Good afternoon. Thank you for joining today's call. With me today are George Colony, Forrester's Chairman of the Board and CEO; Kelley Hippler, Forrester's Chief Sales Officer; and Mike Doyle, Forrester's Chief Financial Officer. George will open the call. Kelley Hippler will follow George to discuss sales, and Mike Doyle will then follow Kelley Hippler to discuss our financials. We will then open the call to Q&A. A replay of this call will be available until August 25, 2017 and can be accessed by dialing 1-888-843-7419 or, internationally at, 1-630-652-3042. Please reference the passcode 6823061# Before we begin, I'd like to remind you that this call will contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as expects, believes, anticipates, intends, plans, estimates or similar expressions are intended to identify these forward-looking statements. These statements are based on the Company's current plans and expectations and involve risks and uncertainties that could cause future activities and results of operations to be materially different from those set forth in the forward-looking statements. Some of the important factors that could cause actual results to differ are discussed in our reports and filings with the Securities and Exchange Commission. The Company undertakes no obligation to update publicly any forward-looking statements whether as a result of new information, future events or otherwise. I will now hand the call over to George Colony.

Thanks for joining our second quarter call for 2017. I will give a short brief on the quarter, I will then turn the call over to our new Chief Sales Officer, Kelley Hippler who will outline her go-forward vision and give an update on the customer engagement model. Mike Doyle, Forrester’s CFO will give a financial review of the quarter and then the three of us will then take questions. I’d like to update investors on the three initiatives I outlined in Q1; sales, the ongoing digitization of our products and three expanding our user business. And I want to move to sales first. Many of you know my Mike Morhardt and the good work he has done for Forrester and his clients over the last four years. Mike is a person of great integrity and I want to thank him and wish him the best on his next voyage. I made the change in sales leadership to increase the consistency of performance. As we have discussed in previous calls, 2016 sales bookings started strongly and then became less predictable through the second half of the year. As we reported, I have promoted Kelly Hippler to the Chief Sales Officer job. Kelly is a 19 year veteran of Forrester, She has had many assignments during her career at the company, including running our vendor sales organization, leading client services in publishing and directing sales operations. She was interim head of sales in the third quarter of 2012 and she was an early candidate for the top job in the search that yielded Mike. She has most recently been running the rollout of the customer engagement model and has been a member of the executive team since January 2017. I believe the Kelly has the skills, knowledge and ambition to complete…

Thank you, George. I am excited and honored to be leading the sales and customer success organizations at Forrester. My goal is to build a world-class sales organization that delivers consistent results, which we will achieve by continually focusing on people, process and technology. On the people’s side, we will be increasing our coaching effort, especially with our newer hires. We will drive profits improvements in the short term by refining our customer on boarding process and we will continue to look for ways to leverage technology to improve the efficiency and job satisfaction of our team. Now turning to Q2 result, we continue to see solid results in our premier, core and European vendor businesses, along with double-digit growth in Asia-Pacific. As George mentioned, we continue to focus on our end user business. In Q2, we accelerated our migration into the customer engagement model, our new strategy for how we will sell to and engage with our clients as we take a page out of our customer success [ph] operating model. The customer engagement model has two selling motions, premier and core. As you may recall from prior discussions, core consists of our smaller client who buy a limited set of the Forrester portfolio and are largely sold to and serviced by our inside sales team based in Nashville, while maintaining a hub present in both Cambridge and San Francisco for local clients. Premier is comprised of our largest client who deploys the more complex solutions that Forrester has to offer and Premier user represents 25% of our annual booking. We stood up for additional North American user teams in the model last quarter and have added another in July bringing up to 75% of our premier North American user team. The North American standup will be completed in early October. Furthermore, we will be standing up our first European team in early September. While it is still early days, we are encouraged by the initial results we are seeing on the engagement front. When comparing the Q2 performance of the teams in the model over prior year, we have seen a 7% increase in both renewal retention and share of wallet for this population. In addition, we saw a modest increase in conversion rate For our core selling motion, we added 12 headcount in Q2 bringing our year-to-date total in Nashville to 23 quota carriers and 37 total employees. We are on pace with our headcount target for Nashville in 2017 and we are looking forward to opening our permanent office space in Q4. To support the transition into the two new selling motions, we had been accelerating our training efforts with the creation of a 90-day professional development plan for all roles. With that I would like to turn the call over to Mike Doyle to review our financial results from Q2.

