Datadog, Inc. Class A Common Stock Citi Global TMT Conference
Review the key takeaways and the transcript of this earnings call.
- Datadog, founded 16 years ago and public since 2019, has grown an order of magnitude in revenue and share price since its IPO.
- In the most recent quarter, Datadog accelerated growth to 36% year-over-year, with non-AI customer growth rising from 18% to the high 20s over the past year or two.
- Datadog holds about 13-14% market share in observability, a market growing 15-30% annually depending on estimates.
- The company has expanded its product portfolio with BitsAI, an AI agent platform that automates investigations, code optimization, and agent/application building, with positive customer feedback especially from Japanese clients.
- Datadog’s business model is usage-based, with evolving packaging such as AI credits for AI-related services, allowing flexibility in pricing and billing.
- Datadog serves a broad customer base from startups to Fortune 500 companies, with average annual contracts around $400,000.
- Security products represent about a quarter of the customer base and $100 million ARR, with ongoing investment and opportunity as security roles integrate with development and operations.
- Datadog maintains a high R&D investment of about 30% of revenue, focusing on AI, automation, and expanding product capabilities.
- The company’s gross retention rate is in the high 90s, indicating strong customer loyalty and low churn.
- Datadog’s competitive differentiation includes a lean, efficient go-to-market model, a broad customer base, and a fully integrated SaaS platform with access to operational data to train AI models.
- Datadog has acquired Adaptive ML to accelerate development of reinforcement learning models tailored to observability data.
- The company is expanding into adjacent categories such as digital experience monitoring and business value analytics.
- Datadog’s next billion-dollar product franchise candidates include digital experience monitoring and security, with a focus on integrated platform delivery.
- Datadog’s build versus buy strategy remains opportunistic and tuck-in oriented, focusing on acquiring teams and products that accelerate market fit and distribution.
- Datadog is dogfooding AI internally to improve support, engineering productivity, and product development velocity.
STOCKNOW INSIGHTS
Continue with outlook and guidance.
Log in to unlock executive comments and Q&A highlights.
Log in for the full summaryStockNow uses AI to translate and summarize earnings calls. Accuracy and completeness are not guaranteed.
Transcript
Preview the first fifteen paragraphs, organized by speaker.
Good afternoon. Good evening to those of us joining on the webcast. I will give you all a couple of minutes to settle in here. Without further ado, just a few introductions. My name is Fatima Boolani. I jointly head up our enterprise software research coverage here at Citi, and I have the distinct pleasure of hosting our keynote session this afternoon with the CEO and Co-Founder of Datadog, Olivier Pomel. Olivier, thank you so much for taking some time to sit down with me this afternoon.
Thank you for having me. We actually were a 15-minute walk away from here, so I can get right back to work afterwards.
Good. You got your steps in. We want to give you a balanced schedule today. I wanted to set the stage with you with the word sweet 16. Datadog is 16 years old as of June, and you are approaching right around half that time as a public company. You went public in 2019. I wanted to ask you, what is the latest and greatest on where Datadog is today, and how the company has evolved, not only in its tenure as a public company over the last 16 years, but most notably in the last 12-18 months?
Well, first of all, it has been a lot of growth. When we took the company public, we were right in the middle of, I would say, the early innings of the cloud migration, and that is what we were known for. That is what made the company. Today, we are in the middle of the AI transition, which I think is a lot of the same, quite a little bit bigger. We have come a long way since we took the company public. I think we are an order of magnitude larger in terms of revenue. We are an order of magnitude. I think we also increased the share price an order of magnitude since we went public. All that is great. Yeah.
I think Yeah. Yeah. I think that's also People ask me sometimes, "So why are you still here?" I'm here for the next 10 years.
I'm here for this other order of magnitude we think is in front of us that we can get. When you look at the last quarter, we've seen an acceleration of growth. I think earnings are We had our earnings a month ago, so I might get some of the numbers slightly wrong. But we accelerated to the, I think, 36% year-over-year growth after a number of quarters of sequential acceleration. What's especially exciting to us is that this acceleration happens throughout the customer base. It's not just a matter of AI customers growing very fast. Of course they are. The rest of the business, the non-AI customers, all the companies that existed beforehand and that are not primarily in the business of AI, have been accelerating over the past year or two.
