ChargePoint Holdings Inc (CHPT) 2022 Q1 法說會逐字稿

Ladies and gentlemen, good afternoon. My name is Savannah, and I will be your conference operator for today's call. At this time, I would like to welcome everyone to ChargePoint First Quarter Fiscal 2023 Earnings Conference Call and Webcast. (Operator Instructions)

女士們，先生們，下午好。我叫 Savannah，我將擔任今天電話會議的會議接線員。此時，我想歡迎大家參加 ChargePoint 2023 財年第一季度收益電話會議和網絡直播。 （操作員說明）

I would now like to turn the call over to Patrick Hamer, ChargePoint's Vice President of Capital Markets and Investor Relations. Patrick, please go ahead.

我現在想把電話轉給 ChargePoint 的資本市場和投資者關係副總裁 Patrick Hamer。帕特里克，請繼續。

Good afternoon, and thank you for joining us on today's conference call to discuss Chart Point's first quarter fiscal 2023 (inaudible) on today's call are Pasquale Romano, our Chief Executive Officer; and Rex Jackson, our Chief Financial Officer. This afternoon, we issued our press release announcing results for the quarter, which can be found on our website. We'd like to remind you that during the conference call, management will be making forward-looking statements, including our fiscal second quarter and full fiscal year 2023 outlook and our expected investment and growth initiatives. These forward-looking statements involve risks and uncertainties, many of which are beyond our control and could cause actual results to differ materially from our expectations. These forward-looking statements apply as of today, and we undertake no obligation to update these statements after the call.

下午好，感謝您參加今天的電話會議，在今天的電話會議上討論 Chart Point 的 2023 財年第一季度（聽不清），我們的首席執行官 Pasquale Romano；和我們的首席財務官 Rex Jackson。今天下午，我們發布了本季度業績的新聞稿，可在我們的網站上找到。我們想提醒您，在電話會議期間，管理層將發表前瞻性陳述，包括我們的第二財季和整個 2023 財年展望以及我們預期的投資和增長計劃。這些前瞻性陳述涉及風險和不確定性，其中許多是我們無法控制的，可能導致實際結果與我們的預期存在重大差異。這些前瞻性陳述從今天起適用，我們不承擔在電話會議後更新這些陳述的義務。

For a more detailed description of certain factors that could cause actual results to differ, please refer to our Form 10-K filed with the SEC on April 4, 2022 and in our earnings release posted today on our website and filed with the SEC on Form 8-K. Also, please note that we use certain non-GAAP financial measures on this call, which we reconcile to GAAP in our earnings release and for historical periods in the investor presentation posted on the Investors section of our website.

有關可能導致實際結果不同的某些因素的更詳細描述，請參閱我們於 2022 年 4 月 4 日向美國證券交易委員會提交的 10-K 表格以及我們今天在我們網站上發布的收益報告中以及向美國證券交易委員會提交的表格8-K。此外，請注意，我們在此次電話會議上使用了某些非 GAAP 財務指標，我們在我們的收益發布中以及在我們網站投資者部分發布的投資者介紹中的歷史時期與 GAAP 進行了核對。

And finally, we'll be posting the transcript of this call to our Investor Relations website under the Quarterly Results section.

最後，我們將在“季度業績”部分下將此次電話會議的記錄發佈到我們的投資者關係網站。

And with that, I'll turn it over to Pasquale.

然後，我將把它交給 Pasquale。

Thank you, Pat. To start off, we are happy to report that our first quarter revenue of $82 million exceeded the high end of the quarterly guidance provided on the last call. Consistent with recent quarters, we performed well from a demand perspective across all verticals. We achieved record growth in Europe with 67% sequential quarterly revenue growth, a great indicator that our strategy to establish ourselves as a leader in that geography is working. Our year-over-year quarterly growth was 102%, and we grew sequentially from Q4 to Q1, beating the seasonal revenue decline we typically see between Q4 and Q1. Even more remarkable is we overcame supply chain headwinds to achieve that level of growth. We remain steadfast in prioritizing assurance of supply amidst the challenging macro environment. The increased inventory level on our balance sheet reflects our critical raw materials acquisition program. We are not accumulating finished product, having shipped what we could build during the quarter.

謝謝你，帕特。首先，我們很高興地報告，我們第一季度 8200 萬美元的收入超過了上次電話會議提供的季度指導的上限。與最近幾個季度一致，從所有垂直領域的需求角度來看，我們表現良好。我們在歐洲實現了創紀錄的增長，連續季度收入增長 67%，這很好地表明我們在該地區確立自己領導地位的戰略正在奏效。我們的季度同比增長率為 102%，我們從第四季度到第一季度連續增長，超過了我們通常在第四季度和第一季度之間看到的季節性收入下降。更值得注意的是，我們克服了供應鏈的不利因素，實現了這一增長水平。在充滿挑戰的宏觀環境中，我們仍然堅定不移地把保障供應放在首位。我們資產負債表上庫存水平的增加反映了我們的關鍵原材料採購計劃。我們沒有積累成品，已經運送了我們可以在本季度建造的產品。

Our operations team did a great job assuring supply this quarter to deliver our top line, but supply shifted mix to a degree and demand again outstripped supply with backlog up 35% over the prior quarter. As we discussed on our previous earnings call, we expected supply chain issues to continue to negatively impact gross margin. Impacts were higher than expected this quarter for both newer products from a cost perspective and for higher-margin mature products, from both the cost and availability perspective, resulting in a 17% gross margin for the quarter. Under more normal conditions, gross margins would have been higher, and Rex will share more on this.

我們的運營團隊在本季度確保供應以實現我們的收入方面做得很好，但供應組合在一定程度上發生了變化，需求再次超過供應，積壓訂單比上一季度增加了 35%。正如我們在之前的財報電話會議上討論的那樣，我們預計供應鏈問題將繼續對毛利率產生負面影響。從成本角度來看，本季度對新產品的影響高於預期，從成本和可用性角度來看，對利潤率較高的成熟產品的影響高於預期，因此本季度的毛利率為 17%。在更正常的情況下，毛利率會更高，雷克斯將在這方面分享更多。

On the product side, we continue to ramp manufacturing and deployment of our previously announced fast charge product family and our new commercial AC charging platform, the latter replacing wait label products we have used in select geographies for the commercial vertical. We expect these platforms to deliver scale and margin efficiencies in both fleet and commercial applications. These R&D advances not only satisfy customer requirements in both fleet and commercial verticals in both North America and Europe. With fleet and commercial verticals in both North America and Europe, but also represent technology-driven margin upside enable (inaudible)

在產品方面，我們繼續加快製造和部署我們之前宣布的快速充電產品系列和我們新的商用交流充電平台，後者取代了我們在特定地區用於商業垂直領域的等待標籤產品。我們希望這些平台能夠在車隊和商業應用中提供規模和利潤效率。這些研發進步不僅滿足了北美和歐洲車隊和商業垂直領域的客戶需求。在北美和歐洲擁有機隊和商業垂直市場，但也代表著技術驅動的利潤上升空間（聽不清）

Our experience with customers this quarter is both consistent with historical ratios and supports our investment in the land component of our land and expand strategy. On the land side, we added over 1,000 new customers this quarter, with new customer billings at approximately 30% for the period. Because orders from new customers initiate a revenue stream that grows consistently into the future, we anticipate most of the revenue generated over the life of customers added this quarter will occur in a future environment in which supply chain conditions will ever turn to normalcy. Hence, the decision to accept the lower margin for the quarter to support the acquisition of new

我們本季度與客戶的經驗與歷史比率一致，並支持我們對土地和擴張戰略的土地部分的投資。在陸地方面，本季度我們增加了 1,000 多個新客戶，同期新客戶賬單約佔 30%。由於來自新客戶的訂單會產生持續增長的收入流，因此我們預計本季度新增客戶生命週期內產生的大部分收入將發生在供應鏈狀況將永遠恢復正常的未來環境中。因此，決定接受本季度較低的利潤率以支持收購新的

customers and the expansion from the installed base.

客戶和安裝基礎的擴展。

Supporting this strategy, consistent expansion with existing customers was

為支持這一戰略，與現有客戶的持續擴張是

over 65% of

超過65%的

our buildings for the quarter.

我們本季度的建築物。

(technical difficulty)

（技術難度）

we ended the quarter with over 188,000 active under management, a sequential increase of 8% and a year-over-year increase of 67%. Of those, approximately 57,000 are in Europe and over 12,000 are DC fast. I'll remind you that ports under management is one way to track our commercial and fleet verticals as each of these ports pay an annual software subscription. We do not include home chargers at single-family residences in this count where we continue to have strong demand as well.

截至本季度末，我們管理著超過 188,000 名活躍客戶，環比增長 8%，同比增長 67%。其中，大約 57,000 個在歐洲，超過 12,000 個是 DC fast。我會提醒您，受管理的港口是跟踪我們的商業和船隊垂直領域的一種方式，因為這些港口中的每一個都支付年度軟件訂閱費。我們不包括單戶住宅的家用充電器，因為我們仍然有強勁的需求。

In addition to our network, our roaming reach is now over 320,000 additional courts in North America and Europe, bringing the total number of ports accessible to over 500,000 for charge point drivers. During the quarter, we celebrated another scaling milestone, but driver now plugs into ChargePoint every second or less.

除了我們的網絡之外，我們的漫遊覆蓋範圍現已覆蓋北美和歐洲超過 320,000 個額外的球場，使充電點司機可訪問的端口總數超過 500,000 個。在本季度，我們慶祝了另一個擴展里程碑，但驅動程序現在每秒或更短時間插入 ChargePoint。

On the strategic front, we've long believed that combining the road trip amenities drivers want with fast charging is critical to making driving electric beyond the driver's battery range, a great experience. Recent progress includes our partnership with Starbucks and Volvo, financing alternatives, including our partnership with Goldman Sachs Renewable Power and public-private partnerships such as the completion of the first of 6 highway corridors, the Colorado Energy Office awarded to ChargePoint to enable long-distance EV travel across the state. These examples illustrate how our business model sets us up to operationalize the U.S. electric vehicle infrastructure program, known in short as the NEVI program. This is a tremendous opportunity to accelerate the build-out of charging along highways in our communities in a way that delights drivers and the businesses that want to serve them.

