Commerce.com, Inc. - Series 1 · NASDAQ:CMRC
Commerce.com, Inc. - Series 1 — BigCommerce — Investor Day (2025)
112 slides from Commerce.com, Inc. - Series 1's investor day presentation, 2025
Slide 1: Investor Day 2025
Investor Day 2025
Slide 2: Forward-looking statements disclaimer
2 This presentation has been prepared by BigCommerce Holdings, Inc. (“we,” “us,” “our,” “BigCommerce” or the “Company”). This presentation may contain forward-looking statements which constitute the views of the Company with respect to future events which can be identified by the use of forward-look
Slide 3: Overview
Overview
Slide 4: BigCommerce at 12/31/24
4 OVERVIEW BigCommerce at 12/31/24 $350M INVESTOR DAY 2025 Enterprise ARR accounts 75% of account ARR 75% Enterprise ARR $262M % of Total Non-enterprise Enterprise ARR accounts 25% of account ARR
Slide 5: Our story
5 OVERVIEW Our story 2009 TODAY INVESTOR DAY 2025 Small business Mid-market Growth into B2B AI product Visual Editing Catalyst B2C and complex B2C and channel ecommerce optimization
Slide 6: What we sell
6 OVERVIEW What we sell INVESTOR DAY 2025 One of the world’s largest Leading AI product and Next generation visual ecommerce SaaS platforms channel optimization engine editor and design system
Slide 7: Awards
7 OVERVIEW Awards 2024 2024 2024 Leader 24 total medals Top Rated INVESTOR DAY 2025 In B2C, B2B and Headless Across Paradigm B2B Combine’s TrustRadius Top Rated Ecommerce (ENT & MM) ecommerce platforms Midmarket and Enterprise editions Platform for having excellent customer satisfaction ratings 2023
Slide 8: We power growth for industry leaders across all industries
8 OVERVIEW We power growth for industry leaders across all industries INVESTOR DAY 2025
Slide 9: My path to BigCommerce
9 OVERVIEW My path to BigCommerce INVESTOR DAY 2025 2010 2015 2019 2021 2022 2024
Slide 10: Why I came to BigCommerce
10 OVERVIEW Why I came to BigCommerce I saw three macro trends highlighting limitations of current commerce solutions Organizational INVESTOR DAY 2025 agility Proliferation of AI and agentic channels commerce
Slide 11: Since I took over as CEO, we have…
11 OVERVIEW Since I took over as CEO, we have… Cut costs Aligned sales, with 10% marketing, and headcount INVESTOR DAY 2025 partnerships to reduction and SaaS best reinvested in practices selling capacity Rebuilt GTM Reorganized leadership with Focused on around customer- SaaS and highest-value cent
Slide 12: 2025 top priority: reaccelerate ARR growth
12 OVERVIEW 2025 top priority: reaccelerate ARR growth 1 2 3 Increase Expand total Double down INVESTOR DAY 2025 customer addressable on B2B wallet share market (TAM) Leverage newly integrated Bring new capabilities to market to Over 12k B2B accounts on the platform products to drive stronger cross-
Slide 13: Commerce shouldn't be complex. It should be curated.
13 OVERVIEW Our vision is to empower businesses to sell anywhere, their way— seamlessly, effortlessly and with future-ready technology. INVESTOR DAY 2025 Commerce shouldn’t be complex. It should be curated.
