Good afternoon. My name is Julianne and I will be your conference operator today. At this time, I would like to welcome everyone to the Nutanix Q3 fiscal year 2019 earnings conference call. After the speakers' remarks, there will be a question and answer Thank you. Tanya Chen, Vice President of Investor Relations And Corporate Communications, you may begin your conference.
Thank you. Good afternoon, and welcome to today's conference call to discuss the results of our third quarter of fiscal 2019. This call is also being broadcast over the web and can be accessed in the Investor Relations section of the Nutanix website. Joining me today are Dheeraj Pandey, Nutanix's CEO and Dustin Williams, Nutanix's CFO. After the market closed today, Nutanix issued a press release announcing the financial results for its third quarter of fiscal 2019.
If you'd like a copy of the release, you can find it in the press releases section of the company's website. We'd like to remind you that during today's call, Management will make forward looking statements within the meaning of the Safe Harbor provision of federal securities laws regarding the company's anticipated future revenue, billings, gross margins, operating expenses, net loss, net loss per share, free cash flow, our business plans and objectives, demand for and customer adoption of our products and services, plans and timing for and the impact of our transition to a subscription based and recurring revenue business model. The impact of recent leadership changes, plans for and timing of the release of new products. Technologies and services, our continued investment in technology, talent and sales and marketing efforts and any expected impacts from these investments, the benefits and capabilities of our platform, competitive and industry dynamic, market size and potential market opportunities, and other financial and business related information. These forward looking statements involve a number of risks and uncertainties, some of which are beyond our control, which could cause actual results to differ materially and adversely from those anticipated by these statements.
These forward looking statements apply as of today, and you should not rely on them as representing our views in the future. We undertake no obligation to update these statements after this call. For a more detailed description of these risks and uncertainties, please refer to our Form 10 Q for the second quarter of fiscal 2019, filed with the SEC on March 12, 2019, as well as our earnings release posted a few minutes ago on our website. Copies of these documents may be obtained from the SEC or by visiting the Investor Relations section of our website. Also, Please note that unless specifically referenced, all financial measures we use on this call today are expressed on a non GAAP basis, have been adjusted to exclude certain charges.
We have provided reconciliations of these non GAAP financial measures to GAAP financial measures, in our Investor Relations section of our website and in our earnings press release. Lastly, Nutanix will be at the Bank of America Merrill Lynch, Global Technology Conference on June 5th in San Francisco. The William Blair Conference in Chicago also on June 5th, and the Stifel Cross Sector Conference on June 11th in Boston. We hope to see many of you there. And with that, I'll turn the call over to Dheeraj.
Eric?
Thank you, Tania. In my remarks today, I'll focus on 3 key themes. 1, our transition to subscription is ahead of schedule. 2, our field execution is improving in terms of pipeline and sales hiring and 3, our customers love us because of our products and customer service. Looking back, Q3 was a mixed quarter for us as we delivered better than expected gross margins and EPS and strong growth in our subscription based revenues, indicating an acceleration of our business model transition, while also delivering billings and revenue below our guidance range.
As you may recall, our guidance last quarter was less than expected as we needed to rebuild our pipeline by doubling down on lead generation and increasing our focus on sales hiring and execution, especially in the Americas. At the Investor Day in March, we also talked about a 5% to 10% compression in top line due to our transition to a subscription model. We believe that our outperformance in our transition to an increasingly subscription based model this quarter highlighted for us a key difference in contracted revenue amounts between our life of device versus subscription licenses. Which we are now factoring into our strategy and outlook. This transition to increased subscription based revenue is a core aspect of our strategy that we expect the impact that these changes will have to our revenue and other financial metrics moving forward.
Dustin will provide more details in this later to ramp lead generation and thus improve sales execution. As we noted in both our Q2 earnings call and at our Investor Day in March, We continue to believe our actions to address this will drive improved business into FY 2020 as these changes take a couple of quarters to show results. We'll be watchful and conservative in the near term as we give the New America's sales leadership time to effect change and as we understand the top line impact of even higher subscription. We saw a number of enterprise successes in Q3 which highlights the that the fundamentals of a business and competitive positioning in the large and growing HCI and hybrid cloud markets remain strong. During the quarter, we continued to see momentum in large deals, closing 50 worth more than a $1,000,000, including $8 worth more than $3,000,000, We now have 18 customers with a lifetime spend of more than 15,000,000 and nearly 850 customers with a lifetime spend of more than 1,000,000 And our customers remain enthusiastic about AhV, our hypervisor, increasing adoption of our hypervisor to 42% this quarter.
On a rolling 4 quarter basis. We were also encouraged to see continued growth for our new solutions outside our core HCI platform, with 23% to a subscription business Dan anticipated. Our continued shift to a recurring revenue model resulted in 65 percent of our billings coming from subscriptions, up from 41% in the year ago period. And our subscription revenue is now 59% of total. Up from 28% a year ago.
