Thank you, and welcome to Unity's Third Quarter 2022 Earnings Call. After the close of the market today, we issued our earnings press release and earnings presentation. These materials are available on our investor website at investors.unity.com. Today, I'm joined by John Riccitiello, our CEO, President and Chairman; and by Luis Visoso, our CFO. Now before we begin, I want to note that today's discussion contains forward-looking statements, including statements about goals, business outlook, industry trends, market opportunities, expectations for future financial performance and similar items, all of which are subject to risks, uncertainties and assumptions. You can find more information about these risks and uncertainties in the Risk Factors section of our filings at sec.gov. Actual results may vary and we take no obligation to revise or update any forward-looking statements. As in prior quarters, we are providing both GAAP and non-GAAP financial measures. Unless otherwise noted, we will be speaking to non-GAAP financial measures when describing our results. The earnings presentation and press release are available on Unity Investor Relations tab as well as sec.gov and they include full GAAP and non-GAAP reconciliations. And in the fourth quarter, we plan to present at investor conferences with BTIG, Credit Suisse and Barclays. Full details are also available on our website. With that, I will turn the call over to John.

Thank you, Richard. I want to start the call welcoming everyone at ironSource to Unity. The merger closed on Monday as expected. We will report consolidated results starting in the fourth quarter of 2022. Together, Unity and ironSource will write the next chapter of Unity's journey as we capture the large real-time 3D opportunity in front of us. In fact, we feel more positive about the merger now than we did when we announced the deal on July 13th. Today, only a fraction of creators succeed in the creator economy. We are passionate about changing this reality, because we believe the world is a better place with more creators in it. By combining forces, we believe Unity and ironSource will transform the industry and increase creator success by replacing luck with science. We expect to achieve this through an end-to-end platform that enables creators to build better games and better user acquisition and everything in between by solving our customers' toughest problems. And as a result, we expect to be a highly profitable company operating with positive cash flow. Moving on to the financial performance of the third quarter. Unity delivered a good quarter with revenue and non-GAAP operating income in line with guidance. Create posted a strong quarter, and our internal performance challenges and operate are behind us. Total revenue for the third quarter was $323 million, up 13% year-over-year. Create delivered $129 million in revenue this quarter, an increase of 54% year-over-year. Operate delivered $172 million, down 7% year-on-year and up 8% as compared to the previous quarter. Strategic partnership revenue of $23 million this quarter is up 28% year-over-year. Non-GAAP loss from operations of a negative $37 million came in at the better end of the guidance range, as we continue to make progress with our cost…

Thank you, John. The third quarter came in line with guidance, for revenue and non-GAAP operating income. Create continues to perform strongly, and our Operate challenges from the beginning of the year are behind us. In the third quarter of 2022, we delivered revenue of $323 million, up 13% year-over-year and in the middle of our guidance range. Create continue to execute well with revenue of $129 million or 54% from a year ago. Despite the challenging economic environment, Operate, delivered $172 million in revenue, up 8% quarter-on-quarter and 7% below a year ago. Strategic partnerships and other delivered $23 million in revenue, up 28% from a year earlier. At the end of the third quarter, we had 1,075 customers with trailing 12 months revenue above $100,000. This compares to 973 customers at the end of the third quarter of 2021. The lower rate of growth in our customer count above $100,000 is driven by Operate. Our 12-month trailing net dollar expansion rate came in at to drive success 111%, down from 142% last year. The drop in our net dollar expansion rate is driven by our operating business. Our third quarter net non-GAAP gross margin was 74%, down from 81% a year ago. The year-on-year gross margin decline is mainly due to the lower mix from monetization, which has a higher gross margin than the average, as well as the impact of Weta, as engineers supporting that business are charged to cost of goods sold. Non-GAAP operating expenses increased 16% versus last year's third quarter, and 4% sequential as our cost containment efforts continue to take hold. We expect to significantly over deliver against our $100 million cost savings plan discussed at the end of the second quarter. We closed the quarter with 6,244 employees, as compared to 6,246…

Great. Well, thanks very much, everyone, you all know the plan and raise your virtual hands, and we'll answer questions for the next 20, 25 minutes. I guess, our question -- our answers are so good.

