Motley Fool Money - “A Salesperson’s Dream”

Episode Date: June 5, 2024

Growth comes easy when the product speaks for itself. At (00:21), David Meier and Mary Long discuss CrowdStrike earnings and a tender offer from Monster Beverage. Then, at (17:08), Asit Sharma catches up with John McCool, Chief Platform Officer at Arista Networks. They discuss Arista's role in the AI race, how competition fuels innovation, and what's next for the cloud-based networking company. Learn more about the Range Rover Sport at: www.landroverusa.com Companies discussed: CRWD, PANW, MNST, ANET, NVDA, CSCO, JNPR, MSFT Host: Mary Long Guests: David Meier, Asit Sharma, John McCool Producer: Ricky Mulvey Engineers: Dan Boyd, Tim Sparks Learn more about your ad choices. Visit megaphone.fm/adchoices

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The Falcon has landed. You're listening to Motley Full Money. I'm Mary Long, joined today by David Meyer. David, thanks for hanging out with me this morning. Oh, thank you for having me. I can't wait. Yeah, you've said we've got a lot to talk about so we can get right to it. Crowdstrike, the cybersecurity company reported their earnings after the bell yesterday. This morning, the stock is up nearly 10%. And here's why. Revenues growing over 30% a year, bottom line, also improving free cash flow and free cash flow margin also up. I see a lot of green. I see a lot of green here, David. Is there anything not to like about this report? No. It was awesome.

Next question. Next question. No, there really isn't. One thing we should also point out is management increased their revenue guidance for the year above and beyond what they've said, what they beat during this quarter and what they're expecting next quarter. So, it is very clear not only are good things happening today, they expect good things to happen tomorrow. If there's one quibble, maybe we could have, it's that first quarter net new annualized recurring revenue only grew at 22 percent relative to 30 percent top line growth. But like I said, that's just a quibble. It was awesome.

Yeah, only 22 percent. Nearly every analyst on this call, it's almost kind of funny. As soon as they start asking questions, everyone prefacees their question with, oh, congratulations, and it gives accolades to management team on this report. in part because CrowdStrike had such impressive results, but also because competitors that have reported in the past few weeks have had more of a mixed bag. So Palo Alto networks, for instance, they grew revenue but had slow billings growth. So when you line CrowdStrike up against other companies in this space, what is CrowdStrike doing that the others aren't?

There is some macro economic uncertainty out there that affects everyone. But what Crowdstrike is doing is they are getting their message out effectively to buyers and potential buyers. And those people are coming to the platform in a big way. So let me quickly, I normally don't like to do this, but I think the CFO summed it up perfectly in the call when he said this. I'm going to read it really quickly. Customers are embracing crowdstike's platform strategy more than ever, as evidenced by the number of deals with eight or more modules, which grew 95% over Q1 of last year.

That could be from a small number. This is me interjecting. That could be from a small number, but that's still impressive. To continue, subscription customers with five, six or seven or more modules grew 65, 44%, 28% of subscription customers, respectively, and the number of deals involving Cloud, identity, or Falcum Next Gen CEM modules more than doubled year over year. Additionally, our dollar-based growth and net retention rates, We're consistent with our expectations as we are executing well across landing, retaining, and expanding our customers.

That says it all. They have a cybersecurity technology platform that works, and people want to be a part of it. They come to the platform and they're just not leaving. To caveat, let's say, competitors aren't going to be sitting still, but right now, Crowdstrike is really driving things in the cybersecurity market. I know you're not a salesperson. But if you were a crowd strike salesperson, how are you getting more people to come to the platform? Do you just say, hey, look, talk to existing customers.

That speaks for itself. Within the call, they said that actually some of that is just inbound traffic, meaning there are customers out there that they say aren't happy with some of their products. And they're like, hey, crowd strikes doing well. Let's give them a call. So that's the salesperson's dream, right? I don't have to reach out to people. However, again, if you have a set of technologies that are working and people know about them and you're getting the message out there, that's the marketing, that's the sales messages.

They have the relationships with people. They're probably reaching out to a lot more. Hey, who, you know, within their customer relations, you know, who else can I reach out to? It's all working for them right now, as evident. by the phenomenal financial performance that they're putting up. I was talking to Tim Byers about Salesforce last week, and one of the things that we saw in that call was management saying, they had slower revenue growth, and they were attributing that to the fact that so many companies are reevaluating every dollar,

and they're looking at their budget. You see the opposite of this in this report, with management saying, you know, companies are really doubling down on cybersecurity spend. So that all kind of goes to just another point in the column that you were just pointing out of. Everything kind of seems to be going well for CrowdStrike right now. Just to reiterate what you said, I follow a lot of different companies in the software market. You're exactly right.

