Autodesk at Emerging Technology Summit: AI and Strategic Restructuring

On Tuesday, March 4, 2025, Autodesk (NASDAQ: ADSK) participated in the 18th Annual Emerging Technology Summit. The company outlined its strategic shift towards integrating AI solutions and restructuring to optimize operations. While facing workforce reductions and revising its growth framework, Autodesk remains focused on leveraging its construction business and infrastructure opportunities.

Key Takeaways

• Autodesk is integrating AI to enhance productivity and automation across its portfolio.
• The company is undergoing a restructuring, reducing its workforce by 1,350 employees, or 9%.
• Autodesk removed its 10% to 15% growth framework, setting FY26 revenue growth guidance at 8% to 9%.
• The construction business is thriving with strong global adoption and increased sales channel leverage.
• Infrastructure growth is fueled by investments in transportation and water sectors, with a focus on digital solutions.

Financial Results

• Restructuring Impact: Autodesk announced a workforce reduction of approximately 1,350 employees, representing about 9% of its workforce.
• Go-to-Market Optimization: The restructuring aims to optimize the go-to-market strategy and realize efficiencies from a new billing platform implemented over the past 18 months.
• Margin Improvement: The long-term goal is to reduce sales and marketing expenses as a percentage of revenue, thereby increasing margins and cash flow.
• FY26 Guidance: Autodesk has guided for revenue growth of 8% to 9% in constant currency, which is outside the previously communicated growth framework of 10% to 15%.

Operational Updates

• AEC Integration: Autodesk has completed the integration of sales, marketing, and product development within its architecture, engineering, and construction (AEC) business under Amy Bunzel’s leadership.
• Resource Reallocation: Resources are being reallocated from lower priority areas to higher priority areas, including construction, transportation, and water sectors.
• Geographic Optimization: Autodesk is shifting resources from high-cost and geopolitically sensitive locations to lower-cost and more stable regions.
• Construction Business Performance: The construction business is performing strongly, driven by successful product-market fit and increased leverage from Autodesk’s sales channels, adding 400 logos.
• Infrastructure Growth: The infrastructure sector, particularly transportation and water, is experiencing high growth, with Autodesk strategically targeting DOTs.
• Water Portfolio Integration: Autodesk has streamlined its water portfolio by reducing 3,000 SKUs to a manageable set and is transitioning customers from perpetual licenses to subscriptions.
• AI Integration: Autodesk is integrating AI capabilities across its portfolio to enhance productivity and automation, including features for generative design and workflow optimization.

Future Outlook

• Growth Framework Removal: Autodesk has removed its 10% to 15% growth framework, acknowledging that it has been operating at the lower end of that range and that FY26 guidance is outside the range.
• Construction Market Opportunity: Autodesk sees significant opportunity in the construction market, driven by the need for digital solutions to manage backlogs and improve efficiency amid uncertainty.
• Infrastructure Investment: Despite potential shifts in priorities under the new administration, Autodesk expects continued investment in infrastructure projects such as roads, bridges, highways, airports, and data centers.
• AI-Driven Innovation: Autodesk is focused on developing AI-driven solutions to enhance productivity, automate tasks, and assist users in design and construction processes, with a focus on both easy productivity features and generative design capabilities.

Q&A Highlights

• Tariffs and Economic Uncertainty: Customers are managing uncertainty by investing in digital solutions like Autodesk Construction Cloud to better control their businesses, despite potential impacts from tariffs.
• Payments Business (GC Pay): GC Pay, a payments application acquired by Autodesk, is performing well and serving as a door opener to competitor accounts, with plans to scale the business beyond its current presence in the UK, Ireland, Australia, and the US.
• DOTs and BIM Adoption: DOTs are increasingly adopting BIM and digital workflows, creating opportunities for Autodesk to offer comprehensive design and construction solutions.
• AI Strategy: Autodesk is approaching AI in three ways: easy AI for everyday productivity, harder AI for automating complex tasks, and generative AI for creating geometry, with a focus on assisting and augmenting human capabilities.

For more detailed insights, readers are encouraged to refer to the full transcript provided below.

