Good afternoon, and welcome to the Paycom First Quarter Fiscal 2014 Results Teleconference. [Operator Instructions] Please also note today's event is being recorded. I would now like to turn the conference call over to Mr. Craig Boelte, Chief Financial Officer of Paycom. Mr. Boelte, you may begin.

Thank you, and good afternoon. Before we get started, I would like to note that certain statements made during this conference call that are not historical facts, including those regarding our future plans, objectives and expected performance, are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements represent our outlook only as of the date of this conference call. While we believe any forward-looking statements we have made are reasonable, actual results could differ materially since the statements are based on our current expectations and are subject to risks and uncertainties. These risks and uncertainties are discussed in our final prospectus filed with the SEC on April 15, 2014. You should refer to and consider these factors when relying on such forward-looking information. We do not undertake and expressly disclaim any obligation to update or alter our forward-looking statements, whether as a result of new information, future events or otherwise, except as required by applicable law. Also during the course of today's call, we will refer to certain non-GAAP financial measures. A reconciliation schedule showing GAAP versus non-GAAP results is currently available in our press release that we issued after the close of the market today, which is located on our website at www.paycom.com. I will turn the call over to Mr. Chad Richison, Paycom's President and Chief Executive Officer. Chad?

Thanks, Craig. I'd like to welcome everyone to our first quarterly conference call as a public company, following our Initial Public Offering, which priced on April 14. Here at Paycom, we are very confident in our future. And it is personally satisfying to see the Software-as-a-Service technology company that I founded in 1998 expand from payroll solutions in the cloud to an end-to-end human capital management suite. Today, we are the only human capital management company with a single database end-to-end product in the market. We capture employee data from the applicant, all the way to retirement and everything in between, providing functionality in talent acquisition, time and labor, comprehensive payroll, talent management and human resources. All the functionality is included in one application, which eliminates the need for integration with other systems, making it easy to use and more efficient to manage. Because the data is in one place, it is accurate, trusted and highly impactful. While others claim to manage the entire employment life cycle, they are often dependent upon partners and rarely provide the full-service payroll function that is mission critical to facilitate the employment life cycle. At Paycom, we truly have a single end-to-end offering. Now before we dive into the results, I'd like to thank our employees. Many of these -- this group are also investors in our company. I would also like to thank our clients, our investors and our advisers who were essential to getting us here. I'd also like to welcome the many new investors we met during our roadshow. We look forward to continued conversation with you over these years. I'll begin today's call with highlights from the first quarter, and since this is our first quarter as a public company, I'll spend a little more time than usual introducing you…

Thanks, Chad. I would also like to reiterate how pleased we are with the company's performance in the first quarter. I will review our first quarter financial results, as well as our guidance for the second quarter and full year 2014 in detail in a moment. Before doing so, I want to quickly review a few key elements of our financial model, as this is our first quarter as a public company. One of the attractive characteristics of our business is that approximately 99% of our revenues are recurring revenues, based on fees clients pay us for our talent acquisition, time and labor management, payroll, talent management and HR management applications. The services related to recurring revenues are rendered during each client's payroll period, with the agreed upon fee being charged and collected as part of our processing of the client's payroll. Collectability is reasonably assured as the fees are collected through an automated clearing house or a direct wire transfer as part of the client's payroll cycle. Because of the recurring nature of our SaaS-based business and high retention rate, we have excellent visibility. We charge implementation fees for the deployment of our solution and generate other revenue from -- as part of our time and attendance services. Implementation revenues are recorded as deferred revenues and recognized over the life of the client, which is estimated to be 10 years. Because this is a cloud-based SaaS model, we enjoy high gross margins of roughly 80%, with cost of sales largely consisting of hosting and support costs for our applications, along with employee-related expenses for client support, delivery and bank charges. We operate our own data centers and have been consistently benefiting from scale advantages to drive leverage. We kept paid commissions to our sales reps based solely on new…

