Duolingo Aktie

Good evening, everyone, and welcome to Duolingo's First Quarter 2026 Earnings Webcast. Today after market closed, we released this quarter's shareholder letter, a copy of which you can find on our IR website at investor.duolingo.com.

On today's call, we have Luis von Ahn, our Co-Founder and CEO; and Gillian Munson, our CFO. They'll begin with prepared remarks before we open the call for questions. [Operator Instructions]. Please note this call is being recorded and all participants are currently in listen-only mode.

Before we begin, please note we'll make some forward-looking statements regarding future events and financial performance. These statements are subject to risks and uncertainties described in our SEC filings and are based on our assumptions we believe to be reasonable as of today. We undertake no obligation to update them. We'll also discuss both GAAP and non-GAAP financial measures. Reconciliations between the 2 can be found in our earnings materials, and we encourage you to review them when evaluating our performance.

And now I will turn it over to Luis.

Thanks, Debbie, and thank you all for joining. Q1 was about execution. We said we were going to prioritize teaching better and changes in the growing users, and that's exactly what we did. DAUs grew 21% year-over-year, right in line with what we expected as we make this strategic shift. I want to spend a few minutes on what we shipped this quarter related to language learning because teaching better is the foundation of everything we're building toward.

Speaking practice has historically been the hardest thing to do well on a mobile app. This quarter, we made it a bigger part of the experience for free users and paid subscribers. We introduced spoken tokens, which let learners speak their answers to almost any exercise. We started rolling out speaking adventures, which put learners in real-world conversational scenarios and we launched Flash Cards, which help learners build fast recall by saying words aloud.

And for our paid subscribers, video call keeps getting better. Over the past year, we've more than doubled the average number of words spoken per user in that feature. We also reached a major milestone on content. We now offer courses up to professional proficiency, which is B2 on the C of our scale across all our 9 most learned languages and we got their fast.

In Q1 alone, we published 20,500 course units. To put that in context, that's more than 10x what we were shipping per quarter just 2 years ago. AI has fundamentally changed what's possible for us, and I believe we're just scratching the surface. The product is better than it has ever been, and I couldn't be more excited about what's ahead.

And with that, I'll turn it over to Gillian.

Thank you, Luis. Q1 was a solid quarter. We achieved double-digit growth in both bookings and revenue expanded gross margin and delivered adjusted EBITDA of $83 million, which is about 29% of our revenue. As you consider 2026, it's worth reiterating how we are thinking about the year. We are investing deliberately to set us up to be a larger, more durable, long-term business. This means that for this year, we are managing the business towards the targets that we shared on the fourth quarter call.

Specifically, 10% to 12% bookings growth, 15% to 18% revenue growth and an adjusted EBITDA margin of about 25%. To help with your modeling, we have provided point estimates for the full year 2026 and based on what we can see today, consistent with those ranges. These are bookings growth of roughly 10.5% and revenue growth of roughly 16.1% and an adjusted EBITDA margin of 25.7%. A few things we want to make sure are on your radar as you build out your models on bookings. Our expected Q2 bookings growth of about 6% reflects a tough comp. The prior year quarter included the initial rollout of energy, a price increase on our most popular subscription plan and exceptional advertising performance.

We do expect bookings growth to accelerate through the second half with about 3 points of acceleration in Q3 and a further rise in Q4. We expect about 17% growth in Q2 for revenue after which we expect growth to step down in Q3 before stabilizing in Q4.

For gross margin, we expect it to be approximately 71% in Q2, after which it will trend down to roughly 69% by the end of the year as AI-powered feature use in our product expands. Adjusted EBITDA margin in Q2 should be roughly 24%. We expect Q3 adjusted EBITDA margin to be flat to slightly down from Q2 before approaching 27% in Q4. That's a lot to digest. But the overall message is that 2026 is a key strategic investment year for us, and it is playing out as we expected so far, as demonstrated by the point estimates for our financials that we have shared. We entered Q2 with over $1 billion in cash, no debt and expect to generate over $350 million in free cash flow this year. We plan to continue executing on our buyback authorization under which repurchases to date are 514,000 shares or about 1% of our fully diluted shares outstanding.

2026 is a big year for Duolingo. And I am very excited about what we are building. And now I'll turn it back to the operator, and we can take your questions. session.

[Operator Instructions]. We are waiting on moment for Wyatt Swanson with D.A. Davidson to accept.

Awesome. Could you talk to some of the different drivers of DAU growth this quarter and maybe entering just talk to like whether it's performance marketing, word of mouth maybe starting to return or something else? And could you maybe also talk to what regions you're seeing any particular strength or weakness?

Yes. Thanks for the question. So DAU growth, this is very important to us. Of course, this is the most important thing we're trying to do this year. We're growing in every single region as we have been for several years. But of course, some regions are growing faster than others. Asia, in particular, is the fastest-growing region. And in terms of the growth drivers they remain pretty similar. I mean, word of mouth has historically been the main growth driver for us. Most of our users come to Duolingo through word of mouth.

We have some amount of marketing, some amount of performance marketing that we're doing. We've increased that budget a little bit, but it's not massive when compared to other apps our size. But generally, I think it's been pretty similar to the growth drivers. And the last thing that I'll say is historically.

The other place where DAU increases is just a lot of increases in retention to the product, and that's basically the work of just making the product stickier. And that has gone really well. We've been making a lot of changes to the product, some of which are small, some of which are larger that just make retention higher.

The way you would see that is just an increase in our DAU to MAU ratio, which keeps increasing pretty much every quarter, and it increased again this quarter.

Perfect. And then 1 quick follow-up. Can you maybe provide some color on how you expect DAU growth to look in 2Q and whether 20% is still the right way to think about DAU growth going 2026?

Yes. Everything we said in the last call remains. I mean, we expect that it's going to stay at around 20% throughout the year. Now there will be some slight ups and downs depending on the comps from last year, et cetera. But it's around 20% for the rest of the year. So nothing has changed from the last time we spoke.

Your next question will come from Ross Sandler with Barclays.

Okay. Luis, you had mentioned a couple of interesting things 90 days back as kind of part of the plan this year. One was to kind of like revitalize some of the engagement in the free tier kind of like high-engaging free tier. That top 20% of the free tier. So curious to hear any update on that effort. And then you also had mentioned that you wanted to kind of like get inspiration from some of the big like mobile gaming companies out there in terms of new things that you could potentially bring into Duolingo. So yes, curious just to hear what you've learned in any new strategies on that front?

Yes. Thanks for the question. Okay. So in terms of the free tier, I mean, we've done a few things. We basically made it so that the free tier is better than it was 2 months ago. Of course, some of these changes take time. It's only been 2 months since the last earnings call. So it's not like we've done 1,000 changes. But we have made the free tier better. There's just more things that are available to free users. And we're very happy with that. We think that over time, that's going to really increase word of mouth.

In terms of getting inspiration from mobile games, we've always gotten a lot of inspiration from mobile games. And the idea, ultimately, what we're trying to do with Duolingo was make a thing that is as good at teaching as a one-on-one human tutor, but it's also as fun as a mobile game. That's what we're trying to do. And we keep doing that. I mean, if you look over the last quarter, some of the things that we've worked on, very soon, you'll see really cool Avatar costumes that's directly coming from mobile games. I think users are going to love that. We're doing a number of changes in terms of how we show rewards to users. I mean, for example, we're showing them as cards now, and that feels really collectible. So we're doing things like that.

Another thing that is not exactly for mobile game, but that is important and it is also important for -- to mention for the free tier. One of the things that we mentioned last time is that we want to work on monetization tactics that are not at odds with a free tier. And we have been finding some really good ones this quarter and one of them that is good is longer free trials historically, Duolingo has given a 7-day free trial, and that has worked well for us. We're finding that giving longer free trials is really good in that not only does it give us more bookings, that's good, but also, it's good for the user. It's not -- they feel good. They like, oh, I have 1 month free, for example. So that's something else that we're finding that we're pretty happy with.

Our next question will come from Andrew Boone with Citizens JMP.

I would love to talk about now growth and top of funnel at large. Can you just help us understand the deceleration there. I understood the comp and everything from last year. But how do we start to think about what has been the deceleration there and whether that needs to accelerate to support down growth?

Yes. I mean, so in terms of growth, the main thing we work on here is daily active user growth. That's the main thing we have worked on for the longest of time, and monthly active user growth. There's just no team that's looking at that, and we do report it, but it's just not a team that's looking at that.

Now related to MAU growth is top of funnel and that we do work on. We're -- the reality is that top of funnel has been about flat for -- certainly for this quarter, and we would like to accelerate it, and we're working on that. There's a lot of stuff with marketing that I think will be really good, particularly in underpenetrated regions. I think that's one thing.

And then the other one is just making changes to the product to make it teach better and be better for users, that should accelerate word of mouth. Again, the main thing that has been responsible for our top of funnel historically has been word of mouth. And word of mouth is this interesting thing that is beautiful because it's free, but we don't have that much control over it in terms of being able to measure it the same way that we can measure retention. So we're doing things that we think are going to be really good for order mouth, but we don't have the granularity of control that we have for things like retention.

And then, Luis, just a strategic question in terms of keeping users on platform, right? You guys have always focused on fun. It seems to me that there's a change as we think about more of a voice front experience. Just talking about keeping the entertainment value and what has to change as you guys do think about and moving towards more of a voice like experience.

I don't -- I understand why you say that you may perceive a change. But internally, there's no change in terms of fund. I mean we are humongous believers that -- the hardest thing about learning something by ourself is staying motivated, like we have to -- this really is the secret sauce of Duolingo and what has gotten us so far is that we know that we have to motivate our users to learn something. Because there's a very big difference between what people say and what people do. People may say, want to learn something, but ultimately, they'll do what's most fun.

So we spend a lot of effort trying to make it fun. We think that making voice and speaking be more prominent in the app does not decrease fun. And in fact, our metrics suggest that it does not. It can be a pretty fun experience. So we're going to continue doing that.

Now one thing that is important to understand about fun, all the things that get shown on the screen, our beautiful animations, et cetera, it just turns out that humans are very visual creatures. So you will see us continue having a lot of very beautiful animations and kind of more game-like things even though there's voice in there. You're just still going to see all the graphics and everything that -- to keep Duolingo as fun as possible. But yes, we're -- our teams dedicated to making the app more fun are really firing in all cylinders. And you'll see a bunch of stuff really in the next couple of days, for example, you'll see this really awesome feature, which is avatar costumes. I think that it's a lot of fun. My favorite one, I dress up -- if you look at my account on duolingo, I don't know if you can see it yet, but I'm just up as a hotdog, and I love it.

Your next question will come from Eric Sheridan with Goldman.

Great to see everybody. Maybe -- if I can. At least for you, what have been the key lessons so far in terms of scaling AI, both in terms of the user experience as well as the scale of content for the platform over the last couple of months. And Julian, as AI scales on both sides of that equation, how should we think about what that means for margins longer?

Yes, great question. I mean we're very excited about AI. In general, if you go to the highest level, what we're trying to do here is we're trying to make a thing that is as good as a teaching as a one-on-one human tutor and as fun as a mobile game. The teaching part, AI is what's going to get us there. We are really doing, for example, like we said, our video call feature, the practices conversation has gotten significantly better over the last year. The conversations are way more fluid, and that's making it so that users are basically saying twice as many words on average as they were a year ago.

So that's a pretty major improvement. Similarly, like you mentioned content what the amount of content that we were able to put out, learning content that we were able to put out in the last quarter has dwarfed basically everything that we've ever done in the past. We put out 20,500 units of content. And that's in 1 quarter, and that's more that we were putting out like in an entire -- that's about what we put out the entire year last year. And by the way, last year, we were already using AI. So we're just getting better and better at using it.

And the other thing that I think we're working on a lot of things, for example, models really picking what exercise to give to you. We've always had a model that picks what exercise to give to each user, but we're working on significantly more personalization. Because that's exactly what a one-on-one human tutor does. It basically personalizes very close to you. So we're very excited about that.

And then from a cost perspective, I think there's 2 things to think about. One, the adoption of AI, both in terms of customer-facing, and you'll see our gross margin guidance has us landing at about 69% in the fourth quarter and that assumes we're going to put a lot more of that ingredient in our product. And then our operating expenses, we have -- we started to see some pretty big increases in AI costs internally, and our guidance would reflect that. But so we are increasing everywhere.

But there's another thing going on. There are always these waves of efficiency that come with AI. So you might have AI costs come up and then the team optimizes and then you move forward. So if you look, for example, at the Q1 gross margin, it was better than we would have expected and pretty good on a year-over-year basis. And yet there's still a lot of new AI content in our product. And that's because -- on a per unit basis, the costs have come down a lot.

So it goes in sort of these waves. The costs come down, we adopt more, and we manage that. But I think as you think about the overall margins, I would expect us to be in that 69% range. on the gross margin and then we'll manage the operating expenses accordingly.

Your next question will come from Brian Smilek with JPMorgan.

Luis, just going back to last earnings as well. Obviously, very good to see just overall voice being infused across the ecosystem. Can you just discuss the impact on max overall -- like are you seeing mat subscribers cross-trade down to super? Or how should we think about the product market, go-to-market approach on max now that AI is becoming more, not commoditized, but more available across the broader ecosystem?

Yes. Thanks for that question because it helps us clarify. So what we said last time was that we wanted to add video call to our medium-tier super, super Duolingo. It's important for us to do that because video call is such a good feature in terms of teaching, and we just want significantly more people to have access to it because if they do, they'll learn better, they'll tell their friends, et cetera. So we really believe this is the right thing to do.

We started doing that. So at the moment, we have a number of experiments giving video call to super subscribers, particularly to new users, new super subscribers are getting video call. We have not scaled this to all our existing user base, et cetera. So at the moment, there's no change for MAX. I don't know what's going to happen with MAX. There's a lot of possibilities, and it remains Again, there's just only been 2 months since we last spoke. So we just haven't run all the different experiments, but there's some possibilities of what it could be. It could be that we lowered the price of MAX. It could be that we do something where we give MAX subscribers unlimited video call versus a prescriber is not unlimited.

So there's a number of things that it could be -- but at the moment, in terms of metrics, we're not seeing a big difference, except for the fact that new users, a cohort of new users at the moment is not even seeing MAX, they're only seeing super. And that's -- that's just one of the many experiments that we're running.

That's helpful. And I guess for Gillian overall -- the guidance here, obviously, understand the tougher comp on bookings in you just help me think about just puts and takes that drive the back half reacceleration. I know you have mentioned as well to about 20% daily growth ebbs and flows in between each quarter. So with that back half guidance intuitively imply that DAUs would improve from early benefits from these ongoing product initiatives?

Yes. I think as you look at the second half guidance, in general, we are just planning the business based on that 20% growth basis. So really, you're going to maybe see some early returns on the investments we're making, but I wouldn't be banking on a lot of that. We're really trying to take the long view this year. And we really want to allow ourselves to operate in that range of bookings guidance that we gave, so that we can make all the investments we want to make and do what we think is right in terms of the customers. So when you think about the rate of growth Q2 into Q3, Q2 is a really tough comp because of the release of energy, in particular. And a handful of other features that really made that bookings a year ago really strong. And so you'll see us bounce back from that comp. And then you'll continue to see those DAU numbers drive in the bookings.

Your next question will come from Nathan Feather with Morgan Stanley.

The rapid increase in your ability to do content generation is really interesting. On one side, I think you have really a full core set across language learning, at least us the most common languages. Are you starting to see the opportunity to kind of EB test new content for different engagement metrics? And I guess, historically, have you seen an increase in retention payer rates, whatever it may be on a higher quality of content -- and then kind of looking further, how does that impact your thoughts on expanding into additional subject and language learning now that, that kind of cost to entry is lower.

Yes. Thanks, Nick, for the question. So yes, one thing that is exciting about -- we've been working, honestly, for years to try to have the top 9 languages have content all the way to Duolingo Score 120, which we now have. Internally, I kept on going around like, oh, we're almost done, we're almost done. And somebody said something that stuck with me a lot, said, no, no, no. That's just the beginning. Because when we finally have all this content and now we do, we really are in a much better spot to be able to make this content significantly get better based on how the users are performing.

So we're starting really to do that. And yes, we have seen the changes in content. Certainly changes in content quality, but also in the type of content that you show have interesting impact on retention, particularly new user retention. So we are doing a lot of experiments to see -- for example, just what we teach you in the first unit matters a lot. Do we teach you greetings -- that is one thing do we teach you just towards for mom and dad. That's another possibility. And it actually -- it's not as simple as it's always better to teach you greetings. It's not as simple as that. It's a little more complicated than that. But generally, these things do have an impact in retention. And so we're very excited about that. And we're also likely going to move to something where -- we have all this content, this is awesome, but we may even start generating content just for you. Based on everything that we know about you, we may just be able to generate content just for you, maybe not the immediate next exercise, but like 2 exercises from now based on everything. We just generated that sentence just for you or that piece of content. So we really are getting to that point, and that's very exciting.

In terms of other subjects. Each subject has its unique challenges and unique things. So for sure, AI is helping us be able to add new subjects faster. And chess is a great example. I mean we were able to add chess in about 9 months. But each subject has its own types of content that you need to add. So for example, adding math was relatively easy if what you're trying to do is add math in the way that like ChatGPT would show it with a wall of text. But if you want to add math with diagrams and user interaction, et cetera. That is harder, but AI is making it -- it's definitely making it easier, but it's still a lot harder. You're not just like querying an AI to be like just give me some content. It's a lot harder to do it with all the diagrams.

So I guess my answer to that is, yes, it is making it easier to add more subjects. No, it is not yet trivial to add new subjects. And at the moment, we're pretty happy with the subjects that we have, particularly, we're very excited about math. You saw we started this call with a video for math. We really finally got to the point where our math course really has all -- pretty much all the content between grades 2 and 12. And you can actually explain things when you get things wrong. So we're very excited about that.

Great. That's really helpful. And then with the balance sheet, you've got a lot of cash on their high free cash flow. I guess, what are your thoughts on what the right level of buybacks may be or what other potential uses of that cash in the going forward?

So as we look at the cash, you saw we returned some level of cash back to shareholders in terms of a buyback in the quarter. And we do have a $400 million authorization. So we are willing to spend that money. I think that, in general, we're largely focused on operating the business. So we are investing in the business as well as we look at the business this year. So really, it's going to be a balance of the two. And of course, on a buyback, you buy more when the stock is lower and less when it's higher. So we will look at that and look at where the stock is. We think it's a great time to buy our stock. It's a great way for us to offset dilution from the last couple of years as we look at the business. So we like doing this.

