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Bigger keys handed over

Bigger keys handed over: the work customers now entrust has outgrown the work the company historically received

Calls Tested
428
Answered YES
2
Hit Rate
0.5%
rare by design

Roper Technologies, Inc. (ROP) — this company's answers

NO on the Q2 2018 call 2018-07-26 A
The model's full reasoning — Q2 2018 call → NOWe need answer YES/NO. Need determine if management describes company now being entrusted with materially larger/more central class of work than historically. Need parse transcript. We need identify any statements about step-up in scale/consequence of engagements, projects, orders, mandates, roles. Let's examine. Roper Q2 2018 call. Management discusses strong results, organic growth, acquisitions, divestiture. Need see if they convey "new business the company is getting has outgrown company's historical norm" in present reality. Possible candidates: - TransCore customer service centers: "we're winning more and more business in that area. There's a lot more visibility today on the part of these people that are going out and soliciting work on customer service centers because some of the competitors have had significant challenges recently, and the competitive advantage of using TransCore has never been more apparent. Just recently, the Governor of New York was talking about the incredible success of the cashless tolling project that we managed last year and into this year, which came in both below budget and on time. And if you look at a lot of the other projects people talk about in the transportation arena, you can never find those words, below budget, on time inside anybody's messaging." This is about winning more business in customer service centers due to competitors' challenges. Is that a step-up in scale/consequence? Maybe not explicitly larger class than historically. It says more business, competitive advantage, project success. Not necessarily "materially larger or more central class of work than historically." - PowerPlan acquisition: not "entrusted with work" but acquisition. No. - Gatan divestiture: no. - Industrial: "Another revenue quarter for Neptune, which had double-digit growth again, really driven by customer-focused innovation. We're just winning an awful lot where people see, hey, if I continue with Neptune and move into more collective technology I can still keep my installed base; I don't have to rip everything out and replace it." This suggests customers choosing Neptune for broader technology? "move into more collective technology" maybe "collective"?? Actually "collective technology" maybe "cellular"? Need not.

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Show the exact prompt the model was given
Using ONLY the supplied earnings call transcript and no outside information: On this call, does management describe that the company is NOW BEING ENTRUSTED WITH A MATERIALLY LARGER OR MORE CENTRAL CLASS OF WORK THAN IT HISTORICALLY RECEIVED — that is, does management convey that the engagements, projects, orders, mandates, or roles it is winning or performing have stepped up in scale or consequence relative to what this company used to be given — and that this step-up is already visible in actual business being won or performed today? Answer YES when management's own words convey, in whatever form fits the business, ONE coherent phenomenon as a present-tense reality: the new business the company is getting has outgrown the company's own historical norm. The step-up may take whatever form fits the business, for example: customers engaging the company for much larger projects, orders, programs, sites, or deployments than before; customers handing the company broader scope within a relationship — whole systems, programs, facilities, fleets, or organizations rather than pieces, pilots, or departments; the company winning work that is core to the customer's operations where it previously played a peripheral role; the company being brought in at a larger tier of customer or program than it used to serve; or management explicitly contrasting the size or kind of engagements coming in now with the ones the company historically got. What matters is that (a) the change is described as already happening in real, current work — not projected, hoped for, or merely sitting in a pipeline — and (b) management treats it as a pattern in the business now, not as a single unusual deal. Answer NO if management simply reports strong overall demand, more customers, or a good quarter without describing a step-up in the scale or consequence of what customers are entrusting to the company. NO if the story is one outsized customer or deal that management itself treats as exceptional rather than as a changed pattern across the work it is winning. NO if the larger-class work is only anticipated, targeted, or contingent on future events. NO if the growth described comes purely from the company adding capacity, selling harder, expanding channels, or raising prices, with no change in the kind of work customers are giving it. NO if bigger-scope engagements have always been routine for this company and nothing about the class of work is new. NO if the idea appears only in an analyst's question or characterization that management does not itself affirm. Use only the supplied transcript. Answer only YES or NO.

