#1Investor Day 2022 walk me#2Safe harbor and other information. Certain statements in this presentation may constitute "forward-looking" statements and information, within the meaning of Section 27A of the Securities Act of 1933, Section 21E of the Securities Exchange Act of 1934, and the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995 that relate to our current expectations and views of future events, including statements regarding future financial results and guidance, partnerships and relationships with our customers.. In some cases, these forward-looking statements can be identified by words or phrases such as "may," "might," "will," "could," "would," "should," "expect," "plan," "anticipate," "intend," "seek," "believe," "estimate," "predict," "potential," "continue," "contemplate," "possible" or similar words. These forward-looking statements are subject to risks, uncertainties and assumptions, some of which are beyond our control. In addition, these forward-looking statements reflect our current views with respect to future events and are not a guarantee of future performance. Actual outcomes may differ materially from the information contained in the forward-looking statements as a result of a number of factors, including, without limitation, the following: our ability to manage our growth effectively, sustain our historical growth rate in the future or achieve or maintain profitability; the impact of the COVID-19 pandemic or adverse macro-economic events on our business, financial condition and results of operations; the growth and expansion of the markets for our offerings and our ability to adapt and respond effectively to evolving market conditions; the effects of increased competition in our target markets and our ability to compete effectively; our ability to attract and retain new customers and to expand within our existing customer base; the percentage of our remaining performance obligations that we expect to recognize as revenue; our ability to effectively develop and expand our marketing and sales capabilities; risks related to our international operations and our ability to expand our international business operations; the effects of unfavorable conditions in our industry or the global economy or reductions in information technology spending; and other risk factors set forth in the section titled "Risk Factors" in our Annual Report on Form 20-F filed with the Securities and Exchange Commission on March 24, 2022, and other documents filed with or furnished to the SEC. These statements reflect management's current expectations regarding future events and operating performance and speak only as of the date of this press release. You should not put undue reliance on any forward-looking statements. Although we believe that the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee that future results, levels of activity, performance and events and circumstances reflected in the forward-looking statements will be achieved or will occur. Except as required by applicable law, we undertake no obligation to update or revise publicly any forward-looking statements, whether as a result of new information, future events or otherwise, after the date on which the statements are made or to reflect the occurrence of unanticipated events. Unless otherwise indicated, information contained in this presentation concerning economic conditions, our industry, the markets in which we operate and our competitive position is based on a variety of sources, including information from independent industry analysts and publications, as well as our own estimates and research. Management estimates are derived from publicly available information released by independent 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 knowledge of our industry and the markets in which we operate, which we believe to be reasonable. Although we believe the data from these third-party sources is reliable, we have not independently verified any such information, and these sources generally state that the information they contain has been obtained from sources believed to be reliable. In addition, as discussed above, 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 that could cause our actual results to differ materially from those expressed in the estimates made by the independent third parties and by us. walk me TM © All Rights Reserved 2#3| Our use of Non-GAAP financial measures. In addition to our financial information reported in accordance with GAAP, this presentation may contain one or more of the following non-GAAP financial measures: Non-GAAP Gross Profit, Non-GAAP Gross Margin, Non-GAAP Operating Income (Loss), Non-GAAP Operating Margin, Non-GAAP Net Income (Loss) attributable to WalkMe Ltd., Non-GAAP Net Income (Loss) per share attributable to WalkMe Ltd. and Free Cash Flow, all of which are non-GAAP financial measures. We believe that these measures provide useful information about operating results, enhance the overall understanding of past financial performance and future prospects, and allow for greater transparency with respect to key measures used by management in its financial and operational decision making. Non-GAAP financial measures have limitations as analytical tools and may differ from similarly titled measured presented by other companies. The presentation of this financial information is not intended to be considered as a substitute for the financial information prepared and presented in accordance with GAAP. Investors are encouraged to review the related GAAP financial measures and the reconciliation of these non-GAAP financial measures to their most directly comparable GAAP financial measures and not rely on any single financial measure to evaluate our business. Non-GAAP Gross Profit and Non-GAAP Gross Margin. We define Non-GAAP Gross Profit as gross profit excluding share-based compensation and amortization of acquired intangibles. We exclude these items because they occur for reasons that may be unrelated to our core operating performance during the period, and because we believe that such items may obscure underlying business trends and make comparisons of long-term performance difficult. We use Non-GAAP Gross Profit with traditional GAAP measures to evaluate our financial performance. Non-GAAP Gross Margin is calculated as a percentage of revenues. Non-GAAP Operating Income (Loss) and Non-GAAP Operating Margin. We define Non-GAAP Operating Income (Loss) as income (loss) from operations excluding share-based compensation and amortization of acquired intangibles. We exclude these items because they occur for reasons that may be unrelated to our core operating performance during the period, and because we believe that such items may obscure underlying business trends and make comparisons of long-term performance difficult. We use Non-GAAP Operating Income (Loss) with traditional GAAP measures to evaluate our financial performance. Non-GAAP Operating Margin is calculated as a percentage of revenues. Non-GAAP Net Income (Loss) attributable to WalkMe Ltd. We define Non-GAAP Net Income (Loss) attributable to WalkMe Ltd. as net income (loss) attributable to WalkMe Ltd. excluding share-based compensation and amortization of acquired intangibles. We exclude these items because they occur for reasons that may be unrelated to our core operating performance during the period, and because we believe that such items may obscure underlying business trends and make comparisons of long-term performance difficult. We use Non-GAAP Net Income (Loss) attributable to WalkMe Ltd. with traditional GAAP measures to evaluate our financial performance. Non-GAAP Net Income (Loss) per Share attributable to WalkMe Ltd. is calculated based on ordinary shares outstanding after accounting for the exchange of our outstanding convertible preferred shares into ordinary shares as though such event had occurred at the beginning of the periods. Free Cash Flow. We define Free Cash Flow as net cash provided by (used in) operating activities, less cash used for purchases of property and equipment and capitalized internal-use software costs. We believe that Free Cash Flow is a useful indicator of liquidity that provides information to management and investors, even if negative, about the amount of cash used in our business. Our Free Cash Flow may vary from period to period and be impacted as we continue to invest for growth in our business. ARR. We define ARR as the annualized value of customer subscription contracts as of the measurement date, assuming any contract that expires during the next 12 months is renewed on its existing terms (including contracts for which we are negotiating a renewal). Our calculation of ARR is not adjusted for the impact of any known or projected future events (such as customer cancellations, upgrades or downgrades, or price increases or decreases) that may cause any such contract not to be renewed on its existing terms. In addition, the amount of actual revenue that we recognize over any 12-month period is likely to differ from ARR at the beginning of that period, sometimes significantly. This may occur due to new bookings, cancellations, upgrades, downgrades or other changes in pending renewals, as well as the effects of professional services revenue and acquisitions or divestitures. As a result, ARR should be viewed independently of, and not as a substitute for or forecast of, revenue and deferred revenue. Our calculation of ARR may differ from similarly