Good morning. My name is Danita, and I will be your conference operator today. At this time, I would like to welcome everyone to the Q2 Holdings second quarter 2019 financial results. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you would like to ask a question during this time, simply press star then the number 1 on your telephone keypad. If you would like to withdraw your question, press the pound key. We ask that you please limit your questions to 1 question and 1 follow-up. Thank you. I would now like to turn the call over to Josh Yankovich. Sir, please begin.
Thank you, operator. Good morning, everyone. Thank you for joining us for our second quarter 2019 conference call. With me on the call today is Matt Flake, our CEO, and Jennifer Harris, our CFO. This call contains forward-looking statements that are subject to significant risks and uncertainties, including the future operating and financial performance of Q2 Holdings. Actual results may differ materially from those contemplated by these forward-looking statements. We can give no assurance that such expectations or any of our forward-looking statements will prove to be correct. Important factors that could cause actual results to differ materially from those reflected in the forward-looking statements are included in our periodic reports filed with the SEC, including our most recent annual report on Form 10-K and subsequent filings and the press release distributed yesterday afternoon regarding the financial results we will discuss today.
Forward-looking statements that we make on this call are based on assumptions only as of the date discussed. Investors should not assume that these statements will remain operative at a later time, and we undertake no obligation to update any such forward-looking statements discussed in this call. Also, unless otherwise stated, all financial measures discussed on this call will be on a non-GAAP basis. A discussion of why we use non-GAAP financial measures and a reconciliation of the non-GAAP measures to the most comparable GAAP measures is included in our press release, which may be found on the investor relations section of our website or in our Form 8-K filed with the SEC yesterday afternoon. Let me now turn the call over to Matt.
Thanks, Josh. On today's call, we'll share our results and key business highlights from the second quarter 2019. I'll hand the call over to Jennifer for a detailed look at our financials and updated guidance. In the second quarter, we generated revenue of $77.6 million, up 33% year-over-year and 9% sequentially. We had another solid quarter of user growth as well, adding more than 500,000 users. This brings us to more than 13.6 million registered users on the Q2 digital banking platform and represents 19% year-over-year growth. Let's start by discussing two highlights from the second quarter, our recent capital raise, as well as our annual client conference, CONNECT, which we wrapped up in May.
In June, we successfully raised net proceeds of approximately $462 million through a concurrent convertible debt and common stock raise, building our cash balance as of June 30 to approximately $620 million. This raise strengthens our balance sheet considerably and provides additional capital to continue growth through investing in innovation, strategic partnerships, and potential acquisitions. I'd like to thank those involved for their support on the transactions and our investors for their confidence in our ability to execute on our strategy. I'd like to share a few updates from our CONNECT conference. This year, we had record attendance with 650 clients representing close to 300 financial institutions and more than 30 prospective clients. As a reminder, CONNECT is one of our best opportunities to engage with our clients, seek their feedback on strategic direction, and share progress on our product roadmap. Our theme this year was future proof.
The future is our shared vision with our clients, and the proof is in Q2's execution and delivery. This year, we also announced Q2 TrustView, the first data governance and protection technology of its kind for banking and lending based on blockchain technology. We spoke with hundreds of clients over the course of a few days, and we heard a few consistent themes. First, that our solutions are highly differentiated and our strategies are aligned. Our customers are excited about the future, and we must continue to invest in innovation, delivery velocity, system availability, customer support, and overall operational excellence. This was our broadest conference from a product portfolio perspective, with representation from our digital banking platform, Cloud Lending, Q2 Open, and more.
I will also tell you that expansion into global markets and working with fintechs has given us a much broader perspective on the competitive landscape that our customers are facing. That broadened perspective is key in informing our strategic direction. Coming out of CONNECT, my confidence in our vision and our alignment with our clients is as strong as ever. It's my expectation that the event will drive new business and cross-sale activity, as well as an expanded product roadmap for us going forward. Now I'd like to shift to some commentary on our sales execution. At the halfway point, we can say that we have outperformed relative to our expectations for the first two quarters. This is largely a result of the performance in digital banking and the increasing cross-pollination of our expanded product offering suite.
On the digital banking side, we had a strong first half, balanced across Tiers 1, 2, and 3, and in both bank and credit union markets. Our bank teams did particularly well in the second quarter, with three Tier 1 deals ranging in assets from $8 billion-$26 billion, along with continued momentum from our Tier 2 and 3 teams as well. An increasingly common characteristic in our digital banking wins with banks and credit unions is the inclusion of our corporate product suite, which we have continued to mature and expand, and which helps our clients compete for new business in their markets. This trend proved especially true in the second quarter, with the majority of our new clients purchasing some aspect of our corporate functionality. We also continue to see strong cross-pollination among our various platforms and customer bases in the quarter.