Full transcript - 18th Annual Emerging Technology Summit:

Jason Salino, Analyst: Okay. Sounds like we’re good to go. Perfect. Wanna welcome everyone to our Emerging Technology Summit. I’m Jason Salino, the analyst that covers Autodesk here.

This is the first session of the day, so hopefully everyone had a pretty good breakfast. With me today is Amy Bunzel, you know, with Autodesk. She leads the architecture, engineering, and construction business. And then we have Simon May Smith, the IR person everyone knows. So maybe with the the first question, as, you know, as a warm up.

Right? So Amy, you lead the architecture, engineering, construction business, but with with Jim Lynch retiring, can you just maybe describe the the the responsibilities that you had before and, you know, what you’re getting new from from Jim and, you know, maybe we’ll start there. Oh, we actually I’ve got to

Simon May Smith, IR Person, Autodesk: read I’ve got to read the fireside chat, except it just disappeared from my my candidate. Can somebody ping me the the the thing because it’s disappeared? Anyway, we may make forward looking statements and you should read our 10 ks for all the risks, in front of it, but I’ve lost the actual wording of it. Okay. There

Jason Salino, Analyst: you go. I’m surprised you don’t

Simon May Smith, IR Person, Autodesk: get it memorized. Yeah. Yeah.

Jason Salino, Analyst: But Amy, why don’t you talk about your new role not new role, but

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: like the change? Yes. So Jim Lynch is retiring. And as you know, Jim spent the last five years building our construction business to be a material part of Autodesk. And so last year two years ago, we started integrating sales.

Last year, we integrated marketing and product. And this is kind of our final transition. So I’ll be responsible for both our design and make business in across the AECO. So that’s products you know and love like Revit and AutoCAD and Civil and now the entire construction portfolio as well as our Form a Industry Cloud.

Jason Salino, Analyst: Okay. Excellent. And then I did want to just touch on some topical questions from your earnings call, but I think the most of the time will be spent on your construction infrastructure businesses. So last week, still very fresh. I think you announced some restructuring.

Maybe can you just describe how your sales organizations that are under you operate today and maybe what they’ll look like going forward or I guess what you

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: can do that one.

Simon May Smith, IR Person, Autodesk: Yes. So yes, an answer reduction force last week at thirteen fifty people roughly about 9% and really sort of two things going on. One is bucket is our go to market optimization, which we’ve been talking about for a while, and I’ll talk a bit about that in a second what we’re doing there. And then secondly, it’s around reallocating internal resources to our strategic priorities and also making sure that we’ve got the right people in the right place distributing them across the globe. And I’ll talk a bit about that in a second as well.

So in terms of the first bucket, we’ve talked a bunch about our new transaction model and how we have built a new billing platform. Over the last sort of eighteen months or so, we’ve been executing on the process of implementing the transition to the new billing platform. And now we’re sort of kicking off the start of the what we call the optimization phase where we realize the efficiencies of that. And really, we’re starting that in things like the marketing org and the customer success org, which is consolidating teams together to drive efficiency in the process and and also reinvesting for the next phase of efficiency as well. And so that’s going to be a sort of multiple sort of phased process.

And so it’s really just sort of kicking off that process. And really with the goal of driving down our sales and marketing on an underlying basis as a percentage of revenue and driving up the margins and cash flow of the business. So that’s sort of a long term goal. I’ll stop there so you can talk about it a bit more. The second bucket is really around reallocating internal resources, so taking it out of lower priority areas and putting it into higher priority areas.

And also there’s a geolocation element to it and two sort of key parts to that. One is moving people from high cost locations to lower cost locations, but also moving people from more geopolitically sensitive areas to less geopolitically sensitive areas as well across the globe, making sure that we have a footprint that has less risk attached to it in our engineering in particular. So a bunch of stuff going on. Reflecting that, we have tried to consider that as part of our guidance for the year, the disruption that comes from those things. But we’ll see how the year plays out as we go along.

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Okay. Yes. And I can speak to what we did in AEC. I think the strong message there is about reallocation. So we took the opportunity to look across my entire team and see where we could optimize to go faster and invest in some of our high priority areas.

So construction was built on five, six, 10 acquisitions. So there was definitely an opportunity to kind of reorganize that team for a faster execution and then reinvest those resources in back in the product and the product development. Similarly, infrastructure, in particular transportation and water are high growth areas for us. So we made sure that we were aligning resources in those places to go faster.

