Discussion Materials
May, 2017
Discussion Materials May, 2017 This presentation contains forward - - - PowerPoint PPT Presentation
Discussion Materials May, 2017 This presentation contains forward - looking statements, including the long-term target model, that are based on our beliefs and assumptions and on information currently available to us. Forward-looking
May, 2017
This presentation contains “forward-looking” statements, including the long-term target model, that are based on our beliefs and assumptions and on information currently available to us. Forward-looking statements include information concerning our future financial performance, including our long-term target model, the impact of competition in our industry and innovation by our competitors, anticipated trends, growth rates and challenges in our business and in the TBM market, our customer base, our anticipated growth and growth strategies, our ability to manage that growth and effect these strategies, our involvement with, and the activities of, the TBM Council, our ability to sell our solutions and expand, our intellectual property position, and any statements of assumptions underlying any of the items mentioned. Forward-looking statements include all statements that are not historical facts and can be identified by terms such as “may,” “will,” “could,” “would,” “should,” “expect,” “intend,” “plan,” “anticipate,” “believe,” “estimate” “predict,” “project,” “potential,”“continue,” “ongoing” or the negativeof these terms or other similar expressions. Forward-looking statements involve known and unknown risks, uncertainties, assumptions and other factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements. The potential risks and uncertainties that could cause actual results to differ from the results predicted include, among others, those risks and uncertainties included under the captions “Forward-Looking Statements,” “Risk Factors” and elsewhere in our filings with the U.S. Securities and Exchange Commission, including, without limitation, the Quarterly Report on Form 10-Q filed with the Commission on May 5,
update these forward-looking statements publicly, or to update the reasons why actual results could differ materially from those anticipated in the forward-looking statements, even if new information become available in the future. This presentation includes certain non-GAAP financial measures as defined by the Securities and Exchange Commission (the “SEC”) rules. These non-GAAP financial measures are in addition to, and not as a substitute for or superior to measures of financial performance prepared in accordance with U.S. GAAP. There are a number of limitations related to the use of these non-GAAP financial measures versus their nearest GAAP equivalents. For example, other companies may calculate non-GAAP financial measures differently or may use other measures to evaluate their performance, all of which could reduce the usefulness of our non-GAAP financial measures as tools for comparison. As required by Regulation G, we have provided a reconciliation of those measures to the most directly comparable GAAP measures.
Market Leader Managing Significant IT Spend Proven SaaS Applications & Analytics Platform Unlock existing Financial and IT data Trusted by IT organizations of all sizes to drive:
“IT can no longer leave the analysis, management, and optimization of technology management costs to spreadsheets and uncoordinated processes.”
Finance has ERP Sales has CRM CRM HR has HRM Technology Business Management TBM
DATA INGESTION
ManagestheWork & & Operations of
IT
Financial Vendor Service Management Operations Management
Manages theBusinessof IT
Transparency Decisions Planning Innovation
Market Leade eaders rship hip Fueled by IT IT Transformation Di Diffe fferen rentiated tiated Pla Platfo tform rm a and nd Appli Applica cations tions TBM TBM Cou
ncil Accele Accelerating ating Cate ategory gory Adoption Adoption Well ell Posi
tioned d for for Growth Growth $6 $6 Billion+ Billion+ Total Addressable Market Stron Strong Financ Financia ial Model Model
Comp
lex x Su Supply ly Chain Digital Disruption Glob lobal l IT IT Spend Spend
TRILLION1
(1) Gartner, Forecast: Enterprise IT Spending by Vertical Industry Market, Worldwide, 2014-2020, 2Q16 Update, July 25, 2016
Technology as aService Glass Box Run on Cloud / Hybrid IT as Value Driver
To From
DeliverTechnology Black Box Run On-Premise IT as Cost Center
IT Planning Cost Transparency IT Benchmarking Business Insights Bill of IT
ERP / Financial
SaaS Applications
Apptio TBM Unified Model™ (ATUM™) Cost Analytics Engine Integrated Self-Service Analytics Adaptive Data Management
Analytics & & Data Platform Customer Source Data
Operations Management Service Management Vendor ERP / Financial Vendor
for good cloud decisions Compare TCO of
Identify cloud cost drivers across the business Avoid cloud sprawl with consolidation
to capture cloud investments
Identify underutilized or redundant services Integrate AWS and Azure billing data Optimize SaaS licensing and usage for O365/SFDC Forecast and plan cloud spend Plan with cloud contract terms, renewals and rates Capture cloud costs in build-and-run phases Expose cloud migration levers to BUs Centralized view of cloud across the business Manage cloud cost recovery
DATA SOURCES
Run costs crowd out innovation
The run-piece of the budget was huge. We’ve now reduced a third of that and increased discretionary spend 20x which we’re using to build competitiveness and to innovate.
