Yext, Inc. · NYSE:YEXT
Yext — Investor Day (2025)
141 slides from Yext's investor day presentation, 2025
Slide 1: Investor Day 2025
CF, INVESTOR DAY 2025 *
Slide 2: Safe Harbor Statement
Safe Harbor Statement This presentation includes forward-looking statements including, but not limited to, statements regarding our expected financial and operating results in future periods, and statements regarding our expectations regarding the growth of our company, our market opportunity, produ
Slide 3: Agenda
Agenda Welcome & Safe Harbor Nils Erdmann SVP, Investor Relations The State of Digital Presence Michael Walrath Chairman & Chief Executive Officer Christian Ward EVP, Chief Data Officer Insights & Impact Michael Misiewicz Director, Data Science Chris Brownlee SVP, Product The Yext Growth Flywheel Ja
Slide 4: Michael Walrath
Michael Walrath Chairman & Chief Executive Officer 4
Slide 5: The State of Digital Presence
The State of Digital Presence How Yext is transforming, leading and innovating in a rapidly evolving landscape 5
Slide 6: Transformation of Yext
Transformation of Yext INVESTOR DAY 2025
Slide 7: Establish a Sustainable Cost Structure
Accelerate the Reconnect Pace of Establish a with Our Core Innovation Sustainable Cost Structure 7
Slide 8: Adj. EBITDA Margin
Adj. EBITDA Margin Adjusted EBITDA and Adjusted EBITDA Margin are non-GAAP financial measures; see Appendix for definitions and reconciliations of GAAP to non-GAAP measures. 8
Slide 9: Gross Retention Rate
Gross Retention Rate Performance over the past 12 quarters Gross Retention Rate is an operating metric which prior to Q4 FY24 excludes usage. Refer to the Appendix for current and legacy definitions of Gross Retention Rate. 9
Slide 10: Yext Product Timeline
Yext Product Timeline BF knowledge graph fo} pages ee reviews T T 2009 2014 2016 INVESTOR DAY 2025
Slide 11: Investor Day 2025
INVESTOR DAY 2025 1
Slide 12: R&D innovation focused on the customer; Strategic M&A
R&D innovation focused on the customer Strategic M&A to accelerate our roadmap 12
Slide 13: Why We Will Win
Why We Will Win Fragmentation Rise of of search AI agents 13
Slide 14: The Evolution of Search to AI Search
The Evolution of Search to AI Search 14
Slide 15: Digital Experience for Humans and AI Agents
Digital Experience for Humans 528 © Comment INVESTOR DAY 2025 Digital Experience for Al Agents # Fl Galaxy Grill “Innovative Dining | Precision-Crafted Flavors | Houston, TK** ## **Overview™* Galaxy Grill combines **modern culinary science** with **timeless flavors” delivering a dining experience th
Slide 16: AI Search Performance
100 @) S t Al Search Performance Search has changed. Has your strategy?
Slide 17: Building an End-to-End Digital Presence Platform
(4) Building an End-to-End Digital Presence Platform Alsearch and competitive intelligence agent optimizin brand presence across traditional and Al-driven search Al AUTOMATION INTERFACE AWARENESS listings CONSIDERATION CONVERSION LOYALTY search : By ciate reviews t actions chat actions ~ reviews soc
Slide 18: How we will win
How we will win Operate better Innovate more Allocate than others than others capital better than others 18
Slide 19: Chris Brownlee, Jason LaFollette
Chris Brownlee Jason LaFollette SVP, Product EVP, Chief Technology Officer 19
Slide 20: The Yext Growth Flywheel
The Yext Growth Flywheel How data-driven insights and recommendations drive material improvements in digital presence 20
Slide 21: What Yext Does Well
What Yext Does Well What a brand can control Pages Search engine Listings (Data) optimized The largest data landing pages publisher network Knowledge Graph Reviews Social 60+ reviews Key social sites engagement platforms 21
Slide 22: Yext customers need to understand "How am I doing?"
