Modern currencies – Kopa Runescape 2 Gold http://www.koparunescape2gold.com/ Tue, 28 Jun 2022 09:57:40 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://www.koparunescape2gold.com/wp-content/uploads/2021/07/kopa.png Modern currencies – Kopa Runescape 2 Gold http://www.koparunescape2gold.com/ 32 32 Currency Counting Machine Market Outlook 2022 and Growth by Top Key Players – Maxsell, Giesecke & Devrient, Cummins-Allison, Glory Global Solutions https://www.koparunescape2gold.com/currency-counting-machine-market-outlook-2022-and-growth-by-top-key-players-maxsell-giesecke-devrient-cummins-allison-glory-global-solutions/ Tue, 28 Jun 2022 08:58:49 +0000 https://www.koparunescape2gold.com/currency-counting-machine-market-outlook-2022-and-growth-by-top-key-players-maxsell-giesecke-devrient-cummins-allison-glory-global-solutions/ Currency Counting Machine Market A study by “Verified Market Reports” provides details on market dynamics affecting the Currency Counting Machines market, market scope, market segmentation, and overlays on major market players, highlighting the favorable competitive landscape and trends that have prevailed over the years. This Currency Counting Machines Market report provides details about recent new […]]]>

Currency Counting Machine Market A study by “Verified Market Reports” provides details on market dynamics affecting the Currency Counting Machines market, market scope, market segmentation, and overlays on major market players, highlighting the favorable competitive landscape and trends that have prevailed over the years.

This Currency Counting Machines Market report provides details about recent new developments, trade regulations, import-export analysis, production analysis, value chain optimization, share of market, the impact of domestic and localized market players, analyzes opportunities in terms of emerging revenue pockets, changes in market regulations, strategic market growth analysis, market size, category market growth, niches of applications and domains, product approvals, product launches, geographical expansions, technological innovations in the market. For more information on the Currency Counting Machines Market Data Bridge Market Research, please contact us for an Analyst Briefing,

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The analysis and estimations carried out through the exceptional Currency Counting Machines report help to get an idea of ​​the product launches, future products, joint ventures, marketing strategy, developments, mergers & acquisitions, and their effects on sales, marketing, promotions, revenue value, import, export and CAGR. With the latest and up-to-date market information mentioned in the report, companies can think about how to improve their marketing, promotion and sales strategies. Business reporting helps determine and optimize each stage of the business process lifecycle, which includes engagement, acquisition, retention, and monetization. The Currency Counting Machines Market Research Report

Major Players of Currency Counting Machines Market are:

  • max sell
  • Giesecke & Devrient
  • Cummins-Allison
  • Glory Global Solutions
  • BILLCON
  • GRGBanque
  • Guangdong Baijia Baiter Industry
  • Julong
  • Kisan electronics
  • LAUREL BANK MACHINES
  • Godrej
  • royal ruler
  • Shenzhen Best Electronic Machinery

Global Currency Counting Machines Market Segmentation:

Global Currency Counting Machines Market Segment By Type:

  • Basic note counters
  • High-speed cash counts
  • Intelligent counterfeit detection machine counting
  • Other

Global Currency Counting Machines Market Segment By Application:

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Scope of the Currency Counters Market Report

ATTRIBUTES DETAILS
ESTIMATED YEAR 2022
YEAR OF REFERENCE 2021
FORECAST YEAR 2029
HISTORICAL YEAR 2020
UNITY Value (million USD/billion)
SECTORS COVERED Types, applications, end users, and more.
REPORT COVER Revenue Forecast, Business Ranking, Competitive Landscape, Growth Factors and Trends
BY REGION North America, Europe, Asia-Pacific, Latin America, Middle East and Africa
CUSTOMIZATION SCOPE Free report customization (equivalent to up to 4 analyst business days) with purchase. Added or changed country, region and segment scope.


Regional Currency Counting Machines Market Analysis can be represented as follows:

This part of the report assesses key regional and country-level markets on the basis of market size by type and application, key players, and market forecast.

Based on geography, the global currency counting machine market has been segmented as follows:

    • North America includes the United States, Canada and Mexico
    • Europe includes Germany, France, UK, Italy, Spain
    • South America includes Colombia, Argentina, Nigeria and Chile
    • Asia Pacific includes Japan, China, Korea, India, Saudi Arabia and Southeast Asia


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TRUE LINKSWEAR ANNOUNCES NATIONAL SALES TEAM AND DISTRIBUTION NETWORK EXPANSION https://www.koparunescape2gold.com/true-linkswear-announces-national-sales-team-and-distribution-network-expansion/ Sun, 26 Jun 2022 16:12:11 +0000 https://www.koparunescape2gold.com/true-linkswear-announces-national-sales-team-and-distribution-network-expansion/ Category-leading golf shoe brand Pacific Northwest aims for exponential retail growth (TACOMA, Wash.) – TRUE linkswear (TRUE), creators of the most naturally comfortable and performance-oriented golf shoes, has undergone a major expansion of its national sales team and distribution network, and is aiming for exponential sales of green grass and large areas over the next […]]]>

Category-leading golf shoe brand Pacific Northwest aims for exponential retail growth

(TACOMA, Wash.) – TRUE linkswear (TRUE), creators of the most naturally comfortable and performance-oriented golf shoes, has undergone a major expansion of its national sales team and distribution network, and is aiming for exponential sales of green grass and large areas over the next five years.

To lead the construction of the company’s retail channel, TRUE has hired Washington native JD Rastovski as National Sales Manager (pictured above). Previously, Rastovski was the Pacific Northwest Territories Sales Manager for Parsons Extreme Golf (PXG). Previously, he spent two years at TRUE as Regional Sales Manager for the Western United States. Rastovski is joined by strategic sales director Sean Finucan, who has had successful outfits with PXG and Nike, and Green Grass sales director TJ Bordeaux, a top sales representative at johnnie-O for nearly six years. .

“Through our initial direct-to-consumer business model, we have been able to significantly increase our global brand awareness and have created a legion of TRUE brand evangelists who swear by our golf shoes,” says the President. of TRUE, Jason Moore. “With the growth of gaming globally over the past two years, now is an optimal time for us to lean heavily on retail sales in traditional locations.”

TRUE will add 16 outside sales representatives for the remainder of 2022 and is also building an inside sales team to handle an ever-increasing volume of inbound sales. Globally, it is associated with a transactional platform that facilitates online sales by converting currencies from dozens of countries. TRUE’s sales team will monitor and evaluate international direct-to-consumer sales to best determine the structure of its future global sales and distribution network.

“The demand for TRUE is there and I’m excited to lead the expansion of domestic and global retail sales,” Rastovski said. “We’re even more excited to give golfers everywhere the choice to play in the most comfortable shoe in the industry.”

Over the past eight months, TRUE has released several new designs, including All Day Rip Stop, Lux Sport and OG Sport, and introduced new colors and popular design variations like the Original 1.2, OG Feel and All Day Knit II. He also announced a team of professional brand ambassadors including PGA TOUR players Joel Dahmen and Chris Kirk, PGA TOUR player and co-founder Ryan Moore and LPGA Tour star Christina Kim. In November 2021, TRUE raised $11.25 million in funding from KarpReilly to accelerate the growth of its global business and brand.

About TRUE linkswear

TRUE makes naturally comfortable gear that’s ready to perform, from the rides to the streets. As a collective, we aim to inspire each other to achieve camaraderie, well-being and purpose in the pursuit of par. We are a group of family and friends dedicated to sharing our passion and enthusiasm for shoes and the game of golf with like-minded players. Born amidst the rugged golf landscapes of the Pacific Northwest, we use only the finest responsibly sourced materials to protect golfers from the elements and help them #enjoywalking.

In keeping with its global ethos, TRUE’s current footwear portfolio includes five core designs focused on durability, performance and comfort with a modern, minimalist aesthetic that appeals to professional golfers, dedicated amateurs, avid recreational players and enthusiasts. new golfers. Several TRUE models, like the recent All Day Ripstop, are made almost entirely from recycled materials.

For more information: www.truelinkswear.com; @truelinkswear.

MEDIA CONTACT:
Shane Sharp
Southbound4
Content | Marketing | PR
shane@southbound4.com
www.southbound4.com

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A radical decision for radical times https://www.koparunescape2gold.com/a-radical-decision-for-radical-times/ Sat, 25 Jun 2022 01:04:47 +0000 https://www.koparunescape2gold.com/a-radical-decision-for-radical-times/ The decision is a reminder that this era is indelibly marked by the influence of former President Donald Trump. He appointed three of the five justices who constituted the majority and ushered in an era in which unthinkable events became commonplace. Here’s what we don’t know: how a society already rocked by radical currents will […]]]>

The decision is a reminder that this era is indelibly marked by the influence of former President Donald Trump. He appointed three of the five justices who constituted the majority and ushered in an era in which unthinkable events became commonplace.

Here’s what we don’t know: how a society already rocked by radical currents will respond to this new incitement to a culture war – to be waged in Washington and dozens of state capitals. It is the nature of radical moments, after all, that old assumptions are upended and familiar landmarks are rendered irrelevant.

Radical may seem like a strong word, but here I’m just saying it in clinical terms, not pejorative or complimentary. Of course, people who applaud the disappearance of Roe vs. Wade, no less than those who lament it, must appreciate the jaw-dropping nature of the decision, even as Alito presented it as the purely rational conclusion of legal logic. In a legal system that fundamentally relies on precedent, a slim majority—a majority made possible by a combination of partisan calculations and the random chance of a certain judge’s death—decided that particular precedent to be null and void. The same applies to a right which has existed for half a century and which affects the most intimate sphere of human life.

The precise timing of the decision has made its implications more clearly seen – as part of a larger whole. It was a stunning move, coming at the end of a week in which the public learned some amazing things about what happened at the end of Trump’s presidency.

In January 2021, as President Joe Biden took office, it seemed like six years of Trump’s dominance in American politics — two as a candidate and four as president — were coming to an end. Trump personally may have broken down the barriers of custom and decorum through outlandish rhetoric and behavior. But the political system as a whole appeared intact and largely unscathed – he was now an ex-president, discredited by his loss and his role in encouraging the January 6 riot.

In fact, it wasn’t until Trump left the presidency that we can clearly see how he broke down barriers across the American regime. The disappearance of Roe vs. Wade previous is part of his legacy. So does the historical precedent that presidents gracefully step down once a winner is legally declared.