Thanks very much, Kelly. I’ll now begin my review of Forrester’s financial performance for the second quarter of 2017, including a look at our financial results, the balance sheet at June 30, our second quarter metrics and the outlook for the third quarter and full year 2017. Please note that the income statement numbers I’m reporting are proforma and exclude the following items. Stock based compensation expense, amortization of intangibles, reorganization costs and net gains and losses from investments. Also up for 2017 we continue to utilize an effective tax rate of 40% for pro forma purposes. For the second quarter of 2017, Forrester exceeded revenue, pro forma margin and earnings-per-share guidance. Results reflect solid revenue growth, particularly in content marketing and strategy consulting where we saw double-digit year-over-year growth. We continue to make product progress on our product digitization initiative. As George mentioned, we introduced a number of new products, product enhancements and improvements to our digital client experience. Kelly took us through the progress we have made in our customer engagement model with strong performance improvement for teams in the model with the targets complete, the rollout of the remaining North American teams this year. Our plan is to continue our investments in product digitization and the customer engagement model during the second half of 2017. We continued aggressive share repurchase activity during the quarter, which, coupled with better-than-expected financial performance resulted in strong earnings per share performance for the second quarter and the first half of 2017. Now, let me turn to a more detailed review of our second quarter results. Forrester’s second quarter revenue increased by 2% to $89.7 million from $87.8 million in the second quarter of 2016, and increased 3% on a currency adjusted basis. Second quarter research services revenue decreased by 1% to…

Thank you. We’ll now begin the question-and-answer session. [Operator Instructions] And our first question comes from Tim McHugh. Please go ahead.

Thanks. First I guess just on this change in sale leadership. Basically I mean, you said that the strategy isn’t going to be really any different. It sounded like you’re pleased with some of the progress you are starting to make on that. So, if this strategy is not different, I certainly understand maybe it's a different individual leading it, but I guess what do you really pushing on differently or emphasizing that it is behind the change?

Its really about two things, Tim, one was just consistency. Talking about 2006, 2006 started well, but then the rest of the year was a choppy year. That’s really number one. Number two, I think that -- I'm looking to Kelley for really decisiveness, speed to move the decisions very, very quickly which is really what’s needed on the back half of the customer engagement model. So, it's really about consistency and speed. Those would be the two reasons.

Okay. Thanks. And then you mentioned I think the consulting backlog weakening. Is there anything behind that, I guess what would be something you see in the marketplace or staff or I guess as a just normal volatility?

Tim, it’s Mike. I think that some of this is little bit of normal volatility. Some of this as rollout the new model, its trying to put in place is because of the solution partners. And so, we’re rolling at. That one that’s lagging a little bit and I think that’s the piece that we’re putting in place, and I think we’re just I think being so much conservative. We look at the backlog and we were kind of in this deposition year ago sort of a similar place. So we’re trying hedge about a little bit and be somewhat conservative. I mean, the delivery side of consulting has gone exceptionally well, and so they’ve –we’ve run ahead of that and depleted some of the backlog properly little bit quicker that we had thought. And so, I think that the back half for the year is going to focus both in the part of the sales organization to build backlog and for the consulting organization execute against it, which they’ve done a great job by the way in the first half of the year. So, probably we’re hedging about a little bit, but again with consulting some things could be difficult to tell. So I think we’re looking at a good back half, but its going to take some more to build up that backlog.

Okay, great. Thank you.

And the next question from Vincent Colicchio from Barrington Research. Please go ahead.

Yes. It looks like you had a nice turnaround in the event business? Should we expect that to be a consistent grower now going forward and how large is that now as a percentage of revenue?

First to your question, I think Tim, we’ve got – one yes, we do expected to be a consistent grower. I think we’ve done -- I think the leadership change and discipline that’s going into the event business is going to allow to continue to move forward in a very consistent methodical way. And we’re seeing the result of that. So yes, it’s going to continue to grow. I think that our events business now is probably I would say around four percent of our revenues and what I would expect for the full year. In good years way back when we sort of never broke five because we sort of cap the number of events we have. Maybe that changes, but everything about the events business right now has gone exceptionally well for us. It’s a good team with a good leader and they’re delivery in a very consistent way.

