Amplitude at KeyBanc Forum: Strategic Growth and AI Focus

On Tuesday, 12 August 2025, Amplitude (NASDAQ:AMPL) took the stage at the KeyBanc Capital Markets Technology Leadership Forum. The company outlined its strategic evolution from a startup-focused product analytics tool to a comprehensive enterprise digital analytics platform. While emphasizing accelerated growth and AI innovations, Amplitude also acknowledged challenges in competition and operational efficiency.

Key Takeaways

• Amplitude is transitioning to target enterprise clients with a broader platform.
• The company is leveraging AI through its AgenTeq initiative to enhance digital adoption.
• Financial strategy focuses on "growth with leverage," aiming to improve margins.
• Competition with Adobe and Google Analytics is intensifying, yet Amplitude is gaining ground.
• The pricing model is based on event volume, with no barriers to AI adoption.

Financial Results

• Amplitude’s top-line growth rate is accelerating.
• The company is targeting reductions in sales and marketing expenses from 43% to the low 30s percentage range.
• G&A expenses are set to decrease from 17% to below 10% of revenue.
• R&D spending will remain steady at 18-20% of revenue.
• Pricing hinges on the number of events ingested, benefiting from increased data engagement.

Operational Updates

• Amplitude has expanded its platform to include experimentation, CDP, web analytics, session replay, and voice of customer capabilities.
• The company has shifted its focus to enterprise clients, moving from a transactional sales model to a value-oriented approach.
• Acquisitions of Command AI and Craftful enhance cross-selling capabilities and platform development.
• The sales process has been re-architected to align incentives with desired outcomes.

Future Outlook

• Amplitude plans to continue building its platform for a comprehensive digital analytics solution.
• The company aims to expand its partner ecosystem to facilitate application development on its platform.
• AI capabilities through AgenTeq will be further promoted to drive adoption.
• Efforts to optimize cloud hosting costs and increase multi-product adoption are expected to improve gross margins.

Q&A Highlights

• Amplitude is increasingly competing with Adobe and Google Analytics, with rising win rates.
• The definition of an event includes any interaction within a digital environment, with some customers ingesting trillions of events.
• The rise of AI search is not seen as a threat to content and data importance, as Amplitude’s product supports marketing analytics through LLM searches.

Readers are encouraged to refer to the full transcript for a comprehensive understanding of Amplitude’s strategic direction and financial performance.

Full transcript - KeyBanc Capital Markets Technology Leadership Forum:

Jackson Ader, Enterprise Software Analyst, KeyBank: Alright, everybody. Welcome to the second day of KeyBank’s, twenty sixth annual technology leadership forum. My name is Jackson Ader. I’m the enterprise software analyst here at KeyBank. We are thrilled to have Andrew Casey, CFO of Amplitude, join us for this fireside chat.

We’re gonna let Andrew introduce himself and the company for just a couple of minutes before getting into, questions. And then I will come to you guys, the audience, a couple of times before the end. That way we don’t, you know, get to the very end and try and squeeze some things in. So Andrew, if you want to go ahead and introduce yourself and the company, that would be great.

Andrew Casey, CFO, Amplitude: Thank you, Jackson. So Andrew Casey, I’m the CFO of Amplitude, as Jackson mentioned. Amplitude is a digital analytics company that got its start by understanding that any company that was trying to digitally engage with their clients needed some fashion to instrument and understand what those digital were. And that could be through a website, through a mobile application, or any method really in which you’re trying to understand how best to reach out to your customers for via promotional campaigns, marketing campaigns, loyalty programs. But just at its foundation was focused on how to help other developers create great digital experiences through those applications, okay?

So when we got started, most of the companies we were appealing to were start ups, SMBs, digital native clients and they had a high propensity for like b to c related engagements. So think about DoorDash or PayPal or others in that ilk that were trying to create digital experiences and just to remediate more classic enterprises. Amplitude became the instrumentation for it. And and I know you’ve got a question later, but as you start thinking about AI related applications, can imagine that Amplitude is increasingly one of the the core pieces of an AI’s technology stack because they’re trying to to do what? They’re trying to create more digital experiences and applications and they want to make sure that they’re getting the right feedback on it.

Now fast forward, we went through IPO in 2021, one basic use case which was product analytics for these types of companies And we started to see, you know, at the beginning there a lot of other applications being created around experimentation, session replay, web analytics, marketing analytics use cases, guides and surveys. There’s this long tail of of applications being created around analytics hubs. And our founders basically said, look, lot of these capabilities, they shouldn’t be adjacent to analytics. They should be a core part of of our platform. So we started on this journey of creating multiple different products.