They're all saying that, hey, budgets are tight. Sales cycles are elongating. The macro is creating some uncertainty. Not everybody wants to buy. No, CrowdStrike is bucking that trend. And, again, I think it goes back to they have a product that works. They know how to message it, and there's probably plenty of word of mouth marketing that they're getting for free from their current customers. So as a result, more and more people are coming to the platform and they're retaining them and upselling them. So it's all good for CrowdStrike right now.

I counted almost 50 uses of some version of the word consolidate throughout this call. Why is consolidation so central to CrowdStrike story and the success that we've, seen today? That's a great observation and a great question to follow it. The cybersecurity market is huge, and it's filled with lots of different players, lots of different vendors. Some of them have niche technologies or perform this task well. Only a few have actually really tried to become one-stop shops. And the big one that's done it over the past decade is Palo Alto Network.

So, you know, over the, what's been happening or what I've been seeing over the past few years is that older established companies have been combining together. One example would be Cisco buying Splunk in moves that are more oriented towards trying to become a one-stop shop model. So we have CrowdStrike, which started as an endpoint security vendor. They've made some acquisitions over their years as well. And they've developed new technologies to expand their base to get into cloud security, data security, identity, security, things that are adjacent to the endpoint.

They think as a result of customers telling them that they would like an alternative seam product, seam stands for security information and event management. The management team says, hey, there's latent. demand out there. And in fact, it's that inbound calls that are that I've talked about earlier where, hey, would you do you have this? Would you develop it? And so they're using that as a signal to say, hey, we have to put our foot on the accelerator of becoming more of a one-stop shop. And the idea is, if they can do that better than the legacy vendors out there, more and more people will come to the platform. They'll be able to take additional market share

away from those vendors. Once the folks come onto the platform, they'll be able to capture a more share of wallet for those customers, because right now, CrowdStrike customers are delighted. They love what they're getting from the platform. And so, yeah, I think it's actually really smart of management to be saying, hey, this is the time. If all this is, if there are market forces out there that are saying, hey, people are trying to combine together in order to protect their market share as opposed to grow it. Now is the time for us to go on the offensive, and that's exactly what they're doing. Another word you would catch a lot of mentions of if you tuned into this call or read through the transcript would be Falcon. So for listeners

that are unfamiliar with the ins and outs of cybersecurity platforms, what is Falcon and what makes it so sticky? Yes. So very simply, Falcon is the name of Crowdstrike's cybersecurity platform. As a customer, you can come in, you can evaluate what they offer, and then you can decide, hey, what products on the platform do I need and would like to activate? And then in order for customers to get access to those, they have to put together a subscription via a contract. So there's a certain amount of dollars they're willing to buy for a certain amount of time. And customers right now believe they are getting lots of bang for their bucks.

They're getting excellent return on investments, because that's essentially what this is. They're outsourcing the investment of their cybersecurity to crowd strike, and they expect a return on that. Right now, as a result of all this, that's why the platform is attracting more and more customers as well as retaining them. Yeah. One of the things that George Kurt said on the call is that, quote, when a platform delivers real value, you don't have to give it away.

And that just kind of puts a bow on everything that we've discussed this morning of like, When you have a product that the quality of which speaks for itself, you have pricing power, and you can retain your customers. And that seems to be exactly what CrowdStrike is doing here. That quote is just money. That quote is so good, because it's exactly right. And there are many times in the competitive situation. Some people might be fearful, hey, we got to continue to do better.

We've got to give our customers more in order to retain them. If you've demonstrated it, they're not leaving. In some respect, no matter what price you charge, although there are definitely limits out there. There's not really a smooth way to make this transition. So I'm just going to do it. And we're going to move from cybersecurity to energy drinks. And we're going to move to energy drinks because Monster Beverage initiated a tender offer for its shares through a modified Dutch auction. So this is a one-time event, and it happens outside of the normal flow of share repurchases. That offer actually ends today. But I wanted to hit on it because it's kind of a unique

circumstance and thought it might be an interesting thing to dive into here. So, David, let's start with kind of the basics. How is a Dutch auction different from regular buybacks? Sure. That's a great question. So in a regular share repurchase plan, the company hires an investment bank to go out and purchase shares in the open market, just like anyone of us do. They have a brokerage account and they're buying shares and using the companies, using the company's money that they have designated for the buyback to purchase those shares. So you're at the mercy of whatever the market is offering your shares at, and it changes over time.

