The Trade Desk, Inc. (TTD) Q1 2019 Earnings Call Transcript

We have not seen diminished spend in Europe as a result of GDPR. From our perspective, consumer privacy and relevance are both attainable. GDPR helps to create a better internet by establishing guiding principles for marketers. It pushed companies to be clearer about the quid pro quo of the internet and how it works. Our proactive approach to data privacy has strengthened our relationships in the region. We have built trust with publishers and customers and we continue to win new spend and build closer relationships with content owners. We think GDPR and the success we have had in this region sense its leadership can be a blueprint for other regions that implement general data and privacy regulations.

We are laying the groundwork for additional success in Europe. Coming out of my meetings here this week, I am more optimistic than ever about what is possible in the UK and in Continental Europe in the months and years to come. Another key region for The Trade Desk is Asia, where the largest middle-class in history is emerging and consuming digital content at unprecedented rates.

After two years of laying the foundation, we officially launched our platform in China in Q1. Our inventory partners include Baidu, Alibaba, Tencent, and ITV iQiyi, all regional must have content providers with premium inventory for advertisers. We’ve also built out the appropriate data

infrastructure conforming to Chinese law. Our account teams are equipped with clear onboarding procedures. The Trade Desk is fully open for business to global brands wanting to reach Chinese consumers. One great example of the outside-in approach to China is a global luxury retail brand that wanted to showcase their latest collection. Their agency used The Trade Desk, so all campaign management and reporting could be consolidated on one platform. The goal of the campaign was to drive more visits to the luxury retailer’s site. After just a few days of running the campaign, the agency decreased the advertiser’s cost per visit by 25%. It was a huge success. There are many opportunities like this for global brands to reach consumers in China on our platform.

At our China launch event in March, Benson Ho, the Chief Data Strategy Officer of Tencent Marketing Solutions, stated that we are aligned on three core principles. First is our mutual desire for transparency. Second is the combined focus on delivering premium inventory to global advertisers. And third is the ability to properly put third-party data to use. He also said — The Trade Desk has built a great team of people in our Shanghai and Hong Kong offices. He pointed out on stage that our business is driven by relationships. While this is true everywhere, this is especially true in China. This is how we are laying the foundation for long-term success in China. China is a long-term investment. We are only at the beginning, but I have never been more optimistic about our prospects in China. I look forward to updating you more on our progress as we continue to grow our business over the long-term.

I also want to highlight some of the key growth initiatives. First, we are again seeing exponential gains in our Connected TV business. Nearly every quarter, we have some breakthrough to report in this key channel. Q1 2019 is no exception. Our CTV inventory continues to grow. More channels, users, and more ad opportunities joined our platform this quarter. In Q1, advertising slots available through our platform increased over

3x. We invested in the infrastructure early to support CTV inventory and by nearly all measures, we were ahead of the curve, and as this market evolves, no one is better positioned than us to reap the rewards than us. It’s better to be early than late.

Five years ago, when I was predicting the advent of internet-fueled TV to replace linear TV at a faster pace than trends suggested, critics would always counter that traditional TV had staying power. I heard over and over again how live events, especially sports, would make TV lovers

keep their beloved cable subscription. Now, nearly every major live event is available on demand and accompanied by fewer and more effective ads. Live TV is perhaps better suited to the real-time nature of programmatic monetization. Unpredictable commercial breaks and unexpected overtimes are better monetized in programmatic than in traditional advertising.

In live events, we are accessing more inventory than ever before. The NCAA March Madness Basketball Tournament is just one example. March Madness was incredibly successful for The Trade Desk. We saw more spend on our platform than we have for any other live sporting event to date. Given the spend we’ve seen in the past from the NBA Playoffs, MLB’s World Series, the Superbowl, the World Cup, and now March Madness, we expect this trend to continue. Even with this tremendous growth, we’re still just getting started with CTV. eMarketer reports that

2.8% of all television advertising spend in 2019 will be in programmatic. While that represents a solid upward trend, we believe that, before long, virtually 100% of TV ad buying will be transacted programmatically. As an industry, we have barely started.

Linear TV continues to lose ground to Connected TV and other channels. There are fewer viewers, more ads, and higher CPMs. According to Cord Cutters News, Comcast, Verizon, and AT&T had over 900 thousand people cancel their pay TV services in Q1 alone. If the trends continue, they could collectively stand to lose over 3.5 million subscribers this year. Ultimately, this is an unsustainable model. That’s why we have a focused presence at the current TV upfronts. If you’re not familiar with the upfronts, it’s an annual gathering where networks and other content providers present their new shows to advertisers. Advertisers commit the bulk of their annual TV spending at these upfronts. These commitments have often been based on instinct and relationships with no measurable sense of how that advertising will perform. It’s an old-school, analog way of doing business.

Programmatic ad buying wasn’t even on the radar at the upfronts a few years ago. As more TV content is consumed on connected devices, advertisers realize they can apply a more data-driven approach to TV advertising and become much more precise in their campaigns. Changes to the upfront process represent the biggest opportunity for stair-step growth CTV may ever see.

The generational convergence of the Internet and TV has started to shift the entire TV industry toward programmatic. A growing number of brands and agencies now require that a portion of the upfronts be transacted programmatically. Many have asked us to help them to actively navigate this new digital upfront environment. This is the first upfront season where we’ve been involved like this, but we expect the trend to continue. Because of our early investment in TV, The Trade Desk is in the right place to meet the needs of both content providers and advertisers as they shift to programmatic TV buying.

