Coupa Investor Presentation

INTRO FINANCIAL APPENDIX HIGHLIGHTS

2 SAFE HARBOR STATEMENT This presentation and the accompanying oral presentation include forward- looking statements. We intend for such forward ‐ looking statements to be covered by the safe harbor provisions for forward ‐ looking statements contained in the U.S. Private Securities Litigation Reform Act of 1995. All statements other than statements of historical facts, including statements regarding our future results of operations and financial position, customer lifetime value, strategy and plans, market size and opportunit y, competitive position, industry environment, potential growth opportunities, business model, benefits from acquisitions, products and product capabilities and our expectations for future operations, are forward- looking statements. Forward ‐ looking statements can be identified by terms such as “anticipate”, “believe”, “estimates”, “targets”, “projects”, “could”, “ expect” , “ seeks”, “intend”, “may,” “plan”, “predict”, “potential”, “prospects”, “should”, “will”, “would” or similar expressions and the negatives of those terms, although not all forward ‐ looking statements contain these identifying words. We have based these forward- looking statements on our current expectations and projections about future events and trends that we believe may affect our fin ancial condition, results of operations, strategy, short - and long- term business operations and objectives, and financial needs. These forward- looking statements are subject to a number of risks, uncertainties and assumptions, including those described in “ Risk Factors” in our most recently filed Form 10- K or 10- Q, which is available at www.investors.coupa.com and on the SEC’s website at www.sec.gov. We operate in a very competitive and r api dly changing environment. New risks emerge from time to time. It is not possible for our management to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward- looking statements we may make. In light of these risks, uncertainties and assumptions, the forward- looking events and circumstances discussed in this presentation may not occur and actual results could differ materially and adversel y f rom those anticipated or implied in the forward- looking statements. You should not rely upon forward- looking statements as predictions of future events. Although we believe that the expectations r eflected in the forward- looking statements are reasonable, we cannot guarantee that the future results, levels of activity, performance or events and circumstances reflected in the for war d-looking statements will be achieved or occur. Moreover, except as required by law, neither we nor any other person assumes responsibility for the accuracy and completeness of the forwa rd-looking statements. Forward- looking statements represent our management’s beliefs and assumptions only as of the date of this presentation. We undertake no obligation to updat e publicly any forward- looking statements for any reason after the date of this presentation to conform these statements to actual results or to changes in our expectations. In addition to U.S. GAAP financials, this presentation includes certain non- GAAP financial measures. These non- GAAP measures are in addition to, not a substitute for or superior to, measures of financial performance prepared in accordance with U.S. GAAP. A reconciliation of historical non- GAAP measures to his torical GAAP measures is contained in the Appendix. Coupa is not able, at this time, to provide a GAAP to non- GAAP reconciliation for certain business model measures because of the difficulty of estimating certain items excluded from these non- GAAP measures that cannot be reasonably predicted, such as charges related to stock -based compensation expense. The effect of these excluded items may be significant.

4 WHAT SALESFORCE IS TO SALES, COUPA IS TO SPEND SALES Marketing Services Support Web Platform SPEND Procurement Invoice Expenses Sourcing Inventory Platform

5 COUPA PROVIDES VISIBILITY TO ALL YOUR BUSINESS SPEND

7 UNIFIED PLATFORM ELIMINATES NEED FOR FRAGMENTED SYSTEMS h SOURCING SUPPLIER CATALOGS PROCUREMENT INVENTORY SUPPLIER MANAGEMENT CONTRACTS EXPENSE MANAGEMENT INVOICING ANALYTICS LEGACY SILOED APPROACH INVENTORY CONTRACTS SOURCING ANALYTICS EXPENSE MANAGEMENT INVOICING SUPPLIER MANAGEMENT STOREFRONT UNIFIED PLATFORM PROCUREMENT

8 COUPA INVESTMENT HIGHLIGHTS LARGE ADDRESSABLE MARKET ATTRACTIVE FINANCIAL MODEL DISRUPTIVE CLOUD PLATFORM RAPID PLATFORM ADOPTION Measurable Business Value Unified Platform Adoption by All $16.8Bn Market Opportunity $500Bn + Cumulative Spend Under Management 1.5MM+ Licensed Users 3MM+ Suppliers $159MM LTM Revenue 45% LTM YoY Revenue Growth

