2. Safe harbor
This presentation contains forward-looking statements. All statements other than statements of historical facts contained in this presentation,
including statements regarding LinkedIn Corporation’s (“LinkedIn” or the “Company”) future results of operations and financial position,
including preliminary financial results for the quarter ended March 31, 2011, financial targets, business strategy, plans and objectives for future
operations, are forward-looking statements. The Company has based these forward-looking statements largely on its current estimates of its
financial results and its current expectations and projections about future events and financial trends that it believes may affect its financial
condition, results of operations, business strategy, short term and long-term business operations and objectives, and financial needs as of the
date of this presentation. These forward-looking statements are subject to a number of risks, uncertainties and assumptions, including those
described under the heading “Risk Factors” in the Company’s filings with the Securities and Exchange Commission (the “SEC”). Moreover, the
Company operates in a very competitive and rapidly changing environment. New risks emerge from time to time. It is not possible for Company
management to predict all risks, nor can the Company assess the impact of all factors on its business or the extent to which any factor, or
combination of factors, may cause actual results to differ materially from those contained in any forward-looking statements the Company may
make. In light of these risks, uncertainties and assumptions, the forward-looking events and circumstances discussed in this presentation may
not occur and actual results could differ materially and adversely from those anticipated or implied in the forward-looking statements.
You should not rely upon forward-looking statements as predictions of future events. Although the Company believes that the expectations
reflected in the forward-looking statements are reasonable, the Company cannot guarantee that the future results, levels of activity,
performance or events and circumstances reflected in the forward-looking statements will be achieved or occur. Moreover, neither the Company
nor any other person assumes responsibility for the accuracy and completeness of the forward-looking statements. Except as required by law,
the Company undertakes no obligation to update publicly any forward-looking statements for any reason after the date of this presentation, to
conform these statements to actual results or to changes in the Company’s expectations.
The Company’s filings with the Securities and Exchange Commission are available to you and you should read the documents the Company
has filed with the SEC for more complete information about the Company. You may get these documents for free by visiting EDGAR on the
SEC Web site at www.sec.gov.
2
3. Jeff Weiner 1st
Chief Executive Officer at LinkedIn
San Francisco Bay Area | Internet LinkedIn Overview
Send Message View Profile
3
4. What is the single most important driver of
long-term value creation within a company?
4
6. Great talent builds great companies
“ If I were running a company
today, I would have one priority
“
above all others: to acquire as
many of the best people as
I could. I'd put off everything
else to fill my bus.
Jim Collins, “Good to Great”
6
7. The LinkedIn opportunity
Connect talent with opportunity at massive scale
+
Fundamentally transforming the way the world works
7
9. The value we bring to our members
Identity
Rolodex, Resume, Connect, find and be found
Business Card LinkedIn Profile, Address Book, Search
Insights
Newspapers, Be great at what you do
Trade Magazines, Events Homepage, LinkedIn Today, Groups
Everywhere
Work wherever our members work
Desktop Mobile, APIs, Plug-Ins
Opportunities that will transform the trajectory of your career
9
10. The power of LinkedIn’s network effects
Member growth
and engagement
Relevant and
Critical mass
valuable products
Technology of data
& services
platform
10
11. The world’s largest professional network
International now comprises over 50% of total membership
100M+ 75M
2
1
Avg Monthly Users in Q1’11
65% y/y growth
7B+
2
Page Views in Q1’11
96% y/y growth
~1B
1
Searches in Q1’11
70% y/y growth
1 Internal data as of March 31, 2011; 2 comScore data as of March 31, 2011
11
12. Three diverse, scalable and growing business lines
2010 y/y growth
Hiring Solutions
Providing passive recruiting at scale and adding $102M 182%
social relevancy to active job searches
Marketing Solutions
Delivering marketers targeted access to one of the most $79M 107%
influential, affluent and educated audiences on the web
Premium Subscriptions
Enabling professionals to be more productive with $62M 35%
premium tools tailored by customer segment
Total $243M 102%
12
13. Huge global market opportunity in members
100M+
1
LinkedIn Members
640M+
2
Worldwide Professionals
3,300M+
2
Worldwide Labor Force
1 LinkedIn members as of March 31, 2011 | 2 Source: International Planning & Research
13
14. Huge global market opportunity in monetization
Worldwide talent acquisition Worldwide Internet
and staffing services advertising spend
$27B $25B
1 1
Addressable B2B
Today
$85B $69B
2 2
Total Total
1 LinkedIn estimates 2 Source: IDC
14
15. Our strategy
Global Monetization
Professional Insights &
Knowledge Sharing
Professional Identity Ecosystem Data
Viral Growth Engine
Technology Infrastructure
15
16. Technology infrastructure
Building an industry-leading, global platform for developing scalable,