Inefficient use of capital
When it came to planning the business knew their CapEx investment, but not the long tail of OpEx. They looked at return on capital, but couldn’t see the run costs to assess profitability.
The Business goes around you
We had to explain to business leaders that some of their units have employees that rarely use IT services, while others used every IT service imaginable.
Business thinks IT is free
Business owners tend to forget how much of their old data backups are being stored and how that adds up.
EXAMPLE ASSUMPTIONS 1 HOW VALUE IS RECOGNIZED
Shift Run spend to Grow Automation of IT financial processes Better financial stewardship across teams
EXAMPLE ROI 2
1: Example based on purchase of Apptio Cost Transparency Foundation module and implementation services. Forrester applied its methodology to actual data provided by Apptio and interviews with Apptio customers. 2: Apptio commissioned Forrester to review the Apptio ROI model in June 2016 using Forrester’s proprietary Total Economic Impact™ methodology. Forrester deems that the Apptio ROI model conforms to the TEI fundamentals and principles of a sound business case. The intent is for Apptio to guide customer prospects through a questionnaire and the ROI model to solicit inputs specific to prospect business and technology environment. Forrester believes that this analysis is representative of what companies may achieve with Apptio services based on the inputs provided and any assumptions made. Forrester does not endorse Apptio or its offerings.
Annual Operating Budget
Run-the-Business Spend
Grow and Transform Spend
Shift From Run To Grow
Months Breakeven
Over Three Years
Cisco SVP & CIO, IT Guillermo Diaz First American Financial SVP & CIO Larry Godec AIG Global CTO
Mike Brady
AOL CIO
James LaPlaine
Cox Enterprises SVP & CIO Greg Morrison Nike Global CIO
Jim Scholefield
WorleyParsons Former CIO Brian Adams SunTrust Banks EVP & CIO Anil Cheriyan University of Pennsylvania University CIO & VP, IT Tom Murphy MIT Principle Research Scientist George Westerman DuPont CIO
Phuong Tram
Apptio CEO Sunny Gupta ExxonMobil VP, Info. Technology
Mike Brown
Microsoft CIO
Jim DuBois
Nationwide Building Society CIO Debra Bailey Subway Restaurants CIO Carman Wenkoff Rodan + Fields Global CTO
Ralph Loura
Stanley Black & Decker, Inc VP & CIO Rhonda Gass Micron CIO Trevor Schulze
MEMBERS
3, 3,50 500+ 0+
MISSION
A non A non-profit org profit organization anization de dedica dicate ted d to adv to advanc ancing ing th the disc discipline ipline of
manag anaging ing the the business business of I
TBM BOARD
Standardized Cost Model Cloud Billing CIO Metrics
TBM Taxonomy
APPLICATIONS & SERVICES IT TOWERS & SUB-TOWERS COST POOLS & SUB- POOLS Financial Fundamentals Delivery Metrics
Pricing: Tiers based on $ of IT Spend Managed, # of Applications/Modules
$1B-20B Revenue 10K+ Companies $20B+ Revenue ~750 Companies
2016 IT Spend1 SubscriptionFees CurrentTAM
(1) Gartner, Forecast: Enterprise IT Spending by Vertical Industry Market, Worldwide, 2014-2020, 2Q16 Update, July 25, 2016
New Customers $6B $6B TAM
Addit Additional
More Value Expanded Market New Logos Existing Apps Non-IT IT IT IT Spend Growth Data New Geos Business Units Mid Mid Market Market Ap App Innovation
70% 73% 77% 30% 27% 23% 2014 2015 2016
Stra rategic c Segment(1)
(1) Strategic Segment includes customers with greater than $20 billion in revenue (2) Enterprise Segment includes customers with less than $20 billion in revenue as well as public and non-profit entities
Year-end customer mix by segment:
Enterpris ise e Segment(2)
Re Reven enue Growth Free Cash F Flow (1)
Custo stomers rs(2)
Av Average ACV (2)(3)
Av AverageContra ract ct Le Length(2)
TTM TTM Net Retention (4)
Revenue Ori Origin(4)
Customer Profile le
(2) As of 12/31/16 –metrics disclosed annually (3) ACV: Annual Subscription Contract Value (4) As of 3/31/17 – metrics disclosed quarterly
(1) We define free cash flow as net cash used in operating activities, less purchases of property and equipment. See Non-GAAP reconciliation at the end of this presentation.