titled metrics presented by other companies. For more information on the non-GAAP financial measures, please see the reconciliation tables provided in the appendix to this presentation. The accompanying reconciliation tables have more details on the GAAP financial measures that are most directly comparable to non-GAAP financial measures and the related reconciliations between these financial measures. walk me TM © All Rights Reserved 3#4| Agenda. walk me TM Kickoff Dan Adika - Chief Executive Officer & Co-Founder WalkMe's Vision Rafael Sweary - President & Co-Founder Product Vision & Roadmap Dan Adika - Chief Executive Officer & Co-Founder Journey to Customer Value Wayne McCulloch - Chief Customer Officer KJ Kusch - Global Field CTO Special Guest- Jack Snodgrass - Stanley Security Levers of Growth - GTM Andrew Casey - Chief Financial Officer Dan Adika Partner Ecosystem Amir Farhi - Chief Business Development Officer Guests: Gunther Rameseder, Celonis Mike Bentley, IBM Path to Rule of 40+ Andrew Casey - Chief Financial Officer Q&A With Management Dan Adika - Chief Executive Officer & Co-Founder Rafael Sweary - President & Co-Founder Wayne McCulloch - Chief Customer Officer Andrew Casey - Chief Financial Officer © All Rights Reserved#5walk me TM Dan Adika - CEO. © All Rights Reserved 5#6walk me TM WalkMe's Vision. Rafael Sweary - President © All Rights Reserved#7Customers are consistently moving along their journey to leverage the full power of DAP. walk me TM 265 2019 +71% 374 2020 # of Customers >100k 454 2021 Based on rounded numbers | Financial, customer, and employee data as of December 31, 2021 12 2019 +158% 19 2020 # of Customers >$1 MM 31 2021 © All Rights Reserved 7#8| The investment in digital transformation is massive & continues to grow. 60% Digital suppresses physical 55% 50% 45% 40% walk me ta TM $6,500 Average annual spend per employee Physical Investment (%) Digital investment (%) Digital Investment -56% c Physical Investment - 44% Significant spend as % of Revenue across all industries 8% Government. 8% Banking & Investment $2.4 trillion Projected spend on digital transformation over next four years 2016 2015 2017 2018 2019 2020 (1) On average. Based on data provided by Gartner reports: Forecast: Enterprise IT Spending by Vertical Industry Market (2 Based on data provided by Gartner reports: Forecast: Enterprise IT Spending by Vertical Industry Market (3 Represents median spend on IT per industry 2% Retail 4% أن.أ.i Healthcare 2% Energy & Utilities 5% Media & Services 2% 3% Manufacturing Insurance 5% Education © All Rights Reserved 8#9| Digital business desired outcomes. On Increase Revenue walk me TM 1 Improve Operating Margin Improve employee Experience QO Improve Associated Business Experiences Improve Customer Experience lo Reduce Risk © All Rights Reserved 9#10| Companies run hundreds of applications in all areas of business. Sales Salesforce Automation (e.g. Salesforce, Microsoft Dynamics) Contact Database (e.g. Zoominfo) Quote-to-Cash (e.g. Apptus) Sales Content Orchestration (e.g. Seismic) Sales Workflow (e.g. Outreach) ● ● ● ● ● ● IT/Operations ● ● ● ● ● ● walk me Customer Relationship Intelligence (e.g. Aviso, Leadspace) TM Kanban (e.g. Trello, Asana) IT Service Management (e.g. Atlassian, Citrix, Apptio) Work Operating System (e.g. monday.com) IT Operations (e.g. BMC, Nexthink, Pagerduty) DevSecurity (e.g. Checkmarx, Veracode) Deployment (e.g. DigitalOcean, Fossa, Puppet) Code and Build (e.g. Pronto, GitLab, Retool, Marketing Email List Management (e.g. Sendbird, Mailchimp) ● Analytics (e.g. Segment) • Marketing Automation (e.g. HubSpot, SalesFusion) • Social Marketing Management (e.g. Sprinklr, Hootsuite) Legal Case and Matter Management (e.g. Legal Files) ● CDP (e.g. Tealium) Content Marketing (e.g. Percolate, Newscred) • Legal Entity Management (e.g. GEMS, Symfact, Legisway) ● ● ● Contract Generation and Management (e.g. LegalZoom, Concord, Contract PodAl) Document Automation Tools (e.g. DocuSign, AdobeSign, HelloSign) Legal Research (e.g. LexisNexis) Human Resources Help Desk (e.g. ServiceNow, People Doc) Benefits (e.g. Thomsons, Mercer, Rise) Time and Attendance (e.g. Kronos, Workforce, Deputy) . ● . Performance (e.g. Cornerstone) Learning (e.g. Taleo, Saba) Onboarding (e.g. HR Cloud) • Sourcing and Recruitment (e.g. Jobvite, Lever, Greenhouse) ● Product Management DevOps (e.g. Jfrog, Splunk) • Prototyping (e.g. Sketch, Figma, Axure) • Quality Management (e.g. PractiTest, TestBench, Ghost Inspector) ● Engagement and Culture (e.g. CulturelQ, Culture Amp, Success Factors) • RoadMapping (e.g. Roadmunk, ProductPlan, TeamGantt) ● ● Task and Features Management (e.g. Asana, Jira, Sunsama) Users Testing (e.g. Launchdarkly, Apptimize) Users Insights (e.g. Freshdesk, Finance • Payments (e.g. Toast, Stripe, Square, Plastiq) • Banking and Financing (e.g. FundBox, BlueVine, C2FO) ● • Payroll (e.g. Gusto, Guideline, Rippling, SAP, Zenefits) ● • Expense Management and Billing (e.g. Brex, Divvy, TeamPay, Bill.com) ● ● Accounting (e.g. QuickBooks) Financial Planning (e.g. MoneyGuide) ● Websites External-facing Customer portal ● Customer apps ● Mobile store Agent portal Partner portals ● Supply chain © All Rights Reserved 10#11walk me TM 70% of digital transformations Fall short of their objectives (1) (1) Boston Consulting Group, Flipping the Odds of Digital Transformation Success, October 2020 (1) Boston Consulting Group, Flipping the Odds of Digital Transformation Success, October 2020 © All Rights Reserved 11#12| Promise vs. Reality Employee View walk me TM salesforce S SharePoint DocuSign © All Rights Reserved 12#13| Promise vs. Reality Employee View Streamline the process: Lead →→ Opportunity →→ Cash walk me TM Build pipeline Outreach Linkedin Prospecting salesforce ORACLE SAP Opportunity management INSIGHTSQUARED clari Forecasting & Visibility grammarly A ATLASSIAN *Confluence Discount policy Sell ORACLE @dealhub Quote Adobe Sign DocuSign Signing SAP Concur ORACLE NETSUITE +$ Invoice TOTANGO Close VA AM & expansion © All Rights Reserved 13#14| Promise vs. Reality Employee View walk me TM A ATLASSIAN slack zoom servicenow thomsons COMLINE BENEFI MERCER people BY ULTIMATE SOFTWARE RISE KRONOS workforce MAKING SOFTWARE EASY Help Desk Benefits DEPUTY Communication & Collaboration Time & Attendance SAP ZENEFITS Sourcing & Recruitment Jobvite Administrative Systems Payroll LEVER greenhouse Onboarding Engagement & Culture Cornerstone rooline your petatul Learning Performance HR HR Cloud Taleo Cornerstone SABA roolire your potential cornerstone cultureia C Culture Amp engagedly successfactors™ An SAP Company successfactors™ An SAP Company © All Rights Reserved 14#15| Employees Are Overwhelmed (1) Blissfully, Saas Trends 2020 walk me TM DELL NCR ZOom #slack pagerduty now ADP sage 500 Office 365 **Dropbox IBM intuit SAP Google salesforce Enterprises maintain an average of 288 mission critical applications (1) successfactors™ An SAP Company Microsoft Dynamics AVAYA box SAP Concur C bambooHR™ Atlassian SUGAR EM ORACLEⓇ N NETSUITE © All Rights Reserved 15#16walk me Digital Asset © All Rights Reserved 16#17walk me TM Digital Asset © All Rights Reserved 17#18walk me TM Digital Assets © All Rights Reserved 18#19walk me TM Business process Digital Assets 783 © All Rights Reserved 19#20walk me TM Business process Digital Assets E © All Rights Reserved 20#21walk me TM Users Business process Digital Assets © All Rights Reserved 21#22walk me TM Users Business process Digital Assets © All Rights Reserved 22#23walk me TM The Black Box © All Rights Reserved 23#24WalkMe combines actionable insights with codeless optimization to deliver frictionless user experiences walk me TM Data Actionable Insights to Drive Digital Transformation to meet business strategy i LFBE Action and take codeless action Experience Simple and frictionless experience (Employee or Customer, platform agnostic) © All Rights Reserved 24#25Management attention Management attention is not where the value is achieved. walk me TM Identify business needs Bring in experts & consultants Develop strategy Go live Go live ROI starts ROI starts Deploy Go live ROI starts Go live ROI starts © All Rights Reserved 25#26| Digital business desired outcomes. 2 Increase Revenue walk me TM 503 Improve Operating Margin Improve Employee Experience ao oo Improve Associated Business Experiences G Improve Customer Experience 血 Reduce Risk © All Rights Reserved 26#27| Rethinking digital transformation. walk me TM Research Business goals Benchmark Evaluate 1 I 寫 1 1 1 1 1 1 1 I ME ma 2 Desired 3 Outcome 4 1 1 1 I 1 I 1 © All Rights Reserved 27#28| Rethinking digital transformation. walk me TM Research Business goals Benchmark Evaluate 1 I R 1 1 1 1 1 1 1 1 B P MO 2 Shorten employee onboarding. 4 1 1 I 3 1 I 1 © All Rights Reserved 28#29| Example - Shorten employee onboarding. 1 walk me TM 2 Shorten employee onboarding. 