And there is a hand raised by, Tim Nollen.

You see it, Tim. Okay. Yes. Here you go, Tim. Thanks.

Thanks. Hey, guys. Well, a lot of information to digest. Could you maybe -- I may have completely missed this, but could you give us some indication of ironSource results quarter at least what the revenue growth was. And then could you speak a bit more about the mediation platform and the market share gains and kind of a multipart question here. Given the issues that you had earlier in the year and you see that problems are behind you, were you indicating that you are already regaining market share from that, or are you saying you can gain market share now with the mediation platform that ironSource brings in? Thanks.

Look, I'll take a little bit of that, and ask Luis to add to it. So first off, we didn't provide independent and separate ironSource results. Luis may want to speak to the why and explanation on that. Secondly, what we would say is, from this point, we're combined. And on the network side, really, really strong growth on the Create side. I think we just reported 54% growth in the third quarter, and things have been going well all year for us with strong gains across the portfolio in gaming and Digital Twins. And the recent launch of the Digital Twin platform adds ratable revenue. In terms of the ad network side, we're -- our expectation -- because now we do mix these things and work them together, but our expectation in Q4 is to be slightly up in combined network year-over-year in a flat market, so it implies a little bit of market share gains. What we're seeing in the market goes -- a very large number of customers are excited by the combination of Unity and ironSource coming our way

Yes. Sorry. Luis, go ahead..

Yes. Tim, just -- we closed the transaction last -- this Monday. So we are not reporting Q3 together as companies. We will we guided together for Q4, and we will report Q4 as a combined company.

Okay. So no ironSource stand-alone Q3 revenue number to share?

That is correct, Tim..

Okay. And I know you've only owned it for two days or three days or whatever it is now. Anything you can tell us that you actually got the cover off the new merger now?

Yes. I'll tell you, I'm super excited. Super, super excited. I think that getting the two companies together is going to be super helpful for us, and I'm very optimistic on the value we can create for our customers and our shareholders.

Yes. Just to build on that, I'm super excited as well. The management teams have come together super well, positive energy, synergy really at the executive level and all the way through the organization. The second thing is just a reminder how complementary the offering is. So our biggest gap was mediation. We now have a leading and I think, best-in-class mediation solution with LevelPlay. Secondly, their skill set and offering in products like Super Sonic on the publishing side, which leads to ad revenue growth but also it's an independent business unto itself, but is profitable. And then on top of that, businesses that we don't spend a lot of time talking about like Aura, which is a kind of strong position, good growth. And then Luna, some folks have a little bit of anxiety around Apple entering the ad space. Well, Luna is one of the very few partners there, and it's an opportunity for that transacted a less of a threat or more of an opportunity to grow for us.

Thanks a lot.

Great. Jason? Q – Unidentified Analyst: I just had a question for Luis. Before everything slowed down in the mobile ad market, and if I just looked at the consensus numbers for where the Street was on ironSource and for Unity and add in the synergies, the Street wasn't at $1 billion of EBITDA by 2024. And yet, if I heard you correctly, you're sort of standing by that sort of outlook for the year after next, 2024. Is that accurate?

Yes. And just to be super clear, Jason, the $1 billion is our run rate at the end of 2024 is not a forecast for the full year. So what we're saying at the end of the year, we'll be at that rate.

Okay. And we continue to believe that, that's the right place to be for us. We believe there is a significant revenue opportunity between the two companies as we've talked back in July, and there is a significant cost opportunity and we'll be driving them and will create a lot of value, we believe. So yes, we're standing by the $1 billion by the end 2024.

So really important just to keep them in mind, really rapid growth on Create, very confident in our business there. What we're seeing across ProArt and Digital Twins and the gaming sector, makes us feel really good. And I mentioned in the prepared comments, our everywhere strategy, what we're getting with customers in a remote hybrid model is very strong as well. And then drivers on the network or the ad side are also really strong. We've got -- we think we can gain share in virtually any market and we feel good about that combination. The gap in our network to locking mediation is a big part of it. The data combination is a new combination that yields upside for us and our customers. So we feel quite good about the combination and I don't see any reason to sort of walk away now. Of course, we will be giving guidance in the early part of the year, we'll have a much better fix on the economy at that point, and we'll be ready to talk to.

