Greetings and welcome to the UiPath First Quarter 2025 Earnings Conference Call. At this time, all participants are in a 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, Allise Furlani, Senior Director of Investor Relations. Thank you, Allise. You may begin.

Good afternoon and thank you for joining us today to review UiPath’s first quarter fiscal 2025 financial results, which we announced in our earnings press release issued after the close of the market today. On the call with me are Daniel Dines, UiPath’s Founder and Chief Innovation Officer, and Ashim Gupta, Chief Financial Officer to deliver our prepared comments and answer questions. Our earnings press release and financial supplemental materials are posted on the UiPath Investor Relations website: ir.uipath.com. These materials include GAAP to non-GAAP reconciliations. We will be discussing non-GAAP metrics on today’s call. This afternoon’s call includes forward-looking statements about our ability to drive growth and operational efficiency and grow our platform, as well as our financial guidance for the second quarter and full fiscal year 2025. Actual results may differ materially from those expressed in the forward-looking statements due to many factors and therefore, investors should not place undue reliance on these statements. For a discussion of the material risks and uncertainties that could affect our actual results, please refer to our Annual Report on Form 10-K for the year ended January 31, 2024, and our subsequent reports filed with the SEC, including our Quarterly Report on Form 10-Q for the period ended April 30, 2024 to be filed with the SEC. Forward-looking statements made on this call reflect our views as of today; we undertake no obligation to update them. I would like to highlight that this webcast is being accompanied by slides. We will post the slides, and a copy of our prepared comments to our investor relations website immediately following the conclusion of this call. In addition, please note that all comparisons are year-over-year unless otherwise indicated. Now, I would like to hand the call over to Daniel.

Thank you, Allise. Good afternoon everyone, thanks for joining us. I’d like to start today by addressing the announcements we made this afternoon, and then I’ll give a quick summary of our first quarter results and revised outlook, including an update on our path forward. I will then walk through a few highlights from the quarter, before I hand it over to Ashim to go through our financials and guidance in more detail. As you may have seen in our press release this afternoon, Rob Enslin is leaving the company and has also resigned as a Member of the Board. Rob played a significant role over the last two years and I know I'm speaking for the entire company when I say that we're very grateful for his contributions to UiPath. With Rob leaving the company, I'm excited to step back into the CEO role and look forward to leading us through our next phase of profitable growth and innovation. During the past year, I had the privilege of immersing myself in our product and engineering efforts. This experience gave me invaluable clarity on our path forward. At a time when companies are looking to optimize costs and drive efficiencies without sacrificing innovation, especially around generative AI, our platform enables them to harness the power of AI to achieve actionable outcomes. As we look to the future of automation, our focus isn’t just on boosting productivity and efficiency, it’s also about redefining what’s possible with the breadth of our AI powered platform of capabilities. The impact that the combination of generative AI and automation provides our customers is significant, and it’s expanding. From our early customers like SMBC and Orange, to customers that have grown and expanded significantly over the last year, like USDA and HCA, they continue to emphasize…

Thank you, Daniel. And good afternoon everyone. Unless otherwise indicated I will be discussing results on a non-GAAP basis and all growth rates are year-over-year. I also want to note that since we price and sell in local currency, fluctuations in FX rates impact results. Turning to the first quarter, ARR totaled $1.508 billion, an increase of 21%, driven by net new ARR of $44 million. Excluding the FX headwind of $3 million, net new ARR totaled $47 million. We ended the quarter with approximately 10,800 customers, including new logos like Boomi, Flexjet, Zen Business, True Consulting, and Calix. As we mentioned over the last several quarters, the vast majority of customer attrition continues to be in smaller customers which, in aggregate, represent an immaterial portion of our overall business. Moving on to customer metrics. Customers with $100,000 or more in ARR increased to 2,092, while customers with $1 million or more in ARR totaled 288. Our largest customers are also continuing to expand on our platform, and we added a record number of customers with $5 million or more in ARR. Dollar-based gross retention of 98% continues to be best in class and our dollar-based net retention rate for the quarter was 118%. The breadth of our platform capabilities continues to drive expansion across our customer base, including Red Bull, who began with core automation, and expanded in the quarter purchasing Test Suite and Document Understanding. They plan to leverage Test Suite to accelerate their S/4 HANA migration, while utilizing Document Understanding to automate various use cases across their Finance, Operations and HR departments. And Etihad Airways, who expanded to the full platform this quarter as they plan to leverage our platform to support and build more AI automations across commercial and operational functions. Revenue grew to $335 million,…

