Greetings. And welcome to the Definitive Healthcare Third Quarter 2021 Earnings Call. At this time, all participants are in listen-only mode. A brief question-and-answer session will follow the formal presentation. [Operator Instructions] As a reminder, this conference is being recorded. It is now my pleasure to introduce your host, Brian Denyeau from ICR. Thank you. You may begin.

Good afternoon. And thank you for joining us today to review Definitive Healthcare third quarter 2021 financial results. Joining the call today are Jason Krantz, Definitive Healthcare’s Founder and CEO; and Rick Booth, Definitive Healthcare’s CFO. During this call, we will make forward-looking statements, including but not limited to statements related to our market and future growth opportunities, the benefits of our healthcare commercial intelligence solutions, our competitive position, customer behaviors, our financial guidance, our planned investments and anticipated impact to the COVID-19 pandemic of our business and results of operation, as well as on our clients, the healthcare industry generally, and the macroeconomic environment. Any forward-looking statements are made pursuant to the Safe Harbor provisions of the Private Securities Litigation Reform Act of 1995. Forward-looking statements involve a number of risks and uncertainties, including those discussed in the Risk Factors section of our filings with the SEC. Actual results may differ materially from any forward-looking statements. The company undertakes no obligation to revise or update any forward-statements to reflect events that may arise after this conference call, except as required by law. For more information, please refer the cautionary statement included in the earnings release that we have just posted to the Investor Relations portion of our website. Additionally, we will discuss non-GAAP financial measures on this conference call. References during this call the profitability on an adjusted EBITDA basis. Please refer the tables in our earnings release on the Investor Relations portion of our website for a reconciliation of these measures to most directly comparable GAAP financial measure. With that, I’d like to turn the call over to Jason.

Thanks, Brian. I would like to welcome everyone to Definitive Healthcare’s third quarter earnings call, our first as a publicly-traded company. We were thrilled to complete our successful IPO in September, which is an important milestone for the company. However, as proud as I am of everything that we have accomplished so far, I know that we are just at the beginning of delivering on our vision to be the premier provider of healthcare commercial intelligence. I want to thank our investors for their competence in Definitive Healthcare and thank every one of our employees for all they do every day to make our customers successful. On today’s call, I want to start by reviewing our success in the third quarter. Then, since I didn’t have the opportunity to meet all of you during our IPO roadshow, I will provide a brief introduction to our business, our strategy and the market opportunity we are targeting. Let me start with a quick review of our third quarter financial results. For the third quarter, we continue to deliver in the three financial characteristics that make Definitive Healthcare a unique investment opportunity, which are the combination of high growth, high profitability and a tremendous amount of visibility into our future performance. From a growth standpoint, we deliver total revenue of $43.1 million, which represents 43% year-over-year growth. At the same time, we continue to produce exceptional profitability, as indicated by our adjusted EBITDA of $15.5 million, which translates into a 36% margin, as well as our unlevered free cash flow of $11.5 million. Finally, we continue to produce revenues that are almost exclusively subscription based and the majority of which are multiyear contracts. Rick, of course, will dive into these numbers in much greater detail, but before I hand the meeting over to…

Thanks, Jason. Q3 was a strong quarter, highlighted by rapid revenue growth and strong profitability. Since today is our first earnings call as a public company. I will start with a brief overview of our business models from a financial perspective, then provide a detailed review of our third quarter results, before finishing with our outlook for the fourth quarter and therefore the full year 2021. In all my remarks, I will be discussing our results on a non-GAAP basis, unless otherwise noted. Turning to our business model, to me Definitive demonstrates many of the best attributes in the vertical software business model. It’s a high growth subscription business, selling into a $10 billion total addressable market with single-digit market penetration. We operate profitably due to high gross margins, and very efficient customer acquisition and product development engines. And finally, our upfront billings and low CapEx requirements help us translate our profits efficiently into cash flows and shareholder value. Our revenue comes almost entirely from subscriptions to our platform. We have excellent forward looking visibility through our predominantly multiyear contracts and high net dollar retention rates. And finally, billings are in advance of usage, most commonly on an annual basis, which results in very strong cash flows. We have high gross margins due to our multi-tenant platform. The go-to-market model is very efficient, as evidenced by our very high LTV to CAC ratio. And finally, our product development engine efficiently delivers an ongoing stream of innovation. Turning to quarterly results, our Q3 results illustrate how this business model plays out in practice. Highlights of the quarter include 43% revenue growth compared to Q3 2020, 33% adjusted EBITDA margin, 38% unlevered free cash flow margin on a trailing 12-month basis and revenue growth plus trailing 12-month unlevered free cash flow equals…

[Operator Instructions] Our first question today is going to come from Sterling Auty with JP Morgan.

