Earnings Call Transcript - AFRM 2026-11-05

Operator

Good afternoon. Welcome to the Affirm Holdings, Inc. First Quarter Fiscal 2027 Earnings Call. Following the speaker's remarks, we will open the lines for your questions. As a reminder, this conference call is being recorded, and a replay of the call will be available on our Investor Relations website for a reasonable period of time after the call. I'd now like to turn the call over to Zane Keller, Head of Investor Relations. Thank you. You may begin.

Zane Keller, Head of Investor Relations

Thank you, Operator. Before we begin, I would like to remind everyone listening that today's call may contain forward-looking statements. These forward-looking statements are subject to numerous risks and uncertainties, including those set forth in our filings with the SEC, which are available on our Investor Relations website. Actual results may differ materially from any forward-looking statements that we make today. These forward-looking statements speak only as of today, and the company does not assume any obligation or intent to update them except as required by law. In addition, today's call may include non-GAAP financial measures. These measures should be considered as a supplement to and not a substitute for GAAP financial measures. For historical non-GAAP financial measures, reconciliations to the most directly comparable GAAP measures can be found in our earnings supplement slide deck, which is available on our IR website. Posting today's call with me are Max Levchin, a firm's founder and chief executive officer, Michael Linford, a firm's president, and Rob O'Hare, a firm's chief financial officer. In line with our practice and prior quarters, we will begin with brief opening remarks from Max before proceeding immediately into your questions. With that, I will turn the call over to Max to begin.

Max Levchin, CEO

Thank you, Zane. We had a blue tsunami on Tuesday and a red wedding today. We are not hanging up a white flag, though, so thank you for tuning into our calls. Hopefully, we'll provide some balm for your minds and some mirth. Very humorous. Let's get to your questions. Over to you, Zane.

Zane Keller, Head of Investor Relations

Okay, thank you, operator. Let's go ahead and begin the Q&A session.

Speaker 5

Thank you.

Operator

We will now be conducting a question-and-answer session. If you would like to ask a question, please press star 1 on your telephone keypad. A confirmation tone will indicate your line is in the question queue. You may press star 2 if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. One moment while we pull for questions. Your first question comes from Rob Wildhack with Autonomous Research. Please proceed with your question.

Max Levchin, CEO

We apologize for the technical issue. We do have a question coming from the line.

Operator

I'm Adam Frisch with Evercore ISI. You may proceed with your question.

Max Levchin, CEO

I'm going to start off with a wise-ass comment, like did I miss anything, but I think we're okay.

Speaker 10

So I want to talk about growth for a second, and that's the crux of my question. I actually have two, and follow me along here. If you took your business as it is today and didn't discount any new growth opportunities or initiatives that you're working on, things like Edge and International and all the stuff, Max, that you're doing with your crew, how long do you think you could grow the existing business in the mid-30s range? And then the follow-up, and then I have one more on Agentic. If you take all the new and emerging initiatives and put them back into the algorithm, how much longer do you think you could maintain growth in the,

Max Levchin, CEO

you know, somewhere in the mid-30s or higher or something like that?

Michael Linford, CFO

I think you're asking me to make a forward-looking statement. I'm telling the team all day every day that we are not to grow less than a free handle.

Max Levchin, CEO

It doesn't necessarily mean that we're guaranteed to do it just because I will it so, but I think a key part of my job is finding a way to grow at 30-plus percent. As far as I'm concerned, for a very long time, we are less than 4% of e-commerce. We are a spec on the overall commerce adjusted in the U.S. We're live in four markets. We're going to be live in a few more. So there's not really a reason why this can't continue for a very long time. Like, it's ours to screw up. And there's a lot of really interesting things we're working on that are not in the picture.

Michael Linford, CFO

So, yeah, I think we have lots of outs in the game. You know, there's a reason why we keep on.

Max Levchin, CEO

I mean, the number of quarters we've been growing up at 30-plus percent consecutively. Just trying to make a point. And obviously, Adam, we've tried to reflect that in the full year guide. You know, we've set a floor for growth. That floor now starts with a three as well. We're signing up for at least 30% growth this year. So, you know, we're doing what we can. We've seen really good momentum in the business. You know, even in the first month of Q2, the business is growing at a high 30s rate today. So, yeah, I think there's a lot to be bullish about from a growth perspective.

Speaker 10

Okay, awesome. And then if I could just squeeze in one more on Agentic, there's lots of speculation out there that certain forms of buy now, pay later, like pay in X and zeros are quote unquote better for consumers because they're in essence getting free money. And agents will favor that. And therefore, there could be a shift in ad dollars over time to buy now, pay later platforms. Do you agree with this thesis? And is that one of the longer term drivers that you're spending time on? Thanks a lot.