I think John Sellazzo was leading it, Vincent. He is a very ambitious guy. And I think what he has done more than has doesn’t anyone has run last five or six years. He’s finding the hotspots quickly and go in the hotspots there – go in the hotspots immediately. Digital transformation is a new franchise you build this year and it was just been fantastic. And now taking us to our privacy, security privacy was a very, very hot topic in the age of the customers I talked about. So, I think really two things. One is, he has the best nose for the events market that I’ve seen that as leader in that business, one. And two, he’s done a great job on the sale size. He’s been part of a very, very group of people who are selling the events, not just sponsors, but also the seats. So, I agreed, we’ll have to keep them – keep this in the five percentage range just give me difficulties, which we like, we like that ambitious and obviously we’d like to grow.

So, I was wondering if you could provide some feedback on the Premier rollout in the U.S. in terms of what you’re hearing from clients, it sounds like you are happy with what you’re seeing so far.

Hi. This is Kelley. In terms of client feedback on the customer engagement model, its actually been overwhelmingly with the installation of customer success manager who is dedicated to the account, to help, make sure that clients are getting value, day in and day out from their relationship. We’re seeing really positive feedback. The CSMs are able, because they know their clients initiatives, they can anticipate what they need, connect with the appropriate Forrester resources and we’re already seeing significant upticks. And our engagement scores which we know are early indicators of where we know our tensions going to fall.

And so, if you can give us some color, you’d mentioned that Europe had a good quarter. What particular work right there and do you expect that the fall through in the second half?

Sure. So, with regard to Europe, the vendor team had very strong performance in this past quarter. We are looking forward to putting the end user team starting with our Premier team based in the London office into the model to help drive the user side up as well in September. So, we saw very strong performance there on the vender side and we’re looking to drive up the end user business as we move them into the customer engagement model next.

And then, Mike, one last one, one for you, capital spending, what was that in the quarter?

Our caps spending events, I want to say it was drawing $3 million during the quarter, so we’re up little bit more than historical norms just because lot of product investment who make or capitalizing those, so that you’ve seen a bump of it. If you back probably four five-year we typically would spent $3 million to $4 million in a full year. So, just up a little bit and I think its going to continue balance of year on probably into next year, plus we’ve got – we sold the improvements building out our nationally office, so you begin to se some spend there. So next couple of years be a little bit not off the charge, but I think just at high rate than you’ve seen historically for us, so meaning we’re soft with spending Vince.

Okay. Thank you.

Yes. Thanks,Vince.

And the next question comes from the Allen Klee from Sidoti. Please go ahead.

Good afternoon. In terms of your sales force, it looks like you added 13 [ph] peoples sequentially compared to Q1. I think you’ve said last quarter you were going to – goal was that around [Indiscernible]. So I just wanted to try to get and understand. If you think that you’re hiring at the rate that you’re comfortable with and you’re still comfortable with the seven or 10?

Sure. So, in terms of the overall hiring we have brought on a fair number of new hires and we want to make sure that we successfully get those folks on and to productivity, so we did slowdown a little bit in this quarter, because we want to focus on making sure that the headcount we brought on board is productive, ramps well, and is successful and we’re also looking for other ways to drive productivity including some of process and technology improvements that we mentioned earlier as well.

I think relative to the full year target we’re going – because Kelley is been in the role all of a couple of weeks, we’re going to let her absorb and give us probably a new number which we’ll give you on the third quarter call. The short answer is sales account is going to grow. At what rate? I don’t know where will finish out the year. I think Kelley set some really good about getting more productivity out of the reps that we have and getting to our targeted bookings number that way.

Which is what the CEM should in fact yield.

Right. So I think that we’ll update the headcount target for sales in the next call if we fell comfortable sooner than we’ll certainly put something out, but certainly by the next call I think Kelley will have a handle probably this year and how she is thinking about the next year as well.

Okay, great. And then are some – can you tell me how much stock was bought back during the quarter, and what the share count was at the end of the quarter?

Well we’ve got 18 million shares I think on a fully dilutive basis. We spent $15 million to buy back shares and that’s probably guessing, I’m thinking out loud here, yes, around 4,000 shares.

