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Third quarter fiscal year twenty twenty five results conference call. All participants will be in the listen only mode. Followed by the key zero. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press star and one on your touch tone phone. To withdraw your question, you may press star and two. Please note that this conference is being recorded. I would now like to turn the conference over to Mr. Vanshirad, the vice president. Thank you, and over to you.
10m 47s
Thank you, Myron. Good morning, and thank you for joining the Jack Henry Third Quarter fiscal twenty twenty five earnings call. Joining me today are Greg Adelson, President and CEO and Mimi Carsley, CFO and Treasurer. Following my opening remarks, Greg will share his insights and observations on our quarter year to date financial results, operational metrics and outlook. Mimi will then discuss the financial results provided in yesterday's press release which is available in the Investor Relations section of the Jack Henry website. Afterward, we will open the lines for a Q and A session. Please note that this call includes forward looking statements which involve risks and uncertainties that could cause actual results to differ materially from our expectations. The company is not obligated to update or revise these statements. For a summary of risk factors and additional information that could cause actual results to differ materially, from such forward looking statements refer to yesterday's press release and the risk factors and forward looking statements sections in our 10 ks. During this call, we will discuss non GAAP financial measures such as non GAAP revenue and non GAAP operating income. Reconciliations for these measures are included in yesterday's press release.
12m 5s
Now I will turn the call over to Greg. Thank you, Vance. Good morning and I appreciate each of you joining the call. I'd like to begin by thanking our associates for their hard work and dedication to our success consistently going above and beyond in taking care of our clients. Our commitment to people first culture, service excellence, technology innovation, and a clear strategy backed by consistent execution continues to differentiate us in the market. I will share three main takeaways from the quarter and then we'll provide additional detail about our overall business. First, our financial performance. Our third quarter fiscal year twenty twenty five results reflect solid overall performance, Our non GAAP revenue increased 7% our non GAAP operating margin was 23%. Representing an impressive two zero seven basis points of margin expansion over last year. In terms of GAAP revenue, we are starting to see an increase in M and A activity and our Q3 deconversion revenue was 9,600,000.0 We expect a continuation of increased deconversion revenue in Q4 thus we are forecasting a full year deconversion revenue range of 22,000,000 to $28,000,000 Second, our fiscal twenty five guidance. As you saw in the press release and with three quarters now closed, we adjusted our full year guidance for GAAP and non GAAP revenue margin expansion, and EPS.
13m 34s
Despite revenue guidance revisions, our primary or key revenue consistent mostly mostly of processing and cloud was 76% of total revenue for the quarter and grew at 9.8% versus a growth rate of 8.8% for Q3 fiscal year twenty four. The adjusted non GAAP revenue guidance is primarily due to macroeconomic concerns and the softening of non strategic revenue such as hardware purchases and consulting engagements. As most of you know, hardware is sold to our in house processing clients at a time they desire to add or replace equipment. Similar to hardware purchases, we are seeing some customers delay the start of signed non recurring projects. Examples include one off work orders, and the implementation of post core conversion products in our complementary and payment segments. Are also seeing some softening in debit card transactions, which is similar to what the card associations experienced in their U. S. Debit businesses. Based on these factors, and what we have seen through April, we felt it was necessary to lower our revenue guidance. However, to our key revenue growth at higher incremental margins, as well as our disciplined approach to expense management project prioritization, and capital expenditures we have increased our GAAP and non GAAP guidance on margin expansion and EPS growth.
15m 5s
Mimi will provide more details in her comments.
15m 8s
Third, we are continuing to win larger competitive core deals. Over the past two years, the aggregate assets of competitive Nucor takeaways have more than doubled. This is important to note since our core revenue models include asset based and per account pricing options, both benefiting from larger institution wins. To date this fiscal year, we have secured 28 new core wins including 11 in Q3 with financial institutions totaling $30,000,000,000 in assets. This compares to 35 core transactions totaling $21,000,000,000 in assets at this time last year, and 31 core deals totaling $14,000,000,000 in assets two years ago. Our core and total pipeline remain very strong and we will see a significant increase in competitive core wins in Q4 over the previous three quarters. We can expect a win total similar to what we did in Q4 last year and again, with larger asset financial institutions. In addition to core wins, we are seeing a similar trend in migrations of existing customers for in house processing to our private cloud. This fiscal year to date, we have contracted to migrate 26 clients, including seven in Q3 that totaled $42,000,000,000 in assets. That compares to 29 clients with $27,000,000,000 in assets at this time last year.
16m 38s
Representing a 55% increase in assets. We currently have 76% of our clients' processing in the Jack Henry private cloud environment. Our success with new core wins and migration aligns well with the core platform survey results published by the American Bankers Association in February. For the first time, the ABA named the core providers. Previously, they used generic labels like company A, B and C. The title of the report is all core platform providers are not the same, and we wholeheartedly agree. Jack Henry scored near the top across multiple categories and when the respondents were asked what matters most in a core provider, innovation and customer service topped the list. Definitely two key differentiators for Jack Henry. Turning to specific product and strategy updates, will comment on the payments and complementary segments followed by providing updates on technology modernization, our new SMB solutions, and our annual benchmark survey results. In our payments segment, we continue to experience strong growth with our faster payment solutions. Over the past year, we've grown the number of FIs using Zelle by 10%, the clearinghouse's RTP network by 37%, and 96%. We now have three fifty four clients on the Zelle platform representing 14% of FIs using Zelle.
18m 5s
Three eighty four clients on RTP, representing 43% of FIs using RTP, and three seventy clients on FedNow representing 26% of FIs using Fed Now. In our complementary segment, 32 contracts were signed in the quarter for Financial Crimes Defender or FCD Faster Payment Fraud Module. A real time solution designed to mitigate fraud in Zelle RTP and FedNow transactions. As of the March, we have installed 115 Financial Crimes Defender customers and have another 83 in various stages of implementation. We also have 69 faster payment modules installed and 160 in various stages of implementation. Our Banno digital platform continues to experience healthy growth, with 29 new Banno platform contracts in the quarter. At the March, we had more than 1,000 Banno platform clients, including two seventy live with Banno business. We finished the quarter with more than 13,700,000 registered users on the Banno platform, At the end of Q3 last year, we had 11,600,000 registered users an 18% increase over the past twelve months. Regarding our technology modernization, we continue to execute very well and ahead of schedule on our core strategy for the new public cloud native Jack Henry platform. We are now live in various stages with 15 components.