$9.8 $10.4
$7 $30 $37
Services
$29
Subscription
$100 $129 $8 $36 $44 $31 $161 $130
Figures in Millions Figures in Millions
SubscriptionRevenue 77% 81% 82% 88-90% ServicesRevenue 23% 19% 18% 10-12% TotalRevenue 100% 100% 100% 100% 100% 100% 100% 100% Subscription GrossMargin (1) 77% 80% 79% 84-86% Services GrossMargin (1) 15% 15% 6% 12-15% Total Non-GAAP Gr Gros
Margin (1) 63% 63% 67% 66 66% 75-79% OperatingExpenses (1) Research &Development 22% 20% 20% 12-15% Sales &Marketing 53% 45% 41% 32-35% General& Administrative 12% 13% 13% 8-10% Total Non-GAAP Oper perating ting Ex Expen penses es 87% 87% 78 78% 74 74% 52 52-60% 60% Non
GAAP AP Oper perating tingInc ncom
e/Los Loss
11%
18 18-22 22%
(1) Gross margin and expenses are Non-GAAP and exclude stock based compensation. See Non-GAAP reconciliation at the end of this presentation. These objectives are forward-looking and subject to significant business, economic, regulatory, competitive and other risks and uncertainties, many of which are beyond our control. Actual results may vary, and variations may be material. Please review the “Risk Factors” section of the most recent Quarterly or Annual Report filed with the SEC for more information about these risks and
$ in Millions 2015 2016 1Q 2017 GAAP Subscription Gross Profit $76.5 $102.8 $28.3 (+) Subscription Stock Based Compensation 0.5 0.9 0.4 Non-GAAP Subscription Gross Profit $76.9 $103.7 $28.7 % Subscription Gross Margin 77% 80% 79% GAAP Services Gross Profit $3.6 $3.6 $0.2 (+) Services Stock Based Compensation 0.7 0.8 0.3 Non-GAAP Services Gross Profit $4.3 $4.5 $0.5 % Services Gross Margin 15% 15% 6% GAAP Research and Development $30.6 $35.5 $9.7 (-) Research and Development Stock Based Compensation 2.3 3.0 1.0 Non-GAAP Research and Development $28.3 $32.5 $8.6 % of Revenue 22% 20% 20% GAAP Sales and Marketing $71.3 $75.9 $19.0 (-) Sales and Marketing Stock Based Compensation 2.5 3.1 1.0 Non-GAAP Sales and Marketing $68.8 $72.7 $18.0 % of Revenue 53% 45% 41% GAAP General and Administrative $17.8 $23.2 $6.5 (-) General and Administrative Stock Based Compensation 1.8 2.6 0.9 Non-GAAP General and Administrative $16.0 $20.6 $5.6 % of Revenue 12% 13% 13% $ in Millions 2015 1Q 2016 2016 1Q 2017 Operating Cash Flow ($10.6) $10.0 ($3.7) $11.9 (-) Purchases of Property and Equipment 7.6 0.2 5.4 1.5 Free Cash Flow ($18.2) $9.8 ($9.1) $10.4 % of Revenue (14%) 27% (6%) 24%
COST BASIS FEED OPERATIONAL DATA BILLING DATA
ERP / Financial Service Management Vendor Operations Management
SaaS Applications Analytics & DataPlatform Customer Source Data
SaaS Applications Analytics & DataPlatform Customer Source Data
ATUM™
Standardized Cost Model
Cost Analytics Engine Integrated Self-Service Analytics Adaptive Data Management
SaaS Applications Analytics & DataPlatform Customer Source Data
Process
Monthly IT Review Budget/Forecast Showback/Chargeback
Insights
Cloud TCO/ Migration Vendor Consolidation Application Rationalization
Benefits