Confluent Inc (CFLT) 2022 Q1 法說會逐字稿

Hi, everyone. Welcome to the Confluent Q1 2022 Earnings Conference Call. I'm Shane Xie from Investor Relations, and I'm joined by Jay Kreps, Co-Founder and CEO; and Steffan Tomlinson, CFO.

大家好。歡迎參加 Confluent 2022 年第一季度收益電話會議。我是 Investor Relations 的 Shane Xie，聯合創始人兼首席執行官 Jay Kreps 加入了我的行列；和首席財務官 Steffan Tomlinson。

During today's call, management will make forward-looking statements regarding our business, operations, financial performance, value creation potential and future prospects, including statements regarding our financial outlook for the fiscal second quarter of 2022 and fiscal year 2022, the potential growth runway for Confluent Cloud and future outlook for non-GAAP operating margins. These forward-looking statements are subject to risks and uncertainties, which could cause actual results to differ materially from those anticipated by these statements. Further information on risk factors that could cause actual results to differ is included in our most recent Form 10-K filed with the SEC. We assume no obligation to update these statements after today's call, except as required by law.

在今天的電話會議中，管理層將對我們的業務、運營、財務業績、價值創造潛力和未來前景做出前瞻性陳述，包括關於我們 2022 財年第二季度和 2022 財年財務前景的陳述Confluent Cloud 和非 GAAP 營業利潤率的未來展望。這些前瞻性陳述受到風險和不確定性的影響，可能導致實際結果與這些陳述的預期存在重大差異。有關可能導致實際結果不同的風險因素的更多信息包含在我們最近提交給 SEC 的 10-K 表格中。除法律要求外，我們不承擔在今天電話會議後更新這些聲明的義務。

As a reminder, certain financial measures used on today's call are expressed on a non-GAAP basis. We use these non-GAAP financial measures internally to facilitate analysis of financial and business trends and for internal planning and forecasting purposes. These non-GAAP financial measures have limitations, and should not be considered in isolation from or as a substitute for financial information prepared in accordance with GAAP.

提醒一下，今天電話會議中使用的某些財務指標是在非公認會計原則的基礎上表達的。我們在內部使用這些非公認會計準則財務指標來促進對財務和業務趨勢的分析以及用於內部規劃和預測目的。這些非公認會計原則財務措施有局限性，不應孤立地考慮或替代根據公認會計原則編制的財務信息。

A reconciliation between these GAAP and non-GAAP financial measures is included in our earnings press release and supplemental financials, which can be found on our Investor Relations website at investors.confluent.io.

這些 GAAP 和非 GAAP 財務指標之間的對賬包含在我們的收益新聞稿和補充財務報告中，可在我們的投資者關係網站 Investors.confluent.io 上找到。

With that, I'll hand the call over to Jay.

有了這個，我會把電話交給傑。

Thanks, Shane. Welcome, everyone, to our first quarter earnings call. We had a successful start to the year, exceeding our guidance on all metrics.

謝謝，謝恩。歡迎大家參加我們的第一季度財報電話會議。今年我們取得了成功，超出了我們對所有指標的指導。

Total revenue grew 64% year-over-year to $126 million, a notable milestone as we surpassed the $0.5 billion revenue run rate mark. Confluent Cloud grew 180% year-over-year, representing 31% of total revenue. Confluent Cloud is not only the fastest-growing part of our business, it also serves the vast majority of our customers. And in the first quarter, we closed the largest deal with Confluent Cloud in our company's history. This 8-figure multi-year expansion deal with a massively high-scale tech company is significant on a number of fronts, which I'll touch on further in a few minutes.

總收入同比增長 64% 至 1.26 億美元，這是一個顯著的里程碑，因為我們超過了 5 億美元的收入運行率大關。 Confluent Cloud 同比增長 180%，佔總收入的 31%。 Confluent Cloud 不僅是我們業務中增長最快的部分，它還為我們的絕大多數客戶提供服務。在第一季度，我們與 Confluent Cloud 達成了公司歷史上最大的一筆交易。與一家大型高科技公司達成的這項 8 位數的多年擴張協議在許多方面都具有重要意義，我將在幾分鐘後進一步討論。

Today, I'd like to use the time to dive a little deeper into the use cases driving Confluent's success in the rise of data in motion. The underlying trend behind this shift is that we are experiencing a phase change in how companies use software. Software is moving from siloed applications on the edge of the business to fully connected applications that drive core parts of the customer interaction and the production of goods and services. This transition is imperative for companies to compete in the modern economy. At the heart of all this software is data, and we're seeing an equally large shift in the underlying data architecture to enable the software-driven business.

今天，我想利用這段時間更深入地探討推動 Confluent 在移動數據興起方面取得成功的用例。這種轉變背後的潛在趨勢是，我們正在經歷公司使用軟件方式的階段性變化。軟件正在從業務邊緣的孤立應用程序轉變為驅動客戶交互以及商品和服務生產的核心部分的完全連接的應用程序。這種轉變對於公司在現代經濟中的競爭是必不可少的。所有這些軟件的核心是數據，我們看到底層數據架構發生了同樣大的轉變，以支持軟件驅動的業務。

Historically, data infrastructure has been built around data storage and there's a rich set of file systems, databases and data stores that allow applications to store and retrieve bits of data. However, increasingly, this storage-centric paradigm is not sufficient. As companies drive more of their core business with software, that software has to have an updated view of the business and be able to react and respond intelligently as the business carries out its core activities. This has driven a shift from a storage-centric world of data at rest and has enabled the rise of data in motion.

從歷史上看，數據基礎設施是圍繞數據存儲構建的，並且有一組豐富的文件系統、數據庫和數據存儲允許應用程序存儲和檢索數據位。然而，這種以存儲為中心的範式越來越不夠。隨著公司更多地通過軟件推動其核心業務，該軟件必須具有更新的業務視圖，並且能夠在業務執行其核心活動時做出智能反應和響應。這推動了從以存儲為中心的靜態數據世界的轉變，並推動了動態數據的興起。

Broadly speaking, data in motion is about connecting disparate systems by extracting data as continuous streams and allowing these streams to flow to the rest of the applications and infrastructure that need that data, as well as allowing companies to react and respond to that stream of data in real time. Data in motion is now adopted incredibly broadly, with a presence in hundreds of thousands of companies in virtually every industry. Giving a complete overview of all use cases is an impossible undertaking. However, in today's call, I'd like to give an overview of some of the patterns we see illustrated with some examples.

從廣義上講，動態數據是關於通過將數據提取為連續流並允許這些流流向需要該數據的其餘應用程序和基礎設施來連接不同的系統，以及允許公司對該數據流做出反應和響應實時。動態數據現在被廣泛採用，幾乎在每個行業都有數十萬家公司。對所有用例進行完整概述是一項不可能完成的任務。但是，在今天的電話會議中，我想概述一下我們通過一些示例看到的一些模式。

To engage with customers in the most meaningful and personalized way to foster brand loyalty, companies need to have a data-rich 360-degree view of all aspects of their customers across all interactions. Confluent not only captures changes to the data as it happens, but stitches together data from disconnected databases, files and custom applications to deliver a real-time view of all customer interactions, enable real-time engagement across all channels and reshape experiences. Once this continuous view of the customer is present, stream processing enables the real-time reaction to customer events to drive personalization so that the right suggestion, experience or recommendation can be delivered to each customer at the right time.

為了以最有意義和個性化的方式與客戶互動以培養品牌忠誠度，公司需要在所有交互中對客戶的所有方面擁有數據豐富的 360 度視圖。 Confluent 不僅在數據發生變化時捕獲數據變化，而且將來自斷開連接的數據庫、文件和自定義應用程序的數據拼接在一起，以提供所有客戶交互的實時視圖，實現跨所有渠道的實時參與並重塑體驗。一旦出現這種對客戶的連續視圖，流處理就可以對客戶事件做出實時反應，從而推動個性化，從而可以在正確的時間向每位客戶提供正確的建議、體驗或推薦。

And that's what Deutsche Bahn does for their passengers. They have a single source of truth for all the vital travel and train information and make it available on the mobile app, website, even station displays and public announcement systems. Real-time data is what improves the customer experience and gets happy passengers where they want to be on time.

這就是德國鐵路為乘客所做的事情。他們為所有重要的旅行和火車信息提供單一的真實來源，並在移動應用程序、網站、甚至車站顯示和公共廣播系統上提供。實時數據可以改善客戶體驗，並讓快樂的乘客準時到達他們想去的地方。

Another common pattern our customers embrace Confluent for is data mobilization across hybrid and multi-cloud architectures. Most enterprises on a cloud journey are finding it harder than expected to realize its benefits as the transition to the cloud is often an incremental multi-year effort that's arduous and expensive. So whether it's modernizing their legacy on-premise data warehouse to fully manage cloud-native systems like Snowflake, BigQuery, Redshift, Synapse and Databricks or modernizing their monolithic applications to the cloud one microservice at a time, many of our customers use Confluent as the unifying persistent bridge, enabling data to flow freely between the old legacy stack and new cloud applications wherever it resides on-premise and in more than one cloud.

我們的客戶採用 Confluent 的另一個常見模式是跨混合和多雲架構的數據移動。大多數企業在雲之旅中發現實現其好處的難度比預期的要大，因為向雲的過渡通常是一項艱鉅且昂貴的增量多年努力。因此，無論是對其傳統的本地數據倉庫進行現代化改造，以全面管理 Snowflake、BigQuery、Redshift、Synapse 和 Databricks 等雲原生系統，還是一次將其單體應用程序現代化到雲端一個微服務，我們的許多客戶都使用 Confluent 作為統一持久性橋樑，使數據能夠在舊的遺留堆棧和新的雲應用程序之間自由流動，無論它駐留在本地和多個雲中。

This pattern of running Confluent to span environments is increasingly common, and Confluent is becoming a critical data fabric for enabling integration across multi-cloud and hybrid cloud environments.

這種跨環境運行 Confluent 的模式越來越普遍，Confluent 正在成為實現跨多雲和混合雲環境集成的關鍵數據結構。

That was certainly the case for SecurityScorecard. They're the global leader in cybersecurity ratings and the first in their industry to offer digital forensics and incident response services. Operating in 64 countries, they continuously rate more than 12 million companies. Their business requires a hybrid cloud architecture. So they turned to Confluent, and now data streaming helps them communicate instant ratings and constantly scans for threats to improve their customer security posture. We're proud to work with them on their mission to make the world a safer place.

SecurityScorecard 肯定就是這種情況。他們是網絡安全評級的全球領導者，也是業內首家提供數字取證和事件響應服務的公司。他們在 64 個國家/地區開展業務，不斷對超過 1200 萬家公司進行評級。他們的業務需要混合雲架構。因此，他們轉向了 Confluent，現在數據流幫助他們傳達即時評級並不斷掃描威脅，以改善他們的客戶安全狀況。我們很自豪能與他們合作，共同完成讓世界變得更安全的使命。

In financial services, data in motion has become a mainstay of modern architectures from small fintechs to the largest banks in the world. In capital markets, for instance, we're driving better business outcomes by enabling enterprises to gain a firm-wide view of their trades and risk. Retail bankers use Confluent for secure, real-time payments so their customers can transact with their banks with speed, confidence and trust.

在金融服務領域，動態數據已成為現代架構的支柱，從小型金融科技公司到世界上最大的銀行。例如，在資本市場，我們通過使企業能夠全面了解其交易和風險來推動更好的業務成果。零售銀行家使用 Confluent 進行安全、實時的支付，因此他們的客戶可以與他們的銀行進行快速、自信和信任的交易。

Fraud has become a growing problem in payments and is harder to detect than before. And many customers in the payments industry are using us for real-time fraud detection. Adoption of data in motion in financial services is incredibly broad. The top 10 largest banks in the U.S. are all Confluent customers, and we're seeing ongoing demand across the world.