19m 34s
Some of these are only used internally to eliminate duplication of development costs across the company, but most are utilized by our clients and are getting favorable reviews. As a result of the efforts of our development teams, we remain on track to deliver our public cloud native consumer and commercial deposit only core in the first half of calendar year twenty twenty six. Which will be about six months ahead of what we communicated in February of twenty twenty two. Another example of our technology modernization progress is our new enterprise deposit and loan account opening solution. This technology enables banks and credit unions to grow loans and deposits by streamlining processes automating workflows, and better serving retail and business clients through a single digital deposit and loan account opening experience. We have initiated our closed beta process with two clients and will continue to add more early adopter clients over the coming months. Another area of focus that the industry is about is our small and medium sized business strategy. A key aspect of our strategy is to only provide the service directly to financial institutions, allowing them to recapture high value deposits and service the needs of their account holders.
20m 51s
Our initial offering called Jack Henry Rapid Transfers is in closed beta with three clients, We are currently extending availability to all Banno customers and actively enrolling clients through our digital operations team.
21m 6s
Jack Henry Rapid Transfers enables both SMBs and consumers to instantly move funds between external accounts eligible cards, and digital wallets. We are collaborating with both Visa and Mastercard to facilitate these transactions through their respective debit rails. The second offering is our unique merchant acquiring solution in partnership with Move. This solution delivers many distinguishing features merchants including instant decisioning, tap to pay for both iOS and Android devices, the option to receive settlement funds up to eight times per day, and continuous account reconciliation to the accounting platform of their choice. We are on track for a closed beta in June with two Banno clients. We are also currently working on several additional phases to our SMB strategy as we expect to continue to deliver new functionality and solutions over the next eighteen to twenty four months to both Jack Henry and non Jack Henry core institutions. We recently released our seventh annual 2025 strategy benchmark survey. While we track many industry surveys, this one stands out because it reflects insights directly from the CEOs of our own bank and credit union clients. The survey indicated that 76% of our bank and credit union clients plan to increase technology spending over the next two years.
22m 33s
Of those, the largest segment 33% plans to increase investments between 610%. We also asked where they expect to invest over the next two years. The top three areas identified were digital banking fraud prevention, and enhancing efficiency through automation. All areas where Jack Henry has been investing and executing with innovative solutions such as the Banno platform, Financial Crimes Defender, and the digital deposit and loan account opening solution that I mentioned earlier. It's worth noting that the survey was conducted in January and February prior to April's market volatility. However, we did spend a significant amount of time speaking with our clients about the current environment at our strategic insights event last week in Minneapolis. Much of what we learned in the survey still holds true for them today. Banks and credit unions are generally concerned about the impact of tariffs on their commercial clients especially SMBs, They remain optimistic overall and see expected regulatory relief as a positive as well. Our clients continue to suggest that M and A activity is picking up. And we are also seeing an increase in our clients making acquisitions. Which presents additional revenue opportunities in the future. In closing, we remain excited and confident that our unwavering approach to culture, service, innovation, strategy and execution will continue to enable Jack Henry to drive industry leading industry leading revenue growth and margin expansion through this evolving macro environment.
24m 10s
We have a robust sales pipeline and a proven ability to attract and win deals especially with larger financial institutions. We will continue to evaluate acquisitions that will accelerate or complement our strategy. Remain disciplined in our expense management, and continue to rationalize products that fall in our non key revenue segment. In short, we remain well positioned for the future. With that, I'll turn it over to Mimi for more detail on the financials.
24m 39s
Thank you Greg and good morning everyone. I want to open by thanking the dedicated Jack Henry team for their steadfast focus on execution, and support of our clients. While the quarter results differed modestly from our fiscal year expectations, it was another quarter of solid revenue and earnings growth. I will discuss the details behind our third quarter and year to date results then conclude with commentary on our updated fiscal twenty twenty five guidance. Q3 GAAP and non GAAP revenue increased 97%, respectively, with GAAP revenue outperformance driven by notable uptick in deconversion revenue. Despite strong performance in previously identified key areas, overall non GAAP revenue growth was tempered by lower non key revenue growth especially from a slowdown in hardware sales and nonrecurring revenue from customer projects. Excluding hardware impact, Q3 non GAAP revenue growth would have been 8%. Quarterly deconversion revenue of approximately 9,600,000.0 which we released prior to full earnings, increased 8,800,000.0 compared to the same period last year. Reflecting an accelerating pace of consolidation in the industry. In light of year to date results, and fourth quarter pending agreements, we have raised our full year deconversion guidance to a range of $22,000,000 to 28,000,000 Financial institution M and A, activity will have minimal non GAAP impact in fiscal twenty twenty five but potential for a meaningful impact in fiscal 'twenty six.
26m 24s
Now, looking closer to the quarterly results, In the quarter, GAAP and non GAAP services and support revenue increased 86%, respectively. Data processing and hosting continue to dominate services support revenue growth. For the quarter and year to date. Hardware revenue was down $4,000,000 in the quarter, and $11,000,000 year to date. Creating headwinds for services and support revenue. As a reminder, hardware revenue is both nonrecurring and low visibility making it a part of non key revenue. Our private and public cloud offerings increased 11% in the quarter, reflecting strong persistent new install and existing FI growth trends. This reoccurring revenue growth contributor is 33% of our total revenue, and continues to be a double digit growth engine. Moving to processing revenue, which is 43% of quarterly revenue, and a significant contributor to our long term growth model, we saw strong performance with 9% growth on both a GAAP and non GAAP basis, for the quarter. Continuing long term trends quarterly drivers include increased card, digital, and payment processing revenues. Epleting Commentary on Revenue I would highlight quarterly total reoccurring revenue excluding deconversion revenue, was 92%. We focus on key revenue, which is comprised of our strategic reoccurring revenues.
28m 6s
Non key revenue includes lower growth and margin solutions that are typically non recurring or not aligned to our future strategic direction, yet often support existing operations. Quarterly key revenue was 78% of total non GAAP revenue, and grew a robust 10%. The year to date key revenue was 75% of total non GAAP revenues, with continued momentum producing healthy growth of 9%. Quarterly non key revenue makes up the remaining non GAAP revenue, and during the quarter and year to date has contracted 2% creating a headwind to total growth.
28m 48s
While Jack Henry is not immune to the broader macroeconomic challenges, the high reoccurring revenue, long term contracts, and critical functionality of our products ensure the resiliency of our business model. We are well positioned regardless of economic conditions.
