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Workday Announces Fiscal 2025 Second Quarter Financial Results

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Fiscal Second Quarter Total Revenues of $2.085 Billion, Up 16.7% Year Over Year
Subscription Revenues of $1.903 Billion, Up 17.2% Year Over Year

PLEASANTON, Calif., Aug. 22, 2024 /PRNewswire/ — Workday, Inc. (NASDAQ: WDAY), a leading provider of solutions to help organizations manage their people and money, today announced results for the fiscal 2025 second quarter ended July 31, 2024.

Fiscal 2025 Second Quarter Results

Total revenues were $2.085 billion, an increase of 16.7% from the second quarter of fiscal 2024. Subscription revenues were $1.903 billion, an increase of 17.2% from the same period last year.Operating income was $111 million, or 5.3% of revenues, compared to an operating income of $36 million, or 2.0% of revenues, in the same period last year. Non-GAAP operating income for the second quarter was $518 million, or 24.9% of revenues, compared to a non-GAAP operating income of $421 million, or 23.6% of revenues, in the same period last year.1Diluted net income per share was $0.49, compared to diluted net income per share of $0.30 in the second quarter of fiscal 2024. Non-GAAP diluted net income per share was $1.75, compared to non-GAAP diluted net income per share of $1.43 in the same period last year.112-month subscription revenue backlog was $6.80 billion, up 16.1% from the same period last year. Total subscription revenue backlog was $21.58 billion, increasing 20.9% year-over-year.Operating cash flows were $571 million compared to $425 million in the prior year. Free cash flows were $516 million compared to $360 million in the prior year.1Workday repurchased approximately 1.4 million shares of Class A common stock for $309 million as part of its share repurchase program.Cash, cash equivalents, and marketable securities were $7.37 billion as of July 31, 2024.

1

See the section titled “About Non-GAAP Financial Measures” in the accompanying financial tables for further details.

Comments on the News

“Workday delivered a solid quarter of growth and operating margin expansion, as businesses of all sizes and industries around the world increasingly turn to Workday as their trusted partner in navigating the future of work,” said Carl Eschenbach, CEO, Workday. “Through the power of our unified, AI-powered platform and our expanding partner ecosystem, we’re reimagining HR and Finance to consistently increase the value we deliver to our customers. Our commitment to customer success, AI innovation, and delivering true business value will propel us into the future.”

“Our second quarter performance was ahead of our expectations across our key financial metrics,” said Zane Rowe, CFO, Workday. “We remain focused on balancing targeted investments across our growth areas along with driving efficiencies across the company as we leverage the power of the platform. We see a macroeconomic environment consistent with last quarter and are reiterating our full-year FY25 subscription revenue guidance while slightly raising our expectation for FY25 non-GAAP operating margin.”

Recent Highlights

Workday joined the Fortune 500 list for the first time, ranking it among the largest U.S. companies by revenue.Workday now has more than 70 million users under contract and more than 2,000 Workday Financial Management customers.Workday added several full suite customers for Workday Financial Management and Workday Human Capital Management (HCM), including Clemson University, County of San Joaquin, and Presbyterian Healthcare Services.  Workday announced new innovations to further bolster its global payroll strategy, which include the global availability of Workday Payroll provided by Strada, and its new Global Payroll Connect, a unified global payroll solution that can seamlessly connect with payroll providers.Workday announced new updates to make it easier for partners to build solutions, including AI services for Workday Extend; the general availability of Workday AI Marketplace; and Built on Workday, a new program to help partners build, manage, and distribute finance and HCM apps and industry solutions.Workday announced strategic partnerships with Equifax, Salesforce, and Kainos.Workday announced that HiredScore AI for Recruiting and HiredScore AI for Talent Mobility are now available through Workday to boost recruiter productivity and empower hiring managers and employees.Workday announced that its Board of Directors approved a new share repurchase program to repurchase up to an additional $1.0 billion of shares of its Class A common stock.According to Gartner® market share research, Workday had the largest market share in 2023 for ERP Worldwide SaaS revenue at 19.6%.1Workday was named a Leader in The Forrester Wave™ for Enterprise Resource Planning Solutions For Service-Centric Industries, Q2 2024.2

1

Gartner® Market Share: Enterprise Application Software as a Service, Worldwide, 2023, Varsha Mehta, Neha Gupta, Chris Pang, Craig Roth, Jim Hare, Julian Poulter, Balaji Abbabatulla, Kevin Quinn, Roland Johnson, Radu Miclaus, Alexandre Oddos, Amarendra ., Anand Chouksey, Mudit Sharma, Kanchi Bindal, 14 June 2024.

2

By Liz Herbert with Linda Ivy-Rosser, George Lawrie, Sara Sjoblom, February 20, 2024.