Reality is shattered, precedents are the signature of this era. Friday’s Supreme Court ruling is a useful opportunity to think back to all the things that one might have assumed “would never happen” – but have actually happened in recent years. Alternatively, think about the things you assumed would happen, because that’s how the American political system works, that ultimately didn’t happen.

Surely it wouldn’t happen for partisan opponents in the Senate to block a presidential nominee for the Supreme Court from filling a vacancy that occurred almost a year before the end of the president’s term – that’s not how the process works. But of course that’s how it worked in 2016, which is why Neil Gorsuch’s Trump pick had to vote for repeal deer rather than Barack Obama’s choice of Merrick Garland to maintain it.

Surely a Supreme Court would never decide a polarizing social issue on a 5-4 vote – that’s how it works now. We should try to reach a unanimous decision, as in 1954 Brown v. Board of Education decision ending segregation, or at least produce an emphatic majority, as in the 7-2 vote when deer was decided in 1973. Except that’s not how it works anymore. Chief Justice John Roberts’ pleas for a narrower ruling in Dobbs v. Jackson Women’s Health Organization were met with contempt by his Conservative colleagues, who felt that five votes was more than enough.

Certainly, the deliberations of the Supreme Court are treated with reverence, which is why draft opinions never leak. But in this case, they did, a first in the modern history of the institution.

Speaking of institutions, proud members of Congress would surely be more loyal to their institution and the effective functioning of constitutional government than they would be politically party to a president of their party. It’s what forced Richard Nixon to accept his fate in the Watergate scandal and leave office, just a year after the original deer decision. So far, that’s not happening with this generation of Republicans in Congress, few of whom turn against Trump even after this week’s revelations about how he tried to enlist his Justice Department. for making false allegations of voter fraud in his desperate bid to stay in power after losing the 2020 election.

All of these are surely worthless currency in contemporary politics.

This is especially true of the question of what happens next. Many political analysts predict the court ruling will energize progressives in ways that could help Democrats and eventually lead to the restoration of abortion rights lost in court defeats through political victories. Sounds plausible to me. But it’s worth wondering how many of these analysts predicted Trump’s victory in 2016, or even that he would increase his vote total in 2020.

Even the majority of the Supreme Court disagrees with what she produced. Alito’s opinion said nothing in the decision would affect same-sex marriage, or the right to practice birth control, or other decisions that relied on some of the same legal reasoning as Roe v. Wade. But Judge Clarence Thomas issued a concurring opinion making it clear that, in his view, all of these precedents should also be reviewed.

For now, a majority of the Supreme Court has gotten the sweeping decision it wanted — and the reality that sweeping times lead to unpredictable outcomes.

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All Call of Duty Games, Ranked https://www.koparunescape2gold.com/all-call-of-duty-games-ranked/ Thu, 23 Jun 2022 07:39:27 +0000 https://www.koparunescape2gold.com/all-call-of-duty-games-ranked/ Call of Duty is one of the most popular gaming franchises of all time, with 18 mainline games in the series and several spin-offs and console exclusives. Millions of gamers have fond memories of every game in the series, though some probably stand out more than others. Some titles are universally acclaimed, while others are […]]]>

Call of Duty is one of the most popular gaming franchises of all time, with 18 mainline games in the series and several spin-offs and console exclusives. Millions of gamers have fond memories of every game in the series, though some probably stand out more than others. Some titles are universally acclaimed, while others are often overlooked and forgotten.

Determine the best Call of Duty game of all time is a difficult challenge, especially since there are so many games to consider. For your convenience, we’ve ranked all the main games in the CoD series, ignoring console-exclusive, mobile, and strictly Battle Royale titles.

18) Call of Duty

the original Call of Duty kicks off our list, not because it’s a bad game, but simply because it’s almost 20 years old at this point and overshadowed by its predecessors. This game launched what would become one of the most successful franchises of all time, but it’s not really worth going back and playing unless you need a dose of nostalgia. .

17) call of duty 2

call of duty 2 takes 17th place on the list for similar reasons to the original Call of Duty. You won’t miss much if you weren’t around to play this game when it was first released, though it did give us the iconic multiplayer map Carentan, later reimagined as Chinatown in modern warfare.

16) Call of Duty: Black Ops III

Ready for some controversial takes? black ops 3 is the worst Cod of the jetpack era. The jetpack system of black ops 3 was less fun than AAdvanced Warfare, specialized abilities were obnoxious and added an unnecessary element to the game, and the campaign is a convoluted apology of a story. This game is only above the first two Cod games because it is modern and still playable.

15) Call of Duty: Infinite Warfare

Infinite War is one of the most infamous Cod titles of all time. At this point the community had had enough of the jetpacks and many fans took a year off. Cod during Infinite Warfare’s lifecycle. Thankfully, the game was available in a bundle with Modern Warfare Remastered, allowing at least some veterans to try out the game. Infinite Warfare wasn’t terrible and even had a fun campaign starring Kit Harington (Jon Snow), but it is a forgettable title.

14) Call of Duty: WWII

For some reasons, Cod fans can never decide whether they want a modern, futuristic or WWII setting. the Second World War took players back to the roots of the series, which was almost universally hated. It didn’t help that the game had a terrible spawn system early on, and the campaign was a lackluster experience with Josh Duhamel best known as the guy from the front two. Transformers movies. The game was eventually updated to provide a better gameplay experience, and it had a fun hub you could explore with friends. Yet the the Second World War the experience is not a highlight in most players’ memory.

13) Call of Duty: Black Ops 4

Black Ops 4 swapped out a campaign for a battle royale mode called Blackoutwhich was a surprisingly fun experience before war zone took his place. Multiplayer felt like black ops 3 without jetpacks, which makes it slightly more tolerable. But instead of leaving the Black Ops storyline alone, Treyarch decided to introduce virtual versions of iconic characters for some reason and a story about experimental soldiers who had to be put together like a puzzle. Blackout was the culmination of Black Ops 4 and deserves its place in the Cod battle royale history books.

12) Call of Duty: Ghosts

Ghosts somehow took inspiration from one of the coolest characters in CoD history and introduced a cast of forgettable characters instead of focusing on the titular Modern Warfare 2 character. was solid, and many have changed its tone since 2014. However, this campaign was terrible and even tore up Modern Warfare 2’s boat sequence for some reason. It also ended on a cliffhanger just to add to the frustration.

11) Call of Duty: Black Ops Cold War

Black Ops Cold War is a terrible name. It’s a mouthful, and it should have been right Cold War or Black Ops 5. But the campaign allows us to spend more time with Mason and Woods and offers exciting and unique missions. Multiplayer felt like a Treyarch game, although most players weren’t happy with it and were happy to switch to Avant-garde. But of course, the cycle continues, and the same players are unhappy again.

ten) call of duty 3

call of duty 3 was released when the focus was still primarily on the campaign and story. This game allowed players to control multiple protagonists throughout World War II and had a new fast-paced combat system in close quarters and personal combat. Fighting with a German soldier while his buddies fire on you is exhilarating, and the campaign served its purpose. Multiplayer also expanded, giving players a glimpse of what was on the horizon.

9) Call of Duty: Vanguard

Avant-garde is the latest CoD game and once again takes players back to World War II. This game looks like modern warfare 2019, which is a good or bad thing depending on who you ask. Avant-garde isn’t perfect, but it does have satisfying gameplay and a robust customization system for operators and weapons.

8) Call of Duty: Modern Warfare (2019)

2019 modern warfare rebooted the iconic sub-series, allowing fans to revisit classic characters like Gaz and Captain Price. The campaign was one of the best in recent years, delivering intense moments that made an impact. The multiplayer was fun, although it introduced annoying competitive elements, like destructible walls and doors.

seven) Call of Duty: Modern Warfare 3

modern warfare 3 served as the climax to the original modern warfare trilogy, but it only provided more of the same. Multiplayer felt familiar despite small updates like the new specialist streak system or the MOAB killstreak. The campaign also tied the story together but didn’t blow us away like the first two games. But it was still a fun game and has aged better than a few other entries on this list.

6) Call of Duty: Advanced Warfare

Advanced Warfare is a controversial issue Cod game as it was the first to significantly change the movement system. Players could now easily move around the map and encountering enemies in the air was not an uncommon experience. The campaign was also well-written and provided us with F-press to pay homage to the meme. This game was by far the best of the jetpack era and deserves more appreciation.

5) Call of Duty World at War

world at war served as a throwback to the World War II setting, albeit in a much darker and grittier way. Players have fought in some of the fiercest battles in history, with dismembered enemies and gore. This game also served as a starting point for the Black Ops storyline and had some of the best moments of Cod the story. The multiplayer mode was also amazing, and it marked the start of Cod Zombies, which has become a staple of the series.

4) call of Duty Black Ops

Black Ops has one of the best storylines in FPS history. Mason is unknowingly a Russian sleeper agent who must face his past to understand a mysterious broadcast. Players have been forced to escape from a Russian gulag, fight their way through rooftops as CIA agents, and even escape from a Viet Kong prison camp. The multiplayer also drew inspiration from World at War and felt crisp and fluid, with every weapon feeling viable. The betting system also allowed players to wager in-game currency in board games, a fantastic system that should be brought back.

3) Call of Duty 4 Modern Warfare

modern warfare it was the first time that players experienced a Call of Duty in a modern setting, dramatically changing the gameplay experience. Players could call killstreaks for the first time, and the customization system dramatically changed how you could approach gunfights. You can also show your dedication with a new prestige system before it becomes customary for every player in a lobby to be at level 500. This campaign also had some of the best moments, like hiding in the tall grass of Pripyat as enemies surrounded you.

2) Call of Duty Black Ops 2

black ops 2 is considered one of the best Call of Duty titles of all time. This game’s multiplayer has been at the heart of the competitive scene, and some of today’s top pro gamers got their start in this title. The gameplay was smooth and deliberate, allowing players to overpower their enemies with raw firearms. The campaign also continued the Black Ops surprisingly good story, mixing flashback levels with modern missions that required players to make choices with real-world consequences.

1) Call of Duty: Modern Warfare 2

Call of Duty Modern Warfare 2 is the best Cod game never made. Multiplayer provided one of the best experiences across all modes and maps, regardless of your weapon choices. Some perks and weapons were absolutely broken, but that was part of the fun. Meleeing enemies 10 feet away with Commando Pro was fantastic, and spamming noob tubes with One Man Army was a right of passage. Some feel these issues have dulled the overall experience, but the tough times are why many gamers are looking fondly at this title.