Slide 14: We enable our customers to sell anywhere, see everything, grow on their terms
14 OVERVIEW We enable our customers to: 1 2 3 INVESTOR DAY 2025 Sell See Grow on anywhere everything their terms Unparalleled flexibility End-to-end insights Build without friction
Slide 15: Commerce Landscape
15 Commerce Landscape INVESTOR DAY 2025
Slide 16: Maturity of market has commoditized and democratized commerce
16 OVERVIEW – COMMERCE LANDSCAPE Maturity of market has commoditized and democratized commerce INVESTOR DAY 2025 Commerce Platform Acquisitions Current Players (Independent) Technology costs dramatically reduced Speed to market and agility have become paramount Traditional business models have blurr
Slide 17: Emerging realities
17 OVERVIEW – COMMERCE LANDSCAPE Emerging realities Low Complexity High INVESTOR DAY 2025 Business/channel model evolution Acquisition/discovery channel evolution Inventory & fulfillment evolution AI/technology evolution
Slide 18: Channels: the customer is the channel
Channels 18 OVERVIEW – COMMERCE LANDSCAPE Physical Apps Social Marketplace Stores THE REALITY: Websites Agentic Wholesale Accounts The customer Warehouses Drop-Ship IS the channel Warehouses Drop-Ship Physical Stores Marketplace Physical Wholesale Marketplace Partners THE CHALLENGE: Stores Accts INV
Slide 19: Channels: the customer is the channel
Channels 19 OVERVIEW – COMMERCE LANDSCAPE Physical Apps Social Marketplace Stores THE REALITY: Websites Agentic Wholesale Accounts The customer Warehouses Drop-Ship IS the channel Warehouses Drop-Ship Partners Physical Stores Marketplace Physical Wholesale Marketplace Partners THE CHALLENGE: Stores
Slide 20: Finding the right balance on the scale of composability
20 OVERVIEW – COMMERCE LANDSCAPE Finding the right balance on the scale of composability INVESTOR DAY 2025 Simple Monolith Curated Composable Extreme Rigid and inflexible with slower updates Unified business UX Open/Componentized and limited customizations. One-size fits Fragmented, very expensive a
Slide 21: Curated composability
21 • OVERVIEW – COMMERCE LANDSCAPE OVERVIEW – COMMERCE LANDSCAPE OUR VISION: Curated composability Flexible INVESTOR DAY 2025 Full-Featured For mid-market and enterprise § API-driven customers, now more than ever, § Out-of-the-box § Composable § Plug and play flexibility and agility are crucial. § A
Slide 22: How We Execute
How We Execute
Slide 23: Going to market via offerings
23 HOW WE EXECUTE B2B: Solving for digital maturity, efficiency Going to market via offerings § Industry/vertical-specific offerings § Robust, business friendly B2B features & functions § Automatic sales processes & management § Flexibility for future growth § Tailored for both large and small busin
Slide 24: Customers as of 12/31/2024
24 HOW WE EXECUTE Customers as of 12/31/2024 INVESTOR DAY 2025 Small B2B B2B Small Business 35% Business 29% 36% % of total 46% % of total enterprise company ARR ARR B2C B2C 25% 29% *B2B = customers >$5M; B2C = customers >$5M; Small Business = customers <$5M
Slide 25: B2B
INVESTOR DAY 2025 25 B2B
Slide 26: AHP Medical & Dental B2B Buyer Portal automates sales
26 CASE STUDY AHP Medical B2B Buyer Portal automates & Dental sales Automated quotes, orders, bulk re-orders, invoices, payments, approval workflows and more. Reach new customers Improve efficiency Cut cost 75% Orders now placed online 11K Hours saved annually through (300% growth) automation (6 FTE
Slide 27: Bio-Rad's global expansion
27 CASE STUDY Bio-Rad's Bio-Rad Big global expansion Built with BigCommerce Composable Architecture, Bio-Rad’s platform is flexible, allowing for easy integrations with other systems as the company continues to grow internationally. 140 countries 1 global site 32 currencies 10 languages BIO $2B NASD
