Ladies and gentlemen, good afternoon. My name is Abby and I will be your conference operator today. At this time, I would like to welcome everyone to the Electronic Arts Fourth Quarter and Fiscal Year 2025 Earnings Conference Call. I would now like to turn the conference over to Mr. Andrew Uerkwitz, Vice President, Investor Relations. Please go ahead.

Thank you. Welcome to EA's fourth quarter and fiscal year 2025 earnings call. With me today are Andrew Wilson, our CEO; and Stuart Canfield, our CFO. Please note that our SEC filings and our earnings release are available at ir.ea.com. In addition, we have posted detailed earnings slides to accompany our prepared remarks. Lastly, after the call, we will post our prepared remarks, an audio replay of this call, and a transcript. With regards to our calendar, our first quarterly fiscal year 2026 earnings call is scheduled for July 29, 2025. As a reminder, we post the schedule of upcoming earnings calls for the fiscal year on our IR website. This presentation and our comments include forward-looking statements regarding future events and the future financial performance of the company. Actual events and results may differ materially from our expectations. We refer you to our most recent Form 10-Q for a discussion of risks that could cause actual results to differ materially from those discussed today. Electronic Arts makes these statements as of today, May 6, 2025, and disclaims any duty to update them. During this call, the financial metrics, with the exception of free cash flow and non-GAAP operating margin, will be presented on a GAAP basis. All comparisons made in the course of this call are against the same period in the prior year, unless otherwise stated. Now, I'll turn the call over to Andrew Wilson.

Thank you, Andrew. Good afternoon, everyone. I want to start by recognizing the incredible efforts of our teams. Throughout FY25, they delivered high-quality games that entertained and connected hundreds of millions of people around the world. It is because of their strong execution and unwavering focus that we were able to deliver Q4 results that significantly exceeded our expectations, highlighted by re-acceleration of growth in EA SPORTS FC, continued momentum in American football, double-digit net bookings growth in The Sims, and the highly successful launch of Split Fiction. These successes illustrate the increasing momentum in our business as we continue to deliver against our strategic roadmap. Let me review Q4 and the year. Through deep community engagement, innovative content and agile execution, we reignited momentum in EA SPORTS FC after a temporary slowdown in Q3. The January gameplay update, which was the biggest live service update we've ever launched in FC, combined with outreach to our player community and our Team of the Year event, resulted in a true brand building moment with our fans. Feedback was overwhelmingly positive on the faster pace of gameplay and reward tuning. The regular cadence of updates, events and highly valued content releases that followed throughout the quarter continued this strong momentum. As a result, net bookings came in well above expectations with player engagement up double digits following the January update. Specifically, our competitive cohort engagement returned to more normalized levels and entered the quarter up year-over-year. FC Mobile continues to exceed our expectations with engagement and acquisition up year-over-year as a result of our continued focus on hyperculturalization, a web store launch last quarter driving more meaningful net bookings, and our successful Team of the Year program. New player acquisition and daily active users were up over 20% year-over-year. FC Mobile remains…

Thanks, Andrew, and good afternoon, everyone. FY25 was a year of focused execution as we prioritized our highest impact initiatives and continued realigning our investments around our long-term growth framework. That focus was particularly evident in our fourth quarter, where we saw accelerating momentum heading into FY26. Q4 outperformance was driven by exceptional execution from our EA SPORTS FC teams with a January gameplay update and targeted community-driven tuning. This resulted in a significant rebound in engagement and monetization. Combined with sustained strength in American football beyond the end of the season and the breakout success of split fiction, we expanded margins, generated strong free cash flow, and returned over $1 billion to stockholders through our enhanced repurchase program and dividends. This performance reinforces the execution of our teams and the resilience of our business model and resulted in a strong close to FY25. Turning to FY25 results, we delivered net bookings of $7.36 billion, down 1%. Our expanded American football ecosystem surpassed $1 billion in net bookings, up over 70% year-over-year. Growth was offset by impact from slate timing and softness in Apex Legends. Full game net bookings was $2.02 billion, up 1%, driven by strength in EA Sports College Football 25 and new blockbuster releases including Split Fiction and Dragon Age: The Veilguard, which offset prior year contributions from Star Wars Jedi: Survivor and softness in FC25 full-game sales. Live Services net bookings was $5.34 billion, down 2%, reflecting an approximate four-point headwind from Apex Legends in addition to an approximate three-point headwind from the December and January softness in FC Ultimate Team. These headwinds were partially offset by the American football. Moving to our gap results, we delivered net revenue of $7.46 billion, down 1%. Cost of revenue decreased by 10% to $1.54 billion, driving a gross…