Max Levchin, CEO

We're definitely spending a lot of time at Agentec, so that's certainly accurate. We are in really productive conversations with some folks, maybe more than that with others. So, directionally, very important. We care a lot about it. The 0% better than not 0% is a slightly simplistic way of cutting it. If you are looking at someone who is likely on the skull, the answer is an unequivocal yes, because you're getting free money, especially in the world of slightly rising interest rates. If you are a salaried employee and you are managing your cash flow month to month, you hear a lot more about a monthly affordability metric versus a true... And so there are plenty of consumers that we serve at a lower income level who are currently at great risk, by the way, that will gladly pay you back and do so time and time again, but they really care about longer terms. And at some point, zero has become uneconomical at longer terms, and they are completely okay with that. And of course, retailers are excited to subsidize to compel them to transact anyway, but they may not care about a 0% loan as much as they care about less than $100 a month. If it becomes a 50% APR instead of a 25% APR, they're excited. But even a 25% APR, if it fits into their monthly budget, they're excited. I think that the thing about this is agents are reliably going to pick the right instrument for that consumer. For a lot of people, it will be zero is better than not. For a lot of people, it's going to be the longest term possible is great, and there's plenty of in-between, too. So I think, in general, agentic shopping will optimize for the most rational transaction pricing. We're the only game in town, broadly speaking, that knows how to price every transaction at an individual level in real time every time. So we think we're going to benefit significantly in the world of agentic shopping.

Michael Linford, CFO

Thank you. Very helpful.

Operator

Our next question comes from the line of Rob Wildack with Autonomous Research. Please proceed with your question.

Michael Linford, CFO

Hey, guys. Can you hear me? Yeah. Okay, great.

Speaker 10

First, a quick one for Rob, just on funding costs. You know, the letter called out that they're up 27 basis points quarter over quarter. I think the old rule of thumb had been 40 BIPs for every 100 BIPs in broader rates, You're already at 27 here, so can you just talk about the drivers there and then your ability to offset higher funding costs elsewhere in the P&L since it didn't really have much of an impact on margin?

Max Levchin, CEO

Yeah, I mean, there's seasonality, right, in terms of how the balance sheet is composed from quarter to quarter. So I guess I would point towards the year-on-year declines in funding costs as a percentage of. So, we're pretty proud of that fact that we're down at 6%. I think that's a really, really healthy level for the business, and that's, frankly, showing up and helping us drive to the 4.3% RLTC take rate that we posted in Q1. So I think funding costs... They continue to be something that we feel like we have really good line of sight into. We did call out in the letter that of the on-balance sheet funding, more than 70% of that funding was fixed rate in nature. So, I wouldn't read too much into the sequential uptick in terms of that being a pure flow through of rising benchmark rates. I don't think that's the right read here. So, you know, we've done a lot to, frankly, make sure that we take advantage of what has been a really compelling ABS environment for us. We've been in the market with several deals, and, you know, the good news about the ABS market is those deals are on the revolving side, on the on-balance sheet side. Those are fixed-rate deals in nature, and we've even gone out to three- and now five-year deals recently here in the market. So I think the combination of all of that is that we feel like we have really good line of sight into funding costs, and that's being reflected in all the guidance that we sent, obviously, both for Q2

Michael Linford, CFO

and probably more importantly for the full year.

Speaker 10

Great. And then maybe one for Max. In the letter, you talk about the transformer-based architecture underwriting model, and I think I can understand what that's doing, but would just love to hear you talk more about how that works and what you think a new model like this might unlock in terms of accuracy, lower loss rates, faster growth, et cetera.

Max Levchin, CEO

So there's actually an excellent, if you search Affirm Technical Blog, I think that's the headline, you'll get like a 2,000-word essay on the exact architecture design, almost exact. We took care to remove some of the trade secrets from it, but it's a pretty disclosed document describing both the process of building this thing and how it really works. So if you want real details, they're all there. The extremely shortened version is, there's a bunch of information, both in external data sources and our own, that encodes really subtle patterns, or that represents really subtle patterns in particular repayment, but also just other relevant metrics. And when you're designing features, like the thing that you actually use to predict off a model, Up until recently, the only way is you have really smart humans and they sit around and they're like, so if we look at the patterns of when this person may have been paid, we don't really know exactly. So you do a lot of hypothesizing and then you say, all right, we think we see a pattern and we're going to try to encode it in a feature. And then you put it through a bunch of things, including things like, well, would this possibly correlate to prohibited basis? Is this too close to something that could correlate to race? Where do you live? And so you do a lot of manual work. And that eventually ended up the model that predicts risk and be backtested, et cetera. And so we build this really cool transformer model that learns, figures out how to learn these other patterns without any human involvement at all, and then produces essentially. Teacher candidates and then trains on that all entirely in a single pipeline. And so, one, you're picking up information value that may be just too subtle for a human to detect to begin with, but more importantly, you're just doing it a lot faster. And again, I'm oversimplifying if my AI people are listening because they're rolling their eyes and like, my God, this guy's an idiot. But I promise you, we have much, much better people who actually design this thing. And the net result is... It improves our approvals roughly twice better than the next additive in a traditional model. We have a family as a model that we've been training for 15 years now almost. Every time we launch a new model, we initially compare it in its ability to separate good risk from bad. And so when we looked at the traditional model and this new architecture compared to the performance of the future candidate and this new idea, the new idea performed twice as well. It doesn't mean we're approving twice as many people at all. It means we're approving probably two, three points more people. But those are people who are able to lend essentially with no incremental loss whatsoever. And that is an enormous booster to, like, how do we get to this 30% growth? One way, build new features, new products. The other way, find better risks without taking incremental loss or incremental delinquencies. And that's exactly what this model does with a whole pipeline of more models in that family coming out.

Michael Linford, CFO

Very interesting.

