MongoDB Inc (MDB) 2022 Q1 法說會逐字稿

Good day, and welcome to the MongoDB First Quarter Fiscal Year 2022 Earnings Conference Call. (Operator Instructions) Please note, this event is being recorded. I would now like to turn the conference over to Brian Denyeau from ICR. Please go ahead, sir.

美好的一天，歡迎參加 MongoDB 2022 財年第一季財報電話會議。 （操作員說明）請注意，正在記錄此事件。我現在想將會議轉交給 ICR 的 Brian Denyeau。請繼續，先生。

Thank you, Chuck. Good afternoon, and thank you for joining us today to review MongoDB's first quarter fiscal 2022 financial results, which we announced in our press release issued after the close of the market today. Joining me on the call today are Dev Ittycheria, President and CEO of MongoDB; and Michael Gordon, MongoDB's COO and CFO.

謝謝你，查克。下午好，感謝您今天與我們一起回顧 MongoDB 2022 財年第一季的財務業績，我們在今天收盤後發布的新聞稿中宣布了這一結果。今天和我一起參加電話會議的是 MongoDB 總裁兼執行長 Dev Ittycheria；以及 MongoDB 營運長兼財務長 Michael Gordon。

During this call, we will make forward-looking statements, including statements related to our market and future growth opportunities, the benefits of our product platform, our competitive landscape, customer behaviors, our financial guidance, our planned investments and the anticipated impact of the COVID-19 pandemic on our business and results of operations as well as on our clients in the macroeconomic environment. These statements are subject to a variety of risks and uncertainties that could cause actual results to differ materially from our expectations. For a discussion of material risks and uncertainties that could affect our actual results, please refer to those described in our SEC filings, including our most recent annual report on Form 10-K. Any forward-looking statements made on this call reflect our views only as of today, and we undertake no obligation to update them.

在本次電話會議中，我們將做出前瞻性陳述，包括與我們的市場和未來成長機會、我們產品平台的優勢、我們的競爭格局、客戶行為、我們的財務指導、我們計劃的投資以及預期影響相關的陳述。 COVID-19 大流行對我們的業務和經營業績以及宏觀經濟環境中的客戶造成影響。這些陳述受到各種風險和不確定性的影響，可能導致實際結果與我們的預期有重大差異。有關可能影響我們實際結果的重大風險和不確定性的討論，請參閱我們向 SEC 提交的文件中所述的內容，包括我們最新的 10-K 表格年度報告。本次電話會議中所做的任何前瞻性陳述僅反映我們今天的觀點，我們不承擔更新這些陳述的義務。

Additionally, we will discuss non-GAAP financial measures on this conference call. Please refer to the tables in our earnings release on the Investor Relations portion of our website for reconciliation of these measures to the most directly comparable GAAP financial measure.

此外，我們將在本次電話會議上討論非公認會計準則財務指標。請參閱我們網站投資者關係部分的收益發布中的表格，以了解這些指標與最直接可比較的公認會計準則財務指標的對帳情況。

With that, I'd like to turn the call over to Dev.

有了這個，我想把電話轉給 Dev。

Thanks, Brian, and thank you to everyone for joining us today. I will start by reviewing our first quarter results before giving you a company update.

謝謝布萊恩，也謝謝大家今天加入我們。在向您介紹公司最新情況之前，我將先回顧我們第一季的業績。

Looking quickly at our first quarter financial results. We generated revenue of $181.6 million, a 39% year-over-year increase and above the high end of our guidance. We grew subscription revenue 40% year-over-year. Atlas revenue grew 73% year-over-year and now represents 51% of revenue. And we had another strong quarter of customer growth, ending the quarter with over 26,800 customers.

快速瀏覽我們第一季的財務業績。我們的收入為 1.816 億美元，年成長 39%，高於我們指導的上限。我們的訂閱收入年增 40%。 Atlas 營收年增 73%，目前佔總營收的 51%。我們又迎來了一個強勁的季度客戶成長，本季末客戶數量超過 26,800 名。

June marks the fifth anniversary of launching Atlas, our MongoDB Database as a Service offering. In Q1, Atlas reached a remarkable milestone, becoming the majority of revenue in just under 5 years. Deployed in over 80 regions around the world across AWS, Azure and GCP, Atlas is now a nearly $400 million revenue run rate business growing over 70% year-over-year. While we are proud of how quickly we have grown this business since its inception, we are confident that we've only scratched the surface of the opportunity ahead of us.

6 月是我們的 MongoDB 資料庫即服務產品 Atlas 推出五週年。在第一季度，Atlas 達到了一個非凡的里程碑，在不到 5 年的時間內成為了大部分收入。 Atlas 已在 AWS、Azure 和 GCP 等全球 80 多個地區進行部署，目前營業收入已接近 4 億美元，較去年同期成長超過 70%。雖然我們對這項業務自成立以來的快速發展感到自豪，但我們相信，我們只是觸及了擺在我們面前的機會的表面。

As we look back at the first 5 years of Atlas, we see a story of innovation, aggressive investment and demonstrated ability to take smart risks, some of which seem quite controversial at the time. We launched Atlas in June of 2016 as a self-serve-only offering on AWS. Although in retrospect, the decision to launch an independent Database as a Service business seemed like a no-brainer, it wasn't obvious at the time. There was a fair amount of skepticism in the market that an independent company could build a successful cloud service while both partnering and competing with the hyperscale cloud vendors.

當我們回顧 Atlas 的前 5 年時，我們看到了一個充滿創新、積極投資和承擔明智風險能力的故事，其中一些在當時似乎頗具爭議。我們於 2016 年 6 月推出了 Atlas，作為 AWS 上的自助服務產品。儘管回想起來，推出獨立的資料庫即服務業務的決定似乎是理所當然的，但在當時並不明顯。市場上存在相當多的懷疑，認為獨立公司能否在與超大規模雲端供應商合作和競爭的同時建立成功的雲端服務。

A year later, we launched Atlas on Azure and GCP. Even though it was more work and added more expense to support all 3 cloud providers, we made this a priority, as you understood from the outset that as the cloud became mainstream, customers would want a multi-cloud solution. Due to the strong initial reception of Atlas in our direct sales channel, we invested aggressively to achieve feature parity between Enterprise Advanced and Atlas. We reached that milestone in mid-2018, ahead of our original schedule and since then, have led with innovation on Atlas. Our ability to quickly ship new features and get customer feedback has not only allowed us to innovate faster but has also benefited our Enterprise Advanced customers.

一年後，我們在 Azure 和 GCP 上推出了 Atlas。儘管支援所有 3 個雲端供應商需要更多工作並增加更多費用，但我們將其列為優先事項，正如您從一開始就明白的那樣，隨著雲端成為主流，客戶將需要多雲解決方案。由於 Atlas 在我們的直銷管道中的最初反應強烈，我們積極投資以實現 Enterprise Advanced 和 Atlas 之間的功能對等。我們在 2018 年中期提前實現了這一里程碑，從那時起，我們就在 Atlas 上引領創新。我們快速發布新功能並獲取客戶回饋的能力不僅使我們能夠更快地創新，而且還使我們的企業高級客戶受益。

From an outsider's perspective, one of the more controversial decisions we made was to change our license from AGPL to SSPL in 2018. Our objective was to remain true to our open source roots while ensuring that we could build a meaningful Database as a Service business in the cloud era. While some suggested this will limit the adoption of MongoDB, we had conviction that we could better serve customers with this change. MongoDB's popularity with developers has only continued to grow after adopting SSPL. Given the success of Atlas, a number of open source companies have now switched to similar license structures.

從局外人的角度來看，我們做出的更具爭議性的決定之一是在 2018 年將我們的許可證從 AGPL 更改為 SSPL。我們的目標是忠於我們的開源根源，同時確保我們能夠在雲端時代。雖然有些人認為這會限制 MongoDB 的採用，但我們堅信，透過這項變化，我們可以更好地為客戶服務。採用 SSPL 後，MongoDB 在開發人員中的受歡迎程度持續成長。鑑於 Atlas 的成功，許多開源公司現在轉向類似的授權結構。

Around the same time, we acquired mLab, which not only increased our scale in the cloud but also increased our expertise in the self-serve channel. We uncovered a virtuous cycle between our field sales organization, our inside sales team, our customer success organization and our self-serve channel. Investments in any one area led to the acceleration for the entire cycle, and this virtuous cycle has been a key enabler of our growth.

大約在同一時間，我們收購了 mLab，這不僅擴大了我們在雲端的規模，也增強了我們在自助服務管道方面的專業知識。我們在現場銷售組織、內部銷售團隊、客戶成功組織和自助服務管道之間發現了良性循環。任何一個領域的投資都會導致整個週期的加速，而這種良性循環一直是我們成長的關鍵動力。

To give you some context, the majority of Atlas revenue was originally sourced by our self-serve channel but the majority of growth has come through the direct sales channel. In 2019, we acquired Realm, the world's leading independent mobile database, announced beta versions of Atlas Search and Atlas Data Lake. With these actions, we took the first steps to move from offering a database to becoming a comprehensive application data platform. Our expanded product vision was driven by our customers' desire to leverage MongoDB more broadly across their organization. In 2020, we continue to make changes that made it easier for customers to start using Atlas. These changes resulted in a big uptick in new customers, resulting in over 25,000 customers of almost every size and from nearly every geography and industry using Atlas today.

為了給您一些背景信息，Atlas 的大部分收入最初來自我們的自助管道，但大部分增長來自直接銷售管道。 2019年，我們收購了全球領先的獨立行動資料庫Realm，發布了Atlas Search和Atlas Data Lake的測試版。透過這些行動，我們邁出了從提供資料庫轉向綜合應用資料平台的第一步。我們擴展的產品願景是由客戶希望在整個組織中更廣泛地利用 MongoDB 所驅動的。 2020 年，我們將繼續做出改變，讓客戶更輕鬆地開始使用 Atlas。這些變化導致新客戶數量大幅增加，如今幾乎所有規模、幾乎所有地區和行業的 25,000 多個客戶都在使用 Atlas。

Looking back at the first 5 years of Atlas, we see a few key lessons learned. First, while innovation, strong execution and unconventional thinking contributed to the growth of Atlas, none of this would have been possible without MongoDB's outstanding product market fit in a massive market, which is estimated by IDC to be $73 billion in 2021. With 175 million cumulative downloads, of which over 70 million were in the last 12 months, MongoDB continues to be the world's most popular modern general purpose database. The popularity of MongoDB is the foundational pillar for the success of Atlas.

回顧 Atlas 的前 5 年，我們學到了一些重要的經驗教訓。首先，雖然創新、強大的執行力和非傳統思維促進了Atlas 的發展，但如果沒有MongoDB 出色的產品市場契合龐大的市場（IDC 估計2021 年將達到730 億美元），這一切都不可能實現。其中1.75 億美元過去 12 個月的累積下載量超過 7,000 萬次，MongoDB 仍然是世界上最受歡迎的現代通用資料庫。 MongoDB 的流行是 Atlas 成功的基礎支柱。

Second, given the choice, customers would rather focus resources on building new applications and shipping new features quickly than spend time and resources on the undifferentiated heavy-lifting of managing their distributed application data infrastructure. Third, multi-cloud is proving to be even more important than we originally imagined. Customers have experienced firsthand that cloud providers do have outages, so building resilience across cloud providers is critical for many customers. Moreover, as cloud providers differentiate among themselves, being able to leverage different services from different cloud providers is something customers want to do. Finally, customers value solutions that make it easy to move from one cloud provider to another, reducing lock in with any one cloud vendor.