And as you can tell, with our free cash flow estimates, we're going to generate almost as much cash as that buyback is anyway in the year. So that's the balance there. I think your other product capital allocation is, of course, M&A. We are out there in the market, always looking at things. But as you've seen, a lot of what we've done is fairly small in nature. It's not going to really hit the balance sheet so badly or if you will, until like a big deal, Obviously, we'll always look at everything that's out there. But as you've seen, Duoingo is very focused on growing Duolingo, investing in Duolingo and going from there.

GameStop wants to buy eBay. We may want to do that too. I'm kidding.

Your next question will come from Ryan MacDonald with Needham.

I'm going to leave that last comment along to Luis a little bit.

We're not buying eBay just so you know.

Maybe can we talk about -- you obviously rolled out and sort of had the announcement in late April about now that the advanced content being sort of available across all the top subjects now. Can you talk about from a marketing perspective, how big of an unlock that is in terms of how you're either deploying that incremental performance marketing budget, now that you have the content available and how we should start to think about how that may be sort of maybe can help to sort of replenish the top of the fall as we go through the back half of the year and into next year?

Yes. In terms of -- certainly in terms of performance marketing, I mean, we -- this matters, I think, most for English learners sorry, in terms of trying to find users that are going to come into the platform, English learners are the ones that are most interested in more advanced content. And some of our performance marketing, some of the main places where we use it is in underpenetrated markets, in particular, Asia. And one of the things that is interesting about Asia is in a number of large Asian markets, we can do profitable performance marketing.

Performance marketing at Duolingo has been interesting because our free version is so good, it has not been easy for us to do profitable performance marketing because what happens is we require people and then they're super happy as for users. But we are finding that we can do that, particularly, for example, in China, we're able to acquire profitably.

So -- English learners. So in that respect, these are a bit related. But I would say the main thing with performance marketing for us is that we just historically have underinvested in performance marketing. And we are getting just a lot more professional about it in -- certainly this year, and I think you'll see the results of that in the next few months. We're pretty excited about that just because we're finally building the infrastructure to have the right attribution to send users to the right place after you acquire them, et cetera, that a company our size should have probably built years ago, but we kind of just ignored it. So we're pretty excited about that.

Awesome. And then maybe for a follow-up perspective. As you're testing video call in super Duolingo for sort of a cohort, that cohort of sort of net new paid subs on super, can you just talk about what you're seeing thus far in terms of elasticity on pricing and the potential demand to pay incrementally for that feature at the super level? And Gillian, maybe how is that informing your view on sort of gross margin profile as we move forward?

Yes. I mean the main thing that I'll say there is that we are running some tests on kind of what the price, what the right price should be for super with video call. I cannot tell you all the results because we started this work a couple of months ago. And it takes some time, we have to build the AB test, and you have to run the AB test for a few weeks to get the results, et cetera. So it's just -- it's just really been 8 weeks since we started this one. I just don't have a lot of results. But what I can tell you is that we are willing to pay more for super with video call. That we know. We've learned that how much more I'll be able to tell you more in a quarter or 2.

And Ron, one of the reasons we've been really trying to focus everyone on we're operating within a set of ranges of financials for the business is to allow ourselves to do this kind of work, this kind of testing, check out different ways of approaching the customer on price. So all of that is anticipated in the guidance around -- here are the ranges that we want to operate in 2026. And in any given quarter, it might be a little bit more, a little bit less. But we anticipated that coming into the year and are executing against that. So there's no big surprises in there. And we think that the financials that we've laid out for '26 can accommodate that.

[Operator Instructions]. Your next question will come from Ralph Schackart with William Blair.

Hopefully, this is relevant. I'll try. Historically, if you kind of think about it, you have a little bit of a paradox. You overmonetize historically. Now maybe we're in some sort of duration of time where you're undermonetizing the user base. But maybe just kind of stepping back, can you just give us a sense, the signals that you're looking at today. What are they in terms of informing you're on the right path right now? And maybe a broader sense when would be the right time to start monetizing again? I know it's only been a couple of months since the last call, but just would love to hear you sort of rip on that.

Yes. So it's a great question because it really allows me to emphasize something that I've said before. And you used to work paradox, which is -- it's kind of what we feel. We are at the same time undermonetized and overmonetized. It is a weird thing. The reality is that roughly 12% of our monthly active users are paying subscribers, we think that number should be much higher. I mean if you look at comps for the freemium models, they're much higher than that. Spotify is close to 50%. So we really think there's a lot of room there. We should be able to get more people.

At the same time, I think certain types of monetization, we probably overdid in the sense that we probably were making the free user experience have too much friction. And at the crux of it was that most of our monetization tactics were kind of at odds with DAU growth, not all of them, but many of them were at odds with DAU growth, which were like if you make the free user experience have more friction. What happens is that some more people subscribe, that's good, that makes you money, but also some more people leave. And what we're -- what we need to do and what we are doing, which I'm very excited about, is finding ways to monetize that don't put DAU growth at odds with monetization. Those ways exist, and we're very happy with.

I mentioned one already, which is longer free trials. We've been historically at Duolingo. This is not something we've experimented with a lot, the length of our free trial. But if you look at other subscription businesses that are scaled they have pretty different free trials. You should be much longer than the one we have. You see 1 month. You sometimes even see 3 month free trials. So you're going to see us experiment with that, and we are definitely seeing certainly the 1-month experiment we already see. We are seeing that, that both increases revenue, which is good but also it's not at odds with daily active users, like because when you give somebody -- when you say instead of a 7-day free trial, it's a 1-month free trial, that doesn't drive any user away. They're like, oh, that seems like a good thing.

So we're -- the work that we're doing is finding ways to monetize that are not at odds with DAU growth. They exist. And they're just not as quick as basically adding friction to the free user experience. And that's what we're experimenting with this year. So what Gillian said is exactly right. The idea is that we have this year to be able to experiment with this, will probably experiment with a 3-month free trial and by the way, experimenting with a 3-month free trial, some of that we said before. that is something that we could have never done if we didn't have a year like this one because in a 3-month free trial, what happens is that your bookings get delayed by a whole quarter. And so you're saying, showing up to -- without being able to say we're going to operate with these guidelines, which is what we did for this. Just saying, oh, sorry, all our bookings are going to come next quarter. They didn't come this quarter. it was a little weird. But this is why we're operating this way.

Your next question will come from Mark Mahaney with Evercore.

I want to ask about the gross margins. So it looks like your guidance implies they're going to kind of phase down or whatever to the high 60s in the fourth quarter. Is that -- is there a reason to think that margins whole gross margins hold at that level? Is there a reason to think that they should cover up higher or lower? Just talk about the trajectory of gross margins after how to think about what drives it higher or lower after this year.

Yes, Mark, when we think about any of the margins that have AI content in them, so let's take gross margin what you tend to find is as you start to introduce features, they might be more expensive to us, and then we optimize that cost over time. So when you look at Q1, for example, the margin held up really nicely as it compared to the year before, and that's because our per unit AI costs have come down a lot. Now as we look forward, we really want to put more and more AI as an ingredient in the product -- and so that's why we have the margin guidance that goes down to 69%, which is essentially where we were last quarter 2. And that just implies a lot more AI content, which we think is great for the business long term. I think from a positioning perspective, it's possible we could optimize that more. But we sort of want to be putting that much AI into the product. So I think 69% is a good place to think about exiting the year. And that could -- if that works, that's going to give us nice growth as well. That said, this is a changing environment and some of the optimizations come faster than you expect and you could see both up and down on that one.

Your next question will come from Justin Patterson with KeyBanc.

Think about Duolingo as always, I think, a high pace of product velocity around [ ABTA ], and the coding is certainly -- it easier than ever to do lots of those. So I would love to hear about how you're thinking about just engineer productivity as a whole number of tests being run and how we should think about that perhaps influencing long-term headcount needs?

Yes. That's a great question. So you are right, we bite a lot we concurrently are running hundreds of EBITDAs at all times. And that has been our product philosophy and that is how Duolingo has gotten better over time because we just are able to increase as soon as we set our minds on a given metric. If you just give us a few months, usually, we're able to increase that metric. We just run a lot of AB tests. We are finding that the number of AB tests that we can run is increasing. Some -- we believe that, that is because of AI usage, particularly in our engineering and product organization.

The increase is not humongous, but it's kind of the first time we've seen an increase on a per capita basis. in years. So we do think that, that is helping. I don't know where this is going to end, but it is an interesting thing because if you look last year, for example, like a year ago, and you were to read Twitter. Twitter would have had you think that you can program anything you want in 5 seconds and it's done? And why shouldn't you be running 10,000 AB tests at once with a single engineer -- that is an exaggeration that is just not the case. And up until very recently, we and companies that are scale because have not seen a real increase in velocity like overall. But we're starting to see that increase.

It's still moderate, but we're starting to see that increase. So I'm assuming that you're going to continue seeing that increase. Now I don't think I don't think we're going to be able to run 10x as many -- as per capita like per engineer. But it is increasing, and that's something that we're very happy with.

Your next question will come from John Colantuoni with Jefferies.

So I just want to ask about sort of DAU trends. Can you give us a bit of color on how U.S. DAUs are trending relative to international DAUs? And what that relative geographic growth could mean for bookings over time given U.S. users generally adopt a sub- adopt a subscription at a higher rate than international users.

Yes. So DAUs are growing in the U.S., and they're growing in pretty much every country, but it is true that in the U.S., they're growing less than in many international markets. In particular, Asia is the fastest-growing market that we have that whole region. In terms of how that affects monetization, we're not -- that doesn't seem to affect it that much. It just turns out that yes, the U.S. monetize as well, but it just turns out that a lot of countries monetized relatively well.

A good example is China. China monetizes about as well as Western Europe, so like -- but as well as France, which is not as high as the U.S. but pretty high. And given that the growth rate in China, I don't know the latest numbers, but I mean it's pretty significant. So I just don't think that the fact that the growth in the U.S. is very low just means that our bookings growth implies is implied to be really low. But I would say that growth in the U.S., my hope is that by making the product teach better and also have higher word of mouth that we are -- and also investing some in marketing in the U.S., which historically we had not invested in actual paid marketing in the U.S. My hope is that all of those things combined will allow us to have higher year-over-year growth in the U.S. than what you currently have.

Your next question will come from Shweta Khajuria with Wolfe Research.

So with the AI-driven content creation, there is a meaningful increase in content velocity, I guess, could you please talk to how you're managing quality of content as that continues to grow against volume and engagement?

Yes. We spend a lot of -- I mean, the main reason why our content is not growing even faster. -- is because we're trying to make sure that it is very high quality. We do a number of things. Certainly, we do evaluations of our content, both with AI and with humans to try to make sure that the content is very high quality. And then after that, we try to test it with our own users in small amounts to see if it's high quality. And if it is, we actually increase the number of people that we give it to. So we're trying to be very careful to make sure that the content is high quality. It is a good point because the reality is that as amazing as AI is, if you are not careful about the quality you can get a lot of slump. And we're trying very hard for that not to happen. So the quality of our content, I think certainly over the last couple of quarters has actually increased. And the way we know that is we basically do spot checks and we kind of rate the quality of all the content, and we know that over the last 2 quarters, the quality has actually increased.

Your next question will come from Omar Dessouky with Bank of America.

Well, I just want to get back to performance marketing for a second. Glad to hear that the company is treated that is a lot more seriousness. The last time we spoke, I say you gave me the impression that this product would be leaps and bounds better in the future than it is today and really would change the way that people learn languages. Does the maturity of the product itself is a bottleneck to scaling performance advertising spend, right? Because performance advertising typically tries to optimize specific types of behaviors optimize for specific types of behaviors and users. So, a, is that the case? And then, b, do you have any sense like at what point you might be ready to really put the pedal to the metal assuming your organization has done all these experiments, like when would the product be ready to really go full bore on performance marketing?

Yes. I mean I would say the bottleneck for performance marketing for us has been, first of all, building the infrastructure for it to be again, like a much more serious performance marketing machine. That is something we are doing at the moment. That's one thing, but there's another one. And it is not the quality of the teaching. It is mainly the problem with our -- how good of our free -- how good our free tier is. One of the problems we've had in -- depending on the region and depending on what we advertise for, et cetera, has been being able to acquire a user, and now they're here and actually getting them to subscribe as opposed to acquiring a user now they're here and they're very happy users of our free product. And so that's been the main bottleneck and that's the thing that we need to get over. At the moment, in some geographies, we have profitable performance marketing, but in many geographies, we do not.

The only thing I would add to that is that we're making an investment in marketing this year, and it's not just in performance marketing, right? The team has a multi-tiered approach to marketing. And to stepping up that investment that is really well thought through and it has some diversity to it as well.

I want to make sure that I'm not thinking about performance marketing in the wrong way because I thought it would be difficult to performance market a product that isn't stable or a product that's not like mature and kind of finalize because users -- you don't actually know what you're marketing. -- changed so much. I just want to make sure I'm not thinking about it the wrong way.

I wouldn't say that -- I mean, Duolingo has been around for 15 years. It has never stayed the same and it never will. So I don't think that that's well, that's not going to change, but I don't think that's been the problem.

Your next question will come from Alec Brondolo with Wells Fargo.

You mentioned how fast China is growing. I think there's been 2 really successful brand tie-in deals over the last 12 months, one with Walking Coffee last year, I think another with [ Methane ] in March. Are there any kind of learnings we can take with regard to how successful those brand tie-ins have been in China and we used to kind of extend that success to other markets over the next year.

Yes. I mean you noticed the brand partnerships. We have had incredible brand partnerships in China. I think some of that is just that our IP and our brand in China are very strong, and that commands some of the largest brands wanting to partner with us. For example, we very soon have a partnership with McDonald's in China. And so the very large brands wanting to partner with us. They come to us to do that. I think there's that part -- there's also the part that I think brands in China, brands like Luckin Coffee, for example, are just a lot more opening to partnerships than for example, brands in the Western world. You just don't see, for example, Starbucks changing all their stores every 2 weeks with a new brand, whereas that's kind of what looking us.

So there's some learnings. Certainly, that team is -- our partnerships team in China and our marketing team in China are very high performing. So there are some learnings of things that we can do in other places, particularly in Asia. But I would say some of that also has to do with the fact that it's the China market. I will say -- the other thing that I'll say is that China is not just growing fast because of the great partnerships. I mean the great -- I think it's kind of the other way around. I think the great partnerships are coming in part because we are growing fast and we're seen as a very cool brand. I mean the reality in China is that it's just a humongous appetite for English learning that just keeps growing and growing. And that's the main reason why China is growing.

Your next question will come from Alexander Sklar with Raymond James.

So on the relationship between DAUs and top of funnel growth versus kind of the visibility you've talked to in the shape of the book's inflection this year what early tests or maybe it's tier geo-mix is out there that's providing your visibility in terms of that inflection? Sorry, in terms of an inflection of bookings exiting the year?

Yes. First, on the bookings, I think if you look at the quarterly progression, what we are guiding to, as you go Q2 into Q3, Q3 to Q4, is fairly on par with where the company has been in the last couple of years. So I think one of the things we want to make sure we remind everyone of is this is -- we're playing a long game here, and the investments we're making are -- maybe see some things from this year, but we're really looking out beyond this year. So 2026 is much more about operating around that 20% DAU growth and then growing the business. And then right now, what you're seeing that progression is pretty typical seasonality. There's been an adjustment here in Q1 and Q2 to our new monetization balance. But then in Q3 and Q4, what you're seeing is quite typical for us.

I'm showing no further questions. This concludes the Q&A section of the call. I would now like to turn the call back to the host for closing remarks.

Thank you. Thanks, operator. I'd just like to thank everyone for joining us, and we look forward to seeing you on the next call.

[Presentation]

Welcome, everyone, to Duolingo's Fourth Quarter 2025 Earnings Webcast. Today after market close, we released this quarter's shareholder letter, a copy of which you can find on our IR website at investors.duolingo.com. On today's call, we have Luis von Ahn, our Co-Founder and CEO; and Gilian Munson, who we are pleased to welcome as our new CFO. They will begin with some prepared remarks before we open the call for questions. [Operator Instructions] And please note, this call is being recorded. [Operator Instructions]

Before we begin, please note, we'll make some forward-looking statements regarding future events and financial performance. These statements are subject to risks and uncertainties described in our SEC filings and are based on assumptions we believe to be reasonable as of today. We undertake no obligation to update them.

We'll also discuss both GAAP and non-GAAP financial measures. Reconciliations between the two can be found in our earnings materials, and we encourage you to review them when evaluating our performance.

And now I will turn it over to Luis.

Thank you, everyone, for joining us. I want to start by talking about Matt Skaruppa, who up until today has presided over 100% of our earnings calls as our CFO. It really has been one of the singular honors of my career to work with Matt. Matt, I know you're watching tonight, and thank you really for everything you did for our mission.

Now Matt is a hard act to follow, so I can't think of anybody better to take his place and the person who helped us hire him, our long-term Board member and Chair of our Audit Committee, Gilian Munson. She's our new CFO. She's here with us today, and I'm very much looking forward to working closely with her.

Now let's get to the business at hand. 2025 was another strong year for Duolingo. For the first time, we surpassed 50 million daily active users, and that's more than 5x as many as we had when we IPO-ed in 2021. We also delivered over 1 billion in bookings and more than $300 million in adjusted EBITDA. I'm proud that we have built a business that is profitable at scale and that is having a huge positive impact in the world.

But what excites me most is not what we've already achieved, it's what's ahead. I'm more convinced than ever that the accelerating advances in AI will fundamentally change the way people learn. This creates an enormous opportunity for us. We are the most popular education app in the world by a margin, and we intend to lead this shift. By leaning into this moment, we believe we can redefine the future of learning while generating exceptional value for our shareholders over the long term. So huge opportunity ahead of us. And the most important thing right now is to continue attracting users. We said this in our last earnings call.

Now while our DAU growth over the past several years has been nothing short of phenomenal, it decelerated throughout 2025, and as the new year began, we continued seeing this trend. We now expect DAU growth to be about 20% year-over-year throughout 2026. This reinforced my conviction that we needed to take more decisive actions to reaccelerate DAU growth.

Another way of saying -- another way of seeing it is that long-term value in this business is driven by 2 things: the size of our active learner base, that's like the size of the pie. And how effectively we monetize that base. You can think of that as the piece of the pie that pays. At this moment, we are prioritizing growing the size of the pie. So as I detailed in our shareholder letter, we have a carefully considered plan for 2026 that focuses on teaching better and user growth.