Slide 28: MKM: BigCommerce + Feedonomics driving business growth
28 CASE STUDY BigCommerce + Feedonomics MKM driving business growth MKM used the combined forces of Feedonomics and BigCommerce to grow revenue. They leverage Feedonomics to attract B2B and B2C customers, and BigCommerce handles their complex independent business structure to drive customer loyalty
Slide 29: Why B2Bs choose an ecommerce platform
29 HOW WE EXECUTE – B2B Why B2Bs choose an ecommerce platform 1 2 3 INVESTOR DAY 2025 Drive Grow revenue Adapt to changing profitability We engage new buyers with market and We simplify and automate Feedonomics and deliver business needs B2B selling processes with exceptional buying Our openness giv
Slide 30: Why BigCommerce for B2B
30 HOW WE EXECUTE – B2B Speed Automation Why BigCommerce B2B tools ready to launch OOTB with specialized SIs Tools to bring offline, manual processes online for B2B for implementation and drive efficiency in font office and back office INVESTOR DAY 2025 Expansion Integrations Purpose-built B2B comme
Slide 31: B2B Ideal Customer Profile (ICP)
31 HOW WE EXECUTE – B2B B2B Ideal Customer Profile (ICP) Product and Sales complexity Low High Feedonomics INVESTOR DAY 2025 Makeswift BigCommerce 35% 1 Of B2B businesses not selling online today $22T Global B2B ecommerce GMV 2 18.2% CAGR 2 1. Mckinsey, Busting the five biggest B2B e-commerce myths
Slide 32: B2B TAM expansion
32 HOW WE EXECUTE – B2B B2B TAM expansion Product and Sales complexity Low High Feedonomics INVESTOR DAY 2025 Makeswift BigCommerce Investing in our platform to improve support for larger organizations § Tools to support more complex processes (e.g., complex approvals and hierarchy structures) § Boo
Slide 33: B2B TAM expansion
33 HOW WE EXECUTE – B2B B2B TAM expansion Product and Sales complexity Low High Feedonomics INVESTOR DAY 2025 Makeswift BigCommerce Investing in our platform to Investing in faster launches improve support for larger with more complexity organizations § Bringing the Makeswift editing experience to B
Slide 34: B2B TAM expansion
34 HOW WE EXECUTE – B2B B2B TAM expansion Product and Sales complexity Low High Feedonomics INVESTOR DAY 2025 Makeswift BigCommerce Investing in our platform to Investing in faster launches Investing to improve data improve support for larger with more complexity management organizations § Bringing
Slide 35: B2C
3 ec50e5ccece INVESTOR DAY 2025
Slide 36: The RealReal modernizes its tech stack
36 Online marketplace selects CASE STUDY BigCommerce to modernize their The RealReal tech stack The RealReal is the world’s largest online marketplace that allows users to buy and sell authenticated luxury goods. The company has over 37 million members and 16 physical stores. The RealReal offers a v
Slide 37: Brompton composable site launches in 7 months
37 CASE STUDY 7 Composable BigCommerce Brompton site launches in 7 months BigCommerce is helping iconic Brompton folding bike to reach their next stage of international expansion by rapidly growing their D2C websites in multiple countries. They leveraged BigCommerce flexible checkout to integrate go
Slide 38: New Balance leverages Feedonomics to grow return on ad spend
38 Leveraging Feedonomics CASE STUDY to grow return on ad spend New Balance and reach new markets Helping New Balance drive incremental revenue and scale to new markets, Feedonomics partnered to improve New Balance’s return on ad spend by 95%. “ We have the ability to create a better output at scale
Slide 39: BigCommerce serves broader set of B2C industries
39 HOW WE EXECUTE – B2C BigCommerce serves broader set of B2C industries Traditional B2C Fashion & Apparel INVESTOR DAY 2025 Beauty & Skincare Home Goods & Décor Pet Care Sports & Outdoor Gear Luxury Goods Books & Media
Slide 40: BigCommerce serves broader set of B2C industries
