KALTURA INC 10-K

kltr-20251231 Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K (Mark One) ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE FISCAL YEAR ENDED DECEMBER 31 , 2025 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE TRANSITION PERIOD FROM TO Commission File Number: 001-40644 Kaltura, Inc. (Exact name of Registrant as specified in its Charter) Delaware 20-8128326 (State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) 860 Broadway 3rd Floor New York , New York 10003 (Address of principal executive offices) (Zip Code) Registrant’s telephone number, including area code: (646) 290-5445 Securities registered pursuant to Section 12(b) of the Act: Title of each class Trading Symbol(s) Name of each exchange on which registered Common stock, $0.0001 par value per share KLTR The Nasdaq Stock Market LLC Securities registered pursuant to Section 12(g) of the Act: None (Title of class) Indicate by check mark if the Registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☐ No ☒ Indicate by check mark if the Registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ☐ No ☒ Indicate by check mark whether the Registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ☒ No ☐ Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes ☒ No ☐ Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company” in Rule 12b-2 of the Exchange Act. Large accelerated filer ☐ Accelerated filer ☒ Non-accelerated filer ☐ Smaller reporting company ☐ Emerging growth company ☒ If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐ Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☐ If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the filing reflect the correction of an error to previously issued financial statements. ☐ Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received by any of the registrant’s executive officers during the relevant recovery period pursuant to § 240.10D-1(b). ☐ Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). YES ☐ NO ☒ Table of Contents At June 30, 2025, the last business day of the registrant’s most recently completed second fiscal quarter, the aggregate market value of the voting and non-voting common equity held by non-affiliates of the registrant was approximately $ 262.9 million. Solely for purposes of this disclosure, shares of common stock held by executive officers, directors and certain stockholders of the registrant as of such date have been excluded because such holders may be deemed to be affiliates. The number of shares of the registrant’s common stock, par value $0.0001, outstanding as of March 1, 2026 was 148,735,559 . DOCUMENTS INCORPORATED BY REFERENCE Portions of the registrant’s definitive Proxy Statement relating to its 2026 Annual Meeting of Stockholders, to be filed with the SEC within 120 days after the end of the fiscal year ended December 31, 2025, are incorporated herein by reference in Part III. Table of Contents TABLE OF CONTENTS PART I Item 1. Business 5 Item 1A. Risk Factors 34 Item 1B. Unresolved Staff Comments 81 Item 1C. Cybersecurity 81 Item 2. Properties 82 Item 3. Legal Proceedings 83 Item 4. Mine Safety Disclosures 83 PART II Item 5. Market for Registrant’s Common Equity, Related Stockholder Matters and Issuer Purchases of Equity Securities 84 Item 6. [Reserved] 85 Item 7. Management’s Discussion and Analysis of Financial Condition and Results of Operations 86 Item 7A. Quantitative and Qualitative Disclosures About Market Risk 105 Item 8. Financial Statements and Supplementary Data 107 Item 9. Changes in and Disagreements with Accountants on Accounting and Financial Disclosure 151 Item 9A. Controls and Procedures 151 Item 9B. Other Information 151 Item 9C. Disclosure Regarding Foreign Jurisdictions that Prevent Inspections 151 PART III Item 10. Directors, Executive Officers and Corporate Governance 153 Item 11. Executive Compensation 155 Item 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters 155 Item 13. Certain Relationships and Related Transactions, and Director Independence 155 Item 14. Principal Accountant Fees and Services 155 PART IV Item 15. Exhibits, Financial Statement Schedules 157 Item 16. Form 10-K Summary 164 Table of Contents FORWARD-LOOKING STATEMENTS This Annual Report on Form 10-K contains forward-looking statements. We intend such forward-looking statements to be covered by the safe harbor provisions for forward-looking statements contained in Section 27A of the Securities Act of 1933, as amended (the “Securities Act”), and Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). All statements other than statements of historical facts contained in this Annual Report on Form 10-K may be forward-looking statements. In some cases, you can identify forward-looking statements by terms such as “may,” “will,” “should,” “expects,” “plans,” “anticipates,” “could,” “intends,” “targets,” “projects,” “contemplates,” “believes,” “estimates,” “forecasts,” “predicts,” “potential” or “continue” or the negative of these terms or other similar expressions or terminology. Forward-looking statements contained in this Annual Report on Form 10-K include, but are not limited to, statements regarding our future results of operations and financial position, industry and business trends, strategic transactions technological development, projections of demand, growth prospects, product development, competitive pressure, cost savings, stock-based compensation, revenue recognition, expected impact of reorganization plans, business strategy, plans and market growth, the economic climate and its impact on us, and other financial and market matters. The forward-looking statements in this Annual Report on Form 10-K are only predictions. We have based these forward-looking statements largely on our current assumptions, expectations and projections about future events and financial trends that we believe may affect our business, financial condition and results of operations. Forward-looking statements involve known and unknown risks, uncertainties and other important factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements, including, but not limited to, the important factors discussed in Part I, Item 1A, “Risk Factors” in this Annual Report on Form 10-K for the fiscal year ended December 31, 2025. The forward-looking statements in this Annual Report on Form 10-K are based upon information available to us as of the date of this Annual Report on Form 10-K, and while we believe such information forms a reasonable basis for such statements, such information may be limited or incomplete, and our statements should not be read to indicate that we have conducted an exhaustive inquiry into, or review of, all potentially available relevant information. These statements are inherently uncertain and investors are cautioned not to unduly rely upon these statements. You should read this Annual Report on Form 10-K and the documents that we reference in this Annual Report on Form 10-K and have filed as exhibits to this Annual Report on Form 10-K with the understanding that our actual future results, levels of activity, performance and achievements may be materially different from what we expect. We qualify all of our forward-looking statements by these cautionary statements. These forward-looking statements speak only as of the date of this Annual Report on Form 10-K. Except as required by applicable law, we do not plan to publicly update or revise any forward-looking statements contained in this Annual Report on Form 10-K, whether as a result of any new information, future events or otherwise. As used in this Annual Report on Form 10-K, unless otherwise stated or the context requires otherwise, references to “Kaltura,” the “Company,” “we,” “us,” and “our,” refer to Kaltura, Inc. and its subsidiaries on a consolidated basis. Table of Contents INDUSTRY AND MARKET DATA Unless otherwise indicated, information contained in this Annual Report on Form 10-K concerning our industry and the markets in which we operate is based on information from independent industry and research organizations, other third-party sources, and management estimates. Certain of these publications, studies and reports were published before the COVID-19 pandemic and before the resulting effects on the global economy in general and video solutions market in particular, and the current worsening economic climate, and therefore do not reflect any impact of the COVID-19 pandemic or the effects of the worsening economic climate on any specific market or globally. Management estimates are derived from publicly available information released by independent industry analysts and third-party sources, as well as data from our internal research, and are based on assumptions made by us upon reviewing such data and our familiarity or knowledge of such industry and markets, which we believe to be reasonable. Although we believe the data from these third-party sources is reliable, we have not independently verified any third-party information and such data may include forward looking statements, projections, predictions, estimations and assessments within the meaning referenced above by these third-party sources. In addition, projections, assumptions, and estimates of the future performance of the industry in which we operate and our future performance are necessarily subject to uncertainty and risk due to a variety of factors, including those described in Part I, Item 1A. “Risk Factors” and the section titled “Forward-Looking Statements”. These and other factors could cause results to differ materially from those expressed in the estimates made by the independent parties and by us. In particular, certain information identified in this Annual Report on Form 10-K is contained in the following independent industry publications or reports by Forrester Research, Inc. (“Forrester”) and Gartner, Inc. (“Gartner”) (1) : • Gartner, Magic Quadrant™ for Enterprise Video Content Management, September 2013, October 2014, November 2015, November 2016 and November 2018. • Gartner, Critical Capabilities for Enterprise Video Content Management, March 2019. • Gartner, Market Guide for Enterprise Video Content Management, September 2020. • Gartner, Magic Quadrant for Meeting Solutions, October 2020. • Gartner, Magic Quadrant for Meeting Solutions, October 2021. • Gartner, Critical Capabilities for Meeting Solutions, October 2021. • Gartner, Market Guide for Event Technology Platforms, May 2022. • Gartner, Market Guide for Meeting Solutions, October 2022. • Gartner, Market Guide for Event Technology Platforms, June 2023. • Gartner, Market Finder and Use Case Guide for Meetings and Virtual Events, August 2023. • Gartner, Market Guide for Meeting Solutions, November 2023. • Gartner Peer Insights: Enterprise Video Content Management (2) ; Meeting Solutions (3) ; Event Management Technology. (4) • Gartner, Magic Quadrant for Event Technology Platforms, March 2024. • Gartner, Critical Capabilities for Event Technology Platforms, March 2024. • Gartner, Competitive Landscape: Video Platform Services, December 2024. • Gartner, Market Guide for Meeting Solutions, January, 2025. • Forrester, The Forrester Wave™: B2B Marketing Events Management Solutions, Q1 2021. • Forrester, The B2B Event Management Technology Landscape, Q4 2022. • The Forrester Wave™: B2B Event Management Technology, Q1 2023. • Forrester, The Virtual Event Management Platforms Landscape, Q1 2026. 1 Table of Contents (1) Gartner's Magic Quadrant and Critical Capabilities references are provided for historical purposes only and do not reflect current market recognition. (2) https://www.gartner.com/reviews/market/enterprise-video-content-management/vendor/kaltura/product/kaltura-video-platform (3) https://www.gartner.com/reviews/market/meeting-solutions/vendor/kaltura/product/kaltura-video-communications-and-collaboration-suite (4) https://www.gartner.com/reviews/market/event-technology-platforms/vendor/kaltura?ref=solrcvp&refval=394436571 GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally, and MAGIC QUADRANT and PEER INSIGHTS are a registered trademark of Gartner, Inc. and/or its affiliates and are used herein with permission. All rights reserved. Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. Gartner Peer Insights content consists of the opinions of individual end users based on their own experiences, and should not be construed as statements of fact, nor do they represent the views of Gartner or its affiliates. Gartner does not endorse any vendor, product or service depicted in this content nor makes any warranties, expressed or implied, with respect to this content, about its accuracy or completeness, including any warranties of merchantability or fitness for a particular purpose. The Gartner content described herein (the “Gartner Content”), represent(s) research opinion or viewpoints published, as part of a syndicated subscription service, by Gartner, and are not representations of fact. Gartner Content speaks as of its original publication date (and not as of the date of this Form 10-K) and the opinions expressed in the Gartner Content are subject to change without notice. Forrester does not endorse any company, product, brand, or service included in its research publications and does not advise any person to select the products or services of any company or brand based on the ratings included in such publications. Information is based on the best available resources. Opinions reflect judgment at the time and are subject to change. For more information, read about Forrester’s objectivity at https://www.forrester.com/about-us/objectivity/.  Additionally, the data presented in this Annual Report on Form 10-K regarding customers by industry is based on market capitalization as of November 5, 2025, as reported by companiesmarketcap.com and big4 accountingfirms.com. 2 Table of Contents SUMMARY RISK FACTORS Our business is subject to numerous risks and uncertainties, including those described in Part I, Item 1A. “Risk Factors” in this Annual Report on Form 10-K. You should carefully consider these risks and uncertainties when investing in, or taking other decisions with respect to, our common stock. The principal risks and uncertainties affecting our business include the following: • We may not be able to successfully assess or mitigate the current volatile economic climate and its direct and indirect impact on our business and operations, or to correctly predict the duration and depth of the current instability of the global economy and take the right or sufficient measures to address it; • Political, economic, and military conditions in Israel could materially and adversely affect our business; • Our dependency on existing customer demand and exposure to changes in demand by our customers, loss of one or more of our significant customers, or any other reduction in the amount of revenue we derive from any such customer makes it difficult to evaluate our current business and future prospects and may adversely affect our business, financial condition, results of operations and growth prospects; • We have a history of losses and may not be able to achieve or maintain profitability; • Our future success depends on the growth and expansion of the markets for our offerings, which are constantly evolving and may develop more slowly or differently than we expect, and on our ability to adapt and respond effectively to evolving market conditions; • If we are not able to keep pace with technological and competitive developments and develop or otherwise introduce new products and solutions and enhancements to our existing offerings, our offerings may become less marketable, less competitive or obsolete, and our business, financial condition and results of operations may be adversely affected; • We may face risks associated with our use of certain artificial intelligence (“AI”) and machine learning models, including generative artificial intelligence (“generative AI” or “Gen AI” collectively with AI, the "AI Technologies"), as well as data-driven conversational AI-based avatars, and compliance with the evolving regulatory framework around AI development and use; • If we do not maintain the interoperability of our offerings across devices, operating systems and third-party applications that we do not control, and if we are not able to maintain and expand our relationships with third-party technology partners to integrate our offerings with their products and solutions (and vice-versa), our business, financial condition and results of operations may be adversely affected; • Part of our Application Programming Interfaces (APIs) and other components in our offerings are licensed to the public under an open-source license, which could negatively affect our ability to monetize our offerings and protect our intellectual property rights; • The markets in which we compete are nascent and highly fragmented, and we may not be able to compete successfully against current and future competitors, which could harm our business, financial condition and results of operations could be harmed; • If we are unable to increase sales of our subscriptions to new customers, expand the offerings to which our existing customers subscribe or the value of their subscriptions, or have them renew their subscriptions in terms that are economically beneficial to us, our future revenue and results of operations would be adversely affected; • Political, economic, and military conditions in Ukraine, Russia and other countries following the Russian invasion to Ukraine, geopolitical instability and hostilities in the Middle East and Gulf region and their possible impact on global trade and financial markets, or such and other conditions in other regions in which we operate, or changes in the business environment in those regions, could materially and adversely affect our business; • We recognize a significant portion of revenue from subscriptions over the term of the relevant subscription period, and as a result, downturns or upturns in sales are not immediately reflected in full in our results of operations; • Increased breaches of network or information technology security along with an increase in cyber-attack activities, increases the risk that we shall be subject to cybersecurity threats that could have an adverse effect on our business; 3 Table of Contents • Data privacy, data protection and digital resilience laws are rapidly evolving and present increasing compliance challenges. Additionally, if we or our third-party service providers experience a security breach, data loss or other compromise, including if unauthorized parties obtain access to our customers’ data, our reputation may be harmed, demand for our platform, products and solutions may be reduced, and we may incur significant liabilities; • The EU Data Act increases compliance and financial uncertainty, and may impact our contractual, operational and pricing models, and our future forecasts, any of which could lower our revenue and adversely affect our business, financial condition and results of operation; • If we fail to meet contractual commitments under our customer agreements, we could be obligated to provide credits for future service, face contract termination with refunds of prepaid amounts, be charged penalties, or could experience a decrease in customer renewals in future periods, any of which would lower our revenue and adversely affect our business, financial condition and results of operations; • We rely on third parties, including third parties outside the United States, for some of our software development, quality assurance, operations, and customer support; • We depend on our management team and other key employees, and the loss of one or more of these employees or an inability to attract and retain highly skilled employees could adversely affect our business; • Failure to effectively develop and expand our marketing and sales capabilities or to maintain or expand our international business could harm our ability to increase our customer base and achieve broader market acceptance of our offerings; • We expect our revenue mix to vary over time, which could negatively impact our gross margin and results of operations; • Our international operations and expansion expose us to risk; • A portion of our revenue is generated by sales to government entities, which subjects us to specific challenges and risks; • If we are unable to consummate acquisitions at acceptable rate or prices or achieve our expected goals, and to enter into other strategic transactions and relationships that support our long-term strategy, our growth rate and the trading price of our common stock could be negatively affected; • A real or perceived bug, defect, security vulnerability, error, or other performance failure involving our platform, products or solutions could cause us to lose revenue, damage our reputation, and expose us to liability; • Failure to protect our proprietary technology, or to obtain, maintain, protect and enforce sufficiently broad intellectual property rights therein could substantially harm our business, financial condition and results of operations; • Our failure to raise additional capital or generate the significant capital necessary to promote and expand our operations and invest in new offerings could reduce our ability to compete and could adversely affect our business; and • Significant changes or developments in U.S. or international laws or policies, including possible changes in trade policies and tariffs, may have a material adverse effect on our business, results of operations, and financial condition. 4 Table of Contents PART I Item 1. Business. Overview We, Kaltura, Inc. (“Kaltura,” “we,” “us,” or “our”), are a market-leading provider of video and rich media offerings for enterprises. Our mission is to power rich, agentic digital experiences across organizational journeys for customers, employees, learners, and audiences. Kaltura's Digital Experience Platform enables organizations to create, manage, and deliver video and rich media experiences that increasingly incorporate agentic artificial intelligence (“AI”) capabilities, including conversational interfaces, workflow automation, and outcome-oriented engagement across digital touchpoints. We believe this combination of video, rich media and agentic capabilities enables organizations to move beyond static, one-size-fits-all digital experiences toward more personalized, contextual, and interactive agentic digital experiences at scale. Video and other forms of rich media - including interactive, data-driven, and conversational media - are central to digital interaction and engagement, transforming how people communicate, work, learn, and consume content. For organizations, rich media increasingly sits at the core of digital transformation initiatives, with businesses adopting media-driven solutions to engage customers, employees, learners, and audiences across a growing range of use cases. At the same time, advances in generative artificial intelligence (“Gen AI”) are enabling the real-time and automated creation of highly personalized and contextually relevant content, including video and other forms of rich media. We believe the convergence of rich media and AI is increasing the scale, speed, and strategic importance of digital experiences and driving demand for platforms that support more interactive, contextual, and outcome-oriented engagement. Founded in 2006, Kaltura was among the pioneers to recognize the potential of integrating video into enterprise workflows and to offer a system for enterprise video content management and online video publishing. Over time, we expanded our platform to support additional experiences, including virtual events and webinars and cloud-based television services. Today, Kaltura provides a cloud-based rich media platform designed to help organizations create, manage, and deliver rich media experiences at scale across customer-facing, employee-facing, learner-facing, and audience-facing use cases. Our Digital Experience platform is designed around three core layers: rich media content creation, rich media content management, and rich media experiences. Together, these layers enable organizations to produce and generate live and on-demand video and other forms of rich media, securely manage content, users, permissions, and metadata across enterprise and media environments, and deliver media-rich experiences across a wide range of internal and external workflows. The platform increasingly incorporates agentic AI-driven capabilities designed to enable more interactive, contextual, and goal-oriented experiences, while maintaining enterprise-grade security, privacy, and governance. In addition, through our recent acquisition of eSelf AI, we expanded our content creation and experience capabilities to include AI-generated video and avatar-based interactions. These capabilities enhance our rich media content creation layer through tools for generating video and avatar-based content and extend our experience layer with conversational, role-based interfaces designed to automate and augment interactions across select customer- and employee-facing use cases. Since the acquisition, we have focused on integrating these capabilities into our platform in a manner consistent with enterprise requirements for security, compliance, and responsible AI use. Our platform and products engage millions of end users at home, at work, and at school, supporting rich media experiences across marketing, sales, and customer success; teaching, learning, training, and certification; communication and collaboration; and entertainment and monetization. We serve a large and loyal customer base of large enterprises as well as small and medium enterprises (“SMEs”) across diverse industries, including customers representing approximately 30% of Fortune 100 companies, more than 40% of US R1 universities (in 2025 the Carnegie classification methodology changed which resulted in 41 new institutions added to the list), and leading global telecommunications and media companies. From the outset, our differentiated approach has been to treat video and rich media as data types rather than standalone applications. Accordingly, we provide a unified, enterprise-grade, API-first platform that enables tightly integrated live, real-time, and on-demand video and rich media experiences across business workflows. We believe this approach has become increasingly important in the age of artificial intelligence, as it positions customers to be “AI-ready” by making their rich media libraries, metadata, and engagement data accessible for analysis, automation, and value extraction across AI-assisted and agentic use cases. 5 Table of Contents We believe platform-based approaches such as ours are superior to siloed point solutions that lack deep integration and interoperability and are often less effective, less efficient, and more costly. Our platform is designed to foster deeper engagement and deliver measurable business outcomes across organizational journeys, including improving employee productivity and learning outcomes, increasing marketing effectiveness and customer engagement, enhancing customer care, and enabling engaging entertainment experiences that support monetization. We believe the enterprise video and rich media market is entering a new phase of evolution driven by advances in Gen AI. These advances enable organizations to produce significantly more content, tailor experiences to individual users and contexts, and increasingly automate interactions at scale. As a result, we believe organizations are seeking platforms that can unify content creation, management, and delivery with guided, conversational, and outcome-oriented engagement, supported by deeper insights into user behavior, context, and intent. As we look ahead, we see opportunities to deepen relationships with existing customers through additional upsell and cross-sell initiatives, attract new customers within our existing markets, expand our product and services portfolio, and selectively pursue adjacent market opportunities. We believe this combination of continued innovation, platform extensibility, and strong customer relationships positions us to maintain leadership in the evolving video and rich media market and deliver long-term value for our shareholders. Market Segments We operate in four enterprise software market segments that address the creation, management, and delivery of video and rich media experiences across customer-facing, employee-facing, learner-facing, and audience-facing use cases. Over time, our offerings have expanded beyond core enterprise video use cases to support a broader range of rich media, AI-assisted, and conversational engagement needs. We currently operate in the following commercial market segments: Enterprise Video and Rich Media Content Creation and Management Systems This market segment includes systems designed to enable organizations to create, generate, manage, analyze, distribute, publish, and engage with live, real-time, and on-demand video and other forms of rich media at scale. These systems are built to support enterprise-grade requirements for security, compliance, governance, scalability, and deep integration with business workflows and systems. Offerings in this segment typically include rich media content creation tools, AI-assisted and AI-generated content capabilities, content enrichment and repurposing, centralized content management, publishing, analytics, and content lifecycle management. These systems increasingly incorporate AI-driven capabilities to automate and enhance content creation, localization, accessibility, personalization, and engagement, while supporting secure operations across distributed teams and environments. • Key projected growth drivers include: ▪ continued growth in video and rich media content creation and consumption across enterprises and institutions; ▪ increasing demand for cost-effective, AI-assisted and AI-generated content creation, repurposing, localization, and personalization at scale; ▪ the need for centralized management, governance, and analytics as content volumes, formats, and distribution channels expand; ▪ demand for deeper integration of rich media content into enterprise workflows, applications, and data systems; ▪ hybrid and distributed work models driving sustained demand for video-first internal communications, training, onboarding, and executive messaging across global teams; ▪ expansion of regulated and compliance-sensitive use cases (e.g., financial services, healthcare, government, education) requiring secure, auditable, and policy-driven rich media workflows; and ▪ rising importance of employee experience, learning, and knowledge retention, increasing adoption of video-based learning management, skills enablement, and institutional knowledge capture. We believe this market segment serves both large enterprise deployments and more targeted departmental and self-service adoption models, particularly for content creation, publishing, and engagement use cases. 6 Table of Contents Conversation Automation and Agentic Engagement Solutions This market segment includes solutions designed to automate, augment, and personalize digital interactions through conversational experiences - including text-based, voice-based, and video-based - across customer-facing, employee-facing, learner-facing, and audience-facing use cases. Video-based conversation automation is based on agentic avatars that possess users’ screen and camera comprehension and that generate multimodal interactive rich-media content (video, images, audio, and text) throughout the conversation to guide users through information discovery, learning, support, and decision-making processes. Solutions in this segment leverage AI-driven and agentic capabilities to support role-based, goal-oriented interactions and are increasingly integrated with content creation and management platforms, enterprise data systems, and engagement analytics. These offerings may operate with or without visual avatars and may support standalone conversational experiences or be embedded within broader digital journeys. • Key projected growth drivers include: ▪ increasing demand for personalized, conversational digital engagement across marketing, sales, service, learning, and internal operations; ▪ advances in Gen AI and conversational technologies that enable richer interactions at lower marginal cost; ▪ the need to improve efficiency and reduce operational costs by automating repetitive or high-volume interactions; ▪ the emergence of conversational, generative user interfaces (“GenUI”) that combine rich media content, analytics, and journey-level insight to enable more adaptive and context-aware engagement; ▪ rising expectations for always-on, real-time engagement, driving adoption of conversational agents that can operate continuously across languages, time zones, channels, and user contexts; ▪ growing complexity of digital products, services, and policies, increasing demand for guided, conversational experiences that reduce cognitive load and shorten time-to-value for users; ▪ proliferation of multimodal interaction interfaces (voice, video, screen sharing, co-browsing), expanding the applicability of conversation automation beyond text-centric chatbots; and proliferation of multimodal interaction interfaces (voice, video, screen sharing, co-browsing), expanding the applicability of conversation automation beyond text-centric chatbots; and ▪ enterprise adoption of agentic systems capable of task execution not just response generation, enabling conversational agents to initiate actions, orchestrate workflows, and complete end-to-end processes We believe this market segment spans both enterprise and mid-market customers and supports adoption models, ranging from enterprise-led deployments to product-led and developer-led implementations. Virtual Events, Webinars, and Interactive Learning Experiences This market segment includes solutions designed to support synchronous and asynchronous virtual and hybrid experiences, including virtual events, webinars, and interactive learning environments. These solutions are used for marketing, communications, enablement, training, education, certification, and community engagement across organizations of varying sizes. Offerings in this segment typically include capabilities for registration, live and on-demand streaming, audience interaction, moderation, analytics, and post-event content reuse. These solutions increasingly incorporate AI-assisted features to enhance engagement, accessibility, personalization, and operational efficiency. ◦ Key projected growth drivers include: • continued adoption of virtual and hybrid engagement models across marketing, education, and corporate communications; • growing demand for measurable engagement and return on investment from events and learning initiatives; and • increased use of AI-assisted tools to reduce production costs and extend the value of event and learning content; 7 Table of Contents • increased focus on accessibility, inclusivity, and regulatory compliance, including requirements related to captioning, transcription, localization, and equal access to digital experiences; • shift from one-time events to always-on engagement models, as organizations repurpose virtual events and learning sessions into ongoing content hubs, communities, and knowledge libraries; • rising importance of continuous learning and reskilling, driving sustained demand for interactive, video-based training, certification, and enablement experiences; • increased globalization of audiences, requiring scalable virtual formats that can reach geographically distributed participants without proportional cost increases; and • convergence of events, learning, and content marketing, blurring traditional boundaries and expanding platform use cases across departments. Cloud TV Software This market segment includes cloud-based software systems designed to power large-scale over-the-top (“OTT”) and cloud television services across devices and monetization models. These systems support content ingestion, management, distribution, personalization, analytics, and monetization for media companies, telecommunications providers, and other content owners. ◦ Key projected growth drivers include: ▪ continued migration from legacy broadcast and IPTV systems to cloud-based OTT platforms; ▪ demand for flexible monetization models and personalized viewing experiences; ▪ increased use of AI-assisted metadata generation, content discovery, and personalization technologies; ▪ fragmentation of consumer viewing behavior across devices and platforms, increasing demand for unified, cloud-based control planes that manage delivery, experience, and analytics consistently; ▪ rising adoption of hybrid monetization strategies (AVOD, freemium, and bundled offerings), requiring agile software platforms that can support rapid experimentation and optimization; ▪ pressure to reduce infrastructure costs and improve operational agility, accelerating shifts toward elastic, consumption-based cloud architectures; ▪ growing importance of data-driven audience insights, as content owners seek granular analytics to inform programming, acquisition, and monetization decisions; and ▪ globalization of streaming services, increasing the need for scalable localization, regional compliance, and multi-territory rights management. Reportable Segments We organize our business into two reporting segments: (i) Enterprise, Education, and Technology (“EE&T”); and (ii) Media and Telecom (“M&T”). Accordingly, our financial reporting distinguishes between revenue and gross profit from Subscription and Professional Services from customers who use our products and services to address Entertainment & Monetization use cases (for their audiences), reported in our M&T segment, and those that are attained from customers who are using us to address all other use cases (for their customers, employees, and learners), reported in our EE&T segment. These segments share a common underlying platform consisting of our API-based architecture, as well as unified product development, operations, and administrative resources. For additional information on our reportable segments, see “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and Note 14, Reportable Segments and Geographical Information, to our consolidated financial statements included elsewhere in this Annual Report on Form 10-K. 8 Table of Contents Use Cases Kaltura’s platform and products support a broad range of use cases across customer-facing, employee-facing, learner-facing, and audience-facing scenarios. Our offerings are designed to enable organizations to efficiently create rich media content, manage that content securely and at scale, and deliver engaging, personalized, and increasingly conversational experiences that support specific business outcomes. Across these use cases, organizations leverage Kaltura to scale rich media content creation and personalization, reduce operational complexity and cost through automation, and improve engagement, effectiveness, and measurable outcomes through interactive and AI-driven experiences. Customer-Facing Use Cases Organizations can use Kaltura to engage prospects and customers across marketing, sales, commerce, enablement, training, and support journeys, combining rich media content with conversational and agentic experiences. ◦ Key customer-facing use cases include: ▪ Buyer enablement , using video, rich media content hubs, and conversational agents to deliver product information, demonstrations, and guided assistance throughout the buying process; ▪ Account-based marketing (“ABM”) , creating personalized, account-specific content hubs and experiences that dynamically assemble targeted video and rich media content and incorporate conversational agents to guide engagement and surface relevant information; ▪ E-commerce and digital commerce , supporting product discovery, education, and conversion through video, interactive rich media, and conversational agents embedded alongside product content; ▪ Customer and partner training and certification , delivering structured learning pathways, onboarding, and certification programs using video, assessments, and conversational guidance; ▪ Customer care and support , augmenting service operations with rich media knowledge bases and conversational agents that provide guidance, troubleshooting, and contextual assistance; and ▪ Field service and support , delivering contextual video and rich media guidance to support technicians and field teams in real time or on demand. Employee-Facing Use Cases Organizations can use Kaltura to support internal communications, workforce enablement, and operational efficiency across distributed and hybrid work environments. ◦ Key employee-facing use cases include: ▪ Recruiting , engaging candidates through video-based communications, employer branding content, and conversational agents that assist candidates and hiring teams throughout the hiring process; ▪ Learning and development , delivering onboarding, training, compliance, upskilling, and certification programs using video, interactive content, and conversational agents that personalize learning paths; ▪ Internal communications and employee service delivery, supporting executive communications, town halls, knowledge sharing, change management initiatives, and internal HR service center use cases through rich media content hubs and conversational interfaces that help employees discover information and receive guided assistance; and ▪ Helpdesk and internal support , augmenting IT and operational support functions with rich media resources and conversational agents that assist employees with common requests, troubleshooting, and workflow-based tasks. 9 Table of Contents Learner-Facing Use Cases Educational institutions and training organizations can use Kaltura to support teaching, learning, and certification across formal and informal learning environments. ◦ Key learner-facing use cases include: ▪ Teaching and instruction , delivering lectures, tutorials, and interactive learning experiences through video and rich media, supported by conversational agents that assist learners with explanations, practice, and assessment. These capabilities are designed to provide consistent, on-demand support, improve learner engagement, and enhance comprehension across diverse learning styles and contexts; and ▪ Training and certification , supporting professional education, continuing education, and credentialing programs with structured content, assessments, and guided conversational support. AI-assisted and conversational capabilities are designed to help organizations scale learning programs more efficiently, support larger learner populations without proportional increases in instructional resources, and improve learner engagement, completion, and certification outcomes. Audience-Facing Use Cases Media companies, telecommunications providers, and content owners can use Kaltura to deliver large-scale entertainment and monetization experiences to consumer audiences. ◦ Key audience-facing use cases include: ▪ Entertainment and streaming , powering live and on-demand television and streaming services across devices using cloud TV platforms and streaming applications; and ▪ Content monetization, supporting subscription, transactional, and advertising-based business models through scalable content management, personalization, analytics, and monetization capabilities. Cross-Cutting Value Across Use Cases Across all use cases, organizations leverage Kaltura’s platform to: ▪ create and personalize video and rich media content efficiently using AI-assisted and AI-generated tools; ▪ deliver engaging, interactive, and conversational experiences tailored to different users, roles, and contexts; and ▪ improve measurable outcomes while reducing operational complexity and cost. Key Market Trends The nature of digital engagement and media-driven experiences continues to evolve. We believe several key trends are shaping how organizations create, manage, and deliver video and other forms of rich media across customer-facing, employee-facing, learner-facing, and audience-facing use cases. • Continued Expansion of Video and Rich Media Across Mission-Critical Enterprise Workflows: Video and rich media have become foundational elements of digital engagement across enterprises, educational institutions, and media organizations. Organizations increasingly rely on video and other rich media to support mission-critical marketing, sales, communications, learning, training, and entertainment use cases. As these use cases expand, organizations are producing and consuming significantly greater volumes of content across more formats, channels, audiences, and devices. We believe this continued expansion increases the importance of centralized, enterprise-grade platforms that can securely manage rich media assets, integrate deeply into business workflows and systems, and deliver consistent experiences across multiple touchpoints. 10 Table of Contents • Rising Demand for Cost-Effective Content Creation and Personalization at Scale: Organizations face increasing pressure to deliver more relevant, personalized, and timely digital experiences while controlling costs and operational complexity. Traditional content production methods are often labor-intensive, time-consuming, and expensive, making large-scale personalization difficult to sustain. Advances in AI-assisted and AI-generated content creation are enabling organizations to automate and enhance tasks such as video editing, repurposing, localization, accessibility, and personalization. These capabilities allow organizations to produce significantly more content variants and personalized experiences at lower marginal cost. We believe this trend is accelerating demand for platforms that can support hyper-personalized rich media creation at scale while reducing production time, labor, and cost. • Shift from Static Digital Experiences to Conversational and Interactive Engagement: Traditional digital experiences, such as static websites and one-size-fits-all content, are increasingly insufficient to meet user expectations for relevance, responsiveness, and guidance. Users increasingly expect interactive and conversational experiences that adapt dynamically to their needs, context, and intent. We believe conversation automation solutions, including conversational agents and avatar-based interactions enhanced by rich media, represent a structural shift toward more adaptive, outcome-oriented digital experiences. These solutions are designed to guide users through discovery, learning, support, and decision-making processes while enabling organizations to scale personalized interactions efficiently and reduce reliance on manual human intervention. • Growing Importance of First-Party Data, Journey Insight, and Intent Understanding: As privacy regulations evolve and the availability of third-party data declines, organizations are placing greater emphasis on first-party data generated through direct user interactions. Video, rich media, and conversational experiences generate rich engagement signals that can provide insight into user behavior, preferences, and intent. We believe platforms that can capture, analyze, and activate this data across the full user journey enable more effective personalization, content sequencing, orchestration, and decision-making. This trend increases the strategic value of integrated platforms that combine content management, engagement analytics, and journey-level insight across multiple experiences and touchpoints. • Increased Focus on Automation, Efficiency, and Measurable Business Outcomes: Organizations across industries are under pressure to demonstrate clear return on investment from digital initiatives while operating under budget and resource constraints. There is growing demand for solutions that automate workflows, reduce manual effort, and improve operational efficiency across content creation, management, and engagement. AI-driven automation of tasks such as metadata enrichment, accessibility, moderation, localization, publishing, and engagement analysis is increasingly viewed as a way to lower operating costs while improving consistency, scalability, and speed to market. At the same time, organizations are seeking more measurable outcomes from digital experiences, including improved engagement, conversion, learning effectiveness, employee productivity, and monetization. • Increased Focus on Platform Consolidation and Cost Efficiency: Organizations continue to face pressure to reduce operational complexity and manage technology costs while supporting an expanding set of digital engagement use cases. Many enterprises and institutions have accumulated fragmented portfolios of point solutions for content creation, management, delivery, analytics, and engagement, leading to duplicated functionality. We believe this environment is driving increased demand for consolidated, horizontal platforms that can support multiple use cases, audiences, and workflows within a single, integrated architecture. Platforms that unify content creation, management, delivery, automation, and engagement are increasingly viewed as a means to improve efficiency, simplify operations, and reduce costs. • Heightened Emphasis on Security, Compliance, and Responsible AI: As video, rich media, and AI-driven engagement become increasingly embedded in mission-critical workflows, organizations are placing greater emphasis on security, privacy, compliance, and responsible AI practices. This is particularly pronounced in regulated industries and in environments involving sensitive personal, educational, or customer data. The adoption of AI-assisted and conversational technologies has introduced additional considerations related to data governance, model usage, transparency, and control. We believe organizations increasingly seek platforms that can support advanced AI-driven capabilities while operating within enterprise-grade security frameworks, complying with regional and industry-specific regulations, and enabling customer control over data usage and AI behavior. 