Our transition to subscription revenue model is driven by the needs of our customers who are increasingly moving toward hybrid cloud environments and therefore want the same licensing flexibility within their private cloud deployments that they get in the public cloud. Based on feedback from our customer base and the lessons learned from the software industry where large vendors that ignored subscription business now suffer, we are confident that this transition will allow us to drive higher quality, more predictable revenue over time while also making it more flexible for our customers to purchase and consume our software. Our customers are already responding well to the new flexibility this model provides as evident in our deal this quarter with a Global 2000 French Multinational Hospitality company that has a lifetime spend of more than 7,000,000 with us. This customer, which has previously purchased life of device licenses, spent nearly $4,000,000 on new term based subscription licenses in Q3. As part of this deal, this hospitality company will expand its use of our core platform to run new VDI and database workloads, and adopt additional services outside of our core platform, including PrismPro, our multi cloud orchestration software, Calm, our new object storage services buckets and our database service era.
New customers are also taking advantage of this subscription based model as evidenced by a win with 1 of the global big 4 accounting forms. This initial deal, which was worth nearly 6,000,000, is the largest term subscription deal we have ever received from a new customer. This customer will replace its existing traditional infrastructure our enterprise cloud platform for VDI, test and dev, business intelligence and robo workloads running AHV. As we undergo this transition, we also continue to provide our customers with new options for how to run our software within their data center infrastructure. In Q3, we announced an exciting new partnership with HPE that enables our channel partners to directly sell HPE servers combined with Nutanix's enterprise cloud OS software so that customers can purchase a fully integrated appliance and also provide a new as a service delivery model for customers through HPE's GreenLake offering.
This offering is an example of how large partners can transform company like ours into monthly ratable business models that take us further down the path of subscription. Earlier this month, we held to target a largest dot next user conference to date hosted nearly 6000 attendees in Anaheim, California over 3 days. This flagship conference is one of many dot next events we host worldwide throughout the year, reaching more than 26,000 attendees. For our existing customer base, dotnext serves as an opportunity to deepen their understanding of our platform and contribute their feedback, helping to drive continued growth within accounts. One example of this growth was a deal worth more than $3,000,000 this quarter, with an entity within the U.
S. Department of Defense that has a lifetime spend of nearly $20,000,000. With this deal, this customer continued to transition it began 3 years ago, replacing traditional infrastructure architectures with our platform across to learn more from our existing customer base about how we help them overcome the legacy infrastructure challenges that have kept their IT teams from creating value for the organization. In one deal worth, more than a 1,000,000 this quarter, new customer, one of the largest publishers in the world, Meredith Corp, initiated a complete rearchitectural strategy for its data center beginning the process of replacing its traditional infrastructure with our enterprise cloud platform. Our dot next events also serve as a platform to checkpoint our ongoing product innovation.
In prior years, we've added to our core platform with new services that address every aspect of our customers' IT needs like object storage with market, database services with error, file services with files, and Disaster Recovery Services with Xi Leap. This year, we focused on the work we have done to strengthen our platform and existing essentials and enterprise products so that they integrate better. Nutanix Mine is a new offering that in partnership with leading secondary storage vendors like Veeam and Haiku, Comvault, and Veritas, integrates backup operations into our platforms so customers can manage their primary and secondary storage operations from within our prism management plane. We also announced a powerful new capability in Nutanix Frame, our SaaS VDI offering to support desktops on prem. If enterprise apps are on prem, so should the desktop.
Hybrid desktop as a service or DaaS will be a killer application for hybrid cloud computing over the next few years. We also previewed Zai Clusters, a hybrid cloud offering that delivers the Nutanix stack directly on AWS EC2 bare metal instances. A killer use case of multicloud is lift and shift of legacy applications and Zyclusters offer a simple one click way to move on prem applications to a public cloud data center. By delivering our software as a complete stack on AWS, customers will enjoy the same simplicity of running Nutanix, but with all the benefits of a public cloud deployment, including subscription licensing flexibility. These recent product innovations allow us to further differentiate ourselves in the large and strongly growing HCI and hybrid cloud markets.
Before handing the call over to Duston, I want to touch briefly on 2 additional announcements that we made today. 1st, we announced that Sunil Potti, our Chief Product officer has decided to leave the company to pursue another opportunity. Sunil joined Nutanix at a critical moment over 4 years ago. Has shepherded our product organization through a period of significant growth. The last 4 years have been memorable, and I will miss a leader in him who was fun collaborative and deeply empathetic.
We are grateful to have benefited from his leadership as we've grown over the years, and we wish him the very best in the future endeavors. In the past 18 months, as engineering grew, we split the engineering ranks between Sunil and David Sangster, our COO. David and Rajiv Mirani, our CTO, and 2 of our SVPs of engineering, who helped bring 1,000,000,000 of dollars of core revenue, as well as our founder GMs, have graciously agreed to step up to lead as we go deeper into large enterprise accounts, will need their rigor and curiosity to take the company into a new era of product and engineering. I'm also pleased to announce that we continue to add industry expertise in visionary leadership to our board of directors. Brian Stevens will join our board in June 1st when signing with his last day as VP and CTO of Google out will bolster our already talented team with this perspective built on nearly 5 years of experience at Google.