The campaign also features some of the game’s best moments, like Shepard’s bitter betrayal or being forced into an atrocity at a Russian airport. Hopefully the upcoming reboot can live up to the legacy of the original.

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Marilynn Malerba will be the first Native American treasurer in the United States https://www.koparunescape2gold.com/marilynn-malerba-will-be-the-first-native-american-treasurer-in-the-united-states/ Tue, 21 Jun 2022 13:34:00 +0000 https://www.koparunescape2gold.com/marilynn-malerba-will-be-the-first-native-american-treasurer-in-the-united-states/ FILE – Marilynn “Lynn” Malerba stands next to a photo of the late Chief Ralph Sturges at the Tribal Offices in Uncasville, Connecticut March 4, 2010. Jessica Hill/AP President Biden on Tuesday announced his intention to appoint Marilynn Malerba as Treasurer of the United States. Malerba, who often passes by Lynn, will be the first […]]]>
Biden Treasurer
FILE – Marilynn “Lynn” Malerba stands next to a photo of the late Chief Ralph Sturges at the Tribal Offices in Uncasville, Connecticut March 4, 2010.

Jessica Hill/AP


President Biden on Tuesday announced his intention to appoint Marilynn Malerba as Treasurer of the United States. Malerba, who often passes by Lynn, will be the first Native American to hold the position.

Treasury Secretary Janet Yellen will join Malerba on Tuesday for a visit to the Rosebud Indian Reservation in South Dakota, the first visit by a US Treasury Secretary to a tribal nation.

Malerba is the Chief of the Mohegan Tribe, a lifetime appointment by the Tribal Council of Elders, and is the first woman to serve as the Tribe Chief in modern history. She currently serves on the Tribal Treasury Advisory Committee, which advises the US Treasury Secretary. Prior to assuming the role of chief, Malerba worked in tribal government as the executive director of tribal health and human services and as a registered nurse.

The United States Treasurer oversees the US Mint, Bureau of Engraving and Printing, and Fort Knox, and is a key link to the Federal Reserve. Malerba will also work as senior adviser to Yellen, according to the White House.

As Treasurer, Malerba’s signature will be on US currency.

“For the first time in history, the name of a tribal leader and an aboriginal woman will be the signature on our currency,” Yellen said in prepared remarks ahead of the announcement.

“Chief Malerba will expand our unique relationship with tribal nations, continuing our joint efforts to support the development of tribal economies and economic opportunities for tribal citizens,” Yellen added.

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SWISS RE PRESENTS AN ANALYSIS OF NEW GLOBAL RISKS THAT COULD AFFECT COUNTRIES AND SOCIETY https://www.koparunescape2gold.com/swiss-re-presents-an-analysis-of-new-global-risks-that-could-affect-countries-and-society/ Sun, 19 Jun 2022 20:02:34 +0000 https://www.koparunescape2gold.com/swiss-re-presents-an-analysis-of-new-global-risks-that-could-affect-countries-and-society/ New risks are emerging as the global community faces well-known challenges such as the pandemic, war in Ukraine, economic instability and declining trust in established social institutions, according to the Swiss Re SONAR report on the 10th company anniversary. “We live in a world where billionaires can take day trips to the stratosphere, crypto-assets defy […]]]>

New risks are emerging as the global community faces well-known challenges such as the pandemic, war in Ukraine, economic instability and declining trust in established social institutions, according to the Swiss Re SONAR report on the 10th company anniversary.

“We live in a world where billionaires can take day trips to the stratosphere, crypto-assets defy established financial norms, and climate change is altering the very nature of our physical environment,” said a statement posted on the site of the international reinsurer.

A global pandemic, geopolitical strife, rising inflation and an ongoing climate crisis are just a few of the many risks SONAR has explored over the past decade that have ultimately materialized, according to Patrick Raaflaub, director of the Swiss Re Risk Group. However, the study of new risks is not forward-looking. It’s about raising awareness of the risks that can affect society, and of the appropriate preparation, the report says.

At the same time, it is noted that crypto assets and quantum computing are creating new risks in the global financial system.

In today’s technology-heavy financial system, cryptocurrencies such as bitcoin and ether have emerged as potential competitors to traditional currencies. Along with these new forms of currency, other crypto assets have emerged. Tokens, for example, allow people to buy digital images of real estate assets, such as artwork or real estate. They can be sold and give their owner access to assets, products or services. Changes in ownership, taxation, regulatory issues and other risks associated with new asset classes pose new questions for insurers. For example, are certain crypto assets subject to existing ownership or cybersecurity policies?

The security of the new digital financial economy also faces new risks. In particular, thanks to quantum computing, a new generation of computers is poised to perform tasks inaccessible to modern machines. These ultra-intelligent technologies offer significant advantages: sophisticated weather modeling, advanced medical research and financial analysis. As they mature, they can also become a threat to existing computer security protocols, potentially breaking standard encryption keys used in online communications and data transmission, the report notes.

In addition, a new generation of emerging risks is linked to climate change, the company points out.

“Swiss Re identified the threat of climate change as early as 1979. More than 40 years later, the effects of climate risks are felt very strongly in our daily lives. Beyond what we already see, climate change is creating a new generation of emerging risks,” the paper points out.

This year’s SONAR report explores how melting permafrost that covers a quarter of the northern hemisphere could not only damage infrastructure and accelerate climate change, but also release disease-causing pathogens that have been frozen for decades.

Moreover, agriculture is particularly sensitive to climate change and struggles to reduce its contribution to global warming. Emissions from global food production account for about 31% of total anthropogenic carbon emissions. The challenge for agriculture is to increase productivity and feed more people while reducing emissions. Insurers can play a vital role in the faster adoption and scale-up of sustainable agricultural practices by providing tailored risk coverage solutions and promoting climate-smart and regenerative agriculture, says Swiss Re.

“There was a time when today’s big issues such as climate change, the pandemic, geopolitical conflicts and inflation were new risks in their own right. SONAR’s 10th anniversary edition is a poignant reminder of the long-term potential of emerging risks and how the insurance industry is helping to build societal resilience,” the report says.

The Swiss Re Group is one of the world’s leading providers of reinsurance, insurance and other forms of insurance-based risk transfer.

SWITZERLAND RE

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FIREPIN Token (FRPN): Could it be as efficient as Theta Network (THETA) and Stacks (STX) https://www.koparunescape2gold.com/firepin-token-frpn-could-it-be-as-efficient-as-theta-network-theta-and-stacks-stx/ Thu, 16 Jun 2022 03:18:30 +0000 https://www.koparunescape2gold.com/firepin-token-frpn-could-it-be-as-efficient-as-theta-network-theta-and-stacks-stx/ Previous story: No BJP alternative for holistic development and permanent peace in Assam, North East and India: Sarbananda Sonowal FIREPIN Token (FRPN): Could it be as efficient as Theta Network (THETA) and Stacks (STX) Posted on June 16, 2022 Cryptocurrencies have been on the rise over the past few years, with more and more people […]]]>
Previous story:

No BJP alternative for holistic development and permanent peace in Assam, North East and India: Sarbananda Sonowal

FIREPIN Token (FRPN): Could it be as efficient as Theta Network (THETA) and Stacks (STX)

Posted on June 16, 2022

Cryptocurrencies have been on the rise over the past few years, with more and more people investing in them. Some of the most successful cryptocurrencies include Theta Network (THETA) and Stacks (STX).
Now, a new cryptocurrency is gaining popularity called FIREPIN Token (FRPN). So, could it be as successful as Theta Network and Stacks? Let’s take a closer look.

FIREPIN TOKEN (FRPN) can be a great long-term investment
Investments Although FIREPIN Token (FRPN) is still in the pre-sale phase, it has already attracted a significant number of investors. Reaching a large user base, this project aims to be fully managed by its community (DAO) from the first quarter of 2023.

The FIREPIN token (FPRN), using multi-chain technology, allows very fast and low-cost transactions. Thanks to an advanced algorithm, all the operations that may be necessary in the ecosystem are carried out in the most efficient way.

The FIREPIN ecosystem aims to reach a large number of users with an NFT market. This section, which will run on low fuel costs, has already caught the attention of many.

A Metaverse game, which will be developed in the third quarter of 2022, is among the main objectives of the project. FIREPIN Token (FRPN) has set up one of the most comprehensive projects in this field and has the potential to shine, especially in 2023.

On top of all this, FRPN allows its investors to earn passive income, through its staking and yield farming features. The staking program, which is quite comprehensive, has the potential to provide serious long-term returns.

Theta Network (THETA) wants to change our video streaming habits
Completely Theta Network (THETA) rewards its users who share their unused resources and bandwidth through Theta Fuel. This sharing, carried out using peer-to-peer technology, saves video distribution platforms from having to make costly investments while offering
revenue to viewers and sharers.

Theta Network (THETA) provides solutions not only for broadcast but also for decentralized applications. The vast ecosystem of the project can be used in many fields, from electronic sports to music broadcasts, television and distance education.

Given the current state of the market, researching projects before joining them is key in deciding which projects to join. Theta Network (THETA) should be considered for a list of investors.

Stacks (STX) wants to update Bitcoin (BTC) to a more modern coin
Stacks (STX) is a cryptocurrency that aims to bring Bitcoin (BTC) into the modern era. STX does this by updating the original BTC codebase and adding new features more suited to today’s needs. One of the defining features of Stacks (STX) is its use of smart contracts.

This allows for more flexibility and functionality compared to BTC. For example, STX can be used to create decentralized applications (dApps) and NFTs. Additionally, Stacks (STX) also has a much lower market cap than BTC.

Bringing some degree of flexibility to the largest cryptocurrency in existence leaves Stacks in a very favorable position. When the cryptocurrency market exits the bear market and turns into a bull, Bitcoin will be at the forefront and Stacks could benefit greatly.

FIREPIN Token (FRPN) is a cryptocurrency that has the potential to be as successful as Theta Network (THETA) and Stacks (STX). Its unique features could make it an important player in the digital currency market. If you are considering investing in cryptocurrencies, the FIREPIN (FRPN) token should be at the top of your list.