Financial Outlook

Workday is updating its guidance for the fiscal 2025 full year ending January 31, 2025 as follows:

Subscription revenue between $7.700 billion to $7.725 billion, representing growth of approximately 17%Non-GAAP operating margin of 25.25%1

Workday is providing guidance for the fiscal 2025 third quarter ending October 31, 2024 as follows:

Subscription revenue of $1.955 billion, representing growth of 16%Non-GAAP operating margin of 25.25%1

1

The Company has not provided a reconciliation of its forward outlook for non-GAAP operating margin with its forward-looking GAAP operating margin in reliance on the unreasonable efforts exception provided under Item 10(e)(1)(i)(B) of Regulation S-K. The Company is unable to predict with reasonable certainty the amount and timing of adjustments that are used to calculate this non-GAAP financial measure, particularly related to stock-based compensation and its related tax effects, acquisition-related costs, and realignment costs.

Earnings Call Details

Workday plans to host a conference call today to review its fiscal 2025 second quarter financial results and to discuss its financial outlook. The call is scheduled to begin at 1:30 p.m. PT/4:30 p.m. ET and can be accessed via webcast. The webcast will be available live, and a replay will be available following completion of the live broadcast for approximately 90 days.

Workday uses the Workday Blog as a means of disclosing material non-public information and for complying with its disclosure obligations under Regulation FD.

About Workday

Workday is a leading enterprise platform that helps organizations manage their most important assets – their people and money. The Workday platform is built with AI at the core to help customers elevate people, supercharge work, and move their business forever forward. Workday is used by more than 10,500 organizations around the world and across industries – from medium-sized businesses to more than 60% of the Fortune 500. For more information about Workday, visit workday.com.

© 2024 Workday, Inc. All rights reserved. Workday and the Workday logo are registered trademarks of Workday, Inc. All other brand and product names are trademarks or registered trademarks of their respective holders.

Forward-Looking Statements

This press release contains forward-looking statements including, among other things, statements regarding our intended share repurchases, Workday’s full-year and third quarter fiscal 2025 subscription revenue and non-GAAP operating margin, growth, innovation, strategy, and investments. These forward-looking statements are based only on currently available information and our current beliefs, expectations, and assumptions. Because forward-looking statements relate to the future, they are subject to risks, uncertainties, assumptions, and changes in circumstances that are difficult to predict and many of which are outside of our control. If the risks materialize, assumptions prove incorrect, or we experience unexpected changes in circumstances, actual results could differ materially from the results implied by these forward-looking statements, and therefore you should not rely on any forward-looking statements. Risks include, but are not limited to: (i) breaches in our security measures or those of our third-party providers, unauthorized access to our customers’ or other users’ personal data, or disruptions in our data center or computing infrastructure operations; (ii) service outages, delays in the deployment of our applications, and the failure of our applications to perform properly; (iii) privacy concerns and evolving domestic or foreign laws and regulations; (iv) the impact of continuing global economic and geopolitical volatility on our business, as well as on our customers, prospects, partners, and service providers; (v) any loss of key employees or the inability to attract, train, and retain highly skilled employees; (vi) competitive factors, including pricing pressures, industry consolidation, entry of new competitors and new applications, advancements in technology, and marketing initiatives by our competitors; (vii) our reliance on our network of partners to drive additional growth of our revenues; (viii) the regulatory, economic, and political risks associated with our domestic and international operations; (ix) adoption of our applications and services by customers and individuals, including any new features, enhancements, and modifications, as well as our customers’ and users’ satisfaction with the deployment, training, and support services they receive; (x) the regulatory risks related to new and evolving technologies such as AI and our ability to realize a return on our development efforts; (xi) our ability to realize the expected business or financial benefits of any acquisitions of or investments in companies; (xii) delays or reductions in information technology spending; and (xiii) changes in sales, which may not be immediately reflected in our results due to our subscription model. Further information on these and additional risks that could affect Workday’s results is included in our filings with the Securities and Exchange Commission (“SEC”), including our most recent report on Form 10-Q or Form 10-K and other reports that we have filed and will file with the SEC from time to time, which could cause actual results to vary from expectations. Workday assumes no obligation to, and does not currently intend to, update any such forward-looking statements after the date of this release, except as required by law.

Any unreleased services, features, or functions referenced in this document, our website, or other press releases or public statements that are not currently available are subject to change at Workday’s discretion and may not be delivered as planned or at all. Customers who purchase Workday services should make their purchase decisions based upon services, features, and functions that are currently available.

 

Workday, Inc.