欺詐已成為支付中日益嚴重的問題，並且比以前更難發現。支付行業的許多客戶正在使用我們進行實時欺詐檢測。在金融服務中採用動態數據的範圍非常廣泛。美國前 10 大銀行都是 Confluent 的客戶，我們看到全球範圍內的需求持續增長。

For instance, at Bank Rakyat Indonesia, BRI, the largest bank in Indonesia and the largest microfinance institution in the world, Confluent powered their digital transformation with an event-driven architecture for real-time credit scoring, fraud detection and merchant assessment services. Now, they're able to detect ATM skimming in real time, lock and disable the cards of their customers and proactively protect their customers from fraudulent transactions. They've also been able to reduce loan disbursement times from 2 weeks to 2 minutes with automated digital verification by processing massive amounts of information in real time, all flowing through Confluent.

例如，在印度尼西亞最大的銀行和世界上最大的小額信貸機構 Bank Rakyat Indonesia 中，Confluent 通過事件驅動的架構為實時信用評分、欺詐檢測和商家評估服務提供了數字化轉型。現在，他們能夠實時檢測 ATM 掠奪，鎖定和禁用客戶的卡，並主動保護客戶免受欺詐交易的侵害。他們還能夠通過實時處理大量信息（所有信息都流經 Confluent），通過自動數字驗證將貸款支付時間從 2 週縮短到 2 分鐘。

In retail, Confluent serves as a massive advantage for retailers looking to meet the demands of heightened expectations from customers for real-time omnichannel personalized experiences. Many retail organizations use Confluent to fundamentally transform inventory and supply chain and for hyper personalization to enable real-time customer interactions to build brand loyalty.

在零售領域，Confluent 為希望滿足客戶對實時全渠道個性化體驗的更高期望的零售商提供了巨大的優勢。許多零售組織使用 Confluent 從根本上改變庫存和供應鏈，並實現超個性化以實現實時客戶互動以建立品牌忠誠度。

In the U.S., 9 of the 10 largest retailers are Confluent customers. Confluent helps Sainsbury's reimagine their supply chain and inventory management by enabling a continuous view of product inventory. By using Confluent, they can drive lower inventory levels while avoiding selling out and enable agile response to changes in supply and demand. Confluent also acts as interconnectivity between different cloud providers like AWS and Azure, adding a secure fault-tolerant real-time data pipeline that spans these environments. This means they are protected if any cloud service experiences downtime, which greatly improves the strength and flexibility of their supply chain.

在美國，10 家最大的零售商中有 9 家是 Confluent 的客戶。 Confluent 通過啟用產品庫存的連續視圖幫助 Sainsbury's 重新構想他們的供應鍊和庫存管理。通過使用 Confluent，他們可以降低庫存水平，同時避免售罄，並靈活應對供需變化。 Confluent 還充當 AWS 和 Azure 等不同雲提供商之間的互連，添加了跨越這些環境的安全容錯實時數據管道。這意味著如果任何云服務出現停機，他們就會受到保護，這大大提高了他們供應鏈的強度和靈活性。

One very compelling area of opportunity Confluent is growing into is the tech sector. Tech companies were the earliest adopters of open source Apache Kafka, but were not typical customers for earlier open source companies. The emergence of cloud as a delivery model has changed that. Our cloud services reach scale, cost efficiency, elasticity and reliability that no internal self-managed data system can hope to achieve. As we've done this, we've seen some of the earliest Kafka adopters start to shift to our service, including companies like Square that have been mentioned on a previous earnings call.

Confluent 正在成長的一個非常引人注目的機會領域是科技領域。科技公司是最早採用開源 Apache Kafka 的公司，但並不是早期開源公司的典型客戶。云作為交付模式的出現改變了這一點。我們的雲服務達到了內部自我管理數據系統無法實現的規模、成本效率、彈性和可靠性。當我們這樣做時，我們已經看到一些最早的 Kafka 採用者開始轉向我們的服務，包括在之前的財報電話會議上提到的像 Square 這樣的公司。

This customer segment is significant because it has built around data in motion in a very foundational way and has amassed huge scale. As I mentioned at the beginning of this call, this quarter, we added a very significant new customer in this segment that runs one of the largest Kafka installations in the world. New Relic is the leading observability platform that helps engineers plan, build, deploy and run great software. New Relic is fundamentally a service for providing powerful insights into streams of observability data. Indeed, Kafka is the backbone of all observability and log data ingested into their platform.

這個客戶群非常重要，因為它以一種非常基礎的方式圍繞動態數據構建，並且已經積累了巨大的規模。正如我在本次電話會議開始時提到的那樣，本季度，我們在這一領域增加了一個非常重要的新客戶，該客戶運行著世界上最大的 Kafka 安裝之一。 New Relic 是領先的可觀察性平台，可幫助工程師規劃、構建、部署和運行出色的軟件。 New Relic 從根本上說是一項服務，用於提供對可觀察性數據流的強大洞察力。事實上，Kafka 是其平台中所有可觀察性和日誌數據的支柱。

New Relic is the kind of a company that's always thinking about their customers and always innovating. Our expertise having re-architected Kafka for the cloud and the proven scalability and liability of our full-managed multi-cloud platform are foundational to this new partnership. Customers can benefit from the joint product innovations we have planned with New Relic, allowing for more insights from their Confluent cloud telemetry data. We're very excited for the future and how we'll innovate and create even more value going forward.

New Relic 是一家始終為客戶著想並始終創新的公司。我們為雲重新構建 Kafka 的專業知識以及我們完全託管的多雲平台經過驗證的可擴展性和責任性是這一新合作夥伴關係的基礎。客戶可以從我們與 New Relic 計劃的聯合產品創新中受益，從而從他們的 Confluent 雲遙測數據中獲得更多見解。我們對未來以及我們將如何創新和創造更多價值感到非常興奮。

The success with all these customers is driven by the deep differentiation of our product. Confluent builds this differentiation around 3 key pillars: being cloud native, being a complete offering and being everywhere. We've discussed these pillars quite a bit on past calls, but we continuously add to them to deepen our competitive moat and better demonstrate value to internal IT teams who might otherwise be building around open source Kafka.

我們產品的深度差異化推動了所有這些客戶的成功。 Confluent 圍繞 3 個關鍵支柱構建了這種差異化：雲原生、完整的產品和無處不在。我們在過去的電話會議中討論了很多這些支柱，但我們不斷添加它們以加深我們的競爭護城河，並更好地向可能圍繞開源 Kafka 構建的內部 IT 團隊展示價值。

First, being cloud native. We announced various new capabilities that make our platform more scalable, more elastic and more reliable. These include greater scalability and unlimited data retention in Azure. Now, across all 3 clouds, customers can scale up to enormous data throughput and store data in Confluent Cloud forever without any limits on size or retention. Finally, we improved our observability and security capabilities, allowing richer insight into the use of Confluent and more detailed audit tracking of actions taken with our product.

首先，雲原生。我們宣布了各種新功能，使我們的平台更具可擴展性、更具彈性和更可靠。其中包括 Azure 中更大的可擴展性和無限的數據保留。現在，在所有 3 個雲中，客戶可以擴展到巨大的數據吞吐量並將數據永久存儲在 Confluent Cloud 中，而不受大小或保留的任何限制。最後，我們改進了我們的可觀察性和安全能力，允許更深入地了解 Confluent 的使用情況，並對我們的產品所採取的行動進行更詳細的審計跟踪。

These capabilities come together with our operational practices to allow us to deliver industry-leading reliability around data streaming. In recognition of this, we've strengthened our contractual SLA to 99.99% as Confluent Cloud offers unmatched reliability for real-time streaming.

這些功能與我們的運營實踐相結合，使我們能夠圍繞數據流提供行業領先的可靠性。認識到這一點，我們將合同 SLA 提高到 99.99%，因為 Confluent Cloud 為實時流媒體提供了無與倫比的可靠性。

Our second pillar of being a complete offering continues to be an area of ongoing innovation for us. We expanded role-based access control to help enable secure usage across large companies and teams while still ensuring tight control on data access. We added 6 new fully-managed connectors to Confluent Cloud and our Oracle Change Data Capture, Premium Connector, went GA. This allows us to set in motion the vast amount of data at rest locked up in Oracle databases, a mainstay technology in our enterprise customer base.

作為一個完整的產品，我們的第二個支柱仍然是我們持續創新的一個領域。我們擴展了基於角色的訪問控制，以幫助實現大型公司和團隊的安全使用，同時仍確保對數據訪問進行嚴格控制。我們向 Confluent Cloud 添加了 6 個新的全託管連接器，並且我們的 Oracle 變更數據捕獲高級連接器已正式發布。這使我們能夠啟動鎖定在 Oracle 數據庫中的大量靜態數據，這是我們企業客戶群的主要技術。

Our third pillar of product differentiation, being able to run everywhere, manifests in our ability to run across all our customers' environments, whether on-premise, hybrid or multi-cloud. In this area, we simplified the user experience for Cluster Linking, our proprietary technology that allows transparent linking of clusters across cloud providers and on-premise clusters. We also had a major release of Confluent platform which supports on-premise and private cloud environments. This new release brings hundreds of new features and improvements that were first launched in our cloud to our customers' on-premise environments, enabling richer hybrid cloud deployments.

我們產品差異化的第三個支柱是能夠在任何地方運行，這體現在我們能夠在所有客戶的環境中運行，無論是內部部署、混合還是多雲。在這方面，我們簡化了集群鏈接的用戶體驗，這是我們的專有技術，允許跨雲提供商和本地集群透明鏈接集群。我們還有一個主要版本的 Confluent 平台，它支持本地和私有云環境。這個新版本為我們客戶的本地環境帶來了數百個首次在我們的雲中推出的新功能和改進，從而實現了更豐富的混合雲部署。

A key part of our strategy to be everywhere is our relationship and integration with the 3 major cloud service providers. These relationships are critical for us, but also mutually beneficial for the cloud providers because Confluent enables data flow from on-premise environments into the cloud, unlocking use cases that would otherwise be tied to legacy environments by data gravity.

我們無處不在的戰略的一個關鍵部分是我們與三大雲服務提供商的關係和整合。這些關係對我們來說至關重要，但對雲提供商來說也是互惠互利的，因為 Confluent 使數據能夠從本地環境流入雲，從而解鎖原本會因數據引力而與遺留環境相關聯的用例。

In our last earnings call, we announced a significant deepening of the partnership with AWS. This quarter, we followed that up with the announcement of a new multi-year strategic partnership with Microsoft, which extends our existing relationship with joint technical, marketing and sales investments across our organizations. This deeper partnership helps us tighten the integration with Azure as well as better serve joint customers.

在我們上次的財報電話會議中，我們宣布了與 AWS 的合作夥伴關係的顯著深化。本季度，我們隨後宣布與微軟建立新的多年戰略合作夥伴關係，擴大我們現有的合作關係，在我們的組織內進行聯合技術、營銷和銷售投資。這種更深入的合作夥伴關係有助於我們加強與 Azure 的集成，並更好地為共同客戶服務。

We also had 2 notable announcements around our partnership with Google Cloud. The first was the founding of the Data Cloud Alliance, a new initiative that aims to make data more portable and accessible across disparate business systems, platforms and environments, with the goal of ensuring that access to data is never a barrier to digital transformation. Additionally, we have been recognized in the Google Cloud Ready BigQuery Validation Program, which ensures the best possible integration with BigQuery using our fully-managed connector.