Thank you. We will now be conducting a question-and-answer session. [Operator Instructions] Our first question comes from the line of Jake Roberge with William Blair. Please proceed with your question.

Hi. Thanks for taking the questions. Just if we could just start off, could you help us better understand kind of what's changed over the last few months? I understand the environment has gotten worse. But when you referenced the issues for those large multiyear deals, is that just scrutiny on deals? Are you seeing more competitive pressures that are causing customers to churn off of certain deployments or completely drop out of the pipeline. Just curious if you could flesh out some of those issues that you're seeing with the large deals?

Hi, Jake, thank you for the question. Yes. I think that around six, seven weeks ago, we were starting to see some pressure, especially on the large multiyear deals. Some of them got shrank. Some of them got postponed. We are not seeing the cause as being from a competitive standpoint. But it's -- I think it's a combination of factors, macro-economical environment is variable and customers are a bit more cautious, and they do more scrutiny into the deals. Another factor for us was a change in the sales comp that happened at the beginning of this fiscal year. And we incentivized a little bit less the multiyear deals, which in retrospect, it was an execution issue. And also, I would say, for us, some late-stage deal execution challenges were identified. We had some -- to give you some examples, some kind of, in one deal, it was procurement error that happened late into the quarter. Another deal, it was a budget reprioritization that we got, were a little bit too late in the quarter.

Okay, helpful. And then for the customers that are renewing at lower rates, how pronounced has that partial churn been in those contracts? And to the extent that you have visibility into it, why are customers turning off those use cases? Is it just digesting what they overbought in prior contracts? Or are there any other issues that play there?

I would -- this is Ashim. When you look at our churn rates, actually, when you look at it as a percentage of our renewable base, we've said this historically, they're relatively constant, right? So I don't look at churn as something that is having an outsized impact versus our expectations. Of course, we always want to work harder to drive those numbers to be -- to have better benefits, so to speak, or have more productivity year-over-year with respect to those down-sells, but it is not actually a driver. So we don't see customers turning off use cases, so to speak, to be…

Thank you. Our next question comes from the line of Mark Murphy with JPMorgan. Please proceed with your question.

Hi. Thanks for taking the question. This is Arti Vula for Mark Murphy. First question is, I think you mentioned during the prepared remarks, if I understood correctly, a shift towards sales motion that's more verticalized. I'd love to hear why you think that's like the right approach and why now and what the timeline is towards kind of making that happen. Thank you.

Yes. So we announced our strategy to verticalize our approach in go-to-market for quite some time, Mark. And I think with all the -- that happened in the AI world, it's even a better time today. For instance, we are seeing some of our best return on our investments in go-to-market in health care, in financial services, in public sector. And they were driven largely by our investments in AI, particularly in IDP. And it was -- we built more than like 70 dedicated models, industry models that are really helping with our sales effort.

Great. And then just some of the headwinds that you described, I know you called out macro versus kind of some internal things together trying to improve on. Is there any way you can help us kind of understand, is it more macro, more than internal challenge to kind of get a qualitative sense of what the proportion is.

Yes. It really is a combination of both. It's very hard to quantify and give you an accurate distinction between the two. That said, I think we understand the macroeconomic environment is going to be variable. So we're focused on what we can control. And as Daniel talked about, improving deal execution, driving increased alignment in terms of just across our overall teams and being closer to the customer. We're confident both in our market leadership and our strategy. And if we nail those execution things. Those are the items that are in our control and positions us well for the long-term.

