LivePerson, Inc. Price & Performance (LPSN)

We assume no obligation to update any forward looking statements. Also during this call, we'll discuss certain non GAAP financial measures, A reconciliation of GAAP to non GAAP financial measures is included in today's earnings press release, both the press release and the supplemental slides, which include how to the quarter are available on the Investor Relations section of LivePerson's website. Ir.liveperson.com LivePerson. With that, I'll turn the call over to LivePerson's CEO, John Sabino. And thank you all for joining us today. Before diving into our results and strategy, would like to take a moment to reflect on 2024, provide an update on where we are today, and share our vision for the company's future. Nearly fourteen months ago, I joined LivePerson as its CEO. From the outset, I recognize that this company was built on three fundamental strengths: One, we offer a product that delivers real value to our customers and positions us to lead in an AI driven future. Two, we have a robust list of Fortune 500 customers who value our strategic partnership and three, we're backed by a passionate team of employees committed to unlocking the potential of enterprise digital conversations at scale. To leverage and build upon LP's existing strengths, we implemented a transformation strategy that focused on three core pillars: reinvigorating our go to market capabilities with customer centric focus, two, innovating our product to focus on voice integrations and orchestration while providing flexibility to support a brand's AI vendor of choice and three, strengthening our capital structure.

Throughout 2024, we made significant progress across all three of these pillars. Beginning last January and throughout the year, we enhanced our go to market capabilities by assembling a new leadership team, and implementing best in class processes and capabilities. As a result, we've seen notable improvements in retention metrics and win rates. Which have driven sequential increases in bookings over the past three quarters. We continue to innovate our product by introducing several new AI driven features to our industry leading enterprise suite. Notable additions include Bring Your Own LLM, and Copilot rewrite which has significantly accelerated adoption of generative AI on our platform, which I will detail later. We also launched our Agent Workspace for Voice, seamlessly integrating voice and digital channels with Avaya. With plans to add more voice integrations in the near future. This marks a significant advancement in our overarching voice and digital strategy. Finally, in May, we executed a transformative agreement with Lynn Rock Lake significantly enhancing our capital structure and reinforce our position as a trusted long term strategic partner. While our transformation is still ongoing, I want to commend the entire LivePerson team for their dedication in advancing these efforts. The groundwork laid in 2024 positions us well sustainable and profitable growth in the future.

Looking ahead, the customer engagement landscape is being redefined not just by advancements in AI, but by the need for intelligent orchestration that transforms data into real business outcomes. Traditional contact center platforms built with static systems of record simply log interactions leaving businesses stuck in a reactive loop. These systems were never designed to execute on engagement proactively anticipate customer needs, to drive revenue outcomes Notably, Forrester has recognized this widening gap highlighting how legacy platforms are falling short in delivering meaningful customer experiences. LivePerson brings something fundamentally different to the table and a purpose built that orchestrates engagement execution and delivers measurable business outcomes at scale. Unlike legacy systems that store and process data in static workflows, our platform operates on top of real time interactions using AI to turn every engagement into an opportunity for efficiency, satisfaction and revenue growth. To succeed in today's dynamic environment, brands must embrace AI driven solutions that seamlessly integrate digital and voice interactions drive automation, and deliver measurable business outcomes. For decades, LivePerson has been pioneering enterprise digital customer experiences for the world's largest brands powering over 10,000,000,000 AI driven conversations annually. Our platform integrates with more than 200 applications while ensuring enterprise grade compliance, including HIPAA, which has helped us gain share in the healthcare sector.

Serving some of the world's largest healthcare companies. Furthermore, our rapid integration of large language models has allowed us to develop competitive products that improve upon existing foundations in customer care, sales and commerce. We continue to innovate a comprehensive suite of new bot automations live agents, and analytics capabilities that position LivePerson as a leader in this space. RAI has already proven its impact with enterprise customers driving up to 60% from cost savings boosting CSAT scores by more than 20% and enabling agents to handle three times more concurrent conversations with our AI powered Copilot and automation. Our vision for 2025 and beyond is to create a future where brands can engage and We will achieve this by providing enterprises with open flexible AI powered workspaces that seamlessly integrate our digital capabilities eliminating the need for costly disruptive system overhauls. Embedding AI into every interaction to leverage our leadership and automation real time transcription and agent assist tools [indiscernible] by shifting customer engagement from reactive to proactive by integrating AI automation at every stage of the customer journey, by leveraging generative AI powered insights, predictive analytics and driven knowledge recommendations. As John Collins will outline in our 2025 guidance, there is still work to be done in stabilizing our base and reigniting growth.

