Colin Rusch

Colin Rusch from Oppenheimer asked about Bloom's pricing strategy given the market depth, customer breadth, and value-added system elements like future-proofing and cooling, and the potential for pricing leverage. He also inquired about interest in potential M&A opportunities to scale the platform, considering Bloom's augmented balance sheet.

Answer

K.R. Sridhar, Founder, Chairman, and CEO of Bloom Energy, explained that pricing is market-driven and value-based, with customers valuing time-to-power, ease of permitting, and Bloom's environmental benefits. He stated that Bloom does not see a trade-off between growth and profitability, given continuous cost reductions and increasing electricity prices from legacy suppliers. Regarding M&A, Sridhar indicated that Bloom would be selective, considering acquisitions only if they enhance the smart platform and benefit customers, but emphasized that the core mission of 'lighting up the planet' is a sufficiently large opportunity.

Colin Rusch asked about the expected mix shift from direct product sales to financing options with partners or related parties for the balance of 2025 and into 2026. He also requested an update on the CFO search.

Answer

Maciej Kurzymski, Acting Principal Financial Officer of Bloom Energy, explained that the company primarily goes to market through direct sales (CapEx) and PPA financing structures, with the majority of transactions being PPAs. Managed services transactions have not been done recently and are not expected going forward. K.R. Sridhar, Founder, Chairman, and CEO, stated that the CFO search is an important, ongoing process with urgency but no rush, and an announcement will be made upon hiring.

Colin Rusch from Oppenheimer asked about the anticipated mix shift between direct product sales and financing options, such as partnerships or related parties, for Bloom Energy's revenue in late 2025 and throughout 2026. He also requested an update on the ongoing CFO search.

Answer

Maciej Kurzymski, Acting Principal Financial Officer of Bloom Energy, explained that the majority of transactions are expected to be PPA structures, with some CapEx deals, and managed service transactions are not anticipated. K.R. Sridhar, Founder, Chairman, and CEO, stated that the CFO search is ongoing with a sense of urgency but no rush, and an announcement will be made upon hiring.

Colin Rusch of Oppenheimer & Co. Inc. asked about the potential for using Bloom's systems as mobile, temporary power solutions and inquired about demand from traditional industrial sectors beyond data centers.

Answer

KR Sridhar, Founder, Chairman & CEO, confirmed that the skid-mounted, modular design makes their systems ideal for temporary or mobile power applications, terming it "grid to go." He emphasized this flexibility is a key selling point, allowing units to be easily relocated, fragmented, or aggregated to meet changing customer needs.

Colin Rusch inquired about the resilience of Bloom's supply chain for critical materials amid trade tensions and asked for an update on customer traction in international markets beyond the U.S. and Korea, such as Europe and Australia.

Answer

K.R. Sridhar (Founder, Chairman, and CEO) asserted that Bloom's supply chain is geographically diverse, not dependent on China, and has been 'battle tested' during the COVID pandemic. On international growth, he identified the current focus areas as Italy, Germany, and the U.K. in Europe, and Taiwan in Asia, expecting them to become significant markets within two years.

Colin Rusch asked about the outlook for input prices, supply chain dynamics, and the potential impact of tariffs in 2025. He also questioned how much of the current backlog is dependent on the execution of new natural gas infrastructure.

Answer

CEO KR Sridhar stated that consistent double-digit cost reduction is core to Bloom's DNA and helps mitigate potential headwinds like tariffs. He emphasized that Bloom is not dependent on a Chinese supply chain. Regarding infrastructure, he explained that project readiness varies and is a key factor in their guidance range, as some sites have gas available while others require more time.

Colin Rusch asked about the impact of revenue recognition policies on 2024 results, inquired about input costs and potential tariff impacts for 2025, and questioned the backlog's dependency on new natural gas infrastructure.

Answer

CFO Dan Berenbaum clarified that product revenue is generally recognized on shipment and there have been no policy changes. CEO KR Sridhar emphasized that ongoing double-digit cost reductions, driven by supply chain diversity and manufacturing efficiency, help mitigate potential tariff headwinds, noting a lack of dependency on China. He added that varied project readiness for gas infrastructure is factored into guidance.