其次，如果有選擇，客戶寧願將資源集中在建立新應用程式和快速發布新功能上，也不願將時間和資源花在管理分散式應用程式資料基礎架構的無差別繁重工作上。第三，事實證明，多雲比我們原先想的更重要。客戶親身經歷過雲端供應商確實會中斷，因此跨雲端供應商建立彈性對於許多客戶來說至關重要。此外，由於雲端提供者之間存在差異，因此客戶希望能夠利用不同雲端提供者的不同服務。最後，客戶看重能夠輕鬆地從一個雲端供應商遷移到另一個雲端供應商的解決方案，從而減少對任何一個雲端供應商的鎖定。

As we look to the future, there are a number of reasons why we are bullish about our long-term prospects. First, we are seeing increased adoption -- enterprise adoption of Atlas. In the first quarter, approximately 2/3 of new business won by our field sales team was Atlas, more than doubled the percentage from 2 years ago. Not only are customers choosing more of Atlas, they are building or moving mission-critical workloads onto Atlas, which is the biggest driver of growth of our more than 1,000 6-figure customers.

展望未來，我們有許多理由看好我們的長期前景。首先，我們看到越來越多的企業採用 Atlas。第一季度，我們的現場銷售團隊贏得的新業務中大約有2/3是Atlas，這一比例比兩年前增加了一倍多。客戶不僅更選擇 Atlas，而且還在將關鍵任務工作負載建置或轉移到 Atlas 上，這是我們 1,000 多個 6 位數客戶成長的最大推動力。

Second, cloud partners are recognizing the value that MongoDB and Atlas bring to their own businesses. Using Q1 as an example, we had a record co-sell quarter with AWS, GCP and Alibaba. We are seeing increasing opportunities to expand ways we partner with cloud providers through both technical integrations as well as go-to-market initiatives to enable more customers around the world to derive the benefits of using MongoDB.

其次，雲端合作夥伴正在認識到 MongoDB 和 Atlas 為其自身業務帶來的價值。以第一季為例，我們與 AWS、GCP 和阿里巴巴的聯合銷售季度創下歷史新高。我們看到越來越多的機會透過技術整合和市場推廣計劃來擴展我們與雲端供應商的合作方式，使世界各地更多的客戶能夠從使用 MongoDB 中獲益。

Finally, our C-level customer conversations indicate that our application data platform strategy is clearly resonating in the marketplace. Customers increasingly tell us that they prefer to standardize on a general purpose platform rather than use a myriad of single function databases that add more cost and increase the complexity of running workloads in the cloud.

最後，我們的 C 級客戶對話表明我們的應用程式資料平台策略明顯在市場中引起了共鳴。越來越多的客戶告訴我們，他們更喜歡在通用平台上進行標準化，而不是使用大量單一功能資料庫，這會增加更多成本並增加在雲端中運行工作負載的複雜性。

Now I'd like to spend a few minutes reviewing some customer wins and interesting use cases from the first quarter. commercetools, the leading next-generation e-commerce platform, selected Atlas to power the world's most popular e-commerce sites. Used by over 200 leading global brands, such as Audi, AT&T and Tiffany, commercetools is now able to scale its platform and flexible API-first approach to support the world's biggest retailers so they can design unique and seamless shopping experiences across all digital touch points. At the beginning of May, MongoDB and commercetools helped one of the world's largest toy companies launch a massive and highly anticipated campaign to millions of fans across the world without a hitch.

現在，我想花幾分鐘回顧第一季的一些客戶勝利和有趣的用例。領先的下一代電子商務平台 commercetools 選擇 Atlas 為全球最受歡迎的電子商務網站提供支援。 commercetools 被Audi、AT&T 和Tiffany 等200 多個全球領先品牌使用，現在能夠擴展其平台和靈活的API 優先方法來支援全球最大的零售商，以便他們能夠在所有數位接觸點設計獨特且無縫的購物體驗。 5 月初，MongoDB 和 commercetools 幫助全球最大的玩具公司之一順利地向全球數百萬粉絲發起了一場備受期待的大規模活動。

UiPath, a leading enterprise automation software company offering an end-to-end automation platform that combines robotic process automation with a full suite of capabilities to enable organizations to rapidly scale digital businesses -- business operations, chose MongoDB as their underlying data persistence platform to increase efficiency for its developers and accelerate time to market with new features and functionality.

UiPath 是一家領先的企業自動化軟體公司，提供端到端自動化平台，該平台將機器人流程自動化與全套功能相結合，使組織能夠快速擴展數位業務（業務運營），選擇 MongoDB 作為其底層數據持久化平台提高開發人員的效率並加快新功能和功能的上市時間。

Leading provider of cloud-based compliance solutions, Avalara is migrating from SQL server to MongoDB to support its complex data requirements. With more than 30,000 customers in 95 countries, the company need a database to keep up with billions of transactions as it rapidly scales its platform to support new industries, geographies and compliance services.

作為基於雲端的合規性解決方案的領先供應商，Avalara 正在從 SQL Server 遷移到 MongoDB，以支援其複雜的資料需求。該公司在 95 個國家/地區擁有超過 30,000 名客戶，在快速擴展其平台以支援新行業、地區和合規服務時，需要一個資料庫來跟上數十億筆交易。

One of the largest grocery chains in the world chose Atlas to strengthen its digital portfolio and scale its services across the e-commerce platform and in-store offerings. The company, which has more than 2,000 stores, selected MongoDB to replace Cosmos DB after searching for a scalable solution with a flexible data model that will give its developers a richer feature set and better visibility into their data.

全球最大的雜貨連鎖店之一選擇 Atlas 來增強其數位產品組合，並在電子商務平台和店內產品中擴展其服務。該公司擁有 2,000 多家商店，在尋找具有靈活資料模型的可擴展解決方案後，選擇 MongoDB 來取代 Cosmos DB，該解決方案將為開發人員提供更豐富的功能集和更好的資料可見性。

Tapple, created by leading Japanese Internet company, CyberAgent, is a dating application with over 6 million registered users. The app, which has made over 200 million matches since inception, was deployed in Atlas for ease of use, the capacity to store 7.5 billion documents and the ability to upgrade very large clusters while scaling to accommodate large user growth. In summary, we're off to a strong start in fiscal '22.

Tapple 由日本領先的網路公司 Cyber​​Agent 創建，是一款擁有超過 600 萬名註冊用戶的約會應用程式。該應用程式自推出以來已進行了超過 2 億次匹配，部署在 Atlas 中是為了易於使用，能夠存儲 75 億份文檔，並且能夠升級超大型集群，同時進行擴展以適應大量用戶增長。總之，我們在 22 財年有了一個好的開始。

With that, I'll turn it over to Michael.

有了這個，我會把它交給麥可。

Thanks, Dev. As mentioned, we delivered another strong performance in the first quarter, both financially and operationally. I'll begin with a detailed review of our first quarter results and then finish with our outlook for the second quarter and full fiscal year 2022.

謝謝，德夫。如前所述，我們在第一季在財務和營運方面再次取得了強勁的業績。我將首先詳細回顧我們第一季的業績，然後展望第二季和 2022 財年。

First, I'll start with our first quarter results. Total revenue in the quarter was $181.6 million, up 39% year-over-year. Subscription revenue was $174.6 million, up 40% year-over-year, and professional services revenue was $7.1 million, up 29% year-over-year. Overall, Atlas' strong performance continues to be the largest contributor to our growth. Atlas grew 73% in the quarter compared to the previous year and now represents 51% of total revenue compared to 42% in the first quarter of fiscal 2021 and 49% last quarter.

首先，我將從我們第一季的業績開始。該季度總營收為 1.816 億美元，年增 39%。訂閱收入為 1.746 億美元，年增 40%，專業服務收入為 710 萬美元，年增 29%。總體而言，Atlas 的強勁業績仍然是我們成長的最大貢獻者。 Atlas 本季較上年成長 73%，目前佔總營收的 51%，而 2021 財年第一季為 42%，上季為 49%。

As Dev discussed, Atlas' continued strong growth at increasing scale reflected strong product market fit, our large market opportunity and the clear market shift among customers of all sizes towards a fully managed cloud database offering. Given that Atlas is now the majority of our revenue and that we continue to expect it to grow as a percent of revenue, I thought it would be helpful to remind everyone how Atlas impacts our reported financials.

正如 Dev 所討論的，Atlas 規模不斷擴大的持續強勁增長反映了強大的產品市場契合度、我們巨大的市場機會以及各種規模的客戶之間向完全託管的雲端資料庫產品的明確市場轉變。鑑於 Atlas 現在占我們收入的大部分，並且我們繼續期望它佔收入的百分比增長，我認為提醒大家 Atlas 如何影響我們報告的財務狀況會有所幫助。

First, Atlas revenue is recorded on a consumption basis and therefore varies with usage, whereas Enterprise Advanced includes a term license component that is recognized upfront. So for a comparable dollar-sized contract, both Enterprise Advanced and Atlas will recognize the same amount of revenue over the contract term, but the Atlas contract will generate less initial revenue.

首先，Atlas 收入是根據消費記錄的，因此會隨使用情況而變化，而 Enterprise Advanced 包括預先確認的術語授權組件。因此，對於同等規模的美元合同，Enterprise Advanced 和 Atlas 都將在合約期間確認相同數量的收入，但 Atlas 合約將產生較少的初始收入。

Second, self-serve Atlas customers and a growing portion of our direct sales Atlas customers do not pay us annually upfront as is customary for Enterprise Advanced customers. We believe that payment and commitment flexibility facilitate Atlas adoption and usage, which will ultimately maximize long-term revenues and cash flows. However, as a result, Atlas generates less deferred revenue and less upfront cash than Enterprise Advanced. To illustrate this point, as of Q1, nearly 40% of our total ARR had little or no impact on our deferred revenue.

其次，自助式 Atlas 客戶和我們越來越多的直銷 Atlas 客戶並不像 Enterprise Advanced 客戶的慣例那樣每年預先向我們付款。我們相信，支付和承諾的靈活性有助於 Atlas 的採用和使用，最終將實現長期收入和現金流的最大化。然而，與 Enterprise Advanced 相比，Atlas 產生的遞延收入和預付現金較少。為了說明這一點，截至第一季度，我們總 ARR 的近 40% 對我們的遞延收入影響很小或沒有影響。

Finally, Atlas has a lower overall gross margin than Enterprise Advanced because of its infrastructure component. That said, we've significantly reduced the margin difference between the 2 as Atlas has scaled. In addition, on an apples-to-apples functionality basis, Atlas is accretive to dollars of gross profit.