關於與 Google Cloud 的合作，我們還發布了 2 個值得注意的公告。首先是數據云聯盟的成立，這是一項新舉措，旨在使數據在不同的業務系統、平台和環境中更加便攜和可訪問，目標是確保數據訪問永遠不會成為數字化轉型的障礙。此外，我們還獲得了 Google Cloud Ready BigQuery 驗證計劃的認可，該計劃可確保使用我們的全託管連接器與 BigQuery 實現最佳集成。

As part of this program, Confluent will collaborate closely with Google Partner Engineering and BigQuery teams to develop joint road maps and continue improving our products. By driving deeper alignment, we are making it easier for our customers to connect and migrate hybrid and multi-cloud data to BigQuery to power real-time analytics.

作為該計劃的一部分，Confluent 將與 Google 合作夥伴工程和 BigQuery 團隊密切合作，共同製定路線圖並繼續改進我們的產品。通過推動更深入的一致性，我們讓我們的客戶能夠更輕鬆地連接混合雲和多雲數據並將其遷移到 BigQuery，以支持實時分析。

To wrap up on the point of product differentiation, the value of Confluent versus open-source Kafka can be summarized from the findings of Forrester's Total Economic Impact study, which they recently conducted for Confluent. The study specifically quantified the cost savings and benefits businesses can achieve when they offload the burden of self-managed Kafka to Confluent. Overall, Forrester identified TCO savings of more than $2.5 million for businesses that used Confluent which translates to an ROI of 257% with a payback period of less than 6 months. The 2 key areas of savings included development and operations cost savings of over $1.4 million plus scalability and infrastructure cost savings of over $1.1 million. And perhaps most importantly, Confluent enables organizations to free their teams to focus on strategic efforts that drive competitive differentiation versus managing the underlying data infrastructure.

為了總結產品差異化這一點，可以從 Forrester 最近為 Confluent 進行的總體經濟影響研究的結果中總結出 Confluent 與開源 Kafka 的價值。該研究專門量化了企業將自我管理的 Kafka 的負擔轉移到 Confluent 時可以實現的成本節約和收益。總體而言，Forrester 發現使用 Confluent 的企業可節省超過 250 萬美元的 TCO，這意味著投資回報率為 257%，投資回收期不到 6 個月。節約的兩個關鍵領域包括超過 140 萬美元的開發和運營成本節約以及超過 110 萬美元的可擴展性和基礎設施成本節約。也許最重要的是，Confluent 使組織能夠解放他們的團隊，專注於推動競爭差異化的戰略工作，而不是管理底層數據基礎設施。

We think this is a key point of understanding that's emerging. Confluent is not just better and faster in self-managed open source, we can also be cheaper as well because of the high expense of cloud infrastructure in developers. We have vast economies of scale by offering these services to thousands of customers. We think these cost savings are a critical aspect of our value proposition and have made us successful in both companies focused on innovation as well as those focused on cost savings and efficiency.

我們認為這是一個正在出現的理解的關鍵點。 Confluent 不僅在自我管理的開源方面更好更快，而且由於開發人員在雲基礎設施方面的高昂費用，我們也可以更便宜。通過向成千上萬的客戶提供這些服務，我們擁有巨大的規模經濟。我們認為這些成本節約是我們價值主張的一個關鍵方面，並使我們在專注於創新的公司以及專注於成本節約和效率的公司中都取得了成功。

A great example of this ROI is Swiggy, India's leading on-demand food ordering and delivery platform that serves millions of customers every day. To connect those customers with hundreds of thousands of restaurant partners, and all of their drivers requires real-time data. Originally, they managed their own Kafka clusters, but the time and energy spent on that deviated from delivering key business goals. Swiggy needed a fully-managed solution to refocus their engineers' time, reduce costs and handle significant spikes in demand. Speed of delivery is a competitive advantage for Swiggy, and Confluent is at the heart of their data in motion architecture.

這種投資回報率的一個很好的例子是 Swiggy，它是印度領先的按需食品訂購和交付平台，每天為數百萬客戶提供服務。要將這些客戶與成千上萬的餐廳合作夥伴聯繫起來，他們的所有司機都需要實時數據。最初，他們管理自己的 Kafka 集群，但花費在此上的時間和精力偏離了實現關鍵業務目標。 Swiggy 需要一個完全託管的解決方案來重新調整工程師的時間、降低成本並處理需求的顯著高峰。交付速度是 Swiggy 的競爭優勢，而 Confluent 是其運動架構數據的核心。

Another key competitive advantage for Confluent is our customer growth go-to-market model. We discussed this in detail on our last call, but I wanted to provide a brief recap on our strategy and some updates that we've made since last quarter.

Confluent 的另一個關鍵競爭優勢是我們的客戶增長進入市場模式。我們在上次電話會議上詳細討論了這一點，但我想簡要回顧一下我們的戰略以及自上個季度以來我們所做的一些更新。

Our go-to-market effort is product-led, consumption-oriented and purpose-built for data in motion, aimed at driving customer lands and growing usage of our product from early experiments to large-scale central nervous systems. We continue to innovate at each stage in this journey. In the first quarter, we made it even easier for developers to get started with Confluent by allowing sign-ups with existing Google and GitHub account credentials as well as removing our credit card paywall, allowing developers to test drive our product without the hassle of adding payment information. We also expanded our developer learning center, developer.confluent.io. We launched expanded training materials for Kafka and Confluent, including material written and presented by one of my cofounders and Kafka's original co-creators, Jun Rao.

我們的市場推廣工作以產品為主導、以消費為導向，專為動態數據而設計，旨在推動客戶土地和我們產品的使用，從早期實驗到大規模中樞神經系統。我們在這一旅程的每個階段都在不斷創新。在第一季度，我們通過允許使用現有的 Google 和 GitHub 帳戶憑據進行註冊以及取消我們的信用卡付費牆，讓開發人員更容易開始使用 Confluent，從而允許開發人員試駕我們的產品而無需添加任何麻煩支付信息。我們還擴展了我們的開發人員學習中心 developer.confluent.io。我們為 Kafka 和 Confluent 推出了擴展的培訓材料，包括由我的一位聯合創始人和 Kafka 的原始聯合創建者 Jun Rao 編寫和提供的材料。

In addition, we've started a library of code samples and step-by-step tutorials to help customers apply Confluent in common use cases, such as the ones described in the call today. This effort helps us to train the next generation of Kafka users on Confluent Cloud. It helps us more quickly progress our customers to additional use cases and applications.

此外，我們還啟動了一個代碼示例庫和分步教程，以幫助客戶在常見用例中應用 Confluent，例如今天的電話會議中描述的那些。這項工作幫助我們在 Confluent Cloud 上培訓下一代 Kafka 用戶。它可以幫助我們更快地將客戶發展到其他用例和應用程序。

The success of this strategy was reflected in a significant increase in sign-ups and another record quarter of customer additions, growing our total customer count 62% year-over-year to approximately 4,120. This has continued to be a driver of the strong growth in our customer base with $100,000 or more in ARR, which grew 41% year-over-year to 791 customers.

這一戰略的成功體現在註冊人數的顯著增加和客戶增加的另一個創紀錄的季度，使我們的總客戶數量同比增長 62% 至約 4,120。這繼續成為我們客戶群強勁增長的推動力，ARR 達到 100,000 美元或更多，同比增長 41%，達到 791 名客戶。

Finally, the spread of use cases, the powerful network effect and the customers' desire to build out their central nervous system with Confluent is reflected in the growth of our largest customer base. Growth of customers with $1 million or more in ARR accelerated to 62% year-over-year, ending the quarter with 97 customers. We are still in the very early innings of this opportunity and look forward to what's ahead.

最後，用例的普及、強大的網絡效應以及客戶使用 Confluent 構建中樞神經系統的願望都反映在我們最大客戶群的增長中。 ARR 為 100 萬美元或以上的客戶同比增長加速至 62%，本季度末有 97 個客戶。我們仍處於這個機會的早期階段，並期待未來的發展。

We also recently hosted our first in-person Kafka Summit since 2019. More than 1,200 members of the community gathered in London and many more tuned into the live stream, and I've got to tell you, it was great to be back together again.

我們最近還舉辦了自 2019 年以來的首次面對面的 Kafka 峰會。超過 1,200 名社區成員聚集在倫敦，還有更多人收看直播，我必須告訴你，很高興再次聚在一起.

The prevalence of Kafka is also evident in the huge growth of the community. We've seen hundreds of thousands of organizations talked Kafka, tens of thousands attended meet-ups throughout the pandemic, and a rich community working to document, improve and contribute to Kafka.

卡夫卡的流行在社區的巨大增長中也很明顯。我們已經看到成千上萬的組織談論 Kafka，數以萬計的人參加了整個大流行期間的聚會，以及一個致力於記錄、改進和為 Kafka 做出貢獻的豐富社區。

We also announced our new data streaming industry event, Current 2022, the next generation of Kafka Summit, where we will bring the preeminent thought leaders and experts in data streaming together in Austin this October. We invite you to join Current 2022 to learn more about data streaming and our leadership in this space.

我們還宣布了新的數據流行業盛會 Current 2022，即下一代 Kafka 峰會，我們將於今年 10 月在奧斯汀匯聚數據流領域的傑出思想領袖和專家。我們邀請您加入 Current 2022，以了解有關數據流和我們在該領域的領導地位的更多信息。

It's hard to measure open source adoption, but I'd like to share one illustrative statistic today that shows the strength of the growing movement around Kafka and data in motion. Many stats such as downloads aren't available for Apache projects, and stats like GitHub Stars aren't very representative of actual production usage. One data source we do look at is the active unique IPs using the Kafka Java library, which is available from the company Sonatype that distributes those libraries.

很難衡量開源的採用情況，但我今天想分享一個說明性的統計數據，它顯示了圍繞 Kafka 和動態數據不斷增長的運動的力量。許多統計數據（例如下載量）不適用於 Apache 項目，並且 GitHub Stars 等統計數據並不能很好地代表實際生產使用情況。我們確實查看的一個數據源是使用 Kafka Java 庫的活動唯一 IP，該庫可從分發這些庫的 Sonatype 公司獲得。

This is a comparatively rigorous measure. Because of the de-duplication by IP address, full companies may appear only once. Duplicate and automatic downloads are suppressed, and users who do not remain active fall out of the measure. On a trailing 12-month basis, Kafka downloads grew over 50% year-over-year. People often ask about the competitive landscape, and the reality is that we don't feel Kafka has a close competitor in terms of scope of usage, breadth of ecosystem or developer mind share.

這是一個比較嚴格的措施。由於 IP 地址的重複數據刪除，完整的公司可能只出現一次。重複下載和自動下載被禁止，不保持活躍的用戶不在測量範圍內。在過去 12 個月的基礎上，Kafka 下載量同比增長超過 50%。人們經常詢問競爭格局，而現實情況是，我們認為 Kafka 在使用範圍、生態系統的廣度或開發者的心智份額方面都沒有競爭對手。

As an illustration of this, it's worth considering the adoption rate of one of the most commonly mentioned competitive systems, Apache Pulsar. Apache Kafka sustained a significantly higher growth rate on a percentage basis than Pulsar despite the fact that Kafka's growth rate is off a user base that is over 10x larger. This sustained superior growth and scale is what has made Kafka the de facto standard for data in motion, and is a tribute to the strength of the Kafka community, the massive ecosystem of integrations, the network effect inherent in data streaming as well as the simplicity and superior performance that Kafka offers.

為了說明這一點，值得考慮最常提到的競爭系統之一 Apache Pulsar 的採用率。儘管 Kafka 的增長率偏離了超過 10 倍的用戶群，但 Apache Kafka 在百分比基礎上的增長率明顯高於 Pulsar。這種持續的卓越增長和規模使 Kafka 成為動態數據的事實上的標準，並且歸功於 Kafka 社區的力量、大規模的集成生態系統、數據流固有的網絡效應以及簡單性以及 Kafka 提供的卓越性能。

Before turning to Steffan, I want to highlight a key leadership hire in the first quarter.