Colin Rusch from Oppenheimer inquired about the company's pricing strategy for large-scale projects, particularly in relation to competing technologies and the value assigned to future-proofing.

Answer

CEO K.R. Sridhar stated that Bloom focuses on value pricing where its solution offers unique capabilities that alternatives like gas turbines cannot. He asserted that customers transact because Bloom provides sufficient value, evidenced by the fact that over two-thirds of their order book comes from repeat customers.

Colin Rusch inquired about working capital trends, particularly how they will transition over the next few quarters given the substantial inventory and receivables growth from the Comtrafo acquisition. He also asked about military opportunities beyond ships, focusing on ports and infrastructure, and the R&D roadmap for evolving the product suite to meet customer needs.

Answer

Daniel P. McGahn, Chairman, President, and Chief Executive Officer, explained that working capital investment has supported growth and will continue if elevated growth persists; if growth tapers, working capital would turn favorable. For military opportunities, he noted that the segment contributed over 15% of revenue this quarter (typically around 10%) due to multiple simultaneous activities. He sees persistent, long-term opportunities in critical problems for ships and ports, but no specific changes to the business trajectory in the next 2-4 quarters. Regarding R&D, McGahn highlighted AMSC's matured capability to understand electrical challenges caused by capital investments, aiming to combine capabilities into more proprietary, defensible, and valuable products for customers, citing a large mine project as an example.

Colin Rusch inquired about the expected trends in working capital over the next few quarters following the Comtrafo acquisition. He also asked for an update on military opportunities beyond ships, specifically regarding ports and infrastructure, and how these might flow into the P&L. Finally, Rusch questioned the R&D roadmap, focusing on the cadence of evolving the product suite and leveraging existing designs to meet customer needs.

Answer

John Kosiba, SVP, CFO, and Treasurer, AMSC, explained that working capital has been an investment to support growth and will continue to be if elevated growth persists, otherwise it might turn favorable. Daniel McGahn, Chairman, President, and CEO, AMSC, noted that military revenue was over 15% this quarter, higher than the typical 10%, due to multiple concurrent projects. He expects military opportunities in ships and ports to be persistent long-term, but no significant trajectory change in the next 2-4 quarters. For R&D, McGahn highlighted a matured capability to understand electrical challenges caused by capital investments, aiming to combine capabilities into more proprietary and valuable products.

Colin Rusch of Oppenheimer & Co. Inc. asked about the company's plans for capacity expansion given the high factory utilization rates. He also inquired about the potential for future growth through geographic expansion or by increasing pricing to better monetize the value provided, particularly in high-tech applications.

Answer

CFO John Kosiba explained that the company is currently facing a 'labor capacity constraint, not in the space,' as most plants are well-utilized on a single shift, leaving room to add a second shift before needing new facilities. CEO Daniel McGahn added that they are considering all options, including leveraging acquisitions. He noted that while international expansion is a strategic consideration, the immediate focus has been on the U.S. market. McGahn also confirmed that increased pricing is a lever they can pull, as the combined offering from recent acquisitions provides greater value to customers.

Colin Rusch of Oppenheimer & Co. Inc. asked about the company's strategy for capacity expansion given the high factory utilization rates, and what new capabilities might be integrated. He also questioned other potential growth levers, such as geographic expansion or increased pricing power, especially for high-tech solutions that offer significant value to customers.

Answer

CFO John Kosiba explained that capacity expansion is currently focused on adding labor within a single shift, as they have not yet maxed out their physical space. CEO Daniel McGahn added that they are also evaluating how potential acquisitions could provide expansion leverage. Regarding other growth levers, McGahn confirmed they are exploring both increased pricing, justified by the higher value of their integrated solutions, and strategic international expansion, although the current focus remains on solidifying their position in North America.

Colin Rusch from Oppenheimer asked about plans for capacity expansion given high utilization rates and inquired about potential levers for future revenue growth, such as geographic expansion or increased pricing power.