最後，由於其基礎設施組成部分，Atlas 的整體毛利率低於 Enterprise Advanced。也就是說，隨著 Atlas 的擴展，我們已經顯著縮小了兩者之間的利潤差異。此外，在同類功能的基礎上，Atlas 還可以增加毛利。

As a reminder, we do not try to influence which of our products customers choose. What we really care about is customers adopting and expanding their use of MongoDB. We're happy to have customers run MongoDB in whatever way best suits their IT strategy, and we expect that Enterprise Advanced will continue to grow, especially in regulated industries, such as financial services and health care, that are moving to the cloud at a more measured pace.

提醒一下，我們不會試圖影響客戶選擇我們的產品。我們真正關心的是客戶採用並擴展 MongoDB 的使用。我們很高興讓客戶以最適合其 IT 策略的方式運行 MongoDB，我們預計 Enterprise Advanced 將繼續成長，特別是在金融服務和醫療保健等受監管行業，這些行業正在以最快的速度轉向雲端。步伐更加穩健。

During the first quarter, we grew our customer base by over 2,000 customers sequentially, bringing our total customer count to over 26,800 customers, which is up from over 18,400 in the year ago period. Of our total customer count, over 3,300 are direct sales customers, which compares to over 2,200 in the year ago period. As a reminder, our direct customer count growth is driven by customers who are net new to our platform as well as self-service customers with whom we now have established a direct sales relationship. The growth in our total customer count is being driven in large part by Atlas, which had over 25,300 customers at the end of the quarter compared to over 16,800 in the year ago period. It is important to keep in mind that growth in our Atlas customer count reflects new customers to MongoDB in addition to existing Enterprise Advanced customers adding incremental Atlas workloads.

第一季度，我們的客戶群連續增加了 2,000 多個客戶，使我們的客戶總數達到 26,800 多個，高於去年同期的 18,400 多個。在我們的客戶總數中，有 3,300 多名直銷客戶，而去年同期為 2,200 多名。提醒一下，我們的直接客戶數量增長是由新加入我們平台的客戶以及我們現已與其建立直接銷售關係的自助服務客戶推動的。我們客戶總數的成長在很大程度上是由 Atlas 推動的，截至本季末，Atlas 擁有超過 25,300 名客戶，而去年同期為 16,800 多名。重要的是要記住，Atlas 客戶數量的成長反映了 MongoDB 的新客戶以及增加增量 Atlas 工作負載的現有 Enterprise Advanced 客戶。

We had another quarter with our net ARR expansion rate above 120%. We ended the quarter with 1,057 customers with at least $100,000 in ARR and annualized MRR, which is up from 780 in the year ago period. The continued strong growth in customers with $100,000 or more in ARR is an indication of the success of our land and expand go-to-market strategy and the fact that we are increasingly becoming a strategic partner and a database standard for our customers.

我們又一個季度的淨 ARR 擴張率超過 120%。本季結束時，我們有 1,057 名客戶的 ARR 和年化 MRR 至少為 100,000 美元，高於去年同期的 780 名。 ARR 達到或超過 100,000 美元的客戶的持續強勁增長表明我們的土地和擴展進入市場策略的成功，以及我們日益成為客戶的戰略合作夥伴和資料庫標準的事實。

Moving down the P&L. I'll be discussing our results on a non-GAAP basis, unless otherwise noted. Gross profit in the first quarter was $131.6 million, representing a gross margin of 72%, which is consistent with last quarter, and down from 73% in the year ago period. Overall, we are pleased with our gross margin performance, which is only seeing a modest impact from Atlas as it becomes a bigger portion of our revenue despite its infrastructure component. We've had good success driving greater efficiency as Atlas scales to minimize the gross margin impact. We continue to expect that we'll see some modest reduction in overall company gross margin as Atlas continues to grow as a percent of total revenue.

損益表向下移動。除非另有說明，我將在非公認會計原則的基礎上討論我們的結果。第一季毛利為1.316億美元，毛利率為72%，與上季持平，低於去年同期的73%。總體而言，我們對毛利率表現感到滿意，儘管 Atlas 具有基礎設施成分，但它在我們收入中所佔的比例較大，因此對毛利率的影響不大。隨著 Atlas 不斷擴展以盡量減少毛利率影響，我們在提高效率方面取得了巨大成功。我們仍然預計，隨著 Atlas 佔總收入的百分比持續成長，公司整體毛利率將略有下降。

Our operating loss was $8.4 million or negative 5% operating margin for the first quarter compared to a negative 6% margin in the year ago period. Our outperformance versus our operating loss guidance was driven primarily by revenue outperformance. Net loss in the first quarter was $9.5 million or $0.15 a share based on 61.4 million weighted average shares outstanding. This compares to a loss of $7.3 million or $0.13 a share on 57.6 million weighted average shares outstanding in the year ago period.

第一季我們的營業虧損為 840 萬美元，營業利益率為負 5%，去年同期利潤率為負 6%。我們的業績優於營業虧損指引主要是因為收入表現優異。第一季淨虧損為 950 萬美元，即以 6,140 萬股加權平均計算每股虧損 0.15 美元。相較之下，去年同期已發行加權平均股數為 5,760 萬股，虧損 730 萬美元，即每股虧損 0.13 美元。

Turning to the balance sheet and cash flow. We ended the quarter with $935.6 million in cash, cash equivalents, short-term investments and restricted cash. Operating cash flow in the first quarter was positive $10.2 million driven by strong collections following record Q4 sales results. After taking into consideration approximately $1.8 million in capital expenditures and principal repayments of finance lease liabilities, free cash flow was positive $8.4 million in the quarter. This compares to negative free cash flow of $8.5 million in the first quarter of fiscal 2021. Despite the stronger-than-expected Q1, we continue to expect that we will burn cash in full fiscal year 2022 as we continue to invest significantly in the business.

轉向資產負債表和現金流量。截至本季末，我們的現金、現金等價物、短期投資和限制性現金為 9.356 億美元。由於第四季銷售業績創紀錄，催收強勁，第一季營運現金流為 1,020 萬美元。考慮到約 180 萬美元的資本支出和融資租賃負債的本金償還，本季自由現金流為正 840 萬美元。相較之下，2021 財年第一季的自由現金流為負850 萬美元。儘管第一季強於預期，但我們仍然預計，隨著我們繼續大力投資業務，我們將在2022 年整個財年消耗現金。

I'd now like to turn to our outlook for the second quarter and full year fiscal 2022. For the second quarter, we expect revenue to be in the range of $180 million to $183 million. We expect non-GAAP loss from operations to be $24 million to $22 million and non-GAAP net loss per share to be in the range of $0.43 to $0.40 based on 62.4 million weighted average shares outstanding. For the full fiscal year 2022, we now expect revenue to be in the range of $771 million to $784 million. For the full fiscal year 2022, we expect non-GAAP loss from operations to be $76 million to $68 million and non-GAAP net loss per share to be in the range of $1.38 to $1.25 based on 62.6 million weighted average shares outstanding.

現在我想談談我們對 2022 財年第二季和全年的展望。我們預計第二季的營收將在 1.8 億至 1.83 億美元之間。我們預計非 GAAP 營運虧損為 2,400 萬至 2,200 萬美元，根據 6,240 萬股加權平均計算，非 GAAP 每股淨虧損將在 0.43 至 0.40 美元之間。對於 2022 年整個財年，我們目前預計營收將在 7.71 億美元至 7.84 億美元之間。對於 2022 年整個財年，我們預計非 GAAP 營運虧損為 7,600 萬至 6,800 萬美元，根據 6,260 萬股加權平均計算，非 GAAP 每股淨虧損將在 1.38 至 1.25 美元之間。

To summarize, MongoDB delivered excellent first quarter results. We are driving high levels of growth at scale driven by our exceptional product market fit and customers' demand for a modern application data platform. We continue investing to capture the large opportunity ahead of us. We are seeing attractive returns on those investments and are excited about our positioning for the future.

總而言之，MongoDB 第一季業績出色。在我們卓越的產品市場契合度和客戶對現代應用程式數據平台的需求的推動下，我們正在推動大規模的高水準成長。我們將繼續投資以抓住擺在我們面前的巨大機會。我們看到這些投資具有可觀的回報，並對我們未來的定位感到興奮。

With that, we'd like to open it up to questions. Operator?

至此，我們願意接受提問。操作員？

(Operator Instructions) And the first question will come from Sanjit Singh with Morgan Stanley.

（操作員說明）第一個問題將由摩根士丹利的 Sanjit Singh 提出。

Actually, I want to start with a pretty high-level question just given the traction that you're seeing with Atlas in the cloud and also in terms of the customer accounts. Dev, do you have a goal in mind in terms of where MongoDB can get to? I mean is 100,000 customers possible? If you look at some of the modern software companies, I think Atlassian is like north of 200,000. Datadog, which is a little bit younger company than you guys are, is sort of in the 15,000 to 20,000 -- [spokes at] 20,000. What do you think from a customer base perspective MongoDB can ultimately get to?

實際上，我想從一個非常高級的問題開始，考慮到您在雲端以及客戶帳戶方面看到的 Atlas 的吸引力。 Dev，對於 MongoDB 的發展方向，您有一個目標嗎？我的意思是可能有 10 萬個客戶嗎？如果你看看一些現代軟體公司，我認為 Atlassian 的數量大約在 20 萬以上。 Datadog 是一家比你們年輕一點的公司，大約在 15,000 到 20,000 之間——[發言人數]20,000。從客戶群的角度來看，您認為 MongoDB 最終可以實現什麼目標？

Yes. As we've said many, many times, we're going after one of the largest markets in enterprise software. And while, obviously, most of the dollars per customer are in the [kind of account] what I'd call the Global 2000s, so obviously there's only 2,000 of those customers, there's a massive opportunity to grow the long tail. And so while I don't want to speculate on what the high end of the number could be, I think that number could easily be a lot higher than it is today and potentially even 6 figures. But at this point, we're not constrained by market. It's more about our operational capability and how quickly we can scale the business.

是的。正如我們多次說過的那樣，我們正在瞄準企業軟體最大的市場之一。顯然，每個客戶的大部分資金都在我所說的「全球 2000 強」帳戶中，所以顯然這些客戶只有 2,000 名，但成長長尾的機會巨大。因此，雖然我不想猜測這個數字的上限是多少，但我認為這個數字很可能比現在高很多，甚至可能達到 6 位數。但在這一點上，我們不受市場的限制。更重要的是我們的營運能力以及我們擴展業務的速度。

Got it. And then as a follow-up, if we sort of get your latest views on the demand environment as we come out of pandemic, you guys did a really good job more or less sustaining growth in the back half of last year. Given what you're seeing in terms of new projects and digital, more applications being rolled out, is there a potential for growth to accelerate coming in the back half? Or is it more of a sustained growth framework that you're thinking about as we go into the rest of fiscal year '22?