Speaker 6

Thank you.

Michael Linford, CFO

Yeah, and by the way, I strongly encourage you to read the blog post. It does a better job than I can in five minutes explaining this.

Speaker 5

Thank you.

Operator

Your next question comes from the line of Timothy Chiodo with UBS. Please proceed with your question.

Speaker 10

Great. Thanks a lot. I'm hoping we can talk a little bit about some of the progress being made with the adjacent verticals. The TAM that you gave at the Investor Day, it's multiples of e-commerce, and you've had, I know, a lot of progress with Intuit, Service Titan, and many others, and I was hoping we could just touch on that for a little bit. Thank you.

Max Levchin, CEO

Yeah, you can see in the supplements that by far the outperforming growth segments of the ones that we break out, other than the nondescriptive other segments, the best one is services, and that's exactly what the brands are just saying. And so that's going really well. It's still super early. Like, that is a major – every time we launch a new vertical, it takes us a bunch of quarters to figure out the perfect product market fit. You have to do it carefully. You can't just show up with a, you know, please borrow money from me sign and see what happens. But that's one way to irresponsibly end, and we don't do that. So we're still learning, but we're very excited about the progress. We're seeing really good uptake. It unlocks things like home improvement, which we were never really a player in. It unlocks access to offline services, which isn't really... It's a hard thing to access unless you have these platform partnerships, which we now So, doing really well there. We are always looking for more. I learned not to pre-announce, but this is not the last segment

Michael Linford, CFO

we're going to go into in a big way.

Speaker 6

Thank you.

Speaker 5

Your next question comes

Operator

from the line of John Hecht with Jeffries. Please proceed with your question.

Max Levchin, CEO

Good afternoon, and thanks for taking my questions. Really big progress, ongoing progress with more direct-to-consumer activity. But it also looked like the merchant revenues relative to GMV were lower as a percent. Is there some tie-in there? Does the merchant discount rates vary from DTC versus directly at the merchant? The short answer, John, is this is Rob. The short answer is yes, it does. Most of our D2C program runs on either a physical card or a virtual card, and so in most cases, we're collecting interchange, and that interchange is going to be a function of the merchant where the transaction occurs. And, you know, in some cases, the industry for the transaction as well. So, on average, the interchange that we collect is probably lower than the average merchant discount rate that we would have to an integrated merchant. And so, there is a little bit of downward pressure on that network revenue line. The good news is our direct-to-consumer business is very interest-bearing heavy. Affirm card, for example, has historically run north of 80% interest-bearing loans, and so the all-in compensation to Affirm is on average much higher than the business at large, but it's that mix of merchant revenue or network revenue in this case that is going to be a bit lower. But, you know, we think that that product still works really, really well for us, and we're really proud of the growth and the profitability that it's thrown off. I'll add a little bit to this just because I think it's important to kind of see the long-term version of this as well. As we integrate with more and more merchants, we're able to do what we internally call universal financing programs where The financing programs we offer to consumers at the point of sale, which sometimes is 0% financing, sometimes longer terms, but inevitably subsidized by the merchant or the brand they're selling, is also available to consumers on the card. So we can almost think of the card, and really all of our direct-to-consumer products, as a little bit of a trailblazing device. We go to a merchant, I mean, this is a very, very true story. I personally and our sales team goes to retail and says, hey, we have already driven a couple of hundred million dollars of volume for you using Affirm card. But this is just half the story. We can do amazing things for you. We can double your volume if you start participating in the 0% deals that we have and all the other tools that we've built like Boost.ai, etc. that allow you to optimize. Basically, marketing dollars. And the way to do that is in direct integration. As soon as the direct integration happens, you will see those 0% deals show off not just as a point of sale, but also on the card. And we're investing in the card even more, making exclusive card deals happen. You'll see a bunch of that in this quarter that we're in now. So today, what Rob described is exactly how it goes. Over time, each merchant where a card gets a lot of use will get a call from one of us saying, hey, you really should integrate directly. You will get the other half of the firm. That all makes total sense. I'm wondering what you've learned so far in terms of the card usage. How much of it is, I guess, the in-store component of usage. Does that change the transaction type? How are people making payment decisions? Are they paying it for? Migrating it to a loan more commonly. Maybe just any insight on what you're observing at the transaction level with the card product. The fraction of in-store transactions, I think, remain pretty stable, around 30%. The frequency is a lot higher, but we'll know that.

Michael Linford, CFO

It remains quite high. The pre-planned, so you create a payment plan before you swipe, before you tap.

Max Levchin, CEO

It's still a dominant use case, so consumers are using us with a card similar to the way we use it at the sale, but there's definitely a non-zero element of post-transactional splitting where you first transact with a card, using it as a debit card, which is what it is underneath, and then choosing to turn it into a line of plus facto, which we support as well. So, it's a little bit more, let's call it, diverse usage pattern, but fundamentally it's

Michael Linford, CFO

access to Affirm products and Affirm programs with a piece of plastic.

Speaker 6

Great. Thanks, guys.

Operator

Your next question comes from the line of Brian Keene with Citi. Please proceed with your question.

Michael Linford, CFO

Yeah.