Yext customers need to understand “How am I doing?” before they can execute a strategy Market & ROI Digital Presence Analytics Management “Help us understand “Help us execute where to focus” on that focus” & More 22
Slide 23: Three Questions to Maximize your Marketing Strategy
Three Questions to Maximize your Marketing Strategy… 1 How am I performing? Against the market and my competitors? 2 Where can I improve? Where and what is the ROI of doing this? 3 What do I need to do next? Prioritize my actions, and help me execute. 23
Slide 24: The Evolution of Search to AI Search
The Evolution of Search to AI Search 24
Slide 25: AI and Search Platforms
Gemini OpenAI Perplexity Grok Google Yelp Apple TripAdvisor YellowPages Mapquest Hours.com 25
Slide 26: Introducing Scout
INVESTOR DAY 2025 INTRODUCING @ Scout Your Al Search Co-Pilot Search Has Changed— Your Strategy Should Too Winning in search isn't just about Google anymore. Al platforms like ChatGPT and Gemini are ehannina haw cuctamere diceaver hrande and thew nrioritize etriictirad: accurate huciness data 26
Slide 27: Scout
( caawatia) $4) Scout TryScout (Join waitist ») S Hi, I'm Scout. Your Al search platforms are changing how customers discover brands. Ready to see where you stand? Weekly active ChatGPT users. YoY increase in ChatGPT users, Time for ChatGPT to reach 1M users ‘400M | 700% 5 days INVESTOR DAY 2025 a7
Slide 28: Scout
INVESTOR DAY 2025 ® Scout Let's get started! Simply enter your business name and select a location you'd like to analyze. Try Scout Joinwaitlist ) / Oakmere Outfitters) Oakmere Outfiters Cakmere Outfitters 28
Slide 29: Scout
@ () Scout Try Scout It looks like your category is “Outdoor sports store" so I'm going torun a search against that.| Privacy Policy | Terms | AdChoices | Google TOS xX fin] 60a INVESTOR DAY 2025 29
Slide 30: Scout
@) scout Try Scout Join Waitlist) INVESTOR DAY 2025 ® Hang tight while | scout for insights about your brand. This might take up to five minutes. ( Q Notifymewhenready _) Scouting or insights ( X%) _PrivacyPoticy | Terms | AdChoices | Google TOS XHOQ*e 30
Slide 31: Scout Report
3#) Scout TryScout (_voin Waitlist) () Scout Report Oakmere Outfitters | 900 Rockville Blvd, North Bethesda, MD a I've pulled a report on your brand's digital presence for this location. Let's start with Al—because that's where your next. customers are searching If you're not optimizing for Al searc
Slide 32: Rolling Fish Sushi
Rolling Fish Sushi | 4000 Ashley Ave, Portland, OR 32
Slide 33: Rolling Fish Sushi
Rolling Fish Sushi | 4000 Ashley Ave, Portland, OR 33
Slide 34: Scout Report
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Slide 35: Rolling Fish Sushi
Rolling Fish Sushi | 4000 Ashley Ave, Portland, OR 35
Slide 36: Try Scout
Try Scout INVESTOR DAY 2025 Google favors brands that have fresh and recently updated content. That's why brands with more photos on their Google profile typically perform better in local search. Here's how your Google Photo Count stacks up against the top local performers in your industry. xi Grok
Slide 37: Try Scout Join Waitlist
Try Scout Join Waitlist INVESTOR DAY 2025 Another key factor influencing your local search visibility is your online reputation. Businesses with more reviews build trust with both people and search engines, often leading to higher search rankings. Here's how your Google Review Count compares to the
Slide 38: Google Review Count comparison and recommendations
INVESTOR DAY 2025 Here's how your Google Review Count compares to the top local performers in your industry. Insights are just the beginning—taking action is what makes the difference. To help you stay ahead, here are tailored recommendations to amplify your digital presence across Aland traditional
Slide 39: Visibility Report for Oakmere Outfitters
@® scout ( Visibility Report for Oakmere outfitters
Slide 40: Visibility Report for Oakmere Outfitters
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Slide 41: Visibility Report for Oakmere Outfitters
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Slide 42: Visibility Report for 1 location
@) Scout Visibility Report for 1location [=H] © Oakmere Outfitters 900 Rockville Blvd, North Bethesd G Google Search Al Search Scores Google Rank This location ranks 3rd in Google search results, 3 AlRank @ compared with its local competitors. The lower the score, the higher the rank. G How can you
Slide 43: How can you improve visibility?