Companies that answered YES

TickerCompanyCallDateCall grade
SPT Sprout Social, Inc. Q2 2023 2023-08-04 B+
ASAN Asana, Inc. Q2 2022 2021-09-01 B+

How the model reasoned

SPT · Q2 2023 → YESThe question is: Does management describe that the company is NOW BEING ENTRUSTED WITH A MATERIALLY LARGER OR MORE CENTRAL CLASS OF WORK THAN IT HISTORICALLY RECEIVED? That the engagements have steppe...YES The transcript shows management describing a clear shift to a materially larger and more central class of work today. Justyn Howard states that “record new business ACVs drove ACV growth to a record 29% year-over-year as our success up-market continues to progress ahead of plan,” with 48% growth in 50k+ ARR customers and 130% in 250k+ ARR customers. Ryan Barretto adds that “the deals that are coming in are just much larger these days,” enterprise new business grew >50% YoY, and enterprise now represents a record 43% of total ARR. Joe Del Preto notes “ 24% of our total customers have one of those products” and “we see a lot of headroom there,” while highlighting “larger deals across the organizations” and “the 50,000 cohort growing over 48%.” These are presented as current, ongoing patterns in actual business won, not projections or single deals — the company is now entrusted with larger-scale, enterprise-level engagements that represent a step-up from its historical lower-tier focus. The strategic de-prioritization of low-end ARR and resulting structural improvements in NDR and LTV further confirm this change is already visible in real work.
ASAN · Q2 2022 → YESThe question is: Does management describe that the company is NOW BEING ENTRUSTED WITH A MATERIALLY LARGER OR MORE CENTRAL CLASS OF WORK THAN IT HISTORICALLY RECEIVED? That is, engagements have steppe...YES Management explicitly contrasts the historical departmental focus with the current reality of wall-to-wall enterprise expansions and deployments that now span entire organizations, divisions, and geographies. Dustin directly acknowledges the shift: “Historically, Asana has been deployed as more of a departmental solution,” then immediately describes the new pattern of “broader deployments … wall-to-wall” at companies like Just Eat, Cohesity, Fujitsu, and Gorillas, plus Fortune 50 seat expansions to 25,000–50,000 seats. Chris reinforces that these are no longer pilots or departmental pilots but “standard tool” and “wall-to-wall” mandates that coordinate 100 % of employees’ work across operations, marketing, engineering, and leadership. The transcript presents these as a repeatable, present-tense pattern already visible in Q2 wins and expansions, not isolated outliers or future targets.
ESE · Q2 2016 → NOWe need answer only YES or NO. Need determine from transcript if management describes company now being entrusted with materially larger or more central class of work than historically. Need parse. Transcript: ESCO Q2 2016. Management discusses acquisitions, technical packaging, aerospace A350, Doble, Test. Need see if any statement conveys step-up in scale/consequence of engagements. They mention "A key driver of continued success and confidence in our commercial aerospace business is we’re well ahead of our near term order and production plan on several platforms led by A350 which continues to run better than expected." That's strong demand but not necessarily larger class than historical. They mention "technical packaging group now has scale and market leadership positions across several growth markets" but that's company scale, not customer entrusting larger work. They mention "Plastique" opportunities, fiber pack capabilities, customers want sustainable fiber. Not step-up in class. Question asks specifically: "does management convey that the engagements, projects, orders, mandates, or roles it is winning or performing have stepped up in scale or consequence relative to what this company used to be given—and that this step-up is already visible in actual business being won or performed today?" Need answer YES only if management's own words convey one coherent phenomenon as present-tense reality: new business company getting has outgrown historical norm. Examples: much larger projects, broader scope, core role, larger tier, contrast size/kind engagements now vs historically. Let's scan transcript for any such. Vic: "I'm pleased to see good performance... breadth and diversity... niches provide protection." "Gary and I visited all major operating locations... issues manageable... upside opportunities as we head into next year." "Plastique... core business very solid with real upside as a result of fiber pack capabilities. More and more customers want option of using sustainable fiber based product... desire for environmentally friendly packaging driving demand. Our combined technical packaging group now has scale and market leadership positions across several growth markets where we are providing highly engineered products to customers in medical, pharmaceutical and consumer markets." This is about company having scale, not customers giving larger class.

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Not investment advice. Artul.ai publishes AI-generated earnings-call quality grades and expected-volatility estimates — never buy or sell recommendations. We tested over 1,600 predictive hypotheses against 165,000 transcripts; the honest result, including what failed, is documented in our methodology.