Answer

CEO Daniel McGahn explained that the company is actively looking at expanding capacity through labor and tooling, which is a CapEx-light model. CFO John Kosiba clarified they are currently labor-constrained, not space-constrained, operating on a single shift. Regarding growth, McGahn stated that both increased pricing, driven by higher-value integrated solutions, and strategic geographic expansion are potential levers the company is evaluating for the future.

Colin Rusch of Oppenheimer & Co. Inc. asked about the company's strategy for capacity expansion given high utilization rates, and what new design or manufacturing capabilities might be integrated. He also inquired about other potential revenue growth levers, such as geographic expansion or increased pricing power, particularly in high-tech areas where AMSC provides significant value.

Answer

CFO, SVP & Treasurer John Kosiba explained that capacity constraints are currently related to labor, not physical space, as most plants are still operating on a single shift, providing flexibility. Chairman, President & CEO Daniel McGahn added that the company is looking at all options, including potential leverage from acquisitions. Regarding growth levers, McGahn confirmed that both increased pricing, driven by the higher value of their combined offerings, and international expansion are being considered. He noted that while the current focus has been on North America, global expansion is a strategic option for the future.

Colin Rusch of Oppenheimer & Co. Inc. asked about the company's capacity expansion plans in light of high utilization rates and what new capabilities might be integrated. He also inquired about potential levers for future revenue growth, such as geographic expansion or increased pricing power, particularly in high-tech applications.

Answer

CFO John Kosiba explained that the company is currently managing a labor capacity constraint, not a space constraint, and is operating on a single shift, providing room for growth before needing plant expansions. Chairman, President & CEO Daniel McGahn added that acquisitions could offer leverage for expansion. On revenue growth, McGahn confirmed that both increased pricing—driven by the higher value of combined offerings—and international expansion are potential levers, though the strategic focus has been on proving out the model in the U.S. market first.

Colin Rusch asked about the effectiveness of cross-selling efforts following platform integrations, its impact on win rates and order sizes, and opportunities for cost reduction and margin improvement through scale.

Answer

Daniel McGahn, Chairman, President and CEO, responded that the company has moved beyond 'cross-selling' and is now simply 'selling' a unified portfolio of solutions to customers, particularly in markets like semiconductor fabs. He stated they are not delineating wins by specific product offerings anymore. Regarding margins, McGahn explained that the team is focused on driving manufacturing and sourcing efficiencies, leveraging lessons from past supply chain challenges, and being strategic about passing on pricing changes to customers to ensure they capture appropriate value.

Colin Rusch asked about the company's capacity to meet growing demand and the potential for operating leverage. He also inquired about the pipeline for future acquisitions and the company's inorganic growth strategy.

Answer

Chairman, President and CEO Daniel McGahn explained that the company has significant financial leverage and can manage growth primarily through labor, noting any future capital-intensive capacity expansion would be a 'miniscule' cost relative to their cash balance. On M&A, McGahn said the company seeks targets with the right people, product, profit, and price, and that current market uncertainty could present new opportunities.

Colin Rusch from Oppenheimer & Co. Inc. asked about the specific intellectual property that provides AMSC a competitive advantage in the power quality space, particularly regarding power density and performance. He also questioned how the shifting product mix within the Grid segment might impact gross margins going forward.

Answer

CEO Daniel McGahn explained that AMSC's IP advantage stems from its ability to make power electronics systems smaller and less complex, particularly through advanced thermal management and system-level controls, which delivers premium value to customers. Both McGahn and CFO John Kosiba addressed margins, stating that while project mix can cause some variability, the company's increasing revenue scale should lead to less volatility and create opportunities for gross margin expansion over time as the impact of any single project is smoothed out.

Colin Rusch asked about the potential for designing modular components common across different bot form factors to optimize cost structure. He also explored the opportunity set for Symbotic in downstream logistics, beyond the warehouse or distribution center.