Yes. Thanks. Hi guys. So I wonder if you could characterize for us how much of the growth in the quarter actually came from the new customers that you added versus actually upselling either more modules and more seats and your existing customers?

It’s a great question, Sterling. We have strong growth contributions from both. One of the great things about our predictable business model, however, is that the bookings in any given period have only a marginal impact on the reported revenue. So really you are seeing strong expansion in the revenue from existing customers and then over time, you also see larger ACV as each of those relationships to get bigger. So the two combined are what drive our overall revenue growth of 43% and we really aim at the overall as our biggest, biggest target.

All right. Great. And then maybe one follow up. I am wondering what your experience was in the quarter in terms of the buying centers across because you gave examples of customers that you won in a number of different industries. Are you expanding out into buying centers within those types of companies within all of those industries? So in other words, are you expanding within an expanding base?

We are. Thanks for the question. Appreciate it. So, as you know, we have about 100,000 companies in total that we sell to that we think is our end market and that falls under four key segments that we sell into life sciences like biopharma, medical devices, healthcare IT, healthcare providers and then the whole group of diversified companies that sell to many industries where healthcare is a really important industry for them and they realize they need a specific intelligence. In all cases, we are not only expanding markets that we sell into, for example, we didn’t really sell to providers three years ago, but as we have innovated that’s now a great growing market for us, but within the clients that we are selling into were continue to expand as well. So for example, in biopharma we increasingly sell into medical affairs and market access, whereas three, four years ago, we sold mostly in the commercial. So for us continue to innovate and solve more business problems for our clients is absolutely essential and that continues to expand the markets that we sell into and our ability to penetrate deeply within our existing clients.

That makes sense. Thank you, guys.

And our next question comes from Craig Hettenbach with Morgan Stanley.

Yes. Thank you. Jason, I just wanted to follow up on the commentary about healthcare providers and some of the more recent momentum in that space. Can you just touch on how your sales approach might change in a market like that in terms of as you get deeper into healthcare providers?

Yes. It’s a really important market for us and it’s growing overall, so we are solving multiple different problems for healthcare providers. So we are helping them build fantastic physician and facility networks, so the referral management is really important as well as helping them figure out how do they keep patients within their system, which is just an incredibly strategic high-stakes problem for them. And then finally, as they think about competitive benchmarking and where they are having success and where they might be able to attract new patients into their health system and IDN are all major problems for them. So what we are going to see is a couple of things. We will continue to invest in new product that we think will meet the needs of that particular space so investing in new ways of utilizing our existing data to meet their very specific needs is going to be important. And then, we are continuing to invest in the sales and marketing resources to go attack that market. So that group is going to grow relatively quickly over the next year as we continue to expand and deepen our relationships within the provider market.

Got it. Thank you. And then just as a follow-up, can you touch on just the pace of organic development for new modules as well as perhaps the pipeline for kind of tuck-ins, really in the context of the goal to kind of rollout one or two modules annually?

Yes. So I appreciate it. Innovation is incredibly important and it really is a combination of organic and then we will complement that with inorganic when the right opportunities arise. On the organic side, we roll out a couple of key modules each year. I mean, that will be similar next year targeting all parts of the market that we sell into. So we have modules coming out within life sciences. As I mentioned, we will be expanding within provider and also within that car segment and creating more upsell opportunities and also opportunities to raise ACV on new logos within that important market as well. So that will continue as planned and as in previous years and what we are able to see is because we have built this proprietary set of intelligence that doesn’t exist anywhere else. We are able to innovate extremely quickly and able to reuse information and apply new data science techniques to solve new business problems for our clients, so innovation is very exciting and a very important We are organic -- inorganically, we are looking at different candidates, all the time. We are very disciplined in our approach, as you know, so we are looking for companies that can provide a new capability or new dataset that we can link into our existing proprietary platform and sell more to our existing clients and also take data that we already have and data science that we already have and push that into the company that we are acquiring platform to make that better, so Monocl is just a great example of that. We bought the company back in October and instantly achieved those two synergies, accelerating their growth by making their product better with our existing datasets. And then so and aggressively through our existing commercial sales force to our existing clients.

Thank you.

And our next question comes from Saket Kalia with Barclays.

Okay. Great. Hey, guys. Thanks for taking my questions here and congrats on becoming a public company. Jason, maybe first for you, maybe just tacking on to that last question on modules. Can you just talk about which modules you feel like are particularly important for the business right now and maybe conversely, what are the ones that you feel like maybe we have the most room for upside in adoption?