Thanks, Craig. As you can see, we are very excited about the future of Paycom and have high expectations. Before we open it up for questions, I want to layout 3 key initiatives for driving continued profitable growth in 2014. First, we will continue to invest in our industry-leading SaaS solution. Our internal technology capabilities and product development are second to none, and we will continue to go deeper into the product suite throughout the year. We look forward to consistently adding new functionality, like the recent survey tool and mobile employee self-service and reporting modules. Second, we will continue to invest in our people. Attracting new talent and getting them up to speed the Paycom way is critical to our long-term success. We have been very successful in this regard and expect to continue to add to our deep bench of R&D and sales teams. Finally, our sales office growth strategy is working and we are confident this is the right go-to-market model. We added 5 cities in the first quarter because the demand was there and we were able to attract the talent we needed to act quickly. We will continue to opportunistically add new offices as the sales talent and market conditions demand. Just to give you a little more perspective, we had planned on opening 3 new offices in the first quarter this year and one more in the remainder of the year. We exceeded our internal goals and opened 5 new offices, because what we are finding is that the demand for our product is exceeding our expectations. At the same time, we are getting better at developing our sales talent and they are ramping up their productivity faster. Our value proposition is resonating with businesses as they experience the benefits of our single database solution. As important as SaaS is, it's not a standalone solution. The product has to be differentiated. Paycom's key differentiator is that our SaaS solution uses a single database to provide all functionality included, eliminating the need to patch together multiple solutions, which allows a business to turn what was disparate data into actionable information. Because of that, we are winning our clients over, and they're changing the nature of their employee communications and processes. We really appreciate your interest in the Paycom story and this is just the beginning. Paycom's off to a great start as a public company. We are excited about our current growth prospects and the opportunity for our company in the coming years. I believe we are well-positioned to sustain and build upon the positive business momentum we have well into the future. With that, I'd like to turn the call back to the operator and open up the lines to take any questions.

[Operator Instructions] And our first question comes from Raimo Lenschow with Barclays.

A couple of questions for me. First, can you talk a little bit about the mix this quarter between payroll and non-payroll? And talk -- and Chad, maybe talk a little bit about the opportunity, like obviously, at the moment, majority of the businesses still have payroll. But as you kind of rollout new businesses like you've mentioned this quarter with the surveying business, how does it work in terms of kind of monetizing that? And how do we -- you see the market versus the payroll market in terms of as an opportunity?

All right. Well, first, Raimo, thanks for congratulating us and we're looking forward to this. So to answer your question, payroll is the core of any business function as you look at it. So 100% of all the companies that we work with, they do have our payroll offering. Over the years, payroll's represented a smaller percent of the overall. It's starting to -- even though we have clients that do -- 100% of all of our clients do have the payroll offering, we've done a good job at developing out the entire employment life cycle. So in answer to your question, I believe that payroll -- we'll continue to see growth in the payroll side. But the other offerings, the popularity that we've had in the other offerings are going to continue to grow as well.

Okay. And then, like on the investment side for the year. So obviously, you kind of overachieved in Q1. I mean, how do we have to think about it? Like what triggers like extra spending versus non-extra spending if I think about the rest of the year? And how do you do -- how do you think about this new offering at offices? Do you do -- kind of do them -- you try to do them at the beginning of the year and then the rest of year is nothing, like you just kind of let them go live and kind of start performing and then you do that -- the next thing next year? Help us to understand that process that goes on at Paycom there?

All right. So from the -- it looks like that there was a couple of questions there. I'm going to take the first one. But as far as the sales office openings, we traditionally had a lot of success starting these in the beginning of the year, but just because they're able to ramp up by the end of the year. You're able to get staffed. We do onboard several clients. Even though it's well-distributed throughout the year, we do onboard several clients as well in January. And so we like to get those on-boarded and not really open up offices potentially at the first of a quarter. What happened is in the first of the year is we saw some large opportunities. I mean, we've had increased demand for our products in certain areas, and we actually had the staff that was in a good position that we could actually promote into these new positions. And so we captured that opportunity due to the demand that we had for our software.