How can you improve visibility? Reputation High impact Encourage satisfied customers to leave reviews of your business. Reviews are a key factor in local search rankings. Encourage satisfied customers to leave reviews of your business on Google, Yelp, and other review sites, verage Rating You @ Comp
Slide 44: How can Oakmere Outfitters improve visibility?
How can Oakmere Outfitters improve visibility? Oakmere Outfitters has Oakmere Outfitters 5900 Rockville Blvd, North Bethesda, MD 20852 44
Slide 45: How can you improve visibility?
How can you improve visibility? Reputation High impact Encourage satisfied customers to leave reviews of your business. Reviews are a key factor in local search rankings. Encourage satisfied customers to leave reviews of your business on Google, Yelp, and other review sites, verage Rating You @ Comp
Slide 46: Scout
Scout [ 21 Code: 208 = _ Rockville repent North GarrettPark Kensington Kensington chasevew south easingon Bethesda Aedions Drrmond chew Chase eights viage raaQiosn heaton
Slide 47: Visibility Report for Oakmere Outfitters
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Slide 48: Visibility Report for Oakmere Outfitters
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Slide 49: Visibility Report for Oakmere Outfitters
@® scout ( Visibility Report for Oakmere outfitters
Slide 50: Growth Flywheel
Growth Flywheel Pages Listings (Data) Search engine The largest data optimized publisher network landing pages Knowledge Graph Reviews Social 60+ reviews Key social sites engagement platforms 50
Slide 51: Investor Day 2025
INVESTOR DAY 2025
Slide 52: Christian Ward, Michael Misiewicz
Christian Ward Michael Miciewicz EVP, Chief Data Officer Director, Data Science 52
Slide 53: Insights & Impact
Insights & Impact The data driving the Yext advantage 53
Slide 54: Fragmentation will Accelerate
Fragmentation will Accelerate From Agents to Agentic - ● Today, most AI search is still more intelligent than agentic (bottom right) ● High agency and intelligence means optimizing for agentic data use ● Yext optimizes this through the four primary data channels to Search & AI systems 54
Slide 55: AI & Data Strategy
AI & Data Strategy Search & AI will soon merge - requiring the best, most authoritative data Scout AI Search and competitive Intel Agent Listings (data) Pages (websites) The largest data Search engine optimized publisher network landing pages Reviews Social 60+ reviews sites Key social engagement pl
Slide 56: Three Examples
Three Examples Of market impact from data science insights (and Scout) Scout metrics to Scout’s analysis of Measuring brand correct for distance competitive digital presence in in search rankings presence platforms generative AI systems 56
Slide 57: 80% of the difference? This right here
80% of the difference? This right here 57
Slide 58: Correcting for distance matters!
