Ladies and gentlemen, thank you for standing by, and welcome to Global Payments second quarter 2023 earnings conference call. At this time, all participants are in a listen-only mode. Later, we will open the lines for questions and answers. If you should require assistance during this call, please press star then zero. As a reminder, today’s conference will be recorded. At this time, I would like to turn the conference over to your host, Senior Vice President, Investor Relations, Winnie Smith. Please go ahead.

Good morning and welcome to Global Payments second quarter 2023 conference call. Our earnings release and the slides that accompany today’s call can be found on the Investor Relations area of our website at www.globalpayments.com. Before we begin, I’d like to remind you that some of the comments made by management during today’s conference call contain forward-looking statements about, among other matters, expected operating and financial results. These statements are subject to risks, uncertainties and other factors, including the impact of economic conditions on our future operations, that could cause actual results to differ materially from expectations. Certain risk factors inherent in our business are set forth in filings with the SEC, including our most recent 10-K and subsequent filings. We caution you not to place undue reliance on these statements. Forward-looking statements during this call speak only as of the date of this call, and we undertake no obligation to update them. We will also be referring to several non-GAAP financial measures which we believe are more reflective of our ongoing performance. For a full reconciliation of the non-GAAP financial measures discussed in this call to the most comparable GAAP measure in accordance with SEC regulations, please see our press release furnished as an exhibit to our Form 8-K filed this morning and our supplemental material available on the Investor Relations section of our website. Joining me on the call are Cameron Bready, President and CEO, and Josh Whipple, Senior Executive Vice President and CFO. Now I’ll turn the call over to Cameron.

Thanks Winnie and good morning everyone. It is a privilege to be addressing you today for the first time as Global Payments’ CEO. I have been in this role for roughly two months and am delighted with how my tenure has begun. The transition has been seamless, as expected. Our organization and team members continue to execute at a very high level, as evidenced by the outstanding second quarter results we reported this morning. Our performance for the quarter was ahead of our expectations despite what has been an uncertain macroeconomic environment globally, driven by the effectiveness of our strategy and ongoing relentless focus on execution. On a consolidated basis, we reported 7% adjusted net revenue growth while expanding adjusted operating margins 100 basis points and delivering adjusted earnings per share growth of 11% for the quarter. This includes a roughly 400 basis point headwind to adjusted earnings per share growth from the divestiture of Netspend’s consumer assets. Focusing on our merchant solutions business, we again delivered strong organic growth in the second quarter led by ongoing momentum in our technology-enabled businesses. Our software-centric strategy with an overlay of leading ecomm omni capabilities in value-added commerce-enablement solutions continues to drive our performance, and our ability to deliver these solutions across a diverse and attractive set of geographic markets worldwide further differentiates our business. Software sits at the heart of our merchant solutions business and is supported by a three-legged go-to-market integrated payment strategy spanning our partner ISV, vertical market software, and point of sale software businesses. Collectively, these businesses comprise approximately 40% of our merchant solutions adjusted net revenue and are contributing a meaningful share of the growth in the business. In our partnered ISV channel, or integrated business, as we often refer to it, we continue to deliver consistent…

Thanks Cameron. We are pleased with our outstanding financial performance in the second quarter, which exceeded our expectations despite what continues to be an uncertain macroeconomic environment. Specifically, we delivered adjusted net revenue of $2.2 billion, an increase of 7% from the same period in the prior year. Excluding the impact of dispositions, adjusted net revenue increased 15%. Adjusted operating margin for the quarter increased 100 basis points to 44.8%, highlighting strong and consistent execution across our businesses. The net result was adjusted earnings per share of $2.62, an increase of 11% compared to the same period in 2022, or 15% excluding the impact of dispositions. Taking a closer look at performance by segment, merchant solutions achieved adjusted net revenue of $1.68 billion for the second quarter, a 17% improvement from the prior year or over 9% growth excluding the impact of EVO and dispositions. As Cameron highlighted, this performance was led by the ongoing strength of our technology-enabled businesses, which grew double digits this quarter, while we also benefited from consistent low double digit growth in our factor growth markets, including Spain, central Europe, and Asia Pacific. This was partially offset by macro softness in limited geographies, including the U.K. where rising interest rates and the high inflation levels are negatively impacting consumer spending, and in Canada where GDP growth has slowed and is expected to have turned negative in the month of June. We delivered an adjusted operating margin of 48.5% in the segment, which was ahead of our expectations. This represented a decline of 170 basis points due to the acquisition of EVO; however, excluding the impact of EVO and dispositions, adjusted operating margin increased 50 basis points. Our issuer solutions business produced adjusted net revenue of $505 million, reflecting 5% constant currency growth consistent with our…