Condensed Consolidated Balance Sheets

(in millions)

(unaudited)

July 31, 2024

January 31, 2024

Assets

Current assets:

Cash and cash equivalents

$              1,635

$              2,012

Marketable securities

5,738

5,801

Trade and other receivables, net

1,292

1,639

Deferred costs

237

232

Prepaid expenses and other current assets

298

255

Total current assets

9,200

9,939

Property and equipment, net

1,259

1,234

Operating lease right-of-use assets

339

289

Deferred costs, noncurrent

487

509

Acquisition-related intangible assets, net

331

233

Deferred tax assets

1,022

1,065

Goodwill

3,257

2,846

Other assets

339

337

Total assets

$            16,234

$            16,452

Liabilities and stockholders’ equity

Current liabilities:

Accounts payable

$                   87

$                   78

Accrued expenses and other current liabilities

292

287

Accrued compensation

487

544

Unearned revenue

3,549

4,057

Operating lease liabilities

98

89

Total current liabilities

4,513

5,055

Debt, noncurrent

2,982

2,980

Unearned revenue, noncurrent

62

70

Operating lease liabilities, noncurrent

284

227

Other liabilities

48

38

Total liabilities

7,889

8,370

Stockholders’ equity:

Common stock

0

0

Additional paid-in capital

10,869

10,400

Treasury stock

(1,051)

(608)

Accumulated other comprehensive income (loss)

19

21

Accumulated deficit

(1,492)

(1,731)

Total stockholders’ equity

8,345

8,082

Total liabilities and stockholders’ equity

$            16,234

$           16,452

 

Workday, Inc.

Condensed Consolidated Statements of Operations

(in millions, except number of shares which are reflected in thousands and per share data)

(unaudited)

Three Months Ended July 31,

Six Months Ended July 31,

2024

2023

2024

2023

Revenues:

Subscription services

$              1,903

$              1,624

$              3,719

$              3,152

Professional services

182

163

356

319

Total revenues

2,085

1,787

4,075

3,471

Costs and expenses (1):

Costs of subscription services

304

256

594

495

Costs of professional services

207

192

406

371

Product development

649

610

1,305

1,210

Sales and marketing

611

524

1,184

1,043

General and administrative

203

169

411

336

Total costs and expenses

1,974

1,751

3,900

3,455

Operating income (loss)

111

36

175

16

Other income (expense), net

57

46

116

73

Income (loss) before provision for (benefit from) income taxes

168

82

291

89

Provision for (benefit from) income taxes

36

3

52

10

Net income (loss)

$                 132

$                   79

$                 239

$                   79

Net income (loss) per share, basic

$                0.50

$                0.30

$                0.90

$                0.30

Net income (loss) per share, diluted

$                0.49

$                0.30

$                0.89

$                0.30

Weighted-average shares used to compute net income (loss) per share, basic

265,317

261,191

264,885

260,026

Weighted-average shares used to compute net income (loss) per share, diluted

267,949

264,435

269,128

262,923

(1) Costs and expenses include share-based compensation expenses as follows:

Three Months Ended July 31,

Six Months Ended July 31,

2024

2023

2024

2023

Costs of subscription services

$                   35

$                   30

$                   73

$                   59

Costs of professional services

28

29

59

59

Product development

163

162

336

332

Sales and marketing

77

67

149

147

General and administrative

67

64

138

125

Total share-based compensation expenses

$                 370

$                 352

$                 755

$                 722

 

Workday, Inc.

Condensed Consolidated Statements of Cash Flows

(in millions)

(unaudited)

Three Months Ended July 31,

Six Months Ended July 31,

2024

2023

2024

2023

Cash flows from operating activities:

Net income (loss)

$                 132

$                   79

$                 239

$                   79

Adjustments to reconcile net income (loss) to net cash provided by (used in) operating activities:

Depreciation and amortization

79

71

154

142

Share-based compensation expenses

370

352

755

722

Amortization of deferred costs

62

52

121

101

Non-cash lease expense

25

24

51

48

(Gains) losses on investments

3

(1)

10

7

Accretion of discounts on marketable debt securities, net

(29)

(38)

(62)

(72)

Deferred income taxes

27

0

33

2

Other

9

(6)

11

(12)

Changes in operating assets and liabilities, net of business combinations:

Trade and other receivables, net

(157)

(183)

351

290

Deferred costs

(64)

(68)

(104)

(103)

Prepaid expenses and other assets

46

25

24

7

Accounts payable

2

2

12

(56)

Accrued expenses and other liabilities

69

36

(124)

(187)

Unearned revenue

(3)

80

(528)

(265)

Net cash provided by (used in) operating activities

571

425

943

703

Cash flows from investing activities:

Purchases of marketable securities

(1,365)

(1,585)

(2,143)

(3,473)

Maturities of marketable securities

1,035

1,240

2,132

2,471

Sales of marketable securities

51

25

68

48

Capital expenditures

(55)

(65)

(136)

(124)

Business combinations, net of cash acquired

(10)

0

(522)

0

Purchase of other intangible assets

0

0

0

(9)

Purchases of non-marketable equity and other investments

(7)

0

(7)

(11)

Sales and maturities of non-marketable equity and other investments

5

0

5

0

Net cash provided by (used in) investing activities

(346)

(385)

(603)

(1,098)

Cash flows from financing activities:

Repurchases of common stock

(312)

(139)

(440)

(139)

Proceeds from issuance of common stock from employee equity plans

106

95

106

95

Taxes paid related to net share settlement of equity awards

(141)

(5)

(381)

(8)

Net cash provided by (used in) financing activities

(347)

(49)

(715)

(52)

Effect of exchange rate changes

0

1

0

0

Net increase (decrease) in cash, cash equivalents, and restricted cash

(122)

(8)

(375)

(447)

Cash, cash equivalents, and restricted cash at the beginning of period

1,771

1,456

2,024

1,895

Cash, cash equivalents, and restricted cash at the end of period

$              1,649

$              1,448

$              1,649

$              1,448

 

Workday, Inc.
Reconciliations of GAAP to Non-GAAP Data

Reconciliations of our GAAP to non-GAAP operating results are included in the following table (in millions, except percentages and per share data). See the section titled “About Non-GAAP Financial Measures” below for further details.

