Hi, everyone. My name is Matt Sonefeldt. I head up investor relations at DocuSign. For those I don't know, thank you for spending the time to be with us today for this investor session, joined by Paula Hansen and Allan Thygesen. The way this will work is it'll be mostly Q&A. I'll start with the first two or three questions here, and then we'll open it up to everybody here. This is a wonderful opportunity to ask long-term strategy-focused questions. I preface this by saying Paula and Allan both have many other things to do after this session today, so they have a hard stop. Angie, myself, and the IR team, Blake will be in the hallway afterwards if you want to grab us and have any follow-up questions. More than anything else, this is a super exciting time to be at DocuSign.
As you can see and heard today, this is a business and a company that is in a really positive transformation. We are excited to tell you more a little bit about that. I think to start, Paula and Allan, I'd just love to have you both kind of reintroduce yourselves. Paula, introduce yourself for the first time to this audience, sitting in the DocuSign seat. In particular, what about kind of this transformation journey that we are on really drew you to the company?
Yeah, you bet. Thanks, Matt. So wonderful to be here. Thank you all for joining us. Paula Hansen, I joined nine months ago. I've been leading go-to-market teams now for 30 years, organizations like SAP, Cisco, and Alteryx. I really enjoy being on the front line and seeing how technology shows up to drive meaningful impact for customers and doing that alongside partners as well. So really happy to be here leading our sales, pre-sales, and partner organizations. I joined DocuSign for several reasons, and I just reaffirmed those reasons in the nine months that I've been here. I would be lying if I didn't say the opportunity to work with Allan and the leadership team wasn't a big first reason to sort of dive into the opportunity. But then once I did, there were several clear factors that attracted me.
One is the brand being equivalent to trust was really, really appealing to me. We talk about it as, one, it's great that it's a household name and so forth, but more importantly than that, it's a trusted brand. When you're out in the field trying to represent a brand and a company and work to get more investments from those organizations, having trust is huge. Secondly was just the scale of the business and the balance across various geographies and segments. As you all know, we serve nearly 1.7 million customers, from the smallest of customers through mid-market to the largest of enterprises. When you're in my seat trying to deliver on quarterly performance and you have lots of levers to pull across a wide base of customers, it's a really nice asset to have, a wonderful install base.
The third reason is that when we decided to launch Intelligent Agreement Management, which was right before I joined, I did a deep dive on the tech. I could see firsthand, as a revenue leader, how this would change my experience and my seller's experience. I could imagine how it would do the same for procurement and HR and operations more broadly. I wanted to be a part of the second chapter of this phenomenal organization to be able to introduce that innovation to that large and balanced install base that I just told you about, kind of a dream come true, to be honest with you. It has all, like I said, only been reinforced in the time since I've been here, and I look forward to sharing more of those stories with you.
Thanks, Paula. We're certainly glad you're here. Allan, maybe as you kind of just do your quick intro one more time, what do you think has changed for us in the last year as well in terms of trajectory?
Yeah, so I joined DocuSign two and a half years ago. Hello to everybody that I haven't met before. At that time, there were sort of three issues. We needed to stabilize and turn around our core sign business. We needed to become much more operationally efficient. We needed to articulate a next-generation roadmap. I think the first two things we've pretty much done. You can see the continued improvement in the sign business. I think we still have more levers to pull there and excited about that. On the operational efficiency piece, we've improved operating margins by 10 percentage points. While I still think we have more opportunities for efficiency and operating leverage as we grow, I feel like we've made good progress. The third one was always the most uncertain, the hardest one to control.
It was an exciting time a year ago to be on stage announcing the vision for Intelligent Agreement Management, which, of course, we had been working on pretty much since I joined, but having that moment of articulating it to the world and showing the first few platform services. It was just that. It was a concept. We shipped about 45 days later to release an edition in North America and Australia for small and medium-sized businesses, which is a big segment for us, but certainly not the whole business. You do not really know, no matter how much research you do and how well your product team leans in and how much you understand about agreements based on our 20 years of history, you do not really know whether the dogs are going to eat the dog food until you do it.