Thanks Josh. I’ve been at Global Payments for nearly a decade, and I am more enthusiastic now than I ever have been about the opportunities in front of us. We have a compelling technology-enabled strategy, a world-class team, great partners and clients, and a global presence with diverse distribution capabilities. As I step into the CEO role, I am highly focused on several priorities for our business and customers. First is continuing to pursue the key pillars of the strategy we set forth in detail at our investor conference in September 2021, while sharpening our focus on the most attractive opportunities we see in these areas and amplifying our investment on the most impactful of these initiatives. This is the right strategy for our business and one that positions us well for continued growth and value creation. Second is continuing to make it as easy as possible to do business with Global Payments while providing more commerce-enablement solutions that deepen our relationships with our customers. This starts with our ongoing focus on meeting our clients and customers how and where they want to be met with innovative and distinctive solutions that integrate seamlessly, and of course we need to continue to couple this with exceptional service to ensure that we delight our customers with every interaction, leveraging our scale that many competitors simply cannot match. Third is to maintain our relentless focus on execution, which has been one of the hallmarks of Global Payments and a key component of our ability to produce consistent results through market cycles. We have good competitors in our markets, and I strongly believe the consistency of execution separates one from another. Global Payments will set the standard for execution in our space. Last and certainly not least, I am focused on ensuring Global Payments’ culture is second to none. Our culture dictates how we accomplish our goals and achieve results as an organization. It is the connective tissue that makes the organization operate effectively. Having a world-class culture will further differentiate us from our competitors, drive value creation and benefit all of our constituents. I am delighted to be taking over Global Payments now that we have simplified our business and clarified our strategy going forward. With a sharpened focus, relentless execution and disciplined investment, I am confident our exceptional team will drive sustainable growth and performance. We look forward to sharing more as we continue on our journey. The future is indeed very bright at Global Payments. Winnie?

Thanks Cameron. Before we begin our question and answer session, I’d like to ask everyone to limit their questions to one with one follow-up to accommodate everyone in the queue. Thank you. Operator, we will now go to questions.

Thank you. At this time, we will be conducting our question and answer session. [Operator instructions] Our first question is coming from the line of James Faucette with Morgan Stanley. Please proceed with your question.

Great, thank you very much, and thanks for all the details today. I just wanted to first understand a little bit the change in commentary, or the way you’re describing your outlook around guidance, and in particular the macro environment. Are you assuming any incremental impact or are you seeing anything there that causes you to be a little bit more cautious, or can you just talk through why you decided to temper at least your macro commentary?

Yes James, this is Cameron. Good morning. I would say a couple things, and I think some of this was covered in Josh’s prepared remarks. First and foremost, July trends are tracking very consistent with what we’re seeing in--or what we saw, excuse me, in Q2, so I think our outlook for the balance of the year reflects a relatively stable macro environment - that’s our base case sitting here today. I think the point we’re trying to emphasize, and some of this, quite frankly, is based on commentary we heard on the heels of Q1, is the range of outcomes that we’re reflecting in our guide will accommodate at the lower end some softening of the macro environment and some softening of consumer spend, should we see that. That’s not our base case today, but if things do soften in the back half of the year relative to where we are today, I think the guidance range that we propose today, even with the increase at the low end on both revenue and EPS, would still accommodate some modest slowdown in economic activity in the back half of the year, but that’s not our base case. We’re expecting, and I think you’ve heard similar themes from others who have reported already, a relatively stable macro backdrop in the back half of the year, consistent with what we saw in Q2 and what we obviously saw in July as well.