For example, one of the bank clients we signed was introduced to our platform because they were an existing customer of the Q2 Grow solution. In scenarios like this, the ability for banks to support much, if not all, of their front-end digital strategies through a single vendor and tightly integrated technology stack is becoming a major differentiator and bringing us into more and more deals. In this same vein, Cloud Lending signed two deals with existing Q2 platform clients in the quarter, highlighting another solid performance in the North American market. With the Cloud Lending acquisition, we felt our existing presence could help accelerate its sales success in North America. Three quarters into the acquisition, that hypothesis is playing out as expected.
While the synergy between our platforms is a key component to Cloud Lending's differentiation in the market, it's important to note that it's not the only reason we are winning these lending deals. In both of these bank wins, there was a strong competitive environment that included a broad set of vendors, both incumbent solutions and newer platforms that we compete with regularly. In these deals, Cloud Lending's ability to serve all asset lines, consumer, small business, and commercial, was cited as an important factor. We also continue to hear that Cloud Lending's ability to reduce loan administration costs while improving the borrower experience make it unique. In addition to its success in North America, Cloud Lending performed well internationally, winning multiple net new and cross-sale deals in the second quarter with both traditional financial institutions and fintechs.
I'm really pleased with the progress the Cloud Lending sales team is making at this early stage post-acquisition, and we plan to continue investment into the Cloud Lending business to fuel that success. The sales synergy among our platforms extends to Q2 Open as well, and we're beginning to see opportunities emerge between Cloud Lending and Q2 Open clients. To demonstrate this, I'd like to share a win from the Q2 Open team in the second quarter that was the first of its kind. In this deal, a Cloud Lending client wanted to build and offer full-featured deposit accounts to their customers. Without a bank charter, this fintech client faced a rigorous sourcing and partnership process to launch their own bank accounts.
By providing access to modern core technology and the necessary bank partnerships, all through a single API, the Q2 Open platform was able to dramatically compress the fintech's go-to-market timeline, and the fintech ultimately decided to partner with Q2 Open for its new deposit initiative. Combined with the ability to issue loans to their customers via Cloud Lending, the fintech is now able to offer a wide range of consumer lending and deposit products, all facilitated by Q2. Stories like this demonstrate how we're uniquely positioned to meet a broad range of needs for fintech companies that the traditional banking technology providers are challenged to capture. I believe this is one of the reasons the Q2 Open team is ahead of its bookings target through the first half of the year.
We're also continuing to strategically expand the capabilities of our Q2 Open platform, and I'm excited to announce that in the second quarter, we completed an integration with Visa's Debit Processing Service, or Visa DPS, within our Q2 Open core processing technology. The addition of Visa DPS as a processing partner provides our clients with an increased reliability and scale on the debit card components of their programs. Given Visa's widespread presence in the space, I believe our new partnership will only serve as a tailwind for Q2 Open sales activity as well. With that, I'll wrap up my prepared remarks by reiterating that I'm pleased with our progress through the first half of the year. Given our sales execution, we plan to continue investing in integration, innovation, and delivering successful client outcomes.
As I look at our pipeline, I am optimistic and believe we are well-positioned to carry our momentum into the back half of 2019 and beyond. Thanks, and with that, I'll turn the call over to Jennifer.
Thanks, Matt. I'll begin by reviewing our results for the second quarter before finishing with updated guidance for the third quarter and full year 2019. We are pleased to deliver second quarter revenue that exceeded our guidance. Total revenue was $77.6 million, an increase of 33% year-over-year and up 9% sequentially. The sequential revenue increase was driven primarily by an increase in subscription and services revenue related to the Q2 platform business as a result of customer go-lives and organic user growth during the quarter. In addition, the second quarter revenue benefited from a sequential increase in revenue from the businesses acquired during the first quarter of 2018. Revenue from these acquired businesses also contributed a significant portion of the year-over-year growth. Transaction revenue represented 16% of total revenue for the quarter, consistent with the previous quarter and up 15% in the prior year period.
As we turn to gross margin and operating expenses, let me remind you that unless otherwise stated, all references to our expenses and operating results are on a non-GAAP basis. Gross margin was 52.8%, up from 52.3% in the previous quarter, and down from 53.3% in the prior year. The year-over-year decline is largely attributable to the headcount additions and purchase accounting adjustments related to the acquisitions closed in the fourth quarter of 2018. Total operating expenses were $40.9 million, up 2% sequentially and up 42% from the prior year. The year-over-year increase in total operating expenses is driven by the combination of headcount additions to support continued growth in the core business as well as our acquisitions.
The sequential increase was concentrated in R&D and sales and marketing, where we continue to innovate and improve our existing offerings while investing to further capitalize on the growing demand across all of our business lines. As I mentioned on the Q1 call, the sequential increase in operating expenses was also due to the timing of our annual client conference, the cost of which was partially offset by a reduction in payroll taxes. As a reminder, payroll taxes associated with bonus payments and equity award vestings and exercises were elevated in the first quarter due to a combination of the timing of our annual bonus payments and the increase in the value of equity awards that vested during the period. Adjusted EBITDA was $3.2 million, compared to $300,000 in the first quarter and $5.1 million in the prior year.