In addition to the thousands of A/B tests we plan to run in 2026 to improve our product, we have larger initiatives that fall into 3 categories: teaching languages better, improving the free user experience and feeding our next growth engines, meaning our subjects of math, music and chess. All of this is in service of growing DAUs faster.

Our medium-term goal is to reach 100 million daily active users in 2028. If we succeed in doubling our DAUs, the payoff would be significant. A more resilient brand, a business with meaningfully higher bookings and profit, and most importantly, a company that reaches and teaches far more people around the world. But in the short term, the short-term implication is that this year, we'll see slower bookings growth and lower profitability as captured in our guide.

I want you to know that I don't take this decision lightly and that I know it may come as a surprise to some investors, but it's fundamentally aligned with what I said to shareholders in my very first letter, which I will now read: "Dear potential investors, the main thing you need to know is that I plan to dedicate my life to building a future in which, through technology, every person on this planet has access to the best quality of education. And not only that, but a future in which people want to spend their time learning. Duolingo is the platform for building that future, and we are just getting started."

And with that, I'll turn it over to Gilian long-term Munson.

Thank you, Luis, for the really warm welcome. Being a full-time member of this team is going to be a great adventure. I'd be remiss if I didn't say a huge thank you to my friend and colleague, Matt Skaruppa, who we are all going to miss and who I wish all the best.

We had a solid finish to the year and ended in a strong financial position, a great platform from which to look forward strategically, as Luis explained.

Turning to the go-forward plan and guidance. In our shareholder letter, we have included a lot of specific details to help you with your 2026 modeling, likely more than we will going forward. I'll repeat a bit here and add some color in areas we really want to be sure we emphasize. At the highest level, our 2026 guidance is bookings growth of 10% to 12%, revenue growth of 15% to 18% and adjusted EBITDA margin around 25%. For our Q1 guidance, it is 11% bookings growth, 25% revenue growth and an adjusted EBITDA margin of 25.5%.

Here are some details that I hope will help you with your models. Looking at bookings. Quarter-to-date, as of last Friday, Q1 bookings growth was tracking above our Q1 guidance. However, it's important to remember that we are heading into a particularly tough compare in the first half with dead Duo, a price increase, particularly strong advertising bookings and the rollout of Energy. We are modeling some improvement to bookings growth rates at the end of the year, but have only factored in modest early returns on our investments at this point, which we think is prudent as shifts like the ones we are making can take some time to materialize.

Turning to revenue. We believe that the rate of year-over-year revenue growth will adjust down following bookings growth rates over the course of the year with some stabilization in the second half. Given our Q1 guidance is 25% growth, the math implies that quarters 3 and 4 will be below the low end of this guidance range. As for cost, as you think about our COGS, the key thing to keep in mind is that we plan to share AI features with a far greater portion of our user base. This is anticipated in the lower gross margins that we outlined in our letter.

Additionally, we are investing in 2026. As a result, we expect that R&D and sales and marketing spend growth will outpace revenue growth. Putting it all together, the trajectory of adjusted EBITDA margins will likely be slightly different in 2026 than in previous years. In Q1, we've guided to 25.5% adjusted EBITDA margin, and we expect adjusted EBITDA margin to decline roughly 3 points sequentially in Q2. Then it will improve through the back half of the year with Q4 being our highest margin quarter in 2026.

I'd note, however, that we do manage to annual targets and the timing of our spending could shift, but we will update you on as we continue the year. That's a lot of detail we know. We hope that in combination with the shareholder letter, this does help you manage your estimates as we execute our strategy.

You may ask about our guidance philosophy. And so I thought I'd note that. This year, our view is that like in Q4, our hope is to narrow the gap between our guidance and actuals versus what you have generally seen from Duolingo in the past.

Finally, I would like to highlight our buyback authorization that was announced today. Our Board has authorized a buyback of up to $400 million in our shares. We believe this represents good capital allocation discipline and expect to execute upon this authorization in the coming year. I couldn't be more excited to join this company at this time. The size and scale of the market opportunity ahead is massive. And I very much view 2026 as a foundational year to achieve that opportunity.

Thank you, Luis. I'm excited to step into this role during this important moment at the company.

And now I'll turn it back to the operator, and we can take your questions.

[Operator Instructions] We'll take our first question from Bryan Smilek with JPMorgan.

Luis to start, can you just elaborate a bit more on what you're seeing in the market across AI and just overall innovation across the technology space that makes this the right time for the strategic shift to reaccelerate user growth? And I guess, more fundamentally, to achieve your 2028 target to double users, what are the, call it, 1 to 2 top priorities across the product that will really enhance that DAU growth and drive the implied acceleration to get there?

Bryan, thank you for the question. Okay. In terms of AI, look, we really are in a unique time in history. AI is going to allow us to teach significantly better. And I also believe that the way people learn is just going to change. And the reason for that is, I think that in the next few years, we are going to see quality of teaching that is as good as a one-on-one tutor. We're going to see that. But not only that, not only is it as good as a one-on-one tutor, but it will be as fun as a mobile game. So it's this incredible thing that's going to happen.

And the things that we're seeing is we're just -- we're able to find where users or learners are having trouble and really specialize in that and answer all their questions and whenever they have any kind of confusion, we can get in there and really fix it. We also -- in the case of teaching languages, we can finally practice conversation better. We have this feature video call with Lily. It keeps getting better and better at being able to practice your conversation. And so we can see improvements in how well people are learning.

And the same is true for our other subjects, certainly with math. Like I said in our shareholder letter, I believe that this year, we're going to have the best tutor app for math. This is going to be Duolingo math. And it will just -- I think this is a huge market potential. There's about 1 billion people learning math in the world. So we'll be able to teach them as many as we can really well. So I'm very excited about AI in general. And this is why I think now is the time to try to attract as many users as possible.

Now in terms of what are the top priorities that will allow us to get to 100 million daily active users by 2028. It's a number of things. In general, the 3 buckets that we're going to be investing in are teaching languages better. Languages is our largest subject, and it will continue being our largest subject for a while. We're going to teach languages significantly better. And there's a lot of work there.

Another one is in making the free user experience better. The less friction that there is in the user -- in the free user experience, the more users we have. We have seen this over the last 15 years. Whenever we'd remove friction from the free user experience, DAUs grow, right? So that is another one.

And then the third thing that we're going to be doing is just investing a lot in our new growth engines. That's our new subjects. So in particular, chess has grown quite a bit. As I said in our shareholder letter, we have about 7 million daily active users in chess and this is less than a year after we launched. At this point, we believe we're the second largest chess thing in the world, which is, by the way, incredible because if you search for chess on the App Store, we don't appear in the results. We just haven't even gotten there to doing App Store optimization, but we already got to 7 million daily active users. So those are the things that I think are going to help us get there.

Great. And then I guess, elaborating a bit more, you mentioned video call as well, too. Can you talk about the philosophy and the product roadmap really across Max versus Super? You've been very transparent in the past in terms of oscillating the features and the relative pricing set. So how should we think about just overall the Max road map as you start to ship those video calls to Super users as well?

Yes. When we started Max a few years ago, we introduced some AI features. We were super excited about all the AI features because they really can help us teach better. At the time, cost for AI inference was way higher than it is now. And so we decided to put our AI features behind a much higher subscription tier, which is Duolingo Max. That's what we have done. But we said back then that as AI costs came down, we would experiment putting features in the different tiers because ultimately, our goal is to be able to teach as many people as possible.

At this point, the cost of a video call has gone down very significantly over the last couple of years since we launched video call. And we feel pretty comfortable being able to put it inside Super Duolingo. Now like everything we do, this is going to be an A/B test. We're going to A/B test what happens if we put some video call in Super Duolingo. I'm not sure what that A/B test will do. It may be that this increases revenue because more people sign up to Super Duolingo or because the retention of Super Duolingo is significantly higher because video call is there, or it may be that it decreases bookings because we're not making as much money from selling Max.

I don't know what it will do. But whatever it does, we're going to take the appropriate options. So for example, if the decrease in bookings is too high, we may do something like we meter video cost. So for example, on Super Duolingo, you only get access to 1 video call a day versus on Max, you get unlimited. Now I'm saying all of this very much in advance because I don't actually know what will win in these A/B tests. But what I will tell you is that, for sure, we will put some form of video call in our Super tier because we just think that it will help us teach a lot better to a significantly larger number of people. There's about 10x as many subscribers on Super that they are on Max. So if we put video call on Super, 10x as many people have access to conversational practice.

And the other thing that I think is we're going to do this on our own terms. I mean my sense is that over time, it will not make sense to have a feature like video call on their plan that is so expensive as Max. So we're doing it from a position of strength right now where our finances are very strong, and we're going to just do that as opposed to if we had to do it defensively 3 years from now because a competitor popped up. I mean, at the moment, we really are not worried about competition. So we're getting ahead of it.

And Bryan, we designed the guidance to give the company the room to go do all of this and experiment with this and do the right thing for our customers. And that's precisely how the guidance and the way we think about the financials this year are designed.

Our next question comes from Ralph Schackart with William Blair.

Luis, last call, when you talked about the reprioritization for 2026, and I think it was sort of contemplated it was going to have some impact on the financials for 2026. But maybe not to the level guided that was presented today. At least that was my interpretation. I could certainly have that wrong. But I guess, did something change since last quarter in terms of how you thought about 2026? So the user growth, is this larger than perhaps you originally anticipated?

And then maybe a question for Gilian on the 20% DAU growth. When these friction points or monetization friction points are removed, should we expect some reacceleration in the DAU metrics? And I guess, you sort of suggested that you're tracking above in bookings. Maybe just some kind of early reads on, as you're removing some of these friction points, how the user growth is responding?

Thank you, Ralph, for your question. So yes, in the last call, as you said, we said that we will be concentrating on user growth. And for similar reasons as now, one, we had seen deceleration of DAU growth throughout 2025, some deceleration of user growth. And in addition to that, we think this is just a unique opportunity where instead of decelerating user growth, we should be accelerating user growth because we should -- just capture this opportunity. So that was what we said in the last earnings call.

What happened between then and now are two things. The first is that we kept on seeing this trend of user deceleration. And by now, we expect about 20% year-over-year growth throughout 2026. And that -- and the other thing is that my conviction of AI just increased even more. And that just made it so that I have even more conviction that we need to spend really the vast majority of our efforts on DAU growth. And as we built the plan for 2026, this is what came out. I mean the guidance that we're giving.

And in terms of the 20%, I guess, Gilian, you can go ahead and answer.

Yes. So as Luis said, we really do expect that 20% through the year. In terms of the Q1, what we're seeing so far, it is tracking ahead of the guidance. And we think that shows everyone that there is a lot of health in the business. But you do have some really, really tough comps coming. And so the overall guide reflects that.

I think it's really important to put in context that Luis is talking about is the confidence we've gotten in going for the bigger price. And so when you think about that 20% and the 100 million target, that would imply an acceleration to much higher growth rates in the next couple of years. And if you kind of play that out in terms of what the financials could look at, that is, as Luis said, a much bigger business.

So as we look at the business, we think to ourselves, okay, we could have grown the business, probably we would be at about a mid-teens CAGR over the next couple of years. If we could keep our margins where they are, we're probably looking at a $1.5 billion business, $400-plus million in adjusted EBITDA. But we, at the company, are really motivated to go for the bigger prize, which is much more aligned with what Luis and Severin were thinking about when they founded the company.

So then if you sort of play out the DAU, this was all back of the envelope. But if we can get to that DAU and even reasonable monetization assumptions from where we are today, and we believe we can scale our expenses over time, you're looking at a business in a couple of years, it could be $2.5 billion with over $700 million in adjusted EBITDA. And I think around this entire company, we're really motivated to go for the bigger price. And so that's what you're seeing and kind of how we're thinking about it.

In terms of when you're going to see it in the model, we've really modeled it late in the year. So it's going to take a little while. What we're working on is going to take a little while to see through it. But we do have a little bit in the end of the year. We think it's prudent to keep that small for now until we kind of get going. You'll start to see more and more as we move into '27 and '28.

The next question comes from Mark Mahaney with Evercore.

I want to ask a growth question and a product question. The growth question is, you mentioned these factors that caused this deceleration, law of large numbers, increased maybe over focus on monetization. There are 2 other potential reasons, too. So just address those, which is market saturation and competitive intensity. Maybe there's -- so just -- are there new data points that just remind you or open your eyes even more to the long-term growth opportunity here?

And then in the products, the video call is a wonderful product. These other things that you're talking about, the speaking adventures, is that on the come? Like how soon should we expect that? And getting to this more advanced content with all of your 9 largest languages up to that 129 score. Is that something that happens now? Or is that something that's a multiyear build? Like how long does it take to get to those 2 products that will -- that we could potentially see the products and then the impact that they would have?

Thank you, Mark. Okay. So your first question is about market saturation and competition. We're worried about neither one of those. In terms of competition, if you look at language learning apps, we have about 85% of the daily active users of language learning apps in the world. And that number has remained pretty flat over a while. Basically, we're just not particularly concerned about that.

In terms of market saturation, we're -- for example, we look at things like the percentage of daily active users in a given country compared to the size of the Internet base of that country. So for example, in the United States, 2% of all Internet users on a given day use Duolingo. So 2% penetration in the U.S. for daily users. In the U.K., that's 3%. In Germany, that's 4%. And Germany is not the highest country we have. We actually think we can get much higher than that. But even if we only assume that every country got to 2%, which is the U.S. penetration, we would more than double our daily active users. So I just don't think we're near saturation at all.

And in general, we are not seeing anything different. For example, we survey our churn users. And the answers to the surveys of our churn users haven't really changed in years. And the most common answer, by the way, when people stop using Duolingo about where they go is that they stop learning. And that has been true for a while. So that's just not something we're particularly concerned about.

In terms of the features, we mentioned in the shareholder letter, we mentioned speaking adventures. We're very excited about that. What that feature is like it's basically -- it's a little game where you have to do something, for example, you may be told, go buy a sandwich and give it to that person and then ask them for money or something, something that you have to do. So in that -- you do a lot of things with just text, but every now and then in there, you have to speak to get the things that what you want. That's going to come out -- that's going to be for all users, free and paid. That's going to be scaled. I mean we're already testing it. That's going to be scaled sometime midyear. So you probably see it in your app sometime between now and the middle of the year. We're very excited about that.

In terms of more advanced content, that's happening relatively soon. In a matter of a month or 2, you will see significantly more advanced content. So basically, all of our courses that teach the top 9 languages that we teach, which, by the way, cover more than 90% of our daily active users will have content up to Duolingo score 129, which is a particularly important score because that's the score that you need in order to get a knowledge job in that language. So we're very excited about that. And that's coming now. Importantly to say, that content is going to go out there, and we're very happy about that. But that's just the beginning. As soon as it goes out there, we can start improving this content the same way we improve everything. And so over the remainder of the year, you're just going to see better and better versions of this more advanced content, and we're pretty excited about that.

We'll take our next question from Justin Patterson with KeyBanc.

Luis, I was hoping you can talk a little bit more about just the social strategy. We haven't really seen the same degree of virality through the -- through TikTok that you used to be getting. So would love to hear about how you're refining that and thinking of that as just a vector to grow daily usage. And then with respect to video call, I know you've made a lot of improvements within there designed to increase more words being spoken, to make it easier to use. So would love to hear about just how that's been going versus expectations and how you think moving this into the Super tier can really drive more engagement and eventually help contribute to that bookings reacceleration.

Thank you, Justin. In terms of our social marketing strategy, I mean we have an excellent marketing team, really, I think, best in the business. We -- our videos are going viral and they're getting millions of views. But I have to say the comparison point, particularly a year ago, a year ago, there were many weeks where we had the single most watched video in all of TikTok. That was -- that's incredible. So while we're still seeing virality in our videos, we're not in a position where it's the most watched video in all of TikTok. There's a number of reasons for that. One of them is just algorithms have changed enough that it's harder to do that consistently. So I mean, that's one reason. And in general, we're going to continue with the strategy of really trying to get as much virality as possible. And that will -- I'm pretty happy with the results so far. But you are right that compared to a year ago, it's not quite the same.

In terms of video call improvements, I'm very happy with the results for video call improvements. Some -- basically, if you look at the graph of words spoken per user on video call, that is just a monotonically increasing graph over time. It just keeps getting better and better and better. And basically, we're just a lot better at getting Lily that you're talking to, to elicit more conversation. Right now, we're trying a new thing, we're actually starting to tell you, hey, in your next response, ask a question or in your next response, use the word because or something. And that actually really gets people going more and more.

So I'm very happy with all these improvements. And I really do think that putting it -- giving it to more users, what that will do is it will basically get more users to be promoters of Duolingo because we see that people that engage with video call post online and say things like, "My god, I was skeptical that I could learn a language on Duolingo, but I've just been using Duolingo and using video call and somehow, out of the blue, I am now able to have a conversation." So we're very happy with that.

Our next question comes from Andrew Boone with Citizens JMP.

I wanted to go back to the free user experience and improving it. And really, the question is, how does that evolve into a monetization strategy over time, right? So it sounds like one of the lessons was that you guys essentially overmonetized your user base. So Luis, as we think about going through this transition, what happens on the other side in terms of the lesson that you guys now have as you guys come back and then start to monetize users later on?

Andrew, this is an excellent question. Look, we got ourselves into an interesting situation where both Duolingo is undermonetized and overmonetized at the same time. It's undermonetized in that, look, only about 10% of our monthly active users pay us. We wholeheartedly believe we can do much better than that. If you look at comps, if you look at -- if you look at things like Spotify, half of their users are paying them, give or take. And a lot of these freemium businesses, we really think we can get much higher than 10%.

However, the way we were increasing monetization was we found that the quickest way to increase monetization was basically by adding friction. The more we added friction, the more we got people to subscribe. And that's okay, but I think that we got it to a point where it really became at odds with DAU growth. There are other ways to get people to subscribe. For example, you can add more features or you can have features that are not exactly friction, but things like selling customizations for avatars and things like that, that have worked really well for games, and we are kind of half a game.

So what we're doing now is for the next year, we're using this year to also find ways to monetize that get more people to subscribe. That is true, but that may not be doing so by adding friction. And we're really confident that we can do that. It's just slower because monetizing by adding friction, like if you told me next week, I needed to make, whatever, $50,000 more a day, it was actually quite easy to do. You just double the ad load or whatever it was. But these other ways of monetizing are just going to take a little longer to do, but we're very confident that we're going to have some because only 10% of our active users pay us to subscribe.