I would just add to that, James, I think if you think back to our quarterly color that we gave you on our February earnings call, I’d say that we’re still on track, as Cameron mentioned, and we’re still trending from a cadence perspective to go ahead and deliver those second half estimates in Q3 and Q4, which if you remember, it was revenue growth in the 8% to 9% range, margin expansion 100 basis points, and EPS growth of 9% to 10%, which gets you to kind of the full year guide of revenue growth of 7% to 8% and then margin expansion of up to 120 basis points and EPS growth of 11% to 12%.

Thanks for that - pretty compelling algorithm, for sure. I wanted to ask a follow-up around pricing. Some of your peers have moved pricing recently, basically to reflect more of the value that they’re delivering. Where do you see your opportunities around pricing and the value you’re providing, and how should we think about that on a go-forward basis, especially if the macro remains relatively stable?

Yes James, it’s Cameron. I think my perspective on that is really we’ve tried to be consistent over a relatively long period of time in pricing our solutions and services in a way that we think reflects the value that we’re delivering to our customers. Our philosophy around pricing, I think has been by and large more consistent over a longer period of time, perhaps, than relative to some of our peers. I think what we are seeing certainly in the market environment over the last certainly six to 12 months is some of our competitors obviously being a little more aggressive on taking price. With the inflationary environment we’re operating in, and obviously I think more pressure on revenue and producing profitability for some of the smaller fintech players, we have seen more pricing action, by and large, I think across the industry, which to me just creates, I think, a more constructive competitive environment in which we’re operating, and it’s probably more constructive than it has been in a few years. That gives me, I think, a lot of optimism and confidence about where we’re going as a business, and I think the pricing philosophies we’ve continued to utilize over a long period of time have served us well in terms of ensuring that we’re getting paid fairly for what we’re delivering to our clients, and we expect to continue to proceed with that as we move forward in time. Wouldn’t expect any material deviation from that, but obviously if the macro softens, we probably do have levers in our--more arrows in our quiver as it relates to continuing to optimize price in a way that would provide a little bit of tailwind for the business as well.

Great, thank you very much for that, Cameron.

Thanks James.

Thank you. Our next question is coming from the line of Ramsey El-Assal with Barclays. Please proceed with your question.

Hi, thanks very much for taking my questions this morning. Could you comment on the drivers of the really healthy margin expansion in issuers? I think you mentioned [indiscernible]. Could you drill a little deeper in terms of how you’re getting [indiscernible]?

Ramsey, you were breaking up a little bit, but I think your question relates to issuer margin expansion and what the drivers are associated with that?

That’s exactly right, sorry about that. Yes.

Yes, no worries. I’ll let Josh chime in on that.

Yes, look - Ramsey, if you think back in Q1 and Q2, we saw really great margin expansion in the business, our issuer business. We saw 300 basis points of margin expansion here in Q2, and that’s really driven from our shift to more technology-enablement and really strong expense management. I think for the rest of the year, we would expect the growth to moderate as we expect margins to be in the high 46% range that we reported in Q2 as the comparison gets tougher and we lap the strong expansion that we realized in the second half of 2022.

Got it, okay. A follow-up question from me is basically wanted to ask you if you could [indiscernible] some topics around resiliency [indiscernible]. Discretionary versus non-discretionary mix [indiscernible] size of merchants you’re going after [indiscernible] you were describing your vertical markets business, you were talking about signing some [indiscernible]. I’m just curious in terms of how you’re thinking about the size of customers you’re servicing [indiscernible] discretionary versus non-discretionary [indiscernible].

Ramsey, I’m sorry but we can’t hear you. I suggest that you maybe hop out of the queue and hop back in, because unfortunately we can’t really pick up anything that you’re saying.

Thank you. We’ll move onto our next question, which is coming from the line of Jason Kupferberg with Bank of America. Please proceed with your question.

Good morning guys, nice results here. I just wanted to start on merchant. Can you tell us what organic merchant volume growth was in the second quarter, and then just comment on your organic revenue growth expectations in merchant for Q3 and Q4? Do you think it will be closer to 9 again, or could it tick up to 10? Thank you.