Three Months Ended July 31,

Six Months Ended July 31,

2024

2023

2024

2023

Non-GAAP operating income (loss)

Operating income (loss)

$             111

$                36

$             175

$               16

Share-based compensation expenses

370

352

755

722

Employer payroll tax-related items on employee stock transactions

10

12

48

37

Amortization of acquisition-related intangible assets

20

21

37

42

Acquisition-related costs

6

0

10

0

Realignment costs

1

0

8

0

Non-GAAP operating income (loss)

$             518

$             421

$          1,033

$             817

Non-GAAP operating margin(1)

Operating margin

5.3 %

2.0 %

4.3 %

0.5 %

Share-based compensation expenses

17.7 %

19.7 %

18.5 %

20.8 %

Employer payroll tax-related items on employee stock transactions

0.6 %

0.7 %

1.2 %

1.1 %

Amortization of acquisition-related intangible assets

1.0 %

1.2 %

1.0 %

1.1 %

Acquisition-related costs

0.3 %

0.0 %

0.2 %

0.0 %

Realignment costs

0.0 %

0.0 %

0.2 %

0.0 %

Non-GAAP operating margin

24.9 %

23.6 %

25.4 %

23.5 %

Non-GAAP diluted net income (loss) per share(1)(2)

Diluted net income (loss) per share

$            0.49

$            0.30

$            0.89

$            0.30

Share-based compensation expenses

1.38

1.33

2.80

2.74

Employer payroll tax-related items on employee stock transactions

0.04

0.05

0.18

0.14

Amortization of acquisition-related intangible assets

0.07

0.08

0.14

0.16

Acquisition-related costs

0.02

0.00

0.04

0.00

Realignment costs

0.00

0.00

0.03

0.00

Losses (gains) on strategic investments, net

0.01

0.00

0.04

0.03

Income tax effects

(0.26)

(0.33)

(0.63)

(0.61)

Non-GAAP diluted net income (loss) per share

$            1.75

$            1.43

$            3.49

$            2.76

(1)

Operating margin and diluted net income (loss) per share are calculated using unrounded data.

(2)

For the three months ended July 31, 2024, GAAP and non-GAAP diluted net income per share were calculated based upon 267,949 diluted
weighted-average shares of common stock. For the three months ended July 31, 2023, GAAP and non-GAAP diluted net income per share were
calculated based upon 264,435 diluted weighted-average shares of common stock. For the six months ended July 31, 2024, GAAP and non-GAAP
diluted net income per share were calculated based upon 269,128 diluted weighted-average shares of common stock. For the six months ended
July 31, 2023, GAAP and non-GAAP diluted net income per share were calculated based upon 262,923 diluted weighted-average shares of
common stock.

 

Reconciliation of our GAAP cash flows from operating activities to non-GAAP free cash flow is as follows (in millions). See the section titled “About Non-GAAP Financial Measures” below for further details.

Three Months Ended July 31,

Six Months Ended July 31,

2024

2023

2024

2023

Net cash provided by (used in) operating activities

$                 571

$                 425

$                 943

$                 703

Less: Capital expenditures

(55)

(65)

(136)

(124)

Free cash flows

$                 516

$                 360

$                 807

$                 579

 

About Non-GAAP Financial Measures

Change in Non-GAAP Financial Measures

Effective beginning fiscal 2025, Workday will exclude certain acquisition-related costs, realignment costs, and gains and losses on strategic investments from its non-GAAP results as these items may vary from period to period independent of the operating performance of Workday’s business. Prior period amounts have been recast for gains and losses on strategic investments to conform to this presentation. There was no impact to prior period amounts presented in this release for acquisition-related costs or realignment costs since no qualifying costs were incurred in the first half of fiscal 2024.

Non-GAAP Financial Measures

To provide investors and others with additional information regarding Workday’s results, we have disclosed the following non-GAAP financial measures: non-GAAP operating income (loss), non-GAAP operating margin, non-GAAP diluted net income (loss) per share, and free cash flows. Workday has provided a reconciliation of each non-GAAP financial measure used in this earnings release to the most directly comparable GAAP financial measure. Non-GAAP operating income (loss) and non-GAAP operating margin differ from GAAP in that they exclude share-based compensation expenses, employer payroll tax-related items on employee stock transactions, amortization expense for acquisition-related intangible assets, acquisition-related costs, and realignment costs. Non-GAAP diluted net income (loss) per share differs from GAAP in that it excludes share-based compensation expenses, employer payroll tax-related items on employee stock transactions, amortization expense for acquisition-related intangible assets, acquisition-related costs, realignment costs, gains and losses on strategic investments, and income tax effects. Free cash flows differ from GAAP cash flows from operating activities in that it treats capital expenditures as a reduction to cash flows.

