Board Deck

Hold this slide while the board settles. Say the two things this meeting must decide: the FY26 operating plan and the Northgate acquisition. Everything else is context.

Set the clock expectation up front. Three votes, one discussion. If the Northgate debate runs long we push the pipeline review to the written pre-read.

Lead with the miss, not the beat — the board will find it anyway. The enterprise shortfall is a sales-capacity problem, not a demand problem: win rate held at 31%, we simply ran fewer late-stage cycles.

The shape matters more than the level: sequential growth went 8.9%, 10.7%, 11.1%. That acceleration is what underwrites the FY26 plan.

Expansion overtook new business this quarter. That is healthy at this stage but it is also the reason the enterprise logo miss matters — expansion needs a base to expand from.

Do not skip past CAC payback. Fourteen months is still good; the direction is what the audit committee will ask about. The cause is the enterprise segment, where we spent full-quarter cost against a partial-quarter bookings result.

The plan spends runway deliberately. Seventeen months at year end still clears a full Series C process with a quarter to spare. If the board wants a longer cushion, the lever is the 128 planned hires, not the revenue number.

Anything not on this list is explicitly not funded in FY26. That is the point of the slide — the board should push back here if they disagree, not in the budget line items.

Both risks have a named signal with a date attached. Ask the board to hold us to those signals at the Q1 meeting rather than re-litigating the risk itself today.

Take these one at a time and record each vote separately. The delegation item is the one most likely to draw discussion — it is unusual for us, and it exists so integration is not gated on the February meeting.