Correcting for distance matters! Correcting for distance allows us to provide more useful recommendations for each location scanned by Scout 58
Slide 59: Ranking methodologies change regularly
Ranking methodologies change regularly While classic search used distance (regardless of category) - AI search will leverage memory and context more 59
Slide 60: Three Examples
Three Examples Of market impact from data science insights (and Scout) Scout metrics to Scout’s analysis of Measuring brand correct for distance competitive digital presence in in search rankings presence platforms generative AI systems 60
Slide 61: Yext outperforms competitors
Yext outperforms competitors Results of Scout scanning 61
Slide 62: Three Examples
Three Examples Of market impact from data science insights (and Scout) Scout metrics to Scout’s analysis of Measuring brand correct for distance competitive digital presence in in search rankings presence platforms generative AI systems 62
Slide 63: Citations in Search & AI
Citations in Search & AI Each question type is tracked to measure brands and source data Branded Objective Simple Where is the closest What time does this What is the address Apple Store? restaurant open? for this dentist? Unbranded Subjective Complex Where is the closest Is this a good restaurant W
Slide 64: Most Queries are Combinations of Types
Most Queries are Combinations of Types Query Types Question Branded Unbranded Objective Subjective Simple Complex 64
Slide 65: Most Queries are Combinations of Types
Most Queries are Combinations of Types Query Types Question Branded Objective Unbranded Subjective “ What time does the Apple store open in Chelsea Market? Simple Complex ” 65
Slide 66: Most Queries are Combinations of Types
Most Queries are Combinations of Types Query Types Question Branded Objective Unbranded Subjective “ Is Catch Steak a good restaurant near Chelsea Simple Complex Market? ” 66
Slide 67: Most Queries are Combinations of Types
Most Queries are Combinations of Types Query Types Question Branded Objective Unbranded Subjective “ What’s a good restaurant for a business dinner near Simple Complex Chelsea Market? ” 67
Slide 68: Trust is the Currency of AI, and Citations are Its Receipts
Trust is the Currency of AI, and Citations are Its Receipts AI search requires authoritative, consistent, and up-to-date data through listings, websites, reviews, and social signals 68
Slide 69: Scout understands citations
Scout understands citations Both classic search We ingest and analyze By collecting AI search and AI search make citation data at scale data at scale, we can use of citations to understand how observe and analyze both SGE and classic digital presence search are affected by strategies employed digita
Slide 70: Brands Have Signatures in AI Search
Brands Have Signatures in AI Search We can detect different marketing strategies and brand voices in AI Search as a result of the scanning technology we built for Scout. 70
Slide 71: The Search Market will expand with AI
The Search Market will expand with AI AI Search expands beyond the classic search context and will need more structured data from brands 71
Slide 72: Thomas Nielsen
Thomas Nielsen Chief Revenue Officer 72
Slide 73: From Platform to Pipeline
From Platform to Pipeline Turning product momentum into measurable growth 73
Slide 74: Building an End-to-End Digital Presence Platform
(4) Building an End-to-End Digital Presence Platform Alsearch and competitive intelligence agent optimizin brand presence across traditional and Al-driven search Al AUTOMATION INTERFACE AWARENESS listings CONSIDERATION CONVERSION LOYALTY search : By ciate reviews t actions chat actions ~ reviews soc
Slide 75: Visibility Report
INVESTOR DAY 2025 < Scou' Visibility Report for 1 L Visibility Report for 1 L Reputation Galaxy Grill Austin @ Increase Google Review Count T fewer review: visits. <2 Al Search Performance - AlRank © 75
Slide 76: Scout waitlist sign ups and customer feedback