And then I wanted to ask about the chess disclosure, and this is really about utilizing multiple apps at the same time. So if I think about the 7 million users, and I think about the core trend of core Duolingo through 2025, how do I think about multiple users using multiple apps, right? Do I just take the 53 million and I subtract 7 million to be able to think about where you are? What's the right way to think about that?

Another great question. Yes. So we said chess has gotten up to about 7 million daily active users in less than a year. We're very proud of that. It's an incredible growth. Now the majority of these users, whenever we put a new subject out on Duolingo, it is a lot easier to get to our own users rather than to get to users outside of Duolingo because we have a direct line of communication to our own users. So the majority of these users, we're not basically saying the exact number, but the majority of those users are users that were Duolingo users and now are using both languages and chess. That's basically what's the common thing that's happening.

So we're -- the way to see it is not that languages have not been growing. In fact, languages are growing at about the same pace as Duolingo because it's the largest course. It's just that we are getting some new users for chess, but a lot of them are just doubling up from languages and chess. And what we are seeing is that over time, more and more people are finding out that Duolingo has chess and then chess is starting to attract its own user base. And I think that's what's going to happen over time. And that just takes a little bit of time to do that, but that's what's happening.

Our next question comes from Alexander Sklar with Raymond James.

Luis or Gilian, I don't know who wants to take this one. But on the bookings outlook, just given some of the unknowns you spoke to with Bryan's question earlier on how video call tests are going to play out on Super. What is the bookings outlook factor in terms of conversion rate of Super relative to what you've experienced in the past? And how much time or data, Luis, do you think you need to know if the decision is a successful one based on some of the historical testing?

So if you look at the bookings, the main thing to think about right now is if you take -- start from Q4 bookings growth of about 24% and then look over to the guide, we think about half of that is the user deceleration continuation that Luis talked about. And then the other half of that is us monetizing more carefully and thinking about taking away some friction for our users. So that's how we're thinking about positioning that.

In terms of exactly how all the monetization is going to play out, as you know, we A/B test like crazy around here. And so there's a lot to be learned, as Luis explained, over the course of this year. What we're really trying to do with the guidance is give ourselves the room from a position of really good financial strength to go do that work because we think it gives us the opportunity to reach for the higher price.

Yes. And in terms of how long it will take until we know this is working, it's going to take a little while. I mean, we need to make a lot of product changes, et cetera, each of which take a while and then we also need to see user reactions, et cetera. So it's going to take a little while. As Gilian said, we're putting in something modest towards the end of the year to see that some things are working there.

And then maybe just a quick follow-up. Anything factored in terms of pricing changes within the different packages in the outlook?

I mean, what we're going to do this year is we're going to be experimenting, like pretty much every year, although probably more so with prices quite a bit. That means higher prices, lower prices. We're always A/B testing. So we're going to be doing that. But we're not -- this is not something that we're really putting in -- we're putting in the results of all the combined experiments in the outlook. But I don't know if I can tell you for a fact that the price of Super will be higher because we have video call or not. I don't know the results of the A/B test.

Our next question comes from Wyatt Swanson with D.A. Davidson.

Thanks for the question. I've just got one thinking about like the medium-term goal of reaching the 100 million DAUs. Does that assume like marketing stays elevated and monetization stays on the back burner for the entire duration? I think you've kind of answered it, but just sort of thinking through as you sort of ramped monetization over the past year, and you've started seeing DAUs start to decel. So like how do you think about that balance over the medium term? Should we see monetization slowly start to ramp up in these alternate forms that you're kind of exploring?

Yes. I mean I can answer and I can also let Gilian have at it. But in general, we -- our marketing is still extremely efficient. I mean it's really still a small fraction of our revenue that we spend in marketing. I assume that every year, the total number of marketing dollars that we spend will continue going up. However, I'm hoping that past this year, we are going to get some efficiencies. It's hard to say exactly what will happen past this year. It's not like we're guiding, but I assume that we're going to get some efficiencies past this year.

And then in terms of monetization, like Gilian was saying before, just almost any way you look at it, with 100 million daily active users, this is just a much larger business. I do believe -- again, hard to put in numbers exactly to give you a model or anything for past 2026, but I do believe that you're going to see other things really start ramping up. I'm very excited about direct ad sales. We're seeing just good uptake on that. And I'm also very excited about in-app purchases, in particular with our avatar. There's a lot of love for our avatars and for our playful brand, and we think we can do quite a bit there.

Yes. And as you think about the margins of the business, one of the reasons I'm so excited about where we're at is that we've shown that this business can have tremendous scale even at the size we're at today, and we think we can be a lot bigger. And there's nothing that we can see in the business that says we can't scale it going forward. We're making an investment right now and descaling some to make that happen. But really, we don't think we need to hire double the number of people, twice amount of marketing. We think that this business can scale really beautifully. It's one of the nicest things about the business model that we have the opportunity to do what we're doing from a position of strength to profitability. We will continue to generate tremendous EBITDA and free cash flow even as we invest, and we see no reason why we couldn't scale up as we reenter monetization and a bit more of a smarter way from here.

Got it. Got it. That's fair. And could you maybe answer us like what the ads business will look like going forward? You've talked about like doubling the ad load is maybe causing additional friction and users potentially churning off. So like our ads -- it almost made it sound like ads were almost coming off of the platform, and it wasn't going to be as big of a monetization channel.

What we're unlikely to do is increase ad load. At the moment, you see an ad at the end of a lesson. That is unlikely to go up, certainly not this year because that really goes counter to everything that I'm saying. However, we are doing a lot better of a job at displaying better ads. I mean, historically, we just have not spent a lot of effort on ads historically. So for example, we use just these network ads that are kind of the lowest common denominator network ads. We are now doing direct deals.

What that does is it does two things for our business. Number one, it significantly increases the quality of the ad. So rather than getting ads for like games that you've never heard of, you're going to get ads from like Disney or something, significantly higher-quality ads. And then the amount of money we make per ad is significantly higher when we do that. So I think that's kind of how it's going to be. We're experimenting with some stuff that is really cool, but I don't know if we'll make it work.

I'll tell you, my dream has always been to be able to give you ads in the language that you're learning. And we are trying that. So if you're learning Spanish, part of the ad is going to be in Spanish. What I love about that is that the users want that. And so -- and that's also good in the end for the advertiser because the user is actually paying a lot of attention. So I'm hoping we'll be able to try that. I don't know which of these things will work. But in general, I just think ad load will not be higher, but we'll make a lot more money per ad.

Our next question comes from Nathaniel Feather with Morgan Stanley.

Two on my end. First, there's been a lot of concern in the market about the improvement in AI translation tools and the general rise of all-purpose chat bots. I guess what gives you conviction that the user deceleration we saw in 2025 was not due to those factors? And then second, just of the changes you've made so far to improve the user experience, are you seeing anything in the data that gives you conviction that these changes are going to stabilize user growth through the year? And are you already seeing that? Or when might you expect to reach that stabilization point?

Thank you for the question. So AI translation isn't -- people talk about it, but it is not something that we are worried internally about. AI translation has been essentially perfect among the large languages for like more than 10 years. I mean between Spanish and English, it's essentially been perfect. Our users use Duolingo for 2 main reasons: one, as a hobby, they actually want to learn. And those people, whether there's AI translation, it doesn't matter, it's a hobby for them. And then the other group of people is learning English. They want to learn English, and they actually want to learn English.

We know also that we ask users why they leave Duolingo. We have this churn user surveys. This does not come up. I mean, like I said, the main reason that people leave Duolingo is because they got busy. We know what that means. It just means they are doing more social media, that's basically what that means. So we're just not -- that's not something we're particularly concerned about.

In terms of data about -- are we seeing any data that is making us believe that user growth is accelerating, et cetera. So far, we have done a few things to make the app -- the free experience better. For example, we gave a feature that was in Duolingo Max called Explain My Answer. It's not free for everybody. So we've done stuff like that. And we are seeing quite a bit of uptick on the features, and we're seeing that users love it. But we are -- we have not yet seen an acceleration in DAUs that we think is like, "Oh my god, we're done." Now to be fair, we did not expect this. I think this is why we're saying that you should expect seeing some modest results towards the end of the year.

Our next question comes from Ryan MacDonald with Needham.

Luis, I wanted to ask about sort of Duolingo Max to start. Fourth quarter, I think, was your sort of large cohort or lapping the first large cohort of Max subscribers. And I was curious what you were seeing from a retention and renewal perspective and how much that's guiding sort of the strategy to bring video call back into Super. And then if we're going to -- when this sort of transition happens, Gilian, when should we start to see, I guess, the impact of subscribers moving from Max down to Super with the video call being the future? And what assumptions are you making for that in the guidance?

Yes. For -- in terms of Max, none of the Max numbers are making us do anything with video call. The Max numbers are actually quite good. We're happy with the Max numbers. We are taking, what I call, an offensive move with Max. I just believe that the cost of video call has gone down enough. It just kind of doesn't make sense for us to just have it in Max when we can offer it in much cheaper packages. We're not quite there where we can offer it for free, but at some point, we may be able to. And I want to offer it for free because I actually think that it is in our best interest to have the largest possible user base that we can figure out how to monetize in any way rather than just keeping this for a tiny little bit of the user base. So that's just our philosophy. So the entire decision for trying to put video call in Super comes more from we think that this is the right thing for our users rather than any numbers with Max. We're pretty happy with the numbers with Max actually.

And then Gilian, I don't know if you wanted to answer that second part. You're -- we cannot hear you. You're muted, or I cannot hear you. Well, sorry, your question, I kind of forgot what your question was because I was like I'll ask for Gilian. I forget it. What was your question? I'll again try to answer that.

Yes. As you think about the guidance for fiscal '26, I guess what assumptions, if any, are you making sort of building in for when video call rolls out to Super for sort of, I guess, you could call it sort of ARPU trend changes of maybe downsells from Max down to Super from that?

Yes. You know what, I'll tell you probably what -- I know what Gilian would have said in here. Look, we ourselves don't really know exactly what is going to happen with this A/B test, where we start giving video call to Super. We don't know that ourselves. But we're going to A/B test it. Everything -- we put in our guidance some bounds, what we think that will actually -- this is what we think in all, and there are some bounds. We'll stay within those bounds. And we have different ways of staying within those bounds. So for example, if we see that putting video call in Super really destroys our Max business or something, which is like really terrible, then we'll start doing something like metering video call in Super, like you only get access to 1 per day versus in Max unlimited, something like that.

Again, I'm talking about things in the future because -- so I just don't know exactly what's going to happen, but we're going to stay within the bounds of what we have in the guide.

I don't know, Gilian, if you are -- if we can hear you now or not. No unfortunately.

Not quite. Okay. Maybe Luis, just a more quick one for you. You talked about sort of the math and thinking that, that's an opportunity to build and sort of have one of the math -- best math tutoring apps in the world. As that gets developed, would you look at sort of new channels in terms of how to sort of distribute that? Like I think in the past, Duolingo for schools as a way to sort of open up that population on the language side. Is that a potential viable channel as you think about areas where you could get this DAU growth from something like math?

Yes. Math is an interesting subject. On the one side, they're really -- I don't know of another subject other than languages that has as much of a market. I mean math -- there's 1 billion people learning math. So that's awesome. Now they are different than languages in the sense that these 1 billion people generally don't want to learn math, whereas the language people actually want to do that. And these Duolingo people are mostly in schools. In fact, they're mostly in K-12 schools. That's where they are. So that is definitely where we're going to get to now. There's multiple ways to imagine how to do that.

Our first step is to just make this product. We're almost there. I mean if you look at the internal versions of our math course, they are incredibly good. Once that happens, there's a big question about go-to-market. At the moment, our hypothesis is that the easier way to get started. That may not be the ultimate thing we do, but the easier way to get started is to think of it as a supplemental thing for school. So rather than get deals with school districts and stuff like that, think of it more as a competitor to Kumon. That is, we believe, the better way to get started because there's a very large number of people that do -- have some sort of help outside, et cetera.

By the way, what we like about this, and this is not -- you're not going to see this, this year, but what we like about this over the long term is that the propensity to pay, not from the kids, but from the parents for math is very high. So we'll probably be able to do something there.

Do you hear me now, Luis?

Yes.

Okay. Good.

Gilian is back. I'm glad. Otherwise, they would have started asking questions about acronyms that I don't know, and we are in trouble.

I know. Some nice people just snuck around my computer. We're better now.

We'll take our next question from Shweta Khajuria with Wolfe Research.

I was going to ask Gilian very specific three questions while she was muted just to test her mic. No, actually, I have two questions. One is on retention and the other is on AI. So on retention rates as we think about you investing in math and music and chess and perhaps there are some cross-platform benefits. How do we think about churn and/or retention rates over time as you invest in the product? My understanding is that it has remained largely stable. But is there a reason to think that it actually improves markedly and what that can do to your platform?

And then the second is on AI. So you addressed this in terms of competition where you have a market lead versus anyone else in the market right now. But what AI could potentially do is accelerate the path to creating new competitors that don't even exist today. So could you talk to potential risk of a competitor emerging because AI is making it easier to create certain products?

Yes, sure. In terms of retention, I'll let Gilian say more stuff. But generally, our retention, especially for payer retention is pretty stable. It's very healthy and very stable. There's some chance it may go up. I don't think we're modeling that. I'll let Gilian know because I don't actually know if we're modeling that or not, but there's some chance it may go up over time. It's because one thing we do know is that multi-subject users have higher retention. And the other thing that is true is that over time, more and more users are learning multiple subjects just because we offer more subjects. So there's some chance that it may go up, but I don't think -- so far, this is -- you shouldn't really believe me on this because it has remained pretty flat.

I don't know, Gilian, if you want to add to that, then I can go to the new competitors on AI.

I mean retention, it looks pretty flat over a fairly long period of time. And we look at it in aggregate, and we look at it via cohorts. I think the perspective we have is that it can stay where it is. That said, I think you're pointing out something really, really important. All the work we're doing to make the product great, so that word of mouth and top of the funnel and all that stuff is keeping the size of the pool bigger. That also helps current customers, too, right? They get those features, too. So I think it's a possibility, but we haven't modeled anything significant on that front on.

Yes. And in terms of your question about can a new competitor show up because AI allows the building of something faster. So it is true that with AI, you can build stuff faster. And I assume that, that will be more true over time. That is an assumption that we have. The good news is that, that also applies to us. So we can also build stuff faster. So that is good.

The other thing to say is there's a little bit of a misunderstanding, I think, in the market about how easy it is to recreate a very sophisticated app like Duolingo. The reality is that if I were to write down just the spec of Duolingo, just -- and I'm not talking about recreating it in a programming language, like write it down in English, it would take me years because there are 1 million corner cases of things that we do that we're really smart about how -- what we do for the user to get them to be more engaged or teach better, et cetera. So I'm not particularly worried about somebody just magically pressing a button and an app appearing that is just better than Duolingo.

On top of that, it's pretty hard. The reason Duolingo so far has not really gotten competition at a large scale, again, we have like 85% of the daily active users of language learning apps in the world is because it's pretty hard to compete with our free product in the sense that we have really huge distribution. And a new entrant, when they come in, they need to figure out how to grow. What they usually do is they try performance marketing to try to grow fast, but because our free product is so good, they usually cannot make their performance marketing work if they are to have a free product. So what then they do is they put a paywall on it. And then that just really caps them. So it's just been really hard for entrants. I mean we see -- look, the reality is that over the span of Duolingo, we have probably seen, I don't know, 400 apps come up and try to compete with us. And I'm making that number up, its hundreds. And we just don't see them grow again because we have a very large distribution.

We'll take our next question from Eric Sheridan with Goldman Sachs.

Maybe building on Shweta's question and asking it a little bit differently. When you think about the AI landscape, what is the scope by which you think you need to sort of be a leader in AI learning in the 4 walls of your application and your experience as opposed to possibly cooperating with LLM agents and being an application layer to their platform if more consumer behavior goes in that direction from an aggregation standpoint? I'd love to get your sort of philosophical view on that.

And maybe the second question would be you guys were probably one of the leading examples of a mobile-first company with Web 2.0. How should we think about the duration and the need to invest to reposition the company to be AI native in its tech stack over the next couple of years?

Yes. So good question about does it make sense for us to continue in our own app versus something like an LLM. I'll tell you what we do, just historically, there have been a number of new platforms that have happened since we launched Duolingo. For example, smart watches came out. Also smart speakers came out like Alexa. In all cases, we had a lot of people asking us questions. And certainly, the companies that were building these things telling us, this is the next big thing, everybody is going to be in there watch. You should be in the watch. In the past, we made the mistake of early on making an app for the watch or whatever. And only to realize later that apps for watches are not really a thing other than exercise apps for watches.

So the way we see it is if it is the case that consumer behavior changes quite a bit so that nobody has their own app and then everybody is over there, we will definitely do something about it, obviously. What I'll say though is that our app in particular, I mean there are many other apps, but you can think of our app a lot like a game. I mean it really matters that we are not text-based. It just turns out that people really, really like doing things like playing Candy Crush or doing Duolingo in part because of the animations, et cetera. So if you're just asking, are we going to be a thing in a chat bot? I just don't think you can get the engagement that we can get inside like a text-based chat bot.

Now again, I just don't know what the future is going to look like. But this is -- at the moment, we feel pretty confident that the right investments are to continue making a beautiful experience that is very visual because that's just what keeps people engaged.

And in terms of AI native, I mean we've always -- ultimately, we are a technology company. We have been really trying to adopt AI and technology as fast as possible. In fact, we've probably gotten in trouble for adopting AI fast, for example, by writing stupid memos that I wrote one time. So that's -- and also, I think we're just -- you're going to see us always take the next step with things like AI.

This concludes the Q&A section of the call. I would now like to turn the call back to the host for closing remarks.

Well, thank you, everyone. These were excellent questions. And I just want to say that we're very excited about 2026. It is probably not exactly what investors expected. But if you are thinking about Duolingo as a long-term company, which obviously I am because that's kind of what I want, this is really the right investment to do. The second thing that I'll say is that Gilian started her job 3.5 days ago, so it is incredible the amount of knowledge that she has about our finances, which already surpasses mine. So thank you, Gilian, for that. And thank you, everyone.

I'm so delighted to be here. Thank you, everyone.

