Lightspeed Q4 my notes

Hi all,

Lightspeed POS just reported their Q4 2021 (three-month period ending March 31 2021) results. After reading Ethan1234’s deep dive and Q3 results back in February I decided I wanted a position in the company. As a sign of recognition for him as well as this great board, I’ll try to follow up on their latest Q’s results and give you my take on them.

Press Release:…

Fourth Quarter Financial Highlights:

  • Total revenue of $82.4 million, an increase of 127%

  • Recurring subscription and transaction-based revenue of $75.3 million, an increase of 137%

  • Adjusted EBITDA[1] loss of ($9.6) million, which improved to (11.7)% of revenue[1] from (17.0)%

  • Net Loss of ($42.0) million as compared to a net loss of ($18.6) million. After adjusting for certain non-cash and non-recurring items such as acquisition-related costs and stock based compensation, Adjusted Net Loss[1] was ($11.2) million, or ($0.09) per share[1].

  • At March 31, 2021, Lightspeed had $807.2 million in unrestricted cash and cash equivalents

Full Fiscal Year Financial Highlights

  • Total revenue of $221.7 million, an increase of 84%

  • Recurring subscription and transaction-based revenue of $202.3 million, an increase of 89%

  • Adjusted EBITDA loss of ($21.2) million, which improved to (9.6)% of revenue from (18.0)%

  • Net Loss of ($124.3) million as compared to a net loss of ($53.5) million. After adjusting for certain non-cash and non-recurring items such as acquisition-related costs and stock based compensation Adjusted Net Loss was ($24.2) million or ($0.23) per share.

  • Adjusted Net Loss for fiscal 2021 was (10.9)% of revenue versus (17.1)%) in fiscal 2020.

Q4 Update of the Business:

Early success with the integration of latest acquisition.

  • “Since joining Lightspeed (ShopKeep & Upserve) we have had success leveraging our combined scale to recognize more favorable terms from one of our Payments providers. Improving the payment economics for these acquisitions was always a priority, but in this case, we achieved our goals much earlier than anticipated. This is one of the reasons we had such strong results in this quarter.“
  • “In addition to improving the top line, our greater scale is also helping on the cost side as well, notably on our customer acquisition costs. Our increased scale and brand recognition in the U.S. market is resulting in increased traffic to our own site. With U.S. site visits up 50% in this quarter versus the same quarter last year, which generally leads to more cost-effective lead generation for Lightspeed. In an industry where customer acquisition costs are increasing, we are happy to see our costs remain relatively flat.“
    Me: I thought that line from CEO was spot on: “I think these two examples illustrate that the benefits of our M&A strategy are not distant or qualitative but rather immediate and real.“

Google partnership
Goal is to:

  1. “Improve product discovery for small merchants on Google’s popular search engine… our merchants will be able to display live inventory levels on Google search results. Rather than ordering online, consumers will know they can walk down the street and find what they’re looking for at a local merchant“.
  2. “Allows merchants to easily manage ad spend and improve the discovery of their locations… help small merchants compete with large online marketplaces“.

Experienced strong trends in March & April after having a slow Jan & Feb due to lockdown/restriction

  • “Overall, as we entered Q4, we were seeing increased lockdowns, which negatively impacted our business. But as we exited, we saw some regions begin to lift those restrictions, March proved to be a very strong month. We saw new business really advance especially in EMEA and in hospitality.“
  • “Payments again had a very strong quarter both in terms of revenue and new customer wins. We added more Payments customers than any other quarter so far by a wide margin.“!!
  • With the economy reopening in the U.S. Canada & EMEA these trends are likely to continue and accelerate as we move forward.

