CrowdStrike Holdings, Inc. (CRWD) Earnings Call Transcript & Summary

Okay. Great. Well, hey, good morning, everyone. Welcome to day 1 of the Barclays Tech Conference. My name is Saket Kalia. I cover software here at Barclays. Honored to have my buddy, Burt Podbere, Chief Financial Officer of CrowdStrike here; and also Maria Riley, Head of Investor Relations; and other members of the team as well. Maybe just to frame this, we've got about 30 minutes together. Less than 20 or 25 minutes fireside chat, which I know is going to be fun. And then I would love to make this interactive. Anyone that's got a question, just pop up your hands, we've got a mic right in the back of the room. So with maybe all that, Burt, thanks for joining us here today.

Saket, it's great to be here. It's great to be here every year.

Yes. It wouldn't be a Barclay's conference without [indiscernible]

Burt, I think a lot of us were on the earnings call last week. And frankly, I think the net new ARR acceleration [Audio Gap ] itself. Maybe to make sure that we're all on the same page, maybe just recap some of the key items that maybe you were personally most proud of coming out of last quarter? That makes sense?

Absolutely. Yes, it started with net new ARR, the reacceleration, a record $223 million. So that was obviously a big deal. The company was focused on that. That's our metric. For those who don't follow the company, ARR is our metric. That's the one that we disclose [indiscernible] health of the business. This quarter had a few other really good things. I have been super proud of gross margin, right, another record [indiscernible] quarter for us. I spend a lot of time on gross margin, as you know. I invite the DevOps team monthly, and we spend the first 15 minutes with DevOps and how we're doing with COGS. So it's the DevOps team, 70 accounts. So it's been part of growth, and it's kind of given the attention it needs. So really happy with that. Really happy with record GAAP and non-GAAP profitability. So that's something that we're really proud of. [indiscernible] use of our dollars, really taking -- really enjoying the leverage in the P&L. And that just doesn't happen. It takes years to get that in the right place to be able to reap the benefits of preparing a company for being a public company and then being able to execute against that model. And then finally, free cash flow, $239 million, a record for us. It was at that 30% free cash flow margin percentage. Those are the ones that just, okay, that's great. We're really proud of the whole company.

Yes, absolutely. That's the quarter. I'll assume that a little bit, Burt. And George and the team really been talking more about this idea of a platform. And there are several security companies out there, right, that talk about the same thing. Some have built a few products, some have assembled multiple products [ through acquisitions ]. Maybe the question is for you, what does the platform mean to CrowdStrike itself? I mean, how does the company think about sort of that used to work platform internally?

Yes. So first, let's start with the fact that I think it's the most overused term in security platform. And then it's probably the most overused term in IT in general. So for us, if you take a look at the different types of offerings that are out there, you have companies that are [indiscernible], right, they offer one specific thing. Then years ago, you had folks that offered what they call a suite, right? So that would be a set of different products, and they were offered in a bundle. And then you have this concept of for us, which is the platform, which that is a set of products [indiscernible] that all the integration is already done for you. It all works together seamlessly right out of the gate. And so for us, that's who we are. And when you think about us, we have one agent and we have one console, not multiple agents, not multiple consoles, not multiple platforms. We have one. So it's really the unification of a set of products. It's the flexibility that you have within that platform. It's open ended. So that we're enabling not only internally all of our products working together, but we have folks in what we call our CrowdStrike store that can leverage what we have, data, and how we're able to leverage their analytics on top of our data. That's what a platform is when other folks can use that you have. And that's what we strive to build and we were successful at it. It really makes it easy for the customer at the end of the day, right? One console. And it really matters. You talk to any of our customers, they'll tell you part of the reason they like CrowdStrike so much, it's not only does it work better than anything else in marketplace, it's just so easy to deploy, so easy to use, so easy to [indiscernible]. So that's what for a true platform is for us.

Yes, absolutely. I mean I'm thinking back to at the time of the IPO, and I think George was saying sort of we collect once and we analyze multiple times. And so this is really seeing the fruits of that.

100%, and for us -- it sounds easy, right? Yes, sure. Collected once and then build applications on top of it. Not so easy, right? You've got to build -- we built actually something called our Threat Graph from scratch. And so we have that single lightweight agent that sits on every device, cloud, collects the data and then delivers it to the Threat Graph, seamlessly, and Threat Graph allows us to do all the things we need. It's the brain. It's the brains behind CrowdStrike.