Thank you, Stuart. FY25 was a pivotal year for Electronic Arts, a year defined by creative breakthroughs, stronger player connection, and meaningful progress across our portfolio. We sharpened our focus, delivered bold new experiences, and laid the groundwork for an even more ambitious future. As we look ahead, we are confident in a strong slate of upcoming releases, our strategy to invest in our biggest long-term opportunities, and our focused well-tested execution approach. With leading IP, transformative technology, a global network of passionate players, and the best creative talent in the industry, EA is uniquely positioned to lead in a rapidly evolving world. We know the road ahead may bring near-term economic uncertainty, but our focus, adaptability, and strategic clarity give us the tools to thrive. This is an important moment for our company, and we've never been more optimistic about what comes next. Thank you, and now Stuart and I are here for your questions.

Thanks, Andrew. We are ready for your questions. We will take one question and one follow-up from each analyst. With that, Abby, we are now ready for our first question.

[Operator Instructions]. Our first question comes from the line of Matthew Cost with Morgan Stanley. Your line is open.

Hi, everyone. Thanks for taking the questions. I guess one to start for Andrew, when you think about the temporary slowdown that you saw in FD and then the efforts, evidently very successful, to turn it around in January, what ultimately were the main issues in retrospect? How did you fix them? What changes in the game were the most effective to fix them, and how will that impact how you'll approach future FD games? And then I have one follow-up. Thank you.

Thank you, Matt. Great question. I think if we take two or three steps back now and really look at the total situation, I think the first thing to recognize is it's actually not unnatural for franchises of this size, this scale, and this level of enduring strength to have momentary lags from time to time, the kind of ebbs and flows of a live service business. As we look at a lot of large-scale global franchises coming out of COVID, many of them had prolonged slowdowns at 40%, 50% of their annual revenue before kind of clawing some back, and some never really made it back to where they were. So it's not an unnatural thing that we had to deal with. Again, we didn't expect that FC would go through that, but it did. And so then we started to think about, well, why would that have happened? And why did it happen at that time? The first is we've been growing exceptionally well year over year throughout the history of the franchise, but certainly through COVID and since COVID. And so we grew a lot. We brought in a lot of new players during COVID and grew the business meaningfully. And coming out of COVID, many franchises kind of took that moment to have a little slowdown or a prolonged slowdown in some cases. We did not. And part of the reason was we rolled straight into a World Cup, which, as we know, is always a great acquisition and engagement opportunity for the franchise. Then as we go back through history, sometimes we would see some momentary softness coming out of a World Cup. This time we rolled straight into an FC rebrand. And that was a very large, concerted effort across the entire franchise, both…

Great. Thank you. And then, Stuart, if I could ask about some commentary in the press release, there's a comment in here about continued growth in live services and the launch of some new non-annual titles in fiscal '27. Is that consistent with the long-term growth profile that you shared during the Investor Day in September? Were you expected to consistently outperform the dual game market?

Yes, I think the commentary and the prepared remarks has really helped continue unpack the conviction we have in the framework we put out for Investor Day and give a little bit more context and layering behind the various components and pieces. I think if you see the FY26 and the guidance we just put out, you can start to see the power in the model that we have today. If you look at margin expansion capability, the cash flow numbers plus 6 to plus 17, what you see there is us continuing to build out how we drive growth in both components, both on the top line through growth and that continues for our core business, so our live service, massive online communities. And secondly, you want to be clear that obviously inside of that between '26 and '27 will also be additional titles from our pipeline. But yes, to that point, we've reiterated remain on track for the margin framework that we laid out back on Investor Day.

Great, thanks so much.

And our next question comes from the line of Eric Sheridan with Goldman Sachs. Your line is open.

Thanks so much for taking the question. Maybe I can ask a two-parter on Battlefield. Given the approach you took to sort of have the game out in the community sort of in a beta test over multiple quarters now, what have been some of the key learnings about how to position Battlefield for creative and commercial success? And how would you compare some of those learnings to prior versions of the games and what you might have learned from bringing the game to market in prior years? And the second part would be, is there any way to identify how to think about the growth investments behind Battlefield that may be aligned with the title's launch in the fiscal '26 guidance, just so we can line up elements of supporting growth against the potential for the franchise? Thank you so much.