That's really been the most gratifying for the last year, to see that our salespeople can effectively communicate it, that customers understand and appreciate the vision and buy it, and that we can get it up and running really fast, and that people are excited, and there's organic adoption. All of those were not known with certainty. I think we now have a lot of confidence. We have product-market fit in the mid-market. We've begun selling an enterprise edition. I think we still have some building to do both on the product side and the go-to-market side. I'm so grateful Paula is here to help lead that. That'll be a journey. That's an even bigger addressable opportunity.
Even with what we know we have product-market fit now, we have an enormous universe of existing customers that like us, trust us, and we are seeing really good results. I do not feel satisfied or even like we have accomplished it yet, but the trajectory, the mood, the customer response is very gratifying.
That's great. That's a great segue, I think, to a question I wanted to ask you, Paula, is just how would you frame the overall go-to-market transformation that we're going through? What's the longer-term strategy that you're deploying? What specifically ties to that longer-term strategy and the changes we've made so far for FY26?
Sure. I mean, two big themes for the go-to-market, even before I got here, I think Allan was really clear that we want to maximize the opportunity to serve customers through three routes to market: our direct sales force, our self-serve capabilities, and our partner ecosystem. I'll talk a little bit about sort of the progress we're making in those areas for this year. Secondly, the go-to-market theme, of course, is to continue our efforts and focus on retention and to build that foundation then to drive growth on top of it. It's all about growth at the end of the day.
Readying the organization to be able to tell in clear ways the story of IAM, the deliverables of IAM, not just what the tech does, but what the business impact can have, and getting that out to our 1.7 million customers in the most efficient and scalable way. To deliver on those two themes this year, as we began our year on February 1, we moved a significant set of customers over to our digital self-serve capability. These are organizations that were looking for the ability to do very efficient and fast self-serve to add on products, to expand their consumption with us, or to renew. What that has done is then freed up capacity within the sales organization to focus on higher-value customers.
The second thing that we did then was resegment those customers that are still being served by sellers to reduce their focus surface area, reduce their territories in plain English, and then give them that capacity to be able to do the work that selling IAM requires: the account planning, the solution sales motion, value focus, et cetera, as well as collaborating with partners. Those were two big things. We then aligned our comp structure very clearly around the IAM opportunity just to make sure we were lockstep across the entirety of the go-to-market team, not only sales and pre-sales, but our partner organization, our customer success organization to unify around the goals that we have on delivering on IAM.
Lastly, because our partner ecosystem, of course, is a very important part of that three routes to market, we hosted our partner day yesterday, and we announced there a refresh, a relaunch of our partner program where we are moving to a specialization approach with our partners in recognition of the IAM opportunity for them to get certified, specialized in their ability to sell, serve, and build on IAM. We are really excited about this journey that we are on. We are pretty happy in that we have got 10,000 IAM customers now. That is, to me, a validation of product-market fit and starting to show the signals that I like to see of patterns that we can build on and repeat. Clearly, we are just getting started. There is a big install base out there, as well as NewCo. We see new logos responding to IAM well as well.
We shared in earnings 20% of our new business last quarter with IAM. We see that the value proposition resonates in many ways.
That's great. Of course, that wouldn't be happening unless the product roadmap was compelling and we were delivering on innovation. I know we just sat through the whole keynote, but Allan, if you were to cherry-pick your three or four favorite announcements from this morning, and in particular ones that you think really solve customer needs, what would those be?
Yeah, I think the first thing I'd say about the presentation, and I hope this really came across, last year, we articulated this vision for adding workflow and intelligence to the entire agreement journey. DocuSign has talked about that for a while. I think last year was the first time we really showed we can actually do it. If you look at what we announced today, that's in essence what we are delivering. Literally, every major step of the journey that an agreement goes through, there's not one or more DocuSign tools that directly address that, in many cases, unique products that simply haven't been offered by any provider before. It's both interesting from bringing that value to each individual step, but then the value accumulates as you have the end-to-end journey.
As an example, if you're involved in the upstream drafting and editing and negotiating of the agreement, then you have that whole history that you can then bring to bear once you're managing a contract that's already been executed or maybe when you're renewing that contract. That's almost the most important message. I think the second part is the, I think, the AI story. As Dmitri showed, we're bringing AI into so many different steps of the journey. This isn't some esoteric demo type thing that there's a lot of AI stuff out there. This is stuff that you can do at scale with very high accuracy that can be deployed instantly. You don't have to do a bunch of custom stuff.