在轉向 Steffan 之前，我想強調一下第一季度的關鍵領導層招聘。

Gunjan Aggarwal, our new Chief People Officer. Gunjan joined us from RingCentral and is a 20-year industry veteran whose team's efforts have been widely recognized with an A+ culture rating and a host of awards for diversity, happiness and leadership. I look forward to working with Gunjan as we continue to scale our team and culture. We intend to continue to attract top industry talent in every function and create an organization that gets even better as it gets bigger.

Gunjan Aggarwal，我們的新任首席人事官。 Gunjan 從 RingCentral 加入我們，是一位擁有 20 年行業經驗的資深人士，他的團隊的努力得到了廣泛認可，獲得了 A+ 文化評級，並因多元化、幸福感和領導力而獲得了許多獎項。隨著我們繼續擴大我們的團隊和文化，我期待與 Gunjan 合作。我們打算繼續在各個職能部門吸引頂尖的行業人才，並創建一個隨著規模擴大而變得更好的組織。

With that, I will turn the call over to Steffan to walk through the financials.

有了這個，我將把電話轉給 Steffan 來了解財務狀況。

Thanks, Jay.

謝謝，傑。

Q1 was another excellent quarter of operational execution and delivering on our commitments, with results exceeding the high end of our guidance on all metrics. Key highlights include strength in our cloud business, accelerating growth of remaining performance obligations, robust revenue growth and strong unit economics.

第一季度是運營執行和兌現承諾的又一個出色季度，其結果超過了我們在所有指標上的指導上限。主要亮點包括我們的雲業務實力、剩餘履約義務的加速增長、強勁的收入增長和強勁的單位經濟性。

Q1 RPO accelerated to 96% growth year-over-year, reaching $551.1 million, of which we anticipate approximately 60% to be recognized as revenue in the next 12 months, representing 66% growth year-over-year.

Q1 RPO 同比增長 96%，達到 5.511 億美元，我們預計其中約 60% 將在未來 12 個月內確認為收入，同比增長 66%。

Confluent Cloud is powering the growth of RPO. We closed the largest deal in the company's history with Confluent Cloud. This 8-figure, 3-year deal had an immaterial contribution to current RPO and the vast majority of the contract value is reflected in our non-current RPO. Additionally, we recognized 0 revenue from this deal in Q1. The deal marks another key milestone for our company and enhances the durability and visibility of cloud revenue growth in the out years.

Confluent Cloud 正在推動 RPO 的發展。我們與 Confluent Cloud 達成了公司歷史上最大的一筆交易。這筆 8 位數的 3 年交易對當前 RPO 的貢獻不大，並且絕大多數合同價值都反映在我們的非當前 RPO 中。此外，我們在第一季度從這筆交易中確認了 0 收入。該交易標誌著我們公司的另一個重要里程碑，並提高了未來幾年雲收入增長的持久性和可見性。

Total revenue in the first quarter grew 64% year-over-year to $126.1 million. Subscription revenue grew 68% year-over-year to $113.9 million and accounted for 90% of total revenue. Within subscription, Confluent platform revenue was $75 million, up 39% year-over-year and accounted for 59% of total revenue. Confluent Cloud revenue exceeded our expectations, up $5.1 million sequentially and up 180% year-over-year to $38.9 million, accounting for 31% of total revenue, a 13-point increase from a year ago.

第一季度總收入同比增長 64% 至 1.261 億美元。訂閱收入同比增長 68% 至 1.139 億美元，佔總收入的 90%。在訂閱方面，Confluent 平台收入為 7500 萬美元，同比增長 39%，佔總收入的 59%。 Confluent Cloud 收入超出我們的預期，環比增長 510 萬美元，同比增長 180% 至 3890 萬美元，佔總收入的 31%，比去年同期增長 13 個百分點。

We're also encouraged by the underlying momentum we continue to see in our cloud business. For the second quarter in a row, Cloud accounted for more than 50% of new ACV bookings, marking a mix shift in the business we had anticipated, but that is happening faster than we had expected. Cloud also represents the vast majority of our total customer count and has a world-class net retention rate of greater than 150%.

我們也對我們繼續在雲業務中看到的潛在動力感到鼓舞。連續第二個季度，雲服務佔新 ACV 預訂量的 50% 以上，這標誌著我們預期的業務混合轉變，但發生的速度比我們預期的要快。雲還代表了我們總客戶數量的絕大多數，並且擁有超過 150% 的世界級淨保留率。

Our outperformance in cloud reflects not only the substantial progress we've made in all the verticals we've been serving, but it also demonstrates our ability to expand into the highly strategic digital native segment. This momentum is being powered by our customers' strong desire to have our fully-managed multi-cloud offering, which has superior product capabilities and lower total cost of ownership compared to open source.

我們在雲方面的出色表現不僅反映了我們在所服務的所有垂直領域取得的實質性進展，而且還表明我們有能力擴展到高度戰略性的數字原生領域。這種勢頭是由我們的客戶強烈希望擁有我們完全託管的多雲產品所推動的，與開源相比，該產品具有卓越的產品功能和更低的總擁有成本。

Confluent Cloud abstracts away the complexities of managing and scaling open-source Kafka on their own, and relieves the burden of hiring Kafka engineers in the current labor environment. We see a long runway for Confluent Cloud to grow substantially over the long term.

Confluent Cloud 抽象了自己管理和擴展開源 Kafka 的複雜性，並減輕了在當前勞動環境中僱用 Kafka 工程師的負擔。從長遠來看，我們認為 Confluent Cloud 有很長的路要走。

Turning to the geographic mix of revenue. Revenue from the U.S. grew 60% year-over-year to $79 million. Revenue from outside the U.S. grew 70% year-over-year to $47.1 million. Because we price in USD globally, we don't expect foreign exchange to be a direct headwind to our top line.

轉向收入的地理組合。來自美國的收入同比增長 60% 至 7900 萬美元。來自美國以外的收入同比增長 70% 至 4710 萬美元。因為我們在全球範圍內以美元定價，我們預計外匯不會直接影響我們的收入。

The net retention rate in the quarter remained above 130% for the fourth consecutive quarter as we continue to see very strong gross retention and expansion across both of our product offerings. As mentioned previously, NRR for cloud was greater than 150%, and NRR for hybrid customers running both platform and cloud continue to be the highest.

本季度的淨留存率連續第四個季度保持在 130% 以上，因為我們繼續看到我們兩種產品的總留存和擴張非常強勁。如前所述，雲的 NRR 大於 150%，同時運行平台和雲的混合客戶的 NRR 繼續最高。

Moving on to gross margins and profitability. I'd like to note that I'll be referring to non-GAAP results unless stated otherwise.

繼續關注毛利率和盈利能力。我想指出，除非另有說明，否則我將指的是非公認會計原則的結果。

Total gross margin was 69.7% and subscription gross margin was 75.5%. We are pleased with our ability to maintain healthy gross margins even as cloud accounted for a larger share of revenue. We've driven substantial improvements in cloud gross margin, and we remain focused on increasing our cloud gross margin over time. In the near term, we anticipate total gross margin to fluctuate near our midterm target of approximately 70%.

總毛利率為 69.7%，認購毛利率為 75.5%。即使雲佔收入的更大份額，我們也對保持健康毛利率的能力感到滿意。我們推動了雲毛利率的顯著提高，並且隨著時間的推移，我們仍然專注於提高我們的雲毛利率。在短期內，我們預計總毛利率將在我們約 70% 的中期目標附近波動。

Turning to profitability cash. Operating margin was negative 41%, which represents a beat relative to our guidance. This was partly driven by increased sales productivity, lower-than-expected spend from in-person events, travel and real estate and other operating efficiencies that we're continuing to drive throughout the business.

轉向盈利現金。營業利潤率為負 41%，相對於我們的指導而言是一個節拍。這部分是由於銷售生產力的提高、面對面活動、旅行和房地產的支出低於預期以及我們在整個業務中繼續推動的其他運營效率。

Free cash flow margin was negative 46.3%, which was better than our plan. As mentioned on our Q4 earnings call, we expected free cash flow margin to be the lowest in Q1, driven by the timing of cash flows related to our new corporate bonus program and employee stock purchase plan.

自由現金流利潤率為負 46.3%，好於我們的計劃。正如我們在第四季度財報電話會議上所提到的，我們預計自由現金流利潤率將在第一季度最低，這主要受與我們新的公司獎金計劃和員工股票購買計劃相關的現金流時間的推動。

Net loss per share was negative $0.19 using 272.9 million basic and diluted weighted average shares outstanding. We ended the first quarter with $1.99 billion in cash, cash equivalents and marketable securities. Our exceptionally strong balance sheet gives us the flexibility to fund our growth plans as we steadily move towards profitability.

使用 2.729 億股基本和稀釋加權平均流通股，每股淨虧損為負 0.19 美元。我們在第一季度結束時擁有 19.9 億美元的現金、現金等價物和有價證券。我們異常強勁的資產負債表使我們能夠靈活地為我們的增長計劃提供資金，因為我們穩步邁向盈利。

Looking ahead, I want to continue to share our plan for managing growth and profitability, which is guided by our framework. The level of investment is informed by our track record of delivering on our commitments, our significant market opportunity and by assessing unit economics such as our consistent and strong NRR, increasing sales productivity and improving cloud gross margin.

展望未來，我想繼續分享我們在框架指導下管理增長和盈利能力的計劃。投資水平取決於我們兌現承諾的往績記錄、重要的市場機會以及評估單位經濟性，例如我們一致和強勁的 NRR、提高銷售生產力和提高雲毛利率。

We remain committed to delivering high revenue growth and annual improvement in margins in 2022 and plan on accelerating the rate of margin improvement in 2023. Based on our current top line growth projections and investment priorities, we plan to exit Q4 '24 with a positive non-GAAP operating margin.

我們仍然致力於在 2022 年實現高收入增長和利潤率的年度改善，併計劃在 2023 年加快利潤率的提高速度。根據我們目前的收入增長預測和投資重點，我們計劃以積極的非盈利退出 Q4 '24 -GAAP 營業利潤率。

Turning now to guidance. We are raising numbers for the quarter and a year. For the second quarter of 2022, we expect revenue to be in the range of $130 million to $132 million, representing growth of 47% to 49% year-over-year, Non-GAAP operating margin to be approximately negative 4.1% and non-GAAP net loss per share in the range of negative $0.21 to negative $0.19 using approximately 279 million weighted average shares outstanding.

現在轉向指導。我們正在提高本季度和一年的數字。對於 2022 年第二季度，我們預計收入將在 1.3 億美元至 1.32 億美元之間，同比增長 47% 至 49%，非美國通用會計準則營業利潤率約為負 4.1%，非使用大約 2.79 億股加權平均流通股，GAAP 每股淨虧損在負 0.21 美元至負 0.19 美元之間。

For the full year 2022, we now expect revenue to be in the range of $554 million to $560 million, representing growth of 43% to 44% year-over-year, non-GAAP operating margin to be approximately negative 38% and non-GAAP net loss per share in the range of negative $0.79 to negative $0.73 using approximately 282 million weighted average shares outstanding.

對於 2022 年全年，我們現在預計收入將在 5.54 億美元至 5.6 億美元之間，同比增長 43% 至 44%，非 GAAP 營業利潤率約為負 38%，非使用約 2.82 億股加權平均流通股，GAAP 每股淨虧損在負 0.79 美元至負 0.73 美元之間。

I'd also like to provide some modeling points. We expect sequential revenue dollar growth for Cloud will be the lowest in Q1 and will increase each quarter for the remainder of the year. Our margin of guidance for the second quarter and full year takes into consideration an increase in expenses related to travel, in-person events, real estate and facilities throughout 2022. And as a reminder, free cash flow margin is expected to be the lowest in Q1, followed by Q3, and we expect free cash flow margin to trend roughly in line with non-GAAP operating margin.