However, we are confident that the groundwork laid in 2024 aligns with our vision for the future positions LivePerson for sustainable profitable growth. Now let me discuss our high level fourth quarter and full year results. Revenue in the fourth quarter of $73,200,000 and adjusted EBITDA of 8,100,000.0 both above the high end of our guidance ranges. Revenue for the full year of $312,500,000 and adjusted EBITDA of 24,100,000.0 were also above the high end of our guidance ranges.

John Collins will provide more detail about our financials shortly, but I want to emphasize that we are continuing to deliver on our financial guidance. I also want to highlight two factors key to our strategy that are driving these better than expected results. First is ARPUCH Generative AI. Enterprise brands are looking for speed, [indiscernible] and agility as they bring AI into their operations.

We directly address all three needs.

Our solution aligns enterprise grade security and brand defined AI guardrails Systems of action and intelligence over legacy systems of records. Let me take a moment to explain what we mean by system of action and intelligence. And why this shift is so critical for brands looking to drive ROI from their technology investments. Customer engagements are moving beyond passive data collection now need to deliver real time outcome driven experiences. Traditional systems of record store and organize customer interactions but lack the ability to actively shave shape and improve customer engagements in the moment Systems of action and intelligence on the other hand intelligently orchestrate customer interactions by leveraging AI, automation, [indiscernible] and real time insights create personalized seamless solutions for each customer interaction. LivePerson is uniquely positioned to meet this demand. The shift away from static systems of record has driven recent wins in the market for LivePerson. By orchestrating the right interaction at the right time, we not only improve operational efficiency, but also unlock revenue generating opportunities and foster deeper customer engagement. We expect these trends to continue and I look forward to updating you on further developments in future quarters. Now I would like to provide additional detail on the progress in our product and go to market areas.

First, let's discuss our products In the first half of twenty twenty four, we introduced several new AI innovations designed to deliver better customer experience increased operational efficiency. These include bring your own LLM, which allows brands to integrate their own large language models Copilot rewrite which refined agent messages for clarity and professionalism, Routing AI Agent, a tool that efficiently routes customers needs to the appropriate resource and data collection AI agent. Which makes data collection more efficient, accurate and automating. In the back half of the year, as part of our voice and digital strategy, we launched our agent workspace for voice, integrating third party voice providers into LivePerson's best in class digital agent workspace. This enables brands to now extend our suite of AI capabilities to their voice conversations including all bot automations [indiscernible] and conversational intelligence. With this, brands can now build and analyze end to end customer journeys while supporting and coaching agents in real time across both voice and digital channels. In addition to our voice integrations, we continue to see generative AI usage increase In Q4, we saw a 70% sequential increase in the number of customers leveraging our generative AI. And a 37% sequential increase in conversations using our Gen AI suite.

This is providing real benefits to real customers. Some examples I would like to share with you are, one of the nation's leading health systems with over 80,000 employees launched an internal AI agent to support its employees on key HR topics. Such as benefit policies. Within weeks, the generative AI solution successfully handled and resolved 55% of the requests they received It is now continuously learning and improving every day. Lexus, a leading luxury automobile brand, offers a unified concierge service built on a network of live person AI agents routing, knowledge, customer engagement, [indiscernible] Clients can compare vehicles book test drives and explore financing on their own time and terms with seamless handoff to brand representatives when the timing is right. The live person solution has resulted in a 10x increase in test drive engagements compared the company's former chatbot experience. In addition to prior examples that we shared with Signet, we've recently worked with another globally renowned luxury jeweler, that noticed missed revenue opportunities during off hours. To address this, we implemented our generative AI to engage with customers when live agents were offline leading to higher quality leads, increased average order values and improved conversation rates.

LivePerson's innovation going forward would be focused on driving continued adoption of our Agent Workspace for Voice and evolving to become a system of action and intelligence through advancements in generative AI capabilities, voice integration, analytics and unified workspaces. In the first half of twenty twenty five, we'll take our second step and digital strategy building on the success of the Avaya partnership, and launching integrations with Cisco and Amazon Connect. Our product team will also focus on driving the adoption of our open platform capabilities enhancing integrations with voice providers, and commerce platforms and enabling enterprise customers to maximize the benefits of bring your own LLM. Finally, I want to be clear that investing in our technical infrastructure and commercial capabilities remains a priority for 2025. We're making this decision because we're seeing continued demand for our product and potential expansion with our current customer base. While this will impact profitability in 2025, we believe this is the right decision for long term success for LivePerson, our shareholders and our customers. I would like to now provide a brief update on our go to market progress. A year ago, faced significant challenges including limited visibility into our customers' decision making, leading to higher than expected churn throughout the year.