I think we talked last year about Navigator helping you get the essence of your agreement library or agreement repository and make that available to business users. That's been proven to be a lead bowling pin, a key selling point for IAM. Now we're really augmenting that. I'd highlight the augmentation there and with custom extractions, which literally lets you pick any arbitrary term and show that. That, I think, is sort of an AI super highlight because it lets users define what they're most interested in. From a workflow perspective, I'd say the Agreement Desk, which is in essence, imagine instead of today, everybody emailing back and forth, everybody loses track of the revisions of the document. Now there's a single hub where all the status is continuously updated. Everyone has visibility. There's a perfect audit and compliance record.
It's integrated into the tools that people are already using. They can submit things via email. Lawyers can work in Word as they prefer. Everything can be posted back to Salesforce or SAP or whatever. There's constant visibility end to end. The AI is integrated. It triggers all the other pieces. I think that's going to be super compelling. That one, I think, is very important. I'd say for customer experience, you saw Fidelity on stage. Fidelity is obviously one of the world's largest investment management firms. Literally, investment management firms at every size and scale have massive problems with onboarding customers or changing their authorizations. Many of you probably experienced this yourselves that sometimes they'll even send you printed documents or they'll send you 10 different emails, and you have to go somewhere and post some identity document or whatever.
All of that brought into a single hub. All the data flows from the systems into the forms, are entered once, are audited with various data verification methods, and then posted back once completed. That's a total game changer. It's applicable in wealth, but it's also applicable in telecommunications, in government services, in healthcare. All of those cases are where you're trying to onboard an individual. Those are three of my favorites. As you saw in the auditorium, the identity verification thing is very evocative, and it's a really nice add-on pillar to that last one in particular. Maybe that's a fourth.
Yeah, there's a lot of value that's about to be delivered to our customers. With that, let's open it up to questions. If you don't mind, somebody's going to bring a mic to you. Can you say your name and the firm that you work for too, just so that we have that connection point? Let's go right here. Kate and team, just feel free to hand the mic to anybody as well along the way.
Hey, guys. Is this on?
That one's not on.
That mic's fine.
It's on?
Yeah.
There, maybe just speak closely.
All right. Hey, guys. I'm Darren Baker from PRIMECAP. We're a shareholder and excited about all the announcements and the enthusiasm clearly coming out of the presentation today. Maybe on IAM, obviously. Paula, I'll kind of direct this question to you a little bit. This feels like, unlike a lot of software products that are on the market, this feels to me like a product that on some level maybe could kind of sell itself. I don't know if you would agree with that, perhaps. It sort of seems like people who work in agreement workflows, they can kind of grasp the value proposition very immediately. I think we got a little taste of that during the keynote this morning.
If you would agree with that kind of claim, I just wonder how you think that that, I guess, fits into that kind of three-prong strategy around your go-to-market that you summarized a few minutes ago. Will this be readily available for a self-service customer to sign up for whenever they're ready to adopt it? Do you think that partners will be kind of ready to go out of the gate to take advantage of the opportunity without requiring a year or two to kind of get on board and get into the motion? Are the direct sales team, are they all pretty much ready and they're out there taking advantage of the opportunity now?
How should we think about sort of the readiness of those different channels within the sales motion to get this out there and really allow customers to understand and adopt it, just given the very large size of your customer base that you referenced earlier?
Yeah. Love it. We are really happy on the self-serve side. We did just launch last week, April 9th. IAM is available to our self-service customers. It is early days for that, but we are already taking in the signals and really learning, to your point, about what does it take for a non-human assist sales cycle to look like with IAM. We are super excited about that. There are definitely value propositions that people can understand really quickly, to your point, that whether it is a human or a marketing message or one of our partners delivering, people can glom onto it really quickly. Navigator is the most obvious one. I have not met an organization of any size yet that says, "Oh, yeah, I have a handle on all my agreements. I know exactly where they are." Nobody says that. The Navigator proposition is very easy for people to understand.