Thank you. Our next question comes from the line of Raimo Lenschow with Barclays. Please proceed with your question.

Hi, this is Shel McMeans on for Raimo. Thanks for taking our question. So it seems like part of the issue is around lengthening sales cycles from large multiyear deals, and you discussed the change in sales comp incentivized these large deals less given the current macro, is the solution to break these deals down and land smaller? Or is it to incentivize larger deals more? And do you see a need to change the messaging there? Thanks.

Well, I think that there is a need to rectify some of our -- the sales comp, but we are not going back to the same level as last year. So Sheldon, I would say that I think we kind of -- we are tuning right now our sales comp. We went a little bit too much in the opposite direction and in regard to incentivizing multiyear deals. So I think I am positive that we can land in a middle ground that will really help us in our growth rates for this year and into next year.

Understood. And a quick follow-up. Can you speak to the investment in HAI and how does that play into your overall AI strategy? And any color on the commercial relationship and maybe what's expected there? And then how do you see potential success around developing these models that are capable of reasoning and performing more complex tasks. Is that -- do you expect that to change the automation market? Thanks.

I'm very excited about our investment into HAI company. Actually, I was driving it directly from our side. And I got to know them pretty well. It's a great team of researchers. They have previous experience into relevant build in AI and we have kind of a common goal to advance our agenda of what we call right now, genetic process automation. And to me, it's the ability of a model to get the knowledge of a particular task and combine this knowledge with the ability to execute the task on the top of our platform. I think if we combine our -- the assets that we have, our understanding of processes with their prowess in this dedicated research, we are in a very good position to build one of the most advanced agentic model today. To be clear, what I feel that this model has the most applicability is still in the personal productivity space where people are facing a lot of tasks with varied types of complexity, but the tasks are in itself very diverse. And it's not economically feasible to go to have pay developers to go and automate these tasks. A lot of times, they have a lot of unstructured data, the steps in the tasks are extremely diverse. So this is where, in my opinion, is going to be the sweet spot of this agent process automation, especially in the first phase. If I can say I would think it more like self-driving cars that today, it's more of an assisted technology. And it requires really significantly into getting into autonomous cell driving. It's going to be, in my opinion, the same trajectory for a genetic model.

Thank you. Our next question comes from the line of Kirk Materne with Evercore ISI. Please proceed with your question.

Hi, this is Chirag Ved on for Kirk. Thanks for taking the question. Following up on the first question that was asked, when you're thinking about large customers extending their cycles, are you seeing them stay on the sidelines as they're reevaluating their Gen AI strategies? And how do you see UiPath's positioning within these companies evolve as their AI strategies mature over time?

I want to start by saying that the AI and Gen AI is a tailwind for us. And we have invested significantly over the years and in particular, over last year in Gen AI. In June, we are going to launch our first cities of autopilots in GA. And there is a lot of excitement around our customers about using our Autopilot to drive more adoption to reduce the time to value and overall reduce the total cost of ownership. This being said, I think that AI is creating a little bit of confusion with our customers. And they are evaluating what kind of tasks are better suitable to automate the AI, which task are better with using our platform. But what I hear from many of our customers. It's actually the combination between Gen AI and automation, it's something that makes a lot of sense to them. We said it before, but it's like the human body, and it's -- AI is the brain and our platform is the arms and the legs. And the combination makes a lot of sense for most of our customers.

All right. Thank you.

Thank you. Our next question comes from the line of Bryan Bergin with TD Cowen. Please proceed with your question.

Hi, thank you. Wanted to ask, as far as the deal scrutiny goes, the smaller deal sizes, the postponements, is that broad-based across the business? Or has it been more so in particular industries or regions?

Brian, it's broad-based. I don't think -- it's not that we're zoned in on one particular area. So from a multiyear deal perspective, that's broad. When we talk about the macroeconomic environment and the variability, we definitely see a more pronounced impact on the smaller mid-market customers as we've seen and been talking about historically.

