Sprinklr (NYSE:CXM) released second-quarter financial results and hosted an earnings call on Wednesday. Read the complete transcript below.
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Summary
Sprinklr reported Q2 FY27 total revenue of $213.7 million, a 1% increase year over year, with subscription revenue up 3% to $194.8 million.
Non-GAAP operating income was $31.3 million, representing a 15% non-GAAP operating margin, and the company generated $13.1 million in free cash flow during the quarter.
Strategic initiatives include strengthening leadership with key hires, focusing on customer-centric transformations, and leveraging AI to enhance service delivery and platform capabilities.
Sprinklr achieved notable deals, including a $20 million agreement with a global sports betting company and a $4 million expansion with a financial software firm, highlighting a trend towards unified AI platforms.
The company plans to focus on optimizing its professional services and support organizations, with CEO Rory Read temporarily leading the services segment to improve performance.
The company is investing in AI capabilities, with over 200 AI engagements, and aims to drive long-term growth through its unified customer experience platform.
Q3 guidance suggests total revenue of $215-$216 million, with a focus on subscription growth despite a decline in professional services revenue.
For FY27, Sprinklr expects subscription revenue between $782.5 million and $784.5 million, reflecting 4% growth year over year, and a non-GAAP operating income range of $139-$141 million.
Full Transcript
OPERATOR
Greetings. Welcome to Sprinklr's second quarter fiscal year 2027 call. At this time, all participants are in listen-only mode. The question and answer session will follow the formal presentation. If anyone should require operating assistance during the conference, please press Star-0 on your telephone keypad. Please note this conference is being recorded. I'll now turn the conference over to Eric Scro, Head of Investor Relations.
Eric Scro, VP Finance and Head of Investor Relations
Thank you. You may begin. Thank you, operator, and welcome everyone to Sprinklr's second quarter fiscal year 2027 financial results call. Joining us today are Rory Read, Sprinklr's President and CEO, and Anthony Coletta, Sprinklr's Chief Financial Officer. We issued our earnings release a short time ago, filed the related Form 8-K with the SEC, and we've made them available on the Investor Relations section of our website along with the supplementary investor presentation.
Please note that on today's call management will refer to certain non-GAAP financial measures. While the company believes these non-GAAP financial measures provide useful information for investors, the presentation of this information is not intended to be considered in isolation or as a substitute for financial information presented in accordance with GAAP. You are directed to our press release and supplementary investor presentation for a reconciliation of such measures to GAAP.
In addition, during today's call we'll be making some forward-looking statements about the business and about the financial results of Sprinklr that involve many assumptions, risks, and uncertainties, including our guidance for the third fiscal quarter and full fiscal year of 2027, the impact of our corporate strategies, the benefits of our platform, and our market opportunity. Our actual results might differ materially from such forward-looking statements.
Any forward-looking statements that we make on this call are based on our beliefs and assumptions as of today and we disclaim any obligation to update them. For more details on the risks associated with these forward-looking statements, please refer to our filings with the SEC, also posted on our website. With that, I'll now turn it over to Rory.
Rory Read, President and CEO
Thank you, Eric, and hello everyone. It's great to be with you today. In the second quarter, total revenue was $213.7 million, up 1% year over year, and subscription revenue grew 3% to $194.8 million. We delivered $31.3 million in non-GAAP operating income, representing a 15% non-GAAP operating margin. I want to thank our global teams, customers, and partners for their trust and ongoing support. We continue to strengthen our leadership during the quarter with the addition of Tom Addis as our Chief Revenue Officer, and just recently we added Jordi Rivas to our Board of Directors.
Tom brings a proven track record of driving growth, scaling customer-centric organizations, and building high-performance global sales teams. Jordi is a recognized product, engineering, and AI leader with decades of experience at Microsoft, where he serves as President of Search and AI. We're excited to welcome Tom and Jordi to Sprinklr, and we look forward to their many contributions. In the second quarter, we continued building a stronger, more customer-centric company.
At the midpoint of the fiscal year, our transformation remains on track. We remain firmly in the transition and execution phase of this process, strengthening a foundation needed to drive durable long-term growth. The business continued to show signs of improvement during the quarter, and compared to the first half of last year, we are operating from a significantly stronger position across several key areas. Our bear-hugging mindset and commitment to innovation are resonating with our customers, driving deeper engagement and reinforcing confidence in our strategy.
NAR grew more than 50% year over year and our enterprise momentum remained solid with four $1 million-plus ARR deals closed during the quarter, renewal rates improved, and completed sales transactions for the quarter increased 30% year over year. Together, these results reflect stronger execution, healthy demand, and the value customers are realizing from our AI-native platform. While we delivered solid results, we recognize that our professional service and support organization requires greater focus.
Optimizing our partner ecosystem and enhancing profitability within the service business are important priorities as we continue our transformation. To accelerate these efforts, I will lead our services organization on an interim basis. We believe this direct oversight will enable faster decision-making, stronger execution, and more rapid implementation of the changes needed to improve performance. Over the coming quarters, our efforts will focus on three key areas.