11 Table of Contents • Continued Evolution of Cloud-Based Media and Streaming Technologies: In the media and telecommunications sector, content delivery continues to shift toward cloud-based, over-the-top (“OTT”) and streaming models. Content owners and service providers seek flexible, cloud-native platforms that support multi-device distribution, personalization, analytics, and diverse monetization models. Advances in AI-assisted metadata generation, content discovery, and personalization are increasingly used to improve viewer engagement and monetization, while cloud-native architectures enable scalability, resilience, and cost efficiency. We believe these trends are collectively driving demand for platforms that unify rich media content creation, management, delivery, and conversational engagement within a single, integrated architecture, supported by automation, analytics, and enterprise-grade security, compliance, and governance. As organizations seek to deliver more personalized, interactive, and outcome-oriented digital experiences at scale, while reducing operational complexity and cost and managing the risks associated with AI adoption, we believe integrated, AI-enabled rich media platforms are becoming increasingly strategic to digital transformation initiatives. Challenges That Organizations Face When Using Video and Rich Media As video and rich media continue to expand as primary channels for communication, engagement, learning, and entertainment, organizations face a growing set of operational, technical, and strategic challenges. At the same time, organizations are under increasing pressure to demonstrate measurable outcomes, improve efficiency, and control costs while adapting to rapidly evolving AI-driven technologies and rising user expectations. We have observed the following challenges frequently encountered by organizations seeking to deploy video, rich media, and conversational digital experiences at scale: • Difficulty Creating and Personalizing Rich Media Content at Scale and at Reasonable Cost: Organizations are expected to produce increasing volumes of rich media content tailored to different users, roles, contexts, and stages of engagement. Traditional content production workflows are often labor-intensive, costly, and slow, making large-scale personalization difficult to achieve. Without AI-assisted and AI-generated capabilities for content creation, repurposing, localization, accessibility, and editing, organizations may struggle to keep pace with demand for personalized and context-aware experiences. As expectations shift toward hyper-personalized interactions across customer, employee, learner, and audience journeys, the cost and complexity of manual production methods become increasingly prohibitive. • Fragmented Content Management and Operational Complexity: Many organizations rely on multiple, disconnected tools to create, store, distribute, and analyze video and rich media content. This fragmentation can result in content silos, inconsistent governance, redundant workflows, limited content reuse, and fragmented analytics. Managing permissions, compliance, accessibility, localization, and lifecycle processes across disparate systems increases operational burden and cost, while limiting the organization’s ability to gain a unified view of content performance and user engagement. As content volumes, formats, and distribution channels grow, these challenges become more acute. • Limited Ability to Deliver Contextual, Conversational, and Outcome-Oriented Experiences: Many digital experiences remain static and one-size-fits-all, offering limited interactivity and personalization. As user expectations evolve, organizations increasingly seek experiences that adapt dynamically, respond to intent, and guide users toward specific outcomes. Without integrated conversation automation and agentic engagement capabilities, organizations may be unable to scale personalized interactions effectively. As a result, they often rely on manual human intervention or static content that does not adjust to individual needs, limiting engagement, efficiency, and effectiveness. • Insufficient Insight into User Behavior, Intent, and Journey Progression: Organizations often lack the ability to understand how users engage with content across multiple touchpoints and over time. Fragmented systems and limited analytics can prevent organizations from capturing meaningful first-party data and translating engagement signals into actionable insight. Without a clear understanding of user behavior, context, and intent, organizations may struggle to optimize content sequencing, personalize experiences, measure performance, or guide users effectively through complex journeys. 12 Table of Contents • Operational and Compliance Risks in Mission-Critical Environments: Video and rich media are complex data types that introduce security, privacy, compliance, and availability challenges, particularly in regulated industries and large-scale deployments. Organizations must ensure secure access, data protection, regional compliance, accessibility, and high availability across all content and experiences. Failure to meet applicable regulatory, contractual, or accessibility requirements may expose organizations to enforcement actions, penalties, fines, or other sanctions. Solutions that are not designed for enterprise-grade governance and resilience can expose organizations to operational risk, increased cost, potential regulatory exposure, and limited adoption, especially as content volumes and engagement complexity grow. • Pressure to Improve Efficiency and Demonstrate Measurable Return on Investment: In a constrained economic environment, organizations are increasingly focused on improving productivity and demonstrating clear return on investment from digital initiatives. Manual workflows, fragmented tools, and limited automation increase operational costs while slowing execution and reducing effectiveness. Organizations are seeking solutions that automate content creation, management, and engagement workflows; reduce reliance on manual processes; and deliver measurable improvements in engagement, conversion, learning outcomes, employee productivity, and monetization. We believe these challenges underscore the need for integrated platforms that can reduce complexity, lower costs, and enable scalable personalization and engagement. Organizations are increasingly seeking solutions that unify rich media creation, management, conversational interaction, and analytics within enterprise-grade governance frameworks, while delivering measurable business outcomes across digital journeys. How Kaltura Addresses Organizations’ Video and Rich Media Challenges Organizations rely on Kaltura to address the operational, technical, and strategic challenges associated with creating, managing, and delivering video and rich media experiences at scale. Our platform is designed to help organizations reduce cost and complexity, increase efficiency, improve personalization and engagement, and achieve measurable business outcomes across customer-facing, employee-facing, learner-facing, and audience-facing use cases. • Cost-Effective Creation and Personalization of Rich Media at Scale: Kaltura enables organizations to create, adapt, and personalize video and rich media content efficiently, including through a combination of AI-assisted and AI-generated capabilities. Our content creation tools automate and enhance workflows such as recording, editing, repurposing, localization, accessibility, and in-video interactivity, including AI-generated quizzes and assessments. These capabilities are designed to reduce reliance on manual production processes, enabling organizations to produce significantly more content variants and personalized experiences without a proportional increase in time, labor, or cost. By supporting scalable personalization across multiple audiences, roles, and contexts, Kaltura helps organizations deliver more relevant experiences while improving return on investment from their content initiatives. • Unified, Enterprise-Grade Rich Media Content Management: Kaltura provides centralized, enterprise-grade management of video and rich media assets through platforms designed to support governance, security, scalability, and deep workflow integration. Our content management systems enable organizations to manage live and on-demand content, users, permissions, metadata, and lifecycle processes across enterprise and media environments. By consolidating content management within a single platform, organizations can reduce fragmentation, eliminate redundant tools, improve reuse of content assets, and gain a unified view of engagement and performance. This approach supports consistent governance and compliance while enabling organizations to operate more efficiently as content volumes and complexity increase. • Automation Through AI-Driven Workflow Agents: Kaltura’s platform increasingly incorporates AI-driven workflow agents designed to automate operational processes across the content lifecycle. These workflow agents assist with tasks such as metadata enrichment, transcription, translation, captioning, dubbing, content moderation and compliance checks, localization, publishing, lifecycle management, and analytics-driven optimization. By automating these workflows within defined governance frameworks, Kaltura helps organizations reduce manual effort, accelerate time to market, improve consistency and accuracy, and lower operational costs. These capabilities are particularly important for organizations seeking to scale content operations while maintaining quality, compliance, and efficiency. 13 Table of Contents • Conversational and Agentic Rich Media Experiences: Kaltura enables organizations to move beyond static, one-size-fits-all digital experiences by delivering interactive, conversational, and increasingly agentic rich media experiences. Through Conversational Rich Media Agents, organizations can engage users through role-based, goal-oriented interactions that incorporate video, audio, text, images, infographics, and other interactive elements. These agents can be deployed with or without visual avatars, embedded alongside individual content assets, or integrated into broader experiences such as content hubs, virtual events, learning environments, and customer-facing applications. AI-driven and agentic capabilities enable these experiences to guide users dynamically, support specific outcomes, and scale personalized interactions more cost-effectively than manual approaches. By enabling hyper-personalized content creation and conversational engagement at scale, these capabilities are designed to help organizations reduce reliance on manual processes, lower operational costs, and improve engagement and conversion outcomes across a range of digital journeys. • Deeper Insight into User Behavior, Context, and Journeys: Kaltura’s platform captures rich first-party data generated through user interactions with video, rich media, and conversational experiences. Our analytics capabilities provide insight into how users engage with content over time, enabling organizations to better understand behavior, preferences, and progression across journeys. By combining engagement data with content management and experience delivery, organizations can optimize content sequencing, personalize interactions, improve targeting, and measure the effectiveness of their digital initiatives. These insights support more informed decision-making across marketing, learning, communications, customer engagement, and media operations. • Enterprise-Grade Security, Compliance, and Reliability: Kaltura’s platform is built to meet the requirements of mission-critical and regulated environments. Our cloud-native architecture supports large-scale deployments with high availability, performance, and resilience, while offering flexible deployment options to address data sovereignty and regulatory requirements. We incorporate robust security controls, privacy protections, accessibility features, and compliance certifications designed to help organizations manage risk while delivering rich media and AI-driven experiences at scale. This enterprise-grade foundation enables customers to adopt advanced AI-assisted and conversational capabilities without compromising security, privacy, or governance. • Measurable Outcomes and Improved Return on Investment: By combining cost-effective content creation, automated workflows, centralized management, conversational engagement, and analytics, Kaltura enables organizations to improve engagement, productivity, and effectiveness across a wide range of use cases. Our platform is designed to help organizations reduce operational complexity and cost while achieving measurable improvements in conversion, learning outcomes, employee enablement, audience engagement, and monetization. We believe Kaltura’s integrated platform addresses the core challenges organizations face as video, rich media, and conversational experiences become central to digital engagement. By unifying creation, management, automation, conversational interaction, and analytics within an enterprise-grade framework, Kaltura enables organizations to deliver more personalized, efficient, and outcome-oriented experiences at scale. Market Recognition of Kaltura Kaltura’s products received multiple awards and industry and customer recognition in recent years, reflecting its continued efforts to foster innovation and customer satisfaction . Enterprise Video and Rich Media Content Creation and Management Systems In 2025, Kaltura was recognized in the Gartner® Market Guide for Video Platform Services. (1) We believe Kaltura’s inclusion reflects its capabilities in scalable video infrastructure and delivery, integration with enterprise workflows, and implementation of artificial intelligence in content creation, management, and engagement. Earlier recognition by Gartner® under this market segment include: In 2024, Kaltura was recognized in Gartner® Competitive Landscape: Video Platform Services. (2). 14 Table of Contents Kaltura was also recognized as a Representative Vendor in the 2020 Gartner® Market Guide for Enterprise Video Content Management. (3) We have been included in Gartner® research reports for Enterprise Video Content Management since 2013, where we were listed as a Leader for 5 consecutive times in the Magic Quadrant for Enterprise Video Content Management report (4) and ranked highest score in all 4 Use Cases in the last-published Critical Capabilities for Enterprise Video Content Management report. (5) Gartner® discontinued publication of this Magic Quadrant for Enterprise Video Content Management report in 2018 and of the correlating Critical Capabilities report in 2019. Also in 2025, Kaltura was named a Leader in the IDC MarketScape: Worldwide AI-Enabled Enterprise Video Platform Vendor Assessment. The IDC MarketScape report provides a quantitative and qualitative assessment of vendors within a specific market, analyzing strategies, capabilities, and success factors. The report evaluated vendors’ abilities to deliver AI-enabled video solutions that support content creation, management, analytics, and engagement across enterprise use cases. In 2025 Kaltura has also been named the Leader in Frost & Sullivan’s Global Enterprise Video Platform Market report, which analyzed market trends, competitive dynamics, and growth opportunities across enterprise video and rich media solutions. The report highlighted the increasing convergence of video, data, and AI, and the growing importance of platforms that support scalable, secure, and integrated digital experiences. Virtual Events, Webinars, and Interactive Learning Experiences In 2025, Kaltura was recognized in the Gartner® Market Guide for Meeting Solutions. (6) We believe Kaltura’s inclusion reflects its capabilities across live video and real time conferencing, virtual events, webinars, virtual classrooms, and meeting experiences designed to support employee communications, learning, and engagement. Earlier recognition by Gartner® under this market segment include: In 2024, Kaltura was recognized in Gartner® 2024 Magic Quadrant for Event Technology Platforms (7) and Gartner® 2024 Critical Capabilities for Event Technology Platforms. (8) In 2023, Kaltura was recognized in Gartner® 2023 Market Guide for Event Technology Platforms, (9) the 2023 Gartner® Market Guide for Meeting Solutions, (10) and the Gartner® Market Finder and Use Case Guide for Meetings and Virtual Events. (11) In 2021, Kaltura was recognized as a Visionary in the 2021 Gartner® Magic Quadrant™ for Meeting Solutions, (12) and we ranked 4th in the ‘External Presentation’ (4.44/5) Use Case, and 5th in the ‘Learning and Training’ (4.32/5), and ‘Webinar’ (4.16/5) Use Cases in the Gartner® 2021 Critical Capabilities for Meeting Solutions Report. (13) At the very beginning of 2026, Kaltura was identified as a Notable Vendor in Forrester’s The Virtual Event Management Platforms Landscape, Q1 2026, which Kaltura believes reflects its capabilities in supporting virtual and hybrid events, webinars, and interactive experiences for marketing, learning, and communications use cases. Earlier recognition by Forrester under this market segment include: • We were recognized as a Contender in The Forrester Wave™: B2B Event Management Technology, Q1 2023. • We were recognized as a Notable Vendor in Forrester’s The B2B Event Management Technology Landscape, Q4 2022. • We were also cited as a Strong Performer in The Forrester Wave™: B2B Marketing Events Management Solutions, Q1 2021. IDC has also confirmed that, Kaltura will be included in the 2026 IDC MarketScape and IDC ProductScape reports on Worldwide Virtual Event Applications. In 2025, Kaltura swept the Eventex Awards with five Gold awards, recognizing its AI-powered event experiences and innovation across virtual and hybrid events. In 2024, Kaltura was named Best Overall Event Management Solution Provider in the MarTech Breakthrough Awards program, recognizing excellence in marketing technology solutions supporting digital engagement and events. In 2024, Kaltura was named Best Virtual / Hybrid Event Platform (Winner) in the Event Technology Awards (US & Canada, 2024), and Best Overall Event Solution Provider, Best Virtual Event Platform (North America) in MarTech Awards. 15 Table of Contents Conversation Automation and Agentic Engagement Solutions In 2025, Kaltura was awarded Best Breakthrough Award for Innovation for its Class Genie agent. Cloud TV Software In 2024, Kaltura was named one of top 5 solutions worldwide in Frost & Sullivan's Radar for Media & Entertainment, highlighting our flexible architecture, modularity and scalability. In 2025, Kaltura TV Genie was named a Streaming Product of the Year at the NAB Show, recognizing innovation in cloud-based television and streaming technology. In 2024, Kaltura Media and Telecom was awarded the ‘FEED Special Recognition in AI’, the magazine’s 2024 Honor List for Kaltura’s new GenAI features for Streaming Services. GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally, and MAGIC QUADRANT and PEER INSIGHTS is a registered trademark of Gartner, Inc. and/or its affiliates and are used herein with permission. All rights reserved. Gartner's Magic Quadrant and Critical Capabilities references are provided for historical purposes only and do not reflect current market recognition. Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose. Gartner Peer Insights content consists of the opinions of individual end users based on their own experiences, and should not be construed as statements of fact, nor do they represent the views of Gartner or its affiliates. Gartner does not endorse any vendor, product or service depicted in this content nor makes any warranties, expressed or implied, with respect to this content, about its accuracy or completeness, including any warranties of merchantability or fitness for a particular purpose. The Gartner content described herein (the “Gartner Content”) represent(s) research opinion or viewpoints published, as part of a syndicated subscription service, by Gartner, Inc. (“Gartner”), and are not representations of fact. Gartner Content speaks as of its original publication date (and not as of the date of this Form 10-K) and the opinions expressed in the Gartner Content are subject to change without notice. Forrester does not endorse any company, product, brand, or service included in its research publications and does not advise any person to select the products or services of any company or brand based on the ratings included in such publications. Information is based on the best available resources. Opinions reflect judgment at the time and are subject to change. For more information, read about Forrester’s objectivity at https://www.forrester.com/about-us/objectivity 1 Gartner® Market Guide for Meeting Solutions, By Christopher Trueman, Lacy Lei, Adam Prese, January 28, 2025. 2 Gartner® Magic Quadrant™ for Event Technology Platforms, Christy Ferguson et al, March 18, 2024 (This research has already archived). 3 Gartner®, Critical Capabilities for Event Technology Platforms, Christy Ferguson et al, March 20, 2024 (This research has already archived). 4 Gartner®, Competitive Landscape: Video Platform Services, Amol Nerlekar, December 18, 2024. 5 Gartner®, Market Guide for Event Technology Platforms, Christy Ferguson et al, June 5, 2023 (This research has already archived). 6 Gartner®, Market Guide for Meeting Solutions, Tapan Upmanyu et al, November 21, 2023 (This research has already archived). 7 Gartner®, Market Finder and Use Case Guide for Meetings and Virtual Events, Christopher Trueman et al, August 16, 2023 (This research has already archived). 8 Gartner®, Magic Quadrant for Meeting Solutions, Mike Fasciani et al, October 7, 2021 (This research has already archived). 9 Gartner®, Critical Capabilities for Meeting Solutions,Tom Eagle et al, October 7, 2021. 10 Gartner®, Market Guide for Enterprise Video Content Management, Stephen Emmott et al, September 28, 2020 (This research has already archived). 11 Gartner®, Magic Quadrant™ for Enterprise Video Content Management, Stephen Emmott et al, November 28, 2018 (This research has already archived ). 12 Gartner®, Critical Capabilities for Enterprise Video Content Management, Stephen Emmott et al,March 29, 2019 (This research has already archived). 13 Gartner®, Market Guide for Video Platform Services, Amol Nerlekar et al, March 19, 2025. 16 Table of Contents Customers and Industries As of December 31, 2025, we served over 800 customers, including many of the world’s leading organizations across a broad range of industries, such as technology, higher education and K–12 education, regulated industries (including banking, government, healthcare, and life sciences), professional and commercial services, and media and telecommunications. We serve 30 of the U.S. Fortune 100, and more than 40% of the US R1 universities. Additionally, our solutions power major global TV initiatives. Most of our customers leverage several Kaltura products for a range of use cases across their organization. Our customers deploy Kaltura to support mission-critical video and rich media use cases across customer-facing, employee-facing, learner-facing, and audience-facing scenarios. Many customers use multiple Kaltura products and capabilities across several organizational functions, increasingly leveraging our platform across content creation, content management, and experience layers to support rich media engagement, personalization, and guided interactions across digital journeys. Over the past several years, the percentage of our customers that utilize at least three Kaltura products has steadily increased to over 60% of total customers in the year ended December 31, 2025. Similarly, a majority of our customers currently rely on Kaltura for multiple use cases. Customer Profile and Geographic Reach Our customers are global, spanning 53 countries, and during the year ended December 31, 2025, our technology reached end users in over 220 countries. For the year ended December 31, 2025, approximately 56% of our revenue was generated from customers in the Americas, 39% from customers in EMEA and 4% from customers in APAC. We have sold our products to customers of all sizes, selling to large global enterprises as well as more recently to small and medium enterprises (“SMEs”). We primarily serve large enterprises and institutions, which represent the substantial majority of our revenue. These customers typically deploy Kaltura across multiple use cases, products, and departments, and often rely on our platform as a core component of their digital engagement, learning, communications, and media infrastructure. Deployments at this scale often involve complex requirements related to security, compliance, integration, scalability, and global availability. In addition, certain of our newer offerings – particularly AI-assisted content creation tools and conversational rich media agents – are designed to support more targeted departmental deployments and self-service adoption models. These offerings may enable us to engage with smaller organizations, teams, or departments within larger enterprises, including through product-led and developer-led adoption motions. While these offerings are currently complementary to our core enterprise business, we believe they may expand our addressable market over time. As of December 31, 2025, our customer base included 290 customers with annualized recurring revenue (“ARR”) greater than $100,000 and 23 customers with ARR greater than $1.0 million. Target Industries and Use Cases Our platform supports a wide range of use cases across customer-facing, employee-facing, learner-facing, and audience-facing scenarios. Customers across industries leverage Kaltura’s rich media content creation, content management, and experience capabilities to improve engagement, efficiency, and measurable outcomes across digital journeys. 17 Table of Contents While many customers initially adopt our solutions for specific use cases, we believe our platform increasingly enables broader and more integrated applications as organizations seek to unify content, engagement, and conversational experiences across functions. • Technology Companies ◦ Technology companies, including cloud service providers, enterprise and consumer software companies, hardware manufacturers, and technology-enabled service providers, use Kaltura to support deep video and rich media integrations, large-scale virtual events, customer and partner engagement, sales enablement, training and certification, and internal communications. These customers often deploy Kaltura across multiple business functions and integrate our platform into complex, data-driven workflows. In addition, technology companies can leverage Kaltura’s API-first platform, software development kits (“SDKs”), and modular product components to embed rich media capabilities directly into their own products and services such as EdTech, MarTech, HRTech, and other vertical software offerings. Increasingly, we believe technology companies can use Kaltura to support richer customer-facing journeys, including account-based marketing experiences, personalized product education, conversational customer care, and AI-assisted enablement workflows, as well as internal use cases such as employee learning, onboarding, and operational support. ◦ We serve over 25% of the top 50 global technology companies. • Higher Education and K-12 Institutions ◦ Universities, colleges, and K–12 school systems use Kaltura to support teaching, learning, training, and certification through virtual classrooms, lecture capture, interactive learning experiences, and learning management system integrations. Our offerings are used in both online and in-person learning environments, as well as for marketing, alumni engagement, and career development. In addition to instructional use cases, educational institutions increasingly rely on Kaltura to support accessibility, inclusivity, and regulatory requirements. Our platform provides AI-assisted and workflow-based capabilities such as captioning, transcription, translation, audio description support, and content management controls that are designed to help institutions address accessibility obligations, including those related to Title II of the Americans with Disabilities Act (“ADA”), across large and diverse content libraries. Educational institutions are also exploring AI-assisted and conversational rich media capabilities to enhance teaching effectiveness, learner engagement, and operational efficiency. These may include teacher-assistive experiences, such as conversational agents that help students navigate course content, review materials, practice concepts, and access personalized guidance, as well as tools that help instructors create, adapt, and personalize content at scale. ◦ We serve more than 40% of US R1 universities . • Regulated Industries ◦ Organizations in regulated industries such as banking, government, healthcare, and life sciences rely on Kaltura to deliver secure, compliant video and rich media experiences across customer engagement, partner enablement, internal communications, learning and development and employee certification use cases. ◦ Our platform is designed to support enterprise-grade security, privacy, accessibility, and compliance requirements, which are critical in these environments. We also support industry-specific solutions, including wealth management, patient education and engagement, compliance-driven training, and partner communications. We believe organizations in regulated industries may increasingly adopt conversational and AI-assisted rich media experiences to support customer onboarding, service interactions, education, and internal workflows, while operating within strict governance and regulatory frameworks. ◦ We serve approximately 14% of the top 50 financial services and insurance institutions, 6 out of the 10 largest pharma and healthcare providers, and various government entities globally (based on market information as of December 31, 2025). 18 Table of Contents • Professional and Commercial Services Organizations ◦ Professional and commercial services organizations, including consulting, manufacturing, retail, real estate, and nonprofit organizations, use Kaltura for internal communications, workforce training, customer engagement, partner enablement, and marketing initiatives. In addition to internal and partner-facing use cases, we believe these organizations can increasingly leverage Kaltura to support external revenue-generating and customer-facing workflows, such as online sales enablement, digital showrooms, real estate listings and virtual tours, personalized buyer journeys, and conversational support experiences across the customer lifecycle. ◦ Our customer base includes three of the Big Four accounting firms and 3 out of the 10 largest Automotive Manufacturers. ◦ Media & Telecom Companies ◦ Media companies, telecommunications operators, and streaming service providers use Kaltura to power large-scale live and on-demand content delivery, cloud TV services, multi-device streaming applications, and advanced monetization models. Our solutions support subscription, transactional, and advertising-based business models and are deployed by leading global media and telecommunications organizations. ◦ Beyond content distribution and monetization, we believe media and telecommunications companies can increasingly leverage Kaltura’s rich media and conversational capabilities to support broader customer-facing and operational use cases, including customer care and self-service support, service education and onboarding, field-force enablement, partner training, and internal communications across large, distributed workforces. These use cases may incorporate conversational agents and rich media experiences to improve efficiency, reduce support costs, and enhance customer and employee engagement. • Cross-Industry Applicability ◦ Across all industries, customers increasingly seek to unify content creation, content management, and experience delivery while incorporating AI-assisted automation and conversational engagement. We believe Kaltura’s platform enables organizations to expand from isolated video use cases toward richer, more personalized, and outcome-oriented digital experiences that span customers, employees, learners, and audiences, while maintaining enterprise-grade security, scalability, and governance. Growth Strategies We intend to drive growth by expanding the breadth of our offerings, evolving our go-to-market approaches, and increasing adoption across both existing and new customers. We believe these strategies are complementary and reflect how organizations are increasingly adopting rich media, AI-assisted, and conversational digital experiences across customer-facing, employee-facing, learner-facing, and audience-facing journeys. • Expand What We Sell: Content Creation, Conversational Engagement, and Journey-Oriented Orchestration: We are expanding the scope of our platform beyond core video delivery toward a broader set of rich media capabilities that span content creation, conversational engagement, and journey-oriented orchestration. We believe AI-assisted and AI-generated content creation, including tools for editing, repurposing, localization, accessibility, personalization, and avatar-based video generation, represent a significant growth opportunity both within our existing customer base and among new customers. These capabilities are designed to help organizations increase content velocity and personalization while reducing production time and cost. In parallel, we are expanding into conversation automation solutions and engagement through our Conversational Rich Media Agents, which are designed to support role-based, goal-oriented interactions across a wide range of use cases, including marketing, sales enablement, customer care, learning, and internal operations. These offerings may be adopted as standalone solutions or integrated with broader platform deployments. We are also evolving our platform toward deeper insight into user journeys, behavior, and intent, enabling organizations to orchestrate more effective, outcome-oriented digital experiences. To help support these capabilities, in March, 2026 we entered into a definitive agreement to acquire PathFactory, a provider of content journey orchestration and engagement analytics solutions. 19 Table of Contents We believe this acquisition, once completed, would strengthen our position in the emerging conversation automation and agentic engagement solutions market and complement our recent acquisition of eSelf AI by adding journey-level orchestration, intent data, analytics, and integrations across additional content types and enterprise systems. The transaction has not yet closed, and there can be no assurance that it will be completed or that the anticipated benefits will be realized.We believe these new offerings may also enable new use cases, address additional industries, and support adoption by a broader range of customer sizes, including departmental buyers and smaller organizations, by offering more modular, cost-effective, and scalable engagement models. • Expand How We Sell: Broader Go-to-Market Motions and Distribution Channels: While our historical growth has been driven primarily by enterprise-led sales, we are expanding our go-to-market approaches to support a wider range of adoption models and customer sizes. We believe certain of our newer offerings, particularly AI-assisted content creation tools and conversational rich media agents, are well suited for more targeted departmental deployments, self-service adoption, and product-led growth (“PLG”) motions. These offerings may enable us to engage smaller organizations, teams, and departments, SMBs and individual groups within larger enterprises, while remaining complementary to our core enterprise business. In addition, we are investing in developer-led growth (“DLG”) initiatives by expanding our APIs, SDKs, and developer tools, including planned offerings such as an Agentic Avatar SDK. These capabilities are designed to enable independent software vendors (“ISVs”), system integrators, partners, and developers to embed Kaltura-powered rich media and conversational interfaces into their own products, workflows, and applications. We also intend to continue expanding our ecosystem of channel partners, including co-sell, resell, OEM, and marketplace relationships. We believe that broader partner distribution, including through cloud marketplaces and digital channels, may increase reach, reduce customer acquisition costs, and accelerate adoption across both enterprise and self-service use cases. • Expand To Whom We Sell: Deepen Existing Relationships and Reach New Customers and Markets: A significant component of our growth strategy remains expanding adoption within our existing customer base. Many customers already deploy Kaltura across multiple products, use cases, and departments, and we believe there are opportunities to increase adoption through upsell and cross-sell of new offerings, including AI-assisted content creation, conversational engagement, and journey-oriented analytics and orchestration. These expansion opportunities span both existing buyers and use cases, as well as new buyers and functions within the same organizations, such as marketing, sales, customer experience, learning and development, and operations. At the same time, we are focused on attracting new customers by offering a broader and more modular set of solutions that can be adopted independently or as part of larger platform deployments.We believe the combination of our established enterprise offerings and newer AI-driven and conversational capabilities enables us to address both our core industries and select adjacent markets, as well as a broader range of customer sizes and adoption patterns. We believe these strategies position us to expand the scope of our offerings, broaden our go-to-market reach, and increase adoption across a wider range of customers, use cases, and industries. By combining enterprise-grade rich media capabilities with AI-assisted content creation, conversational engagement, and journey-oriented orchestration, we believe Kaltura is well positioned to support evolving customer needs while driving long-term, sustainable growth. 20 Table of Contents Product Kaltura’s Digital Experience Platform is a cloud-based platform designed to enable organizations to create, manage, and deliver video and rich media experiences that engage customers, employees, learners, and audiences and support measurable business outcomes. While historically focused on video, the platform has evolved to support a broader range of rich media content and increasingly AI-assisted and agentic experiences, including interactive and conversational interfaces. Our platform is cloud-native, modular, and API-first, and is designed to support live, real-time, and on-demand experiences at scale across enterprise, education, and media use cases. This API-first architecture is designed to support both large-scale enterprise deployments – where deep customization, workflow integration, and governance are required – as well as more targeted product-led, self-service, and developer-led adoption models. Our offerings are organized around three core layers: rich media content creation, rich media content management, and rich media experiences. These layers are designed to operate independently or together, enabling customers to adopt specific capabilities as needed while benefiting from a unified underlying platform. Moreover, Kaltura’s adoption of AI and agentic technologies enables a flywheel effect, where content is generated and managed in support of real-time experiences and conversations, which in turn yields real-time data and insights that are used to generate more content on the fly. Certain AI-driven and avatar-based capabilities described in this section, including agentic avatars, agentic avatars software development kits, and avatar-based video generation features, are not yet commercially available and are expected to be introduced incrementally beginning in 2026. There can be no assurance as to the timing, functionality, adoption, or commercial impact of these capabilities. 21 Table of Contents Rich Media Content Creation Kaltura provides a growing suite of tools designed to enable the efficient creation and generation of video and other rich media content. These capabilities support both traditional production workflows and AI-assisted automation, enabling organizations to increase content velocity, reduce production costs, and deliver more relevant and personalized content at scale while maintaining quality, consistency, and governance. Content creation capabilities include tools for recording, screen capturing, live streaming, editing, and on-demand video production, as well as AI-assisted features designed to automate and enhance content creation workflows. These AI-assisted capabilities, offered through Kaltura AI Content Lab , include intelligent video editing, automated summarization, chaptering, clipping and repurposing of existing content, AI-based in-video quiz and assessment generation, transcription, translation, dubbing, and accessibility enhancements. Together, these capabilities are designed to help organizations efficiently produce multiple content variants, adapt content to different audiences, contexts, and languages, and extend the reach, engagement, and impact of their media libraries. Certain content creation tools may be adopted either as part of broader enterprise deployments or as standalone, self-service, or product-led offerings, enabling adoption by individual teams, departments, and smaller organizations, while remaining integrated with Kaltura’s enterprise-grade platform when deployed at scale. In addition, Kaltura is expanding its content creation offerings to include AI-generated video and avatar-based video creation capabilities. These capabilities are designed to further enhance personalization by enabling organizations to produce customized video content at scale with significantly reduced production time and cost. Certain avatar-based video generation capabilities, including video-on-demand avatar creation, are expected to be introduced in 2026. There can be no assurance as to the timing, adoption, or commercial impact of these capabilities once introduced. We believe Kaltura’s content creation capabilities are differentiated by their ability to combine AI-assisted and AI-generated media creation with enterprise-grade governance, security, and scalability, while remaining accessible through self-service and product-led adoption models. Unlike standalone creation tools, these capabilities are natively integrated with our content management systems and experience layers, enabling organizations to operationalize content creation, personalization, and reuse across workflows and use cases. Rich Media Content Management At the core of Kaltura’s Rich Media Experience Cloud are its content management systems, which are designed to securely manage live and on-demand video and rich media assets across distributed enterprise and media environments. These systems support centralized management of content, users, permissions, metadata, workflows, and analytics, and are built to meet enterprise-grade requirements for security, privacy, compliance, and scalability. Kaltura’s content management capabilities are designed to support not only the storage, organization, and delivery of content, but also deeper insight into how users engage with content over time. As organizations increasingly seek to deliver more contextual, personalized, and outcome-oriented digital experiences, content management systems are evolving to support richer content types, tighter integrations with enterprise data and engagement systems, and more advanced analytics across user journeys. Kaltura’s content management layer increasingly incorporates AI-driven workflow agents designed to automate and optimize operational processes across the content lifecycle. These workflow agents assist with tasks such as content ingestion and enrichment, metadata generation, accessibility services (including transcription, translation, captioning, and dubbing), content moderation and compliance checks, localization, publishing, lifecycle management, and analytics-driven optimization. By automating these workflows within defined policies, permissions, and governance frameworks, workflow agents are designed to help organizations significantly reduce manual effort, save time and operational costs, and improve consistency, accuracy, and speed across large-scale content operations. 22 Table of Contents Rich Media Content Management System (“RMCMS”) Kaltura’s Rich Media Content Management System (“RMCMS”) is designed to manage the full lifecycle of video and rich media content, from ingestion and processing through storage, discovery, distribution, engagement, analytics, and monetization. RMCMS supports live, on-demand, and real-time communication use cases and is built on an API-first architecture with comprehensive SDKs and modular Experience Components. RMCMS provides centralized management of media assets, metadata, users, permissions, access controls, and workflows, and is designed to operate within secure, enterprise-grade environments. Its flexible architecture enables customers to embed video and rich media workflows into learning platforms, content management systems, marketing tools, internal portals, customer-facing applications, and other business systems. RMCMS includes AI-assisted capabilities such as automated transcription, translation, summarization, metadata enrichment, intelligent editing, in-video quiz generation, and enhanced search and discovery. We believe RMCMS is differentiated by its scalability, flexibility, and extensibility, enabling customers to consolidate rich media workflows across multiple use cases and business units on a single platform. TV Content Management System (“TVCMS”) Kaltura’s TV Content Management System (“TVCMS”) is a cloud-based solution designed to power large-scale, over-the-top (“OTT”) and cloud television services. TVCMS supports the management and delivery of live and on-demand television content across a wide range of devices and monetization models, including subscription, transactional, and advertising-based offerings. TVCMS includes capabilities for content aggregation, catalogue management, personalization, analytics, and monetization, and leverages AI-assisted metadata enrichment and recommendation technologies to improve content discovery, localization, and viewer engagement. These capabilities are designed to support high-volume, consumer-facing deployments with carrier-grade reliability and performance. Rich Media Experiences Built on top of Kaltura’s content creation and content management layers is a broad portfolio of rich media experiences designed to engage customers, employees, learners, and audiences across a wide range of use cases. These experiences can be deployed independently or combined to support end-to-end organizational journeys. Rich Media Content Hubs Kaltura’s Rich Media Content Hubs provide secure, customizable interfaces for publishing, sharing, and engaging with video and rich media content. These hubs are designed to support internal communications, learning and development, marketing, customer engagement, and knowledge sharing. Rich Media Content Hubs increasingly support dynamic assembly of personalized landing pages and sites that adapt content selection, layout, and messaging based on viewer context, role, account, or intent signals. We believe these capabilities are particularly well-suited for account-based marketing (“ABM”) use cases. LMS and CMS Rich Media Extensions Kaltura offers deep integrations with leading learning management systems (“LMS”) and content management systems (“CMS”), embedding rich media creation, management, engagement, and analytics directly into existing platforms. These integrations are designed to streamline workflows and enable organizations to deliver interactive, media-rich experiences within familiar environments. Virtual Events, Webinars, and Virtual Classrooms Kaltura’s virtual events, webinars, and virtual classroom solutions support interactive, media-rich experiences ranging from small group sessions to large-scale conferences, marketing events, and educational programs. These offerings include tools for registration, live and on-demand streaming, audience engagement, moderation, analytics, and post-event content reuse. 