646 "This allows us to tell a cleaner story both from a "what do we "Big news with Places Scout, ask people to do" as well as that is awesome. I'm ecstatic, "here's how things are the local community, they're all measured with very specific buzzing about it... that's huge. actionable things we did a
Slide 77: Investor Day 2025
@) INVESTOR DAY 2025 77
Slide 78: Message & Call
X#) INVESTOR DAY 20 t Company Y Message & Call (734) 876-8338 Failed Number Qop aus) 78
Slide 79: GTM Strategy: Reseller
GTM Strategy: Reseller Commitment to Reseller Channel 97% Gross Retention Rate 175+ New Resellers 70%+ of resellers sell Among top 10 resellers Activated more than one product As of 1/31/2025 From 2/1/24-1/31/25 As of 1/31/2025 Gross Retention Rate is an operating metric. Refer to the Appendix for d
Slide 80: Vertical Focus
Vertical Focus Financial Services Other Industries Retail Other Services Hospitality Food Services Healthcare ARR is an operating metric; refer to the Appendix for definition. % of ARR by Vertical, Direct excl. SMB 80
Slide 81: GTM Strategy
GTM Strategy Focus on the Full-funnel Unify our right accounts execution field teams 81
Slide 82: Productivity
Productivity Today our teams are smaller, there are better spans of control, and more opportunity per AE Productivity is calculated monthly by dividing incremental bookings by quota-carrying headcount for the relevant period 82
Slide 83: Growth & Productivity
Future Vertical Focus Proofing Growth & & Depth Productivity 83
Slide 84: Yvette Martinez-Rea
Yvette Martinez-Rea Chief Operating Officer 84
Slide 85: Reimagining Customer Success
Reimagining Customer Success Aligning structure, service, and strategy to deliver impact at scale 85
Slide 86: Rethinking Customer Success
THEN… ➔ Shrinking budgets led to contract downsizing Rethinking ➔ Lack of essential features Customer drove churn Success ➔ CS strategy was misaligned to customer needs ➔ Competition offered cheaper, bundled solutions 86
Slide 87: Addressing Key Customer Themes
Addressing Key Customer Themes “Tell me what to fix” “Show me “Help me how I’m doing” do more with less” 87
Slide 88: Yext Customer Experience
Yext Customer Experience Value Consulting Customer Success Managers Training & Enablement Partners Publisher Operations & Technical Support Assistance & Concierge Services Expert Services 88
Slide 89: Investment in Customer Success
Investment in Customer Success Strengthened our Partner Launched Ecosystem New and Expanded Improved Improved Our Product Success Operational Offerings Packages Efficiency 89
Slide 90: Right Team, Right Structure, Right Cost.
➔ Restructured our post-sales org under one team Right Team, ➔ Reduced costs across the org Right Structure, ➔ Improved resolution times, Right Cost. decreasing by two business days ➔ Retained industry-leading satisfaction at 96% 90
Slide 91: We Built What Customers Want
We Built What Customers Want “Show me how I’m doing.” “Tell me what to do.” "Help me do more with less.” Listings Recommendations Social Platform “Yext is saving us around 175 personnel hours a "The local community, they’re all buzzing about it… Customers leveraging Listings Recommendations week spe
Slide 92: Success Tailored For Every Customer
Success Tailored For Every Customer Launched new and Tailored strategic Scaled guided Continued emphasis improved success customer success for engagement on value consulting packages largest customers models for and training mid-market and SMB of top 200 CSAT across CSAT across customers CS Programs
Slide 93: Strengthened our Partner Ecosystem
Strengthened our Partner Ecosystem 93
Slide 94: The Results: Customer Satisfaction is High and Improving
The Results: Customer Satisfaction is High and Improving 94
Slide 95: Continued Focus on Gross Retention Rate Goal of 90%+
Continued Focus on Gross Retention Rate Goal of 90%+ Gross Retention is an operating metric; refer to the Appendix for definition. 95