First, we'll improve the utilization of partners and enhance the economics of customer implementations. Second, we'll expand the use of our AI across our service delivery model to drive greater efficiency and scalability. And third, we'll increase managed service attach rates, where our data consistently shows stronger platform adoption, greater customer value realization, and higher renewal rates for customers that leverage our managed services.
We believe these actions will help create a stronger foundation for growth and customer success. With that, let me turn to another key driver of our long-term growth strategy: our technology and product innovation. Sprinklr's differentiation starts with our AI-native unified platform, which helps the world's most iconic brands transform customer intelligence into business outcomes at enterprise scale. This quarter, Gartner recognized Sprinklr as a leader in the 2026 Magic Quadrant for social media management and listening, positioning us highest for ability to execute and furthest for completeness of vision.
We believe this recognition validates both our strategic vision and our continued innovation leadership. Underpinning this innovation is a highly scalable, enterprise-grade platform that ingests over 180 billion customer conversations annually and delivers the performance and reliability that global enterprises depend on. As AI reshapes customer experience, enterprises are increasingly seeking solutions that combine trusted data, domain expertise, and intelligent automation to drive measurable business outcomes.
With more than 200 AI engagements underway across our customer set, our agentic AI capabilities are helping our customers improve productivity, enhance customer experiences, and accelerate results. We believe our unified platform, proprietary customer intelligence, and deep enterprise expertise position Sprinklr to be a leader in the next generation of AI-powered customer experience. Here are a few customer examples that demonstrate how we're delivering results and winning in the marketplace.
Following the largest deal in Sprinklr's history in the first quarter, which included significant CCaaS and platform components, our first customer story highlights an expanded partnership with one of the world's largest sports betting and gaming companies. We recently signed a five-year strategic agreement with this customer valued at well over $20 million. This partnership will extend our platform across more than 35 global brands, supporting 1,500 contact center agents and 2,500 users worldwide.
The customer selected Sprinklr to simplify its technology landscape by consolidating multiple vendors into a single AI-native platform. By unifying CCaaS, social engagement, and insights, Sprinklr will help improve operational efficiency, strengthen governance, and enable greater customer understanding at scale across this global set of operations. Our second story is a $4 million TCV expansion with a leading financial software and services company.
What began as a departmental deployment has evolved into an enterprise-wide partnership spanning five brands and eight business units to simplify its technology stack and improve customer experiences. This customer consolidated three vendors and six contracts into Sprinklr's AI-native platform. By unifying social listening, publishing, customer care, and customer insight, the company gained greater efficiency, deeper insights, and faster responses across the entire enterprise.
These two wins highlight a trend we're seeing across large enterprises. Customers are increasingly moving away from disconnected point solutions towards enterprise platforms with deep AI capabilities that can reduce complexity, lower cost, and drive measurable business outcomes. We believe Sprinklr is uniquely positioned to capitalize on this trend. So in closing, at the midpoint of the fiscal year, we remain on track to build a stronger, more customer-centric company.
We have now achieved three consecutive quarters of improved execution which is driving NAR growth, higher renewal rates, and stronger customer sentiment. Our bear-hugging efforts and the innovation capabilities of our AI-native platform are resonating with customers and reinforcing that our strategy is working. While we're making progress, there is more work to do. Executing well in 3Q and 4Q and building upon the recent momentum is the key next step for us to enter the acceleration phase of our strategy in fiscal year '28.
With that, I'll turn it over to Anthony for the financials.
Anthony Coletta, Chief Financial Officer
Thank you, Rory, and good morning everyone. First, I want to recognize the commitment and passion for customer success of our teams across the company. I also want to extend a warm welcome to Tom Addis, who recently started as our new Chief Revenue Officer and member of our leadership team. This quarter marks another key milestone in our transformation journey. We continue to execute against our roadmap and strengthen the business. While there is still work to do, our momentum is building and we are moving steadily toward our goals.
Now let me turn to our financial performance. In Q2, total revenue was $213.7 million, up 1% versus prior year, with an increase in subscriptions being offset by services. Subscription revenue was $194.8 million, up 3% year over year. We saw a balanced performance across our key markets underpinned by the continued growth of NAR and quality logos. Professional Services revenue came in at $18.9 million. This was lower than anticipated due to some softness in managed services.
Our subscription revenue-based net dollar expansion rate in the second quarter was 102%. Net dollar expansion rate for the $1 million cohort was 112% in Q2, which we view as a relevant measure of increased share of wallet. Net dollar expansion from this customer cohort stayed north of 110% for the fifth consecutive quarter. More relevant to how we are transforming the business is our bear-hug focus that continues to yield dividends. We believe this will continue to solidify our baseline and contribution from the top-tier customer base over time.
Renewal rates came in exactly as planned and keep showing improvement year over year. Furthermore, the average contract duration continues to increase. We like to see this trend as it can compound over time. At the end of Q2 FY27, total RPO was $1.03 billion, once again above the $1 billion mark for the quarter, reflecting the quality of contracted demand and increasing visibility into the future. Total RPO was up 11% year on year, representing the second consecutive quarter of double-digit growth compared to the prior-year period.