9 COMPREHENSIVE USER -CENTRIC ACCELERATED OPEN PRESCRIPTIVE

10 *Savings is an estimate based on industry bhk CUSTOMERS ACHIEVE MEASURABLE BUSINESS VALUE Note: Savings numbers are an estimate based on industry benchmarks

11 UNIFIED CLOUD PLATFORM FOR BUSINESS SPEND 3MM+ SUPPLIERS 530+ CUSTOMERS* 1.5MM+ LICENSED USERS* $18Bn+ OF SAVINGS TO DATE $500Bn+ CUMULATIVE SPEND UNDER MANAGEMENT 100+ COUNTRIES 20 LANGUAGES * Figures as at January 31, 2017.

12 CONSUMERIZED BUSINESS EXPERIENCES DRIVE ADOPTION

13 DESIGNED FOR CONNECTIVITY AND INTEROPERABILITY SAN cXML Digital Scan CSP EDI

14 TRADE EXTENSIONS ACQUISITION ADDS STRATEGIC SOURCING CAPABILITIES • Well established provider of Strategic Sourcing and Optimization software; handling some of the world’s largest sourcing events • Global customers across verticals such as manufacturing and retail PROFILE Manufacturing Asset Optimization Construction Projects Transportation & Logistics Facilities Management Fresh Produce Raw Materials Temp Labor Goods for Resale Chemical Feedstocks COMPLEXITY STRATEGIC IMPORTANCE

15 TRADE EXTENSIONS ACQUISITION ALIGNED TO COUPA GROWTH DRIVERS Expand Global Customer Base Increase Direct Spend Under Management Complex event handling for strategic supply chain events from logistics to raw materials. Standalone sourcing opportunities at global businesses running non- Coupa systems. Continue to Innovate & Further Develop Our Platform Solidifies market leadership position with deep capabilities for strategic sourcing. Deepen Existing Customer Relationships Upsell opportunities across Coupa and Trade Extensions customer bases.

16 Note: We calculate the lifetime value of our customers and associated customer acquisition costs for a particular year by comparing (1) gross profit from net new subscription revenues for the year multiplied by the inverse of the estimated subscription renewal rate to (2) total sales and marketing expense incurr ed in the preceding year CONTINUED PROGRESS AGAINST KEY METRICS AND RECENT WINS Recent Customer and Partnership Wins Q2 2017 Q2 2018 Q2 2017 Q2 2018 >$255Bn >$500Bn LTM Revenue $109MM $159MM >$8Bn >$18Bn Non -GAAP Gross Margin 65% 71% Cumulative Spend Under Management Savings to Date

17 LARGE MARKET OPPORTUNITY $4.5Bn $2.7Bn $9.6Bn $16.8Bn TOTAL SUPPLY CHAIN MANAGEMENT (1) EXPENSE MANAGEMENT (2) PROCUREMENT (1) 2017 ANALYST ESTIMATED MARKET (1) International Data Corporation, Worldwide Semiannual Software Tracker, November 2016 (2) Technavio market research sourced from ISI Securities EMIS, Global SaaS -based Expense Management Market, December 2013

18 STRATEGIC EXTENSION TO ANY ERP Sales Marketing Service Customer Self Service Social Field Service IT Helpdesk Facilities Mgmt Talent HRMS Perfor - mance Payroll Employee Self Service FRONT OFFICE BACK OFFICE Supplier Manage- ment Inventory Services Procurement OCR Contracts Sourcing Compliance Request Mgmt Contract Authoring Storefront Portal Suppliers INVOICING PROCUREMENT EXPENSES Benefits CRM HCM SERVICE MANAGEMENT ERP