23 Table of Contents Interactive capabilities embedded within these experiences include real-time and asynchronous chat, Q&A, polling, and collaboration features that enable participants to communicate, ask questions, and engage with presenters and peers around shared content. These interaction components are designed to enhance participation, learning outcomes, and engagement, and to operate natively alongside Kaltura’s video, content management, and analytics capabilities. AI-assisted features are designed to further enhance engagement and operational efficiency, including automated moderation support, content summarization, accessibility services, and post-event follow-up and content reuse. Together, these capabilities are designed to help organizations extend the impact of live interactions and derive ongoing value from event and learning content. Conversational Rich Media Agents Kaltura offers Conversational Rich Media Agents designed to automate and augment interactions across customer-facing, employee-facing, learner-facing, and audience-facing use cases. These agents, which understand and speak over 30 languages, enable role-based, goal-oriented interactions delivered through conversational interfaces that may include visual avatars (photorealistic or animated), audio, images, text-based interactions, and dynamic rich media elements, based also on screen and camera comprehension. Conversational Rich Media Agents can be deployed with avatar-based conversational interfaces (“Kaltura Agentic Avatars”) or without visual avatars using text- and audio-driven conversational experiences (“Kaltura Genies”). Conversational Rich Media Agents may be deployed in several ways depending on customer needs and use cases. They may be deployed as standalone rich media experiences, such as agents designed to support sales development and enablement, account-based marketing engagement, customer education and certification, customer care and support, or internal service workflows. They may also be integrated into broader Kaltura-powered experiences, for example, into our rich media content hubs where agents can recommend, explain, and guide users through relevant content; into virtual events, webinars, and learning environments where agents can support pre-event onboarding, in-session engagement, and post-event follow-up; and into cloud TV and streaming experiences where agents may assist viewers with content discovery, navigation, and contextual information. In addition, Conversational Rich Media Agents may be embedded alongside individual video or rich media assets delivered through Kaltura’s Rich Media Content Management System (“RMCMS”), enabling contextual, conversational interactions that are informed by the specific content being viewed and the user’s role or intent. Kaltura plans to also offer Conversational Rich Media SDKs including Agentic Avatars SDK that enable customers, partners, and developers to build and extend these agents using their own logic, data sources, workflows, and AI models. Certain avatar-based conversational capabilities and related development tools described above are not yet commercially available and are planned to be introduced gradually. There can be no assurance that these capabilities will be launched as planned or achieve market adoption. TV Streaming Applications Kaltura provides multi-platform TV and streaming applications designed to deliver personalized viewing experiences across set-top boxes, smart TVs, and connected devices. These applications support live and on-demand content, advanced navigation and discovery, and multiple monetization models. We believe conversational rich media capabilities may increasingly be incorporated into TV and streaming experiences to support content discovery, navigation, and contextual assistance. For example, conversational agents may help viewers find relevant content, understand programming options, receive recommendations, or access contextual information related to the content being viewed. These capabilities may also support service-related interactions, such as onboarding, feature education, or account assistance, while operating within enterprise-grade performance, scalability, and governance requirements. Differentiation of Kaltura’s Rich Media Experiences We believe Kaltura’s rich media experiences are differentiated by their ability to combine interactive and AI-driven engagement with deep integration into enterprise workflows, centralized content management, and enterprise-grade governance. Unlike point solutions that address isolated use cases, our experience portfolio is designed to operate cohesively across customer, employee, learner, and audience journeys. 24 Table of Contents Technology Our business has been driven by continuous innovation and by anticipating technology trends ahead of other participants in the market. We believe we were among the first organizations to recognize the mission-critical role of video within enterprise workflows, and we have continued to evolve our technology to support increasingly rich, interactive, and AI-enabled digital experiences across organizations. Kaltura’s technology platform supports live broadcast, real-time communications, and on-demand video and rich media, addressing the full lifecycle of media creation, management, delivery, and engagement. In addition to video, our platform supports other digital media types, including audio, images, and documents, enabling organizations to deliver rich media experiences across customer-facing, employee-facing, learner-facing, and audience-facing use cases. Our technology is designed to combine enterprise-grade scalability, security, and governance with extensibility, automation, and AI-driven capabilities that support personalization, efficiency, and outcome-oriented engagement. • API-First Architecture and Modularity: Kaltura’s platform is built on an API-first, cloud-native architecture that enables deep integration, customization, and interoperability across products, workflows, and use cases. Our comprehensive set of application programming interfaces (“APIs”), SDKs, and configurable experience components allow customers and partners to embed video, rich media, and conversational capabilities directly into their applications, systems, and digital environments. This modular architecture enables customers to deploy solutions ranging from targeted departmental use cases to large-scale enterprise-wide implementations, while maintaining a unified data model, governance framework, and analytics layer. It also provides a flexible foundation for incorporating emerging conversational, interactive, and agentic capabilities without disrupting existing deployments. For large enterprise customers, our APIs, SDKs, and modular experience components are a foundational element of complex deployments, enabling integration into mission-critical systems, customization of user experiences, enforcement of enterprise policies, and orchestration across multiple workflows and business units. These capabilities are frequently used in enterprise-led sales motions where customers require deep integration, extensibility, and long-term scalability. • Extensibility & Integrations: Our platform integrates with a broad ecosystem of third-party technologies, including learning management systems, content management systems, marketing and sales platforms, customer relationship management (“CRM”) systems, collaboration tools, identity providers, analytics solutions, and cloud and media infrastructure services. These integrations enable organizations to embed rich media and conversational experiences seamlessly into existing workflows and systems of record. Our extensible architecture is designed to support ongoing expansion through partner-built integrations, developer extensions, and marketplace offerings, while preserving consistent security, compliance, and operational controls. • AI-Assisted and AI-Driven Capabilities: Kaltura’s technology incorporates AI-assisted and AI-driven capabilities designed to automate and enhance workflows across the creation, management, and delivery of video and rich media content. These capabilities support functions such as: ▪ automated transcription, translation, captioning, and dubbing; ▪ intelligent editing, summarization, chaptering, and content repurposing; ▪ metadata enrichment and enhanced search and discovery; ▪ in-video interactivity, including AI-generated quizzes and assessments; ▪ engagement analytics and optimization; and ▪ automation of publishing, moderation, compliance, and lifecycle workflows. These AI-driven features are designed to operate within enterprise-grade governance frameworks and customer-defined policies, enabling organizations to scale personalization and efficiency while maintaining control over data usage, privacy, and compliance. 25 Table of Contents • Multimodal and Conversational AI Capabilities: Kaltura’s platform includes multimodal and conversational AI capabilities designed to support rich, interactive, and increasingly agentic digital experiences. These capabilities have been developed through a combination of internal innovation and strategic acquisitions and support conversational rich media agents, avatar-based interactions, and AI-assisted knowledge and workflow experiences. Our technology includes proprietary systems, models, and services supporting: • Multimodal comprehension, including real-time and streaming automatic speech recognition (“ASR”), vision-language processing (“VLM”) for screen and camera comprehension, and intelligent end-of-speech detection, designed to enable natural, low-latency conversational interactions across audio, video, and visual inputs; • Agentic and orchestration capabilities, including tools for intelligent search, retrieval, ranking, and preprocessing of structured and unstructured data, enabling conversational agents and workflow agents to reference relevant content and information within defined access controls and enterprise policies; and ◦ Multimodal generation, including text-to-speech (“TTS”), real-time audio responses, and avatar-based video generation incorporating facial animation and lip synchronization, designed to support expressive and media-rich conversational experiences. These capabilities are designed to operate in conjunction with leading third-party large language model (“LLM”) providers, including providers such as Google, Anthropic, and NVIDIA. This approach provides flexibility in model selection and avoids reliance on any single LLM provider. Kaltura does not use customer data to train third-party AI models. • Global Infrastructure and Scalability: Kaltura’s cloud-native infrastructure is designed to support large-scale, mission-critical deployments with high availability, performance, and resilience. We leverage a global, multi-content delivery network (“multi-CDN”) architecture to deliver video and rich media experiences reliably to users worldwide. To address data sovereignty, latency, and regulatory requirements, we offer multiple deployment options, including shared and dedicated software-as-a-service (“SaaS”) environments, regional deployments, and managed private or on-premises configurations. This flexibility enables us to serve customers across industries and geographies, including highly regulated environments. • Security, Privacy, and Compliance: Security, privacy, and compliance are foundational elements of our technology platform. We seek to implement encryption at rest and in transit, access controls, tokenization, monitoring, and auditing capabilities designed to protect customer data and content. Our platform supports enterprise-grade authentication, authorization, and identity management and is designed to comply with applicable data protection, accessibility, and security regulations. We maintain industry-recognized certifications and compliance frameworks, including ISO and SOC standards, and support customer requirements for regional data residency and regulatory compliance. • Responsible Data and AI Practices: Our platform primarily relies on first-party data generated through direct user interactions with video, rich media, and conversational experiences. By operating on first-party data, our platform is designed to help organizations address certain requirements under evolving privacy regulations while gaining meaningful insight into engagement and performance. Our approach to AI emphasizes responsible use, transparency, and customer control. We do not use customer data to train third-party AI models, and our AI-assisted capabilities are designed to operate within customer-defined policies and governance frameworks. • Development Practices and Reliability: We believe our technology is differentiated by the combination of: ▪ a unified, API-first and modular architecture; ▪ deep extensibility and integration capabilities; ▪ enterprise-grade scalability, security, and compliance; ▪ AI-assisted automation across content creation, management, and engagement workflows; and 26 Table of Contents ▪ support for a broad range of rich media experiences, including conversational, interactive, and avatar-based use cases. Together, these capabilities enable organizations to deploy and scale rich media and conversational experiences that are increasingly personalized, efficient, and outcome-oriented, while maintaining the governance and reliability required for enterprise and institutional environments. Partner Ecosystem We have established an extensive ecosystem of technology partners, system integrators, value-added resellers, and service providers that extend the capabilities of our platform and support customer adoption across industries and geographies. Our partner ecosystem is designed to enable organizations to integrate Kaltura’s video, rich media, and conversational capabilities into broader technology stacks and business workflows, while maintaining enterprise-grade security, compliance, and performance. Technology and Integration Partners Our technology partners include providers of learning management systems, content management systems, marketing and sales platforms, customer relationship management (“CRM”) systems, collaboration tools, identity and access management solutions, analytics platforms, cloud infrastructure providers, content delivery networks, accessibility services, and artificial intelligence technologies. Through these integrations, customers can combine Kaltura’s video, rich media, and conversational capabilities with existing enterprise systems and data sources, enabling richer and more contextual digital experiences without disrupting established workflows. Our platform is designed to support both pre-built integrations and custom integrations developed by customers or partners using our APIs and SDKs. We also support integration with leading third-party artificial intelligence and large language model (“LLM”) providers, enabling customers and partners to leverage their preferred models and services within defined governance, security, and privacy frameworks. This approach provides flexibility while avoiding dependency on any single AI provider. System Integrators, Agencies, and Service Partners We work with a global network of system integrators, digital agencies, and professional services partners that provide certified implementation, customization, integration, and managed services to joint customers. These partners support complex deployments, vertical-specific solutions, and global rollouts, and in some cases deliver Kaltura-powered solutions as part of broader digital transformation initiatives. Our service partners play an important role in supporting enterprise-scale implementations that require deep integration, regulatory compliance, localization, and long-term operational support. We believe their expertise enhances customer success, accelerates time to value, and enables adoption across diverse industries and geographies. Channel Partners, Marketplaces, and Distribution We engage with value-added resellers (“VARs”), original equipment manufacturers (“OEMs”), and channel partners to extend our reach and address customer needs across regions and market segments. These partners support co-sell, re-sell, and embedded distribution models across our enterprise offerings, as well as newer modular and self-service products. We also distribute certain offerings through third-party cloud marketplaces and digital sales channels. We believe these channels support broader adoption by reducing procurement friction, increasing visibility, and enabling customers to adopt Kaltura capabilities alongside other cloud-native technologies. 27 Table of Contents Developer and Platform Ecosystem As part of our platform strategy, we provide APIs, SDKs, and developer tools that enable customers, independent software vendors (“ISVs”), system integrators, and developers to build, extend, and embed Kaltura-powered capabilities into their own applications and solutions. We plan to offer additional SDKs, including an Agentic Avatar SDK, designed to enable developers and partners to embed avatar-based conversational interfaces into their applications using their own data sources, logic, workflows, and AI models. We believe this developer-led approach may allow Kaltura technology to power a growing number of third-party software products and experiences over time. In addition, we maintain a marketplace that includes pre-built integrations, plugins, and extensions developed by Kaltura and by certified partners. These offerings are designed to accelerate deployment, reduce implementation effort, and enable customers to extend functionality as their needs evolve. Strategic Importance of the Ecosystem We believe our partner ecosystem enhances the value of our platform by increasing flexibility, accelerating innovation, expanding distribution channels, and supporting customer success across a wide range of deployment models. As our platform evolves to include more modular, API-driven, AI-assisted, and conversational capabilities, we expect our ecosystem of partners, integrations, developers, and marketplaces to play an increasingly important role in enabling adoption across customer sizes, industries, and geographies. Competition The markets in which we operate are highly competitive, rapidly evolving, and characterized by ongoing technological change, consolidation, and the entry of new participants. We compete with a wide range of vendors, including large technology companies, established enterprise software providers, media and telecommunications vendors, and emerging companies offering specialized or point solutions. • Enterprise Video and Rich Media Content Creation and Management Systems: We compete in enterprise video and rich media creation/management against large cloud and productivity platforms (Microsoft, AWS, and other major tech ecosystems), enterprise video/media platforms (including Bending Spoons-owned Brightcove and Vimeo), and specialized AI video creation vendors such as avatar-based Synthesia. • Conversation Automation and Agentic Engagement Solutions: We compete with vendors offering conversational interfaces using text, audio, and video, including solutions that incorporate visual avatars. This market is relatively nascent and evolving, and competitors include emerging providers of conversational automation platforms, agentic engagement solutions, and avatar-based interaction technologies. • Virtual Events, Webinars, and Interactive Learning Experiences : We compete with vendors offering meeting solutions, webinar platforms, and event technology platforms used for marketing, communications, training, and education. Competitors in this market include Microsoft, Zoom, ON24, and other providers of virtual meeting, webinar, and event solutions. • Cloud TV Software : We compete with vendors offering content management, streaming, personalization, analytics, and monetization platforms for over-the-top (“OTT”) and cloud television services, such as Comcast, Synamedia, MediaKind, and other cloud TV and streaming platform providers that serve media companies, telecommunications operators, and content owners. Competitive dynamics vary by market segment, customer size, industry, geography, and use case Many of our competitors have greater financial resources, longer operating histories, broader brand recognition, or a more singular focus on specific products or markets, which may allow them to compete more effectively in certain areas. We believe, however, that our ability to address content creation, content management, experience delivery, and conversational engagement through a unified, modular, and enterprise-grade technology foundation positions us competitively across the markets we serve. 28 Table of Contents Competitive Factors We believe the principal competitive factors across the markets in which we operate include, but are not limited to: • breadth, depth, and scalability of products and systems; • ability to support content creation, content management, and experience delivery within a unified solution; • support for live, real-time, and on-demand video and rich media experiences; • ability to support conversational, interactive, and personalized engagement; • extensibility, customization, and ease of integration with existing systems and workflows; • and depth of APIs, SDKs, and developer tools; • enterprise-grade security, privacy, compliance, and reliability; • flexibility of deployment options, including regional and dedicated environments; • data, analytics, and AI-assisted capabilities; • quality of customer support and professional services; • total cost of ownership and time to value; and • brand recognition, reputation, and track record. Competitive Positioning We believe our competitive position is strengthened by our ability to address content creation, content management, experience delivery, and conversational engagement through a single, unified technology foundation. Unlike many point solutions that address only isolated aspects of the content lifecycle or user engagement, we believe our offerings are designed to operate cohesively across multiple use cases, buyer personas, and organizational functions. We believe our platform’s depth of APIs, SDKs, and modular experience components enables large enterprises, partners, and developers to deeply integrate our capabilities into complex workflows, mission-critical systems, and customer- and employee-facing applications. These capabilities support both enterprise-led deployments requiring extensive customization and governance, as well as product-led and developer-led adoption models. We also believe our experience supporting large, global organizations across multiple industries and geographies, including highly regulated environments, differentiates us from competitors that primarily focus on smaller or more standardized deployments. Our track record of delivering complex, mission-critical projects at scale, combined with our global infrastructure, security, compliance, and governance capabilities, positions us to serve organizations with demanding operational, regulatory, and performance requirements. Sales and Marketing We market and sell our offerings primarily to medium and large enterprises across a diverse range of industries, including technology, education, regulated industries, professional and commercial services, and media and telecommunications. While most of our offerings are horizontal and applicable across industries, certain products and solutions are more commonly adopted in specific verticals, such as education, media and telecommunications, financial services, and healthcare. Our offerings support a broad range of customer-facing, employee-facing, learner-facing, and audience-facing use cases. As a result, we engage with multiple buyer personas depending on the use case, including chief information officers (“CIOs”), chief technology officers (“CTOs”), chief marketing officers (“CMOs”), chief revenue officers (“CROs”), chief 29 Table of Contents human resource officers (“CHROs”), heads of learning and development (“L&D”), heads of customer experience (“CX”), and business unit leaders. For developer-focused offerings, including APIs, SDKs, and developer tools, buyers and influencers are typically technical leaders, product teams, and software developers. Go-to-Market Approach Our primary go-to-market strategy is enterprise-focused direct sales. Our account executives and customer success managers cultivate and maintain long-term strategic relationships with customers, often supporting complex, multi-department deployments that span content creation, content management, and experience delivery use cases. We define our “enterprise customers” as customers with more than 5,000 employees and/or customers that pay us more than $60,000 in annualized recurring revenue (“ARR”). We consider subdivisions of the same legal entity, such as divisions of a parent company or separate campuses within a university system, as well as value-added resellers (“VARs”) and the customers they manage, to be a single customer. Enterprise customers represent the substantial majority of our subscription revenue. These customers typically deploy multiple Kaltura products across multiple use cases and organizational functions, and sales cycles often involve complex requirements related to integration, security, compliance, scalability, and long-term platform adoption. Commercial, SMB, and Departmental Adoption In addition to large enterprise customers, we also serve a smaller number of commercial and small and SMB customers. We believe that certain of our newer offerings - particularly AI-assisted content creation tools and conversational rich media agents - are well suited for more targeted departmental deployments and smaller organizations. These offerings may enable adoption by individual teams, departments, or lines of business within larger enterprises, as well as by smaller organizations that do not initially require a full enterprise-wide deployment. While these customers currently represent a smaller portion of our revenue, we believe they may contribute to expansion opportunities over time as deployments grow in scope and complexity. Product-Led, Developer-Led, and Self-Service Motions While our historical growth has been driven primarily by enterprise-led sales, we are increasingly expanding our go-to-market motions to include product-led growth (“PLG”) and developer-led growth (“DLG”) initiatives. Certain of our content creation tools, AI-assisted workflows, and conversational engagement capabilities are designed to be adopted on a standalone or self-service basis. These offerings allow users to begin creating and publishing rich media content, or deploying targeted conversational agents, with limited upfront integration or implementation effort. We believe these entry points may support faster adoption, experimentation, and organic expansion within organizations. We also offer APIs, SDKs, and developer tools that enable customers, partners, independent software vendors (“ISVs”), system integrators (“SIs”), and developers to embed Kaltura’s video, rich media, and conversational capabilities into their own products, applications, and workflows. We believe this developer-led approach can support ecosystem-driven growth, expand the range of supported use cases, and enable Kaltura technology to power third-party software solutions over time. Customer Expansion and Retention Our sales, account management, and customer success teams focus on both new customer acquisition and expansion within our existing customer base. Customer success managers work closely with customers to drive adoption, usage, and satisfaction, and to identify opportunities to expand deployments across additional use cases, departments, and audiences. Many customers initially adopt Kaltura for a specific use case, such as internal communications, learning, or virtual events, and subsequently expand to additional use cases, including marketing, customer engagement, training, content hubs, conversational agents, or media distribution. We believe our unified platform architecture, broad product portfolio, and expanding AI-assisted and conversational capabilities support continued upsell and cross-sell opportunities. 30 Table of Contents Business Development, Channels, and Partnerships We have established strategic partnerships with technology providers, system integrators, value-added resellers, and cloud marketplace operators to extend our reach and address customer needs. These partnerships support co-sell, re-sell, and OEM relationships across our enterprise offerings, as well as newer product-led and developer-led offerings. We continue to expand our channel sales initiatives, including through third-party cloud marketplaces and partner-led delivery models. We believe these channels may support growth across both large enterprise deployments and smaller, self-service or departmental adoption scenarios, while helping to reduce customer acquisition costs and expand geographic reach. Marketing Strategy Our marketing efforts are designed to increase brand awareness, generate sales leads, and support customer expansion. We utilize a combination of thought leadership, participation in industry events, analyst and media engagement, customer references, community initiatives, and company-hosted conferences and regional user groups, such as “Kaltura Connect.” We also leverage digital marketing campaigns, targeted account-based marketing initiatives, content-driven engagement, and free trials for certain products to encourage product adoption and usage. As our product portfolio expands—particularly in AI-assisted content creation and conversational engagement—we expect marketing to play an increasingly important role in supporting self-service adoption, product-led growth, and demand generation across both new and existing customer segments. Intellectual Property, Data Privacy, Security and AI Intellectual Property Intellectual property is an important component of our business, and we seek to protect the proprietary technologies and know-how that we believe are material to our operations and competitive position. We rely on a combination of patent, copyright, trade secret, and trademark laws, as well as contractual protections, including confidentiality agreements, licenses, and intellectual property assignment agreements, to establish and protect our intellectual property rights. As of December 31, 2025, we owned eleven issued U.S. patents and eighteen non-U.S. patents. The issued U.S. patents are expected to expire between 2026 and 2035. We have registered certain of our domain names, trademarks and service marks in the United States and in certain locations outside the United States. As part of our brand protection strategy, we filed trademark registrations in the United States and in some other jurisdictions. As of December 31, 2025, we owned five registered trademarks in the United States and nine registered trademarks in foreign jurisdictions, including the European Union and Brazil, that we consider material to the marketing of our products, including the “Kaltura” name and logo. We generally enter into confidentiality and proprietary rights agreements with our employees, consultants, contractors, and business partners, and we seek to limit access to, and disclosure of, our proprietary information. However, we cannot guarantee that these agreements will not be breached, that unauthorized disclosure will not occur, or that we will be able to effectively enforce our intellectual property rights in all circumstances. Intellectual property laws and protections vary by jurisdiction and may provide only limited protection. Our intellectual property rights may be challenged, invalidated, circumvented, infringed, misappropriated, or otherwise violated. We may be required to bring claims against third parties to protect our intellectual property rights, or third parties may bring claims alleging that we have infringed, misappropriated or violated their intellectual property rights. In each case, we may not succeed in protecting the rights that we use. In addition, competitors may independently develop technologies similar to ours or pursue aggressive patent registration or litigation strategies. Our platform incorporates certain software components licensed under open-source software licenses. These licenses generally grant licensees broad rights to use, modify, and distribute the licensed components, which may limit our ability to protect certain aspects of our proprietary software. We maintain internal governance processes designed to manage open-source usage and compliance; however, there can be no assurance that these measures will be effective in all cases. 31 Table of Contents Data Privacy, Security, and Responsible AI In the course of our operations, we process information that relates to individuals and/or constitutes “personal data,” “personal information,” “personally identifiable information,” or similar terms under applicable data privacy laws (collectively, “Personal Information”), relating to users of our services, including customers, employees, learners, and audiences, as well as our own employees, contractors, and business partners. As a result, we are subject to numerous data protection, privacy, and security laws and regulations across jurisdictions, including regulations governing the collection, use, storage, processing, transfer, and retention of Personal Information Our products are designed to support enterprise-grade security, privacy, and compliance requirements. We seek to implement technical and organizational safeguards, which may include encryption at rest and in transit, access controls, monitoring, logging, and incident response procedures. We endeavor to maintain certifications and compliance programs aligned with recognized standards, including ISO and SOC frameworks, and we support regional data residency and deployment options that are intended to help address customer and regulatory requirements related to data sovereignty. However, there is no guarantee that we will not be subject to regulatory investigations, fines, other regulatory enforcement action and / or claims by data subjects and other parties in relation to personal data. Our AI-assisted, multimodal, and conversational capabilities are designed to operate on customer-authorized data and within customer-controlled environments. We do not use customer data to train third-party artificial intelligence models. Our platform supports integration with multiple third-party large language model (“LLM”) providers, enabling customers to select models and configurations consistent with their own policies, regulatory requirements, and risk tolerance. We do not collect or use biometric identifiers for identification or authentication purposes. Where avatar-based or conversational interfaces are deployed, they function as software-driven representations and interaction mechanisms and are not designed or intended to perform biometric identification. We maintain internal policies and practices intended to support responsible development and use of AI technologies, including principles related to transparency, accountability, security, and customer control. As laws, regulations, and industry standards governing artificial intelligence continue to evolve, we may be required to modify our products, practices, or disclosures, which could increase costs, limit functionality, or affect adoption of certain offerings. The regulatory and legal framework regarding AI technologies is rapidly evolving, and there can be no assurance that we will not be subject to fines, other enforcement action or claims in relation to our development and use of AI technologies. For more information regarding risks related to intellectual property, data privacy, security, and artificial intelligence, see Part I, Item 1A. “Risk Factors—Risks Related to Information Technology, Intellectual Property and Data Privacy and Security". Human Capital Resources As of December 31, 2025, we had 494 employees operating across 20 countries and 5 continents. We operate a globally distributed organization and embrace hybrid and remote work arrangements, which we believe enables us to attract and retain talent across a broad range of geographies and disciplines. Our global footprint supports our ability to serve customers worldwide and to operate across multiple time zones. Talent and Expertise Our success depends on our ability to attract, develop, and retain skilled personnel with expertise in areas including video and rich media technologies, cloud infrastructure, security and compliance, artificial intelligence, multimodal systems, software engineering, product development, enterprise sales, and customer engagement. As our product portfolio has expanded to include AI-assisted content creation, conversational interfaces, and agentic engagement capabilities, we have continued to invest in technical and product talent to support innovation and execution across these areas. 32 Table of Contents Culture and Values We are passionately committed to our founding values of openness, flexibility, and collaboration. We believe these values are integral to delivering innovative and reliable technology solutions and to fostering a culture of accountability, creativity, and continuous improvement. We strive to maintain an inclusive and supportive workplace that emphasizes equality, well-being, and a sense of shared purpose. It is our policy that employment decisions are made without regard to any legally protected characteristic Compensation, Development, and Retention We aim to provide our employees with competitive compensation and benefits designed to support long-term engagement and retention. In addition to competitive base salaries and cash compensation, we maintain equity incentive plans intended to align employee interests with those of our shareholders and to reward long-term contributions. We invest in employee development through training, professional growth opportunities, and leadership development initiatives. We believe these efforts support employee engagement, productivity, and retention, while enabling us to adapt to evolving technologies and market requirements. Labor Relations Our employees are not represented by a labor union or covered by a collective bargaining agreement. We have not experienced any material work stoppages, and we believe our relationships with employees are positive and constructive. Seasonality Historically, we have experienced seasonality in bookings and collections from customers within the education market. This seasonality is driven primarily by school procurement cycles, which typically result in higher sales activity and new academic customers in the second and third quarters of the year, and lower sequential sales and customer growth in other quarters. We also experience increased usage by education customers during periods when school is in session, which can lead to higher cost of revenue during the first and fourth quarters of the year. While we serve customers across a broad range of industries, education-related seasonality represents a significant factor in our business. Additional Information Kaltura, Inc. was incorporated as a Delaware corporation in October 2006. We completed our initial public offering of our common stock in July 2021. Our website is www.kaltura.com. At our Investor Relations website, investors.kaltura.com, we make available free of charge a variety of information for investors, including our annual report on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and any amendments to those reports, as soon as reasonably practicable after we electronically file that material with or furnish it to the SEC. The information found on our website is not part of this or any other report we file with, or furnish to, the SEC. 33 Table of Contents Item 1A. Risk Factors. Our business involves a high degree of risk. You should carefully consider the risks and uncertainties described below, together with all of the other information in this Annual Report on Form 10-K. The occurrence of any of the events described below could harm our business, operating results, financial condition, liquidity, or prospects. In any such event, the market price of our common stock could decline, and you may lose all or part of your investment. Additional risks and uncertainties not presently known to us, or that we currently deem immaterial, may also impair our business. See “Forward-Looking Statements.” Risks Related to Our Business and Industry We may not be able to successfully assess or mitigate the current volatile economic climate and its direct and indirect impact on our business and operations, including our customers and vendors, or to correctly predict the duration and depth of the current instability of the global economy and take the right or sufficient measures to address it, and as a result our business, financial condition, results of operations and prospects would be adversely affected. The nature of our activities and our global presence and operations expose us to global and local macro and micro effects, including the effects of global economic trends such as the current global economic volatility, rising inflation, unpredictable interest rates, price increases, armed conflicts in various regions including the Middle East and Eastern Europe, political changes and their impact on the economic markets, decrease in our customers' spend or available budget that causes decline in demand, up-sales or subscription renewals, and other adverse effects that might have direct or indirect effects on our business and results of operations that are hard to predict, monitor or assess. Such developments have caused and may continue to cause uncertainties and high volatility with respect to our estimated or expected results of operations, may develop differently from our estimations and expectations, and could have an adverse effect on our business, results of operations and financial condition. In addition, the current economic climate has resulted in, among other things, longer sale cycles and increased price driven competition, including through initiation of bid processes, which has adversely affected our ability to retain our existing customers and our ability to generate renewals and up-sales. We expect these trends to continue in the near-term. If we are unable to retain our existing customer base or to obtain new customers at reasonable prices, our revenue could be eroded or might even decline, and as a result our business, financial condition, results of operations and prospects will be adversely affected. Our dependency on existing customers' demand and exposure to change in demand by our customers, including due to reasons not under our control, makes it difficult to evaluate our current business and future prospects and may increase the risk that we will not be successful. Our total revenue for the years ended December 31, 2025 and 2024 was $180.9 million and $178.7 million, respectively, representing an annual growth rate of 1%. You should not rely on the revenue growth of any prior period as an indication of our future performance. As we operate in new and rapidly changing markets, widespread adoption and use of our platform, products and solutions is critical to our future growth and success. We believe our revenue growth will depend on a number of factors, including, among other things, our ability to: • attract new customers and maintain our relationships with, and increase revenue from, our existing customers; • provide excellent customer and end user experiences; • maintain the security and reliability of our platform, products and solutions; • introduce and grow adoption of our offerings in new markets outside the United States; • hire, integrate, train and retain skilled personnel; • adequately expand our sales force and distribution channels; • continually enhance and improve our platform, products and solutions, including the features, integrations and capabilities we offer, and develop or otherwise introduce new products and solutions, and keep pace with the technological developments predominantly around AI-based technologies and use cases; • obtain, maintain, protect and enforce intellectual property protection for our platform and technologies; • expand into new technologies, industries and use cases; 34 Table of Contents • expand and maintain our partner ecosystem; • comply with existing and new applicable laws and regulations, including those related to AI, data privacy and security; • price our offerings effectively and determine appropriate contract terms; • determine the most appropriate investments for our limited resources; • successfully compete against established companies and new market entrants; • increase awareness of our brand on a global basis; and • timely and efficiently adapt to changes in customer demand, trends, global and local macro and micro economic conditions, new technologies or offerings by our competitors or other market disruptions. If we are unable to accomplish any of these objectives, our revenue could be impaired or decline in future periods. Many factors may contribute to declines in our growth rate, including slower market penetration, increased competition, slowing demand for our offerings, a failure by us to capitalize on growth opportunities, the maturation of our business, failure to deliver under our commitments or to satisfy customer expectations, global or regional economic downturns, including as a result of the continuing geopolitical tensions and active armed conflicts, and failure to adapt to such downturns, among others. If our business, operations and financial results decline as a result of any of the factors described above, investors’ perceptions of our business and the market price of our common stock could be adversely affected. In addition, our ability to forecast our future results of operations is subject to a number of uncertainties, including our ability to effectively plan for and model future growth. We have encountered in the past, and may encounter in the future, risks and uncertainties frequently experienced by growing companies in rapidly changing industries that may prevent us from achieving the objectives outlined above. If we fail to achieve the necessary level of efficiency in our organization, or if we are not able to accurately forecast future growth and other changes that might impact our business, such as changes in our existing customers' budgets, our business would be adversely affected. Moreover, if the assumptions that we use to plan our business, such as customer demand for our new AI-driven offerings or applicable growth and decline trends, are incorrect, or change in reaction to changes in our market, or if we are unable to maintain consistent revenue or revenue growth, the market price of our common stock could be volatile, and it may be difficult to achieve and maintain profitability. The loss of one or more of our significant customers, or any other reduction in the amount of revenue we derive from any such customer, would adversely affect our business, financial condition, results of operations and growth prospects. Our future success is dependent on our ability to establish and maintain successful relationships with a diverse set of customers. We currently derive a significant portion of our revenue from a limited number of customers. Our top ten customers in the aggregate accounted for approximately 31.5%, 30.0% and 28.9% of our revenue for the years ended December 31, 2025, 2024 and 2023, respectively. For the years ended December 31, 2025, December 31, 2024 and December 31, 2023 Vodafone accounted for approximately 10.1%, 10.7% and 10.2% of our revenue, respectively. While the identity of the customers may vary from period to period, it is likely that we will continue to derive a significant portion of our revenue from a limited number of customers in the future and, in some cases, the portion of our revenue attributable to individual customers may increase. The loss of one or more significant customers or a reduction in the amount of revenue we derive from any such customer could significantly and adversely affect our business, financial condition, and results of operations. Customers may choose not to renew their subscriptions or may otherwise reduce the breadth of the offerings to which they subscribe for any number of reasons. See “—If our existing customers do not renew their subscriptions, or if they renew on terms that are less economically beneficial to us, it could have an adverse effect on our business, financial condition and results of operations.” We are also subject to the risk that any such customer will experience financial difficulties that prevent them from making payments to us on a timely basis or at all. We have a history of losses and may not be able to achieve or maintain profitability. We have incurred losses in each year since our incorporation in 2006, including net losses of $12.1 million, $31.3 million, and $46.4 million in the years ended December 31, 2025, 2024 and 2023, respectively. As a result, we had an accumulated deficit of $480.9 million as of December 31, 2025. We intend to continue to expend substantial financial and other resources on, among other things: 35 Table of Contents • extending our product leadership by investing in the development of Gen AI based new capabilities, in our API and Developer Tools offerings, in our products for any Enterprise, and in our specialized solutions for the industry verticals we currently address (Education and Media and Telecom), and continuing to develop new products and expand into additional vertical industries; • increasing sales within our existing customer base through increased usage of our platform and the cross-selling of additional products and solutions; • augmenting our current offerings by increasing the breadth of our technology partnerships and exploring potential transactions that may enhance our capabilities or increase the scope of our technology footprint; • continuing to grow our international operations; • repurchases of our common stock, to the extent permitted under Delaware law; • exploring additional organic and inorganic growth paths; and • general administration, including legal, accounting, and other expenses related to our operation as a public company. These efforts may prove more expensive than we currently anticipate, and we may not succeed in increasing our revenue sufficiently, or at all, or managing our business and operations more efficiently to offset these expenses. For example, our investments in AI-based initiatives, including recent acquisitions, may not generate expected revenues if customers delay or underutilize these offerings, which in turn may further impact our ability to achieve profitability In addition, we may not succeed in implementing effective cost-saving measures. For example, in the third quarter of 2025, we effected a cost-reduction and re-organization plan (the “2025 Reorganization Plan”), which included, among other things, downsizing approximately 10% of our workforce and adapting our organizational structure, roles, and responsibilities accordingly. The 2025 Reorganization Plan was focused on realigning our operations to further increase efficiency and productivity, alongside our integration of enhanced AI-based technologies, to align our business strategy in light of uncertainties in the current macro-economic climate and to support our growth and profitability initiatives. We may not be able to fully realize the cost savings, enhanced liquidity and other benefits anticipated from the 2025 Reorganization Plan or similar measures in the future. Moreover, to the extent we are successful in increasing our customer base, we may also incur increased losses because the costs associated with acquiring customers are generally incurred up front, while the subscription revenue is generally recognized ratably over the subscription term. This will be particularly true as we acquire new customers for our Media and Telecom specialized industry solutions, which entail significant non-recurring up-front costs as compared to our other offerings. If our revenue does not increase or if the management of our resources do not sufficiently offset the expected increases in our operating expenses and the effects of the current economic volatility, we will not achieve profitability in future periods and our net losses may increase. Revenue growth may slow or revenue may decline for a number of possible reasons, many of which are beyond our control, including slowing demand for our platform, products or solutions, decline in renewals and higher churn rate, increasing competition, or any of the other factors discussed in this Risk Factors section. Any failure to increase our revenue as we grow our business or to manage our expenditures more effectively could prevent us from achieving profitability at all or on a consistent basis, which would cause our business, financial condition, and results of operations to suffer and the market price of our common stock to decline. The markets for our offerings are new and evolving and may develop more slowly or differently than we expect. Our future success depends on the growth and expansion of these markets and our ability to adapt and respond effectively to evolving market conditions. The markets in which we operate are relatively new and rapidly evolving. Accordingly, it is difficult to predict customer adoption, renewals and demand, the entry of new competitive products, the success of existing competitive products, and the future growth rate, expansion, longevity, and size of the markets for our platform, products, and solutions. The expansion of these new and evolving markets depends on a number of factors, including the cost, performance, and perceived value associated with the technologies that we and others in our industry develop. For example, customers may be slow to implement our new AI offerings, including due to budgetary or compliance constraints. Further if we or other companies in our industry experience security incidents, loss of customer data, or disruptions in delivery or service, the market for these applications as a whole, including the demand for our offerings, may be negatively affected. 