40 HOW WE EXECUTE – B2C BigCommerce serves broader set of B2C industries Traditional B2C Broader B2C Industries Broader B2C Industries Fashion & Apparel MLM Products Alcohol, Tobacco & Spirits INVESTOR DAY 2025 Beauty & Skincare Regulated Industries Consumer Product Goods Home Goods & Décor Niche or
Slide 41: Why B2Cs ecommerce switch platforms
41 HOW WE EXECUTE – B2C Why B2Cs ecommerce switch platforms 1 2 3 Increase Grow revenue Future-proof total INVESTOR DAY 2025 conversion Advanced B2C & B2B cost of ownership Highly customizable platform features, including custom Open SaaS commerce model combined with Catalyst’s pricing and multi-sto
Slide 42: Why BigCommerce for B2C
42 HOW WE EXECUTE – B2C Agility Speed Why BigCommerce The power of open SaaS Go faster with allows BigCommerce to Catalyst, Makeswift & fit your business Multi-Storefront for B2C INVESTOR DAY 2025 Flexibility Connectivity Trust The freedom to choose Harmonize, optimize, and Industry-leading what’s n
Slide 43: B2C Ideal Customer Profile (ICP)
43 HOW WE EXECUTE – B2C B2C Ideal Customer Profile (ICP) Channel and tech stack complexity Low High Feedonomics INVESTOR DAY 2025 Makeswift BigCommerce $7.4T Global B2C ecommerce GMV 1 15% 1 Global B2C ecommerce GMV CAGR 1. Statista, Retail e-commerce sales worldwide from 2014 to 2027
Slide 44: B2C TAM expansion
44 HOW WE EXECUTE – B2C B2C Total Addressable Market (TAM) expansion Channel and tech stack complexity Low High Feedonomics INVESTOR DAY 2025 Makeswift BigCommerce Investing in our platform to expand our composable/headless offering § Introducing self-hosting to enable "one click" headless storefron
Slide 45: B2C TAM expansion
45 HOW WE EXECUTE – B2C B2C Total Addressable Market (TAM) expansion Channel and tech stack complexity Low High Feedonomics INVESTOR DAY 2025 Makeswift BigCommerce Investing in our platform to Investing in curation to boost expand our composable/headless ARR and ARPA via bundling offering § Bundling
Slide 46: B2C TAM expansion
46 HOW WE EXECUTE – B2C B2C Total Addressable Market (TAM) expansion Channel and tech stack complexity Low High Feedonomics INVESTOR DAY 2025 Makeswift BigCommerce Investing in our platform to Investing in curation to boost Investing to increase lifetime expand our composable/headless ARR and ARPA v
Slide 47: Small Business
INVESTOR DAY 2025 47 Small Business
Slide 48: Wheels and Wings selects BigCommerce
48 CASE STUDY Wheels and Wings selects BigCommerce Wheels and to create a unique customer experience Wings and empower business growth The Challenge Why BigCommerce? § Coming from lite ecommerce § Able to create a unique platform integrated with and compelling customer custom solutions experience on
Slide 49: BigCommerce solves advanced business needs for small businesses
49 HOW WE EXECUTE – SMALL BUSINESS BigCommerce solves advanced business needs for small businesses (SBs) 1 2 3 INVESTOR DAY 2025 Who we serve Why we focus here Why we're chosen Small businesses under $5M We believe small businesses The tools, integrations, and total revenue that have can tackle big
Slide 50: We are continuing to innovate for small businesses
50 HOW WE EXECUTE – SMALL BUSINESS We are continuing to innovate for small businesses Product experience Expand TAM of Bundling and BigCommerce reselling INVESTOR DAY 2025 § Investing to improve the user experience of our product suite § Bundle compelling third- platform, including native AI party c
Slide 51: Growth Strategy
Growth Strategy
Slide 52: Leadership team additions with deep sales and commerce experience
52 GROWTH STRATEGY Leadership team additions with deep sales and commerce experience New to BigCommerce or new in seat Travis Hess Russ Klein Rob Walter Michelle Suzuki Chief Executive Officer Chief Commercial Officer Chief Revenue Officer Chief Marketing Officer INVESTOR DAY 2025 Ryan Means John Hu