The sequential increase is attributable to an increase in gross profit, driven by increased revenue, combined with only a modest increase in operating expenses during the quarter. The year-over-year decline is primarily attributable to headcount additions and the investments made in the Cloud Lending and Grow acquisitions discussed previously. We ended the quarter with cash equivalents, and investments of $617.7 million, up from $164.5 million at the end of the first quarter, as a result of our concurrent convertible senior note and common stock offerings in June. These capital raises provided us with net proceeds of approximately $462 million after issuance costs and the associated capped call transactions, which are designed to help offset the potential dilution to our common stock upon any conversion of the convertible notes. Cash flow from operations for the second quarter was negative $7.8 million, compared to negative $10.9 million in the first quarter.
The sequential improvement is attributable to the timing of our annual bonus payout and the associated payroll taxes in the first quarter. During the quarter, we incurred net capital expenditures of $5.3 million, resulting in free cash flow of negative $13.1 million as compared to negative $16.4 million in the first quarter. For the second half of the year, I expect free cash flow to continue to show sequential improvement, which, as we discussed on our first quarter call, is largely dependent on the timing of collections of upfront deposits upon customer signings. Turning to backlog, we ended the quarter at $917 million in committed backlog. This represents a sequential increase of approximately $24 million, driven by continued success in customer signings for our digital banking platform as well as our digital lending solutions acquired at the end of last year. Let me turn to our updated guidance.
We forecast third quarter revenue in the range of $78.6 million-$79.6 million and full year revenue in the range of $313 million-$315 million, representing year-over-year growth of 30%-31%. As mentioned on the last call, our revenue overachievement allows us to further invest back into the business and capitalize on our continued bookings momentum. We are forecasting third quarter adjusted EBITDA of $5 million-$5.5 million and full year adjusted EBITDA of $20 million-$22 million. This reflects the cadence we discussed in the first quarter call and the impact of the purchase accounting adjustments related to the acquisitions closed in the fourth quarter of 2018. In closing, we are very pleased with our second quarter results. We continue to execute on operations, including the integration of our newly acquired businesses, and we successfully accessed the capital markets.
With that, I'll turn the call back to Matt for his closing remarks.
Thanks, Jennifer. In closing, we delivered a solid second quarter. We hosted a record annual client conference, executed successful capital raises, and continued to drive the digital transformation of global financial services. As I look at the opportunity in front of us, I'm confident we're in a solid position to finish the year on a strong note, with broad-based success in our bank and credit union markets and continued momentum in the growing fintech ecosystem. Thanks again for joining us today. With that, I'll hand it over to the operator for questions.
At this time, if you would like to ask a question, you may do so by pressing star then the number one on your telephone keypad. We ask that you please limit your questions to one question and one follow-up. Your first question comes from the line of Sterling Auty with J.P. Morgan.
Yeah, thanks. Hi, guys. Wondering with the three Tier 1 wins, if you could remind us, not only with these, but the other wins that you've had both on banking and credit unions, what does the deployment or rollout schedule look like, especially here as we think about the back half and moving into 2020?
Sure, Sterling. The Tier 1 deals that we signed in 2017, remember, they were all in the back half of 2017. They're all, as I mentioned last quarter, now live on the platform. However, four of them had elected to do rollout in phases. Three of those four are now fully live as of the end of the second quarter, and the remaining one is expected to be fully rolled out by the end of the year. Keep in mind, end-of-year holidays, it may roll into early 2020, but it should be coming up. The three Tier 1 deals that we signed in the first nine months of 2018 are now live on the system, and the remaining Tier 1 deals are expected to go live, one right at the end of 2019 and the other in the first half of 2020.
The 4 Tier 1 deals that we've signed to date this year are all expected to be live by early next fall. They're all tracking to that kind of average 12-month timeframe that we've discussed previously on Tier 1.
All right. Perfect. I appreciate that. You touched upon both Grow and Q2 Open with some specific examples, but can you give us a sense of, not quantifying exactly the contribution, but how are they ramping relative to your expectations, and at what point do we start to think about them becoming a more meaningful contributor to the top line?
Sure. A couple of different pieces. From the backlog increase perspective, just like last quarter, I think we told you that bookings from the two acquisitions contributed about 30% of the increase in backlog, and that's consistent this quarter with them contributing about 30% of the increase in backlog. From a top-line contribution perspective, it's still very consistent with what we've said historically. I will say with Cloud Lending's strong start to the year, we expect to see some of those deals begin to roll to revenue here in the back half. I do believe that Cloud Lending could contribute close to 5% of total revenue for 2019, and Grow is still in that same 1%-2% of total revenue range that we've discussed in the past.