29m 6s
Next, moving to expenses. Starting with cost of revenue, which increased 4% on a GAAP basis, and 3% on a non GAAP basis during the quarter. The quarterly increase was due to higher direct costs internal licenses and fees, which partly offset by an increase in labor cost deferrals. For clarification and to assist with models, the amortization of acquisition related intangibles was $6,000,000 in the quarter. Next, R and D expense increased 9% on both a GAAP and non GAAP basis for the quarter.
29m 43s
The quarterly increase was primarily related to non personnel costs. Sorry, net personnel costs. Ending with SG and A expense, it increased 7% for the quarter on a GAAP basis and 5% on a non GAAP basis, is also related to an increase in net personnel costs. We remain focused on prioritization cost efficiencies, and effective utilization of our workforce that will result in annually compounding margin expansion. We are pleased to report that the quarter delivered two zero seven basis points increase in non GAAP margin to 23%. We remain confident in our ability to deliver margin expansion and have increased the full year guide. These solid quarterly operating results produced a fully diluted GAAP earnings per share of 1.52 up 28%. Reviewing the three operating segments, we are pleased with core segment key revenue performance monitoring payments for consumer sentiment impacts, and continue to benefit from strong complementary performance. Core segment increased 6% for the quarter on a non GAAP basis due to the headwinds from license and credit union hardware that rolls up into this segment. On a key basis, the segment revenue grew 11% a 10 basis point increase over the prior period. Core segment performance primarily came from organic growth in data processing and hosting, partly offset by lower maintenance fee revenue and credit union related hardware the result of our core clients continuing to shift from on premise to private cloud.
31m 32s
Non GAAP segment income margin for core increased 141 basis points from improved operating leverage. [indiscernible] Payment segment non GAAP quarterly revenue increased 7% and saw a non GAAP segment income margin growth of 59 basis points.
31m 51s
Performance was due to continued higher card revenue for volumes increased payment processing revenue, including FedNow, RTP, Zelle, and elevated EPS payments. Margins in the 10%. From strong product mix with digital and hosting revenues driving growth momentum. Segment margins strongly expanded a 64 basis points from the high incremental margin of reoccurring revenue and SaaS like nature of our business model. Now let's turn to a review of cash flow and capital allocation. Third quarter operating cash flow was 108,000,000 a $10,000,000 increase over the prior year's period. Strong cash flow reflects higher profitability from operations, and increased deconversion revenue partly offset by higher tax payments. Trailing twelve month free cash flow was a hearty $3.00 3,000,000 resulting in a 71% conversion in line with the full year guidance range. Our dedication to value creation resulted in a trailing twelve month return on invested capital of 20%. This is a nice improvement, and we expect to see this increase returning to historic levels in the near future. For the quarter, we repurchased $18,000,000 of Jack Henry shares aligned with our constructive outlook for future Jack Henry growth. As we move towards the close of fiscal 'twenty five, I will conclude with comments on full year guidance and other operating metrics.
33m 46s
Yesterday's press release included adjusted fiscal twenty twenty five full year GAAP guidance along with a reconciliation to our adjusted non GAAP guidance metric. While the press release also included a fiscal 'twenty five non GAAP EPS metric, This is not intended to be a new guidance metric.
34m 4s
The purpose is to provide additional clarity on our numbers, and it should be noted that a 24% tax rate is used. Given the current dynamic macro environment, including early signs of softness, of consumer related payments we are adopting a more cautious stance for the remainder of the fiscal year. Updated full year guidance metric and outlook include Full year deconversion revenue of $22,000,000 to 28,000,000 up from 16,000,000 non GAAP revenue growth of 6% to 6.5%, lowered from 7% to 8%, Non GAAP margin expansion of 60 to 70 basis points, increased from 25 to 40, a tax rate of 23% decreased from 24%. GAAP EPS of $6 to $6.09 up from $5.78 to $5.87 representing annual growth of 15% to 17%. Outlook for full year free cash flow conversion is unchanged at 65% to 75%. And outlook for full year return on invested capital is 21% to 22% based on expected lower debt at the end of the fiscal year. The appropriate performance indicator for our business continues to be the full fiscal year financial results.
35m 37s
In conclusion, we are seeing modest headwinds to non revenue items that impact our consolidated results and near term outlook. Still, we remain confident as the key parts of our business continue to perform strongly and position us for continued growth. Our focus remains on delivering long term profitable growth at scale, through compounding revenue growth and margin expansion. In pursuing these goals, we appreciate the achievement of our approximately 7,200 dedicated associates and our investors for their ongoing confidence. Myron, please open the line for questions.
36m 21s
Thank you.
36m 23s
We will now begin the question and answer session. To ask question, you may press star and 1 on your touch tone phone. If you're using a speakerphone, please pick up your handset before pressing the keys. If at any time your question has been addressed and you would like to withdraw your question, please At this time, we will pause momentarily to assemble our roster. We have the first question from the line of Dan Perlin from RBC. Please go ahead.
36m 57s
Thanks. Good morning. So I wanted to to get back to the the question, obviously, around around like large capital purchases for hardware being down. I completely understand that. The question is, are you seeing similar restraints when it comes to your more modernized projects? And cloud migration? So you starting to hear elongated implementation cycles in that kind of area? Or is it really just this nonrecurring stuff that we're seeing right now? Hey, Dan. Yeah, so it's almost all in the non kind of non recurring stuff. We are seeing a little bit in some of the complementary and payment products that I mentioned. So mostly in what we would call kind of day two or kind of post conversion where folks have a product set that they're either waiting for a contract to terminate with a competitor, or they have an existing Jack Henry product which is the case in most of these, where they're just delaying kind of putting the new one on. So let's say Yellowhammer to our Financial Crimes Defender product. Which by the way also affects some consulting revenue because the consulting revenue goes hand in hand with the Financial Crimes Defender stuff.
38m 7s
So there's some examples of that. We're not really seeing any real delays in, like as you described, from somebody going from in house to outsource, they usually fill those gaps and want to take advantage of them. But I also do want to remind you that we see delays regularly throughout the year. But because there's only one quarter left, and where we are with kind of the environment, especially with pure hardware sales, where folks that are in house that are wanting to buy hardware, and looking to either delay that decision for one of two reasons. One, that they want to wait to kind of see timing wise and see if they have an opportunity to wait as long as they can to make those purchases. But the other side is actually a really good reason, which is several of those folks are evaluating moving to our private cloud. And it's through that evaluation they've also made decisions to delay those purchases as well.