Good evening, everyone. Welcome to Duolingo's Third Quarter 2025 Earnings Webcast. Today after market closed, we released our Q3 shareholder letter, which you can also find on our website at investors.duolingo.com. Today, we have Luis von Ahn, our Co-Founder and CEO; and Matt Skaruppa, our CFO.

[Operator Instructions] Please note that this event is being recorded. [Operator Instructions] As a reminder, we'll make forward-looking statements regarding future events and financial performance, which are subject to material risks and uncertainties, some of which these risks are set forth in our filings with the SEC.

These forward-looking statements are based on our assumptions that we believe to be reasonable as of today, and we have no obligation to update these statements as a result of new information or future events. Additionally, we'll present both GAAP and non-GAAP financial measures on today's call. These non-GAAP measures are not intended to be considered in isolation from, a substitute for or superior to our GAAP results and we encourage you to consider all measures when analyzing our performance.

And now I will turn it over to Luis.

Hi, everyone, and thanks for joining us today. We had a strong Q3 with solid performance across all metrics, and we're on track for another exceptional year. More than 50 million people now use Duolingo every day. And we're guiding to nearly 1.2 billion in bookings this year with 33% growth and an adjusted EBITDA margin of 29%.

Putting that all together means that we have rapidly scaled our impact while expanding profitability. And yet, we still feel early in our journey. We believe AI will fundamentally transform education, and we have line of sight to building a product that teaches better than ever before. That's what makes this such an exciting moment for Duolingo.

And now we'll take your questions.

[Operator Instructions] Our first question will be coming from Bryan Smilek with JPMorgan.

Luis, just to start, can you just help us better understand the underlying drivers of DAU growth in the 4Q and engagement overall? And how close do you think you are to getting back on track in terms of marketing in the U.S.? I know you mentioned growing impression volume. But is that starting to translate to user growth now? Or how should we think about that into the fourth quarter?

Yes. Great question, Bryan. Thank you. So we just posted 36% year-over-year growth for Q3, and we're happy with that. There's puts and takes of how we got there. I mean, on the positive side, we have things like the locking partnership that we just -- that we talked about in the shareholder letter, which helped us grow users in Asia quite a bit. We also had a number of product improvements that helped with retention. So that was great.

On the other side, just like we said last time, we passed all the unhinged posts in our social media for a bit because we were listening to our community and trying to build brand love. And when we don't post unhinged things that basically our posts were much less likely to go viral, and because of that, that did have an impact on DAU growth.

The good news is that over the last few weeks, we have started the unhinged posts again in our social media accounts. And while it hasn't gotten all the way to the peak where it was, we've seen a lot of recovery. So that's really starting to show up. And we do expect that to affect DAUs positively.

In terms of Q4 for DAUs, we expect some amount of deceleration from Q3 but we're pretty happy with where it has stabilized. What I'll say -- we're not guiding to Q4 DAUs, but what I'll say is that September and October were both at around 30% year-over-year growth for DAUs. And that's comping a pretty strong quarter last quarter -- last year.

Great. That's super helpful. And I guess, Luis, you also mentioned 3 core areas: monetization, user growth and just teaching efficacy overall. Can you just elaborate on really what's driving the decision to shift investments towards long view? Is it the AI opportunity or how should we just think about this impacting bookings growth? I know you've obviously talked to 25% plus as your North Star years ago. So just curious how do we get back there over time?

Yes. I mean, look, we're -- like you said, and like I said in the shareholder letter, there's a huge opportunity right now. We see a huge opportunity -- over the next few years, education and the way people learn, they're going to change fundamentally and it's because of AI.

And also because of AI, we see -- we have line of sight now to create an app that can teach really, really well, much better than anything that humanity has seen before. As good as a human tutor, but that is also more engaging. And if we're able to do that, right now, we have, I don't know, we just posted 135 million monthly active users. If we're able to do an app that teaches just that well, way much better than we have now, we will be talking about billions of users that we have and that's what we want to shoot for here.

So this is why we are investing in the long term. And what that looks like is that we are putting relative -- more relative investment in things like teaching better, which -- teaching better -- if we teach better, what that does is that, that helps user growth, but there's a lag.

Just whenever you improve your courses, users do grow, but it takes a while for that to happen. And then user growth, there's a lag to get to monetization because people take some time to subscribe. So this is kind of a long-term thing, but we're very bullish on this, and this is why we're doing that. And the goal here is because the opportunity is so large, the goal here is to be growing DAUs fast for a very long time.

Our next question will come from Nathan Feather with Morgan Stanley.

Given the scale of the opportunity ahead that you're talking to, is the focus on greater long-term prioritization, a durable shift in strategy that we should expect to continue? Or would you plan to return to the current prioritization mix at some point? And then in connection with that focus, should we expect the pressure on bookings that you're seeing in 4Q to continue into next year with the durability of that shift?

Well, okay. So the -- for -- it's going to be years until we get to a point where we have an app that I think is just the best possible way to learn any major subjects. So we will be investing for a while. And that's important to know. I should say, though, we're not really guiding for example, to next year, but we're very excited about a lot of the initiatives that we're going to put out in the product for next year.

We're going to have much better video calls that are for beginners. It's something we're calling guided video calls. The app is going to be a lot more social. We're going to have all the -- right now, the math course only has a little bit of content. In the next few months, we're going to have all of the common core K-12 content in the math.

Our chess course is going to have player versus player and it's doing super well and growing really fast. We're going to have a full revamp of our music course. And for the top 9 languages that we teach, we're going to be able to teach from 0 to Duolingo score 130, which is where you can get a job in that language. So there's just a lot of things that we're very excited about. And I don't know, Matt, if you have something to add to that.

Yes. I think, Nathan, I want to put it back in the context of kind of what we've said before. So we've talked to you all and our investors for a long time about wanting to maximize platform LTV. And what Luis is describing is a change of small proportion right now that is going to help us grow users for a long time, get users to do more lessons, learn or spend more time on the app and, in general, be more engaged Duolingo users.

And we think that if we do that and we do that effectively, we'll both grow users for a long time and will increase platform LTV for a long time. So I think that will -- we're down to bookings and the financials ultimately as well. I think there's a -- we guided to a really strong 2025. There was a -- so we think that this can exist like it has strong financial performance.

And this is just a balancing act that we've always done, and we're telling you all that we want to make sure that at the present moment, we're balancing it so that we can grow really rapidly for a long time in the future.

Our next question will come from Wyatt Swanson with D.A. Davidson & Company.

I'd love to hear a bit more about how the new chess course is progressing. I think at Duocon, you mentioned millions of daily active users. On that front, do you see any differences in engagement or retention for users in the chess course versus your core language forces? And as it relates to that, kind of curious about your new PVP offering? Can you talk about like when you expect that to be fully rolled out?

Yes. So needless to say, we're very excited about chess. It is the fastest-growing course that we had. It's growing much faster than math and music and faster than the way originally languages grew. It's true we have millions of users. We're not saying exactly how many, but it is -- it's already surpassed math and music.

The retention of chess users, it hasn't been around for all that long. Our chess course has been around for 3, 4 months. But so far, from what we can measure over the last 3 to 4 months is slightly higher than language learning and so we're very happy with that. We also -- as we mentioned, we started rolling out PVP. That means player versus player, so people being able to play with other people.

At the moment, 50% of users on iPhones, on iOS can see it. It's not yet on Android, but it's going to come out on Android pretty soon. So we expect that within the next few weeks and small -- few weeks/small number of months, every person that has the Duolingo app will be able to do PVP chess. And over the next year, we just -- we expect quite a bit of growth from chess, and I'm very happy with it.

Great. And then just one quick follow-up. What does prioritization of user growth instead of monetization look like? And how should I think about the actual changes in the app?

Yes. I'll give you an example. That's just -- okay. We've always had to make trade-offs between -- whenever we run an experiment, some experiments improve all metrics. Great. That's an easy call, just launch it because it improves all metrics and that happens.

But there are times when experiments improve one metric but hurt another. I'll give you a fictitious example. If right now, a free user -- free users get 25 energy units at the beginning of the day and every exercise that they do spends 1 unit. If we were to do an experiment that decreases that from 25 to, say, 24. That's 1 fewer unit of energy per day.

We know that would make us more money. It just does because more people run out of energy, so more people end up wanting to pay to subscribe. However, we also know that would decrease daily active users because it would frustrate some of the users. We've always had to make decisions about different judgment calls about this. What we mean is that what we -- the change that we are doing is that we are going to be prioritizing user growth over monetization in this type of judgment call. So in the fictitious experiment that I just gave you, we would not launch that experiment going from 25 to 24 energy units even if it meant quite a bit of bookings gains, if it has a real hit on daily active users. That's the type of stuff that we're doing now. And again, just to remind you, the reason we're doing this is because the opportunity ahead is so big that it's just good for us to grow fast for a long period of time.

Your next question will come from Ralph Schackart with William Blair.

Luis and Matt, kind of going back to the line of questioning here. I guess maybe the question is like why now, what signals are you seeing on the shift or maybe the semi shift focus more on growth over near-term profitability as AI advancements, kind of what's prompting this? And then can you give us a sense of the duration of this pivot or shift? Is this something it's going to take -- I don't know all through 2026? Is it more short term in nature? Anything you can add there would be great.

Great. As to why now is -- I mean, it's a great question. The reality is that over the last couple of years, it has just become progressively clear and clear that we are in a unique point in time, particularly with education in terms of how education is going to happen in the world and also how well we can teach at Duolingo. We just see it in our own metrics in how fast we can put out content with things like video call. We just see how much it is improving every month.

And so that just kind of has been coming for a while. And what has happened is that over the last month or 2, I've really rallied the company towards this shift. And really, it's like, okay, it's not like it was one day where I woke up and decided let's do that. It's just -- we really rallied the company to say look, opportunity is huge for us, let's prioritize, making sure that we can grow for a long period of time and also making an app that can teach really better than anything that we've seen before.

As to how long this is going to take. This is -- it's an interesting question. I mean, I think you're asking something to the effect of like, well, is this going to hurt bookings and is this going to hurt bookings forever? I don't think that's the case. It's just -- it's going to take some time for us to see results -- financial results over these long-term investments that we're doing.

But we're going to be acting for a while like there is a humongous opportunity because there is one until we get it. But I think we're going to be seeing good results from this even much sooner than that. So it's not like our -- we're saying, oh, throw away all the bookings or anything like that.

Yes. I think the only thing I'd add to that, Ralph, is that, I mean, you've seen us navigate this trade-off over the past 3 years as well, users have grown 55% per year on average over the past 3 years, and bookings has grown about 45%, and all of that while we were making similar trade-offs. And now we're just slightly focusing a little bit different as we navigate those. So it's not that we haven't been making any of them.

And you've seen that like in the rest of the year guide and the Q4 guide, there was a small impact to this. It's not that big. And so would we expect some of that to persist into 2026? Sure. But again, I think as a general framing of this, it's a relatively small financial impact from this kind of reprioritization. And we think that, that's worth it because, as Luis said, it's a huge opportunity. So the risk reward seems right.

Your next question will come from Alex Sklar with Raymond James.

Just following up on Wyatt's question and maybe, Ralph's, your remarks to Ralph at the end there. Just in terms of framing how meaningful some of these changes might be, is it as simple as maybe focusing a little bit less on paid conversion just to improve the premium experience today? Or are there kind of broader thoughts about maybe moving video call down into some of the lower packages? And then I've got a follow-up.

Okay. So a way to see this is what you said first. It is as simple as in some of the experiments which, by the way, not every experiment, many experiments we run, just improved our metrics. This is good. In some of the experiments where judgment calls are needed, we're going to shift the balance a little bit more towards user growth. It's not a humongous change, but it is a change.

In terms of are we going to move video call to other tiers, et cetera, that is likely to happen, at least we're likely to attempt to do that, but that is unrelated to this. We were anyways -- we're always thinking about moving different features in the different plans and we'll test that.

It may be the case that, I don't know, video call, but it may be the case that some of the Max features are better in super or even in the free tier, and we'll test all of that. And while we test that, we are trying to optimize lifetime value of our like platform LTV. We're trying to optimize for that. So you may see us test stuff like that.

Okay. Alex, I'm glad you said the free-to-pay conversion because that's exactly how like it really manifests in the business. And I just want to make sure we're clear on this. So for example, when Luis said over the past couple of months, he mobilized the company. In September, we saw some of this and what it looked like was slightly lower free-to-pay conversion, but that free-to-pay conversion was still growing year-over-year.

So it's still good free-to-pay conversion. It was just on the margin. It was slightly lower. So I think that's an example as you think about the financial impact. You're right to point out that that's how it would flow through.

All right. That's great color there. And maybe for a follow-up, Luis. Just on the last call, you brought up this idea on video call about average number of words spoken per session. And that was kind of a new metric you were going to start testing towards. What have you learned so far now that you've kind of been optimizing for that metric? And then what's kind of the time line to get some of the changes into the product as a result?

Thank you for asking that question. So yes, this is actually a great metric and we've managed to move it. This is important to know about our company. Whenever we fixate on a metric, we are very good at moving it. And this particular metric, we have been moving at -- it's more than doubled this year in terms of average number of words spoken per Max subscriber and so we're very happy with that.

In terms of changes to video call that you'll see coming soon, one that I'm very excited about is video call at the moment is a monolingual experience in the language that you're learning. So if you're learning Spanish, it's all in Spanish. That's great for practicing Spanish. But for beginner users, it's too hard. If you only know 20 words, it's very hard for you to have a full conversation just in Spanish.

So the thing that we're testing now is these things we're calling guided video calls, which are basically bilingual. So it's -- if you're an English speaker learning Spanish, this would be part in English, part in Spanish, and it's a lot easier for beginner users. We're seeing that when we give that to beginner users, they actually speak more words per call because they're actually able to do something.

And so we think that this is going to really help with Max conversion, by the way, I should say 2 things. Most of our users and certainly most of our Max subscribers are beginner users. And so we really think this will help with mass conversion. The other thing that I'll say is that these guided vehicles, we are not advertising them yet or we're not using them converting users into Max subscription yet. So we've put them out and the next step is kind of to tell nonsubscribers that these exist so that we can get them to subscribe. So we're pretty excited about what that can do to Max.

Your next question will come from Ygal Arounian with Citi.

Just on AI and making education sort of better than ever, the way you're talking about things. Can you just -- does that accelerate your road map in terms of adding new language learning modules. I know within the ones that you currently have, but moving into new subjects and -- what is it about what's changing right now around AI that's letting you do that today?

Yes, the types of things you will see. It definitely accelerates our road map in more coverage of languages. That doesn't mean new languages. The reality is languages, it's very love sided what languages people want to learn. We now teach 40 languages. The rest that we don't teach is very little demand for them. But the top 9 languages that we teach, these are kind of like the Spanish and English and French and German and Italian like the big languages that people want to learn. The top 9 account for the vast majority of our users.

And what you'll see us do is you'll see us go faster in terms of adding content to these top 9 languages. And right now, for most of them, we don't get you to the place where we want to get you, which is the Duolingo score of 130 in which is equivalent to CFR level of B2, which is where you can get a knowledge job in that language.

You will see that over the next few months, we're going to be adding content that can do that for all the top 9 languages. The other thing that you'll see is you'll see us just at a lot more different modules in the way we teach languages that are just a lot smarter at teaching you. I mean they're going to adapt a lot better to you. And you're also going to see us just use a lot more things that use AI in the background to allow for many more free responses, so that it adapts a lot more to you.

In terms of -- we're going to also be using AI for other subjects. We're using it pretty heavily for math for getting a lot more content out there. So we're going to do that. In terms of adding other subjects, at the moment, we're not working on any other subjects. I'm not going to say that we're not going to add other subjects next year. That may be the case. Like you saw with chess, it took us 9 months from idea to actually launching. So it is possible that we'll add other subjects next year, although a little unlikely, but it is possible. But at the moment, we're not working on any other subjects.

Okay. And then maybe sort of another broad one on AI. Can you just talk about what you're seeing around compute costs, gross margins coming in a little better than expected. And is that coming in faster than you think? And how is that impacting? One of the big questions we get is just generally on the competitive landscape and how AI is evolving that? What are you seeing there?

Okay. In terms of cost, look, costs are coming down. They've come down just without us doing anything, costs are coming down. For us, this has not been the top priority of optimizing costs. At the moment, the top priority is just making the best possible experience for our users that teach us the best and that is the most engaging.

Every now and then, if we see low-hanging fruit we will -- in terms of optimizing costs, we will do it. But it's not like we have all of our people trying to optimize cost. And the reason we can do that is because most of our AI features, at least the ones that cost the most money are behind Duolingo Max and because the price of that is high enough that we're -- for us, the usage of AI is anyways profitable. So that's why we're not going -- not trying to optimize the cost on that.

In terms of the competitive landscape, I think people say things like -- the 2 things that people say about the competitive landscape with AI are: number one, why would anybody want to learn a language with Duolingo when you can just learn it with ChatGPT. Okay. We're not particularly worried about that. We've said it before. The main thing that we do really well not only do we teach well, but the main thing that we do really well is keep people engaged.

And in order to learn a language, you need to be engaged for years. It really takes years to learn a language coming every day and we need to keep you engaged actually doing it. And not only that, we also need to have curriculum for years for you to do that. So with ChatGPT, you can go there and you can ask it to teach you a few words here and there, but it's not like you can have really curriculum for years that teach that.

So we're not particularly worried about that aspect. And then the other thing that people have said that they're worried about is, oh, well, nobody is going to want to learn a language because we're going to have simultaneous language translation and okay. Also not worried about that.

I believe in 100% of the Google I/O conferences over the last 10 years, they have showcased simultaneous language translation. They do it every single year, and it's good. It works. But this has been happening for the last 10 years, and we have not seen the desire to learn a language go down at all. In fact, it has come up.

And I think the biggest reason for that is because if you look at our users, they fall into 2 big categories. One big bucket is people who are learning a language as a hobby. It kind of doesn't matter whether our computer can do that because -- they're the same with chess, by the way. Computers are way better than humans at chess, but still we have millions of people wanting to learn chess. So it doesn't matter if it's a hobby.

The other big group of people that are learning a language with us are people who are learning English and they actually want to learn English. Like that is -- for them, being able to have like a phone that they have to hold out, it's just kind of -- that's not what they want to do. So we just -- we're not particularly worried about that. It just so happens that people like to tweet about that. We're not worried about it.