So some days, as a fictitious example, some days you'll get them at 100, some days you'll get them at 95, some days you'll get them at 105, that type of a thing. But the Dutch auction, and in this case the modified Dutch auction, what that does is that says, hey, I monster am willing to buy shares between the prices of, in this case, $53 and $60. And here's what you have to do in order for me to buy your shares. You have to tell me, one, how many shares you're willing to sell to me. And two, what price would you like? So, essentially, what this modified Dutch auction does is it creates an order book, very similar

to what a broker or an investment bank is doing when they try to match buyers and sellers. And rather than the price fluctuating, what they do is they look at this order book, and from the lowest price up, they see what price will actually clear all the shares, meaning, let's say you have a million shares that you're trying to sell. Some are at 53, some are at 535, 54, etc., etc. What's the single price where I can sell, you know, I'm willing to buy back all the shares or said differently, customers or investors are willing to sell their shares to me? And so instead of share price fluctuating, that's the price that everyone gets. So if you were willing to sell your shares at 53 and you get, let's say, 56 for them, and you get, let's say,

them, you've come out ahead. But if you were willing to sell them at 60, you're a little behind. So that's essentially what it does. It makes the process a little more orderly, and it sets a single price for all the shares to clear based on the order book that they've generated. And the idea behind this offer with Monster is that it will allow co-CEO's Hilton Schlausberg and Rodney Sachs to cash out on some of their equity in the company. We at the Fool like to see internal ownership. So is the flip of that when co-CEOs publicly want to sell shares, does that become a red flag, a yellow flag? I'm going to say no flag. No flag. No flag. Not in this. Now, context is everything, okay, because you're exactly right. You know, what generally speaking,

within the market, right, if they were trying to sell shares into the open market, people would go, oh my gosh, they know something, right? They're the, you know, they're the only, you know, they're the and founders and co-CEOs, they know something. Why are they selling? We must sell. So in one respect, the reason that they did the Dutch auction was actually to promote an orderly sale. We also have to remember, Schultzburg and Sachs, they've been with this company since 1990.

This is a way for them to sell shares from their estates, which, as I checked beforehand, they They had over 58 million shares in this dual trustee account. So they're offering up a little over 20 million shares. So they're not quite selling half, it's a little more than a third of their stake. So it's not like they don't own it, but within the marketplace, right, they have communicated to say, hey, this is what we're doing. We're selling this, we're offering this many shares. This is why we're doing it to help with estate planning.

because we're getting older. And people are more likely to go, yeah, that makes sense. And they're doing it separately from the normal buyback process. So that if you as an investor want to take advantage of it, you can. You can sell right along with them. So again, I don't see this as a flag. You go back to the Peter Lynch quote. You can sell for many reasons, but there's only one reason you buy.

And I think that's true. Anybody can sell for any reason. And they're doing it, you know, I would believe what they're saying from estate planning since they've done quite well since investing in this company. David, thanks so much for talking through these two companies with me today. Always a pleasure to chat with you. Thank you for having me. These days, I'm all about quality over quantity, especially in my closet. If it's not well made and versatile, it's just not worth it.

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recent earnings call earlier this month. Longtime CEO, Jay Sri Ullal, said, and I'm quoting here, Amidst all the network consolidation, Arista is looking to establish ourselves as the pure play networking innovator for the next era, addressing at least a $60 billion total addressable market in data-driven client-to-cloud AI networking. Now, that last bit is sort of a new term for me. Can you explain this concept of client-to-cloud AI networking? Sure. I think, you know, with all the consultants, that we've seen in the industry, I think we took a step back and realized that we're

one of the few still just focused on the network from a pure play perspective. So we wake up every day thinking about how operators will run their networks, what information they get to run those networks effectively, and to keep them secure. And while Arista started and its heart was in the data center, both on the enterprise and the cloud side, over the last last decade, we've really built out the portfolio to do data center interconnect with routing capability, routing out to end users, campus access products. So everything you need to connect your client from wherever you are from a mobile perspective, into the network, to the data center, to your AI assets. That's Arista. I'd like to move on to a very interesting topic for many of our

listeners today, which is competition that ERISA faces. For those who have followed the company for a long time, there are some familiar names that you all have competed with very successfully. I might add, Cisco, Juniper Networks, and the like. But at least in one part of your business, there's a competitor that those who don't follow the tech landscape as closely may not be aware of, and that's Nvidia. And of course, what I'm referring to is a computer networking communication standard that's called Infiniband. That's promoted by NVIDIA through its acquisition a few years ago of a company called Melanox. Now, Arista Networks has long backed the de facto computer networking communication standard called Ethernet. So many of us are familiar with that name. I myself

remembered those days of plugging my computer into the Ethernet port to get a faster bandwidth. So I was just curious, if we could talk a little bit about this, in general, I hear Infinectuary. Finiband being praised for its low latency as a standard. But it also has limitations. Ethernet has a much higher bandwidth ceiling. You mentioned 800 gigabyte port speeds. I don't think that Infiniband quite reaches those speeds as yet. So I'm curious if you could walk us through these two competing standards.