Okay. And then on the execution issues or the strategic initiatives that were not working as intended here, you mentioned the sales comp dynamic. Are there other notable examples that you've identified you could talk about? And how are you thinking about the time frame over which some of the intended changes may take?

Well, I think the sales comp, it's fixable pretty quickly. And we see as having an impact into the second part of the year. There are other initiatives that we are focusing on. For instance, one of the big change that I want to bring to UiPath right now is to come back and become a fanatical customer-centric company. I think we went to a distance to go and pitch our business to C-level, which is actually great. But the reality is that we have to increase our adoption by taking care of our traditional line of business customers within the CIO suite, which I think, will benefit a lot more for a new revigorated customer-centric approach. Other things that work I think where segmentation was really working, and we feel positive about it. We have a lot to do in the partnership side of the business. We have also created some of our global structures that, in some ways, I think, are slowing down our decision-making process. So I'm considering changes into and to bring some of our global teams into the regions. But overall, we have a strong foundation, both in product and go-to-market. And I am pretty bullish on what we can execute into this year and into subsequent years.

Thank you. Our next question comes from the line of Matthew Hedberg with RBC Capital Markets. Please proceed with your question.

Hi, it’s Mike Richards on for Matt. Thanks for taking the question. Maybe Daniel, going off your last answer there, maybe you could talk more to kind of what broader strategy changes you're going to make coming back into your role as CEO? And are you going to be stepping more away from the product side, especially with bringing in Raghu, would just love some more color on that. Thanks.

Yes. Thank you, Mike I'm actually quite happy to be back in the CEO role. I had time in doing the product and engineering for the past year or so to reflect on what I am doing best, how can I have the biggest impact? And I think that right now, I would like to bring more together the big functional teams in UiPath. I think when I say customer centricity, I don't mean only go-to-market. I mean, product go-to-market marketing and even HR and finance because we -- for instance, I don't think we pitch enough to our customers how well our internal automation program is, and it spends multiple divisions in UiPath. And also, I have -- there is something that is more maybe on the intangible side that I want to bring back in this company. And it's more on the joy of working together. I have a feeling that we've become maybe a little bit having the mentality of too big of a company, and we've become a bit siloed. So I want to bring back the ethos of our, of how we won in the business, how we grew our business. And it was when all our functions collaborated really well. Everyone in this company was willing to help, we communicate to each other. It was more -- I see more fluidity. So this is another important change that I want to drive.

Thank you. Our next question comes from the line of Terry Tillman with Truist Securities. Please proceed with your question.

Great. How's it going, guys? This is Conor Castro for Terry. I appreciate you taking the questions. I just wanted to start, one, Daniel, you talked about the key pillar of go-to-market strategy being to partners kind of want to dig into how are you working with your partners to, I guess, promote solid execution through a continued shift in the go-to-market strategy, especially some of the bigger ones you mentioned SAP, Microsoft, Deloitte, just kind of curious on what's kind of driving the partnership ecosystem.

Yes. I think that we have emphasized in the past, our focus on going with large GSIs. Accenture is, as you name it, is one of our biggest partner, and we continue to drive to deal with them. We have also named into our earnings transcripts and they help us lending sizable deals. Our partnership, I'm particularly bullish on our partnership with SAP. We are starting to see signs of improved pipe. And also, we have quite a good relationship between our leadership teams. And I'm seeing a positive impact especially into next year from our SAP relationship. I would also talk a little bit about the Microsoft partnership and the recently announced cooperation with Microsoft CoPilot, I think it's worth mentioning. It's -- and to my previous point about AI and automation interacting and delivering together value to the customer. This is actually a great example where the copilot can provide the necessary context to the automation that is taking the action. And in the recent build show of Microsoft, both Sacha and Scott Gaffrey mentioned us in their keynote just to point out how important our relationship is to Microsoft and of course, to us.