Great. Thank you so much.
Thanks, Sterling.
Thanks, Sterling.
Your next question comes from the line of Tom Roderick with Stifel.
Hi. Good morning, guys. Thanks for taking my question. Looking historically, and I recognize I'm not great at math here, but I think you're probably creeping up on 30 Tier 1s over the years. That gives you four or five good years of sort of cohort analysis, looking at what they've bought historically, what they've added onto the platform, how the subs have grown. It's a much different platform than it was when you guys started selling to Tier 1. I'd love to hear anecdotally, especially coming off your user conference, how the Tier 1s and even some of the larger Tier 2s, how they're reacting to a much broader platform. How many of those are you seeing come back to buy commercial?
How many are actively sniffing around some of the newer products, whether it's Grow or cloud lending or particularly Q2 Open or Q2 SMART? Just love to hear about the cross-sell, up-sell and how the traction and feedback is going from those biggest customers.
Thanks, Tom. I think that we talked about when we started signing them, that some of these larger Tier 1 financial institutions, they may buy by a line of business, meaning they'll buy corporate banking or business banking, and then the retail group will come look at the retail offering that we have. We've been patient as well. Some of these deals, we signed a customer in 2000, and then we've talked about for Trustmark in 2014, and they bought the retail and small business, and then ultimately they roll into corporate a year later. We're beginning to see more and more examples of that.
As we've deepened our product offerings, even on the platform side, whether it's corporate banking, Q2 SMART, those types of products, Centrix, we've been able to cross-sell a lot of those into the customer base. You add in Q2 Grow, which I think was probably one of our top cross-sell products in the quarter for the second quarter. I believe that's correct. Jennifer's shaking her head.
Yeah
it's one of the top cross-sell products that we had. We're doing a good job. The relationship management team is going out and sharing with the financial institutions what the product offerings are, how we're integrating them into the current product that they're using, and how their life will become easier with a single platform, with one system to administer, one vendor to manage. I've been very pleased with the acquisitions, but also the innovation that we've done on the product side to roll that out. Now as we walk into customers, we're talking about digital banking. We're talking about onboarding new accounts. We're talking about using the data that we have to create new borrowers with the Cloud Lending product. That story is beginning to resonate.
I was with one of our larger customers last month, the chief strategy officer told me that they're all about organic growth. How are they going to get organic growth, put more products in more households? Our platform is the key to driving that for him. We're going to try to drive more loan volume as well as open new accounts and then cross-sell more products to existing customers. Really pleased with the product offering, the relationship management team's ability to go in and have strategic conversations with these accounts. I wouldn't limit it to just tier ones. I would say in the tier 2, tier 3 space, we're spreading those products around as well.
Excellent. Matt, just on that topic of your customers trying to open more accounts, driving new loan volume, they're going for more organic growth. I'm really intrigued and positive to hear that Q2 Open's going better than expected. That's great. You've put a lot of mousetraps out there in terms of landing some of these big wins. I think the message is always, okay, we've got some great traps out there. Let's wait and see when the mice start showing up. What's happening from a transactional volume framework on those wins that you might have started landing last year? How do you think about that sort of translating into revenue contribution on the Q2 Open side?
Yeah, I'll talk about what I can on the growth. I think you've seen about, from an account basis on CorePro, our deposit processing platform, I think you've seen more than 30% growth on the account side of that business. A lot of these fintechs are adding a lot of accounts to the system, and then they have different strategies and plans, whether it's rolling out debit cards or trying to drive bill payment or whatever it might be. We're seeing a lot of good activity in those groups. One of the challenges with the Q2 Open business as far as sharing it is, a lot of these fintechs have private strategic initiatives that are happening, and I just can't share those. We try to share as much as we can.
At this point, a lot of those wins that we've talked about, they're growing nicely, and we're continuing to see great activity. As I said in the scripted version of this, we had exceeded our bookings target for the first half of the year, and the pipeline for Q2 Open looks great for the back half of this year and then into 2020.
Outstanding. Great stuff.
Yeah. Thanks, Tom.
Thank you, guys.
Your next-
Nice job.
Your next question comes from the line of Matt Hedberg with RBC Capital Markets.
Hey guys, thanks for taking my questions. Well done. Matt, in your prepared remarks, you talked a lot about the success of your corporate product. I'm wondering, can you kind of give us a sense, I mean, and this, you've had quite a bit of success for the past several quarters, if not years. How penetrated in your base is your corporate product? Just trying to gauge sort of the runway left in your base.
I don't know off the top of my head. I think we're probably at about 40%-50% range of our customers. Keep in mind, there's different modules attached to corporate banking. As we continue to build the product out and deepen the product set, they'll drive more cross-sell opportunities, but also more adoption opportunities. You're seeing many of our customers, they still have their large legacy corporate banking product that doesn't work on mobile phones or tablets, or it's clunky, has a clunky user experience. What they're doing is, as we build out feature function, they are moving people from those legacy platforms to our platform. We're driving more usage as well. There's still a lot of headroom on the corporate banking side within the base and also from a development perspective.