Started with experimentation, moved into CDP, which we call activation now around how you take cohorts of information and transfer those cohorts into other application environments like a Braze or Klaviyo or other. And then we moved into web analytics, take on Google directly on websites because websites were frankly archaic technology which was screen scrapes and sessions as opposed to deep event based information. And then we moved into session replay, which gives us qualitative feedback and then we acquired a company called Command AI that gave us guides and surveys and most recently acquired a company called Craftful, its voice of the customer, which moves, in our minds, moves to the next stage of the evolution of how you do surveys and customer sentiment more in a more logical feedback way as opposed to asking people for feedback. So the platform build out was a really big inflection point for Amplitude. And as we saw more macroeconomic conditions and I’ll say some self inflected routes causing headwinds for us in our growth rate post IPO, it was this cross sell more platform oriented focus that started to bring us back and started to drive a real cross sell part of our business, which is increasingly driving acceleration in our business.

Now about the same time when the platform discussion was happening, we also started investing in a go to market that was more focused on enterprise clients, classic enterprises that were increasingly trying to figure out how they take their more, I’ll say, sub optimized or archaic methods of interacting with people and getting to a more digital way of interacting. This last quarter, we had, First American Title, which was, as you know, they’re more in the real estate business. But they’re trying to figure out how they digitize their interactions with clients, move away from a paper based framework. So they’re using Amplitude to actually understand how best to architect a lot of that transition. So two major things that we invested in that are now starting to show real progress.

That’s the platform, actually building out all these applications and giving classic enterprises a value for the money solution where you can consolidate somewhere between five and eight applications that they may be using, displace them and show a much better integrated environment and drive optimizations as well as a go to market focus, which was targeting enterprise clients as opposed to SMB mid market and that shift from a very transactional model of selling to one that’s more value oriented. So that’s a little bit about Amplitude.

Jackson Ader, Enterprise Software Analyst, KeyBank: Yeah, that’s great. Let’s let’s I mean, a perfect overview of kind of where you started, where you are now, but I think it’s worth noting, he Andrew, you mentioned acceleration. You are one of the few software companies out there that is actually accelerating your top line growth rate. Now what you mentioned about like the platform and going to enterprise and all these things like those are those seem like more long term trends. Like what about the last three or four quarters has driven the acceleration in the in the top line of the business?

Andrew Casey, CFO, Amplitude: So I think it was really about the idea of what needed to be done when I joined about a year ago was there. I would say there was gaps in the ability to execute. And

Jackson Ader, Enterprise Software Analyst, KeyBank: Is that the stuff where you said some self inflicted? Actually, just you I’m sorry to interrupt.

Andrew Casey, CFO, Amplitude: No, no, That’s okay. And then we’ll go. I think that’s true. Part of it is, you know, how so maybe maybe I’ll I’ll I’ll I’ll start with kind of my journey and then they’ll probably give context. So I’ve been in The Valley for thirty years.

You know, I started my I started my career in The Valley, at least, at Sun Microsystems. Went through lots of different rotations at Sun. Did investor relations. But probably the time I enjoyed the most was when I was interfacing with the go to market teams and helping better to make them successful and build out our growth. And certainly was at a great time when Sun was really getting noticed and we were the ..com and Java was really hot.

And I got to a point where I I wasn’t getting the experiences I wanted and I and Sun wasn’t transitioning the way I thought we should, into a more software business versus a hardware business, which is a really hard thing to do. So I went to Oracle, ran corporate finance, did 37 acquisitions in about a two and a half year period. So a of lot of corporate finance, corporate, development work. Didn’t really appreciate that the the way Larry liked to run the business. And it was very it was a very difficult culture where, you know, I was younger in the roles, but I was making big progress and I felt like I should be getting more accolades for that and doing all the acquisitions we did.

So I decided to go to Symantec, which had just acquired Veritas. They didn’t really know how to integrate Veritas effectively. I helped them with that, build out the enterprise business there. And we were about ready to go through a transformation from perpetual to SaaS based, believe it or not. And the board and executive team didn’t really have the stomach for making that transition.

And then I tell Mark and Shantanu all the time that they beat us to the transition over at Adobe. But I got very frustrated with that and then decided after four years at Symantec that I was going to move over to another software business and try to, make improvements there. It was at HP and they wanted to invest more in software. They hired me for that. But then they acquired Autonomy and kind of put my role on hold.