在戰略方面，我們長期以來一直認為，將司機想要的公路旅行便利設施與快速充電相結合，對於讓電動駕駛超出司機的電池續航里程，成為一種絕佳的體驗至關重要。最近的進展包括我們與星巴克和沃爾沃的合作夥伴關係、融資替代方案，包括我們與高盛可再生能源的合作夥伴關係以及公私合作夥伴關係，例如完成 6 條高速公路走廊中的第一條，科羅拉多能源辦公室授予 ChargePoint 以實現長途EV 穿越全州。這些示例說明了我們的商業模式如何幫助我們實施美國電動汽車基礎設施計劃（簡稱 NEVI 計劃）。這是一個巨大的機會，可以以一種讓司機和想要為他們服務的企業滿意的方式，加快我們社區高速公路沿線的充電建設。

As we have commented on previously, this new stimulus should begin to manifest in calendar year 2023, rolling for 5 years. More broadly, both in the U.S., Canada and Europe, there are other federal state and utility programs being formed and in place today, all of which indicate broad commitment to the electric future.

正如我們之前評論的那樣，這種新的刺激措施應該會在 2023 日曆年開始顯現，並持續 5 年。更廣泛地說，在美國、加拿大和歐洲，今天正在形成和實施其他聯邦州和公用事業計劃，所有這些都表明對電力未來的廣泛承諾。

I'll close with some important environmental statistics. Our network has fueled over 4 billion electric miles to date. And by our estimates, drivers have avoided over 160 million cumulative gallons of gasoline and over 700 metric tons of greenhouse gas emissions. The scale of these numbers is climbing quickly, demonstrating that we can make what is good for business, good for the planet as well.

我將以一些重要的環境統計數據作為結束。迄今為止，我們的網絡已提供超過 40 億英里的電力。據我們估計，司機累計避免了超過 1.6 億加侖的汽油和超過 700 公噸的溫室氣體排放。這些數字的規模正在迅速攀升，表明我們可以做出有利於商業和地球的事情。

And now I'll turn this over to Rex to discuss financials before we move to Q&A. Rex, over to you.

現在，在我們進入問答環節之前，我將把這個交給雷克斯討論財務問題。雷克斯，交給你了。

Thanks, Pasquale, and good afternoon, everyone. As you all know, my comments are non-GAAP, where we principally exclude stock-based compensation, amortization of intangible assets and nonrecurring costs related to restructuring and acquisitions. Please see our earnings release for a reconciliation of our non-GAAP results to GAAP. As Pasquale indicated, we had a solid Q1. For the quarter, revenue was $82 million, up 102% year-on-year, above our previously announced guidance range of $72 million to $77 million, and beating our Q4 finish. We are particularly pleased with this performance, given the supply chain supply worsened in Q1, driving up costs and backlog as we fundamentally shifted what we could build.

謝謝，Pasquale，大家下午好。眾所周知，我的評論是非公認會計原則，我們主要排除基於股票的薪酬、無形資產攤銷以及與重組和收購相關的非經常性成本。請參閱我們的收益發布，了解我們的非 GAAP 結果與 GAAP 的對賬情況。正如 Pasquale 所指出的，我們有一個穩定的 Q1。本季度收入為 8200 萬美元，同比增長 102%，高於我們之前宣布的 7200 萬至 7700 萬美元的指導範圍，並超過了我們第四季度的成績。我們對這一表現特別滿意，因為第一季度供應鏈供應惡化，導致成本和積壓增加，因為我們從根本上改變了我們可以建造的東西。

Last quarter, we spoke about a robust backlog and demand continues to outstrip supply. Our backlog at the end of April grew 35% sequentially from a record backlog in the fourth quarter.

上個季度，我們談到了強勁的積壓和需求繼續超過供應。與第四季度創紀錄的積壓相比，我們 4 月底的積壓訂單環比增長了 35%。

Network charging systems at $60 million was 73% of Q1 revenue consistent with Q4 and up 122% year-on-year. Subscription revenue at $18 million was 22% of total revenue and up 63% year-on-year and also up sequentially. Our deferred revenue, which is future recurring subscription revenue from existing customer commitments and payments continues to grow, finishing the quarter at $157 million, up from $147 million at the end of Q4. Other revenue at $4 million and 5% of total revenue increased 54% year-on-year.

網絡充電系統為 6000 萬美元，佔第一季度收入的 73%，與第四季度一致，同比增長 122%。訂閱收入為 1800 萬美元，佔總收入的 22%，同比增長 63%，環比增長。我們的遞延收入，即來自現有客戶承諾和付款的未來經常性訂閱收入繼續增長，本季度末達到 1.57 億美元，高於第四季度末的 1.47 億美元。其他收入為 400 萬美元，佔總收入的 5%，同比增長 54%。

Turning to verticals. As you know, we report them from a billings perspective, which approximates the revenue split. Q1 billings percentages were commercial 67%, fleet 16%, residential 15% and other 1%. While fleet and residential are strong, commercial contribution in Q1 was 7 points lower sequentially due to supply constraints impacting shipments.

轉向垂直領域。如您所知，我們從賬單的角度報告它們，這近似於收入分配。第一季度的賬單百分比為商業 67%、車隊 16%、住宅 15% 和其他 1%。雖然車隊和住宅表現強勁，但由於供應限制影響出貨量，第一季度的商業貢獻環比下降 7 個百分點。

From a geographic perspective, Q1 revenue from North America was 80% and Europe was 20%, representing great progress in Europe driven by organic growth. and by our acquisitions to continue to deliver to plan. In the first quarter, Europe delivered $16 million in revenue, growing 353% year-on-year and 67% sequentially.

從地域來看，Q1 收入來自北美 80%，歐洲 20%，代表著歐洲在有機增長的帶動下取得了長足的進步。並通過我們的收購繼續按計劃交付。第一季度，歐洲實現了 1600 萬美元的收入，同比增長 353%，環比增長 67%。

Turning to gross margin. Non-GAAP gross margin for Q1 was 17%. We remain focused on assurance of supply to land new customers and to expand with existing ones, but margin was challenged this quarter as our non-GAAP results included higher purchase price variances and logistics costs, representing approximately 6 margin points and shortage of supply of higher-margin mature products, which was new this quarter, representing approximately 3 margin points of impact in Q1. We expect gross margin to recover through the rest of the year from 3 main factors. First, fewer supplies constraints for continued technology-driven margin improvements for our newer products. Demand continues to be strong as evidenced by our revenue outperformance and higher backlog and our price points continue to be well received by the market. To summarize, our key margin challenges remain on the supply chain side as we continue to work with vendors to ensure continuity of supply and to get back to a more normalized product mix and mitigate increased costs.

轉向毛利率。第一季度的非美國通用會計準則毛利率為 17%。我- 利潤率成熟的產品，這是本季度新增的，代表第一季度約 3 個利潤率點的影響。我們預計毛利率將在今年餘下時間從 3 個主要因素中恢復。首先，我們新產品的持續技術驅動利潤率改進的供應限制更少。正如我們的收入表現和更高的積壓以及我們的價格點繼續受到市場歡迎所證明的那樣，需求繼續強勁。總而言之，我們的主要利潤挑戰仍然在供應鏈方面，因為我們繼續與供應商合作以確保供應的連續性並恢復更正常的產品組合併降低成本增加。

Non-GAAP operating expenses for Q1 were $84 million, a year-on-year increase of 78% and a sequential increase of 9% as we continue to invest to support our growth. OpEx is also impacted by supply chain issues as higher purchase prices and higher logistics costs also impacted the materials purchased by our hardware engineering teams for the introductions of new products important to our second half growth and beyond. Stock-based compensation in Q1 was $16 million.

第一季度的非美國通用會計準則運營費用為 8400 萬美元，同比增長 78%，環比增長 9%，因為我們繼續投資以支持我們的增長。 OpEx 也受到供應鏈問題的影響，因為更高的採購價格和更高的物流成本也影響了我們的硬件工程團隊為推出對我們下半年及以後的增長很重要的新產品而購買的材料。第一季度的股票薪酬為 1600 萬美元。

Looking at cash, we finished the quarter with $541 million following the April close of a $300 million 5-year convertible note offering. These notes carry a cash coupon of 3.5% and and are convertible at a stock price of $24.03. We have approximately 337 million shares outstanding as of April 30, 2022.

看看現金，在 4 月份結束 3 億美元的 5 年期可轉換票據發行後，我們以 5.41 億美元結束了本季度。這些票據附有 3.5% 的現金息票，可按 24.03 美元的股價進行轉換。截至 2022 年 4 月 30 日，我們擁有約 3.37 億股已發行股票。

Turning to guidance. For the second quarter of fiscal 2023, we expect revenue to be $96 million to $106 million, up 80% year-on-year at the midpoint, and reflecting broad-based demand and the challenging supply chain environment we expect to persist in Q2. We are confirming our annual guidance given on our last call, and we remain committed to being cash flow positive in calendar 2024. We -- with that, I will turn the call back to the operator for Q&A.

轉向指導。對於 2023 財年第二季度，我們預計收入為 9600 萬美元至 1.06 億美元，按中點計算同比增長 80%，這反映了我們預計第二季度將持續存在的廣泛需求和充滿挑戰的供應鏈環境。我們正在確認我們在上次電話會議上給出的年度指導，我們仍然致力於在 2024 日曆年實現正現金流。我們——有了這個，我將把電話轉回接線員進行問答。

(Operator Instructions) Our first question will come from Bill Peterson with JPMorgan.

（操作員說明）我們的第一個問題將來自摩根大通的比爾彼得森。

Yes. Nice job in getting all these shipments out in light of the supply-constrained environment. I guess my first question is what sort of the revenue to be in the first quarter? I guess, and how was it different than what you had anticipated? And then lining that up with the mix impact you said to gross margins. I looked at commercial was actually down somewhat sequentially based off your billings? And then residential is up. And how much is that far factor in that?

