Jay Vleeschhouwer

Is there any reason to believe that your revenue visibility via cRPO coverage might proportionately increase over the next number of years

there are four specific areas where there's some prevalence of functions, and I'd like to ask you about those

Would you expect that over time or at least in fiscal 2025, that your current RPO growth be closer to what you just reported for Q4 or might revert more to the lower three-year CAGR

could you talk about production deployments of any or all of those among your customers in AEC and manufacturing

how you're thinking about the relative positioning of and development of Forma versus Revit

talk about your thinking of the role of the channel, the opportunities and priorities that you're setting for the channel

could you comment on any new or incremental trends you're seeing in usage telemetry

no one gets left behind. End quote. Which is an important general commitment. But what are the practicalities of that

customer adoption of fundamentally new approaches or plumbing, if you will, can perhaps be very time consuming

can we perhaps parse that in terms of some of the mix dynamics?

what are you doing, what have you been doing in terms of accelerating some of the development and perhaps GA of certain technologies

what do you see as the benefits of such consolidation or perhaps the risks of any of that consolidation in your channel?

what would you say for this year and beyond are the critical product or technology executables that you are reallocating to

maybe break down that thinking about the growth range in those terms, perhaps with regard to how you're thinking about pricing leverage

your three year CAGR for current RPO is about 12%. How are you thinking about the sustainability or perhaps improvement upon that CAGR

could you talk about how you're thinking about the Chief Revenue Officer position?

can you speak in some detail about what your principal technical and/or go-to-market objectives or executables are

the last time I would argue that there was a major let's call it, generational technical and procedural change in the industry was in the early 2000s

I would like to ask you about the recent announcement of the joint work that NVIDIA and Intel are going to be doing. Would it be fair to presume that combined GPU and CPU work would necessarily lif...

the requirements for that would also seem to be new forms of process or data management and traceability, which is a critical function in simulation

what would you say are the two or three most important technical or product enhancement deliverables this year that may have already occurred or yet to occur

perhaps you could just talk about the adoption capacity or inclination of customers today to absorb everything that you're doing now at this accelerated pace

if you are anticipating a fundamental change in your deal profile or propensity that you will start seeing more frequently the number of 8-figure transactions

what is it from here that you mean precisely with regard to additional improvements in that execution

are you seeing some improvement in the percentage or magnitude of multi-solution -- multi [3-letter] acronym sales

how are you thinking about perhaps pricing or pricing power? Dassault is going to be raising prices 2% to 5% in July

how you’re organizing and investing in those. Is this a segment or product specific development effort

which verticals would you say are furthest along in terms of adoption – adopting three or more solutions

We hear a lot, for example, about orchestration requirements across Agentic AI. I think that's probably going to be pertinent to EDA

do you think that over time you could perhaps smooth out those seasonality and or 606 effects that they had so pronounced in their numbers

Perhaps there's a tale of two AIs. AI to date has been largely about optimization, which is classic classical EDA productivity

your current RPO increased by about $100 million or so, maybe more sequentially. Implying roughly high single-digit year-over-year

do you think that, that historical differentiation of capability changes and customers become perhaps more and more alike in their capabilities

more concentration of those semiconductor companies that are continuing to show good or even very good growth as compared to what we might have seen previously

how those 2 play together, the long trend towards domain specificity. And now apparently, there is newer phenomenon of customer specificity

Could you be more specific about some of the steps that you've taken? And how much of that are things you would have done anyway irrespective of Ansys?