It seems like the market is really hot right now overall for these types of solutions. Is some of this a release of pent-up demand that came from last year, and we should be a little bit wary about extending this type of strength too far into the future? Or do you think these trends are going to really prove durable over time in terms of how quickly the demand is coming to you guys within this marketplace?

其次，我們在您的許多競爭對手中也看到了良好的結果。對於這些類型的解決方案，市場現在似乎真的很熱。這其中的一部分是否是去年被壓抑的需求的釋放，我們應該對將這種力量延伸到太遠的未來保持警惕？或者你認為這些趨勢會隨著時間的推移而真正證明是持久的，就這個市場的需求來得有多快？

Yes, sure. That was a lot. I want to make sure I got. What was the first question? I want to make sure I heard that correctly.

是的，當然。那是很多。我想確定我得到了。第一個問題是什麼？我想確保我沒聽錯。

So the first question was more about distribution. Any significant changes in distribution, that enables that customer count to grow so much.

所以第一個問題更多的是關於分配。分銷方面的任何重大變化，都會使客戶數量大幅增長。

Yes. So I mean, our top of funnel strategy is working really well. As we mentioned, we had record top of funnel and demand. It's a blended paid organic product-led growth approach.

是的。所以我的意思是，我們的漏斗頂部策略運作良好。正如我們所提到的，我們擁有創紀錄的渠道和需求。這是一種混合付費有機產品主導的增長方式。

The thing that's sort of net new or incremental to your question recently is those new languages. So those new languages are opening and expanding Asana up in new markets, and we're definitely seeing growth in terms of new customer logos in those new markets where those new languages are driving it.

最近對您的問題來說是全新的或增量的東西是那些新語言。因此，這些新語言正在新市場中打開和擴展 Asana，我們肯定會在這些新語言推動的新市場中看到新客戶徽標的增長。

Yes. I would just add that just to be straightforward, I don't really see it as a pent-up demand thing. I think it's more about the category maturing and our product offering maturing. So the value proposition is really resonating, and this is really just the beginning. So I think there's going to be a lot more big deals in our future and a lot more expansion.

是的。我只想簡單地說一下，我並不認為這是一個被壓抑的需求。我認為這更多的是關於類別的成熟和我們的產品供應的成熟。因此，價值主張確實引起了共鳴，而這實際上只是一個開始。所以我認為我們的未來會有更多的大交易和更多的擴張。

I would also note, just the way you framed the first question, not all of the new customers in that greater than 5000 segment are new landed deals. Some of them are ones that started smaller than that and moved across the line as part of our land-and-expand model. And so I think we're really just going to be building on that momentum.

我還要注意，就像您提出第一個問題的方式一樣，並非超過 5000 個細分市場中的所有新客戶都是新的登陸交易。其中一些是開始時規模較小的，然後作為我們的土地和擴張模型的一部分跨越了界限。所以我認為我們真的會在這種勢頭的基礎上再接再厲。

And I just want to take a moment to reiterate the event that we're hosting on October 20, an event called Scale, that is all about serving the needs of these larger customers in the enterprise segment. So we're going to unveil a suite of new features designed to help large enterprises align their teams, automate that cross teamwork, and adapt more flexibly to this really fluid business environment.

我只想花點時間重申一下我們將於 10 月 20 日舉辦的活動，這個活動名為 Scale，旨在滿足企業領域中這些大客戶的需求。因此，我們將推出一套新功能，旨在幫助大型企業調整團隊、自動化跨團隊合作，並更靈活地適應這種真正流動的業務環境。

Anne mentioned earlier, she's going to be hosting that. I'll also have a little segment. And our product team is going to be demoing new functionality that's going to help executives with team alignment, workflow and work insights, as well as talk about some of the scale, security and platform innovations that we're going to have for global CIOs and IT teams. So that's all about how we continue that growth into the future.

安妮之前提到過，她將主持那個。我也會有一個小片段。我們的產品團隊將演示新功能，這些功能將幫助高管團隊協調、工作流程和工作洞察力，並討論我們將為全球 CIO 和IT 團隊。所以這就是我們如何在未來繼續這種增長。

Our next question is from Mark Murphy with JPMorgan.