19 STRATEGIC EXTENSION TO ANY ERP FRONT OFFICE BACK OFFICE CRM SERVICE MANAGEMENT HCM ERP PROCURE INVOICE

20 YEARS OF INDUSTRY VALIDATION 2015 TRAVEL AND EXPENSE MANAGEMENT NAVIGATOR 2 3 4 5 6 7 8 9 10 4.5 5.5 6.5 7.5 8.5 9.5 PROFICIENCY ADAPTABILITY CERTIFY EXPENSIFY EXPENSE WATCH INTERPLX COUPA DATABASICS INFOR APPTRICITY SUTISOFT CONCUR CHROME RIVER LEADER WITH THE HIGHEST PROFICIENCY 2016 MAGIC QUADRANT FOR PROCURE TO PAY SUITES LEADER WITH HIGHEST ABILITY TO EXECUTE 2017 THE FORRESTER WAVE™: EPROCUREMENT HIGHEST RATING IN CURRENT OFFERING & STRATEGY 20 ...AN IMPRESSIVE TRACK RECORD FOR INNOVATION, A STRONG BRAND AND A SUCCESSFUL SYSTEM INTEGRATOR STRATEGY. “ “ ...OFFERS A FULL EXPENSE MANAGEMENT PLATFORM WITH INGENUITY & DESIRE FOR INNOVATION. “ “ ...LIBRARY OF CUSTOMERS DESCRIBING MEASURABLE BENEFITS FROM USING COUPA IS TESTAMENT TO ITS PRODUCT AND ITS APPROACH. “ “

21 BEST OF BOTH WORLDS PARTNERSHIP Open Marketplace + Enterprise Control

22 CUSTOMER SUCCESS FRAMEWORK DRIVES EXCEPTIONAL TIME TO VALUE Value Optimization $6MM of savings in following 12 months, leads to run rate of $10MM in annual savings Identification of $70MM in potential future savings results in decision to add users and additional modules Value Realization 93% improvement in on-contract spending leads to savings of $4MM Project delivers 8% reduction in spending in remote locations via visibility and rejections Value Discovery CFO discovers that only 26% of spending is done on-contract Organization needs control over spending in remote locations Sample Customer

23 TYPES OF PRESCRIPTIVE INTELLIGENCE Application Intelligence Suite Synergy Intelligence Community Intelligence

24 NETWORK EFFECTS CREATE BARRIERS TO ENTRY COMMUNITY INTELLIGENCE METHOD, SYSTEM AND APPARATUS FOR E- MAIL REQUISITIONING SHOPPING AT E- COMMERCE SITES WITHIN A BUSINESS PROCUREMENT APPLICATION PATENTED POLICY SYSTEM FOR E-PROCUREMENT PATENTED PATENTED PATENTED FEEDBACK VALIDATION OF ELECTRONICALLY GENERATED FORMS AGGREGATE SPEND LEVERAGE $500Bn+ CUMULATIVE SPEND UNDER MANAGEMENT SUPPLIER NETWORK

25 EXTENSIVE PARTNER ECOSYSTEM Mid -Market Below $1Bn Enterprise Above $1Bn

26 GROWTH DRIVERS Expand Global Customer Base Continue to Innovate & Further Develop Our Platform Further Develop & Expand Our Partner Ecosystem Increase Direct Spend Under Management Deepen Existing Customer Relationships

27 STRONG LEADERSHIP TEAM WITH DIVERSE EXPERIENCE CHANDAR PATTABHIRAM CHIEF MARKETING OFFICER JP KRISHNAMOORTHY SVP, ENGINEERING JON STUEVE VP & GENERAL COUNSEL RAY MARTINELLI EVP, PEOPLE ROB BERNSHTEYN CHIEF EXECUTIVE OFFICER, CHAIRMAN OF THE BOARD TODD FORD CHIEF FINANCIAL OFFICER RAJA HAMMOUD SVP, PRODUCT MANAGEMENT DAVID WILLIAMS VP, TECHNOLOGY ROGER GOULART SVP, BUSINESS DEVELOPMENT & ALLIANCES RAVI THAKUR SVP, CUSTOMER SUCCESS AND SERVICE DELIVERY STEVE WINTER CHIEF REVENUE OFFICER

28 CORE VALUES ENSURE CUSTOMER SUCCESS FOCUS ON RESULTS STRIVE FOR EXCELLENCE

30 FINANCIAL HIGHLIGHTS STRONG REVENUE GROWTH RECURRING SUBSCRIPTION REVENUE MODEL WITH HIGH VISIBILITY CONSISTENT COHORT SPENDING WITH HIGH PROFITABILITY COMPELLING UNIT ECONOMICS DEMONSTRATE POWERFUL BUSINESS MODEL

31 RAPIDLY INCREASING CUMULATIVE SPEND UNDER MANAGEMENT $3 $7 $23 $57 $110 $190 >$255 >$500 FY11 FY12 FY13 FY14 FY15 FY16 FY17Q2 FY18Q2 CUMULATIVE SPEND UNDER MANAGEMENT ($Bn) >$245Bn processed in last twelve months