Nearly 13 years of experience at Red Hat, including as their EVP and CTO. As we approach our 10th anniversary as a company, we are very excited about the opportunities ahead while remaining focused, nimble and creative as we solve for the challenges that come with scaling a business to drive our next 10 years of growth. Great businesses are built over time in a foundation of exceptional products, outstanding customer support, and an entrepreneurial employee base that is constantly learning. These have been the foundation of our success at Nutanix. We've made mistakes along the way, but we've also acted swiftly to address them.
From being a hardware company not too long ago and being compared to converged infrastructure, we've come a long way to being identified as an emerging operating system software company that is plowing through a much needed transformation towards subscription and hybrid cloud. Much needs to be done in the coming quarters as we flush through our pipeline and sales execution issues and leverage the new subscription model to improve predictability and sales leverage. With that, I'll turn it over to Dustin to provide more details on the quarter and guidance. Dustin?
Thank you, Dheeraj. During Q3, we made significant progress with 2 of our major focus areas. Specifically our shift to our recurring subscription business accelerated and our pipeline generation for the quarter met our expectations. In Q3, subscription billings accounted for 65% of total billings, up from 57% in Q2. Subscription revenue now accounts for 59 percent of total revenue, up substantially from 47% in Q2.
In Q3, our new term based subscription bookings were $90,000,000 up from $57,000,000 in Q2. Approximately 55 percent of the $90,000,000 came from existing customers who had previously purchased non portable licenses. In the quarter, we We remain very excited about the transition to a subscription based business as there are many long term benefits to the business associated with this shift. Some of these benefits include ultimately a more predictable recurring billings and revenue stream, allowing customers to choose their software license term rather than paying for the entire license fee upfront. As occurs in a life of device type purchase, providing license portability for our customers, both on prem and off prem.
And the lower benefits to the business associated with this transition to a subscription based model. There are also clearly some friction points to our top line as a result of this transition. As we approach the first cumulative $200,000,000 in new term based subscription billings, We are now at a level of scale where we have a better understanding of the impacts of the shift on our business. During our Investor Day, back in March, I mentioned that the, with the additional scale and subscription billings, we were getting into a better position to analyze between the old life of device node based licenses versus the new term based subscription licenses based on cores and flash capacity. At the meeting in March, I also mentioned that there may be some top line differential between these two offerings.
And at that time, we stated this differential could be 5% to 10%. Some of the top line impacting subscription related friction points include life of device software licenses have a perceived duration of 5 plus years versus a new term based capacity license which averages less than 4 years in duration. Although we expect to collect the 5th year and beyond upon renewal, This duration impact and other factors result in some upfront top line billings and revenue compression. The new term based software licenses also have a higher revenue deferral rate versus a life of device license based on the inherent support term differential that exist among the two offerings. This deferral impact reduces the upfront in quarter revenue recognition.
This transaction has also invoked some friction in the field selling process. This selling impact has the potential to slow down and extend sales cycles as the Nutanix sales rep, the channel rep, the disty, and the Nutanix customer, all must become educated on the benefit of this this friction from, will naturally dissipate over time as our new term based subscription offerings become the norm. And lastly, although not significantly top line impacting today, we will over time experienced some additional top line impact as we gradually shift to a more ratable recurring revenue stream. This ratable impact will occur when our SaaS products such as Frame, Era, Xi, and others, including the HPE GreenLake offering, become a greater percentage of our total billings of bookings. Regarding the duration impact and other factors affecting Q3 billings and revenue, while it is very difficult to predict the exact impact as every transaction is least 10% less upfront value from the new term based licenses versus the traditional life of device licenses.
And the deferral impact driven by a higher revenue deferral rate from the new subscriptions can yield up to 20% less in quarter revenue recognized versus what would have been recognized based on the traditional life of device licenses. In summary, our transition to subscription has impacted our top We are currently experiencing the tradeoffs of some top line strength, all for the long term benefits of building a more predictable recurring subscription business. And quite candidly, some of these top line impacts are different than our previous expectations. As many of
to
be a soon as possible. In the meantime, Ultimately, as our subscription based grows, reporting results based on more traditional subscription metrics such as ACV and ARR, will naturally equalize some of the was leveraging Our pipeline that we generated in Q3 met our internal targets and grew almost 40% sequentially from Q2 This was the highest sequential growth While we're pleased with the performance of our pipeline generation in Q3, we also acknowledge that we have a significant amount of work in front of us, to ensure that this I'll now move on to a few, Q specific, Q3 financial highlights. Revenue for the 3rd quarter was $288,000,000, down slightly from a year ago and down 14% from the previous quarter and slightly off the low end of our guidance. Of $290,000,000. The revenue performance in the quarter was impacted We shipped approximately 8,000,000 less hardware than planned.