Yes Jason, good morning, it’s Cameron. Organic volume growth in the second quarter was roughly 9%, so EVO contributed roughly 11%, they contribute roughly 10-ish, 10.5% on top line revenue, and they contributed roughly 11% on volume, just in aggregate to the metrics for the quarter, so organic was around 9%. That includes a little bit of a headwind from fuel - I think you’ve heard other people talk about that, but in our portfolio, it’s a portion of our volume. It’s not a dramatic portion of the volume, but we did see a little bit of a headwind from that. So again, consistent with what I generally like to see, which is volume--organic volume growth and organic revenue growth generally tracking at a similar pace, which is obviously something we’re striving for in the business. I would say the outlook in the back half around merchant organic will remain in that 9% to 10% range. We are not changing our outlook, and I have a lot of confidence in our ability to deliver on that 9% to 10%. We were north of 9% this quarter - to be very specific, we were around 9.25%. I think we have a few initiatives, kind of in the back half of the year, that give me confidence that certainly 9% is the low end of what our expectation would be around the merchant business, and there may be some potential for it to drift up closer to the 10%, but we’re sticking with the 9% to 10% for the time being.

Okay, understood. I know you spent some time on B2B as well, and just as we think about further de-levering here and the opportunity to re-engage with M&A again moving into 2024, do you expect B2B to be on that high priority list as it relates to potential M&A activity? I mean, it seems like you’ve been seeing good success with MineralTree - I think you said there were record bookings there in the quarter, so would just love to hear your forward-looking thoughts on that topic.

Yes, thanks Jason. I would say absolutely B2B is in the mix as it relates to how we think about M&A in the future. Generally, just philosophically, obviously I want to use M&A as a lever to support all the pillars of our strategy. I think our primary focus is finding opportunities that we think really augment what it is we’re trying to accomplish across the different pillars of the strategy, and of course B2B is an important element of that. I do feel like sitting here today, we’re getting ourselves in a position where we have a more refined, more clear cut approach to how we want to pursue the B2B opportunities. I provided some commentary today in my prepared remarks about how we segment the B2B market, where we expect to play in B2B, and where we want to focus our efforts and attention in what is a large, diverse and, quite frankly, B2B means different things to different people, so. I thought it’s important to segment the market to provide clarity as to where we’re going to place our bets from a B2B perspective, and certainly I think M&A can help build out our tool kit to make us successful and position us for success, to be able to win across those three segments of what we think of as a broader B2B opportunity. But also, obviously I think M&A is a lever that we can utilize as we continue to pursue our software strategy in our merchant business, continue to find exposure to faster growth markets which creates, as I mentioned in my comments, some good secular tailwinds for the business, and obviously it’s a scale business, so continuing to look at opportunities to help augment scale and what it is we’re trying to accomplish is compelling as well. As we get to the back half of the year and we get leverage back to our targeted ratio, certainly M&A comes back into focus for us, and it’s something that we expect to pursue in a disciplined fashion going forward. But I’ll just comment to close to say obviously that’s all got to be weighed against what the alternative uses of our capital is, and we need to make sure that the investments we’re making from an M&A standpoint are attractive from a return perspective relative to what else we could do with that capital.

Good stuff. Thanks Cameron.

Thanks Jason.

Thank you. Our next question is coming from the line of Darrin Peller with Wolfe Research. Please proceed with your question.

Guys, thanks. First of all, it’s nice to see the volume growth very similar to the revenue growth rate, which I guess does, to your point, give opportunity. I guess on that note, just that volume growth rate, 9% organic or even pro forma--or, I’m sorry, reported 20%, clearly the 9% is better than we’re seeing across the industry right now, so Cameron, maybe just re-highlight what the strengths are you’re seeing that’s providing that stability. I think you’re the about the only company we’ve seen stable volume transact quarter versus last quarter on a year-over-year basis, so what you think is the driving force of that relative to the industry, and it sounds like you’re seeing sustainability into July, so maybe just reiterate the points of strength that you’re seeing that’s driving that versus the market overall.