In addition, current RPO was $614 million, up 3% year over year. Total RPO grew faster than CRPO, primarily driven by several large renewals and NAR. expansions with contract terms extended up to five years. These longer-duration agreements contributed to a more than two months increase in average NAR contract length for the second consecutive quarter. While this can create timing differences between RPO and CRPO growth from quarter to quarter, it does not change the underlying level of customer commitment. We consider RPO to be a leading indicator and we typically pair it with other metrics to better appreciate underlying business momentum as we post the best total RPO growth on record over the past one and a half years into supporting near-term visibility.
Turning to margins, second quarter non-GAAP subscription gross margin was 74% while services gross margin was negative 22%, resulting in a total non-GAAP gross margin of 66%. While we expected some pressure from services during the quarter, margins were further impacted by partner cost overruns and execution challenges in one region. In addition, the completion of several large implementations projects over the past year created an elevated baseline.
There is no correlation to customer demand and, as Rory noted, we have identified key levers for remediation. We are bringing in some new leaders in the services organization and are working towards making this a margin-neutral line in the near term. As noted in previous calls, we are experiencing higher data and hosting costs in response to business opportunities, especially for our expanded AI capabilities. In particular, the ARR for AI-native SKUs was up 40% year over year and we are seeing outsized growth with our agentic and contact center intelligence.
Turning to profitability for the quarter, non-GAAP operating income was $31.3 million, or 15% margin, which drove non-GAAP net income of $0.11 per diluted share. We generated $13.1 million in free cash flow in Q2. For the first half of this fiscal year, we've now generated $79 million in free cash flow. The strong free cash flow was driven by cost discipline and robust cash collection, resulting in improved cash conversion. Our balance sheet remained strong with $453 million in cash, cash equivalents and marketable securities, and no debt.
The $125 million accelerated share repurchase is now complete and we have repurchased approximately 22 million shares under the program. By successfully executing this program over the past few months, we believe we optimized the value of capital deployed. As of August 28, we have $75 million remaining in our $200 million authorized repurchase plan to use at our discretion. Even after completing the buyback and the Viral Moment acquisition, we remain very well capitalized with no debt outstanding.
Now I'd like to shift to our financial outlook. As Rory shared in his remarks, we are still in the second phase of our transformation and mindful of the current macro and geopolitical environment. Our expectations as of today regarding these dynamics are factored into the following figures. We remain confident in our strategy and are excited about the medium trajectory that is forming for Sprinklr. For Q3, we expect total revenue to be in the range of $215 million to $216 million, which is slightly down versus last year due to a significant reduction in professional services revenue.
We have called out some normalized revenue mix due to completion of flash services implementation last year. We expect subscription revenue to be in the range of $106 million to $197 million, representing 3% growth year over year at the midpoint. The Q3 guide implies $19 million in professional services revenue, which is down 34% year over year. We expect professional services gross margin to be negative 15% in Q3 and, as noted above, we are actively working on making improvements in this area.
We expect non-GAAP operating income to be in the range of $33.5 million to $34.5 million, resulting in non-GAAP net income per diluted share of approximately $0.11, assuming 239 million diluted weighted average shares outstanding. Our non-GAAP operating income is pressured by lower portion of services revenue in Q3, but more importantly it's a structural shift for the long term. It reflects stronger adoption of our AI products which is driving higher cloud and data cost.
As noted in prior quarters, we are also investing in future growth by expanding AI talent, particularly forward deployed engineers in the field. We continue to make strategic investment to fuel the momentum across our AI product suites with the uptake of our agentic capabilities. For the full year FY27, we are flowing through the beat from Q2 and raising our subscription revenue guide to be in the range of $782.5 million to $784.5 million, representing 4% growth year over year at the midpoint.
We estimate the sequential increase in quarterly subscription revenue to resume here in Q3. Given higher revenue rates and pipeline conversion compared to prior year, we expect total revenue to still be in the range of $866.5 million to $868.5 million, representing 1% growth year over year at the midpoint. This total revenue guide now assumes professional services revenue of $84 million, reflecting a more conservative services outlook. We are reaffirming full year total revenue guidance because of sales traction and improving overall execution, offsetting the impact from services.
For the full year FY27, we estimate non-GAAP operating income to be in the range of $139 million to $141 million, driving a 16% non-GAAP operating margin. This equates to non-GAAP net income per diluted share of approximately $0.47, assuming 240 million diluted weighted average shares outstanding. We estimate non-GAAP operating income to increase in the fourth quarter as we expect some efficiency gains driving the net income per share. For modeling purposes, a total tax provision of approximately $41 million needs to be added to the non-GAAP profit before tax line.
To get to non-GAAP profit before tax, start with the non-GAAP operating income ranges provided and add an estimated $15 million in other income for the full year, with $3 million to be earned here in Q3. This other income line primarily consists of interest income. We estimate a tax provision of approximately $10 million in Q3. This equates to approximately a 26% effective tax rate on our non-GAAP profit before tax for both the quarter and the year.
We now expect to generate a full year free cash flow margin of approximately 16%, representing about $135 million of free cash flow, with roughly $10 million expected in Q3. This updated outlook reflects two factors that became clearer during the quarter. First, we now anticipate lower services billings, which reduces near-term cash collections. Second, we expect higher cash outflows for investments we are making in new hosting environments. Importantly, our cash collection efficiency remains strong and we continue to maintain a disciplined approach to capital allocation.