Table of revenues including Acquisitions:

                                                                                              adj EBITDA
Fiscal Quarter      Revenue (m)   YoY Growth    QoQ Growth     GMV (b)     adjusted EBITDA    (% of Rev)
Q4 2019                21.3          36%                         4              -4.1            -19.2%
Q1 2020                24.1          38%          13.1%         4.6             -5.1            -21.2%
Q2 2020                 28           51%          16.2%         5.4             -5.1            -18.2%
Q3 2020                32.3          61%          15.4%         6.2             -5.3            -16.3%
Q4 2020                36.3          70%          12.4%         6.1             -6.2            -17.0%
Q1 2021                36.2          51%          -0.3%         5.4             -2.2             -6.1%
Q2 2021                45.5          62%          25.7%         8.5             -2.8             -6.2%
Q3 2021                57.6          79%          26.6%         9.1             -6.6            -11.4%
Q4 2021                82.4          127%         43.1%         10.8            -9.6            -11.7%
__*guide                  92           154%         11.6%__

  • Assuming they beat by the same margin they did in Q4, which could very well be possible since they stated that: “long as the pandemic remains, we will continue to be cautious in our outlook“, that would bring them to 108 millions (forecast for Q4 of 70 millions and they did 82.4 = beat of 12.4 millions or 17.7%) representing a YoY growth of 198% and a QoQ growth of 31%!

CFO made this comment regarding Gross Margin: “Gross margin for the quarter was 53%, it was 57% for the year. Overall gross profit grew by 85% in the quarter and 57% for the year. The decline in gross margin year over year reflects the growing impact of our payments business and lower hardware margins achieved this year due to various incentives we extended to our customers to encourage adoption of our solutions as economies reopen.“

Table of revenues excluding Acquisitions:

Keep in mind that Q3 2021 was the first quarter where they included revenues from newly acquired ShopKeep and Upserve. Here is what Q3 & Q4 2021 organic numbers looked like:

Fiscal Quarter      Revenue (m)   YoY Growth    QoQ Growth
Q4 2019                21.3          36%                
Q1 2020                24.1          38%          13.1%   
Q2 2020                28.0          51%          16.2%
Q3 2020                32.3          61%          15.4%
Q4 2020                36.3          70%          12.4%
Q1 2021                36.2          51%          -0.3%
Q2 2021                45.5          62%          25.7%
**Q3 2021                49.3          53%           8.4%**
**Q4 2021                51.2          41%           3.9%**

However, as RafesUserName pointed out in his post: “This is one case where I don’t think it is right to completely try and remove the effect of acquisitions. They have been incredibly good at finding acquisitions that add significantly to their offerings or customer count…these have a big impact and really power multiple channels of growth; existing customer product expansion, more attractive as a platform for new customers, add new streams of revenue (e.g. payments), etc.“.

Me: I have to agree with that statement. Management told us from the beginning that M&A would be an important part of their strategy “M&A has always been a part of our strategy, and in the last six months, it has been front and center.“ + they are telling us that they are already seeing the benefit of the recent acquisitions: “Improving the payment economics for these acquisitions was always a priority, but in this case, we achieved our goals much earlier than anticipated.“

My notes from the conference call:

  • Management telling us they had a great quarter considering lockdown + Q4 being traditionally weaker
  • Organic and inorganic growth
  • Google partnership to give smaller business better exposure (Location + Ads)
  • Best quarter ever for customers contracting for Lightspeed payments
  • Still only 10% of overall penetration in GTV = Long runway ahead
  • Fist 2 months of Q were slow, and then March & April showed promising signs regarding the reopening
  • Australia as an indicator of future trend with GTV growing 75% & ARPU per location growing 50% YoY
  • Subscription ARPU, which excludes our transaction-based revenue stream increased by over 10% as more and more customers adopt functionality beyond the basic POS (Me: I think that was only Australia again)
  • Very strong e-commerce (100% growth)
  • Retail growth of 65%
  • Hospitality being the most impacted vertical showing negative growth YoY
  • Looking to pursue M&A in the future
  • Next M&A effort will target technology acquisition rather than geographical penetration

Questions & Answers:

Nice job on renegotiating payment terms of – on recent acquisitions.
And Brandon, you mentioned that you now have more control over the merchant relationship. Can you elaborate on what you think that means for potential penetration of the back book at those recently acquired companies?