知道了。作為後續行動，如果我們了解你們對擺脫大流行後的需求環境的最新看法，你們在去年下半年或多或少地維持了成長，做得非常好。鑑於您所看到的新項目和數位化、更多應用程式的推出，下半年是否有加速成長的潛力？或者，當我們進入 22 財年剩餘時間時，您所考慮的更多是持續成長框架？

As Michael noted, we're raising our guidance for the year. So we feel pretty good about the demand environment. We think that as customers recognize they need to be digital-first due to the pandemic, it's not like they're going to suddenly say, well, I'm going to go back to my more costly and more inefficient distribution channels. I think they're going to recognize that having a strong digital presence is critical to growing their business. And when they step back and think about how they drive their business, every company is now thinking about using software and data as a competitive advantage. That means every company is thinking about how can they drive the productivity of their developers, and every company is thinking about how can I -- I can't buy my competitive advantage. I've got to build it. And so I think that positions us well for the future as people -- as customers and organizations come out of the pandemic.

正如邁克爾指出的那樣，我們正在提高今年的指導。所以我們對需求環境感覺很好。我們認為，當客戶意識到由於大流行而需要數位化優先時，他們不會突然說，好吧，我要回到成本更高、效率更低的分銷管道。我認為他們會認識到擁有強大的數位影響力對於發展業務至關重要。當他們退一步思考如何推動業務時，每家公司現在都在考慮使用軟體和數據作為競爭優勢。這意味著每家公司都在考慮如何提高開發人員的生產力，每家公司都在考慮如何才能——我無法購買自己的競爭優勢。我必須建造它。因此，我認為，作為人類、作為走出疫情的客戶和組織，我們為未來做好了準備。

The next question will come from Raimo Lenschow with Barclays.

下一個問題將由巴克萊銀行的 Raimo Lenschow 提出。

Congratulations from me as well. Amazing quarter. First question -- I have 2 questions. One was on the relationship between EA and Direct. So if I look at this quarter, there was like lots and lots of momentum around direct, while EA is like kind of like a little bit in the background. Is that kind of where -- how you see this world playing out in the future? So in other words, have customers kind of fully realized they should be in the cloud and that's kind of the path forward? Or is there kind of a delay effect of EA potentially coming back a little bit more in the second half of the year and then next year? And then second question is on self-service. And as we're coming out of this pandemic, do you think self-service will start picking up again as kind of developers have a little bit more money? Or is it all going to be direct going forward?

我也表示祝賀。令人驚嘆的季度。第一個問題──我有兩個問題。其中之一是關於 EA 和 Direct 之間的關係。因此，如果我看看這個季度，Direct 周圍有很多很多的動力，而 EA 則有點像在後台。您是如何看待這個世界未來的發展的？換句話說，客戶是否完全意識到他們應該在雲端中，這就是前進的道路？或者說 EA 是否存在某種延遲效應，可能會在今年下半年然後明年再回來一點？第二個問題是關於自助服務。當我們走出這場大流行時，您認為隨著開發商有了更多的錢，自助服務會再次開始復甦嗎？還是一切都會直接向前推進？

Thanks, Raimo. So on the first part of your question about the relationship between our sales force and EA, I would just tell you that we are not prescriptive about what products to sell to customers. We basically want to serve the customers the best way that they want to be served. And so for some customers, it's -- they still have a very measured approach to moving to cloud. Others are going much more aggressively to the cloud, and we obviously have offerings for both sets of customers.

謝謝，雷莫。因此，關於您關於我們的銷售人員與 EA 之間關係的問題的第一部分，我只想告訴您，我們並沒有規定向客戶銷售哪些產品。我們基本上希望以客戶希望的最佳方式為他們提供服務。因此，對於一些客戶來說，他們仍然採用非常謹慎的方法來遷移到雲端。其他公司正在更加積極地轉向雲，而我們顯然為這兩類客戶提供了產品。

I would tell you that we clearly see the high end of the market getting very, very comfortable moving mission-critical workloads to the cloud and, in particular, to -- obviously to Atlas. And so one of the comments I made in the prepared remarks is that the majority of our 6-figure customers are now -- those are Atlas-only accounts. And so that tells you a lot about the sophistication of our customers who are using Atlas at the high end. And again, I think there's always going to be some seasonality in the mix between Atlas and EA, and we are still believers that EA is going to grow healthily over the long term.

我想告訴你的是，我們清楚地看到高端市場變得非常非常願意將關鍵任務工作負載轉移到雲端，特別是轉移到 Atlas。因此，我在準備好的發言中發表的評論之一是，我們現在的大多數 6 位數客戶都是 Atlas 專用帳戶。因此，這可以告訴您很多關於使用 Atlas 高端產品的客戶的成熟程度。再說一次，我認為 Atlas 和 EA 之間的組合總是會有一些季節性，我們仍然相信 EA 將長期健康發展。

And then with regards to self-service, self-service is a very, very important channel. One of the things I -- one of the comments I made in the prepared remarks was to basically explain that the majority of source revenue for Atlas came from the self-serve channel, not just customers, but revenue. Now the majority of the growth came from our sales force. So self-serve is a very healthy part of our business, and we see a nice flywheel effect between self-serve and direct sales. And so I don't want you to think that because what you -- when you look at the numbers, things like the self-serve business is not growing. What happens is that our sales force is now very adept at basically picking off the highest quality self-serve accounts and growing those accounts that much more quickly. So the self-serve channel is paying huge dividends for us, and we're investing in all parts of the business.

然後說到自助服務，自助服務是一個非常非常重要的管道。我在準備好的發言中發表的評論之一是基本上解釋 Atlas 的大部分收入來源來自自助管道，不僅僅是客戶，還有收入。現在大部分成長來自我們的銷售團隊。因此，自助服務是我們業務中非常健康的一部分，我們看到自助服務和直銷之間有良好的飛輪效應。所以我不希望你這麼認為，因為當你看數字時，自助服務業務之類的事情並沒有成長。發生的情況是，我們的銷售人員現在非常擅長基本上挑選最高品質的自助服務帳戶並以更快的速度增加這些帳戶。因此，自助服務管道為我們帶來了巨大的紅利，我們正在對業務的各個部分進行投資。

The next question will come from David Hynes with Canaccord.

下一個問題將由 Canaccord 的 David Hynes 提出。

Great set of numbers here. Michael, I'm going to start with you. I feel silly asking this coming off of a 73% growth quarter, and I know it's clearly not contemplated in the guide. But is it possible that Atlas could accelerate further from here as we lap quarters a year ago where expansion was coming under pressure during COVID?

這裡有一組很棒的數字。邁克爾，我將從你開始。我覺得在季度增長 73% 的情況下問這個問題很愚蠢，而且我知道指南中顯然沒有考慮到這一點。但當一年前的幾季在新冠疫情期間擴張面臨壓力時，Atlas 是否有可能在此基礎上進一步加速？

Yes. No, thanks for the question. So when I think about it, I would go back to what Dev said in that we really think about the business from a channel basis. And I think that this is important to sort of underscore, especially for people who haven't been following the story closely. And so when you think about the channel, we've got the self-serve channel, which is almost entirely Atlas and [has dynamics], and we've got a bunch of disclosure around that. And then there's the direct sales channel.

是的。不，謝謝你的提問。因此，當我思考這個問題時，我會回到 Dev 所說的，我們真正從通路的角度來考慮業務。我認為這對於強調這一點很重要，特別是對於那些沒有密切關注這個故事的人來說。因此，當您考慮管道時，我們有自助管道，它幾乎完全是 Atlas 並且[具有動態]，並且我們對此有很多披露。然後是直銷通路。

Direct sales channel, really, you can think of as having 2 main components, sort of a mid-market component and then a field component, higher enterprise component. What we've seen is that mid-market component is also almost entirely Atlas. And one of the biggest factors when you think about what will the Atlas trajectory look like over time is how rapidly does the field enterprise channel adopt public cloud, right? And we've sort of said for a while, that's the biggest swing factor overall in terms of the Atlas numbers.

實際上，您可以將直銷管道視為具有兩個主要組成部分，即中端市場組成部分，然後是現場組成部分，即更高的企業組成部分。我們所看到的是，中端市場組件也幾乎完全是 Atlas。當您考慮隨著時間的推移 Atlas 軌跡會是什麼樣子時，最大的因素之一是現場企業管道採用公有雲的速度有多快，對嗎？我們已經說過一段時間了，就阿特拉斯數字而言，這是整體上最大的波動因素。

Clearly, you can see in the mix of results from Q1 in some of the vignettes that Dev shared in terms of the narrative, it was a very strong quarter for Atlas when you look at the mix of deals in the enterprise channel. Roughly 2/3 of the new business was coming from Atlas, which is a very significant kind of high-water mark. And so that has impact, as we talked about, in terms of the financials, in terms of not having term license revenue and other things like that sort of factors into the rest of the year. And so I think that's how we have to think about it. It really ultimately will depend on what your assumption is around that. We do think over the long term, it will trend. But really in Q1, it's really more of a mix of deals issue.

顯然，您可以從 Dev 在敘述方面分享的一些小插曲中看到第一季的結果組合，當您查看企業管道中的交易組合時，對於 Atlas 來說，這是一個非常強勁的季度。大約 2/3 的新業務來自 Atlas，這是一個非常重要的高水位標記。正如我們所討論的，這對財務狀況、沒有定期許可收入以及今年剩餘時間的其他此類因素產生了影響。所以我認為這就是我們必須考慮的方式。這實際上最終取決於你對此的假設。我們確實認為從長遠來看，它會成為趨勢。但實際上在第一季度，這實際上更多的是交易問題的混合。

Yes. Yes. Okay. That's helpful color. And then, Dev, as a follow-up, as we think about the introduction of new functionality over time and how you take that to market, do you think there are capabilities that may come in the form of new SKUs? Or should we expect the innovation to be more aimed at kind of differentiating the core offering? I think of like Realm and Lake and Search and what you did there. Just trying to think about kind of the longer-term monetization of R&D efforts.

是的。是的。好的。這是有用的顏色。然後，Dev，作為後續行動，當我們考慮隨著時間的推移引入新功能以及如何將其推向市場時，您認為是否有可能以新 SKU 的形式出現的功能？或者我們應該期望創新更多針對核心產品的差異化？我想到了《Realm》、《Lake》和《Search》以及你在那裡所做的事情。只是想考慮研發工作的長期貨幣化。

Yes. So that's a great question, David. What I would tell you is today, our focus is really about innovating at the core. And then our new products are all about finding new ways to acquire new customers and as well as expanding the lifetime value of our existing customers. And so today, the revenue does show up mainly in Atlas versus separate SKU, but you should not assume that, that will be the case long term. We have a pretty aggressive innovative agenda -- innovation agenda. And so over time, you'll see us add more products and more SKUs.

是的。所以這是一個很好的問題，大衛。我今天要告訴你們的是，我們的重點其實是核心創新。我們的新產品都是為了尋找新的方式來獲取新客戶，並擴大現有客戶的終身價值。因此，今天，收入確實主要體現在 Atlas 與單獨的 SKU 中，但您不應該假設，從長遠來看，情況會如此。我們有一個相當積極的創新議程——創新議程。因此，隨著時間的推移，您會看到我們添加更多產品和更多 SKU。

The next question will come from Brad Reback with Stifel.