In summary, Q2 was a stepping stone as we continue positioning the business for the next phase. We are seeing positive signs in renewal rates and customer engagements. We have some headwinds for services, but we are taking action. This is distinct from our subscription growth outlook and from tangible progress of our core operating model. Our fundamentals remain solid with a healthy balance sheet and strong cash conversion. As we move through this transition, we are building momentum and continue to instill operational discipline.
As we execute our strategy, our leading indicators are beginning to firm up and bolt. So in contracting demand, which we believe positions FY27 at the inflection point in our overall trajectory, our global customer base continues to embrace our unified CXM platform as the operating system for customer experience. Our AI-native platform combines unique data context and situational awareness across the enterprise, enabling customers to turn signals into actions in real time with our agentic capabilities.
That's of paramount relevance in a modern enterprise. This differentiated approach, combined with actionable context, serves as the connective tissue across customer-facing functions, helping organizations drive stronger engagement, efficiency, and greater outcomes. As we look ahead, our customer obsession remains intact with continuous focus on the speed of innovation and quality execution for the long run. With that, we'll open the line for questions for Eder.
OPERATOR
Thank you. We will now be conducting a question and answer session. If you'd like to ask a question at this time, please press star one from your telephone keypad, and a confirmation tone will indicate your line is in the question queue. You may press star two if you'd like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. Thank you. And the first question is from the line of Jackson Ader with KeyBank.
Please proceed with your questions.
Jackson Ader, Analyst at KeyBanc Capital Markets
Great morning, guys. Thanks for taking our questions. The first one, Rory, is for you on the professional services performance. What's the evidence that this is truly going to be an execution issue or an execution fix and not some sort of indicator of activity or large deal demand?
Rory Read, President and CEO
Yeah, no, quite the opposite, Jackson. We came off of the largest implementation we had ever done and it was very successful. And we continue to win large deals here in the second quarter. I referenced one, the well over $20 million TCV deal. I have very interesting large deals in the second half that are key, as I mentioned, very important, our execution in 3Q and 4Q to make sure we maintain that momentum. But basically the transgression was that we got caught with a bit too much partner expense in the short term. We knew this was coming and we signaled this to everyone for some time that this was the transition quarter. I think we could have executed it more cleanly. I think that I've now been running it for about six weeks. I can see line of sights over the next couple few quarters to clean it up properly.
It's just about having the right mix between partners and internal and then we have some of the larger deals that will come in the second half that build on top of it. So I want to leverage that experience. It's really just that transition period and I think that's the key to execution. I give you updates as we go through the quarters, but that's my proof points.
Jackson Ader, Analyst at KeyBanc Capital Markets
Okay. And then if I think about just, you know, the rest of the year and the fourth quarter, obviously always being important for bookings and deal signings. How are you thinking about not just allocating your time now that professional services is under your kind of direct supervision, but just, you know, right-sizing resource and the attention allocation of the company to make sure that still new deal signings get top priority as we head into the seasonal strength?
Rory Read, President and CEO
Jackson, you're spot on. 100% the key to this transformation. We've worked the last 21 months to position ourselves. We're at the halfway point of this year. We are where we wanted to be minus the service transgression, but that's a tactical execution issue. The key to our turn in getting to the acceleration phase is running five good quarters together. We built three in a row. Now we need to execute 3Q and 4Q. That means closing deals, managing bear hug, making sure the renewal rates stay where they've been.
All indicators have become much more predictable. We believe that we're in a good position. If this was a World Cup soccer game, we're at halftime and at halftime we're up 1–nil. We are in the game for this year. Now we have to execute 3Q and 4Q and we have to stay aggressive and win those deals. Fixing services takes a couple few quarters. I don't see anything significant about that. It's really just that transition from which was a huge implementation, well over 200 people working on it, and then capturing that momentum.
I'm going to work on that, sure. But my primary focus is on every major customer. Key renewals, key large deals, making sure we negotiate our data costs properly, each of those items. And I'm excited about adding Tom Addis on the sales side. This guy's a pro. I mean he understands how to build long-term success. He knows how to build the culture. He's deep into the pipeline. That's the kind of discipline and focus. I'm hopeful that the Middle East will settle down, as that's a key part of our business and we want to continue.
And that group has shown real grit and determination. They have great opportunities. The deals are there. Now we have to execute. I think that's the key. And you're spot on. My primary focus is keeping building the turn. I can fix service and support and that's important and we will. But the key, key is the next two quarters and getting that momentum five quarters in a row. Thanks.
Jackson Ader, Analyst at KeyBanc Capital Markets
Okay, got it. Thank you.
OPERATOR
The next question is from the line of Arjun Patia with William Blair. Please proceed with your questions.
Arjun Patia, Analyst at William Blair
Yep. Perfect. Thank you. Rory, for you, can you just maybe let us know how you think about the trade-off in professional services between relying on external partners and your internal organization to better serve your customers? Are you sort of leaning more one way or another now that you're kind of working through some of the challenges in that organization in terms of how you should allocate resources between those two?