Yes. Thanks – thanks for the question. It’s all good news. You know, we’re quite pleased with our ability to get this done at the pace we got it done.
And what this amendment does is most importantly, it allowed us to achieve better economics. But not too far behind that, of course, is just getting better control over the end-customer relationship, which is important. To your question, I think it really opens the door for us to continue to migrate the back book, as you called it, at a good pace this year, alongside what we do with the rest of the Lightspeed’s core business. So, this really kind of opens the door to let that happen.

And I think encouraging comments too on customer acquisition costs. Can you provide an update on what LTV to CAC looks like today and or what the break-even time by cohort is? It sounds like that’s improving pretty nicely.

Yeah, it is. I think it all starts with – the some of the ARPU stats that we gave, you know, obviously, in that growth, 50% year over year, which, you know, was pretty core to the thesis. You know, we think there’s a lot more economics to capture for the customer. That of course lead them to an ever-improving LTV-to-CAC ratio for us, which has been, you know, also pretty fundamental to the model.
You know, we’re really encouraged by ORCN in terms of leveraged sales and marketing as a percentage of revenue. It’s come down significantly year over year. And all that kind of comes together and allows us to continue to invest for growth, which is, you know, what we’re very wanting right now, given the position we feel we’re in a market that is only accelerating right now in our view. And our ability to capture more dollars per customer, of course, allows us to keep that investment at a level that makes sense from the overall business with a – with an eye to long term as being a really profitable business.

You talked about you’re seeing the benefits of the reopening. Have you seen the mix of e-commerce versus brick-and-mortar GTV in regions that reopened? Have you seen the mix of that change?

Yeah. So, very quickly, sorry. I don’t want to lose too much time. But, you know, we’ve seen – when you look at our business, e-commerce continues to be very strong.
So, we’ve seen growth year over year, you know, at about 100%. Retail physical brick and mortar has rebounded, and we’ve seen, you know, growth up to 65% year over year. And hospitality, of course, with, you know, the curfews and COVID have continued to remain low where they’re still under year over year. But what we’ve seen in the last quarter and we – if we look at the month of March, we’ve seen a real rebound there.
So, I think for us, what’s important is as we’ve always said, omnichannel is core. And I think the value of that is we can help our merchants service their customers on any channel. And herewith now, we’re seeing the reopening, which we’re seeing revenues go back into strong growth on physical. And so, it makes us very – very positive about the future.

OK. Thanks. Can you remind us that there is a difference in economics between online payments versus brick-and-mortar payments’ transactions?

Slightly better online. I’m not, you know, overly materially different, but, you know, we do get slightly better online.

OK. And the just one follow-on for me. How are the early days of payments doing in Europe? I know you just recently launched it, but is the adoption rate comparable to what you saw when you first launched it in the U.S.? Thanks.

Very early days, Daniel. So, more to say in the future on that. But yeah, we’re optimistic that’ll be a great market for us. It’s just really early on at the moment.

Merci. Thanks for squeezing me in. Last quarter, you talked about Australia as an example for, you know, a region and country that is reopening. Can you just kind of maybe kind of continue there like how did that kind of evolve from, you know, the opening last quarter? And then the follow-up to that is if you look at March being the strongest quarter, was that kind of pent-up demand, or do you think that’s the new normal? Thank you.

So, Australia continues to be very strong. And actually, what we’ve seen in Australia was starting in the U.K. with all the reopening. So, again our thesis here is as markets reopen, this is going to be a strong positive for Lightspeed.
GTV in Australia is growing 75% year over year and I think that’s a great number, considering last year they were not in the same position we were with COVID. So, what we’re seeing is as markets reopen, there’s a lot of new concepts that are created, there’s a lot of a – a lot investment going in into our markets and this creates a higher GTV and a lot of demand for our products.