4 3 P&L of of a Company Total Revenues Cost of sales Gross profit Operating Expenses R&D S&M G&A Total Operating Expenses Operating Profit Increase Revenues- Decrease COGS Decrease OPEX © All Rights Reserved 29#30| DEFINING SUCCESS - The DAP Process. walk me TM 2 Shorten 1 customer ticket 3 handling time 4 Streamline the quote to cash 3 process 2 Encourage customer self- service 3 Shorten employee onboarding 3 2 Improve CRM data quality 1 3 Increase digital sales of add on services 3 © All Rights Reserved 30#31Shorten employee onboarding - The DAP Process. walk me Data Business Goals TM Research Industry Benchmarks WalkMe Benchmarks Discover & Prioritize Dashboard Example: System involved in Sales rep onboarding process: HCM, CRM, LMS, KMS Measure. See. Insights Personalized Access & Natural Place of Work Workstation, ActionBot, Menu Evaluate • Personalize and centralize the onboarding experience Streamline and simplify access to resources Simplified Experiences In-App Guidance & Automation Identify Areas of Improvement EXPERIENCE Example: Automate mundane workflows Data DAP Flywheel Action Identify friction points and opportunities within business processes Insights + Ull Example: updating personal info in HCM, setting up a territory in an HCM, or completing a certification and learning path in an LMS 3) Define Success Define a project. Define goals & create dashboards. KPI Manager + Insights Sample KPIs: 33% reduction in onboarding time (from 3 to 2 weeks) without reducing competence level • Increasing WFH self-sufficiency and by reducing support tickets by 50% Act On It Leverage Proven Pre-Made Solutions Solution Accelerators Rapidly Deploy Outcome Driven Experiences No-Code Editor © All Rights Reserved 31#32Utilizing WalkMe significantly impacts the business bottom line. FORRESTER walk me 60% TM Reduction in training time <3 Month Payback Period 50% Savings in IT and Help Desk tickets 20% 368% ROI Savings in software licensing fees 35% Increase in customer retention 10% Revenue growth from current customers Benefits from Employee-Facing Apps Source: Forrester Consulting, The Total Economic Impact of WalkMe Digital Adoption Platform, October 2020 Note: The Forrester Consulting study referred to above was based on information provided to Forrester Consulting during interviews they conducted with organizational decision-makers from four representative customers, selected by us, with experience using our Digital Adoption Platform, as well as Forrester's assumptions based on its own research. In selecting customers to participate in the study, we sought to assemble a group of customers that would provide a fulsome representation of our platform's capabilities. As a result, we selected customers from diverse industries, each with a diverse portfolio of use cases. All customers we selected to participate in the study agreed to participate. The information provided during these customer interviews was then used by Forrester Consulting to create a modeled composite of representative customers reflecting characteristics of the interviewed organizations in order to examine the return on investment that organizations may potentially realize from deploying our Digital Adoption Platform. 50% Savings in customer support costs Benefits from Customer-Facing Services © All Rights Reserved 32#33The value of WalkMe increases over time as customers constantly track data and take action. Successful organizations build proactive digital adoption strategies as the cornerstone of their programs, yielding increasing value over time. Use cases, Users, and value walk me TM Year 1 +125.9% Year 2 Year 3 Increased application usage and process efficiencies Increased onboarding and training efficiencies Saving in IT support and help desk tickets (internal) Software licensing saving Increased user retention and upsell Saving in customer support calls Reduced sales cycle (one-off) © All Rights Reserved 33#34| Creating a New Category Customer Service and Support Technology (15) CRM Sales Technology (6) Gartner. walk me TM Digital, Self- Service (5) Digital Workplace HCM Technology (6) Product Leadership (7) FORRESTER 451 Research Customer Experience Analytics, BI and Data Science Solutions (1) COVID-19 Resource Center (1) Digital Commerce (1) Sierra-Cedar TOPO Everest Group From insight to action. ERP (1) IT Services and Solutions (1) constellation RESEARCH Employee Experience (2) Digital Adoption TECHNOLOGY FUTURUM FOR BUSINESS LEADERS FROST & SULLIVAN © All Rights Reserved 34#35WalkMe has pioneered and is the recognized leader in a new category - Digital Adoption Platforms. WalkMe represents a quantum leap in how organizations drive adoption and achieve business outcomes on their existing digital assets. walk me TM 1998 ERP 1995 CRM 1998 BI 2000 HCM 2014 RPA 2019 walk me Digital Adoption Solutions © All Rights Reserved 35#36| At the tipping point Growing mentions by industry analysts. 200 150 100 50 Cumulative Industry Report Mentions Total (Gartner, Forrester, IDC and Others) walk me TM 0 0 2011 2012 1 2013 2014 12 20 28 37 59 2015 2016 2017 2018 2019 118 171 2020 2021 20 15 10 5 "WalkMe" Mentions by Industry Analyst 2011 Gartner Mentions Bersin 2012 2013 Forrester Mentions IDC 2014 2015 2016 Constellation Research Futurum Research 2017 ●●● 2018 451 Research Frost & Sullivan 2019 ●● ●●●● 2020 2021 Everest Group © All Rights Reserved 36#37| New Tech: Digital Adoption Platforms, Q2 2022 Forrester's first market landscape on the DAP category WalkMe is recognized in both the Pure-Play DAP and Product Insight Platform vendor functionality segments and in the late stage maturity segment walk me TM "Global software decision-makers reported that more than 40% of their organization's software spending in 2021 went to new software licenses and new custom software solutions. DAPs are emerging as catalysts for managing digital transformation, with purpose-built features to enable users to do more with enterprise applications." Forrester Report Prepared For Of Bloch With WALKME LTD New Tech: Digital Adoption Platforms, Q2 2022 Forrester's Landscape Overview Of 17 Providers May 16, 2022 By Vasupradha Srinivasan with Ashutosh Sharma, Min Say, David Brodeur-Johnson, Bill Nagel Summary Digital adoption platforms (DAPs) are emerging product sultes that leverage analytics and Insights to improve the usage and adoption of enterprise applications Vendors in this space provide different sets of capabilities to help enterprises streamine digital transformation efforts and boost the usage of employee and customer-facing technologies. Technology and employee experience (EX) professionals should use this report to understand the capabilities of emerging vendors within major segments of the digital adoption market and to inform their technology and EX strategies. Not Licensed For Ⓒ2022 foresearch Alademanns are property of their respect owners Formation, ses the Clin P, contact ca 866-367-7378 FORRESTER © All Rights Reserved 37#38| Gartner Validating Emerging Digital Adoption Category walk me TM "By 2025, 70% of organizations will use digital adoption solutions across the entire technology stack to overcome still insufficient application user experience." Gartner - Nov 20- "Overlay digital adoption solutions across the organizational tech stack by focusing on key applications in a single functional domain to improve onboarding, decrease the time spent on performing tasks in multiple solutions and reduce money spent on additional training." -GartnerⓇ, Improve Employee Usage, Engagement and Productivity With Digital Adoption Solutions Nov 2020, Melissa Hilbert, Stephen Emmott GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved. © All Rights Reserved 38#39DAP & WalkMe are positioned within major technology trends walk me TM Gartner Digital Workplace Innovation Impact Matrix Gartner Innovation Insight for Application Composition Technology Forrester US Tech Market Outlook, 2022 © All Rights Reserved 39#40| At the tipping point: Macroeconomic tailwinds Economic Focus on Profitability & ROI Uncertainty and focus on driving free cash flow requires ROI and outcome driven decision making. Focus shifts to increasing adoption and efficiency of technology. walk me TM Labor Market - Labor scarcity: cost and the lack of trained resources is driving automation (e.g., lack of truck and taxi drivers will usher in autonomous vehicles, RPA is replacing static and repeatable processes, etc.) - Hybrid / mobile workforce: a subset of software proliferation, it's created the need for new applications and processes for businesses to achieve their objectives Great Resignation / Big Acceptance: high turnover and increased hiring benefits from reducing on-boarding time © All Rights Reserved 40#41walk me TM WalkMe is the Natural choice © All Rights Reserved 41#42| WalkMe is the recognized DAP leader. walk me TM ןםןם Defining the category © All Rights Reserved 42#43| WalkMe leads the pack in terms of DAP license revenue* Vendors' DAP market share by annual realized license revenue; August 2021 walk me TM >45% walk me <55% Total of 17 other vendors evaluated by Everest Group *Everest, 2021. © All Rights Reserved 43#44| WalkMe is the recognized DAP leader. walk me TM ןםןם Defining the category Proprietary technology © All Rights Reserved 44#45salesforce Create New... Home Opportunities Accounts Leads Dashboards Success Reports Recent Items Margaret Lawrence hdhgdhg sw1 ggbjg William Fang salesforce Create "22 Recent By WalkMe Margaret Lawrence hdhgdhg walk me Home Products Opportunities Click Products sw1 ggbjg William Fang Test TM Search... Margaret Lawrence Friday 20 May 2022 Show Feed Calendar Today 20/05/2022 Search... Success Dashboards Leads X argaret Lawrence ay 20 May 2022 eed Calendar Campaigns Reports New Event Today 20/05/2022 You have no events scheduled for the next 7 days. Click Products By WalkMe Products Contacts Contracts New Event X Accounts Campaigns Contacts Need Help? Margaret Lawrence T Margaret Lawrence Contracts + Setup Help Setup Sales Spring '22 for Developers Help Calendar Help ? May 2022 Sales Spring '22 for Developers Calendar Help? May 2022 Mon Tue Wed Thu Fri Sat Sun 25 26 27 28 29 30 01 © All Rights Reserved 45#46| Our core technology. The core of WalkMe's digital adoption platform is powered by a "new science", Deep UI, which leverages machine learning and Al to drive users to success. Similar to voice recognition and face recognition UI Intelligence is a core capability that allows for many current & future applications (from process discovery to smart automation) walk me TM 00 4 patents on machine learning technology for a truly powerful, no-code platform that provides deeper and more accurate insights and drives smarter, contextual guidance. Most experience serving diverse customer needs, developing playbooks and practices that accelerate delivery to customers and the knowledge to manage edge cases. Truly code-less platform for simple and flexible deployment across any enterprise environment 30% of WalkMe's R&D is dedicated to constantly perfecting this core capability. © All Rights Reserved 46#47| WalkMe is the recognized DAP leader. walk me TM ןםןם Defining the category Proprietary technology € Ecosystem © All Rights Reserved 47#48| The Ecosystem effect. Dap Professionals 3,500+ Linkedin Profiles featuring Digital Adoption & WalkMe skills Hicham Mahjoubi 2nd Digital Adoption Platforms Specialist - Nestlé Barcelona, Catalonia, Spain 500+ connections - C walk me TM Cloud-base Josh Waters 3rd Senior Venues and Events Trainer at iVvy and WalkMe Certified Solution Engineer I normally wouldn't post a certificate from having completed one of my tool trainings but holy cow WalkMeTM is not playing around! Just a shoutout to the amazing Instructional Designers over there creating some truly interactive and sticky learning. Really impressive. Giorgia Ortiz. 2nd Be yourself, everyone else is taken / Supporting and growing the best sal... 52m. walk me Certificate Of Completion Organizations Companies looking to hire WalkMe & Digital Adoption skills WalkMe Business Analyst- Baton Rouge, LA IBM Baton Rouge, LA, US Posted 3 days ago . 79 views Apply Save Steffaney Zohrabyan . 2nd Technology Enablement at T-Mobile for Business 6d. ExtraSpace Storage Asha Aravindakshan - 2nd Trisector Leader | Catalyst for moving organizations forward | @dcASHA 3d - Sprinklr US is hiring a WalkMe Business Analyst, with prior digital adoption experience. Apply with my employee referral link to be considered for this opportunity https://lnkd.in/gUPJhzc #saas #ensw #sprinklrlife #tech #jobs #startup Hi all my #DAP Professionals out there! Jordan Jensen is hiring for a Technical Trainer with WalkMe™ experience! It looks like a great role and a fast growing company! ...see more Technical Training Analyst extraspace.wd5.myworkdayjobs.com - 2 min read *Everest, 2019. © All Rights Reserved 48#49walk me TM Potential. © All Rights Reserved 49#50| A vast market opportunity. WalkMe caters to any organization that serves their users through software. Current Median Company ARR by Organization Size (2) walk me # of Global Organizations (¹) Enterprises with between 500 and 5,000 employees globally TM Enterprises with between 5,000 and 25,000 employees globally (1) S&P Global Market Intelligence Database (2) Internal data for actual customer spend by size, based on global employee count Enterprises with over 25,000 employees globally X S ARR by organization size II TAM Opportunity $34Bn in 2021 *Everest, 2019. © All Rights Reserved 50#51walk me TM Product Vision & Roadmap. Dan Adika - CEO © All Rights Reserved 51#52| The evolution of WalkMe's Digital Adoption Platform. walk me Website Navigation TM In-App Guidance Digital Adoption Platform Visibility & Insights Cross-App Business Process Enterprise UX Outcome Driven WalkMe Enterprise © All Rights Reserved 52#53| A user-first approach to digital adoption. With WalkMe, leverage data across business applications and workflows to take action and simplify user experience to drive business outcomes. walk me TM 300 150 0 1 Dec 8 Dec 16 Dec 146 31 Dec Data Uncover unseen data software usage data from application discovery through user journey analytics. WalkMe Builder Activate build mode Select the content type Smart Walk-Thru Launcher X O SpartTips Set Action Take immediate action to fix what is broken across workflows and applications in the form of UI elements. ID number New customer ID Insert your new customer ID, include all the numbers and cupola letters. Step 1/8 X Experience Ensure immediate and intuitive access to any application, workflow, or resource. © All Rights Reserved 53#54| WalkMe's Digital Adoption Platform. walk me TM 300 150 0 1 Dec TO O Business process analytics 8 Dec Session playback 16 Dec Data Y Application Application usage KPI manager Discovery analysis WalkMe analytics 146 Integrations 31 Dec ✪ UI Intelligence 9 Customized Reports WalkMe Builder Activate build mode Select the content type 2 Smart Walk-Thu No-Code Editor Multi language t Collaboration Ⓡ Launcher Action Integration Center Spartips Set Automation Templates Shield Ⓒ Comms Center Governance ID number New customer ID Insert your new customer ID, include all the numbers and cupola letters. Stop I/B Guidance In-app help (NPS) Experience Desktop Mobile experiences experiences (9:3) NPS tracking !!!! < Pending tasks X Bot Enterprise search Notifications © All Rights Reserved 54#55| Data. Digital Transformation intelligence. Understand, manage, and measure digital transformation success. walk me TM Application discovery. All Apps WalkMe Apps Discovend Apps □ D e Google Drive New Salesforce Lightning New D WalkMe Workstation M Gmail/Gcal/ADAP Insights. 1023 active users/3495 provisions 86% Goal Completions 83% 76% WalkThru Plays by Initiator Engagement by User Goal Completions by User Knowledge Admin Discover all applications used across your organization. Management www. 6 active days laverage) 18 minutes per day average) 985 886 Engagement by application report description Report of the end user actions Analyze user journeys across workflows. Engagement by application report description Report of the end user actions 1586 1087 785 with WalkMe Q Search First Seen 4 days ago 4 days ago Last week Apr, 30, 2021 Apr, 30, 2021 Apr, 30, 2021 Apr, 30, 2021 KPI manager. Nome Expensity Adoption Project Lightning Onboarding Workday Rollout Ul Intelligence. All Forms 192 forms Name Edit Opportunity Edit Terms and Conditions Edit Product Package Stomus Create Lead 2/2 1/3 Finished Reached Goal In Progress 13 Reached Goal Finished Not Reached Goal Date Ronge Apr 01, 2021-Apr 30, 2021 Reached due date Set, manage, and track digital adoption KPIs. Oct 25, 2021-Oct. 31, 2021 8 Days Remaining Sep. 01, 2021-Jan 30, 2021 Reached due date Popularity 81.3% 79% 77% Creator 63% [email protected] dan walkme.com dan walkme.com Actionable, Al-driven analytics on form usage. [email protected] uzidvindwalkme.com [email protected] Completion 98% 88% 76% 60% © All Rights Reserved 55#56Action. Take action to drive user experiences A unified, agile, and simplified way to drive digital experiences. walk me WalkMe Console. Dashboard RMy Content Menu Organizer Share Teach Me 88 Workstation Integrations Menu Organizer Communication Center Dashboard New Notifications Audiences Settings U Intelligence Insights CDTI walk me TM My Content Allem 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Decenteme Starved W ShopMe's Return Process Checkout Form Custom Events Tests ShopMe's Jared's in progress Return Process Create an Account Checkout Form Welcome ShopMe Platinum ShopMe's to ShopMe Return Process Oseckout Form Create an Account ShopMe's Return Process Welcome to ShopMe 02 ShopMe's Return Process Create an Account 1 2 D 16 G D DDDDDD Venem Stris Putahest & Moped Pued -Dra Pued Pued Dan G Punished Draft Draft Published & Modd Ad View Sipas GA Operat Account Menage DA D Degn Deve DA D Admin Develop GA Qeras Sales Develop Accoust Operaties 04 Operatio Wi Account Develop Design Develop Admin Operatio Account Develop Salesforce Q Search Production D Preview All tage 01 Onboarding 2 01 Onboarding 2 01 Onboarding 2 01 Onboarding 2 Q1 Onboarding 2 01 Onboarding 2 01 Onboarding 2 Unified digital adoption experience. 