Got it. That's helpful. Maybe just as a follow-up, $300 million in free cash flow, guide for the year. Balance sheet remains pretty healthy. Just kind of curious about the continued focus on capital allocation and what the strategy might be there. I know you're still buying back shares. Curious on the appetite to continue doing that and also maybe some M&A? Just kind of curious on how you're thinking about the cash balance, free cash flow for the year. Thanks, guys.

Yes. Look, I think that we're very happy with the free cash flow generation that we're able to provide here. We're committed to driving -- continuing to drive efficiency within the company. Like you mentioned, we have a strong balance sheet, which gives us a lot of optionality. And so I think we're going to be opportunistic and do what's in the best interest of the company. And that's a discussion that we have every day and every week, and we'll just continue to have those discussions and make decisions as they become opportunistic for us.

Thank you. Our next question comes from the line of Michael Turrin with Wells Fargo Securities. Please proceed with your question.

Hey, great. Thanks. Appreciate you taking the question. Maybe just a two-parter for Ashim, if I may. The free cash flow guide is down by less than the operating income guide. First part is just what's driving the difference? Any color there is helpful as we're recasting our models? And then just bigger picture, how you think about the trade-offs between shifting more towards margin if this more challenged environment remains more persistent versus investing into adjacent product opportunities given tangential interest and AI in other areas that you're closely associated with, which could help catalyze growth.

Great questions. I'll take the first 1 that you mentioned and address it right off the top. The first is I want to remind everybody that we follow ASC 606 accounting. And so that -- when you have multiyear deals that are impacted, that has a more or an outsized impact to revenue. And you can see that even the differential between our revenue growth rate and our ARR growth rate, right? Within our guidance, we're talking about a 14% ARR growth rate, which is significantly better than the revenue growth rate for the reasons that the complexities of 606, both deployment as well as duration impacts our accounting. So when you impact revenue, that obviously flows through down through operating margin. And conversely, revenue does not have an impact on free cash flow. So our billings are collections. We do see some level of volume pressure, as we've talked about, between the macroeconomic variability as well as the execution items that Daniel highlighted. So that has just a lesser impact when you look at the pure volume equation. And we obviously run a very -- we continue to run with operating discipline, which means free cash flow stays front and center. With regard to your second question, I would -- I'd phrase it that we don't believe that there's a fundamental -- there are opposed forces of being able to invest and being able to generate free cash flow. So we stay committed to our long-term margins that we've talked about historically, and yet we're able to invest in the company. We're able to invest within our AI strategy. We're able to invest in great opportunities like [indiscernible] that Daniel talked about. And we're committed to investing in our platform got great response from our customers in terms of the breadth of capabilities that we continue to offer and continue to launch. So we believe that we can do that while continuing to drive efficiencies across our company. And we believe that there are still efficiencies to be had, particularly in G&A and sales and marketing, and that's a discussion and an operating rhythm that we have with a lot of focus within the company.

Thank you. Our next question comes from the line of Alex Zukin with Wolfe Research. Please proceed with your question.

Hey guys, this is Ryan Krieger on for Alex. Thanks for taking the question. I just want to circle back to something you said in the prepared remarks. You talked about some deals getting pushed out of the quarter, particularly for large contract customers. Have you started to see some of those deals close in 2Q? And are they also closing smaller than maybe originally anticipated like you saw in 1Q? Or have some of them been lost completely? Are they still in the pipeline? Just any more context around that would be super helpful.

Yes. We didn't -- I would say the color that I would give is it's a mixed bag. The only thing is we don't really see losses. When we look at the deals that customers are making decisions on, our win rate continues to be very strong and consistent with what we've seen historically. In terms of closure within the second quarter, yes, there are some deals that are closing, and there are some deals that will continue to -- that we have a path that we're continuing to work through all of which we've contemplated in the guidance numbers that we have in front of us. That being said, overall, we've taken a more prudent view just given the macroeconomic variability and the timing to work through the execution items regarding our overall guidance for the year.