39m 3s
Interesting.
39m 4s
Yeah, that's great color. Just a quick follow-up for Mimi. You know, Mimi, you talked about M and A impacts being really kind of de minimis to this year, but you took the opportunity to kind of throw out that there could be impacts to non GAAP revenue growth for 2026. So I'm just wondering if you want to put any kind of context or a finer point around that point. Thank you.
39m 26s
Thank you, Dan, for the question. So yes, as we talked about, we have line of sight through known when people sign the deconversion agreement. That's when we start from a revenue recognition perspective. When folks are leaving. I would say we have seen an acceleration in that merger activity roughly around 30 clients.
39m 50s
The majority of these have been Jack Henry to Jack Henry, mergers. And typically, cloud customers. So fantastic that we're retaining that revenue, There can be a little bit of a modest pricing impact from a tiered pricing perspective. What usually comes later in the merger cycle, so when it's a Jack Henry client doing acquisition, get notified pretty early on in the cycle they want to secure their slot. What happens when it's a Jack Henry customer getting acquired away to another platform, we tend to hear about that a little later in the cycle. As well as the convert merge services that we help them with during that consolidation. When it's our client doing this acquisition. Or usually a little later post approval cycle that's why we're not really expecting to see much of that impact in FY '25. But you would see more of that probably longer in the improvement cycles. We're only a couple months into the administration, we haven't seen a radical shift in the timing. Being shrunken from an approval cycle. As more deals happen, and you get a little longer in that implementation, and close of those deals is where we would expect to see the impact to our revenue from a positive perspective, as well as any services that we would perform for them. [indiscernible] And just a final note on the point, on that convert merge, related Jack Henry to Jack Henry cloud, any of that, won't see any lumpiness, because that is spread out over the remaining life of the contract.
41m 41s
So it's doubtful that you would see anything noticeable in any one quarter.
41m 46s
Great color. Thank you so much.
41m 48s
Of course. Thank you.
41m 53s
We have the next question from the line of Rayna Kumar from Evercore. Please go ahead.
41m 59s
Hi, Greg and Mimi. And, yeah, it's actually Oppenheimer. Now. Just in terms of the project delays that you experienced in the third quarter, what are you hearing on time line? Like are these projects that could come in later this year? Or is this maybe a next year event?
42m 15s
Yeah. Hey, Rayna. So yeah, just you're right on. So where we are at the end of the year, like I said, this happens throughout the year on a regular basis. Just we're seeing a little bit more than normal. But also ones that are getting pushed into the following year. So as I said, these are delays in products that they've already contracted for. And so it's not like they're walking away from a contract contractor or things along that line. But they're just things that are getting pushed into, out of the next quarter and into the the next fiscal year.
42m 51s
Understood. That's helpful. And then it was nice to see the strong margin expansion in the quarter. And I know Mimi, you've spoken about 20 to 40 basis points of margin expansion as a medium term target. Just given the strength we saw in the high margin revenue and cost management, is that target too low? So cost management is something that is just bread and butter for Jack Henry. Something we've always done from zero baseline of every headcount decision to a rigorous prioritization of our capital spend, I'll note that our R and D spend is 14.5% this year. Down a little from last year. Now, last year was elevated a touch related to the payrolls acquisition and integration needed.
43m 34s
Between those two businesses. But we are always very mindful as a leadership team Certainly, as we've started to see a little bit of the softness, related to that non key revenue. We've even turned up the dial a little bit more from discretionary spending controls. I feel very comfortable in the 25 to 40% representing the floor of what achievable from the model from a year in year out basis. That's always just a floor and we aim for more. Too early to see from fiscal twenty six perspective given where we stand in the budget timing cycle.
44m 18s
Raina, one thing I want to add on that. So it mean you said it, but historically, we've always done a really good job of managing our head and the timing of that headcount. And so we've taken that to to another level. We have new leaders and really they've been grained and trained to make sure that that's part of the process. So that'll continue. And obviously, of the things that we have to spend additional money on as far as infrastructure and other spends, you know, do vary each year. So some of that is as we're still going through the budget process, as you know, some of that is yet to be determined on where we will end up for next year.
44m 57s
And this year we're up 1% on headcount. [indiscernible] Thank you. Appreciate all the color.
45m 7s
Thank you.
45m 8s
We have the next question from the line of Vasu Goldwil from KBW. Please go ahead.
45m 15s
Hi. Thank you for taking my question. I guess the first one, maybe just for you to follow-up on the change in the revenue guide for the fourth quarter. It sounds like it's mostly hardware and lease contract delays. But I think you also mentioned conservatism in the guide. So if you could just break apart the big drivers for the change. And then also if there's a way to size the overall hardware revenue for us, so we sort of have a sense for how much that can drive volatility in growth?
45m 43s
Sure, Vasu. So the the guide for the remaining of the year is really just given the prudence and having conservative macro assumptions as it relates to what's going on in the economy, as well as the trends we've seen in the third quarter. Particularly, the outlook for hardware is down As Greg mentioned, we're seeing some customers delay big capital purchases possibly due to economic uncertainty also. As they contemplate moving to the cloud, which is a good thing for Jack Henry. So, in fact, FI maybe not wanting to make those pretty expensive hardware decisions, may actually help push their decisions to the cloud. So I think in the long run, that could be a great thing for Jack Henry. As we're already at 76% of our clients in our private cloud environment. The headwind on hardware is about 11,000,000 for the year. I'll call out that 80% of that falls within the corporate segment. With remainder of that being in the core segment. I think the other is what Greg already touched upon, which is we're just seeing customers take a bit more of a cautious [indiscernible] Delaying some of these nonrecurring projects, mostly consulting work orders some of the implementation of some of their post core As Greg mentioned, and I just want to reiterate it, these are contractual commitments they've already signed for.
47m 16s
It's just more of a timing. Than a fundamental shift or a change in decision making pattern. So historically, we've seen anywhere between after eighteen months of implementation, but it can be as long as thirty six months. And so that really comes down to their readiness versus our resources. And capability to help them We have not seen any meaningful changes to our implementation schedule. So I think it's more just out of an abundance of caution, to be thoughtful. In terms of the payments impact, we just started to really see that more in April. As we sit here today. We all know that the transaction volume is based on consumer spending and how they feel. It also depends on what's top of their wallet, whether it's debit or credit. So, again, just prudent in the current environment to narrow that horizon. Aperture of our outlook. And it really more came down to what our original expectation was was more of a really robust fourth quarter. So in absolute, it's not that we're calling for it to drop off precipitously from the current trends, it's more just relative to our original expectations. Of being pretty robust.