Slide 53: Selling model aligned to customer size and growth opportunity
53 GROWTH STRATEGY Selling model aligned to customer size and growth opportunity Customer Revenue % Total ARR Sales Model Key Account 8% INVESTOR DAY 2025 Enterprise $1B+ Director Corporate $20M – $1B 25% Account Director Mid-Market $5M – $20M 21% Inside Sales Rep Small Business <$5M 46% Self Servic
Slide 54: Offerings align internal resources to enable regions driving revenue
54 GROWTH STRATEGY Offerings align internal resources to enable regions driving revenue Portfolio brand Product & Engineering INVESTOR DAY 2025 In market “What” & demand prioritization Marketing Regional GMs B2B Offering Partner B2C Offering Offering strategy, Functional segmentation & expertise & S
Slide 55: Growth strategy by offering
55 GROWTH STRATEGY Growth strategy by offering Offering TAM Expansion Optimized GTM Revenue Retention Investing in BigCommerce, Dedicated B2B sales team, selling Continued upsell of B2B Edition Feedonomics and Makeswift to bundled solutions with focused and Feedonomics into our base B2B support more
Slide 56: Growth strategy by offering
56 GROWTH STRATEGY Growth strategy by offering Offering TAM Expansion Optimized GTM Revenue Retention Investing in BigCommerce, Dedicated B2B sales team, selling Continued upsell of B2B Edition Feedonomics and Makeswift to bundled solutions with focused and Feedonomics into our base B2B support more
Slide 57: Growth strategy by offering
57 GROWTH STRATEGY Growth strategy by offering Offering TAM Expansion Optimized GTM Revenue Retention Investing in BigCommerce, Dedicated B2B sales team, selling Continued upsell of B2B Edition Feedonomics and Makeswift to bundled solutions with focused and Feedonomics into our base B2B support more
Slide 58: Service partner growth vector
58 GROWTH STRATEGY Service partner growth vector Benefits to global Benefits to systems integrators Global BigCommerce INVESTOR DAY 2025 systems § Strong recurring services integrators § Go-to-market pipeline revenue stream development § Accelerated digital § Expertise and services to key transforma
Slide 59: Pricing and monetization strategies
59 GROWTH STRATEGY Pricing and monetization strategies Shipping Tax MarTech Analytics Search Hosting OMS PIM INVESTOR DAY 2025 Wave 1 Wave 2 RESELLING G R AY - L A B E L I N G Purchase and resell partner solutions as part of Selling partner technology with both BigCommerce and bundled offerings part
Slide 60: Makeswift expansion
60 GROWTH STRATEGY Makeswift expansion Step 01 Step 02 Step 03 INVESTOR DAY 2025 Catalyst Integrated to Standalone bundle core product TA R G E T TA R G E T TA R G E T Multi-purpose visual editor built for multiple use cases (content sites, Enterprise customers already Enterprise, midmarket, and eco
Slide 61: Feedonomics expansion driven by more aggressive cross-sell and self-serve offering
61 GROWTH STRATEGY Feedonomics expansion driven by more aggressive cross-sell and self-serve offering Near-term GTM (2025) How? growth plan INVESTOR DAY 2025 Premier product Base product
Slide 62: Feedonomics expansion driven by more aggressive cross-sell and self-serve offering
62 GROWTH STRATEGY Feedonomics expansion driven by more aggressive cross-sell and self-serve offering Near-term GTM (2025) How? growth plan INVESTOR DAY 2025 Premier Sales-led strategy product Self-serve Base freemium product platform model
Slide 63: Feedonomics expansion driven by more aggressive cross-sell and self-serve offering
63 GROWTH STRATEGY Feedonomics expansion driven by more aggressive cross-sell and self-serve offering Near-term GTM (2025) How? growth plan INVESTOR DAY 2025 Cross-sell Premier Sales-led strategy B2C and product B2B base Target small Self-serve Base businesses on freemium product BigCommerce platfor