Okay, super helpful. Thank you.

Great. Clark Lampen.

Hey, guys, can you hear me?

Yes.

All right. Wonderful. So I...

We lost him.

We lost, Clark.

There we go. He'll probably pop back in, hopefully. We didn't quite get enough of the question, I think, to answer that one. There we are. Clark's back.

Am I back now?

You're back.

Can you hear me?

Yes.

Okay. Sorry about that. So John, earlier in the call, you were talking about the value for developers in a tougher operating environment with an end-to-end platform. And I'm curious if you could give us a sense for although it's only been three days now, the undertaking with integrating all of these sort of pieces together and bringing a solution for building pre-launch optimization and monetization together, is that something that is really sort of Hercules and then sort of bringing everything together, or is this more think about the opposite end of the spectrum, basically just a reskinning, where you're bringing together everything in the dashboard and that can come to market pretty soon? Second question I have is on the pricing adjustment that was made this quarter. I know that sort of just started to take effect, but is it possible that you could give us a sense for how much that's contributing to Create in the quarter? And bigger picture, you guys talked about the way that there are new features being bundled in to help, I guess, sort of provide some value alongside that uptick in price. Should we expect that going forward, price hikes could become maybe a more ordinary course of business? Thanks a lot.

Luis, and I will take that 17-part question. Do our best to remember it as we go along. So first off, the combined synergies, if you will, from Grow to Create. So, there's multiple layers to this, but think sooner than later. The vision isn't long out there. It's in front of us. We've been talking about a long time with the key part of what we investigated when we looked into the merger with ironSource. It is an area where the coincidence of opinion between our Create team and Grow team is exceptionally high, and there's effort on that front. The second thing is, I gave you an example today of what we're doing just that with the new Marvel top of the chart game, but is, in fact, doing just that across the Unity portfolio but not yet the ironSource portfolio, but they will. I'd also mention something as simple as a plug-in. So we can do things like a plug-in for our LevelPlay mediation into the editor. When a customer is up and coming and they're trying to figure out what tools and what SDKs. It may not be obvious to everybody in the investment community, but a creator makes a game and then suddenly, they're faced with what feels like a grocery aisle is full of potential SDKs. What do they want to integrate? One of the massive advantages in why we're doing well with UGS and multiplay and why we know this will help us do better, for example, with living with mediation, is a lot of the time these choices are made prelaunch. There isn't a commercial application. They're testing things. And they test on Unity more often than not when they're building on Unity. And of course, most of this takes place in mobile. And as we've indicated multiple times, we have north of a 70% share. So, we'll be talking a lot about synergy. I think it's easy to imagine that we did this to make up -- the merger to make up for a gap in mediation. There is so much more to this. When we talk to our board, literally all we talk about is the synergy across the ecosystem and exactly how we're going to realize it. We have a board meeting in December. We'll be hitting on that point again. We'll be sharing a lot more with you in the next call. Now, on that side of the business, Luis you want to pick up some piece, and I'll come back.

Yes. On the pricing question, we think that this is the right move. And we will -- we have not seen any financial impact in Q3. As you may remember, we announced the pricing at the end of Q2, and it will take a little bit of time until we ramp and we get new contracts into the new pricing. So you should expect really an impact in 2023, not in 2022.

Now on this, we had explained how for game developers, Digital Twin, customers and others, enterprise customers. How we've refined our offering to better meet their needs. Essentially, what that really means is more enterprise scale solutions for them and more cloud solutions for them, including the Digital Twin platform. Now our customers like our SaaS model. There was literally no resistance to the price increases. They felt the value was there. But the mold from here, the pattern from here is to save our customers money by connecting to them solutions that take out more costly approaches they have on their own, either through other third parties or developed on their own. The Digital Twin platform, for example, supports a number of things from hosting to sort of data manipulation and calculation work, build processes, et cetera. These are all really expensive things unbundled, and we can bring them together and generate ratable revenue for Unity in the process while saving our customers, both big headaches and big money.