Hardware as a percentage of total revenue was at an historic low of less than 8%. As previously mentioned, we believe we're receiving less upfront value from the new term based licenses versus the traditional life of device licenses, which likely impacted Q3 term based revenue by up to 10%. Higher deferral rates associated with the new term based licenses versus the life of devices reduced the new and the sales leadership changes that have occurred at a Worldwide and Americas level have also clearly impacted the results for the quarter. Software and software software and support revenue was $266,000,000 in Q3, up 17% from the year ago quarter, and down 11% from the prior quarter. Total billings were $346,000,000 in the quarter, representing a 1% decrease The billings were also impacted by the lower than expected hardware shipments and the lower upfront value received from the new term based licenses.
Software and support billings were $324,000,000, up 11% from the year ago quarter and down 14% from the prior quarter. Bill to revenue ratio in Q3 was 1.2, slightly lower than our than, 1.23 last quarter. New customer bookings represented 25% of total bookings in the quarter, down from 29% in Q3 of 2018. In Q3, our software and support bookings from international regions were 45% of total software and support bookings, the same as Q3, 18. Our non GAAP gross margin in Q3 was 77.1% versus our guidance of 75% to 76%.
Reflecting a lower than expected hardware mix. Operating expenses were 3.27000000 slightly lower than our guidance range of $330,000,000 to $340,000,000. Quarter or a loss of $0.56 per share. A few balance sheet highlights. We closed the quarter with cash and short term investments of $941,000,000, down $25,000,000 from Q2.
DSO is based on a straight average with 76 days versus 68 days from last quarter. Weighted average DSO was 23 days in Q3. We used $36,000,000 of cash flow from operations in Q3 was negatively impacted by $17,000,000 of ESPP outflow and free cash flow during the quarter was negative $59,000,000, This performance was also negatively impacted by the $17,000,000 of ESPP outflow. Now turning details over our Q4 guidance on a non GAAP basis. We expect the following for Q4.
Billings between 350 $380,000,000, revenue between $280,000,000 $310,000,000, Gross margins of approximately 77 percent, operating expenses between $340,000,000 350,000,000 and a per share loss of approximately $0.65 using weighted average shares outstanding of 187,000,000. The guidance for the quarter assumes the following: a continued aggressive push to a greater percentage of subscription based business lower hardware revenue as a percent of total revenue, sub 7%. From a subscription transition perspective, we expect a continued imbalance between the upfront value we receive for a new term based license versus the prior life of device licenses, a higher revenue deferral rate on new term based licenses versus the prior life of device licenses. In some residual friction in the field that's associated with selling the new term based subscription offerings. And the backdrop of substantial sales leadership changes that were made during the quarter at both a Worldwide and Americas level.
Although we're excited about the progress that our leadership is making within the Americas region. Some of these foundational changes will take a few more quarters to see material improvement even though pipeline build in the enterprise is heartening. In closing, as Dheeraj mentioned upfront, We want to summarize our key messages. 1, our transition to subscription is ahead of schedule. 2, our field execution is improving with lead generation and pipeline build and sales improved sales hiring.
And 3, we are a leader in a large and quickly evolving market. And with that, operator, if you could now open the call up for questions, that'd be great. Thank you.
Certainly. Your first question comes from Rod Hall from Goldman Sachs. Your line is open.
Yes, hi guys. Thanks for
the question. I guess I had 2. I wanted to, I wanted to just, make sure we understood Dustin and Dheeraj, I guess, both of you. This change in the upfront value versus your expectations, you said a 10% impact on term revenue, deferred revenues impacted by more than that. Could you give us any more color on what's changing there or what's different from what you expected?
And then I also just bigger picture. I wanted to see, Jiraj, if you could comment on, it's always been a balance between large enterprise and medium sized enterprise for you guys. And my perception was you've kind of tilted toward larger enterprise. And I'm just wondering strategically, given where the business stands right now today, are you are you thinking of tilting back a little bit more toward midsize businesses or are you pretty much unchanged in terms of your strategy on the size business as you want to go after? Thanks.
In fact, I'll take the second one first and then we can talk about the first one.
Thanks a
lot for the question. I think, if you look at what we have built for the product portfolio, there's definitely, a big demand for core in the commercial mid market as well. And mostly in the commercial select, I would say, because That's where they actually buy more than just a box. I mean, there are competitors out there who are actually doing it at a server cost plus gross margins. And that's not the business that we can sustain our product portfolio.
R and D investments cannot sustain that, but definitely in the commercial select, we have a big focus. And with some of the partnerships that we have made, including with, partners like HPE, that's the exact game plan that we go with HPE's partners to really go and focus on some of the commercial segment itself. Obviously, international is, as you can see, 45% of the business is international there. It's a much bigger mix of commercial. And in Americas, I think we have a pretty good foothold and a very, very good opportunity with, the large enterprises because That's where most of the good enough doesn't work in terms of products and customer support and such.
But we definitely feel like partnerships like HPE will help us with, the mid market. And we've continued to do really well with some of our channel partners, CDW, EBT, SHI, Sirius and all these, partners have done pretty well for us. So we want to double down on that as well.