Our value proposition to advertisers in CTV is massive. We have incredible scale. We currently reach 80 million households worldwide through our CTV inventory and that’s up from zero just a few years ago. The scale of our reach is at least 3x the size of the largest MVPD. In fact, it’s nothing but upside at this point. So, we expect CTV to be a key growth driver for us again in 2019.

A second key initiative we’re excited about is the growth in data-driven spend on our platform. It’s just a fact that data-driven decisions are better than guessing. The choice for advertisers is clear. When it comes to guessing or a data-driven campaigns, data wins every time. With The Trade Desk, advertisers have the tools to become data-driven in all their decision-making in a way that protects consumer data and privacy. Since the launch of our Next Wave product last year, data spend growth and usage has accelerated. Data spend increased 80% year-over-year. Media buyers using data have also significantly increased. We have still only scratched the surface on what we can do with data. The data usage will be significantly higher as the years go on.

This is a good time to remind everyone that our approach to data has been the same since Day One. Unlike walled gardens, The Trade Desk doesn’t need directly identifiable information to create relevant advertising. We don’t need names or email addresses or phone numbers on our platform to target advertising effectively. It’s not part of our business model and never has been. In the current environment, that positions The Trade Desk well as a compelling alternative to the duopoly of Facebook and Google for advertisers who value data transparency and privacy. Our strategy is working, and we are winning.

The final initiative I want to highlight today is our commitment to enhancing the effectiveness of programmatic advertising by providing a unified ID for the entire industry. Our Unified ID solution involves The Trade Desk giving away our cookie ID for free to SSPs, publishers, DSPs, DMPs, and data providers. Doing so helps improve the efficiency and performance of the entire ad-funded Internet. Match rates are improved — giving advertisers more effective targeting and the number of syncs taking place in the ecosystem are massively reduced, giving consumers a better ad experience. Momentum has accelerated. Today, more than half of all header bidding auctions are completed using our Unified ID technology. The largest independent SSPs in the world are seeing match rates with us of up to 99%. As we hoped, our unified open ID is becoming a common currency for the open Internet.

Finally, we are continuing to make large investments in areas critical to our future. The Trade Desk has always been about innovation. We are pushing the pedal to the metal to innovate and grow more quickly than others in our industry. We are confident we can invest in areas such as

CTV, data, global expansion, and creating a safer programmatic environment. We also continue to invest in our infrastructure to support business and data processing growth worldwide. All of these areas are critical to grabbing additional share over the long term. We expect the investments we are making now to yield significant results in 2020 and beyond.

In conclusion, The Trade Desk had a strong first quarter in 2019, extending our strong run from 2018. Our foundational business model of independence, objectivity, and transparency continues to be validated in the marketplace. The contrast between our offering and the walled gardens

continues to propel our momentum. Our investment in key regions and channels has yielded great gains, so we will continue to invest wisely as new opportunities emerge. We are executing well and the secular tailwinds for our business are strong. There is every indication we will see continued significant growth in 2019 and beyond.

Now, I’m going to turn the call over to Paul to discuss our financials.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”67″>Paul Ross — Chief Financial Officer

Thanks, Jeff, and good afternoon everyone, and good morning to those investors joining us from North America. As you’ve seen in the numbers, we are off to a great start in 2019 with strong Q1 financial performance and execution. Revenue increased 41% year-over-year. Adjusted EBITDA increased to $24.7 million and GAAP net income increased to $10.2 million. We achieved this while we continued to invest aggressively in areas critical to our future growth, such as on our platform, while adding to engineering and sales talent.

Revenue for the first quarter was $121 million, which was above our prior expectations, and reflected increased spend by our existing customers plus the addition of new customers and advertisers. For the quarter, approximately 89% of our first quarter gross spend came from existing customers who’ve been on our platform for over a year.

With the growth of our business, our operating expenses grew to $115 million. This increase year-over-year was due to sales and marketing as we scale for future growth. The year-over-year increase also reflected higher G&A expenses which takes into account stock-based comp, and we expect G&A to moderate as a percentage of revenue in Q2 and in the back half of the year.

Income tax was a benefit of $4.8 million in the quarter, mainly due to the tax benefits associated with employee stock-based awards, the timing of which can be variable.

GAAP net income was $10.2 million for Q1 or $0.21 per fully diluted share. Our adjusted net income was $23.1 million or $0.49 per fully diluted share compared with adjusted net income of $15.3 million or $0.34 per share in the comparable period.

Adjusted EBITDA was $24.7 million with a corresponding margin of 20% of revenue during Q1. The increase in adjusted EBITDA dollars reflects the strong growth of our top line, offset by our increasing investments in product, people, global expansion, and corporate expenses.

Net cash provided by operating activities was about $10 million for Q1 and our trailing 12 months of operating cash flow and free cash flow were $84.5 million and $55 million, respectively.

We continue to have zero debt on our balance sheet and our total cash, cash equivalents, and short-term investments exiting the quarter was $218 million. Please note that short-term investments is a new line item on our balance sheet, and represents an opportunity to earn a return on our unused cash.

Our DSOs at the end of Q1 were 95 days, a decrease of 1 day from the same period a year ago. DPOs for Q1 were 76 days, a decrease of 2 days from the same period a year ago. For Q2 of 2019, we are expecting revenue of $154 million, and adjusted EBITDA of $46 million. For the full year 2019, we now expect revenue to be at least $645 million, revised upward from $637 million last quarter. Adjusted EBITDA is now expected to be at least 29% of revenue.

I will now turn the call back to Jeff for final comments and, of course, Q&A. Jeff?