Yes. And Clark, and as you alluded to, we're going to be innovating for each of our customer groups differently, so that they get more value and therefore, we can charge a fair price, so that they gain and we gain as well. So that's kind of what we are trying to do, as John mentioned in his prepared remarks.

Thanks a lot.

Anyone else? Next question up, Brent.

Thank you. I apologize for a little background noise, I'm in the airport here. But I wanted to talk a little bit about the great business. I get the games ad markets got a lot of controversy, a lot of moving parts will continue to be probably controversial well into next year. But the Create business crossed over $0.5 billion for the first time this quarter on a run rate basis, triple-digit growth in the Anywhere Create segment. And then, obviously, it looks like over 30% organic growth. What's the durability of this business kind of heading into a recession? What's the pipeline opportunity look like? Talk a little bit about the Create potential, particularly going into recession, where it looks like things are really strong, but how durable is that strength? Thanks.

I'll take the start of that, and Luis may want to add. But look, Brent, we have strong conviction that this is a multibillion dollar opportunity, and it's probably not just a single-digit billion dollar opportunity. Second point is, while gaming is the majority of the business now, there are multiple sectors out there that look like they have the opportunity equal or possibly greater than gaming. So, while we are gaming heart and soul, we'd love the application outside of gaming. One of the reasons we invested in Pro Art tools, one reason we invested in Anywhere, but to capitalize on that. The third thing is, as much as I love a SaaS model, I love even more the ratable model. And we're solving some really important problems for our customers, both in gaming and digital twins and across the spectrum of customer types. And my belief, frankly, is in the fullness of time, two, three years out, that ratable revenues will probably exceed our SaaS revenues. Now, this requires execution. We've got a great team on it. Marc Whitten, who you've met on prior calls, and you will see him again on future calls and can wax lyrically about all the things we're doing and doing well and how we're gaining. But there's a lot of execution. But here's the point. I don't think anyone can deny today -- well, you can laugh a little bit about the definition of the metaverse. I do often, in some of the things people say, I don't know if I could roll my eyes fully Marty Feldman type. But, I mean, they're on the back of my skull sometimes when I listen to what said. Let's take it really simple. The next era of the Internet is real-time, it's 3D. It's very likely going to be persistent, interactive and social. To do that, you need to build it on a game engine or something like a game engine. We have the leading position there. We're gaining across the board. We are thrilled by the opportunity, and we love the synergy back to gaming. What we gain when we work on technologies that support the auto industry with multi-billion poly models, that's really helpful for the game industry in future years when they get to models that are that big. And I can go on and on about how these things work for, whether it's ray tracing or large-scale cloud compute. This will help across the board. One solution adapted modestly will work in both gaming and non-gaming situations. So I think it's really durable. I think it is really big. I love the momentum in the business. And I'm conscious of the fact that it's just a lot of execution. We've been executing well. And the hope is and the plan is to continue to do that.

Yes, more color in there…

Yes. And maybe it was not clear in my prepared remarks, but I also think that the investment in our platform in digital twins is a massive investment. And basically, what it allows us to do is to build scale. Now cause it requires less and less people to be able to build a digital twin business, which I think is going to enable us to grow a lot more faster in the future.

Helpful. One quick follow-up, Luis for you. Any sense around the combined cash and investment level you have now post the pipe, post the notes? And maybe your appetite to do the buyback here? How aggressive is the governor? Is their limitations? Just trying to understand the scope of the cash and investment position, and then the appetite to buy back?

Yes. I mean, as we talked before, the Board has approved a $2.5 billion share buyback program, and we'll be executing when we think it's appropriate, right? But we have all the authorizations to do that, Brent.

Great. Thanks very much.

Thank you very much. Dylan Becker, are you on? There we go.

Yes. There we go. You can hear guys, right?

Yes.

Cool. Hi. Maybe starting with John, you made a comment around the elevated still engagements and download trends you're seeing in hearing, I guess, maybe how you think about this speaking to the importance of the monetization piece within the mobile ecosystem? And maybe your as is long-term confidence in that return on ad spend once that broader sentiment shifts?