Just a couple of points on that. Since we -- the AI costs and Max, just to make sure everyone's aware, Max is now 9% of our subscribers. It doubled in Q3 year-over-year in terms of bookings. So it's clearly doing well in that regard. It's underperforming our lofty expectations for it, though. We expected a bit more than that. And so that's why Luis is talking about guided calls and all the other things we're going to do to help it achieve what we think it can achieve.

And then finally, because AI costs have come down, though, I don't want folks to take away that we're not willing to invest as Luis is talking about the seminal moment we're in to go attack a very large opportunity. We're -- we've shown that we can grow to this scale incredibly profitably. We're guiding to a 29% adjusted EBITDA margin for the year, which is very, very close to our long-term adjusted EBITDA margin range. And so as we do that, we are not going to be afraid to invest in innovation. And so we're going to make those investments over time.

Your next question will come from Mark Mahaney with Evercore ISI.

Okay. A couple of things I wanted to go through. One, I know you had some price actions or price increases earlier in the year. Have you -- what kind of reactions have you seen to those? Secondly, I think you were going to hold off on doing any other -- I think it was just on like new people coming in on the standard plan, but your thoughts on rolling out other price increases. I don't think you're going to do that now given your prioritization of user growth in the fourth quarter and beyond, but just talk about that.

And then third, just so we're clear on the deceleration in bookings and revenue growth in Q4 is largely due to the fact that you're going to sort of slow down the conversion rate from free to paid and really just focus on user growth. I just want to make sure that that's the main driver, and it's not like you're seeing a reduction in retention amongst paid subs, higher churn amongst paid subs possibly because of the price increase.

I mean I can take some of those. I'll take the last one. Yes, the change in Q4 is pretty much because of the shift to go to longer-term initiatives. And that means user growth and also spending some of our -- not only are we prioritizing user growth, we're also spending relatively more effort, shifting some effort to teaching better which we're taking some of that from our monetization efforts.

So that's basically what you're seeing. And it's not like a humungous thing, but it is a shift. In terms of price increases, you'll see us -- we'll be testing prices. We'll be testing all kinds of things. And we will see us launch the things that we think are good for the whole platform. I don't know exactly what's going to win, but you'll see us test prices. And by that, I mean up and down.

We'll probably test some prices much lower or a package -- and this I'm speaking about things that we may do, but I don't know if we'll end up doing them if we don't like the results. But we'll probably do a package that is like half price, that is like super light. That's the type of stuff that you may see us do.

Yes. And Mark, just to round it out, I think 2 points. One is, we've talked a lot about taking price up as a price point every now and again, we do that. Luis just said, we're going to continue to experiment with that, and that will continue to happen. ARPU has gone up this year, every quarter, kind of mid-single digits. That's also reflected in the guide and that's mainly come more from Max than it has from price point changes.

I will say that we did take pricing at various times over the past a little bit and that does influence our ability to discount during our one and only discount of the year. So again, if you have a higher price, you can run different experiments with the level of discounting and one of the things that happens every Q4, when we talk about it, as we talk about the ability in our Q4 bookings guide because Q4 is our most variable quarter because we run this New Year's promotion.

This year, we did energy, which is a core pricing mechanic, and we have never run a New Year's promo with energy. And so we're going to be experimenting with all sorts of things as we get towards the end of the year with the promo on how we run it, how we show it and display it, when we run it, all of these type of things. So that is also baked in here in the guide.

Your next question will come from Ryan MacDonald with Needham & Company.

Luis, maybe stick with me a little bit on this question. I apologize in advance. But how learners -- people learn differs by generation and by demographic. I think we've already seen that with sort of advanced English learners require -- meeting different requirements from Duolingo than maybe the traditional core base.

So can you talk about how -- or if you are going to be targeting certain demographics, Gen Z learns or generations, Gen Z seemingly learning different than millennials with some of these product updates? And then how should we think about the metrics that you will be looking towards to prove out this works?

Because obviously, user growth can be beneficial -- can be benefited by some changes, but that might not always mean that, that sticky user growth where MAUs might not always convert to DAUs. So again, long-winded question, I apologize. But how are you targeting or what are you targeting in terms of these changes? And then how are you measuring success?

Yes. I mean you asked about -- it's true. Some people learn different than others. That is true. But you would be surprised that there are a lot more similarities than differences. The reality is, I mean, this is not just generations, also geographically. I mean we always hear these things about like, "Oh, well, people in that country do that or people in that country do that."

What we have found time and again is that not only a lot of people learn pretty similarly, also the things that get people to use the product more are pretty similar across the geographies. I mean like a streak, it works in every country or it's just -- so there's a lot of similarities. So at the moment, you're going to see us just make a better course for the masses that's what we're going to be spending most of our effort on.

Of course, the courses do adapt to each individual and probably one of the places where there is most adaptation that is needed is the pace of learning really is different. And it just happens that as you get older, you get slower. That is just -- that's not controversial as somebody who's getting older and slower, I can tell you that.

So the pace -- but that's very easy to adapt. We're just -- we really do just adapt to the pace pretty easily, and we've been doing that for a while. Now in terms of the metrics that we're going to be looking for, certainly, user growth is an important metric that we're going to be -- that we're really keyed in on right now, probably the most important metric in the company. So we're going to be looking at that a lot.

Now the thing about improvements in teaching, and this is what I was saying before, they don't translate to user growth immediately because if you improve a course and it's much better, over time, maybe people are starting feeling that they're learning a little better, so there's more retention or maybe there's more word of mouth because the people are saying like, it really works for me. Let me tell you about it.

So it does translate. We know that improvements in teaching do translate to user growth, but it's not immediate. And this is kind of what we mean by long term. What we're going to be looking at that, there are things like just improvements in learning outcomes, we can measure how well people are learning.

And the good news is that really almost every year -- since we started measuring that every year Duolingo is actually teaching better than the year before. We're probably going to see improvements in how well we teach, move faster than in the past because we are taking it -- we're spending more effort on it. So we're probably going to be seeing that and our hypothesis, but it is a hypothesis that I very much believe in, is that, that will translate to user growth. It's just not going to be linear or quick.

Makes sense. Okay. And I'm also older and slower, Luis. So no problems there.

Aren't we all? Aren't we all? But wiser, but wiser.

We hope. We hope. Matt, I know you probably don't want to obviously get into a conversation about 2026 guidance or anything like that. But obviously, a lot of course investments, a lot of content investments. Can you just give us a sense of like the magnitude we should expect here? And like is there an expectation still that you can continue to expand EBITDA margins even through this process as we think over the next couple of years?

Yes. No, I appreciate Ryan. And even though you asked a very [indiscernible], I'm not going to guide to 2026 on this call, we'll do that in February. But I will -- and I mentioned this on an earlier question, we have made incredible progress towards our long-term margin while we've been growing the platform to a scale that has 135 million monthly actives, and we guided to nearly $1.2 billion of bookings this year.

So we've [indiscernible] everyone that we can scale the business, operate with discipline and expand margins. And that's great. And we want to continue to do that. And we're going to continue to operate with discipline and grow the business along the lines of what Luis is talking about, hopefully to a whole other order of magnitude.

While we do that, though, we're not afraid to invest. We think we can invest and still operate very profitably. But we are not going to prioritize linear margin expansion from here when we should be -- we view the opportunity is so big, so we can prioritize investing. That's how we think about it.

Your next question will come from Andrew Boone with Citizens.

I'd love to talk about kind of a topic that we've revisited maybe 2 or 3 years ago, right, in terms of advanced English learners and basically the improvement of efficacy driving those learners to the platform and kind of like whether AI has accelerated that and whether some of that thesis came to fruition and whether any of the slowdown in growth is impacting those types of learners. Or is there anything else you can kind of speak to in terms of that cohort?

Yes. As we mentioned -- I don't know whenever it was, a couple of years ago, we started talking about this. English learning is a major opportunity. I mean this -- 80% of the people who are learning a language in the world are learning English. And so we started investing in teaching better for English learners.

We have done that -- we've done a major launch here throughout this year. Now all of our English courses now cover up until Duolingo score 130, which is the place where you can get a job -- a knowledge job in that language.

So we have that, and we've been improving how well people learn English and we are seeing that in the metrics, our number of English learners and certainly a number of advanced English learners has been growing steadily. The other thing that I'll say is that the regions at the moment that are growing fastest are English learning regions. And so we're seeing that Asia is a really good example of that.

There's -- we are certainly still posting or have never stopped posting unhinged content in Asia kind of from the social media side, but also we're just getting a lot more users there. So that's the parts that are growing the fastest. So I'm pretty happy with the progress there. We did mention that it was going to take a while, and it is taking a while for really the word to get out that Duolingo is very, very good at Advanced English and so while I believe that we've made good progress in that, we're still not there yet as this is a thing that even throughout next year, we're going to be seeing an increase in the number of advanced English learners that we're going to have.

And then can we just get an update in terms of family plan? I know there were a bunch of features that you guys were adding and then just broader adoption, where are we today? And where can that go?

Yes. Yes. In terms of broad adoption, the Family Plan continues to do well. I think it was about 29% of subscriber [indiscernible] in the most recent quarter. So it's grown nicely. And I think there's a bunch of reason to believe that it's going to continue to grow nicely.

For example, last year -- in Q4 of last year, really everything basically went right. which is why we grew so fast last year, I think, 42% year-over-year last year. Part of that was that the family plan during New Year's promo did really well. So there's reasons to believe that we still have room to run on Family Plan, Andrew.

Your next question will come from Justin Patterson with KeyBanc.

I'd love to hear a little bit more about just learnings from energy. There was a lot of optimism on this product, roughly 90 days or so ago. So I would love to hear how just that has evolved and might be playing into some of the trends we're talking about on this quarter. And then when we think about just the arc of reacceleration here, how much of this is really dependent on getting the product right versus really tapping into that cultural relevance that Duolingo had earlier this year and then and encounter that speed bump around the social backlash?

Okay. So energy, we're very happy with energy. It did exactly what we wanted it to do. It increased bookings and also increased DAUs. So that was good. The kind of the way it went is we launched all of energy for our iOS users first, then for Android.

We rolled it out over a span of a couple of months for each one of these platforms. By now, it is done. We have, I don't know if it was a couple of weeks ago, we have every single person who has updated the app in the last, I don't know, 6 to 9 months has energy in there. And we're very happy because it did exactly what we expected it to do, and it's been launched.

Now in terms of -- you asked a question about product versus kind of marketing, look, both are important for us to grow, product and marketing. The longer-term thing is if we have a product that is extremely retentive that also teaches really well, that's the best thing you can do, and that's where we spend most of our efforts, and we're going to continue spending most of our efforts on that.

Yes, the cultural relevance matters. But to me, that's just an accelerant to something that is where the main dish is the product. In terms of kind of being culturally relevant, et cetera. We really are seeing a complete pickup on that. I don't know if you've watched, for example, the things that happened in Halloween.

I mean there were throughout the world, certainly, there were thousands of Halloween costumes that were just Duolingo costumes. So we see that -- we're seeing that quite a bit. And so we're not particularly worried about that.

Yes. And the only thing I'd add to that, Justin, is there is -- we talked about it on the last call, which is we've had some success, particularly in the U.S., spending a little bit more on actual marketing, seeing a nice return in the U.S. in particular.

And so that happened in Q3, and we're going to -- it's relatively small dollars, but we're going to continue that into Q4 because the U.S. growth, as we've talked about before, is slower than the rest of the world, in part because of the rest of the world. is growing really rapidly. But that continues. And so that's just the other element we'd add to the marketing mix.

Our next question will come from Shweta Khajuria with Wolfe.

I actually have 2. First one is on China. If you could please talk about how engagement has trended in China through the quarters, through the year and what your expectations are, what you're seeing there? And even if you could comment on likelihood of Max there this year or next. And then second is on renewal rates at Max in particular. Could you please talk about how that trended in Q3 so far and what your expectations are?

Okay. Let me take the China one, and then I'll let Matt take the renewal rates one.

Okay. China. We are, of course, doing very well in China. I believe it's our fastest-growing country. It is our second largest country in terms of DAUs and growing fast. It's still not that large of a fraction of our business, it's about 5%, 6% of our business at the moment, but it is growing, and it is growing very fast and the engagement is very high, retention is high.

Max in China is being tested at the moment. And so we have the permission to test it in China because of this is an LLM you need to get permission to test this. So it is being tested. And so this is going to launch in some number of weeks or months, it's hard for me to tell you exactly because it does depend on approvals, but it's moved along pretty well.

So what I'll say at the very high level about China is that it's a pretty major opportunity for us. But of course, China comes with a risk. There's geopolitics, et cetera. So the way we're treating it is we're not spending a crazy amount, for example, in marketing in China. We're spending a very modest amount there, but we just happen to be growing quite a bit. So it's nice and it's a really nice opportunity.

But if at any point in time something happens, we just didn't end up investing all that much there. That's kind of how we're treating it. And then I'll let Matt talk about Max renewals.

Yes. So just to put it in context, Max renewals are important, but the broader -- I think there was a question earlier on broader platform retention. That remains strong, no real changes in that. And then on Max, in particular, we mentioned in the last call that we were going to start to see in Q3 and then in Q4 larger cohorts come through the Max renewal cycle.

And what we saw is that Max right now, again, there's still small as they've been ramping up, but was renewing slightly better than Super. But it's early, and Q4 is relatively a relatively sizable cohort. So we'll talk about this again on the next call.

Your next question will come from Hanyi Cai with CITICS.

It's so good to have you connected. And it's really excited to hear the last question from like Max is finally rolling out in China. And I'm going to expand that question a little bit further because geographically, you see -- you saw that China was the fast-growing country in the past quarter.

And for this -- in this quarter, you talked about like growing more users. So what geographically would you think -- like which country do you think like -- or which region do you think will be most potential to grow in the next quarter?

And my another question is related to your Duolingo score you published in this year's score count because like that was related to the efficacy. And so I'm wondering like how do you think that this kind of efficacy measurement relate to the core user performance metrics? And how -- will that be like the key motivation for you to grow the users in the next quarter?

Yes. Thank you for the question. So region-wise, the fastest-growing region as a region is Asia for us and we expect that to be true for a bit. I would expect that's going to be true. I don't know the future, but I would expect that to be true for a bit. And certainly, China is leading that, but it's not just China. It's basically all of Asia that is growing pretty fast.

In terms of the score, we're very excited about the score. Our announcement was that first of all, all of our major language courses now have the Duolingo score. And also you can share the Duolingo score on LinkedIn. We're seeing quite a good number of people sharing their score on LinkedIn. And so that really means they're using it kind of for job purposes and we have that -- the score there.

The score also is in the same range as our Duolingo English test, at least for English learners. And English learners are the one that would care more about a score like that, particularly English learners in Asia are the ones that would care more about a score. So we're very excited about that.

And it is something -- the ultimate goal for it is to become the proficiency standard for at least the major languages and certainly for English, where rather than when people ask you how much French do you know or how much English do you know at the moment where people say it's like, "Oh, I'm intermediate." We want people to say, "I am a Duolingo 60 in French or I'm a Duolingo 80 in English." That is what we want. And we think we're making pretty major progress.

In the case of the score, particularly for English, the Duolingo English test is now accepted by over 6,000 educational institutions in the world, including all, Ivy League universities and also the 99 of the top 100 universities in the United States, accept the Duolingo English test.

So we think the combination of that prestige plus the large scale that we have in the app plus doing things like sharing with -- on LinkedIn will hopefully get us to be the standard for proficiency.

Okay. And one thing is that we are not using LinkedIn that most like in China. So we are really hoping to like connect it to another social media platform [indiscernible].

We are working on that. I can't really give you details on that, but we are working on -- it's not just going to be LinkedIn that we have the score on. We're working on that.

I'm showing no further questions, and this concludes the Q&A section of the call. I would now like to turn the call back to the host for closing remarks.

Thanks, operator. I'd just like to thank everyone for joining us, and we look forward to seeing you on the next call.

Good evening, everyone, and welcome to Duolingo's Second Quarter 2025 Earnings Webcast. Today after market closed, we released this quarter's Shareholder Letter, a copy of which you can find on our IR website at investors.duolingo.com.

On today's call, we have Luis von Ahn, our Co-Founder and CEO; and Matt Skaruppa, our CFO. They'll begin with some brief remarks before opening the call to questions. Analysts will be able to ask a question by using the raise hand feature. And please note, this event is being recorded and all attendees are in listen-only mode.

Just a reminder, we'll make forward-looking statements regarding future events and financial performance, which are subject to material risks and uncertainties. Some of these have been set forth in the risk factors in our filings with the SEC. These forward-looking statements are based on assumptions that we believe to be reasonable as of today, and we have no obligation to update those statements as a result of new information or future events.

Additionally, we'll present both GAAP and non-GAAP financial measures on today's call. These non-GAAP measures are not intended to be considered in isolation from, as substitute for or superior to our GAAP results. And we encourage you to consider all measures when analyzing our results.

And now I will turn it over to Luis.

Hi, everyone, and thanks for joining us today. We had another great quarter, record profitability, strong top line growth and solid performance across all subscription tiers. As a result, we're raising our full year guidance again while still investing in both our core business and exciting new areas like Chess, Math and Music that we believe will drive long-term growth. All of this brings us one step closer to our mission, which is to develop the best education in the world and make it universally available.

And now we'll take your questions.

We will now move to our question-and-answer session. [Operator Instructions]

Our first question comes from Nathan Feather with Morgan Stanley.

Congrats on the strong quarter. Two from my end. First, DAU growth was still really strong, but moderated a touch in 2Q. I guess, can you break down the primary drivers behind that and how we should think about the shape of user growth kind of through the year and into the back half?

And then I also want to touch on the Chinese market. Can you provide some color on what you're seeing in that region? Any recent product improvements that are resonating? And when we might see Video Call out there.

Yes. Thank you, Nathan, for your questions. Okay. So for DAUs, we just posted 40% year-over-year growth in Q2, and that's lapping Q2 from last year, which was 60% year-over-year growth, which is lapping in turn Q2 of 2023 which was also 60% year-over-year growth. So we've had really tremendous growth over the last several years.

Last time we guided to -- we were going to say our DAU growth was going to be somewhere between 40% and 45%. And we normally don't guide to DAU growth, but we decided to do that last time because we had a really strong Q1, in particular because of our dead Duo campaign. And also we had a really strong Q2 of last year. So we knew that this was going to be somewhere between 40% and 45%.