data-fueled professional networking applications
Professional Scale &
Graph Redundancy
Service Data
Infrastructure Infrastructure
Security APIs
16
17. Technology infrastructure
Developing an open platform for third-party developers and publishers
Already generating as many API calls off LinkedIn as page views on LinkedIn
17
18. Our strategy
Global Monetization
Professional Insights &
Knowledge Sharing
Professional Identity Ecosystem Data
Viral Growth Engine
Technology Infrastructure
18
19. Viral growth engine
Increasing the number of member invitations and connections
6/1/09 9/1/09 12/1/09 3/1/10 6/1/10 9/1/10 12/1/10 3/1/11
Weekly Member Invitations
19
20. Our strategy
Global Monetization
Professional Insights &
Knowledge Sharing
Professional Identity Ecosystem Data
Viral Growth Engine
Technology Infrastructure
20
21. Professional identity ecosystem
The professional profile of record
Connect
Experience /
Education
Professional
Details
Recommendations
Summary:
Career and
Professional
Highlights
Groups /
Associations
21
23. Our strategy
Global Monetization
Professional Insights &
Knowledge Sharing
Professional Identity Ecosystem Data
Viral Growth Engine
Technology Infrastructure
23
24. Professional insights and knowledge sharing
Your professional dashboard
Data
Context
Connections
Critical
Mass
24
25. Professional insights and knowledge sharing
Your essential source for business intelligence
Context
Critical Mass
Data
Connections
25
26. Our strategy
Global Monetization
Professional Insights &
Knowledge Sharing
Professional Identity Ecosystem Data
Viral Growth Engine
Technology Infrastructure
26
27. Global monetization: Hiring Solutions
- An unprecedented opportunity: passive recruiting at scale
- 73 of the Fortune 100 are using LinkedIn Hiring Solutions
Sherri Wang
LinkedIn Recruiter: Search Results (113) Save this search
Keyword: (mergers OR arbitrage) - Location: Hong Kong, China - Industry: Financial Services
Michael Cho
27
28. Global monetization: Marketing Solutions
Targeting one of the most affluent and influential audiences on the web
Self-Service Platform Display / Social Ads
LinkedIn Company Pages Custom groups / Sponsorship
28
29. Global monetization: Subscriptions
Premium tools tailored by customer segment
Subscription targeted to
member based on profile
data and activity
Recommended
subscription for
the individual
Product feature
list is presented
dynamically
29
30. Blue-chip enterprise companies and thousands of SMB
customers derive value from LinkedIn on a global basis
TECHNOLOGY HEALTH CARE FINANCIAL PROFESSIONAL CONSUMER
SERVICES
150K+ Small Business
Customers 27% International
Revenue
30
31. Our strategy
Global Monetization
Professional Insights &
Knowledge Sharing
Professional Identity Ecosystem Data
Viral Growth Engine
Technology Infrastructure
31
32. Increasing investment for long-term growth
Infrastructure Product Development
Scale hardware and Execute robust product
software to enhance site roadmap to enhance growth,
performance and accelerate engagement and
development cycles monetization
Sales Force International Growth
Meet increasing demand Expand global footprint by
across multiple business lines launching new languages
and sales offices
32
33. The talent to make it happen
Jeff Weiner Steve Sordello Nick Besbeas
Chief Executive Officer Chief Financial Officer Vice President, Marketing
www.linkedin.com / in / jeffweiner08 www.linkedin.com / in / stevesordello http://www.linkedin.com / in / nickbesbeas
Steve Cadigan Mike Gamson David Henke
Vice President, People Operations Senior Vice President, Senior Vice President, Operations
www.linkedin.com / in / cadigan Global Sales and Engineering
www.linkedin.com/ in / mikegamson www.linkedin.com / in / drhenke
Robby Kwok Deep Nishar Erika Rottenberg
Head of Corporate Development Senior Vice President, Products Vice President, General Counsel
www.linkedin.com / in / robbykwok and User Experience and Secretary
www.linkedin.com/ in / deepnishar www.linkedin.com / in / erikarottenberg
33
34. Steve Sordello 1st
Chief Financial Officer at LinkedIn
San Francisco Bay Area | Internet Financial Overview
Send Message View Profile
34
35. Rapid growth in key metrics
Worldwide
Cumulative Registered Members Average Monthly Unique Visitors Total Page Views
59% y/y growth 65% y/y growth 96% y/y growth
(Millions) 1 (Millions) 2 (Billions) 3
1 At period end
2 Average monthly number over the three months ended
3 Over the three months ended
Source: comScore
35
37. SaaS business built on a consumer web platform
Online / offline mix results in monthly recurring revenue and high margin
self-serve business
Hiring Marketing Premium
Solutions Solutions Subscriptions
Field Sales
Corporate Solutions
Recruiter
Display Ads
Jobs
Online Sales
Recruitment Media
Business Subscription
Job Postings
Subscriptions LinkedIn Ads
Talent Finder
Payments Platform
37
38. Attractive financial model
!! Strong revenue growth
!! Diversified and proven revenue models
!! Visibility into future revenues
!! Significant operating leverage
!! Investing aggressively for growth
!! Strong balance sheet
38
41. Adjusted EBITDA and Non-GAAP Expenses
To provide investors with additional information regarding our financial results, we have disclosed adjusted EBITDA, a non-GAAP financial
measure, and certain expenses on a non-GAAP basis. We have provided below a reconciliation of adjusted EBITDA to net income (loss), the
most directly comparable GAAP financial measure, and a reconciliation of these non-GAAP expenses to their most directly comparable GAAP
financial measure.