是的。鑑於供應受限的環境，將所有這些貨物運出的工作做得很好。我想我的第一個問題是第一季度的收入是多少？我想，這與您預期的有何不同？然後將其與您所說的對毛利率的混合影響聯繫起來。根據您的賬單，我看了看商業廣告實際上是按順序下降的嗎？然後住宅就起來了。遠的因素是多少？

So from a numerical perspective, obviously, we did a little bit better than we expected. From a mix perspective, it shifted even a little bit more in the direction it's sent for the last 2 or 3 quarters, which is strongly in the direction of some of the quarter and fast charging things that we're doing. Obviously, fleet was strong. Europe was strong. Home is strong, which is part of residential, obviously. But some of the commercial was impacted by first supply, I couldn't get it out the door and also people aren't back to work yet. So it wasn't meaningfully different than what we expected. It was just a slight product mix shift in the direction that you've seen over the last 2 quarters.

所以從數字的角度來看，很明顯，我們做得比我們預期的要好一點。從混合的角度來看，它在過去 2 或 3 個季度的發送方向上發生了更多變化，這與我們正在做的某些季度和快速充電的方向密切相關。顯然，艦隊很強。歐洲很強大。家很堅固，顯然是住宅的一部分。但是一些商業廣告受到了首次供應的影響，我無法將其推出，而且人們還沒有恢復工作。所以它與我們的預期沒有什麼不同。這只是您在過去兩個季度看到的方向的輕微產品組合轉變。

That's great. And you mentioned that the backlog was up pretty substantially in the quarter. So that bodes well for visibility for the year. But I guess what is the backlog coverage between now and, I guess, to reach your -- the midpoint of full year revenue guidance? Is it -- you pretty much have visibility for the full year? Or how much is this is yet to be won. Just trying to get a feel for visibility, especially in light of at least some of the verticals you have out there maybe might be becoming a bit more cautious on their own end demand and how they may come down to you guys?

那太棒了。你提到本季度的積壓量大幅增加。因此，這預示著今年的知名度。但我想從現在到達到你的 - 全年收入指導的中點之間的積壓覆蓋範圍是多少？是嗎——你幾乎有全年的知名度？或者這是多少還有待贏得。只是想感受一下能見度，尤其是考慮到至少有一些垂直行業可能會對他們自己的最終需求以及他們如何歸結為你們變得更加謹慎？

Yes. So obviously, we don't give out a backlog number. I can tell you that -- and also we're -- frankly, we're not actually a backlog company. We're sort of a backlog company now because of the spike constraints in inventory we're not building inventory of raw materials, so we just pop stuff out.

是的。很明顯，我們不會給出積壓數量。我可以告訴你 - 我們也是 - 坦率地說，我們實際上並不是一家積壓公司。我們現在有點像一家積壓公司，因為庫存的峰值限制我們沒有建立原材料庫存，所以我們只是把東西拿出來。

All I can say is -- well, one other thing I'd say is if we blew out our entire backlog in Q2 you hear a different guidance number. But the way, so it's a very, very strong backbone for what we expect to happen for the rest of the year.

我只能說——好吧，我要說的另一件事是，如果我們在第二季度耗盡了我們的全部積壓工作，你會聽到一個不同的指導數字。但是，對於我們期望在今年餘下時間發生的事情來說，這是一個非常非常強大的支柱。

Our next question will come from James West with Evercore ISI.

我們的下一個問題將來自 Evercore ISI 的 James West。

Curious with the rollout of new technology, the new products, could you maybe talk to the enhancements or the enhanced products that you're rolling out today? And I know you said that they are margin accretive. Maybe if you can give some color around that as well.

對新技術、新產品的推出感到好奇，您能否談談您今天推出的增強功能或增強產品？我知道你說過它們可以增加利潤。也許如果你也可以給它一些顏色。

Yes, James. So there's -- I don't know where there's so many places I could start on that one. They're -- first of all, what we've done is, as we transition products, we're aligning the modularity against a fewer and fewer number of serviceable components so we can improve the long-term velocity and our ability to support the SLAs necessary in a lot of commercial and fleet applications in a very cost-effective way.

是的，詹姆斯。所以 - 我不知道哪裡有那麼多地方我可以從那個地方開始。他們——首先，我們所做的是，在我們轉換產品時，我們將模塊化與越來越少的可服務組件相結合，這樣我們就可以提高長期速度和我們的支持能力以極具成本效益的方式提供許多商業和車隊應用所需的 SLA。

So you're seeing us transition to new platforms. That's one point.

所以你看到我們過渡到新平台。這是一點。

The second point in terms of enhancement, if you look at I'll just highlight a few. If you look at the new AC platform, the new AC platform has -- is a universal AC platform. It is exactly the same hardware for Europe and North America and its metering on board is world certified on his way to be fully world certified in all applications. And if you think about how complex that is, that's a very complex thing. But outside the mundane, the -- we have moved to a processing environment in the -- in our charters, which is identical across all charges. It has incredible capabilities from a latent software capability downstream because remember, we're constantly rolling the software on our network and software functionality. And so we think that we've set ourselves up now for not only a very high velocity of Royal East because we commonized that platform, which is very important when you're managing software, but also enabled us to not become hardware limited from a resource perspective for many times -- for many future generations.

關於增強的第二點，如果你看的話，我只會強調一些。如果你看一下新的 AC 平台，新的 AC 平台是一個通用的 AC 平台。它與歐洲和北美的硬件完全相同，其機載計量已通過世界認證，即將在所有應用中獲得全面的世界認證。如果你想想這有多複雜，那是一件非常複雜的事情。但在平凡之外，我們已經轉移到我們章程中的處理環境，這在所有費用中都是相同的。它具有來自下游潛在軟件功能的令人難以置信的功能，因為請記住，我們不斷地在我們的網絡和軟件功能上滾動軟件。因此，我們認為我們現在不僅為 Royal East 的高速發展做好了準備，因為我們將該平台通用化了，這在您管理軟件時非常重要，而且還使我們不會成為硬件限制很多次的資源觀點——對於許多子孫後代。

The last point I'll make, and then I'll leave you alone is our smart cable environment in all our new products, DC and AC, enables us to change connector types dynamically in the field and has future-proof us against evolving interface types. So the ability to mix and match connector types on DC and AC is really, I think, benchmark setting. (inaudible)

我要說的最後一點是我們所有新產品（DC 和 AC）中的智能電纜環境，使我們能夠在現場動態更改連接器類型，並使我們能夠應對不斷發展的接口類型。因此，我認為在直流和交流上混合和匹配連接器類型的能力確實是基准設置。 （聽不清）

I'm sure. I'm sure there are. One more for me. With the National Electric vehicle infrastructure program, it seems to me, given your sales and software model plus the financing arrangement you have with Goldman, you guys are particularly well suited or set up for this because of your business model. Is that a fair statement?

我確定。我確定有。給我一個。對於國家電動汽車基礎設施計劃，在我看來，考慮到你們的銷售和軟件模式以及你們與高盛的融資安排，由於你們的商業模式，你們特別適合或為此做好準備。這是一個公平的說法嗎？

Well, I think it's a fair statement, but to unpack it a little bit more. I think when -- the statement I made in my remarks earlier, I think is the most important to your question, which is charging has to be married to the amenities drivers want when they're driving beyond their battery range. And the Navy program is focused on that particular use case driving the on your battery range, which we fully support. And so because our business model is all about enabling and marrying a business to charging and not about owning charging ourselves, we are -- everyone is our friend in the FMC business in the fueling and convenience business.

好吧，我認為這是一個公平的說法，但要多拆開它。我認為什麼時候——我在之前的發言中發表的聲明，我認為對你的問題來說是最重要的，充電必須與司機在超出電池續航里程時想要的便利設施結合起來。海軍計劃專注於驅動電池範圍的特定用例，我們完全支持。因此，因為我們的商業模式都是關於使企業能夠充電並將其結合起來，而不是讓我們自己充電，所以我們 - 每個人都是我們在加油和便利業務中的 FMC 業務的朋友。

And our next question will come from Shreyas Patil with Wolfe Research.

我們的下一個問題將來自 Wolfe Research 的 Shreyas Patil。

You talked about a few of the drivers of margin improvement for the rest of the year. And I was hoping you can give us maybe a little more. Maybe just talk a little bit more about the supply chain component of that it sounds like you have some visibility on the fact that you would expect that some of those constraints to ease through the year? Maybe what was the magnitude of the impact in Q1, if you can remind us? And then what gives you that confidence that the supply chain constraints will get better?

你談到了今年剩餘時間利潤率提高的一些驅動因素。我希望你能給我們多一點。也許只是多談談供應鏈的組成部分，聽起來你對這樣一個事實有一些了解，即你希望其中一些限制在今年有所緩解？如果您能提醒我們，第一季度的影響有多大？那麼是什麼讓您相信供應鏈約束會變得更好？

Yes. So regarding Q1, the total impact was 9 points, 6 million of it from just stuff being more expensive or much more difficult to get them here. And the other was on some of our more mature products, we weren't able to ship them. So that would have positively impacted margin to get those out the door, but we were not able to do that in Q1. As you might recall, on our guidance from -- which is 22 to 26 for the year, that's got baked into an estimate looking forward at about 6 points per quarter, and it's never perfect, it could be 5, 1 quarter or 7x. So we've dug a 3-point hole here on that average in Q1.

是的。所以關於第一季度，總的影響是 9 分，其中 600 萬是因為東西更貴或更難拿到這裡。另一個是我們一些更成熟的產品，我們無法發貨。因此，這會對保證金產生積極影響，但我們無法在第一季度做到這一點。你可能還記得，根據我們的指導——今年是 22 到 26，這已經被納入估計，預計每季度大約 6 個百分點，而且它從來都不是完美的，它可能是 5、1 個季度或 7 倍。所以我們在第一季度的平均水平上挖了一個 3 點洞。

But as we look towards the back half of the year and thinking about the 3 factors that I mentioned, a couple of which we actually control, right? So one of the ones we control is we have technology improvements we're doing it. We'll actually bring the cost down even within this environment, if you look at that one. We do think -- and then the other was passing along some of the costs, and you know what that means. We feel like we've got the moves in place necessary to significantly improve things particularly in the second half. So we want to -- we want to see a nice uptick in Q2 and then meaningful upticks in Q3 and Q4, and our goal is to get the 3 points we lost this quarter back.