Workday’s management uses these non-GAAP financial measures to understand and compare operating results across accounting periods, for internal budgeting and forecasting purposes, for short- and long-term operating plans, and to evaluate Workday’s financial performance. Management believes these non-GAAP financial measures reflect Workday’s ongoing business in a manner that allows for meaningful period-to-period comparisons and analysis of trends in Workday’s business. Management also believes that these non-GAAP financial measures provide useful information to investors and others in understanding and evaluating Workday’s operating results and prospects in the same manner as management and in comparing financial results across accounting periods and to those of peer companies.

Management believes excluding the following items from the GAAP Condensed Consolidated Statements of Operations is useful to investors and others in assessing Workday’s operating performance due to the following factors:

Share-based compensation expenses. Share-based compensation primarily consists of non-cash expenses for employee restricted stock units and our employee stock purchase plan, and includes share-based compensation associated with acquisitions. Although share-based compensation is an important aspect of the compensation of our employees and executives, this expense is determined using a number of factors, including our stock price, volatility, and forfeiture rates, that are beyond our control and generally unrelated to operational decisions and performance in any particular period. Further, share-based compensation expenses are not reflective of the value ultimately received by the grant recipients.Employer payroll tax-related items on employee stock transactions. We exclude the employer payroll tax-related items on employee stock transactions in order to show the full effect that excluding share-based compensation expenses has on our operating results. Similar to share-based compensation expenses, this tax expense is dependent on our stock price and other factors that are beyond our control and do not correlate to the operation of our business.Amortization of acquisition-related intangible assets. For business combinations, we generally allocate a portion of the purchase price to intangible assets. The amount of the allocation is based on estimates and assumptions made by management and is subject to amortization. The amount of purchase price allocated to intangible assets and the term of the related amortization can vary significantly and are unique to each acquisition and thus we do not believe this activity is reflective of our ongoing operations. Although we exclude the amortization of acquisition-related intangible assets from these non-GAAP financial measures, we believe that it is important for investors to understand that such intangible assets were recorded as part of purchase accounting and contribute to revenue generation.Acquisition-related costs. Acquisition-related costs include direct transaction costs, such as due diligence and advisory fees, and certain compensation and integration-related expenses. We exclude the effects of acquisition-related costs as we believe these transaction-specific expenses are inconsistent in amount and frequency and do not correlate to the operation of our business.Realignment costs. Realignment costs are associated with a formal restructuring plan and are primarily related to employee severance, the closure of facilities, and cancellation of certain contracts. We exclude these expenses because they are not reflective of ongoing business and operating results.Gains and losses on strategic investments. Our strategic investments include investments in early stage companies that are valuable to Workday customers and complementary to Workday products. Gains and losses on strategic investments may result from observable price adjustments and impairment charges on non-marketable equity securities, ongoing mark-to-market adjustments on marketable equity securities, and the sale of equity investments. We do not rely on these securities to fund our ongoing operations nor do we actively trade publicly held securities, and therefore we do not consider the gains and losses on these strategic investments to be reflective of our ongoing operations.Income tax effects. We utilize a fixed long-term projected tax rate in our computation of the non-GAAP income tax provision to provide better consistency across the reporting periods. In projecting this long-term non-GAAP tax rate, we utilize a three-year financial projection that excludes the direct impact of the items excluded from GAAP income in calculating our non-GAAP income. The projected rate considers other factors such as our current operating structure, existing tax positions in various jurisdictions, and key legislation in major jurisdictions where we operate. For fiscal 2025 and 2024, we determined the projected non-GAAP tax rate to be 19%, which reflects currently available information, as well as other factors and assumptions. We will periodically re-evaluate this tax rate, as necessary, for significant events, relevant tax law changes, material changes in the forecasted geographic earnings mix, and any significant acquisitions.

Additionally, with regards to free cash flows, Workday’s management believes that reducing cash provided by (used in) operating activities by capital expenditures is meaningful to investors and others because it provides an enhanced view of cash flow generation from the ongoing operations of our business, and it balances operating results, cash management, and capital efficiency.

The use of these non-GAAP measures have certain limitations as they do not reflect all items of expense or cash that affect Workday’s operations. Workday compensates for these limitations by reconciling the non-GAAP financial measures to the most comparable GAAP financial measures. These non-GAAP financial measures should be considered in addition to, not as a substitute for or in isolation from, measures prepared in accordance with GAAP. Further, these non-GAAP measures may differ from the non-GAAP information used by other companies, including peer companies, and therefore comparability may be limited. Management encourages investors and others to review Workday’s financial information in its entirety and not rely on a single financial measure.