We came in at 40%, which is slightly on the lower end of what we thought. Everything is -- we feel very strong about this. The reason we came towards the lower end was because I said some stuff about AI, and this was -- I didn't give enough context. And because of that, we got, particularly in our social media, we got some backlash on it.

And what that did is that the most important thing is we wanted to make our -- the sentiment on our social media became negative. So we wanted to make the sentiment positive. So we stopped posting edgy posts on our social media and we started posting things that we thought would get our sentiment more positive.

And that has actually worked. By now, the sentiment on our social media channels is all very positive. But we still are not posting the extremely edgy things that go -- that are more likely to go viral. So that's probably what had us come in slightly the lower end.

I should say, the effect of that was essentially all in the United States. And when I say United States, that includes Canada and stuff like that, but it's essentially all in the United States, and among young audiences. But this is something that we think is -- that impact is in the past.

We typically only guide to DAU whenever there's going to be a big change. This time, we're not guiding to DAU. So that just should tell you that kind of, at least for next quarter, we're not expecting a big change from where we are now.

And your next question was about China. We feel really good about China. It's our fastest-growing market. We've been growing a lot. We had a really incredible partnership this time around with Luckin Coffee where, for a couple of weeks -- Luckin is like their Starbucks. It's essentially everywhere. For a couple of weeks, a lot of their stores were basically decorated with Duolingo and had Duolingo cups and there were drinks named after Duolingo and everything. And that was a pretty big bloom for us. Our product feels really good in China.

The one thing is we do not have Max in China yet. And that is because of regulations, we cannot use LLMs other than local LLMs. And after you choose a local LLM, which we have, you need approval from the government. And that's completely outside of our control, we don't have one yet, approval from the government. But at some point soon, we'll have Max. I cannot give you a time line on that because I myself don't know it.

Our next question comes from Alex Sklar from Raymond James.

I wanted to ask about the paid conversion. You spoke to an increase on the Super side and good traction on the Max side. Can you update us on where the Max stands today? And any 1 or 2 changes that you put into place that drove that -- the particular increase in conversion this quarter?

Yes. So we feel very good about Max and Super. Both are growing and both are growing nicely. The percentage of subscribers that are Max subscribers has gone a couple of quarters ago, it was 5%, then last quarter it was 7%, and then in Q2 it was 8%. So it's been growing. It actually grew a little less than we expected. But part of the reason for that is because Super grew even more. So it's just a fraction between those 2. Super just is kind of performing even better than we expected, while Max is performing a little less than we expected.

The reason for Max not growing as fast as Super, or not growing as fast as we expected that. is because for more beginner users -- the main feature for Max is Video Call, and it's something that allows you to practice your conversation. For more beginner users, this feature is just a little too difficult.

And so we're going to be working on that, of course. One of the problems for that feature is that, at the moment, it is entirely monolingual. So it is entirely in the language that you're learning. But when you're just a beginner and you only know like 20 words, it's pretty hard to have a conversation entirely in that language. So one of the things we're going to be experimenting with is having a conversation that is bilingual. So if you're an English speaker learning Spanish, some of it is going to be in English, some of it is going to be in Spanish, to kind of ease you in. So that's the type of stuff we're going to be seeing there.

We're also going to be working on making the conversations more engaging. If you play with Video Call, you will see that now Lily has backgrounds, so she's like in different places and she can talk about that. That's a really good conversation topic. So this -- we're doing a bunch of things to improve that one feature that is the killer feature for Max.

Great color there. And maybe one follow-up probably for you, Luis. But last quarter, you kind of talked about testing, taking payments directly, maybe bypassing the App Store, at least from tests. Can you just update us where those tests stand today and any early learnings so far?

Yes, we're testing it. And there's a couple of things to say about that. So this is on iPhones or an iOS, on iOS in general. At least till the end of the year, we are able to have a web purchase flow, so something that takes you to a website to pay instead of paying through the Apple purchase flow, in the United States. That is the ruling, not in other countries.

We don't know if this ruling is going to stand. So we really only know towards the end of the year for this -- next year, who knows what will happen. But so far, the testing shows that we can send people to a web purchase flow, minimally lose bookings -- we do lose some bookings by sending people to an external purchase flow because there's more friction. But it really significantly increases our profit because we don't have to pay. Instead of having to pay Apple, for the first time subscription fee, you pay them 30%. In this case, we only pay, whichever provider we're using, like Stripe, we only pay like 2%, I mean, or some small fractions. So this -- it's good, it's a good change.

We have not done the full push to all our users on that. But you'll likely see us do that. I should say the impact on that -- even though we're very happy with that. But the impact on that, because of GAAP, the impact on that is not going to be felt all that much this year. By the way, all of this is in our guide. It's not going to be felt all that much this year because whenever you get a subscription in -- the main thing we sell is 12-month subscriptions, you kind of have to amortize it over the 12 months, and the rest of this year, by the time we push this out to all our users, it's only going to be about 3 of the 12 months there. So the impact this year on our finance is not going to be huge. But it is something that we're pretty excited about, especially if it holds past the end of the year.

Our next question comes from Ralph Schackart from William Blair.

Great. Two questions if I could. I assume you could hear me, Luis. Just maybe first, Matt, just on looking at the MAUs, it looked like they declined sequentially. Was that related to the social campaign?

And then maybe just a broader question, Luis. Typically, when you roll out new products like Math or Music, you sort of play them down and say that could really impact the business, at least historically, but you called it out in the shareholder letter. So I'm asking. You highlighted Chess as sort of contributing earlier. Maybe kind of speak to what you're seeing with this versus the other products. And it seems like there's some excitement there. Could that contribute to the platform earlier perhaps than some of the other products?

Thanks, Ralph. I'll start with MAU and just give my best Luis impression on MAU, which is, in general, we don't have a team focused on MAU growth. We have a team focused on DAU growth because language learning is a daily practice, and so we're more focused on that metric. But as you said, MAU growth did come down. It was a set of factors. And if you look at the trend, I don't think the trend line was all that different than it was kind of in Q1 from Q4, et cetera.

So we are not worried about MAU growth and that trend. And we think, if anything, it's following the DAU growth trend.

I should also say, it is an important -- when you look at Q1 versus Q2. In Q1, we had this amazing dead Duo campaign. So the comparison between Q1 and Q2, you're going to see a little bit of a drop from that.

And in terms of Math, Music and Chess, yes, we're very excited about -- actually, we're very excited about all 3, Math, Music and Chess. We specifically called out Chess in the shareholder letter. It's just grown a lot. And it's a project that has gone really fast. I mean 1 year ago, exactly 1 year ago, we had not even written a single line of code for Chess in our app, like this project had not started. And within a year -- or less than a year, we launched it, and it's there on iPhones now and it's been growing. And when you restrict only to iPhones and only to English user interface, already Chess has surpassed Math and Music. So we're seeing a lot of demand for that, and we're very happy with that.

But that also does not mean that we're not excited about Math and Music. I mean you saw -- or maybe you didn't see. I mean we just acquired a team for Music, and we're super excited about that, that has made some really amazing music games. So we're very excited about all these subjects.

Now in terms of you said we downplayed a lot. The thing that we do is we just we want to be cautious about particularly investors getting very excited about the amount of revenue that these courses are going to provide. Because at the moment, we're just selling everything under the same subscription and we're not even trying to optimize revenue for Math, Music or even Chess.

So we're very excited. We think this is really going to help us grow the TAM because it's going to get way more people to want to use our product. But at the moment, we just don't have much to say in terms of this is going to contribute to a certain percentage of our revenue, et cetera. We don't have much to say on that. This is going to take a few years for it to be very meaningful.

Our next question comes from Chris Kuntarich from UBS.

I just wanted to go back to Max for a second, and specifically around retention. What are you seeing with some of your earlier larger cohorts as they're coming up for renewal? What are kind of the key drivers here of churn that you're seeing? Kind of what are your -- how is this really kind of comparing to what Super churn is at this point?

Yes. No, I'm happy to jump in there. I think it's early -- if you think about the kind of killer feature for Max, it's a Video Call with Lily, that feature didn't really start to scale out to the majority of folks until Q3 or Q4 of last year. So we haven't seen those cohorts yet. The early renewal signs in Max, like I think we said on the last call, look attractive.

Relative to Super, again, we think it's too early to kind of really parse that too finely because we haven't seen these cohorts. We'll know more about that in Q3 and Q4. But to just back up just one step. The overall thing we're optimizing for on the platform with Super, Max and these questions around mix is LTV for the platform. And because of Max's price point, the LTV is the highest of any subscription offering we have. And so as we -- as Max gain share as a percentage of subscribers, our LTV is going up. So I think we'll have more to say on the kind of specifics on the renewal rates as we get more data on it. But in general, we like how Max is growing overall.

Got it. That's helpful. Maybe just one follow-up on gross margin. And just can you help us think about the back half of the year kind of benefits from AI cost savings versus potentially any of that -- any of the web-based checkout flowing through the gross margin?

Yes. I think I'll take the last one first. I think it's easiest. I don't think the web-based checkout will drive very much change in gross margin in the back half of the year. Just as Luis said, that's going to be an effect that takes time to feather in just given how the accounting works. So I don't think that will be a big driver.

I think the drivers that we saw in Q2, which were we outperformed our expectations on gross margin because AI costs overall did come down. A driver of that, which was lower API calls, token costs, we've got a lot of data now from the first 2 quarters of the year that says that the trend we expected to see, which was lowering of those unit costs, coming down, we think that trend is likely to stay intact. And so that's reflected in the guide as we laid it out.

I think the Q2 performance has also helped a little bit by ad pricing. That remains to be seen over the course of the year.

Our next question comes from Justin Patterson from KeyBanc. [Operator Instructions]

Sorry that took a second. Right there with you, Luis.

I like that. I like that.

Yes. So does Matt from our last fireside together. But I'd like to touch on Energy actually. I thought it was really interesting that you brought up how it's uniquely moved 3 metrics. It's pretty rare for a feature to do that. So would love to hear about just some of the early learnings from Energy and how you hope to iterate that on that more over time.

And then maybe thinking just bigger picture in there. If I look at the app today, there's about 4 different modalities for education featured. So as you consider jumping into some new areas over time, how do you prevent the consumer from getting too confused or overwhelmed by that experience as you're launching the new courses?

Thank you for asking these questions. These are excellent. Okay. So Energy, we're very excited about Energy. Just to give context what it is, is it's a different pacing mechanic for free users. So historically, we had this mechanic that we called Hearts. I mean it's basically -- you started with 5 hearts. If you made a mistake, you lost the heart. And if you run out of hearts, you basically could not continue unless you watch something like a rewarded video or something to gain some hearts. That was the Hearts mechanic.

Energy is different. You start with a larger amount of energy. So you start with like 25 units of energy. And you spend 1 unit every time you do an exercise, whether you got it right or wrong. So we do not -- before we used to penalize you for getting something wrong, now we don't penalize you for getting anything wrong. But if you get 5 in a row correct, we actually give you energy back like a random reward back.

So what's really nice about it is that, for the average user at least, we've substituted carrot for a stick. So it used to be the case that every time you made a mistake, you lost something. Now if you don't make mistakes, you gain something. So that's actually quite rewarding.

And what we have seen in -- when we're rolling this out is that this increases revenue, our bookings, and both. It increases daily active users. And it increases the median time spent using the app. So we're really happy with this.

We've been rolling it out. You'll see us -- it's taking some time to roll out and it will continue to take some time. But my sense is that, significantly before the end of the year, this -- we will have switched all of our users from Hearts to Energy, all of our free users from Hearts to Energy. This does not affect paid users really. And we're very happy with what this is going to do for our users.

And you asked about some subjects being -- you said, well, we now teach 4 different things. We teach Languages. We teach Math, we teach Music and we teach Chess. How is it not confusing to users?

Yes, I mean that's something we think a lot about. And we'll probably add more subjects. By the way, I'm not announcing new subjects. We are not working on any new subjects at the moment or anything. But we'll probably, at some point, it just stands to reason that we'll probably add more subjects at some point.

So yes, this is something we think a lot about. We're going to be working on the multi-subject experience too. Because we're noticing that a lot of the people that use Duolingo, they're not just learning one thing anymore. They're learning -- it's like they're learning Italian and Chess. And I think we need to do a better job with that.

But I think at the moment, we're not seeing a lot of user confusion on that. But the main thing that we want to work on is just making people, for example, switching from one subject to another much easier, giving rewards for learning multiple subjects and stuff like that.

Our next question comes from Wyatt Swanson from D.A. Davidson.

I just have another quick one on the Energy system. I realize that you're seeing positive changes in DAUs, time spent, subscriber conversion and all that. But I've just observed some feedback from users on social media, Reddit, stuff of that sort, and they don't seem to really like the change. Have you seen any negative impacts to any cohorts or demographics or anything like that as a result of that switch?

Yes. I mean this is something that we knew would happen. Whenever we do a major switch to a mechanic on Duolingo, there's a number of people that don't like to change. One of the things that happens is that Duolingo is a habit-building app. We build a habit to use Duolingo every single day. And the thing about habits is you want them to be the same every single day. That's what people like. But of course, we would like to continue improving the app.

So there is some change aversion that we see. So that this -- we saw this exactly happen about 2 years ago when we switched our home screen. We used to have a tree and we changed it to this linear path. There was a lot of backlash for that, even though our metrics showed that this was actually good. In that case, that particular change for switching from a path to a tree was not about revenue, it's about simplifying the app. But our metrics were good.

In this case, the metrics are really good, both for daily active users, revenue, median time spent learning. So we listen to the metrics. We did expect some people would not like it. And one cohort that would not like it is there is a group of people that had gotten really good at, A, not paying, and B, not making many mistakes. So they could use the app for a while, whereas with Energy, you basically get capped. If you're going to use -- you're going to do a lot of lessons and not pay us, you're going to end up getting capped. This affects only a minority of users, but essentially these are the people that are complaining because they are now -- can't do as many lessons as they did when they had managed to find a way to not make that many mistakes.

Got it. Okay. That makes sense. And then I just had another quick one on active users. It looks like the DAU-to-MAU ratio improved pretty substantially sequentially, and we saw that step-down in MAU growth. Was that driven by the MAU step down? Or is it DAUs getting more engaged? Could you kind of just walk us through what happened there?

Yes. It's probably a little bit of both. I mean the reality is if you look at our DAU-to-MAU trend, the trend of that ratio, that has been, I don't know if it's 100% monotonically, but essentially monotonically increasing almost every quarter -- I think it's every quarter actually, for the last several years. I mean a few years ago, it was 20%, and then it just kind of has been creeping up to, at this point, it's something like 37%.

And we like that. I mean the reality is that the healthiest consumer products out there have high DAU-to-MAU ratios. So we like the fact that we are -- that that keeps going up.

In this -- for this particular quarter, it was a little bit of both. I mean we increased our retention of DAU. So the DAU-to-MAU ratio gets better when your DAUs retain better. So we increased our retention of DAUs. That is one of the reasons why that got better. And also, it's the case that MAUs went down a little bit when compared to the previous quarter.

But the main reason they went down a little bit when compared to previous quarters is, you got to remember, in Q1, we had this crazy campaign of that dead Duo. That kind of slightly inflated MAUs that may not have been DAUs because it got a lot of people that may not have been very committed to just come in. And so we kind of passed that effect, and this is one of the reasons why the DAU-to-MAU ratio went up.

Yes. And why, just to put numbers to that, I was looking it up for Ralph's question on the MAU trends. Q1 went up by about 1.5 points on year-over-year growth rate versus Q4 for MAU growth, and then went down from there to the 24% in Q2. What Luis is saying is that up was higher than it otherwise would have been. And so that otherwise trend probably looks more normalized. So I think that is part of the math.

Our next question comes from Ryan MacDonald from Needham & Company.

Congrats on a great quarter. Maybe to start, Luis. I know one of the goals early on with Max and Video Call is really to continue to try to bring on and attract English learners to the platform. Just curious as you are seeing sort of Video Call and Max mature over the last nearly a year, are you starting to see that pick up on the -- or the English learners coming to the platform? Or is it more of a mix of sort of upgrades from the existing base?

Yes. We're definitely seeing growth in English learners that is outpacing the growth overall of learners of other languages in particular. So we're very happy with that. We're also seeing the case that people who are learning English are using Video Call more. Also intermediate learners are using Video Call more, and those are typically English learners. And also in Asia, we're seeing a pickup of not only using Video Call more, but also a slightly higher propensity to buy Max when compared to the rest of the world because of Video Call. So we're very happy with the early signals.

I mean I should say, we're still early in this, but I mean, so far, we're very happy with what we're seeing. And it's exactly what we expected.

And maybe to follow up on sort of the DAU commentary and sort of the slowdown with the AI comments. One, is there a potential impact where if this goes beyond DAU growth slowdown into actual churn of subscribers and sort of any concerns about sort of a knock-on effect of that as we get to the end of the year? And Luis, not trying to get you in trouble on social media again, but does this change your view in terms of the rate of internal adoption of AI within the company?

On advice of counsel. I'm not saying anything. I'm kidding. Okay. So first of all, you saw what happened in the quarter. I mean we beat bookings by -- we beat booking pretty healthily. And the rest -- we expect is on our guide. We just don't believe that the effect of this is very material in terms of when you're looking at actual financial metrics.

We do expect a little bit of -- if you were to look at kind of what our guide includes, there are some positives, some good things that includes, and there are some things that are kind of not as positive. So the things that include that are positives are Super is doing really well. So that's in there. Energy is another positive. Ads and IAPs are positive. So we -- those are the positives.

Bringing it down are things like Max are -- it's just not growing as fast as we expected. This is what I mentioned already. The Duolingo English Test, we think that the main audience for the Duolingo English Test, the main consumers are international students applying for universities here in the U.S. or in the U.K. And given the macro trends, we're seeing that there's just much fewer people applying to universities internationally because of that. So the Duolingo English Test, we're going to be -- is lower than expected.

And then there's something that we're putting in there, which is about our social media at the moment is not in full force, because we are -- we've recovered sentiment, but we are not taking as many risks because, honestly, we're skittish about it. But I think over the next few weeks, I don't know exactly how many weeks, weeks/months, we're going to be recovering or posting more edgy things that are more likely to go viral. And that does help booking some. But everything should be in our guide.

Yes. Ryan, I would just round that out for Luis to kind of remind everyone that the impact of what you're asking about was really concentrated in the U.S. And the U.S. has -- we talk about this on almost every earnings call, how the U.S. grows slower than the average because the rest of the world grows above the average, DAU growth rate. And then the U.S. growth rate decelerated a bit over the course of the quarter. And now we think that we're past that and it's stable. And once we go back on social media in an edgy way, we expect things to go back.