48m 36s
Yeah, one last point Vasu is that when you think about historically in in tough economic times, folks tend to move to their credit versus their debit. And so based on what we saw in April and ironically, we've actually seen pretty good volumes in May thus far, even though a short number of days so far. But the reality is, based on historical around here, we've seen the use of credit accelerate over the use of debit during these times. So we're just as Mimi said, we're just being cautious with our approach. Making sure that we provide that level of guidance.
49m 17s
Great, that's very helpful color. And then, Greg, one high level one for you. Any change in how you're thinking about your competitive positioning following the announcement from FIS to acquire the issuer business from Global Payments? Thank you.
49m 32s
Yeah, it's a great question. Thank you. No, I mean, look, here's what I would say. When When you look at the fact that they added much better credit processing capabilities with that acquisition, That's good for them. We already had credit capabilities. Think one thing that we have that is still a differentiator is that we process on a single for both debit and credit. That's not the case for what they have today. And so too early to see from a competitive standpoint We really that particular competitor we didn't have a lot of challenges when it came to looking at their debit processing capabilities versus ours. So we'll have to wait and see. But they're still working in the same environments as they always have as far as the type of customer customers they're going after and the size. Of asset customers. So we'll continue to compete as we always have at that market. As I mentioned in my opening remarks, we're very bullish on our Q4 related to core opportunities, and as you know, most of those come with with a lot of add on products. So I'll leave it at that.
50m 48s
Thank you for the color.
50m 54s
Thank you.
50m 55s
We have the next question from the line of Jason Kupferberg from Bank of America. Please go ahead.
51m 2s
Good morning, guys. So it sounds like as we start thinking ahead to fiscal twenty twenty six, there might be a of moving parts we need to consider on the revenue line. You've got the effect of the deconversion revenues that you highlighted as a potential headwind, but now we've got some delays in post core add ons being pushed into fiscal twenty six, which sounds like could be a tailwind. So I'm just wondering how you think those two dynamics might net out. And what the implications could be for revenue growth next year, just in the context of the medium term outlook of 7% to 8%, is there any risk there? Thank you.
51m 41s
So Jason, I'd love to share with you the full FY 'twenty six picture. We're just too early in the process. Budget and season is deeply underway here at Jack Henry, but it's not finalized yet for another several months. And so in this dynamic and environment, we just can't commit on next year, this far in advance. I will say to some of your comments in terms of the tailwinds and headwinds, our sales pipeline continues to be robust. We're seeing no elongation. Of the sales cycle. Greg mentioned the numerous account wins, including large FIs. That are still making plenty of decision and commitments So seeing no change in trends from that perspective. In terms of any of the deals that are being pushed from an implementation perspective, as Greg mentioned, there's always some moving in the calendar within the year, I'm not sure that that will really create a tailwind. We always manage the implementation pretty tightly, so we'll see. If there's enough demand for another implementation We'll certainly add that if there's there. But I wouldn't say that that's a layering effect to the normal flow. It's just it's a continuously evolving calendar. In terms of just the guide, again, too early to say for sure, but I would say as a preview, the width of the revenue guide will likely expand on that.
53m 15s
And we'll talk more about that in August.
53m 18s
Okay, no, that's definitely helpful for now. I wanted to come back to the key revenue, the cloud plus process processing, like you said, it's now 76% of total and you did actually see acceleration in the growth almost 10% versus 9% each of the past two quarters. Are we going to sustain are we expecting to sustain, call it that 10% level in Q4? And is there any reason to believe that something in that kind of general neighborhood couldn't sustain into next year?
53m 51s
I think you're on the right course in terms of the ballpark you're talking about. I feel pretty comfortable Those are the long term strategic growth of the business. You have things like digital you have things like the new products, the cloud, the continued cloud migration. So all of those have been long sustainable trends for the business, and we fully expect that to continue. What has hurt us is the headwinds from the non key business that has compressed at about 2%. So that's been more of the challenge. But as we have more and more as a percentage of the portfolio, in that key revenue, and we we will continue to drive.
54m 37s
Thanks, Mimi.
54m 43s
Thank you.
54m 44s
Have the next patient from the line of Darrin Peller from Wolfe Research. Please go ahead.
54m 50s
Guys, thank you. You mentioned obviously the step up in consolidation you're seeing in your end markets.
54m 57s
So again, I think it was just brought up a little bit the prior question around what it could mean for the future, but at the end of the day, there's positives and negatives. Obviously, you have integration revenue if you're customers are the acquirer or part of the merger. And then there's obviously the risk. So just number one, is this an environment that you'd say is big enough of a change in consolidation levels that you would anticipate it actually impacting growth in the next twelve to eighteen months? We just a little higher than normal and still watching to see? And just remind us the positives versus the negatives, obviously, besides just losing a customer. What could be the positive offsets in a higher M and A environment for you guys?
55m 37s
Yes. Hey, Darren, I'll take that. It's Greg. So a couple of things. So as I mentioned, it starts with the size of the institution. So as you know, we've continued to grow Last year, we sold 15 multibillion. We've sold eight so far this year. Much larger ones, referenced. From an asset size. On the 30,000,000,000 on the 28 sold so far this year, meaning on average, we're selling over a billion in assets per deal sold. So again, that historically hasn't been the case. And so as we continue to be able to go up market and have larger sized institutions, they tend to be the acquirers, as you can imagine. Over the forty years of the market shrinking, most of that has happened at the $500,000,000 and below asset size. So the larger we have, the more opportunity. So to answer the second part of your question, yes, so it happens to be kind of both. So if it's a Jack Henry client buying a Jack Henry client, there's some things that we can work through related to the deconversion fees and or convert merge fees that end up being positive for us.
56m 49s
When you look at a competitor buying one of our clients, obviously we tend to get the full conversion fee. Deconversion fee, and push. And it really depends on how much time is left on that contract at the time that that purchase happens. But what we typically see when it's Jack Henry to Jack Henry is not only do they do we retain the client, but they tend to buy additional products depending on what one of the which institution had which products. We actually saw that this year with a large merger of $4,000,000,000 plus institutions where one of them had our digital platform and one of them didn't.
57m 32s
And we were able to get them to move to Banno for both. So it is a hit and miss, depending on which institutions what products they have, the timing of the how much time is left on the term of the agreement, and things along that line.