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”78″>Jeff Green — Founder and Chief Executive Officer

Thanks, Paul. 2019 is off to a great start for The Trade Desk. We exceeded our expectations for the first quarter and are raising them for the year. The fundamentals of our business are solid, and we continue to scale up well. As the worldwide advertising market moves toward a $1 trillion in a few years, we are well-positioned to win a large share of the programmatic portion of that market. We invested early in key markets and channels and while we are pleased with our initial gains, we see far more upside yet to come. All indications are that our business is poised for increased

success in 2019 and beyond. The future has never been brighter.

That concludes our prepared remarks. Operator, let’s open it up for questions.

Questions and Answers:

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”83″>Operator

Thank you. At this time, we will be conducting a question-and-answer session.

(Operator Instructions)

Our first question comes from Youssef Squali with SunTrust Robinson Humphrey.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Youssef Squali — SunTrust Robinson Humphrey — Analyst” data-reactid=”87″>Youssef Squali — SunTrust Robinson Humphrey — Analyst

Great. Thank you very much. Jeff, you mentioned mobile as a driver really as the first driver of spend growth this past quarter. One question we often get is around the upcoming changes to Chrome which ultimately may hamper the ability for advertisers to use cookies to track and target. So, really just wondering how you guys expect that may affect the mobile online ad environment in general outside of Google and The Trade Desk in particular. Thanks a lot.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”89″>Jeff Green — Founder and Chief Executive Officer

Awesome. Thanks Youssef for the further questions. So, I actually feel like we’re a little bit fortunate in the fact that our prepared remarks were couple of minutes shorter than usual. So, I’m going to take actually a little bit of extra time to explain this change more than I would, otherwise because we just have a few extra minutes and — because so many changes have happened so quickly. This has been something I’ve talked a lot about over the last couple of days.

So, first, let me give a little bit of context. As many of you know, Apple made some changes called ITP to their browser where they decided to just block of the use of all third-party cookies about a year ago, and replace it with what they called ITP which was essentially an algorithm that would decide what third-party cookies would be allowed to persist, instead of both first party and third party doing well no matter what, or to existing on the browser no matter what.

Google has a different challenge. Because of course, Apple doesn’t make any of this money through advertising what we saw directly and Google makes 95% of its money through advertising and of course Chrome have much more market share. So, a lot of people been watching Google and the privacy pressure and some of the things being set out of Chrome saying what changes are they going to make. And in the last couple days, they made their announcement and I’d like to just explain exactly what they did. So, basically, they decided to give — they tried to thread the needle between relevance and privacy and I think Google did an amazing job and did a very good thing, which is as they gave users more privacy control. So, any consumer who wants to can go in and turn off third-party cookies, so unlike Apple who would kind of did by default and then hit behind that sort of algorithms to decisioning or the decision was hidden behind the algorithm, but Apple hit — but the decisioning was behind it.

In this case to expose that to consumers, and the user will now have a user interface where they themselves can manage and remove cookies if they want to. I don’t expect that a lot of users will do this, when users have been given the ability to do so in other spaces, they don’t take advantage of it. But they will have that control.

Second, they’d ask of the Trade Desk and other ad tech players to plug into an API that will allow us to basically disclose to consumers how we use their data. And honestly, we’ve never had a place to share this with consumers, because our relationship isn’t direct with consumers. So, we are delighted at the opportunities to put this in front of them and share with them essentially how benign the impact is that we have. We don’t know all the things that Google or Facebook or even a consumer data company knows and because we don’t transact them personally identifiable information. We’re actually excited to share the insights, because we think we too can share how we’ve struck the balance between privacy and relevance.

Google also basically got rid of this ability to fingerprint. So, there are a number of companies who were sort of pushing the envelope in the way that they extract data from Google and they found ways to just further restricted. We don’t expect that to have any meaningful impact on it. We understand both the objective, and at least at the high level what the mechanics are going to look like. So, we don’t expect that to have any material change to us.

And then the last thing is, if — so if you are in Google’s position and 95% of your revenue comes through ads and you also want to create a better Internet and you recognize that in order for the Internet to thrive, premium publishers have to get premium CPMs. So, if they were to take away targeted advertising and what is an $8 CPM on The New York Times today turns into $4 CPM. Then The New York Times is going to be out of business. But that’s — it is — that’s what it’s stake. So, Google didn’t want to screw that up. So, they actually implemented a forting, of which is, nascent market might they implemented it, they announced it, they haven’t implemented in. But they announced to think on the same size, which basically gives publishers like the The New York Times, the ability to go in and say, treat this third-party vendor whether that’s my CRM or that’s my payment gateway or that’s my ad tech partner, treat them like a first-party cookie. So, this third-party cookie is actually — essentially the same as my own site and that makes it possible to prevent throwing the baby out with the bath water and putting the all the burden on the algorithm.

I think if there is any meaningful adoption of consumers opting out, it will then bands the question or force the discussion with companies like The New York Times between them and their users to say, if you give at a targeted advertising, you turn $8 CPMs into $4 CPMs, and I can’t run my business anymore. So, I need to explain to you the equivalent for the Internet you need to opt in. Please help me find a way for me to give you the service that I’ve always been giving you, this same type technologies becomes the safety net to that discussion, so that they don’t run any risk of messing up the quid pro quo of the Internet, while at the same time striking the balance between privacy and relevance. All of this is perhaps more detailed than a lot of investors. I just want to know, but here is the punch line. Google made a significant number of minor changes, which increased our privacy controls for consumer and made the Internet better. It did not have any impact on relevance. We do not expect it to have any material change on our business and most of these changes, we welcome because they will make our business better and any of those others that were sort of shrugging our shoulders out don’t have a negative impact on our business at all.