Let me take the first part of that and then I'll hand it off to Stuart for the second part. This Battlefield, as we've said many times, is the biggest Battlefield we've ever made. And of course, you would expect us to say that, but we've certainly had the biggest team behind it, and we've given them as much time as they need to get to real quality, aligned with our core Battlefield community. If you go back to our Battlefields, all the way back to Battlefield 4, I might argue that we've released incredible games every time. They've always been high quality. We've always worked closely with the community, but we haven't always worked as closely as we should have. We haven't always really worked to help them understand the things that we're building, and for us to understand the things that they really want out of a Battlefield. We know that when we get it right, Battlefield is a giant franchise, and often the biggest shooter in the year. And so this time, we wanted to ensure that one, our player base and our global community had a better understanding of the things that we were building, and how we were building, and some of the approaches that we're taking to building. But more importantly, we wanted them to have the ability to feedback on map construction, weapon lineup, progression, all of the things that make Battlefield great at Battlefield scale. And given that this is the biggest Battlefield ever, there was really no other way to go about that other than Battlefield Labs in the way we have. And I would tell you, we've been overwhelmed by the feedback, not just the positive feedback that our players are giving us around what we're doing, how we're doing it, the scale and nature of what we're doing, but also just their willingness to deeply engage with us through this process. You know, hundreds of thousands of people have weighed into this and really given us feedback that is going to help us tune and balance this incredible scale game. And as we now, as we move into the next phase, you know, we'll start to open up to a wider audience, bringing in more across North America and Europe and starting with Asia. And so again, this is all about two things. One is helping our community understand the nature of the things that we're building. But more important, have us understand the things that they want out of this game and ensuring we're tuning and balancing and polishing in a way that is aligned with their expectations. And we know when we get that right, the opportunities is incredibly large.

Eric, your second question. We think about unique investments this year versus last year and how we think about growth investment around Battlefield. We called out obviously our OPEX structure this year remains flat outside of the go-to-market cost of Battlefield, which are yours unique versus the prior year. As you know, expenses we go, so predominantly the R&D incremental this year is slight versus material, which is just costs that continue to increment themselves as we get closer to some aspects of game development that come later in the cycle as we release. You should also assume that we continue to invest behind the product post-launch, which will be incremental in the year. But overall, I would focus you that the biggest change year over year is the go-to-market cost, which we've called out as the only dominant driver investment structure for us. Outside of that, we've managed to continue to reallocate and continue to be disciplined in how we capture costs against our product and our strategy and we'll continue to do so quarter over quarter.

Great, thank you.

And your next question comes from the line of Doug Creutz with TD Cowen. Your line is open.

Hi, thank you. I just wanted you to talk a bit about how to think about American football in the coming year. Obviously, College Football '25, you had a huge amount of pent-up demand and that could create a tough comp, depending on a lot of things. But just how are you guys thinking about the puts and takes for that franchise's fiscal year and how to think about potential growth?

Yes, I'll start just in terms of an overarching strategy for American football and then I'll let Stuart kind of lean into more in the forecasting and projection. The good news for us is American football in the context of both NFL and college continues to grow in both fandom and engagement broadly. And so our expectation is that overall the sports will grow and typically where we deliver in line with fans expectations, we have the benefit of that growth and that acts as a multiplier for us and we certainly expect that in the context of American football on a go-forward basis. We have a big ambition around building the largest football community in this country and really being a leading digital football fan platform through interactive entertainment. The launch of College Football in this past year was just the first step. And again, I acknowledge that there was almost certainly pent-up demand having not launched the franchise for 10 years, but I'd also say given the quality of the game that our team built, given the level of engagement that we had from the fan base, those fans don't love College Football any less this year than they did last year. And certainly as we look forward now to building much deeper connection between college and the NFL product this year and then building out much bigger social ecosystems around the combined franchise in future years, our expectation that we will continue to grow this business in line with the growth of the sport and benefit from the ongoing uptake of young fans with interactive entertainment.