And they said, you know, we acquired EDS and we really don’t know how to run that and integrate it effectively. It’s losing money. Can you help us with that? So I thought about doing a transformation services business, which I knew a little bit about, but not a 30,000,000,000 IT outsourcing business. But believe it or not, one of the principals over at EDS and I took the reins and drove that to major improvements to a point where it was no longer losing money, it was actually making money and we sold it off to CSC.

I kind of looked at my career and said, I don’t want to be Kathy Lestrek, who was the CFO of HP at the time, And I wanted to go to do something that was a start up. Mhmm. So I talked to a bunch of my VC friends and and I and I I pined on one that they said, look, this one’s already public, but they need an operational finance exec like you to help them scale in the enterprise. And what do you think about going to talking to them? I said, sure.

Who is it? And I said, ServiceNow. Never heard of them. They’re about 400,000,000 at the time. And, I met with, Dave Schneider, Frank Scarpelli, I’m sorry, Mike Scarpelli and Frank Slootman and thought it was a great fit.

But it was a business that was still very immature. I mean, didn’t have a functioning, comp plan structure, no territory focus, no enterprise, partnership frameworks. And so there’s a lot of pieces that needed to be developed. And so I joined in 2014 and, you know, over a six year period, we scaled that business. And I’d probably still be there if they would have offered me the CFO job.

And when Mike and Frank left to Snowflake, John Donah, who was the CEO at the time, called me and asked me if I wanted to be considered for the CFO job. Said I did. Went through a great process. John told me that that the board really wanted somebody who’s already a CFO. And so they chose Gina.

Gina’s a great CFO. But, John asked me to stay to help Gina build out the business, but I told him probably a week or two later I really couldn’t because it didn’t matter whether Gino was going to retire in five years, I would still face the same headwinds and would be unqualified by their characteristics. I wasn’t the CFO. So that kind of serendipitously led me to WalkMe. I knew about WalkMe.

We used the service now and took them public in 2021. And we went through some difficult times. And I’d say that we between myself and the CEO, we had a number of disagreements on where the business should be going. So when Frank and Mike and Dave, principals that I work for at ServiceNow, told me about Lacework, and it needed to be turned around. I went there.

I partnered with Jay Parikh, who’s now head of Microsoft’s AI group, We turned around Lacework, got in a great position. What happens when you turn around our company and get in a great position? You start attracting strategics. And, despite our desire to continue to drive, the changes, the board disagreed and had us go through a process, which ultimately led to the sale of Fortinet. At that point in time, I had also started looking around.

And Thomas Hansen, who’s our COO and President, wanted a CFO partner to help him build out the go to market team and, convinced me that, I should join Amplitude along with Spencer. So I joined Amplitude on 08/01/2024. The funny story I tell people is that I was signing a definitive agreement to sell lacework to Fortinet at noon on August 1. And I joined Amplitude two hours later. Wow.

Jackson Ader, Enterprise Software Analyst, KeyBank: If we zoom out on Amplitude, the macro view, do you see a difference between IT budgets and marketing budgets in terms of their demand for the Amplitude services? And is one of those driving more of the growth than the other?

Andrew Casey, CFO, Amplitude: Yes. I definitely see that there’s I mean, IT is typically more how can you drive more with less? How can you drive greater productivity across the business? And there’s certain aspects of Amplitude being a part of that for sure. But I think that where you see a much larger investment in growth for businesses comes from still comes from marketing or from sales related investments and where Amplitude is increasingly showing this very holistic view of how you’re engaging with all your channels, not just your classic channels but now your digital ones as well.

You find more and more CMO and Chief Data Analyst or Chief Technology Officers looking for ways to have a more comprehensive view of what their investments are yielding. And you can pick apart different types of investments, demand gen, sales led demand, promotionals, overall marketing spend for awareness. All those things come back to, hey, I’m expecting that to actually generate greater And if you can instrument and understand that better based upon the interactions that your customers are having with those campaigns, you get more and more effective, better and better returns on it. So I do see that as a as a big catalyst for Amplitude and I would tell you we’re just scratching the surface.

Jackson Ader, Enterprise Software Analyst, KeyBank: But does that bring you into competition with different people than who you would compete against just in for product analytics?

Andrew Casey, CFO, Amplitude: Yes, for sure. I mean, we’re we’re now more head to head with with Adobe and Google Analytics than we ever have in the past.

Jackson Ader, Enterprise Software Analyst, KeyBank: How are your win rates against those competitors?