Jason Salino, Analyst: Okay. Interesting. And then last question and then we’ll get to the interesting stuff. But also last week you talked about, you know, a growth framework and then, you know

Simon May Smith, IR Person, Autodesk: The absence of one gift.

Jason Salino, Analyst: Well, okay. Sure. You’re gonna say that that way. Yeah. Investors, I think, have provided feedback about your 10% to 15%, you know, growth range that we used to think about.

And obviously, you know, you haven’t been hitting that, you know, range for the last couple years. You know, I I I think Janesh is being cognizant of, like, he’s coming in and and reevaluating things. But I guess a lot of this is getting pushed to, you know, the Analyst Day. So I guess what should we be expecting in a couple of quarters?

Simon May Smith, IR Person, Autodesk: Yes. So this was a framework we put in place, well, three years ago as a sort of framework to sort of see us through the transition from multi year upfront to multi year build annually, which is when you typically put frameworks in place to sort of allow people to sort of bridge the transition. But the truth is we’ve been bumping along around the bottom end of that guidance range in the 10% to 15% range. And then in fiscal ’twenty six, as you know, we’ve guided to 8% to 9% in constant currency, so we’re outside of the range. And so I think we thought that given 26% is the last year of the transition from multiyear build upfront to multiyear build annually, so it’s the end of that transition.

And also that we have a new CFO coming in and just first law of investor relations is stop banging your head on the wall. If you’re banging your head on the wall, If you’re growing below the range, then there’s no point in having the range in place. I think it just seemed like an opportune moment to take that range away. It doesn’t mean we lack confidence in the growth in our markets. We still have enormous opportunity ahead.

We’re still growing faster than the vast majority of our peers, including now Procore. So we’re doing very well in the context of our markets. It’s just that that was set in place three years ago. We’ve gone through that transition and we do not intend to replace it with a new range at our Investor Day later on this year.

Jason Salino, Analyst: Okay. Okay. Perfect. I think that’s probably a good sweat segue into the construction opportunity you know, on on on these on these callbacks we have with management and and Simon, you know, the question posed at the end of mine was, well, what what did we not get to talk about on your earnings call given, you know, the lack of of certain element that wasn’t provided. Right?

So one of the aspects was the construction ads or logos that you added in the quarter. Maybe speak to why do you think that was so strong and what you’re doing there and how you’re thinking about fine tuning things?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Yes. So broadly, our construction business is really firing on all cylinders now. So the 400 logos come in part because we have a great product and we have great product market fit now. It’s taken us several years to kind of consolidate the acquisitions and build our own capability. And now we’re very competitive on a global basis.

The other great thing is as we started doing the integration, now we’re getting more leverage from all of the Autodesk sales channels. So whether it’s our channel partners, our mid market and territory reps and our named accounts and EVAs. So all of those things are working well and we’re starting to create an ecosystem where a GC may purchase a software and then everyone in their ecosystem has to use the software as we go forward. The other great thing we just came back from our sales meeting is the partners are really engaged. They’re almost competing with each other to see who’s going to be the biggest construction partner for Autodesk in each of the geos.

So they’re feeling the momentum. It’s definitely contributing to their overall business. And that’s happening globally. One of our strengths is the international business. So we’ve really been able to build a product that has product market fit globally and is now really catching on, on a global basis.

Jason Salino, Analyst: Okay. I think, you know, you mentioned you being at your sales kickoff, you know, last week. I think both that’s for your direct sales and your channel partners. Correct? What was what was the mood on, you know, the t word, you know, tariffs?

I guess, did did did people have any thought? I know it’s still early, but if you look at the markets today, obviously, the market’s reacting to these 25% tariffs, the Mexico and Canada. So curious what your salespeople, people in the industry are thinking?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: It’s really hard to predict as I think we all know. And if I go back to even customer conversations, and this is what our partners are hearing, our customers have pretty strong backlogs in The U. S. The construction backlog is about eight point five months and it’s been that way for the last two years, plus or minus. So that hasn’t changed yet.