I think we said on the call, we accelerated from one year ago from, I think, 18% year-over-year growth for that part of the business to the high 20s. So massive acceleration there. What this really shows is that the AI transformation is happening. It's touching the whole customer base for us. Just as in the context of cloud migration, observability was a key part of the transformation. We also see that observability is a key part of the AI transformation. We see it in the way this happens with the customers, but we also see it in when we think of the end state. So where is everything going?
Where do we end up 5 or 10 years from now? Observability is probably the only category that remains. If AI does a lot more of the work, whatever the work is, keeping tabs on the AI, understanding what it's doing, why, whether it's aligned, whether we're getting the right outcomes for it, whether we're doing it at the right cost, I think is probably the last software category that remains at the end. Feel pretty excited about it and very busy building it out.
Olivier, you touched a lot of hot zones that I want to take a lot of time unpacking. But before I do that, you've had the benefit and even the privilege of watching and experiencing not one, but now on the cusp of two massive technological and computing paradigm shifts. I know myself, certainly, and a lot of investors in this room tend to look at historical precedents and analogs to form mental models about what could be the state of technology, the state of the enterprise software or infrastructure software stack 3 years from now, 5 years from now.
With the benefit of hindsight, having gone through the cloud computing transformation, I'm wondering if you can opine on, as we are on this cusp of a massive generational opportunity and shift with AI, what are some of the parallels that you can draw between this cycle of innovation and paradigm shift versus the cloud computing cycle?
It's actually a lot of the same things. When you think of what made us successful in the cloud age, part of it was that the roles were changing. You needed to ship faster, you needed to iterate faster as a result. Roles that used to be completely separate, between development and operations, became smushed together. I think in the age of AI, we'll see even more of that. I think we can talk a little bit more about it later, but we will see quite a bit of that between not just development and operations, but also security, maybe some of the business functions. You see the way people can build software today. Non-technical product managers can build software.
All of those roles are being pushed together, which benefits us as a business because we are in the business of bringing those people into one platform and having that one representation of the world that cuts across all of those different concerns. In terms of what we can observe, we do see a lot of the same underpinnings. We see companies need to be more digital. They need to interact with their customers digitally. They need to build up their infrastructure. They need to have applications that perform well. I would say 80% or 90% of the AI buildup actually looks like the cloud buildup. Then there is a few new layers that are appearing. There is a very deep stack we need to be able to observe and manage for the AI transition, but we will see all that.
Just to backtrack for a minute, we talk a lot about AI and all of the net new and all of the new areas we can get into. Even if you just restrict yourself to observability and the core of what we do, it is a market where we are the leader today. We have about 13%, 14% market share. That market is growing 15%, 20%, 25%, 30%, depending on who you ask, year-over-year. You do not have to have a lot of imagination to understand how we can grow 5X or 10X from that. Just the core of what we do, just extending to the tool stack, that is going to grow even faster now, I think makes for a great business story.
It has never been a better time to be an observability company. If I were to bifurcate your opportunity in maybe a simplified or a simplistic form of there is observability for AI and then there is AI for observability. Let us parse through those distinct opportunities for you and Datadog, and maybe how much of the business today is coming from just monitoring these novel AI systems, agentic AI systems, versus helping customers have better platform efficacy and utility in using Datadog by embedding and productionizing your own AI capabilities. How would you size or bucket those opportunities and their impact on the business today?
Yeah. Thank you. This is almost our branding. Our branding is we talk about Datadog for AI and AI for Datadog, and that is how we present the various parts of our business. The part that is right now growing the fastest is Datadog for AI and how we observe basically the whole stack. A lot of the stack is actually the same as the non-AI. Most of the AI companies are built on infrastructure that other companies also use. Most of the AI agents are actually spending the majority of their time using tools. The tools that the AI agents are using are standard applications, and those applications also need to be built and monitored. A lot of it is the same. I would say today, 70%, 80% of the stack is the same. Then there is a number of new layers.
FULL TRANSCRIPT
Continue the full translated transcript in StockNow.
Log in to unlock every statement, the English original, and speaker-by-speaker history.
Log in for the full transcriptCall participants
2 people spoke on this call — only 1 are shown here.
PARTICIPANT LIST
View participant details in StockNow.
Log in to see executives and analysts, their roles, and complete speaking history.
Log in to view all participantsKeep exploring