Andrew Casey, CFO, Amplitude: I’d say increasing because we’re increasingly seeing more of those conversions from Adobe where forward CMOs are understanding that they want that comprehensive viewpoint.

Jackson Ader, Enterprise Software Analyst, KeyBank: Okay. If I think about the suite of products now, you know, that you have you’ve expanded, again, we’ve talked about going just from IT, like, into marketing, from product analytics into some marketing analytics. You mentioned CDP, all these different things on the platform. But, you know, you have, I think, an exciting like there there is an exciting AI story to tell that, you know, frankly, other companies either in and around our coverage don’t always have like, there there is no obvious reason why AI should be embedded into their products. Yep.

But I think you’re having an agent do the AB testing for the digital product analytics makes all the sense in the world. Can you give us an update on the timeline of when you expect those agents to come well, give us background on what it is and then what’s the timeline for that to be kind of rolled out to general availability.

Andrew Casey, CFO, Amplitude: Yes. And I think your posture is right. And one thing I’d ground it on too is one of the things that we see with more classic enterprises that don’t really have a digital channel set up yet is they’re they’ve struggled with how best to begin. Do they have the resources? Do they have the data scientists?

Do they have the know how to actually instrument this appropriately? And and maybe they’re not convinced yet that they need to go to like a big IT outsourcer or a system integrator in order to go do it for them because they don’t understand the steps they need to take. That impediment is increasingly falling with AgenTic. And now we’ll get into the why we’re so well positioned for it because what happens is you start to reduce those barriers. You don’t need the same amount of resources in order to adopt Amplitude’s platform because you can deploy agents to actually help you with that adoption and that implementation and that experimentation over and over.

So we’ve developed this set of products that are labeled to experimentation and activation, which is us taking cohorts of behavioral heuristics and saying, all right, this cohort of customers, you should target them with this e mail campaign. You should target them with this promotion. So you think about last mile marketing companies like Braze or Klaviyo or others, they’re actually leveraging Amplitude with their customers’ implementations to go showcase their effectiveness of driving those end actions. And so one of the things that we start to go into these environments where there is just white space. We’re starting to find that the notion of adding agents that help with tagging of information on the websites, auto capture of that setup, making sure that they’re taking what you do have potentially in digital assets and giving you recommendations how you can improve it, gets them on the path of quickly improving that digital engagement faster.

And whereas before you to do experimentation, which if you don’t know, it’s like you take your website and say, I did a different font or I did a different drop down, I did a different coloring, if I showcased promotion, is that going to increase how you’re monetizing conversion rates? Think of it as like a retail or a fast casual restaurant or any others that are digitally engaging through mobile applications. They’re doing these testing but they’re doing them in a very methodical way. And it takes like, the data scientist says this, we talk about the business application, we get some returns and voice feedback from customers. But you can deploy an agent to do that and they can do thousands of them and they can probably actually surface other experiments that you didn’t even realize and give you better customer sentiment and feedback of the changes you need to make.

And by the way, it starts to change how you have your advertising campaigns to be less shotgun approach to a large cohort, start to drive more and more personalization of what those interactions should be because those experiments can happen in real time. And if you make them autonomous, then the experience that you might have through a mobile application versus one that I might have would be catered to us. Not to our cohorts where we have Right. Have alignment Right. But more personalized to it.

So this this area of AgenTeq is enabling customers who haven’t made traditional investments in data scientists or digital channels of engagement to reduce the barriers because they can just deploy the agent and not need that army of of digital scientists to go actually do this work.

Jackson Ader, Enterprise Software Analyst, KeyBank: Is that the reason why the was it a mortgage company you mentioned at the first the real estate guy? Is that the reason why they are able to kind of go digital now? Or are agents still on the come for them?

Andrew Casey, CFO, Amplitude: I would say they were less forward thinking on agents are still on the more that come for them is the answer. Okay. But the inspiration for them was more about how do they better digitally engage with their clients through a website. And then they discovered us through web analytics. And they started to understand, wait a minute, we can do more with this even in the mobile applications associated with our third parties as they’re used.

So they use DocuSign associated with signing real estate agreements. Well, now they can gather that information as well through the DocuSign implementation within their application environments to understand, wait a minute, is this the best way to represent documents to be signed, for instance? I’ve just given you one one use case. But that whole journey, then they started mapping out, wait a minute, you can help us with qualitative a feedback as well so we can see it through session replay. Oh, wait a minute, you can actually pipe in voice to the customer information so we can get not just the application environment, but get feedback on what that application environment is.