Generally, the workflow proposition is very easy for people to understand because if they're in the process themselves today, they see how disjointed it is, how many manual steps there are, the number of systems that they connect into, and how workflow could really benefit them. The last one, while they may not yet know what's possible with it, they do want to know what the data in the agreement is and are. In many cases, they have a couple of ideas right off the bat of the data that they want to access and extract. What is possible from that is just sort of boundless. You are right that there are things that are clear that if we get our message right, whether it be on our web, through our partner, self-serve, et cetera, or a seller being Crisp, those are important.
As you move up the segmentation of the customer base, there is definitely going to need to continue to be some level of human collaboration to understand the process from end to end because, again, this is an end-to-end platform that has not really been served in the way that we're serving it today. When you think about it across all the departments, from sales to HR, operations, procurement, et cetera, again, really understanding that, you start getting into conversations like, "How do I manage the access of that across all of those departments? How does this fit into my security profile? How do I make sure that I can provide all the visibility for compliance and regulatory requirements?" I think that there's still some time on that clock where we're going to need to be able to have those conversations in detail.
What you see, we made a big step towards in FY26, and we're going to continue doing this as we go forward. If we can serve the more simplified use cases, more simplified customers through self-service, then we'll keep our sales capital, so to speak, focused on the more complex of things. I am very clear that we are not necessarily needing to expand our investment in sales and marketing to pursue this opportunity. It is really about how do we drive efficiency leveraging all of these three channels that we have. The last comment that I'll make on our partners is they were really excited about the specializations that we announced yesterday. They, in many ways, can extend the value of the platform. They are vertically inclined in many ways. We serve all industries. They're often specialists in industries.
They can add their intellectual property or their service capability around it just to make it resonate that much more in a given industry. We are very invested in the enablement of our partners and giving them deeper access into our product team and the DocuSign company more broadly so that they can carry a lot of this for us.
Yeah. Maybe I'll just add a couple of things to that. I think it's almost implied in the 10,000 customer count that at least in the SMB and mid-market, we've got a pretty good high-volume sales motion, and it's working. We are very gratified by that. We were hoping for that, obviously. It's really the only thing that can work to that customer audience. I totally agree with Paula that as you move up the stack, if you heard Jessica from Fidelity talk about all the integration and compliance issues, just in rolling out that one specific use case to enable their independent registered advisor to jointly execute an agreement compliant with Fidelity's process, that's what it looks like deploying to the Fortune 500.
Now, I want to flip that around, though, because it's common that everybody in the enterprise says, "Well, it's almost like you should seek out complexity." I think that's a mistake. Enterprises want things that are easy to deploy. Enterprises want things that bring delight instantly. Enterprises have tons of use cases that are relatively standard, and they want to deploy those. We're going to start with those. Over time, yeah, I mean, when we get to 800-page master lease agreements for big real estate investment companies, that'll be a more complicated task, and there'll always be more human review on those types of transactions. Even large companies execute thousands of small vendor agreements. They have thousands of small customers. We can help them with that today. That's where we're starting, and then we're moving up from there.
We have a lot of graduating to do, I think, on the go-to-market side as Paula's leading. Lastly, on the partner side, if we just focused on the system integrator side for a second, we have many different kinds of partners. On the SI side, we have a really nice ecosystem of smaller regional SIs and a couple of big global ones that have been partners with us for a while on the CLM business, which is a smaller part of our business. The challenge that they and we have had in our partnership in the past has been that our e-sign business, it's too easy. It's a good thing for customers, but there's not enough for them to do. That was a big part of our business. It was a beautiful thing, but just did not lend itself as well to an SI motion.
Our CLM business was much better, but was smaller and did not have the full scale and scope of DocuSign involved. They have huge digital transformation and legal assistance practices today, but they have no platform on which to build those practices. If you ask an SI, there is sort of a Goldilocks middle point where they do not want something that is too simple because then they cannot create value. They also do not want something that is a rebuild every time because then they cannot scale it. What they want is a platform that they can build on top of. There has never been one for legal or for contracts. DocuSign is the natural company to do that. They see that. They are coming to us. We have to grow up to match up to them. There is no lack of interest in anything.
We're just trying to get ready to serve them and partner with them.