Absolutely. If I tie that philosophy back to results, Burt, I think even the [indiscernible] have been talking about sort of growth in multiproduct deals. I think the number was 78% growth, right, last quarter. You correct me there if I'm wrong. Maybe the questions there are what's driving that growth in your view? Is that new customers that are landing bigger because of this platform, right, as you talked about or are those existing customers that are adding on more as you add on more to the platform?

It's really both, to be fair. So for us, we are landing bigger, and you can see that in the numbers we give out adoption and numbers from multiple [indiscernible] customers in terms of grouping. So customers that have 5, 6 or 7 more of our modules are in that 63%, 42% and 26% range, respectively. The 78% is the growth on 8-module adoption. So I know companies that would be really happy with two [Audio Gap] 27. And so for us the [indiscernible] customers make it easier for them to buy consolidate, drive down TCO at the outcome they're looking for, well, that's the way. So on the new logo front, we believe that we have a massive opportunity in front of us, but we also think that with existing customers, the -- all those products that we come out with, it's more available for them to drive down TCO and get the [indiscernible] need because we're winning on both sides, new logo as well as [indiscernible].

Yes, absolutely. Maybe just a tactical point just on the expansion. I've had companies in the past year that's -- the size of that land gets bigger, but then that makes the net retention metric just maybe a little bit tougher to read. Talk to us a little bit about that and how you want us to think about that?

You're thinking about it the right way. It's a little bit of a noisy number because it could be somewhat [indiscernible], right? We love when customers land bigger, right? And in our April webinar and seminar, we talked about the average number of modules that the customer will buy out of the gate is that new customers will buy 4.8 out of the gate. So if you're landing bigger, you're right, we might have some stress along the net new ARR, which isn't necessarily a bad thing. Conversely, if you've got a lot of expansion in a given quarter, and you're landing less, then the metric goes up. I like both...

As long as it's ARR, right...

This is the idea. For -- I said it many times. So we pay our sales on net new ARR. And we [indiscernible] new or expansion. And I think that [indiscernible].

George calls the endpoint business here, right, valuable Beach real estate, right, whichever you love, right. And he calls it that because it's a critical enforcement point, right, as you know. I guess the question is, how is CrowdStrike sort of think about that business right now in terms of room for share gain and competitive dynamics? I mean I think I've had some folks that have sort of gone back and said, well, hey, they'll look at historical marketers and say, well, the #1 player here in 2013 never got to more than 15% or 20% market share, whatever the number was. [indiscernible] relative lens look at the business here in your view?

Yes. So I'll start with share first, and then I'll go back to how I think of them, where we can go. So for share, [indiscernible] came out and said we're 18% of the modern import market. The legacy vendors are at 48%. Just on that alone, that's a tremendous amount of room for us to grow, [indiscernible] right? Then you have 34% included in there, would be the next [indiscernible]. So there's just a lot of room to go in the logos. We're still -- I call it maybe the second, right? We have so much to go. And then you've got the idea of -- is it the same in terms of apples-to-apples versus 10 years ago when -- yes, you're right, 25% was that high bar. And I go back to -- and I was thinking about it early [indiscernible]. I go back to the fact that in security, we've never seen a company that's a true platform, where it's not just about the next peak mascot, right, that's going to be better than the last [indiscernible]. For us, it's all about creating this data mode, creating visibility for us to help our customers prevent the breaches from the unknown on those. Never happened before. In the old days, it was signature-based, right? And what's the signature-based? That means if -- think of the flu shot, right. So, if you take a flu shot, you're trying to protect yourself against the known flu bug, but there are variants, not going to stop the variants. Same is with the signature-based technology. If we know that there's something bad, okay, but what about the marriage. Yes. So the whole game has changed. When you're able to actually stop the [indiscernible] that's something wildly different, has never been. And that's why I think that when you think about trying to cap where we can go, it's really difficult and then you think about a number of solid end points, we call it workloads. In the old days, we used to just try and figure it out through how many laptops there were or what have you. Well, then the cloud, right? So the amount of workloads is virtually boundless, right? And so we stopped thinking about it in those terms. And so the market has dictated kind of where we can go. And that's why you're also seeing the [indiscernible] where they're going. The expansion of TAM is huge, and a lot of it has to do with. [indiscernible]. So when we think about it, we think that there's this massive opportunity for us. And we're right down the middle of the fairway to be able to go after -- to go able to go out. That's how we think about it.