我們的下一個問題來自摩根大通的 Mark Murphy。

This is Matt Coss on behalf of Mark Murphy. In all of your sales and marketing activities, in which areas do you think you're seeing the best ROI conversion? And are there any areas among sales and marketing spending that lend themselves, or that might lend themselves to greater efficiency in the near term?

我是馬特·科斯（Matt Coss）代表馬克·墨菲（Mark Murphy）。在您的所有銷售和營銷活動中，您認為哪些領域的投資回報率轉化率最高？銷售和營銷支出中是否有任何領域適合自己，或者可能在短期內提高效率？

Matt, this is Tim. I would say we -- our top of the funnel has maintained -- has continued to be really strong. And the thing that we looked at is obviously like the payback of our sales and marketing.

馬特，這是蒂姆。我想說我們——我們的漏斗頂部一直保持著——一直非常強大。我們看到的東西顯然就像我們的銷售和營銷的回報。

Even when looking back at the last 2 quarters, our payback has been in the mid-teens. And I would say we're testing different channels all the time. There are channels that are more efficient and that we pour more money in to acquire more customers, and there are channels that we test. And sometimes they're less efficient, and over time, we dial back those channels.

即使回顧過去兩個季度，我們的回報也一直在十幾歲左右。我想說我們一直在測試不同的渠道。有些渠道效率更高，我們投入更多資金以獲取更多客戶，並且我們測試了一些渠道。有時它們的效率較低，隨著時間的推移，我們會回撥這些頻道。

But on a blended basis, the unit economics continue to be strong, and our payback has been in the mid-teens over the last couple of quarters. So we really -- we feel really confident about the investments that we're making on the sales and marketing.

但在混合的基礎上，單位經濟繼續強勁，在過去幾個季度中，我們的回報一直在十幾歲左右。所以我們真的 - 我們對我們在銷售和營銷方面的投資充滿信心。

I would also just add that, that's a very sort of acquisition-focused answer. But the other side of this is really about sales and expansion. And our larger customers have -- expand faster, they retain better, and so that leads to those much higher net dollar retention rates, so 145% for our customers spending $50,000 or more. And so when we can support those customers and make them more successful, that just directly translates to better efficiency on our sales and marketing efforts.

我還要補充一點，這是一種非常注重收購的答案。但另一方面，這實際上是關於銷售和擴張。而我們的大客戶——擴張速度更快，他們保留得更好，這導致了更高的淨美元保留率，因此對於花費 50,000 美元或更多的客戶來說，保留率為 145%。因此，當我們能夠支持這些客戶並使他們更加成功時，這只會直接轉化為我們銷售和營銷工作的更高效率。

For our last question, we have Rob Oliver with Baird.

對於我們的最後一個問題，Baird 有 Rob Oliver。

I have 2, Dustin one for you and then Chris, I had a follow-up for you as well.

我有 2 個，Dustin 給你一個，然後是 Chris，我也給你做了一個跟進。

So Dustin, I'm just curious, as you guys really start to break into these much, much larger enterprise seat opportunities, in some cases, whole companies. You guys laid out this framework around your product early on and Pyramid of Clarity was one of those things.

所以達斯汀，我只是好奇，因為你們真的開始闖入這些更大的企業席位機會，在某些情況下，整個公司。你們很早就圍繞你的產品製定了這個框架，清晰金字塔就是其中之一。

And in your prepared remarks, you talked about individual teams and executives. So just curious as to -- assuming you're involved with some of these larger deals, are you starting to see that Pyramid of Clarity for you guys extend up to the executive suite in some of these deployments where that's even at the C level, they're benefiting from Asana kind of driving some of that operational clarity that know is happening at the knowledge worker level? And then I had one follow-up.