But I think there is a degree of uncertainty that in some played out this morning, but in some ways customers need to they need to manage what they can manage and that’s controlling their business, running their business in the best possible most efficient way so that they can weather any particular curveball that might come at them, whether it’s immigration or tariffs. And so that means investing in digital solutions like Autodesk Construction Cloud and build and all of our products, because that’s the only way they have a handle on what’s coming in, where are the materials, who are they getting from, what can they source differently. And the other thing for us is we’re a global business. So it might hurt one country might help another country or a different industry. So it hasn’t it’s uncertain, but I said it’s motivating our customers to invest so that they really have a good handle on their business.

Jason Salino, Analyst: In practicality, like, we all cover software. Like, I don’t cover physical goods. How does it work? Because I don’t think people, like, owners or construction people show up and they’re like, oh, everything’s 25% more. Like, they hold inventory that they’ve acquired earlier.

You know, they’ve got these project backlogs. So, like, there must be some sort of time lag. Like, what are the things that you pay attention to to get a handle?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Well, for us, it’s it’s helping our customers have that handle. Because I I think one of the challenges is, yes, they have, they have safeguards in their contracts for certain types of puts and takes on the cost of steel or the cost of lumber. So those are baked into some extent. So we won’t see how it plays out until time goes by and those things flush through. And the new projects will be more expensive.

However, we still need new roads, bridges, highways, factories, data centers. So it’s a complex situation, but we’re very optimistic because our customers are really resilient. The Autodesk business is resilient as a result of that, and they’ll find their way to the projects that are good projects for them.

Jason Salino, Analyst: Okay. Interesting. One other topic I wanted to ask within construction was your payments, business payments opportunity. I think Andrew mentioned the customer on the call adopting ACC and then also GC pay. I guess how’s adoption been going and I guess how do you see that opportunity near to medium term?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Yeah. So GC pay is a payments application that helps the ecosystem get paid. And what we did there, it’s a good example of our investment strategy or acquisition strategy. So we always look at our portfolio and see where we have gaps and decide if we want to if we should buy it, build it or if we’re going to partner for it. And so this was a place where we really wanted to buy.

So we found an industry leading company to acquire and it’s exceeded our expectations. It really hit a sweet spot for our customers. Right now the business is in UK, Ireland and Australia and The U. S. So we have a great opportunity to scale that.

And the good thing about it is, it’s right now it’s an independent product. So it helps us get into some of our competitor accounts and then we can cross sell and win their trust and get the rest of their construction business as well.

Jason Salino, Analyst: To adopt any other Autodesk products people use?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: You don’t. You can start right with GCPay or PayApps is the other product they have.

Jason Salino, Analyst: Okay. I did want to switch to infrastructure a little bit. You know, that’s been an interesting tailwind and theme over the last couple of years. I guess, how has that business been performing for you?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Very well. It’s an area where we have seen high growth and expect to see high growth. And it’s also a place where you need patience because a lot of the buyers are governments and public sector representatives. So we’ve been on a very steady pace, building momentums with the DOTs, continuing to expand there and building our internal knowledge and focus in those areas as well as advancing our product capabilities. And the combination of our design tools in infrastructure with the construction tools is really powerful.

And that’s how we’ve been able to win over some of these DOTs because as they’re looking to the future, they want a solution that will last five, ten, twenty years. So they’re looking for something that’s modern and delivers on the end to end connection between design and make.

Jason Salino, Analyst: Okay. So when you think about your DOT opportunity, is it more of like a rising tide dynamic since they’re looking at their stacks and they’re modernizing things and then they have funding that they were awarded, I guess, or is it like are they looking to switch completely off or because your competitor has most of the DOTs in the country?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Right. So the way the DOTs work is these days are being instructed basically for certain types of projects that they have to move to digital ways of working. So that’s causing them as they’re thinking about the next decade or more just to reevaluate their solutions. And so that gives us a really great opportunity. And we’re also being strategic.

Like we’ve looked at all the DOTs and we’ve identified the ones that are most likely to be a good use of our time and we’re kind of targeting those. And we’ve been quite successful so far.

Simon May Smith, IR Person, Autodesk: And one of the things that’s going on under the hood is they’re also adopting BIM, building information modeling. And as they go digital and whenever somebody says digital workflows in the cloud and BIM, it’s like sort of all of that bingo. And so that sort of is good for us too.