36 Table of Contents If video products and solutions such as ours do not continue to achieve market acceptance, or there is a reduction in demand caused by decreased customer acceptance, technological challenges, weakening economic conditions, privacy, data protection and data security concerns, governmental regulation, competing technologies and products, or decreases in information technology spending or otherwise, the market for our offerings might not continue to develop or might develop more slowly than we expect, which could adversely affect our business, financial condition, results of operations and growth prospects. Our results of operations are likely to fluctuate from quarter to quarter and year to year, which could adversely affect the trading price of our common stock. Our results of operations, including our revenue, cost of revenue, gross margin, operating expenses, cash flow, and deferred revenue, have fluctuated from quarter to quarter and year to year in the past and may continue to vary significantly in the future so that period-to-period comparisons of our results of operations may not be meaningful. Accordingly, our financial results in any one quarter should not be relied upon as indicative of future performance. Our quarterly financial results may fluctuate as a result of a variety of factors, many of which are outside of our control, may be difficult to predict, and may not fully reflect the underlying performance of our business. Factors that may cause fluctuations in our quarterly financial results include: • our ability to attract new customers and increase revenue from our existing customers; • the loss of existing customers; • subscription renewals, and the timing and terms of such renewals; • fluctuations in customer usage from period to period, including as a result of seasonality in our customers’ underlying businesses, which create variability in our cost of revenue; • customer satisfaction with our products, solutions, platform capabilities and customer support; • mergers and acquisitions or other factors resulting in the consolidation of our customer base; • mix of our revenue; • our ability to gain new partners and retain existing partners; • fluctuations in stock-based compensation expense; • decisions by potential customers to purchase competing offerings or develop in-house technologies and solutions as alternatives to our offerings; • changes in the spending patterns of our customers; • the amount and timing of operating expenses related to the maintenance and expansion of our business and operations, including investments in research and development, sales and marketing, and general and administrative resources; • our increasing reliance on public cloud infrastructure, which will result in higher variable costs compared to our own data centers; • network outages; • developments or disputes concerning our intellectual property or proprietary rights, our platform, products or solutions, or third-party intellectual property or proprietary rights; • negative publicity about our company, our offerings or our partners, including as a result of actual or perceived breaches of, or failures relating to, privacy, data protection or data security; • the timing of expenses related to the development or acquisition of technologies or businesses and potential future charges for impairment of goodwill from acquired companies; • general economic, industry, and market conditions, such as the current volatile economic climate; 37 Table of Contents • changes in AI-related regulations, privacy and digital resilience or unexpected complexities in launching new AI-driven products; • the impact of political uncertainty or unrest or outbreak or worsening of hostilities or armed conflicts; • changes in our pricing policies or those of our competitors; • fluctuations in the growth rate of the markets that our offerings address; • seasonality in the underlying businesses of our customers, including budgeting cycles, purchasing practices and priorities and usage patterns; • the business strengths or weakness of our customers; • our ability to collect timely or at all on invoices or receivables; • the cost and potential outcomes of future litigation or other disputes; • future accounting pronouncements or changes in our accounting policies; • our overall effective tax rate, including impacts caused by any reorganization in our corporate tax structure and any new legislation or regulatory developments; • our ability to successfully expand our business in the United States and internationally; • fluctuations in the mix of on-premise and SaaS/PaaS deployments; • fluctuations in foreign currency exchange rates; • fluctuations in the geographical mix of our revenue that may impact out gross margin; • the timing and success of new products and solutions introduced by us or our competitors, or any other change in the competitive dynamics of our industry, including consolidation among competitors, customers or partners or technology disruption; • the impact of any changes in the trade policies of the countries in which we operate or do business; and • the impact of any pandemic, epidemic, outbreak of infectious disease or other global health crises on our business, the businesses of our customers and partners and general economic conditions. Historically, we have also experienced seasonality in bookings and collections from customers within the education market, with a pattern of higher sales and new academic customers in the second and third quarters of the year as a result of school procurement periods, resulting in lower sequential sales and customer growth in other quarters of the year. We also experience increased usage by these customers during periods when school is in session, leading to higher cost of revenue during the first and fourth quarters of the year. Because the agreements for certain of our solutions do not limit usage or increase pricing for usage in excess of a specified amount, these additional costs may not result in a corresponding increase in revenue. Operating on public cloud infrastructure and the redundancy in cloud infrastructure to satisfy different local data privacy regimes have increased our variable costs, which may lead to higher overall costs. The impact of one or more of the foregoing or other factors may cause our results of operations to vary significantly. Such fluctuations make forecasting more difficult and could cause us to fail to meet the expectations of investors and securities analysts, which could cause the trading price of our common stock to fall substantially, resulting in the loss of all or part of your investment, and subject us to costly lawsuits, including securities class action suits. Additionally, the rapid growth we have experienced in recent years may have masked the full effects of seasonal factors on our business to date, and as such, these factors may have a greater effect on our results of operations in future periods. We may discover significant deficiencies or material weaknesses in our internal control over financial reporting which, if not remediated, could cause us to fail to timely and accurately report our financial results and result in restatements of our consolidated financial statements, and could cause stockholders to lose confidence in our financial reporting and our stock price to suffer. 38 Table of Contents We are a public reporting company subject to the rules and regulations established from time to time by the SEC and the Nasdaq Stock Market LLC (“Nasdaq”). These rules and regulations require, among other things, that we establish and periodically evaluate procedures with respect to our internal control over financial reporting. Reporting obligations as a public company are likely to place a considerable strain on our financial and management systems, processes and controls, as well as on our personnel. In addition, as a public company, we are required to document and test our internal control over financial reporting pursuant to Section 404 of the Sarbanes-Oxley Act so that our management can certify as to the effectiveness of our internal control over financial reporting. This assessment will need to include disclosure of any material weaknesses identified in our internal control over financial reporting. A material weakness is a deficiency, or combination of deficiencies, in internal control over financial reporting, such that there is a reasonable possibility that a material misstatement of a company’s annual and interim financial statements will not be detected or prevented in a timely manner. As an emerging growth company, our independent registered public accounting firm will not be required to formally attest to the effectiveness of our internal control over financial reporting pursuant to Section 404 until our annual report for any fiscal year following such date that we are no longer an emerging growth company, which is expected to occur on December 31, 2026. We need to continue to dedicate internal resources, engage outside consultants, adopt a detailed work plan to assess and document the adequacy of internal control over financial reporting, continue steps to improve control processes as appropriate, validate through testing whether such controls are functioning as documented, and implement a continuous reporting and improvement process for internal control over financial reporting. Despite our efforts, there is a risk that neither we nor our independent registered public accounting firm, as applicable, will be able to conclude that our internal control over financial reporting is effective as required by Section 404. We previously identified and disclosed a material weakness in our internal control over financial reporting in our Annual Report on Form 10-K for the year ended December 31, 2021. This material weakness has since been remediated, but we may discover additional significant deficiencies or material weaknesses in our internal control over financial reporting in the future, which we may not successfully remediate in a timely manner or at all. Any failure to remediate any significant deficiencies or material weaknesses identified by us or to implement required new or improved controls, or difficulties encountered in their implementation, could cause us to fail to meet our reporting obligations or result in material misstatements in our financial statements. If we identify one or more material weaknesses, it could result in an adverse reaction in the financial markets due to a loss of confidence in the reliability of our financial statements and adversely affect our stock price. If we are not able to keep pace with technological and competitive developments and develop or otherwise introduce new products and solutions and enhancements to our existing offerings, our offerings may become less marketable, less competitive or obsolete, and our business, financial condition and results of operations may be adversely affected. The markets in which we compete are characterized by rapid technological change, frequent introductions of new products, services, features and capabilities, and evolving industry standards and regulatory requirements. Our ability to grow our customer base and increase our revenue will depend in significant part on our ability to develop or otherwise introduce new products and solutions; develop or otherwise introduce new features, integrations, capabilities, and other enhancements to our existing offerings on a timely basis; interoperate across an increasing range of devices, operating systems, and third-party applications; and determine the right focus and prioritization, both in terms of our products roadmap and business focus. The success of any new products or solutions, or enhancements to our existing offerings, will depend on a number of factors including, but not limited to, the timeliness and effectiveness of our research and product development activities and go-to-market strategy, our ability to identify the appropriate technological development paths, our ability to anticipate customer needs and achieve market acceptance, our ability to manage the risks associated with new product releases, the effective management of development and other spending in connection with the product development process, and the availability of other newly developed products and technologies by our competitors and by any other third parties that may introduce disruptive technologies. In addition, in connection with our product development efforts, we may introduce significant changes to our existing products or solutions, or develop or otherwise introduce new and unproven products or solutions, integrate new technologies such as AI models, including technologies with which we have little or no prior development or operating experience. This risk is amplified as we invest more heavily in AI-based technologies that rely on advanced algorithms and third-party large language models, reliance on which could potentially expose us to new, and potentially novel, allegations of trade secret misappropriation or intellectual property disputes. These new products, solutions and updates may not perform as expected, may fail to engage our customer base or other end users of our products, or may otherwise create a lag in adoption of such new products. New products may initially suffer from performance and quality issues that may negatively impact our ability to market and sell such products to new and existing customers or harm our reputation. 39 Table of Contents We have in the past experienced bugs, errors, or other defects or deficiencies in new products and product updates and delays in releasing new products, deployment options, and product enhancements and may have similar experiences in the future. As a result, some of our customers may either defer purchasing our offerings until the next upgrade is released or switch to a competitor if we are not able to keep up with technological developments. To keep pace with technological and competitive developments we have in the past invested, and may in the future invest, in the acquisition of complementary businesses, technologies, services, products, and other assets that expand our offerings. We may make these investments without being certain that they will result in products or enhancements that will be accepted by existing or prospective customers or that will achieve market acceptance or successfully integrate with our existing products. The short- and long-term impact of any major change to our offerings, or the introduction of new products or solutions, is particularly difficult to predict. If new or enhanced offerings fail to engage our customer base or other end users of our products, or do not perform as expected, we may fail to generate sufficient revenue, operating margin, or other value to justify our investments in such products, any of which may adversely affect our reputation and negatively affect our business in the short-term, long-term, or both. If we are unable to successfully enhance our existing offerings to meet evolving customer requirements, increase adoption and use cases of our offerings, develop, or otherwise introduce new products and solutions and quickly resolve security vulnerabilities or other errors or defects, or if our efforts in any of these areas are more expensive or involved than we expect, our business, financial condition, and results of operations would be adversely affected. In addition, under our 2025 Reorganization Plan we have downsized the number of our personnel, including research and development personnel. Although the Reorganization Plans have taken into account what we believe are the necessary size, skills, know-how and experience of our personnel under our development plans, if our assessment was inaccurate or we fail to accurately estimate our future needs, there is a risk that we will be unable to effectively implement our development plans and suffer delays in execution thereunder, and as a consequence our business, financial condition, and results of operations would be adversely affected. We may face risks associated with our use of certain AI and machine learning model technologies and compliance with the evolving regulatory framework around AI development and use. As part of our development roadmap, we are developing, integrating and interfacing certain AI-based solutions, applications and features as part of our future offering. The underlying AI algorithms, digital processing or software, analyze and processes video and audio content, processes, and use of our products by developers, administrators and users, while performing intellectual processes characteristic of intelligent beings, such as deep learning, natural language processing, reasoning, discovering meaning, generalizing, processing, summarizing and representing knowledge, planning, and learning from past experience. The technologies and solutions pursued by us include also generative AI, namely, a type of artificial intelligence technology that can produce various types of content or data, such as text, images, videos, audio, synthetic data or other media, using generative models. Artificial intelligence and machine learning are rapidly evolving fields of study, and bear risks associated with the introduction of new technologies and the lack of learning curve and technology maturity. Thus, the Company cannot assure nor guarantee the accuracy of any output generated therefrom or other results obtained from use thereof. Given the probabilistic nature of machine learning and AI, use of such AI processing and tools may in some situations result in an inaccurate output. If our solutions (including those of our vendors and subcontractors) fail to perform as intended, our business, financial condition, and results of operations would be adversely affected. In addition, although the Company does not retain or use any of its customers' contents or metadata provided or uploaded by them or otherwise generated from their use of the Company's AI tools, nor does the Company use its customers' data or content for the creation of any AI-output for other users of the Company's systems and solutions, the processing of its customers' data may nonetheless result in the creation of residual know how, experience and information, statistical models, and training of deep learning, algorithms, simulations, statistics, predictability and other AI features and capabilities. If we fail to establish processes, policies, rules and contractual frameworks to avoid misuse or unauthorized use of our customers data, or to establish and secure the Company's rights with respect to its own developments, technologies and AI products and tools, or if evolving regulation of AI and machine learning model technologies would develop differently from our standards and policies, and as a consequence we may suffer claims for intellectual property infringement, misuse or abuse, then our business, financial condition, and results of operations would be adversely affected. The regulatory framework around the development and use of machine learning, AI and automated decision making is rapidly evolving, and many federal, state and foreign government bodies and agencies have introduced and/or are currently considering additional laws and regulations. For example, in the United States, the Trump administration has rescinded an executive order relating to the safe and secure development of AI Technologies that was previously implemented by the Biden administration. 40 Table of Contents The Trump administration then issued a new executive order that, among other things, requires certain agencies to develop and submit to the president action plans to “sustain and enhance America’s global AI dominance,” and to specifically review and, if possible, rescind rulemaking taken pursuant to the rescinded Biden executive order. Thus, the Trump administration may continue to rescind other existing federal orders and/or administrative policies relating to AI Technologies or may implement new executive orders and/or other rule making relating to AI Technologies in the future. Any such changes at the federal level could require us to expend significant resources to modify our products, services, or operations to ensure compliance or remain competitive. U.S. legislation related to AI Technologies has also been introduced at the federal level and is advancing at the state level. For example, the California Privacy Protection Agency is currently in the process of finalizing regulations under the California Consumer Privacy Act (“CCPA”) regarding the use of automated decision-making. California also enacted numerous new laws that further regulate use of AI Technologies and provide consumers with additional protections around companies’ use of AI Technologies, such as requiring companies to disclose certain uses of generative AI. Other states have also passed AI-focused legislation, such as Colorado’s Artificial Intelligence Act, which will require developers and deployers of “high-risk” AI systems to implement certain safeguards against algorithmic discrimination, and Utah’s Artificial Intelligence Policy Act, which establishes disclosure requirements and accountability measures for the use of generative AI in certain consumer interactions. Such additional regulations may impact our ability to develop, use, procure and commercialize AI Technologies in the future. In Europe, on August 1, 2024, the EU Artificial Intelligence Act (the “EU AI Act”) entered into force, and establishes a comprehensive, risk-based governance framework for AI in the EU market. The majority of the substantive requirements are expected to apply from August 2, 2026, though this may be subject to change pending ongoing EU legislative developments. The EU AI Act will apply to companies that develop, use and/or provide artificial intelligence in the EU and, in relation to AI developed or deployed by the Company depending on the artificial intelligence use case, includes requirements around transparency, conformity assessments and monitoring, risk assessments, human oversight, security, accuracy, general purpose artificial intelligence and foundation models, with fines for breaches of up to 7% of worldwide annual turnover. In addition, the revised EU Product Liability Directive came into force in December 2024, to be implemented into EU member state national law by December 2026. This Directive extends the EU’s existing strict product liability regime to AI Technologies and AI-enabled products, and facilities civil claims in respect of harm caused by AI. Once fully applicable, the EU AI Act and the EU Product Liability Directive will have a material impact on the way artificial intelligence is regulated in the EU, and together with developing guidance and/or decisions in this area, may affect our use of artificial intelligence and our ability to provide and to improve our services, require additional compliance measures and changes to our operations and processes, result in increased compliance costs and potential increases in civil claims against us. Both in the United States and internationally, AI usage and development are the subject of evolving review by various governmental and regulatory agencies, including the SEC and the FTC, and changes in laws, rules, directives and regulations governing the use of AI may adversely affect the ability of our business to use or rely on AI. Implementation standards and enforcement practices are likely to remain uncertain for the foreseeable future, and we cannot yet determine the impact future laws, regulations, standards, or perception of their requirements may have on our business. Any actual or perceived failure to comply with evolving regulatory frameworks around the development and use of AI could adversely affect our business, operations and financial condition. See “Our expanded use of AI and generative AI technologies, including their incorporation into our offerings, may expose us to increased liability and new regulatory, compliance, and ethical risks” below for further information. If we do not maintain the interoperability of our offerings across devices, operating systems, and third-party applications that we do not control, and if we are not able to maintain and expand our relationships with third-party technology partners to integrate our offerings with their products and solutions, our business, financial condition, and results of operations may be adversely affected. Our success depends in part on our ability to integrate our platform, products, and solutions with a variety of network, hardware, and software platforms, and we need to continuously modify and enhance our offerings to adapt to changes in hardware, software, networking, browser and database technologies. Several of our competitors own, develop, operate, or distribute operating systems, application stores, cloud hosting services and other software applications, and/or have material business relationships with companies that own, develop, operate, or distribute operating systems, application stores, cloud hosting services and other software that our offerings rely on to operate. Moreover, some of our competitors have inherent advantages developing products and services that more tightly integrate with their software and hardware platforms or those of their business partners. 41 Table of Contents Third-party products and services are constantly evolving, and we may not be able to modify our offerings to ensure their compatibility with those of other third parties following development changes. In addition, some of our competitors may be able to disrupt the operations or compatibility of our offerings with their products or services, or exert strong business influence on our ability to, and terms on which we, operate and distribute our offerings. For example, certain of our offerings directly compete with several large technology companies that we rely on to ensure the interoperability of our offerings with their products or services. As our respective products evolve, we expect this level of competition to increase. Should any of our competitors modify their products or standards in a manner that degrades the functionality of our offerings or gives preferential treatment to competitive products or services, whether to enhance their competitive position or for any other reason, or if they deploy encryption, cybersecurity ringfencing protections or other interface limitations, we may not be able to offer the functionality that our customers need or may be offered by such competitor, which would negatively impact our ability to generate revenue and adversely affect our business. Furthermore, any losses or shifts in the market position of the providers of these third-party products and services could require us to identify and develop integrations with new third-party technologies. Such changes could consume substantial resources and may not be effective or timely available. Any expansion into new geographies or verticals may also require us to integrate our offerings with new third-party technologies, products, services and regulatory requirements, and invest in developing new relationships with these providers. If we are unable to respond to changes in a cost-effective manner, our offerings may become less marketable, less competitive, or obsolete, and our business, financial condition and results of operations may be negatively impacted. In addition, a significant percentage of our customers choose to integrate our platform, products, and solutions with certain capabilities of third-party publishers and software providers using application programming interfaces, or APIs. The functionality and popularity of our platform, products and solutions depends, in part, on their ability to integrate with a wide variety of third-party applications and software. Third-party providers of applications may change the features of their applications and software, restrict our access to their applications and software or alter the terms governing use of their applications and access to those applications and software in an adverse manner. Such changes could functionally limit or eliminate our or our customers' ability to use these third-party applications and software in conjunction with our offerings, or may require us to obtain royalty-bearing licenses, which could negatively impact customer demand, our competitive position and adversely affect our business. Further, we have created mobile applications and mobile versions of our offerings to respond to the increasing number of people who access the internet and cloud-based software applications through mobile devices, including smartphones and handheld tablets or laptop computers. If these mobile applications do not perform well, our business may suffer. We are also dependent on third-party application stores that may prevent us from timely updating our offerings, building new features, integrations, capabilities, or other enhancements, or charging for access. Certain of these companies are now, or may in the future become, competitors of ours, and could stop allowing or supporting access to our offerings, could allow access for us only at an unsustainable cost, or could make changes to the terms of access in order to make our offerings less desirable or harder to access, for competitive reasons, which would also have a negative impact on our business. A version of our Rich Media Content Management System and its underlying APIs is licensed to the public under an open source license, which could negatively affect our ability to monetize our offerings and protect our intellectual property rights. We make a version of our Rich Media Content Management System and its underlying APIs, Kaltura Community Edition (“Kaltura CE”), available to the public at no charge under an open source license, the Affero General Public License version 3.0 (“AGPL”). Although Kaltura CE does not include many widely used Kaltura applications, it can be used on a self-hosted basis as a standalone video platform. The AGPL grants licensees broad freedom to view, use, copy, modify and redistribute the source code of Kaltura CE.Anyone can download a free copy of this version of our platform from the internet, and we neither know who all of our AGPL licensees are, nor have visibility into how Kaltura CE is being used by licensees, so our ability to detect violations of the open source license is extremely limited. Additionally, even if we become aware of any violations, open source licenses, including the AGPL, have not been widely interpreted by courts, leading to uncertainty surrounding any ability to enforce such licenses. The AGPL is a “copyleft” license, requiring that any redistribution by licensees of Kaltura CE, or any modifications or adaptations to Kaltura CE, be made pursuant to the AGPL as well. This leads some commercial enterprises to consider AGPL-licensed software to be unsuitable for commercial use. However, the AGPL would not prevent a commercial licensee from taking this open source version of our platform under AGPL and using it solely for internal purposes for free. AGPL also would not prevent a commercial licensee from taking this open source version of our platform under AGPL and using it to compete in our markets by providing it to others for free. 42 Table of Contents It is also possible for competitors to develop their own software based on Kaltura CE. Although under the terms of the AGPL the source code for this software would also need to be made available to the public, such competitive products could reduce the demand for and put pricing pressure on our offerings. We cannot guarantee that we will be able to compete successfully against current and future competitors, some of which may have greater resources than we have, or that competitive pressure or the availability of new open source software will not result in price reductions, reduced operating margins, and loss of market share. Any of the foregoing could harm our business, financial condition, results of operations and cash flows The markets in which we compete are nascent and highly fragmented, and we may not be able to compete successfully against current and future competitors, some of whom have greater financial, technical, and other resources than we do. If we do not compete successfully, our business, financial condition and results of operations could be harmed. The markets in which we compete, including "Enterprise Video and Rich Media Content Creation and Management Systems", "Conversation Automation and Agentic Engagement Solutions", "Virtual Events, Webinars, and Interactive Learning Experiences", and "Cloud TV Software", are evolving rapidly and remain highly fragmented. Many of our current and potential competitors are larger organizations with significantly greater financial, technical, and marketing resources, broader customer bases, and stronger brand recognition than we have. These factors may enable them to compete more aggressively on pricing, invest in more extensive research and development, or bundle additional products and services alongside their video offerings. In addition, new market entrants and continued industry consolidation can further intensify competition, creating fewer but larger competitors with enhanced capabilities. We believe our ability to compete successfully depends on a variety of factors, some of which are beyond our control, including: • Breadth, depth, and scale of products, APIs and developer tools; • Ability to support all types of video interactions, including live, real-time, and on-demand, as well as non-video digital assets; • Ability to cater to numerous use-cases with interoperable products and unified analytics; • Ability to provide engaging, interactive, and personalized experiences; • Ability to innovate quickly; • Ease of customization and integration with other products; • Support of various deployment options (including regional and dedicated environments); • Data capabilities, including advanced analytics and Gen AI; • High-availability and global presence; • Enterprise-grade reliability, security, and scalability; • Quality of service and customer satisfaction; • Total cost of ownership and time to value; • Brand recognition; and • Corporate culture. If we fail to address these competitive pressures or if we cannot keep pace with rapid technological changes, customer demands, or evolving regulatory requirements, our business, financial condition, and results of operations could be materially and adversely affected. We may also be forced to reduce our prices or alter our product strategy in response to competitive pressures, which could negatively impact our margins and growth prospects. Our continued success will depend on our ability to provide differentiated, high-value solutions and to deepen our relationships with customers across diverse industry segments. However, there can be no assurance that we will be able to maintain our current market position or grow our share in these rapidly evolving and competitive markets. Additionally, we compete with home-grown, start-up, and open source technologies across the categories described above. 43 Table of Contents With recent changes in workplace structures and flexible work policies, and the introduction of new technologies and the entrance of new market participants in response to these trends, competition has intensified, and we expect it to continue in the future. Established companies are also developing their own video platforms, products, and solutions within their own core product lines, and may continue to do so in the future. Established companies may also acquire or establish product integration, distribution, or other cooperative relationships with our current competitors. New competitors or alliances among competitors may emerge from time to time and rapidly acquire significant market share due to various factors such as their greater brand name recognition, larger existing user or customer base, consumer preferences for their offerings, a larger or more effective sales organization and greater financial, technical, marketing, and other resources and experience. Furthermore, with the recent increase in large merger and acquisition transactions in the technology industry, which has recently intensified due to the distressed and unstable economic climate, in particular with respect to transactions involving cloud-based technologies, there is a greater likelihood that we will compete with other larger technology companies in the future. Companies resulting from these potential consolidations may create more compelling product offerings and be able to offer more attractive pricing options, making it more difficult for us to compete effectively. Furthermore, if a sole-source technology provider on which we rely is acquired or otherwise experiences a change of control, we may be prevented from using, selling, supporting or having access to such technology. Additionally, we may also consider pursuing a business combination or other strategic transaction with another entity, such as to take advantage of market trends or in response to industry challenges. Alternatively, we could be identified as an acquisition target by one of our existing or potential competitors or other third parties. Such transactions may not be successful, may not achieve the expected results and may impose financial or operational burdens on the Company, which in turn may adversely impact our business, financial condition, results of operations and prospects. In addition, your ownership and voting power may be diluted in connection with an acquisition or other strategic transaction. For more information regarding the possible implications of and risks associated with such transactions, see Part I, Item 1A. “Risk Factors — If we are unable to consummate acquisitions at our desired rate and at acceptable prices, and to enter into other strategic transactions and relationships that support our long-term strategy, our growth rate and the trading price of our common stock could be negatively affected. These transactions and relationships also subject us to certain risks.” and, in addition, “Risk Factors — Your ownership and voting power may be diluted by the issuance of additional shares of our common stock in connection with financings, acquisitions, investments, our equity incentive plans or otherwise.” Potential customers may also prefer to purchase from companies with which they have an existing relationship rather than a new supplier, regardless of product performance or features. Furthermore, we expect that our industry will continue to attract new companies, including smaller emerging companies, which could introduce new offerings. We may also expand into new markets and encounter additional competitors in such markets. These competitive pressures in the markets in which we operate, or our failure to compete effectively, may result in price reductions, fewer customers, reduced revenue, gross profit and gross margins, increased net losses and loss of market share. Any failure to effectively address these factors could significantly and adversely affect our business, financial condition, and results of operations. The failure to effectively develop and expand our marketing and sales capabilities could harm our ability to increase our customer base and achieve broader market acceptance of our offerings. Our ability to increase our customer base and achieve broader market acceptance of our platform, products and solutions will depend to a significant extent on our ability to effectively and efficiently manage and expand our sales and marketing operations. A key factor in our marketing capabilities is qualified sales personnel and sales representatives. Identifying and training such personnel is time-consuming and resource-intensive, and they may not be fully trained and productive for a significant amount of time or thereafter could be found lacking appropriate skills or qualification. We have dedicated and may continue to dedicate significant resources to our marketing programs. Our business will be harmed if our efforts do not generate a correspondingly significant increase in revenue. We will not achieve anticipated revenue growth targets if we are unable to develop and retain talented sales personnel, if our new sales personnel are unable to achieve desired productivity levels in a reasonable period of time, or if our sales and marketing programs are not effective. In addition, because we rely primarily on a direct sales model, our customer acquisition costs are higher than those of organizations that rely primarily on a self-service model, which may limit our ability to cut costs in response to changing economic and competitive conditions. In addition to our direct sales force, we also leverage reseller relationships and marketplace platforms to help market and sell our offerings to customers around the world, particularly in areas in which we have a limited presence. These relationships subject us to certain risks. Our resellers may prioritize selling their own offerings that compete with ours, or one of our competitors may be effective in causing a reseller or potential reseller to favor that competitor’s offerings or otherwise prevent or reduce sales of our offerings. 