32 PRICING MODEL IS ALIGNED TO BUSINESS VALUE AND SIMPLE TO UNDERSTAND Pricing Components 3 Employees Users Applications

33 RAPID REVENUE GROWTH 85% 90% 88% 15% 10% 12% $51 $84 $134 FY15 FY16 FY17 $21 $23 $25 $28 $31 $34 $36 FQ3'16 FQ4'16 FQ1'17 FQ2'17 FQ3'17 FQ4'17 FQ1'18 FQ2'18 62% CAGR Subscription Services Professional Services HISTORICAL ANNUAL REVENUE ($MM) HISTORICAL QUARTERLY SUBSCRIPTION SERVICES REVENUE ($MM) 44% YoY Growth $40

34 COHORT DATA DEMONSTRATES POWERFUL BUSINESS MODEL $4.0 $9.9 $10.0 $10.1 $11.6 ($14.0) ($2.5) ($2.5) ($2.6) ($2.9) (249%) 75% 75% 74% 75% FY13 FY14 FY15 FY16 FY17 CUSTOMER COHORT CONTRIBUTION MARGINS ($MM) Contribution Margin Subscription Revenue Variable Costs

35 COMPELLING UNIT ECONOMICS $1 >$6 CUSTOMER ACQUISITION COST LIFETIME VALUE LTV/ CAC Note 1: LTV/CAC was reported for the period ending FY17; Updates to this metric are expected to be provided on an annual basis Note 2: We calculate the lifetime value of our customers and associated customer acquisition costs for a particular year by comparing (1) gross profit from net new subscription revenues for the year multiplied by the inverse of the estimated subscription renewal rate to (2) total sales and marketing expense incur red in the preceding year

36 GROSS MARGINS (NON -GAAP) 76% 77% 80% 80% 78% 80% 81% 82% 80% 81% (68%) (104%) (89%) (59%) (53%) (5%) (5%) 10% (9%) FQ1'16 FQ2'16 FQ3'16 FQ4'16 FQ1'17 FQ2'17 FQ3'17 FQ4'17 FQ1'18 FQ2'18 QUARTERLY GROSS MARGIN TRENDS (1)(2) ► FQ2’18 Professional Services & Other margins weighed by headwinds as revenue recognition transitions from customer go- lives ► Professional Services margins should stabilize with transition to revenue recognition as services are delivered ► Continued investments in Professional Services partner ecosystem CONSIDERATIONS Subscription Services Gross Margin Prof. Services & Other Gross Margin Total Gross Margin (1) For a reconciliation of GAAP to Non- GAAP metrics, refer to the Appendix (2) Bar chart represents gross profit dollar amounts while data labels refer to gross margins 62% 64% 65% 64% 60% 65% 69% 73% (60%) 71% 71%

37 BUSINESS MODEL TO PROVIDE OPERATING LEVERAGE (NON -GAAP (1) ) (1) For a reconciliation of GAAP to Non -GAAP metrics, refer to the Appendix (2) FCF stands for free cash flow, which is generally calculated as cash flow from operating activities plus cash flow from investin g activities. The Company excludes the impact of acquisitions when reporting FCF. *These measures are forward-looking; are subject to significant business, economic, regulatory and competitive uncertainties and contingencies, many of which are beyond the control of the Company and its management; and are based upon assumptions with respect to future decisions, which are subject to change. Actua l results will vary and those variations may be material. For discussion of some of the important factors that could cause these variations, please consult the “Risk Factors” section in our most recently filed Form 10 -K or 10-Q. Nothing in this presentation should be regarded as a representation by any person that these measures will be achieved and the Company undertakes no duty to update these measures. FY17 FQ2’18 MID-TERM* LONG -TERM* Gross Margin 67% 71% 68-70% 75-80% R&D as % of Revenue 21% 20% 18-21% 12-15% S&M as % of Revenue 49% 48% 47-50% 35-40% G&A as % of Revenue 16% 16% 11-13% 7-10% Operating Margin (19%) (13%) (10 -20%) 20%+ FCF Margin (2) (19%) 18%; (1%) TTM 0-5% 20%+