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Yes. And if you think about a DOT, it’s more than just roads and bridges. There’s other infrastructure that they own. They have to think about water. They have to think about buildings.

So we’re the one that comes in kind of with the whole package and the ability to connect that on a data backbone that will help them manage those assets for their lifetime.

Jason Salino, Analyst: To to that point on having different types of project and different types of work, I think there’s this view that with this new administration, we’re going to see shifts in priorities. So on a net basis, maybe no change to the infrastructure focus. But how could that shift within the portfolio? Like, do you see any areas upticking or downticking? And I guess, maybe we just start that.

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: It’s too early to say at this point, but but if I think about the infrastructure portfolio, I still think roads, bridges, highways, airports are going to be important for us going forward. You might see less excitement about high speed rail in the state of California, for example, but that would be could be replaced with new semiconductor factories. There was just an announcement today about TSMC building a big factory in The U. S. And then the other area too is also AI.

These data centers are coming and there’s we need a lot of them and those seem to be on a very smooth path to have continued investment.

Jason Salino, Analyst: Okay. And then several years ago you acquired Innovise. I think that within your infrastructure opportunity the view is that you could see some good cross sell opportunities. And then obviously, you have this big EBA cohort that didn’t have Inovise three years ago when they may have renewed. So I guess where does I mean, not just Inovise per se, but where does the cross sell like opportunity with the kind of the year shaping up?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Yes. So the water portfolio that we acquired matches really well with our existing capabilities with our civil infrastructure products. And so the the first thing we had to do with water was take 3,000 SKUs and get them down to a manageable set that could be managed across the Autodesk ecosystem. So that’s happened. The second thing we needed to do was move them from perpetual licenses and maintenance to subscription, almost done with that transition and now we’re really ready to scale.

The EBAs, the named accounts jumped on pretty early because we’re able to support them right out of the gate and now we’re really looking at how we scale globally through the channel and through other Autodesk employees. And we just hired a new Head of Sales for the water business. And the great thing about him is he’s the one who got fusion into the channel at Autodesk. And so he has really great experience in taking something that’s new and helping the channel partners figure out how to how to do business around it.

Jason Salino, Analyst: Okay. And then maybe we switch gears to the a. I mean, the architecture business is your bread and butter. It’s where you’ve got the most market share. It’s your most mature business.

How are your architecture customers thinking about the the next couple years? I know you talked about it having, like, strong backlogs.

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Yeah.

Jason Salino, Analyst: But I kind of interpreted that as being more of your construction customers maybe or maybe I’m wrong.

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: They both they all have they all have strong backlogs. They all have more work than they have kind of manpower to do and they all have margin pressures. And so what they’re really looking for us is how do they kind of do more with less because they don’t have as many employees. And so that means automation, that means AI, that means investing in a common data environment so that they have a single source of truth for all their projects. And for many of them that means connecting to downstream.

How can they help with pre construction? How can they help with handover to the general contractor so that they’re adding more value further down the process?

Jason Salino, Analyst: Okay. And then when we think about your architecture business, like are there any like hiring trends that you’re seeing? Or I guess, I guess, what are you seeing in some of these, like, forward leading indicators for that segment?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: So I don’t I can’t really respond to hiring trends. Again, I think, in general, there are positions and there are, you know, there’s gaps for people. But if I think about the types of projects they work on continue to shift, right? The there’s more happily, there’s more office conversions finally happening. We talked about that for several years now, but they’re actually really starting to happen.

So people are investing there. We talked about AI and all of the data centers that are needed, lots of energy there. And we still have a housing a global housing crisis. So countries all over the world are still trying to figure out how do we house our people as they’re moving more to cities. And lots of work is happening there too.

Jason Salino, Analyst: And then I did want to ask about Revit. You know, it’s your product that I think a lot of people underappreciate, maybe your customers too. So maybe can you talk about some of the value that you’ve added to it over the last few years? Absolutely.

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Couple of things I think that are really important. One is sort of performance, stability, capacity, all the things that make the person who comes in every day and fires up Revit like really, really happy. The other thing we do is because we have such a huge Revit community, we have lots of different listing posts with those customers. And so then we take all that information and figure out what are the most important things that have the biggest impact on the current users. So we do hundreds and hundreds of new features for those people.