Rory Read, President and CEO
Yeah, Arjun. I think it's really straightforward. The key to this business is to grow subscription revenue. That's the key. Becoming valuable on all phases of a unified customer experience platform. Services is an enabler of that. Two things. We want to use the strong expertise in our internal service and support organization to augment that. They did a magnificent job on the largest deal we ever won and the implementation. Really nice work. What we want to do is we want to make sure when we make this transition, we don't really need to grow that faster than subscription revenue.
We'd like to leverage partners to give us more reach. We see a higher win rate when we have customers with a strong trusted relationship with a partner. That troika, the three-way of Sprinklr, the partner, and the customer, wins about 15 points higher win rate. So I like that. And I've always been a channel guy my entire career. And they're definitely a powerful asset. We'll be naming a new leader in the partner space. They'll be reporting to Tom Addis.
He's a pro in this space. I think, though, our services team brings deep, deep expertise and I want to put them on the most critical projects and I want to bring their skills to bear to truly bring what's next to customers. This is a software company, a unified customer experience platform company. Services are needed to enable that and to accelerate that. That's how I view it. And partners have to play a key role in this. I don't need to grow services faster.
I told everyone that we had that huge deal and we would transition. I gave you the signals. Could we have done it a bit smoother? For sure. I'll straighten that out. But the key for us is to make sure that it's helping us win more of these unified customer experience deals.
Arjun Patia, Analyst at William Blair
Okay, perfect. And then just, I'd love to hear how you're thinking about profitability here. I know we had a little bit of a dip in the first half of the year with gross margins and AI investments, which I think makes a lot of sense. But when you look at other items in opex, what kind of points of leverage do you see here in the business to drive operating margins higher in fiscal 27 or 28 and beyond?
Rory Read, President and CEO
28, 20, 28. I think what we've always told everyone is that in the second phase of execution and transition, we have to pay down the technical debt. I'm very pleased with the progress we're making. The work around tokenization, AI in our internal execution, is paying real dividends. I really like where that's going. We'll be done with most of that technical deficit this year. That should position us to be more efficient. And you combine that, if we execute well the next two quarters and we run five together, we should move into the acceleration phase and that then will enable us to really focus on that growth.
So we're making the investments now to clean up the debt to accelerate innovation. With our Project Blitz and Blaze, which are over 200 customer engagements in AI, I think we're making sure we're prudent on the spend right now. As we move into that acceleration phase and we have that debt behind us, we can stretch out some bit of profitability potentially in the next year or two. But it's always a trade-off. Do we want the growth? And the key for this company is growth.
We need to grow faster. And I'm going to make the decisions over the next two, six, eight quarters that drive that long-term durable growth. And we're in the right spot to make those decisions. Thanks.
Arjun Patia, Analyst at William Blair
Thank you.
OPERATOR
The next question is from the line of Patrick Walravens with Citizens Bank. Please proceed with your questions.
Kincaid, Analyst at Citizens Bank
Oh, great. This is Kincaid on for Patrick. Thank you for the time. Rory, I just wanted to poke you on this metric. You mentioned that completed sales transactions for the quarter were up 30% year over year, but obviously revenue did not grow at the same rate. How do I think about that number in relation to performance? I mean. Yeah, I think that's where. That's where I'd love to be. Yeah.
Rory Read, President and CEO
Kincaid. The key there is, I'm just trying to give you a sense with anecdotal information that gives you a feel for activity. I keep telling you, I like the pipeline. I like the uptake from the customers. There's no question the customers are seeing Sprinklr as a better company. They're engaging with us. We can see it in the pipeline, we can see it in larger deals. I can tell you that when I first got here, we backed down new logo acquisition to about 20% of our volume.
We're starting to crank that up. We want to, as we go into FY28, we want to drive that to a much higher rate next year, probably into the 30s. So that's a key component. I believe that from a standpoint of, you know, the customers, they see this kind of activity, they see the value of the platform. They're moving away from towers and spot solutions. They want to simplify their IT platform. I wanted to get a sense for that. I always talk about the pipeline and the activity.
I want to give you a number. The key to subscription growth is you have to build it over multiple quarters. That's the key. We've seen our RPO come off the bottom of 3Q last year, which was the low point. We've seen it consistently build. We'd see our renewals rate for three quarters in a much better spot. We can see that we're building a firmer base to work from. We're three quarters into it. We need to run two more quarters together and that will set the trajectory for next year.
I think that gives you an indication that we have good activity on the underpinnings. But now we have to do it. You have to do it five quarters and we're still living with that heightened churn from the first half of last year.
Kincaid, Analyst at Citizens Bank
Spectacular. And then on the executive side, I'm super excited to hear that you're taking ownership and taking the lead on the services piece. I'm super excited by the addition of Tom. Who else do you need to add into this organization to make sure that you guys are going to be flying?
Rory Read, President and CEO
Yeah, we've done a very good job across the board of building out the leadership team, not only at the ELT level, but the next level and two levels down. Most all of our VP and SVP positions are complete. I mean, there's a handful left out there. So I feel we have that operating organization in place. I think we want to get the head of partners in place. We're going to shortly announce a new leader in customer success and I think then it's really just doing the long-term leader for service and support.
I'm in no gigantic rush to do that. I want to find that right person, but I also want to get my fingerprints on it before I pass it off to someone. And I don't want to give any sense that I'm not focused on our largest deals, our biggest renewals, and our data relationships with our key technology partners. That's always my first priority. Thank you so much.