Okay, great. And then in terms of your guidance for next quarter you’re guiding to an operating – a GAAP operating of 5% to 7%, this is a pretty big drop compared to this quarter and last year. And I’m just wondering kind of what’s behind. And then maybe just a bigger picture question of how you think about kind of margin, what the potential is longer term? Thank you.

Okay. I think that couple of things are happening. We said it was going to be a year of investment, so the investment is going to continue to into next quarter. And we do normally see a few events in the third quarter and third quarter has always been somewhat an unpredictable quarter in terms of other activity as it relates to consulting and advisory deliveries. So, I think we’ve been somewhat tampered in terms of how we think about our revenue performance for the quarter. Meanwhile, we’re making assumption about a continuation of investment both in product and in the customer engagement model. As we go forward obviously we haven’t change our guidance for year, so we’re sill very comfortable in with both for the revenue and margin assumptions there. As we think about next year, we haven’t given guidance yet. Other then to say our target will be to expand margin but we haven’t got specific, Allen, in terms of specific target. So that -- maybe we can give more color on the next call, we just haven’t – we haven’t blown out our planning process yet. We finished up lot of strategic planning work. We’ll look more to do there, and then the annual operating plan work starts in about a month.

Okay, great. And my last question just anecdotally when you talk to your customers what’s the sense that you get about their willingness to spend more or the same or less?

You’re talking about spending on tech in general or on Forrester?

For Forrester, yes.

Well, I think as you know we’ve been challenged in enrichment over the last two years. Look, the market is not our problem. Our board member from the Netherlands was here over last two days. I said how is the business in Europe? He said, business is terrific in Europe. But yes, you could see there’s some retail I talk about in my remarks that retail is vastly challenged by the age of the customer. So these are challenging time, these are difficult times. There are times to where there is a lot of opportunity for us. And I think this is really about the customer engagement model. The ability for that, what we call that solution partners to move into an account, understanding exactly where the challenges are and be able to sell a base product and then continue to add on that product to enrichment. So the dollars were out there, we just have to go get them at this point. I don’t know if you any other ideas there, Kelly, but….

No. I would agree that. And I do think at overtime as we’re engaging with our clients on the issues that they care about most, so customer experience, digital transformation, we are fully expecting that the investment will follow up.

And we just did a lot of research on our clients and this was research we did where one set of the companies knew who we were. If the set was totally blind and we ask one of the two largest challenges for your company and these are some CEOs, CIOs and CMOs. And challenge one was improving experience for customers, and number two is digital transformation. So we are -- as I said in my remarks, we are definitely going where the market is headed. That’s not our problem.

And I think to close out to George’s point, I think that, yes, customer engagement model and we’re also seeing which is encouraging is where we make enhancement and changes as to product, we’re getting the kind of attraction we wanted. We have more on the plate, more to come and so I think engagement model coupled with product changes are going to start really unlocking the enrichment opportunities with our clients.

Okay. Maybe I can sneak one other thing in. Any thoughts on just if were to do an acquisition what generically would you like?

I would say that historically what we’ve said is that obviously its M&A is sort on our list before internal investment, but what we said is geography, right product has always been a piece and I think things that can expand what we have, but the other piece maybe is can we accelerate some of our businesses and get more digital products by buying into space we already play in, but maybe getting digital traction as well. So, I think there’s things out there. We are, as George said on the last call looking to do at least one a year. Because we are far enough along with some of the structural changes of the selling model, we’re in place where I think we can absorb and acquisition at this point and do good things with it. So, another area we look to on is to buy more clients in the roles that we serve. So CIOs and CMOs as a example, and we just took a very long look at a company which had I think over 700 CIOs – excuse me, CMOs as clients, but we did not do that deal because we found due-diligence for the CMOs were not high level enough for us. They tended to come from companies from 500 million to 1 billion, that’s not we’re playing above 1 billion. So, to acquire additional clients in the roles we service also a very big – is an imperative for us.

Okay, thank you so much.

Thanks.

And we have no further questions at this time. I’ll turn the call back over to Mike Doyle for final remarks.

Okay, thanks everyone for joining the call. We look forward to getting out on the road and meeting with each of you during the course of the quarter and obviously if any follow up questions please feel free to reach out to me directly. Thanks very much.

Thank you ladies and gentlemen. This concludes today’s conference. Thank you for participating and you may now disconnect.