That's great. With all the innovations you guys are rolling out sort of on top of the core, when you're targeting sort of net new customers, how does that discussion go these days when customers think about where they're potentially funding things? I imagine, as you sort of have the ability to run on top of all the core processors, is that one of the drivers here of saying, "Hey, let's take costs out of the core, and let's invest in sort of functionality" you provide at the top there? Is that sort of one of the value props that customers are talking about these days?
Yeah, I mean, I think that if you think about the energy that people are putting into the digital side of things, there's just not enough capacity to go put a bunch of energy into deposit processing. If you just think about it logically, Bank of America, Wells, Chase, and Citi, when they sit in a room and they're talking about strategy moving forward, the core processor is not driving that conversation. The digital banking team is what's driving where we're going, and I think that's what's beginning to happen in our meetings. The core processors have done an amazing job of driving the importance of that technology, and it was truly innovative when it happened, but there's not a lot of innovation happening on it now.
What we're doing is driving a lot of dialogue around how to integrate with those products, how to get the data out of there. There's also a lot of other areas where there's data that's coming in that we're starting to contribute to our platform as well. The digital banking conversation or digital lending is top of mind for folks. Core processing, I would say that they are trying to get some of the cost out of that. There's not a lot of innovation happening there.
Sure. Makes a lot of sense. Well done, guys.
Sure.
Your next question comes from the line of Bob Napoli with William Blair.
Thank you. Just, I guess, on the tier ones, are you still landing with one product, then expanding? How much of it is replacing a product that is there versus a new product being offered by the tier ones?
Well, on the platform side of the tier 1, the digital banking piece, this quarter, we replaced legacy digital banking systems in all three of those examples. Some of those had corporate banking. Some of those had corporate banking attached to them as well. On the platform side, we're always replacing some type of legacy system. You're also seeing, as we talked about in the first quarter, we're beginning to see more and more interest from our customers around starting digital banks or direct banks which we've had success there, and we're having more and more of those conversations. On the Cloud Lending side of the business, we're replacing spreadsheets, legacy systems out there more probably than it's additive to what their lending process is as opposed to replacing a system that does what Cloud Lending does.
Great. Thank you. A bigger picture question, you guys obviously raised a lot of money in. Just curious where you see the biggest opportunities to add to your platform. Is it RegTech, Insurtech? What are the areas of focus that you want to look to add to the platform, and the ecosystem of Q2, if you would?
Yeah. Keep in mind, when we talk about the fundraiser, we talk about investing in internal innovation, which we're going to continue to do. We've got, I think, a solid track record around doing that. That would be on all the platforms, including integrating them together so that they talk to each other, and they share data. From an acquisition perspective, when we think about Jonathan on the corporate dev team, there's clearly we're diving into vertical integration, so thinking about digital banking, digital onboarding, digital lending, and then the feature functions that go through that. That could be GRC, like you referred to, security or data, or somewhere in the lending value chain around new assets or documents or pricing optimization. Then there's also potential for horizontal expansion in the business. That could be things like digital wealth, digital insurance, or capital markets.
We are out there looking at things and trying to find what's a good fit. Also we're trying to execute on what we've done in the past. We're active, and we're looking at things, but we're going to be prudent and diligent as we go through it.
Thank you, Matt. Thanks, Jennifer.
Thanks, Bob.
Thanks, Bob.
Your next question comes from the line of Terry Tillman with SunTrust Robinson.
Hey, good morning, congrats from me as well. Maybe Matt, the first question just relates to Q2 Open. You've been at it for a couple of years now with the technology now Cloud Lending, a more recent development. It sounds like, though, you're finding your footing nicely. Could you maybe compare and contrast those two for us and investors as it relates to contributor to revenue growth and potentially upside over the next couple of years? How would you kind of stack rank them and compare them?
That's like trying to say which kid you like the most. Terry, I'm really happy with the Q2 Open business and the effort that that team has put together in having to reach out to different types of customers and prospects. They really have done an amazing job of getting in with these fintechs, and not just the fintechs, but it may be private equity or people that are involved in that space. The referral base that we're getting and the execution that they're delivering with some of the biggest name fintechs in the business has been very impressive. The upside there is tremendous, and I'm really excited about it. On the lending side, the team that built the Cloud Lending product, we bought the right technology, we bought the right team, and we bought the right culture that they have, and it's a huge opportunity.
It's global in nature. We're seeing nice wins in all of our geographies. There's a little more work on the integrating the product to the platform side than obviously the Q2 Open stuff. Both of those represent tremendous opportunities, and I'll pit them against each other to see which one can do the best. They're on very similar trajectories from a growth perspective.