我還想提供一些建模要點。我們預計雲的連續收入美元增長將在第一季度最低，並將在今年剩餘時間內每個季度都增加。我們對第二季度和全年的指導邊際考慮到了整個 2022 年與旅行、現場活動、房地產和設施相關的費用增加。提醒一下，自由現金流邊際預計將是最低的第一季度，第三季度緊隨其後，我們預計自由現金流量利潤率將大致與非公認會計準則營業利潤率一致。

In closing, our strong first quarter results underpin our momentum and leadership position in data streaming. Since becoming a public company, we have proven our ability to execute and deliver on our commitments consistently. Capitalizing on the secular trend of digital transformation and cloud migration, we are well positioned to drive continued high growth and deliver annual margin improvements.

最後，我們強勁的第一季度業績鞏固了我們在數據流領域的勢頭和領導地位。自從成為一家上市公司以來，我們已經證明了我們始終如一地執行和兌現承諾的能力。利用數字化轉型和雲遷移的長期趨勢，我們有能力推動持續的高增長並實現年度利潤率改善。

With that, Jay and I will take your questions.

有了這個，傑伊和我會回答你的問題。

Great. (Operator Instructions) And our first question today comes from Sanjit Singh of Morgan Stanley, followed by William Blair. Sanjit? Please unmute.

偉大的。 （操作員說明）我們今天的第一個問題來自摩根士丹利的 Sanjit Singh，其次是 William Blair。桑吉特？請取消靜音。

Jay, good to see you. Good to see you, Steffan. Really appreciate the Pulsar data, something that we've been looking for and just sort of highlights the adoption of the market of Kafka in the scale that you're seeing. So thank you for that.

傑，很高興見到你。很高興見到你，斯特凡。非常感謝 Pulsar 數據，這是我們一直在尋找的東西，並且只是突出了 Kafka 市場在您所看到的規模上的採用。非常感謝你的幫忙。

I wanted just to talk product, and congrats on the good start to the year. As Confluent Cloud takes on more and more percentage of -- a bigger part of the business, how is the customer experience going from, say, one use case, let's say if they're doing fraud detection and then wanted to do like a database use case or observability use case. Being able to go from use case #1 to 2, 3 and 4, how is that progressing? How much effort do they need or how much handholding they need from Confluent or professional services all to get there, what they're doing on the cloud versus on-prem?

我只想談談產品，並祝賀今年的良好開端。隨著 Confluent Cloud 在業務中佔據越來越大的比例，客戶體驗如何從一個用例開始，假設他們是否在進行欺詐檢測，然後想像數據庫一樣做用例或可觀察性用例。能夠從用例 #1 轉到 2、3 和 4，進展如何？他們需要多少努力，或者需要多少來自 Confluent 或專業服務的支持才能到達那裡，他們在雲端和本地做什麼？

Yes. This is one of the things that makes cloud so exciting. With kind of self-managed infrastructure, there is a pretty high burden. You're often like buying servers and adding capacity and setting up new components in the offering. And that all goes away, right? So you can expand elastically, the components are all there if you want them to use as part of our platform.

是的。這是使云如此令人興奮的原因之一。有了一種自我管理的基礎設施，就會有相當高的負擔。您通常喜歡購買服務器、增加容量並在產品中設置新組件。而這一切都消失了，對吧？因此，您可以彈性擴展，如果您希望它們用作我們平台的一部分，這些組件都在那裡。

And then maybe most importantly, we could start to put together these patterns. So I mentioned briefly these recipes that we now have available for use cases, which kind of specify something end-to-end in KSQL. This makes it much easier to take something that's a lot like what you want to do and maybe modify it for your use case and just get going. And we believe that, that will allow us to drive much faster adoption.

然後也許最重要的是，我們可以開始將這些模式放在一起。所以我簡要地提到了我們現在可用於用例的這些配方，它們在 KSQL 中指定了端到端的東西。這使得採取與您想要做的事情很相似的事情變得更加容易，並且可能會根據您的用例對其進行修改，然後就可以開始了。我們相信，這將使我們能夠推動更快的採用。

Now obviously, we're seeing good adoption even in our on-premise customers. But for each use case, even though that spread overall may be fast, each use case takes some time to build up. As our tools get higher level and as cloud enables faster progress, we think that, that can improve over time, which is part of the reason we're kind of leaning into it so heavily.

現在顯然，即使在我們的本地客戶中，我們也看到了良好的採用。但是對於每個用例，儘管整體傳播速度可能很快，但每個用例都需要一些時間來建立。隨著我們的工具變得更高級別並且隨著雲實現更快的進步，我們認為隨著時間的推移會有所改善，這也是我們如此依賴它的部分原因。

And that was illustrated, we broke out the NRR for cloud as being greater than 150%. I think is illustrated by that.

這說明了，我們將雲的 NRR 打破為大於 150%。我想就是這樣說明的。

It makes total sense.

這完全有道理。

One follow-up again, sort of on product and more on product adoption. A theme of your presentation was around newer industries coming online and adopting them. Can you give us sort of the history? Like, who are sort of the early adopters? And then as we get into the pandemic, what were sort of the motivations of some of those newer industries that come online? And what's driving the -- some of -- I guess, what would you call out as sort of underpenetrated in terms of Kafka or Confluent adoption today that's starting to ramp up?

再次跟進，有點關於產品，更多關於產品採用。您演講的主題是圍繞新的行業上線並採用它們。你能給我們介紹一下歷史嗎？比如，誰是早期採用者？然後當我們進入大流行時，一些新興行業上線的動機是什麼？是什麼推動了——其中一些——我猜，就 Kafka 或 Confluent 的採用而言，你認為今天開始加速普及的原因是什麼？

Yes, it's been interesting to watch. So the early adopters were all the tech companies, so in Silicon Valley, right? And you would see this as a massive platform in the big tech giants, and we're interestingly just coming to them as Confluent customers now, right? They were open source adopters. And so you would see that with Instacart or Square or this time around New Relic. New Relic has been using open source Kafka for quite some time at scale, now switched over to our managed offering.

是的，這很有趣。所以早期的採用者都是科技公司，所以在矽谷，對吧？你會認為這是大型科技巨頭的一個巨大平台，有趣的是，我們現在只是作為 Confluent 的客戶來找他們，對吧？他們是開源採用者。因此，您會在 Instacart 或 Square 或這次在 New Relic 周圍看到這一點。 New Relic 已經大規模使用開源 Kafka 有一段時間了，現在切換到我們的託管產品。

From there, probably around the time that Confluent got started as a company, we started to spread to other industries. And the spread in each industry has been -- it's almost like top-down and bottom-up. These very small tech companies will be early adopters, and then kind of the apex companies in each industry, the ones that have the most significant investment in technology and are the most sophisticated about deploying things, they're first, and then it kind of spreads to the middle.

從那時起，大概在 Confluent 作為一家公司成立的時候，我們開始向其他行業擴張。每個行業的傳播都是 - 它幾乎就像自上而下和自下而上。這些非常小的科技公司將成為早期採用者，然後是每個行業的頂級公司，那些在技術上投資最多、部署最複雜的公司，它們首先，然後是那種蔓延到中間。

And so you would see that in financial services, which was an early adopter. Retail, which was an early adopter, where now, there's pretty good penetration in those top companies. We're kind of well out into the middle.

因此，您會在早期採用者的金融服務中看到這一點。零售業是早期採用者，現在在這些頂級公司中的滲透率很高。我們在中間有點好。

Some of the areas where I feel like there's more opportunity relative to what we've done so far, public sector, I think there's enormous opportunity there. Telecom, health care, I think these are areas where we obviously have wonderful marquee customers, but we're still just getting full coverage of the logos, let alone starting the larger growth. And so I think there's a lot of opportunity even in these industries where we have kind of at least some use case. In each customer, of course, our goal is to grow that significantly.

相對於我們迄今為止所做的工作，我覺得在一些領域有更多機會，公共部門，我認為那裡有巨大的機會。電信、醫療保健，我認為這些領域我們顯然擁有出色的大客戶，但我們仍然只是全面覆蓋徽標，更不用說開始更大的增長了。所以我認為即使在這些我們至少有一些用例的行業中也有很多機會。當然，在每個客戶中，我們的目標是顯著增長。

But yes, I think some of the industries that have been a little slower are probably the ones that actually have less competitive pressure to kind of innovate around technology. And that's at least been our internal explanation for why some industries which have huge use cases around real time potentially have been a little slower to pick up the new wave of technology.

但是，是的，我認為一些速度較慢的行業可能實際上是那些圍繞技術進行創新的競爭壓力較小的行業。這至少是我們的內部解釋，為什麼一些具有大量實時用例的行業可能在接受新一波技術方面要慢一些。

Thanks, Sanjit. We'll take our next question from Jason Ader of William Blair followed by Cowen. Jason?

謝謝，桑吉特。我們將向 William Blair 的 Jason Ader 和 Cowen 提出下一個問題。傑森？

Great. Great. I guess it was really good growth, but it's the smallest beat you've had as a public company. And I understand the dynamics around the kind of shift to cloud maybe happening faster than you expected.

偉大的。偉大的。我想這確實是一個不錯的增長，但這是你作為一家上市公司所經歷的最小的節拍。而且我了解這種向雲遷移的動態可能比您預期的要快。

But my question is really on the go-to-market side. and I guess towards you, Jay, where are some of the areas you feel like you could be getting even better leverage to kind of execute on what clearly is pretty tremendous market demand? And I'm thinking specifically maybe a partner ecosystem, GSIs, ISVs, et cetera. You talked a little bit about Azure, I know you also deepened your relationship with AWS recently.

但我的問題實際上是在進入市場方面。我猜對你，傑伊，你覺得你可以在哪些領域獲得更好的槓桿作用來執行顯然非常巨大的市場需求？我特別想的是合作夥伴生態系統、GSI、ISV 等等。你談了一點 Azure，我知道你最近也加深了與 AWS 的關係。

But can you just talk through kind of the puts and takes there, or where you really see the kind of big -- the most bang for your buck?

但是你能不能只談一下那裡的看跌期權，或者你真正看到的那種大的——最划算的？

Yes. I think there's 2 things that are building that will contribute more over time. One is the partner effort, which you mentioned, SIs, I think that helps accelerate what we're doing, take it into other areas. I think the other one I would describe as the awareness of the category and brand. But I think for any new thing, as that builds, it does kind of transition from something that's new and nobody has heard of to something that's very mainstream to something you have to do just to stay up to date.

是的。我認為有兩件事情正在建設中，隨著時間的推移會做出更多貢獻。一個是您提到的合作夥伴的努力，SI，我認為這有助於加速我們正在做的事情，將其帶到其他領域。我認為另一個我會描述為類別和品牌的意識。但我認為，對於任何新事物，隨著它的建立，它確實會從新事物、沒有人聽說過的事物過渡到非常主流的事物，再到你必須做的事情才能保持最新狀態。

Now, I think that's been building for us, just the awareness among senior personas in organizations. That's changed dramatically over the last few years. And I think that's a huge help for us in just enabling us to spread faster in an organization.