但當我們展望下半年並思考我提到的 3 個因素時，我們實際上控制了其中幾個，對吧？因此，我們控制的其中一個是我們正在做的技術改進。如果你看看那個環境，我們實際上會降低成本，即使在這個環境中。我們確實認為——然後另一個人轉嫁了一些成本，你知道這意味著什麼。我們覺得我們已經採取了必要的措施來顯著改善情況，尤其是在下半場。所以我們希望——我們希望看到第二季度有一個很好的上升，然後在第三季度和第四季度有有意義的上升，我們的目標是把本季度失去的 3 分拿回來。

And then secondly, you mentioned mix, and that's -- it's been a factor over the last few quarters with regards to with regards in part to DCFC. And can you talk about some of the drivers that will help bring that -- the product margins there up to sort of maybe the target levels that you've talked about previously. I would imagine volume and scale is 1 component. But how should we be thinking about margin improvement in that category?

其次，你提到了混合，那就是 - 在過去的幾個季度中，它一直是與 DCFC 部分相關的一個因素。你能談談一些有助於實現這一目標的驅動因素嗎——那裡的產品利潤率可能達到你之前談到的目標水平。我會想像體積和比例是 1 個組件。但是我們應該如何考慮提高該類別的利潤率呢？

So the first thing I would say is that we are trying to make life better so that we're not as mix dependent as we are today. I think that's the factors I just talked about. So I think that mix sensitivity won't go away, but won't be nearly as sensitive as we are today. So I think that's going to be very helpful.

所以我要說的第一件事是，我們正在努力讓生活更美好，這樣我們就不會像今天這樣依賴混合。我認為這就是我剛才談到的因素。所以我認為混合敏感性不會消失，但不會像我們今天那麼敏感。所以我認為這將非常有幫助。

The new product introductions that Pat talked about, one of which is the universal AC platform that's going to help us do better in Europe because right now, we use third-party product that we white-label. And as you can imagine, it's harder to make margin on something you white label than it is something to do yourself. And then we see a lot of Sunshine coming as we are successful in the fleet space to which we offer the entire portfolio of products. So no 2 lease are created the same. So we sell AC one and DC to another, and most will do both, including higher software and et cetera. So I think if you look at how the business is going to evolve this year, our confidence in an improving gross margin is pretty solid.

Pat 談到的新產品介紹，其中之一是通用 AC 平台，它將幫助我們在歐洲做得更好，因為現在，我們使用帶有白色標籤的第三方產品。正如您可以想像的那樣，與您自己做的事情相比，在您貼上白標的事情上賺取利潤更難。然後，隨著我們在提供整個產品組合的機隊領域取得成功，我們看到了很多陽光。所以沒有 2 個租約是相同的。因此，我們將 AC 和 DC 賣給另一個，大多數人都會同時做，包括高級軟件等等。所以我認為，如果你看看今年的業務將如何發展，我們對提高毛利率的信心是非常堅定的。

Our next question will come from Colin Rusch with Oppenheimer.

我們的下一個問題將來自 Colin Rusch 和 Oppenheimer。

With the Goldman Sachs finance partner and the infrastructure funding expected to come through this fall. Can you talk a little bit about the customer dynamics that you're seeing right now in terms of your competitive position with a robust suite of solutions financing at the table with some compelling folks and the service offering? Is this the sort of thing where you're seeing your win rate goes substantially higher, and we're going to see a lot of that as we get into the last half of the year with some of that funding flowing? Or what's the nuance around some of the North American customers around these dynamics?

與 Goldman Sachs 的財務合作夥伴和基礎設施資金預計將在今年秋天完成。你能談談你現在看到的客戶動態，就你的競爭地位而言，在談判桌上有一套強大的解決方案融資，有一些有吸引力的人和服務產品嗎？這是你看到你的贏率大幅提高的那種事情嗎？隨著我們進入今年下半年，隨著一些資金的流動，我們會看到很多這樣的事情？或者圍繞這些動態的一些北美客戶的細微差別是什麼？

Colin, it's -- so first of all, win rates historically been quite high as we can measure it on fueling and convenience brands in general, especially if you remember the -- now, which is something that most people have forgotten about the VW settlement that actually had money awarded to States much in the same way that we're an analogous way, I should say, that the NEVI program is awarding money to states. We've built some muscle understanding how to manage programs like that. and how to coordinate the effectively the collection of amenity brands that drivers want to avail themselves to along the corridor and how to organize that and bring that to a state.

科林，首先，從歷史上看，勝率非常高，因為我們可以通過一般的加油和便利品牌來衡量它，特別是如果你還記得——現在，大多數人已經忘記了大眾和解的事情實際上，我們以類似的方式向各州撥款，我應該說，NEVI 計劃向各州撥款。我們已經建立了一些肌肉理解如何管理這樣的程序。以及如何有效地協調司機想要沿走廊使用的便利設施品牌的集合，以及如何組織這些品牌並將其帶到一個狀態。

So if you look at marrying that to financing options that can lever that money, combine it with other sources of capital, everything from LCFS programs in states where that is is available and utility programs in states where that's available, where frankly, we're already playing. It really -- we built a tremendous amount of muscle and relationships that we think we can leverage well into the selection process once it's all fully known and wants to stay take what they've learned from the VW Appendix D program, supply it to NEVI and keep it in accordance obviously with guidelines that the federal government is in control of, but we expect those to be in pretty reasonable alignment with our expectations. So I think we're in good shape, but it's not over till it's over.

因此，如果你考慮將其與可以利用這筆錢的融資方案結合起來，將其與其他資本來源結合起來，從可用州的 LCFS 計劃和可用州的公用事業計劃中的一切，坦率地說，我們已經在玩了。真的——我們建立了大量的力量和關係，我們認為一旦一切都被完全了解並希望留下來，我們可以很好地利用他們從大眾附錄 D 計劃中學到的東西，並將其提供給 NEVI並使其明顯符合聯邦政府控制的指導方針，但我們希望這些指導方針與我們的期望相當合理。所以我認為我們的狀態很好，但直到結束才算結束。

Okay. That's helpful. And then just in terms of the technology development and the move from L2 to faster charging M3 and other forms, can you talk a little bit about what you're seeing in terms of commercialization of batteries that can actually accept some of the higher voltage charging on an ongoing basis.

好的。這很有幫助。然後就技術發展和從 L2 到更快充電 M3 和其他形式的轉變而言，你能談談你在電池商業化方面看到的情況，這些電池實際上可以接受一些更高電壓的充電在現有基礎上。

Sure. So the short answer to that question is you're starting to see more and more vehicles either come to market will be announced with higher voltage battery packs. That's really the key. Because the limit at the current connector standard for fast charging is about 200 kilowatts at 400 volts, which is a traditional battery pack voltage you see out there for passenger cars anyway, heavy vehicle is a little bit different. But let's stick to passenger cars.

當然。所以這個問題的簡短答案是你開始看到越來越多的車輛進入市場將宣布配備更高電壓的電池組。這才是真正的關鍵。由於當前連接器標準的快速充電限制在 400 伏時約為 200 千瓦，這是您在乘用車上看到的傳統電池組電壓，重型車輛有點不同。但是，讓我們堅持乘用車。

So we expect it to move in the higher voltage direction. And because we saw that as a necessary element to get to the settle point for mass market adoption really dropped the friction for mass market adoption. -- due to just the time it takes to dwell at a fast charger as a general consumer, not an early adopter.

所以我們預計它會朝著更高電壓的方向發展。因為我們認為這是達到大眾市場採用的解決點的必要因素，所以真正減少了大眾市場採用的摩擦。 - 由於只是作為普通消費者而不是早期採用者使用快速充電器所需的時間。

We've made all our fast charge products from the beginning, capable of up to 1,000 volts, which is the limit of the connector. So every single thing we've shipped from day 0 in our fast charge product line that's been under our design control is capable of that. So for us, we don't have to do anything.

我們從一開始就生產所有的快速充電產品，最高可達 1,000 伏，這是連接器的極限。因此，我們從第 0 天起就在我們的設計控制下的快速充電產品線中運送的每一件東西都能夠做到這一點。所以對於我們來說，我們什麼都不用做。

And our next question will come from Craig Irwin with Roth Capital.

我們的下一個問題將來自 Roth Capital 的 Craig Irwin。

In your remarks, it sounds like you're prioritizing new customer capture, really doing an impeccable job there going after landing those customers with available product. Can you maybe talk a little bit about the breadth of new customer additions? And then if you could give additional color around sort of the relative costs in the front end, maybe the first 100 or 200 chargers to a customer versus the next 2,000. What the relative costs look like over the course of a multiyear relationship?

在您的評論中，聽起來您正在優先考慮吸引新客戶，在用可用產品吸引這些客戶之後確實做得無可挑剔。您能否談談新客戶增加的廣度？然後，如果您可以圍繞前端的相對成本提供額外的顏色，也許是前 100 或 200 個充電器給客戶，而不是接下來的 2,000 個。在一段多年的關係中，相對成本是什麼樣的？

It depends on the customers' mix in terms of what their initial buy looks like in terms of dollar figure, and what the ongoing buys look like.

這取決於客戶的組合，即他們最初購買的美元數字以及持續購買的情況。

So it's hard to -- it's a very use case specific even within 1 vertical like commercial. -- it's very use case specific. Here's what I can tell you to give you a little bit of color. You've got -- as referenced in my remarks, over 1,000 new customers coming in, in 1 quarter, and that's a 30%-ish of our billings for the quarter. So you can imagine what the average deal size is just looking at those 2 numbers for new customer acquisitions. It's usually on the smaller side, unless it's a fleet customer that is a bit more unfettered with respect to the Hubble availability, which is depending on the fleet customer, also potentially a constraint. So the initial deal sizes are small, but you're getting that customer up and running on our software environment, they're learning how to tie that into their business create whatever incentives they want for their employees, their customers, figure out how to operationalize their fleet. That is the time where you spend all your energy getting that customer onboarded. And then on a go-forward basis, they know how we help them, of course, but they begin to learn how to budget, how to plan, how to scale that infrastructure. So the later buys are almost to a tee always greater than those initial buys and they keep accumulating because those match the vehicle arrival rates in the parking lots of those customers, whether they be a fleet or a commercial customer.