下一個問題將由 Brad Reback 和 Stifel 提出。

Dev, from a high level, is there any way to know how much of what your customers are spending with you is net new budget versus what's being reallocated from legacy relational databases?

開發人員，從高層次來看，有什麼方法可以知道您的客戶在您身上花費的費用中有多少是淨新預算與從舊關係資料庫重新分配的預算？

Well, I would say that as companies recognize that at the heart of their value proposition is how effectively they use software and data, I have to believe that their investments in building software applications is growing over time. Now we believe that applications have a certain lifespan. Depending on the application, could be as short as 3, 4 years. It could be as long as 15, 20 years. And so applications have its natural retirement rate. Now there could be situations where applications are just not serving the business or the end users effectively. And so people may decide that there's been -- there's some changes that need to be made more quickly. And so it's hard for us to suss out all the time like are these net new budgets versus existing budgets. What we recognize is that we have to make a compelling business case.

好吧，我想說，隨著公司認識到其價值主張的核心是如何有效地使用軟體和數據，我必須相信他們在建立軟體應用程式方面的投資隨著時間的推移而不斷增長。現在我們相信應用程式有一定的生命週期。根據應用情況，可能短至 3、4 年。可能長達15年、20年。因此應用程式有其自然退休率。現在可能存在應用程式無法有效地為企業或最終用戶提供服務的情況。因此人們可能會認為需要更快地做出一些改變。因此，我們很難一直弄清楚這些淨新預算與現有預算的情況。我們認識到，我們必須提出令人信服的商業案例。

And so our sales organization is quite adept at just making sure that as -- whenever you get a 6-figure deal, someone's got to justify that expenditure. It's just no one's just going to hand someone a 6-figure check. And so that either is about advancing the business forward or reducing costs in existing infrastructure, what have you. And so we typically ensure that our -- that we've built a compelling business case for a customer decide to choose MongoDB. And so the business case is compelling. There'll be dollars available even if it's stealing dollars from existing budgets.

因此，我們的銷售組織非常擅長確保——每當你獲得六位數的交易時，就必須有人證明這筆支出是合理的。只是沒有人會直接給別人一張六位數的支票。因此，要么是為了推動業務發展，要么是為了降低現有基礎設施的成本，你有什麼。因此，我們通常會確保我們已經為決定選擇 MongoDB 的客戶建立了令人信服的商業案例。因此，這個商業案例非常引人注目。即使從現有預算中竊取資金，也會有可用的資金。

Yes. I would say just -- I would just add, Brad. So away from budgets, because that's sort of a little bit hard for us to have perfect visibility on, we have pretty consistently seen that about 1/4 of the Enterprise Advanced wins are relational migrations. That number is lower on Atlas because Atlas tends to be new applications as people are adopting the cloud, but that's been a pretty consistent number that we've seen.

是的。我想說的是——我只是補充一下，布拉德。因此，除了預算之外，因為這對我們來說有點難以獲得完美的可見性，我們幾乎一致地看到，大約 1/4 的企業高級勝利是關係遷移。 Atlas 上的這個數字較低，因為隨著人們採用雲端運算，Atlas 往往是新的應用程序，但我們看到的數字相當一致。

The next question will come from Brent Bracelin with Piper Sandler.

下一個問題將由布倫特·布雷斯林和派珀·桑德勒提出。

Dev, I wanted to drill down into kind of this 5-year anniversary of Atlas. Clearly, you're messaging kind of a milestone shift in enterprise interest in the platform. Could you talk a little bit about maybe the number of $100,000 Atlas customers? Are you seeing any million-dollar-plus Atlas customers yet? Clearly, it sounds like it's starting to really resonate with enterprises, but any additional color you could talk about relative to the size of some of these Atlas enterprise deployments would be helpful. And then one quick follow-up for Mike.

Dev，我想深入了解 Atlas 的 5 週年紀念日。顯然，您傳達的訊息是企業對該平台的興趣發生了里程碑式的轉變。您能否談談價值 100,000 美元的 Atlas 客戶的數量？您見過價值百萬美元以上的 Atlas 客戶嗎？顯然，聽起來它開始真正引起企業的共鳴，但是您可以談論的與其中一些 Atlas 企業部署的規模相關的任何其他顏色都會有所幫助。然後是麥克的快速跟進。

Sure. The 6-figure customer count grew quite handily from last quarter to this quarter, and a big driver of that was Atlas. And so we see a number of not only 6-figure customers on Atlas, but we also see quite a large number of 7-figure customers in Atlas. So yes, you should be -- there should be no misunderstanding. People are building and deploying very sophisticated, complex, mission-critical workloads on Atlas. And Atlas has really proven just by the ubiquity of its reach. We're in over 80 regions around the world. So we are, by definition, because we run across AWS, Azure and GCP, we're the most widely -- geographically widely available Database as a Service offering in the market.

當然。從上個季度到本季度，六位數的客戶數量成長得相當順利，其中一個重要推動因素是 Atlas。因此，我們在 Atlas 上不僅看到了許多 6 位數的客戶，而且在 Atlas 上我們也看到了相當多的 7 位數的客戶。所以，是的，你應該——不應該有任何誤解。人們正在 Atlas 上建置和部署非常複雜、關鍵任務的工作負載。 Atlas 的影響力無處不在，這確實證明了這一點。我們的業務遍及全球 80 多個地區。因此，根據定義，我們是市場上最廣泛使用的資料庫即服務產品，因為我們跨 AWS、Azure 和 GCP 運行。

Some of the capabilities we recently introduced like global clusters, so customers can run the same workload across 2 different cloud providers, is something no one else can do. And there's a whole bunch of other capabilities around data partitioning, privacy and security, that not many people can do. So people run very, very sophisticated workloads on Atlas. And I think you're seeing the results of the enterprise and the high end of the market recognizing that and more workloads moving on to Atlas.

我們最近推出的一些功能（例如全域叢集）使客戶可以在兩個不同的雲端供應商之間運行相同的工作負載，這是其他人無法做到的。還有很多圍繞著資料分區、隱私和安全的其他功能，但沒有多少人能做到。因此人們在 Atlas 上運行非常非常複雜的工作負載。我認為您看到了企業和高端市場認識到這一點的結果，並且更多的工作負載轉移到了 Atlas。

And Brent, Dev sort of alluded to this, but just to give you the stat so it's clear for everyone. 60% -- roughly 60% of our customers at that $100,000 or greater mark have Atlas spend above that level, right? So that doesn't mean that they have only Atlas spend. They may have Atlas and EA. But 60% of the customers over that $100,000 threshold have Atlas spend that would qualify them alone for above that level.

布倫特、戴夫提到了這一點，但只是為了給你統計數據，這樣每個人都很清楚。 60%——大約 60% 的客戶在 100,000 美元或以上的水平上 Atlas 的支出高於該水平，對吧？所以這並不意味著他們只有阿特拉斯支出。他們可能有 Atlas 和 EA。但超過 10 萬美元門檻的客戶中有 60% 的 Atlas 支出足以使他們有資格超過該水平。

(inaudible) for you on, I believe, you talked about record partner revenue contribution. I think it was from Alibaba. Was that just MongoDB as a Service? Was it predominantly Alibaba? Were there other MongoDB as a Service partners there? Just clarify what that record was and what you're referencing relative to kind of the strength you saw in Alibaba and others in the quarter.

（聽不清楚）我相信，您談到了記錄合作夥伴的收入貢獻。我認為是阿里巴巴的。這只是 MongoDB 即服務嗎？主要是阿里巴巴嗎？那裡還有其他 MongoDB 即服務夥伴嗎？只需澄清該記錄是什麼，以及您所引用的相對於您在本季度看到的阿里巴巴和其他公司的實力的內容即可。

Yes. We saw a huge increase in joint wins with -- to be clear, not just with Alibaba, but with Amazon and GCP as well. And with Alibaba, it is not Atlas because due to the regulatory environment in China, we cannot offer Atlas directly. So we partner with both Alibaba and Tencent. We started with Alibaba first, and what we have done is repurpose some of our local sales team in China to really enable the Alibaba organization to more effectively position and articulate the value proposition of MongoDB. And that's -- we're seeing the results there get impacted quite positively very, very -- in the short time frame we've done that, so much so that even Alibaba is investing more in building a Center of Excellence around MongoDB. So we feel really good about what's happening with Alibaba. Tencent, we're in the early days, and our plan is to do the same there in terms of operationalizing their capabilities to sell MongoDB as a Service to their customers as well.

是的。需要明確的是，我們看到聯合勝利的大幅增加，不僅是與阿里巴巴，還有亞馬遜和 GCP。而對阿里巴巴來說，它不是Atlas，因為由於中國的監管環境，我們無法直接提供Atlas。所以我們與阿里巴巴和騰訊都有合作。我們首先從阿里巴巴開始，我們所做的就是重新調整我們在中國的一些本地銷售團隊的用途，真正使阿里巴巴組織能夠更有效地定位和闡明 MongoDB 的價值主張。我們看到，在我們做到這一點的短時間內，那裡的結果受到了非常非常積極的影響，以至於阿里巴巴也在圍繞 MongoDB 建立一個卓越中心進行更多投資。所以我們對阿里巴巴所發生的事情感到非常滿意。騰訊，我們還處於早期階段，我們的計劃是在運營他們的能力方面做同樣的事情，將 MongoDB 作為服務出售給他們的客戶。

The next question will come from Jason Ader with William Blair.

下一個問題將由傑森·阿德爾和威廉·布萊爾提出。

Dev, you talked about your portability value proposition. And I'm just wondering, have you seen any noticeable change from your customer base on how they're viewing databases from cloud providers like AWS and Azure just in terms of that cloud lock-in risk? And then does it differ by the size of customer? In other words, larger customers tend to be more worried about it? Any color there would be great.

Dev，您談到了您的可移植性價值主張。我只是想知道，就雲端鎖定風險而言，您的客戶群在查看來自 AWS 和 Azure 等雲端供應商的資料庫的方式方面是否有任何明顯的變化？那麼它會根據客戶的規模而有所不同嗎？換句話說，大客戶往往會更擔心嗎？任何顏色都會很棒。

Yes. So what I would tell you is that one of the compelling value props of MongoDB is you can run MongoDB anywhere. And what that really means is you don't have to rewrite one line of code whether you run it in your own data center, you manage it yourself in the cloud or use it as a service across AWS, GCP or Azure. And so that becomes a pretty compelling value proposition because as we all know, business conditions change. Cloud providers are differentiating among themselves, offering price concessions or new capabilities that customers want to take advantage of. And what they don't want to do is be locked into any one environment.