FIRESTOP (FRPN)
Presale: https://presale.firepin.io/register
Website: https://firepin.io/

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Gotham’s Ben McKenzie solves the crypto problem in response to Jon Favreau’s podcast https://www.koparunescape2gold.com/gothams-ben-mckenzie-solves-the-crypto-problem-in-response-to-jon-favreaus-podcast/ Tue, 14 Jun 2022 03:55:15 +0000 https://www.koparunescape2gold.com/gothams-ben-mckenzie-solves-the-crypto-problem-in-response-to-jon-favreaus-podcast/ Actor Ben McKenzie, known for his role as Jim Gordon in Fox’s superhero crime drama series Gothamlisted crypto market issues in response to podcaster Jon Favreau Pod Save America cryptocurrency episode. McKenzie, who holds an undergraduate degree in economics and foreign affairs, said Favreau’s guest speaker Kevin Roose didn’t get the full picture of money […]]]>

Actor Ben McKenzie, known for his role as Jim Gordon in Fox’s superhero crime drama series Gothamlisted crypto market issues in response to podcaster Jon Favreau Pod Save America cryptocurrency episode.

McKenzie, who holds an undergraduate degree in economics and foreign affairs, said Favreau’s guest speaker Kevin Roose didn’t get the full picture of money fundamentals when discussing the role of cryptography in modern markets. “Money is a public good, as well as a social construct,” McKenzie explained on Twitter. “The first part is pretty self-explanatory: we all rely on money to keep our modern economies running efficiently.” The actor argued that money was a social construct and only existed because the public trusted its perceived value. McKenzie further questioned the viability of a “trustless” currency.


RELATED: Gotham, Barry Star Was Told to Retire From Comedy Because He Was Too Unappealing

It should be noted that the Favreau under discussion since Pod Save America is not the same Favreau of the Marvel Cinematic Universe and star wars. “Private money is something we tried in the 19th century. It was a miserable failure,” he continued in a later tweet. “When people lost faith in the banks that issued these funds, the subsequent runs rendered the ‘currencies’ worthless.”

McKenzie also dismissed cryptocurrency as an example of decentralized currency. The Gotham star claimed that crypto markets are in fact highly centralized. He explained that cryptocurrencies were under the control of market makers, who used the currencies for transactions with brokers, clearinghouses and their own exchanges.


Related: Gotham: Who Killed Thomas & Martha Wayne?

“The truth is that these ‘cryptocurrencies’ aren’t actually currencies at all, because they don’t work the way they do: they’re a mediocre medium of exchange, unit of account, and store of value,” he said. he declared. McKenzie thought cryptocurrencies were closer to securities, the only difference being that cryptocurrencies currently lack regulation. “We tried that in the 1920s before we had securities laws in this country. It didn’t go over well,” McKenzie concluded.

It’s not the first time that Gotham star slammed influencers involved in the crypto market. McKenzie previously advised celebrities who profited from cryptocurrency to apologize and donate their profits to victims of crypto-fraud. “Oh, and given enough time, we’ll probably find out how much you [celebrities] got paid anyway,” the actor said at the time. “Just in case you want a little more motivation to do the right thing.” McKenzie also announced that he was collaborating with the reporter Jacob Silverman for a book entitled easy moneywhich will study the effects of the cryptocurrency market.


McKenzie starred in Gotham for all five seasons it aired on Fox between 2014 and 2019. In 2021, fans rallied around the #SaveGotham hashtag in a bid to renew the series for a sixth season viz.

The five seasons of Gotham are available to stream on Netflix.

Source: Twitter

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Investing in good wine | MENAFN.COM https://www.koparunescape2gold.com/investing-in-good-wine-menafn-com/ Sun, 12 Jun 2022 09:00:22 +0000 https://www.koparunescape2gold.com/investing-in-good-wine-menafn-com/ (MENAFN-IANS) By Chitra Kadam New Delhi, June 12 (IANSlife) The older the wine, the better! This phrase applies not only to the taste of wine, but also to its value, which increases over time. Wine is rated on rarity, blend, label reputation, and longevity, so keep that in mind before making decisions. What started with […]]]>

(MENAFN-IANS)

By Chitra Kadam

New Delhi, June 12 (IANSlife) The older the wine, the better! This phrase applies not only to the taste of wine, but also to its value, which increases over time.

Wine is rated on rarity, blend, label reputation, and longevity, so keep that in mind before making decisions. What started with a few million is now a $5 billion market, about 65% more than a decade ago. Investments in wine have not been affected even in extreme situations such as the Covid-19 pandemic. Due to the ability of wine investments to provide a hedge against inflation and currency depreciation, wine is the preferred alternative asset of many modern institutional investors.

* The value of wine depends on many factors. Here are a few :

Rarity: The rarer your wine, the higher its value. People want to own valuable and rare things to have status in society. Some people do it for fun.

Combination: The wine should be a good mix of acidity, alcohol, flavor and tannins. This determines how well it will age over time. If the mix is ​​not good, age may not matter.

Reputation: The pedigree of the winemaker is also an important factor. Traditionally, people consider the Bordeaux region, Burgundy, the Rhone Valley and Tuscany in Italy to be very famous winemakers.

Longevity: It sometimes takes 10 to 25 years for the wines to reach their maximum maturity.

* Benefits of investing in wine:

Low Taxes/Fees: Investing in wine offers advantages in terms of taxes and associated fees.

Stable investment strategy: As Wine is independent of stock market fluctuations, it can be considered a stable investment.

Reasonable returns: Average returns are 10% per year, however, a good portfolio can perform well and give you returns as high as 150%.

Asset Appreciation: Value increases over time.

* Returns on investments in wine:

Annual returns of 10-15% are typical in the wine industry. However, some rare bottles can work exceptionally well, yielding amazing results of up to 150-200%. The risk is almost non-existent and the returns are mostly stable. Wine is a growing asset, and losing money on it is rare.

Wine has no correlation with the stock market, making it a safe investment. During the 2008 recession, the S&P 500 fell 38.5%, while the Liv-ex 1000 for wines fell only 0.6%. When the pandemic started in March 2020, the S&P 500 fell 25%, while the Liv-ex 1000 stock market fell only 4%.

*Steps to keep in mind when investing in wine:

Do your research – Research is important in any type of investing. As mentioned earlier, people buy wine for pleasure, so it’s important to research which wine people have bought in the last few years and which they might be interested in buying after a few years.

Figure out how much you can invest – Experts say you need a minimum of $10,000 to start investing in the right wine. There is a wide range of wines available and it is good to maintain a portfolio of different types of wine such as Burgundy wines and SuperTuscans and Barolos from the USA.

Find a sales platform – You can sell your wine at auction or to other private collectors. You can also sell your wine on wine exchanges, they may charge around 10% of the total profit.

(Chitra Kadam, Financial Engineer, Hedonova)

(IANSlife can be contacted at )

–IANS

chitrakadam/tb

MENAFN12062022000231011071ID1104360880


Legal disclaimer: MENAFN provides the information “as is” without warranty of any kind. We assume no responsibility for the accuracy, content, images, videos, licensing, completeness, legality or reliability of any information in this article. If you have any complaints or copyright issues related to this article, please contact the provider above.

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COUCHBASE, INC. Management’s Discussion and Analysis of Financial Condition and Results of Operations (Form 10-Q) https://www.koparunescape2gold.com/couchbase-inc-managements-discussion-and-analysis-of-financial-condition-and-results-of-operations-form-10-q/ Fri, 10 Jun 2022 20:24:04 +0000 https://www.koparunescape2gold.com/couchbase-inc-managements-discussion-and-analysis-of-financial-condition-and-results-of-operations-form-10-q/ You should read the following discussion and analysis of our financial condition and results of operations together with our condensed consolidated financial statements and the related notes and other financial information included elsewhere in this Quarterly Report on Form 10-Q. Some of the information contained in this discussion and analysis or set forth elsewhere in […]]]>
You should read the following discussion and analysis of our financial condition
and results of operations together with our condensed consolidated financial
statements and the related notes and other financial information included
elsewhere in this Quarterly Report on Form 10-Q. Some of the information
contained in this discussion and analysis or set forth elsewhere in this
Quarterly Report on Form 10-Q, including information with respect to our plans
and strategy for our business, includes forward-looking statements that involve
risks and uncertainties. You should review the sections titled "Special Note
Regarding Forward-Looking Statements" and "Risk Factors" for a discussion of
forward-looking statements and important factors that could cause actual results
to differ materially from the results described in or implied by the
forward-looking statements contained in the following discussion and analysis.
The last day of our fiscal year is January 31. Our fiscal quarters end on April
30, July 31, October 31 and January 31. Our fiscal years ended January 31, 2021
and 2022 are referred to herein as fiscal 2021 and fiscal 2022, respectively.

Insight


Couchbase provides a leading modern database for enterprise applications. Our
mission is to empower enterprises to build, manage and operate modern
mission-critical applications. Enterprises rely on Couchbase to power the core
applications their businesses depend on, with the highest performance,
reliability, scalability and agility requirements and for which there is no
tolerance for disruption or downtime. Any compromise of these requirements could
cause these applications to fail-stopping or delaying package delivery for
shipping companies, interrupting reservations for travel companies or causing
product shortages in stores for retailers.

Our database is versatile and works in multiple configurations, from cloud to
multi- or hybrid-cloud to on-premise environments to the edge in truly
distributed environments with flexibility in and between those environments. We
have architected our database to fuse the trusted strengths of relational
databases with the flexibility, performance and scale of NoSQL in the cloud. Our
cloud-native platform provides a powerful modern database that serves the needs
of both enterprise architects and application developers. Combined with our
performance at scale, we believe this power enables customers to run their most
important applications with the effectiveness they require, with the efficiency
they desire and in the modern infrastructure environments they demand.

With nearly every aspect of our lives being transformed by digital innovation,
enterprises are charged with building applications that enable delightful and
meaningful customer experiences. Enterprises are increasingly reliant on
applications, which in turn rely on databases to store, retrieve and
operationalize data into action. Today, applications are operating at a scale,
speed and dynamism unheard of just a decade ago. There is an increasing
diversity of application types, modalities and delivery and consumption models,
and the volume, velocity and variety of data on which they rely is growing at an
exponential rate. Consequently, the demand on enterprises and their databases is
growing exponentially.

While legacy database technologies were built to the highest performance and
reliability requirements of their generation, they are approaching the limits
for which they were designed. The underlying architecture of these technologies
has not changed significantly, while the requirements of the applications they
need to support are changing dramatically. Legacy database technologies are
buckling under the pressure of digital transformation, as they were not built to
update and respond in microseconds, enable rich, customized user experiences and
perform without latency.