OPERATOR
Our next question is from the line of Raymond Shout with Barclays. Please proceed with your questions.
Raymond Shout, Analyst at Barclays
Perfect. Thank you, Rory. We kind of use billings often as a leading indicator and I know it can be noisy, and I got some of the points on services on billings there. Is that what drove that number? Because, you know, if I use that as a leading number, that's obviously there's some different messages coming from that one. Can you speak to that, please?
Rory Read, President and CEO
Billing— I didn't quite hear you, kind of a little— Sorry, Raymond, what did you say exactly?
Raymond Shout, Analyst at Barclays
No, I said the billings is kind of— we use that often as a leading indicator for what's coming. I know you had noise from professional services. So is that all professional services or what's going on there?
Rory Read, President and CEO
Yeah, yeah, there's a big chunk. I'll pass it to Anthony in a second. You know, there was some in terms of professional service and some timing activity. I like the trajectory year to year at the halfway point. I like the RPO trend. I like the fact that we're seeing longer renewals, we're seeing early renewals. I think, you know, we're a work in progress. Let's keep going. I think we're at the halfway point of a World Cup game. I think, you know, we're tired, we're ahead one, we got to execute, we got to keep going and deliver 3Q and 4Q.
Anthony, any color you want to add on billings?
Anthony Coletta, Chief Financial Officer
Yes. No, you're right. This is mostly related to services billings and while we don't guide on billings, it came a bit softer than anticipated for the quarter, but this is no change for the long run. You've seen the total RPO trajectory and the fact that we've also closed some larger deals with longer periods and terms, etc. That's supporting the model. But for the short term, obviously services billings came a bit softer than anticipated, but that's pretty much it.
Raymond Shout, Analyst at Barclays
Okay, perfect. Thank you. And then the second question was, what are you seeing at the moment in the market in terms of new project starts? I know, like, you're competing on something, but how does it— in terms of AI, there's a lot of talk about crowding out and things like that. Like, what are you seeing in the sales engagements?
Rory Read, President and CEO
You know what I said is the key. I think our Bear Hug is definitely working with our core business. I think we've seen a good uptake in interest. Our pipeline looks good in the second half. We've got more large deals in the next three quarters than we've had in my time that I've been here. I think our run-rate business looks positive. I think the activity and interest level of customers — and they're seeing a different Sprinklr — over 200 AI agentic copilot engagements.
We track every one of them and we've implemented Project Blitz, which we're trying to deliver code and changes using AI and our own internal processes every week or two. Moving from a quarterly release cycle that we used to go on, this is much faster innovation. And then Blaze, we have forward-deployed engineers on over 70% — the vast majority — of those customer AI engagements. So we see good activity at large, we see good activity on run rate, we see good engagement, and then we have in the must-win AI space — I like 200 engagements as a good number.
We're growing at over 40-plus percent in that space. These are the right indicators and if I continue to turn on the spigot as I've hardened the infrastructure on new-logo acquisition, we should see that next year in FY28, and that's how we're positioning this transition. Thanks, Raymond.
Raymond Shout, Analyst at Barclays
Thank you.
OPERATOR
Our next question is from the line of Katherine Trebnick with Rosenblatt Securities. Please receive your questions.
Katherine Trebnick, Analyst at Rosenblatt Securities
Hi, Betsy. I know — sorry, not Beth's on mute. Sorry about that, Rory. Hey, quick question on net dollar expansion. This is the fourth quarter of north of 110, you know, five consecutive quarters. How sustainable is that level and what’s it driven by — seat expansion, module attachment, price? Thanks. More color on that would be appreciated.
Anthony Coletta, Chief Financial Officer
Yes, as you say, Katrina, it's a good trend. So we have been fairly steady on that trend. Overall, it's been in the right ballpark. It can vary from one quarter to the other, but it's still solid. And as I mentioned, we also look closely, based on our go-to-market focus and strategy, at the $1 million-plus cohort in terms of net dollar expansion. And this is for five consecutive quarters north of 110%, as I said. So it's essentially, you know, we are seeing more renewals and more NRR growth and we have a customer sentiment that is really close to the bottom now in terms of, you know, uptick and firming up.
So we expect this to be a metric that will continue to improve over time and to stay steady. But we don't expect this to be lower than where we are. We expect this to firm up, actually. And this is, when you look at the leading indicators, what those leading indicators are telling us — in terms of ARR, in terms of total RPO, etc. So this is pointing in that direction. But there was a bit of this transition also in the space across the different segments.
And you can see that when you look at the difference between the $1 million cohort and the rest. So you could see that there was some transition happening underneath, but we see it stable and probably firming up as we go.
Rory Read, President and CEO
And by the way, Katherine, I think it reflects on Bear Hug. I mean, as we've addressed some of the issues from the previous three or four years, our enterprise customers are seeing a different Sprinklr. And as we've taken Bear Hug lower and lower into the cohorts, we see an improvement in terms of renewal rates and expansion. There's no question 250 and below is the last space for us to tackle with Bear Hug. And I believe the work we're doing with Project Cornerstone is going to yield the right outcomes there.