And Rod, on your first question there, you know, the 2 quantifiable piece which we mentioned, obviously, is that, we're getting less upfront on the initial transaction and As I mentioned, it appears now that the perceived duration of those appliances and folks view over those appliances of probably 5 plus years. And the average new term based deals are a little less than 4 years. So you've got that impact and it's hard to and exactly how that was going to play out quite honestly from that perspective. And on the, the deferral piece there, And then the other impact is obviously, magnified by the outperformance in the subscription transition during the quarter. So there's more of this revenue than expected that was impacted.
But on the, again, on the deferral piece, When you cut back through it and finally you get to scale and you can go back and get into the details, because really pretty much every product offering has some type of different deferral rate is that, now when you're at a 5 plus on a life of device, you've got maybe an average support contract when you do that deal of 3 years. So, you've got support effectively 60% of that 5 years. But on a new term base, the support is effectively, we ripped out and we spread it over the entire, in this case, a little less than 4 years. So you've got a bigger piece of of that product being deferred.
So And as you also mentioned, the pricing model is different.
So we
used to have t shirt sizes of for 20 different models and we used to basically charge for a software value that included, not just CPU, but storage of both kinds, flash and spindles, and we used to charge for higher RAM versus lower RAM. And all that now is much simpler. So we are only charging for you and Flash actually. And I think, at some level, there is a simplification for our customers And if you were to take a bottom up view of all our deals that we've done, while it's become simpler and it's going to be great in the mid to long term, I think there's some apples and oranges comparison with respect to pricing as well.
Your next question comes from Aaron Rakers from Wells Fargo. Your line is open.
Yeah, thank you for taking the questions. I want to go back to the issues that you guys had highlighted last quarter around the lead generation as well as the sales hiring. So I guess the first question in that context, can you just give us an update of what you've done this quarter, how that's improved? And in the context of the pipeline build up 40% quarter over quarter. That sounds great.
But I'm just curious of how do I think about that in the context of how much the pipeline was down last quarter? And what assumptions are you making in terms of closure rates?
So, as Ron asked this question as well about our sales force, I think, we definitely have an enterprise heavy pipeline. And this is what we said last time as well that it'll take a couple of quarters to flush because we build a pipeline doesn't mean we can actually go and spend it this quarter itself. But I think we've, done a pretty good job of the enterprise build itself. And I think you asked about how worse it was last quarter. I think we were flat.
Yes, it's basically flat. So we're coming from a flat. It wasn't a big decrease that we're building back from. So it was basically flat.
Okay. And then just go ahead. Yes, I
was just answering your question on sales hiring. Obviously, a lot of focus going on there. And this quarter, we got over net adds of over 50. Sales reps, which is a big improvement from the prior quarter. So there continues to be a lot of focus on that and we would expect that to continue to improve going forward here.
Okay. And then just as a real quick follow-up, Could you discuss what you're seeing currently in a competitive landscape? It looks like one of your key competitors tonight reported continued kind of solid bookings growth year over year. So I'm just has there been any change? Have you seen an acceleration in terms of competitive meet rates and price aggression in the market?
Thank you.
Yes, I think, you know, for us, we're going through a subscription model change that, probably, competitors are deferring or kicking the can ahead on because it's hard. It's very difficult, but it's the right thing to do for the long term. I mean, imagine 2 years ago, we were a hardware company. I think in just two years, we have said, look, if you want to be a relevant cloud operating system software company that runs on prem and off prem, we've got to go through this change. There's no other way to do this.
And, I think that is just, something that is built for the long term, which to Nutanix versus anybody else. I think competitively, obviously, there is, a lot going on in the overall landscape the public cloud providers coming and trying to do things on prem. And again, we are finding optionality to let our software run anywhere. We just talked about AWS, We have some very good discussions going on with GCP. They already have a virtual bare metal, and, we'll actually do physical bare metal as well.
As they open up that offering. HP has been a very good optionality for us as well. There's some really good, large customer discussions and openings of conversations that we never saw before is going on. But I think we are opening up our optionality, Fujitsu, Lenovo, all these other server vendors as well actually want a second vendor to really go and keep it honest for, the hybrid cloud business. So all in all, I think, we are focused on things that we can control and the things that we control today are the fact that we have to go through the subscription transformation sooner, faster than ourselves and better than anybody else.
And secondly, some of the fixes that we talked about in the last quarter.
Thank you.
Your next question comes from Wamsi Mohan from Bank of America Merrill Lynch. Your line is open.
Yes, thank you. One for Dustin, one for Dheeraj. So, Dustin, as you look at this sort of deceleration in growth rates, but look at sort of where OpEx spend levels are. I'm wondering, this is a couple of quarter phenomena, but it also sounds like structurally because subscription, there's going to be maybe some deceleration in sort of the out year growth rate as well. So when do you what's best guess in terms of when we should start to see some operating leverage in the model?
And second, for Dheeraj, Could you be more specifically talk about, how you think about the TAM post the VMware announcement with Azure? Do you think that that shrinks at the TAM or Nutanix or how are you thinking about it? Thank you.