So in a way, if you think about it, so 2 things came -- the 2 things basically came together, which doesn't really, in other words, happens like -- so you had the right people and the right city and they just -- the 2 of them came together, so it would be silly not to use it. Is that the way to think about it? Yes?

Yes, that's correct. And we're always going to look at the opportunity that way, for us anyway. The larger that we become as a technology company, as well as a sales organization, over time, you have more technology to sell, so you do have a lot more pull for your product, as well as you have a deeper bench of future leaders. And so over time, it becomes -- it's never easy, but it does become easier for us to open up additional offices.

Yes. Okay, perfect. And then, one last question for me. It's like, maybe it's more for Craig or actually maybe for both of you. If I compare Paycom with other companies, I mean, you're using kind of option for employees a lot less than the other guys, a lot less. Can you talk a little bit about why that is? And how are you incentivizing your people?

Could you restate that question, Raimo?

Yes. So I was trying to say like, if you look at Paycom and look like how extensively you use option -- well, you're actually -- you're not using options to your employees extensively, if I look at the charge that you have compared to other technology companies coming out of the Valley. Like can you talk a little bit about how you kind of motivate the people? I mean, a lot of these other companies say I need to give out options to get the employees happy, et cetera. What's your thinking behind that? And how are you doing it?

Okay. I'll take that one, Chad.

All right. Go ahead.

Raimo, what we've done is we have probably 200 to 300 employees that are actual owners of the company through the -- through our options plan. Prior to our reorganization on January 1, we were an LLC and we were able to use incentive units to incent the employees. So our valuation of those was significantly less. And as part of the conversion on January 1, they are still owners in the company, but our comp charge was significantly less. As we move forward, we will continue to put plans in place to incent our people and keep them involved.

Our next question comes from Sterling Auty from JPMorgan.

Just 2 questions. I wanted to start with the 61% increase in the technical people. Are all of those being accounted for inside of R&D? And I want to make sure that I heard correct. I want to understand kind of where you're allocating that talent to today. And maybe the follow-on to that is have you hired what you want to hire in the technical area for 2014? Or is there still more investment to come?

I'll take the first part of that question, Sterling. Part of our R&D is capitalized as self-developed software. So what you're seeing on the income statement isn't the full amount of the R&D spend. So -- then, I'll turn it over to Chad.

Right. And so we increased our technical headcount by 61% this quarter, and these are programmers, developers and what we call QA, as well as product development. All of our development -- most all of our development and definitely what this group coming in will be working on, it's all future development. It's not maintenance of the product. And so we have a lot of plans to continue to bring our SaaS technology to the market and we have some ambitious items that we'd like to go ahead and get completed as well. And so as the opportunity presents itself in the future, we'll continue to grow our R&D staff.

And then, my follow-up question is when you look at that 50 to -- your core market, where you've got 86% of your customers currently. Some of the larger players, obviously, aren't standing still. I think they're investing in SaaS-related solutions also. Where do you think you are in terms of the head start that you've got on them? And the investment that you're making, is this going to be enough to kind of sustain that lead?

Well, that's a good question. I cannot speak for the others. I think you do have companies that are around, that are actually trying to -- they are actually in the process of converting to SaaS. This is a very serious industry that we're in. And we're really in an industry where, if you -- if you're 99.9% accurate, you get an F. And so everything really has to be locked up. So we will continue to spend on the R&D side as we need to. And we've attracted a lot more research and development talent over the last year.

Our next question comes from Richard Davis from Canaccord.

You kind of talked about it at a high level before, but kind of -- who and in what percentages are you replacing incumbent vendors? Who do you see the most? And I'm sure we'll be asking you this over the quarters and years as we go along to see how that evolves.