現在，我認為這是為我們建立的，只是組織中高級角色的意識。在過去幾年中，情況發生了巨大變化。而且我認為這對我們來說是一個巨大的幫助，使我們能夠在組織中更快地傳播。

And then I touched already on both what Cloud enables as a product. But it's not just about having the product features. This customer growth go-to-market, really taking advantage of this to be able to land as quickly as possible, to be able to drive that spread across the organization, I think that's something that we've really kind of started to build around as a philosophy. And I think as that kind of comes to full fruition, I think that's going to be one of the really powerful things that allow us to really move faster.

然後我已經談到了云作為產品所支持的兩個方面。但這不僅僅是擁有產品功能。這種客戶增長進入市場，真正利用這一點能夠盡快登陸，能夠推動整個組織的傳播，我認為這是我們真正開始構建的東西作為一種哲學。而且我認為隨著這種方式的全面發展，我認為這將成為真正強大的事情之一，讓我們能夠真正更快地行動。

Great. And then a quick follow-up for Steffan.

偉大的。然後是對 Steffan 的快速跟進。

Steffan, are you contemplating any kind of macro impact in your guidance for either Q2 or the year? Either Russia to Ukraine, FX or anything else in that guidance?

Steffan，您是否考慮在第二季度或今年的指導中產生任何宏觀影響？俄羅斯到烏克蘭，外匯或該指南中的其他任何內容？

Well, first off, the demand environment remains very strong for our technology and in the setup for our company. And when we look at guidance, we absolutely take in signals from different geographies. We look at the sales pipeline, we look at close ratios, et cetera, and we will reflect that in both our Q2 and our fiscal year guide.

好吧，首先，我們的技術和公司設置的需求環境仍然非常強勁。當我們查看指導時，我們絕對會接受來自不同地區的信號。我們著眼於銷售渠道，我們著眼於密切比率等，我們將在我們的第二季度和我們的財政年度指南中反映這一點。

I can say that I'm very pleased that we're able to beat and raise this quarter and for the year, and so all of that macro is factored into our guide. Now if things change, we'll reassess, but we feel very good about our position heading into not only Q2 but for the balance of the year.

我可以說我很高興我們能夠在本季度和本年度擊敗並提高，因此所有這些宏觀因素都納入了我們的指南。現在，如果情況發生變化，我們將重新評估，但我們對進入第二季度以及今年餘下時間的立場感到非常滿意。

And we'll take our next question from Derrick Wood of Cowen followed by Wells Fargo.

我們將向 Cowen 的 Derrick Wood 提出下一個問題，然後是 Wells Fargo。

Guys. One of the metrics that really stuck out is this customer number, the total customer number. If my math is right, you had about 650 net new customers in the quarter, which was a big step up from historic levels.

伙計們。真正突出的指標之一是客戶數量，即客戶總數。如果我的計算是正確的，你在本季度有大約 650 名淨新客戶，這比歷史水平高出一大步。

If you could put your finger on it, what was the change factor? I mean, we've been seeing this rise in new customer generation, but it does seem like it took another step up forward. Anything you'd call out in terms of what's driving that? And are the majority going to cloud? Or is there some sort of mix also still choosing the platform?

如果你能把手指放在它上面，改變的因素是什麼？我的意思是，我們已經看到新客戶一代的增長，但它似乎又向前邁進了一步。就驅動因素而言，您有什麼想說的嗎？大多數人會走向雲端嗎？還是有某種組合還在選擇平台？

Yes. The vast majority of total customer count is Cloud. And that's because, of course, you can start very easily in kind of a frictionless way and build up. And so I touched on a few of the kind of product innovations that's actually coupled with go-to-market changes to help out. Removing the paywall in the product, allowing people to log in with existing accounts from Google or GitHub, a lot of these low friction things really help.

是的。絕大多數客戶總數是雲。那是因為，當然，你可以很容易地以一種無摩擦的方式開始並建立起來。因此，我談到了一些實際上與市場變化相結合的產品創新，以提供幫助。移除產品中的付費牆，允許人們使用來自 Google 或 GitHub 的現有帳戶登錄，許多這些低摩擦的東西確實很有幫助。

Our goal is to make this the default way of getting started with Kafka or any kind of streaming project and just make it the first thing developers do rather than have you kind of start with the open source and then convert over at a later time. I think we're still building around that, so that's a stat which I do expect will kind of fluctuate over time. We see it as a very important thing to build this broad base at the bottom, and we've been pleased with how it's built. But obviously, as we kind of experiment with this, it does go up and down more. We were pleased with the results this quarter.

我們的目標是讓它成為開始使用 Kafka 或任何類型的流媒體項目的默認方式，並讓它成為開發人員做的第一件事，而不是讓你從開源開始，然後再轉換。我認為我們仍在圍繞這一點進行建設，所以我確實預計這個數據會隨著時間的推移而波動。我們認為在底部建立這個廣泛的基礎是一件非常重要的事情，我們對它的構建方式感到滿意。但顯然，當我們對此進行實驗時，它確實會上下波動。我們對本季度的結果感到滿意。

Great. And Jay, both you and Steffan kind of referenced the tighter labor market and maybe wage inflation and how your cloud platform can really help address the costs that would normally come from open source. Are those things actually coming into conversations with customers and perhaps driving a bigger flywheel of open source to commercial conversion?

偉大的。 Jay，你和 Steffan 都提到了勞動力市場趨緊和工資上漲，以及你的雲平台如何真正幫助解決通常來自開源的成本。這些事情是否真的進入了與客戶的對話中，並可能推動了更大的開源到商業轉換的飛輪？

Yes, absolutely. So I would say both in the tech world and in mainstream enterprise, you saw these very large kind of platform teams that ran internal infrastructure efforts. And of course, Kafka itself came out of one of those that I ran at LinkedIn.

是的，一點沒錯。所以我想說，無論是在科技界還是在主流企業中，你都看到了這些非常龐大的平台團隊，它們運行著內部基礎設施的工作。當然，Kafka 本身就是來自我在 LinkedIn 運行的其中一個。

There's pros and cons to that, right? There's lots of innovation that can happen on this internal infrastructure, but it's extraordinarily expensive. If you have the best 50% of your engineers working on internal infrastructure, that's a lot that's not going into the innovation in that company. So I think that there's a mindset shift overall.

這樣做有好處也有壞處，對吧？在這種內部基礎架構上可以進行很多創新，但成本非常高。如果你有最好的 50% 的工程師在內部基礎設施上工作，那麼很多東西都不會用於該公司的創新。所以我認為總體上存在思維方式的轉變。

I do think in uncertain times, that shift tends to happen a little faster because people are actually looking at efficiency. But even in the absence of that, just the competitiveness in the market does make people think about, hey, where -- if we can't get the people, if we can't retain the people, what -- where are those people going? What are they working on? Are they working on the things that are special sauce? Or are they working on these underlying data layers where we have another solution?

我確實認為在不確定的時期，這種轉變往往會發生得更快一些，因為人們實際上正在關注效率。但即使沒有這個，只是市場競爭力確實讓人們思考，嘿，如果我們不能得到人，如果我們不能留住人，那些人在哪裡？去？他們在做什麼？他們在做特殊醬汁的東西嗎？或者他們是否在我們有其他解決方案的基礎數據層上工作？

And that makes them kind of look outside their walls, and that's a very important change. I think you're seeing that in tech, which is opening that up. You're seeing it in a large -- a lot of the large enterprises that would have similar kind of internal teams that would operate infrastructure at scale, and I think that powers the whole move to cloud.

這讓他們看起來像是在牆外，這是一個非常重要的變化。我認為你在科技中看到了這一點，這正在打開它。您會在很多大型企業中看到它，它們將擁有類似的內部團隊來大規模運營基礎設施，我認為這推動了整個向雲的遷移。

But it's a huge deal for the open source companies like us where, back in the day, on-premise, you might have a relatively low conversion rate from open source to paying customers. But now in the cloud, I think you can have something which is a better product, but also a better deal. Like, cheaper to operate when you take into account all the infrastructure cost and especially the people cost.

但對於像我們這樣的開源公司來說，這是一筆巨大的交易，在過去，在本地，從開源到付費客戶的轉換率可能相對較低。但現在在雲中，我認為你可以擁有更好的產品，但也可以獲得更好的交易。比如，當你考慮到所有的基礎設施成本，尤其是人力成本時，運營成本會更低。

Great. Congrats on another strong quarter.

偉大的。祝賀另一個強勁的季度。

We'll take our next question from Michael Turrin of Wells Fargo, followed by Credit Suisse.

我們將向富國銀行的邁克爾·特林提出下一個問題，然後是瑞士信貸。

Jay, we're fielding lots of questions across software on just the overall macro demand environment and how certain markets could perform in a stress test. The event streaming market, still in its infancy, the net new customer ads metrics remain healthy and strong. We've seen growth from the hyperscalers, proved more resilient here thus far as well. But what would you say to investors who are just asking around the durability or where the spend and demand comes from within that context?

傑伊，我們正在就整體宏觀需求環境以及某些市場在壓力測試中的表現如何解決軟件問題。事件流媒體市場仍處於起步階段，淨新客戶廣告指標保持健康和強勁。我們已經看到超大規模企業的增長，到目前為止也證明了這裡更具彈性。但是，對於那些只是詢問耐用性或在這種情況下支出和需求來自哪裡的投資者，您會說什麼呢？

Yes. There's a couple of things I'd point to.

是的。我要指出幾件事。

We've been really happy to -- with the growth and overall trajectory of the demand environment, I think that because we tend to serve application layer software, there's less risk of it kind of disappearing overnight, right? It's not the kind of thing you can just turn off. And beyond that, because we have access to this large installed base of open source users, I showed that graph of Kafka adoption. Even in the event where new use cases slow a bit, right, which we haven't seen, but were that to be the case. Just actually going out and bringing more of the existing open source user base into the platform, as there's more pressure on operational efficiency, is absolutely a significant path for growth for us even in the current environment, And can accelerate in that environment.

我們真的很高興——隨著需求環境的增長和整體軌跡，我認為因為我們傾向於為應用層軟件提供服務，所以它在一夜之間消失的風險較小，對吧？這不是那種你可以關掉的東西。除此之外，因為我們可以訪問這個龐大的開源用戶安裝基礎，所以我展示了 Kafka 採用的圖表。即使在新的用例速度有點慢的情況下，我們還沒有看到，但如果是這樣的話。實際上走出去，將更多現有的開源用戶群帶入平台，因為運營效率的壓力更大，即使在當前環境下，對我們來說絕對是一條重要的增長路徑，並且可以在那個環境中加速。

So yes, we haven't seen a big change. We're kind of watching it closely with the same level of paranoia. But even just -- I was out in Europe, for Kafka Summit, in conversations with customers, I would say the level of enthusiasm for this at even very senior levels now, much higher than the last time I was out there, which was probably over a year ago.

所以是的，我們沒有看到很大的變化。我們正以同樣程度的偏執狂密切關注它。但即使只是——我在歐洲參加卡夫卡峰會，在與客戶交談時，我會說現在甚至非常高級的人員對此的熱情程度，比我上次在那裡的時候要高得多，那可能是在一年前。

Yes, that's great. The open source piece is a sneaky visibility factor for you.

是的，那太好了。開源部分對您來說是一個隱秘的可見性因素。

One more, if I could sneak it in with Steffan. You mentioned the Q1 beat was maybe a little tighter than what we've seen, but the full year raise was very substantial. I think 2x the size of the upside we saw in Q1. So anything you'd call attention to from either a Q1 seasonal perspective, or just something in the RPO? Or what drives the full year confidence in the rates there?

還有一個，如果我能和斯特凡一起偷偷溜進去的話。你提到第一季度的節拍可能比我們看到的要緊一些，但全年的漲幅非常可觀。我認為是我們在第一季度看到的上漲幅度的 2 倍。那麼，從第一季度的季節性角度或 RPO 中的某些內容，您會提請注意什麼？或者是什麼推動了全年對那裡利率的信心？

A lot of it comes from the strength of the business that we already have booked. We look at the current RPO and total RPO. The signals there point to, again, increasing revenue for cloud sequentially throughout the year. The number of new logos we've brought on into the business has -- is also a factor.