Thank you. And then the – if you think about it, you had the strongest new customer quarter you mentioned on – in months on March. Is that like do you think that’s a pent-up demand or it’s just like a idea of what’s going to come? Thank you.

I think it’s the result of Lightspeed having a good offering for the market and the results of a very dynamic market and the reopenings. So, we – we’ve always felt good around the after-COVID world and everything we see now confirms what our thoughts have been, which is after COVID, Lightspeed is even more relevant given how strong our platforms are for the physical world. And yes, so I think March – if March is a reflection of what the year is going to look like, we’re very happy.

Hi, good morning, guys. With respect to the new payment agreements for ShopKeep and Upserve, just to clarify, I think you moved those from a referral relationship to Lightspeed Payments. Are you now paying it back to those customers, if you could confirm that?

Yeah. We didn’t – so I think as we mentioned, there was going to be a period of technical integration with these newly acquired businesses that was going to take us some quarters. So we haven’t completed that. You know, that work still remains ahead as my earlier comments, hopefully, reflect it.
And our intention is to, obviously, not just with payments, but with everything we do is to get all of these customers on the Lightspeed core offerings. But recognizing that that was going to take some time, what we did is approach payments partners and say, "You know, look, we’ve got this infrastructure. We’re happy to take on more of the obligation historically it had been. And that – and then also leveraged kind of the scale of the business to encourage folks to give us better economics on the overall transactions as well.
So it just allows us better customer control. It got us better economics, which is really important. And we were able to do it all on a much quicker pace than we otherwise would have. So that makes sense.

Yeah. But to clarify, then, that means that maybe over the next year as you – there could be further upside in economics as you actually grow some of those customers to full Lightspeed Payments? Is that the takeaway?

Yes. Yeah.

OK. Great. Dax, if you could give us an update in terms of just the integration of various platforms and where that stands? I mean, obviously, [Inaudible], but just in terms of the prior acquisitions, what remains to be done to get a different kind of platform?

Yeah. So I think we’re highly encouraged by what we’re seeing on the hospitality convergence of platforms. You know, we’ve got our flagship product now, you know, being sold in EMEA. Termly, we call it K Series.
That will be making its way to the U.S., you know, by summer. But, you know, we also have amazing assets, analytics from Upserve, you know, other functionality around inventory management for restaurants from [Inaudible] that will all make the reference platform. So on the hospitality side, where, you know, things are really rolling and we expect to have extremely competitive products worldwide this year. On the retail side, retail e-com side, we’re also, you know, barreling forward on that convergence plan.
And we’re going to go from what I think is the best retail cloud platform to a truly unbeatable one with the combo of ShopKeep and all the Lightspeed technology assets.

Thank you, team, for the update. I wanted to go back to the Google integration that seems quite notable. So I’m just curious, once this is fully fleshed out and rolled out, will a consumer be shopping online and maybe whatever the category is, say, a bicycle and see, “OK, this is, for example, what I could buy from an online-only merchant and right next to it. Like here is an image from a supplier at the bike shop down the street.” So I’m just – you may not know at this point, but I’m just kind of curious how this is going to be presented from a consumer perspective?

Yeah. Local Inventory Ads, which is, you know, Google LIA. That’s one part of our integration with Google, will show consumer where they can buy that item, you know, nearby. You know, as a business, now in Lightspeed, you can set a radius that shows where your locations are and what the – what radius they serve.
And so serving up high, you know, high-quality images, potentially from our supplier network, allows them to be prioritized in the Google search engine. So it’s discoverability for local merchants. Those merchants may also have an online presence. So it will serve to drive traffic to both channels.
And that’s really the idea here is how do we help our businesses succeed as omnichannel merchants, how do we drive traffic to them? And I think Google is the perfect partner for this. And if they want to go further, they want to go further than these local inventory ads, which are free as part of our system. They can set up smart shopping campaigns, which is also a part of this integration, which allows them to more proactively market to customers in their area.
All of this is part of our strategy to actually help physical businesses have the same strategies as digital businesses. So giving the ability for someone who’s spending an ad online with Google to actually measure the real return on investment in physical sales. And I think that’s really exciting. And that’s, again, the value of our platform in the cloud is we can now do this.