是的。所以我要告訴你的是，MongoDB 引人注目的價值支柱之一是你可以在任何地方運行 MongoDB。這實際上意味著，無論您是在自己的資料中心運行、在雲端中自行管理還是跨 AWS、GCP 或 Azure 將其用作服務，您都無需重寫一行程式碼。因此，這成為一個非常引人注目的價值主張，因為眾所周知，業務條件會改變。雲端供應商正在實現差異化，提供客戶想要利用的價格優惠或新功能。他們不想做的就是被鎖定在任何一種環境。

In terms of competition, we have been competing with offerings -- clone offerings from Amazon and from Azure. And obviously, all the cloud providers do offer some types of database services. So there's also other competition available, and our win rates against them is exceptionally high. The clones are compromised because they're not built on the same architecture as MongoDB. They're built on relational back end, so they're compromised in terms of features and performance. And we will go toe-to-toe with any relational database because we know the superiority of our architecture, the scalability of our platform and the ability for customers to move much more quickly on MongoDB versus any other solution. So we feel pretty good about the competitive environment today.

在競爭方面，我們一直在與產品競爭——來自亞馬遜和Azure的克隆產品。顯然，所有雲端提供者都提供某些類型的資料庫服務。所以還有其他的競爭，我們對他們的勝率非常高。這些克隆受到損害是因為它們不是建構在與 MongoDB 相同的架構上。它們建立在關係後端之上，因此在功能和性能方面受到了影響。我們將與任何關聯式資料庫進行正面交鋒，因為我們知道我們的架構的優越性、我們平台的可擴展性以及客戶在 MongoDB 上比任何其他解決方案更快移動的能力。所以我們對今天的競爭環境感覺很好。

And a quick follow-up for Michael. Michael, the operating margin guidance for the year, does that assume that your expenses are going to be kind of back to normal as we come out of COVID?

邁克爾的快速跟進。邁克爾，今年的營業利潤率指導，這是否假設隨著我們走出新冠疫情，你們的開支會恢復正常？

Yes. We talked about in the March call was that we assumed a significant resumption of expenses that were not realized in the context of COVID, mostly sort of office and travel-related. And I think we'd quantified those in the back half of the year of roughly $20 million to $25 million. And so we see no reason for change on that based on kind of the global situation related to the pandemic.

是的。我們在 3 月的電話會議中談到，我們假設大幅恢復支出，但在新冠疫情背景下並未實現，主要是與辦公室和旅行相關的支出。我認為我們在今年下半年將這些金額量化為大約 2000 萬至 2500 萬美元。因此，根據與大流行相關的全球形勢，我們認為沒有理由改變這一點。

The next question will come from Kash Rangan with Goldman Sachs.

下一個問題將由高盛的卡什·蘭根 (Kash Rangan) 提出。

And the next question will come from Karl Keirstead with UBS.

下一個問題將由瑞銀集團的 Karl Keirstead 提出。

Maybe one for Dev, one for Michael. Dev, I'm just wondering if you could comment on the pace at which the firm was able to add quota-carrying reps during the quarter and whether the performance during the quarter has changed your hiring plans for the full year. And then maybe, Michael, when you were providing Q1 guidance 3 months ago, you did mention that, I think it was on the EA side, a rev rec 606-related issue that might cause subscription revs to be down sequentially. It clearly wasn't, but I'm wondering if -- whether that issue that was on your mind transpired and was simply offset by goodness elsewhere. Maybe you could comment on that.

也許一份給 Dev，一份給 Michael。開發人員，我只是想知道您是否可以評論公司在本季度增加配額代表的速度，以及本季度的業績是否改變了您全年的招聘計劃。然後，邁克爾，也許，當您在3 個月前提供第一季指導時，您確實提到過，我認為這是EA 方面的問題，一個與rev REC 606 相關的問題，可能會導致訂閱Revs 連續下降。顯然不是，但我想知道，你腦海中的那個問題是否已經發生，並且只是被其他地方的善良所抵消。也許你可以對此發表評論。

So Karl, I'll take the first question. Regarding the pace of hiring, we're trying to hire salespeople as fast as possible, the main reason being we're going after a really big market. And frankly, in enterprise sales, you have to show up to win, right? And so we know when we go head-to-head against the competitors, for the last question asked, that our win rates are exceptionally high, but you do have to show up to win. And there's many areas of the world that we're really underpenetrated. And so we want to hire salespeople to make sure that we can go after those opportunities.

卡爾，我來回答第一個問題。關於招募速度，我們正在努力盡快招募銷售人員，主要原因是我們正在尋找一個非常大的市場。坦白說，在企業銷售中，你必須表現出來才能獲勝，對吧？因此，我們知道，當我們與競爭對手正面交鋒時，對於最後一個問題，我們的勝率非常高，但你必須出現才能獲勝。世界上有很多領域我們的滲透率確實很低。因此，我們希望聘請銷售人員來確保我們能夠抓住這些機會。

But it's not just simply as hiring like 500 or 1,000 salespeople in 1 quarter. You have to make sure you have the right supporting infrastructure in place in terms of sales management, presales, technical skills, the right enablement, sufficient ramp time, et cetera. So there's a whole operation that we have to kind of make sure that we have the right support structure to make those salespeople successful, but we're being very aggressive in terms of hiring salespeople as fast as possible. Michael, I think the second question was for you.

但這不僅僅是在一個季度招募 500 或 1,000 名銷售人員那麼簡單。您必須確保在銷售管理、售前、技術技能、正確的支援、足夠的提升時間等方面擁有正確的支援基礎設施。因此，我們必須在整個營運過程中確保我們擁有正確的支援結構，以使這些銷售人員取得成功，但我們在盡快招募銷售人員方面非常積極。邁克爾，我想第二個問題是問你的。

Yes. So on the variability, we will see variability quarter-to-quarter based on the mix of deals, and that does have revenue implications given the term license component under 606 for Enterprise Advanced. I would generally characterize the quarter as good for both EA and Atlas. EA had a particularly difficult compare given the lumpiness of the term license recognition in the base period. But generally, it was a strong quarter on both products, and on EA, was a particularly good quarter on relational migrations.

是的。因此，就可變性而言，我們將看到基於交易組合的季度與季度的可變性，考慮到 606 下企業高級版的術語許可證組件，這確實會對收入產生影響。我總體上認為本季對 EA 和 Atlas 來說都是有利的。考慮到基期內術語許可識別的混亂程度，EA 的比較尤其困難。但總體而言，這兩個產品在本季都表現強勁，而 EA 在關係遷移方面表現尤其出色。

The next question will come from Tyler Radke with Citi.

下一個問題將由花旗銀行的泰勒拉德克（Tyler Radke）提出。

It looks like you're starting to see a lot more success selling Atlas directly into your large customers. And Dev, I think you referenced a Cosmos DB deal that you displaced. I'm curious kind of how the competitive landscape may differ relative to EA when you are selling those Atlas deals to large enterprises. Do you find you're displacing a cloud native solution? And if so, kind of curious who you're running into most frequently.

看起來您開始看到直接向大客戶銷售 Atlas 取得了更大的成功。 Dev，我認為​​您提到了您所取代的 Cosmos DB 交易。我很好奇，當你向大型企業出售 Atlas 交易時，競爭格局與 EA 有何不同。您是否發現您正在取代雲端原生解決方案？如果是這樣，有點好奇你最常遇到的是誰。

Well, obviously, you have to remember that if someone is going to choose Atlas, by definition, they have already chosen MongoDB because Atlas is the, obviously, the service offering that underlies MongoDB. What I will tell you is actually this is that one of the real advantages of MongoDB is the ability to scale your application through something that's called sharding. When customers try and do that themselves on their own premise, we find that some customers get intimidated by the fact that they can -- how quickly they can scale the environment or they may not have sufficient compute capacity to scale their environment as quickly as they want.

顯然，您必須記住，如果有人要選擇 Atlas，根據定義，他們已經選擇了 MongoDB，因為 Atlas 顯然是 MongoDB 的基礎服務產品。我要告訴您的是，實際上 MongoDB 的真正優勢之一是能夠透過所謂的分片來擴展應用程式。當客戶嘗試在自己的前提下自行執行此操作時，我們發現一些客戶對他們能夠以多快的速度擴展環境感到害怕，或者他們可能沒有足夠的計算能力來像他們一樣快地擴展他們的環境想。

When you move to the cloud and by definition, you now have elastic capacity, it becomes much easier to leverage the power of MongoDB in a cloud world, the distributed capabilities, the ability to easily shard data, the ability to use capabilities to partition data, whether it's for privacy and security regulations around data in different parts of the world or whether it's for performance, moving some data closer to end -- some end users in different parts of the world. All these capabilities get far better exposed in Atlas than someone trying to do that in their own data centers. So that's the added benefit of customers -- that customers see by running these mission-critical workloads on Atlas.

當您遷移到雲端時，根據定義，您現在擁有彈性容量，在雲端世界中利用 MongoDB 的強大功能、分散式功能、輕鬆分片資料的能力、使用功能對資料進行分區的能力變得更加容易，無論是為了世界不同地區資料的隱私和安全法規，還是為了效能，讓一些資料更接近終端——世界不同地區的一些最終用戶。所有這些功能在 Atlas 中都得到了比在自己的資料中心嘗試這樣做的人更好的展示。這就是客戶的額外好處——客戶在 Atlas 上運行這些關鍵任務工作負載而看到的好處。

Great. And a follow-up maybe for Michael or you, Dev. So during the pandemic, you obviously invested pretty aggressively in sales headcount. I think in the first half of last year, sales and marketing headcount grew close to 60%. I'm curious just how the ramp of those reps have gone. Obviously, it's probably a lot different getting those folks up and running in a remote environment. But maybe if you could just comment on the ramp time of the sales reps and kind of the percentage of your sales reps that are fully ramped at this point.

偉大的。後續行動可能是針對邁克爾或你，Dev。因此，在大流行期間，您顯然在銷售人員方面進行了相當積極的投資。我認為去年上半年，銷售和行銷人員數量增加了近 60%。我很好奇這些代表的進步如何。顯然，讓這些人在遠端環境中啟動並運行可能會有很大不同。但也許您可以評論一下銷售代表的提升時間以及此時完全提升的銷售代表的百分比。

Yes. So what I would tell you is that we recognized very early on that once everyone is working in this virtual world, one of the biggest -- one of the most -- typically, one of the most fragile parts of any sales organization is your new reps. Those reps are ramping. They haven't closed any business, and they're obviously nervous about putting up numbers on the scoreboard. We went out our way to really ensure that we provided the right level of enablement, the right level of support and so on and so forth to help those reps ramp as quickly as possible. And in general, the ramping of the new reps is in line with our expectations, and we're putting a lot of focus there. We do that actually for employees across all functions, not just sales. But we have a particular focus on salespeople because by definition, we need them to produce in a certain time frame.