Sure. Thanks. Appreciate the question. Healthcare is incredibly fragmented and changing over time, which really means that they need to understand the entire healthcare ecosystem is becoming more important to more of our clients. So that’s great news for us as we think about ways where we can penetrate our existing clients more deeply sell more into existing clients. So, new logo today will buy just over two about 2.2 of our modules. We have 14 to sell. So there’s a lot of room to continue to sell more to existing clients. Areas of particular excitement is our clients. The vast majority of companies want to sell to multiple different facility types, including the hospitals, physician groups are becoming increasingly important. Physicians is obviously a key part of the market but then our claims data and Monocl is important as well. So, these are ways that we can expand the number of use cases that we are solving for big life sciences companies that have an almost insatiable appetite for the type of data science in the insights that we can provide. So, we will be investing heavily in new ways to utilize that data. In Monocl, we just added Asian data, which is a really important addition. And we now cover 11 million experts across the globe. So, a lot of great innovation happening across all the different products that will drive deeper adoption.

Got it. That’s great. Rick, maybe for my follow-up for you. You touched on a couple of statistics here about the enterprise business, but could you just remind us roughly how big the enterprise business is here and maybe just touch on how that cohort of customers is just different economically from the broader sort of customer base for Definitive. Does that make sense?

Absolutely and it’s a great question. Those enterprise customers are really the engine that powers our growth. Those 377 customers generate more than half of our annual recurring revenue and they have very strong net dollar retention rates. As you may recall from some of our earlier discussions as part of the IPO process, we have customers that are well into seven figures and in terms of revenue with a long way to expand in our existing customers, so we are focus the majority of our sales and marketing efforts on enterprise customers.

Very helpful, guys. Thank you

Our next question comes from Kash Rangan with Goldman Sachs.

Hi, Jason and Rick. Congratulations. I am curious to get your perspective on everything but we are reading the headlines. There is labor shortage and I read somewhere that 0.5 million healthcare workers have resigned since the pandemic, then you also have supply chain issues causing to potentially rising costs at hospital systems. What are the things that that Definitive can do to address some of these near-term issues in your industry in addition to the things that you have already quite good at? Thank you so much.

Thanks. I appreciate that. Those are challenges for the industry for share and what that does is it creates more complexity frankly to try to understand this industry and to try to solve their problems, so we are working with companies that are transforming healthcare. They are driving down costs and improving quality whether it would be new IT, our new therapeutics that save lives, or new construction companies that are looking for more efficient ways to deliver healthcare, so continuing to invest and help those companies understand this entire ecosystem and how the changes in the market might affect them is growing an importance. So a great example is telemedicine. So when COVID hit last year, telemedicine exploded and our clients came to us to try to understand how -- who is adopting telemedicine the most quickly and how is that going to change the way that their customers are providing care. So we use data we already had and our data science team analyze that to come up with the telemedicine propensity score and that showed our clients in one piece of information, who is adopting telemedicine and who is most likely to in the future. So it’s that type of innovation that we can help our clients to identify where labor shortages might happen for example in order to -- so that they can put their resources in ways that can help solve those problems.

And thank you so much. As a follow-up, how about your own ability to hire to support your ongoing growth aspirations? How is that part of the demand for your own employees and how you plan to do to fight the labor market, which seems to be over competitive with the wage inflation as well? Thank you so much.

It is a very competitive market right now. What we have always done -- we have tended to have very low attrition within our employee base and the reason is really all about the culture that we provide. So our employees come to us because they want to be something part of -- they want to be part of something bigger than just the company that they work for and our culture is all about collaboration and solving interesting difficult problems that are going to change, healthcare and actually have an impact. We also have a culture of giving back to the community. So we have our Definitive carries program where we provide volunteer opportunities for our employees. We have had 100% participation in that every single year that we have had it and it’s just a great way for employees to get to know other employees and take leadership roles and all of these results, we have been at best place to work five years in a row. We are the number one place to work in all Massachusetts in 2019. Hopefully, we are going to be number one again this year. We are awaiting the results. But if you can develop a culture like that, it gives you a real competitive edge as you try to find the very best and brightest to work at our Company

Wonderful. Thanks, Rick.

Our next question comes from Jailendra Singh with Credit Suisse.

Hi. This is Adam on for Jailendra today. Thanks for taking my question and congrats on the quarter. Can you just talk about some of the early traction you have seen as far with the prescription claims data? How the pricing may compare to some of your other modules and let me just how big of an opportunity that project can be even within your existing customer base?