Yes, so I'll take the second one. I know, I think all the cloud providers will do these deals with everybody. And there's only 2 in everybody. There's VMware and there's Nutanix. So in that sense, being the first is not the only way to do this.
At the end of the day, customers want, to either use their Azure credits and they'll say, I want to use it with nutanix or want to use it with VMware. So in that way, we also want to differentiate in the way we bring it to the market. So it won't be a siloed, bare metal offering, but really going and using the right automation and APIs to do this within a customer's bubble. And that's what we did to Amazon as well. It's fully hyper converged with the VPC that Amazon has actually built as opposed to a managed service like the VMware is doing it.
And we don't have to peer it to a customer's VPC and only be able to use a few services, not others. So I think what happened with VBLOC and Flexport, 7 years ago. The exact same thing is going to happen with hyper convergence of public and private as well. So in that sense, we you can expect us to go and do this with all the cloud providers, as well as doing its service providers on our own. And I think on the second one, the first question that you had, there's definitely a plan for us to even look at cost of distribution as we think about subscription because there'll be a way to segment the sales force even further with hunters and gatherers, people who actually get paid for 1st year terms and maybe a little bit of the 2nd year terms and then renewal people come in to actually do 2nd, 3rd, 4th, and so on.
And then we pay our hunters again on, refreshing it either on prem or bringing it to off prem itself. So I think subscription transition itself will have immense leverage as we go
Your next question comes from Katy Huberty from Morgan Stanley. Your line is open.
Thank you. Good afternoon. Wondering if you can give us some color around the HPE Partnership, Dell, at peak, I think, was a little over 10% of the business. HPE's server business is about 80% the size of Dell. So is it fair to think that that partnership could account for 8% of billings or revenue at some point in the future?
Is there another way to think about it? And then just on that same topic, what was the thought process behind committing to certain volumes that could require you to make a cash payment to HPE if you don't hit them, which I don't think is an element of of other OEM partnership, that you've announced in the past? Thanks.
Yes. So, on the first question, obviously, it's early, but there is enthusiasm because, HP channel partners are actually looking for solution, as they compete more with, Dell as well. So in that sense, even in very large accounts where We, sometimes have to go direct. We'd rather go through HP as well. And we're seeing some of that activity as we speak this quarter as well.
I think it's going to be a very good partnership, but there's a lot of execution to get this from an inertia of rest because right now, It's actually addressed and we've made some great announcements. There's some great, early activity. The channel is actually really looking forward. There's a few of them that showed up at our dot next user conference. These are channel partners that we never had signed up in the past.
So there's a lot of goodness, but, I think, We've just got to go and put our heads down and execute on that. On the second question, which you asked about, the liability, it's basically a way to say, how do we really leverage and balance both our current OEM, ODM provider and HP as well because there is value in using the HP, at least recommending the HP hardware to our channel partners as then the HP sellers at least make $0.25 to a dollar, in that case. So given the fact that they actually have feet in the ground, it makes for a better lead generation and partnership in the field as well. So in the big scheme of things, it's not a substantial percentage for our overall nodes, we have been relatively, cautious in that. And at the same time, it's over a 3 year period.
It's actually relatively small number given how much we have to do cumulatively in pure software over the next 3 years.
Your next question comes from John DiFucci with Jefferies. Your line is open.
Hi, this is Julia Karl on for John. We just wanted to know about when we're thinking about the transition to term or subscription license, are you in analyzing the sales force using commissions or the end customer using discounts to kind of motivate or like speed up the transition? Thank you.
Yes, there's definitely a way of converting some of the folks who are close to end of life of device and providing them ways to see how this portable license is better for them. And, we have been incentivizing folks who are within the boundary of a year to life of device expiration to really use this new licensing mechanism itself. And, overall, the story is actually sticking well, although there's still a need for enablement and understand some customers don't like it, because they still believe in CapEx and there's many who like it because they like the OpEx model itself. So there's still going to be 2 kinds of customers, and we don't want to force this down to the throat of those that what will rather depreciate capital and, and use the old method itself.
Your next question comes from Alex Kurtz from KeyBanc Capital. Your is open.
Yes, thanks guys for taking a clarification and a question. Just looking back at the quarter, Dustin, do you feel like you gave a bunch of reasons about what impacted the top line from and billings from subscription change. I just want to be really clear. Were you guys on plan for the quarter as far as what you expected to hit, just from a transaction perspective? Outside of all these changes that we're doing to the subscription?
Well, clearly, the quarter should have been better overall. Some of this, again, was impacted. We, on the, on the software or the subscription transition, we formed, what we originally thought by well over 25%. So that clearly had some impacts there, but I mean, clearly we've got some issues we're working through and the pipeline, we said we're going to go work on that and that's up 40% quarter over quarter. We said we're going to go work on sales hiring, that's improved substantially quarter over quarter.
We've got some leadership changes we're working through. And that's clearly impacted, Q3 and it will, as I said, impact also Q4.