所以很難——這是一個非常具體的用例，即使在 1 個垂直領域內，如商業廣告。 ——這是非常特定於用例的。以下是我可以告訴你的，給你一點顏色。你有——正如我在評論中提到的那樣，1 個季度有 1,000 多個新客戶進來，這是我們本季度賬單的 30%。所以你可以想像平均交易規模是多少，只要看看這兩個數字就可以獲得新客戶。它通常在較小的一側，除非它是一個在哈勃可用性方面不受約束的艦隊客戶，這取決於艦隊客戶，也可能是一個約束。所以最初的交易規模很小，但是你讓那個客戶在我們的軟件環境中啟動並運行，他們正在學習如何將其與他們的業務聯繫起來，為他們的員工、他們的客戶創造他們想要的任何激勵，弄清楚如何運營他們的艦隊。那是您花費所有精力吸引該客戶的時間。然後在前進的基礎上，他們當然知道我們如何幫助他們，但他們開始學習如何預算、如何計劃、如何擴展該基礎設施。因此，後來的購買幾乎總是比最初的購買多，而且他們不斷積累，因為這些購買與這些客戶（無論是車隊客戶還是商業客戶）停車場的車輛到達率相匹配。

Understood. Understood. My second question is about fleet. So when we look at the vehicle, the electric vehicle providers out there, there's quite a lot of volatility as far as the success rate and the sales rate that is making it out there into the channel. -- fleets obviously really working for you. Can you maybe comment a little bit about what area of fleet this might be? Is this really last mile delivery? Is the same go buses, box trucks? I mean, you have quite a range of products to serve these different markets, but -- can you maybe help us understand what's working for ChargePoint?

明白了。明白了。我的第二個問題是關於艦隊的。因此，當我們查看汽車時，那裡的電動汽車供應商，就成功率和進入渠道的銷售率而言，存在很大的波動性。 - 艦隊顯然真的為你工作。您能否評論一下這可能是艦隊的哪個區域？這真的是最後一英里交付嗎？公共汽車、廂式貨車也一樣嗎？我的意思是，你們有相當多的產品來服務於這些不同的市場，但是——你們能不能幫助我們了解什麼對 ChargePoint 有用？

Yes. So it works -- so there's 2 things, I think, that are directly mappable to our success in fleet. One, we don't make the customer, the integrator. Okay. That's -- it sounds simple. But having a comprehensive portfolio along with the ability to consult and potentially even project manage the build-out, all under 1 roof with all the technology elements from software to services all there. That's huge when they're starting to come up to speed in what is a very meaningful transition from liquid fuel thought about very differently to electricity as fuel.

是的。所以它有效——所以我認為有兩件事可以直接映射到我們在機隊方面的成功。第一，我們不讓客戶成為集成商。好的。這聽起來很簡單。但是擁有全面的產品組合以及諮詢甚至可能項目管理擴建的能力，所有這些都在一個屋簷下，從軟件到服務的所有技術元素都在那裡。當他們開始加快從被認為非常不同的液體燃料到以電為燃料的非常有意義的轉變時，這是巨大的。

And so I think it's a great -- that's one of the reasons.

所以我認為這很好——這就是原因之一。

The other in terms of relative success by vehicle type, we are -- because we are literally in every subvertical within fleet from light commercial, take home, small form factor like commercial vehicles used by sales forces, et cetera. We're in a position because most fleets have a variety of vehicle classes and applications. We're in a position to be one-stop shopping again dimensionally across all those sub-verticals.

另一個就車輛類型的相對成功而言，我們是——因為我們確實在輕型商用車、帶回家、小型車等車隊中的每一個垂直領域，如銷售人員使用的商用車等。我們處於有利地位，因為大多數車隊都有各種車輛類別和應用。我們能夠再次在所有這些子垂直領域進行一站式購物。

So if you cross those 2 things: one, we don't make the customer be the integrator; and two, you don't have to go to a bunch of different solution providers to solve your needs for say, last mile versus take-home fleet versus et cetera. It's all integrated on 1 software platform, 1 thing to integrate with, 1 throat to choke all of those this above. I think that speaks to why we are early market -- in this early market able to establish ourselves so effectively in that segment.

所以如果你跨越這兩件事：第一，我們不會讓客戶成為集成商；第二，我們不會讓客戶成為集成商。第二，你不必去一堆不同的解決方案提供商來解決你的需求，比如最後一英里與帶回家的車隊等等。它全部集成在 1 個軟件平台上，1 個要集成的東西，1 個喉嚨來扼殺上述所有這些。我認為這說明了為什麼我們是早期市場——在這個早期市場中能夠如此有效地在該領域建立自己的地位。

Our next question will come from Ryan Greenwald with Bank of America.

我們的下一個問題將來自美國銀行的 Ryan Greenwald。

Maybe start there. Appreciate the time. Maybe starting first with the ASPs and ability to pass through the higher costs. Can you talk a bit about any success thus far? And how you're kind of expecting this to evolve through the rest of the year given the levels of demand?

也許從那裡開始。珍惜時光。也許首先從 ASP 和轉嫁更高成本的能力開始。你能談談迄今為止取得的任何成功嗎？考慮到需求水平，您如何期待今年餘下時間的發展？

Yes, as a great question. So we did -- we took a couple of measures earlier this year on the pricing front and then briefly did a few things on the logistics front. Those changes will start rolling through visibly in Q2, I would say. And then we're taking some other measures now that we'll roll through in the second half. So what we're seeing on the -- so that's the measure side of it. On the ASP side of it, and Pat alluded to this, I think I may have alluded to it, too. The ASPs are holding up very nicely. As you can imagine, in a supply-constrained environment, if we can't build it, probably nobody else can either. What we're finding is we don't have to discount as much. We don't have to -- and there is some elasticity in terms of our ability to manage from a price perspective. So I think you'll see the the meaningful impact of all of this mostly there'll be a little bit in Q2 and stronger in the second half. But one thing we're not seeing -- we're not -- when Pat says, we'd go with a shortage of supply, we are not buying business at all.

是的，這是一個很好的問題。所以我們做到了——我們今年早些時候在定價方面採取了一些措施，然後在物流方面做了一些簡單的事情。我會說，這些變化將在第二季度開始顯現。然後我們正在採取一些其他措施，我們將在下半年推出。所以我們在 - 這就是它的衡量方面。在 ASP 方面，Pat 提到了這一點，我想我也可能提到過。 ASP 的表現非常好。可以想像，在供應受限的環境中，如果我們無法構建它，可能沒有其他人可以構建它。我們發現我們不必打折那麼多。我們不必——而且我們從價格角度進行管理的能力具有一定的彈性。所以我認為你會看到所有這些的有意義的影響，主要是在第二季度會有一點點，下半年會更強。但有一件事我們沒有看到——我們沒有——當帕特說，我們會在供應短缺的情況下走，我們根本不會購買業務。

Got it. That's helpful. And maybe just to close the loop on margins. Any way to provide a bit more color on how you're thinking about the magnitude of the step-up into 2Q, specifically kind of given these moving pieces and any implications from the lockdowns in China?

知道了。這很有幫助。也許只是為了關閉利潤率的循環。有什麼方法可以提供更多關於你如何考慮進入第二季度的幅度的顏色，特別是考慮到這些移動的部分以及中國封鎖的任何影響？

So I'll go back to front. Lockdowns in China are incredibly annoying. So our ops team has had to manage around a bunch of that. So that's so good. Don't give guidance in terms of gross margin by quarter. But clearly, if we're looking at the full year, having confirmed guidance for the year, which included a gross margin at 22% to 26%, we had some ground to make up. So I would be sorely disappointed if we didn't manage to start the march northward. I just can't give you a number.

所以我會回到前面。中國的封鎖令人難以置信。所以我們的運營團隊不得不管理其中的一大堆。所以那太好了。不要按季度給出毛利率方面的指導。但很明顯，如果我們回顧全年，在確認了全年的指導意見（包括 22% 至 26% 的毛利率）之後，我們還有一些基礎需要彌補。所以如果我們不能開始向北進軍，我會感到非常失望。我只是不能給你一個數字。

Our next question will come from David Kelley with Jefferies.

我們的下一個問題將來自 Jefferies 的 David Kelley。

This is Gavin Kennedy on for David Kelley. I believe your prior full year guidance for this year didn't incorporate or did not incorporate a reversal of work from home trends in fiscal year '23. Have you guys seen any changes in workplace demand from customers to date? And if so, can you just talk about how that business is trending?

這是大衛凱利的加文肯尼迪。我相信您今年之前的全年指導沒有包含或沒有包含 23 財年家庭趨勢的逆轉。你們有沒有看到客戶對工作場所需求的任何變化？如果是這樣，您能談談該業務的發展趨勢嗎？

Yes. So workplace fits inside of our commercial segment. And as I said in my prepared remarks, Commercial as a percentage of our billings was down sequentially from Q4. As you know, that's a really important part of the business. So from a pure sales perspective, it's been tough because to your point, people are back to work. I would say that we do see pipeline build as we sit here today. So I'm very guardedly optimistic that that's going to be coming back soon, but it really does boil down to get back to work.

是的。所以工作場所適合我們的商業部門。正如我在準備好的發言中所說，商業廣告占我們賬單的百分比從第四季度開始連續下降。如您所知，這是業務中非常重要的一部分。因此，從純粹的銷售角度來看，這很艱難，因為就您而言，人們已經恢復工作。我會說我們今天坐在這裡確實看到了管道建設。因此，我非常謹慎地樂觀地認為，這將很快恢復，但它確實歸結為重返工作崗位。

Obviously, there are other components to commercial, like retail retail hospitality, all of those things that basically will all start waking up, the more people move around. So with the world opening up and that's not being required. Yes. The pandemic is not gone forever, but we do see positive motion in the pipeline. Obviously, we use sales force and you track all that stuff. So I'm thinking we -- I don't think this is the rest of the year. It's going to be dampened kind of thing. I think we're thinking it's going to pick up.