Sure. I will take that. Thanks for the question. RX is a really important opportunity for us. When you combine the whole power to what we have done as a company is all about creating a platform where all of this different data comes together to solve problems in different ways that have never been solved before. So we have developed over the last 10 years our proprietary view of the entire healthcare ecosystem. We layered on medical claims in 2019, which has been a tremendous success. And then, we just added RX claims in 2021 and we think it could be as large as medical claims. So we have had really good adoption to date. Like I said when you combine the RX claims of other stuff that we have already pulled together, we are now allowing clients to solve problems they haven’t been able to solve before when they just get raw feeds of Rx claims. So we are very excited about that and we are building on -- we are building new technologies on top of that, that really just kind of continue with this flywheel of innovation where you apply new data science and create new information that has not been utilized before and this creates -- it deepens the moat that we have. So it’s an important piece for us, it’s a big opportunity. I think we are in the top half of the first inning and going to achieve it, but we are excited about where we can take that over the coming years.

Great. That’s very helpful. Maybe as a follow-up, as you continue to on-board new customers and expand the number of modules on the platform, are you seeing any uptake in the levels of inbound interest or I guess how would you characterize the mix of lead generation recently? Thank you.

Good question. So we have been typically a sales-driven organization since the beginning, so very outbound focused, but we have been invested in the last year and we are heavily into marketing, so figuring out how do we go find these 100,000 companies and have them come to us. So we have seen significant growth in inbound two wells over the last year. We are excited about that. We think there’s a tremendous amount of opportunity to drive that up even further. We think public -- being a public company is very helpful in that and our brand just continues to increase in the market. We are driving a lot of thought leadership right now through white papers and blogs to bring people to us. So we are excited about what we have done from an inbound standpoint and where we can potentially drive further growth in the future.

Great. Thank you.

Our next question comes from George Hill with Deutsche Bank.

Good evening, Jason and Rick, and welcome to the big show as we call it. Jason, you talked about the company having 14 modules with the average company having just over two. Let’s assume for a second that we are not going to introduce new modules, but what’s the right number for the average customer to have recognizing that like the flooring vendor isn’t going to by Michael or anything like that. So as you grow from just north of 228, a more mature number, what’s the right way to think about customer penetration?

It’s a really good question and it varies depending on the segment that we are selling into. So within certain segments, for example, life sciences and providers, which I would say are two of our most important segments over the next several years, they really are interested in everything that we have to offer. So all of this data is important to each of them. As you get outside of that market into maybe IT or some of the diversified five firms like a flooring company, which are fantastic clients for us. I think typically speaking they are going to probably want two-third of our modules over time as you said Monacl doesn’t necessarily fit with that type of company, but they want to sell to all different facility types and physician groups in surgery centers and skilled nursing facilities. So the opportunity to expand deeply as healthcare continues to fragment is absolutely there against -- across the entirety of the customer base.

Okay. And if I could have a quick follow-up, kind of, you guys had the good fortunate debut at a pretty attractive equity valuation, I guess, can you talk about whether you have seen that impact, either the competitive environment or the M&A environment with people are they looking to sell to you kind of chase kind of the scarcity value that you guys have created?

Yes. I guess when you think about the competitive environment, I mean what we have done over the last 10 years is incredibly unique. We have pulled together information from hundreds of thousands of sources, we have made 700,000 phone calls a year, and then we have applied incredible data science to it to create new information and claim that information and link it together. And this is very, very difficult to recreate. It takes time and it takes iteration and it takes working with our customers. So I don’t think we have seen any impact from a competitive standpoint on that. B public of course gives us more flexibility as we think about new M&A opportunities. So, are there more opportunities than they were before? Maybe, but in general, we have always had a good pipeline of M&A opportunities and we are very focused on remaining disciplined in finding companies that have significant strategic value for us where we can get synergies and added capability that more quickly than we might build our inorganic basis. So we will continue to focus on it and look for great opportunities.

Great. Very helpful. Thank you.

Our next question comes from DJ Hynes with Canaccord.

Hi, Jason and Rick. Congrats on a good start here. Thanks for taking the question, Jason, is there any way to think about what a top-decile customer looks like in terms of spend with you versus maybe the average customer and then like what percent of the mix do you feel like over time could ultimately look like the top decile customer. I am just trying to get a sense for what the opportunity in the base might look like?