Yes Darrin, it’s Cameron. I’ll go ahead and start. Look, I think the biggest strength we have in our portfolio is diversity of vertical market exposure. I think that has benefited us pretty meaningfully as we think about how we’re positioned from a volume perspective and why we’ve seen the strength in performance that we’ve seen for the business overall. That’s the first one I would make. The second point is we did decel a little bit relative to Q1, not dramatic and probably not as much as we saw with the networks and others, and I think part of the reason for that is we’re not that exposed to travel. I think the travel comps are difficult comps, and I think having to grow over those for others has been a bit of a headwind, and since we didn’t really benefit on the upside, which quite frankly we were asked why we weren’t quite growing at the same rate as Visa and MasterCard in these periods, now we’re not having that same headwind, although travel remains strong. The comps are tough, and obviously I think that’s putting a little bit of pressure on growth rates as well for those guys. I think it’s a little bit of mix, it’s diversity of distribution, and I think it’s ongoing consistent execution in our portfolios. Again, that gives me confidence that not only--you know, obviously that we produced strong results for the quarter, I think we’re well poised to continue to deliver on the expectations we have for the business for the balance of the year.

Yes, that’s great. Cameron, your comments on the partner channel that you provided during the beginning of the call was pretty helpful, and obviously I think it was intentional, just to get the message out about the [indiscernible]. When you think about the strategy on partners versus owned software going forward and assuming you had an incremental dollar to spend on something, what would you prefer, or is it really a balanced approach? I guess it sounds like the ISV channel is sustainable and doing well, so I’m curious to hear what you--if you have a strategic preference.

Yes, I really think it depends on the vertical, Darrin, to be honest. I’m somewhat ambivalent, quite frankly, as to whether we partner or whether we own. I think it largely boils down to the fundamentals of the vertical markets that we’re trying to target and which model do we think best positions us for success and growth and expansion in that market, and what are the opportunities available to us to either own or partner. It really is something that needs to be focused vertical by vertical and opportunity by opportunity. But as an overall strategic matter, I am somewhat ambivalent. We like owning software in certain vertical markets, but obviously the partner model has been a fantastic growth engine for this business and, I think, continues to have a lot of runway. You’re right - my focus on integrated today was very intentional, because I think it’s important to recognize why we’re different than other players in the market, why we’ve seen sustainable high rates of growth in that business and why we’re confident we’re going to continue to see sustainable high rates of growth in that business over a long period of time, and to try to draw a clear line of distinction between how we go about running our integrated business and how others in the market may be choosing to operate theirs. I’m very bullish long term on the partner model. As I said at the outset, I’m somewhat ambivalent as to whether we partner or own in a vertical market - again, it’s largely going to boil down to what opportunities are available and what do we think gives us the best path to growth and success in the verticals that we’re targeting.

Yes, that’s really helpful. Thanks guys.

Thanks Darrin.

Thank you. Our next question is coming from the line of Dan Perlin with RBC Capital Markets. Please proceed with your question.

Thanks, good morning. Cameron, I just wanted to--not to belabor this point, but just staying on merchant for a moment, you called out that--you know, I think you said 40% of merchant’s revenues are now embedded from the software component, which obviously includes [indiscernible] services, so my question is a little bit different than hat Darrin was just asking, which is shouldn’t you be able to decouple your revenue growth over time from volume growth, to the extent that that continues to grow faster? If that’s the case, how do you think about the stability of the business going forward? It would seem as though you’d get better visibility, not worse.

Yes, I think it’s a fair question. I do think there will be some slight decoupling over time, but remember we’re not selling software just for the sake of selling software. We’re selling software in payments and monetizing payment flows as we’re selling software. That’s why I think, notwithstanding the heavy emphasis on software, which is the right strategy for our business, there is obviously an element of that that’s going to drive volume growth as we execute on the software strategy. Software takes three flavors, as I mentioned before, but it’s rare that we’re selling software into an environment now where we’re not selling and monetizing the payment flows around that. From my vantage point, yes, you can see some decoupling as we continue to add more value-added services to the portfolio, other things that aren’t directly linked to volume, but by and large as we’re selling software, it’s going to be linked to volume, and you should see relatively consistent trends as it relates to volume growth and software and, obviously, revenue growth in the business over a long period of time. But I do think it gives us, to your point, better visibility, better predictability around the business, and certainly it gives me a lot of confidence in the sustainability of the performance that we can achieve over a long period of time.