And do you feel for the you feel like for the next the upcoming quarter's guidance you just provided today, you feel like the new leadership in Americas have had the ability to dig into what they see as the raw pipeline and have a good view into that or still a little bit of, on the fly as they transition into the roles?
No, they're deeply involved in the business. Trust me.
He's an architect of the business, not just a manager of the business.
Okay. All right. Thank you.
Your next question comes from Steve Milunovich from Wolfe Research. Your line is open.
Great. Thank you very much. Two questions. Number 1, you admit that you're not the cheapest solution on the block. And I'm just wondering in this macro environment and with, EMCVX rail probably bundling and discounting quite a bit.
If you're getting any pushback in terms of pricing and if you're therefore having to maybe discount more than you expected, And second, storage vendors claim that hyper converged is great for small companies, but doesn't scale beyond that. And I'm assuming you disagree with that, but what proof points can you give us that you're seeing an architectural shift from 3 tier to HCI, including at large enterprises?
Yes. I know on the second one, we've basically been going through this for the last 6, 7 years now and every year the market actually grows and there are more and more, vendors who want to provide offerings in this space as well. There's a reason why NetApp has an offering of this kind and everybody wants to actually get into a space where you can sell it to the application folks. This infrastructure is supposed to be invisible enough that app folks can actually administer it. So there's definitely a lot of value in this.
And if you look at all the stories that we actually talk about or wins and everything else. These are not like, 200 k deals or something. We're really going and doing very large deals with our customers. And if you think about it, 200 of our customers pay a pretty substantial, portion of our overall bills every year. And then 850 of these, which I talk about also pay a like a very, very large percentage of our overall bills every year And that can only happen if there's an architectural shift happening.
But then folks have talked about this about public cloud as well in the last 3, 4, 5 years. And over time, as we get into more workloads, as we get into more geographies, as we get into different surface areas, like a wider surface area, if not just our own appliances, but, you know, software running on every server vendor out there. That's the way you actually grow the TAM. The TAM only grows in these three ways. More workloads a larger surface area and more geographies.
And then, you have question and pricing. Yeah. I think, you know, we've been pretty flexible on that and our salespeople have taken advantage of that flexibility. Now, in the lower end of the mid market, we probably don't appear to be that cheap. And, I think, the story is still relatively evangelical.
It's not a rip and replace. It's really hard to say that it could be done with 0 touch, but I think in the higher end of the mid market and in the enterprise. I think we definitely have a ton of flexibility for our sellers to and our channel partners to go make money with the kind of discounting regime we actually have today.
Your next question comes from Matt Hedberg from RBC Capital Markets. Your line is open.
This is actually Matt Swanson on for Matt. Diroj, when we think about the strong quarter for pipeline generation, can you give us a sense of how much of that pipeline is now subscription versus term and just kind of what that could do to sales cycles if you're introducing some optionality maybe later on in the sales process?
Yes, most of that discussion actually happens, in the later stages of a sales campaign. And, I think, many of our sales people are embracing it. And some of them, when they realize that customer is CapEx friendly, they don't bring it up. I think looking at the pipe, it's very hard to say, which is what, as Dustin said, that we'd rather flush through this whole thing rather than be in this limbo for a long time. Think in our, the goal of the companies be on the other side of this, rather than be in the middle for a long, long time, unless the customer doesn't want it.
So I would say that there is also an incentive for the customer because now they can really do 1 year terms and 3 year terms and they can make it portable And the fact that with this kind of optionality, they can actually even use the public cloud for Nutanix, those are the kind of things that our sellers are using to go and entice the customers.
That's really helpful. And then, Dustin, you mentioned some friction in the sales force with net adds around or over 50. Could you give us some sense if the gross number was a lot different than that? I know just with some management changes and changing a sales model, if there was any plan or unplanned turnover? And then just a quick reminder on how long you usually think of it takes a rep to ramp to productivity?
Sure. There's always obviously churn in anybody's sales force. So that, that number was obviously bigger than 50. So, but if you look at the attrition rates over the last four quarters, they've moved around here and there, but they've been basically on a direct quota carrying rep pretty flat, when you annualize those over a trended 4 quarter period there. And then on a, on a rep again, depending on the rep, but an average rep of four quarters roughly after four quarters, during the fourth quarter there.
And then, if you're a global account manager or something like that, clearly a little bit longer, if those sales cycles are longer.
Thank you.
Your next question comes from Simon Leopold from Raymond James.
Thank you for taking the question. I wanted to ask about the revenue forecast for the July quarter. Specifically, I'm noticing a broader range, the $30,000,000 range that you've offered. In the past, it's been typically around 10, sometimes a small size, sometimes 15, but a bigger range, just could you help us understand what you're thinking and what what are the levers that could make it towards the high end versus the low end and why this is a broader range we've heard from you in the past?
Oh, sure. I mean, we've just went through a lot of that with subscription. And, some of the unknowns that come with that volatility, that has been associated with that. So we clearly thought that a bigger range was much more prudent, based on what we're seeing there. So, your question of what can swing that big deals, obviously solve a lot of, a lot of issues.