Yes, absolutely. One of the -- so thinking about outside of endpoint, I think once of those modules, right, that have just grown in the bathroom ever since the acquisition has really been this identity module, which has been still adding to the business. And I feel like the team has almost prepared identity to EDR in terms of its potential breadth of usage, which is saying a heck of a thing, right, because EDR market is big. Why do you think identity is doing so well? And how is it sort of adding to deal size?

So it's a great question. I love the question. So identity. So I'll tell you where we are, where we plan identity and where we're not -- and when we don't play. So we don't play is the creation of the identity. That's Microsoft. They'll create the identity. We don't play there. Then there's the management of the identity. That's the Oktas and the things [indiscernible] brokers. We don't play their either. Where we do play is securing that agent. And so what does that mean? That means we are the ones who are looking where that identity is going, lateral movement within it. So for example, if you're at your desk and somehow somebody is able to grab your credentials. And they log in a second. Well, we already know where Saket is going [indiscernible] to file. And all of a sudden, if we see that Saket is trying to go into areas that he's never done before, okay. And then if you're trying to access files that are completely outside of finance, you might have a 2-tier authentication to make it really impossible to come in. Even if somebody [indiscernible] and that's what our identity does. Today, the number of incidents that involve identity are greater than anything else. 80% of all instances are identity. Think about it, 80%. So this is why we think about identity. That's pretty much as open AV was way back. I think the market size is the same. It's not even bigger. And so the beauty of our identity problem is that it is -- we purchased the company, and we were able to break the technology and put it on our [indiscernible] right? So again, it goes back to [indiscernible] really a few years to get that out. It's hard to smash the together, really, really hard. But we said we're not going to do it in [indiscernible]. So now fast forward, not only is identity an offering, but it's an offering in our complete offering because of our managed service. So now you can buy the original managed service, which had a bunch of different applications and you can add identity to it, all seamlessly, all on the press of a big red button. So that's why we think identity has so much potential. And we stated not last quarter but the quarter before, [indiscernible] million range, growing around 200%. In different times, that's an IPO in and of itself...

I mean you mentioned how identities including the complete solution itself. So I mean, from a deal size perspective, identity is a pretty nice add well, right?

Absolutely. It's meaningful customers. I think every customer should -- of ours should have that module, only 9% do. So we've got not only going after new logo for identity, we've got a long way to go in terms of helping customers think through purchasing [indiscernible] and our last dated customer count was over [indiscernible].

29%, that's got a lot of room. I'd love to shift to another opportunity that was just still front and center at the Falcon conference, right, which I can tell George and the team were excited about, and that is really disrupting the SIEM market. And maybe just to give you another comparison. I mean, I think George compares them to the likes of legacy AV, right, with just recent M&A in the space. So maybe the question for you, Burt, is what are you seeing in terms of -- of course, the competitive product here is or the product we're competing with is LogScale. What are you seeing in the LogScale activity? And do you feel like you have the go-to-market investments ready to really drive more pipeline?

Yes, that's [indiscernible]. George is very proud of that [indiscernible]. We did that about 2 years ago. It provided logging as well as an XBR, the basis of our XBR platform. So it was a great acquisition for us. Again, we took our time to develop it and make sure it was ready to go to market. So a couple of things, Saket. One, when we bought it, the reason we were interested in going into that space was twofold. One, there was a tremendous amount of dissatisfaction from customers with that all. And a lot of it wasn't necessarily the tech, but it could have been related to pricing, packaging. And so there was just a tremendous amount of [indiscernible]. And we thought there was an opportunity to go into that market and satisfy our customers. And then two, we thought there was a better way. We thought there was a way [indiscernible] technology. We looked at a lot of different technologies. And in this notion of an index free type of technology where you can query and you get back your answer in fraction, where you were able to do with the legacy SIEMs was important to us. So we decided to buy it. It took us a while to -- not a lot, took us the standard amount of time [indiscernible] agents and everything [indiscernible]. We came out with it today. We announced that business [indiscernible]. We have been saying, "Hey, this is a team, and this is a product that can really take off." We all kind of know that can [indiscernible] because there's no really identity player out there is what we do.

I have a question on [Audio Gap] back end for EDR. And how does the Cisco acquisition kind of impact that relationship? Does that accelerate you move into a single data lake or through those 2...