Yes, that’s great. Can you just flesh out, as my follow-up--you know, you highlighted this profac model that you have, that you said is unique to Global Payments, relative to the payfac? It sounds like--I wasn’t sure, are you taking on incremental compliance and underwriting risk associated with this model? It sounded like it was some sort of hybrid, so if you wouldn’t mind just fleshing that out a little bit, that would be great. Thank you.

Yes, sure. It’s a good question, and it’s a model that we’re really proud of and we’re seeing a lot of traction on in the market. Not to be too cute, think about profac as all the gain and none of the pain for the ISV partner. They get all the benefits that they’re looking for as it relates to a payment facilitation model, as it relates to the boarding experience, the control that they have, the funding options on the back end, some of the spend back capabilities and virtual accounts that kind of come with a payment facilitation model, but they have none of the pain of everything that comes along with being a payment company, so think about that in the context of risk management and software to support risk management activities. It’s compliance and software to support AML, PCI, audits, those types of activities in the business. We’re doing the underwriting and on-boarding teams, and we’re utilizing our software to provide that for these customers, then they don’t have to manage their own charge-back and cash accounts to support charge-backs and liabilities, etc. Then of course reporting, they don’t have to invest in that capability. They’re buying that essentially from us, leveraging our capabilities. Think of it, as I said, quite simply as all the gain that ISVs perceive come from being payment facilitation businesses, without the pain of actually being a payments company, and that model, as I said, is really resonating because it’s really the best of both worlds. Mot payment facilitators don’t set out to become payment companies because they really desire to build all the infrastructure required to be a payments company. They want more control, they want a different on-boarding experience, and they want different back end capabilities from a settlement capability, etc., so I think it’s our model that really allows them to achieve that on economic terms that are advantageous for us and also beneficial for them, so it’s something that we think is really going to continue to grow in popularity in the market.

That’s great. I suspect that is going to be very popular. Thank you.

Thank you. Our next question is coming from the line of Tien-tsin Huang with JP Morgan. Please proceed with your question.

Thanks so much. Good morning to all of you. On the integrated side, I liked, Cameron, how you went through that, as Darrin said. The record sales, can you just comment on what verticals specifically are selling well, and then across the three models that you discussed, you mentioned ambivalence between partner and owned. How about across those three models from a pricing and margin standpoint, any call-outs there? Thanks.

Yes, both good questions, Tien-tsin. On the vertical side, I would say it’s kind of across the board. I think we’re seeing good strength probably skewed right now towards non-discretionary spend verticals versus discretionary spend, but we’re seeing just great engagement with our partners, we’re seeing great lead flow into the business, and we’re seeing very strong conversion rates of lead flow to new merchant and new mid accounts for us, and I think I commented that mid account conversion was something up 33% year-over-year in the second quarter, so very strong just overall performance, I would say slightly skewed and much of our integrated business is skewed towards consumer non-discretionary, so I think that’s where we’re seeing obviously the strength in the overall portfolio as well. As it relates to the different partner models that we operate, again we’re probably somewhat ambivalent. We’re really more focused on what’s the right model to meet the demands and requirements of the ISV partner, and there are plenty of situations where the right model for the ISV partner in terms of how they want to go to market and what it is they’re trying to accomplish is payment facilitation. There’s plenty of times when the right model for a partner really is direct integration, depending on, again, what it is they’re trying to accomplish, their objectives, their go-to-market strategies, etc. As I mentioned before, we think the profac model we rolled out this past quarter blends that in a way that works for some merchants but not all, so I think we’ve tried to structure each of those models where we’re somewhat economically neutral in terms of the overall net result for us, given the level of work that we’re doing to support a partner across those three models. Obviously in a payment facilitation model, we’re not doing nearly as much work, so obviously we don’t have as much cost supporting that part of the business, and certainly in a direct integration model we’re doing a lot more work for the partner, and the economics need to reflect that so we can maintain, obviously, the margins in the business that we’re trying to achieve. As long as it’s structured the right way with the right partner, as I said before, we’re somewhat ambivalent. We want to make sure that the model itself is appropriate to accomplish the objectives for the ISV partner.

