Here’s an exchange between a Wall Street Analyst and GitLab on their disappointing EPS guidance for 2027:
RBC Capital Markets, Research Division
Bill, you started the call indicating you’re not happy with current growth targets for the year. But I certainly do appreciate the 5 initiatives you outlined it seems like you guys have a lot to — that could benefit growth. Kind of thinking about some of the considerations that Jessica outlined around fiscal 2017 guidance. I guess the question is, how should we think about timing of acceleration? And you were kind of that path back to 20% or better growth. I’m sure you’re aspiring to.
Chief Executive Officer
Yes, fair question. As I think about those 5 growth initiatives, and I think about what has the biggest immediate impact on FY ’27. It really starts with the investment we’re making in go-to-market. That increased capacity to both cover our existing customers better and win new logos at an accelerated rate. As I mentioned, we’re entering the fiscal year with the highest capacity ever, and we expect a step function increase in ramp capacity starting around Q3. I So that’s how I think about GitLab for FY ’27, but really stepping back and thinking about long-term growth. Let’s remind ourselves, we just delivered the highest new net ARR year and quarter ever.
The core business is really healthy. Gross retention is at its best in the last 4 years. Every customer cohort since inception continues to expand. Win rates are stable. Engagement is growing. This is a business that’s been decelerating based on bookings patterns and lapping mechanics over the last 3 years. It’s not losing relevance. In fact, its relevance is only gaining momentum in the AI era. To address the value capture equation, that’s why we’re pursuing multiple new strategies in addition to the increased capacity to go after the TAM, we’re also introducing those new SKUs to provide additional adjacent value for customers to opt into.
It’s why we’ve also now launched dual agent platform with a new hybrid pricing model that allows customers to get value and automate full life cycle tasks and we get to charge based on work and value delivered, not just based on the seats. It’s also why we’re adjusting our coverage models and investing in included DAP credits for customers in that price-sensitive cohort to increase their value equation as well and their stickiness and growth. So long term, I believe this company has everything that needs to be a high-growth generational company and it’s ours to execute starting here in FY ’27.