在你準備好的發言中，你談到了個別團隊和高管。所以只是好奇-假設您參與了其中一些較大的交易，您是否開始看到在某些部署中甚至在 C 級別的部署中，您的清晰金字塔延伸到執行套件，他們受益於 Asana 推動了知識工作者級別發生的一些操作清晰性？然後我進行了一次跟進。

Yes, absolutely. Particularly when we use wall-to-wall, that's always going to include the executives themselves, but even when that's not true.

是的，一點沒錯。特別是當我們使用牆對牆時，總是會包括高管本身，但即使這不是真的。

And yes, the clarity at the top of the pyramid from a product perspective, I really think about that in terms of the universal reporting functionality, portfolios and goals. And all of those have been resonating very well with senior leaders in these large customers. So I think that's a big part of our success.

是的，從產品的角度來看，金字塔頂端的清晰度，我真的從通用報告功能、投資組合和目標的角度來考慮這一點。所有這些都與這些大客戶的高級領導產生了很好的共鳴。所以我認為這是我們成功的重要部分。

Okay. Great. And then Chris, just one for you, and congrats on a well-deserved retirement. But before -- I just had a question on the partner network. You talked about it a little bit in response to a previous question. And it sounds like it is bearing fruit internationally. You mentioned the large deal in India and assuming that with you guys being in a lot more countries now that channel partners that will matter there internationally.

好的。偉大的。然後克里斯，只給你一個，恭喜你當之無愧的退休。但在此之前——我只是在合作夥伴網絡上遇到了一個問題。您在回答上一個問題時談到了一點。聽起來它在國際上正在結出碩果。你提到了印度的大筆交易，並假設你們現在在更多的國家，渠道合作夥伴在國際上很重要。

Can you just talk about how you guys are conceiving with channel partners here in North America as well? And whether they're currently involved in some of these larger deployments and how you see that evolving over the next couple of years? Or maybe that's also for Anne.

你能談談你們是如何與北美的渠道合作夥伴一起構思的嗎？他們目前是否參與其中一些更大的部署，您如何看待未來幾年的發展？或者也許這也是為了安妮。

Yes, sure. No, great question, and thank you for the congratulations. So yes, our channel partner is really strategic as we talked about recently. I would say that typically, the focus is a little bit different in North America than in international.

是的，當然。不，很好的問題，謝謝你的祝賀。所以，是的，正如我們最近談到的那樣，我們的渠道合作夥伴非常具有戰略意義。我會說，通常情況下，北美的重點與國際有所不同。

In international, a lot of it is about coverage and new markets.and reach where we don't have reps and that kind of thing. In the U.S., we're seeing a lot more traction. Sometimes it's around new segments where we don't have coverage to complement the team, but it's also about services and providing total sort of mind share with the customer, with the folks they want to work with on the deployment and services side, and that's what's driving a lot of the North American deals.

在國際上，很多都是關於覆蓋範圍和新市場。到達我們沒有代表的地方等等。在美國，我們看到了更多的吸引力。有時它是圍繞我們沒有覆蓋範圍來補充團隊的新細分市場，但它也是關於服務並與客戶、他們想要在部署和服務方面合作的人提供全面的思想分享，這就是是什麼推動了許多北美交易。

So I think in the future, we could probably add color on the involvement of partners in some of these deals, I'd expect we'll be able to share that with you in the future.

所以我認為在未來，我們可能會為合作夥伴參與其中一些交易增加色彩，我希望我們將來能夠與您分享。

And with that, I will now turn the call back over to Catherine Buan.

有了這個，我現在將把電話轉回給 Catherine Buan。

Great. Thanks very much, operator, and thank you, everyone, for joining us today. Please feel free to reach out and call if you have any follow-up questions, as usual. And we are looking forward to seeing you on the road or over Zoom this quarter. Thanks again.

偉大的。非常感謝接線員，也感謝大家今天加入我們。如果您有任何後續問題，請像往常一樣隨時與我們聯繫並致電。我們期待在本季度的路上或 Zoom 上見到您。再次感謝。

This does conclude today's conference call. Thank you for your participation. You may now disconnect.

這確實結束了今天的電話會議。感謝您的參與。您現在可以斷開連接。