I also wanted to ask on the new customer front, you had some pretty high-profile, well-recognized brands. When you look maybe just across the composition of the gross add that you’re bringing in, do you feel like there’s a notable shift upmarket taking place? Or maybe that’s just more natural evolution that you’ve seen and the types of customers you’re bringing on?

So, you know, we started – we had a lot of relocations and then, you know, multilocation. And what we’ve seen last time is that we have, you know, bigger and bigger customers, but I think it’s just a natural growth. What we did, remember last year, as we’ve said, we put in place a team in charge of mid-markets, and, you know, we structured the company to support mid-market in a better way.
And I think it’s just the result of that strategy that are paying off then.

I want to dig in a little bit on the location ads.
So that was a real highlight of the quarter, a top-leading indicator of future results. So in terms of the mix, if we think about any group of new locations coming in, let’s just say there were 10 or 100, just to make the math simple. Can you just talk about what portion of those would be newly formed businesses, just being created a new retailer or a new restaurant versus existing businesses that might have switched over to Lightspeed? And maybe just talk about how that might have evolved, what that percentage those mix percentages might have looked like a year or two ago, and what it might look like now? And how it might look ahead as more and more new businesses are formed coming out of COVID?

Yeah. So I think – so we haven’t seen an evolution in the blend. So we’ve always had kind of a, you know, give or take, the same blend of, you know, new creation, people creating new concepts versus switchers. So we have this logic of starters and switchers, and, you know, the blend hasn’t changed.
However, what we’ve seen is that, you know, during the pandemic, we have more and more digital demand, where we had a lot of demand for curbside pickup, and we had a lot of demand for e-commerce. What we’re seeing in the markets that are reopening is that the demand goes back to the other side, where there’s a lot of demand for physical platforms and actually for new concepts. So I think for me, what we’re seeing is as markets reopen, the blend in terms of digital versus [Inaudible] go back to what they were pre-pandemic, but we haven’t seen any kind of visible shift from, oh, these are only people opening new versus switchers. I think we’ve always had a good blend of each.
And what we see also is that on different geographies, we have very different demand. And the markets that are completely reopened like, you know, now the U.K. or Australia, we see a lot of demand that goes back to the physical world.

Back to the payments business, within some of the revenue share agreements that you have, either with your existing within Lightspeed’s revenue share agreements, so not Lightspeed Payments, more of the sort of traditional ISP rev share business that’s more legacy for you guys. And then maybe in some of the acquired properties as well. I understand there are some nonsolicit agreements in there, and there’s sort of a time frame where you can’t maybe approach all of those customers as quickly as you would like and maybe puts a little bit of a governor, but that should be opening up at some point.
And maybe you could just put a little bit of context around the mechanics of how that works and how that presents a nice opportunity ahead.

Yeah. You know, I think it’s pretty standard practice in this industry where, you know, you’re getting kind of a referral-based revenue stream from one of the payment processing partners that coincident without your signing a nonsolicit. These contracts also will have terms on them that will expire at various points. So – and, of course, we’re – these are partners of ours and we will honor every contractual obligation we have.
Longer run, longer term, we just believe in the customer experience being a lot stronger, bringing together software and payments from a single provider. And of course, that’s the reason we exist is to make our customers happy. So in the long run, you know, we do expect to continue to wean off of these referral-based relationships, but working well with our partners as we do so. So there’s various opportunities, Tim.
And I know I’m not answering your question directly. But, you know, there’s various windows where we can, you know, take on that activity a little more directly than we can currently do. And some of those windows will open kind of tail end of this fiscal year for us. But yeah, in the long run, you know, we expect all of – just – we really believe the value prop of bringing these things together as strong customers will be coming our way as much as we want them to anyway.