44 Table of Contents In addition, recruiting and retaining qualified resellers and training them in our technology, offerings and culture, requires significant time and resources, and our efforts may not be successful. If we decide to further develop and expand our indirect sales channels, we must continue to scale and improve our processes and procedures to support these channels, including investing in systems and training. Many resellers may not be willing to invest the time and resources required to train their staff to effectively market and sell our offerings. In addition, though most of our sales are, and have historically been, made through our direct sales organization, certain of our offerings may be purchased directly from our website, which we believe allows us to reduce our cost of customer acquisition, drive additional opportunities to our direct sales team, reach smaller customers, and broaden our target market. This self-service model requires us to incur sales and marketing expenses often prior to generating corresponding revenue. As this operation was launched only recently, we cannot guarantee that this model will succeed in generating revenue in excess of the corresponding sales and marketing expenses, or that it will be effective in helping us achieve our other objectives, any of which would adversely affect our business, financial condition, and results of operations. The sales prices of our offerings may change, which may reduce our revenue and gross profit and adversely affect our financial results. The sales prices for our offerings may be subject to change for a variety of reasons, including competitive pricing pressures, discounts, anticipation of the introduction of new products, promotional programs, general economic conditions, or our marketing, user acquisition and technology costs and, as a result, we anticipate that we will need to change our pricing model from time to time. In the past, we have sometimes adjusted our prices for individual customers in certain situations, and expect to continue to do so in the future. Moreover, demand for our offerings is price-sensitive. Competition continues to increase in the market segments in which we operate, and we expect competition to further increase in the future, in particular as a result of the volatile economic climate, thereby leading to increased pricing pressures. Larger competitors with more diverse offerings may reduce the price of offerings that compete with ours or may bundle them with other offerings and provide for free. Similarly, certain competitors may use marketing strategies that enable them to acquire users more rapidly or at a lower cost than us, or both, and we may be unable to attract new customers or grow and retain our customer base based on our historical pricing. Additionally, currency fluctuations in certain countries and regions may negatively impact actual prices that customers and resellers are willing to pay in those countries and regions. As we develop and introduce new offerings, as well as features, integrations, capabilities, and other enhancements, we may need to, or choose to, revise our pricing. There can be no assurance that we will not be forced to engage in price-cutting initiatives or to increase our marketing and other expenses to attract customers in response to competitive or other pressures. Any decrease in the sales prices for our products, without a corresponding decrease in costs, increase in volume or increase in revenue from our other offerings, would adversely affect our revenue and gross profit. This is particularly true with respect to our Events product and TVCMS solution, which generally entail significantly higher up-front costs compared to our other offerings. We cannot assure you that we will be able to maintain our prices and gross profits at levels that will allow us to achieve and maintain profitability. If we are unable to increase sales of our subscriptions to new customers, expand the offerings to which our existing customers subscribe, or expand the value of our existing customers’ subscriptions, our future revenue and results of operations will be adversely affected. Our success depends on our ability to sell our subscriptions to new customers and to expand within our existing customer base by selling subscriptions for additional offerings to our existing customers and expanding the value of existing customers’ subscriptions, and to do so in a cost-effective manner. Our ability to sell new subscriptions and expand the number and value of existing subscriptions depends on a number of factors, including the prices of our offerings and their functionality, the prices of products offered by our competitors, and the budgets of our customers. We serve customer needs with multiple tiers of subscriptions that differ based on product depth and functionality. We also offer an initial trial period for certain of our offerings. To the extent prospective customers utilize this trial period without becoming, or lead others not to become, paying customers, our expenses may increase as a result of associated hosting costs, and our ability to grow our business may be adversely affected. We also offer an open source version of our Media Services called Kaltura CE. Our open source version is intended to increase the visibility and familiarity of our platform among the developer communities. We invest in developers and developer communities through multiple channels, including the introduction of new open source projects. There is no guarantee that such events will translate into new customers, or that open source users will convert to paying subscribers. If our existing customers do not renew their subscriptions, or if they renew on terms that are less economically beneficial to us, it could have an adverse effect on our business, financial condition, and results of operations. 45 Table of Contents We expect to derive a significant portion of our revenue from renewals of existing subscriptions. Our customers have no contractual obligation to renew their subscriptions after the completion of their subscription term. Subscriptions for most of our offerings are offered on either an annual or multi-year basis. Our subscriptions also generally include committed usage amounts. As a result, we cannot provide assurance that customers will renew their subscriptions for a similar contract period or with the same or greater product depth, number of users, functionality or other terms that are equally or more economically beneficial to us, if they renew at all. Our customers’ renewals may decline or fluctuate as a result of a number of factors, including their satisfaction with our products and our customer support, the frequency and severity of product outages, our product uptime or latency, the pricing of our offering in relation to competing offerings, additional new features, integrations, capabilities or other enhancements that we offer, updates to our products as a result of updates by technology partners, and customers or users no longer having a need for our offerings. Renewal rates have been, and may in the future also be, impacted by general economic conditions or other factors that reduce customers’ spending levels. For example, many educational institutions and other customers in the public sector depend substantially on government funding, and any general decrease, delay, or other change in the availability of such funding could cause current and prospective customers to decide not to renew their subscriptions or to reduce the scope of their subscriptions at the end of the applicable subscription term, any of which could cause us to lose customers and revenue. If our customers do not renew their subscriptions or renew on terms less economically favorable to us, our revenue may decline or grow less quickly than anticipated, which would adversely affect our business, financial condition, and results of operations. We rely on third parties, including third parties outside the United States, for some of our software development, quality assurance, operations, and customer support. We currently depend on various third parties for some of our software development efforts, quality assurance, operations, and customer support services. Specifically, we outsource some of our software development and design, quality assurance, and operations activities to third-party contractors that have employees and consultants located in Europe (including Poland, Czech Republic, Ukraine and Belarus) and other locations. Our dependence on third-party contractors creates a number of risks, in particular, the risk that we may not maintain development quality, control, or effective management with respect to these business operations. In addition, poor relations between the United States and Russia, economic sanctions and export control restrictions imposed by the United States, the European Union (“EU”), the United Kingdom (“UK”) and other countries targeting Russia, Belarus, and the embargoed areas of Ukraine, including as a result of the Russian invasion of Ukraine, and any further escalation of political tensions or economic instability in the area could have an adverse impact on our third-party software development in Ukraine and Belarus. In particular, increased tensions between the United States, the North Atlantic Treaty Organization including the UK and the EU member states and Russia as a result of the invasion of Ukraine by Russia, have increased the threat of armed conflict, cyberwarfare and economic instability that could disrupt or delay the operations of our resources in those countries, disrupt or delay our communications with such resources or the flow of funds to support their operations, or otherwise render our resources unavailable. Moreover, some of our personnel and third party service providers reside in Ukraine and are subject to the impacts of the ongoing war, including risk of injury or death, destruction of infrastructures, lack of electricity, connectivity and basic living conditions, or be subject to Russian occupation. We anticipate that, absent any adverse developments, we will continue to engage with third party service providers and maintain those relationships in order to grow our business for the foreseeable future. If we are unsuccessful in maintaining existing and, where needed, establishing new relationships with third parties, our ability to efficiently operate existing services or develop new services and provide adequate customer support could be impaired or become more expensive, and, as a result, our competitive position or our results of operations could suffer. Currency exchange rate fluctuations affect our results of operations, as reported in our financial statements. We are exposed to foreign exchange rate fluctuations that could materially and adversely impact our financial results. We report our financial results in U.S. dollars, and the majority of our revenue and trade receivables is denominated in U.S. dollars, with the remainder primarily in euros. Euro exchange rate fluctuations may affect the reported revenue and trade receivables amount in U.S. dollars. If the U.S. dollar appreciates against the euro, the value of our euro-denominated revenue and account receivables decreases, negatively impacting our financial results. These fluctuations can also result in foreign exchange gains or losses, affecting our cash flows and financial expenses (income) in our financial statements. In addition, a significant portion of our expenses—including cost of revenue, research and development, sales and marketing, and general and administrative costs for our Israeli operations — is incurred in New Israeli Shekels (“NIS”). 46 Table of Contents An appreciation of the NIS against the U.S. dollar would increase our operating costs, negatively impacting our profitability. Furthermore, if the NIS depreciates, but the inflation rate in Israel rises faster than the depreciation, the cost of our operations in Israel could still increase in U.S. dollar terms. We cannot predict future exchange rate trends, and our ability to hedge against currency fluctuations may be limited. We recognize a significant portion of revenue from subscriptions over the term of the relevant subscription period, and as a result, downturns or upturns in sales are not immediately reflected in full in our results of operations. The majority of our revenues are derived from SaaS and PaaS subscriptions, and we recognize a significant portion of our subscription revenue over the term of the relevant subscription period. As a result, much of the subscription revenue we report each fiscal quarter is the recognition of deferred revenue from subscription contracts entered into during previous fiscal quarters. Consequently, a decline in new or renewed subscriptions in any one fiscal quarter will not be fully or immediately reflected in revenue in that fiscal quarter and will negatively affect our revenue in future fiscal quarters. Accordingly, the effect of significant downturns in new or renewed sales of our subscriptions is not reflected in full in our results of operations until future periods. If we fail to meet contractual commitments under our customer agreements, we could be subject to contractual penalties, litigation, and other liabilities, and could experience an increase in contract terminations or decrease in contract renewals in future periods, which would lower our revenue, increase our costs, and otherwise adversely affect our business, financial condition, and results of operations. Our customer agreements typically contain service-level commitments, indemnification and other liabilities. If we are unable to meet the stated service-level commitments, including failure to meet the uptime and response time requirements under our customer agreements, we may be contractually obligated to provide these customers with service credits or damages, or customers could elect to terminate and receive refunds for prepaid amounts related to unused subscriptions, either of which could significantly affect our revenue in the periods in which the failure occurs and the credits are applied or refunds paid out. In addition, customer terminations or any reduction in renewals resulting from service-level failures could significantly affect both our current and future revenue. In addition, the agreements we enter into with our TV Solution customers typically provide for committed delivery schedules and milestones with which we are required to comply in connection with the deployment of our offerings. The deployment process for our TV Solution offering is often complex, and our ability to comply with our obligations under these agreements depends on a variety of factors both within and outside of our control, including the timely performance of front-end software developers and other third-parties. If we fail to meet our committed delivery schedules and milestones, we could be subject to contractual penalties, including liquidated damages, as well as breach of contract claims, which could result in litigation and cause us to incur additional costs, including in the form of additional damages or settlement payments. Affected customers may also elect to terminate their agreements with us. Furthermore, any service-level failures or failure to meet committed delivery schedules and milestones could also create negative publicity and damage our reputation, which may discourage prospective customers from adopting our offerings. In addition, if we modify the terms of our contractual commitments in future customer agreements in a manner customers perceive to be unfavorable, demand for our offerings could be reduced. The occurrence of these or any of the events discussed above could have a significant adverse effect on our business, financial condition, results of operations and cash flow, as well as our ability to grow our business. We depend on our management team and other key employees, and the loss of one or more of these employees or an inability to attract and retain highly skilled employees could adversely affect our business. Our future success depends, in part, on our ability to continue to attract and retain highly skilled personnel. The loss of the services of any of our key personnel, the inability to attract or retain qualified personnel, or delays in hiring required personnel, particularly in engineering and sales, may seriously and adversely affect our business, financial condition, and results of operations. Although we have entered into employment offer letters with our key personnel, their employment is for no specific duration and constitutes at-will employment. We are also substantially dependent on the continued service of our existing engineering personnel because of the complexity of our products. Our future performance also depends on the continued services and continuing contributions of our senior management team, which includes Ron Yekutiel, our co-founder, Chief Executive Officer and President, to execute on our business plan and to identify and pursue new opportunities and product innovations. The loss of services of our senior management team, particularly our Chief Executive Officer, could significantly delay or prevent the achievement of our development and strategic objectives, which could adversely affect our business, financial condition, and results of operations. 47 Table of Contents Additionally, the industry in which we operate is generally characterized by significant competition for skilled personnel, especially in areas of our business that require expertise with AI and other emerging technologies, as well as high employee attrition. There is a shortage in personnel with the relevant know-how and experience for the development of our platform and products, particularly for DevOps, engineering, research and development, sales, and support positions, and we may not be successful in attracting, integrating, and retaining qualified personnel to fulfill our current and future needs. Many of the companies against which we compete for personnel have greater financial resources, scale and branding than we do, and it may be more difficult for us to attract and retain qualified personnel predominately in Israel, where most of our research and development positions are located, and in New York, where our headquarters is located. These competitors may also actively seek to hire our existing personnel away from us, even if such employee has entered into a non-compete agreement. We may be unable to enforce these agreements under the laws of the jurisdictions in which our employees work. For example, Israeli labor courts have required employers seeking to enforce non-compete undertakings of a former employee to demonstrate that the competitive activities of the former employee will harm one of a limited number of material interests of the employer that have been recognized by the courts, such as the protection of a company’s confidential information or other intellectual property, taking into account, among other things, the employee’s tenure, position, and the degree to which the non-compete undertaking limits the employee’s freedom of occupation. We may not be able to make such a demonstration. Also, to the extent we hire personnel from competitors, we may be subject to allegations that they have been improperly solicited or that they have divulged their former employers’ proprietary or other confidential information or incorporated such information into our products, which could include claims that such former employers therefore own or otherwise have rights to their inventions or other work product developed while employed by us. In addition, in making employment decisions, particularly in the internet and high-technology industries, job candidates often consider the value of the equity they are to receive in connection with their employment. Employees may be more likely to leave us if the shares they own or the shares underlying their equity incentive awards have significantly appreciated or significantly reduced in value. Many of our employees may receive significant proceeds from sales of our equity in the public markets, which may reduce their motivation to continue to work for us and could lead to employee attrition. If we fail to attract new personnel, or fail to retain and motivate our current personnel, our business, financial condition, results of operations and growth prospects could be adversely affected. If we are not able to maintain and enhance awareness of our brand, especially among developers and IT operators, as well as new departments such as marketing, our business, financial condition, and results of operations may be adversely affected. We believe that developing and maintaining widespread awareness of our brand, especially with developers and IT operators, in addition to new departments such as marketing, is critical to achieving widespread acceptance of our platform, products and solutions and attracting new users and customers. Brand promotion activities may not generate user or customer awareness or increase revenue, and even if they do, any increase in revenue may not offset the expenses we incur in building our brand. If we fail to successfully promote and maintain our brand, we may fail to attract and retain users and customers necessary to realize a sufficient return on our brand-building efforts, and may fail to achieve the widespread brand awareness that is critical for broad customer adoption of our offerings. Our corporate culture has contributed to our success, and if we cannot maintain this culture as we grow, we could lose the innovation, creativity, and entrepreneurial spirit we have worked to foster, which could adversely affect our business. We believe that our corporate culture, which is based on openness, flexibility, and collaboration, has been and will continue to be a key contributor to our success. Furthermore, in the current labor market, especially in Israel, we believe corporate culture is a critical element in the hiring and retention of personnel, and is an essential factor for us to successfully attract, hire and retain highly skilled personnel. If we do not continue to maintain our corporate culture as we grow, we may be unable to foster the innovation, creativity, and entrepreneurial spirit we believe we need to support our growth. The growth and expansion of our business and our transition from a private company to a public company may result in changes to our corporate culture, which could adversely affect our business, including our ability to recruit and retain qualified personnel. Our failure to offer high quality customer support would have an adverse effect on our business, reputation, and results of operations. Our customers depend on our customer success managers to resolve issues and realize the full benefits relating to our platform, products, and solutions. 48 Table of Contents If we do not succeed in helping our customers quickly resolve post-deployment issues or provide effective ongoing support and education, our ability to renew subscriptions with, or sell subscriptions for additional offerings to, existing customers, or expand the value of existing customers’ subscriptions, would be adversely affected and our reputation with potential customers could be damaged. In addition, most of our existing customers are large enterprises with complex information technology environments and, as a result, require significant levels of support. If we fail to meet the requirements of these customers, it may be more difficult to grow sales or maintain our relationships with them. Additionally, while growing our base of customer success managers is a key component of our growth strategy, it can take several months to recruit, hire, and train qualified engineering-level customer support employees, and we may not be able to hire such resources fast enough to keep up with demand. To the extent that we are unsuccessful in hiring, training, and retaining adequate support resources, our ability to provide adequate and timely support to our customers, and our customers’ satisfaction with our platform, products, and solutions, will be adversely affected. Any failure by us to provide and maintain high-quality customer support services would have an adverse effect on our business, reputation, and results of operations. We expect our revenue mix to vary over time, which could negatively impact our gross margin and results of operations. We expect our revenue mix to vary over time due to a number of factors. Our gross margins and results of operations could be negatively impacted by changes in revenue mix and costs resulting from any number of factors, including entry into new markets; growth in lower margin markets, such as the markets for our Events product and TV Solution, and the timing and aggregate usage of our solutions by such customers; entry into markets with different pricing and cost structures; increased usage of certain products and solutions that we offer to customers without usage caps; pricing discounts; and increased price competition. Any one of these factors or the cumulative effects of certain of these factors may result in significant fluctuations in our gross margin and results of operations. This variability and unpredictability could result in our failure to meet internal expectations or those of securities analysts or investors for a particular period. If we fail to meet or exceed such expectations for these or any other reasons, the market price of our common stock could decline. The length of our sales cycle can be unpredictable, particularly with respect to sales to large customers, and our sales efforts may require considerable time and expense. Our results of operations may fluctuate, in part, because of the length and variability of the sales cycle of our subscriptions and the difficulty in making short-term adjustments to our operating expenses. Our results of operations depend in part on sales to new large customers and increasing sales to our existing customers, which are primarily large organizations. The length of our sales cycle, from initial contact with a prospective customer to subscribing to one or more of our offerings, can vary substantially from customer to customer for a number of reasons, including deal complexity (particularly for customers that purchase our TV Solutions), certification by new customers or due to new customers' requirements, setup time and our customers’ needs to satisfy their own internal requirements and processes. As a result, it can be difficult to predict exactly when, or even if, we will make a sale to a potential customer, or when and if we can increase sales to our existing customers. As a result, large individual sales have, in some cases, occurred in quarters subsequent to those we anticipated, or have not occurred at all. Because a substantial proportion of our expenses are relatively fixed in the short-term, our results of operations will suffer if revenue falls below our expectations in a particular quarter, which could cause the market price of our common stock to decline. Our international operations and expansion expose us to risk. Our platform, products and solutions address the needs of customers and end users around the world, and we see continued international expansion as a significant opportunity. For the years ended December 31, 2025, 2024 and 2023, we generated approximately 47%, 47% and 48% of our revenue, respectively, from customers outside the United States. Our customers, end users, employees and partners are located in a number of different jurisdictions worldwide, and we expect our operations to become more globally diversified. Our current international operations involve, and future initiatives will also involve, a variety of risks, including: • unexpected changes in practices, tariffs, export quotas, custom duties, trade disputes, tax laws and treaties, particularly due to economic tensions and trade negotiations or other trade restrictions; • potential changes in the foreign affairs and trade policies of the countries in which we operate or do business, including the imposition of significant increases in tariffs on goods imported into the United States and corresponding retaliatory actions by the countries with which the Unites States trades; 49 Table of Contents • different labor regulations, especially in the European Union, where labor laws are generally more advantageous to employees as compared to the United States, including deemed hourly wage and overtime regulations in these locations; • exposure to many evolving stringent and potentially inconsistent laws and regulations relating to privacy, data protection, and information security, particularly in the European Union; • changes in a specific country’s or region’s political or economic conditions, including in connection with the Russian invasion of Ukraine, the armed conflict in the Middle East and Red Sea area involving Israel, Hamas, Hezbollah and the Houthi movement, and political or armed tension in other regions; • risks resulting from changes in currency exchange rates; • challenges inherent to efficiently managing an increased number of employees over large geographic distances, including the need to implement appropriate systems, policies, benefits and compliance programs; • difficulties in maintaining our corporate culture with a dispersed workforce; • risks relating to the implementation of exchange controls, including restrictions promulgated by the United States Department of the Treasury’s Office of Foreign Assets Control (“OFAC”), the Bureau of Industry and Security (BIS) at the United States Department of Commerce, and other similar trade protection regulations and measures in the United States, EU, UK, or in other jurisdictions; • reduced ability to timely collect amounts owed to us by our customers in countries where our recourse may be more limited; • slower than anticipated availability and adoption of cloud infrastructures by international businesses, which would increase our on-premise deployments; • limitations on our ability to reinvest or transfer earnings from operations derived from one country to fund the capital needs of our operations in other countries; • limited or unfavorable—including greater difficulty in enforcing—intellectual property protection; and • exposure to liabilities under anti-corruption and anti-money laundering laws, including the U.S. Foreign Corrupt Practices Act of 1977, as amended, and similar applicable laws and regulations in other jurisdictions. If we are unable to address these difficulties and challenges or other problems encountered in connection with our international operations and expansion, we might incur unanticipated liabilities or we might otherwise suffer harm to our business generally. If we are not successful in sustaining and expanding our international business, we may incur additional losses and our revenue growth could be adversely affected. Our future results depend, in part, on our ability to sustain and expand our penetration of the international markets in which we currently operate and to expand into additional international markets. Our ability to expand internationally will depend upon our ability to deliver functionality and foreign language translations that reflect the needs of the international customers that we target and to successfully navigate the risks inherent in operating a business internationally, as discussed above. While we will need to invest significant resources in such expansion, it is possible that returns on such investments will not be achieved in the near future or at all in these less familiar competitive environments. In addition, we currently leverage reseller relationships to assist with marketing and selling our offerings, particularly in jurisdictions in which we have a limited presence. If we are unable to identify resellers or other partners or negotiate favorable terms, our international growth may be limited or more costly than we anticipate. A portion of our revenue is generated by sales to government entities, which are subject to a number of challenges and risks. Sales to government and semi-government entities are subject to a number of risks. Selling to government entities can be highly competitive, expensive, and time-consuming, often requiring significant upfront time and expense without any assurance that these efforts will generate a sale. Government certification requirements for products like ours may change, thereby restricting our ability to sell into the U.S. federal government, U.S. state governments, or non-U.S. government sectors until we have attained the revised certification. 50 Table of Contents Government demand and payment for our offerings may be affected by public sector budgetary cycles and funding authorizations, with funding reductions or delays adversely affecting public sector demand for our products. Additionally, any actual or perceived privacy, data protection, or data security incident, or even any perceived defect with regard to our practices or measures in these areas, may negatively impact public sector demand for our products. Additionally, we rely on certain partners to provide technical support services to certain of our government entity customers to resolve any issues relating to our products. If our partners do not effectively assist our government entity customers in deploying our products, succeed in helping our government entity customers quickly resolve post-deployment issues, or provide effective ongoing support, our ability to sell additional products to new and existing government entity customers would be adversely affected and our reputation could be damaged. Government entities may have statutory, contractual, or other legal rights to terminate contracts with us for convenience or due to a default, and any such termination may adversely affect our future results of operations. Governments routinely investigate and audit government contractors’ administrative processes, and any unfavorable audit could result in the government refusing to continue buying our subscriptions, a reduction of revenue, or fines or civil or criminal liability if the audit uncovers improper or illegal activities, which could adversely affect our results of operations in a material way. Furthermore, sales to government entities may be subject or become subject to global trade compliance restrictions, that restrict the execution of a transaction even after being awarded a contract, or limit our ability to upsell or renew existing transactions. The imposition of such restrictions may cause costly and lengthy marketing efforts or restrict us from performing under our contracts, including the collection of amounts owed to us, all of which could materially and adversely affect our results of operations. Moreover, if we fail to timely respond to newly imposed restrictions or implement effective control over such sales, such failure could result in fines or civil, administrative or criminal liability which would adversely affect our reputation, business and financial results. If we are unable to consummate acquisitions at our desired rate and at acceptable prices, and to enter into other strategic transactions and relationships that support our long-term strategy, our growth rate and the trading price of our common stock could be negatively affected. These transactions and relationships also subject us to certain risks. As part of our business strategy, we may acquire or make investments in complementary companies, products, or technologies, and enter into other strategic transactions and relationships in the ordinary course. For example, expanding our AI capabilities is a current focus: in 2025, we acquired eSelf AI, a multimodal AI lab developing technology for agentic interactions with live avatars and in March 2026, we signed a definitive agreement to acquire PathFactory, a provider of content journey orchestration and engagement analytics solutions. We may pursue other targeted acquisitions or investments in specialized verticals or AI-centric companies as part of our strategy to enhance our product offerings . Our ability to grow our revenues, earnings, and cash flow depends in part upon our ability to identify and successfully acquire and integrate businesses at acceptable prices, realize anticipated synergies and make appropriate investments that support our long-term strategy. We may not be able to consummate acquisitions at rates similar to the past, which could adversely impact our growth rate and the trading price of our common stock. Promising acquisitions, investments and other strategic transactions are difficult to identify and complete for a number of reasons, including high valuations, competition among prospective buyers, the availability of affordable funding in the capital markets, the need to satisfy applicable closing conditions and obtain applicable antitrust and other regulatory approvals on acceptable terms and cultural and other differences posing significant challenges hindering successful post-merger integration. In addition, competition for acquisitions, investments and other strategic transactions may result in higher purchase prices or other terms less economically favorable to us. Changes in accounting or regulatory requirements or instability in the credit markets or economic climate could also adversely impact our ability to consummate these transactions on acceptable terms or at all. In addition, even if we are able to consummate acquisitions and enter into other strategic transactions and relationships, these transactions and relationships involve a number of financial, accounting, managerial, operational, legal, compliance and other risks and challenges, including the following, any of which could negatively affect our growth rate and the trading price of our common stock, and may have a material adverse effect on our business, financial condition and results of operations: • Any business, technology, product, or solution that we acquire or invest in could under-perform relative to our expectations and the price that we paid or not perform in accordance with our anticipated timetable, including if customers do not adopt related offerings at the rate we project, or we could fail to operate or integrate any such business or deploy any such technology, product, or solution profitably. 51 Table of Contents • We may incur or assume significant debt in connection with our acquisitions and other strategic transactions and relationships, which could also cause a deterioration of our credit ratings, result in increased borrowing costs and interest expense and diminish our future access to the capital markets. • Acquisitions and other strategic transactions and relationships could cause our financial results to differ from our own or the investment community’s expectations in any given period, or over the long-term. • Pre-closing and post-closing earnings charges could adversely impact operating results in any given period, and the impact may be substantially different from period to period. • Acquisitions and other strategic transactions and relationships could create demands on our management, operational resources, and financial and internal control systems that we are unable to effectively address. • We could experience difficulty in integrating personnel, operations and financial and other controls and systems and retaining key employees and customers. • We may be unable to achieve cost savings or other synergies anticipated in connection with an acquisition or other strategic transaction or relationship. • We may assume unknown liabilities, known contingent liabilities that become realized, known liabilities that prove greater than anticipated, internal control deficiencies or exposure to regulatory sanctions resulting from the acquired company’s or investee’s activities and the realization of any of these liabilities or deficiencies may increase our expenses, adversely affect our financial position and/or cause us to fail to meet our public financial reporting obligations. • In connection with acquisitions and other strategic transactions and relationships, we often enter into post-closing financial arrangements such as purchase price adjustments, earn-out obligations, and indemnification obligations, which may have unpredictable financial results. • As a result of our acquisitions, we have recorded significant goodwill and other assets on our balance sheet and if we are not able to realize the value of these assets, or if the fair value of our investments declines, we may be required to incur impairment charges. • We may have interests that diverge from those of our strategic partners and we may not be able to direct the management and operations of the strategic relationship in the manner we believe is most appropriate, exposing us to additional risk. • Investing in or making loans to early-stage companies often entails a high degree of risk, and we may not achieve the strategic, technological, financial or commercial benefits we anticipate; we may lose our investment or fail to recoup our loan; or our investment may be illiquid for a greater-than-expected period of time. Risks Related to Information Technology, Intellectual Property and Data Privacy and Security A real or perceived bug, defect, security vulnerability, error, or other performance failure involving our platform, products or solutions could cause us to lose revenue, damage our reputation, and expose us to liability. We rely on computer systems, hardware, software, technology infrastructure and online sites and networks for both internal and external operations that are critical to our business,including our platform, products and solutions (collectively, “IT Systems”). We own and manage some of these IT Systems but also rely on third parties for a range of IT Systems and related products and services. Our IT Systems, and those of third parties providers we rely on, are inherently complex and, despite testing and quality control, have in the past and may in the future contain bugs, defects, security vulnerabilities, misconfigurations, errors, or other performance failures, especially when first introduced and when upgraded with additional new features and capabilities, or otherwise not perform as intended. Any such bug, defect, security vulnerability, misconfiguration, error, or other performance failure could cause damage to our reputation, loss of customers or revenue, remediation costs, order cancellations, service terminations, and lack of market acceptance of our offerings. As the use of our offerings among new and existing customers expands, particularly to more sensitive, secure, or mission critical uses, we may be subject to increased scrutiny, potential reputational risk, or potential liability should our offerings fail to perform as contemplated in such deployments. We have in the past and may in the future need to issue corrective releases of our software to fix these defects, errors, or performance failures, which could require us to allocate significant research and development and customer 52 Table of Contents support resources to address these problems. Despite our efforts, such corrections may take longer to develop and release than we or our customers anticipate and expect. Any limitation of liability provision contained in an agreement with a customer, user, third-party vendor, service provider, or partner may not be enforceable, adequate or effective as a result of existing or future applicable law or judicial decisions and may not function to limit our liability arising from regulatory enforcement or other specific circumstances. The sale and support of our offerings entail the risk of liability claims, which could be substantial in light of the use of our offerings in enterprise-wide environments. Furthermore, our ability to include such limitation of liability provisions may be limited and such provisions, even if included, could include various exclusions. In addition, our insurance against any such liability may not be adequate to cover a potential claim, and may be subject to exclusions, or subject us to the risk that the insurer will deny coverage as to any future claim or exclude from our coverage such claims in policy renewals, increase our fees or deductibles or impose co-insurance requirements. Any such bugs, defects, security vulnerabilities, misconfigurations, errors, or other performance failures in IT Systems, including as a result of denial of claims by our insurer or the successful assertion of claims by others against us that exceed available insurance coverage, or the occurrence of changes in our insurance policies, including increases or the imposition of large deductible or co-insurance requirements, could have a material adverse effect on our business, including our financial condition, results of operations and reputation. If we or our third-party service providers experience a security breach, data loss or other compromise, including if unauthorized parties obtain access to our customers’ data, our reputation may be harmed, demand for our platform, products and solutions may be reduced, and we may incur significant liabilities. Our IT Systems, and those of third-party providers we rely on, involve the collection, storage, processing, transmission, and other use of data, including certain proprietary, confidential, sensitive, and Personal Information of ours and our customers (collectively, “Confidential Information”). Cyberattacks are expected to accelerate on a global basis in frequency and magnitude as threat actors are becoming increasingly sophisticated in using techniques and tools—including artificial intelligence—that circumvent security controls, evade detection and remove forensic evidence. As a result, we face numerous and evolving cybersecurity risks that threaten the confidentiality, integrity and availability of Confidential Information and our IT Systems, business platform, products and solutions. Additionally, the use of AI, Gen-AI and large language models (“LLMs”), including those of third parties, is expected to pose new or unknown cybersecurity risks and challenges, including increasing data leakage risks. Any security breach, data loss, or other compromise, including those resulting from a cybersecurity attack, social engineering, phishing attack, human or technological error, or any unauthorized access, unauthorized usage (including malfeasance by insiders), malware (including ransomware), malicious code, or misconfigurations, bugs or other vulnerabilities in commercial software that is integrated into our (or our suppliers’ or service providers’) IT Systems, products or services, virus or similar breach or disruption could result in the loss or destruction of or unauthorized access to, or use, alteration, disclosure, or acquisition of, Confidential Information, damage to our reputation, litigation (such as class actions), regulatory investigations and enforcement actions, reputational harm, loss of existing or future customers, imposition of fines, or other liabilities. These attacks may come from diverse threat actors, such as individual hackers, hacktivists, criminal groups, and state-sponsored organizations. For example, ransomware attacks, including those from organized criminal threat actors, nation-states, and nation-state supported actors, are becoming increasingly prevalent and severe, and can lead to significant interruptions in our operations, loss of data and income, reputational loss, diversion of funds, and may result in fines, litigation and unwanted media attention. Extortion payments may alleviate the negative impact of a ransomware attack, but we may be unwilling or unable to make such payments due to, for example, applicable laws or regulations prohibiting payments. If our security measures are breached as a result of third-party action, employee error or negligence, a defect or bug in our offerings or those of our third-party service providers, malfeasance or otherwise and, as a result, someone obtains unauthorized access to any data, including our Confidential Information or that of our customers, or other persons, or any of these types of information is lost, destroyed, or used, altered, disclosed, or acquired without authorization, our reputation may be damaged, our business may suffer, we may be subject to regulatory investigations, and we could incur significant liability, including significant incident response, system restoration or remediation and future compliance costs and penalties or fines under applicable data privacy and security laws and regulations. Even the perception of inadequate security may damage our reputation and negatively impact our ability to win new customers and retain and receive timely payments from existing customers. We experience cyber-attacks and other security incidents of varying degrees from time to time, though none which individually or in the aggregate has led to third parties gaining access to our or our customers data, or to costs or consequences which have materially impacted our operations or business. 