So, overall, this is a very positive change for us. It’s good for the industry. When I spoke to Google yesterday, my very first question is, is there more coming or is this bulk of it? And they said — this is it. As more details to come on these specific things. But in terms of like major headlines, this is it. So, I’m super excited of the change — promise made. I actually look at Google as a partner on the issue of privacy. We’ve done a lot over the years on both fraud prevention and privacy, and we are very much in the same boat on being — on wanting the better Internet, but also wanting to preserve relevance and monetization in order for the Internet to pay for itself.

So, I think in the last week, there has been a huge stepped forward and The Trade Desk will benefit from it. I’m so glad you asked this question, and thanks for letting me go a little bit longer on this one.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”100″>Paul Ross — Chief Financial Officer

Thanks Youssef. That’d be the next question.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”102″>Operator

Our next question is from Brent Thill with Jefferies.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Brent Thill — Jefferies” data-reactid=”104″>Brent Thill — Jefferies

Thanks. Jeff, just on the strength in OTT as in the spends of 3x. I was just curious if you could lay out how you think the year evolves, on the what inning you’re at, and any other notable items that we should highlight? And maybe just a follow-up on TTD’s unified ID and how that plays into the first question as a quick follow-up? Thank you.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”106″>Jeff Green — Founder and Chief Executive Officer

You bet. So, I’m going to actually answer them in reverse order, just because the unified ID question is in some ways an extension of the first question on the current changes. So, because Google has created this or announced this mechanism of same size which enables publishers like The New York Times in my example, to identify partners whose cookie should be treated as a first-party cookie. It makes all of the work that we’ve done in unified ID even more important and a more strategic advantage or asset to us than it was even a week ago or a year ago. And I’m excited that some of you investors may have known that in this quarter we announced that we’ve been fully adopted in the two major forms of header bidding as the ID that gets transacted in header bidding.

So for those of you that may not follow what that means, basically in most auctions today, there is a technology used called header bidding. And that means that we get to participate in every ad opportunity that a publisher wants to sort of test the market before they allow their ad server to monetize it.

And because most publishers, especially most premium publishers, all use some form of header bidding and the fact that there is only two standards for header bidding, means that if you want to implement an ID or a common currency, you have to integrate with both of those. The first one we integrated was index, and we found 99% match rate for that ID, which means that there is a common currency in that header. And then a month ago, we announced our partnership with the open source header implementation, which actually has the lion’s share. And now our ID is transacted across all of those. So, that means that in my view, we’ve now become the standard — the standard currency of the open Internet for an open ID. And that means that if you’re The New York Times and you are trying to figure out which cookies and which partners you are going to keep in your more controlled and more protected environment, there is no question that you’re going to use the ID that is the currency of the open Internet.

And the fact that all the major SSP’s even many DSPs and DMPs have adopted our ID now and you can just go back and look at all the headlines and the press releases that we’ve made over the last six months. So, our ID is quickly becoming ubiquitous, and I believe if it wasn’t Checkmate, we’re close to it, when both of the header implementations adopted our ID. So, the trend is amazing. I mentioned The New York Times as an example just because I think journalism is so important, and also there is a lot of pressure on it. But we’ve actually had several of the biggest names in journalism adopt to our ID directly to just make sure that they have the best chance at a 100% match rates with all the monetization of the open Internet. So, with that sort of momentum, I believe that if we’re not at the pace of being unstoppable on this initiative, we’re very close to it.

The second part of your question — or I’m sorry, the first part of your question on the Connected TV, I’ll just remind everybody that we announced 3x year-over-year growth on spend and 3x year-over-year growth on the inventory. We now have hundreds of advertisers spending over $100,000 a month, I think that’s right, a month that’s right…

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”112″>Paul Ross — Chief Financial Officer

Over in the last quarter.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”114″>Jeff Green — Founder and Chief Executive Officer

…over the last quarter. Okay. I can’t remember the time frame. And that 3x growth just continues to be indicative. I mean you’ve heard us measure everything and ask us now for years when it comes to Connected TV. So, it’s just indicative of all the growth that we’re experiencing, more and more happening in live television. And this amounts of conversations that we’re having with content owners directly is perhaps the bullish that are the most bullish qualitative thing that I can share. I mean, everything in the numbers is very bullish. But beyond just the virtual MVPDs and the aggregators, because our conversations are so strong with content owners. And especially just having conversations of the upfronts and having conversations with the biggest players of the upfronts about redesigning the way upfronts work as it relates to digital and putting more and more into programmatic, those to me are the most exciting parts of sort of future growth potential in our business. So, the very biggest conversations that we’ve ever had on CTV are happening right now .

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”116″>Paul Ross — Chief Financial Officer

Thanks, Brent. Next question, operator.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”118″>Operator

Our next question is from Shyam Patil with Susquehanna.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Shyam Patil” data-reactid=”120″>Shyam Patil

Hey, guys. Congrats on the great quarter. Jeff, just on Europe, you mentioned in your prepared remarks that you’re more confident about what you can achieve in that market. I was just wondering if you could talk a little bit more about that, you know, what you’re seeing on the ground, what excites you the most? Thank you.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”122″>Jeff Green — Founder and Chief Executive Officer

You bet. So, I’d like to start by talking about Germany, while I’m doing this call from London, I’ve spent the last week in Germany. So, Germany for the last two years has grown over a 100% each year, last year it grew by over a 100%. It has a record quarter again incidentally as did the UK. But one of the things that I’m especially optimistic in Germany, it is the approach that the biggest players in Connected TV and in even traditional television, the approach that they’re taking to the market. As perhaps none is bigger than RTL who I don’t mind mentioning that — what we spent some time with this week. RTL made a very bold decision that I actually think many companies around the world should learn from, and that’s they noted that Google had very aggressive economics than YouTube, would take a very healthy rev share and while they would produce the most premium content. YouTube represented sort of a richer deal for the MVPD if you treat YouTube like that as distribution, then they had ever shared in traditional television. So, they made the decision to not let any of their content go on YouTube and sacrifice millions of dollars up for the long-term.