On the ShopKeep and Upserve payment amendments. I just wanted to clarify.
Is it sort of largely the scale now of Lightspeed that allowed you to sort of kind of get that bargaining power? Or was it kind of, you know, your relative offering prowess to sort of recognize that opportunity post those acquisitions that led to those amendments?

I think all of those things, you know. If you think about how this naturally would play out, you know, we’ve got a partner of those businesses who, you know, now that gets the deal with a much larger entity where, you know, the greater opportunity is aggregating all these things together. So that creates, you know, opportunity for them, leverage for us. And then the conversation then [Inaudible] to, you know, what’s important to Lightspeed, what’s important to our customers, how can we do this in the way that, you know, puts our joint customer at the forefront.
And, you know, because we have the infrastructure, we become, you know, a trusted entity and the processing relationships. You know, those partners are willing to, you know, help us in that regard and help our customers in that regard. So I think it starts with scale or, you know, we have a much more compelling opportunity for these partners. And then from there, you know, just our capabilities and our infrastructure, allow that conversation or allowing that conversation to progress pretty quickly, which allowed us to, you know, make some of the improvements you saw in the quarter.

And my other question has to do with I think you talked about the subscription revenue up 10% and it’s tied in to serve the supplier network, which sounds like it’s actually a bit more increasingly and more meaningful, especially with that sort of connection in Google. So is the supplier network going to be sort of a module that merchants have to pay an incremental fee for, or will it be part of Lightspeed’s platform in general?

So I’ll take this one. The way we look at it is the supplier network is a module is going to become as we go forward a module of the commerce platform. As we said, we really want to go deep into verticals that matter for us. And within those verticals, we really want to triangulate supplier stores and consumers because there’s a ton of value for everybody in the ecosystem.
We’ve had an incredible reception from a lot of our suppliers. And actually, what we realized from this is they want to go faster than we can go today. So we need to invest a lot in those capabilities to go faster. But here, as we go forward, this integration and this visibility we get for suppliers to see what is the real sell-through at the store level and vice versa, the ability we get the stores to order directly from suppliers and see inventory levels of suppliers, we think it’s key to the success in the verticals where we operate.
So there’s a lot as we go forward there that we’re going to be investing.

And that supplier network is available across the board now to all merchants?

It is.
And we’ve been onboarding them very slowly, and there’s a lot of – again, we’re very early in setting up the whole structure for every vertical. But within – we’ve been progressing a lot within the key industry, but there’s still a lot to do.
And, Richard, just to clarify one thing and maybe I’m unnecessary to, but the average revenue per customer, ARPU, on the subscription side was up 10%. Revenue, obviously, ahead of that.

Just wanted to delve a little bit more into the Google partnership. Just without getting into specifics, could you speak to the general economic model with partners like Google? You mentioned it’s free for the merchant. Is it coming up as a free organic search or – and not part of Google Ads, or is – are you paying, effectively, Google for it? Could you elaborate a bit there, please?

Yeah, I think the basic inventory ads, solely local inventory ads, that is a part of the Lightspeed retail offering. And that is – that we’ll publish and make discoverable the local inventory within a radius for that store. Beyond that, retailers can set up smart shopping campaigns. That’s another part of the integration, and that is paid for.
You know, but it is eight times – we’ve always calculated it, it’s eight times more efficient to use a smart shopping campaign because, you know, Google and Lightspeed leverage data to make it – to make that ad spend even more efficient, eight times more efficient than if that retailer was doing that on their own with their own buys. And the idea there is to make sure that we’re democratizing this kind of capability so that it’s accessible to all SMBs and not just, you know, big-box retailer, big-box e-com that can afford to plan such a campaign or optimize such a campaign. So yeah, one is free, and one is a part of a highly optimized paid campaign.
Ultimately, if the merchants are doing well, there’s a lot of transaction volume, and that’s how he gets the payback is we’d [Technical difficulty]. So our goal, again, is to just get all of our customers to be more successful than the average when they’re on Lightspeed platform.