Great. Thank you very much.

Thank you. Our next question comes from the line of Scott Berg with Needham and Company. Please proceed with your question.

Hi everyone, thanks for taking my questions. Starting and take the slightly in sensitive question because I know everyone is going to ask it, kind of a two-parter here. I guess first is can you give us any additional clarity in terms of Rob's departure, because it is kind of sudden at least relative to, I think, everyone's expectations? And then, Daniel, how do you view your current term as CEO? Is this a longer-term endeavor or something that maybe little more short term because I know you're excited to kind of just go back and focus on product, but obviously, this is a pivot and change.

Well, they are really good questions, Scott. No offense taken really. Look, Rob was leaving for personal reasons. Rob and I are in good terms, and he will continue to be an adviser to the company. We were partners in many of our strategic decisions and in a way that makes it a bit easier for me to step back into day-to-day operational role. And again, I had time to reflect on who I am, what I am [won] (ph) from life and UiPath is such an important part of me that -- it's -- I cannot see myself separated from the company in all fairness. So I -- my intention is to take CEO for the foreseeable future. I'm fully committed to the job. And if you look back, I was the CEO of this company since its inception for like 17-years, I drove the company from zero to $1 billion plus through a successful IPO. I'm happy to be fully back in.

Excellent. I look forward to those continued conversation with Daniel. And then just from a brief follow-up, Ashim, I appreciate all the 606 commentary and recognize the impact on the model in the short-term. because it's certainly unique amongst most of our software companies. But how do we think about margin leverage kind of going forward? Is this really just a function of getting sales back on track maybe over the next couple of quarters and early next year, hopefully, when the environment kind of moderates and improves for you all? Or is this -- I guess there's some opportunities maybe to further adjust your cost structure as you maybe look into late this next year or late this year or next year?

Yes. Thanks for the question. The first thing I would say is we have to recognize just given the accounting standard that we follow, I think free cash flow is a great -- is a more appropriate measure of our overall margin for the company, which continues to be very robust at $300 million, right? That continues to be a very high margin rate -- free cash flow margin rate that is there. That being said, I think it comes both ways. We still feel excited about the market opportunity and the customer fit and the customer feedback that we see. It's why we're investing within AI and continuing to invest in our platform. We've had great response from our customers that have expanded like USDA, HCA and we've had great new logos or new customers that we're excited to see start the journey with us. So we feel like growth is something that we -- that will continue to be a leverage lever for us as we go forward. That being said, like we talked about earlier in the Q&A, I think that there is ample opportunity both within G&A and sales and marketing for us to be able to continue to drive efficiencies and we do that smartly. We don't feel like we have to make abrupt decisions. And we're thoughtful about the strategic -- the overall strategic areas that we're investing in. So I think we can both invest in the company while continuing to drive margins, while the environment continues to moderate, as you mentioned.

Thank you. Our next question comes from the line of Jason Celino with KeyBanc Capital Markets. Please proceed with your question.

Great. Thanks for fitting me in. Maybe just one for Ashim. It looks like the ARR guide for the year is coming down by about 5 points. And it sounds like you're baking in some extra conservatism, but is there any way to unpack the impact from the macro degradation, the execution challenges you've talked about and then the management changes?

I think unpacking quantitatively when it's very hard to model distinctly. There's obviously reinforcing factors to all of the items, and it's hard to disaggregate them as I discussed. That being said, I think our commentary earlier really holds. I think that the macroeconomic variability impacts those larger multiyear deals. And I think there's opportunity to offset some of that pressure with the actions that Daniel talked about, which we're committed to correcting on the execution front. So I wouldn't disaggregate it. I think that there is a -- I think that there is a good opportunity where execution can continue to help moderate the impact of the macroeconomic environment, which is what we've assumed in our guidance.

Thank you. There are no further questions at this time. I would like to turn the floor back over to management for closing comments.

Thank you so much, everyone, for taking the time. And I'm looking forward to meeting many of you over the next few days and going forward.

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