53 Table of Contents Moreover, there can be no assurance that our cybersecurity risk management program and processes, including our policies, controls or procedures, effectively protect our IT Systems and Confidential Information. Additionally, there can be no assurance that our cybersecurity measures and tools will not be circumvented or penetrated by attackers or would keep pace with the constantly evolving threats in a timely manner. We are unable to comprehensively apply patches or confirm that measures are in place to mitigate all such vulnerabilities, or that patches will be applied before vulnerabilities are exploited by a threat actor. We could be required to expend significant capital and other resources to protect against and address any data security incident or breach, which may not be covered or fully covered by our insurance and which may involve payments for investigations, forensic analyses, regulatory compliance, breach notification, legal advice, public relations advice, system repair or replacement, data recovery or other services. The successful assertion of one or more large claims against us that exceeds our available insurance coverage, or results in changes to our insurance policies (including premium increases or the imposition of large deductible or co-insurance requirements), could have an adverse effect on our business. In addition, we cannot be sure that our existing insurance coverage will continue to be available on economically reasonable terms or at all or that our insurers will not deny coverage as to any future claim. In addition, we do not directly control content that our customers store or use in our products. If our customers use our products for the transmission or storage of Confidential Information about individuals and our security measures are or are believed to have been breached as a result of third-party action, employee error, malfeasance or otherwise, our reputation could be damaged, our business may suffer, and we could incur significant liability, including related to breach notification and incident response. We engage third-party vendors and service providers to store and otherwise process some of our and our customers’ data, including Confidential Information. Our vendors and service providers, including providers of open source platforms, may also be the targets of cyberattacks, malicious software, phishing schemes, and fraud. Our ability to monitor our vendors and service providers’ data security is limited, and, in any event, third parties may be able to circumvent those security measures, resulting in the unauthorized access to, misuse, acquisition, disclosure, loss, alteration, or destruction of our and our customers’ data, including Confidential Information and other information about individuals. Any such unauthorized access could materially adversely affect our business, operating results, and financial condition. Data security breaches could also expose us to liability under various laws and regulations across jurisdictions and increase the risk of litigation and governmental or regulatory investigation. Due to concerns about data security and integrity, a growing number of legislative and regulatory bodies have adopted breach notification and other requirements in the event that information subject to such laws is accessed by unauthorized persons and additional regulations regarding security of such data are possible. We may need to notify governmental authorities and affected individuals with respect to such incidents. For example, laws in the EU and UK and all 50 U.S. states may require businesses to provide notice to individuals whose Personal Information has been disclosed as a result of a data security breach. Complying with such numerous and complex regulations in the event of a data security breach would be expensive and difficult, and failure to comply with these regulations could subject us to regulatory scrutiny and additional liability. We may also be contractually required to notify customers or other counterparties of a security incident, including a data security breach. Regardless of our contractual protections, any actual or perceived data security breach, or breach of our contractual obligations, could harm our reputation and brand, expose us to potential liability or require us to expend significant resources on data security and in responding to any such actual or perceived breach. Techniques used to sabotage or obtain unauthorized access to systems or networks are constantly evolving and, leveraging more sophisticated techniques and tools (including artificial intelligence) and, in some instances, are not identified until after they have been launched against a target. We and our service providers may be unable to anticipate these techniques, react in a timely manner, or implement adequate preventative and mitigating measures. If we or our cybersecurity solutions providers are unable to efficiently and effectively maintain and upgrade our system safeguards, we may incur unexpected costs and certain of our systems may become more vulnerable to unauthorized access or disruption. Any of the foregoing could have a material adverse effect on our business, including our financial condition, results of operations and reputation. Our expanded use of AI and generative AI technologies, including their incorporation into our offerings, may expose us to increased liability and new regulatory, compliance, and ethical risks. We have launched and recently further enhanced AI-driven offerings, including Work Genie and Class Genie, Agentic Avatars, Publishing Agents and Content Lab, that rely on generative models or other advanced algorithms. 54 Table of Contents The continuous development, maintenance and operation of our AI-driven offerings is expensive and complex, and may involve unforeseen difficulties including material performance problems, undetected defects or errors. These AI tools may inadvertently produce inaccurate, misleading or biased outputs or other discriminatory or unexpected results such as hallucinatory behavior, in each case potentially leading to harm to our reputation, business or customer relationships and to potential claims by customers and other third parties. For example, the underlying model can experience decay (also known as “model drift”) in which its performance and accuracy decreases over time without further human intervention to correct such decay. Our efforts to develop AI-driven offerings could increase our operating costs, and our ability to develop any such offerings may be limited by our access to processing infrastructure or training data, as we do not license data from third parties nor train our models on third parties' or customers' data. Additionally, we may be dependent on third-party providers for processing infrastructure resources such as cloud facilities providers and others, which could increase our operating costs. Nonetheless, the expansion of AI based usage and offering, may create a need for additional data sources for training, which in turn could require us to explore more alternatives and accommodate the risks associated therewith, such as such data source integrity and freedom from third party rights or bias information. Certain of the data that we use in developing our AI solutions is licensed from third parties, and we are dependent upon our ability to obtain necessary data licenses within appropriate time frames and on commercially reasonable terms, and such third parties’ assurances that such data was obtained and provided to us lawfully. Our data suppliers may withhold their data from us in certain circumstances, for example: if there is a competitive reason to do so; if we breach our contract with a supplier; if they are acquired by one of our competitors; or if new laws or case law restrict the use or dissemination of the data they provide. Additionally, we could terminate relationships with our data suppliers if they fail to adhere to our data quality, vendor or other standards. If a substantial number of data suppliers were to withdraw or withhold their data from us, or if we sever ties with our data suppliers based on their inability to meet our standards, our ability to provide products and services to our customers, and our revenue prospects, could be materially adversely impacted. Our AI-driven offerings could generate output that is infringing, and we could be subject to claims or lawsuits, including for infringement of third-party intellectual property rights as a result of the output of such AI offerings. We may also experience difficulties in enforcing the intellectual property rights in output generated by generative AI. The United States Copyright Office has previously denied copyright protection for content generated by AI, and the United States Patent and Trademark Office has similarly stated that an AI tool cannot be an “inventor” of a patent, rendering it impossible to obtain patent protection for inventions created solely by AI. More broadly, whether a work of authorship or an invention developed by humans and AI together can be adequately protected by copyright or patent law is still an unresolved area of law in the U.S. In addition, if we are deemed to not have sufficient rights to the data we use to train our generative AI, we may be subject to litigation by the owners of the content or other materials that comprise such data, similar to the litigation that is currently pending in various U.S. courts against other developers of certain generative AI tools, and in which the outcome of such litigation is uncertain. A number of aspects of intellectual property protection in the field of AI and machine learning are currently under development, and there is uncertainty and ongoing litigation in different jurisdictions as to the degree and extent of protection warranted for AI and machine learning systems and relevant system input and outputs. The law is also uncertain across jurisdictions regarding the copyright ownership of content that is produced in whole or in part by generative AI tools. If we fail to obtain protection for the intellectual property rights concerning our AI offerings or later have our intellectual property rights invalidated or otherwise diminished, our competitors may be able to take advantage of our research and development efforts to develop competing products which could adversely affect our business, reputation and financial condition. Given the long history of development of AI offerings, other parties may also have (or in the future may obtain) patents or other proprietary rights that would prevent, limit, or interfere with our ability to make, use, or sell our own AI offerings. Further, the market for AI-driven offerings is rapidly evolving, and important assumptions about the characteristics of targeted markets, pricing, sales cycles, cost, performance, and perceived value associated with our offerings may be inaccurate. We cannot be sure that the market will continue to grow or that it will grow in ways we anticipate. In addition, market acceptance and consumer perceptions of products and services that incorporate AI is uncertain. Our failure to successfully develop and commercialize our products or services involving AI could negatively impact our stock and finances. 55 Table of Contents Moreover, the regulatory environment around AI is rapidly evolving, with new measures under discussion or adoption in the U.S., EU (including the EU AI Act), UK, and elsewhere. See “Risk Factors – Risks Related to Our Business and Industry”- “We may face risks associated with our use of certain AI and machine learning model technologies and compliance with the evolving regulatory framework around AI development and use”. If our plan to acquire or invest in AI-focused or niche vertical businesses is not successful, our future growth could be limited and our operating results could suffer. In 2025, we acquired eSelf AI, a multimodal AI lab developing technology for agentic interactions with live avatars. We may pursue other targeted acquisitions or investments in specialized verticals or AI-centric companies as part of our strategy to expand our product offerings. These transactions may involve significant costs, management distractions, or integration challenges, including merging complex AI technologies with our existing platform. Furthermore, the expected synergies or revenue opportunities may fail to materialize if customers do not adopt the new solutions at the rate we project. Any failure to successfully integrate acquired teams, realize anticipated operational efficiencies, or obtain sufficient returns on these acquisitions could limit our growth, weaken our financial performance, and harm our competitive position. Incorrect implementation or use of, or our customers’ failure to update, our software could result in customer dissatisfaction and negatively affect our business, financial condition, results of operations and growth prospects. Our platform, products and solutions are often operated in large-scale, complex information technology environments. Our customers require training and experience in the proper use of, and the benefits that can be derived from, our offerings in order to maximize their potential. If users of our offerings do not implement, use, or update them correctly or as intended, actual or perceived inadequate performance and/or security vulnerabilities may result. Because our customers rely on our software to manage a wide range of operations, the incorrect implementation or use of, or our customers’ failure to update, our software, or our failure to train customers on how to use our software productively, may result in customer dissatisfaction and negative publicity, which may adversely affect our reputation and brand. Our failure to effectively provide training and implementation services to our customers could result in lost opportunities for follow-on sales to these customers and decrease subscriptions by new customers, which would adversely affect our business, financial condition, results of operations and growth prospects. Insufficient investment in, or interruptions or performance problems associated with, our technology and infrastructure, including in connection with our ongoing expansion of our use of public cloud infrastructure, and our reliance on technologies from third parties, may adversely affect our business operations and financial results. Customers of our offerings need to be able to access our platform at any time, without interruption or degradation of performance. Commencing in the third quarter of 2020, we accelerated our plans to move from our own data centers to public cloud infrastructure with the goal of providing improved stability, reliability, scalability and elasticity for our offerings. This transition is complex and time-consuming and involves risks inherent in the conversion to a new system, including potential loss of information and disruption to our normal operations. Furthermore, as a result of the application of certain data privacy and security regulations, we have also established a multi-region architecture to adhere to our customers' requirements and applicable domestic laws. We may discover deficiencies in our design, implementation or maintenance of our new cloud-based systems that could adversely affect our business, financial condition, and results of operations. For example, we experienced an initial period of unstable service during the first few months of this transition, causing us to fall below the service-level commitments in our customer agreements. Though service has since stabilized, we cannot guarantee that we will not experience similar instability in the future, including as a result of our multi-region and multi-cloud architecture. Furthermore, we cannot yet know the ultimate impact of this or any similar future event on our customer relationships, and it is possible customers may be less inclined to renew their subscriptions following the expiration of their current terms. In addition, third-party cloud providers run their own platforms that we access, and we are, therefore, vulnerable to their service interruptions and any changes in their product offerings. Any limitation on the capacity of our third-party hosting services could impede our ability to onboard new customers or expand the usage of our existing customers, which could adversely affect our business, financial condition, and results of operations. In addition, any incident affecting our third-party hosting services’ infrastructure that may be caused by cyber-attacks, computer viruses, malware, systems failures or other technical malfunctions, natural disasters, fire, flood, severe storm, earthquake, power loss, telecommunications failures, terrorist or other attacks, protests or riots, and other similar events beyond our control could negatively affect our cloud-based offerings. 56 Table of Contents It is also possible that our customers and regulators would seek to hold us accountable for any breach of security affecting a third-party cloud provider’s infrastructure and we may incur significant liability in investigating such an incident and responding to any claims, investigations, or proceedings made or initiated by those customers, regulators, and other third parties. We may not be able to recover a material portion of such liabilities from any of our third-party cloud providers. It may also become increasingly difficult to maintain and improve our performance, especially during peak usage times, as our software becomes more complex and the usage of our software increases. Moreover, our insurance may not be adequate to cover such liability and may be subject to exclusions. Any of the above circumstances or events may adversely affect our business, financial condition, and results of operations. In addition, our website and internal technology infrastructure may experience performance issues due to a variety of factors, including infrastructure changes, human or software errors, website or third-party hosting disruptions, capacity constraints, technical failures, natural disasters, or fraud, denial-of-service, or other security attacks. Our use and distribution of open source software may increase this risk, as open source licensors generally do not provide warranties or other contractual protections regarding infringement claims or the quality of the code, including with respect to security vulnerabilities or bugs. If our website is unavailable or our customers are unable to order subscriptions or services or download our offerings within a reasonable period of time or at all, our business could be adversely affected. We expect to continue to make significant investments to maintain and improve website performance and to enable rapid releases of new features, integrations, capabilities, and other enhancements for our offerings. To the extent that we do not effectively upgrade our systems as needed and continually develop our technology to accommodate actual and anticipated changes in technology, our business, financial condition, and results of operations may be adversely affected. In the event that our service agreements with our third-party hosting services are terminated, or there is a lapse of service, elimination of services or features that we utilize, interruption of internet service provider connectivity or damage to our providers’ facilities, we could experience interruptions in access to our platform as well as significant delays and additional expense in arranging or creating new facilities and services and/or re-architecting our cloud-based offerings for deployment on a different cloud infrastructure service provider, which could adversely affect our business, financial condition and results of operations. Upon the termination or expiration of such service agreements, we cannot guarantee that adequate third-party hosting services will be available to us on commercially acceptable terms or within adequate timelines from the same or different hosting services providers or at all. We also rely on cloud technologies from third parties in order to operate critical functions of our business, including financial management services, relationship management services, and lead generation management services. If these services become unavailable due to extended outages or interruptions or because they are no longer available on commercially reasonable terms or prices, our expenses could increase, our ability to manage our finances could be interrupted, our processes for managing sales of our products and supporting our customers could be impaired, and our ability to generate and manage sales leads could be weakened until equivalent services are identified, obtained, and implemented. Even if such services are available, we may not be able to identify, obtain and implement such services in time to avoid disruption to our business, and such services may only be available on a more costly basis or otherwise less favorable terms. Any of the foregoing could have a material adverse effect on our business, including our financial condition, results of operations and reputation. Failure to protect our proprietary technology, or to obtain, maintain, protect, and enforce sufficiently broad intellectual property rights therein, could substantially harm our business, financial condition, and results of operations. Our success depends to a significant degree on our ability to protect our proprietary technology, methodologies, know-how, and brand. We rely on a combination of trademarks, copyrights, patents, trade secret laws, contractual restrictions, and other intellectual property laws and confidentiality procedures to establish and protect our proprietary rights. However, we make a version of our Media Services, Kaltura CE, available to the public at no charge under an open source license, contribute other source code to open source projects under open source licenses, and release internal software projects under open source licenses, and anticipate continuing to do so in the future. Because the source code for Kaltura CE and any other software we contribute to open source projects or distribute under open source licenses is publicly available, our ability to monetize and protect our intellectual property rights with respect to such source code may be limited or, in some cases, lost entirely. Our competitors or other third parties could access such source code and use it to create software and service offerings that compete with ours. While software can, in some cases, be protected under copyright law, in order to bring a copyright infringement lawsuit in the United States, the copyright must first be registered. 57 Table of Contents We have chosen not to register any copyrights, and rely on trade secret protection in addition to unregistered copyrights to protect our proprietary software. Accordingly, the remedies and damages available to us for unauthorized use of our software may be limited. Further, the steps we take to protect our intellectual property and proprietary rights may be inadequate. We may not be able to register our intellectual property rights in all jurisdictions where we conduct or anticipate conducting business, may experience conflicts with third parties who contest our applications to register our intellectual property, or may choose to register intellectual property rights that do not cover all aspects of an invention or work. Even if registered or issued, we cannot guarantee that our trademarks, patents, copyrights or other intellectual property or proprietary rights will be of sufficient scope or strength to provide us with any meaningful protection or commercial advantage. We will not be able to protect our intellectual property and proprietary rights if we are unable to enforce our rights or if we do not detect infringement, misappropriation, dilution or other unauthorized use or violation thereof. If we fail to defend and protect our intellectual property rights adequately, our competitors and other third parties may gain access to our proprietary technology, information and know-how, reverse-engineer our software, and infringe upon or dilute the value of our brand, and our business may be harmed. In addition, obtaining, maintaining, defending, and enforcing our intellectual property rights might entail significant expense. Any patents, trademarks, copyrights, or other intellectual property rights that we have or may obtain may be challenged by others or invalidated through administrative process or litigation. Even if we continue to seek patent protection in the future, we may be unable to obtain further patent protection for our technology. In addition, any patents issued in the future may not provide us with competitive advantages, may be designed around by our competitors, or may be successfully challenged by third parties. Furthermore, legal standards relating to the validity, enforceability and scope of protection of intellectual property rights are uncertain. We may be unable to prevent third parties from acquiring domain names or trademarks that are similar to, infringe upon, dilute, or diminish the value of our domain names, trademarks and other proprietary rights. Additionally, our trademarks may be opposed, otherwise challenged or declared invalid, unenforceable or generic, or determined to be infringing on or dilutive of other marks. We may not be able to protect our rights in these trademarks, which we need in order to build name recognition with customers. If third parties succeed in registering or developing common law rights in such trademarks and we are not successful in challenging such third-party rights, or if our trademark rights are successfully challenged, we may not be able to use our trademarks to commercialize our products in certain relevant jurisdictions. Despite our precautions, it may be possible for unauthorized third parties to copy our products and use information that we regard as proprietary to create offerings that compete with ours, or to otherwise infringe or misappropriate our intellectual property. Effective patent, trademark, copyright trade secret and other intellectual property right protection may not be available to us in every country in which our products are available. The laws of some countries may not be as protective of intellectual property rights as those in the United States, and mechanisms for enforcement of intellectual property rights may be inadequate. As we continue to expand our international activities, our exposure to unauthorized copying and use of our products and proprietary information will likely increase. Accordingly, despite our efforts, we may be unable to prevent third parties from infringing upon, diluting, misappropriating or otherwise violating our intellectual property rights. We have devoted substantial resources to the development of our technology, business operations and business plans. We attempt to protect our intellectual property and proprietary information, including trade secrets, by implementing administrative, technical, and physical practices, including source code access controls, to secure our proprietary information. We also seek to enter into confidentiality, non-compete, proprietary, and inventions assignment agreements with our employees, consultants, and contractors, and enter into confidentiality agreements with other parties, such as licensees and customers. However, such agreements may not be self-executing, and there can be no guarantee that all applicable parties have executed such agreements or will adhere thereto. No assurance can be given that these practices or agreements will be effective in controlling access to and distribution of our proprietary information, or in providing adequate remedies in the event of unauthorized access or distribution, especially in certain states and countries that are less willing to enforce such agreements or otherwise provide protection for trade secrets. Further, these agreements may not prevent our competitors from independently developing technologies that are substantially equivalent or superior to our products, and in such cases we would not be able to assert trade secret rights against such parties. 58 Table of Contents We also employ individuals who were previously employed at other companies in our field, and our efforts to ensure that such individuals do not use the proprietary information or know-how of others in their work for us may not prevent others from claiming that we or our employees or independent contractors have used or disclosed intellectual property, including trade secrets or other proprietary information, of a former employer or other third parties. Litigation may be necessary to defend against any such claims. If we are unsuccessful in defending against any such claims, we may be liable for damages or prevented from using certain intellectual property, which in turn could materially adversely affect our business, financial condition, or results of operations; even if we are successful in defending against such claims, litigation could result in substantial costs and distract management and other employees. In order to protect our intellectual property and proprietary rights and to monitor for and take action against any infringement, misappropriation or other violations thereof, we may be required to spend significant resources. Litigation may be necessary to enforce and protect our trade secrets and other intellectual property and proprietary rights, which may include bringing and defending claims from third parties, which could be costly, time-consuming, and distracting to management, and could result in the impairment or loss of portions of our intellectual property. Further, our efforts to enforce our intellectual property and proprietary rights may be met with defenses, counterclaims, and countersuits attacking the ownership, scope, validity, and enforceability of such rights. Our inability to protect our proprietary technology or our brand against unauthorized copying or use, as well as any costly litigation or diversion of our management’s attention and resources, could delay further sales or the implementation of our offerings or impair their functionality, delay introductions of new offerings, result in our substituting inferior or more costly technologies into our offerings, result in us and / or our customers being required to cease use of all or part of existing offerings, or injure our reputation. Any of the foregoing could materially and adversely affect our business, financial condition, results of operations and growth prospects. We could incur substantial costs and otherwise suffer harm as a result of any claim of infringement, misappropriation or other violation of another party’s intellectual property or proprietary rights. In recent years, there has been significant litigation involving patents and other intellectual property and proprietary rights in the software industry. We do not currently have a large patent portfolio, which could prevent us from deterring patent infringement claims, as we may not be able credibly to threaten patent infringement counter-claims. Our competitors and others may now and in the future have significantly larger and more mature patent portfolios than we have. Even a large patent portfolio may not serve as a deterrent to litigation by certain third parties, some of whose sole or primary business is to assert patent claims and some of whom have sent letters to and/or filed suit alleging infringement against us or some of our customers. We could incur substantial costs in prosecuting or defending any intellectual property litigation. If we sue to enforce our rights or are sued by a third party claiming that our offerings infringe, misappropriate, or violate their rights, the litigation could be expensive and could divert management attention and resources away from our core business operations. In addition, there could be public announcements of the results of hearings, motions or other interim proceedings or developments, and if securities analysts or investors perceive these results to be negative, it could have a material adverse effect on the price of our common stock. Any intellectual property litigation to which we might become a party, or for which we are required to provide indemnification, may require us to do one or more of the following: • cease selling or using offerings that incorporate or are otherwise covered by the intellectual property rights that we allegedly infringe, misappropriate, or otherwise violate; • make substantial payments for legal fees, settlement payments or other costs or damages, including potentially punitive or treble damages if we are found liable for willful infringement; • obtain a license to sell or use the relevant technology, which may not be available on reasonable terms or at all, may be non-exclusive and thereby allow our competitors and other parties access to the same technology, and may require the payment of substantial licensing, royalty, or other fees; or • redesign the allegedly infringing offerings to avoid infringement, misappropriation, or other violation, which could be costly, time-consuming, or impossible. If we are required to make substantial payments or undertake or suffer any of the other actions and consequences noted above as a result of any intellectual property infringement, misappropriation or violation claims against us or any obligation to indemnify our customers for such claims, such payments, actions, and consequences could materially and adversely affect our business, financial condition, results of operations and growth prospects. 59 Table of Contents We may become subject to claims for remuneration or royalties for assigned service invention rights by our employees and consultants, which could result in litigation and would adversely affect our business. A significant portion of our intellectual property has been developed by our employees and consultants in the course of their engagement with us. Under the Israeli Patent Law, 5727-1967 (the “Patent Law”), inventions conceived by an employee during the scope of his or her employment relationship with a company are regarded as “service inventions,” which belong to the employer, absent a specific agreement stating otherwise. The Patent Law also provides that absent an agreement providing otherwise, the Israeli Compensation and Royalties Committee (the “Committee”), a body constituted under the Patent Law, shall determine whether the employee is entitled to remuneration for his or her inventions. Case law clarifies that the right to receive consideration for “service inventions” can be waived by the employee and that such waiver does not necessarily have to be explicit. The Committee will examine, on a case-by-case basis, the general contractual framework between the parties, using interpretation rules of the general Israeli contract laws. Further, the Committee has not yet determined one specific formula for calculating this remuneration, but rather uses the criteria specified in the Patent Law. Although we generally seek to enter into assignment-of-invention agreements with our employees and consultants pursuant to which such individuals assign to us all rights to any inventions created in the scope of their employment or engagement with us, we cannot guarantee that all such agreements are self-executing or have been entered into by all applicable individuals. Even when such agreements include provisions regarding the assignment and waiver of rights to additional compensation in respect of inventions created within the course of their employment or consulting relationship with us, including in respect of service inventions, we cannot guarantee that such provisions will be upheld by Israeli courts, as a result of uncertainty under Israeli law with respect to the efficacy of such provisions. We may face claims demanding remuneration in consideration for assigned inventions, which could require us to pay additional remuneration or royalties to our current and former employees and consultants, or be forced to litigate such claims, which could negatively affect our business. Indemnity provisions in various agreements potentially expose us to substantial liability for intellectual property infringement, misappropriation, violation, and other losses. Our agreements with customers and other third parties may include indemnification provisions under which we agree to indemnify them for losses suffered or incurred as a result of claims of intellectual property infringement, misappropriation or violation, damages caused by us to property or persons, or other liabilities relating to or arising from our software, services, or other contractual obligations. Large indemnity payments could adversely affect our business, financial condition, and results of operations. Although we normally seek to contractually limit our liability with respect to such indemnity obligations, we do not and may not in the future have a cap on our liability in certain agreements, which could result in substantial liability. Substantial indemnity payments under such agreements could harm our business, financial condition, and results of operations. Any dispute with a customer or other third party with respect to such obligations could have adverse effects on our relationship with that customer, other existing customers and new customers, and other parties, and could harm our reputation, business, financial condition, and results of operations. Our use of open-source software could negatively affect our ability to sell our offerings and subject us to possible litigation. Our offerings incorporate open source software, and we expect to continue to incorporate open-source software in our offerings in the future. Few of the licenses applicable to open-source software have been interpreted by courts, and there is a risk that these licenses could be construed in a manner that could impose unanticipated conditions or restrictions on our ability to commercialize our offerings. Some open-source licenses may subject us to certain requirements, including requirements that we offer additional portions of our solutions for reduced or no cost, that we make publicly available at no charge the source code for modifications or derivative works we create based upon, incorporating, linking to or using the open-source software (which could include valuable proprietary code), and that we license such modifications or derivative works under the terms of applicable open-source licenses. If an author or other third party that distributes such open-source software were to allege that we had not complied with the conditions of one or more of these licenses, From time to time, we may face claims from third parties claiming infringement of their intellectual property rights, or demanding the release or license of the open source software or derivative works that we developed using such software (which could include our proprietary source code) or otherwise seeking to enforce the terms of the applicable open source license we could be required to incur significant legal expenses defending against such allegations and could be subject to significant damages, enjoined from the sale of our offerings that contain the open-source software and required to comply with onerous conditions or restrictions on these offerings, which could disrupt the distribution and sale of these offerings. 60 Table of Contents We could also face claims from third parties demanding the release of or license of the open-source software or derivative works we develop using such software. In addition, there have been claims challenging the ownership rights in open-source software against companies that incorporate open-source software into their products, and the licensors of such open-source software provide no warranties or indemnities with respect to such claims. In any of these events, we and / or our customers could be required to seek licenses from third parties in order to continue offering or using (as applicable) our platform, products, and solutions, which may not be available on reasonable terms or at all, to publicly release the affected portions of the affected source code, and / or to re-engineer our offerings or discontinue the sale of our offerings in the event re-engineering cannot be accomplished on a timely basis or at all. We are subject to stringent and changing laws, regulations, standards, and contractual obligations related to privacy, data protection, and data security. Our actual or perceived failure to comply with such obligations could adversely affect our business. We receive, collect, store, process, transfer, share and otherwise use or host Personal Information, including data relating to users of our offerings, our employees and contractors, and other persons. We have legal and contractual obligations regarding the protection of confidentiality and appropriate use of certain data, including Personal Information and other sensitive information about individuals. We are subject to numerous federal, state, local, and international laws, directives, and regulations regarding privacy, data protection, and data security and the collection, storing, sharing, use, processing, transfer, disclosure, disposal, and protection of Personal Information and other data, the scope of which are changing, subject to differing interpretations, and may be inconsistent among jurisdictions or conflict with other legal and regulatory requirements. We are also subject to certain contractual obligations to customers and other third parties related to privacy, data protection and data security. The regulatory framework for privacy, data protection and data security worldwide is, and is likely to remain for the foreseeable future, uncertain, complex and lacking worldwide unified standards, and it is possible that these or other actual or alleged obligations may be interpreted and applied in a manner that we do not anticipate or that is inconsistent from one jurisdiction to another and may conflict with other legal obligations or our practices. Further, any significant change to applicable laws, regulations or industry practices regarding the collection, use, retention, hosting, security, processing, transfer or disclosure of Personal Information, or their interpretation, or any changes regarding the manner in which the consent of users or other data subjects for the collection, use, retention, security, processing, transfer or disclosure of such Personal Information must be obtained, could increase our costs and require us to modify our services and features, possibly in a material manner, which we may be unable to complete, and may limit our ability to receive, collect, store, host, process, transfer, and otherwise use user data or develop new services and features. Further, there has been a substantial increase in legislative activity and regulatory focus on data privacy and security in the United States and elsewhere, including in relation to cybersecurity incidents. In addition, some such requirements place restrictions on our ability to process Personal Information across our business or across country borders. In the United States, the FTC and many state attorneys general are interpreting federal and state consumer protection laws to impose standards for the online collection, use, dissemination, and security of data. Such standards require us to publish statements that describe how we handle Personal Information and choices individuals may have about the way we handle their Personal Information. If such information that we publish is considered untrue or inaccurate, we may be subject to government claims of unfair or deceptive trade practices, which could lead to significant liabilities and consequences. Moreover, according to the FTC, violating consumers’ privacy rights or failing to take appropriate steps to keep consumers’ Personal Information secure may constitute unfair acts or practices in or affecting commerce in violation of Section 5(a) of the Federal Trade Commission Act. State consumer protection laws provide similar causes of action for unfair or deceptive practices. Further, data privacy advocates and industry groups have regularly proposed and sometimes approved, and may propose and approve in the future, self-regulatory standards with which we must legally comply or that contractually apply to us. Our communications with our clients are subject to certain laws and regulations, including the Controlling the Assault of Non-Solicited Pornography and Marketing Act (the “CAN-SPAM Act”), the Telephone Consumer Protection Act (the “TCPA”), and the Telemarketing Sales Rule and analogous state laws, that could expose us to significant damages awards, fines and other penalties that could materially impact our business. For example, the TCPA imposes various consumer consent requirements and other restrictions in connection with certain telemarketing activity and other communication with consumers by phone, fax or text message. The CAN-SPAM Act and the Telemarketing Sales Rule and analogous state laws also impose various restrictions on marketing conducted use of email, telephone, fax or text message. 61 Table of Contents As laws and regulations, including FTC enforcement, rapidly evolve to govern the use of these communications and marketing platforms, the failure by us, our employees or third parties acting at our direction to abide by applicable laws and regulations could adversely impact our business, financial condition and results of operations or subject us to fines or other penalties. In addition, the Video Privacy Protection Act (“VPPA”), which restricts the disclosure of consumers’ video viewing information, and state wiretapping statutes, such as the California Invasion of Privacy Act (“CIPA”), have become the basis for a significant increase in class action litigation targeting companies that deliver video content online or deploy cookies and similar tracking technologies. Given the nature of our business and our use of cookies and similar technologies, , we may be exposed to claims under these or similar statutes. Such claims could result in class action litigation and statutory damages, which could adversely affect our business, financial condition, and results of operations. Various other U.S. federal privacy laws are relevant to our business, including the Family Educational Rights and Privacy Act (“FERPA”) and the Children’s Online Privacy Protection Act (“COPPA”), While we are not directly subject to FERPA or COPPA, our contracts with certain educational institution customers impose obligations on us related to FERPA and COPPA. Any actual or perceived failure to comply with these laws could result in a costly investigation or litigation resulting in potentially significant liability, injunctions and other consequences, loss of trust by our users, and a material and adverse impact on our reputation and business. In addition, many state legislatures have adopted legislation that regulates how businesses operate online, including measures relating to privacy, data security, and data breaches. For example, the CCPA, provides data privacy rights for California residents and imposes operational requirements on covered companies, such as obligations to provide disclosures to California residents and receive and respond to data privacy rights requests. The CCPA marked the beginning of a trend toward more stringent data privacy legislation in the United States, which could also increase our potential liability and adversely affect our business, with “copycat” laws or other similar laws being passed or proposed in numerous states across the country. This legislation may add additional complexity, variation in requirements, restrictions, and potential legal risk, require additional investment in resources to compliance programs, could impact strategies and availability of previously useful data and could result in increased compliance costs and/or changes in business practices and policies. In addition, some laws may require us to notify governmental authorities and/or affected individuals of data breaches involving certain personal information or other unauthorized or inadvertent access to or disclosure of such information. We may need to notify governmental authorities and affected individuals with respect to such incidents. For example, laws in all 50 U.S. states may require businesses to provide notice to consumers whose personal information has been disclosed as a result of a data breach. These laws are not consistent with each other, and compliance in the event of a widespread data breach may be difficult and costly. We also may be contractually required to notify consumers or other counterparties of a security incident, including a breach. Regardless of our contractual protections, any actual or perceived security incident or breach, or breach of our contractual obligations, could harm our reputation and brand, expose us to potential liability or require us to expend significant resources on data security and in responding to any such actual or perceived breach. In addition, in the EU and the UK, we are subject to the European Union General Data Protection Regulation (the “EU GDPR”) and to the United Kingdom General Data Protection Regulation and UK Data Protection Act 2018 (collectively, the “UK GDPR”) (the EU GDPR and UK GDPR together referred to as the “GDPR”). The GDPR imposes comprehensive data privacy compliance obligations in relation to our collection, use, sharing, disclosure and other processing of personal data relating to an identified or identifiable individual or “personal information” (or “personal data”), including a principle of accountability and the obligation to demonstrate compliance through policies, procedures, training and audit. Among other requirements, the GDPR regulates the transfer of personal information outside of the European Economic Area (“EEA”) and the UK to third countries that have not been found to provide adequate protection for such personal information, including the United States. We are certified under the EU-US Data Privacy Framework (“DPF”) and currently rely on the DPF and on the UK Extension to the DPF to transfer certain personal information from the EEA and the UK, accordingly, to the United States to the extent the transfer is made to a DPF certified entity. We also rely on the EU standard contractual clauses (“SCCs”) and the UK Addendum to the SCCs, as relevant, to transfer personal information outside the EEA and the UK with respect to both intragroup and third party transfers. 