顯然，商業還有其他組成部分，例如零售零售酒店，所有這些基本上都會開始甦醒，因為人們四處走動。所以隨著世界的開放，這不是必需的。是的。大流行病不會永遠消失，但我們確實看到了積極的行動。顯然，我們使用銷售人員，你跟踪所有這些東西。所以我在想我們 - 我不認為這是今年剩下的時間。它會被抑制之類的。我想我們認為它會好轉。

Got it. And then just as a follow-up, switching gears, how should we think about R&D as a percentage of sales through year-end? I believe last quarter, you mentioned that R&D would remain elevated, but maybe taper off a little bit faster than G&A. And is that still a fair statement?

知道了。然後作為後續行動，換檔，我們應該如何考慮研發佔年底銷售額的百分比？我相信上個季度，你提到研發將保持高位，但可能會比 G&A 更快地減少。這仍然是一個公平的陳述嗎？

So it's been -- it has bounced around quite a bit. One of the things we run into, like the thing I mentioned in my script when you have several million dollars within NPI expenses, it looks like you've got the sort of sustainable rate that you're doing, but -- so we got popped pretty good in Q1 on that. But from a percentage standpoint, it should taper this year. I can't give you -- I can't give you a number, obviously, but I do think as we look at how we end the year in terms of -- all 3 components and OpEx overall as a percentage of revenue, you should see meaningful improvement there as the company scales for the year.

所以它一直 - 它已經反彈了很多。我們遇到的一件事，就像我在腳本中提到的，當你在 NPI 支出中有數百萬美元時，看起來你已經得到了你正在做的那種可持續的速度，但是 - 所以我們得到了在第一季度表現不錯。但從百分比的角度來看，今年應該會減少。我不能給你 - 顯然，我不能給你一個數字，但我確實認為，當我們看看我們如何結束這一年時 - 所有 3 個組成部分和 OpEx 總體佔收入的百分比，你隨著公司今年的規模擴大，應該會在那裡看到有意義的改善。

Our next question will come from Kashy Harrison with Piper Sandler.

我們的下一個問題將來自 Kashy Harrison 和 Piper Sandler。

So from a big picture perspective, I was just curious when you expect to start seeing the impact from the Goldman Sachs agreement? Do you see that as more of a 2023 catalyst? Or do you think we'd start seeing revenue pick up from that deal, maybe later in 2022? And then I have a follow-up.

所以從大局的角度來看，我很好奇你預計什麼時候開始看到高盛協議的影響？您認為這更像是 2023 年的催化劑嗎？或者你認為我們會開始看到這筆交易的收入回升，也許是在 2022 年晚些時候？然後我有一個後續行動。

So you can -- we'll see some projects underway inside of this year, likely. But given the complexity of the projects, typically associated with financing arrangements like the one provided by GSRP. Most of that benefit will show up in the next calendar year or the next fiscal year, I should say. The primary reason for that is developing the project, getting all the civils done permitting and then getting through construction and installation just naturally takes time in the more complex projects.

所以你可以 - 我們可能會在今年看到一些正在進行的項目。但鑑於項目的複雜性，通常與 GSRP 提供的融資安排相關。我應該說，大部分收益將出現在下一個日曆年或下一個財政年度。這樣做的主要原因是開發項目，完成所有土木工程許可，然後完成施工和安裝，這在更複雜的項目中自然需要時間。

Especially on the fleet side, and there -- I know we've -- we've had some commentary with them on this call with respect to passenger car, but fleet is a big focus for that partnership as well.

特別是在車隊方面，而且 - 我知道我們已經 - 我們在這次關於乘用車的電話會議上與他們進行了一些評論，但車隊也是該合作夥伴關係的重點。

Got it. That's helpful. And then my next question is maybe just a little bit more of a quick modeling reconciliation question. I was looking at -- maybe a question for Rex. I was looking at the increase in deferred revenues for Q1. And it looked like the increase was less than what we saw in Q4 of last fiscal year. and subscription revenues recognized during the period were flat. And so I was just wondering, was there something that unique that happened the deceleration in deferred revenue growth? And that's it for me.

知道了。這很有幫助。然後我的下一個問題可能只是一個快速建模協調問題。我在看——也許是給 Rex 的問題。我在看第一季度遞延收入的增加。看起來增幅低於我們在上一財年第四季度看到的增幅。期內確認的訂閱收入持平。所以我只是想知道，遞延收入增長減速是否有什麼獨特之處？對我來說就是這樣。

Yes. So most of our deferred revenue is subscriptions and that's both our cloud software and our Assure warranties and those burn off over time, and therefore, they're very predictable. And they don't gyrate around. Occasionally, we'll get a project. And I expect this actually will probably pick up a bit when we -- as we continue in the fleet space where you get something that's chunky and you get 98% of it done and you go, well, shoot, I can't take the revenue for that.

是的。因此，我們的大部分遞延收入都是訂閱，這包括我們的雲軟件和我們的 Assure 保修，它們會隨著時間的推移而消失，因此，它們是非常可預測的。而且它們不會旋轉。偶爾，我們會得到一個項目。而且我預計當我們繼續在艦隊空間中時，這實際上可能會有所改善，在那裡你會得到一些笨拙的東西並且你完成了 98％ 然後你去，好吧，射擊，我不能接受收入。

So we did have 1 project. It wasn't a material number, but we had 1 project in the quarter that we completed that was -- had been held up for a few months. So you will see some of that. So I would encourage you from a modeling perspective to smooth that stuff out. And then the other thing that you should make sure that you understand from the subscription line is when we talk about mix, mix also heavily impacts, not the dollars in our subscription line necessarily spends. But it does affect percentages because -- if you look at an AC product versus a DC product versus the home product and then you look at different verticals, you get different software content on a percentage basis across our product line.

所以我們確實有 1 個項目。這不是一個實質性數字，但我們在本季度完成的 1 個項目被擱置了幾個月。所以你會看到其中的一些。因此，我鼓勵您從建模的角度來解決這些問題。然後，您應該確保從訂閱線路中了解的另一件事是，當我們談論混合時，混合也會產生重大影響，而不是我們訂閱線路中的美元必然花費。但它確實會影響百分比，因為 - 如果您查看 AC 產品與 DC 產品與家庭產品，然後查看不同的垂直領域，您會在我們的產品線的百分比基礎上獲得不同的軟件內容。

So right now, we're if you buy the percentage of a DC product represented by software is much smaller than the percentage you would see on an AC product, and that's a meaningful factor. So I think you just need to -- you need to map to the information we've given you may not be enough to the mix thing and how the subscription thing after that.

所以現在，如果你購買由軟件代表的 DC 產品的百分比遠小於你在 AC 產品上看到的百分比，這是一個有意義的因素。所以我認為你只需要 - 你需要映射到我們給你的信息可能不足以混合事物以及之後的訂閱事物。

And our next question will come from Vikram Bagri with Neeham.

我們的下一個問題將來自 Vikram Bagri 和 Neeham。

It's (inaudible) on for Vikram, Needham. I wanted to ask about the potential upside from 3D. It looks like there's a blank section for tax benefits under the 30 C section on the company website. So I guess, just how do you think about any upside from tax breaks, both directly and also indirectly. And then how are you thinking about the impact from the higher cap? So I think there's a 30% reduction in the basis up to $100,000 versus previously up to $30,000, and also just the impact of the direct pay option. And then I have 1 follow-up.

這是（聽不清）維克拉姆，李約瑟。我想問一下 3D 的潛在優勢。公司網站上的 30 C 部分下似乎有一個空白的稅收優惠部分。所以我想，您如何看待稅收減免的直接和間接好處。那麼你如何看待更高上限的影響？因此，我認為與之前高達 30,000 美元相比，最高 100,000 美元的基差減少了 30%，這也是直接支付選項的影響。然後我有 1 個跟進。

Yes. So we've obviously experienced tax credits in our industry before. We also have a lot of other programs that are simultaneously running. If you look at utility programs, if you look at state programs, if you look at the totality of effective subsidies, put that in the pool of effective subsidies. We don't see the tax credit as a meaningful inflection in demand generation for our business, but every little bit helps because we're -- there's already a substantive pool depending on the state that you live in and the geography of incentives out there that are helpful I think most of our business isn't driven by -- it's not really a subsidy-driven business as a whole. I mean, obviously, if you take the NEVI program, if you take 30C tax credit, if you take all those different policy components. It's nice to look at a business, nice to think about a business that may have this huge inflection, but we look at our growth rate without that stuff coming out of a pandemic in the worst supply So I would not -- while these things are nice and they do drop some friction in the customers' mind depending on where they live. I would not laser beam focus on any particular subsidy program as a blend all for any vertical or company.

是的。所以我們之前顯然在我們的行業中經歷過稅收抵免。我們還有許多其他同時運行的程序。如果你看公用事業項目，如果你看國家項目，如果你看有效補貼的總量，把它放在有效補貼池中。我們不認為稅收抵免是我們業務需求產生的有意義的變化，但每一點都有幫助，因為我們 - 已經有一個實質性的資金池，具體取決於您所居住的州和那裡的激勵措施這很有幫助我認為我們的大部分業務並不是由 - 它並不是一個真正由補貼驅動的業務作為一個整體。我的意思是，很明顯，如果你參加 NEVI 計劃，如果你參加 30C 稅收抵免，如果你參加所有這些不同的政策組成部分。很高興看到一個企業，很高興想到一個可能有這種巨大變化的企業，但我們看的是我們的增長率，沒有那些來自供應最差的流行病的東西所以我不會 - 雖然這些東西是很好，他們確實會根據客戶的居住地在他們的腦海中減少一些摩擦。我不會將激光束集中在任何特定的補貼計劃上，作為任何垂直或公司的混合。

Got it. Okay. And one related question. So pretty sure that the guide doesn't include any impact from TDC, but just wanted to clarify if that's the case.