Sure. So first off, I think it's probably worthwhile to dispel a couple of mets that are out there. One of them is that mobile gaming is down. Engagement is up, and I've been paying attention, and I believe all five of the top -- five largest mobile game publishers reported on average 4% growth in the third quarter, revenue growth against our in-app purchase business. And of course, the ad business, most believe is outperforming that. So I don't know, there's something about the dog ate my lunch in a world where the recession is on the front page of the newspaper every day, and you hear a lot about that. But I think the underlying fact support this thesis, and it's a pretty clear one. Yes, we are indexing over a period of elevated consumption with COVID that lasted a couple of years. There is no question that we're holding up better than I would have thought against an incredibly challenging comp. And if you look at any sort of three-year time frame, I think it's really, really evident that we've gotten more than three years of growth in that time frame. So gaming is a very healthy business. You asked about ROAS. There is -- on a relative basis, it appears that are [Technical Difficult] those are suffering a little bit more than ads on a relative basis. And that purchase is a major part of the ROAS model in terms of what actually makes the numbers work the way you want them to on user acquisition. And advertisers are generally more cautious than they have been focused more on near-term returns and long-term returns. A year ago, it was very easy for a publisher or a creator to say to themselves, yes, I've got a nine-month…

Got it. That's super helpful. And then maybe one more if I could. As you talked about kind of some of the ongoing complexity across the end customer base here, obviously, dealing with macro data, live services. How are these companies thinking about positioning Unity as that business enabler to address those challenges and headwinds? How should we think about the puts and takes there from a macro perspective from their view, as well as the increased reliance and maybe what some of that self-service capability and functionality you guys have called out can mean for incremental cross-sell and adoption there? Thanks.

So Dylan, are you thinking more about non-game customers or game customers with your question?

Within both, right? The ease of platform adoption, maybe more so from the self-service channel.

Okay. So I mean, the big shift on the gaming side is getting to self-serve on matchmaking and setting up multiplayer gaming. That is a really hard thing to do for a developer. I can remember when games went on the PC and console side to multiplayer and single-player campaigns were deemphasized. A lot of companies in the games industry back then, this was the sort of the late '90s, they were not a business. It was just too complex. And if they couldn't pull it off, they have their lunch eaten by their competition because what was happening is we were seeing 200%, 300%, 400% increase in engagement against games that had ongoing content and multiplayer PVP experiences. That is not lost on mobile players today. So, the people competing in the mobile marketplace largely new single-player games or synchronous single-player games. We kind of play against the score produced from another player. That gets better engagement than a straight up single player game, but it's not as much engagement as a multiplayer game. And consider engagement is essentially a proxy for revenue. And so more engagement, more revenue. So we really hit something big, I think, with UGS by making these service -- these products self-serve. As recently as, I don't know, six months ago, even with a lot of our support, it was a multi-month process. It just wasn't something most people could get to. Now it's not quite push a button, but it is a simple process. And I think anybody that is trying to serve their customer well, give their customer the experience they want and the benefits of delivering what that customer wants in terms of their own business is going to move onto this platform. I expect multiplayer gaming to be a bigger…

Sorry. All right. So for the -- almost the entirety of this call, I think we've been talking about the ad spend from the game sector, but there is a wider group of advertisers, Unity can be talking to. So is there a way to characterize what percentage of your ad dollars is coming from, say, the non-gaming companies, and what you may need to do to onboard, say, the large CPG or other performance-oriented advertisers to become large customers on your platform? Thanks.

Stephen, that's a really great question. And it's still a small minority of our business as non-performance-based advertising. You're speaking to brand advertising. And one of the major priorities for us as we look forward to the combined resources of the two companies is to get behind in a more fulsome way, pure brand advertising in the context of gaming. We typically track just within Unity, well north of 3 billion MAUs a month. There is no larger audience that can be realized through paid media. And we know, these are very engaged consumers. So, we talk about brand advertising. They're definitely in there. They're coming in through various DSPs. But I think for this sector, we need to do more work on the types of ad units that I think will attract that audience. And because it's been so strong and performance ads for game companies, it's -- they win the eCPM contest. They win the bid, because the install is so valuable. And it's not that people haven't tried, but I think that's true across the board in gaming is it's been game-centric, but I see a lot of opportunity outside of that. We're working on innovation on that front. But think of it as single digits.