Answer

CEO Rick Cohen confirmed plans for modular design, highlighting the existing SymBot, Stretch bot, and mini bot (for break pack systems), with a third-generation mini bot for dock handling. He explained that Symbotic's software platform can control various machines, including fork trucks, expanding capabilities across the warehouse. Mr. Cohen also discussed developing technology for unloading/loading containers and sequencing products for various verticals like food service and liquor distribution, emphasizing Symbotic's role as a solution provider.

Colin Rusch asked about the potential for designing modular components common across different bot form factors to optimize the cost structure. He also inquired about Symbotic's opportunity set downstream in the logistics space, specifically whether they aim to serve customers solely for dock automation or for full warehouse-to-final-delivery solutions.

Answer

CEO Rick Cohen confirmed plans for modular design, mentioning existing SymBot, StretchBot, MiniBot (for break pack), and a third-generation for dock handling, all controlled by a common software platform with continuous upgrades. He stated Symbotic is developing technology for unloading/loading containers and sequencing orders for various delivery types, positioning themselves as a solution provider expanding into different verticals and inventing or acquiring new machines.

Colin Rusch questioned the potential for adjustments to bot and system design, asking about the cadence of this evolution. He also asked about Symbotic's ability to attract and retain human capital amidst increasing competition for talent in physical AI and software.

Answer

CEO Rick Cohen highlighted continuous innovation, including the introduction of Stretch Bots for larger cases, vision and lidar for collision avoidance, and advancements in cloud-based AI for truck routing and pallet building. He explained that going public enabled a competitive stock-based compensation system, and the company attracts talent from various sectors, including EV, by offering engaging problem-solving opportunities and opening offices in talent-rich regions like Vietnam.

Colin Rusch inquired about the potential for adjustments to bot and system design, the cadence of this evolution, and Symbotic's ability to attract and retain talent amidst competition in physical AI and software.

Answer

Rick Cohen (CEO, Symbotic) highlighted continuous innovation, including new "Stretch Bots" for larger cases, bots with vision/lidar for collision avoidance, and advancements in cloud-based AI for sorting and truck routing, emphasizing high reliability. He explained that going public enabled stock-based compensation to attract talent, noting new offices on the West Coast and in Vietnam, and attracting talent from the EV sector drawn by complex problem-solving.

Colin Rusch from Oppenheimer & Co. Inc. inquired about the potential to optimize bot performance through innovations in energy storage and batteries. He also asked about Symbotic's innovation focus for handling new or difficult material types to unlock incremental market opportunities.

Answer

Founder, Chairman & CEO Richard Cohen explained that the denser new structure will shorten bot travel times, increasing transaction rates and reducing the number of bots needed per system. He also mentioned ongoing innovation in bot technology, including LiDAR and advanced vision. For new materials, he highlighted perishables and freezer environments as key targets, where the new structure's density creates significant value by reducing the need for expensive, temperature-controlled facility space.

Colin Rusch of Oppenheimer & Co. Inc. asked how quickly Symbotic can integrate evolving perception technologies like LiDAR and vision, and what the impact would be on system productivity. He also inquired about the maturity of efforts to work with finance partners to help customers underwrite the assets.

Answer

CEO Rick Cohen explained that technology integration is accelerating, with LiDAR and vision already in use, leading to learnings that will increase innovation. He noted a new battery with 10x the energy will also contribute to more reliable machines and lower operating costs. CFO Carol Hibbard responded that they have not seen significant demand for financing from customers, as the GreenBox 'Warehouse as a Service' model is designed to serve customers with less CapEx capability.

Colin Rusch of Oppenheimer asked about managing labor price inflation within COGS and inquired about exciting hardware innovations, particularly in components and AI.

Answer

CFO Carol Hibbard explained that a significant portion of COGS is supply-based, managed through long-term agreements, while Symbotic's own labor costs are monitored. CEO Rick Cohen detailed the company's multi-year investment in AI and vision systems, highlighting the development of 'Teletiops' which allows bots to learn from remote human operators. He emphasized that Symbotic's vast operational data (1 billion annual transactions) provides a significant competitive advantage in training AI models.