And Doug, to your second part of your question, you should think that we've been pretty prudent and balanced for many of the reasons that kind of you outlined and Andrew built on. We know obviously last year was a record year. It's absolutely a tough comp and we would expect that Q2 likely could be a tougher comp based on the pent-up demand for College Football as well. We also expect to continue to build on learnings given it's year two. How do we see the mix play out between the titles? How do we think about the incredible service that we saw continue for college and the opportunity for that next year. So overall in the guidance, as is general across the entire guidance for the fiscal year, we've been pretty pragmatic and balanced. But to Andrew's points, expectations both this year and beyond continue to drive growth through this franchise.

Great. Thank you.

And our next question comes from the line of Chris Schoell with UBS. Your line is open.

Great. Thank you. Maybe a two-part question. Appreciate you're now guiding in a very dynamic macro environment. To the extent the economy does soften, what areas of your business do you believe are most macro sensitive in any learnings from history that you would point to and second question, we've seen your peers announce games at higher price points. How do you think about the pricing power for your own IP and could we see you take a similar approach with your own key franchises going forward? Thank you.

Great questions. The first on the macro, I think having been in this company now for 25 years, I've had the great fortune of navigating many twists and turns in the macro environment. What has typically been the case is our industry and in particular our company and more specifically our biggest franchises have not been immune, but they've been incredibly resilient through even macro challenging times. Typically, we've seen our biggest franchises perform very well. And there's really good reason for that. Entertainment is a fundamental human need. It's been with us since the beginning of time. At this point in time, our form of entertainment is the first form of entertainment for much of the global population. And that grows every year as our industry continues to grow. And we represent incredible value. When you think about the amount of money a game costs, the amount of money it costs to extend and enhance that over the course of 365 days of play, it still represents incredible value to get that entertainment fix. And so while we are always prudent and pragmatic and thoughtful as we navigate macro uncertainty, we do believe that if we continue to deliver incredible entertainment experiences, we continue to invest behind our biggest franchises that remember aren't just about entertainment, but are also about connection. This is where people spend their best time with their best friends, where they connect with them every day to enjoy their best moments of the day. That even in a world where we may not be immune from a meaningful macroeconomic downtime, we do believe that we will be resilient and we do believe that we can grow over the course of time through that. In terms of pricing power, again, our business is very different today than it was even just 10 years ago. In a world where everything we did 10 years ago was about selling shiny discs in plastic boxes in retail shelves, well, that's still a part of our business. It's a significantly smaller part of our business. And we now have pricing represented everything from free-to-play all the way to deluxe editions and beyond. At the end of the day, whether we're doing something that costs a dollar or we're doing something that costs $10 or we're doing something that costs $100. Our objective is always to deliver incredible quality and exponential value for our player base. And what we've discovered over the course of time is whether we can marry quality and value together, our business is strong, resilient and continues to grow.

And Chris, just to close quickly, from a guidance perspective we put out, we have reflected no changes in the current strategy at this point.

Great. Thank you very much.

And our next question comes from the line of Andrew Marok with Raymond James. Your line is open.

Thank you for taking my question. Now that the big major expected release has moved out of Fiscal 26 in the industry, I guess, how do you see the rest of the gaming industry positioning potential releases over the next few months and how does that impact your thoughts on the competitive landscape for the Battlefield launch window and subsequent performance expectations?

I'm not sure I can comment on the rest of the industry and their launches or launch timing other than to say typically today games take many years to build and develop. And it's unlikely that if you weren't already ready to launch in this window, it may be hard to get ready and take advantage of what might be otherwise a less competitive window than we may have anticipated earlier. Relative to Battlefield, what we have said all along is we've been building towards a window that we thought made the most sense for Battlefield, but we wouldn't launch into a window that we thought truncated the value that we've invested into the franchise or the value that we think our players will derive from it once they jump in and start playing. I think now, without going too far, we believe that window is clearer than it was before, and we feel very good about launching Battlefield in FY '26.

Thank you.

And our next question comes from the line of James Heaney with Jefferies. Your line is open.

Great. Thanks, guys, for taking my questions. Maybe, Stuart, you're guiding to some fairly impressive operating leverage in fiscal 2026. Can you just talk about what's specifically driving that? And if there's anything in particular you'd want to call out? And then I had a follow-up for Andrew?