In response, set out to transform our go to market motion. We installed a new leadership team, refined our operational processes engaged with partners and launched a new simplified pricing model. Today, we have visibility into our customers' adoption trends several quarters in advance allowing us to proactively tailor engagement and plan that maximizes value realization. Additionally, we refined our sales strategy to focus on expanding strategic partnerships In Q4, we're already starting to see an uplift in partner contribution as a percentage of total bookings. These include several of our largest deals in the quarter. And while it's early, we are on track to reach 35% partner attach for 2025. We're also seeing strong momentum in our bronze silver and gold pricing and packaging strategy. In Q4, we experienced a substantial sequential increase in closed deals under our new pricing structure. With deal volume more than doubling and annual reoccurring revenue increasing by five times, Notably, a leading automotive finance company upgraded to our gold package resulting in a 7 figure renewal These results have reinforced our strategy and made and deal values to continue to increase throughout 2025. Changes like these take time to fully realize their impact.

And while the desired results for our go to market transformation are still materializing, I remain confident about the trajectory. The continued positive trend in sequential bookings in Q1 through Q4 coupled with AI adoption expanding across enterprise customers positions us well for sustained growth in the second half of the year. To conclude, I want to emphasize and for the full year. This past year was pivotal for LivePerson LivePerson laying the foundation for future growth. To ensure we continue to deliver on future financial expectations, we plan to do three things: continue driving our commercial performance in bookings and retention continue to control costs and improve our capital structure, and continue to innovate our product particularly by enhancing our robust suite of AI capabilities leading to strong adoption of enterprise generative AI, while continuing to invest in our [indiscernible] As I outlined throughout my prepared remarks, strategic groundwork laid in 2024 has positioned us for sustainable and profitable growth in the future. While it is still early, we're beginning to see gradual improvements reflected in the sequential increases in bookings and renewals However, as noted on our third quarter call, we anticipate levels of attrition to remain elevated for the first half of the year.

As we move past the renewal cycle impacted by our legacy issues in the business. Once we are through the end of legacy renewal cycle, with the solid foundation that we've established, I am confident we will experience positive net new ARR in the second half of the year. Now let me hand over our call to John Collins. John? Thanks, John.

I'll begin with a brief update on customer wins, followed by a discussion of our financial performance In terms of deals and significant customer wins, the fourth quarter marked our third consecutive quarter of improvement. We signed a total of 39 deals including nine new logos and 30 translating to a quarter over quarter increase in total deal value of 18%. In addition, deal values for new logos were more than double the average over the first three quarters of twenty twenty four. Which we view as another important indicator of improving commercial execution and market demand for our products. Broadly, there were three dominant themes in the fourth quarter that influenced our results. First, as John mentioned, increasing demand for AI agents and AI orchestration. Second, continuing traction. Within highly regulated industries including healthcare, financial services, and telecommunications which collectively represented 80% of bookings in the quarter. Third, building momentum with commercial partners. Which put us on track to achieve our partner led bookings goals in 2025. Consistent with this thematic view, significant renewals and expansions included a U. S. Based financial services company a leading British broadcast and telecommunications company a British retail bank a deal with a large multinational consulting company to deploy our generative AI suite for enterprise customers in the Asia Pacific region, a deal with a partner in South Africa to support the rollout of digital and automation programs for the region's largest insurer, and a partner led deal at a leading luxury fashion brand to improve sales performance, and consumer marketing programs through insights gained from LivePerson's Conversational Intelligence Suite.

As for our fourth quarter financial results, total revenue was 73,200,000.0 above the high end of our guidance range. The improvement above expectations was primarily driven by favorable timing of deals in the fourth quarter. Adjusted EBITDA for the fourth quarter was above the high end of our guidance range at $8,100,000 driven by similar factors contributing to higher revenue and by reductions to our cost structure. Revenue from hosted services was 60,200,000.0 down 23% year over year. Recurring revenue was $68,600,000 or 94% of total revenue.