Slide 64: Feedonomics expansion driven by more aggressive cross-sell and self-serve offering
64 GROWTH STRATEGY Feedonomics expansion driven by more aggressive cross-sell and self-serve offering Near-term GTM (2025) How? growth plan INVESTOR DAY 2025 Effective digital sales & marketing Cross-sell Premier Sales-led strategy B2C and tools for manufacturing & distribution product B2B base Laun
Slide 65: Maintain payments flexibility and introduce optional branded payments solution
65 GROWTH STRATEGY Maintain payments flexibility for complex customers and introduce an optional branded payments solution for mid-market and small business customers Future BigCommerce Payments INVESTOR DAY 2025 Partner buy rate + platform owns Monetization Referral revenue share customer pricing M
Slide 66: Expanding payments & checkout offerings to optimize return
66 GROWTH STRATEGY Expanding payments & checkout offerings to optimize return on customer-product match § Provide customer choice with Customer Size % of Total ARR payments and checkout to drive best-in-class conversion rates % Flagship GMV 8% INVESTOR DAY 2025 Enterprise 8% § BC Payments will offer
Slide 67: GTM: Example customer with transformation history
67 GROWTH STRATEGY GTM: Example customer with transformation history This Texas-based standing desk manufacturer is a longstanding BigCommerce customer and 2025 Co-marketed a user of many of our key tech partners. partnership After nearly 10 years on our platform, UPLIFT INVESTOR DAY 2025 launched C
Slide 68: Financials
Financials
Slide 69: BigCommerce's revenue model
69 FINANCIALS BigCommerce's revenue model Revenue model Sales-led motions Self-serve motions Direct sales to § Self-serve to small businesses INVESTOR DAY 2025 SaaS software mid-market and subscription larger customers Direct sales to § Freemium and self-serve for small Subscription-based mid-market
Slide 70: Expanding TAM through acquisitions and product expansion
70 FINANCIALS Expanding TAM through acquisitions and product expansion Solutions bundles Total addressable market for ecommerce of 7T growing at a rate of 8% Payment processing INVESTOR DAY 2025 2025 Catalyst release and additional future bundle offerings Content management Expanding via 2025e BC Pa
Slide 71: Offering KPIs
71 FINANCIALS Offering KPIs *Enterprise accounts only B2C B2B Small Business INVESTOR DAY 2025 % of ARR 29% 35% 36% *NRR 105% 102% 99% ARPA $66K $56K $31K *Inclusive of accounts with one or more enterprise plans only * NRR based on 4 quarter average Note: Based on account level data ending December
Slide 72: Go-to-market improvements drive improving unit economics
72 FINANCIALS Go-to-market improvements drive improving unit economics Enterprise accounts only *12 Month NRR %of ARR INVESTOR DAY 2025 94% 23% No flagship payments, no services partner, and no Feedonomics Platform only + Flagship Payments 104% 54% w/ flagship payments, no services partner, and no F
Slide 73: Platform vs. Feedonomics KPI Comparison
73 FINANCIALS Platform vs. Feedonomics KPI Comparison 4% Customer Revenue 29% 37% Enterprise INVESTOR DAY 2025 Enterprise Corporate ≤$1 Billion Mid-Market 26% Corporate Small Business ≤$20 Million 40% Mid-Market ≤$5 Million 42% Small Business 15% ≤$5 Million 9% *Inclusive of accounts with one or mor
Slide 74: Services partner focus is critical to in-market differentiation
74 FINANCIALS Services partner focus is critical *With Services Partner Without Services Partner to in-market differentiation and 4% 5% better economics Customer Revenue 28% Enterprise 36% INVESTOR DAY 2025 Enterprise Corporate ≤$1 Billion Mid-Market 25% Corporate Small Business ≤$20 Million 29% Mid
Slide 75: Consistent improvement in profitability driven by strong operating discipline