Yes, thanks, James. I think it's what we alluded to before when we were trying to indicate through the investor day. It's really the power of incredible IP at scale through a massive online community construct like Battlefield, also bringing Skate. And the ability for us that we've been carrying the cost of Battlefield into multiple studios over a four-year period already within the P&L. So you start to bring these IP to scale and get to market, we get to accelerate the top line at incredibly high margins. So that owned IP, Battlefield, for instance, has a high PC penetration. So both of those enable us to get meaningful leverage from the business. We've also continued to be very disciplined around our investment structure. We've been deliberately continuing to make decisions on a regular basis that reallocate and reprioritize capital in service of our strategic growth model. You can see that as we continue to hold that investment structure, which we appreciate has been a headwind over the last two or three years, now you're starting to see that investment structure pay up in the growth and importantly, the leverage of the business. And you should think that if we continue to have strength and expand beyond that guidance range, you'd see that leverage continue. And it's not that disaligned from the cash that I just talked to you earlier on that question on the call, where you get, plus six to plus 17% is an incredible alignment and proxy that you see in terms of how we get growth across the business. So that is the power of the model we have. It's the virtue of expensing investments along the way. But most importantly, it's the IP, the own license state of those and the scale through service we can bring against them.

That's helpful. And then Andrew, could you just talk about how you're planning to market Madden versus CFB this year, along with the MVP bundle? Just interested to hear your perspective on how important overall bundling is for your sports strategy going forward? Thank you.

I think what we recognize is that there is a great many fans who love both college football and the NFL. And this is an opportunity for them to participate in both. It was a very successful bundle last season. At one time, it was one of the most, we had Madden in the top 10 and we had college and we had the bundle. Our expectation is that this year there will also be a number of players, maybe even more players that choose to jump into both college and the NFL. And we will look to provide that opportunity for our player base. Otherwise, we'll continue to drive Madden, we'll continue to drive college. But remember, the biggest part of our overarching strategy here is to build out the largest American football fan community in this country and be the leading digital football fan platform. And we believe we can do that through college football, through Madden, and through the ongoing social ecosystem we build around those two franchises that make it make even more sense for our player base to play both, even if they aren't currently thinking about doing so.

Thank you both.

And our final question comes from the line of Eric Handler with ROTH Capital Partners. Your line is open.

Good afternoon. Thanks for squeezing me in. I wonder if you could talk about a little bit about the monetization impact of the World Cup. I know past couple World Cups, there's been some like delayed gratification because the World Cup brings people in, they don't necessarily spend right away, but then they spend later. How do we think about the trajectory with the World Cup? And then also, do you think with the World Cup next year in North America, what do you think that impact might have on the game itself?

Thank you for the question. Again, we've seen different outcomes of the World Cup over many, many World Cups and having been deeply involved with what was our FIFA franchise and our UFC franchise since 2004, I've seen the full spectrum of outcomes. One thing is almost certainly true and consistent through every one, which is that when the world is thinking about football, that's great for our business. Where we can offer the opportunity for fans to come together, compete, collaborate, and celebrate the world of football in the context of our franchise, that's a great benefit to our business. It almost certainly is a great acquisition tool for us. It's absolutely a great engagement tool for us. And over the course of time, it also works out to drive growth in the business. Relative to being in North America, the last time we came through a World Cup, we actually grew our player base here by 50%. And so we think that's a really big opportunity for us. Certainly as the sport grows globally, it also grows here in North America. And with the tournament happening here and our ability to activate it deeply in and around the celebration of football in the context of our game and our game community, we think there is real upside there. Certainly over the course of time as we grow through 26, through 27, into 28. Again, this is the biggest sport in the world. It continues to grow every year. We will be using all opportunities to celebrate global football, and we'll do that across console, PC, and more importantly, we're doing that more in mobile, which gives us growth in new markets and new territories, even where they're not hosting the World Cup.

Thank you.

Well, thank you all for joining us today and for your thoughtful questions. As we wrap FY '25, this year stands out as a powerful reflection of our momentum and connection with players. The success of college football and the continued strength of FC drove another record year for EA Sports. The Sims closed the year with its strongest ever performance, reaffirming its place as a cultural icon and a vibrant platform for creativity and community. With a robust pipeline, we see the next two years as an important inflection point for our business. We couldn't be more excited about what we're building towards and our position for growth. Thanks again. Look forward to speaking next quarter.

And ladies and gentlemen, that concludes today's call and we thank you all for joining. You may now disconnect.