Gartner Disclaimer

Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. The Gartner content described herein (the “Gartner Content”) represents research opinion or viewpoints published, as part of a syndicated subscription service, by Gartner, Inc. (“Gartner”), and is not a representation of fact. Gartner Content speaks as of its original publication date (and not as of the date of this press release), and the opinions expressed in the Gartner Content are subject to change without notice. GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.

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SOURCE Workday, Inc.

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A longtime MV Agusta owner is publicly raising concerns about severe engine failure and a lack of response from MV Agusta USA after his newly purchased 2018 MV Agusta F3 800 RC motorcycle experienced a “valve drop” malfunction, leading to extensive engine damage. Despite an initial promise of a goodwill repair, the company ceased communication, leaving the owner without support. Detailed documentation of the damage and images were shared in a blog post, revealing similar failures reported among other MV Agusta models. The owner is now urging the National Highway Traffic Safety Administration (NHTSA) to investigate this widespread and potentially hazardous issue.

ATLANTA, Nov. 13, 2024 /PRNewswire-PRWeb/ — A motorcyclist and long-time MV Agusta owner is coming forward to share his troubling experience with MV Agusta USA, highlighting what he describes as critical product failures and unresponsiveness from the company’s customer service team. After purchasing an MV Agusta F3 800 RC second-generation motorcycle in April 2024, he experienced a significant engine failure only one month later, sparking a months-long struggle to obtain support from MV Agusta USA, which eventually ceased communication. This incident raises concerns not only about product quality but also about safety, as similar mechanical failures have been reported among other MV Agusta owners.

“This is a serious design flaw that could put lives at risk. The lack of response from MV Agusta USA is unacceptable, and I would caution anyone considering buying from the brand until they demonstrate a commitment to supporting their customers and addressing these safety issues.”

The motorcyclist, who purchased the bike with under 7,000 miles, describes how the bike suffered a “valve drop” failure, a known issue with first-generation MV Agusta 800 CC engines that the company purportedly addressed in subsequent models. Despite this, the engine failure led to complete destruction of essential engine components, resulting in a total loss of the engine. The failure mode itself, related to valve spring malfunction, poses a serious safety risk, as it can cause the engine to stall during operation – a situation that could be fatal in uncontrolled environments. Fortunately, the failure occurred in a safe setting for this rider.

“When I first contacted MV Agusta USA about the engine failure, they initially acknowledged the issue and agreed to consider a goodwill repair, given the bike’s low mileage,” the rider explains. “However, after three months of delayed responses and countless back-and-forth emails, the company stopped responding altogether, leaving me with a bike in pieces and no available parts for repair.” said George B, the owner of the motorcycle.

The engine failure, which left the bike in need of extensive repairs, has proven to be a common issue among MV Agusta motorcycles, with several other owners reporting similar incidents of “valve drop” and engine failure across both first- and second-generation models. Many affected customers have voiced their concerns in online groups, underscoring what appears to be a widespread issue that the manufacturer has yet to adequately address.

The Atlanta mechanic that inspected and attempted repairs on the damaged engine has published a blog post, with the permission of the owner of the motorcycle, with detailed images of the engine damage, explaining the severity of the valve drop failure. The post also references other sources indicating that this issue is known to MV Agusta USA, yet it remains unaddressed for customers. By sharing his professional perspective, the Atlanta mechanic aims to inform other MV Agusta owners and call attention to the product’s potentially hazardous design flaw.

The rider emphasizes that this ongoing problem with MV Agusta’s product quality and customer service should be subject to scrutiny by the National Highway Traffic Safety Administration (NHTSA) to consider a recall for the affected models. “This is a serious design flaw that could put lives at risk. The lack of response from MV Agusta USA is unacceptable, and I would caution anyone considering buying from the brand until they demonstrate a commitment to supporting their customers and addressing these safety issues” ,said George B

The lack of available parts and MV Agusta USA’s limited response has now left the rider’s bike inoperable for over seven months. As an owner of multiple MV Agusta motorcycles, he states, “I love the brand, but this experience has been nothing short of frustrating and disappointing. It’s not only about the money but about the complete disregard for customer safety and satisfaction.”

About MV Agusta USA

MV Agusta USA is a subsidiary of MV Agusta, the renowned Italian motorcycle manufacturer known for its premium sport bikes. The company is dedicated to delivering high-performance motorcycles crafted with Italian engineering excellence. MV Agusta’s motorcycles are favored by enthusiasts worldwide, with a commitment to innovation and luxury that has been part of the brand since its founding.

Media Contact

George B, Mini Boss Mobile Mechanic, 1 678-608-0681, customers@minibossmobilemechanic.com, https://minibossmobilemechanic.com/

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SOURCE Mini Boss Mobile Mechanic; Mini Boss Mobile Mechanic

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The Globalization Path of EPG CEO Alick Wan: a New Player Ready to Rock the Data Center Industry

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SHANGHAI, Nov. 14, 2024 /PRNewswire/ — On October 9-10, EPG Group made its second consecutive appearance at the 2024 Data Centre World Asia (Singapore Data Centre Exhibition) after making a successful debut at last year’s exhibition. During the exhibition, EPG showcased its advanced liquid cooling system developed for AIDC, as well as several prefabricated (modular) solutions for IDC&AIDC construction.