10 1324545 1334643 01 Onboarding 2 01 Onboarding +2 01 Onboarding +2 112484) 01 Onboarding 2 01 Onboarding 2 1324543 01 Onboarding 2 01 Onboarding +2 Q1 Onboarding 2 1234543 me mini min ? +Create X Builder. walk me @ Launcher ⠀⠀⠀⠀⠀⠀⠀ B Article Hi, Moran! Let's start creating Content! PR Soon ✓ SmartTips Set Video New content creation tool. Soon Soon Solutions & templates. woke realize Join me at #Realize22. April 5-6, 2022 Registration for Realize is open! Ready to make our one-of-a-kind virtual event focused on transforming digital outcomes a smashing success?! Be sure to: -Like & comments) the encial net -Check out the promotion Go to Confluen Annual Enrollment November 1- January 15 Please log into Workday to make your elections now Select My Plans Best practice solutions and templates. © All Rights Reserved 56#57Experience. Take action to drive user experiences Contextual & personalized experiences across web, desktop, and mobile me GI Q Search anything =J About 11 Results F Enterprise Search 0 Top Resources walk me TM Onboarding xK Product Roadmap 2022 Product Roadmap 2021 How to build a Product Roadmap & Dive FOFFAbout 2 month ag alo Product Roadmap Management Deck Unified search for all enterprise resources Q Search anything My Work Upcoming events 1:30 3:30 Team Sync:) 12:00:00 T User Interview 12.15-12.15 @2K Most Used Apps M My Open Tickets Assigned to me (2) *K INC103256 Minute Request Sectiowockag 31 XO2V G Sute Calendar See All start See All Quick access to commonly used apps and tools Notifications woke realize Join me at #Realize22. April 5-6.2022 Registration for Realize is open! Ready to make our one-of-a-kind virtual event focused on transforming digital outcomes a smashing success?! Be sure to: -Like & comment and share the ancial net -Check out the promotion Go to Confluen Annual Enrollment November 1 - January 15 Please log into Workday to make your elections now Select My Plans Personalized desktop notifications me Top Resources Top Resources Q Search anything Top Resources Everyday Guidance Human Resources HR Forms FAQ Product Knowledgebase DIT Support Marketing Demos Onboarding Customer Resources *K X4O+2 Centralized location where organizations can connect common resources ActionBot walk me Hi How can I help you today? Suggestions Take time off Create new sales opportunity Open a support ticket Type message... D Start Over Conversational chat interface to automate tasks © All Rights Reserved 57#58walk me TM Demo. © All Rights Reserved 58#59walk me TM Journey to Customer Value. Wayne McCulloch - Chief Customer Officer KJ Kusch - Global Field CTO © All Rights Reserved 59#60Data walk me Research Industry Benchmarks TM Business Goals WalkMe Benchmarks Discover & Prioritize Dashboard Measure. See. Insights Evaluate & measure Personalized Access & Natural Place of Work Workstation, ActionBot, Menu Identify Areas of Improvement DAP Flywheel EXPERIENCE Simplified Experiences In-App Guidance & Automation Data Action Identify Friction Points and Opportunities within Business Processes Insights + UII Define Success Define a Project. Define Goals & Create Dashboards. KPI Manager + Insights Act On It Leverage Proven Pre-Made Solutions Solution Accelerators Rapidly Deploy Outcome Driven Experiences No-Code Editor © All Rights Reserved 60#61Evaluate walk me TM Identify Areas of Improvement EXPERIENCE Data DAP Flywheel Action 3 Define Success Act On It Evaluate Purpose: Baseline and validation of vision and goals • Identify stakeholders Define value drivers (productivity, savings, revenue) Identify vision, goals and strategic alignment © All Rights Reserved 61#62Understanding Customers walk me TM Value Stream Alignment Executive vision to elevate strategic alignment including; Molecule to Market, Goods to Invoice, Order to Cash, Procure to Pay, Production to Inventory, Drug Discovery to Development, Concept to Distribution, Logics to Delivery, Quality to Compliance, and Brand/Demand to Close. Business Capability Opportunities Continuously building a library of use cases for our most common sales plays, including HR, Sales, Finance, IT, Customer Service, Risk and Security and more. Global Office of the Field CTO 14 Industry Perspectives Pre-built perspectives on strategic alignment, industry trends, Data/Action/Experience business processes prospects, common transformation focus areas and success examples. 3-4x ROI Average target ROI for completed customer alignment journeys, including customer challenges, outcomes, and value drivers for success. © All Rights Reserved 62#63| Pharmaceutical Industry Blueprint Drug Discovery Faxities Management Direct Strategic Planning Manage preclinical Research & Development Obrain and install assets equipment and tools Acquire Construct and Manage Assets Design and construct/acquire ron-productive assets Dispose of productive and non-productive assets Managexed asset project endurting Manage international undefonsolidation Manage Financial Resources Develop sharcholder reports Manage s Perform general accourting control and reporting Perform planning and management accounting Process anenants payable and expense rambursements Direct Laboratory Services walk me Maintan Intellectual Property (P) Claims TM Manage Waste Margaret Pan mairtenance wink Manage assets Manage internal controls compactade Manage sentements & payments Masage treasury operations Perform global trace services Perform revenue accounting Proness payen Global Office of the Field CTO Process & Research Development Direct Methods Development Manage comercial viability profiling Manage Safety Tolerability Studi Manage charge Manage environmental heath and safety (ES) Develop and Manage Business Capabilities Develop and manage enterprise-wide knowledge management (M) apability Manage business processes Measure and benchmark Develop and implement security privacy and data protection controll Manage clinical supply Develop and manage IT Customer relationships Manage laterals Enablement Manage the business of information technology Perform legal patent writing Manage Information Technology Deliver and support information technology services Manage enterprise quality Manage porttio program and prejmer Deploy information technology solutions Develop and maintain information technology sokidons Marage merrie information Regulatory Management Complete process auditing Manage canical trials Manage research & porting Portcm shareholder comication Develop and Manage Develop and oursel employees Manage employee communication Manage employee relations Re-deploy and retire employees Reward and re employees Develop marketing strategy Manage animal laboratory management Perform commerical sales Manage government relationships Monor post-clinical cases Human Capital Develop and manage human resources (HR) planning policies and trategies Manage employee information and analyes Kannge union relations Market and Sell Products and Services Develop and manage marketing plans Hent source and select employees Develop and manage sales plans Develop sales strategy Understand markets customers and capables Product Manufacturing Varage business development & ensing Vanage regulatory aucting Vanage security Develop Commercial Partnership Management Manage Qualc Assurance Quality Control Vanage Mergers & Aquisitions Manage resources Develop Vision and Strategy Define the business concept and long-term Vision Perform manufacturing relational ip management Develop business strategy Execute and measure strategic incatives Product & Services Management Manage collateral Manage consumer services Manage medical information Manage Enterprise Risk Compliance Remediation and Resiliency Manags bus s INSINTILY Manace recall enablement Manage enterprise risk Manwas compliance Manage remediation forts Supply & Logistics Vanage Forecasting Vanage material safety assurance Manage vansportation Masaga legal and ethical SSUES Manage logistics and warehousing Vanage relations with board of directors Manage network relationships Manage External Relationships Build investor relationships Perform tracking & analysis Manage industry relationships Manage public relaties program © All Rights Reserved 63#64| Financial Industry Corporate Enterprise Blueprint Enterprise Enabling Enterprise Enabling Change Management Enterprise Enabling Human Capital Management Enterprise Enabling Information Management Enterprise Enabling Legal Support Management Enterprise Enabling Vendor and Supplier Management walk me TM Global Office of the Field CTO Enterprise Enabling Facility and Equipment Management Enterprise Enabling Identity Management Enterprise Enabling Intellectual Property Management Enterprise Enabling Task Management Enterprise Management and Controlling Enterprise Management and Controlling Business Direction Management Enterprise Management and Controlling Business Entity Management Enterprise Management and Controlling Finance Management Enterprise Management and Controlling Fraud Management Enterprise Management and Controlling Investor Management Enterprise Management and Controlling Policy Management Enterprise Management and Controlling Risk Management Marketing and Sales Marketing and Sales Brand Management Marketing and Sales Channel Management Marketing and Sales Event Management Marketing and Sales Loyalty Management Marketing and Sales Message Management Marketing and Sales Partner Management Analytics Performance ✔Prediction or model accuracy A/B comparatives ✓Cont/Benefits of RO Stakeholder afaction Marketing and Sales Campaign Management Marketing and Sales Customer Management Marketing and Sales Lead Management. Marketing and Sales Market Management Marketing and Sales Offer Management Marketing and Sales Sales Plan Management Adoption or Behavioral Change ✔Utilation or consumption ✔Number of service requests ✔Repeat business ✔Number of employees requesting training Business Results ✔ation ustimar er empire Engagement toustomer or Cycle reduction Product and Service Enabling Product and Service Enabling Agreement Management Product and Service Enabling Finance Plan Management Product and Service Enabling Investment Portfolio Management Product and Service Enabling Money Movement Management Product and Service Enabling Payment Management Product and Service Enabling Product & Price Management Product and Service Enabling Bank Relations Product and Service Enabling Collateral Management Product and Service Enabling Financial Instrument Management Product and Service Enabling Issued Device Management Product and Service Enabling Order Management Product and Service Enabling Payment Management Product and Service Enabling Trade Finance Management Product and Service Enabling Trust Management Financial Industry Products & Services Financial Industry Products & Services Consumer Lending Financial Industry Products & Services Payments Financial Industry Products & Services Card Products Financial Industry Products & Services Consumer and Small Business Banking Financial Industry Products & Services Commercial and Corporate Investment Banking Financial Industry Products & Services Wealth & Investment Management © All Rights Reserved 64#65Evaluate walk me TM Identify Areas of Improvement EXPERIENCE Data DAP Flywheel Action Define Success Act On It Identify Purpose: Establish a current-state of customer Gather current cost structure Collect current process durations • Proposed use cases © All Rights Reserved. 