Colin Rusch asked about the breadth and depth of potential domestic and Asian (outside China) customers for ultracapacitors and batteries, potential M&A opportunities to augment Dry Battery Electrode (DBE) technology, and plans for optimizing the capital structure after achieving the debt-to-EBITDA target.

Answer

Dan Stopar and Joe Bartolacci explained that customer conversations are ongoing with OEMs and battery manufacturers in North America and Europe, driven by the shift towards DBE and Chinese tariffs. They indicated that joint development partnerships are more likely than acquisitions for DBE augmentation. Joe Bartolacci highlighted the Propelis 'cash in waiting' event, including preferred repayment and equity exit, as the next significant capital structure consideration.

Colin Rusch from Oppenheimer inquired about the breadth and depth of potential customers for ultracapacitors and batteries in domestic and Asian markets, the ecosystem of technologies augmenting Dry Battery Electrode (DBE) for potential M&A or joint development, and the company's plans for optimizing its capital structure following recent debt reduction, particularly regarding Propelis cash realization.

Answer

Joe Bartolacci, President and CEO, explained that North American and European customers include OEMs and battery manufacturers, with increasing interest in DBE driven by a desire to move away from Chinese products. He clarified that for energy solutions, the focus is on joint development opportunities with larger companies for mixing, material handling, and chemistry, rather than acquisitions. Bartolacci also highlighted Propelis as a significant 'cash in waiting event' from preferred repayment and equity exit, which will inform future capital structure discussions.

Colin Rusch followed up on Matthews International's M&A strategy, asking how the company plans to augment its technology portfolio through acquisitions, given recent divestitures and a more flexible cash position.

Answer

Joe Bartolacci, CEO, stated that the immediate focus is on reducing debt to a target of 2.5x or better. He noted that achieving this target, especially with the SGK exit, will open up opportunities for strategic initiatives in energy, memorialization, or printheads, but emphasized that the company currently has sufficient operational tasks with ongoing divestitures and restructuring.

Colin Rusch with Oppenheimer inquired about the market opportunities for Matthews International's dry battery electrode technology in solid-state batteries and ultra-capacitors, specifically noting the increasing data center power needs and potential shifts in chemistry for stationary power applications versus mobile. He also asked about the company's M&A strategy following recent divestitures and increased financial flexibility.

Answer

CEO Joe Bartolacci explained that the dry battery electrode technology extends beyond electric vehicles to ultra-capacitors and various energy storage applications, including data centers, highlighting an upcoming $50 million order for a storage application. Regarding M&A, Mr. Bartolacci stated that the company's immediate focus is on debt reduction, aiming for a net leverage ratio of 2.5x or better, which the Propelus exit is expected to achieve. This deleveraging will then open opportunities for strategic initiatives in energy, memorialization, or printheads, but no imminent M&A is planned due to ongoing divestitures and restructuring efforts.

Colin Rusch from Oppenheimer & Co. Inc. asked about the potential synergies between the new Axion printhead business and the warehouse automation business over the next three to five years, given their shared focus on velocity. He also questioned the company's strategy for potential incremental acquisitions to accelerate growth in the automation sector.

Answer

President, CEO & Director Joseph Bartolacci confirmed significant synergy potential, explaining that automated warehouses use conveyors with barcodes, creating a new market for the Axion printhead. Regarding M&A, Bartolacci stated that while debt reduction is the primary focus, Matthews is pursuing growth through partnerships, such as embedding its software into autonomous robots with partners like Teradyne, rather than through direct capital investment in acquisitions.

Colin Rusch from Oppenheimer & Co. Inc. asked about the potential synergies between the new printhead business and the warehouse automation business over the next three to five years. He also questioned the company's strategy for potential incremental acquisitions to accelerate growth in the automation sector.

Answer

President & CEO Joseph Bartolacci highlighted a significant synergy, explaining that automated warehouses use conveyors with barcodes, creating a new market for their printhead technology where they currently don't operate. Regarding M&A, Bartolacci stated that while the primary focus is on debt reduction, the company is pursuing growth through software-focused partnerships, such as embedding its software into autonomous robots, rather than large capital investments.