Slide 96: A Broad and Diverse Global Customer Portfolio
A Broad and Diverse Global Customer Portfolio Hospitality Healthcare Financial Retail Restaurant Services Chains 96
Slide 97: Strong Momentum with Opportunity Ahead
Strong Momentum with Opportunity Ahead Optimize Cross-sell Customer Strengthen and Upsell Success Continue to Mid-market Opportunities System Push 100%+ NRR 97
Slide 98: Darryl Bond
Darryl Bond Chief Financial Officer 98
Slide 99: Financial Strategy
Financial Strategy INVESTOR DAY 2025
Slide 100: Section Overview
1 FY25 Performance Section 2 Growth Opportunities Overview 3 Long-term Objectives 100
Slide 101: FY25 Performance
FY25 Performance INVESTOR DAY 2025
Slide 102: Year-End Summary
Year-End Summary TOP LINE MARGINS ARR $443M Non-GAAP Gross Margin 79% ARR Growth 13% Non-GAAP Opex as a % of Revenue 66% Revenue $421M Adjusted EBITDA Margin 16% Revenue Growth 4% Non-GAAP Operating Margin 13% BOTTOM LINE OTHER KPIs GAAP Net Loss $(28)M Net Retention 93% Adjusted EBITDA $67M Cash $1
Slide 103: 2023 vs. 2025 Investor Day
2023 vs. 2025 Investor Day 2023 Investor Day As of FY23 2025 Investor Day As of FY25 ARR* $407M ARR* $443M Revenue Growth 3% Revenue Growth 4% Adjusted EBITDA Margin 4% Adjusted EBITDA Margin 16% Rule of 40 7% Rule of 40 20% Last FQ Rule of 40 12% Last FQ Rule of 40 34% TTM FCF $12M TTM FCF $48M New
Slide 104: ARR
ARR Direct ARR Stabilization & Inorganic Growth Contribution Expect continued shift to usage-based ARR in Reseller channel ARR as presented includes usage and is an operating metric. Prior to Q4 FY25 we defined ARR to exclude usage as disclosed in filings through Q3 FY25. Refer to the Appendix for c
Slide 105: Net Retention Rate
Net Retention Rate Improving trends driven by increased gross retention *NRR prior to Q4 FY24 is based on our legacy methodology which excludes usage. Refer to the Appendix for current and legacy definitions of NRR. 105
Slide 106: Gross Margin
Gross Margin Consistently strong gross margins in the 75-80% range Supports ongoing R&D investment and attractive operating margins $ in millions. Non-GAAP Gross Profit and Non-GAAP Gross Margin reflected above are non-GAAP measures; see Appendix for definitions and reconciliations of GAAP to non-GA
Slide 107: Operating Efficiency
Operating Efficiency Continued improvement from productivity initiatives to drive efficient growth Will continue investment in R&D and expect to gain further efficiencies in S&M Amounts rounded for presentation purposes and may not sum. Non-GAAP OpEx, G&A, R&D and S&M as a % of revenue are Non-GAAP
Slide 108: Adj. EBITDA Performance
Adj. EBITDA Performance Adjusted EBITDA and Adjusted EBITDA Margin are non-GAAP measures; see Appendix for definitions and reconciliations of GAAP to non-GAAP measures. 108
Slide 109: Progress Reducing Dilution
Progress Reducing Dilution Shift to PSUs better aligns compensation with performance Continued focus on minimizing issuance dilution $ in millions. Issuance Dilution = Equity grants (net of forfeitures) divided by ending diluted share count (ordinary shares plus outstanding equity awards). Equity gr
Slide 110: Share Buybacks
Share Buybacks Continue to repurchase shares opportunistically ● $31.9M remaining at 1/31/25 ● $50M additional in March 2025 Share Repurchases -1.1% CAGR in shares outstanding since FY22 - $77M $23M $18M 110
Slide 111: Growth Opportunities
Growth Opportunities INVESTOR DAY 2025
Slide 112: Scout Opportunity
Scout Opportunity Data-driven insights Competitive AI-enabled actions show strength of intelligence and can optimize a Yext Platform relative benchmarking data digital presence to other solutions enable informed at scale recommendations Impact: Impact: Impact: New Logo Wins Cross-sell to Cross-sell
Slide 113: Scout Pricing and ARR Potential
Scout Pricing and ARR Potential ● Available through both Direct and Reseller partner channels ● Licensing model based on locations, comparable to other Yext products ● Potential for usage-based and tiered pricing structures in the future Measurements as of January 31, 2025. ARR is an operating metri