65#66Evaluate walk me TM Identify Areas of Improvement EXPERIENCE Data DAP Flywheel Action Define Success Act On It Define Success Purpose: Articulate benefits and perceived future state ● Set targets • Align to implementation KPIs Establish business review touchpoints © All Rights Reserved. 66#67Evaluate walk me TM Identify Areas of Improvement EXPERIENCE Data DAP Flywheel Action Define Success Act On It Act On It Purpose: Achieve the intended business outcomes ● Implement best practices Focus on time to value - Build, Analyze, Iterate Adoption score as key indicator of success © All Rights Reserved. 67#68walk me TM Act On It: through an Effortless Enterprise Experience © All Rights Reserved 68#69| Customer Journey Map walk me Pre-Onboarding TM Before I buy Application Complexity Score CSM/CS Engagement Alignment Onboarding Make it real for me Welcome Executive TAS Assignment Value One Engagement Strategy Data Strategy Implementation Adoption Optimize my value Insights Deep Dive State of Adoption Analysis Content Maintenance Policy Retention Keep me current Risk Review EBR New LOB Discovery Contract Renewal Strategic Advisor Development Expansion See opportunities Future Value Forecasting QBR CSP Review Expand WalkMe Resourcing Cross Sell / Upsell Advocacy See opportunities Case Study Referrals Community Development & Growth DAP Industry Recognition © All Rights Reserved 69#70| The DAP Flywheel maps to the customer journey walk me Customer Journey TM Pre-boarding Ⓒ Evaluate & measure Expansion & Advocacy Onboarding 2 Identify Areas of Improvement Data DAP Flywheel EXPERIENCE Retention Action Define Success Act On It Adoption © All Rights Reserved 70#71walk me Delivering Value and Experience Every Customer Success Manager has an Industry Alignment creating a Strategic Advisor for the customer. TM © All Rights Reserved 71#72| Expanding Value at Scale Partner Success Organization Scale: ● Certified Partner Network is 150% of WalkMe Delivery team • Growing to 300% in 2022 Differentiation: Our ISV partners develop the underlying application ● Our ability to go across all applications drives the concept of integrated value outcomes accenture Deloitte. ● Expertise: Our GSI partners accelerate flywheel motion via ● walk me change management and org transformation practices TM Evaluate & measure 2) Identify Areas of Improvement Data DAP Flywheel EXPERIENCE Action Define Success Act On It © All Rights Reserved 72#73| Solution Accelerators. Accelerating Time to Value What is it? Pre-built content templates for some of the most common workflows which showcase best practices for building on our most commonly sold platforms. Our offering includes: Workday Salesforce Lightning Microsoft Dynamics CRM SAP SuccessFactors Microsoft Teams Oracle HCM Customer Usage 58% Customer Adoption walk me TM ~4,000 Total Downloads 34% Growth in 2021 wolkime walk me Home | Salesforce 000 + Salesforce Lightning walkme-lightning-dev-ec.lightning.force.com/lightning/page/home Recently Added Solutions SOLUTIONS Select a fully designed and customizable solution to use in your website 5 AD All Use Cases salesforce Lightning Create a Contact Q Create a Contact Smart Walkthru to ensure employee's successful creation of a new Contact record. salesforce Light 0. Featured salesforce Lightning Create a Task Create a Task Smart Walkthru to ensure employee's successful creation and assignment of a new Task salesforce Lightning salesforce Lightning Create a Lead Create a Lead Smart Walkthru to ensure employee's successful creation of a new Lead record. salesforce Lightning +0 Q ( © All Rights Reserved 73#74| Digital Adoption Institute Creating Personal Value walk me TM 162% (Growth YoY) Learners 283% (Growth YoY) Certifications 300+ Courses © All Rights Reserved 74#75| Harnessing the Value of the Community 7 walk me walk me TM Sort by: Most Recent Activity Home Community v Can I directly message people within the community? Community hadar.ramot Yesterday at 8:19 AM How do you get training Training & Certification mary.greening March 29, 2022 at 8:48 AM Testing permission set Community hadar.ramot May 4, 2022 at 10:38 AM My first Login Community chris.h May 2, 2022 at 4:29 AM How do I change a font? Resources v Training Ideas Welcome to Search discussions, groups, articles, and ideas WalkMe Community All Systems Status 06 16 Answered Ⓒ12 12 02 08 811 2 10 Partner v o Ask a Question Contact Support Announcements Events 7 Download the Latest Book on DAP May View All mary.greening Self-Service Federated Search Ideation Google Linking © All Rights Reserved 75#76| Consistent Experience focused on Adoption & Value. walk me TM In-Product Onboarding Customer Health Measurement Playbooks All Customers have access to a CS Expert Data-driven Engagement In-Product Chat Support © All Rights Reserved 76#77walk me TM Evaluate & measure Identify Areas of Improvement Data DAP Flywheel EXPERIENCE Action (3) Define Success Act On It Back to Evaluate Purpose: Validation of business value realized Continuous value metrics and business value stories Confirm outcome with customer Capture change to baseline and co-create leading industries stories © All Rights Reserved 77#78| Visualizing Ongoing Value Realization walk me TM 000 WalkMe Sales Stock of W 100% Mengen 74% O (<>) . 225 a 55% +0 Monitoring Customer Success Tracking Initiatives Target Success KPIs Systems Overview © & 000 (<>) De a mycity B SOP KN 30 povere . An Monitoring Application Adoption Continuous Usage Trends based on Ecosystem Changes Overvie T mag 000 Funnole ● D babw (a 0% C Ⓒ10.5% 13.3% C Monitoring Process Adoption Compliance Tracking @ ● Implicit and Explicit User Behavior Change Adherence © All Rights Reserved 78#79walk me TM Evaluate & O measure Identify Areas of Improvement Data DAP Flywheel EXPERIENCE Action (3) Define Success Act On It Back to Evaluate Purpose: Validation of business value realized Continuous value metrics and business value stories Confirm outcome with customer • Capture change to baseline and co-create leading industries stories Purpose: Evaluation of new opportunities Restart the cycle with new business lines, platforms, use cases to continue the flywheel, resulting in compounding value © All Rights Reserved 79#80walk me TM New use cases Compounding ROI Evaluate Identify Areas of Improvement Data DAP Flywheel EXPERIENCE Action Define Success Act On It © All Rights Reserved 80#81walk me TM Stanley Security. Jack Snodgrass - Stanley Security - VP Global Security Sales Interviewed by: Wayne McCulloch © All Rights Reserved 81#82walk me TM Levers of Growth - Go To Market. Dan Adika - CEO Andrew Casey - CFO © All Rights Reserved 82#83Go To Market Priorities walk me TM & Land + Expand in the G2Ks Focus and increased effort to land with the largest global customers Growing Channels Federal Practice Partner Channels Geographic expansion APAC and EMEA Growth © All Rights Reserved 83#84walk me TM Meet the Sales Leadership Team Rhonda Buehler SVP Global Sales Engineering Simon Blunn SVP Sales EMEA Sandie Overtvel SVP Sales APJ © All Rights Reserved 84#85Focused Investment for Profitable Growth walk me Land New Logos TM Global 2000s >500 Employees Federal Market Expand Current Relationships Product Expansion Deeper Customer Penetration Expand Value Creation Strategic DAP Partners Geographic expansion Expand Sales Coverage Internationally EMEA & APJ Focus Based on rounded numbers | Internal Estimates | % of ARR may not add to 100% due to overlap between categories or SMB exposure ISI Partner Channels Global Service Providers ISV Opportunities Partner Integrations © All Rights Reserved 85#86| Why We Win - Customer's Perspective walk me Unique product capabilities TM Extensibility of our platform: # of use cases, applications and business processes Broad customer adoption across industries Scale of solutions that we can offer from the basics of a content learning platform to a full digital adoption platform 41 Expanding ecosystem from partners to the number of DAP professionals Customer understanding of the problems we're solving The realization that Data - Action - Experience drives business outcomes © All Rights Reserved 86#87| Majority of Customers Early in DAP Lifecycle Massive Expansion Opportunity as Adoption Accelerates towards Outcome Driven Platform Solutions. walk me TM Majority of customers. Website Navigation In-App Guidance Land Use Case(s) Base) Visibility & Insights 126 DAP customers. Average ARR: 637K Expand Strategic Cross-App Business Process Enterprise EX *We call customers who have broadly adopted our platform DAP customers. DAP customers are those who have purchased enterprise-wide subscriptions or who have department-wide usage of our Digital Adoption Platform across four or more applications. Outcome Driven Total Experience EX + CX © All Rights Reserved 87#88| Land & Expand Opportunity with Global 2000 