We have included these non-GAAP financial measures because they are key measures used by our management and board of directors to
understand and evaluate our core operating performance and trends, to prepare and approve our annual budget and to develop short- and
long-term operational plans. In particular, the exclusion of certain expenses in calculating adjusted EBITDA and these non-GAAP expenses can
provide a useful measure for period-to-period comparisons of our core business. Additionally, adjusted EBITDA is a key financial measure used
by the compensation committee of our board of directors in connection with the payment of bonuses to our executive officers. Accordingly, we
believe that adjusted EBITDA and these non-GAAP operating expenses provide useful information to investors and others in understanding and
evaluating our operating results in the same manner as our management and board of directors.
Our use of adjusted EBITDA and non-GAAP expenses has limitations as an analytical tool, and you should not consider it in isolation or as a
substitute for analysis of our results as reported under GAAP. Some of these limitations are:
•!although depreciation and amortization are non-cash charges, the assets being depreciated and amortized may have to be replaced in the
future, and adjusted EBITDA does not reflect cash capital expenditure requirements for such replacements or for new capital expenditure
requirements;
•!adjusted EBITDA does not reflect changes in, or cash requirements for, our working capital needs;
•!adjusted EBITDA and non-GAAP expenses do not consider the potentially dilutive impact of equity-based compensation. Equity-based
compensation expenses are recurring and, for the foreseeable future, will continue to be a significant recurring expense in our business as it
represents an important part of our employees’ compensation and impacts their performance;
•!adjusted EBITDA does not reflect tax payments that may represent a reduction in cash available to us; and
•!other companies, including companies in our industry, may calculate adjusted EBITDA and non-GAAP expenses differently, which reduces
their usefulness as a comparative measure.
Because of these limitations, you should consider adjusted EBITDA and non-GAAP expenses alongside other financial performance measures,
including various cash flow metrics, net income (loss) and our other GAAP results.
41
42. Reconciliation of GAAP to Non-GAAP expenses
($ millions) 2007 2008 2009 2010 Q1'11
Revenue $32.5 $78.8 $120.1 $243.1 $93.9
Cost of Revenue (GAAP) 7.4 18.6 25.9 44.8 16.8
SBC included in cost of revenue 0.1 0.3 0.4 0.4 0.2
Cost of revenue (Non-GAAP) 7.3 18.3 25.5 44.4 16.6
Gross margin % (Non-GAAP) 78% 77% 79% 82% 82%
Sales and marketing (GAAP) 5.0 17.0 26.8 59.0 29.4
SBC included in sales and marketing 0.2 0.5 0.7 1.2 1.1
Sales and marketing (Non-GAAP) 4.9 16.5 26.2 57.8 28.3
Sales and marketing as a % of revenue (Non-GAAP) 15% 21% 22% 24% 30%
Research and development (GAAP) 11.6 29.4 39.4 65.1 24.7
SBC included in research and development 0.6 1.2 2.3 3.2 1.6
Research and development (Non-GAAP) 11.0 28.2 37.1 61.9 23.1
Research and development as a % of revenue (Non-GAAP) 34% 36% 31% 25% 25%
General and administrative (GAAP) 6.8 13.0 19.5 35.1 13.6
SBC included in general and administrative 1.0 2.6 2.8 3.9 1.0
General and administrative (Non-GAAP) 5.9 10.4 16.7 31.1 12.7
General and administrative as a % of revenue (Non-GAAP) 18% 13% 14% 13% 13%
42
43. Reconciliation of Adjusted EBITDA
($ millions)
$ millions) 2007 2008 2009 2010 Q1'11
Net income (loss) $0.3 ($4.5) ($4.0) $15.4 $2.1
Provision (benefit) for income taxes 0.0 0.3 0.8 3.6 (0.3)
Other (income) expense, net (0.8) (1.3) (0.2) 0.6 (0.4)
Depreciation and amortization 2.1 6.4 11.9 19.6 8.2
Stock-based compensation 1.8 4.6 6.2 8.8 3.8
Adjusted EBITDA 3.5 5.5 14.7 48.0 13.3
43
