Workiva Inc. Goldman Sachs Communacopia + Technology Conference 2026
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All right. I think we can go ahead and get started. Thank you all for coming today. I have the pleasure of hosting Workiva CEO, Julie Iskow. Julie, thank you for being here with me today.
Thank you. Pleasure to be here.
We're going to touch on some near-term dynamics, but first, I'd like to start with your longer-term view of the business.
Julie- Wow. Jump right in.
When you look five years out, what do you want Workiva to become today that it's not?
Well, let me start by saying what it is today, and Workiva is a trusted platform for the office of the CFO. We manage the data that matters most for that office. What we have become is a platform that is managing regulatory work for customers in three key categories: financial reporting, non-financial or sustainability reporting, and then GRC, or governance, risk, and compliance, which is audit, risk, controls, et cetera. That's what we do today, those three categories, and we do primarily the reporting around those categories. But as we've evolved, and as new technology like AI, and particularly agentic AI, has come into the scene, we've been transforming our platform, agentic first.
The combination of the platform that we have today, with that transformation and AI, in particular agentic AI, what we are able to do now is expand into the broader realm of regulatory work even beyond the categories that we do today. But it's also doing more than just the report itself. With agentic AI, which does planning and reasoning and executing and taking action, there is the opportunity for us to actually help customers stay compliant. So the idea that we become a platform for companies to rely on for regulatory work is something we see ourselves evolving to over the next several years. Five years is a lifetime in technology.
Yes, it is. that question is hard to look at.
But in the direction the platform is going, the strength that we've built with the platform, the expertise that we have in regulatory work, and the trusted customers and so forth, we're able to expand more broadly into other realms beyond what we do today in regulatory disclosure and regulatory work.
So in that same vein, when you think about that longer-term vision, which part of that do you think investors are still under-appreciating?
I think it truly is 100% that we have these earned advantages. And I call them earned because over the last decade and a half, we've been building the platform, and we have over 6,000 enterprise customers all over the world that trust us. They trust us enough to put their data with us, their pre-public data in our platform, their financial data, their non-financial data, their controls, risks, and so forth. So we've got that. When you have those customers that trust you, and you can learn about them and their business, and that goes into your platform, that becomes more agentic-capable, you really can serve those customers in a better way. We can do more for them. We can onboard them easier. We can more quickly bring them to value with every new piece of regulatory work that we do. So I think that is huge.
That distribution is considerable. We also already connect to their technology ecosystem where so much of that data is accessed. So the fact that we are already in, that we have the technology, that agentic AI is here, and that we can move quickly like a startup, we're able to go build these capabilities far faster. We're able to bring more value to the customer, and serve them on the platform. So I truly think that those earned advantages are really not yet well understood or appreciated, and what that can do for us as we move into the coming quarters and years.
I want to ask a little bit about the 2030 framework that you've laid out. Sort of a two-part question. When you think about that framework, what gives you the confidence in it? At the same time, which part of that plan, in your view, carries the greatest execution risk?
Sure. We're very thoughtful as we are in our guidance consistently quarter after quarter, year after year. When we put that framework out, we thought through what it would take to get there, both on the top line and the bottom line, and felt confident, and still do. In fact, we had a 2027 target and 2030 target, and in our last earnings call release, we talked about meeting the 2027 target already this year. That leaves us with the focus on 2030. We feel confident. We've laid out a plan, and we understand how to get there. I think it really is up to us around execution. Even though top line and bottom line, one, of course, is more controllable than the other. One is probably more challenging to ensure than the other. But it's all about executing. It's about executing on the top line.
It's about that new customers, account expansion, and retention, and continuing to be consistent there. On the bottom line, it's just improved operational effectiveness and efficiency, as you've seen us do, and continue to improve on our margins. We feel very comfortable with what we've laid out.
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