We designed Couchbase to give enterprises a database for the modern cloud world.
Our platform combines the best capabilities of a relational database, like SQL
transactions and ACID guarantees, with the flexibility and scalability of a
NoSQL database. This allows enterprises to confidently accelerate strategic
initiatives such as more quickly moving business-critical applications into the
cloud, improving application flexibility and increasing developer agility. For
our customers, we facilitate a seamless transition from legacy relational
databases to our modern database resulting in better application scalability,
user experience and security at the pace that works for them. We deliver this
modern database as both a customer-managed product and as a fully-managed DBaaS
that is managed by Couchbase. Our DBaaS, called Couchbase Capella, supports a
broad set of use cases, reducing a customer's need to buy, deploy and manage
additional databases or supporting technologies.

We sell our platform through our direct sales force and our growing ecosystem of
partners. Our platform is broadly accessible to a wide range of enterprises, as
well as governments and organizations. We have customers in a range of
industries, including retail and e-commerce, travel and hospitality, financial
services and insurance, software and technology, gaming, media and entertainment
and industrials. We focus our selling efforts on the largest global enterprises
with the most complex data requirements, and we have introduced a new
cloud-based managed offering for enterprises looking for a turnkey version of
our platform.
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We have achieved significant growth over our operating history. For the three
months ended April 30, 2022 and 2021, our revenue was $34.9 million and $28.0
million, respectively, representing period-over-period growth of 25%. As of
April 30, 2022 and 2021, our ARR was $139.7 million and $109.5 million,
respectively, representing period-over-period growth of 27%. For the three
months ended April 30, 2022 and 2021, our net loss was $19.8 million and $14.6
million, respectively, as we continued to invest in the growth of our business
to capture the massive opportunity that we believe is available to us.

Our business model


We generate the substantial majority of our revenue from sales of subscriptions,
which accounted for 92% and 95% for the three months ended April 30, 2022 and
2021, respectively. We derive substantially all of our subscription revenue from
the Enterprise Edition of our Couchbase platform, which includes Couchbase
Server, our flagship product, and Couchbase Mobile. The Couchbase platform is
generally licensed per node, which we define as an instance of Couchbase running
on a server. Our subscription pricing is based on the computing power and memory
per instance, as well as the chosen service level. We offer three different
support levels: the Platinum level offers 24/7 support and the shortest response
time of 30 minutes; the Gold level offers 24/7 support with a response time of 2
hours; and the Silver level offers 7am-5pm local time support, 5 days a week.
These response times are for incidences of the highest severity level, which we
identify as level P1. The initial response time for levels P2 and P3, which are
less severe, are longer.

The non-cancelable term of our subscription arrangements typically ranges from
one to three years but may be longer or shorter in limited circumstances and is
typically billed annually in advance. The timing and billing of large,
multi-year contracts can create variability in revenue and deferred revenue
between periods.

We also derive subscription revenue from Couchbase Capella, our fully-managed
DBaaS. Couchbase Capella is licensed using an on-demand consumption model or an
annual credit model, which removes the need to license different node types
separately. Couchbase Capella pricing delivers superior customer flexibility
relative to other CSPs as on-demand pricing allows customers to pay only for
what they use based on hourly pricing and the credits purchased through our
annual credit model expire only at the end of a 12-month period, rather than
ratably throughout the year. We also provide automatic conversion to on-demand
consumption when credits expire or are exhausted. Couchbase Capella credits can
be purchased upfront to provide cost savings with volume discounts available
based on credit quantity. We offer three pricing levels for Couchbase Capella,
based on the support response time. Revenue from Couchbase Capella was not
material for the three months ended April 30, 2022 and 2021.

We also generate revenue from services, which represented 8% and 5% of our total
revenue for the three months ended April 30, 2022 and 2021, respectively. Our
services revenue is derived from our professional services related to the
implementation or configuration of our platform and training. We have invested
in building our services organization because we believe it plays an important
role in customer success, ensuring that our customers fulfill their digital
transformation agendas while leveraging our platform, accelerating our
customers' realization of the full benefits of our platform and driving
increased adoption of our platform.

Our go-to-market strategy is focused on large enterprises recognized as leaders
in their respective industries who are attempting to solve complicated business
problems by digitally transforming their operations. As a result, Couchbase
powers some of the largest and most complex enterprise applications worldwide.
Through our highly instrumented "sell-to" go-to-market motion, we have built a
direct sales organization that understands the strategic needs of enterprises as
well as a marketing organization that emphasizes our enablement of digital
transformation through our no-compromises approach to performance, resiliency,
scalability, agility and TCO savings.

We complement our "sell-to" go-to-market motion with a "buy-from" go-to-market
motion, which is focused on targeting the application developer community to
drive adoption of our platform. To accomplish this, we have and plan to continue
to invest in Couchbase Capella, our fully-managed DBaaS offering, We also offer
free Community Editions of some of our products, free trials of our Enterprise
Edition of Couchbase Server and Couchbase Capella products and a web
browser-based demonstration version of Couchbase Server to further accelerate
application developer adoption. We believe these offerings lead to future
purchases of the Enterprise Edition. While our Community Edition includes the
core functionality of Couchbase Server, it is not suited for mission-critical
deployments, as it offers only limited functionality around the scaled
performance and security that enterprises require and no direct customer support
from Couchbase.

We are also continuously developing and cultivating our ecosystem of cloud provider partners and technology providers. A significant portion of our revenue in the three months ended April 30, 2022 and 2021 was driven by our partner ecosystem.

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We employ a land-and-expand model centered around our platform offerings, which
have a rapid time to production and time to value for our customers, and our
sales and customer success organizations, which proactively guide customers to
realize strategic and transformative use cases and drive greater adoption of our
platform and services. Our marketing organization is focused on building our
brand reputation and awareness, which drive customer interest and demand for our
platform. As part of these efforts, we host Couchbase Connect.ONLINE, a
technical conference for application developers and enterprise architects, which
showcases compelling customer testimonials and various use cases of our
platform. Our Couchbase Connect offering also provides application developers
with helpful resources to help them learn more about our platform, including
access to on-demand instructional webinars. We also offer Couchbase Playground,
allowing application developers to access Couchbase's API and Couchbase Academy,
which includes role-specific training courses. Application developers are also
able to collaborate and discuss specific topics related to our platform on our
forum.

Impact of COVID-19

The ongoing COVID-19 pandemic and efforts to mitigate its impact have
significantly curtailed the movement of people, goods and services worldwide,
including in the geographic areas in which we conduct our business operations
and from which we generate our revenue. It has also caused societal, economic
and financial market volatility, resulting in business shutdowns and reduced
business activity. In addition, inflation concerns in light of the economic
recovery has impacted and may continue to impact business spending and the
economy as a whole. We believe that the COVID-19 pandemic has previously had a
negative impact on our business and results of operations. The COVID-19 pandemic
may cause us to continue to experience challenges in our business in the future.

Despite the impacts described above, we believe the COVID-19 pandemic has the
longer term potential to accelerate the trend of enterprises seeking to
modernize and re-architect their mission-critical applications and the building
of new applications to allow them to function in the cloud. The constraining of
IT budgets could also further accelerate the adoption and expansion of our
platform, as it can effectively support mission-critical applications while
providing significant TCO benefits.

The COVID-19 pandemic has also resulted in cost savings for our business. We experienced slower growth in certain operating expenses due to reduced business travel, postponement of hiring for certain positions, and virtualization or cancellation of customer and employee events.


Following the challenges that we experienced due in large part to the COVID-19
pandemic, we have seen continued growth in our business. For example, our
customers in COVID-19 impacted industries showed signs of recovery as spending
increased across this cohort after a challenging period and our sales
productivity continues to improve. More broadly, we believe this growth may
accelerate as businesses begin to reopen, as our investments in Couchbase
Capella continue to gain traction and as our sales and marketing organization is
able to operate at full capacity, and as existing and prospective COVID-19
impacted customers continue to recover. The impact of the COVID-19 pandemic on
our industry continues to evolve, and the full impact on our financial condition
and results of operations and the broader economic recovery remains uncertain,
including as a result of outbreaks and variants. See the section titled "Risk
Factors-Risks Related to Our Industry and Business-The global COVID-19 pandemic
has harmed and could continue to harm our business and results of operations"
for more information regarding risks related to the COVID-19 pandemic.

Factors affecting our performance

Continue to acquire new customers


We grow our subscription revenue by acquiring new customers. The size of our
customer base may vary from period to period for several reasons, including the
length of our sales cycle, the effectiveness of our sales and marketing efforts,
enterprise application development cycles and the corresponding adoption rates
of modern applications that require database solutions like ours. Additionally,
our revenue has and will vary as new customers purchase our products due to the
fact that we recognize a portion of such subscription revenue upfront. As
digital transformation continues to accelerate, we believe that Couchbase
Capella, our fully-managed DBaaS offering, will become increasingly popular as a
result of its compelling pricing model, ease of operation, lower TCO, time to
market and flexibility. We will continue to offer Couchbase Capella and provide
flexible, highly available and differentiated economical options to capture new
customers.
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Continue to grow among existing customers


A significant part of our growth has been, and we expect will continue to be,
driven by expansion within our existing customer base. Growth of our revenue
from our existing customers results from increases in the scale of their
deployment for existing use cases, or when customers utilize our platform to
address new use cases. In addition, our professional services organization helps
customers deploy new use cases and optimize their existing implementations. Our
revenue from our subscription offerings varies depending on the scale and
performance requirements of our customers' deployments. We are focusing on
growing our subscription revenue, particularly from enterprises, while
delivering professional services and training to support this growth. We have
been successful in expanding our existing customers' adoption of our platform as
demonstrated by our dollar-based net retention rate of over 115% in seven of the
past eight quarters.

Our dollar-based net retention rate for any period equals the simple arithmetic
average of our quarterly dollar-based net retention rate for the four quarters
ending with the most recent fiscal quarter. To calculate our dollar-based net
retention rate for a given quarter, we start with the ARR, or Base ARR,
attributable to our customers, or Base Customers, as of the end of the same
quarter of the prior fiscal year. We then determine the ARR attributable to the
Base Customers as of the end of the most recent quarter and divide that amount
by the Base ARR.