Thank you.

Great. Matt Cost, are you on? Here we go. Matt is off. Okay. Any other follow-up questions? Gal Munda? There you go.

Can you hear me?

Yes. Got you. Thanks.

Just wanted to follow up on the digital twin, what is the time line coming out of the alpha to beta test potentially or like figuring out what the different industry looks like, which industries could be the first when you for real due to GA? And then maybe just from a monetization perspective, how are you thinking about digital twin and the ability to monetize that in light of all the business models you have today?

So on the last call, we – and we don't update the statistics every quarter. We have like 40 reporting segments, but if we did – but now we will continue to update. We pointed out that the digital twin side of our business across professional services and license revenue was 40%. So it's obviously been growing really rapidly to get to that number. At the time of the IPO, and not that long a little over a year, almost two years ago, we said 50% within five years. We're moving ahead of that schedule. And so the second point is there's a process of a digital twin platform. First, bringing it sort of private beta and then broader availability before there's general availability. And so that will take place -- all of that will take place in 2023, probably, I guess, roughly the first half of next year before that's fully complete. I'll update that on the next call so everyone has it. And then lastly, I'd tell you that, it's a general-purpose platform. And it's basically, for doing compute and moving data. The hard things that – and allowing people to interact with one another. So it's not necessarily a captive to a specific industry, but I would give you back the same industry sector, as I said, we're seeing current traction and are likely to be the first user. So visualization, simulation around cities and such, fashion is something that I think is going to need to do this, because they're going to have to do some really complex, really compositing to make those images work and architecture adjourn your construction, manufacturing lines, that's where the supply is, and those are the same verticals that we're seeing show up in our pipeline now.

Thank you.

That's great. Go ahead. You had another question, Gal?

Yeah, I had another one, if that's okay. Just on the core Operate. John, you mentioned you backed yourself to kind of go out there and win share again. How much of that is because of the tie-up now with ironSource? I'm just thinking this machine is very, very powerful versus how much is it just thinking about the core, let's call it, pure heritage Operate, business on its own, even if you didn't have ironSource going out there today and grabbing some of that share back?

Look, I'm not sure got all, that question. It's a little garbled on my end. But ironSource is a definite strengthening of our portfolio, and it adds a great deal to us with a wonderful team led by Tomer, planning that and with a great team from Ingrid, it puts us in a much better spot. So ironSource is additive to us, at literally every level, not just on what you thought of as Operate, just what you thought of as which we now call grow, it's also has tools that can integrate deeply into the other. It can help us realize that vision, we've talked about from the first time we announced the deal with ironSource, which is helping people build more performance games and applications. So it will be -- it will help them make a better product. And if it helps them make a better product, then the rest of our services will get much substantially increased uptake. People don't advertise products that people don't have high engagement as an example. But they also don't rent multiplayer servers for products that don't have high engagement, because there's not enough of a user base there. So there's -- obviously, self interest in helping our customers be successful because when they are, they use our services more.

And Gal, that question will be even more difficult to answer going forward, because we plan on integrating the two businesses, right? And that's where we see a lot of value. So it's a...

I think that was my question, right? How much does the tie-up kind of the ability to go and check…

Totally, totally. We see a lot of value in getting together, as we've said.

So Gal, I mean, a good point. Let me give one example. The data from LevelPlay supports both networks now. The data from both networks supports LevelPlay now. And we're consolidating those teams. It would be -- I know it sounds like -- I know people would love to see independent reporting, but it all full circle to do that given the ire of integration and the benefit we see from the data integration is just one singular example. What drove the number? We want to win, Gal. We wan to win in this market. And that's what we intend to do.

Thank you.

Thank you, Gal.

Well, thank you all very much. We really appreciate it. And we look forward to seeing you at either various conferences or over the coming months and years. But we appreciate your interest and support. Thanks a lot.

Thank you.

Thanks, all.