57m 46s
And I'll just add that while in general over the multi year period, it tends to be a positive for Jack Henry, As Greg mentioned, more of our clients are the acquirer than the acquired. It can produce some lumpiness, particularly as we moved upmarket. While deconversion revenue is a great thing for free cash, flow and EPS, it does represent the loss of future revenue. And so if, for some reason in this environment, we were to lose any bulk of larger clients, we would call that out. From a headwind grow over problem.
58m 25s
Yeah, so I mean, where we are now, what you're seeing is do you see it more as a headwind or a tailwind for the next one to two years? Then really the follow-up for me is more around you guys called out the things you're seeing around the project related non key revenue items And then maybe some cyclical impacts on spend on debit, for example. But what's the demand environment like for the core business, the key area If you just rank ordered what you're seeing the most demand for right now, and how that's looking from the prior couple, it sounds pretty good from a sales pipeline standpoint. But I'd love more color. Thanks, guys.
58m 58s
Yeah, thanks. So I think from a sales pipeline, as we we tried to articulate, was very, very robust, continues to be very robust. So not just for CORE itself, but for the products that we have created. That level of innovation related to financial crimes into pay center components to what I just described as enterprise account origination A lot of those key revenue products that continue to grow at a nice pace at that 9.8 that we referenced. You know, are hugely, you know, continue to be in demand. I think when you look at where the challenge was related to what we were trying to describe in the non key revenue, again, it's really that one off stuff, the things that we don't control. For timing and things that are typically done on a more as an as needed basis than a must have basis. And that's really where a lot of that delay happened.
59m 54s
So I would point to the strategic benchmark survey that Greg mentioned in his opening remarks. That's up on the Jack Henry investor website and available that talks about the three top priorities for both banks and credit union CEOs. Continuing to be around gathering deposits, accounts, efficiency, But the longer term trends that we've talked about over several quarters now around digital, around fraud, and around payments, tend to be thematically the largest demand that we're seeing.
1h 30s
Okay.
1h 32s
Okay. All right.
1h 33s
Thanks, guys.
1h 38s
Thank you. We have the next question from the line of Mehta from Northcoast Research. Please go ahead.
1h 44s
Hey, good morning. Greg, I know you talked a little bit about the delays a lot actually. I'm just wondering, has that, been reflected at all in your conversations with financial institutions on their core dishes? [indiscernible] kinda waiting at all to make those decisions? Or is that still business as usual, and it's only really impacting these smaller projects.
1h 1m 11s
Yeah, so Kartik so it's 100% on the smaller nonrecurring, non must have type products, or or hardware purchases, which can be delayed another quarter for them. Or delayed because of their evaluation of moving to the private cloud. That's really what it is. When you look at core component, when you think about a core deal that takes typically anywhere from twelve to eighteen months to even go through the sales cycle on a normal time, because most people are looking multiple years out from when their contract actually expires. Those decisions have not slowed down at all. And again, very bullish about our success rates for next quarter. Based on what I've already seen and what I what I know is coming. So I don't see that as any part of the challenge. It's really just these if it wasn't the end of the third quarter, we may not be talking about some of these as deep. But some of them are going to move to the into the next fiscal year, and that's where the challenge comes.
1h 2m 19s
Greg, I know earlier in the call you talked about the SMB product and obviously you have this partnership with Move. And I'm wondering how that's going. I think you anticipated hopefully it would generate some revenue going into next fiscal year. And I'm wondering you've seen any uptake on the product or any update there.
1h 2m 40s
Yes. So So our Jack Henry rapid transfers, we've rolled out. We have three clients in what we call a closed beta. But we are now taking active enrollments from all of our clients. So there's a process they have to go through for Jack Henry rapid transfers that goes through our operational. It's not a contractual thing they have to go, but there is an operational component. So that's starting to move. We're very excited Got a lot of fanfare and comments at our Strategic Insights meeting last week in particular. And then on the merchant acquiring side, as I mentioned, partnership with Move we will have two clients and maybe more in a closed beta in June and Moving. And then our expectation is to try to roll that out to everybody by the end of the first quarter of fiscal year twenty twenty six. So we're working through that process as well. But But again, the interest level from not only our clients, but some of our distribution partners that we compete with. There is a lot of interest there. And actually, we've been talking to some non Jack Henry clients some very large non Jack Henry clients that are very interested in the product as well.
1h 3m 56s
So like I said, the interest level is there, and we are on track as we stated, to roll that out in our first phase in June of this year. Perfect. I really appreciate it. Thank you. Thanks, Carter.
1h 4m 12s
Thank you. We have the next question from line of Andrew Schmidt from Citi. Please go ahead.
1h 4m 19s
Hey, Greg, Mimi, Vance. Thank you for taking the questions.
1h 4m 22s
And I appreciate the comments on the total level of assets that you've wanted. It's important distinction versus the number of FIs. So appreciate that. I know a lot of questions have been asked in the demand environment and I'll ask in a slightly different way. I understand that these are long term decisions and obviously a lot of confidence in terms of near term conversions. Have there been any changes in terms of up the mid to upper funnel when we think about just how FIs are through the decision making process? Just curious when we get I know it's a little bit early, but just curious in terms of the earlier part of the funnel. If you're seeing anything there? Thanks so much.
1h 5m 3s
Yes, it's a great question. And thank you for calling out the addition of the asset size. We thought it was important to share that what we're talking about is actually happening. But related to your question, I have not I talk to the sales folks on our sales leaders literally every week. And there hasn't been anything that has come to my attention from them that has said that anything in the lower half the middle half, the ending half of making decisions has slowed down. Because again, a lot of those decisions do not necessarily take place for an installation for six, nine, twelve, or twenty four months, depending on core or what it is. So we have not seen any real elongation of the sales cycle at all. It's just been these short term projects, as I mentioned. Before.
1h 5m 55s
Got it.
1h 5m 56s
Super helpful. And then we think about just the headwinds that you're seeing. Obviously, lot of this you mentioned is timing, but we have seen in previous cycles that discretionary projects get pulled back and sometimes they don't materialize for some time. So is there an element how large is that discretionary component versus non discretionary component when we think about just the headwinds that we're seeing here?