You read my mind. I was just getting there. So some good questions there. So for us to be super clear, we use very, very, very limited capacity on the observation. That's it. It's not really [indiscernible] that we use. Hear me on the on the other hand, that will be part of our data. That's going to be -- the XDR takes over from everything else. It's obviously first-party ingestion as well as third-party ingestion. That's the key for us. Today, for our customers, they're getting free first-party ingestion, right? So when we announced that our user forums and all customers who are on the Falcon platform are getting first-party ingestion as part of offering, no extra charge. That's a big deal. They'll be paying for third-party ingestion, and that's based on the number of connectivity, connections they have because there's a lot of areas where you can pull data from. So we've got to build all the connections that are there up, and we've done a really good job in terms of number. So that's how we think about the SIEM, and you talked about the acquisition. I consider that acquisition a gift all right for us, a gift. It's going to take a while for that to unravel and to be integrated into it. And I think that to do it at that scale is really, really [indiscernible].

[indiscernible]

It's included. That's the XDR piece. So for us, that acquisition was, as I said, a gift for us. There's a lot of disruption, a lot of -- we've gotten 2 things. A lot of customers coming over and saying, well, we actually want to be part of [indiscernible], right. And number 2 is we're getting a lot of [indiscernible]. A lot of folks want to come over to us from [indiscernible] and that's a good thing, right? So that's what I think -- that's what George is really excited about.

Yes. Yes, absolutely. I want to tie -- thanks for the question, by the way. I want to tie some of this back to -- going back to Falcon. I think a really big point, right, which is -- as I think about -- a lot of these businesses sort of contribute to a long-term target of $10 billion in ARR. Maybe first of all, can you just remind us what you said on the timing, right, of that ARR target? And then secondly, we've talked about LogScales, we talked about the identity, we talked about cloud -- CNAPP as well. If I call these sort of these platform businesses, how much can these platform businesses sort of contribute as part of that $10 billion? Does that make sense?

So yes, I got it. I'd talk on -- I was -- we were talking about $10 billion sort of [indiscernible]. And then further illustration about how do we get there, right? So in some of those businesses so proud, we see cloud [indiscernible] something that the [indiscernible] because there's no one out there. We're taking just share, greenfield for us. We believe that can be a $2 billion to $3 billion business. In that same time frame, we gave to $10 billion, which is 5 to 7 years. When you think about identity and LogScale, we thought about those businesses being in the $1 million to $1.5 million. So that's how we thought about it. And then I also gave an illustration of some of the modules that we have [indiscernible] whether it's [indiscernible], OverWatch. So we kind of laid it out, right? And for us, we think that today, there are 3 businesses that can likely IPO in a different market. We talked about one identity, cloud could be another one with our product cloud and then LogScale. Not today, maybe '25 you get [indiscernible]. But that's -- all of those have a potential to be really, really big. And we haven't even talked about some of the newer modules that we announced at Falcon, which can be equally a bit [indiscernible]. So there's a tremendous amount of upside [indiscernible] in terms of product offering. And then you go in to go to market, and I think we have some potential also in the international space. So anyway, a lot there.

Yes, absolutely. One of the things, I think we were -- personally, obviously thrilled with the $10 billion target. One of the things that I think was really interesting was just taking some of those numbers, the diversification of the business as you sort of see [indiscernible]. I mean it's basically 15%, roughly round numbers, 50% coming from those kind of platform business and the other 50% sort of coming from endpoint, that's very powerful. That's interesting. That's the [indiscernible].

So today, though, when -- so there was an evolution, right. I think I mean we came out, we tried to disrupt the AV market [indiscernible], and we were known as an endpoint company. And then we added more and more technologies, and we continue that growth and expansion of how people think about us, a true security platform. And today, it's another evolution, which is adjacencies to security as well. So it's really becoming more of the security platform. And that allows for the diversification, right? And who wins? The customer. The customer wins because all of a sudden, they're going to be able to replace some of the legacy stuff, whatever it is that they're using with us, because it is leading edge and not only a leading edge, but when you combine all the different technologies together, we're lowering the customers more [indiscernible] functionality, less cost. Sounds like that old commercial taste [indiscernible].

Absolutely. I want to touch on a topic very near and dear to all of us, right, which is the 30% free cash flow margins, right? So not only have we grown to diversify it, we're doing it very profitably, right? One of the questions [indiscernible] is just such a big contributor to cash flow. I want to make sure we just asked a question here in a public forum. We don't manage the business billings, right? I think you said that ever since the IPO, right? We manage the ARR. But as we think back to last quarter, was there anything that you want us to consider when thinking about the billings growth? A lot of folks look at billings growth and ARR growth don't always align, right? Is there anything that you want us to kind of think about what that metric maybe last quarter going toward?