EPG, a leading AI infrastructure service provider, an integrated enterprise that combines R&D, manufacturing, and services of prefabricated data centers, is gradually gaining prominence in the data center industry, redefining the future with its innovative products.

Alick Wan, the chairman and CEO of EPG, with exceptional foresight and courage, has spent nearly three decades, building his own business empire from the ground up.

From Small County to Nationwide

Wan was born in Jinhu County, a small city in northern Jiangsu surrounded by lakes. Rivers and streams were where Wan spent his childhood at. From an early age, he understood the deceptive power of water – serene yet forceful. These early experiences shaped his calm demeanor and resilient spirit.

In 1997, six years after graduating from college, Wan founded his first company. As a first-time entrepreneur, he chose the electromechanical equipment industry, leveraging his familiarity with the sector.

Wan always had an international vision and an open mindset for his business, and was intent on spotting new opportunities in the market. He established joint ventures with business partners from Singapore and Hong Kong, China, which gave him access to business opportunities from large multinational engineering companies.

After participating in projects in more than 60 countries worldwide, his company gradually emerged in the power system segment, accumulating considerable influence.

In 2004, to realize the bigger blueprint in his mind, Wan decided to start his next business chapter. That year, he founded EPG.

Engine, Power, and Generate

Wan says that the company’s name, “EPG,” stands for Engine, Power, and Generate, symbolizing the company’s mission to serve as a powerful engine that drives significant advancements in society.

“In the past, building data centers in China followed the mindset of constructing buildings” said Wan. “However, the ever-growing trend of data centers also faced growing pains—high costs, being time consuming, and not to mention higher energy consumption and more water consumption, which not only increased their costs but also had more negative environmental impacts.”

Wan then sensed a “green trend” and the market demand behind it.

To this end, EPG developed a green data center construction solution: Besides conventional renewable energy sources such as wind and solar power, microgrid technology can provide a more stable and diverse combination of renewable energy.

In addition, cold plate liquid cooling’s internal circulation and dry cooler’s external circulation can cool high-power AI servers, significantly reducing data centers’ water consumption.

Amid the trends of green energy conservation and efficient standardization, the construction method of data centers has also undergone tremendous changes, shifting away from the traditional civil engineering approach to a “Lego-like” one.

The fully prefabricated modular data center solution overcomes the downsides of traditional data center construction. It redesigns and optimizes the distribution of computer rooms, power generators, and other modules, concentrating them in cabins. For clients, these cabins serve as ready-to-use “building blocks” that can be flexibly combined into a data center based on different client needs.

Overseas, this new construction method can shorten the delivery cycle of traditional data centers from 24 to 36 months to 9 to 12 months. At the same time, prefabricated data centers can reduce the total construction cost of overseas projects by 30 to 50%.

Growing with AI, EPG Explores Globalization Path

In recent years, the field of AI has ushered in a surging wave of development. Wan quickly seized these new development opportunities.

“The development of AI will promote the development of chip and server technologies, bringing disruptive challenges to data center construction, and we need to make fast moves too,” Wan said, expressing his views on the AI market, “AI is a large-scale, fast-growing industry, expected to grow at a compound annual growth rate of 36.6% from 2024 to 2030. On the other hand, AI is also a highly globalized industry, requiring a global perspective and execution for almost all business aspects.” Wan said.

Wan firmly believes that only by entering the most frontier markets and mastering first-hand information can the best business decisions be made. Therefore, EPG’s globalization blueprint is unfolding.

In recent years, EPG has extended its business to the Southeast Asian region and established a Southeast Asian subsidiary. Wan stated that the demand for cloud services, artificial intelligence (including AIGC and AGI.), and the Internet of Things (IoT) is continuously growing in the region. At the same time, public and private organizations, as well as multinational companies, are actively investing in IDC (Internet Data Centers) and AIDC (Artificial Intelligence Data Centers) in Southeast Asian countries. Wan believes that the Southeast Asian market is the next growth point for EPG to seek business breakthroughs.

“We have invested in factories in the Southeast Asian region and have attracted many talents to join, aiming to create a more localized business development model,” Wan said, “In addition, EPG is also actively exploring data center markets in Europe, America, and other global regions. In the future, we will use Southeast Asia as a bridgehead to integrate and optimize the supply chain ecosystem and create data center products and solutions with global competitiveness.”

Currently, EPG has strong R&D and manufacturing capabilities overseas, as well as a strong sales network. As the only prefabricated service provider with self-built factories both domestically and internationally, EPG’s footprint has covered markets in Singapore, Malaysia, Indonesia, Vietnam, Thailand, UAE, Spain, and the United States, and is gradually exploring multiple emerging markets.

