The following is excerpted from the question-and-answer section of the transcript.
(Questions from industry analysts are provided in full, but answers are omitted - download the transcript to see the full question-and-answer session)
Question: Matthew George Hedberg - RBC Capital Markets, Research Division - Analyst
: Congrats on the results. Matt, really, you had a lot of positive things to talk about with Capella, including the 7-figure win and GCP support. I'm
wondering, now that you have some additional data points there, can you talk a bit more about the competitive environment as you add more
features and support? And how are your win rates versus other cloud alternatives?
Question: Matthew George Hedberg - RBC Capital Markets, Research Division - Analyst
: That's great. And then maybe as a follow-up, you just mentioned simpler consumption models, and you're bringing in a new CRO that you highlighted,
Huw. With sort of the ramp in Capella, what are some of the biggest things that you think the go-to-market model could benefit? Because to me,
it feels like you have the increased ability to land quicker than maybe you had previously. Maybe just Huw's focus with sort of the success of Capella
right now?
Question: Kasthuri Gopalan Rangan - Goldman Sachs Group, Inc., Research Division - Analyst
: Congrats on the quarter. Matt, I wouldn't mind if you could just take a step back and evaluate your go-to-market for Capella and also from a product
architecture standpoint, considering the service was released not too long ago. But what are you uncovering as to where the market is resonating
with Capella, obviously, the ease of deployment, the cost model and the service is well appreciated. But are you starting to see some clear patterns,
maybe you don't, maybe you do, of use cases that are a slam dunk for Capella that you could envision this being able to uncover different market
segment, a different set of market needs that are unmet? Or do you think it's more of a consumption model that's really the differentiation that it's
meant to really go after a different set of customers that are decidedly not mission-critical, but could be mission-critical in the future? What are the
things that you've learned from the launch? And what customers are telling you?
Question: Kasthuri Gopalan Rangan - Goldman Sachs Group, Inc., Research Division - Analyst
: And Greg, one for you. As you approach the next couple of years, what should we think about as being the key drivers of profitability, granted that
you definitely had operating income outcome significantly better than what we all expected? But just wanted to get your thoughts -- refined
thoughts on that, too.
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