Current Pricing - -> Better Segmentation to drive adoption & expansion over time ~120x Total G2K ARR Potential Today ~60x Current Sales Coverage Potential ~40x Current G2K Customer Potential walk me TM Potential Opportunities with G2Ks Current G2K Sales Coverage Current G2K Potential Current G2K ARR Note: Calculations performed by WalkMe and based on employee numbers, current product sets, and product pricing information for existing Forbes Global 2000 customers as of December 31, 2021 © All Rights Reserved 88#89Sample Customer Lifetime Journey Case Study Rapid Expansion when Value is Realized Case Study: Technology Company Total From -> Current ARR: $67k -> $4.4M walk me TM Total ARR Initial Land 67,000 2016 2017 Sales Initial Pilot 50,000 Further Expansion 500,000 117,000 Expansion Across Sales Org 2018 2019 2020 DAP Deal 1,000,000 2021 3,400,000 DAP Renewed & Expanded Time (CY) © All Rights Reserved 89#90Landing DAP Deals Faster Speed to DAP increasing - Focus on Strategic Enterprise Relationships Industry Energy & Utilities Media & Telecom Business Consumer Serv Business Consumer Serv Health Care Financial Services Financial Services Financial Services Professional Services Manufacturing Health Care Energy Manufacturing Technology Food & Beverage Food & Beverage Professional Services Manufacturing Financial Services Professional Services Food & Beverage Transportation Manufacturing Retail walk me 2016 Q1 2016 Q2 2016 Q3 TM 2016 Q4 2017 Q1 2017 Q2 2017 Q3 2017 Q4 2018 Q1 2018 Q2 Land 2018 Q3 2018 Q4 2019 Q1 DAP 2019 02 2019 Q3 2019 Q4 2020 Q1 2020 Q2 2020 Q3 2020 Q4 2021 Q1 *We call customers who have broadly adopted our platform DAP customers. DAP customers are those who have purchased enterprise-wide subscriptions or who have department-wide usage of our Digital Adoption Platform across four or more applications. *Selection of customers based on top DAP deals landed in each year from 2016 to 2021 2021 Q2 2021 Q3 © All Rights Reserved 2021 94 90#91| Salesforce Focused on Enterprises 2019 Focused on: Gross ARR | New Logos Resulted in: | SMB customers with low ARR & low retention Shorter Duration Contracts Short Term - SMB Customers Churn walk me TM 2021 Shifted Focus To: Net New ARR | Global 2000 Logos | 3 Year DAP Contracts To Drive: | Land + Expand Focus Larger ARR Contracts Strategic Partnerships Long Term - Strategic Partners with Larger Potential © All Rights Reserved 91#92Sales Force Ramp in 1st Half of 2022 S curve Investment to Drive Productivity in 2H22 and Beyond walk me TM Total Sales HC 93 AE YE 2020 288 Based on rounded numbers | Financial, customer, and employee data as of March 31, 2022 138 AE YE 2021 400 156 AE 2Q22 426 © All Rights Reserved 92#93| Being a Strategic Partner Focus on DAP Relationships driving more Strategic Conversations Average ARR of DAP customers up 26% while number of DAP customers up 232% from 2019 to 2021 WalkMe is being embraced across organizations to drive Action *We call customers who have broadly adopted our platform DAP customers. DAP customers are those who have purchased enterprise-wide subscriptions or who have department-wide usage of our Digital Adoption Platform across four or more applications. walk me TM Based on rounded numbers | Financial, customer, and employee data as of December 31, 2021 38 2019 +232% 77 2020 # of DAP Customers 126 2021 © All Rights Reserved 93#94| Enterprise Focus is Showing up in Bigger Contracts walk me TM 265 2019 +71% 374 2020 # of Customers >100k 454 2021 Based on rounded numbers | Financial, customer, and employee data as of December 31, 2021 12 2019 +158% 19 2020 # of Customers >$1 MM 31 2021 © All Rights Reserved 94#95| Expanding International Salesforce walk me TM 73% Americas Based ARR 27% Global ex Amer ARR Based on rounded numbers | Financial, customer, and employee data as of December 31, 2021 36% US Based G2Ks 64% Addressable Int'l G2Ks © All Rights Reserved 95#96| Partner Opportunities are Nascent walk me TM ~5-10% of ARR in 2021 40%+ Of ARR At Scale Global Services/Consulting GSIS, Regional Sls and Boutiques accenture Deloitte. Cognizant DGTL VENTURES Guide Me Based on rounded numbers | Financial, customer, and employee data as of December 31, 2021 GWD SOP Gd HCL T..Systems. CHARLTON HOUSE SoftBank HK>A Orangutech SOLUTIONSATI Technology ISVs and Cloud Platforms salesforce Microsoft amazon ORACLE SAP celonis © All Rights Reserved 96#97| Federal Opportunity is $1 Billion TAM ● ● walk me TM Investment in Team & R&D to support Go To Market Functions Value Prop directly aligned with Biden's Admin Presidential Management Agenda and Executive Orders on Customer Experience and Modernization On track for FedRamp Moderate in 2H22 Vetted for Federal by Dcode SPARTMENT UNITED STATES UNITED ★ OF DEFENSE OF Voday a STATES ARMY The LIBRARY of CONGRESS DEPARTMENT UNITED STA DEPAR UNITED STA OF ARTMENT OF STATES DEPARTMENT OF STATES OF STATE ENERGY COMMERCE OF AMERICA FAMERICA FAMERICA © All Rights Reserved 97#98Focused Investment for Profitable Growth walk me TM Land New Logos Global 2000s >500 Employees Federal Market Expand Current Relationships Product Expansion Broader Customer Usage Expand Value Creation Strategic DAP Partners Geographic expansion Expand Sales Coverage across all GEOs and Federal Market Based on rounded numbers | Internal Estimates | % of ARR may not add to 100% due to overlap between categories or SMB exposure ISI Partner Channels Global Service Providers ISV Opportunities Partner Integrations © All Rights Reserved 98#99walk me TM Partner Ecosystem. Amir Farhi - Chief Business Development Officer © All Rights Reserved 99#100| Alliances & Channels Mission walk me TM $ Contribute to WalkMe's ARR Increase WalkMe's Delivery Capacity مسما Strengthen WalkMe's Brand Awareness © All Rights Reserved 100#101| Routes to Market with Partners walk me TM & Co-Sell Jointly Led WalkMe and Partner sell together, separate contracts Re-Sell Partner Led Partner sells and contracts on their paper Built-On WalkMe Partner Led Partner incorporates WalkMe into unique Products/IP/Assets Co-Deliver (Applies to All) = Partner Led, WalkMe supported. Certified Partners Deliver Implementation Services MSP Partner Led Partner incorporates WalkMe into their managed solution offerings (Could include "BPO") © All Rights Reserved 101#102| Partner Opportunities are Nascent walk me TM ~5-10% of ARR in 2021* 40%+ Of ARR At Scale* Global Services/Consulting GSIS, Regional Sls and Boutiques accenture Deloitte. Cognizant DGTL VENTURES Guide Me HCL *Partner Sourced or Partner Influenced for 2021. At scale estimate based on partner sourced & influenced. T..Systems. GWD CHARLTON SOP HOUSE Gd SoftBank HK>A Orangutech SOLUTIONSATI Technology ISVs and Cloud Platforms salesforce Microsoft amazon ORACLE SAP celonis © All Rights Reserved 102#103| 6-Month Milestones from Q4 2021 to Q2 2022 Leading Indicators to a Monumental Uptick in 2022 Partner Impacted Revenue. walk me Q4 '21 Deloitte US Partnership Announcement A leader in the Human Capital Management Space, Deloitte and Walkme announced a joint partnership for GTM activity with a planned expansion around internal Application rollouts for 2022, Expansion into European/APJ Markets and new Routes to Market in tandem with their ChangeScout product.. 5 Contracts signed Q1 '22 Accenture Global Partnership Announcement Announced on Q4 Earnings in Feb 2022... Announced the formalization of a partnership, the intention to build a globally defined COE, and align strategies internally and externally with Accenture Q2'22 HCL Partnership Announcement WalkMe expanded its relationship with HCL to create more go to market opportunities in their Digital Workplace Services Business Group. HCL has invested in WalkMe Digital Adoption skills to deliver a strategic Managed Services Offering to support their customers. TM Q4 '21 SAP Concur Partnership Announcement SAP Concur delivers WalkMe Software & Services options for existing accounts on a Global scale Q2 '22 Celonis Partnership Announcement Announced a strategic partnership with Celonis, the global leader in execution management, that enables joint customers to maximize the impact and return on digital transformation investments. WalkMe and Celonis will collaborate to optimize their respective customer's' business performance by offering WalkMe's leading Digital Adoption Platform combined with the real-time process optimization capabilities of the Celonis Execution Management System (EMS) to accelerate digital transformation. © All Rights Reserved 103#104walk me TM Digital Transformations at Scale Introducing our partnership with celonis Gunther Rameseder, SVP Solution Engineering, Celonis © All Rights Reserved 104#105walk me TM Activating The Human-Technology Partnership with WalkMe. Mike Bentley - Senior Partner, IBM © All Rights Reserved 105#106walk me TM Driving to 40. Andrew Casey - CFO © All Rights Reserved 106#107Key Financial Priorities walk me Focused Execution Execute on our growth initiatives Increased focus on the right customer segments Increased S&M efficiency TM Expand Value Creation Customer conversion to DAP, leveraging the power of our platform Data + action + experience Delivering customer ROI Balance Growth + Scale Invest in proven markets to expand our TAM S curve approach to investments 亟 Scale Profitably Global Service Providers ISV Opportunities Partner Integrations Empowering our partner delivery ecosystem © All Rights Reserved 107#108| Different Demand Metrics Provide Different Insights walk me TM ARR Positives - Directional Guide for Subscription Revenue Negatives - Can be impacted by calendar closing and start dates Ongoing transition to >500 employee accounts RPO Positives - Shows Multi-Year Growth. Current RPO focuses on next 12 month bookings Negatives - LT RPO can be impacted by extension of deal duration $-Based Net Retention Positives - Simple metric to measure net positive expansions Negatives - Casts all customer types and classes with similar maturity and expansion path We focus on all three as directional guides for our business performance Focus on Enterprise & Commercial Customers >500 © All Rights Reserved 108#109| KPIs as We Focus on Becoming Strategic Partners walk me TM DAP Customers Shows greater penetration as a strategic partner in digital transformation with our customers Defined as customers with 4+ apps, departmental ELA, or enterprise ELA $100K & $1M ARR Customers Demonstrates the extensibility of our platform, multi-use cases; broad adoption Importance of our platform in customers overall software portfolio > 500 employees Important as we intensify focus on the enterprise - reduces the noise from Churn in our SMB Business © All Rights Reserved 109#110| Focusing on the right customers segments. walk me TM G2Ks ARR/G2K Total ARR G2Ks >500 Employee ARR / Account Total ARR Comm.