38 COUPA: LEADING THE CLOUD REVOLUTION IN BUSINESS SPEND MANAGEMENT 38 SPEND MANAGEMENT ERP CRM HCM True Cloud Software- as-a-Service Companies Becoming Mainstream 1990s TODAY 1980s 2000s

39 CLOUD PLATFORM FOR BUSINESS SPEND

41 GAAP TO NON -GAAP RECONCILIATION Q1 FY'17 Q2 FY'17 Q3 FY'17 Q4 FY'17 Q1 FY'18 Q2 FY'18 FY 2017 Subscription Revenue $25,372 $27,783 $30,799 $33,834 $35,664 $39,764 $117,788 Professional Services Revenue $3,811 $3,349 $4,643 $4,184 $5,473 $4,787 $15,987 Total Revenue $29,183 $31,132 $35,442 $38,018 $41,137 $44,551 $133,775 GAAP Subscription COGS $6,050 $6,029 $6,346 $6,630 $7,996 $9,025 $25,055 Amortization of acquired intangible assets $221 $212 $212 $308 $486 $788 $953 Share-based compensation expense $125 $140 $150 $300 $355 $529 $715 Non-GAAP Subscription COGS $5,704 $5,677 $5,984 $6,022 $7,155 $7,708 $23,387 GAAP Subscription Gross Profit $19,322 $21,754 $24,453 $27,204 $27,668 $30,739 $92,733 % Margin 76% 78% 79% 80% 78% 77% 79% Non-GAAP Subscription Gross Profit $19,668 $22,106 $24,815 $27,812 $28,509 $32,056 $94,401 % Margin 78% 80% 81% 82% 80% 81% 80% GAAP Professional Services COGS $5,968 $5,452 $5,031 $4,763 $5,501 $5,923 $21,214 Share-based compensation expense $135 $109 $155 $373 $563 $716 $772 Non-GAAP Professional Services COGS $5,833 $5,343 $4,876 $4,390 $4,938 $5,207 $20,442 G AAP P r o fe ssi o n a l S e r vi ce s G r o ss P r o fi t ($2,157) ($2,103) ($388) ($579) ($28) ($1,136) ($5,227) % Margin (57%) (63%) (8%) (14%) (1%) (24%) (33%) Non-GAAP Professional Services Gross Profit ($2,022) ($1,994) ($233) ($206) $536 ($420) ($4,455) % Margin (53%) (60%) (5%) (5%) 10% (9%) (28%) GAAP Total Gross Profit $17,165 $19,651 $24,065 $26,625 $27,640 $29,603 $87,506 % Margin 59% 63% 68% 70% 67% 66% 65% Non-GAAP Total Gross Profit $17,646 $20,112 $24,582 $27,606 $29,044 $31,636 $89,946 % Margin 60% 65% 69% 73% 71% 71% 67%

42 GAAP TO NON -GAAP RECONCILIATION (CONT’D) * F ree cash flow is generally calculated as cash flow from operating activities plus cash flow from investing activities. As il lus trated above, the Company excludes the impact of acquisitions when reporting free cash flow. Q1 FY'17 Q2 FY'17 Q3 FY'17 Q4 FY'17 Q1 FY'18 Q2 FY'18 FY 2017 GAAP Research & Development $7,840 $7,206 $7,179 $8,037 $9,171 $10,720 $30,262 Amortization of acquired intangible assets $0 $0 $0 $0 $0 $0 $0 Share-based compensation expense $322 $303 $357 $784 $1,152 $1,647 $1,766 Non-GAAP R&D e x pe nse s $7,518 $6,903 $6,822 $7,253 $8,019 $9,073 $28,496 % of Revenue 26% 22% 19% 19% 19% 20% 21% GAAP Sales & Marketing $15,836 $19,252 $16,315 $17,159 $20,679 $23,812 $68,562 Amortization of acquired intangible assets $0 $0 $0 $0 $0 $189 $0 Share-based compensation expense $471 $441 $937 $1,282 $1,600 $2,340 $3,131 Non-GAAP S&M e x pe nse s $15,365 $18,811 $15,378 $15,877 $19,079 $21,283 $65,431 % of Revenue 53% 60% 43% 42% 46% 48% 49% GAAP Ge ne ra l & Administra tive $5,553 $4,620 $6,068 $7,865 $8,177 $9,430 $24,106 Litigation-related costs $123 $26 $1 $0 $0 $0 $150 Share-based compensation expense $653 $566 $785 $1,064 $1,607 $2,406 $3,068 Non-GAAP G&A e x pe nse s $4,777 $4,028 $5,282 $6,801 $6,570 $7,024 $20,888 % of Revenue 16% 13% 15% 18% 16% 16% 16% GAAP Operating Profit ($12,064) ($11,427) ($5,497) ($6,436) ($10,387) ($14,359) ($35,424) % Margin (41%) (37%) (16%) (17%) (25%) (32%) (26%) Non-GAAP Operating Profit ($10,014) ($9,630) ($2,900) ($2,325) ($4,624) ($5,743) ($24,869) % Margin (34%) (31%) (8%) (6%) (11%) (13%) (19%) Operating Cash Flows (10,226) 2,507 (2,825) (10,411) 7,160 9,178 (20,955) Investing Cash Flows (1,386) (1,070) (1,044) (7,741) (1,353) (40,038) (11,241) Less: Acquisitions - - - (6,750) (140) (38,933) (6,750) Free Cash Flow (FCF)* (11,612) 1,437 (3,869) (11,402) 5,947 8,073 (25,446) % Margin (40%) 5% (11%) (30%) 14% 18% (19%)