So in the short-term, it will cost them millions, and in the long-term, they felt like that would make them create better relationships directly with the consumer as well as focus on other distribution. So, that they never became too dependent on YouTube. That both paid off for them, but it’s also made them lean more into our partnership. And so we spend a lot of time talking about how we can do more together, how we can redefine the upfronts, but that also had a huge impact on our business. So, part of the reason for that 100% growth is, because if you want to get access to some of the most premium content in Germany and that’s not just isolated to RTL with similar conversations with (inaudible) and others, if you want to get access to the most premium inventory, you can’t get that through DBM or — sorry DV360 or YouTube and that’s brought a lot of customers to us.

We also had over a 100% growth again in Spain, both the UK and Paris who are both slightly more mature markets are continuing to grow faster than the U.S. and we continue to gain ground. I continue to believe those are some of the best opportunities around the world for us to grow. I spend a lot of time talking about Asia, but that’s because of the sort of a secular tailwinds of the entire macro economy and what I believe that the global economic sort of tailwinds are going to provide. But the fact that — or that Europe or EMEA is a more mature media market, but still represents a very small minority of our total spends. It represents in the short-term one in the best places for growth and by the short-term, I mean like half a decade or so. That we’ll continue to see outpaced growth in EMEA. So, I’m now leaving the time that I’ve now spent in London and in Germany with more optimism than I’ve ever had for EMEA and especially because of CTV.

One last I’ll (ph) go of just a conversation that I had here in Europe, when we were talking about expanding our partnership we said — hey, we should do things in other channels to not just in CTV or not just in video and all forms of video, CTV being part of that. They said — oh, wow, you do more than that. I thought you guys were just a video company, which made me just so delighted that we’ve done so well in Europe on video and CTV that despite the fact that we started our business in display and/or while we were early to market, it’s one of the youngest channels that we’ve been in. It’s been amazing to see and define ourselves as a video company, especially given that at end state I expect video and all its forms to be roughly 50% of our part and the global part.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”127″>Paul Ross — Chief Financial Officer

Thanks, Tom. Operator, next question.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”129″>Operator

Our next question is from Mark Mahaney with RBC Capital Markets.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Mark Mahaney — RBC Capital Markets — Analyst” data-reactid=”131″>Mark Mahaney — RBC Capital Markets — Analyst

Great. Thanks. Two questions. I know you had a lot of questions on the last quarter earnings call about — to setting expectations on China and materiality on China, so I’ll just repeat the question this quarter. When do you think it’s realistic to expect material contributions from that market?

And secondly, maybe doesn’t matter, but that you haven’t really talked about or you’ve indirectly talked about Next Wave this call, but it’s been more specific the last couple of calls. And maybe that’s just now an integral part of your product, but can you just talk about adoption you’ve seen and impact on spend, and maybe it’s embedded in your comments about the digital or the data spend that’s the growth of that, but just any more color on that would be helpful? Thank you.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”134″>Jeff Green — Founder and Chief Executive Officer

Welcome. Well thanks Mark. So, first, it relates to China and expectations for when materiality will come. In China, it’s something that we think we have to play the long game and we’ve for a long time been in the business of establishing relationships with Baidu, Alibaba and Tencent. I think we’ve done a great job of setting the expectations with them and we’ve also sort of restricted our growth if you will in China by saying, we want to start by only bringing incremental dollars to Baidu, Alibaba and Tencent, and to make it very clear that it’s incremental. So, it doesn’t seem like we’re taking money that they’re already getting and then simply taxing it, which would make it, so they would be incentivized to not keep us around, but instead to focus on getting them incremental spend.

And we’ve done that by leveraging the relationships we have all over the world and especially with the global headquarters of both brands and agencies to bringing incremental spend. I had a meeting about that very thing here in London today. So, it’s something that we spend a lot of time talking about. But because our numbers are so big in the amount that we spend in total and we’re just getting started, I don’t expect it to be material for some time now. That said, at the end of March in Q1, we launched our product GA, I was on the stage with Benson, the Chief Data Strategy Officer at Tencent as I mentioned in our prepared remarks. Our dialogue with companies like Tencent and Baidu and Alibaba are — is better than it’s ever been. I’m really optimistic, but I expect it to go slow, and move the needle on a P&L that’s as big as ours when you’re just getting started, it’s going to take years. So, I’d expect that to take time.

On the Next Wave launch, it’s rare when you launch a new product that you see adoption happened so fast when you support both. So, I just wanted to be clear. We support what we now call classic, so people want to use our old system, because it’s a totally new workflow to adopt Next Wave. That’s fine. They can use our old system. We just tried to make our new products so good that they would choose it. So, we don’t want to force them to, we wanted them to choose it.