Is there’s not an opportunity to expand that out into additional ad networks? And then can you also surface the ability for your own merchants if they so chose, you know, pay for higher visibility, either pay per click or pay per conversion?

Yeah, you know, I think we’ve gone from helping a business manage and operate a store, you know, to interfacing with consumer. And now, I think we’re driving traffic to the consumer. And so I think that this is a big I think partnership that shows what Lightspeed can do at scale, which is partner with the largest, you know, the largest companies out there in order to benefit our customers. And I think there’s lots of opportunities to continue to drive traffic to our customers.
There’s many channels, and, you know, we want our customers to be on as many channels as possible.

A couple on M&A. It seems to me even outside of the contribution from the renegotiated payment terms and some of the commentary around efficient customer acquisition like ShopKeep and Upserve together have outperformed under your ownership.
I’m wondering if you degree in any context for what’s driving that, like at this point, are those acquiring customers adopting more software, more Lightspeed modules from you?

Hey, Josh. Yeah. So I think one of the things we’re encouraged across our business, and certainly what we see in Upserve and ShopKeep as well is just the benefits of the reopening. If you think about Upserve’s business, in particular, you know, we’ve seen the GTV growth, which in turn turns into payments revenue for that business, coincident with the reopening in the U.S.
You know, I gave you some stats, 10% up March over February, and for the 14% up in April over March. And that’s been really encouraging. I think the whole hospitality segment of our business, which Upserve is the beneficiary, is showing signs of a good life as we go through the reopening and in all of our markets, and that’s led to some of the outstanding numbers we saw in March. So I think that the main contributor.
And I think, you know, there’s other things we’re doing inside these customer bases to make sure that they know they have migration paths and, you know, the things that they can do in the long run with Lightspeed. And I think that’s helping overall as well. But I’d say the primary factors has been how the collective business, including those acquisitions, have benefited from the reopenings.

More broadly on M&A, I’m wondering if this strategy looking forward is the same in the past and really focusing on I think on the pace of M&A. Meaning you’ve done a lot of acquisitions recently. Is that pace sustainable, or should we expect a period of digestion at this point?

If you look at the M&A, first, two things. If you look at hospitality in the U.S. and you look at Upserve, they’re now fully integrated with Lightspeed.
Actually, the CEO of Upserve is now the GM of Global Hospitality, and that’d be Sheryl. And then if you look at ShopKeep, ShopKeep is fully integrated also with Lightspeed, and Mike DeSimone now being the head of global retail at Lightspeed. So I think we feel good about the acquisitions. We are seeing the returns.
We’ve set up account management teams, you know, to upsell, and also to cross-sell when customers are outgrowing the platforms we’ve acquired. So – and even, you know, the CFO of ShopKeep now is in charge of Lightspeed capital. So I think we’re a good company in acquiring. I think we understand what we need to do.
And I think we feel very good about the returns. And as you mentioned, the companies within Lightspeed are doing better than outside of Lightspeed. So with that in mind, we want to – I think we will continue to be active with M&A. I think maybe the slight change is until now, we’ve, you know, we’ve increased geographical penetration and concentration by acquiring companies that were in our sector.
I think as we go forward, we’re more thinking now about how do we scale and how do we combine more technology to help accelerate the growth of these companies. And so when we think about that, we think about omnichannel, which is key. We think about suppliers. But I think you can expect active M&A, but not within the same categories that we’ve had in the last year.

Yeah. Good morning, everyone. One quick follow-up on the location count. Has ShopKeep and Upserve started to benefit from location growth as the U.S. has been opening?