75 FINANCIALS Consistent improvement in profitability Operating expenses as a percent of revenue driven by strong operating discipline G&A* R&D* S&M* 95% 91% 84% INVESTOR DAY 2025 76% 74% 20% 70% 20% 17% 15% 16% 28% 16% 26% 24% 22% 21% 20% 47% 45% 43% 39% 38% 34% 1H 2022 2H 2022 1H 2023 2H 2023 1H 2
Slide 76: Prepayment focus is driving better retention, profitability, and cash flow
76 FINANCIALS Prepayment focus is driving better retention, profitability, and cash flow Monthly vs Prepaid Plan (%) Enterprise Accounts Essentials Accounts INVESTOR DAY 2025 Prepaid Monthly Prepaid Monthly 33% 47% 66% 77% 75% 73% 85% 80% 94% 92% 90% 90% 67% 53% 34% 23% 25% 27% 15% 20% 6% 8% 10% 10%
Slide 77: Strong balance sheet with debt maturing in 2028
77 FINANCIALS Strong balance sheet driven by high quality bookings, improving cash flow, and healthy debt levels maturing in 2028 $341M $350M As of June 30, 2024 amount of Debt at Maturity and As of March 11, 2025 INVESTOR DAY 2025 $300M amount of Debt at Maturity $4M As of June 30, 2024 amount $250
Slide 78: Profit growth & financial discipline drive improving operating cash flow
78 FINANCIALS Profit growth & financial discipline drive improving operating cash flow 11% 9% INVESTOR DAY 2025 5% H1 2022 H2 2022 H1 2023 H2 2023 H1 2024 H2 2024 -4% -27% -15% Operating Cash Flow (OCF) and OCF % of Revenue Operating Cash Flow (OCF) OCF % of Revenue Note: excludes Feedonomics acquis
Slide 79: Projected long-term model
79 FINANCIALS Projected long-term model 2025 Mid-term target Non-GAAP 2023A 2024A Commentary Guidance (3–5 years) Mid to INVESTOR DAY 2025 Revenue growth 11% 8% 3-5% High Teens Medium term ARR goal of $500M building to mid to high teens growth Mid to ARR growth 8% 4% High Teens High 70s – Long-term
Slide 80: A cohesive, sustainable strategy for growth
80 FINANCIALS A cohesive, sustainable strategy for growth INVESTOR DAY 2025 Differentiated Upside from GTM Healthy unit Growing commerce improved transformation economics & cash flow & value branding and drives topline profitability shareholder proposition partner- acceleration return friendly, open
Slide 81: Q&A
Q&A
Slide 82: Appendix
Appendix
Slide 83: Platform architecture dramatically expands TAM through partner solutions
83 APPENDIX By moving to a platform architecture, we dramatically expand our TAM through partner solutions Today: Owned Future: Platform & partner composed solutions products INVESTOR DAY 2025 § BigCommerce platform § BigCommerce platform § Partner solutions for infrastructure, search, logistics, pa
Slide 84: Fiscal 2022
INVESTOR DAY 2025 84 Fiscal 2022
Slide 85: Statement of Operations - three and twelve months ended 12/31/2022
85 APPENDIX Statement of Operations - For the three and twelve months ended 12/31/2022 INVESTOR DAY 2025
Slide 86: Statement of Cash Flows - three and twelve months ended 12/31/2022
86 APPENDIX Statement of Cash Flows - For the three and twelve months ended 12/31/2022 INVESTOR DAY 2025
Slide 87: Statement of Operations - three and nine months ended 9/30/2022
87 APPENDIX Statement of Operations - For the three and nine months ended 9/30/2022 INVESTOR DAY 2025
Slide 88: Statement of Cash Flows - three and nine months ended 9/30/2022
88 APPENDIX Statement of Cash Flows - For the three and nine months ended 9/30/2022 INVESTOR DAY 2025
Slide 89: Statement of Operations - three and six months ended 6/30/2022
89 APPENDIX Statement of Operations - For the three and six months ended 6/30/2022 INVESTOR DAY 2025
Slide 90: Statement of Cash Flows - three and six months ended 6/30/2022
90 APPENDIX Statement of Cash Flows - For the three and six months ended 6/30/2022 INVESTOR DAY 2025
Slide 91: Statement of Operations - three months ended 3/31/2022