Colin Rusch from Oppenheimer & Co. Inc. asked about the battery business, focusing on the maturity of customer evaluations for recent quotes and Matthews' capability to provide turnkey production lines. He also probed the company's strategy for its warehouse automation business, specifically how it plans to leverage technology partnerships to accelerate growth.

Answer

Joseph Bartolacci, President and CEO, stated that the majority of the $100 million in quotes are for mass production, indicating customers are well past initial testing. He mentioned plans to have a production-level machine available for customer use by September/October to facilitate turnkey solutions. For warehouse automation, Bartolacci highlighted the new partnership with Teradyne as a key strategic move, emphasizing that Matthews' software-centric approach allows it to uniquely integrate robotic solutions and augment existing customer facilities.

Colin Rusch asked about the battery business, focusing on the maturity of the customer testing and evaluation process for the recent quotes and Matthews' capability to offer a turnkey production line. He also inquired about the strategic evolution of the warehouse automation business, particularly how the company plans to supplement its offerings with partner technology to accelerate growth amid changing market dynamics.

Answer

President and CEO Joseph Bartolacci clarified that the vast majority of the $100 million in battery quotes are for mass production lines, not initial testing, as these customers have been evaluating the technology for some time. He also mentioned plans to have a production-level machine ready by September for customers to finalize specs. Regarding warehouse automation, Mr. Bartolacci highlighted the new partnership with Teradyne (MiR Robotics) as a key strategic move, enabling them to offer integrated robotic solutions controlled by their hardware-agnostic warehouse execution software, which creates significant opportunities with new and existing customers.

Colin Rusch asked whether Tesla remains a customer following the arbitration and inquired about the development cadence for the DBE technology, including velocity and new materials.

Answer

President and CEO Joseph Bartolacci stated that Matthews still considers Tesla a customer and has a significant backlog to deliver, but Tesla's future decisions are its own. Regarding technology, he emphasized the company's decade of R&D and continued investment in evolving the equipment and its capabilities. He noted the arbitration ruling now allows them to speak more freely with all customers about these advancements.

Asked about the impact of supply chain derisking on non-Tesla customer conversations for the dry electrode process and for an update on the early returns and adoption cadence for new products in the Product Identification segment.

Answer

The company is in a unique position as a Western supplier for battery technology but is being cautious with non-Tesla customers pending resolution of the legal dispute. For new products, the laser product has good margins, and the Axiom product is expected to be a significant contributor in the long term, though significant revenue is not expected in FY25 as the focus is on customer adoption. A bigger impact is expected in FY26.

Colin Rusch asked about current battery inventory levels in the channel, particularly in Europe, the Netherlands, France, and Australia, to understand if there's product that needs to move through before growth. He also inquired about Enphase's VPP functionality, specifically around reactive power, voltage management, and its ability to serve ancillary services markets.

Answer

Badri Kothandaraman (President and CEO, Enphase Energy) stated that channel inventory in both the U.S. and internationally is lean, with forward-looking weeks on hand in the normal range (8-10 weeks), indicating no bloated channel. Raghu Belur (SVP, Co-founder, and Chief Products Officer, Enphase Energy) explained that Enphase views all its products (battery, EV charger, bidirectional EV charging, solar) as flexible resources for VPP participation. He emphasized that every new product is designed with best-in-class APIs to support grid services like reactive power, voltage support, and capacity, aiming to improve homeowner ROI. Belur highlighted strong VPP participation in both the U.S. and Europe, particularly in the Netherlands.

Colin Rusch inquired about the current battery inventory levels in the channel across the U.S., Europe, and Australia, and asked about Enphase's VPP capabilities, specifically regarding reactive power, voltage management, and ancillary services.

Answer

Badri Kothandaraman, President and CEO, confirmed that U.S. channel inventory is lean (better than 8-10 weeks), and global inventory is normal when accounting for forward-looking demand, emphasizing effective channel management. Raghu Belur, Chief Products Officer, elaborated on Enphase's broad VPP strategy, integrating EV chargers and solar as flexible resources. He highlighted that all new products are designed with best-in-class APIs to participate in grid services like reactive power, voltage support, and capacity, noting strong VPP engagement in both the U.S. and Europe.