And I’m really excited to report that at the end of 2018, we just been over 50%, five-zero. But today, we’re over 80% in adoption and we feel like we have a very clear visibility on how to get the remaining 20% that has had a huge impact on us, first of all, reducing CPMs for our clients. So, the algos those that have come with the product has — have actually made more money go to working in media and lower the cost of that of the same inventory that they were buying. But it’s also layered on more data which is both good for us and for them, they are sort of ultimate win-win which is the best explanation for why cross device spend is up 200% in Q3, was up 300% in Q4 and was up 300% again in Q1. So, 300% two quarters in a row. That is a commentary on both how strong our offering is in Next Wave, but also how important it is to be global and omni-channel in your offering.

So, I expect by the end of the year to have that 80% much closer to the 100% mark and by early next year actually turning off classic, because we’ll have full adoption. And incidentally by turning off classic and all the effort that goes into supporting it, it will unlock engineering resources to go build more differentiation and continued to just create more and more separation between us and our competitors.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”140″>Paul Ross — Chief Financial Officer

Thank you very much. Operator, next question.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”142″>Operator

Our next question is from Vasily Karasyov with Cannonball Research.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Vasily Karasyov — Cannonball Research — Analyst” data-reactid=”144″>Vasily Karasyov — Cannonball Research — Analyst

Good morning. I have a question on the Hulu. The CEO of Hulu at the Investor Day that Disney held actually called out that they will be investing heavily in automating this ad sales process, and I believe that refers to the private marketplace that they launched in January 1st and where The Trade Desk is a partner. So, I was wondering if you can tell us more about the role of The Trade Desk in that private marketplace, and how do you expect this private marketplace to evolve now that Disney is in control and really focused on automating the ad sales process?

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”146″>Jeff Green — Founder and Chief Executive Officer

Yeah. It’s one of the most exciting things happening in TV. And the reason why just to give a little top line color is, you know, if you were to go down your Amazon Fire TV box or your Roku box and just see which ads are most popular. Netflix would likely be first, Amazon would likely be second, and on many people’s TV, Hulu would be third. And therefore, representing the first ad funded app in that stack front. So, I think Hulu is a very important case study, it’s an important Tea Leaf. I’ve been saying for years. They are one of the Tea Leaf companies of all of media. And I’m not sure that there are any two companies beyond Hulu and Spotify that represent Tea Leaf companies more than those two.

But Hulu as you pointed out, announced in January that they’re opening up their automated biddable marketplace. This is really exciting, because in the past there’s been some sort of channel conflicts between their direct sales team and programmatic and so they’ve gotten rid of that. So, that we actually — they put it into one market which is great for them, because then you consolidate all the demand, so it competes against each other. And it’s great for us because all we’ve been asking for years, just give us a chance to compete and that means that our buyers will be able to dynamically influence pricing that will give us access to more inventory and we fully expect to become a bigger and better partner to Hulu than we’ve ever been. And I think we’ve been one of, if not the most important programmatic partners that they have.

So, I expect long-term to be their most important source of demand and price discoverable inventory and premium content is an amazing combination. So, I think what they’re doing is really innovative and I couldn’t be more excited about our partnership and the opportunity.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Vasily Karasyov — Cannonball Research — Analyst” data-reactid=”150″>Vasily Karasyov — Cannonball Research — Analyst

Thank you.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”152″>Paul Ross — Chief Financial Officer

Thanks Vasily.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”154″>Operator

Our next question is from Tom White with D.A. Davidson.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Tom White — DA Davidson — Analyst” data-reactid=”156″>Tom White — DA Davidson — Analyst

Great. Thanks for taking my question. And thanks for the kind of expounding on the Google Chrome changes. Related to that, I was just hoping you could help me understand how to think about your data products, your data offerings within the context of those changes? Is there kind of unique exposure to that part of your business from these changes?

And on data, does — you know it seems, like you pointed at your Analyst Day that the number of data segments per campaign has been growing significantly, does that increasing mix of data kind of raise the regulatory risk profile of your business at all? Just curious how you think about that? Thanks.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”159″>Jeff Green — Founder and Chief Executive Officer

Yeah. So, I don’t believe that it creates any meaningful risk. In fact, I think it’s kind of the opposite. I think everybody in that space has been afraid of what changes are going to come and how do we need to respond and there is a fear, you know, what I’m talking about it very publicly the Mark Zuckerberg, here into Washington, I think it scared Facebook, I think it scared Google and scared them in part, because legislators especially in the U.S. don’t really understand all the mechanics and that made it, so the technology companies are more afraid of them. And so the fear on sort of bullseyes has raised that people are trying to figure out what to do about it.

And in light of Google’s changes, I think Google has also been fretting about it, what do we do, because 95% of our revenue comes from advertising and that’s not something that Apple have to deal with. And if you’re in Google shoes, you’re probably looking at Facebook saying, we have to do better than that. And so they’re just they’re sort of an uncharted territory trying to figure out what to do. And what’s in my view they did is they gave a clarity to the industry. We will strike a balance between relevance and privacy, and consumers don’t want a broken Internet, and they also don’t want their privacy violated, and the Internet does have to pay for itself somehow. And so, to me, I leave this feeling more confident than ever that our long-term position of, hey, where we can make relevance coexist with privacy and this. If we just share with users the benign insights that we’re using to show them relevant ads, nearly all consumers will welcome it, especially if they understand that access to the great content of the Internet is contingent upon them.