Speaker 10

Hey, guys. Just wanted to ask Rob a little bit about provision expenses as a percentage of GMV went up, delinquencies went up a touch. I know that's probably not a big deal. I think you guys made some comments on it. In the shareholder letter, but just wanted to ask about that. And then on the gap operating margin in second quarter guide was a little below street. I guess it was similar to the guide in first quarter. Just thinking about the pluses and minuses in gap margins as we go to second quarter from first.

Max Levchin, CEO

Yeah, sure. I'll take them in order. I think in terms of the provision dollars in the quarter, You know, we were in a position where we did choose to run some experiments within the approvals and the origination, and we made the decision to keep those loans on balance sheet, and the experiment itself was pretty localized to the month of September. So, you know, those loans are on the balance sheet. They're showing up in the allowance. And because they're experimental, I think they're more than properly accounted for in terms of allowance. So, that did have the impact of driving a little bit more provision expense, a little bit more allowance in the quarter. But when we look at the profitability and the revenue-less transaction cost take rate that we were able to drive in Q1 of 4.3%, we felt like that was the right thing for us to do, and it was, you know, overall accretive to the network and helped drive on the new user front, particularly. So we feel good about that decision and the byproduct of that was a little bit more provision expense in the quarter. But again, that felt very comfortable just given the profitability we were seeing in the first couple of months of the quarter. And then on the GAAP operating income on the guide relative to external expectations, I mean, obviously, I think on our side, some of the GAAP-only expenses that, you know, would be. the drivers between adjusted operating income and GAAP operating income. I think as I've looked at some of the external models, I think maybe there's a little bit of under-modeling around the warrant expense in particular. As most folks know, we have a program with a large partner where there's a performance component, and that partner earns warrants through new-to-program users. We're seeing actually a nice... trajectory of growth in new users through that program, partly driven by some international expansion that's happened. So I think that's an area where our internal forecast is maybe a bit heavier on expense than the external estimates. I think ultimately that's a really good thing for the business. We really are excited about getting this toehold in the UK, and I hope that it's the The beginning of several successful international markets. So, again, I think that's the one area I would point to that maybe the street has undermodeled for us in terms of expense. I think that's driving most of the delta in the gap. Operating income margin.

Speaker 10

Is there any seasonality in that in first and second quarter, you know, just based on different trends and volumes?

Max Levchin, CEO

I think the seasonality probably looks a bit like retail. And then there is also this maybe added complexity where in a new market, we see a higher rate of new users than we would in a more mature program or mature market. So I think it's a combination of those two things. But yeah, there's definitely some holiday period seasonality.

Michael Linford, CFO

Thanks so much.

Operator

The next question comes from Harshita Rawat with Bernstein. Please proceed with your question.

Harshita Rawat, Analyst — Bernstein

Hi. Good afternoon. I have two questions. So, one, I think in the letter you referenced, kind of bank account for down payments instead of debit cards, I guess my question is, what are the challenges to getting more borrowers to do that? I guess And also, like, I think help us kind of quantify some of the kind of savings. I know obviously you save on interchange with debit cards, but there's also some costs associated with bank pounds. And then second, maybe talk about digital wallets. You referenced that in the letter. You're live with Apple Pay, Google Pay. What have been the learnings so far from the rollout as well?

Speaker 5

Thanks.

Michael Linford, CFO

Yeah, I mentioned the down payment with ACH a little bit in the same context

Max Levchin, CEO

as the AI gateway, but there's a lot to

Michael Linford, CFO

save

Max Levchin, CEO

still inside our system. We're fairly well optimized in terms of managing operating expenses, but at our scale, there's some serious fire engines going by. Hopefully you cannot hear us. They're clearly in a hurry.

Michael Linford, CFO

So, anyway, so these are, I guess, one way to think about the – The way to analyze these savings is, the approach to it anyway,

Max Levchin, CEO

every time you switch from a real-time network to a non-real-time network, you are introducing an element of risk. We are very good at risk management. At a certain scale, you have enough data where you can essentially self-insure using debit card networks to take down payments. You get a little bit of an insurance of good funds, but you're paying interchange. By switching to ACH, You are introducing a delay. You don't necessarily know you're getting good funds in real time, but if you have a really good underwriting model or you're able to build a specialty model for that particular form of payment, you are saving money and effectively just putting it towards giving consumers better deals and saving on OPEX. So that's kind of the general thrust. And I mentioned one, but there's many such initiatives going on, and they're always going on. This one wasn't just particularly dear to my heart because it was a long time of making.

Michael Linford, CFO

And then on the wallet, You know, we are – we try not to talk in too much detail about any one particular product, so I'll keep it general.

Max Levchin, CEO

It's been a – generally speaking, it's been very creative. We find that folks that prefer digital wallets really stick to them, so having a direct integration is a great unlock. Thank you. For repeat usage. We definitely get some new users through those integrations as well, but the most compelling kind of benefit for those deals is always just being there when the consumer is. If you look at some of our merchant partnerships, you'll find our logo. You'll see many digital wallets right next to us, and any door you go through, you will find a firm available, and some folks love going through our flows. Others like to do that inside as your wallet provider. Since we've embraced channel conflicts. We've raced it for a little while, and they just...

Operator

This comes from the line of Will Nance with Goldman Sachs. Please proceed with your question.