其中很大一部分來自我們已經預訂的業務實力。我們查看當前的 RPO 和總 RPO。那裡的信號再次表明，雲計算的收入全年連續增加。我們引入業務的新標識的數量——也是一個因素。

And then a real bright spot for the company is our metrics, which have consistently been improving. We gave additional disclosure this quarter around our cloud NRR being above 150% and hybrid NRR being the highest. And if you think about where the puck is going, most companies are going with cloud, and a lot of our existing companies that were CP, Confluent platform customers only, they're just getting started on their journey with Confluent Cloud. And so that hybrid cohort and the cloud cohort should be contributing a lot more to the business going forward.

公司的一個真正亮點是我們的指標，這些指標一直在改進。本季度我們額外披露了我們的雲 NRR 高於 150%，混合 NRR 最高。如果你想一想冰球的發展方向，大多數公司都在使用雲計算，而我們現有的許多公司都是 CP，僅限 Confluent 平台客戶，他們才剛剛開始使用 Confluent Cloud 的旅程。因此，混合隊列和雲隊列應該為未來的業務做出更多貢獻。

So we feel good about the setup for the year.

所以我們對今年的設置感覺很好。

Michael. We'll take our next question from Phil Winslow of Credit Suisse, followed by Piper Sandler. Phil?

邁克爾。我們將向瑞士信貸的菲爾溫斯洛提出下一個問題，然後是派珀桑德勒。菲爾?

I just want to focus in on the large deal metrics, Jay. That's one of the things that jumped out in the quarter here. I think you added more than twice as many million dollar accounts this quarter as you did in Q1 last year.

傑伊，我只想專注於大宗交易指標。這是本季度跳出來的事情之一。我認為您在本季度新增的百萬美元賬戶數量是去年第一季度的兩倍多。

Just wondering if you can dig in to what you're hearing from these customers? What's driving this expansion? I mean, is it sort of the scale use cases, call it vertically? Or are you seeing sort of broader adoption? Just horizontally more and more multiple use cases, that central nervous system as an example.

只是想知道您是否可以深入了解您從這些客戶那裡聽到的信息？是什麼推動了這種擴張？我的意思是，它是一種規模用例，垂直調用嗎？或者您是否看到了更廣泛的採用？只是橫向越來越多的用例，以中樞神經系統為例。

Then Steffan, just to build on the last question in terms of, obviously, you highlighted strong CRPO again this quarter, particularly in the unbilled backlog component of that, and your comment about sequentially improving cloud. I wonder if you could just remind us sort of in the commit and consume model of Confluent Cloud, how we should think about converting sort of those bookings into revenue, and how that kind of relates back to your guidance that you get for improving sequential over the course of the year? So 2 questions there.

然後 Steffan，只是在最後一個問題的基礎上，顯然，您在本季度再次強調了強大的 CRPO，特別是在未開票的積壓部分中，以及您對順序改進云的評論。我想知道您是否可以在 Confluent Cloud 的提交和消費模型中提醒我們，我們應該如何考慮將這些預訂轉化為收入，以及這與您獲得的改進順序的指導有何關係一年的課程？所以有2個問題。

Yes. Yes, so I'll address the first one.

是的。是的，所以我將解決第一個問題。

I mean, the million-plus customers, we do use that as kind of a loose proxy for people who are kind of going big in this kind of central nervous system. I'm really thinking about this across the business. Of course, you could probably get to that spend with one very large use case, but it's much more common that it has broad adoption in those organizations. So yes, it's a strong signal.

我的意思是，超過百萬的客戶，我們確實使用它作為一種鬆散的代理，代表那些在這種中樞神經系統中大放異彩的人。我真的在整個行業都在考慮這個問題。當然，您可能會通過一個非常大的用例來實現這一支出，但更常見的是它在這些組織中得到廣泛採用。所以，是的，這是一個強烈的信號。

Quarter-to-quarter, that will vary a bit, right, just because it's a smaller number, so there's a little more variance. But yes, it's absolutely strong. I spent a week -- over the last week meeting with senior folks in Europe. And I would say that probably the biggest change from my point of view, probably 2 things that I observed.

每個季度，這會有所不同，對，只是因為它是一個較小的數字，所以會有更多的差異。但是，是的，它絕對強大。我花了一周時間——在上週與歐洲的資深人士會面。我想說，從我的角度來看，這可能是最大的變化，可能是我觀察到的兩件事。

One, much, much broader senior awareness of what's happening with data in motion. I feel like this is a problem that people have been had. It's like a pain people have had where they've been reaching for solutions and now there's kind of something there and there's enough adoption that they're willing to bet on it big, and I think that helps us significantly. I think that's coupled with a much more concerted push to cloud.

一個，更廣泛的高級意識對動態數據正在發生的事情。我覺得這是人們遇到的問題。這就像人們一直在尋求解決方案時所經歷的痛苦，現在那裡有某種東西，並且有足夠的採用率，他們願意大賭注，我認為這對我們有很大幫助。我認為這與更加一致地推動雲計算相結合。

That may be more Europe-specific. I think it was happening maybe a little bit more seriously in the U.S. already. But certainly, among senior leaders I met with there, with seriousness with which they were pushing that transition, I thought that was different. So I think both of those are catalysts for us.

這可能更適合歐洲。我認為這可能已經在美國發生了一些更嚴重的事情。但可以肯定的是，在我在那裡會見的高級領導人中，他們以嚴肅的態度推動這一轉變，我認為這是不同的。所以我認為這兩者都是我們的催化劑。

And on the cloud piece, there are multiple elements to your question, Phil. So let me cover off, I think, the main ones.

在雲片上，菲爾，你的問題有多個元素。所以讓我掩飾一下，我想，主要的。

So first, when we look about -- when we look into the cloud rhythms of the business, we have very impressive cloud revenue growth. But more importantly, new cloud ACV was greater than 50% again for this quarter, and that's coming off of what was a strong Q4 as well. And so we have really good underlying momentum there.

因此，首先，當我們審視業務的雲節奏時，我們的雲收入增長非常可觀。但更重要的是，本季度新的雲 ACV 再次超過 50%，這也來自於強勁的第四季度。所以我們在那裡有很好的潛在動力。

Mechanically, when you think about the transition from Cloud CRPO to revenue, there are multiple factors at play. And one of the biggest factors is in a consumption-based business, our revenue is still modest but growing incredibly fast. The timing of software projects throughout the year will have a more pronounced impact on sequential growth at this stage of our business.

機械地，當您考慮從雲 CRPO 到收入的轉變時，有多個因素在起作用。最大的因素之一是在以消費為基礎的業務中，我們的收入仍然不大，但增長速度非常快。全年軟件項目的時間安排將對我們現階段業務的連續增長產生更明顯的影響。

What we've talked about in the past is it takes a few quarters for customers to reach their committed consumption curve, and operationally, we're focused very much on decreasing the time to consumption for our customers. And we do that at each stage of the customer journey that we've outlined. And because we've been doing a lot of those things operationally, and you combine that with the high NRR for cloud that we have and the new customer count for cloud that we have, we can see this progression in our model that shows cloud revenue increasing sequentially quarter-over-quarter for the remainder of the year.

我們過去談到的是，客戶需要幾個季度才能達到他們承諾的消費曲線，並且在運營上，我們非常專注於減少客戶的消費時間。我們在我們概述的客戶旅程的每個階段都這樣做。而且因為我們在運營上已經做了很多這樣的事情，並且您將其與我們擁有的雲的高 NRR 和我們擁有的雲的新客戶數量相結合，我們可以在我們的模型中看到這種進展，顯示雲收入在今年剩餘時間裡，環比環比增長。

So that's the dynamic at play, and we think cloud is going through this real robust growth in our business. It's accounted for a large proportion of our bookings. We just landed an apex customer in the digital native segment. And we feel like we're just getting started on cloud.

所以這就是動態，我們認為雲計算正在經歷我們業務的真正強勁增長。它占我們預訂的很大一部分。我們剛剛在數字原生領域找到了一位頂級客戶。我們覺得我們才剛剛開始使用雲。

Our next question comes from Rob Owens of Piper Sandler, followed by Bank of America. Rob?

我們的下一個問題來自 Piper Sandler 的 Rob Owens，其次是美國銀行。搶？

I wonder if you could touch a little bit more on the international versus domestic growth and the success you saw within this quarter, both from a go-to-market standpoint? How you're building? And also, are you seeing any difference in terms of big deals versus kind of those transactional velocity deals as we look internationally versus domestically?

我想知道你是否可以從進入市場的角度更多地談談國際與國內的增長以及你在本季度看到的成功？你是怎麼建的？而且，當我們在國際和國內觀察時，您是否發現大宗交易與此類交易速度交易有任何區別？

Yes. Yes. So international has continued to outpace U.S. growth. Kind of in just observing and talking with customers, I would say they're probably a little bit behind the curve on overall cloud adoption and a little bit behind on streaming, but catching up quickly. I think that in all regions, I've met with customers who are kind of going big at very senior levels, I think that's an exciting thing to say.

是的。是的。因此，國際增長繼續超過美國。只是觀察和與客戶交談，我想說他們可能在整體雲採用方面有點落後，在流媒體方面有點落後，但很快就趕上了。我認為在所有地區，我都遇到了一些在非常高級的層面上大放異彩的客戶，我認為這是一件令人興奮的事情。

So for us, the regional differences at this layer of the stack, they're not huge, right? There's many other products that have much bigger differences. By and large, I feel like this type of technology is kind of very international. But it is true that I would say the European companies were a little slower on cloud, so just the total dollar spend in cloud is not at the same level yet as the counterparts -- similar sized company in the same industry would be at in the U.S. And then maybe a little bit, maybe a year behind the curve across the board on the world of streaming.

所以對我們來說，這一層堆棧的區域差異並不大，對吧？還有許多其他產品有更大的差異。總的來說，我覺得這種技術有點國際化。但確實，我會說歐洲公司在雲上的速度有點慢，所以只是在雲上的總美元支出與同行的水平不同——同行業中規模相似的公司在美國然後可能會落後一點，可能比流媒體世界的曲線落後一年。

But by and large, doing exactly the same projects in exactly the same way, so we see that as a super healthy thing as that business is kind of catching up to what we see in the U.S.

但總的來說，以完全相同的方式做完全相同的項目，所以我們認為這是一件非常健康的事情，因為該業務正在趕上我們在美國看到的情況。

You may have bits to add to that, Steffan, but those are my observations.

Steffan，你可能有一些補充，但這是我的觀察。

All right. We'll take our next question from Brad Sills of Bank of America.

好的。我們將向美國銀行的 Brad Sills 提出下一個問題。

This is Adam on for Brad. So just as you guys see deals get bigger, can you just remind us how we should be thinking about seasonality again? For example, like should we expect to see a more pronounced Q4 this year than maybe last year or the year prior?

這是布拉德的亞當。因此，正如你們看到交易越來越大，您能否提醒我們應該如何再次考慮季節性？例如，我們是否應該期望今年第四季度比去年或前一年更明顯？

Yes, do you want to speak to that, Steffan?

是的，你想談談嗎，斯特凡？

Sure. When we think about seasonality, it's really from a bookings basis primarily. That's where we start. And given the way that business is done in the enterprise, typically near the end of the calendar year, larger deals have more momentum, and we -- in deals in Q4, and it's also aligned with sales compensation plans. But we're looking at doing very substantial deals throughout the whole year, but it just so happens the way that the enterprise business works. It tends to be -- Q4 tends to be higher from a booking standpoint.