Sure. And maybe I'll give a little more context on this setup here. So what's happening as folks are building out AI, they're putting together clusters of GPUs in their networks. And we refer to the connections to those GPUs as a front-end network and a back-end network. So if you're interacting with AI and either typing something or submitting some drawing or video that's going to be rendered or changed by an AI cluster, It goes through the front-end network and goes into that cluster. And the cluster starts operating on that information with a high-performance communication from GPU to GPU.

It's not one single GPU that's doing the AI, if you will. It's an entire cluster. And the workload between those GPUs is very intense. And you have a very expensive endpoint in that GPU that you're very interested in keeping fed with data and information to get your best utilization out of that asset, if you will. So that's the context. What is the backend network for GPUs? NVIDIA has integrated their GPUs with Infiniband and will offer that as a design reference

or stack, if you will, to build out a GPU cluster. And Ethernet is increasingly viewed as an alternate to that technology. FACTS-On Infiniband itself, it was created by a group for high-performance computing. At the time, a number of companies were frustrated that Ethernet was only one gig per second and saw an opportunity to move to 10-gig. And Infineband encompass this 10-gig interface, the first to do that, as well as get a better support by doing DMA or direct memory access from computer to computer on the high. host side called RDMA. So those two innovations, as well as kind of a credit-based congestion control

for InventiveBand, were very important in those early HPC clusters. Ethernet doing what Ethernet does, which is basically evolving as a community to take on new use cases and increase levels of standardization, said, ah, well, we could do 10 gigabit. And also, we could take this RDMA construct and run it over Ethernet and developed a technology called Rocky 2, Rocky Version 2, RDMA over converged Ethernet, and basically do a similar function that in Phinebam. Time has gone on. Those capabilities are still in Ethernet today, and we've had many customers deploy AI on top of Ethernet as the back end. It's performed extremely well. So interesting how two-worthy sort of rival standards can promote innovation as one seeks to sort of leapfrog the other.

I wanted to ask you a bit about hardware requirements from the aspect of development, how you think about routers and switches in this new age where the AI data center is driving a lot of the thinking around networking. For a long time, you all have had many advantages versus competitors. You have a great product, robust development. And, you know, as we've talked about, you offer a way for developers to have a lot of control over their network. What's changing as you, you know, in charge of a platform here at ERISA look out over the landscape? What's different today than it was before generative AI burst onto the scene? Let me start with maybe one thing that is the same. or continuing because of AI, we've always focused on these cloud networks, which always

drove the highest performance networking, 100 gig, moving to 400 gig. And CPUs continue to drive performance, but not to the extent and weight that we see these GPUs. And the concern about stalling and not utilizing your assets well is driving a hyper focus to the next generation with 800 gig. folks are very excited about seeing that technology. Certainly, it would have happened at some point with the traditional data center, but the GPUs are really putting that performance aspect front and center. The second piece that is different or changing is because of those speed increases, we typically just would worry a little bit about power, but mostly about signal

integrity and the integrity of the boards. Thermal power and being able to deliver power is becoming a key focus for our customers, not just for the network, but these GPUs themselves. And then how they power and cool their data centers is becoming an increasing focus for customers across the board. So our teams are spending a lot of time on this generation, but also thinking two generations out around how we will cool and power the next generation networks. That's so interesting to hear you say that because it seems that every tech business that we study that's involved in this ecosystem from Microsoft on down to small startups are

grappling with the same problem. It affects everyone. You all have made such a successful transition into sort of the new data center and new modes of networking. As the person sort of in charge of platform at Arista, what in your mind is the single most important thing for the business to focus on in terms of strengthening the platform over the next five years? I think the breadth of the use cases that we now serve and are going to continue to serve

increases. And in my role, developing the hardware platforms, the breadth of those platforms from the highest end, GPU, AI-centric devices that interconnect the largest scale is at one extreme. on the opposite extreme, the access point that goes into some remote site that someone has, and being able to operate the consistency of those in the same manner through a single operating system with a single management stack becomes the challenge. Basically, the network, you know, physical network is the infrastructure for these additional two layers to run across independent of size and scale. And that's the challenge that, uh,

that our team's lining up to execute on the next month. As always, people on the program may have interests in the stocks they talk about. And The Motley Fool may have formal recommendations for or against, so don't buy ourselves stocks based solely on what you hear. I'm Mary Long. Thanks for listening. We'll see you tomorrow.