I guess to be clear, though, you do love all your children, so that's good, Matt. Thank you on that. Jennifer, for you, in terms of, I think it was like a $3.7 million increase at the midpoint for full-year guidance. I guess what goes into the increase in the guidance? Is it more on the digital banking side and just the timing of some of the rollouts, or was it CLS, or just any one item that stood out on the increase in the full-year guide? Thank you.
The increase in the revenue expectations is really just a result of the good execution we've seen across all lines of the business. It's a combination of bookings execution across all tiers and all business lines. Additionally, the delivery teams continue to execute and get customers live on the various platforms. The other factor that came into play is just the timing of those go-lives within the quarter, right? We had anticipated in our original guide for the quarter that about 50% of the customer go-lives that happened in the quarter would happen in June. That's historically kind of how it's played out. The team did a really good job and actually pulled forward such that 75% of the deals that went live this quarter happened at the end of April and by the middle of May.
We got more revenue in the quarter from those deals than we would have anticipated.
Thanks, Terry.
Thanks.
Your next question comes from the line of Brad Berning with Craig-Hallum.
Hey, good morning, guys. Congrats on the wins as well. I want to follow up on the innovation race, and talk about the innovation gap that you have versus competitors across the business lines, and also now as pulling together as more of a platform. How are you seeing that innovation gap race and differentiating yourself versus competitors? How is that impacting the win-loss ratio? Where do you see attributes in the platform or product suite areas that are gaps for you versus the competitors? Where are priorities to close those gaps to further help the win kind of loss ratios going forward?
Okay. That's a big question. Let me try to frame, I think, how we're viewing our FinTech message or what our messaging is to the market, which is essentially, we are opening our platform up so that third parties can integrate to our system so that whether it's a bank, a credit union, a FinTech, they all have a different slant on what they're trying to do, and the openness of the technology is critical. We're seeing probably 15 to 20 developers from our customers coming to our office once a month to get trained up on our SDK or software development kit or our APIs so that they can begin to do innovation. As they do that innovation that's unique to them, that will drive more data into the system. The data is a huge part of our strategy.
How do we get this data so that the customers can understand who their customers are, so they can provide better service, deepen their relationships, cross-sell products, and generate revenue ultimately? Lastly, as we innovate, we are trying to move from this idea of you're doing a transfer, or you're opening an account, or you're paying a bill to what is the meaning of that experience, meaning that people are trying to manage their cash flow so that they can run their life and not get in debt. People are trying to, as I heard this quarter from somebody, is that people don't want a loan. They want a house to raise their family in, or they want a loan to go build a small business.
That's where we're trying to drive those experiences to where people that are customers of these financial entities accomplish these things. They feel that the bank, credit union, or FinTech helped them to do that, and that will drive loyalty. Opening the system up, gathering the data from opening the system up, and then driving experiences that are lasting and meaningful that the customer associates with the brand, whether it's a bank, a credit union, or a FinTech, is where we're going. In a growth curve like we're in right now, where people are signing up and using digital, as we said last year, 2 billion logins.
There's so much to be done that I think keeping our focus on what helps our customers be competitive, what helps them have some operating efficiency, and also, are we looking around the corners to see what Amazon may do? What is Bank of America doing? What is Facebook doing? Are we thinking about technology that way? There's a lot of investment opportunities for us, but we're also trying to make sure that we're thoughtful and we're not afraid to fail. If we do, we get out fast and figure out a new way to do it. Hopefully, that answers your question, Brad.
That's a good insight. The one follow-up is, when you talk to tier 1s, tier 2s that have been more in-house, historically speaking, what is the pace of those willing to consider an outside vendor versus internal, and how do you see about kind of the penetration of tier 1 opportunities out there in the market that still have outsource opportunities?
We continue to hear internal from the larger entities that running your own development shop, having your own technology stack, they are trying to get it out of their facilities as quickly as possible. They still want some development resources, the idea of running an entire development team to build a product soup to nuts is the people that are doing that are abandoning that as well. They're wanting developers to go right to products like our Q2 Open product or our SDK on the platform side, or using our lending product to drive whatever is unique to their business. We're continuing to see more and more larger and larger customers get out of the development and technology management business and move to what they're best at, which is deposit growth and loan growth.
Understood. Hey, thank you very much.
Thanks, Brad.
Your next question comes from the line of Brett Huff with Stephens.
Hey, guys. This is Joel on for Brett. Congrats on the quarter.
Thanks.
Thanks. My first question, just given the recent volatility in interest rates, just curious if that has any impact on with the banks, net interest margin, if you're seeing any of that affect demand, and if you could provide any color on that. Thank you.
Yeah. Thanks, Joel. They've been operating in this low interest rate environment for a while, so the change last week was kind of par for the course for them. What I would say is that that doesn't take away from their need to go drive a digital strategy. It actually contributes to it. As net interest margins go down, net income goes down. They need to continue to invest in ways to drive a more efficient way to get a deposit or generate a loan. We're right in the middle of that. This helps them.