Jackson Ader, Enterprise Software Analyst, KeyBank: Yep.

Andrew Casey, CFO, Amplitude: So suddenly, they look at this as really more comprehensive journey for them into digital engagement and less about the product and what the specific feeds are, but rather how do they achieve their outcomes.

Jackson Ader, Enterprise Software Analyst, KeyBank: How are you going to price AI? The agents.

Andrew Casey, CFO, Amplitude: So I think the first thing you need to understand about Amplitude is we’re not like a SaaS seat based model. Okay. And we have two mechanisms through which

Jackson Ader, Enterprise Software Analyst, KeyBank: Seat based is a four letter word in SaaS these days.

Andrew Casey, CFO, Amplitude: It is. That’s smart of you. Yeah. Well, you know, it was back to it was back to this notion that we were disintermediating more web analytics companies that were using screen scrapes or sessions that are very rudimentary in how you get feedback on on digital interactions. And we went down to an event level and started to measure the volume of events that are being ingested in the platform.

And so one of our primary meter is the number of million events that happens, it gets ingested in the platform. So you think the more channels that customers open up, the more data they’re actually downloading into the platform. And so that’s the way we price. We price per million events. And over time, the amount of data that customers are ingesting is increasing dramatically.

And it’s because people are spending more time on the platform, they’re spending more engagement, there are more channels. And so for us, that was just a natural way of using a meter. It’s a proxy for value for what customers are getting out of the platform. So that’s the first thing. Second thing is, as we’ve added more products and we’ve made them work cohesively together, our platform cross sell story has been very powerful.

That gets augmented when you add an agent because now the agent shows you how those workflows are optimized when they’re all together. So not only will agents, as we implement them, will drive increases in data ingestion, it should also, no pun intended, amplify our cross sell capabilities. And so we’re not thinking in terms of putting pricing barriers on the adoption of AI. We think we’ve already got the monetization mechanisms built within our platform. And as customers get more and more comfortable with using AI across our evolving pricing and packaging, they’ll see greater value.

And as that greater value gets realized, we’ll accrue it as well.

Jackson Ader, Enterprise Software Analyst, KeyBank: And we’ve got a follow-up on how what website traffic is going to look like in the world of AI search. But I think Matt had a question. You to define what the event was at the meeting.

Matt, Unidentified speaker: What is Yeah, how do you define an event

Jackson Ader, Enterprise Software Analyst, KeyBank: when you talk about the millions of events?

Andrew Casey, CFO, Amplitude: So it’s any type of interaction that occurs with a person or a system that is actually engaging within your environment, your mobile application, your kiosk, your wearable, your website, any interaction you might do. Everything down to a cursor movement, to a reaction, to the time you spent. So it’s very, very detailed. So The Economist, for instance, when they went from print to digital, one of the key things they really wanted to know was the difference between browsing and consuming the article. And if they could tell the difference between browsing versus consuming, then they could actually cater and curate what articles they’re going to use as well as drive a good, better, best pricing mechanism on their advertising.

So it gets to a very, very detailed level. And we’ve had many customers who’ve got lots of different channels and ingesting, and some customers are actually at trillions of events that they’re ingesting within the platform. Question over here. Yep.

Matt, Unidentified speaker: So you’re going to be increasingly bumping up against Adobe and Salesforce, this agentic mission. How do you think about doing that? How do you think about like, does that change anything internally from go to market or

Andrew Casey, CFO, Amplitude: Absolutely. I think it’s we wouldn’t be able to do that without the transformation of our go to market team to be more enterprise focused. And there’s a lot in that, okay? There’s a lot in that. Everything from moving from a transactional model to an enterprise model, you got to start with new people, you got to rearchitect your sales process, top of funnel, what the stages are, what the criteria are, how you fulfill that, what the value propositions are, how you represent that to customers, how you move from a speeds and feeds discussion to an outcome based discussion.

You know, I would say that journey sometimes takes years. Now fortunately, Thomas preceded me and started that process. When I joined, I I would I would say I gave it the operational pixie dust, if you will. I started pushing harder on some of the things that I’ve learned in the past about how to rearchitect to align the sales incentive to the outcomes you want, how to drive better accountability for the sales rep at the territory level, how to make sure your territory planning is is set up so that reps that are first joining, they actually have an existing customer to talk to so they learn what the value propositions are and can have potential expansions within their territory. And I’ll give you a host of others if you like but, you know, some of these things take a while and the piece I wasn’t I wasn’t curious on what we needed to do.