Yeah. I mean, to that point, I was in London last week meeting with a large SI who's both a partner and a customer of ours. They have put agreements as in their top two transformation initiatives across the firm as they go forward. These are very federated organizations. They understand complexity with the best of them. The opportunity for us to be able to partner with them in a transformative way to kind of manage this from an end-to-end scale so that they can not only improve their operations, but then take that same example and story out to their clients to serve as advisors to that was a great conversation.
Great. Lots of long-term opportunity. Let's go right back here.
There are two people.
Oh, yeah. Go there and then there.
We should be conscious too, just that we have 15.
Yeah. Short answer.
Okay.
All right.
We won't cut long.
We'll move to the speed round.
I'll have a very simple one, Rishi Jaluria , RBC. Just continuing on IAM, maybe what are the opportunities for increased verticalization of the platform, both for kind of specific departments or specific use cases, but also specific industries? Maybe can that help in the motion of landing net new customers on IAM that were not previously DocuSign customers? Thank you.
Yeah. I'll take that one very quickly. Look, our initial rollout of IAM is focused on a horizontal platform for agreements across functions and across industries. We still have a lot of room to run with that. I think what comes after that are the functional bundles, if you will, and go-to-market. You can already see we're talking about IAM for sales, IAM for procurement, IAM for customer experience. Now that's more of a packaging thing. Over time, particularly as we build out an even deeper ecosystem of integrations in banking with every major banking core provider as an example, that starts becoming a more functional thing. Lastly comes the vertical side. I think historically, we haven't had a tremendous amount of vertical focus. Financial services, healthcare, government have been three that we've sort of identified for our go-to-market teams.
We have done some custom product builds, particularly in the financial services area, but it has not been a core focus. I think it will be a little while before DocuSign does that. Of course, we have built a modularized platform where everything is available to be consumed as a service. For example, one of the things we discussed with partners yesterday is Navigator will be made available via API this summer. You can now expose it inside of Salesforce or an SAP or whatever your vertical application is. We explicitly hope and want partners to build those vertical solutions out. That is our strategy in that order. I do not think you should expect to see significant vertical bundles from DocuSign in the near to medium term.
Thank you, Rishi. Good question.
I've got a guy here with a microphone.
Nice. I'm sensational.
He's been holding it up.
Hey, guys. Alex Zukin with Wolfe Research. Allan, maybe actually a two-parter, one for Allan, one for Paula. I think we were all taken aback a little bit by what I would describe as a surge of IAM kind of customer buying, that 10,000 figure that you talked about at the keynote. Maybe just help us understand the early demand. What functionality are you seeing really resonate with that cohort of 10,000? What did you talk about today at the keynote? Kind of a similar question to what Matt asked you that you feel like is going to sustain that momentum. For Paula, maybe just we're all living here at a very uncertain time, very unique macro situation. I think it's the last time of the month I can ask this question.
How are you guys seeing, thinking, and maybe demonstrating the resiliency of your model in a time of macroeconomic sensitivity?
Okay. I'll take the first part. Look, as Paula alluded to, I think the most compelling, simplest thing to explain, and easiest thing to adopt is Navigator. We often have everyone's agreements already, right? We can tell them that. If they have them on SharePoint or Box or whatever, we can upload that in there. A number of folks have done that. It's instant value. I mean, one of the things I mentioned on the earnings call is people go live with IAM in the same time frame they've historically gone live with e-sign, under a month. That's just incredible, right? That just doesn't normally happen. The combination of the ease of explaining the value proposition and the ability to instantly deliver it is very powerful. That's been the lead.
Some of the things that require you or give you the opportunity to reimagine workflows, that takes longer, right? Maestro, I think, is very powerful and sticky as we mature. You have to identify a workflow and decide you want to revise it, then you have to do the work. That takes longer. I think we're feeling really good about it. I want to emphasize e-sign is always part of IAM. These are, in the vast majority of the cases, existing e-sign customers who are thrilled to be continuing with their e-sign journey with us and then adding this additional functionality. That gives me a lot of confidence in us being able to retain them because they're actually making that decision. As Paula mentioned, we're seeing really good demand from new customers who probably came looking for e-sign.