Yes, I’m sure you’re thoughtful about it and you have all your bases covered, so. Thank you.

Thanks Tien-tsin.

Thank you. Our next question is coming from Will Nance with Goldman Sachs. Please proceed with your question.

Hey guys, appreciate you taking the question. I figure I’d pile on off the last question on the integrated business. I was wondering if you could maybe talk about the trends in the mix between the payfac versus the traditional integrated model that you talked about. I think one of the longer term concerns from investors is that the yield delta is large and the trend is towards payfacs, so can you maybe talk about how that has trended over the past couple of years and what the actual growth between those two channels has looked like? Then maybe when you think about the new product, where do you expect the pricing on the profac model to land relative to those two models?

Yes, it’s a good question. I would say in our portfolio, we’ve seen generally consistent growth across direct integrated and payfac over the last couple of years, say. I, for one, don’t necessarily subscribe to the theory that, long term, all ISVs are going to become payfacs. Quite frankly, we have a number of ISVs in our portfolio that went the payfac route, determined it’s incredibly difficult to build the infrastructure to support a payments business, and have now come back towards either our profac model or even in some cases back to a just direct integrated model, abandoning the payfac approach entirely. My view long term is we’ll have a relatively balanced portfolio across those three channels. As I said in response to Tien-tsin’s question, there’s plenty of times when payment facilitation is the right model - I’m not trying to suggest it’s not a good model and not an appropriate solution for some ISVs, but it’s not the silver bullet that’s going to work for every ISV, so I expect to continue to see good growth across the three different operating models that we have within our integrated channel. I think the profac model, as I mentioned before, has a lot of merit and is resonating very nicely in the market, because as I said before, it delivers the best of both worlds, and I think the economics around that are going to be somewhat in between and also the costs that we have to support the model is somewhat in between what we have for a direct integrated partner and what we have for payfac partner. From my vantage point, again I’m somewhat ambivalent across where the growth is coming from in those channels. I think we’ve been able to execute on payfac relationships at margins that are still attractive for our business, so I have no qualms in continuing to grow the payfac side of the business. But I think you’ll see good growth across profac and direct integration as well over a longer period of time.

Got it, that’s helpful. Then maybe another number that really stuck out to me was the 20% growth in POS this quarter. I think that’s another area that investors commonly cite as being very competitive and maybe being at risk from vertical-specific ISVs. Where is the growth coming from, what do you think is driving that 20%, and maybe how that trended over the past couple of years?

Yes, well let me start by saying we are a vertical specific ISV in our POS business, so we have a retail platform and we have a restaurant platform that we go to market with, with vertical fluency, with all the software you need to run a restaurant or run a retail environment at the point of sale, so that is our moat of competition in that space. We’re not a horizontal solution provider competing against vertically specific ISVs, we are a vertically specific ISV that owns our own software that we deliver through the point of sale system across restaurant and retail. I think that’s really why we’re seeing the growth that we’re seeing in that business. We have cloud-based software that is vertically fluent. I think our platforms are modern, they’re sleek, they’re well designed, we bring all the feature functionality that restaurants and smaller retail environments need to run their operations, and as I mentioned in my prepared remarks, we’re rolling out our next generation version of that later this year, that we think is going to be an incremental catalyst to continue to grow and scale our point of sale business as we move forward in time. The nice thing about our point of sale business is we have multiple distribution channels now selling our point of sale platforms. We’re seeing good growth - you know, 20% plus, and that number has been pretty consistent over probably the last eight quarters. As it relates to the growth we’re able to achieve in that business, I’ll readily admit it’s off a relatively small base - that business today is a couple hundred million dollar revenue business, but we do think it continues to be, or will continue to be a catalyst for growth in the overall merchant business over a longer period of time.

Got it. Yes, it looks very strong trends. I appreciate you taking the questions today.

Absolutely, thank you.

Thank you. Our final question will come from the line of Bryan Keane with Deutsche Bank. Please proceed with your question.

Hi guys, good morning, and congratulations on the solid results. I wanted to ask about the EVO acquisition at close, it’s first full quarter and it’s off to a good start; but Cameron, your comments are suggesting you’re even more excited about it today. Maybe now that you’ve had the company under your belt for several months, can you talk about what might be exciting you even more than you anticipated?