Will Nance, Analyst — Goldman Sachs

Hey, good evening. Thank you for taking the question. I was going to dovetail off that last one there, at least the answer. It was great to see the DTC and wallet driving. You know, around half of the volume this quarter. And, you know, when we think about ways to kind of drive that even higher over time, obviously, you have things that you can do that I would kind of put in the network effect category, adding more merchants, more nodes to the network and more places where you can use a firm and that just driving good things for the overall business. If we think about it more from an issuing perspective, what are some of the things that you're contemplating just to enhance the overall experience of the Affirm user and just drive kind of more repeat usage, more habituation? I thought the example that you just gave on the wallet partnerships was great. Anything you could talk about just on kind of user experience and kind of things on the roadmap there? Thank you.

Max Levchin, CEO

Never pronounce the roadmap. It takes longer than you think.

Michael Linford, CFO

I'll bite, but I'll try to keep it not overly disclosive.

Max Levchin, CEO

So there's a lot of work being put in right now into the card. We really think it's the best way to use a firm, or it should be the best way to use a firm. We think it already is. There's so much more we can do. The card should be unequivocally the best,

Michael Linford, CFO

most protective, least...

Max Levchin, CEO

It should be the thing that you prefer. And the reason I'm so excited on that is because it fits naturally into both kind of a normal waste, quote-unquote, point-of-sale integration for the medical process of your parts. It also fits natively into all the digital wallets. And so we're very, very focused on that product, just continuously adding benefits to that. So there's a lot of work being done. You'll see some of it actually launching. Literally, in days, not weeks. So, you'll see the answer, an answer to this question in a very immediate future.

Michael Linford, CFO

There are... There's a card-specific financing program coming.

Max Levchin, CEO

There's a card-specific firm offers that are going to start appearing that will make the firm card the preferred way kind of just through the pure financial benefits of consumers. I'll stop there, but I think that's kind of the thrust. Some of this is, by the way, what we internally call the mainline development, and then there's even more coming a little bit later from the ZT1 team

Michael Linford, CFO

where we're really thinking in the sort of the next iteration of the card. Great. Looking forward to that. Thanks for taking the questions.

Operator

Your next question comes from the line of Andrew Jeffery with William Blair. Please proceed with your question.

Speaker 10

Hi, good afternoon. Max, you always speak so eloquently about credit and your ability to, I think you talked about the we take risk comment in the letter is great, but the credit and the ability to manage risk and increase approval rates. And across the credit spectrum, I wonder if a little bit of tonight's reaction to another really good quarter is just the, Michael explained the delinquencies in this quarter, but just a reaction to the higher provision and concerns that in a more uncertain economy, credit becomes a problem or credit weighs on our LTC. And I wonder if there's just a misperception fundamentally about a firm's ability to compound. You know, GMV at 30-plus percent while maintaining the excellent credit outcomes we've seen.

Max Levchin, CEO

I'll start, but I think Michael is the one who's going to give you the really eloquent answer, but I'm going to steal a line from him before we get anywhere. So I'll tell you a story. In May of 2020, we were not a public trade company. We did not have a lot of cash, and... We had no idea what this COVID thing was going to be all about. The stimulus check hasn't arrived yet, and Michael and I were staring at our book, asking the question, if the world goes fast with a hell of a handbasket, no one can pay their bills, what are we going to do? And he gave a very busy line that remains true to this day, full six and a half years later. This was in May. Whatever happens, By August, it won't matter because the entirety of the book at risk will have been paid off. We lend very, very short weighted average term. I'll leave it to Michael to repeat. I think actually Rob is the one who explained that a lot of the delinquency changes are entirely seasonal. The year-over-year changes are irrelevant. The provision update has to do with some, we think it's very intelligent, documentation. But it's only entirely in our control. But the bigger point, if you don't believe any of the eloquence that I bring to my storytelling around modeling and risk management, just know that the average term is still very, very We get to deal with whatever overexposure we might take on. Today is less than 98. So that should give a lot of people's, I think, great comfort in our ability to recover from whatever mistakes we might make. That said, like a third of the company is involved in some form or another of managing credit. Credit is job number zero. It used to be my call sign in every one of these letters until I got tired of repeating myself. But it hasn't changed the way we run the business. So if that's the reason the market misunderstands us, let it stop its misunderstanding.

Rob O'Hare, CFO

And then just two things to add. First is, you know, the credit outcomes that we are getting now and have gotten over the past six years of our public life have been in line with what we wanted to have. Our credit outcomes. We're looking at hundreds of millions of decisions every quarter when we're making underwriting decisions, and you can tune those models to The capital markets have spoken very loudly on this topic, whether it's the ABS markets who both understand and appreciate and have the first risk in a ton of our loans, but also the forward flow market, really sophisticated, world-class blue-chip loan buyers who understand the credit losses in our business exceptionally well, continue to be extremely interested in exposure to our assets. These folks are, honestly, some of the smartest credit investors in the world, and they are still extremely excited to participate in our assets. You know, ABS deal that we are in market right now on and priced today was over four times described, despite doing it in one of probably... One of the worst macroeconomic, certainly in the equity capital market, days we've had since COVID. To be able to price a deal like that without volatility, you can't do that without that market giving you two big thumbs up on your related control. Okay.

Max Levchin, CEO

I appreciate that very much. Sorry about misrecognizing you, Rob.