Let's be honest. We're still rolling this out and creating awareness. We were able to say, "Well, maybe you should buy this broader solution, and there's a nice premium on that." That's very positive. Paula, you want to take the second one?
Yeah. I think on the macro piece, I sort of alluded to it in my introduction. One of the things that we're really fortunate to have is a large customer base across a wide range of segments as well as geographically distributed. We don't necessarily have dependence on a singular industry or sector that would potentially expose us a little bit more to some of the things that are happening in the macro world today. That is a big part of the opportunity and responsibility that I have is to make sure that we're pulling the levers to balance the opportunity as we look forward. That's what we're doing.
Yeah. Matt, you want to?
Pat in the back.
Great. Thank you. Pat Walravens at Citizens. Paula, because I also covered SAP and Alteryx, it's kind of interesting, right? This opportunity today compared to Alteryx that you joined in 2021, right? And SAP was 2019. How would you compare them?
Yeah. Thank you for following along. Look, I think that DocuSign represents actually a really nice blend of both of those opportunities. What did I learn at SAP? I learned the power of applications. I learned that, to Allan's point, the customers are looking for systems to simplify their world, drive automation, drive efficiency, drive top line. What did I learn at Alteryx? I learned that people really care about data and that when properly used, data turned into insights can drive better actions and better decisions. We have both of those in our hands here at DocuSign in terms of IAM being a platform, being an application, being a system that serves an end-to-end business process in the way that SAP does with their apps.
Through IRIS and all of the ways that we've woven AI into the platform, we are absolutely going to put agreement data to work for our customers. For me, it brings both of the value propositions to life. Certainly figuring out how you toggle the levers of the go-to-market to drive growth through both increased retention as well as net new ACV is something that all of those organizations care about and that I'm leveraging many of those same experiences that I've had there here at DocuSign.
Go for it.
Hey, guys. It's Peter from Everc ore here on behalf of Kirk Materne. I appreciate taking the question. I want to just touch on sort of the interplay between IAM and CLM and sort of where IAM ends and where CLM begins. A little context for the question is you guys started with IAM, North America, Australia, largely SMBs. Allan, you mentioned even a really big customer like Fidelity, they have plenty of agreement workflows that IAM is a great solution for. I guess the essence of the question is, is it the right way to think about it where IAM is sort of the light version of this platform solution and then you can upsell to CLM from there? Any color on that interplay would be awesome. Thanks.
Thanks, Peter. One other, I'll add an element to it. An investor asked me the question the other day, is, are we directly selling IAM to CLM customers' deployments and trying to move those deployments in FY26? There's some of that back behind the question. A lot of pieces to that. Good question. I don't think it's exactly right what you said. IAM is the replatforming of DocuSign, right? All of the services now get sort of built or rebuilt on top of IAM. CLM is our enterprise edition for people who work in contracts all day. Legal, certainly, but also sales ops, procurement ops, people like that, contracting officers. They have specialized needs. We have an industry-leading product, Gartner, Magic Quadrant. We think that it'll be a long time, not forever, but a long time before that level of capability and sophistication and workflow customization comes to, shall we say, the native IAM platform. We are absolutely letting CLM take advantage of an increasing number of IAM services. As Dmitri said on stage, I referenced it as well.
We've already allowed you to access and call Maestro-enabled services so you can trigger these workflows, Navigator is coming to CLM customers later this year. The obligation management functionality we've built is triggered at the top. There's a whole orchestration aspect that connects all of our products. You get the advantage of that. I think if I'm a CLM customer, I take advantage of a number of these new pieces, right? Like just as we launched AI Contract Assistant CLM last year. I can basically expand the scale and scope of my engagement with DocuSign. I want to stress that CLM has historically been focused on a relatively narrow set of tasks, complicated, but associated with contract creation and review. IAM is much broader than that, right?
It covers all of the business to consumer and business to individual onboarding and workflows that have never been touched in CLM. CLM has not historically been an intelligent repository that could expose data to other systems, the platform aspect of DocuSign. It is a little bit complicated. It's complicated with the inside tell you now. Our goal is to continue to support the CLM platform for customers who need that and then offer them all the IAM services except they want to take advantage of it. We sort of come up from below, if you will, with IAM. For a mid-market customer, CLM was probably always overkill, and we can meet a lot of those needs with IAM out of the box today. Yes, for some customers, we would move them over, if you will, to IAM.