1h 6m 24s
Yeah, the interesting thing is, Mimi and I have commented on this before, so these are contractual arrangements that they have. And we do have some clocks that tick to a certain point in time where we can literally start billing the customer at a certain point in time if the delay goes longer than it's expected. And so they haven't reached those thresholds and won't in the quarter. But the reality is because they're contracted, and because there's an approach that we've taken with these, you know, we literally could start billing our customers even if they didn't implement that's something that we can do. So I don't foresee any of these being things that get delayed or they try to cancel or things like that because it's things that they they need. As I mentioned, the one that's seems to happen a little bit more is that a customer that has our Yellowhammer product that wants to move to financial crimes that needs some consulting and other things that go with part of the implementation, we've seen some delays in those. And so we've worked with our clients. They're already clients of ours. Using some of our products.
1h 7m 34s
But that's where some of that delay has happened. A little bit in some of our pay center products and payment initiatives as well, and trying to get folks to use say, come on with our send capabilities or most of them have received but moving to send capabilities, things like that. But again, nothing nothing that's wholesale of a challenge. It's not core implementations and things along that line.
1h 8m
Morning, Andrew. Got it. Maybe. Hey, the only thing other that I would add from just a macro sense as we always talk about regardless of interest rate environment, regardless of economic [indiscernible] the challenges facing financial institutions today are going to be solved through technology. It's not gonna be solved through adding more bodies. So [indiscernible] technology is the only part of the solution or the bulk of the solution we feel pretty confident in the continuation of the demand, And the reality is, if you have an ROI that's compelling, and we just thought in our strategic benchmark service. Survey that efficiency is one of the top priorities. So if you show the ROI, they will [indiscernible] Absolutely. That's great comments. Appreciate the help Greg and Amy. Thanks so much.
1h 9m 1s
Of course, course. Thank you. We have the next question from the line of Andrew Botch from Wells Fargo. Please go ahead.
1h 9m 11s
Hey, thank you for squeezing me in here. Just wanted to revisit how this business operates through recycle. I know I appreciate the defensiveness and the recurring nature of all of it. But if we were to go into a more pronounced recession, how do we will be how would we kind of handicap the impact there? Is it just trends that you would see today would be more pronounced? Would there be changes to kind of the core pricing strategy? Just trying to understand the recessionary scenario.
1h 9m 45s
Andrew, I appreciate this certainly a dynamic environment it's a really meaningful question. First of all, would say, and no one asked the question specifically, but I would say relative to tariff exposure, we're certainly lucky to have very limited exposure. To shifts in policy As a company, we're monitoring our vendor pricing, and resource availability, as well as costs. For example, prescription costs for our associates, We do have very limited exposure on the direct. I think where more of the exposure is in general to our is on the commercial side of the business. We're all watching the health of businesses in The US. So through things like our remit business and our EPS, enterprise payments businesses. That serve those commercial customers. As well as indirect through lending, things like Banno Business and Treasury. But the reality is this is not a global financial crisis.
1h 10m 48s
The banks are well capitalized, have really learned their lesson in terms of mortgage origination and credit [indiscernible] They're working their way through various interest rate cycles. But we're not anticipating any mass closures of financial institutions. And as we said earlier, they need to continue to serve their account holders and members, They need to continue to drive efficiency. Fraud is top of mind for these institutions. Digital experience as well. So a lot of them because of the nature of the competitive market with the largest financial institutions in the country, they need to continue to innovate regardless of the economic cycle. To retain their account holders and make sure that they get on the other side of the economic situation, healthier and stronger.
1h 11m 49s
Understood.
1h 11m 50s
And then if I could, my follow-up question. Just wanted to put a finer point on the consolidation activity you've been seeing. Could you give us a sense on the a little bit more around what you're seeing is that from a bank size, be it AUM, Is it across banks versus credit unions? Just additional like a little bit more targeted on where you're seeing that activity pick up. Yeah, so the activity really is spread. So you probably have seen and it continues to happen. There are credit unions continuing to buy banks In fact, we had a credit union of a competitor by one of our banks recently. And that has continued to happen. We'll see if that continues to happen long term based on of the things that they're trying to do in the market related to credit unions. But what I would say I think we have been really well positioned as I mentioned earlier, just because we've continued to grow the asset size. So we're seeing So we've won things that we call winter mergers, where we've actually had an institution acquired by a competitor's institution. But because of the technology and innovation and products that we've delivered, they've made the decision to actually switch to Jack Henry versus maintaining their existing core and or complementary products.
1h 13m 11s
And again, we don't win them all, but we've won more than our fair share. And that continues to be the trend. I expect that because when you look at what's going on in the industry today and I recognize that our competition is is working their way back into focusing on this space. Where they weren't for many years. We've never lost our focus. And so our focus on this space over the last six or seven years has been unmatched. And when you look at what folks including what was in the ABA core survey, which I highly recommend all of you to go look at, it was significant differences between us and our competition and how our customers view us versus how their customers view them. And so as those kind of mentions continue to get out, it continues to help our our sales pipeline, our execution, along that way. That's why all of these things that we've tried to articulate that are happening today we truly believe are short term things, and we've got to work through the macroeconomics stuff that we can't control. But the other things that we have, we believe are short term.
1h 14m 22s
Great, Greg, Mimi, thank you.
1h 14m 28s
Thank you.
1h 14m 29s
We have the next question from the line of James Faucette from Morgan Stanley. Please go ahead.
1h 14m 35s
Great. Thank you very much and apologies for the background noise. Just wanted to follow-up on that comment there, Greg, around competition and competitive intensity. Just wondering how that's if you've seen that manifest at all in terms of like your engagements or win rates or even pricing intensity thus far? And how you're expecting that to evolve especially as there does seem to be some increased focus from historical competitors?
1h 15m 4s
Yes. Hey, James. Good to hear from you. I think a couple of things. We continue to see the pricing sensitivity, as we've mentioned in other calls and really even other years that hasn't significantly changed. Again, our win rates continue to be by far the best in the industry. As I mentioned, we're winning larger deals, which means we're winning those from them. So that continues to be a good benchmark for your question. But I will say that they get aggressive in many times trying to keep their customers And so there's times where we may walk away from a particular deal if gets to be too rich for our our blood. But I will tell you that I don't see I haven't seen anything strategically change in the market for what they're doing. Obviously, one of them has a brand new CEO that was just formally announced. The other one has made some strategic decisions to to rid themselves of one of their businesses, and and have talked that they're going to get more focused on our space. So time will tell, but I can tell you as of right now, and where we are in our pipeline and where we've been with customer feedback and prospect feedback, because I do go to a lot of our large prospect opportunities.