All right. Well, most of the time, the overwhelming majority of the time, we are replacing an incumbent provider. And most of the time, they have 1 or 2 -- well, most of the time, yes, at least 1 or 2 databases on the small end that we're replacing. As you move further up market, it could 3 or more. Obviously, the largest legacy providers are the ones that we're going to run into the most. And we continue to have a lot of success competing against both them and others.

No names?

Well...

That's all right, I understand. That's fine, I was just teasing you. And then, one other question that sometimes I get is, is having a single database kind of one of the key differentiating? Is that one -- is that the most important reason that I pick your guys in a competitive takeoff? Or, I mean, obviously, it depends on the customer, et cetera, but is that a plurality of the reasoning behind me as a potential customer choosing you guys?

Yes. I think it's really what the single database provides on the back end. So it's really about the functionality and experience you can have with the single database, so that you're not -- you do not have the need to integrate or patch together multiple systems to actually use your data, which we actually turn into information.

And our next question comes from Brad Reback from Stifel.

Craig, I think you mentioned during the prepared remarks that you've had success moving upmarket with some of your more recent customer additions. Could you maybe give us some sense, if you look at the average customer that you acquired here in the first quarter versus what the average customer looked like a year ago or 2 years ago, from where they're starting and how much upmarket you've been able to go?

Our average customer count is trending the way it has been trending for years now, which continues to trend up. And this is Chad, by the way.

Yes, Chad. But Chad, I'm sorry, not average customer count, but the size, the average customer size. What that customer looks like today versus what that customer looked like 2 years ago? Are you getting bigger customers?

Yes, we are. Our actual employee size per customer continues to trend up. 50 to 2,000 employees is a broad range, and there's a lot of opportunity for us to capture in that range. And really, that's the market segment that's highly dependent upon the information. And we have a very strong value proposition for them.

[Operator Instructions] Our next question comes from Brendan Barnicle from Pacific Crest Securities.

Chad, just following a little bit on Brad's comment. One of the things we'd heard from other companies this quarter was some difficulty in closing larger transactions. We saw some of them get delayed and pushed out a little bit. I'm wondering if you saw any of that in yours? I'm not sure that the ones we heard about were kind of in the size range. It might have been quite a bit larger. But I was wondering if you saw any changes in that -- the characteristics of closing some of your larger deals?

Thanks for the question, and no, Brendan, we have not seen any changes in that. As we reported, our ANRR for this first quarter was a record for us, and a lot of that has to do with our ability to close businesses right in our wheelhouse.

Terrific. And then, you continue to build out the sales force and go city-by-city. And I was wondering how sales hiring was? That was another thing we heard this quarter from many companies is sort of some challenges in getting all the hiring they wanted done. I'm just wondering how that looked for you guys through the quarter?

This quarter, we actually exceeded our sales office opening expectations with actually being able to open 5. And a lot of that was due to the demand for our technology, but also our ability to find and source candidates to actually come and work for us. And so we have not experienced any problem with finding talent.

And in terms of the sales talent, are you still sourcing that primarily from some of the -- from your competitors who have -- kind of larger and slower? Or are there some new sources?

Right. And so we do not traditionally hire from competitors. But that said, we're going to remain open to anyone that's talented in the sales process and wants to actually come work for Paycom and do things the Paycom way. We're always open to those individuals. All right. Well, I want -- I'm sorry, go ahead.

Are there any more?

Yes. Any other questions?

Sir, at this time, I'm showing no additional questions. I would like to turn the conference back over for any closing remarks.

All right. Well, I want to thank everybody for participating in today's call and for your interest in Paycom. We're very proud of the hard work and dedication of our employees and we're excited about the huge opportunities ahead of us. And we look forward to speaking with everybody next quarter. So thank you.

Ladies and gentlemen, that does conclude today's conference call. We do thank you for attending. You may now disconnect your telephone lines.