是的。所以我要告訴你的是，我們很早就認識到，一旦每個人都在這個虛擬世界中工作，任何銷售組織中最大的、最脆弱的部分之一通常就是你的新成員。代表。這些代表正在崛起。他們還沒有關閉任何業務，而且他們顯然對記分板上的數字感到緊張。我們竭盡全力真正確保我們提供適當的支持、適當的水平支持等等，以幫助這些代表盡快提升。總的來說，新代表的增加符合我們的預期，我們對此投入了大量精力。我們實際上為所有職能部門的員工這樣做，而不僅僅是銷售人員。但我們特別關注銷售人員，因為根據定義，我們需要他們在特定的時間範圍內進行生產。

And so there's a lot of focus on making sure that our reps are ramping. We have different levels of training, from boot camp to advanced sales training, to specialize product training, to ongoing product updates as well as a lot of inspection by sales leadership in terms of their activity and the quality of their pipeline and so on and so forth. So we have a lot of measures in place to ensure that we can really track is a sales rep ramping appropriately given their time and tenure in the field. The same -- we do the same thing for our inside salespeople. We assume, obviously, a shorter ramp for inside salespeople. But in general, we've really instrumented our sales process to identify where people may be at risk and put in remediation, obviously, programs in place as soon as possible.

因此，我們非常注重確保我們的銷售代表不斷進步。我們有不同級別的培訓，從新手訓練營到高級銷售培訓，到專業產品培訓，到持續的產品更新，以及銷售領導對他們的活動和管道質量等方面的大量檢查向前。因此，我們採取了許多措施來確保我們能夠真正追蹤銷售代表在考慮到他們在該領域的時間和任期的情況下的適當成長。同樣的——我們為內部銷售人員做同樣的事情。顯然，我們假設內部銷售人員的晉升時間較短。但總的來說，我們確實對我們的銷售流程進行了儀器儀表化，以識別人們可能面臨風險的地方，並儘快實施補救措施。

Yes. The only other thing I'd add, Tyler, is we're consistently looking to expand the sales force, to Dev's earlier comments, given how thin our footprint coverage is relative to the magnitude of our market opportunity, and we tend to be operationally constrained in terms of how much we can add. Obviously, if there are dislocations, pandemic or otherwise, where we can incrementally or opportunistically add even faster, we will go do that. But that's been sort of a long and I think will be a long focus area given the magnitude of our opportunity.

是的。泰勒，我要補充的唯一另一件事是，根據Dev 之前的評論，我們一直在尋求擴大銷售隊伍，考慮到我們的足跡覆蓋範圍相對於我們的市場機會的大小而言是多麼薄弱，而且我們傾向於在營運上我們可以添加的數量受到限制。顯然，如果出現混亂、大流行或其他情況，我們可以增量或機會主義地更快地增加，我們就會這樣做。但這已經過去了很長一段時間，鑑於我們機會的巨大，我認為這將是一個長期關注的領域。

(Operator Instructions) Our next question will come from Jack Andrews with Needham.

（操作員說明）我們的下一個問題將由 Jack Andrews 和 Needham 提出。

Congratulations on the results. Dev, I was wondering if you could provide an update in terms of how the global SIs might be helping you. You've talked in the past that a number of them have been building MongoDB practices. So could you maybe frame for us, is there -- what proportion of deals that they might be factoring in today? And I'm also just wondering, are they helping you to gain access to more of these C-level conversations you're having over time?

祝賀結果。 Dev，我想知道您是否可以提供有關全球 SI 如何幫助您的最新資訊。您過去曾說過，他們中的一些人一直在建立 MongoDB 實踐。那麼您能否為我們框架一下，他們今天可能考慮的交易比例是多少？我也想知道，隨著時間的推移，他們是否可以幫助您獲得更多 C 級對話的機會？

Right. So there's quite a synergistic relationship between MongoDB and the SIs because in many cases, the SIs act as either the company's development arm or augment their existing development organization. So by definition, they're the developers of the applications, and they're the ones using MongoDB to build those applications. The SIs are also building cloud migration factories. They have practices in that area to help customers migrate workloads from on-premise to the cloud. And so we're involved working with a number of large SIs, people like Accenture, TCS, Capgemini, Infosys, et cetera, working with them. They have different programs by organization. The -- Accenture has their MongoDB accelerator program. Capgemini and TCS have different programs focused on different verticals.

正確的。因此，MongoDB 和 SI 之間存在相當大的協同關係，因為在許多情況下，SI 要么充當公司的開發部門，要么增強其現有的開發組織。因此，根據定義，他們是應用程式的開發人員，並且他們是使用 MongoDB 建立這些應用程式的人。 SI 也興建雲端遷移工廠。他們在該領域擁有豐富的實踐，可以幫助客戶將工作負載從本地遷移到雲端。因此，我們與許多大型系統整合商（SI）合作，例如埃森哲（Accenture）、TCS、凱捷（Capgemini）、印孚瑟斯（Infosys）等。他們根據組織有不同的計劃。 Accenture 有他們的 MongoDB 加速器計劃。凱捷和 TCS 針對不同的垂直領域有不同的計劃。

We also work with, frankly, some boutique size who have expertise -- deep expertise in MongoDB or perhaps deep expertise in mobile or deep expertise in a particular vertical or a particular geography. And so we work with boutique SIs as well if the situation warrants. So I would say, in general, the SIs are -- that business overall is growing, but there's plenty more to do. And one of the challenges working with these large SIs is that they're very decentralized. So even though you may have success in one geography or even one account doesn't mean that it translates very, very quickly across the entire organization. But as we get more credibility, as we have more wins, as our reputation gets stronger, we're seeing these SIs come to us to work with us on more and more of those opportunities.

坦白說，我們也與一些擁有專業知識的精品公司合作——在 MongoDB 方面擁有深厚的專業知識，或者在移動領域擁有深厚的專業知識，或者在特定垂直領域或特定地區擁有深厚的專業知識。因此，如果情況允許，我們也會與精品 SI 合作。所以我想說，總的來說，系統整合商的業務整體正在成長，但還有很多工作要做。與這些大型系統整合商合作的挑戰之一是它們非常分散。因此，即使您可能在一個地區甚至一個客戶中取得了成功，並不意味著它會在整個組織中非常非常快速地轉換。但隨著我們的可信度越來越高，我們取得了更多的勝利，隨著我們的聲譽越來越強，我們看到這些系統整合商來找我們，與我們合作，爭取越來越多的機會。

The next question will come from Fred Havemeyer with Macquarie.

下一個問題將由麥格理的 Fred Havemeyer 提出。

Similar to the SI question but this time on ISVs, could you give us an update on how your ISV ecosystem is progressing? And then also, how you're seeing MongoDB adoption among ISVs trending between adoption of either Atlas or other offerings.

與 SI 問題類似，但這次是關於 ISV，您能否向我們介紹您的 ISV 生態系統的進展？另外，您如何看待 MongoDB 在 ISV 中的採用趨勢，即採用 Atlas 或其他產品。

Well, in the prepared remarks, we talked about commercetools, which is an ISV really helping retailers. And so we're having a lot of success with them. There's a number of other ISVs that we work with. We, in fact, have a dedicated sales team now that's pursuing ISVs, and it's really a 2-step sales process. One is a [sell-to] process where we get the -- either the CTO, the CEO or like the Chief Product Officer or their teams to think about building their new version of their product or replatform existing product off a legacy database on to MongoDB. And then the second step is then working with them to go close their first set of customers, and then we're the beneficiary of their growth. So that -- there's a team that's dedicated on doing that. And I don't have our ISV count in front of me, but it -- numbers in the hundreds. And that's a big opportunity for us, and you're going to see us put more focus, time and resources serving ISVs.

嗯，在準備好的發言中，我們談到了 commercetools，這是一個真正幫助零售商的 ISV。所以我們和他們一起取得了很大的成功。我們也與許多其他 ISV 合作。事實上，我們現在有一個專門的銷售團隊正在尋找 ISV，這實際上是一個兩步驟銷售流程。一個是 [銷售] 流程，我們讓技術長、執行長或首席產品長或其團隊考慮建立產品的新版本，或將現有產品從遺留資料庫重新建置到平台上。MongoDB。第二步是與他們合作，接近他們的第一批客戶，然後我們就是他們成長的受益者。因此，有一個團隊致力於做到這一點。我面前沒有我們的 ISV 數量，但數量有數百個。這對我們來說是一個巨大的機會，您將看到我們投入更多的精力、時間和資源來服務 ISV。

And then just a follow-up. So during your prepared remarks, you also mentioned about how UiPath was using MongoDB persistence layer, and I'd like to dig into that in a little bit more depth here. We've seen tech companies talking about low-code, no-code a lot recently, something like 1,000% more than last year when we last measured it. And we certainly picked up on a low-code and no-code company using MongoDB in addition to what UiPath is doing. Can you talk to us about why you think or why you're seeing low-code and no-code vendors choosing your database and generally what that means for your overall organization and go-to-market as these platforms kind of catch on or ramp up?

然後只是後續行動。因此，在您準備好的發言中，您也提到了 UiPath 如何使用 MongoDB 持久層，我想在這裡更深入地探討這一點。我們最近看到科技公司大量談論低程式碼、無程式碼，比我們上次測量時的去年多了 1,000%。除了 UiPath 正在做的事情之外，我們當然還發現了一家使用 MongoDB 的低程式碼和無程式碼公司。您能否與我們談談您的想法或為什麼您會看到低程式碼和無程式碼供應商選擇您的資料庫，以及隨著這些平台的流行或發展，這對您的整個組織和進入市場意味著什麼向上？

Yes. It -- I would say, in general, we see ISVs. And obviously, there's a segment of them being low-code or no-code vendors who are using -- choosing MongoDB, one, because of the data model. The document data model, we would argue quite convincingly, I would add, is that -- is the best way to work with data. The flexibility of the data model allows you to really manage data the way developers think and code, also allows you to make changes very, very easily. So if you talk to anyone who's worked with relational databases, by the time the application gets past [rev 1 or rev 2], the data model gets very brittle, and it becomes much harder to make ongoing changes. You do not have that problem with MongoDB.

是的。我想說的是，總的來說，我們看到的是 ISV。顯然，其中一部分是低程式碼或無程式碼供應商，他們因為資料模型而選擇 MongoDB。我想補充一點，我們非常有說服力地認為，文件資料模型是處理資料的最佳方式。資料模型的靈活性使您能夠真正以開發人員思考和編碼的方式管理數據，也使您能夠非常非常輕鬆地進行更改。因此，如果您與任何使用過關聯式資料庫的人交談，當應用程式通過 [rev 1 或 rev 2] 時，資料模型變得非常脆弱，並且進行持續變更變得更加困難。使用 MongoDB 就不存在這個問題。

The second point is that MongoDB is, by definition, the most distributed and scalable platform available. It was built from the ground up to be a distributed data platform. And so ISVs really appreciate that because they serve a myriad of customers, and so they want a platform that can scale. And then the third thing is that the -- MongoDB can run anywhere. It's not a cloud-only platform. It's not an on-premise-only platform. So depending on the ISV's business model, they can deploy it (inaudible) software. They can offer it as a service in the cloud or anything in between. And so MongoDB enables them to maintain a whole host of options, and that's why I think you see ISVs choosing MongoDB.

第二點是，根據定義，MongoDB 是分散式程度最高、可擴展性最強的可用平台。它是從頭開始建構的一個分散式資料平台。因此 ISV 非常欣賞這一點，因為他們為無數客戶提供服務，因此他們需要一個可以擴展的平台。第三件事是 MongoDB 可以在任何地方運行。它不是一個純雲端平台。它不是一個僅限內部部署的平台。因此，根據 ISV 的業務模式，他們可以部署（聽不清楚）軟體。他們可以將其作為雲端服務或介於兩者之間的任何服務提供。因此，MongoDB 使他們能夠維護一整套選項，這就是為什麼我認為 ISV 選擇 MongoDB。

The next question will come from Kash Rangan with Goldman Sachs.