All of that does have an impact, as Luis said, on the guide, and that's all in there. I think I would just point out that we beat by 9% on bookings. A couple of points of that is FX. So that's just if you mark that down. A couple of points of it was ads. My point is that when you're not doing edgy things on social media, the chance for a viral breakout hit, like a dead Duo, goes down. So the chance for like a real surprise to the upside also goes down. So that beat should not be carried forward as an expectation.

Our next question comes from Ross Sandler from Barclays.

Luis, so we've seen pretty rapid improvement in model capability and latency -- lower latency from a lot of these AI companies. So as that improves, how does that kind of change your thinking around how you evolve your service to take advantage of those improvements?

And the follow-up to that would be, it sounds like the Video Call feature in Max is getting better engagement. Are there things that you're doing behind the scenes to kind of improve the way that the interaction happens with the Video Call to then make it a better experience to then drive higher Max adoption. Can you just talk about that, please?

Yes. So AI models are getting better. I mean that is happening. In some cases, that helps us. In some -- it kind of doesn't do all that much. It depends on the use case. We have multiple use cases. One of our biggest use cases is just in generation of content.

Our language learning content -- improvements in models or latency or all of that doesn't help all that much for a language learning content. It helps some, but it's not all that much. Because the models are already pretty good at language and have been for a while. For example, for generating content for Math, the improvements in the models actually helps because if you remember kind of a year ago, the model simply couldn't do math. Today the models can do math. So we're able to generate more math content.

In a case like -- in the case of Video Call, latency certainly helps, improvements in latency certainly helps. But also improvements in the model, one of the things that really helps us is, whenever a new model comes out, what happens is that the previous one, they just lower the price. And so that helps us a lot. So maybe that we don't use the latest one, but we are using still the same one but the price just came down. So it helps with that.

Now in terms of Video Call, what we're doing, we're doing a number of things to make it more engaging. I mean for example, we are training our own -- fine-tuning our own models to make it more engaging. And so what you'll see, the types of things you'll see, it may not look all that different than the product when you use it. The one change is Lily now has background. So that looks different. But most of it is not -- it's not going to look all that different. It's just the conversations are going to flow a lot better, and they're going to adapt to your level a lot better. And that, we're seeing basically changes kind of on a weekly basis on that.

The other thing that I'll say with Video Call is, early on, we didn't really have a metric that we were optimizing for Video Call. We just kind of wanted people to use it more. Now we have a really good metric that we're optimizing for, which is average number of words spoken per Max subscriber. And it's a really good metric because we can move it and because it exactly captures what we want people to do, which is to speak more. And ever since we started optimizing that, I think our video calls just started getting better and better in the sense that they -- that now the models are starting to learn that it is better to do things to keep you engaged. So asking more questions, et cetera, to keep you engaged. And also asking you open-ended questions as opposed to yes/no questions, to get you to practice more. So that's the type of stuff that we're doing, and I'm very happy with the progress.

Our next question comes from Shweta Khajuria from Wolfe Research.

I'm sorry for the lag. I guess my -- I have a follow-up to the prior question. So where do you think the product experience is for voice on Duolingo versus perhaps some of the other AI-based voice translations? Because if we look through Reddit, there is feedback that it's maybe a bit slower. So where are you with that? And is that a fair comparison? That's the first question.

And then second is just on download. So I know it's not a metric you report, but did you see any particular trends in the U.S. or abroad on how your ad downloads are tracking?

Yes. In terms of how -- I'm not entirely sure I understand your question. I mean there are translation apps that are -- I mean, you mentioned translation, there are translation apps that are really good for kind of voice-to-voice translation, et cetera. We do teaching.

And in that case, we feel really good about our offering with Video Call. The most important thing is that it is engaging, and we feel really good about that.

In terms of downloads, I honestly don't know the answer to that. I don't even look at that. So I don't know if Matt does, but I don't know.

No. I was just thinking -- I'm sorry, I don't actually know the trend in downloads.

That tells you how much we look at this.

Well, as you may know, intra-quarter, there was some growing fear around engagement, not only around DAUs and MAUs, but also downloads. And so if that's not something that you here about, that's fine.

And so if I could do a quick follow-up on DAUs. Anything in particular that you saw across geographies on engagements or how did U.S. trend versus certain other geographies on engagement?

Yes. In terms of -- okay. So our DAUs are growing very nicely, 40% year-over-year. And again, that laps a year that was 60%, which laps a year that was 60% also. So we're very happy with the DAU growth. Not all countries are growing equally. I mean some countries obviously are growing faster than others.

The U.S. has been growing below our overall average for a few quarters. And it has actually kind of have been -- the year-over-year growth over the U.S. has kind of been slowing down over time. We think the main reason for that is because the U.S. is unique when compared to every other country that we operate in. We don't spend any marketing money in the U.S., or historically, we have not spent any marketing money in the U.S. In every other country that we -- at least the ones that are kind of larger enough markets, we actually spend money with performance marketing with influencers, some brand, et cetera.

In the U.S., because our internal thought was, well, we're growing really nicely in the U.S. historically, we've been growing really nicely in the U.S., and it's so expensive to market in the U.S. that we were like, "We're just going to not spend money there and we'll spend money everywhere else." And so we think that that is contributing to kind of the slowdown in growth.

And we're comparing it a lot with the situation of Mexico. For a while, we were also not spending at all in Mexico. We were entirely relying on our social media. And we've noticed that in Mexico, DAU growth -- I mean it's always been growing, but DAU growth was also slowing down, and it had gotten pretty low at some point. And then we decided to start spending in Mexico. And it's not a large spend. I mean, you see how much spend we have in our filings. We don't spend a lot on marketing.

But we started spending a little bit on performance marketing and a little bit of influencers. And that made it to the year-over-year growth in Mexico. At this point, Mexico is significantly above average because we spend some amounts.

So what we think we're going to be doing in the U.S., you will see us start spending some in the U.S. Again, we're not going to be spending $100 million in the U.S. or anything like that. These are small amounts. But we believe that that helps because it just helps you reach different audiences. So that's kind of how we see it in the U.S.

Our next questions come from Bryan Smilek from JPMorgan.

Great. Luis, I guess just to start, a few quarters ago, you had mentioned that north of 2 million daily active or intermediate or advanced English learners on the platform. Just curious what are the investments that's needed to drive deeper efficacy and just overall broader engagement and adoption of English learners on the platform, just given it is the vast majority of the TAM? And conversely, as well on monetization, Matt, how do you think about overall pricing of Max in some of these international markets as the cost of compute comes down and Max approaches potential gross margin accretion over time?

Yes. I mean english learners are very important. I mean we've been talking about them for a while. And yes, English learners -- not just advanced but all English learners, including also beginner English learners, that's the largest TAM. So we've been working on that. We've been adding -- not only adding but also improving a lot of our content for English learning. And we're going to continue doing that.

Most of our features for learning, we spend a lot of the effort on the English. And we're seeing that 2 million number is now a lot higher. I don't know if we report on that, but it is now a lot higher than 2 million. And so we're very happy with that progress.

I'll let Matt talk about the pricing experimentation.

Yes. So I mean, Bryan, it's a great question because I think it allows us to talk about 2 -- well, 3 concepts. The 3 concepts are LTV optimization, relative pricing of our subscription offerings and then the cost of compute. So we'll take the last one first.

Cost compute is coming down, as we've talked about, I think, is widely expected to continue not just by us. And the good news about that is it gives us options to do more experiments with pricing of Max, to put more Max features that maybe use less compute in different tiers. It gives us options basically. And so we're going to experiment with that over time as those costs come down, being mindful of not only gross margin but ultimately that LTV. Because again, I just want to reiterate what we're doing with Max and the Family Plan in particular, people ask ARPU and bookings, and those things are important, but what we're trying to do is optimize LTV.

And so the pricing of Max not only matters about the cost of compute and its gross margin accretion or dilution, it matters on how does it help us relative to our other tiers. So one of the things Luis said was it was growing a little slower than we expected. And that was partially offset because Super experiments were growing faster than we expected. And again, that is not independent. Like when you show a Max price and a Super price, you get some relative comparative value, math going on in the consumer's head.

So this is all a long-winded way of introducing 3 concepts just to say that, as compute comes down, we have now more options to experiment. Experimenting is our sweet spot. And so I would expect us to run some experiments around relative pricing for Max and Super, for Family Plan. And geographically, again, if costs come way down, it does open up a couple of really interesting markets for us that right now we're not really offering Max in. And so that could be interesting down the line.

Our next question comes from Mark Mahaney from Evercore.

All right. Let me throw 2 questions. One, Matt, you talked about the pricing on Super. And so just bring us up to date. I know you did some experimentation with Super pricing in the March quarter. I think you rolled it out globally. So just talk about what kind of what kind of response you saw to that.

And then, Luis, I want to ask you a question, and maybe it's a little bit rude, but I'll ask it to you anyway, which is what have you drawn, what kind of lessons in terms of leadership lessons have you drawn from what happened in the controversy? Do you think the messaging was bad, the message was bad? Like how do you learn from that? And how do you improve going forward?

And then I also want to ask you, at the same time, just address other concerns, is the growth somehow a reflection of maturation or saturation of end markets? Or are there much greater competitive pressures in the market? So I'm throwing a lot by you, Luis, but I know you can answer them.

Yes. Those are good questions for Luis. I will answer the easy one, Mark, on pricing, which is we ran some pricing experiments earlier in the year. The way our pricing experiments work, like I just mentioned, is we're testing volume, price and trying to calculate and get a sense of LTV, although it's not perfect. And they were beneficial to bookings. They increased bookings.

So we raised prices. And that had a small impact. It wasn't a very large part of the movement you saw in Q2.

And just to point out that our ARPU has gone up really nicely. I think Q2 ARPU, I think it was up around 5% or 6%. Most of that didn't come from this price change, right? It either came from FX or a planned mix shift to higher-priced plans. And just again, I can't control FX, but what we can try to control is more Family Plan and Max over time. That will be the larger driver of ARPU, not price point increases.

And now over to Luis for the other questions.

Yes. So Mark, what I've learned as a leadership is just don't post on LinkedIn. I'm kidding. Look, I think ultimately, I did not give enough context on our post. Internally, this was -- when I sent that e-mail to the company, this was not controversial. I mean we know internally that we've always been, since the beginning of this company, this is many years ago, many years before LLMs were a thing, we have decided that what we're going to do is we're going to teach people with a computer. And that ultimately means we're using AI.

And the goal for us to use AI is to teach better and to reach more users and have more content. That is the goal. And I think I did not give enough context to say that that is the goal. And what people understood from my message, which is not the intention, is that, oh, we just wanted to fire all our employees, which is not what we did and not what we want to do. We love our employees.

So I've learned that I need to be a lot more careful when talking externally versus internally and giving of context. Sometimes it's just the external world thinks about things very differently than the internals of just us and other tech companies. So that's my sense.

In the case of maturation, we're not worried about this. I mean if you look at our DAU growth, some of our most penetrated markets are actually the ones that are growing fastest. So we don't see that like, oh, we've reached the level of penetration that allows us -- that makes us so that we're going to grow slow everywhere. We don't see that. I mean there are some countries that are growing faster than others, but the penetration is not something we're worried about.

And I just want to remind you, I mean, we have -- there are 2 billion people learning the language in the world. We have about 130 million active users, give or take. And so there's a lot of room there. And now we're also adding other subjects. I mean there's hundreds of millions of people that are interested or already playing Chess. The same is true for Math, the same is true for Music. So I just don't think that we're anywhere near our full TAM.

Our next question comes from Andrew Boone from Citizens.

I wanted to go back to Max and talk about incrementality. Matt, you've kind of talked about it in a couple of ways in terms of solving for LTV. But how do we think about your ability to actually increase conversion given Max's offering, especially with more advanced learners and some of the testing that you guys have put out that shows it's efficacious, et cetera?

And then very specifically in terms of the guide and thinking through the numbers, ARPU has continued to go up. Matt, can you break that down a little bit further than just kind of FX and some of the stuff that you talked about? And then how do we think about that going forward in terms of relating it to the guide for the back half of the year?

Luis, do you want to start with the Max, how we think about conversion, or do you want me to jump in on ARPU first?

Yes, you can jump in on ARPU.

Yes. So Andrew, I think the way to think about it for the guide on ARPU is that we were up around 6% this quarter. Again, I keep -- I think it's around 5% or 6%. Again, that came from mix shift of plans. And I don't really think that that ARPU number is -- it's certainly not going back down. I think it's going to stay in that range, consistently low single-digit positive because we have a good visibility into some of the revenue that came from bookings in the past that flows through. And then we hope to continue to mix shift it up.

On the guide, I would say that FX has been a nice tailwind, as you can tell in the report from Q2, right? We had a nice tailwind to bookings from FX. And that's certainly driving a meaningful part of the guide, the majority or vast majority of the guide for the back half is we have a nice FX tailwind. So I think that's how we're thinking about FX playing out through the guide and then peppering in through ARPU. But that takes more time. The ARPU impact of FX is spread out over 4 quarters, so.

Yes. And in terms of Max and our different plans, I think the way we think about it, we now have a bunch of different plants to offer people. I mean there's the free plan, of course, but then there's Super, there's Super Family, there's Max, there's Max Family. And we need to -- we're always trying to figure out what is the right plan to offer to the right person or at the right time. And of course, it is best for us if people go all the way to Max Family. That's kind of what's best for us.

That's my favorite.

Yes, that's Matt's favorite. But there is just some users for whom Super is probably a better thing, or Super Family or something. And we're always experimenting about what actually increases platform LTV. And that's the driving factor here.

Our next question comes from Curtis Nagle from Bank of America.

Great. Maybe just a few first, just kind of going back to DAUs. I think [indiscernible] was you're not expecting a big change from 3Q to 2Q. Could you elaborate on this? Is this a sequential basis? Is it year-over-year? And in line with the 40% in 2Q? And just some clarification on that would be helpful. And then I have a question for Luis.

Yes. So I mean what we're basically telling you is that, in general, we try not and haven't historically guided to DAU. Last quarter we did because we had this amazing in Q1, 49% year-over-year. Yes. Around 50% DAU growth in Q1. And then we knew because of that peak from dead Duo and the tough comps that we've already mentioned, that it was going to be in the 40% to 45% range. So we told you that because we didn't want anyone to get surprised.

And so when it's a change of that scale and size and there's clear predictability about it, we want to tell you about it. When it's not something like that, we're not going to opine on the exact numbers. And so that's what Luis mentioned earlier. That, you can take it as year-over-year growth rate sequentially, is that framework that we just laid out for you.

Yes. I meant year-over-year growth sequentially. We don't expect a big change.

Okay. That's helpful. And then maybe just going back to the switch from Energy to Hearts and the higher revenue. In terms of what's driving that, is it that cohort of the high usage, not mistaking users who just were -- didn't want to pay? And they're converting? Or is there something else going on? And when is the energy feature fully rolling out? I don't think [indiscernible]. So yes, just some thoughts on that would be great.

Yes. What's going on is the following. It's, internally, we just had a belief, and this is executing on that belief, is that if you use Duolingo a lot and you are able to pay, for example, if you use Duolingo a lot and you pay for Netflix, you should pay us. That is how we see it. And Energy basically accomplishes that.

So it used to be the case that there's the type of person that is always going to pay, never mind. They pay with whatever, they just don't like ads, et cetera. But the pacing mechanic, I mean, Energy bias towards, if you make a lot of mistakes you have to pay us, whereas this just biases to, if you use it a lot, it would be good if you paid us. And so that's what we're seeing.

And sorry, what else? Oh, rollout. We're rolling it out. It's more than half rolled out on iOS now, as in more than half of daily active users of iOS have Energy. Android is less than half. So Android is behind iOS. I don't know exactly when we'll be done. But it will be a couple of months, give or take, we'll essentially be done.

Our next question comes from Hanyi Cai from Citics.

It's another strong quarter. Congratulations on the result. And I have this nice notebook, your collaboration with Luckin in China.

Nice. We love that collaboration. It was awesome.

Yes, it was awesome. And I do want to know more about the regional mix that you mentioned on our questions, that it is -- you can see the fast-growing country right now is in China. But in China, you haven't rolled out Max. So is that part of the reason why you're thinking that the Max is behind your expectation, because you are expanding new users in a new market, lower penetrated market, and they are not Max users yet?

And my second question is related to your investment, because as we can see, in the first half, you have an adjusted EBITDA ratio, if I'm calculating correctly, 29%. And your guidance for the full year is around like 28.5% to 29%. So I want to know more like what you're investing in the next half of the year and it will be related to new content or it will be related to the new features in AI?

Okay. I'll take the first question, and then, Matt, you can take the EBITDA question. So we're -- like I said, we're very happy with our growth in all of Asia really. Asia is growing -- it's the fastest-growing region. China was a positive surprise this quarter. It grew faster than we expected. Part of that was the partnership with Luckin. For people who are in the U.S., I don't think -- it's hard to explain the prevalence of Luckin in China. So that grew faster than expected.

Probably some of that has to do with Super growing even faster than Max because of that. My sense is that's probably a small amount. My sense is that the reality is just that Super has been -- we've just been doing a better job with Super than with Max. And yes, that's my sense.

Yes. And then on the investment side, again, we feel very happy about the fact that we're able to grow so quickly, expand margins and reinvest. In the back half of the year, we're doing what we think is the most important thing for the long-term growth of the business, which is investing back in the product, which is mainly we do a bunch of hiring. We have a bunch of new grads who start in Q3. We also are bringing on a group of people who we're really excited about who are going to help us grow our Music road map.

I'm extremely excited about that group of people, and I'm going to go have drinks with them very soon.

Yes. So we're doing those things to invest back in the product. That's a big chunk of it.

And then as Luis already mentioned, we're going to spend a small amount of money incrementally on marketing in the back half of the year.

I think the overall thing I would say is if you look at the trend in our guide around EBITDA margin by quarter, the guide lines up very closely with what happened last year in actuality in terms of the shape of that curve. So I think this is kind of more normal course as you'd expect. Last year Q2 was our highest quarterly EBITDA margin. And I think that's what we're implying is going to be the case this year.

I am showing no further questions. This concludes the Q&A section of the call. I would now like to turn the call back to Luis for closing remarks.

Thank you, everyone, for tuning in, and thank you to all the analysts for their questions. And we'll see you next time.