43 GAAP TO NON -GAAP RECONCILIATION (CONT’D) Q1 FY'16 Q2 FY'16 Q3 FY'16 Q4 FY'16 Subscription Revenue $14,289 $17,333 $20,757 $23,288 Professional Services Revenue $1,520 $1,371 $2,044 $3,076 Total Revenue $15,809 $18,704 $22,801 $26,364 GAAP Subscription COGS $3,550 $3,995 $4,280 $4,979 Amortization of acquired intangible assets $13 $13 $14 $347 Share-based compensation expense $45 $54 $62 $74 Non-GAAP Subscription COGS $3,492 $3,928 $4,204 $4,558 GAAP Subscription Gross Profit $10,739 $13,338 $16,477 $18,309 % Margin 75% 77% 79% 79% Non-GAAP Subscription Gross Profit $10,797 $13,405 $16,553 $18,730 % Margin 76% 77% 80% 80% GAAP Professional Services COGS $2,594 $3,639 $3,914 $4,960 Share-based compensation expense $45 $840 $59 $70 Non-GAAP Professional Services COGS $2,549 $2,799 $3,855 $4,890 G AAP P r o fe ssi o n a l S e r vi ce s G r o ss P r o fi t ($1,074) ($2,268) ($1,870) ($1,884) % Margin (71%) (165%) (91%) (61%) Non-GAAP Professional Services Gross Profit ($1,029) ($1,428) ($1,811) ($1,814) % Margin (68%) (104%) (89%) (59%) GAAP Total Gross Profit $9,665 $11,070 $14,607 $16,425 % Margin 61% 59% 64% 62% Non-GAAP Total Gross Profit $9,768 $11,977 $14,742 $16,916 % Margin 62% 64% 65% 64%

44 GAAP TO NON -GAAP RECONCILIATION (CONT’D) Q1 FY'16 Q2 FY'16 Q3 FY'16 Q4 FY'16 GAAP Research & Development $4,431 $5,792 $5,965 $6,579 Amortization of acquired intangible assets $0 $53 $105 ($158) Share-based compensation expense $107 $750 $152 $227 Non-GAAP R&D e x pe nse s $4,324 $4,989 $5,708 $6,510 % of Revenue 27% 27% 25% 25% GAAP Sales & Marketing $10,679 $13,532 $14,306 $16,196 Share-based compensation expense $176 $210 $706 $255 Non-GAAP S&M e x pe nse s $10,503 $13,322 $13,600 $15,941 % of Revenue 66% 71% 60% 60% GAAP Ge ne ra l & Administra tive $2,480 $8,719 $3,709 $4,632 Litigation-related costs $642 $848 $327 $126 Share-based compensation expense $186 $5,620 $547 $383 Non-GAAP G&A e x pe nse s $1,652 $2,251 $2,835 $4,123 % of Revenue 10% 12% 12% 16% GAAP Operating Profit ($7,925) ($16,973) ($9,373) ($10,982) % Margin (50%) (91%) (41%) (42%) Non-GAAP Operating Profit ($6,711) ($8,585) ($7,401) ($9,658) % Margin (42%) (46%) (32%) (37%)