91 APPENDIX Statement of Operations - For the three months ended 3/31/2022 INVESTOR DAY 2025
Slide 92: Statement of Cash Flows - three months ended 3/31/2022
92 APPENDIX Statement of Cash Flows - For the three months ended 3/31/2022 INVESTOR DAY 2025
Slide 93: Fiscal 2023
INVESTOR DAY 2025 93 Fiscal 2023
Slide 94: Statement of Operations - three and twelve months ended 12/31/2023
94 APPENDIX Statement of Operations - For the three and twelve months ended 12/31/2023 INVESTOR DAY 2025
Slide 95: Statement of Cash Flows - three and twelve months ended 12/31/2023
95 APPENDIX Statement of Cash Flows - For the three and twelve months ended 12/31/2023 INVESTOR DAY 2025
Slide 96: Statement of Operations - three and nine months ended 9/30/2023
96 APPENDIX Statement of Operations - For the three and nine months ended 9/30/2023 INVESTOR DAY 2025
Slide 97: Statement of Cash Flows - three and nine months ended 9/30/2023
97 APPENDIX Statement of Cash Flows - For the three and nine months ended 9/30/2023 INVESTOR DAY 2025
Slide 98: Statement of Operations - three and six months ended 6/30/2023
98 APPENDIX Statement of Operations - For the three and six months ended 6/30/2023 INVESTOR DAY 2025
Slide 99: Statement of Cash Flows - three and six months ended 6/30/2023
99 APPENDIX Statement of Cash Flows - For the three and six months ended 6/30/2023 INVESTOR DAY 2025
Slide 100: Statement of Operations - three months ended 3/31/2023
10 0 APPENDIX Statement of Operations - For the three months ended 3/31/2023 INVESTOR DAY 2025
Slide 101: Statement of Cash Flows - three months ended 3/31/2023
10 1 APPENDIX Statement of Cash Flows - For the three months ended 3/31/2023 INVESTOR DAY 2025
Slide 102: Fiscal 2024
10 2 INVESTOR DAY 2025 Fiscal 2024
Slide 103: Statement of Operations - three and twelve months ended 12/31/2024
10 3 APPENDIX Statement of Operations - For the three and twelve months ended 12/31/2024 INVESTOR DAY 2025
Slide 104: Statement of Cash Flows - three and twelve months ended 12/31/2024
10 4 APPENDIX Statement of Cash Flows - For the three and twelve months ended 12/31/2024 INVESTOR DAY 2025
Slide 105: Statement of Operations - three and nine months ended 9/30/2024
10 5 APPENDIX Statement of Operations - For the three and nine months ended 9/30/2024 INVESTOR DAY 2025
Slide 106: Statement of Cash Flows - three and nine months ended 9/30/2024
10 6 APPENDIX Statement of Cash Flows - For the three and nine months ended 9/30/2024 INVESTOR DAY 2025
Slide 107: Statement of Operations - three and six months ended 6/30/2024
10 7 APPENDIX Statement of Operations - For the three and six months ended 6/30/2024 INVESTOR DAY 2025
Slide 108: Statement of Cash Flows - three and six months ended 6/30/2024
10 8 APPENDIX Statement of Cash Flows - For the three and six months ended 6/30/2024 INVESTOR DAY 2025
Slide 109: Statement of Cash flows - three months ended 3/31/2024
10 9 APPENDIX Statement of Cash flows - For the three months ended 3/31/2024 INVESTOR DAY 2025
Slide 110: Statement of Operations - three months ended 3/31/2024
110 APPENDIX Statement of Operations - For the three months ended 3/31/2024 INVESTOR DAY 2025
Slide 111: Non-GAAP Financial Measures
111 APPENDIX Non-GAAP Financial Measures Annual Revenue Run-Rate We calculate annual revenue run-rate (“ARR”) at the end of each month as the sum of: (1) contractual monthly recurring revenue at the end of the period, which includes platform subscription fees, invoiced growth adjustments, feed manag
Slide 112: Non-GAAP Financial Measures
112 APPENDIX Non-GAAP Financial Measures Non-GAAP Operating Income (Loss) We define Non-GAAP Operating Income (Loss) as our GAAP Loss from operations, excluding the impact of stock-based compensation expense and related payroll tax costs, amortization of intangible assets, acquisition-related costs,