62 Table of Contents We expect the existing legal complexity and uncertainty regarding international personal information transfers to continue. In particular, we expect international transfers to the United States and to other jurisdictions more generally to continue to be subject to enhanced scrutiny by regulators. As the regulatory guidance and enforcement landscape in relation to data transfers continue to develop, we could suffer additional costs, complaints and/or regulatory investigations or fines; we may have to stop using certain tools and vendors, implement alternative data transfer mechanisms and/or take additional compliance and operational measures; and/or it could otherwise affect the manner in which we provide our services, and could adversely affect our business, operations and financial condition. Since we are subject to the supervision of relevant data protection authorities under both the EU GDPR and the UK GDPR, we could be fined under each of these regimes independently in respect of the same breach. Penalties for certain breaches are up to the greater of €20 million / GBP 17.5 million or 4% of global annual turnover for the preceding financial year for the most serious violations. The GDPR also provides for a right to compensation for material or non-material damage claimed by individuals. In addition to the foregoing, a breach of the GDPR could result in regulatory investigations, reputational damage, orders to cease or change our processing of our data, enforcement notices and/or assessment notices (for a compulsory audit). We are also subject to evolving EU and UK privacy laws on cookies, tracking technologies and e-marketing. Recent European court and regulator decisions are driving increased attention to cookies and tracking technologies. If the trend of increasing enforcement by regulators of the strict approach to opt-in consent for all but essential use cases, as seen in recent guidance and decisions continues, this could lead to additional costs, require systems changes, limit the effectiveness of our marketing and personalization activities, divert the attention of our technology personnel, adversely affect our margins, increase costs and subject us to additional liabilities. There can be no assurances that we will be successful in our efforts to comply with such laws; violations of such laws could result in regulatory investigations, fines, orders to cease or change our use of such technologies, as well as civil claims including class actions, and reputational damage. EU data-related laws apply to some of our offerings, including the EU Data Act, with the majority of its provisions came into effect on September 12, 2025 and established new requirements for providers of data processing services (including cloud and SaaS, among other service models) into the EU. The EU Data Act requires providers to facilitate customers switching to other providers or solutions and porting their data within certain timeframes; remove technical, contractual, and commercial obstacles to service switching; and include certain mandatory terms in customer contracts, amongst other requirements. Failure to comply with the EU Data Act can result in regulatory enforcement and fines, civil claims, and reputational damage. The EU Data Act, together with developing guidance in this area, may require changes to our customer contracts, operations, and business practices, increase our compliance costs, require adjustments to our financial measurements and reporting practices, and adversely affect our financial condition, business, and operations. We are continuing to monitor the application and impact of the EU Data Act as further guidance, practice and enforcement trends emerge. We may be subject to online content regulations, and our actual or perceived failure to comply with applicable regulations could adversely affect our business. The EU, UK and certain other jurisdictions have enacted, or may enact in the future, regulations that may govern the content that we or our users share or make available via the solutions we offer. In the EU, the Digital Services Act (the “DSA”) sets out rules regarding, in addition to other related matters, the potential liability of providers of certain online solutions for content shared or made available via those solutions. In the United Kingdom, the Online Safety Act 2023 (the “OSA”) similarly imposes requirements on providers of certain online user-to-user (and search) services to protect users from illegal and harmful content, and other related matters. The DSA and OSA may increase our compliance costs, expose us to potential regulatory action and liability and / or require changes to our user interfaces, processes, operations, and business practices, which may adversely affect our ability to attract, retain, and provide our services to customers, and may otherwise adversely affect our business, results of operations, and financial condition. Failure to comply with the DSA can result in fines of up to 6% of total annual worldwide turnover and recipients of services have the right to seek compensation from providers in respect of damage or loss suffered due to infringement by the provider to comply with the DSA. Failure to comply with the OSA can result in fines of up to 10% of total annual worldwide turnover or GBP 18 million (whichever is greater). We rely on software and services licensed from other parties. The loss of software or services from third parties could increase our costs and limit the features available in our platform, products, and solutions. Components of our offerings include various types of software and services licensed from unaffiliated parties. 63 Table of Contents If any of the software or services we license from others or functional equivalents thereof were either no longer available to us, updated or supported, or no longer offered on commercially reasonable terms, we would be required to either redesign the offerings that include such software or services to function with software or services available from other parties or develop these components ourselves, which we may not be able to do without incurring increased costs, experiencing delays in our product launches and the release of new offerings, or at all. Furthermore, we might be forced to temporarily limit the features available in our current or future products and solutions. If we fail to maintain or renegotiate any of these software or service licenses, we could face significant delays and diversion of resources in attempting to license and integrate functional equivalents. We and our customers may also be subject to suits by parties claiming infringement, misappropriation or other violation of third-party intellectual property or proprietary rights due to the reliance by our solutions on such third-party software and services, such third-party software and services may contain bugs or other errors that cause our own offerings to malfunction, and our agreements with such third parties may not contain any, or adequate, warranties, indemnities or other protective provisions on our behalf. Any of the foregoing could materially and adversely affect our business, financial condition, and results of operations. Risks Related to our Debt, Liquidity and Capitalization Our failure to raise additional capital or generate the significant capital necessary to expand our operations and invest in new offerings could reduce our ability to compete and could adversely affect our business. Historically, we have funded our operations and capital expenditures primarily through net cash provided by operating activities, equity issuances and borrowings under our long-term debt arrangements. Although we currently anticipate that our net cash provided by operating activities, cash on hand and availability under our Revolving Credit Facility (as defined below) will be adequate to meet our operating, investing, and financing needs for at least the next twelve months, we may require additional financing. We evaluate financing opportunities from time to time, and our ability to obtain financing will depend, among other things, on our development efforts, business plans, operating performance, and condition of the capital markets at the time we seek financing. We cannot assure you that additional financing will be available to us on favorable terms when required, or at all. Moreover, due to the volatile economic climate and increased inflation and uncertainty around interest rates, the net cash derived from our operations may be reduced while the availability of new financing may be limited, costly or unavailable. If we raise additional funds through the issuance of equity or equity-linked or debt securities, those securities may have rights, preferences, or privileges senior to the rights of our common stock, and our stockholders may experience dilution. If we need additional capital and cannot raise it on acceptable terms, we may not be able to, among other things: • develop or enhance our platform, products, or solutions; • continue to expand our research and development and sales and marketing organizations; • acquire complementary technologies, products, or businesses; • expand operations in the United States or internationally; • hire, train, and retain employees; or • respond to competitive pressures or unanticipated working capital requirements. Our failure to have sufficient capital to do any of these things could adversely affect our business, financial condition and results of operations, and our ability to execute our growth strategy. Our indebtedness could adversely affect our ability to raise additional capital to fund operations, limit our ability to react to changes in the economy or our industry and prevent us from meeting our financial obligations. As of December 31, 2025, we had approximately $29.0 million of borrowings outstanding under the Term Loan Facility (as defined below) and $25.0 million available for additional borrowings under the Revolving Credit Facility (as defined below). If we cannot generate sufficient cash flow from operations to service our debt, we may need to further refinance our debt, dispose of assets, or issue equity to obtain necessary funds. We do not know whether we will be able to do any of this on a timely basis, on terms satisfactory to us, or at all. Our indebtedness could have important consequences, including: 64 Table of Contents • our ability to obtain additional debt or equity financing for working capital, capital expenditures, debt service requirements, acquisitions and general corporate or other purposes may be limited; • a portion of our cash flows from operations will be dedicated to the payment of principal and interest on the indebtedness and will not be available for other purposes, including operations, capital expenditures and future business opportunities; • certain of our borrowings are at variable rates of interest, exposing us to the risk of increased interest rates; • our ability to adjust to changing market conditions may be limited and may place us at a competitive disadvantage compared to less-leveraged competitors; • we may be vulnerable during a downturn in general economic conditions or in our business, or may be unable to carry on capital spending that is important to our growth; and • if, due to the volatile economic climate and increased inflation and unpredictable interest rates, the net cash derived from our operations decreases and the cost of financing increases, and we fail to pursue adequate measures to adapt to those changes, we may fail to satisfy our financial covenants under the Term Loan Facility and Revolving Credit Facility, or otherwise lack the financial resources or financing required to pursue our annual operation plan. In addition, the Credit Agreement (as defined below) contains, and any agreements evidencing or governing other future indebtedness may also contain, certain restrictive covenants that limit or otherwise restrict our ability, among other things, to: • create, issue, incur, assume, become liable in respect of or suffer to exist any debt or liens; • consummate any merger, consolidation or amalgamation, or liquidate, wind up or dissolve, or dispose of all or substantially all of our or their respective property or business; • dispose of property or, in the case of our subsidiaries, issue or sell any shares of such subsidiary’s capital stock; • repay, prepay, redeem, purchase, retire, or defease subordinated debt; • declare or pay dividends or make certain other restricted payments; • make certain investments; • enter into transactions with affiliates; • enter into new lines of business; and • make certain amendments to our or their respective organizational documents or certain material contracts. Our ability to comply with these covenants and restrictions may be affected by events and factors beyond our control, including, among other things, the impact of the current volatile economic climate. We may not be able to generate sufficient recurring revenue or cash flow or maintain sufficient liquidity to meet the financial covenants or pay the principal and interest under our Credit Facilities when required. For example, in 2023, we experienced an event of default relating to our calculation of our Annualized Recurring Revenue (as defined in the Credit Agreement) for the fiscal quarter ended September 30, 2023, which was subsequently waived by the lending banks. If we fail to make payments under our Credit Facilities or otherwise experience an event of default thereunder, the lending banks would be permitted to take certain actions, including terminating all outstanding commitments and declaring all amounts due under our Credit Facilities to be immediately due and payable, including all outstanding borrowings, accrued and unpaid interest thereon, and prepayment premiums with respect to such borrowings and any terminated commitments. In addition, the lenders would have the right to exercise remedies under the credit agreement, including with respect to the collateral we granted to them, which includes substantially all of our assets. The occurrence of any of these events could have a material adverse effect on our business, financial condition, and results of operations. Furthermore, our future working capital, borrowings, or equity financing could be unavailable to repay or refinance the amounts outstanding under our Credit Facilities. In the event of a liquidation, our lenders would be repaid all outstanding principal and interest prior to distribution of assets to unsecured creditors, and the holders of our common stock would receive a portion of any liquidation proceeds only if all of our creditors, including our lenders, were first repaid in full. 65 Table of Contents Risks Related to Other Legal, Regulatory and Tax Matters We are subject to various governmental export control, trade and economic sanctions, and import laws and regulations that could impair our ability to compete in international markets or subject us to liability if we violate these controls. In some cases, our software and related technology may be subject to export control laws and regulations, including the Export Administration Regulations administered by the U.S. Department of Commerce. Restrictions may also apply to the provision of certain services, software updates, or technical support, including where access is provided through cloud environments. Our business must also be conducted in compliance with applicable trade and economic sanctions laws and regulations, including those administered and enforced by OFAC, the U.S. Department of State, the U.S. Department of Commerce, and other relevant regulators and sanctions authorities in our countries of operation (collectively, “Trade Controls”). As such, licenses may be required to export or re-export our products, or transfer or release our technology, or for providing related services, to certain countries and end users, as well as for certain end uses. In addition, relevant regulators have modified and may further modify the scope or administration of encryption-related controls, including in Israel, which could change our licensing or reporting obligations. We have certain limited customer and third party relationships in territories subject to significant export controls. In response to the Russian invasion of Ukraine, the U.S. government, the European Union, the United Kingdom and other countries and jurisdictions in which we operate, have imposed enhanced export and import controls and economic sanctions targeting Russia and Belarus, including for example, certain industry sectors, products and professional services related to Russia, and have also designated certain individuals and entities as subject to blocking or asset freeze measures, which may restrict dealings with those designated persons or entities owned or controlled by such persons, and may impose additional Trade Controls in the future. Consequently, we have reassessed those relationships and have been taking ongoing measures to comply with these Trade Controls. These Trade Controls are evolving and undergoing constant changes as the war continues, which may require reassessment, changes in or cessation of our dealings with Russia and other regimes in the region or elsewhere. It is not possible to assess the full impact of those developments. These and any additional Trade Controls, as well as any responses from Russia, could adversely impact our operations and negatively impact our business in the region. Our global operations expose us to the risk of violating, or being accused of violating, Trade Controls. . While we have procedures in place designed to comply with Trade Controls, we cannot guarantee that these procedures will be successfully followed or keep pace with the the changes in our products and expanding product lines, ongoing regulatory changes or that the relevant regulators shall apply the same interpretation, judgment and standards as we do, and failure to comply could subject us to both civil and criminal penalties, including substantial fines, disgorgement of profits, possible incarceration of responsible individuals for willful violations, possible loss of our export or import privileges, and reputational harm. Further, the process for obtaining necessary licenses may be time-consuming or unsuccessful, potentially causing delays in sales or losses of sales opportunities. Trade Controls are complex and dynamic regimes, and monitoring and ensuring compliance can be challenging, particularly given that our offerings are widely distributed throughout the world and are, in some cases, available for download without registration. Although we have no knowledge that our activities have resulted in violations of Trade Controls, any failure by us or our partners to comply with applicable laws and regulations would have negative consequences for us, including reputational harm, government investigations, and penalties. Investigations of alleged violations can be expensive and disruptive. In addition, various countries regulate the export or import of certain encryption technology, including through export or import permit and license requirements, and have enacted laws that could limit our ability to distribute our offerings or the ability of our customers or end users to implement our offerings in those countries. Changes in our offerings or changes in export and import regulations in such countries may create delays in the introduction of our offerings into international markets, prevent our end-customers with international operations from deploying our offerings globally or, in some cases, prevent or delay the export or import of our offerings to certain countries, governments, or persons altogether. [, Any change in export or import laws or regulations, Trade Controls or related legislation, shift in the enforcement or scope of existing export, import or Trade Controls laws or regulations, or change in the countries, governments, persons, or technologies targeted by such export, import or Trade Controls laws or regulations, could result in decreased use of our offerings by, or in our decreased ability to export or sell our offerings to, existing or potential customers with international operations. Any decreased use of our offerings or limitation on our ability to export to or sell our offerings in international markets could adversely affect our business, financial condition and results of operations, and our ability to execute our growth strategy. 66 Table of Contents Changes in laws and regulations related to the internet, changes in the internet infrastructure itself, or increases in the cost of internet connectivity and network access may diminish the demand for our offerings and could harm our business. The future success of our business depends upon the continued use of the internet as a primary medium for commerce, communication, and business applications. Federal, state, or foreign governmental bodies or agencies have in the past adopted, and may in the future adopt, laws or regulations affecting the use of the internet as a commercial medium. The adoption of any laws or regulations that could reduce the growth, popularity, or use of the internet, including laws or practices limiting internet neutrality, could decrease the demand for our offerings, increase our cost of doing business, and adversely affect our results of operations. Changes in these laws or regulations could require us to modify our offerings, or certain aspects of our offerings, in order to comply with these changes. In addition, government agencies or private organizations have imposed and may impose additional taxes, fees, or other charges for accessing the internet or commerce conducted via the internet. These laws or charges could limit the growth of internet-related commerce or communications generally or result in reductions in the demand for internet-based products such as ours. In addition, the use of the internet as a business tool could be harmed due to delays in the development or adoption of new standards and protocols to handle increased demands of internet activity, security, reliability, cost, ease-of-use, accessibility, and quality of service. Further, our platform depends on the availability and quality of our customers’ and end users’ access to the internet. On June 11, 2018, the repeal of the Federal Communications Commission’s (the “FCC”), “net neutrality” rules took effect and returned to a “light-touch” regulatory framework. The prior rules were designed to ensure that all online content is treated the same by internet service providers and other companies that provide broadband services. Additionally, on September 30, 2018, California enacted the California internet Consumer Protection and Net Neutrality Act of 2018, making California the fourth state to enact a state-level net neutrality law since the FCC repealed its nationwide regulations, mandating that all broadband services in California must be provided in accordance with state net neutrality requirements. The U.S. Department of Justice has sued to block the law going into effect, and California has agreed to delay enforcement until the resolution of the FCC’s repeal of the federal rules. A number of other states are considering legislation or executive actions that would regulate the conduct of broadband providers. We cannot predict whether the FCC order or state initiatives will be modified, overturned, or vacated by legal action of the court, federal legislation, or the FCC. With the repeal of net neutrality rules in effect, we could incur greater operating expenses, which could harm our results of operations. As the internet continues to experience growth in the number of users, frequency of use, and amount of data transmitted, the internet infrastructure that we and our customers and end users rely on may be unable to support the demands placed upon it. The failure of the internet infrastructure that we or our customers and end users rely on, even for a short period of time, could adversely affect our business, financial condition, and results of operations. In addition, the performance of the internet and its acceptance as a business tool has been harmed by “viruses,” “worms” and similar malicious programs and the internet has experienced a variety of outages and other delays as a result of damage to portions of its infrastructure. If the use of the internet is adversely affected by these issues, demand for our offerings could decline. Internet access is frequently provided by companies that have significant market power and the ability to take actions that degrade, disrupt, or increase the cost of user access to our offerings. As demand for online media increases, there can be no assurance that internet and network service providers will continue to price their network access services on reasonable terms. The distribution of online media requires delivery of digital content files and providers of network access and distribution may change their business models and increase their prices significantly, which could slow the widespread adoption of such services. We could incur greater operating expenses and our customer acquisition and retention could be negatively impacted if network operators: • implement usage-based pricing; • discount pricing for competitive products; • otherwise materially change their pricing rates or schemes; • charge us to deliver our traffic at certain levels or at all; • throttle traffic based on its source or type; • implement bandwidth caps or other usage restrictions; or • otherwise try to monetize or control access to their networks. 67 Table of Contents In order for our services to be successful, there must be a reasonable price model in place to allow for the continuous distribution of digital media files. We have limited or no control over the extent to which any of these circumstances may occur, and if network access or distribution prices rise, our business, financial condition and results of operations would likely be adversely affected. Our business may be adversely affected by third-party claims, including by governmental bodies, regarding the content and advertising distributed through our offerings. We rely on our customers to secure the rights to redistribute content over the internet, and we do not screen the content that is distributed through our offerings. There is no assurance that our customers have licensed all rights necessary for distribution, including internet distribution. Other parties may claim certain rights in the content of our customers. In the event that our customers do not have the necessary distribution rights related to content, we may be required to cease distributing such content, or we may be subject to lawsuits and claims of damages for infringement of such rights. If these claims arise with frequency, the likelihood of our business being adversely affected would rise significantly. In some cases, we may have rights to indemnification or claims against our customers if they do not have appropriate distribution rights related to specific content items, however there is no assurance that we would be successful in any such claim. We do not screen the content that is distributed through our offerings. Content may be distributed through our platform that is illegal or unlawful under international, federal, state, or local laws or the laws of other countries. We may face lawsuits, claims or even criminal charges for such distribution, and we may be subject to civil, regulatory, or criminal sanctions and damages for such distribution. Any such claims or investigations could adversely affect our business, financial condition, and results of operations. Actions by governments to restrict access to our offerings in their countries or to require us to disclose or provide access to information in our possession could harm our business, financial condition, and results of operations. Our business depends on the ability of our customers and end users to access the internet, and our offerings could be blocked or restricted in some countries for various reasons. Further, it is possible that governments of one or more foreign countries may seek to limit access to, or certain features of, our offerings in their countries, or impose other restrictions that may affect the availability of our offerings, or certain features of our offerings, in their countries for an extended period of time or indefinitely. For example, Russia and China are among a number of countries that have recently blocked certain online services, including Amazon Web Services (which is one of our cloud hosting providers), making it very difficult for such services to access those markets. In addition, governments in certain countries may seek to restrict or prohibit access to our offerings if they consider us to be in violation of their laws (including data privacy laws) and may require us to disclose or provide access to information in our possession. If we fail to anticipate developments in the law or fail for any reason to comply with relevant law, our offerings could be further blocked or restricted and we could be exposed to significant liability that could harm our business. In the event that access to our offerings is restricted, in whole or in part, in one or more countries, or our competitors are able to successfully penetrate geographic markets that we cannot access, our ability to add new customers or renew or expand the value of our existing customers’ subscriptions may be adversely affected, which could have a material adverse effect on our business, financial condition and results of operations. Failure to comply with anti-bribery, anti-corruption, anti-money laundering laws, and similar laws, could subject us to penalties and other adverse consequences. We are subject to the U.S. Foreign Corrupt Practices Act of 1977, as amended (the “FCPA”), the U.S. domestic bribery statute contained in 18 U.S.C. § 201, the U.S. Travel Act, the USA PATRIOT Act, the United Kingdom Bribery Act 2010, the Proceeds of Crime Act 2002, Chapter 9 (sub-chapter 5) of the Israeli Criminal Law, 5737-1977, the Israeli Prohibition on Money Laundering Law, 5760–2000 and other anti-bribery and anti-money laundering laws in countries in which we conduct our activities. Anti-corruption and anti-bribery laws have been enforced aggressively in recent years and are interpreted broadly to generally prohibit companies, their employees, and their third-party intermediaries from authorizing, offering, or providing, directly or indirectly, improper payments or benefits to recipients in the public or private sector. We sometimes leverage third parties to sell our offerings and conduct our business abroad. 68 Table of Contents We and our third-party intermediaries may have direct or indirect interactions with officials and employees of government agencies or state-owned or affiliated entities and may be held liable for the corrupt or other illegal activities of these third-party business partners and intermediaries, our employees, representatives, contractors, partners, and agents, even if we do not explicitly authorize such activities. As we increase our international sales and business operations, our risks under these laws are likely to increase.We have policies and procedures designed to promote compliance with anti-bribery, anti-corruption, and anti-money laundering laws. However, we cannot assure you that our employees and agents will not take actions in violation of applicable law, for which we may be ultimately held responsible. Any actual or alleged violation of the FCPA or other applicable anti-bribery, anti-corruption or anti-money laundering laws could result in whistleblower complaints, sanctions, settlements, prosecution, enforcement actions, fines, damages, adverse media coverage, investigations, loss of export privileges, severe criminal or civil sanctions, or suspension or debarment from U.S. government contracts, any of which would adversely affect our reputation, as well as our business, financial condition, results of operations and growth prospects. Responding to any investigation or action would likely result in a materially significant diversion of management’s attention and resources and significant defense costs and other professional fees. In addition, the U.S. government may seek to hold us liable for successor liability for FCPA violations committed by companies in which we invest or that we acquire. Changes in financial accounting standards or practices may cause adverse, unexpected financial reporting fluctuations and affect our results of operations. The accounting rules and regulations that we must comply with are complex and subject to interpretation by the Financial Accounting Standards Board (the “FASB”), the SEC and various bodies formed to promulgate and interpret appropriate accounting principles. Recent actions and public comments from the FASB and the SEC have focused on the integrity of financial reporting and internal controls. In addition, many companies’ accounting policies are being subject to heightened scrutiny by regulators and the public. Further, the accounting rules and regulations are continually changing in ways that could materially impact our financial statements. We cannot predict the impact of future changes to accounting principles or our accounting policies on our financial statements going forward, which could have a significant effect on our reported financial results and could affect the reporting of transactions completed before the announcement of the change. In addition, if we were to change our critical accounting estimates, including those related to the recognition of subscription revenue and other revenue sources, our operating results could be significantly affected. Significant changes or developments in U.S. laws or policies, including changes in U.S. trade policies and tariffs and the reaction of other countries to these policies, may have a material adverse effect on our business, results of operations, or financial condition. Significant changes or developments in U.S. laws and policies, such as laws and policies surrounding international trade, foreign affairs, manufacturing and development and investment in the territories and countries where we or our customers operate, can materially adversely affect our business, results of operations, and financial condition. The U.S. government has recently imposed significant tariffs on imports from certain jurisdictions and may impose other substantial increases in tariffs on goods imported into the United States in the near future, which has led to corresponding punitive actions by the countries with which the U.S. trades and may lead to further such actions. Any changes or potential changes in trade policies in the United States and the potential corresponding actions by other countries in which we do business could adversely and materially affect our business, results of operations, and financial condition. Changes in U.S. and foreign tax laws could have a material adverse effect on our business, cash flow, results of operations, or financial conditions. We are subject to taxation in several countries, including the United States and Israel; changes in tax laws or tax rulings, changes in interpretations of existing tax laws, challenges to our tax positions could adversely affect our business, results of operations, and financial condition. As such, we are subject to tax laws, regulations, and policies of the U.S. federal, state, and local governments and of comparable taxing authorities in foreign jurisdictions. Changes in tax laws or tax rates in these jurisdictions could cause us to experience fluctuations in our tax obligations and effective tax rates in the future and otherwise adversely affect our tax positions and/or our tax liabilities. For example, the Inflation Reduction Act of 2022 enacted in the United States introduced, among other changes, a 15% corporate minimum tax on certain United States corporations and a 1% excise tax on certain stock redemptions by United States corporations. 69 Table of Contents On July 4, 2025, H.R. 1, the “One Big Beautiful Bill Act” (the “OBBBA”), was signed into law in the United States, which includes revisions to certain business tax provisions such as the expansion of rules related to deductibility of executive compensation, the reinstatement of bonus depreciation deductions for qualified property, the restoration of EBITDA-based business interest expense limitation and certain changes relating to the taxation of non-US activities. To the extent that these or other changes have a negative impact on us or our consumers, including as a result of related uncertainty, these changes may materially and adversely impact us, our business, financial condition, results of operations and cash flow. There can be no assurance that our effective tax rates, tax payments, tax credits, or incentives will not be adversely affected by changes in tax laws in various jurisdictions.In addition, the Organization for Economic Cooperation and Development (“OECD”), with the support of the G20, initiated the base erosion and profit shifting (“BEPS”) project in 2013 in response to concerns that changes were needed to international tax laws. In November 2015, the G20 finance ministers adopted final BEPS reports designed to prevent, among other things, the artificial shifting of income to low-tax jurisdictions, and legislation to adopt and implement the standards set forth in such reports has been enacted or is currently under consideration in a number of jurisdictions. In May 2019, the OECD published a “Programme of Work,” which was divided into two pillars. Pillar One focused on the allocation of group profits among taxing jurisdictions based on a market-based concept rather than the historical “permanent establishment” concept. Pillar Two, among other things, introduced a global minimum tax. In October 2021, 137 member jurisdictions of the G20/OECD Inclusive Framework on BEPS joined the “Statement on a Two-Pillar Solution to Address the Tax Challenges Arising from the Digitalisation of the Economy” which sets forth the key terms of such Two-Pillar Solution, including a reallocation of taxing rights among market jurisdictions under Pillar One and a global minimum tax rate of 15% under Pillar Two. On June 28, 2025, the G7 and the U.S. Department of the Treasury issued a statement indicating the G7’s commitment to a side-by-side system that would exclude U.S. parented groups from certain aspects of the Pillar Two minimum global tax principles. On January 5, 2026, more than 145 countries in the OECD/G20 Inclusive Framework agreed to have U.S. headquartered companies remain subject to only U.S. global minimum taxes while exempting them from Pillar Two. However, the precise contours of this side-by-side agreement as well as the details about its implementation by specific jurisdictions are uncertain and it is unclear what impact, if any, adoption of these guidelines and their implementations may have on taxes applicable to us, which may include increased taxes in the countries we do business in. The foregoing tax changes and other possible future tax changes may have an adverse impact on us, our business, financial condition, results of operations and cash flow. Unanticipated changes in effective tax rates or adverse outcomes resulting from examination of our income or other tax returns could expose us to greater than anticipated tax liabilities. The tax laws applicable to our business, including the laws of the United States, Israel, and other jurisdictions, are subject to interpretation, and certain jurisdictions may aggressively interpret their laws in an effort to raise additional tax revenue.We are subject to the continuous examination of our income tax returns by the U.S. Internal Revenue Service and other tax authorities, and we may be audited in Israel. The taxing authorities of the jurisdictions in which we operate may challenge our methodologies for valuing developed technology or intercompany arrangements or our revenue recognition policies, which could increase our worldwide effective tax rate and adversely affect our financial position and results of operations. It is possible that these taxing authorities may disagree with certain positions we have taken, and any adverse outcome of such a review or audit could have a negative effect on our business, financial condition, and results of operations. Further, the determination of our worldwide provision for income taxes and other tax liabilities requires significant judgment by management, and there are transactions where the ultimate tax determination is uncertain. Although we believe that our estimates are reasonable, the ultimate tax outcome may differ from the amounts recorded in our consolidated financial statements and may materially affect our financial results in the period or periods for which such determination is made. Our corporate structure and intercompany arrangements are subject to the tax laws of various jurisdictions, and we could be obligated to pay additional taxes, which would adversely affect our results of operations. Based on our current corporate structure, we are subject to taxation in several jurisdictions around the world with increasingly complex tax laws, the application of which can be uncertain. The amount of taxes we pay in these jurisdictions could increase substantially as a result of changes in the applicable tax principles, including increased tax rates, new tax laws or revised interpretations of existing tax laws and precedents. The authorities in the jurisdiction in which we operate and do business could review our tax returns or require us to file tax returns in jurisdictions in which we are not currently filing, and could impose additional tax, interest, and penalties. 70 Table of Contents These authorities could also claim that various withholding requirements apply to us or our subsidiaries, assert that benefits of tax treaties are not available to us or our subsidiaries, or challenge our methodologies for valuing developed technology or intercompany arrangements, including our transfer pricing methodologies. We may take certain tax positions, and the relevant taxing authorities may determine that the manner in which we operate our business does not achieve the intended tax consequences. If such a disagreement were to occur, and our position was not sustained, we could be required to pay additional taxes, interest, and penalties. Any increase in the amount of taxes we pay or that are imposed on us could increase our worldwide effective tax rate and adversely affect our business, financial condition, and results of operations. We could be required to collect additional sales, use, value added, digital services or other similar taxes or be subject to other liabilities that may increase the costs our clients would have to pay for our offerings and adversely affect our results of operations. We collect sales, value added and other similar taxes in a number of jurisdictions. One or more U.S. states or foreign countries may seek to impose incremental or new sales, use, value added, digital services, or other tax collection obligations on us. Further, an increasing number of U.S. states have considered or adopted laws that seek to impose tax collection obligations on out-of-state companies. The Supreme Court of the United States has ruled that online sellers can be required to collect sales and use tax despite not having a physical presence in the state of the customer. As a result, U.S. states and local governments may adopt, or begin to enforce, laws requiring us to calculate, collect, and remit taxes on sales in their jurisdictions, even if we have no physical presence in that jurisdiction. U.S. state and local taxing authorities have differing rules and regulations that are subject to varying interpretations, which makes the applicability of these sales and use taxes to our business uncertain and complex. A successful assertion by one or more U.S. states requiring us to collect taxes where we presently do not do so, or to collect more taxes in a jurisdiction in which we currently do collect some taxes, could result in substantial liabilities, including taxes on past sales, as well as interest and penalties. Furthermore, certain jurisdictions, such as the United Kingdom and France, have recently introduced a digital services tax, which is generally a tax on gross revenue generated from users or customers located in those jurisdictions, and other jurisdictions have enacted or are considering enacting similar laws. A successful assertion that we should have been or should currently be collecting additional sales, use, value added, digital services or other similar taxes in a particular jurisdiction could, among other things, result in substantial tax payments (potentially including interest and penalties), create significant administrative burdens for us, discourage potential customers from subscribing to our platform due to the incremental cost of any such sales or other related taxes, or otherwise adversely affect our business. Our ability to use our net operating loss carryforwards to offset future taxable income may be subject to certain limitations. As of December 31, 2025 we had U.S. federal net operating loss carryforwards of approximately $183 million and U.S. state net operating loss carryforwards of approximately $162 million, which may be utilized against future income taxes. Limitations imposed by the applicable jurisdictions on our ability to utilize net operating loss carryforwards, including with respect to the net operating loss carryforwards of companies that we have acquired or may acquire in the future, could cause us to become an income tax payer earlier than we would otherwise become if such limitations were not in effect and could cause such net operating loss carryforwards to expire unused, in each case reducing or eliminating the benefit of such net operating loss carryforwards. Future changes in our stock ownership could result in an ownership change that subjects us to limitations on our ability to utilize net operating loss forwards to offset future income. Furthermore, we may not be able to generate sufficient taxable income to utilize our net operating loss carryforwards before they expire. If any of these events occur, we may not derive some or all of the expected benefits from our net operating loss carryforwards. Also, any available net operating loss carryforwards would have value only to the extent there is income in the future against which such net operating loss carryforwards may be offset. For these reasons, we may not be able to realize a tax benefit from the use of our net operating loss carryforwards, whether or not we attain profitability. We have recorded a full valuation allowance related to our carryforwards due to the uncertainty of the ultimate realization of the future benefits of those assets. 