Slide 114: Hearsay Opportunity
Hearsay Opportunity Cross-sell Cross-sell Cross-sell New Logo Yext to Hearsay to Relate & acquisition Hearsay-only Yext-only Actions to via full platform customers customers Hearsay Social vs. point customers solutions in market 114
Slide 115: Hearsay Cross-Sell Motion
Hearsay Cross-Sell Motion ● Cross-sell Yext products to 100+ Hearsay customers ● Cross-sell Hearsay products to 400+ Yext-only enterprise and mid-market FINS customers ● Less than 25% of Hearsay-only customers use Relate 115
Slide 116: FINS Product Multiples
FINS Product Multiples Platform adoption drivers: ● Centralized data ● Vendor consolidation ● Compliance-ready ● Scalability ARR is an operating metric; refer to the Appendix for definition. 116
Slide 117: Platform Adoption Opportunity
Platform Adoption Opportunity The most complete Publisher network Comprehensive set end-to-end digital that includes AI of tools to manage, presence platform in platforms optimize and market distribute data 117
Slide 118: Core Product Adoption
Core Product Adoption 76% of direct customers use 1-2 Products ARR is an operating metric; refer to the Appendix for definition. 118
Slide 119: Long-term Objectives
Long-term Objectives INVESTOR DAY 2025
Slide 120: Growth Acceleration
Growth Acceleration Platform Reseller Channel Product Roadmap New logo acquisition via Accelerate growth with Continue pace of product broader product suite additional products innovation & enhancements Scout Leverage Scout to execute Multi-product adoption cross-sell motion and cross-sell motion 12
Slide 121: Methodical Capital Allocation
Methodical Capital Allocation Re-invest Strategic Opportunistic efficiently to drive acquisitions to share organic growth drive inorganic repurchases growth 121
Slide 122: Progress Towards Rule of 40
Progress Towards Rule of 40 *FY26 is based on the midpoint of our guidance as of March 5, 2025. Adjusted EBITDA Margin is a non-GAAP measure; see Appendix for definition and reconciliation of GAAP to non-GAAP measure. Rule of 40 includes TTM revenue growth % and Adjusted EBITDA Margin. 122
Slide 123: Key Takeaways
Key Takeaways Significant Upside From New Products and Relationships ● Scout presents multiple growth opportunities for upsell, cross-sell and new logos ● Hearsay products and talent create sizable cross-selling and up-selling opportunities in FINS, with Relate penetration at an early stage Increasi
Slide 124: Investor Day 2025
CF, INVESTOR DAY 2025 * 124
Slide 125: Appendix
Appendix INVESTOR DAY 2025
Slide 126: Non-GAAP Measurements
Non-GAAP Measurements In addition to disclosing financial measures prepared in accordance with U.S. generally accepted accounting principles ("GAAP"), this presentation and the accompanying tables include non-GAAP cost of revenue, non-GAAP gross profit, non-GAAP gross margin, non-GAAP operating expe
Slide 127: Non-GAAP constant currency measures
In addition, we present non-GAAP constant currency measures of revenue. Constant currency as it relates to revenue provides a framework for assessing Company performance which excludes the effect of foreign currency rate fluctuations. Current period results for entities reporting in currencies other
Slide 128: Operating Metrics
Operating Metrics This presentation also includes certain operating metrics that we believe are useful in providing additional information in assessing the overall performance of our business. Annual recurring revenue, or ARR, for Direct customers is defined as the annualized recurring amount of all
Slide 129: Dollar-based net retention rate definition
Dollar-based net retention rate, or NRR, is a metric we use to assess our ability to retain our customers and expand the ARR they generate for us. We calculate NRR by first determining the ARR generated 12 months prior to the end of the current period for a cohort of customers who had active contrac