+Ent.* Q4 - 21 367 $305K $112M 841 $108K $91M *Excludes <500 Employee accounts in Q4-21. Slide used for illustrative purposes. Based on rounded numbers New G2K / Qtr. Sequential growth Mix 51% to 63% New / Qtr. Sequential growth Mix 41% to 37% $1B ARR 667 $943K $629M 1,641 $226K $371M © All Rights Reserved 110#111Our G2K DAP Reflect Potential Deal Value walk me $9 TM Q1-19 $19 Q4-19 $42 Q4-20 Based on rounded numbers | Financial, customer, and employee data as of December 31, 2021 -92% $80 Q4-21 126 Customers as of Q4-21 $637 Q4-21 Average DAP ARR *We call customers who have broadly adopted our platform DAP customers. DAP customers are those who have purchased enterprise-wide subscriptions or who have department-wide usage of our Digital Adoption Platform across four or more applications. 59 G2Ks in Q4-21 $943k G2K DAP Average ARR © All Rights Reserved 111#112| Land & Expand Opportunity with Global 2000 Current Pricing - -> Better Segmentation to drive adoption & expansion over time ~60x-> 120x Total G2K ARR Potential Today ~30x -> 60x Current Sales Coverage Potential ~19x -> 40x Current G2K Customer Potential walk me TM Potential Opportunities with G2Ks Current G2K Sales Coverage Current G2K Potential Current G2K ARR Note: Calculations performed by WalkMe and based on employee numbers, current product sets, and product pricing information for existing Forbes Global 2000 customers as of December 31, 2021 © All Rights Reserved 112#113| $- Net Retention. walk me 500 or more Employees TM 119% Q4-19 120% Based on rounded numbers | Financial, customer, and employee data as of December 31, 2022 | Q4-20 Trailing 4 Quarters $-Based Net Retention Definition: Trailing four quarters customer value growth; reflects customer renewals, expansion, contraction and churn. Enterprise is customers with 500 employees or more. See "Selected Other Data" in the appendix of this presentation for additional information regarding dollar-based net retention. 121% Q4-21 © All Rights Reserved 113#114| Remaining Performance Obligations. ($ in MM) walk me Long Term $300 $200 TM $100 $0 Short Term $176 $107 $69 Dec-19 +17% (LT +9%) Based on rounded numbers | Financial, customer, and employee data as of December 31, 2021 $205 $130 $75 Dec-20 +54% (LT +84%) $316 $178 $138 Dec-21 © All Rights Reserved 114#115| LTV:CAC Improving After Investment Years walk me LTV TM CAC LTV:CAC 2020 3.2 1.5 2.1 2021 4.2 1.6 2.6 >500 4.7 1.7 2.8 2021 <500 2.0 1.1 1.9 $500M ARR Note: LTV defined as Non-GAAP Subscription Gross Margin divided by Gross churn+Discount Rate. CAC Defined as Non-GAAP S&M Expense divided by Gross New ARR. 2021 Breakout includes allocation for S&M based on WKME estimates for >500 & <500. Internal estimates used for $400M ARR & $500M ARR. 6.2 ● Investment in Enterprise & Commercial Sales segment in 2021 - Focus on higher LTV Segment Sales Force & supporting team investments in '21 & '22 will increase LTV over time US Sales efficiency nearly 1:1 for $1 in Sales Comp to $1 in Gross ARR. International ~$1 in Comp to $0.6 in Gross ARR. Will trend closer to US as International investments mature. 1.5 4.1 © All Rights Reserved 115#116| Partner Source Drives Sales Efficiency walk me TM Sales Efficiency 0.61 5% 95% 0.68 15% 85% Partners 0.77 25% 75% Direct Sales 0.89 35% 65% Note: Illustrative example for Sales Efficiency based on hypothetical partner sales levels. Sales Efficiency calculated as Gross ARR divided by Sales & Marketing spend in that year. © All Rights Reserved 116#117| Improving gross profit margins walk me TM 1 Driving scale in subscription COGS 2 Increasing subscription revenue mix 85% 74% (10)% 2020 87% 77% (19)% 2021 87% - 88% Based on rounded numbers | Financial, customer, and employee data as of December 31, 2021. 78% - 79% (15)% - (13)%. 2022 Subscription PS Total 3 Shifting services to Partners 89% 80% (5)% -$400M ARR 90% 82% 0% -$500M ARR © All Rights Reserved 117#118| Growth with Leverage. Gross Margins S&M (as a % of Revenue) R&D (as a % of Revenue) G&A (as a % of Revenue) Non-GAAP Op Margin (as a % of Revenue) walk me TM 2021 77% 62% 23% 18% (26%) 2022 77-79% 64-66% 23-25% 18-20% (31)-(29)% Multi Cloud, PS Breakeven Improving Efficiency, Accelerate Partner Continued Investment for Innovation Leverage through scale All financials are Non-GAAP. For reconciliations of Non-GAAP to GAAP financial measures, please see the appendix. $500M ARR 81-83% 50-53% 18-21% 15-17% (10)-0% At Scale 84-88% 34-36% 18-21% 10-13% 20-25% © All Rights Reserved 118#119|Key takeaways walk me TM 1. Category is at the Tipping Point Growing Momentum from Analysts and Partners 2. Outcome Driven Digital Transformation Broad Applicability Transforming Businesses 3. Delivering Real Measurable Value Solving multi million dollar problems proven with ROI 4. Focusing Our Business on Enterprise Bigger Deals Faster with Better Market Fit 5. Driving Growth at Scale Focused investment on highest ROI areas © All Rights Reserved 119#120walk me TM Q&A. © All Rights Reserved 120#121walk me TM Appendix GAAP to Non-GAAP © All Rights Reserved 121#122Reconciliation from GAAP to Non-GAAP Results. (In thousands; unaudited) Reconciliation of gross profit and gross margin GAAP gross profit Plus: Share-based compensation expense Plus: Amortization of acquired intangibles Non-GAAP gross profit GAAP gross margin Non-GAAP gross margin Reconciliation of operating loss and operating margin GAAP operating loss Plus: Share-based compensation expense Plus: Amortization of acquired intangibles Non-GAAP operating loss GAAP operating margin Non-GAAP operating margin walk me TM $ $ Three months ended December 31, 2021 40,281 807 176 41,264 76% 77% $ (29,059) 10,031 176 $ (18,852) (55)% (35)% $ $ 2020 $ 28,324 71 28,395 73% 73% $ (15,493) 6,023 (9,470) (40)% (24)% $ $ Year ended December 31, 2021 146,646 1,804 299 148,749 76% 77% $ (77,790) 27,332 299 $ (50,159) (40)% (26)% $ 2020 109,148 201 44 $ 109,393 74% 74% $ (43,161) 14,017 44 $ (29,100) (29)% (20)% © All Rights Reserved 122#123Reconciliation from GAAP to Non-GAAP Results. (In thousands, except share and per share; unaudited) Reconciliation of net loss GAAP net loss attributable to WalkMe Ltd. Plus: Share-based compensation expense Plus: Amortization of acquired intangibles Plus: Adjustment attributable to non-controlling interest Plus: Deemed dividend to ordinary shareholders Non-GAAP net loss attributable to WalkMe Ltd. Non-GAAP net loss per share attributable to WalkMe Ltd. basic and diluted Shares used in non-GAAP per share calculations: GAAP weighted-average shares used to compute net loss per share, basic and diluted Add: Additional weighted average shares giving effect to exchange of convertible preferred shares at the beginning of the period Non-GAAP weighted-average shares used to compute net loss per share, basic and diluted walk me TM $ Three months ended December 31, 2021 (26,481) 10,031 176 (2,703) $ (18,977) $ (0.23) 83,633,127 83,633,127 $ (17,803) 6,023 $ 2020 $ 2,075 (9,705) (0.13) 13,666,871 58,724,580 72,391,451 Year ended December 31, 2021 $ (95,813) 27,332 299 16,689 $ (51,493) $ (0.65) 51,763,032 26,972,186 78,735,218 2020 $ (53,770) 14,017 44 5,487 4,569 $ (29,653) $ (0.42) 13,217,183 58,132,717 71,349,900 © All Rights Reserved 123#124Reconciliation of GAAP Cash Flow from Operating Activities to Free Cash Flow. (In thousands; unaudited) Net cash used in operating activities Less: Purchases of property and equipment Less: Capitalized software development costs Free cash flow walk me TM Three months ended December 31, $ 2021 (13,904) (1,267) (1,189) $ (16,360) $ $ 2020 (2,064) (52) (446) (2,562) Year ended December 31, 2021 $ (34,225) (2,642) (3,912) $ (40,779) 2020 $ (8,653) (822) (1,530) $ (11,005) © All Rights Reserved 124#125Selected Other Data. ($ In thousands; unaudited) Annualized Recurring Revenue $100,000+ ARR Customers Dollar-Based Net Retention Rate Trailing 4 quarters (all customers) Dollar-Based Net Retention Rate Trailing 4 Quarters (customers having 500 or more employees) Remaining Performance Obligations walk me TM As of December 31, 2021 $219,571 454 115% 121% $316,159 2020 $164,343 347 112% 120% $205,146 © All Rights Reserved 125