71 Table of Contents Risks Related to Our Operations in Israel Political, economic, and military conditions in Israel could materially and adversely affect our business. We have offices near Tel Aviv, Israel where our primary research and development, human resources, and certain other finance and administrative activities are based. In addition, a number of our officers and directors are residents of Israel. As of December 31, 2025, we had 294 full-time employees in Israel. Accordingly, political, economic, and military conditions in Israel and the surrounding region may directly affect our business and operations. Since the establishment of the State of Israel in 1948, a number of armed conflicts have taken place between Israel and its neighboring countries, as well as terrorist acts committed within Israel by hostile elements. In recent years, Israel has been engaged in sporadic armed conflicts with Hamas, an Islamist terrorist group that controls the Gaza Strip, with Hezbollah, an Islamist terrorist group that controls large portions of southern Lebanon, and with Iranian-backed military forces in Syria. In addition the overthrow of the Assad regime and installation of a new Syrian government has created further instability in the region and left the geopolitical and security situation in Syria and the country’s potential role in the armed conflicts in the region uncertain. It is currently not possible to predict the duration or severity of the ongoing conflicts or their effect on our business, operations and financial conditions. The ongoing conflicts are rapidly evolving and developing, and could disrupt our business and operations. Any hostilities, armed conflicts, terrorist activities involving Israel and/or the United States or the interruption or curtailment of trade between Israel and its trading partners, or the interruption or curtailment of maritime trade and transportation in the Gulf Area, or any political instability in the Middle East, Gulf Area or other regions could adversely affect business conditions and our results of operations and could make it more difficult for us to raise capital. Specifically, our operations could be disrupted by the obligations of our personnel to perform military service. In connection with the Israeli security cabinet’s declaration of war against Hamas and possible hostilities with other organizations, several hundred thousand Israeli military reservists were drafted to perform immediate military service. Certain of our officers and employees in Israel have been called, and additional employees may be called, for service in the current or future wars or other armed conflicts with Hamas and others, and such persons may be absent for an extended period of time. As a result, our operations may be disrupted by such absences, which disruption may materially and adversely affect our business and results of operations. Parties with whom we do business have sometimes declined to travel to Israel during periods of heightened unrest or tension, forcing us to make alternative arrangements when necessary in order to meet our business partners face to face. In addition, the political and security situation in Israel may result in parties with whom we have agreements involving performance in Israel claiming that they are not obligated to perform their commitments under those agreements pursuant to force majeure provisions in such agreements. Continued hostilities between Israel and its neighbors and any future armed conflict, terrorist activity or political instability in the region could adversely affect our operations in Israel and adversely affect the market price of our common stock. An escalation of tensions or violence might result in a significant downturn in the economic or financial condition of Israel, which could have a material adverse effect on our operations in Israel and our business. Our commercial insurance does not cover losses that may occur as a result of events associated with war and terrorism. Although the Israeli government currently covers the reinstatement value of direct damages that are caused by terrorist attacks or acts of war, we cannot assure you that this government coverage will be maintained or that it will sufficiently cover our potential damages. Any losses or damages incurred by us could have a material adverse effect on our business. Any armed conflicts or political instability in the region would likely negatively affect business conditions and could adversely affect our results of operations. Further, in the past, the State of Israel and Israeli companies have been subjected to economic boycotts. Several countries still restrict business with the State of Israel and with Israeli companies. These restrictive laws and policies may have an adverse impact on our operating results, financial condition, or the expansion of our business. A campaign of boycotts, divestment and sanctions has been undertaken against Israel, which could also adversely impact our business. Certain tax benefits that are available to us require us to continue to meet various conditions and may be terminated or reduced in the future, which could increase our costs and taxes. Some of our operations in Israel may entitle us to certain tax benefits under the Law for the Encouragement of Capital Investments, 5719-1959, or the Investment Law. If we do not meet the requirements for maintaining these benefits, they may be reduced or cancelled and the relevant operations would be subject to Israeli corporate tax at the standard rate, which is set at 23% in 2021 and thereafter. In addition to being subject to the standard corporate tax rate, we could be required to refund any tax benefits that we have already received, plus interest and penalties thereon. Even if we continue to meet the relevant requirements, the tax benefits that our current “Preferred Enterprise” is entitled to may not be continued in the future at their current levels or at all. 72 Table of Contents If these tax benefits were reduced or eliminated, the amount of taxes that we pay would likely increase, as all of our operations would consequently be subject to corporate tax at the standard rate, which could adversely affect our results of operations. Additionally, if we increase our activities outside of Israel, for example, by way of acquisitions, our increased activities may not be eligible for inclusion in Israeli tax benefits programs. Risks Related to Ownership of our Common Stock The market price for our common stock may be volatile or may decline regardless of our operating performance, and you may not be able to resell your shares at or above the price at which you purchased your shares. The market price of our common stock may be highly volatile and may fluctuate or decline substantially as a result of a variety of factors, many of which are beyond our control, including: • actual or anticipated changes or fluctuations in our results of operations; • the guidance we may provide to analysts and investors from time to time, and any changes in, or our failure to perform in line with, such guidance; • announcements by us or our competitors of new offerings or new or terminated contracts, commercial relationships, or capital commitments; • industry or financial analyst or investor reaction to our press releases, other public announcements, and filings with the SEC; • rumors and market speculation involving us or other companies in our industry; • future sales or expected future sales of our common stock; • changes in the amounts or frequency of stock repurchases; • investor perceptions of us and the industries in which we operate; • price and volume fluctuations in the overall stock market from time to time; • changes in operating performance and stock market valuations of other technology companies generally, or those in our industry in particular; • failure of industry or financial analysts to maintain coverage of us, the issuance of new or updated reports or recommendations by any analysts who follow our company, or our failure to meet the expectations of investors; • actual or anticipated developments in our business or our competitors’ businesses or the competitive landscape generally; • litigation involving us, other companies in our industry or both, or investigations by regulators into our operations or those of our competitors; • developments or disputes concerning our intellectual property or proprietary rights or our solutions, or third-party intellectual or proprietary rights; • announced or completed acquisitions of businesses or technologies, or other strategic transactions by us or our competitors; • actual or perceived breaches of, or failures relating to, data privacy, data protection or data security; • new laws or regulations or new interpretations of existing laws or regulations applicable to our business; • actual or anticipated changes in our management or our board of directors; • general economic conditions and slow or negative growth of our target markets; and • other events or factors, including those resulting from war, incidents of terrorism or responses to these events. 73 Table of Contents Furthermore, the stock market has experienced extreme volatility that in some cases has been unrelated or disproportionate to the operating performance of particular companies. These and other factors may cause the market price and demand for our common stock to fluctuate substantially, which may limit or prevent investors from readily selling their shares of common stock and may otherwise negatively affect the liquidity of our common stock. In addition, in the past, when the market price of a stock has been volatile, holders of that stock have sometimes instituted securities class action litigation against the company that issued the stock. If any of our stockholders were to bring a lawsuit against us, we could incur substantial costs defending the lawsuit. Such a lawsuit could also divert the time and attention of our management from our business. An active public trading market may not be sustained. An active public trading market for our common stock may not be sustained. The lack of an active market may impair your ability to sell your shares at the time you wish to sell them or at a price that you consider reasonable. The market price of our common stock may decline and you may not be able to resell your shares of our common stock at or above the price at which you purchased your shares, or at all. The lack of an active trading market may also reduce the fair value of your shares. An inactive market may also impair our ability to raise capital by selling shares of our common stock and may impair our ability to acquire other companies or technologies by using our common stock as consideration. Future sales of substantial amounts of our common stock in the public markets, or the perception that such sales might occur, could reduce the price that our common stock might otherwise attain. Future sales of a substantial number of shares of our common stock in the public market, particularly sales by our directors, executive officers, and significant stockholders, or the perception that these sales could occur, could adversely affect the market price of our common stock and may make it more difficult for you to sell your common stock at a time and price that you deem appropriate. As of March 1, 2026, we had 148,735,559 shares of our common stock outstanding. All shares of our common stock may be resold in the public market immediately without restriction, unless restricted as a result of securities laws or purchased or held by one of our affiliates, in which case the resale of such securities will generally be subject to volume limitations and other requirements under Rule 144 of the Securities Act. We have registered the offer and sale of all common stock that we may issue from time to time under our equity compensation plans. Once we register these shares, they will be freely tradable in the public market. The market price of our common stock may drop significantly when we register the sale of our stockholders’ remaining shares of our common stock or if there is an expectation that such a registration of shares will occur. A decline in the trading price of our common stock might impede our ability to raise capital through the issuance of additional shares of our common stock or other equity securities and may impair your ability to sell shares of our common stock at a price higher than the price you paid for them or at all. Your ownership and voting power may be diluted by the issuance of additional shares of our common stock in connection with financings, acquisitions, investments, our equity incentive plans or otherwise. We have 851,264,441 shares of common stock authorized but unissued, based on the number of shares of our common stock outstanding as of March 1, 2026. Subject to compliance with applicable rules and regulations, we may issue common stock or securities convertible into common stock from time to time for the consideration and on the terms and conditions established by our board of directors in its sole discretion, whether in connection with a financing, acquisition, investment, our equity incentive plans or otherwise. As of December 31, 2025, we had 13,615,770 shares of our common stock issuable upon the exercise of outstanding options at a weighted average exercise price of $3.37 per share, all of which were fully vested as of such date, 9,635,959 shares of our common stock issuable upon the vesting of restricted stock units and 7,331,910 additional shares of our common stock reserved for future issuance under our 2021 Incentive Award Plan. Any additional shares of common stock that we issue, including under our 2021 Incentive Award Plan or other equity incentive plans that we may adopt in the future, or in connection with the exercise of outstanding warrants, would dilute the percentage ownership and voting power held by existing stockholders. In the future, we may also issue additional securities if we need to raise capital, including, but not limited to, in connection with acquisitions, which could constitute a material portion of our then-outstanding shares of common stock. Any such issuance could substantially dilute the ownership and voting power of our existing stockholders and cause the market price of our common stock to decline. 74 Table of Contents We may issue shares of preferred stock in the future, which could make it difficult for another company to acquire us or could otherwise adversely affect holders of our common stock, which could depress the price of our common stock. Our Certificate of Incorporation authorizes us to issue one or more series of preferred stock. Our board of directors has the authority to determine the preferences, limitations, and relative rights of the shares of preferred stock and to fix the number of shares constituting any series and the designation of such series, without any further vote or action by our stockholders. Our preferred stock could be issued with voting, liquidation, dividend, and other rights superior to the rights of our common stock. The potential issuance of preferred stock may delay or prevent a change in control of our company, discouraging bids for our common stock at a premium to the market price, and materially and adversely affect the market price and the voting and other rights of the holders of our common stock. Anti-takeover provisions in our governing documents and under Delaware law could make an acquisition of our company more difficult, limit attempts by our stockholders to replace or remove our current management, and depress the market price of our common stock. We are a Delaware corporation, and the anti-takeover provisions of Delaware law impose various impediments to the ability of a third party to acquire control of us, even if a change of control would be beneficial to our existing stockholders. In addition, our Certificate of Incorporation and Bylaws contain provisions that could have the effect of rendering more difficult, delaying or preventing an acquisition deemed undesirable by our board of directors, including transactions in which stockholders might otherwise receive a premium for their shares. Among others, our Certificate of Incorporation and Bylaws include the following provisions: • the delegation to our board of directors of the exclusive right to expand the size of our board of directors and to elect directors to fill a vacancy created by any such expansion or the resignation, death or removal of a director, which will prevent stockholders from being able to fill vacancies on our board of directors; • the division of our board of directors into three classes, with each class serving staggered three-year terms, which may delay the ability of stockholders to change the membership of a majority of our board of directors; • limitations on convening special stockholder meetings, which could make it difficult for our stockholders to adopt desired governance changes; • advance notice procedures, which apply for stockholders to nominate candidates for election as directors or to bring matters before an annual meeting of stockholders, which may discourage or deter a potential acquirer from conducting a solicitation of proxies to elect the acquirer’s own slate of directors or otherwise attempting to obtain control of our company; • a prohibition on stockholder action by written consent, which means that our stockholders will only be able to take action at a meeting of stockholders; • a forum selection clause, which means certain litigation against us can only be brought in Delaware; • no authorization of cumulative voting, which limits the ability of minority stockholders to elect director candidates; • directors will only be able to be removed for cause and only by the affirmative vote of two-thirds of the then outstanding voting power of our capital stock; • certain amendments to our Certificate of Incorporation and Bylaws will require the approval of two-thirds of the then outstanding voting power of our capital stock; • the affirmative vote of two-thirds of the then-outstanding voting power of our capital stock, voting as a single class, will be required for stockholders to amend or adopt any provision of our Bylaws; and • the authorization of undesignated or “blank check” preferred stock, the terms of which may be established and shares of which may be issued without further action by our stockholders, which could be used to significantly dilute the ownership and voting rights of a hostile acquirer. 75 Table of Contents These provisions, alone or together, could delay or prevent hostile takeovers and changes in control or changes in our management. In addition, as a Delaware corporation, we are also subject to Section 203 of the Delaware General Corporation Law (“DGCL”), which prevents stockholders holding more than 15% of our outstanding common stock from engaging in certain business combinations unless (i) prior to the time such stockholder became an interested stockholder, the board approved the transaction that resulted in such stockholder becoming an interested stockholder, (ii) upon consummation of the transaction that resulted in such stockholder becoming an interested stockholder, the interested stockholder owned 85% of the common stock or (iii) following board approval, the business combination receives the approval of the holders of at least two-thirds of our outstanding common stock not held by such interested stockholder. Any provision of our Certificate of Incorporation, Bylaws or Delaware law that has the effect of delaying, preventing, or deterring a change in control could limit the opportunity for our stockholders to receive a premium for their shares of our common stock. Even in the absence of a takeover attempt, the existence of these provisions may adversely affect the prevailing market price of our common stock if they are viewed by investors as discouraging future takeover attempts or other transactions that may be in the best interests of our stockholders or that may otherwise enable them to obtain a greater return on their investment, which may impair your ability to sell shares of our common stock at a price greater than the price you paid for them or at all. Our Certificate of Incorporation provides that the Court of Chancery of the State of Delaware will be the sole and exclusive forum for substantially all disputes between us and our stockholders, and federal district courts will be the sole and exclusive forum for Securities Act claims, which could limit our stockholders’ ability to obtain a favorable judicial forum for disputes with us or our directors, officers, or employees. Our Certificate of Incorporation provides that, unless we consent to the selection of an alternative forum, the Court of Chancery of the State of Delaware is the sole and exclusive forum for: (a) any derivative action or proceeding brought on our behalf; (b) any action asserting a claim of breach of fiduciary duty owed by any of our directors, officers, employees or other agents to us or to our stockholders; (c) any action asserting a claim arising pursuant to the DGCL, our Certificate of Incorporation or Bylaws (as either may be amended and/or restated), or as to which the DGCL confers exclusive jurisdiction on the Court of Chancery of the State of Delaware; or (d) any action asserting a claim governed by the internal affairs doctrine. Under our Certificate of Incorporation, this exclusive forum provision will not apply to claims which are vested in the exclusive jurisdiction of a court or forum other than the Court of Chancery of the State of Delaware, or for which the Court of Chancery of the State of Delaware does not have subject matter jurisdiction. For instance, the provision would not apply to actions arising under federal securities laws, including suits brought to enforce any liability or duty created by the Securities Act, Exchange Act, or the rules and regulations thereunder. Our Certificate of Incorporation further provides that, unless we consent in writing to the selection of an alternative forum, the federal district courts of the United States of America shall, to the fullest extent permitted by law, be the sole and exclusive forum for the resolution of any complaint asserting a cause of action arising under the Securities Act. The choice of forum provisions may limit a stockholder’s ability to bring a claim in a judicial forum that it finds favorable for disputes with us or our directors, officers, employees, or other agents, which may discourage such lawsuits against us and our directors, officers, employees, and other agents. Alternatively, if a court were to find the choice of forum provisions contained in our Certificate of Incorporation to be inapplicable or unenforceable in an action, we may incur additional costs associated with resolving such action in other jurisdictions, which could adversely affect our business, financial condition, and results of operations. Our Certificate of Incorporation provides that the doctrine of “corporate opportunity” will not apply with respect to any director or stockholder who is not employed by us or our subsidiaries. The doctrine of corporate opportunity generally provides that a corporate fiduciary may not develop an opportunity using corporate resources, acquire an interest adverse to that of the corporation or acquire property that is reasonably incident to the present or prospective business of the corporation or in which the corporation has a present or expectancy interest, unless that opportunity is first presented to the corporation and the corporation chooses not to pursue that opportunity. The doctrine of corporate opportunity is intended to preclude officers or directors or other fiduciaries from personally benefiting from opportunities that belong to the corporation. Our Certificate of Incorporation, to the fullest extent permitted from time to time by Delaware law, renounces any interest or expectancy that we otherwise would have in, and all rights to be offered an opportunity to participate in, any business opportunity that from time to time may be presented to any director or stockholder who is not employed by us or our subsidiaries (each such person, an “exempt person”). 76 Table of Contents In addition, to the fullest extent permitted by law, if an exempt person acquires knowledge of a potential transaction or other business opportunity which may be a corporate opportunity for itself or himself or its or his affiliates or for us or our subsidiaries, such exempt person will have no duty to communicate or offer such transaction or business opportunity to us or any of our subsidiaries and such exempt person may take any such opportunity for themselves or offer it to another person or entity. As a result, certain of our stockholders, directors and their respective affiliates will not be prohibited from operating or investing in competing businesses. We therefore may find ourselves in competition with certain of our stockholders, directors, or their respective affiliates, and we may not have knowledge of, or be able to pursue, transactions that could potentially be beneficial to us. Accordingly, we may lose a corporate opportunity or suffer competitive harm, which could negatively impact our business and growth prospects. The requirements of being a public company may strain our resources, divert management’s attention, and affect our ability to attract and retain qualified board members. As a public company listed in the United States, we incur significant additional legal, accounting, and other expenses. In addition, changing laws, regulations, and standards relating to corporate governance and public disclosure, including regulations implemented by the SEC and Nasdaq, may increase legal and financial compliance costs, and make some activities more time consuming. These laws, regulations and standards are subject to varying interpretations, and as a result, their application in practice may evolve over time as new guidance is provided by regulatory and governing bodies. Additionally, as a public company, we may from time to time be subject to proposals by stockholders urging us to take certain corporate actions. If activist stockholder activity ensues, we may be required to incur additional costs to retain the services of professional advisors, management time and attention will be diverted from our core business operations, and perceived uncertainties as to our future direction, strategy or leadership may cause us to lose potential business opportunities and impair our brand and reputation, any of which could materially and adversely affect our business, financial condition, and results of operations. In addition to increasing our legal and financial compliance costs, the additional rules and regulations described above might also make it more difficult for us to obtain certain types of insurance, including director and officer liability insurance, and we might be forced to accept reduced policy limits and coverage or incur substantially higher costs to obtain the same or similar coverage. As a result, it may be more difficult for us to attract and retain qualified persons to serve on our board of directors, on committees of our board of directors or as members of our senior management team. We are an “emerging growth company”, and we cannot be certain if the reduced disclosure requirements applicable to us will make our common stock less attractive to investors. For so long as we remain an “emerging growth company” as defined in the JOBS Act, we may take advantage of certain exemptions from various requirements that are applicable to public companies that are not “emerging growth companies.” These provisions include, among other exemptions, that: • we are required to have only two years of Management’s Discussion and Analysis of Financial Condition and Results of Operations disclosure; • we are not required to engage an auditor to report on our internal controls over financial reporting pursuant to Section 404(b) of the Sarbanes-Oxley Act; • we are not required to comply with any requirement that may be adopted by the PCAOB regarding mandatory audit firm rotation or a supplement to the auditor’s report providing additional information about the audit and the financial statements (i.e., an auditor discussion and analysis); • we are not required to submit certain executive compensation matters to stockholder advisory votes, such as “say-on-pay,” “say-on-frequency” and “say-on-golden parachutes;” and • we are not required to disclose certain executive compensation related items such as the correlation between executive compensation and performance and comparisons of the chief executive officer’s compensation to median employee compensation. We may take advantage of these exemptions until the last day of our fiscal year following the fifth anniversary of the closing of our IPO or such earlier time that we are no longer an emerging growth company. 77 Table of Contents We will cease to be an emerging growth company if (i) we have $1.235 billion or more in annual revenue in any fiscal year, (ii) the market value of our common stock held by non-affiliates is at least $700 million as of the end of our most recently completed second fiscal quarter, or (iii) we issue more than $1.0 billion of non-convertible debt over a three-year period. Accordingly, we expect to cease being an emerging growth company as of December 31, 2026. We have elected to take advantage of certain of the reduced reporting and other obligations described above and intend to take advantage of reduced reporting requirements in the future for so long as we are able to do so. The JOBS Act also permits an emerging growth company like us to delay the adoption of certain accounting standards until those standards would otherwise apply to private companies. We have elected to use this extended transition period for complying with new or revised accounting standards until the earlier of the date we (x) are no longer an emerging growth company, or (y) affirmatively and irrevocably opt out of the extended transition period provided in the JOBS Act. As a result, our consolidated financial statements and the reported results of operations contained therein may not be directly comparable to those of other public companies. We cannot predict if investors will find our common stock less attractive because we may rely on these exemptions. If some investors find our common stock less attractive as a result, there may be a less active trading market for our common stock and our stock price may decline or be more volatile. We do not anticipate paying dividends on our common stock in the foreseeable future. As a result, your ability to achieve a return on your investment will depend on appreciation in the price of our common stock. We have never declared or paid any cash dividends on our common stock and do not anticipate paying any cash dividends on our common stock in the foreseeable future. We anticipate that we will retain all of our available funds and any future earnings for use in the operation and expansion of our business and the repayment of outstanding debt. Any future determination as to the payment of cash dividends will be at the discretion of our board of directors and will depend on, among other things, our business prospects, financial condition, results of operations, current and anticipated cash needs and availability, industry trends and other factors that our board of directors may consider to be relevant. Furthermore, because we are a holding company, our ability to pay dividends on our common stock will depend on our receipt of cash distributions and dividends from our direct and indirect wholly owned subsidiaries. In addition, our ability to pay cash dividends is currently restricted by the terms of the agreement governing our Credit Facilities. Our ability to pay cash dividends on our common stock in the future may also be limited by the terms of any preferred securities we may issue or financial and other covenants in any instruments or agreements governing any additional indebtedness we may incur in the future. Consequently, investors who purchase shares of our common stock may be unable to realize a return on their investment except by selling sell such shares after price appreciation, which may never occur. Our inability or decision not to pay dividends, particularly when others in our industry have elected to do so, could also adversely affect the market price of our common stock. The current uncertainty in the global economy and financial and stock markets may depress our stock price, which may cause stockholders, activists and others to take advantage of the distressed stock price and pursue aggressive actions that may not be in the interests of all stockholders. The current uncertainty in the global economy and financial and stock markets, by itself or coupled with our dependency on existing customers' demand and exposure to change in demand by our customers, including as a result of reasons beyond our control, as well as other risk factors described herein, may have an adverse effect on our business, operations, financial results and prospects. As a result of this or any of the other factors described above, investors’ perceptions of our business and the market price of our common stock could be adversely affected. Those circumstances may encourage certain stockholders, activists and others to take advantage of the distressed stock price and market conditions to pursue aggressive or hostile actions that may not be in the interests of all of our stockholders. 78 Table of Contents General Risk Factors Unfavorable conditions in our industry or the global economy or reductions in information technology spending could limit our ability to grow our business and negatively affect our results of operations. Our results of operations may vary based on the impact of changes in our industry and the global economy on us and our customers. Current or future economic uncertainties or downturns could adversely affect our business, financial condition and results of operations. Negative conditions in the general economy both in the United States and abroad, including conditions resulting from changes in gross domestic product growth, financial, and credit market fluctuations, political turmoil, natural catastrophes, any pandemic, epidemic or outbreak of infectious disease, warfare, protests and riots, and terrorist attacks on the United States, Europe, Middle East, the Asia Pacific region, or elsewhere, could cause a decrease in business investments by our customers and potential customers, including spending on information technology, and negatively affect the growth of our business. Any limitations on travel and doing business in person may negatively affect our customer success efforts, sales and marketing efforts, challenge our ability to enter into customer contracts in a timely manner, slow down our recruiting efforts, or create operational or other challenges, any of which could adversely affect our business, financial condition and results of operations. A disruption in the operations of our customers and technology partners, including as a result of travel restrictions and/or business shutdowns, could negatively impact our business, financial condition, and results of operations. To the extent our offerings are perceived by customers and potential customers as discretionary, our revenue may be disproportionately affected by delays or reductions in general information technology spending. Also, customers may choose to develop in-house software as an alternative to using our offerings. Moreover, competitors may respond to market conditions by lowering prices. We cannot predict the timing, strength or duration of any economic slowdown, instability or recovery, generally or within any particular industry. If the economic conditions of the general economy or markets in which we operate do not improve, or worsen from present levels, our business, financial condition and results of operations could be adversely affected. From time to time we may provide estimates of market opportunity and forecasts of market growth. These estimates may prove to be inaccurate, and even if the markets in which we compete achieve the forecasted growth, our business could fail to grow at similar rates, or at all. Any estimates of market opportunity and forecasts of market growth that we provide may prove to be inaccurate. Market opportunity estimates and growth forecasts are subject to significant uncertainty and are based on assumptions and estimates that may not prove to be accurate, including as a result of any of the risks described in this Annual Report on Form 10-K. In addition, the variables that go into the calculation of our market opportunity are subject to change over time, and there is no guarantee that any particular number or percentage of addressable users or companies covered by our market opportunity estimates will purchase our offerings or generate any particular level of revenue for us. In addition, our ability to expand in any of our target markets depends on a number of factors, including the cost, performance, and perceived value associated with our platform and those of our competitors. Even if the markets in which we compete meet our size estimates and growth forecasts, our business could fail to grow at similar rates, or at all. Our growth is subject to many factors, including our success in implementing our business strategy, which is subject to many risks and uncertainties. Accordingly, any forecasts of market growth that we provide should not be taken as indicative of our future growth. If industry or financial analysts do not publish research or reports about our business, or if they issue inaccurate or unfavorable research regarding our common stock, the market price and trading volume of our common stock could decline. The trading market for our common stock is influenced by the research and reports that industry or financial analysts publish about us and our business. We do not control these analysts or the content and opinions included in their reports. As a recently public company, we may be slow to attract research coverage and the analysts who publish information about our common stock will have had relatively little experience with our company, which could affect their ability to accurately forecast our results and make it more likely that we fail to meet their estimates. In the event we obtain industry or financial analyst coverage, if any of the analysts who cover us issues an inaccurate or unfavorable opinion regarding our company, the market price of our common stock would likely decline. In addition, the share prices of many companies in the technology industry have declined significantly after those companies have failed to meet, or significantly exceed, the financial guidance they have publicly announced or the expectations of analysts and investors. 79 Table of Contents If our financial results fail to meet, or significantly exceed, our announced guidance or the expectations of analysts or investors, analysts could downgrade our common stock or publish unfavorable research about us. If one or more of these analysts cease coverage of our company or fail to publish reports on us regularly, our visibility in the financial markets could decrease, which in turn could cause the market price or trading volume of our common stock to decline. Our disclosure controls and procedures may not prevent or detect all errors or acts of fraud. We are subject to the periodic reporting requirements of the Exchange Act. We designed our disclosure controls and procedures to provide reasonable assurance that information we must disclose in reports we file or submit under the Exchange Act is accumulated and communicated to management, and recorded, processed, summarized and reported within the time periods specified in the rules and forms of the SEC. We believe that any disclosure controls and procedures, no matter how well conceived and operated, can provide only reasonable, not absolute, assurance that the objectives of the control system are met. These inherent limitations include the realities that judgments in decision making can be faulty, and that breakdowns can occur because of simple error or mistake. Additionally, controls can be circumvented by the individual acts of some persons, by collusion of two or more people or by an unauthorized override of the controls. Accordingly, because of the inherent limitations in our control system, misstatements due to error or fraud may occur and not be detected. If our estimates or judgments relating to our critical accounting policies are based on assumptions that change or prove to be incorrect, our results of operations could fall below the expectations of securities analysts and investors, resulting in a decline in the trading price of our common stock. The preparation of financial statements in conformity with GAAP requires management to make estimates and assumptions that affect the amounts reported in our consolidated financial statements and accompanying notes. We base our estimates on historical experience and on various other assumptions that we believe to be reasonable under the circumstances, as discussed in Part II, Item 7. “Management’s Discussion and Analysis of Financial Condition and Results of Operations” included elsewhere in this Annual Report on Form 10-K, the results of which form the basis for making judgments about the carrying values of assets, liabilities, equity, revenue, and expenses that are not readily apparent from other sources. Our results of operations may be adversely affected if our assumptions change or if actual circumstances differ from those in our assumptions, which could cause our results of operations to fall below our publicly announced guidance or the expectations of securities analysts and investors, resulting in a decline in the market price of our common stock. Increased attention to environmental, social and governance (“ESG”) matters may require us to incur additional costs or otherwise adversely impact our business. Increased attention to climate change; diversity, equity, and inclusion; and other ESG issues, as well as societal expectations regarding voluntary ESG initiatives and disclosures, may result in increased costs (including but not limited to increased costs related to compliance, stakeholder engagement, and contracting), impact our reputation, or otherwise affect our business performance. In addition, organizations that provide information to investors on corporate governance and related matters have developed ratings processes for evaluating companies on ESG matters. Such ratings are used by some investors to inform their investment or voting decisions. Unfavorable or lack of ESG ratings could lead to negative investor sentiment toward us and/or our industry, which could have a negative impact on our access to and costs of capital. To the extent ESG matters negatively impact our reputation, we may also not be able to compete as effectively to recruit or retain employees. We may take certain actions, including the establishment of ESG-related goals or targets, to improve the ESG profile of our Company and/or offerings and/or respond to stakeholder demand; however, such actions may be costly, lengthy, or be subject to numerous conditions that are outside our control, and we cannot guarantee that such actions will have the desired effect. Moreover, while we may create and publish voluntary disclosures regarding ESG matters from time to time, many of the statements in those voluntary disclosures are based on hypothetical expectations and assumptions that may or may not be representative of current or actual risks or events or forecasts of expected risks or events, including the costs associated therewith. Such expectations and assumptions are necessarily uncertain and may be prone to error or subject to misinterpretation given the long timelines involved and the lack of an established single approach to identifying, measuring and reporting on many ESG matters. Such disclosures may also be at least partially reliant on third-party information that we have not independently verified or cannot be independently verified. In addition, we expect there will likely be increasing levels of regulation, disclosure-related and otherwise, with respect to ESG matters, and increased regulation will likely lead to increased compliance costs as well as scrutiny that could heighten all of the risks identified in this risk factor. 80 Table of Contents Such ESG matters may also impact our suppliers or customers, which may adversely impact our business, financial condition, or results of operations. Item 1B. Unresolved Staff Comments Not applicable. Item 1C. Cybersecurity Cybersecurity Risk Management and Strategy Kaltura has developed and implemented a cybersecurity risk management program, intended to protect the confidentiality, integrity, and availability of our critical systems and information. We aim to be proactive in our approach to cybersecurity, with our practices informed by the National Institute of Standards and Technology Cybersecurity Framework (NIST CSF). This approach aids us in identifying and managing cyber risks in a manner that aligns with our business operations. While the NIST CSF serves as a guiding framework to help us identify, assess, and manage cybersecurity risks, this does not imply we adopt a blanket adherence to its standards and requirements in all respects. Our cybersecurity risk management program is further informed by the industry-recognized certifications we have obtained through comprehensive third-party evaluations, including ISO/IEC 27001:2022, ISO 27701, ISO 27799, ISO 22301, SOC 2 Type 2, and SOC 3. Our cybersecurity risk management program is integrated into the broader scope of Kaltura's enterprise risk management framework, including processes for managing risks, from legal and compliance to strategic, operational, and financial threats, through shared methodologies, reporting channels, and governance processes. Key elements of our cybersecurity risk management program encompass: a. Risk Assessments: A risk assessment process to identify and evaluate material cybersecurity threats to our systems, data, products, services, and overall IT environment. b. Security Team Expertise: Our security team, led by our Chief Information Security Officer (CISO), who oversees our cybersecurity risk assessments, the implementation of security controls, and the coordination of our incident response efforts. c. External Collaboration: We engage with external service providers, where appropriate, for assessing and testing our security processes and controls. d. Cybersecurity Awareness Training: Security awareness and training programs for our employees. e. Incident Response Preparedness: Our incident response plan outlines our approach to addressing and responding to cybersecurity incidents and to findings, vulnerabilities and incidents that could lead to or allegedly be suspected as cybersecurity incidents. f. Third-Party Risk Management: A process for evaluating and managing the risks associated with our service providers, suppliers, and vendors who access our critical systems and data. We have not identified risks from known cybersecurity threats, including as a result of any prior cybersecurity incidents, that have materially affected us or are reasonably likely to materially affect us. We face risks from cybersecurity threats that, if realized, are reasonably likely to materially affect us, including our operations, business strategy, results of operations, or financial condition. See “Risk Factors – Risks Related to Information Technology, Intellectual Property and Data Privacy and Security” - “A real or perceived bug, defect, security vulnerability, error, or other performance failure involving our platform, products or solutions could cause us to lose revenue, damage our reputation, and expose us to liability.” and “If we or our third-party service providers expe