Synopsys Q2 2026 Management Highlights on Organization and Channel Strategies

What management said about Organization Building and Channel Strategy (Synopsys / ANSYS integration)

1) Organization building: integrate go-to-market teams and architect for “future opportunities”

Management emphasized that they are building the organization deliberately to support both current execution and future growth. Specifically, they described the integration of the ANSYS motion into Synopsys’s broader go-to-market and the need for leadership to ensure a “smooth interface” with customers. ¹

They also highlighted that they expect co-selling and portfolio coverage expansion by integrating ANSYS-system EDA into Synopsys’s classic go-to-market team, rather than running everything as a separate operation. ¹ Management said they are “very pleased” with how the integration is going from a go-to-market perspective. ¹

Finally, they described the organizational approach for the CRO role (Mike, referenced in the transcript) as focused on “architecting the organization to deliver the current” while also building “future opportunities.” ¹

Integration/synergy execution framing Management linked organization building to synergy and operational efficiency: after finalizing ANSYS, they said they worked in a systematic way to achieve committed synergies and to ensure the company continued investing in building out the multiphysics portfolio and having the “right go to market resources.” ² They also described reducing overlap/duplication in headcount and third-party contracts as part of that disciplined organizational redesign. ²

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2) Channel strategy: keep core semiconductor demand largely “direct,” expand reach via ANSYS channel partners

Management’s channel strategy was essentially a two-lane model:

A) Semiconductor / classic customer base: primarily direct channel

They stated that in the ANSYS sales motion, direct sales handled most of the EDA, while very little was handled in channel historically. ¹ As a result, they said multiphysics fusion (and certain EDA integrations that “would continue on happening primarily”) would occur primarily through the direct channel, and specifically through the Synopsys classic channel. ¹

They tied this to integration: integrated ANSYS-system EDA into Synopsys’s classic go-to-market team, with some co-selling opportunity with specific customers. ¹

B) Longer-tail / other portfolio coverage: leverage ANSYS channel partners

Management also emphasized that ANSYS has channel partners built over decades, which they called “truly impressive” for going after the “long tail” of customers. ¹ They said Synopsys wants to leverage this channel capability in areas of the portfolio where it had less investment or coverage historically. ¹

Concretely, they stated that Synopsys is moving some products from Classic Synopsys into the channel so the partners can “engage with customers in a light touch and broadly” sell that portfolio. ¹

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3) How management talked about scaling the channel: channel revenue recognition changes plus “building with the channel”

Management addressed channel strategy both operationally and from an accounting/implementation standpoint:

Accounting/operational visibility for channel partners

They explained that, as part of improving operations and “enhancing oversight and pricing visibility,” they needed to recognize ANSYS channel revenue on a gross basis. ³ Management said this approach expands reach to customers Synopsys historically didn’t serve and provides clearer business insights, and it allows them to offer a broader portfolio of Synopsys and ANSYS solutions. ³

They also gave an example of this impact: channel-related accounting added $12.5 million to revenue and an equal amount to expense, describing it as neutral to EPS/cash flow. ³

Channel growth as execution builds

Management also discussed how the channel is ramping through the year. They said channel revenue was $60 million for the year, including $12.5 million in Q2, and that it would grow sequentially as they build with the channel. ⁴ They also noted that sequential organic growth from Q1 to Q2 reflected this pattern. ⁴

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Bottom line (management’s message)

• Organization building: Management described an integration approach designed to combine the right go-to-market capabilities, ensure a smooth customer interface, and architect the organization under the new CRO to “deliver the current” while building “future opportunities.” ¹ They linked this to disciplined synergy execution (overlap reduction and efficiency), while protecting investments in the multiphysics roadmap and required go-to-market resources. ²
• Channel strategy: Management’s channel plan maintains EDA-heavy semiconductor workflows primarily via direct/Synopsys classic go-to-market, reflecting historical ANSYS channel usage for EDA. ¹ In parallel, they intend to use the ANSYS partner network to expand coverage for the “long tail” by moving some products into channel and enabling lighter-touch broad selling, with channel integration supported by enhanced pricing/oversight and gross revenue recognition visibility. ^{1 3}