If you're a large enterprise and you need kind of super complicated workflow and super sophisticated customizable AI insights, then CLM is the right solution for you. We're going to continue to sell and support that for those use cases. We've identified a very specific set of customers and needs for whom that's the right product.
Maybe if I can just add on to how does that manifest itself in a go-to-market conversation. Today, we're sharing the IAM vision with all customers, even when the ask is contract lifecycle management, because that can be a very generic term for many people, and it's obviously been around for a long time. We share the IAM vision for all of those conversations. We can quickly sort of observe from a complexity-level perspective whether or not IAM can sort of solve for the needs on its own or whether we need some combination of IAM services and CLM. To Allan's point, for existing CLM customers, the very first step is supplementing with these IAM platform services.
It's interesting, yesterday at Partner Day, one of the partners said to me, in the enterprise space in particular, this concept that it really will be even one contract lifecycle managed instance in an enterprise is a bit of a facade at times as well, that there might be a more complex one serving the more complex workflows that legal and procurement care about. Then sales and HR is looking for something quite a bit more lightweight, right? That speaks to the breadth of the portfolio and sort of the opportunity for us to be really thoughtful about how we present those capabilities holistically across an enterprise.
Great. I'm going to allow us to squeeze in one more. Kylie, did you have one?
Thanks so much for doing this. I really appreciated the keynote and the extra data point on 10,000 IAM customers. As you evolve the platform and you supplement with new features, how should we think about pricing evolving over time? Could net new customers and upsells from here maybe attach at a higher price point than current customers, or will certain features be priced as add-ons? Thanks very much.
I would say, first of all, we charge a premium for IAM today. In fact, you can't quote IAM without exception approval. That's not representing an upsell from the baseline that the customer has. And it's a meaningful premium. I got to get into the specifics, but it's a meaningful premium. I personally think that premium goes up over time as we expand into the enterprise and support more complex flows. We will just have to see. There's lots of work ahead of us on that front. In terms of the structure of the pricing, historically, as many of you know, the vast majority of our revenue has been people buying envelopes in certain package quantities.
Given the much expanded functionality of IAM, I think in the long run, many customers will move to a more flexible model that allows us to deliver value, recognizing all the different aspects of the IAM workflow. Initially, for the SMB segment, we focused principally on a seat-based model with some agreement thresholds. I think as we evolve into the enterprise, you'll see some more levers for value differentiation, certainly going beyond just the envelope and seat aspects. You can imagine all the variations that you see out there today with AI-enabled services. It's easy to hypothesize about an optimal pricing strategy, but if you have a higher velocity sales motion, you want something simple that your salespeople and your customers can understand very quickly. We focused on that with the SMB mid-market segment.
In the enterprise, where things are more heavily negotiated, we can accommodate a more sophisticated, complex pricing model. Stay tuned. We're having those discussions, but we're not publicly sharing the full structure yet.
Maybe one thing just to add on to Allan's comment. Most of last year with IAM, we were selling it at the time of renewal. Again, great install base, wonderful opportunity to share the vision and have this sort of upsell conversation with our customers. It was predominantly, if not exclusively, at renewal time or for new customers. At the beginning of this fiscal year, we also announced a transition SKU. We can talk to customers mid-contract now in the mid-contract e-sign, and they can get access to the IAM capabilities that surround e-signature. We then co-term that contract to the e-sign contract. At the time of the renewal of that contract, we have the opportunity for a full-fledged move over to IAM. That just gives us more flexibility in the field because, again, we like the high velocity.
We also know we want to get this highly valuable innovation in people's hands as quickly as possible. I really like that we have multiple now entry points to be able to have the conversation.
Yeah, more flexibility as we go forward. With that, we are out of time. Thank you, everyone, for joining us. Thank you, Paula and Allan, for doing the session. Enjoy Momentum. There is a whole expo floor and lots of breakout sessions where you can learn a lot more.
Thank you all for coming and for your support. Appreciate it.
Thank you