So, Google just made it more clear is something that I don’t think Apple has done well. They’ve not made it more clear. Every time you type in your Apple ID, you don’t know why. They have not explained the quid pro quo of the Internet. But Google has just made this step to make it more clear. There’s still a lot more work to do. But I think that actually makes our data business stronger not weaker in large part, because I’m really confident that we’re doing the right thing, and we’ve taken measures from the very beginning to make certain that we’re not taking unnecessary risks and not least of which is that we do not transact and indirectly identifiable information of consumers. So, I don’t have even name let alone email addresses or social security numbers and nearly every consumer data company in the world does that.

So, I consider us one of that safest, most benign data companies in the world. And what I last in specificity and in what some of you scariness, I make up for in volume, so I’m more bullish on our data portion of our business than I’ve never been.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”164″>Paul Ross — Chief Financial Officer

Thanks, Tom. Next question please.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”166″>Operator

Our next question is from Brian Schwartz with Oppenheimer .

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Brian Schwartz — Oppenheimer” data-reactid=”168″>Brian Schwartz — Oppenheimer

Yeah. Hi. Thanks for taking my question here today. Jeff, just wanted to ask you a little bit of a long-term strategy thought here. Assuming that that this growth opportunity continues and it almost feels like it’s going out, especially given some of what you’re seeing out there and what you’ve talked about today in your prepared comments. Does it make sense at all for you to potentially even increase your investment profile even more, especially in your go-to-market efforts at this point? I realize obviously that could have an effect on the margin. But if you’re continuing to grow very fast like you are, you’re still going to see outsized profit so. So, how do you think about that given the opportunity to date? Thanks.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”170″>Jeff Green — Founder and Chief Executive Officer

I’m so glad you asked this Brian. Because on one hand, I look at the global growth and I pointed that and say, this is a secular tailwind and this is such a great place to be. On the other hand, I want to make sure that we get every dollar of it possible. And I just want to make certain that we’re running faster than anybody else and we’re running as fast as we possibly can.

And so at the same time, all of us can point to many, many companies who have destroyed their companies and their cultures by either spending too much by way of hiring or spending too much or too quickly by the way of acquisition, and both are ways to ruin your culture and ruin your business. And so, I refuse to let our ambition ruin our business, that at the same time it kills me every single quarter to report EBITDA numbers as high as we do, because I would rather reinvest the business and grow or reinvest the money and grow the business.

And so I continue to look for opportunities to do that. There’s a lot of consolidation happening in this space right now. Ad servers right-sized, they got a business and of course we’re going to look closely and say is there an opportunity here. And of course, there is an opportunity here, but what’s the better one, is it to buy it, is it to go after the clients, it is-is it to build our own, is it to simply get better at selling, is to partner with somebody else. So, we look at every one of those. And one of the most important things we do in our calculus, let’s just say, how do we preserve our culture and not take unnecessary risks and I’m constantly thank to our team on this.

Assume the money doesn’t matter, because to some extent it doesn’t, that isn’t that the thing we’re trading in, we’re trading in the opportunity cost, we’re trading in focus, we’re trading in culture. And so I do believe we will get ways to invest more, I think we’re getting better at it. So, I’m delighted that the trend line there. But I’m still unhappy with how quickly we’re able to invest and I want to look for more opportunity to do it.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”175″>Paul Ross — Chief Financial Officer

Thank you so much Brian. Next question please, operator.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”177″>Operator

Our next question is from Aaron Kessler with Raymond James.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Aaron Kessler — Raymond James” data-reactid=”179″>Aaron Kessler — Raymond James

Great. Thanks Jeff. A couple of just quick question on, can you mention kind of unicorns having good traction there? Can you also talk about some of the DTC brands that you work with or just generally, I have (ph) just lot of reports, a lot of them kind of internalize some of the advertising functions kind of not going through agencies? What type of attraction are you seeing and is that a limiting factor at all for you guys? Thank you.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”181″>Jeff Green — Founder and Chief Executive Officer

Yeah. So, there is some of that. I would just maintain the position that we sort of — we’ve always been saying especially over the last couple of years as it relates to the topic. There’s a pretty significant delta between the headlines of in-housing if you will and the reality. It is really hard to develop the resources of a major agency, I mean WPP has 100,000-ish employees Omnicom the same. Google is not much less than that. So, they have massive amounts of resources that every major brand in the world is likely going to rely on for as far as anybody can see into the future. But they are bringing more of the strategy in-house, there are lots of micro in-housing efforts if you will. And oftentimes, those companies are reaching out to us.

But one of the most bullish things that I can share outside of talking about specific channels or regions. So, instead of talking about CTV here, instead of talking about Asia or our excitement about Europe. if I instead — sorry, I just got strike with somebody came to ask me a question. Well, I’m sorry, what are — sorry, I just locked in…

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Aaron Kessler — Raymond James” data-reactid=”184″>Aaron Kessler — Raymond James

Yeah. I think (inaudible) you think, it’s how much of (inaudible) from the most exciting trends that you’re seeing.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”186″>Jeff Green — Founder and Chief Executive Officer

I’m sorry. Oh, yeah with the agency…

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Aaron Kessler — Raymond James” data-reactid=”188″>Aaron Kessler — Raymond James

Oh, yeah. Right. Yeah. Yeah. Yeah. Sorry. I’m sorry. Some of these — you’ve locked in at some of the blind sided me.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”190″>Jeff Green — Founder and Chief Executive Officer

But one of the most exciting trends beyond those two things, it is the number of uniforms that are leaning to us to help them grow their businesses. So, of the companies that are going public, of the companies that are sort of next generation companies, and it’s not just us sort of going through the traditional routes and going through the traditional brands who are trying to either reinvent themselves or make the transition into digital. We’re doing that and we’re doing an amazing job of that, you could even argue that’s our bread and butter. But when you look at the emerging companies, and those that are sort of the next generation of growth around the economy. The fact that all of those are coming to us as well to power their growth and we’re getting — those are often the places where we see surprises and new clients. That’s one of the most exciting things happening in our business.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Aaron Kessler — Raymond James” data-reactid=”192″>Aaron Kessler — Raymond James