1h 16m 29s
I haven't seen any level of concern on our part as of today. That's great color. And then I guess associated with that, I just want to ask back on Banno, you know, how has traction trended with Banno Business? I know it's early, but can you update us on the go to market, particularly given some of the implications of on the competitive front, how you're thinking about that as a product enhancement to the portfolio? Yes, again, another good question and one that we're highly focused on. So we do have over two seventy clients now live on Banno Business. And a little over 1,000 on the platform itself. So that continues to roll out. We're really pushing to that feature parity that I've been talking about since the last Investor Day. In September. We expect to see that this summer, as I mentioned as well. And I think that will be a real a real turning point for us to not only be able to continue to win more in our own core base, but to take it outside the Jack Henry core base. We've been, as I mentioned, very strategic in our approach. But also on the timing.
1h 17m 47s
We don't want to go out and try to sell something to a competitive core base until we're ready. And that'll happen later this fall. So long story short is very much a big part of what we're doing. And candidly, it will play a big part in what we're doing in our SMB strategy as well.
1h 18m 9s
Thanks for that, Greg.
1h 18m 11s
Sure.
1h 18m 14s
Thank you.
1h 18m 16s
We have the next question from the line of John Davis from Raymond James. Please go ahead.
1h 18m 22s
Hey, good morning guys. Greg, just wanted to circle back on core wins, and I'll echo Andrew's comments that the asset size is helpful. You've historically given us kind of number of wins, now you're giving us assets. But I guess the real question, and maybe if you can help us directionally think about ACV, right? So if assets year to date are up almost 50%, I'm sure ACV is not up 50%. But how do we think about number versus assets? And like what really matters is kind of dollars of revenue contracted. And so maybe just help us directionally kind of correlate the asset size to kind of an ACV. Yeah, I mean, JD, it's a good question. I think it's very difficult to every core deal is its own core deal. Some of it is timing on on what other products they have. Some of it is folks have best of breed approaches, some have best of suite approaches. But every single deal literally has its own nuances to that. I think it's really hard for us to button that up and just say, hey, if we want a $100,000,000,000 deal, and we won a billion dollar deal, doesn't necessarily mean that the $100,000,000,000 deal long term is going to bring 100 times the revenue.
1h 19m 44s
Right. But I guess it's safe to say the asset is more important than number. Is a fair Yes, the size Well, it also ranges based on retail and commercial based customers. So sometimes a larger asset institution is more commercially focused and has less accounts. So depending on on the type of bank or credit union it is, and whether it's more retail focused or commercial focused. That's why I'm saying there's such an ebb and flow related to asset pricing, per account pricing, number of attach rates on the on the products that it brings, and all those. So it just it just isn't that easy to just give you a complete single answer to that.
1h 20m 36s
Okay. No, I understood.
1h 20m 39s
Mimi, one quick one for you on margins.
1h 20m 42s
How should we think about the margin implication of kind of the non strategic revenue run off? Is this lower margin business and therefore, it could be a margin tailwind? [indiscernible] as that kind of revenue rolls off or is it higher margin? Just help us think about that. And the impact that may have had not only this quarter, but for the full year guide as well.
1h 21m 4s
So I would say generally, J. D, the non core rather non key non strategic revenue tends to be lower margin mix. It has things like hardware, it has things like some of the consulting that is less software oriented and tends to be lower margin on the whole.
1h 21m 30s
Okay, thanks. And one squeeze one last quick one in, if I can. Meaning free cash flow, I think the midpoint of your guide would imply free cash flow below 100% in the fiscal fourth quarter.
1h 21m 41s
At least in my model going back, it's never been below. I like 120,000,000 So just curious if there's anything specific around free cash flow that you coming in the fourth quarter that we should be aware of or any other comments there would be helpful. Thanks.
1h 21m 54s
Well, wouldn't have been an earnings call if we didn't have a free cash flow. So I'm glad we were able to squeeze that one in, JD. I would say we're on a healthy pace. As you know, the the trailing twelve month or an annual view is the best view to look at from a free cash flow perspective. Rather than any quarterly Year to date, free cash flow of 139,000,000 definitely on track. We're at 71% from a conversion. So on track to that guide of the 65% to 75 And as we've talked about, that's a multiyear journey back to that 80, 90, 100 plus type of territory. As we're now starting to rebuild solidly the cost basis for the R and D related expenditures, and we have greater clarity from a tax policy perspective On the trailing twelve, of the prior year, had some reflected of overtax payment benefits on the prior year. Plus there's a touch more on CapEx in the current TTM. So but we feel pretty good about staying on track here and hitting the guide for the full year. That's why we kept it unchanged. [indiscernible] Thank you. This concludes our question and answer session.
1h 23m 20s
I would like to turn the conference back to Van Sherrod, the Vice President, for closing remarks.
1h 23m 27s
Thank you, Myron.
1h 23m 28s
We appreciate all the interest in today's call and in the upcoming weeks management planning to attend investor events in Cross The U. Providing additional availability for in person meetings. We would like to again thank all Jack Henry associates for their outstanding efforts and dedication, have contributed to our solid results. Thank you for joining us today. Myron, please provide the replay number.
1h 23m 51s
Thank you very much. The conference is now concluded. Thank you for attending today's presentation. You may now disconnect.
Key Insights
Jack Henry reported solid Q3 FY25 results, with non-GAAP revenue up 7% and non-GAAP operating margin at 23% (a 207 basis point YoY expansion); GAAP revenue benefited from increased deconversion revenue, which is expected to reach $22M–$28M for the full year.
The company lowered its FY25 non-GAAP revenue growth guidance to 6%–6.5% (from 7%–8%) due to macroeconomic concerns and softness in non-strategic revenue (hardware and consulting), but raised guidance for margin expansion (60–70 bps) and GAAP EPS ($6.00–$6.09, up 15%–17% YoY).
Key recurring revenue (processing and cloud) now represents 76% of total revenue and grew 9.8% YoY; private and public cloud offerings increased 11% in the quarter, and recurring revenue excluding deconversion was 92% of the total.
The sales pipeline remains robust, with 28 new core wins YTD (11 in Q3) totaling $30B in assets, and strong momentum in cloud migrations; Jack Henry continues to win larger institutions and expects a strong Q4 for core wins.
Project delays are limited to nonrecurring, non-key products and hardware purchases, not core or cloud migrations; demand for core, digital, fraud prevention, and automation solutions remains strong, with no elongation in the sales cycle or slowdown in decision-making for strategic products.