Slide 130: Condensed Consolidated Balance Sheets
YEXT,INC, Condensed Consolidated Balance Sheets (in thousands, except share and per share data) Cnausited) January 31,2025 _January 31,2004 Assets Current assets: Cash and cash equivalents s s 210,184 Restricted cash, curent — Accounts receivable, net of allowances of $2,014 and $1,013, respectively
Slide 131: Condensed Consolidated Statements of Operations
YEXT, INC. Condensed Consolidated Statements of Operations and Comprehensive Loss (In thousands, except share and per share data) (Unaudited) ‘Three months ended January 31, Fiscal year ended January 31, 2025 2024 2025 2024 Revenue 3 113,091 $ 101,107 $ 420.957 $ 404,322 Cost of revenue 26,278 21,65
Slide 132: Condensed Consolidated Statements of Cash Flows
YEXT, INC. Condensed Consolidated Statements of Cash Flows An thousands) (Cnaudited) Operating activities: Net loss 3 @7948) S630) ‘Adustments to reconcile net os to net cash provided by operating activites Depreciation and amortization expense 18,531 15.805 Bad deb expense 1.665 888 Stock-based com
Slide 133: Reconciliation of GAAP to Non-GAAP Financial Measures
YEXT, INC. (in thousands) (Unaudited) Three months ended January 31, Reconciliation of GAAP to Non-GAAP Financial Measures Fiscal year ended January 31, ‘Note: Numbers rounded for presentation purposes and may not sum. 2025 2024 2025 2024 GAAP net (loss) income to Adjusted EBITDA: GAAP net (loss) in
Slide 134: Cost of revenue
Cost of revenue GAAP cost of revenue Less: Stock-based compensation expense Less: Aequisition-related costs Less: Amortization of acquired intangibles ‘Non-GAAP cost of revenue GAAP cost of revenue as a % of revenue ‘Non-GAAP cost of revenue as a % of revenue Sales and marketing, GAAP sales and mark
Slide 135: Reconciliation of GAAP to Non-GAAP Financial Measures
YEXT, INC. Reconciliation of GAAP to Non-GAAP Financial Measures (In thousands) (Unaudited) ‘Three months ended January 31, _ Fiscal Year Ended January 31, 2025 2024 2025 2024 Gross pro! GAAP gross profit $ 86813 $79,448 $324,593 $316,854 Plus: Stock-based compensation expense 666 749 2.753 2,900 Pl
Slide 136: Reconciliation of GAAP to Non-GAAP Financial Measures
YEXT, INC. Recor of GAAP to Non-GAAP Financial Measures (In thousands, except share and per share data) (Unaudited) ‘Three months ended January 31, 2025 2024 GAAP net (loss) income y 7.275) $ 1,687 Plus: Stock-based compensation expense 14,689 10,62 Plus: Acquisition-related costs 12,526 = Plus: Amo
Slide 137: Reconciliation of GAAP to Non-GAAP Financial Measures
YEXT, INC. Reconciliation of GAAP to Non-GAAP Financial Measures (In thousands, except share and per share data) (Unaudited) Fiscal year ended January 31, 2025 2024 GAAP net loss 3 (7948) $ (2.630) Plus: Stock-based compensation expense 51,780 44,961 Plus: Acquisition-related costs 29,176 - Plus: Am
Slide 138: Constant Currency Revenue / Free Cash Flow
YEXT, INC. jon of GAAP to Non-GAAP Financial Measures (In thousands) (Unaudited) ‘Three months ended January 31, Constant Curreney Revenue 2025 2024 Growth Rates Revenue (GAAP) $ 113,091 $ 101,107 12% Effects of foreign currency rate fluctuations 192 Revenue ona constant currency basis (Non-GAAP) 11
Slide 139: Supplemental Information
YEXT, INC. ‘Supplemental Information (in thousands) (Unaudited) ‘The following tables provides our ARR for the periods presented, including usage: January 31, Variance 2025 2024 Dollars Percent Annual Recurring Revenue Direct Customers. $ 368.201 $ 315,594 $ 52,607 17% Third-Party Reseller Customers
Slide 140: Supplemental Information
YEXT, INC. Supplemental Information (Unaudited) The following table provides our dollar-based net retention rate for the periods presented, including usage: Jan. 31,2025 Oct. 31,2024 Jul. 31,2024 Apr. 30,2024 Jan. 31,2024 Dollar-Based Net Retention Rate Direct Customers. 92% 91% 91% 91% 91% Third-Pa
Slide 141: Investor Day 2025
@) Investor DAY 2025 141