當然。當我們考慮季節性時，實際上主要是基於預訂。這就是我們開始的地方。考慮到企業的業務方式，通常在接近日曆年年底，更大的交易有更大的動力，我們在第四季度的交易中，它也與銷售補償計劃保持一致。但我們正在考慮在全年進行非常大量的交易，但企業業務的運作方式正是如此。它往往是 - 從預訂的角度來看，第四季度往往更高。

When you look at revenue, there's going to be a little bit of variability in our revenue on a quarter-to-quarter basis in terms of growth rates, and that's because we have a hybrid revenue model. Part of our model has Confluent platform, which you have part of it upfront and then the balance recognized ratably. We are seeing an increased impact -- positive impact around our consumption business.

當您查看收入時，我們的收入在增長率方面每季度都會有一些變化，這是因為我們有一個混合收入模型。我們的模型的一部分具有 Confluent 平台，您可以預先獲得其中的一部分，然後平衡地識別。我們看到影響越來越大——對我們的消費業務產生積極影響。

And we talked about that there are some either seasonality or cyclicality type of dynamics to a consumption-based model. And so you could have Q4 to Q1 having less sequential consumption growth. But that's normal, and there are lots of different companies that are out there with a hybrid revenue model that sees that on a consumption basis.

我們談到了基於消費的模型存在一些季節性或週期性類型的動態。因此，第四季度到第一季度的連續消費增長可能會減少。但這很正常，有很多不同的公司採用混合收入模式，以消費為基礎。

But we're talking about this in the context of us continuing to raise numbers. We're leaning into a $50 billion-plus market. We're also leaning into improved visibility around how we're managing growth and profitability. And so I devoted a little bit of my comments to this in the script, but we remain committed to delivering high revenue growth and annual operating margins, operating margin improvement in FY '22. We plan on accelerating that in FY '23 from an operating margin standpoint, and we plan on exiting Q4 '24 with positive non-GAAP operating margin, and we're doing this all in a high-growth format.

但我們是在我們繼續增加數字的背景下討論這個問題的。我們正在向一個價值超過 500 億美元的市場傾斜。我們還傾向於提高關於我們如何管理增長和盈利能力的可見性。因此，我在劇本中對此發表了一些評論，但我們仍然致力於實現高收入增長和年度營業利潤率，並在 22 財年提高營業利潤率。從營業利潤率的角度來看，我們計劃在 23 財年加速實現這一目標，並且我們計劃在 24 年第四季度以正的非公認會計準則營業利潤率退出，我們正在以高增長的形式進行這一切。

And the last point I want to make on that is, if you think about the importance of managing growth and profitability and the timing of when we are achieving positive non-GAAP operating margin, we're a 2014 vintage company, and we have laid out basically like a 10-year dynamic from 2014 to Q4 '24 of when we achieve non-GAAP operating margin positivity.

最後我想說的一點是，如果您考慮管理增長和盈利能力的重要性以及我們實現非公認會計準則營業利潤率的時機，我們是一家 2014 年的老牌公司，我們已經奠定了基本上就像從 2014 年到 24 年第四季度我們實現非公認會計準則營業利潤率正值的 10 年動態。

So we feel good about that. A lot of our peer group companies in the next-gen tech stack are, call it, 10 to 15 or 16 years post inception, so we're kind of right in line with our peer group on that front.

所以我們對此感覺很好。我們在下一代技術堆棧中的許多同行集團公司，稱之為，成立後 10 到 15 或 16 年，所以我們在這方面與我們的同行集團保持一致。

Awesome. And just as a quick follow-up, maybe for Jay. You guys called out a very strong Confluent Cloud performance with the mix, the new customers are mostly cloud. Can you just talk about within the existing Confluent platform customers, are these customers kind of migrating faster than you expected or running a hybrid deployment faster than expected? .

驚人的。就像一個快速的跟進，也許對於傑伊。你們用這種組合稱出了非常強大的 Confluent Cloud 性能，新客戶大多是雲。您能否談談現有的 Confluent 平台客戶，這些客戶的遷移速度是否比您預期的快，或者運行混合部署的速度比預期的快？ .

Yes. So we're seeing a ton of growth in this hybrid cohort that has both Confluent platform and Cloud. The 2 misconceptions that come up around our Confluent platform business.

是的。因此，我們看到這個同時擁有 Confluent 平台和雲的混合隊列有大量增長。圍繞我們的 Confluent 平台業務出現的 2 個誤解。

First of all, it's not really exactly a transition where people are swapping out an instance of Confluent platform and swapping in Confluent Cloud. This tends to be about the environment you're running in. So if you have applications on-premise, you're using Confluent platform. If you have applications in the public cloud, you're probably using Confluent Cloud. You can link those together so that data flows between, I talked about some of those use cases earlier.

首先，這並不是一個真正意義上的過渡，人們正在交換 Confluent 平台的實例並在 Confluent Cloud 中交換。這往往與您運行的環境有關。因此，如果您有本地應用程序，那麼您使用的是 Confluent 平台。如果您在公共雲中有應用程序，那麼您可能正在使用 Confluent Cloud。您可以將它們鏈接在一起，以便數據在它們之間流動，我之前談到了其中的一些用例。

And so as more use cases are being built in the public cloud, we see faster growth there. But that doesn't necessarily mean that the growth of Confluent platform goes to 0. That has actually continued to grow throughout this. And that use case of bridging across is actually a really important and strategic use case for customers, so we see it as a really strong asset. This is different for most technologies and it's about the flow of data, so we have to be in all the environments that our customers are in that everywhere value proposition. So we are seeing a ton of growth in that segment.

因此，隨著在公共雲中構建更多用例，我們看到那裡的增長更快。但這並不一定意味著 Confluent 平台的增長為 0。這實際上在整個過程中一直在增長。橋接的用例對客戶來說實際上是一個非常重要的戰略用例，所以我們認為它是一項非常強大的資產。這對於大多數技術來說是不同的，它與數據流有關，因此我們必須處於客戶所處的所有環境中，即無處不在的價值主張。因此，我們看到該細分市場出現大量增長。

And as Steffan alluded to, we see the highest NRR in that hybrid segment, even higher than the cloud-only NRR.

正如 Steffan 所暗示的那樣，我們看到該混合細分市場中的 NRR 最高，甚至高於僅雲的 NRR。

Great. Thanks, Adam and Brad. Our last question comes from Eric Heath at KeyBanc.

偉大的。謝謝，亞當和布拉德。我們的最後一個問題來自 KeyBanc 的 Eric Heath。

Jay, just curious to hear more color on that 8-figure expansion deal. I mean just, number one, was that a cloud customer win? And number two, is that -- what was the sales playbook there? And were any channel partners involved in that?

傑伊，只是想知道那筆 8 位數擴張交易的更多色彩。我的意思是，第一，那是雲客戶贏了嗎？第二，那是-那裡的銷售手冊是什麼？是否有任何渠道合作夥伴參與其中？

Yes. So yes, it is a Cloud deal for us. We feel like the only product that makes sense for tech customers is Cloud. They're virtually all in the cloud.

是的。所以是的，這對我們來說是一筆雲交易。我們覺得唯一對科技客戶有意義的產品是雲。它們幾乎都在雲端。

And yes, it is. We're just starting to enter these very large open-source Kafka users in tech. Certainly, New Relic is in the kind of call it, top 25 biggest Kafka users. I don't have an exact ranking, but something like that. And we think that's a really important group of customers to go after. It pushes us to really be high performance, high reliability, cost effective, like all the things have to be right to serve these most aggressive customers who are -- have the most internal capabilities as well and get them to make the change.

是的，是的。我們剛剛開始在技術領域進入這些非常大的開源 Kafka 用戶。當然，New Relic 就是所謂的前 25 位最大的 Kafka 用戶。我沒有確切的排名，但類似的東西。我們認為這是一個非常重要的客戶群。它推動我們真正做到高性能、高可靠性、成本效益，就像所有事情都必須正確才能為這些最具侵略性的客戶提供服務——他們也擁有最強大的內部能力並讓他們做出改變。

And the if you do, there's a big prize there, right? Because there's massive teams built around this. Some of these organizations have a team of 50 people that's running the Kafka infrastructure, and it's attached to every application they run, so yes.

如果你這樣做了，那裡就有大獎，對吧？因為圍繞這個建立了龐大的團隊。其中一些組織有一個 50 人的團隊運行 Kafka 基礎架構，並且它附加到他們運行的每個應用程序，所以是的。

So I think we're just getting started in tech even though we have some great large customers there. We intend to expand that set of large tech customers. We've been doing well for some time now in the kind of commercial-size tech customers, lower revenue, smaller tech companies, and I think that's a great area for us. And I do think it's part of an overall mindset shift in these companies to try and get out of the self-managed, in-house infrastructure business and kind of put the engineers on something that matters.

所以我認為我們才剛剛開始涉足科技領域，儘管我們在那裡有一些很棒的大客戶。我們打算擴大這組大型科技客戶。一段時間以來，我們在商業規模的科技客戶、收入較低、規模較小的科技公司方面做得很好，我認為這對我們來說是一個很好的領域。我確實認為這是這些公司整體思維轉變的一部分，試圖擺脫自我管理的內部基礎設施業務，讓工程師從事重要的事情。

And if I could just sneak one more in. Just on the competitive landscape with the public cloud vendors, you announced some deeper partnerships there. So I'm just curious if it's turning more from competition to maybe cooperation on that front?

如果我能再偷偷摸摸一下。就與公共雲供應商的競爭格局而言，你們宣布了一些更深層次的合作夥伴關係。所以我只是好奇它是否更多地從競爭轉向了這方面的合作？

Yes. Well, it's a little bit of both. The cooperation comes from the fact that we actually play a really important role, I think, in the cloud. And the kind of getting data into it, actually, the flow of data into their systems. And so much more than other infrastructure areas, I think we're viewed as a really positive and strategic element of their ecosystem. And that's -- hence, all the cooperation with BigQuery and Google and the other data warehouse technologies in other clouds because we're a big deliverer of data to these services through our connectors. So that part's incredibly cooperative.

是的。好吧，兩者兼而有之。我認為，合作源於我們實際上在雲中扮演著非常重要的角色。以及將數據輸入其中的方式，實際上是將數據流到他們的系統中。與其他基礎設施領域相比，我認為我們被視為其生態系統中非常積極和戰略性的元素。這就是 - 因此，與 BigQuery 和 Google 以及其他雲中的其他數據倉庫技術的所有合作，因為我們是通過我們的連接器向這些服務提供數據的大型交付者。所以那部分非常合作。

They obviously have different products we compete with. Some of those products you would never hear about, some do come up, but we feel that we compete very well. We have an excellent win rate when they come up, and I think that comes out of the depth in this space. I don't think in any of the cloud vendors, real depth around streaming with a kind of integrated strategy around all the parts has really emerged. And that's put us in a unique position in going after this. Coupled with our ability to actually span the different environments, which is something they kind of can't really do or can't really do well.

他們顯然有我們與之競爭的不同產品。有些產品你永遠不會聽說，有些確實出現了，但我們覺得我們的競爭非常好。當他們出現時，我們的勝率很高，我認為這來自這個領域的深度。我不認為在任何云供應商中，圍繞流媒體的真正深度以及一種圍繞所有部分的集成策略已經真正出現。這使我們在追求這方面處於獨特的地位。再加上我們實際跨越不同環境的能力，這是他們無法真正做到或無法真正做好的事情。

Great. Thanks, Eric. This concludes today's earnings call. Thank you all for joining us. Take care.

偉大的。謝謝，埃里克。今天的財報電話會議到此結束。感謝大家加入我們。小心。

Thank you.

謝謝你。