I believe that we're seeing the right momentum, the right customer sentiment, and I think we have the right solution. We have this access to data that they need and, in the new buying models, that's almost unmatched in the marketplace. And with better execution, better engagement, we're seeing better uptake from our customers.
Katherine Trebnick, Analyst at Rosenblatt Securities
All right, thank you.
OPERATOR
Thank you. The next question is from the line of Mason Marion with Cantor Fitzgerald. Please receive their questions.
Mason Marion, Analyst at Cantor Fitzgerald
All right, thanks for taking our questions today. I want to go back to the Middle East. I think you had a few deals slip last quarter. Did you see those close? Are you still seeing ongoing disruptions in the region or are you getting back to business as normal there?
Rory Read, President and CEO
Yeah. Thanks, Mason. What I see is a gritty, determined team in Sprinklr Middle East. They're doing a great job in a tough environment. We saw yesterday things heat up again. The thing is a fluid structure. We saw the deals that slipped from 1Q pretty much close in 2Q. But then we saw some other deals close. They've done a good job of executing and delivering. They have the pipeline out there to have a quite interesting uptick. I'd like to see this thing, this macro situation, stabilize a bit more so that team could run like I think they can.
They've done a good job. I think they're delivering at a strong level, but I think there's much more work to get there once that environment settles down. I still think it's a bit choppy, and so we're not counting on any kind of breakout numbers at this point. But I am counting on that team to show the grit and determination that they've shown through the first half to keep delivering.
Mason Marion, Analyst at Cantor Fitzgerald
Maybe one more on that topic. I know you had to migrate those customers to your IRIS data center. So are you planning on keeping them in the Irish data center? Are you going to move them back to the region, and then how is that impacting your gross margins?
Rory Read, President and CEO
Yeah, we had to put up a new capability in-region. I think that's partial for two reasons: because some of our customers need to, based on their local legal and regulatory issues, return; and two, I think there's good demand in that region on a strategic timeline — the next 6, 12, 18, 24 months. So we're building some more capacity on the COGS side, both around sovereign data access — you know, geofencing concepts — around the Middle East and around Asia, where we see interesting strategic demand.
We'll make those investments now so that we're ready to, but we're now starting to move some of those customers back to the Middle East and position ourselves for future opportunities that we see in the pipeline.
Mason Marion, Analyst at Cantor Fitzgerald
Thank you.
Rory Read, President and CEO
Thanks, Mason.
OPERATOR
Our next question is in the line of Elizabeth Porter with Morgan Stanley. Please receive your question.
Elizabeth Porter, Analyst at Morgan Stanley
Great. Thank you so much for the question. I want to double-click on the subscription revenue guidance. When we're looking at the full year, it looks like the Q4 implies a bit of a deceleration in growth just exiting the year. So I was hoping you could put a finer point on what are some of the measurable metrics, whether it's net new ARR, CRPO, retention, that really support the confidence that Sprinklr is moving from the execution phase into the acceleration phase in fiscal 28, and how much of it is rooted in what you're seeing today versus still needing to execute on in the back half of the year?
Rory Read, President and CEO
Yeah, thanks, Elizabeth, and great to talk to you and welcome back. Hey, I think the key here is 3Q and 4Q — we're keeping our powder dry. We're making sure we execute. We've done three good quarters in a row that are building the foundation. You know, in a subscription business and with this kind of software you have to run four quarters. We have to clean up that accelerated churn from the first half of last year — that's starting to get behind us.
And we've seen three very predictable, good quarters on renewals, on NAR, on those expansions. But it's only halftime. We have to deliver 3Q and 4Q. How we execute 3Q and 4Q sets up the trajectory for next year. The feedback I give you is where we would like to be on the transformation at the end of this midpoint of this fiscal year. We see the deals and the opportunities. Now we have to execute and close them in 3Q and 4Q. We will give you an update at the end of 3Q and then, based on that, we'll give you an update on 4Q that will set the trajectory of next year.
That's the key, that's where we sit.
Elizabeth Porter, Analyst at Morgan Stanley
Great, thank you so much.
Rory Read, President and CEO
Thanks, Elizabeth.
OPERATOR
The next question is from the line of Tyler Radke with Citi. Please receive your questions.
Tyler Radke, Analyst at Citi
Good morning, Rory. You talked about 200 active AI engagements, which is great to hear. I'm wondering if you could just compare and contrast the capabilities and use cases that you're seeing in those AI engagements versus, say, earlier this year, a year ago. And for the engagements that initially translate to a deal, what type of uplift or how can you sort of quantify what you're booking in terms of ACV? Thank you.
Rory Read, President and CEO
Yeah, thanks, Tyler. That's an awesome question. I think the key here is we have over 300 AI engineers in place, forward-deployed capabilities. We see the application of the AI technology internally, both in our support services and our engineering team, playing real important dividends. As we look at these 200 engagements and we look back maybe three, four quarters, they're in the agentic space, the copilot space — those are primary — and some of the insight activities.
Three, four quarters ago there were a lot of POCs and a lot of concepts; people were excited about it, but they didn't really know how to yield. When you get to the detailed execution, you have to create the workflows, the APIs that link the data, and then you have to have the right contextual data to unlock the agentic power of the solution. Copilot is straightforward — that gives you the knowledge and the productivity — but full agentic, you really need that data and execution, and that's not a two-week project.