Continue to invest in growth


We expect to continue to invest in our offerings, personnel, geographic presence
and infrastructure in order to drive future growth, as well as to pursue
adjacent opportunities. We expend research and development resources to drive
innovation in our proprietary software to constantly improve the functionality
and performance of our platform and to increase the deployment models available
to our customers. We anticipate continuing to increase our headcount to ensure
that our product development organization drives improvements in our product
offerings, our sales and marketing organization can maximize opportunities for
growing our business and revenue and our general and administrative organization
efficiently supports the growth of our business as well as our effective
operation as a public company.

Key business indicators

Recurring annual income


We define ARR as of a given date as the annualized recurring revenue that we
would contractually receive from our customers in the month ending 12 months
following such date. Based on historical experience with customers, we assume
all contracts will be automatically renewed at the same levels unless we receive
notification of non-renewal and are no longer in negotiations prior to the
measurement date. ARR also includes revenue from consumption-based cloud credits
of Couchbase Capella products. ARR for Couchbase Capella products is calculated
by annualizing the prior 90 days of actual consumption, assuming no increases or
reductions in usage. ARR excludes revenue derived from the use of cloud products
only based on on-demand arrangements and services revenue. ARR should be viewed
independently of revenue, and does not represent our revenue under U.S. GAAP on
an annualized basis, as it is an operating metric that can be impacted by
contract start and end dates and renewal dates. ARR is not intended to be a
replacement for forecasts of revenue. Although we seek to increase ARR as part
of our strategy of targeting large enterprise customers, this metric may
fluctuate from period to period based on our ability to acquire new customers
and expand within our existing customers. We believe that our ARR is an
important indicator of the growth and performance of our business. We updated
our definition of ARR beginning in the first quarter of fiscal 2023 to include
revenue from consumption-based cloud credits of Couchbase Capella products by
annualizing the prior 90 days of actual consumption, assuming no increases or
reductions in usage. The reason for this change is to better reflect the ARR for
Couchbase Capella products following the launch of Couchbase Capella in fiscal
2022. ARR for periods prior to the first quarter of fiscal 2023 has not been
adjusted to reflect this change as it is not material to any period previously
presented.

                                         As of April 30,
                                        2022         2021

                                          (in millions)
                               ARR   $  139.7      $ 109.5


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Clients


We calculate our total number of customers at the end of each period. We include
in this calculation each customer account that has an active subscription
contract with us or with which we are negotiating a renewal contract at the end
of a given period. Each party with which we enter into a subscription contract
is considered a unique customer and, in some cases, a single organization may be
counted as more than one customer. Our customer count is subject to adjustments
for acquisitions, consolidations, spin-offs and other market activity. We
believe that our number of customers is an important indicator of the growth of
our business and future revenue trends.

                                           As of April 30,
                                         2022             2021
                           Customers    614               549

Non-GAAP Financial Measures


In addition to our financial information presented in accordance with GAAP, we
believe certain non-GAAP financial measures are useful to investors in
evaluating our operating performance. We use certain non-GAAP financial
measures, collectively, to evaluate our ongoing operations and for internal
planning and forecasting purposes. We believe that non-GAAP financial measures,
when taken together with the corresponding GAAP financial measures, may be
helpful to investors because they provide consistency and comparability with
past financial performance and meaningful supplemental information regarding our
performance by excluding certain items that may not be indicative of our
business, results of operations or outlook. Non-GAAP financial measures are
presented for supplemental informational purposes only, have limitations as
analytical tools and should not be considered in isolation or as a substitute
for financial information presented in accordance with GAAP and may be different
from similarly-titled non-GAAP financial measures used by other companies. In
addition, other companies, including companies in our industry, may calculate
similarly-titled non-GAAP financial measures differently or may use other
measures to evaluate their performance, all of which could reduce the usefulness
of our non-GAAP financial measures as tools for comparison. Investors are
encouraged to review the related GAAP financial measures and the reconciliation
of these non-GAAP financial measures to their most directly comparable GAAP
financial measures (provided in the financial statement tables included in this
press release), and not to rely on any single financial measure to evaluate our
business.

We define the non-GAAP financial measures below as their respective GAAP
measures, excluding expenses related to stock-based compensation expense and
employer taxes on employee stock transactions. We use these non-GAAP financial
measures in conjunction with GAAP measures to assess our performance, including
in the preparation of our annual operating budget and quarterly forecasts, to
evaluate the effectiveness of our business strategies and to communicate with
our board of directors concerning our financial performance.

Beginning with the first quarter of fiscal 2023, we have excluded employer
payroll taxes on employee stock transactions, which is a cash expense, from our
non-GAAP results. These payroll taxes have been excluded from our non-GAAP
results because they are tied to the timing and size of the exercise or vesting
of the underlying equity awards, and the price of our common stock at the time
of vesting or exercise may vary from period to period independent of the
operating performance of our business. Prior period non-GAAP financial measures
have not been adjusted to reflect this change, and the effect of this change is
not material for any period previously presented.


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Non-GAAP Gross Profit and Non-GAAP Gross Margin


We define non-GAAP gross profit and non-GAAP gross margin as gross profit and
gross margin, respectively, excluding stock-based compensation expense and
employer taxes on employee stock transactions recorded to cost of revenue. We
use non-GAAP gross profit and non-GAAP gross margin in conjunction with GAAP
financial measures to assess our performance, including in the preparation of
our annual operating budget and quarterly forecasts, to evaluate the
effectiveness of our business strategies and to communicate with our board of
directors concerning our financial performance.

                                                                       Three Months Ended April 30,
                                                                      2022                    2021

                                                                          (dollars in thousands)
Total revenue                                                    $        34,853       $           27,955
Gross profit                                                     $        30,202       $           24,563
Add: Stock-based compensation expense                                        216                       49
Add: Employer taxes on employee stock transactions                             2                        -
Non-GAAP gross profit                                            $        30,420       $           24,612
Gross margin                                                               86.7%                    87.9%
Non-GAAP gross margin                                                      87.3%                    88.0%


Non-GAAP operating loss and non-GAAP operating margin


We define non-GAAP operating loss and non-GAAP operating margin as loss from
operations and operating margin, respectively, excluding stock-based
compensation expense and employer taxes on employee stock transactions. We use
non-GAAP operating loss and non-GAAP operating margin in conjunction with GAAP
measures to assess our performance, including in the preparation of our annual
operating budget and quarterly forecasts, to evaluate the effectiveness of our
business strategies and to communicate with our board of directors concerning
our financial performance.

                                                                        Three Months Ended April 30,
                                                                         2022                    2021

                                                                           (dollars in thousands)
Total revenue                                                    $             34,853       $        27,955
Loss from operations                                             $           (18,988)       $      (14,109)
Add: Stock-based compensation expense                                           5,450                 1,829
Add: Employer taxes on employee stock transactions                                133                     -
Non-GAAP operating loss                                          $           (13,405)       $      (12,280)
Operating margin                                                              (54)  %               (50)  %
Non-GAAP operating margin                                                     (38)  %               (44)  %


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Non-GAAP net loss and non-GAAP net loss per share


We define non-GAAP net loss attributable to common stockholders as net loss
attributable to common stockholders excluding stock-based compensation expense
and employer taxes on employee stock transactions. We use non-GAAP net loss
attributable to common stockholders and non-GAAP net loss per share attributable
to common stockholders in conjunction with GAAP measures to assess our
performance, including in the preparation of our annual operating budget and
quarterly forecasts, to evaluate the effectiveness of our business strategies
and to communicate with our board of directors concerning our financial
performance.

                                                                        Three Months Ended April 30,
                                                                       2022                    2021

                                                                    (in thousands, except per share data)
Net loss attributable to common stockholders                      $      (19,834)       $          (16,078)
Add: Stock-based compensation expense                                       5,450                     1,829
Add: Employer taxes on employee stock transactions                            133                         -

Non-GAAP net loss attributable to common shares

  stockholders                                                    $      (14,251)       $          (14,249)
GAAP net loss per share attributable to common
  stockholders                                                    $        (0.45)       $            (2.55)

Non-GAAP net loss per share attributable to common stock

  stockholders                                                    $        (0.32)       $            (2.26)
Weighted average shares outstanding, basic and diluted                     44,265                     6,302


Free Cash Flow

We define free cash flow as cash used in operating activities less purchases of
property and equipment, which includes capitalized internal-use software costs.
We believe free cash flow is a useful indicator of liquidity that provides our
management, board of directors and investors with information about our future
ability to generate or use cash to enhance the strength of our balance sheet and
further invest in our business and pursue potential strategic initiatives. For
the three months ended April 30, 2022 and 2021, our free cash flow included cash
paid for our unused Credit Facility and interest on our long-term debt of less
than $0.1 million and $0.2 million, respectively.

                                                                      Three Months Ended April 30,
                                                                        2022                  2021

                                                                            ( in thousands)
Net cash used in operating activities                            $        (8,607)         $   (3,189)
Less: Purchases of property and equipment                                   (799)               (230)
Free cash flow                                                   $        (9,406)         $   (3,419)
Net cash provided by (used in) investing activities                      (44,829)              3,234
Net cash provided by financing activities                                  6,139                   8


Components of operating results

Revenue


We derive revenue from sales of subscriptions and services. Our subscription
revenue is primarily derived from term-based software licenses to our platform
sold in conjunction with post-contract support, or PCS. PCS bundled with
software licenses includes internet, email and phone support, bug fixes and the
right to receive unspecified software updates and upgrades released when and if
available during the subscription term. The software license and PCS revenue is
presented as "License" and "Support and other," respectively, in our condensed
consolidated statements of operations. License revenue is recognized upon
transfer when our customer has received access to our software. PCS revenue, or
"Support," is recognized ratably over the term of the arrangement beginning on
the date when access to the subscription is made available to our customer. The
non-cancelable term of our subscription arrangements typically ranges from one
to three years but may be longer or shorter in limited circumstances. "Other"
revenue was not material for the periods presented. Our services revenue is
derived from our professional services related to the implementation or
configuration of our platform and training. Services revenue is recognized over
time based on input measures for professional services and upon delivery for
training.
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We expect our revenue may vary from period to period based on, among other
things, the timing and size of new subscriptions, the proportion of term license
contracts that commence within the period, the rate of customer renewals and
expansions and timing and delivery of professional services and training.

