Customer and revenue · Customer concentration and key customer dependence
A significant portion of our revenue is concentrated among a small number of customers. For example, in fiscal 2025, our five largest customers contributed approximately 50% of our revenue, a cloud provider customer accounted for approximately 18% of our revenue, and a service provider accounted for approximately 11% of our revenue.
Strategic execution · Strategic transformation and turnaround risks
We have taken, and may in the future engage in, steps to reduce the cost of our operations, improve efficiencies, or realign our organization to better match our market opportunities and our business strategy, including reductions in force, office closures, and internal reorganizations. These changes could be disruptive to our business and could result in significant expense.
Market position and competition · Market cyclicality and demand volatility
Our results of operations are subject to significant, and often difficult to predict, quarterly fluctuations due to a variety of factors. A portion of our quarterly revenue is generated from customer orders received during that same quarter (which we refer to as 'book to revenue') and therefore may be less certain.
Innovation and product development · Time to market and commercialization risks
The success of our business depends on our ability to develop and deliver products that align with customer needs and demands, technological advancements, and market trends. There is often a lengthy period between commencing development and bringing these solutions to market. Accordingly, there is no guarantee of market acceptance, and some of our development decisions will be unprofitable.
Strategic execution · Merger acquisition and divestiture risks
We may pursue strategic transactions, including mergers, acquisitions, investments and other strategic partnerships, to advance our business strategy. These transactions inherently involve significant risks and uncertainties, including: failure to achieve the intended benefits or anticipated return on investment, including operational synergies; significant use of cash, assumption of debt, or dilution of stockholders.
Innovation and product development · Intellectual property protection and infringement
We rely on a combination of patents, copyrights, trademarks and trade secret laws to establish and maintain proprietary rights in our products and technology. There can be no assurance that our proprietary rights will not be challenged, invalidated or circumvented. Protecting our proprietary rights is difficult, time-consuming and expensive.