There's so much legacy technology out there that they have to replace that cost more to manage and administer and doesn't provide a meaningful user experience. This is kind of standard operating environment for the last 10 years for these customers, and we're just trying to help them whatever we can to help drive revenue and decrease cost.
Great. Then my follow-up would be just if you could kind of just differentiate the demand trend between the credit union space and banks, how do they differentiate? I imagine there's a lot of similarities there, but just any color would be helpful. Thank you.
Yeah. I think in general, credit unions are a little more retail-focused than community banks are. I think you're seeing the corporate banking is adopted on almost the majority of our bank deals. On the credit union side, it's a little more of a retail slant, although I would tell you that we are doing very well on the credit union side with our corporate banking offering, both on a cross-sell to net new side. You're beginning to see credit unions build a presence in the business banking side of the world. They're beginning to blend a little bit, and we see some banks, as we talked about. We had a tier 1 $30 billion bank in the first quarter that is launching a direct bank. You're beginning to see a blend on these things, and they're all trying to get deposits to fund loans.
If they have a bunch of loans, they need deposits to help it. That's at the core of what they're all doing, and we're just trying to sit in the middle of it and help them as much as possible.
Great. Thank you again. Congrats.
Thanks, Joel.
Your next question comes from the line of Peter Heckmann with D.A. Davidson & Co.
Hi, this is Alexis on for Pete. Just a couple of modeling questions. Could you provide the GAAP and non-GAAP revenue for Cloud Lending and Grow separately?
We don't disclose that.
Okay, thanks. Could you clarify the tier 1 banks, great quarter on signing by the way? Could you clarify if those were for the retail, commercial, or for the Q2 Grow solutions?
They were platform customers for digital banking. They were a mix of retail and corporate banking.
Okay, great. Thanks. Then just one more on the general competitive space. Could you provide any thoughts on NCR's Digital Insight subsidiary buying D3? Do you think that that may result in a stronger competitor in the market of banks above $10 billion in assets?
I don't know. We'll have to see what happens with that. We didn't run into D3. I don't know, but I think they had probably less than 10 customers, so we didn't run into them a lot. It'll be interesting to see what NCR does with that. We have one system, and it keeps us busy, and now they have two. As they put that together, we'll tell you what happens in the market. Obviously, we haven't seen much out of it yet, but we'll be watching closely.
Great. Okay, thank you.
Thanks, Alexis.
Your next question comes from the line of Brian Peterson with Raymond James.
Hi. Thanks for taking the question, and I'll echo my congratulations on the strong bookings. Matt, just very strong first half. Anything that you can share in terms of kind of momentum through the pipeline, and how you feel about your confidence of kind of the second half pipeline as we think about the rest of 2019?
Yeah, I think that obviously, we are coming off of all of 2018 and 2019, have had a steady flow of whether it's tier 1s, tier 2s, tier 3s. The team is executing at a very high level. Our messaging around a single platform for retail, small business, corporate banking, adding lending, onboarding to it, is resonating very well. It's all backed up by the execution, though, of our team delivering the software, keeping customers happy. As I said at the client conference, the customers are excited about the innovation, but they don't want us to take our eyes off of infrastructure and support and those types of things, which in a growing company, it can be tough.
As long as we continue to deliver innovation but also keep our customers happy at the same time, I think you're going to continue to see the execution into the back half of this year. When I look at the pipeline, whether it's the Q2 Open, Cloud Lending, or digital banking, it's healthy. We have deals that are down the path. I think we borrowed a little bit from the tier 1 space in Q2 from Q3. The team did a great job of pulling one of those deals in that I probably thought was going to land in Q3. We've got our work cut out for us in Q3, but in the back half of the year, I think you'll see more tier 1s coming in. I think you'll continue to see us do well competitively against the market that's out there.
Thanks, Matt. It sounded like the corporate suite attach rates have really ramped up, particularly with new customers. I'm just curious, and I don't know if there's a way to bifurcate this, but I wanted to know if your customers are seeing the need for that kind of in the early stages. They come into the pipeline looking for multiple products, or is it maybe later stage where they come in for one and then see the value of the whole portfolio, and potentially are purchasing more products, particularly your corporate suite?
Well, on the banking side of the business, our sales team leads with corporate single platform for all those things. I think a lot of people, when we dive into the feature functionality of the platform, I think a lot of the prospects are surprised by the depth of our functionality. Also, we show them the roadmap, but we also build on our track record of delivering on that. On the banking side, we're leading with corporate, and retail's coming along. On the credit union side, I think we've got to do a little more education there. As they see it, they start to think, well, this is an opportunity for us. It may be that they buy the retail platform first, and follow on quickly with the corporate banking opportunity.