But then we also look at the types of projects they’re doing. So we invest more in structural steel or things for concrete as we kind of analyze where our customers growing and where do they need more capability. And then the other cool thing is AI kind of floats all the product boats at Autodesk. It doesn’t matter if it’s a desktop product or a cloud product. As we’re building our AI capabilities, they’re permeating across the entire portfolio.

So Revit customers can access the Autodesk assistant, which is going to guide them through learning the product, getting help, very much a low touch, but much more knowledgeable assistant, if you will, and how they use the product. And we’re continuing to add capabilities across the portfolio that are based on AI that will just drive that productivity and make them feel like we’re delivering value to the current subscription they have today.

Simon May Smith, IR Person, Autodesk: Maybe talk about how Formaa and Revit sort of

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Yes, sorry. And then we have our industry cloud. I think it was that the next question, I don’t know. But we’re also future proofing those customers and their investment in Autodesk with our Formaa industry cloud. So as we think about connecting design and make in the future through the cloud, Revit is a huge part of that and we need the we’re working on getting Revit is connected to Autodesk docs and our which is our common data environment and we’re building workflows between Revit and the Forma industry cloud so that the Revit customers have an on ramp and we’re adding value to them as we go.

So they don’t have to worry about switching costs or anything like that. They’re just coming along to the future with us.

Jason Salino, Analyst: I think maybe I’ll just ask one more question on this topic. So I understand that you’ve got some plumbing to still do with the form of Mhmm.

Simon May Smith, IR Person, Autodesk: Kind of

Jason Salino, Analyst: your AI licensing and and whatnot. But can you, like, describe because I we get this question a lot. Like, what would an AI offering look like for Autodesk? Like, what would it be from, like, a design perspective? I know you used to be, kind of leading edge with generative design.

Mhmm. I remember seeing that chair example with all the holes in it. You know, It was very light. I’m sure it was durable. Didn’t look so great.

But like what could this mean for like architecture building rendering? Give us that kind of

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Okay. So it doesn’t mean one thing. So it means there’s three ways we’re approaching AI and there’s easy AI and there’s hard AI. But if we think about some of the easy AI, this is everyday productivity, this is anticipating maybe your next move in a product and doing that for you. It’s helping you understand where you might not be using certain capabilities that would make your life easier or an upsell cross sell.

Maybe you’re doing something and the AI can detect, oh, hey, this is way better in this cape in this product over here. Maybe you want to check that out. So that’s kind of what I would call more of the easy productivity pieces. And then on the far other end of the spectrum, you have kind of the generative, like how do we actually create geometry. And so we are training a large building model and a large manufacturing model.

In Fusion, we’ve already delivered some features that automatically constrain geometry. So if you know something like supposed to be like parallel, it’ll add that for the user. And in AEC, we’re also looking at what kind of workflows we could enable there. I mean, you can imagine in the future, understanding from a low level of detail building, maybe helping people do estimation, so they know early on how much structural steel they need or or how much contract they need. So taking decisions that get made further in the process up to the beginning and then starting to create geometry, create documentation.

But we still think a human will be involved. So I think the AI is great as an assistant, and a helper, a worker on your shoulder, but we’re still going to need the talented skilled licensed engineers and architects to kind of make sure that everything is hanging together in the end.

Jason Salino, Analyst: And there’s only, like, thirty seconds left, but I like to end with a fun question.

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Oh, okay. That was fast.

Jason Salino, Analyst: Yeah. No. It’s twenty five minutes. It goes by quick. I don’t know if I’m supposed to know this, but I think your husband may or may not have owned an ice cream store.

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: We did. Gosh. Yes. So,

Jason Salino, Analyst: favorite ice cream flavor?

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: He was the one with the fun job. We own the Cold Stone Creamery. I like chocolate with Heath bar and caramel sauce

Jason Salino, Analyst: together. That sounds good. Great.

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: Now I’m really dying for that. That

Jason Salino, Analyst: sounds delicious. Anyways, with that, thank you, Amy. Thank you, Simon, and hope everyone

Amy Bunzel, Leads the architecture, engineering, and construction business, Autodesk: will have

Jason Salino, Analyst: a great time. Thank you.

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