Those projects to go implement them take time — they might take two months, three months — to really execute them well. But I think what we're seeing — and we've tracked every single project, and we are looking at every project: what went well, what needed to change — the key for us moving forward is making sure that we're, after those POCs (which anybody can do, and they're fancy and look nice), making sure there's a real understanding of what the workflow that we're going to move to an agentic solution is and how we're going to link the contextual data that creates the yield.
I think the knowledge and experience that our teams and our customers have is at a much higher level than it was three, four quarters ago. I think the practical execution and leveraging this powerful set of data and Sprinklr should be part of that acceleration phase next year. We have to win in the agentic space because otherwise you just become a pipe. You don't want to be a pipe; you want to be a player. Very nice. I like them — they're a key driver for the growth that comes over the next two, three years.
The key here is take the learnings over the past two, three, four quarters, keep refining it over the next couple of quarters, and demonstrate those outcomes that we're seeing with customers now. These are not POCs; these are real returns and real deflection rate, real cost savings. And remember, we've been doing this at scale with some of our largest customers for seven, eight years — like one of the largest technology companies in Texas. We've had a long relationship in this AI space, and that's what's happening in that space.
So very different than three, four quarters ago. And I think both sides — the customer and us — have learned how to really turn it into outcomes.
Tyler Radke, Analyst at Citi
Thank you.
Rory Read, President and CEO
Thanks, Tyler.
OPERATOR
Thank you. The next question is from the line of Clark Wright with DA Davidson. Please receive their question.
Clark Wright, Analyst at DA Davidson
Awesome. Thank you. I appreciate the added commentary and new-logo growth assumptions in the current pipeline. Could you potentially elaborate on, from an industry perspective, if you're seeing traction in specific end markets?
Rory Read, President and CEO
So, hey, Clark, great to talk to you. What we did when I got here, and it was three and a half years of declining activity, we said, hey, we got to back off a little bit and get our house in order. Let's harden the CCAS space, get it mature, get our processes in order, too. Let's accelerate our innovation engine, and let's start doing what we say. We must be accountable to customers, and that's what Bear Hug's about. Do what we say and own what we do.
What we're seeing is we're seeing traction in the idea across these enterprise customers. We see it in banking, we see it in retail, we see it in pretty much all of the spaces we play. That's not something different in terms of that space. It's really about seeing this take hold and really getting that in place.
Clark Wright, Analyst at DA Davidson
Awesome. Appreciate that commentary. Could you maybe also just talk about the difference in the upper echelon of customers that are utilizing your AI offering for today versus the strategy in order to proliferate your AI offerings across a broader customer base?
Rory Read, President and CEO
Yeah, what we're seeing is we see it across these 200 engagements — AI — we're seeing it across our enterprise. These iconic brands, they're very engaged; they know the power of the customer signals that we're able to pull together. They're creating better insights, they're creating better experience. GenAI, we're seeing it both in CCAS and on the core side, both. And we're seeing them have a hunger and desire for outcomes. I think we're past the flashy part where everybody is like, AI is going to change everything and I got to do AI.
Now we're into the phase where we've got to drive real efficiency, real outcomes in CCAS. We've got to create actionable insight in the core and marketing and social spaces. I think contextual data and the data that we bring together across these customer signals is what enables that to happen. Some of the execution — and people run around and say, oh, you can do it in 10 minutes. Remember, you've got to define the workflows, you've got to link the data, pull it together, and let the AI engine create the outcome.
We are seeing it at the top of our stack, all the way through the top of commercial. There's definitely a desire, and they have the data there. So we see this as a key enabled MER both for our service business and for our social business. And in terms of new logos, we back that down. I think as we will be ready at the beginning of FY28, we know it's a six- to nine-month kind of sales cycle. We're starting to turn the new logo engine on now so that we're ready in the first half.
Does that help, Clark?
Clark Wright, Analyst at DA Davidson
No, that's awesome. Thank you.
Rory Read, President and CEO
Thanks, Clark.
OPERATOR
Thank you. At this time, we've reached the end of our question and answer session, and I'll turn the floor over to Rory for closing comments.
Rory Read, President and CEO
Yeah, I want to thank everyone for joining today. I really appreciate the continued interest. Hey, we are where we expected to be minus the transgression in terms of services. I think that's a tactical couple-of-few-quarter cleanup. I think it's really just a transition of that one large project. Be more efficient. I'll oversee that in the tactical or interim time period. The key for us is we're three quarters in of improving momentum where predictability is getting better.
We've hardened the infrastructure. We're becoming much more enterprise mature. We're seeing our customers react to it in terms of activity, engagement, and interest. The key for us is Execute 3Q and 4Q. That's the setup that gives you the trajectory into FY28. Those are the key. I think we'll continue to bear hug. We'll keep focusing, but I like where we're sitting. We have more work to do. Appreciate your interest. And we'll keep you updated as we move forward.
Thanks, everybody.
OPERATOR
Ladies and gentlemen, thank you for your participation. This does conclude today's teleconference. You may disconnect your lines at this time. We thank you for your participation.
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