Colin Rusch inquired about the appropriate channel inventory levels for Q1 2026, specifically if the 8-10 weeks rule of thumb still applies. He also asked about the pricing strategy for the new IQ Battery 10C, questioning whether Enphase is leveraging its incremental functionality for price increases or for market share gains.

Answer

President and CEO Badri Kothandaraman explained that Enphase is intentionally undershipping in Q4 2025 to ensure a healthy channel with 8-10 weeks of inventory for 2026, noting a $70.9 million safe harbor pull-in to Q3. Regarding battery pricing, Mr. Kothandaraman stated Enphase is not raising prices, absorbing tariffs, and focusing on gaining market share, highlighting healthy Q3 gross margins despite tariff impacts and future cost reductions from the 5th-generation battery.

Colin Rusch asked about Enphase Energy's channel inventory strategy for Q1 2026, specifically if the 8-10 weeks' worth of inventory target remains, and inquired about the pricing dynamics of the new IQ Battery 10C, asking if incremental price increases were being implemented or if functionality was used to gain market share.

Answer

Badri Kothandaraman, President and CEO, clarified that Enphase is intentionally undershipping in Q4 2025 by approximately $45 million to destock channels and ensure a healthy setup for 2026, maintaining the 8-10 week inventory rule of thumb. He also noted that $70.9 million of safe harbor revenue was pulled into Q3 from Q4. Regarding battery pricing, Mr. Kothandaraman stated Enphase is not raising prices, absorbing tariffs and U.S. manufacturing costs to capture share, leveraging healthy Q3 gross margins (49% despite a 5% tariff impact). He highlighted future cost reductions with the 5th-generation battery and the 4th-generation battery's improved backup cost, noting it constituted 40% of Q3 U.S. battery shipments.

Colin Rusch inquired about Enphase's strategy and unit economics for upselling its existing installed base with products like EV chargers and batteries. He also asked for an outlook on growth in non-U.S., non-European markets such as Australia and Latin America for the remainder of 2025 and into 2026.

Answer

Chief Products Officer Raghu Belur highlighted the significant advantage of upselling to the 4.9 million Enphase-powered homes, noting the low customer acquisition cost and the simplicity of adding new products to its AC-coupled architecture. President & CEO Badri Kothandaraman added that Australia is expected to resume growth in Q3, driven by a new government battery rebate. He also noted steady growth in India and a promising new market entry in Japan, with new products planned for all regions.

Colin Rusch asked how Enphase's VPP functionality and analytics are helping it gain market share and how the company is mitigating risks from potential logistics disruptions for components imported from Asia.

Answer

Chief Products Officer Raghu Belur stated that VPP capabilities improve homeowner ROI, which drives battery adoption and market share. President and CEO Badri Kothandaraman added that with 85% of microinverters now made in the U.S. and battery assembly scaling in Texas, the company's raw material logistics streams are well-established and have not faced significant disruptions.

Colin Rusch asked about the financial health of the sales channel, inquiring about potential liquidity issues among installers and the status of Enphase's receivables. He also questioned if the transition to the IQ9 microinverter presents any new tariff or supply chain risks.

Answer

President and CEO Badrinarayanan Kothandaraman confirmed that Enphase's receivables are in good shape as they primarily sell through healthy distributors. However, he acknowledged that installers are facing a difficult cash flow environment. Regarding the IQ9, he stated there is no expected impact from tariffs due to a highly diversified manufacturing footprint (U.S., India) and a non-Chinese supply chain for key components like Gallium Nitride (GaN) transistors, which are sourced from Europe, North America, and Japan.

Colin Rusch asked about Enphase's strategy for its new EV chargers, the expected attach rate trajectory into 2025, and the initial market traction for its commercial microinverter systems.

Answer

President and CEO Badri Kothandaraman detailed the EV charger strategy, highlighting the Q4 launch of its second-generation IQ EV charger in Europe, targeting a $1.4 billion market. He also discussed development of bidirectional chargers for both the U.S. and Europe. For the commercial market, he noted positive traction for the IQ8P microinverter, with over 380 sites installed, and expects demand to grow with the upcoming IQ9 for 480-volt systems and the availability of domestic content ITC adders.