Note that with the divestiture of Wild Health last year, which was LivePerson's last remaining non core assets, there is no longer a need to distinguish revenue as B2B All revenue is Lifesize revenue going forward. Further segmenting revenue professional services revenue was $13,000,000 down 23% year over year. From a geographic perspective, U. S. Revenue was $48,400,000 and international revenue was $24,800,000 or 6634% of total revenue Average revenue per customer was $625,000 up 2% year over year driven in part by expansions with our largest customers, and in part by customer retention. RPO declined to $232,000,000 consistent with the same factors driving the year over year declines in revenue. Net revenue retention was 82% in the fourth quarter up from 79% in the third quarter.

The slight sequential increase was driven by revenue from favorable timing of deals in the fourth quarter. As a reminder, given that net revenue retention is a function of in period revenue, we continue to expect sequential declines in this metric through the year. Finally, in terms of cash, ended the fourth quarter with $183,000,000 of cash and balance sheet. Inclusive of the proceeds from the transaction with Lynrock Lake. Turning to revenue guidance. While the positive net ARR we continue to expect in the second half, puts us on a path to future revenue growth The corresponding revenue impact in 2025 represents only a small offset to the larger negative revenue impact in 2025 from customer cancellations last year and this quarter. As a result and consistent with the expectations we shared last quarter, we expect revenue to decline through most of the year before reaching an inflection point for sequential growth by the end of the year. More specifically, for the first quarter, we expect revenue to range from $63,000,000 to $65,000,000 which is a sequential decline of approximately $9,000,000 at the midpoint from the fourth quarter. While the primary driver of this sequential decline is the customer cancellations we discussed last quarter, it is worth noting that favorable timing of approximately 3,000,000 from fourth quarter deals was also a significant factor Normalizing for this time in, the sequential decline would have been closer to $6.9 In addition, we expect recurring revenue once again to be 94% of total revenue in the first quarter.

For the full year, we expect revenue to range from $240,000,000 to $255,000,000 approximately 3% of which we expect to be recurring. Turning to guidance for the bottom line.

For the full year, we expect adjusted EBITDA to range from a $14,000,000 loss to zero or breakeven. It follows that we do not expect positive free cash flow in 2025. After careful consideration, believe our guidance strikes an appropriate balance of many competing considerations. Including working capital requirements, the state of the capital structure and related constraints, and the potential for future cash generation achievable only by following through on the investments necessary to execute our return to growth strategy, that we've been discussing for the past three quarters Breaking this balance required many difficult decisions. Including further reducing our cost structure while planning to approximately double bookings year over year. Despite a decline of $65,000,000 in revenue from 2024, to the midpoint of 2025 guidance, adjusted EBITDA is expected to decline only $31,000,000 at the midpoint. We offset the other 34,000,000 Declined with reductions to our cost structure. In sum, we believe Lifeperson's customers and investors are better served by the company allocating the resources necessary to deliver positive net ARR the second half. Which depends not only on our commercial team, but also the technology teams delivering enhanced innovation, and platform performance. As for the first quarter, we expect adjusted EBITDA to range from a loss of $3,000,000 to loss of 1,000,000 Before taking questions, I'll briefly summarize a few key points.

The fourth quarter marked our third consecutive quarter of improving commercial execution.

Total deal value was up 18% quarter over quarter and new logo deal value was more than double the average over the first three quarters of twenty twenty four. We are seeing increasing demand for AI agents and AI orchestration. [indiscernible] the LivePerson is a leading solution for large enterprises [indiscernible] And growing interest from partners These are three key themes influencing our results and validating our strategy. With three consecutive quarters of sequential bookings growth and improvement in other key commercial metrics, we expect to see continued improvement in the business in 2025. And with that, can move to questions.

Great. Thank you.

At this time, we will be conducting a question and answer session. Our first question is from Jeff Van Rhee from Craig Hallum Capital Group. Please go ahead. Hey guys, thanks for taking the questions. Just a couple for me. First on the partners, I just want to make sure I understand your goal is 35% partner attach in 25%, if I got that right. So are you saying you expect 35% of bookings value to be driven by partners? Just maybe clarify what that term is I can understand what that means for 2025? And then what was the predecessor number for '24?

Yes. Commenting on where we see line of sight Jeff, this is John Sabine. I'm sorry. Good to hear your voice.

Hey, John. Sure.

Thanks. The 35% is our total target bookings value. So that's what we're looking at. We're seeing steady improvement from where we were this year. I don't believe we've been that number in the past, but we're given the target of what we're shooting for in 2025.

Can you give me a magnitude sense of how much of an increase is? Because obviously, I wanted to get some more color on the Cisco, Amazon comments and some color on how Avaya is Yes. It's definitely more than 2x of what we're seeing now. It's more than that. So So as we've discussed, the partner network was pretty nascent and we're now starting to see that improve and contribute to the overall performance of the company.