And so thanks bringing it up. So billings [indiscernible], that's not how we run the business. Billings, some other companies, typically, you see hardware companies where they don't disclose bookings, they'll use billings as a proxy, not us. We use ARR as we talked about. But billing does have an impact on cash flow, for sure. So -- and billings can be -- billings could be impacted by many things, duration, for example, payment terms that we give to our customers and [indiscernible] like this, we might have certain customers that we have flexible billing programs with. And so all that can be impacted in terms of how the billings number comes out. And for us, whether it was billings or calculated billings, short-term, long-term RPO, they're all up year-over-year, right? So we do look at it, right? And I do look at with my team from a cash flow perspective. But I always go back to, hey, look, for example [indiscernible] year, for fiscal you're talking about 30% of free cash flow, right? We've done all our calculations internally, and that's -- that's what we were comfortable about disclosing to everybody. And regardless of -- there's not enough moving that happens internally to move that mile, right? That's how I think about it.

I want to continue on this cash line of question, but maybe before we do that, any questions here from the audience? Maybe on a related point, just given the cash flow generation, great thing to say here this next question, I mean, CrowdStrike built up over $3 billion in cash, right? I mean, maybe strategically, how do you -- how do we think about capital allocation, right? Or maybe just the packing order, right, of uses of cash, whether that's M&A, whether that's share buyback, how does you think about that?

Yes, it's a great question. So for us, we're really proud of the fact that we've got a really strong balance sheet, and we want to put it to work, right? And what do I mean by that M&A. M&A is something that we've had success with. We've talked about a few of them. There's going to be more technologies out there where it makes sense for us to purchase as opposed to build. And we'll do that. And I'm looking forward to the years to come as we -- I anticipate that more companies -- more technologies are going to come out that are going to be really suitable for our platform. The cash enables us to do it, right? Cash right now is king, right? So as valuations of private companies come down a little bit and a little bit of that makes it more attractive for us. And so cash is one area that we can leverage to be able to acquire companies. And that's the overall thinking. From the CFO's [indiscernible] work really tightly with our DevOps -- sorry, our corporate DevOps team, who you know, and they're quite good. We've had success with M&A. We're going to continue that strategy. Generally, it's, [indiscernible]. ARR is not really part of that equation, and it's worked, right? It's -- you're seeing companies out there that are same. They're able to buy good technical people, put it on their distribution and off you go, right? Bionic, right? That's right. We're excited about Bionic, our latest acquisition that's in the cloud application space. We already had technology in the cloud that protected the infrastructure, thinking about that as the house. And Bionic was the technology that we use to protect within the house. The chairs, TV sets, the entertainment units. So we're really excited to be able to bringing to market those 2 things together, which is a big deal. Those are the 2 things by far outweigh anything else is in the cloud.

Absolutely. Maybe last question here in a couple of minutes that we've got. I guess the macro backdrop is something that's impacted all my coverage companies, whether security and the like. And so maybe the question for you here is, and I think we just finished up our Q3. What's your latest thinking on the macro backdrop as you think about planning for next year? And is there anything that you learned this year through this kind of years tough macro that you want to keep in mind for next year? Similarly, open-ended question.

Yes. That's a good one. So for us, the assumption is that the macro isn't going to get any better. That's the assumption. But if it does not, I don't know. You guys pick. Some people say it's going to be a soft landing. Some people say it's a hard landing. Who knows? I don't have the crystal ball. Having said that, there were learnings this year, right? A big one that [indiscernible] do better, which was get in front of those deals faster. That's 1. Also dealing with people like me, right? The [ CF ] nos. It's hard, right? So the sales team is smart. They try to leverage myself in terms of reach out, other CFOs and try to turn those CF nos into CFO goes. Yes, CrowdStrike is the right answer for you. Here's the ROI, Here's why. It's a very different conversation CFO to CFO versus CFO versus salesperson. It's a very different conversation. And so I do get a lot involved in quite a few as you know, yes. And so for me and for the team, those are takings. And I'm trying to train the sales team by not only just me talking, but I'll bring in other CFOs, you have one here at your conference, Kelly from Zoom. We invited her to [indiscernible] to talk to the sales to about how she thinks about purchasing different technology and what she thinks about in terms of how do we approach a CFO. So not just my words, but words from a customer as well as from a CFO that I deeply respect.

Excellent. Well, so much more fun things to talk about with CrowdStrike, but we're going to have to end it there. Burt, CrowdStrike team, thanks so much for the time. Really appreciate it.

That's all right. Thank you.