In 2023, Wan enrolled in CKGSB (Cheung Kong Graduate School of Business), and after completing his studies in 2024, he signed up for the fifth session of the ASEAN-RCEP Leaders Program at CKGSB. As the enterprise enters a new stage of development, he recognizes the need to continuously be on a learning journey, so in order to successfully meet the challenges of today and tomorrow

About EPG Group

EPG Group is a leading manufacturing company specializing in prefabricated (modular) data center products. With a robust R&D team based in Shanghai, our high-end manufacturing plants in Shanghai and Malaysia, and a significant presence across Southeast Asia, the Middle East, and the United States, we are at the forefront of innovation in the data center and power systems industry.

Our global footprint includes company setups in Hong Kong, Shanghai, Beijing, Suzhou, Shenzhen, Chengdu, and Langfang. With over 20 years of experience, we have delivered innovative solutions for hyperscale data center projects across Asia, Africa, South America, and the Middle East.

EPG Group is committed to pushing the boundaries of technology and providing top-tier solutions to meet the evolving demands of the industry, bringing cutting-edge technology and unparalleled expertise to our clients worldwide.

View original content:https://www.prnewswire.com/apac/news-releases/the-globalization-path-of-epg-ceo-alick-wan-a-new-player-ready-to-rock-the-data-center-industry-302304481.html

SOURCE EPG Group

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Shawn Carter Foundation in Collaboration with Coalition for Equity and Opportunity at the Wharton School of the University of Pennsylvania with support from Toyota Launch ‘Champions for Financial Legacy’ Program for HBCUs

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NEW YORK, Nov. 13, 2024 /PRNewswire/ — The Shawn Carter Foundation, with generous support from Toyota Motor North America, is proud to introduce Champions for Financial Legacy (CFFL), a comprehensive financial education initiative designed to empower students at Historically Black Colleges and Universities (HBCUs) and surrounding communities.

Developed in collaboration with The Coalition for Equity and Opportunity at the Wharton School of the University of Pennsylvania, CFFL is modeled after Professor Keith Weigelt’s accredited curriculum at the Wharton School and Bridges to Wealth, a financial education and wealth-building program that Dr. Weigelt has offered to the Shawn Carter Foundation community of scholars and families since 2017.

CFFL is the latest initiative resulting from the ongoing collaboration between the Shawn Carter Foundation (SCF) and Toyota Motor North America, a long-time supporter of SCF’s annual HBCU Bus Tour.  With Toyota’s generous support of CFFL, the vision to expand the program to HBCU students and local communities is made possible. 

“We are excited to see our partnership with the Shawn Carter Foundation evolve to include this innovative initiative,” said Monica Womack, general manager, D+I and community engagement, Toyota. “One that not only provides resources to HBCU students but also reaches the heart of the community, through advocacy for financial literacy.”

CFFL aims to reduce the growing wealth gap by equipping students with the financial knowledge and skills needed for economic success and social mobility. Topics include budgeting, market risks and returns, mutual funds, credit scores, stock markets, and more. By fostering financial fluency and community engagement, the program seeks to change the trajectory of intergenerational wealth and build a more equitable future.

“Every day at the Shawn Carter Foundation, we dedicate ourselves to uplifting students and communities that are underserved,” said Dr. Gloria Carter, Shawn Carter Foundation CEO and Co-Founder. “To launch a financial education program that will reach more students and communities, along with dedicated partners like Toyota and the Wharton School of Business, is a vision we are finally seeing come to fruition.  We are so excited to see the incredible impact of CFFL unfold and look forward to its growth.”

“One way to strengthen the resiliency of middle-class households is to increase their ability to generate wealth,” said Dr. Keith Weigelt, Marks-Darivoff Family Professor of Strategy at The Wharton School, University of Pennsylvania and Founder of Bridges to Wealth. “I thank both the Shawn Carter Foundation and Toyota for their foresight in addressing a long-neglected social disparity.”

The curriculum includes real-world applications and service-learning components, allowing students to apply their financial knowledge in community settings, thereby expanding the ecosystem of wealth-building and fostering local development.

“The Wharton Coalition for Equity and Opportunity (CEO) is pleased to partner with the Shawn Carter Foundation and Toyota in launching the financial legacy program with several HBCUs. This partnership will help us remain committed to closing the wealth gap through an evidence-based approach,” said Dr. Fareeda Griffith, CEO managing director.

The inaugural CFFL program will be implemented in Spring 2025 at Lincoln University, Norfolk State University, and Virginia State University, with plans to expand to other HBCUs. University-appointed faculty from each school will receive free professional development training, and trained student ambassadors will amplify the Champions for Financial Legacy course offerings on their respective campuses for enrollment.

For more information, visit Champions for Financial Legacy.

View original content:https://www.prnewswire.com/news-releases/shawn-carter-foundation-in-collaboration-with-coalition-for-equity-and-opportunity-at-the-wharton-school-of-the-university-of-pennsylvania-with-support-from-toyota-launch-champions-for-financial-legacy-program-for-hbcus-302304357.html

SOURCE Shawn Carter Foundation

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