Certainly, the Upserve business has. I think we’ve been, as you may recall, Todd, with ShopKeep, itself, we’ve – we very quickly moved that product into more of a nurture mode. And with Lightspeed Retail being the core product, we’re taking the market in North America. So that customer base is a little bit different.
But with Upserve, yes, for sure, the reopening has been a really nice contributor to that business.

Yeah, yeah. The question was on Lightspeed capital, we didn’t talk too much about it today. Could you give us an update and what we should expect in the coming fiscal year?

Yeah, I’ve seen more encouraging signs there. You know, that we’ve rekindled the – what was the ShopKeep capital product. JP mentioned the former CFO of the ShopKeep businesses has been helping to drive that for us. So we’re seeing lots of encouraging signs.
We’re seeing lots of good momentum. And if anything, our optimism is brighter than ever on that product line as we head into this fiscal year. It’s still early. You know, it’s still not a huge contributor.
But from what we’re seeing both with our rekindling of the ShopKeep program and taking on a little bit wider across our customer base. And then what we’re seeing with our ongoing relationship with Stripe in that respect. We’re seeing good momentum across both of those right now. So pretty encouraged, though it is still in early days.

I’m curious, did you give what the Vend revenue contribution would be for the fiscal '22?

Yeah, when we announced that acquisition, it’s about 34 million in revenue.

Right. I wasn’t sure if there was any assumed growth beyond that, but I could just start with that. And just my quick follow-up. Is just that gross profit contribution from the payment contract changed? I think you said 7 million revenue, Brandon.
So what’s the gross profit impact from that, just help us understand the P&L impact?

Yeah, we didn’t give a specific number there, but it was – if you follow through what our typical margin is on that line the business, it wasn’t quite to that extent, but we got a nice little bump from that as well.

Full Transcript here:…

There you have it folks. Some exciting trend to keep an eye on as we move toward reopening season.

Jeremy (Long Lightspeed)



thanks for sharing detail view…

one thing stand out negatively to me for LSPD is their cash burn…

Cash burn of $55M in previous quarter (ending Dec) and $24M+ in March quarter…
or ~$98M burn TTM seems excessive to me for a company with TTM revenue of $222M.
I get one time spend around acquisitions… but for this company, acquisition is not a one time thing… it is part of their business model… with organic growth in ~40% range, they will continue to add more acquisition and related cash burn to boost up growth…

Yes, I get that they have boosted up balance sheet by selling more shares recently… however, I am torn giving them premium valuation when organic growth is really in 40% range and to maintain higher growth rate, they actually burn a lot more cash than they produce…

Am I being paranoid?



I appreciate your feedback on Lightspeed.

Here is the way I see things going forward:

  1. One reason I’m being patient with them regarding their growth numbers is because they’re achieving more than encouraging results despite major headwind. Latest quarter showed organic growth of software and payments revenue of 48% and 47% for the quarter before that (let me remind you that this makes up ~91% of total revenue). These numbers were achieved while restrictions were at their highest.
    What will that organic growth look like once the economy reopens somewhat “normally“? I think it’s fair to expect something in the range of very very strong.

  2. I see them as working on the “ land “ phase organically but also actively through acquisition. They’re growing their footprint geographically (as well as technologically) where the opportunity make sense. More customers in their ecosystem means more merchants to sell modules to, more costumers using their payment solution (payment penetration approaching 10% of GTV in March, early days), more costumers using their supplier network, etc. They also said that the pandemic has given SMBs a huge incentives to migrate legacy systems to cloud based platforms. No one is better positioned than Lightspeed to fulfill those needs.

For these reasons, I feel like looking at LSPD’s TTM revenue doesn’t paint an accurate picture of what’s coming for them. Once they accelerate the expand + less macro headwind, the top line will take care of the cost related to acquisition.

Obviously I’ll be watching those signals as we go