Revenue cost


Cost of subscription revenue primarily consists of personnel-related costs
associated with our customer support organization, including salaries, bonuses,
benefits and stock-based compensation, expenses associated with software and
subscription services dedicated for use by our customer support organization,
third-party cloud infrastructure expenses, amortization of costs associated with
capitalized internal-use software related to Couchbase Capella and allocated
overhead. There is no cost of revenue associated with our license revenue. We
expect our cost of subscription revenue to increase in absolute dollars as our
subscription revenue increases and as we continue to amortize capitalized
internal-use software costs related to Couchbase Capella.

Cost of services revenue primarily consists of personnel-related costs
associated with our professional services and training organization, including
salaries, bonuses, benefits and stock-based compensation, costs of contracted
third-party partners for professional services, expenses associated with
software and subscription services dedicated for use by our professional
services and training organization, travel-related expenses and allocated
overhead. We expect our cost of services revenue to increase in absolute dollars
as our services revenue increases.

Gross profit and gross margin


Our gross profit and gross margin have been and will continue to be affected by
various factors, including the average sales price of our subscriptions and
services, the mix of subscriptions and services we sell and the associated
revenue, the mix of geographies into which we sell and transaction volume
growth. We expect our gross profit and gross margin to fluctuate in the near
term depending on the interplay of these factors, and for gross margin to
decline modestly in the long term as we introduce additional platform
capabilities and product offerings and continue to expand our client base
outside of the United States.

Functionnary costs


Our operating expenses consist of research and development, sales and marketing
and general and administrative expenses. Personnel-related costs are the most
significant component of operating expenses and consist of salaries, bonuses,
benefits, sales commissions and stock-based compensation expenses.

Research and development


Research and development expenses consist primarily of personnel-related costs,
expenses associated with software and subscription services dedicated for use by
our research and development organization, depreciation and amortization of
property and equipment and allocated overhead. We expect that our research and
development expenses will increase in absolute dollars as we continue to invest
in the features and functionalities of our platform. We expect research and
development expenses to fluctuate as a percentage of revenue in the near term,
but to decrease as a percentage of revenue over the long term as we achieve
greater scale in our business.

Sales and Marketing


Sales and marketing expenses consist primarily of personnel-related costs,
expenses associated with software and subscription services dedicated for use by
our sales and marketing organization, costs of general marketing and promotional
activities, amortization of deferred commissions, fees for professional services
related to sales and marketing, travel-related expenses and allocated overhead.
We expect that our sales and marketing expenses will increase in absolute
dollars as we continue to expand our sales and marketing efforts to attract new
customers and deepen our engagement with existing customers. We expect sales and
marketing expenses to fluctuate as a percentage of revenue in the near term as
we continue to invest in growing the reach of our platform through our sales and
marketing efforts, but to decrease as a percentage of revenue over the long term
as we achieve greater scale in our business.
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General and administrative


General and administrative expenses consist primarily of personnel-related costs
associated with our finance, legal, human resources and other administrative
personnel. In addition, general and administrative expenses include
non-personnel costs, such as fees for professional services such as external
legal, accounting and other professional services, expenses associated with
software and subscription services dedicated for use by our general and
administrative organization, certain taxes other than income taxes and allocated
overhead. We expect to incur additional expenses as a result of operating as a
public company, including costs to comply with the rules and regulations
applicable to companies listed on a national securities exchange, costs related
to compliance and reporting obligations and increased expenses for insurance,
investor relations and professional services. We expect that our general and
administrative expenses will increase in absolute dollars as we continue to
invest in the growth of our business and operate as a publicly-traded company.
We expect general and administrative expenses to fluctuate as a percentage of
revenue in the near term, but to decrease as a percentage of revenue over the
long term as we achieve greater scale in our business.

Interest charges

Interest expense consists primarily of interest on borrowings and unused credit facility fees related to our credit facility.

Other income (expenses), net


Other income (expense), net consists primarily of foreign currency gains and
losses related to the impact of transactions denominated in a foreign currency
and interest income.

Provision for Income Taxes

Provision for income taxes consists primarily of income taxes in certain foreign
jurisdictions in which we conduct business. We recorded a full valuation
allowance against our U.S. deferred tax assets as we have determined that it is
not more likely than not that the deferred tax assets will be realized. The cash
tax expenses are impacted by each jurisdiction's individual tax rates, laws on
the timing of recognition of income and deductions and availability of NOLs and
tax credits. Our effective tax rate could be adversely affected to the extent
earnings are lower than anticipated in countries that have lower statutory rates
and higher than anticipated in countries that have higher statutory rates.
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Operating results

The following table sets forth our condensed consolidated statements of earnings for the periods indicated (in thousands):

                                       Three Months Ended April 30,
                                           2022                   2021
Revenue:
License                         $         5,007                $   4,278
Support and other                        26,974                   22,187
Total subscription revenue               31,981                   26,465
Services                                  2,872                    1,490
Total revenue                            34,853                   27,955
Cost of revenue:
Subscription(1)                           2,396                    2,052
Services(1)                               2,255                    1,340
Total cost of revenue                     4,651                    3,392
Gross profit                             30,202                   24,563
Operating expenses:
Research and development(1)              14,421                   12,541
Sales and marketing(1)                   26,843                   20,634
General and administrative(1)             7,926                    5,497
Total operating expenses                 49,190                   38,672
Loss from operations                    (18,988)                 (14,109)
Interest expense                            (25)                    (245)
Other income (expense), net                (556)                      84
Loss before income taxes                (19,569)                 (14,270)
Provision for income taxes                  265                      329
Net loss                        $       (19,834)               $ (14,599)

(1)Includes stock-based compensation expense as follows:

                                                 Three Months Ended April 30,
                                                       2022                   2021

                                                        (in thousands)
Cost of revenue-subscription              $          122                    $    27
Cost of revenue-services                              94                         22
Research and development                           1,899                        570
Sales and marketing                                1,987                        541
General and administrative                         1,348                        669
Total stock-based compensation expense    $        5,450                    

$1,829

The following table presents data from our condensed consolidated statements of earnings expressed as a percentage of sales:

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                                    Three Months Ended April 30,
                                          2022                  2021
Revenue:
License                                               14  %      15  %
Support and other                                     77         79
Total subscription revenue                            92         95
Services                                               8          5
Total revenue                                        100        100
Cost of revenue:
Subscription                                           7          7
Services                                               6          5
Total cost of revenue                                 13         12
Gross profit                                          87         88
Operating expenses:
Research and development                              41         45
Sales and marketing                                   77         74
General and administrative                            23         20
Total operating expenses                             141        138
Loss from operations                                 (54)       (50)
Interest expense                                          *      (1)
Other income (expense), net                           (2)            *
Loss before income taxes                             (56)       (51)
Provision for income taxes                             1          1
Net loss                                             (57) %     (52) %


*  Represents less than 1%
Note: Certain figures may not sum due to rounding.

Comparison of the three months ended April 30, 2022 and 2021

Revenue

                                     Three Months Ended April 30,
                                          2022                    2021        $ Change      % Change

                                                      (dollars in thousands)
Revenue
License                       $         5,007                  $  4,278      $    729           17  %
Support and other                      26,974                    22,187         4,787           22  %
Total subscription revenue             31,981                    26,465         5,516           21  %
Services                                2,872                     1,490         1,382           93  %
Total revenue                 $        34,853                  $ 27,955      $  6,898           25  %


Subscription revenue increased by $5.5 million, or 21%, during the three months
ended April 30, 2022 compared to the three months ended April 30, 2021. The
increase in subscription revenue was due to an increase in revenue from existing
customers and new customers, as we increased our customer base from 549
customers as of April 30, 2021 to 614 customers as of April 30, 2022.
Approximately 93% of the increase in revenue was attributable to growth from
existing customers, and the remaining increase was attributable to new
customers.

Services revenue increased by $1.4 millioni.e. 93%, during the three months ended April 30, 2022 compared to the three months ended April 30, 2021. The increase in service revenue is mainly attributable to an increase in the number of hours of professional services performed.

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Cost of revenue, gross profit and gross margin

                                   Three Months Ended April 30,
                                  2022                        2021         $ Change      % Change

                                                    (dollars in thousands)
Cost of revenue:
Subscription                $       2,396                  $  2,052       $    344           17  %
Services                            2,255                     1,340            915           68  %
Total cost of revenue       $       4,651                  $  3,392       $  1,259           37  %
Gross profit                $      30,202                  $ 24,563
Gross margin                         86.7   %                  87.9  %
Headcount (at period end)                  57                       57


Cost of subscription revenue increased by $0.3 million or 17%, during the three
months ended April 30, 2022 compared to the three months ended April 30, 2021.
The increase in cost of subscription revenue was primarily due to an increase of
$0.3 million related to the computing infrastructure costs related to Couchbase
Capella.

Cost of services revenue increased by $0.9 million, or 68%, during the three
months ended April 30, 2022 compared to the three months ended April 30, 2021.
The increase in cost of services revenue was primarily due to an increase of
$0.5 million in contracted third-party professional services and an increase of
$0.3 million in personnel-related costs associated with headcount growth.

Gross margin decreased during the three months ended April 30, 2022 compared to
the three months ended April 30, 2021, primarily due to the mix of subscriptions
and services we sell and the associated revenue.

Research and Development

                                   Three Months Ended April 30,
                                  2022                        2021         $ Change      % Change

                                                    (dollars in thousands)
Research and development    $      14,421                  $ 12,541       $  1,880           15  %
Percentage of revenue                  41   %                    45  %
Headcount (at period end)                 249                      233


Research and development increased by $1.9 million, or 15%, during the three
months ended April 30, 2022 compared to the three months ended April 30, 2021.
The increase in research and development expenses was primarily due to an
increase of $1.6 million in personnel-related costs associated with increased
headcount and an increase of $0.3 million associated with computing
infrastructure costs dedicated for use by our research and development
organization, which was partially offset by a decrease of $0.2 million in
contracted third-party professional services.