下一個問題將由高盛的卡什·蘭根 (Kash Rangan) 提出。

Congratulations on a wonderful quarter, especially the cloud traction you're getting. Dev, I wanted to just get your perspective on incrementally speaking, as the economy opens up, you've been very successfully operating and producing results in a virtual setting. As we open up, what are the incremental opportunities that MongoDB can take advantage of that you couldn't with the virtual setting during the pandemic?

恭喜您度過了一個精彩的季度，尤其是您獲得的雲端牽引力。開發人員，我想了解您對逐步開放的看法，隨著經濟的開放，您在虛擬環境中非常成功地運作並產生了成果。當我們開放時，MongoDB 可以利用哪些增量機會，而您在大流行期間無法利用虛擬設定？

Thanks, Kash. I think we said this last year and we said it, I think, even most recently in the last quarter, while we've done well during the pandemic, we do believe that COVID has been a slight headwind to our business. We know that there's still an enormous amount of deal scrutiny especially on big deals. We know that approvals still take a long time to get done. We know that if customers are worried about the health of their business, they'll be cautious about making investments in their business with new technologies. So as the world opens up, we believe that people have even more confidence and more conviction in using MongoDB. And we think we're well positioned because what the pandemic did tell us is that those companies who were adept at using software and data thrive because everyone had to become digital-first.

謝謝，卡什。我想我們去年就說過了，我想，即使是在上個季度，雖然我們在大流行期間做得很好，但我們確實相信新冠疫情對我們的業務構成了輕微的阻力。我們知道，仍然存在大量的交易審查，尤其是大交易。我們知道審批仍然需要很長時間才能完成。我們知道，如果客戶擔心其業務的健康狀況，他們就會對利用新技術進行業務投資持謹慎態度。因此，隨著世界的開放，我們相信人們對使用 MongoDB 會更有信心、更有信心。我們認為我們處於有利地位，因為這場流行病確實告訴我們，那些善於使用軟體和數據的公司會蓬勃發展，因為每個人都必須成為數位化第一。

And so proficiency in using software and data, and I've said in the past, you can't buy your competitive advantage. You have to build it yourself. And so that means you need to be very proficient in building applications that truly transform your business, adding features quickly, being able to respond to new opportunities and new threats. And so MongoDB is a great platform for enabling you to do that in a very flexible and scalable way. So we think we're well positioned as the world opens up and people run their business leveraging software and data.

我過去說過，熟練使用軟體和數據是買不來競爭優勢的。你必須自己建造它。因此，這意味著您需要非常熟練地建立能夠真正改變您的業務的應用程式、快速添加功能、能夠回應新機會和新威脅。因此，MongoDB 是一個很棒的平台，使您能夠以非常靈活和可擴展的方式做到這一點。因此，我們認為，隨著世界的開放以及人們利用軟體和資料開展業務，我們處於有利地位。

The next question will come from Pat Walravens with JMP Securities.

下一個問題將由 JMP 證券的 Pat Walravens 提出。

This is Joey Marincek on for Pat. Just one from us. It's great to see the momentum you're having with the cloud providers. But I'm just curious, how do you think about the pace of adoption and penetration you can achieve in international markets [with the traction] you're seeing with Alibaba, partnership with Tencent and the [2 new cloud] partnerships that you announced as well who are both based outside the U.S.?

這是帕特的喬伊·馬林塞克。我們只有一份。很高興看到您與雲端提供者的合作勢頭。但我只是好奇，您如何看待您在國際市場（憑藉吸引力）與阿里巴巴、與騰訊的合作以及您宣布的[2個新雲]合作夥伴關係中可以實現的採用和滲透速度以及誰都居住在美國境外？

Yes. So I just want to make it clear, Atlas is available in 80 regions around the world. It's not just domestic offering. So we leverage the points of presence of AWS, GCP and Azure all around the world. And so pretty much in almost every market except China, Atlas is available with a few other exceptions. And so we have a very wide global reach. What we do recognize is that certain regional players have deep customer relationships. Or in some cases like in China and other places like Russia, there may be regulatory issues where we can't offer Atlas directly. And so by definition, we have to partner with a local provider to enable customers to derive the benefits of MongoDB.

是的。所以我想澄清一下，Atlas 在全球 80 個地區可用。這不僅僅是國內產品。因此，我們利用 AWS、GCP 和 Azure 在世界各地的存在點。因此，除了中國以外，幾乎所有市場都可以使用 Atlas，但也有一些例外。因此，我們擁有非常廣泛的全球影響力。我們確實認識到，某些區域參與者擁有深厚的客戶關係。或者在某些情況下，例如在中國和俄羅斯等其他地方，可能會出現監管問題，導致我們無法直接提供 Atlas。因此，根據定義，我們必須與本地提供者合作，以使客戶能夠從 MongoDB 中獲益。

So I would say our international presence is very strong. We have thousands of international customers, and we partner with other providers when we don't believe we can serve the entire market ourselves through Atlas. And we've done that with people like OVH in Europe and the cloud provider in Korea and in other places around the world. Any other questions?

所以我想說我們的國際影響力非常強大。我們擁有數千名國際客戶，當我們不相信自己可以透過 Atlas 為整個市場提供服務時，我們會與其他供應商合作。我們已經與歐洲的 OVH 等公司以及韓國和世界其他地方的雲端供應商合作做到了這一點。還有其他問題嗎？

And the next question will come from Matthew Broome with Mizuho Securities.

下一個問題將由瑞穗證券的馬修布魯姆提出。

So just in terms of your Enterprise Advanced customers, to what extent are you thinking about potentially promoting or accelerating the migration of those accounts to Atlas where it makes sense to do so and thus enable them to start receiving the benefits of Database as a Service?

因此，就您的 Enterprise Advanced 客戶而言，您在多大程度上考慮可能促進或加速這些帳戶遷移到 Atlas（如果這樣做有意義），從而使他們能夠開始享受資料庫即服務的好處？

Yes. So our philosophy is to enable customers to run MongoDB anywhere. And so it really depends on the customers' choice about where they want to run their workloads and why. And so for many reasons, customers are happy to self-manage MongoDB themselves using Enterprise Advanced, either managing those workloads in their own data center or self-managing those workloads in the cloud. And so we're not trying to convince every customer that Atlas is the right solution. We're not at all prescriptive about how customers choose MongoDB. We just want to make sure that the needs get served the best way they see fit. And Atlas, obviously, has been a great boon to our business in terms of the growth. And our ability to innovate on Atlas being a cloud service is that much easier because we can ship features more quickly and we can get feedback more quickly. And those -- the benefits of that innovation then get driven to our EA customers. So our EA customers also benefit from the innovations from Atlas.

是的。所以我們的理念是讓客戶能夠在任何地方運行 MongoDB。因此，這實際上取決於客戶對運行工作負載的位置和原因的選擇。因此，出於多種原因，客戶很樂意使用 Enterprise Advanced 自行管理 MongoDB，無論是在自己的資料中心管理這些工作負載，還是在雲端中自行管理這些工作負載。因此，我們並不是試圖讓每個客戶相信 Atlas 是正確的解決方案。我們根本沒有規定客戶如何選擇 MongoDB。我們只是想確保以他們認為合適的最佳方式滿足需求。顯然，Atlas 為我們的業務成長帶來了巨大的福音。我們在 Atlas 作為雲端服務的基礎上進行創新的能力要容易得多，因為我們可以更快地發布功能，並且可以更快地獲得回饋。然後，我們的 EA 客戶就能享受該創新帶來的好處。因此，我們的 EA 客戶也受益於 Atlas 的創新。

Yes. I would just add, given that we are effectively sales capacity constrained, it is much better to have the sales folks be paying attention to winning new workloads rather than taking an existing workload that we've already won, moving it from EA to Atlas, unless it's important to the customer and their IT strategy.

是的。我想補充一點，鑑於我們的銷售能力實際上受到限制，最好讓銷售人員集中精力贏得新的工作負載，而不是將我們已經贏得的現有工作負載從 EA 轉移到 Atlas，除非這對客戶及其IT 策略很重要。

Okay. I see. And then just as Atlas continues to scale, to what extent do you expect to be able to drive some upside to gross margins via sort of negotiating better economics with your hyperscale cloud partners?

好的。我懂了。然後，隨著 Atlas 繼續擴大規模，您希望透過與超大規模雲端合作夥伴協商更好的經濟效益，在多大程度上能夠推動毛利率上升？

Yes. So I think we've continued to do that over the last several years. And certainly, if you'd ask me at the time of the IPO and said Atlas would be the majority of the revenue, where do you think gross margins will be, I would have guessed a lower number. And so we've executed relative to sort of the plan and the expectations. There still is a difference. We can't make the infrastructure component 0. So there will be a gross margin difference. But we have made good progress, and we'll continue to turn the various efficiency and optimization dials and levers that come across a number of flavors.

是的。所以我認為我們在過去幾年中繼續這樣做。當然，如果你在 IPO 時問我，並說 Atlas 將佔收入的大部分，你認為毛利率會是多少，我會猜測一個較低的數字。因此，我們已經按照計劃和期望執行了。還是有差別的。我們不能把基礎設施部分做到0。所以就會有毛利率差異。但我們已經取得了良好的進展，我們將繼續調整各種效率和優化旋鈕和槓桿，以滿足多種口味。

This concludes our question-and-answer session. I would like to turn the conference back over to Dev Ittycheria for any closing remarks. Please go ahead, sir.

我們的問答環節到此結束。我想將會議轉回 Dev Ittycheria 進行閉幕致詞。請繼續，先生。

Thank you, Chuck. I just want to, again, summarize that we're off to a strong start in fiscal '22, again, with 39% year-over-year revenue growth driven by 73% growth in Atlas. We're seeing strong traction for Atlas in the enterprise channel as customers want a platform that enables them to innovate and scale quickly. And third, our application data platform strategy is resonating in the marketplace as customers see MongoDB's superior document data model as a viable solution for an increasing number of use cases. So we feel very good about the future.

謝謝你，查克。我只是想再次總結一下，我們在 22 財年再次取得了良好的開局，在 Atlas 73% 的增長的推動下，收入同比增長了 39%。我們看到 Atlas 在企業通路中具有強大的吸引力，因為客戶需要一個能夠幫助他們快速創新和擴展的平台。第三，我們的應用程式資料平台策略在市場上引起了共鳴，因為客戶將 MongoDB 卓越的文件資料模型視為適用於越來越多用例的可行解決方案。所以我們對未來感覺非常好。

So thank you for everyone for joining us, and we'll talk to you next quarter. Take care.

感謝大家加入我們，我們將在下個季度與您交談。小心。

The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.

會議現已結束。感謝您參加今天的演講。您現在可以斷開連線。