知道了。好的。和一個相關的問題。非常確定該指南不包含任何來自 TDC 的影響，但只是想澄清一下是否屬於這種情況。

SP1 No. I mean, look, our policy team runs a very tight process with our sales force. I think you've referenced some things on our website, but we have even more tools behind the scenes that our sales force can use with customers and our channel partners can use with customers. So we've already looked at -- we've already experienced enough friction adjustment to know how to look forward in our numbers. And while we haven't adjusted for what we think might be friction removal from 3C, I just don't think that, that's going to I don't think we're going to be able to see such a meaningful thing we can absolutely point to and say that's because of the 30C tax credit versus something your customer would have already done anyway. There's some there, but it's hard to quantify.

SP1 否。我的意思是，看，我們的政策團隊與我們的銷售人員一起運行非常嚴格的流程。我想你已經在我們的網站上引用了一些東西，但我們在幕後有更多的工具，我們的銷售人員可以與客戶一起使用，我們的渠道合作夥伴也可以與客戶一起使用。所以我們已經看過——我們已經經歷了足夠多的摩擦調整，知道如何展望我們的數字。雖然我們還沒有針對我們認為可能會從 3C 中消除摩擦的內容進行調整，但我只是不認為，我不認為我們能夠看到如此有意義的事情，我們絕對可以指出並說這是因為 30C 稅收抵免與您的客戶本來已經做過的事情。那裡有一些，但很難量化。

Our next question will come from Matt Summerville with D.A. Davidson.

我們的下一個問題將來自 D.A. 的 Matt Summerville。戴維森。

Just a couple of quick ones. Pat, in your prepared remarks, you mentioned single-family recurring revenue opportunity. Can you talk about maybe the timing, the economics, your approach, whether this would be something you'd attempt to do with existing installations or just go-forward purchases? Can you maybe talk a little bit more detail around that? SP1 Sure. Yes. I mean I'll go back in backwards order. In terms of existing installations, it depends on the program and whether you can grandfather in an existing ChargePoint customer. We've already done that. with a couple of utility programs. I'll just reference 1 in our patch, but there's a lot of utility programs running. If you look at the PG&E program that we're part of at home, there have been e-mails going out to existing ChargePoint home customers that did not start under that program to potentially enroll them in the program. So it will depend on the rules that, frankly, we don't set, but the incentives are certainly there for if it's a utility to recruit the existing customers that are in their patch if the program is favorable to them, which why would they do it if it wasn't. So that's one.

只是幾個快速的。帕特，在你準備好的發言中，你提到了單戶家庭的經常性收入機會。你能談談時間、經濟、你的方法嗎，這是你會嘗試對現有裝置做的事情還是只是向前購買？你能談談更多細節嗎？ SP1 當然。是的。我的意思是我會按倒序返回。就現有安裝而言，這取決於程序以及您是否可以繼承現有的 ChargePoint 客戶。我們已經做到了。有幾個實用程序。我將在我們的補丁中只引用 1，但是有很多實用程序正在運行。如果您查看我們在家中參與的 PG&E 計劃，就會發現已經有電子郵件發送給未根據該計劃啟動的現有 ChargePoint 家庭客戶，以便他們有可能加入該計劃。因此，這將取決於規則，坦率地說，我們沒有製定，但如果該計劃對他們有利，如果它是一種實用程序，可以招募他們補丁中的現有客戶，那麼激勵肯定存在，這為什麼他們會如果不是，就去做。這就是一個。

In terms of -- we have pilots rolling across the country and some active utility programs running for home charging. The 1 thing I can tell you is the utilities are a very deliberate bunch. So there is a there is a -- what is slower than normal business process to evolve a program to a broader and broader level. I think there's plenty of time given that we're at a little north of 1% penetration in North America and Europe into the installed base of cars. There's plenty of time to evolve those programs to full-blown programs by the time we get into the really steep parts of this growth curve. And I know it's hard to believe because we are in a very steep growth curve right now, but the growth curve for this industry is going to get steeper. And so I think there's time there, and it bodes well because there's a tremendous amount of load management benefit to utilities and managing overnight charging and bringing those cost savings to rate payers across their network.

就-我們在全國范圍內進行試點和一些為家庭充電運行的活躍公用事業計劃。我可以告訴你的一件事是公用事業是一個非常深思熟慮的群體。因此，將程序發展到越來越廣泛的水平比正常業務流程要慢。我認為有足夠的時間，因為我們在北美和歐洲對汽車安裝基礎的滲透率略高於 1%。當我們進入增長曲線的真正陡峭部分時，有足夠的時間將這些程序發展為成熟的程序。我知道這很難相信，因為我們現在正處於非常陡峭的增長曲線中，但這個行業的增長曲線將會變得更陡峭。所以我認為有時間，這是個好兆頭，因為公用事業和管理夜間充電以及將這些成本節省帶給整個網絡的費率支付者有巨大的負載管理好處。

Got it. And then just with respect to supply chain, I guess maybe ones for you. In the $450 million to $500 million revenue assumption, how much, if any, of the backlog conversion do you actually anticipate? I guess what I'm asking, and maybe another way to put it, Rex is -- do you expect to have a bigger backlog at fiscal year-end than you're sitting here with today?

知道了。然後就供應鏈而言，我想也許適合你。在 4.5 億至 5 億美元的收入假設中，您實際預計有多少積壓轉換（如果有）？我想我在問什麼，也許換一種說法，Rex 是——您是否預計在財政年度結束時會有比今天坐在這裡更大的積壓工作？

That's a great question because I had an answer on my head and so you asked to tail into the question. So as I mentioned earlier, I don't think of this as a major sort of backlog type company. We tend to sell and we've got great CM relationships. We don't build up a lot of inventory, and so we're really good about selling through.

這是一個很好的問題，因為我腦子裡已經有了答案，所以你要求深入探討這個問題。所以正如我之前提到的，我不認為這是一家主要的積壓型公司。我們傾向於銷售並且我們擁有良好的 CM 關係。我們沒有建立大量庫存，因此我們非常擅長銷售。

The backlog that we have today, as I mentioned earlier, is a really nice boost between here and the guidance that we've given for the year and revenue perspective. But if I had to commit to something, I think I would say, if the weather clears, I would actually expect the backlog could maybe be slightly smaller, right?

正如我之前提到的，我們今天的積壓工作與我們為今年和收入前景給出的指導之間是一個非常好的推動。但如果我必須承諾做某事，我想我會說，如果天氣晴朗，我實際上預計積壓可能會稍微小一些，對吧？

So the place where we can end up with a lot of backlog potentially is in fleet, but that remains to be seen. That's not contemplated anywhere in any of the big guidance or numbers that we've done, but just because it's so early yet there. But Net-net, I wouldn't be surprised if it's at or below the level it is today as we get into Q3, Q4. But that assumes we have supply.

因此，我們最終可能會出現大量積壓的地方可能是艦隊，但這還有待觀察。在我們所做的任何重大指導或數字中都沒有考慮到這一點，只是因為它還很早。但是，當我們進入第三季度、第四季度時，如果它達到或低於今天的水平，我不會感到驚訝。但這假設我們有供應。

And our next question will come from Stephen Gengaro with Stifel.

我們的下一個問題將來自 Stifel 的 Stephen Gengaro。

Thanks. Good afternoon, everybody. 2 things for me. Rex, you mentioned earlier, I think you said the percentage of subscription revenues from DC versus AC and how that mix impacts subscription revenue going forward. Can you just add a little color to that? I'm not sure I completely understood the concept.

謝謝。大家下午好。 2件事對我來說。雷克斯，你之前提到過，我想你說過 DC 與 AC 的訂閱收入的百分比，以及這種組合如何影響未來的訂閱收入。你能給它加一點顏色嗎？我不確定我是否完全理解這個概念。

Yes. A couple of quick comments on that. As Rex mentioned, if you look at the ASP of a DC port, whether it be for fleet or commercial, it's much, much higher than the ASP for even the highest end AC commercial products that we have on a per port basis.

是的。對此有幾點快速評論。正如 Rex 所提到的，如果您查看 DC 端口的 ASP，無論是用於機隊還是商業，它都比我們在每個端口基礎上擁有的最高端 AC 商業產品的 ASP 高得多。

Now on a per port basis, a DC product, especially in fleet, generates on an absolute dollar basis, a higher amount of recurring dollars. But on a percentage basis, it does not. On a percentage basis only because the initial pork sale is so much more expensive than it would be for even the highest end AC product. Does it make sense? Okay? So that's the fundamental. That's really the fundamental driver I'll make a second point just to reinforce it for any new listeners out there that haven't tracked our earnings calls before. Every single port of hardware we sell outside of single-family residents. And even there, we're starting to see recurring, right? But every single quarter has an attached software subscription that is recurring. We will not sell hardware without that software subscription. We will sell the software subscription against third-party hardware, if that's if we don't have a hardware solution or the customer prefers other third-party hardware. So there is no real way to have those 2 curves split there.

現在，在每個端口的基礎上，DC 產品，尤其是在艦隊中，以絕對美元為基礎產生更高的經常性美元。但按百分比計算，事實並非如此。僅按百分比計算，因為最初的豬肉銷售比最高端的 AC 產品貴得多。是否有意義？好的？所以這是最基本的。這確實是我要提出的第二點的基本驅動力，只是為了向那些以前沒有跟踪過我們的財報電話會議的新聽眾強調這一點。我們在單戶居民之外銷售的每一個硬件端口。即使在那裡，我們也開始看到復發，對吧？但是每個季度都有一個附加的重複軟件訂閱。如果沒有該軟件訂閱，我們將不會出售硬件。如果我們沒有硬件解決方案或客戶更喜歡其他第三方硬件，我們將針對第三方硬件銷售軟件訂閱。所以沒有真正的辦法讓那兩條曲線在那里分開。

And lastly, what I'll point out is that on a percentage basis, what is commonly confusing is that the port growth being so high on an absolute basis on Newport ads and accelerating that because the revenue is recognized in the period and the revenue associated with the software is rated until the installed base is significantly larger on the existing porks under management. That's why we quote that number because that existing ports under management is the installed base that's paying us on an annual basis.