Sales and Marketing

                                   Three Months Ended April 30,
                                  2022                        2021         $ Change      % Change

                                                    (dollars in thousands)
Sales and marketing         $      26,843                  $ 20,634       $  6,209           30  %
Percentage of revenue                  77   %                    74  %
Headcount (at period end)                 283                      253


Sales and marketing increased by $6.2 million, or 30%, during the three months
ended April 30, 2022 compared to the three months ended April 30, 2021. The
increase in sales and marketing expenses was primarily due to an increase of
$3.7 million in personnel-related costs associated with increased headcount and
an increase of $1.0 million in travel-related costs. There was an additional
increase of $0.5 million in sales and marketing program expenses primarily
associated with costs of general marketing and promotional activities as we
continue to expand our sales and marketing efforts to attract new customers and
deepen our engagement with existing customers.
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General and Administrative

                                     Three Months Ended April 30,
                                    2022                          2021        $ Change      % Change

                                                      (dollars in thousands)
General and administrative    $       7,926                    $ 5,497       $  2,429           44  %
Percentage of revenue                    23   %                     20  %
Headcount (at period end)                    70                        54


General and administrative increased by $2.4 million, or 44%, during the three
months ended April 30, 2022 compared to the three months ended April 30, 2021.
The increase in general and administrative expenses was primarily due to an
increase of $1.5 million in personnel-related costs associated with increased
headcount and an increase of $0.7 million in additional professional fees and
other corporate expenses associated with being a publicly traded company.

Interest Expense

                             Three Months Ended April 30,
                                   2022                     2021       $ Change       % Change

                                               (dollars in thousands)
Interest expense     $          (25)                      $ (245)     $     220          (90) %

Interest expense decreased by $0.2 millioni.e. (90)%, during the three months ended April 30, 2022 compared to the three months ended April 30, 2021. The decrease in interest expense is primarily due to the repayment of the entire outstanding balance of our credit facility in fiscal 2022.


Other Income (Expense), Net

                                                                Three Months Ended April
                                                                           30,
                                                                  2022             2021            $ Change            % Change

                                                                                      (dollars in thousands)
Other income (expense), net                                    $   (556)         $   84          $    (640)                 (762) %


Other income (expense), net decreased by $0.6 million during the three months
ended April 30, 2022 compared to the three months ended April 30, 2021. The
decrease in other income (expense), net was primarily driven by an increase of
$0.8 million in unrealized and realized foreign currency losses due to
remeasurement of monetary assets denominated in non-functional currencies. This
was partially offset by an increase of $0.2 million in interest income primarily
driven by higher cash and cash equivalent and short-term investment balances and
higher yield in the current period.

Provision for income taxes

                                    Three Months Ended April 30,
                                    2022                       2021         $ Change      % Change

                                                     (dollars in thousands)
Loss before income taxes     $      (19,569)               $ (14,270)      $ (5,299)          37  %
Provision for income taxes              265                      329       $    (64)         (19) %
Effective tax rate                     (1.4)  %                 (2.3) %


Changes in the provision for income taxes during the three months ended April 30, 2022 compared to the three months ended April 30, 2021 were not material.

Cash and capital resources


We have financed our operations through subscription revenue from customers
accessing our platform and services revenue, and in July 2021, we completed our
initial public offering, or IPO, with net proceeds totaling $214.9 million. We
also have a Credit Facility to obtain up to $40.0 million in debt financing. We
have incurred losses and
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generated negative operating cash flow for the past several years, including fiscal years 2021 and 2022 and the three months ended April 30, 2022. From
April 30, 2022we had an accumulated deficit of $361.8 million.


As of April 30, 2022, we had $201.1 million in cash, cash equivalents and
short-term investments. We believe our existing cash, cash equivalents and
short-term investments, availability under the Credit Facility, which is
described in Note 7 of our notes to the condensed consolidated financial
statements, and cash provided by sales of subscriptions to our platform and
sales of our services will be sufficient to meet our projected operating
requirements and cash expenditures for at least the next 12 months. As a result
of our revenue growth plans, both domestically and internationally, we expect
that losses and negative cash flows from operations may continue in the future.
Our future cash requirements will depend on many factors, including our
subscription revenue growth rate, subscription renewals, billing timing and
frequency, the timing and extent of spending to support development efforts, the
expansion of sales and marketing activities, the introduction of new and
enhanced platform features and functionality and the continued market adoption
of our platform. We may in the future pursue acquisitions of businesses,
technologies, assets and talent.

We may be required to seek additional equity or debt financing. In the event
that additional financing is required from outside sources, we may not be able
to raise it on terms acceptable to us or at all. If we are unable to raise
additional capital or generate cash flows necessary to expand our operations and
invest in new technologies, our competitive position could weaken, and our
business, financial condition and results of operations could be adversely
affected.

We typically invoice our subscription customers annually in advance. Therefore,
a substantial source of our cash is from such prepayments, which are included on
our condensed consolidated balance sheets as deferred revenue. Deferred revenue
consists of billed fees for our subscriptions, prior to satisfying the criteria
for revenue recognition, which are subsequently recognized as revenue in
accordance with our revenue recognition policy. As of April 30, 2022, remaining
performance obligations, including both deferred revenue and non-cancelable
contracted amounts, were $169.0 million. We expect to recognize revenue of
$100.7 million on these remaining performance obligations over the next 12
months, with the remaining balance recognized thereafter.

Cash flow


The following table shows a summary of our cash flows for the periods presented:

                                           Three Months Ended April 30,
                                                2022                    2021

                                                  (in thousands)
Net cash provided by (used in):
Operating activities                $         (8,607)                $ (3,189)
Investing activities                $        (44,829)                $  3,234
Financing activities                $          6,139                 $      8


Operating Activities

Cash used in operating activities for the three months ended April 30, 2022, of
$8.6 million primarily consisted of our net loss of $19.8 million, adjusted for
non-cash charges of $12.0 million and net cash outflows of $0.8 million from
changes in our operating assets and liabilities. Changes in operating assets and
liabilities primarily reflected a $11.8 million decrease in accounts receivable
related to timing of billings and collections and a $1.0 million decrease in
deferred revenue due to timing of billings. Additionally, there was a $8.1
decrease in accrued compensation primarily due to the timing of bonus payments
and purchases under our employee stock purchase plan and a $3.8 million increase
in deferred commissions related to increased sales during the period.

Cash used in operating activities for the three months ended April 30, 2021 of
$3.2 million primarily consisted of our net loss of $14.6 million, adjusted for
non-cash charges of $5.5 million and net cash inflows of $6.0 million from
changes in our operating assets and liabilities. Changes in operating assets and
liabilities primarily reflected an $18.6 million decrease in accounts receivable
related to timing of billings and collections and a $5.1 million decrease in
deferred revenue due to timing of billings. Additionally, there was a $3.3
million decrease in accrued compensation and benefits related to the timing of
accruals paid during the period and a $2.7 million increase in deferred
commissions related to increased sales during the period.
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Investing activities


Cash used in investing activities for the three months ended April 30, 2022, of
$44.8 million consisted of purchases of short-term investments net of maturities
and sales of $44.0 million and purchases of property and equipment of $0.8
million.

Cash provided by investing activities for the three months ended April 30, 2021
of $3.2 million consisted of net maturities of short-term investments of $3.5
million and cash paid for purchases of property and equipment of $0.2 million.

Fundraising activities


Cash provided by financing activities for the three months ended April 30, 2022
of $6.1 million was primarily due to $3.5 million in proceeds from the issuance
of common stock under our employee stock purchase plan, and $2.6 million in
proceeds from the issuance of common stock upon exercises of stock options.

Cash provided by financing activities for the three months ended April 30, 2021
consisted of proceeds from stock option exercises of $1.4 million, which was
offset by payments of deferred offering costs of $1.4 million.

Contractual obligations and commitments


Our contractual obligations consist of purchase obligations and operating lease
commitments. Purchase obligations include agreements to purchase goods or
services that are enforceable and legally binding on us and that specify all
significant terms, including fixed or minimum quantities to be purchased; fixed,
minimum or variable price provisions and the approximate timing of the
transaction. These obligations relate to third-party cloud infrastructure
agreements and subscription arrangements. Our operating lease commitments relate
primarily to our office facilities.

For further information on our commitments and contingencies, refer to Note 9 in
our unaudited condensed consolidated financial statements included elsewhere in
this Quarterly Report on Form 10-Q. There has been no material change in our
contractual obligations and commitments other than in the ordinary course of
business since our fiscal year ended January 31, 2022. See our Annual Report on
Form 10-K for the fiscal year ended January 31, 2022, which was filed with the
SEC on March 31, 2022, for additional information regarding our contractual
obligations.

Indemnification agreements


In the ordinary course of business, we enter into agreements of varying scope
and terms pursuant to which we agree to indemnify customers, vendors, lessors
and other business partners with respect to certain matters, including, but not
limited to, losses arising out of the breach of such agreements, services to be
provided by us or from intellectual property infringement claims made by third
parties. Additionally, we entered into indemnification agreements with our
directors and officers that require us, among other things, to indemnify them
against certain liabilities that may arise by reason of their status or service
as directors or officers. As of May 31, 2022, no demands have been made upon us
to provide indemnification under such agreements, and there are no claims that
we are aware of that could reasonably be expected to have a material effect on
our financial condition, results of operations or cash flows.

Significant Accounting Policies and Estimates


Our condensed consolidated financial statements and the related notes thereto
included elsewhere in this Quarterly Report on Form 10-Q are prepared in
accordance with U.S. generally accepted accounting principles (GAAP). The
preparation of condensed consolidated financial statements also requires us to
make estimates and assumptions that affect the reported amounts of assets,
liabilities, revenue, costs and expenses, and related disclosures. We base our
estimates on historical experience and on various other assumptions that we
believe to be reasonable under the circumstances. Actual results could differ
significantly from the estimates made by management. To the extent that there
are differences between our estimates and actual results, our future financial
statement presentation, financial condition, results of operations, and cash
flows will be affected.

There have been no significant changes to our critical accounting policies and
estimates as compared to those described in "Management's Discussion and
Analysis of Financial Condition and Results of Operations" set forth in our
Annual Report on Form 10-K for the fiscal year ended January 31, 2022, which was
filed with the SEC on March 31, 2022.

Recent accounting pronouncements

See Note 2 to our condensed consolidated financial statements included in Part I, Item 1 of this Quarterly Report on Form 10-Q for a discussion of recent accounting pronouncements.

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Accounting election of the JOBS law


We are an "emerging growth company," as defined in the JOBS Act. The JOBS Act
provides that an "emerging growth company" can take advantage of an extended
transition period for complying with new or revised accounting standards. This
provision allows an "emerging growth company" to delay the adoption of some
accounting standards until those standards would otherwise apply to private
companies. We have elected to use the extended transition period under the JOBS
Act until the earlier of the date we (i) are no longer an "emerging growth
company" or (ii) affirmatively and irrevocably opt out of the extended
transition period provided in the JOBS Act. As a result, our financial
statements may not be comparable to companies that comply with new or revised
accounting pronouncements as of public company effective dates.


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