Rob O'Hare, CFO

It's a compliment.

Michael Linford, CFO

If you've

Max Levchin, CEO

been tuning in for a while, you know how we feel about CREs and how much we care. It sometimes frustrates us that not everybody has gotten the message yet, but we'll just keep compounding at 30% and keeping the DQs in the right

Speaker 6

range, and at some point, we'll become parents.

Operator

Your next question comes from the line of Nate Svensson with Deutsche Bank. Please proceed with your question.

Michael Linford, CFO

Hey, guys. Thanks for the question.

Max Levchin, CEO

Max, one for you. I was hoping you could talk a little bit about the time you're spending now with the ZT1 team. Clearly sounds like it's positive for your mental health, but I guess in terms of what your role on that team opens up for Affirm as a whole, now that you're able to refocus your time a bit, and I think in one of the prior questions, you said you're not going to pre-announce roadmap, so I won't ask that, but I think more of a flavor on how you're spending your time with that team, what you're working on, would be helpful.

Michael Linford, CFO

Sure, and I know some of them are listening. Shout out to my CD1ers. They are a genuine delight of my daily grind here. Thank you. I guess some sense for what we're actually working on.

Max Levchin, CEO

So I'll give you a – this is maybe a true look behind the curtain. So the MO that I set with ZC1 roughly to try to remind us what we're here for every quarter or so is to work on projects that have either a risk-adjusted or probability-adjusted path to a billion dollars in revenue in a span of five years from launch. Or to move the needle to the tune of 15% to 20% on an existing line of business that is already a billion dollars. In other words, we either want to take a bet on an existing thing that we believe a firm proper is misprioritizing, and we have both the audacity and the capacity to try to move the needle there. Or, just frequently, more frequently, we actually want to go into kind of the three big... Approach where we build something and we have no idea if it's going to work or not, but we're going to try. And if we see a heartbeat, we go all in and build it until it gets to a point where we hand it off to the main development team and then they pick it up. So one practical thing, this is not a big reveal because we've talked about this product before. So every once in a while I mention BSPs or grant sponsor promotions. This is the idea that if you are a multi-skew general merchant. You're probably selling a lot of things that you are not marking up more than 10, maybe 15%. And so when a firm comes in and says, hey, you ought to do a 0% sale, being nothing, it's a great idea. Black Friday is coming up, 0% drives the volume. Let's do this. If you are a vertically integrated seller, like, of course, sounds like a great idea. Here is my 6.5% to 9.5% MDR. Let's give lots of people access to 0% levels. If you're a general merchandiser and you're reselling a branded product that someone has manufactured, your markup is basically the ask that we're making of you for the MDR. The 0% is not going to happen unless you're just trying to have empty calories. However, the original equipment or the original item manufacturer retains a lot of margin. Many of them are motivated to put their marketing dollars to work. In fact, they already have existing... the retailer in better way is Any major player, any general merchandiser, they'll tell you, oh, yeah, we do this all the time. It's going to put you into my circular. It's going to go out to people, and it works okay, but it's run off of spreadsheets. If nobody wants to run these programs forever, they need to be launched and longed down. Typically, with any general merchandiser's retail media networks, all of them now have their own advertising arm, so this has to echo through that and reach the consumers that way. So, plumbing all of that together and making sure it's still very profitable. I'm going to drop any names. Scamager Hunt, but there's about a million different SKUs. That's very real. No, you know, it's not anyone's forecast to scale heavily everything I say here, but I'm personally very excited what this will do for Christmas sales, and hopefully we'll scale it out to hundreds of millions of SKUs before.

Michael Linford, CFO

Yeah, super interesting stuff.

Max Levchin, CEO

Thank you, Max. Hopefully, half of this made sense. So, if you want to flavor what you'd like to work with me, these RANs occur in ZT1 on a highly regular basis.

Speaker 5

Thank you.

Operator

Your next question comes from the line of Jason Kupferberg with Wells Fargo. Please proceed with your question.

Speaker 10

All right, great. Well, good evening, guys. I wanted to just come back on GMB growth for a minute. The 34% in Q1, obviously, real strong. We're doing at least 30, according to the new guide, for the full year. So, on the surface, that implies some deceleration during the balance of the year. I know your compares get a little easier because you got past the Walmart headwind, etc. Any factors that would actually drive a slowdown off of these Q1 levels, or is this just the typical conservatism that we've come to know and love?

Max Levchin, CEO

Yeah, I mean, obviously, we've given a floor for growth for the full year at about 30%, so it's not a range. There's no ceiling to growth. We're doing everything we can to grow the business responsibly. We're seeing growth rates. Early in Q2 and certainly in September as well that were, you know, much north of what we posted in Q1. So, no reason to – nothing to point to specifically in terms of a deceleration in the business. We just wanted to set, you know, a responsible floor for growth for the full year, and that's what we did with the FY27 guide.

Speaker 10

Okay, understood. I also saw in the shareholder letter, you've got the first Affirm Edge pilots are going live in the first half of the next calendar year. Talk a little bit more about how many banks that'll be with, what's the general size of these institutions, and any other color, because, you know, obviously, based on what you talked about at the investor day, it seems that could be pretty exciting over a multi-year period.