And, there's no shortage of big deals. It looks interesting for Q4, looks interesting for Q1, but we have to close those deals and things like that. But it is around big deals and then continuing to get a healthy pipeline. Obviously, that has to happen quarter over quarter. And we've got one quarter out of the shoot.
We've got some pretty good results that we were very happy with for Q3.
That makes sense. Could you maybe help us understand perhaps the duration or how long it takes typically takes to close the big deals versus the smaller deals to maybe give a little bit perspective around the delta of the close time?
You mean, the pipeline's color itself?
Yes. So I would tend to think that it would take longer to close a large deal. The sales cycles are just simply a longer process on large deals, given the complexity, maybe the buying patterns of those bigger customers, I assume, are different. So I'm imagining that that's part of it, but I'm trying to understand if that's if I'm really leaping to too big a conclusion there.
Well, it compared to 3 tier, it's very different. We've gotten to customers with $15,000,000 of spend in 18 months, but not in a single chunk. But we do it like maybe the first deal will come in 3 to 5 months with a $500,000 deal and then we grow to $2,000,000 $4,000,000 In fact, even one of the large deals of last quarter came over like 6 or APOs. And that's the way I think the value of the scale out architecture is such that we don't have to really be all about, selling a big refrigerator or a big, mainframe, like, hardware or something. So very helpful.
And that's where we've actually gone and built trust with our large customers. But as it gets to the same customers going and doing very, very large e PAs or ELAs, that's when we start to bring in financial selling concepts and total cost of ownership. And many of these things that are really about understanding the commercial aspects of the company and the transaction rather than the technical aspects of the company and the transaction.
That's helpful. And just as a follow-up, on the partnership with HP Enterprise, my understanding is that the company is still leading with its own Simplivity based solution, and then essentially partnering with you when the opportunities arise or present themselves, do you see that you are getting in a better position as the lead sale for HPE or simply a partnership when customers are seeking Nutanix with the HP servers?
So, obviously, stack and the product portfolio is very different. This is really a compete with VMware more than anything else. The core Essentials enterprise are not structure, including the hypervisor software and building a private cloud with orchestration and automation and software defined filers and micro segmentation and operation management, that's essentials. And then obviously there is the enterprise services we have. So I think at the end of the day, it's really apples to oranges.
I think the use cases are different and the workloads are different and the size of the enterprise or mid market is actually also very different than the two companies.
Thank you very much.
Your next question comes from Erik Suppiger from JPM. JMP. Your line is open.
Yes. You had noted that 23% of your deals have more than 8 CI and give us some context on what that has been historically?
So maybe about till about a year ago, a lot of it was Prism Pro is our operations management software. And we seeded this. This is the oldest of the new guard in some sense because we seeded Prism Pro almost 4 years ago. And now increasingly, I think, in the last 12 months, I would say, and more so in the last 6 months than ever before, there's new products like files, and the files is a system of record as opposed to sync system of engagement or intelligence. So we believe that files is a very large opportunity for us And then with automation, which is a system of engagement for automation orchestration, Calm is actually becoming pretty successful as well.
And, flows are naturally attached to AHP. So micro segmentation is you're saying, if you can make this very, very simple, then it doesn't have to be expensive 12 months professional services and a rollout of a big kind when it can be done with a few clicks actually. So I think most of the Essentials portfolio actually is a relatively natural attached to the core, where with the core, we talk about modernizing infrastructure. And then with essential to go talk about building a private cloud itself. I think the enterprise is still, I would say, more aspirational.
We've done some good work with, desktop of the service and IoT and, some of the other product but I think right now most of the focus is on essentials beyond the core.
Can you give us a sense in those deals? How much contribution is coming from outside of HCI?
We haven't broken it down, but in many accounts, like, for example, a system integrator in India, where there was no way we could have gotten in without Calm. You know, Calm was the reason why they actually opened up the whole discussion because they had delivered to developers Similarly, there are others we talked about a deal last, last quarter, but not this quarter, but the quarter before this, where one of the largest, cafeteria companies in the world. They did 2,500,000, and it was actually led with, IoT. But I think by and large, I would say that 90 5 plus percent of the things are still around core. Let's go and modernize infrastructure and then make it sticky and make it competitive because if you're only going and talking about a core alone, then many of these folks are saying, what about the public cloud like experience?
And in that, it has to be beyond webscale engineering and consumer grade design, which is what core is good at, webscale engineering and consumer grade design. But on top of it, what if I have to really compare this to a public cloud experience? What if I needed to store application data? What if I really needed multi site, operations management, which is what Prism Pro does, among other things. And, same thing with micro segmentation.
Become more richer with the large enterprises, once we go and talk about the private cloud story.
Very good. Thank you.
And there are no further questions at this time. I will turn the call back over to the presenters.
Thank you so much for joining us today. You guys, we hope to see you, at the 3 conferences that were out in June and look forward to speaking to you next quarter.
This concludes today's conference call. You may now disconnect.