Thanks, Matt.
Thanks, Brian. Appreciate it.
Your next question comes from the line of Mayank Tandon with Needham & Company.
Hey, good morning. This is actually Kyle Peterson on for Mayank. Thanks for taking the questions. Just wanted to start on any changes in bank client spending or priorities
Given the move down in interest rates, are you seeing any more interest in maybe the CLS solutions now that maybe deposit pricing pressure might have lessened, or is it just pretty stable, steady as she goes?
Yeah. It's stable and steady as it goes from what our talk track has been for the last couple of years, which is they want more digital, more automation, less need for human intervention. They want to have a single experience where customers, whether it's borrowing or opening an account or managing your cash, they want to have a consistent experience across all the devices and something that attaches directly to their brand. The demand environment is as good as it's ever been from that perspective.
Great. Thanks. I guess if I could just follow up on competition, specifically within the Q2 Open platform. I know kind of banking-as-a-service has been pretty hot lately. There's been a lot of competitors, especially that can advertise kind of a full-fledged offering, have the bank charter with it. Just want to see and get your thoughts on where you guys see the most success winning some of these Q2 Open deals and what you think sets your platform apart from maybe some of these other BaaS offerings and competitors.
Yeah, I think that, as we've talked about, the breadth of our Q2 Open offering is a cloud-based core processing system with open APIs that people can write to. The technologists in these fintechs or these banks, they can get into a sandbox within two weeks and begin writing whatever front-end user interface they want. After they write that user interface, people then want to begin taking deposits. We have a bank of record network where these fintechs can partner with our existing customers to park deposits with them and participate in the interchange and the float, which is a revenue generator for both our customers, for the bank customers, as well as for the fintech.
As we talked about on the call, payment flexibility around do you want to choose Visa or another card network, we give the customers the ability to kind of go soup to nuts on these offerings. We also have experience. We also have things that we talked about, like Cloud Lending. We have biller direct, card swap, which allows people to do bill pay, also to manage debit cards that are issued or are stolen and replace them. The breadth of our offering and the flexibility in our offering is highly differentiated, and I think that's why you're seeing our success with some of the top fintechs in the world right now, because it gives them optionality, but it also gives them one vendor to work with.
A lot of these other ones, it's a bank that's offering a card, but they don't have a deposit account. There's not as much optionality around. There's nothing you can do with lending. They don't have anything around bill pay. It's just the breadth of our product offering, our track record of delivering has really differentiated us in the market, and I think you're going to continue to see us do that as we invest in this business.
All right. That's good color. Thanks, guys. Nice quarter.
Thank you.
Your final question comes from the line of Arvind Ramnani with KeyBanc.
Hi. Thanks for squeezing me in. Most of my questions have been answered, but just a couple of quick ones. With these two mega mergers in the market with Fiserv, kind of Worldpay, First Data, has it really had any impact on the overall demand or competitive environment? Given that the focus on integration, does it open up additional opportunities for you guys?
Arvind Ramnani, I wish I could say there's a bunch of people falling out. The environment's still good, but I can't attribute the good environment to anything that Fiserv or FIS is doing. Those guys are professional acquirers. They know what they're doing, and we're going to stick to our game plan about driving digital experiences. They get more and more into the payments business, and they're very good at that. What we do is vastly different from what they do. The competitive environment, we continue to win out there, and we're focusing on what we're doing, but keeping an eye on those guys as well.
Great. Cloud Lending, it's been a year since acquisition. You've taken kind of the combined offering to clients, had a chance to integrate it. Overall, kind of just looking back at a year, how do you really feel about the acquisition and kind of longer term, over the next two, three years, do you feel confident that it will change your revenue growth trajectory?
Just keep in mind, we announced it in August of 2018, but we didn't close it till October of 2018. Not that big of a deal, but it's not been a year yet. There's a lot of work. There's a lot of integration. There's a lot of things and a lot of time that's gone into that business. As I said earlier, we bought the right people, the right culture, the right technology. We're doing it the right way by trying to make sure that we don't outkick our coverage on some of the sales process that's happening and having discipline around our asset classes that we're going after. I think that it will be a contributor to the growth of this business, the margin improvement, and profitability in the long run.
Very happy with that transaction, and I think that it's going to require more investment, and we've obviously made that clear the last couple of quarters. The opportunity is tremendous, and our investments are long-term in nature, and they revolve around products, people, and infrastructure, and it's no different with Cloud Lending. We're going to have to continue to do that. I'm extremely positive on the power of a single platform for digital onboarding, digital banking, and digital lending, and I think our team is up to the task to create the most compelling platform out there for digital transformation.
Very helpful. Thank you very much, and good luck for the rest of the year.
Thanks, Arvind.
Thanks, Arvind.
This concludes today's Q2 Holdings second quarter 2019 financial results. Thank you for your participation. You may now disconnect.