Great. (multiple speakers) Thank you.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”194″>Paul Ross — Chief Financial Officer

Thanks Aaron.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”196″>Operator

Our next question is from Mark Kelley with Nomura.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Mark Kelley — Nomura” data-reactid=”198″>Mark Kelley — Nomura

Great. Thanks a lot for taking my question. I know we’re going over the time allotment and sounds like Jeff, they’re trying to take the (inaudible) away from you. So, hopefully this will be…

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”200″>Jeff Green — Founder and Chief Executive Officer

(multiple speakers). You’re right.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Mark Kelley — Nomura” data-reactid=”202″>Mark Kelley — Nomura

Two quick ones. First one is, can you help us maybe level set a little bit, what impression spend growth is, so I would say everything that’s less data you guys called out that 80% growth in data which is obviously quite a bit about the corporate level any color there would be helpful?

And the second one, bigger picture, you guys called out audio for the first time I think in a few quarters. Curious what you’re seeing there and if you have any thoughts on the podcast opportunity you’ve got guys like Spotify talking about it and it’s such a primitive format now, where the podcast owners are reading the advertisement midstream. I would imagine you guys are pretty well positioned to see the moving pieces and capitalize on that as it grows, any thought would be helpful? Thank you.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”205″>Jeff Green — Founder and Chief Executive Officer

Awesome. Thank you. Yeah. The first part of the question which is being about impression growth. In terms of general media spend or impression growth, I don’t even spend that much time following it or keeping an eye on it, if you will. And the reason why is number one, there’s still a double-digit percentage of impressions that don’t have any meaningful data is used against them, so data spend just have to increase. It’s just economically irrational for if not to go up.

And then two, because the type of impressions are changing, meaning, at the same time that we’re getting more and more impressions that are more valuable because we’re getting into things like Connected TV and audio. Also ideally, the number of ads per page and things like display and native, which is still overwhelmingly back meaning there are way too many ads on the page. We want to see those impression counts go down and the value and cost go up and that is exactly the trend.

So, if you spend too much time focused on either the dollar amount or the impression count, it’s really hard to get a sense of those moving vectors. So instead, it’s just important to just keep track of how many of the decisions are data driven, are those growing, are those renewing, and if efficacy growth going up and all of those are positive, all those are heading in the right direction.

And so that you asked about audio, I was hoping I could find some way to talk about it today. Because audio after all the years of growth, growing at 270% in Q1 is one of the most exciting things happening in media, because of the fact that things have gone so well in CTV, we have not given if it’s due whatsoever. Of course Spotify announced a great quarter, we’re super excited about them as a partner and it is definitely one of the fastest growing channels, probably the second fastest growing channel will ever touch. And podcasting, it is just growing so fast in there. I know there are a number of other companies besides Spotify in the game and all of them seemingly are talking about on-demand advertising, because it is the best chance for all of them to monetize.

So, the thing that I find so optimistic about audio is that because the economics are so tight, it is — it just obvious that they have to use programmatic advertising. And even though you may say the same thing with the rising costs of content in TV, the thing that’s different is there is — the overhead of a sales force still there in TV that it creates something may be kind of have to compete with similar to the way that my Hulu comments were, but that doesn’t exist in these new podcast companies, it doesn’t exist really at Spotify. So, it just makes it so much easier to go fast and after all the years of growth and being in audio, putting up 270%. I think that’s the only way to explain that.

Thank you, Mark.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Mark Kelley — Nomura” data-reactid=”212″>Mark Kelley — Nomura

Thanks, Jeff.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Operator” data-reactid=”214″>Operator

Thank you. Ladies and gentlemen, we have reached the end of the question-and-answer session. And today’s call is now concluded. The Trade Desk thanks for your time and your participation. And you may disconnect your lines at this time.

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Duration: 0 minutes” data-reactid=”216″>Duration: 0 minutes

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<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Jeff Green — Founder and Chief Executive Officer” data-reactid=”218″>Jeff Green — Founder and Chief Executive Officer

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Paul Ross — Chief Financial Officer” data-reactid=”219″>Paul Ross — Chief Financial Officer

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Youssef Squali — SunTrust Robinson Humphrey — Analyst” data-reactid=”220″>Youssef Squali — SunTrust Robinson Humphrey — Analyst

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Brent Thill — Jefferies” data-reactid=”221″>Brent Thill — Jefferies

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<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Mark Mahaney — RBC Capital Markets — Analyst” data-reactid=”223″>Mark Mahaney — RBC Capital Markets — Analyst

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Vasily Karasyov — Cannonball Research — Analyst” data-reactid=”224″>Vasily Karasyov — Cannonball Research — Analyst

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Tom White — DA Davidson — Analyst” data-reactid=”225″>Tom White — DA Davidson — Analyst

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Brian Schwartz — Oppenheimer” data-reactid=”226″>Brian Schwartz — Oppenheimer

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Aaron Kessler — Raymond James” data-reactid=”227″>Aaron Kessler — Raymond James

<p class="canvas-atom canvas-text Mb(1.0em) Mb(0)–sm Mt(0.8em)–sm" type="text" content="Mark Kelley — Nomura” data-reactid=”228″>Mark Kelley — Nomura

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