Yes. As you think about -- I mean just varies a little bit by segment, as you look at it. So if you look at top decile customers overall, we expect these to be multi-million dollar clients, so within life sciences, we already have clients well over $1 million within technology firms we have multiples six figure type of clients well into the mid-six figures. So there is a tremendous amount of room for us to continue to grow and expand and sell more modules really across our entire base. But that’s kind of how we think about it. We want to push. We are very focused on enterprise clients as Rick had mentioned before we saw tremendous growth in that over the last year as we continue to innovate and meet more of their needs and will continue to drive up that average ACV over time by innovating and by deeper penetration with our existing products.

Yes. Okay. And Rick a follow-up for you. I mean to the extent that you are still new to the public markets, can you just talk a little bit about how we should think about the model and potential upside playing out from hereon? I mean if you guys continue to beat like we saw in Q3, should we expect that upside to flow to the bottom line or we reinvest and assuming it’s the latter, maybe just talk about some of the areas you have flagged for that incremental spend?

It’s a great question, DJ. Thank you for asking it. Our philosophy overall is to reinvest profitability upside in the continued growth of the business. And we are very measured in how we do that and we have a test and learn philosophy. So to the extent that you see profitability upside today will begin turning the lever primarily in sales and marketing and in product to continue to drive that all important long-term growth. So we are not -- we are not focused on optimizing any single quarter in terms of profitability. But given our revenue visibility, we should be a very predictable model.

Yes. That makes sense. Thank you, guys.

Our next question comes from Brian Peterson with Raymond James.

Hi, gentlemen. Thanks for taking the question and congrats on a strong start. So, just one question from me on the innovation cadence, so you have 14 modules today, you have seen you build it out both organically and through M&A. Rick, it was pretty clear on the investment philosophy but curious to think about the cadence of kind of new modules over the next couple of years. Any color on that?

Yes. On average we will roll out a couple -- we innovate in two different ways. The first is new modules that we can sell in some way through packaging or through an additional price. On average, we will roll out one to two of those per year and that’s been pretty steady over the course of our -- over the course of the business. The second way that we innovate, which is maybe equally important is we are constantly adding new features and new analytics and new algorithms and new data science to our platform. The telemedicine propensity score that I mentioned before, is just a great example of that where we are not charging more for that or the dozens of other innovations that we had throughout the year, but we are able to benefit significantly in a few ways. We drive up velocity of bringing on new deals. We are able to charge a higher price to new logos. So we have seen significant ACV growth in new logos each year as a result of that innovation. And then, when we renew clients, not only are we able to renew at a higher rate, but we are able to renew into multiyear deals with price escalators built into them. So all of that innovation, which is happening, every single month as we are continuing to improve the product has substantial long-term benefits on our business.

Great. Thanks.

Our next question comes from David Grossman with Stifel.

Thank you. I just have a couple of quick follow-ups to some questions that have been already asked. First, maybe you could speak to the activity levels as healthcare utilization rates continue to migrate to more normalized levels. Our vendors selling into the end markets, are you seeing any acceleration and -- and their selling efforts that would kind of correspond to the kind of -- if you will coming back to normal or back to more normal kind of activity in the healthcare space and end markets?

I think we are seeing a little bit of that. I mean healthcare is a giant market, a $4 trillion market. So I think all of our clients have always been incredibly aggressive in figuring out new ways to grow within this market. Obviously, that means there is lots of new entrants always coming into this as well to figure out how they can -- they can grow along with the healthcare market as it continues to grow with aging population and other and all the other tailwinds that are happening within that market. So, have we seen a significant increase this year in that? I am not sure that anything of particular note, but it’s an aggressive market and people are trying to succeed in our data can help them succeed.

Got it. And then I know you provided the number of accounts greater than $100,000 at the end of the third quarter. Do you perhaps have that information for just the end of the first quarter and second quarter, just to see how that trend sequentially?

I don’t have that sitting here in front of me.

Let me see. Rick, why don’t you give it?

End of Q2, we were at 349 and the end of Q1, we were at 320.

All right. Great. Thanks very much.

Thank you.

There are no further questions at this time. I’d like to turn the floor back over to Jason Krantz for closing comments

Great. Thank you very much. Well, first of all, I just want to thank everybody for their time today and for joining our first earnings call. We appreciate it. And we appreciate the support of all of our investors as we try to achieve our goal of highly durable profitable growth. But I just want to personally thank the 700 employees of Definitive Healthcare. Their commitment to our mission of helping our clients transform healthcare is remarkable and their passion for what we do every day is contagious. So I just want to have a heartfelt thank you for that. So have a good evening everyone. Thanks again for the time. We appreciate it.

This concludes today’s teleconference. You may disconnect your lines at this time. Thank you for your participation.