Michael Linford, CFO

Thanks, guys. Hey, I'll take this one. This is Michael.

Rob O'Hare, CFO

We're really excited about Edge. It's a chance for us to distribute what we know is a better way for consumers to access credit to a really very wide audience by partnering with the issuers of debit cards across banks of all sizes. It's also really early. You know, we've been hard at work working to develop the product. I feel like we're really close to being wrapped up with some of the development work, and then we will need to figure out the right set of partners to get live with. Nothing to announce here today, but, you know, I think patience is the code word here. We have a set of partners. Both the platform partners as well as the end customers here who don't move exceptionally fast, and we have to be really mindful of just the pace at which they can move, and we have to pace ourselves to them, and they're going to govern that. So it's going to take a little bit of time, don't have a list of partners, but are and continue to remain very excited about the products.

Speaker 5

Thank you.

Operator

Your next question comes from Dan Domev with Mizuho Securities. Please proceed with your question.

Michael Linford, CFO

Hey, guys. Thanks for squeezing me in.

Max Levchin, CEO

I appreciate it. I want to ask the question about agentic commerce in a different way, Max. Like, maybe just help us understand, and this is what everyone has been trying to figure out. So if a merchant cares about agentic conversion, Shouldn't they subsidize more firm 0% loans or any other firm loans, or does it not make a difference? What's the key hook here for the merchants in an agentic world? Thank you.

Michael Linford, CFO

I've written it better myself.

Max Levchin, CEO

Yes, they should. And part of why we've been so hard at work on things like BSPs is to create programmatic APIs. So initially humans with calendars and tools, but soon enough agents on their own can deploy dollars to compel a buying agent from their side to say yes. Agents are going to be shopping on your behalf. They'll certainly be looking for good deals on your behalf. The firm is really the only scaled player that's capable of managing longer-term zeros that are differentiated, that are driven by SKUs, that are driven by targets or targeting, and we should expect... At some point, this is very, very early. I just heard Dara talk about how there have been very few agentic rides booked on Uber. So it's all very, very early days. But it is coming. It's coming. It's exciting. I'm sure all of you have tried all the various agents, and some of them are really, really compelling now. Each one of these will be programmed to find you the best financial transaction. That is going to be a combination of costs, which is going to matter, and 0% is going to be the best cost. It's also going to matter that they are fully disclosive, that the price doesn't change if you are somehow a day late, that it doesn't compound, so you can estimate it at a dollar. So all the things that we talked about as really, really important. You know, a high percentage of our consumers picks us because of those features. Some pick us because we're there, and they don't necessarily grasp the full kind of value that they're getting by choosing a firm. 100% of all agents will grasp exactly the value they're getting. We do offer the best credit product there is. That's actually true. And so as agents find us, it will help merchants sell more. Merchants can help merchants sell more by funding more promotions. And so I expect 0% volume to go up a lot in the GenTIC. I expect agents to care about the ever-changing catalog of 0% loans. I think that's a really important service that we're going to provide to every agentic shopper tool out there. So there's a lot to like about where this is headed. But again, like I would just caution anyone to create a spreadsheet that shows, you know, Thank you so much.

Operator

Your next question comes from the line of Dan Perlin with RBC Capital Markets. Please proceed with your question.

Max Levchin, CEO

Thanks. So I just wanted to follow up a little bit on that, actually. But from the context of like cybersecurity investment cycles, it's definitely becoming a little bit more of a topic this quarter, and especially in a world that you just described, Max, around increasing agentic opportunities. So the question is... How are you guys thinking about where you are in that cycle, and are you able to throttle up and or down given potential risks associated with that? And then the other part of the question is, is there any risk to you guys in terms of ownership of liability to the event that you start to see more agentic fraud as a result of pointing in your direction?

Rob O'Hare, CFO

I don't know the So I'm just trying to just kind of figure out what.

Max Levchin, CEO

It's a great question. So, on the cybersecurity side of things, obviously we take it super-seriously, this is not, and by the way, so should everyone, if you just, you know, if there's a meme going around, I wake up, there's another vulnerability, that is the life of our security team and every security team, you know, has a job right now. And so I think we're all constantly watching out for use closures. We're trying to keep up with all the patches, trying to make sure that we're

Rob O'Hare, CFO

keeping our data safe, our users' data safe, et cetera.

Max Levchin, CEO

And this will be a – I'm generally speaking quite bullish, by the way. We're definitely not in security, but it is a little bit of my past life, so I have strong opinions. I think defenders are getting access to better models quicker than attackers, and so we will go through an unpleasant period of hashing and fixing and learning how to write better software, but in some fairly short period of time, we're going to just be better software builders with AI and, generally speaking, better protected. And so we're in a little bit of a... We're shooting more right now with these bugs that are being discovered every day, but it will end hopefully relatively quickly, and then we're all going to be better for it. So not unconcerned, not even a little bit. In fact, I text our security team in all kinds of hours saying, have you guys seen the disclosure yet? What are we doing to make sure we're not affected? So that's daily lives right now, but we're technically very, very strong. Definitely benefiting from the excellence of our engineering and, in particular, our security engineering teams. On the fraud and liability side, that is a fantastic question. Generally speaking, you can expect... I want to make agentic commerce to be more than a little bit messy in the early days. Your agent will hallucinate. You must have said yes, and here's an 85-inch screen TV for your tiny one bedroom apartment, and you don't care what you're going to do with it. You bought it, and it's yours. And you'll have to return, but the headaches and the hassle will be there. So as all of that gets figured out, and by the way, AI is improving very quickly. Your agent is going to learn the models that power your agent is going to learn very quickly, including from the same theory. So, all of that is also going to resolve itself in a reasonably short term, but the messiness of consumer interaction with agentic purchases, unwanted purchases, not as described, and then, as you very aptly pointed out, agentic fraud is going to be a thing. Generally speaking, if there's risk to manage... New challenges are common ways, but to some extent, every time there is a disturbance in the force of payments, whether in a form of risk, That's great.