最後，我要指出的是，按百分比計算，通常令人困惑的是，紐波特廣告的港口增長在絕對基礎上如此之高，而且還在加速增長，因為收入是在這一時期確認的，而且相關收入對軟件進行評級，直到安裝基礎在管理的現有豬肉上顯著變大。這就是我們引用該數字的原因，因為受管理的現有端口是每年向我們付款的安裝基礎。

Until that installed base is higher, the port growth rate as it accelerates can drive the ratio of the hardware line to the software line on our P&L in any given quarter in the wrong direction from an optics perspective, but it's actually goodness because it says we're adding to the installed base faster.

在該安裝基數更高之前，從光學角度來看，端口增長率加速可能會在任何給定季度向錯誤的方向推動我們損益表中硬件線與軟件線的比率，但這實際上是件好事，因為它說我們更快地增加安裝基礎。

Got you. No, that clarifies things. And the other quick one, and I know you addressed this a little bit earlier. But when you -- when you think about just the visibility, I mean, obviously, you reiterated gross margin guidance. The confidence level is reasonably high based on what you see today and how things are flushing out from a supply chain perspective. Like what do you think it takes to kind of get to the upper end versus the lower end as we think about the biggest moving pieces for the rest of the year?

明白了不，這澄清了事情。另一個是快速的，我知道你之前已經解決了這個問題。但是當你 - 當你只考慮可見性時，我的意思是，很明顯，你重申了毛利率指導。根據您今天所看到的情況以及從供應鏈的角度來看情況如何，信心水平相當高。就像你認為在我們考慮今年剩餘時間最大的變動因素時，達到高端與低端需要什麼？

So I couldn't shade you either way, but high on the low end. But the middle, what we've done is we have -- for one thing, we have a very good sales team. And I've been here for 4 years and even when we were private, they hit their numbers. And so when we sit down with them and go through now Q2, Q3, Q4, they've got a lot of credibility with Pat and a lot of credibility with base. So the fact that they have such a good track record is very encouraging. We've got a lot of good new products coming online here this year that I think are going to help.

所以我不能以任何方式遮蔽你，但在低端高。但在中間，我們所做的是——一方面，我們擁有一支非常優秀的銷售團隊。我在這裡已經 4 年了，即使在我們私有化的時候，他們也達到了他們的目標。因此，當我們與他們坐下來討論現在的 Q2、Q3、Q4 時，他們在 Pat 和 base 方面獲得了很多信譽。因此，他們擁有如此良好的記錄這一事實非常令人鼓舞。今年我們這裡有很多不錯的新產品上線，我認為它們會有所幫助。

And so really it all comes down in my mind, to can we build it? It's just as we've talked on several of the questions on this call, what your backlog looks like. We've got a really nice backlog. It keeps building even in what would seasonally be our worst quarter, which is Q1. So we just -- we think the demand looks really, really good. And so our main handicap as we look through the rest of the year is can we get the parts, put them together and and get them out to our customers. So I feel pretty good about the number -- and our final question will come from Steven Fox with Fox Advisors.

所以真的這一切都在我腦海中浮現，我們可以建造它嗎？就像我們在本次電話會議上討論了幾個問題一樣，您的積壓工作是什麼樣子的。我們有一個非常好的積壓。即使在我們最糟糕的季節性季度，即第一季度，它仍在繼續建設。所以我們只是 - 我們認為需求看起來真的非常好。因此，在今年餘下的時間裡，我們的主要障礙是我們能否獲得零件，將它們組裝在一起，然後將它們提供給我們的客戶。所以我對這個數字感覺很好——我們的最後一個問題將來自 Fox Advisors 的 Steven Fox。

Just one from me, please. Can you maybe address -- there's been some talk about just frustration in the field about how quickly or not so quickly state and federal dollars are rolling out? You guys just highlighted that you completed 1 corridor in Colorado with 5 to go. So I was just curious if you could talk about like your experience with that corridor, how it is dealing with some of these expectations for funding. And I know it's not in your numbers, but I'm just wondering if you think it's proceeding to advertisement or maybe it's going to take a little longer.

請給我一個。你能不能解決 - 有一些關於該領域關於州和聯邦資金推出的速度有多快或不那麼快的挫敗感的討論？你們剛剛強調你們在科羅拉多州完成了 1 條走廊，還有 5 條要走。所以我很好奇你是否可以談談你在這條走廊上的經歷，它是如何處理這些對資金的期望的。我知道這不在你的數字中，但我只是想知道你是否認為它正在繼續做廣告，或者它可能需要更長的時間。

So historically, when we been asked questions like this and in other forums about our expectations around public funding. We've always actually modulated the questioner to able less bullish, time-wise position only because we have 15 years of experience, understanding how long programs take to operationalize. It's no fault of any state, government or what have you. It's just there's a lot of moving parts and when you're dealing with policy and things of that nature. It just takes longer to operationalize than it does to spell out in a press release when those things are initially uncovered.

所以從歷史上看，當我們在其他論壇上被問到這樣的問題時，我們會問到我們對公共資金的期望。事實上，我們總是將提問者調整到不太樂觀、時間明智的位置，只是因為我們有 15 年的經驗，了解項目需要多長時間才能運作。這不是任何州、政府或你擁有的任何東西的錯。只是有很多變動的部分，當你處理政策和類似性質的事情時。與最初發現這些事情時在新聞稿中闡明的時間相比，實施起來需要更長的時間。

So I think we've built in a natural level of expectation at ChargePoint that is pretty matched to what actually happens. And we find ourselves in a continuous position of having to modulate down external parties that I think have oversized expectations as to the rapidity of onset. Once the program onsets, then it tends to go along obvious path. The EV program, for example, is a 5-year program. The first year is a little bit smaller because it's a bigger reserve for some things outside of equipment and services. But it's -- at a top level, it's $1 billion a year for 5 years rolling to states. And we expect that to go kind of like the VW Appendix D programs did with the proviso that the state commissions that are dealing with these programs now have the benefit of the experience that they've already had. So we think they will go faster on the back of the fact that they can copy paste a lot of the learnings from those previous things. But still, it still takes a while to get operationalized. And then once the program is even awarded and operationalized, you still have to get through construction, all of the utility provisioning, et cetera. So there's just a natural delay. This will take -- this will come in over years, and that's okay. That's a good thing. That's not a bad thing, just we all have to set our lenses adequately.

所以我認為我們在 ChargePoint 建立了一種自然的期望水平，這與實際發生的情況非常匹配。而且我們發現自己一直處於必須調節外部各方的位置，我認為外部各方對發病的速度抱有過大的期望。一旦程序開始，它就會沿著明顯的路徑前進。例如，EV 計劃是一個為期 5 年的計劃。第一年略小一些，因為它是設備和服務之外的一些東西的更大儲備。但它是——在最高水平上，它是每年 10 億美元，持續 5 年，滾動到各州。我們希望這能像大眾附錄 D 計劃那樣進行，但前提是處理這些計劃的州委員會現在可以從他們已經擁有的經驗中受益。所以我們認為他們會走得更快，因為他們可以復制粘貼從以前的事情中學到的很多東西。但是，仍然需要一段時間才能投入使用。然後，一旦該計劃獲得批准並投入運營，您仍然必須完成建設、所有公用事業供應等。所以有一個自然的延遲。這將需要——這將需要多年時間，這沒關係。這是好事。這不是一件壞事，只是我們都必須適當地設置我們的鏡頭。

And that will conclude today's question-and-answer session. I would now like to turn the call back over to Pasquale Romano for closing remarks.

今天的問答環節到此結束。我現在想將電話轉回給 Pasquale Romano 以作結束語。

Well, I'll just close by again thanking the team here at ChargePoint, first and foremost, for as a team pulling together to get through what was a very demanding quarter on the company, given all the constraints and the growth rate. So thanks to all of you out there listening. And then I'll -- we've -- the most encouraging thing for us, I'll leave you all with this, is that for several quarters now, we've reported that really all our verticals are firing. There's no single hotspot in the business. That was what we -- if you rewound the tape 10 years ago, what we were designing the company for, it's nice to see reality match theory for now what is a bunch of quarters where that's been the case. So we're really encouraged that we've got a diverse business here and now diverse geographies. It was great to see Europe do as well as it did despite the supply chain constraints last quarter for us. So we're very optimistic about our ability to continue to be a leader in this space, and we're looking forward to a world when the supply chain issues subside, and we can really manage our business with the full benefit of knowing that we can get everything we need. Because then at that point, as Rex mentioned, then we're at the limit of our growth, which doesn't seem to be much of a limiter these days. So thank you all, and we'll see you next time.

好吧，我將再次感謝 ChargePoint 的團隊，首先也是最重要的是，考慮到所有的限制和增長率，作為一個團隊齊心協力度過了對公司要求很高的季度。所以感謝你們所有人的聆聽。然後我會 - 我們已經 - 對我們來說最令人鼓舞的事情，我會留給你們所有人，現在有幾個季度，我們已經報告說我們所有的垂直行業都在開火。業務中沒有單一熱點。這就是我們——如果你倒帶 10 年前的磁帶，我們設計公司的目的，很高興看到現在的現實匹配理論是這樣的。因此，我們真的很受鼓舞，因為我們在這裡擁有多元化的業務，現在在不同的地區開展業務。儘管上個季度我們的供應鏈受到限制，但很高興看到歐洲的表現和它一樣好。所以我們對我們繼續成為這個領域的領導者的能力非常樂觀，我們期待著供應鏈問題消退的世界，我們可以真正地管理我們的業務，充分了解我們可以得到我們需要的一切。因為那時，正如雷克斯提到的那樣，我們正處於增長的極限，如今這似乎並沒有太大的限制。所以謝謝大家，我們下次再見。

And this will conclude conference. Thank you for your participation, and you may now disconnect.

這將結束會議。感謝您的參與，您現在可以斷開連接。