Yes. And then maybe just talk to the Avaya integration and announcement kind of how that relationship is trending versus expectations? And then just thoughts on Cisco and Amazon in terms of timing and go to market there?

On the Avaya partnership, we are going in the right direction. We've closed over a 7 figure deal with Avaya. We have a number that are in the pipeline as we're as we speak and we've agreed upon target accounts and markets. We've even seen where we've partnered with Avaya and defeated another CCaaS vendor, who was an incumbent from an acquisition. So we've been actually with that partnership, we've actually been to help Avaya retain customers as well as us.

So that partnership is going in the right direction. The partnership with Cisco and Amazon Connect is an extension of the overall strategy of the company where we believe voice is an important part of the digital connected [indiscernible] both customer experience and engagement and personalization as well as driving some of the AI capabilities that we have are continuing forward with that strategy. So by expanding with those two other providers, it allows it gives us basically the ability to get to the TAM of almost 65% of voice calls that are out there.

Helpful. On the S and M incremental spend, a couple of questions there. Just can you quantify how much incremental spend you're going to be putting into S and M? I mean, obviously, I think you were addressing the decision you've got to make as opposed to do we drive for EBITDA to get some coverage ratios that make refinancing the debt easier? Or do we not focus on that, but more so focus on driving top line growth? And I understood your message to be here. Look, that is our decision. We're going to hammer down on on S and M. So just the process there in coming to that conclusion and then how much incremental spend are you about Hey, Josh. I'll start here. Thanks for Justin.

Broadly speaking, Jeff, there's not incremental investment relative to 2024, rather as we thought about We left more in S and M, but there was an overall net takeout or reduction in costs. It's just how much we left in relative to other business units as we thought through the areas where we could afford the reduction and still make 2025 plan possible. Got it. Got it. Okay. And then just along those lines and I'll let somebody else jump on. Just the evolution of the thinking in terms of the debt situation, Obviously, you did the step one transaction with Linrock, but your goal is take out the existing debt and delever through that path. Any updates any changes in strategy, any timelines, just any color there would be great. Thanks. Hey, Joe.

No update to provide at this moment in time. No change to the strategy either. I expect that there'll be developments as we progress through the year.

Okay, great. Thanks for taking the questions. Thanks, Jeff. Great to hear from you. And our next question here is from Michael Latimore from Northland Capital Markets.

Great. Thank you. The gross margin picked up sequentially a good amount. Is that a sustainable number? Hey, Mike. It is largely influenced by the reduction in certain consultants that were assisting us with cloud migration and general cloud operations. In addition to the reduction in LivePerson our Gainsure portfolio. As you know, we continue to reduce the size of that portfolio and specifically the labor component. So with left labor, in the business today, [indiscernible] have expanded. That said, as we look forward to 2025, there will be some pressure on gross margin tied to the cloud migration and new costs associated with being on GCP in particular. So I would expect broadly speaking it's to come down from what was reported in Q4. Okay, got it.

Guiding for attrition to continue through midyear. What percent of your customers [indiscernible] [indiscernible] That's a good question. J. C, if you have numbers that are more about The amount that I could put out there, I appreciate you jumping with that first.

Well, broadly speaking, as we've described over the last few quarters, we expect the current renewal cycle or the legacy renewal cycle that John spoke to in his prepared remarks ending in the first half 2025. And that the majority of the customer losses that we had sort of signaled or messaged during the third quarter call will take place in the first quarter. [indiscernible] So the rest of the year should be lighter in terms of customer attrition and really reach more normalized retention levels is aligned to our expectation to produce net ARR in the second half.

And it's a significant portion. The renewal cycle does represent your customer base going through a renewal with you and impacted over a course of fifteen to eighteen months of the renewal cycle? [indiscernible] [indiscernible] You highlighted as one of the values of your product is the customer does not need to do a system overhaul. By that, do you mean basically keep their contact center infrastructure in place, is that what you mean by Exactly. What we're seeing is when it's a full scale CCaaS replacement, CRM replacement we are being seen as an extremely attractive option that they can keep some of those components in place and then get best in class digital side what they're using today. Correct. Thanks, Michael.

There are no further questions, I'd like to turn the floor back to management for closing comments.

We have no additional comments at this time.

Great. Thank you. This does conclude today's teleconference. You may disconnect your lines [indiscernible]