I knew what we needed to go do. What I didn’t know was the rate of absorption. I don’t know how fast we can go sometimes. And sometimes that you have to test that a little bit and figure it out. But I would tell you some of the things that are showing progress, cross sell for instance, contract duration, which results in RPO growth, both both long term and and current because we’re moving more to annual payments in advance.

All those things are instrumented changes that we put in place. And when I joined, and those showed up in in contract structures and they showed up in in the comp plan structures. And I love reps. I love enterprise reps because they’re coin operated and I know what to expect from them. And if I put the comp plan in the right way, I’ll drive the right behaviors, which drives the right outcomes.

But that’s an easy way of saying you got to put more rigor in the process. And I’d say that rigor is increasing and we’re doing better and better. But we still have a little ways to go, to my level, of satisfaction.

Jackson Ader, Enterprise Software Analyst, KeyBank: Won’t events come down if Google becomes an answer engine instead of a search engine? Like won’t less people go to The Economist?

Andrew Casey, CFO, Amplitude: I don’t think so. I think the content rules. I think data rules. And I think that increasingly we’ve even built our product where marketing analytics analysts, they can look at the progress of their campaigns through LLM searches. So I think that the mechanisms, you know, they augment a little bit but I still think that you’re going to find that people will use some mechanism to find the proprietor of the service or the product.

And our application at its foundations is that how do we help customers improve the engagements with their customers. And I think that evolves in a positive way for Amplitude even with the Gentec implementations over time.

Jackson Ader, Enterprise Software Analyst, KeyBank: All right. I’ll get you out of here on this. The margin, you know, I think right now, you’re accelerating the top line. That’s kind of the focus. I totally understand that.

But where should we be thinking about that incremental margin? Are you building in sustainable practices to be a much higher margin generating company of the

Andrew Casey, CFO, Amplitude: Yes, both gross and operating, I would say. Both gross and operating. So first and foremost, need to know the on the gross margin side, the biggest cost we have is for hosting our own applications within cloud provider. We use AWS. Over time, we’ll probably get to a multi cloud provider.

But how well we’re optimized to run our application in those environments is a cost. And the engineering teams are constantly working on that and we’ll drive our marginal and incremental cost of data ingestion down. We’ll share some of that with our clients, so that they don’t have a linear progression in costs as they ingest more data. But at the same time, I think that will be one mechanism driving better gross margins. The other thing is the analytics related first land is the highest cost for us, okay?

But after that, as customers add more of our modules, they don’t have necessarily marginal incremental data ingestion. So they’re paying more, but there’s not more data. So that means that the net you can see yourself, wait a minute, guides and surveys, that’s almost 100% gross margin. Okay. So the more we have customers on multiproduct, the better our gross margin is going to be.

The other thing I would tell you is we’re going to build a services business, which is a little bit of the headwind we have right now. And it’s not because I want to build a services business. It’s because I want to go build a partner ecosystem whereby more and more customers are building and frankly GSIs ultimately, we’re building use cases and applications upon our platform. In order to do that, have to prime the pump a little bit. You got to get you got to get services being generated and people giving people insights on how they can make money.

And so we made some investments on that front, and that was a little bit of a headwind for Q2. But over time, the resources we have, they’ll start generating billable utilization, which will help to offset some of those costs. Now the last thing I’ll say on

Jackson Ader, Enterprise Software Analyst, KeyBank: operating is Quickly on operating margin. We only have Yes. Two minutes

Andrew Casey, CFO, Amplitude: Okay. On operating, I promote a growth with leverage framework for our budgeting and our focus. So going grow revenues, we’re going grow expenses at a lower rate. And that means that I’m putting sales efficiency targets on our team. So as a percentage of revenue, we’re, I think, around 43% now in sales and marketing.

That’s got to be like 10 points lower, if not low 30s. G and A when I first joined was 17%, we’re down to 13%, we’re going try and drive that down below 10%. And then on R and D, I’m going try and keep it right around that 18 to 20 range. So we’ll make investments, but we’re going to do it at a rate which is going to enable us to do that growth with leverage. Awesome.

All

Jackson Ader, Enterprise Software Analyst, KeyBank: right. Thank you, Andrew. Sure. Thanks everybody. It Thank you very much.

Yep. Great job. Yep. Thank you. Awesome.

This article was generated with the support of AI and reviewed by an editor. For more information see our T&C.