Michael Linford, CFO

Thank you so much. Give me something to build as a shorthand answer.

Operator

Your next question comes from the line of Matt O'Neill with Bank of America. Please proceed with your question.

Michael Linford, CFO

Oh, thanks for squeezing me in here with a minute to go.

Will Nance, Analyst — Goldman Sachs

Well, maybe, Max, did Sherry pick a word from the shareholder letter. It would be fatuous as me to double down on so many of the questions that have already been asked and answered. So maybe for a closing remark, is there anything that none of us managed to ask that you would have liked to have been asked or you'd like to conclude with? Thanks.

Max Levchin, CEO

I applaud your... Attentive read of my Lebowski references. That's one. There are several more. No one ever asks how many there are. There are many in this list. Some of them are very deep cut, so that's a good homework assignment if you want to take your mind off the bloody market.

Michael Linford, CFO

You know, I think most of you really understand the

Max Levchin, CEO

business pretty well, and we're always happy to engage in these calls because it gives a chance to brag a little bit. The questions have gotten better and better and smarter over the years.

Michael Linford, CFO

I don't know, Michael and Rob, if you guys have something that should have been asked, I feel

Max Levchin, CEO

like this is the last few quarters, if you want any feedback, analyst community, you've done really well. We look forward to these conversations, we like the questions, we feel appropriately challenged, and we don't roll our eyes at any of them.

Speaker 6

Well, thank you, and see you on the next one.

Michael Linford, CFO

Thank you.

Operator

And our last question comes from James Fawcetti with Morgan Stanley. Please proceed with your question.

James Fawcett, Analyst — Morgan Stanley

Thank you so much. I wanted to ask on some of the larger ticket sizes and transaction opportunities, thinking about what you could be doing with ServiceNow or Service Titan, excuse me, and others. How should we think about how that may impact MDRs, et cetera? It seems like 0%, as you were talking about, Max, could be a really attractive part of the sales toolkit for those kinds of service providers. But I think one of the things that we grapple with is what kind of impact would we have on MDRs and the overall economics of transactions compared to what you're doing today? Thanks.

Max Levchin, CEO

Large ticket items, large ticket bills, services included, is our bread and butter. There's no one else in the industry that's figured out how to do that at scale in a differentiated manner, so we're always excited for more of that volume. You're totally right. There's a really healthy demand. I remember when I answer, you know, the largest transaction we've ever written. It was $7,000, and that was like, oh, my God, I can't believe I said that out loud, and that is not even close to our largest transaction. So we are carefully, carefully increasing our aperture for risk for only the deserving borrower or only the, you know, typically quite high credit quality, but there's definitely room there. It's actually hard for me to immediately reason about MDR changes because there's two opposing forces. The merchant. If you're selling an HVAC system, so I'm making it up as I go, but a typical HVAC is like $20,000, $29,000 range. That's a typical sort of replacement for a single-family home. A merchant trying to move that merchandise is more than excited to pay a substantial MDR to make the answer as compelling as possible. You don't want me to come back and shop again. You just want me to buy this thing. And so MDRs are naturally... It's easier to get from merchants because they understand that they're only going to sell a dozen of these per quarter. One of them not being sold makes a huge difference to their bottom line. So specialty shops that sell these things are particularly drawn to 0% erosion. So all of that is really, really good for MDR. On the flip side, the buyer, given the size of the transaction, is actually typically very low risk. And so from our point of view, to extract a reasonable margin of safety on the loan, the requirements are meaningfully lower. So you kind of have two-directional pressure in each direction, and I don't know if I can instantly handicap whether this means the net result is higher or lower. It feels like it goes a little bit higher, but maybe not quite as high as a four-year 0% loan with compelers. Yeah, and I think for a larger ticket transaction, James, this is Rob, we would also go longer on duration, and so in terms of the overall total revenue quantum that we would get from the transaction, because it is going to be a longer duration loan, it's probably on the higher end of the spectrum for us as well, just given there's going to be more funding costs associated with that loan on our side.

Michael Linford, CFO

Great, that's great detail. Thank you, guys.

Speaker 6

Thank you.

Operator

This now concludes our question and answer session. I would like to turn the floor back over to Zane Keller for closing comments.

Zane Keller, Head of Investor Relations

Well, thank you, everyone, for joining today. Apologies again for the technical difficulties at the beginning of the call, and thank you for your time, and we'll talk to many of you again shortly. See you then. Talk to you.

Operator

Ladies and gentlemen, thank you for your participation. This does conclude today's teleconference. Please disconnect your lines and have a wonderful day.