Yes, maybe I’ll start, Bryan, and I’ll ask Josh to chime in with his perspectives as well. I am more excited about the opportunity, largely because as we’ve been able to spend more time with the individual businesses and we’ve been able to spend more time in the markets where EVO operates in, where we’re not overlapping at the time of the transaction, I think I’m just much more bullish the opportunity to be able to bring Global Payments’ capabilities to those markets to drive incremental growth in those businesses, to leverage some of the things that EVO has done well in those markets, but really amplify that and accelerate what they’re doing with better product, better capability, and better solutions. A few examples of that are really ecomm - I think by and large, EVO’s ecomm capabilities were not market leading by any stretch of the imagination. I think bringing our ecomm solutions into these markets, particularly markets like Poland and Greece, is going to be a very strong catalyst for growth in those individual markets. Point of sale opportunities are immense within their portfolio. EVO really provided by and large just payment solutions to merchants, they didn’t have a lot of other product and capabilities that they could bring to bear on the markets, so bringing more point of sale software into these markets is an attractive opportunity for growth, bringing some of our data and analytic capabilities and some of our other loyalty platforms into these markets, I think are excellent opportunities to augment growth. I think by and large, the opportunity to bring Global Payments product and capability to EVO markets is greater than I envisioned at the time that we announced the transaction, going on a year ago today. I would say secondly, the embedded…

Yes, thanks Cameron. Look - what I would say is after the first 100 days, and I think as I said in my prepared remarks, we’re trending very, very well as it relates to synergies. We expect to go ahead and realize about $35 million in cost synergies in 2023, and I would say that we have very defined executable plans in place to go ahead and achieve the $125 million that said at the outset of the transaction, and I would say by the end of 2023, we’ll probably have 50% to two-thirds of those synergies executed on an annualized basis. I couldn’t be more delighted just with regard to the overall integration and what we’ve achieved in the first 100 days. It speaks volumes to the team that we have here at Global Payments, so trending right in line with where we would expect it to be at this point in time.

Yes, and I would just conclude, Bryan, by saying it’s still early in the transaction. We’re really only a quarter in, but we’ve got a pretty good track record of exceeding expectations that we set around synergies for these transactions, and sitting here today, I don’t have any reason to believe this won’t be another opportunity for us to do that. Obviously we’re sticking with our results--our expectations for now, but I’ve got a lot of confidence in our team and our ability to outperform over a longer period.

That’s great. Just as a quick follow-upon the profac model, is there an advantage or competitive advantage that GPN has versus the market, or is this kind of where the market’s moving and everybody will compete the same in this profac model?

Yes, look - I’m certain other people are going to look to provide a similar type of model in the future. I do think one of the distinct sort of advantages we have is scale. I mean, there’s not many players out there that have over a billion dollars of revenue through a partner integrated hand hold. There’s not that many players that have the scale that we can bring to bear across the operating and compliance and regulatory management and software side of integrations, that I think we can bring to that equation. I think certainly the scale that we bring and the capability we bring is clearly one differentiating factor. I think the second differentiating factor is the number and the breadth of commerce enablement and other solutions that we can bring to bear on those relationships. I think that allows us to really think about revenue share and revenue splits differently. I think it allows us to drive better economic outcomes working with partners, and I think it allows our partners to have more attractive offerings for them to compete in the markets that they’re trying to serve as well. Then lastly, I would say support - the white glove support we offer, obviously the ISV support as well as the merchant support capabilities we can bring to bear on that channel are clearly differentiators for us relative to other integrated competitors, and again I think all of those are reasons we’ve been able to sustain growth rates in that business while certainly others in the marketplace have not been able to achieve quite those same levels over a longer period of time.

Thanks for taking the questions.

Thanks Bryan. With that, that concludes our Q2 earnings call this morning. I want to take a moment to thank all of you for joining us. We appreciate your interest in Global Payments, and we look forward to following up with you after the call. Have a great day, everyone.

Ladies and gentlemen, this does conclude today’s teleconference and webcast. We thank you for your participation and you may disconnect your lines at this time.