Axon Enterprise, the Scottsdale, Ariz.-based maker of public safety products last week boosted its full-year outlook as sales rose in its latest quarter. Brittany Bagley, chief operating officer and chief financial officer at Axon, talked to my colleague Mark Maurer about what drove that move, among other things. Edited excerpts follow.
WSJ: Axon reported strong demand for its tasers, personal sensors and counter-drone equipment in the latest quarter. To what do you attribute that?
Bagley: We continue to innovate. Thirty percent of our bookings [sales orders] are coming from our new products. Our innovation and our new products really are resonating with our customers. I think they resonate with our customers because we have a very customer-first, customer-centric mindset where we're trying to solve real problems for our customers.
In general, with policing and public safety and some of the solutions that we're offering, we're creating new markets. They haven't had these tools before and so we're providing them with new things that they haven't had. That adoption helps our growth because we're not going in and trying to disrupt other companies or necessarily trying to take share. We're going in and trying to solve new challenges.
WSJ: How are bookings factoring into the revenue for new products?
Bagley: Axon is still predominantly a domestic business, and I would say that's particularly true on revenue because we do longer-term contracts so our bookings are not necessarily hitting revenue this year. Some part of them will, but they're really hitting revenue in the future. And so when we talk about new products, not a lot of new product revenue is in our Q2 number. But the strength in the bookings means that our customers are adopting it, and it will start to layer in.
WSJ: How is the Trump administration’s increased scrutiny of federal contracts affecting Axon?
Bagley: Federal still isn't a huge part of our business, so it's not really impacting our business today. Even though it was a little slower, I don't think we've changed our view on the long-term value proposition at all. We have enough drivers that if timing is a little bit off, that's OK as long as we fundamentally believe the value proposition is still there and I really think it is.
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