Colin Rusch asked about the near-term pricing dynamics for EyeQ chips, particularly with higher volumes in Q1 and trends for the rest of the year, and then inquired about the regulatory process, bottlenecks, or hurdles for the Drive route demonstration later this year.

Answer

Nimrod Nehushtan (EVP of Business Development and Strategy, Mobileye), Moran Shemesh (CFO, Mobileye), and Amnon Shashua (CEO and Founder, Mobileye) explained that EyeQ pricing is affected by product mix, with no meaningful average price change. They noted higher volumes of EyeQ5-based ADAS products and a new OEM program using two EyeQ4 chips (the second at a lower price), impacting ASP and gross margin by approximately $0.80 year-on-year, clarifying this dual EyeQ4 setup is a one-off 'bridge' to EyeQ6 Lite. For regulatory processes, Amnon stated that the U.S. involves self-certification with stringent KPIs, while European homologation with Volkswagen will occur in 2027, starting in 2026, with no regional or city-specific concerns.

Colin Rusch asked about the near-term pricing dynamics for EyeQ chips, particularly with higher volumes in Q1, and how pricing is expected to trend throughout the year. He also inquired about the regulatory process for the Drive route demonstration later this year, including any remaining bottlenecks or hurdles.

Answer

Nimrod Nehushtan, EVP of Business Development and Strategy, stated that EyeQ pricing is affected by the mix of different generations and software features, with no meaningful average change. Moran Shemesh, CFO, added that higher volumes of EyeQ5-based products (which have higher costs) and a dual-chip program (where the second chip is lower priced, impacting ASP by about $0.80 year-on-year) are influencing gross margin. Amnon Shashua, CEO and Founder, clarified that the dual-chip program is a one-off 'bridge' to EyeQ6 Lite, not a trend. For regulatory processes, Mr. Shashua noted that the U.S. uses self-certification, while homologation with Volkswagen for Europe is expected in 2027, with no regional or city-specific concerns, benefiting from Volkswagen's involvement.

Colin Rusch inquired about the cadence of Mobileye's chip design, asking if new tools and accelerated timeframes present opportunities to speed up development timelines and validate simplified designs.

Answer

Amnon Shashua, CEO and President, explained that Mobileye's chip portfolio spans from the low-end IQ6 Light to the high-end IQ6 High (comparable to Orin X), with IQ7 (comparable to Thor) and IQ8 (3-4x stronger) designed for minds-off autonomy by 2029. He clarified that IQ7 and IQ8 are for minds-off, not eyes-off, as IQ6 is sufficient for eyes-off. The cadence is once every two years, which is deemed sufficient for industry and technology progression.

Colin Rusch asked about the cadence of Mobileye's chip design, specifically if there are opportunities to accelerate development timelines and validate more simplified designs given new tools and technologies.

Answer

Amnon Shashua, CEO and President, outlined Mobileye's chip portfolio, including EyeQ6 Lite (low end), EyeQ6 High (production, comparable to Orin-X), EyeQ7 (comparable to Thor), and EyeQ8 (in design for 2029 production, 3-4x stronger). He clarified that EyeQ7 and EyeQ8 are designed for minds-off autonomy, not to replace EyeQ6 for eyes-off systems, as the latter is already highly capable and validated. The cadence of new chip generations is once every two years, which he deems sufficient for the industry's pace and technological advancements.

Colin Rusch asked about the learning cadence of Mobileye's AI platform, requesting metrics like the reduction in system "hallucinations," and inquired about the potential for cost reduction in the perception suite as volumes ramp up.

Answer

CEO Amnon Shashua corrected that their key metric is not "hallucinations" but "mean time between failure" (MTBF), for which they are on track to meet year-end KPIs. He asserted that the DRIVE system is already a very lean, low-cost platform using in-house cameras, ECUs, and imaging radars. Future cost reductions could come from reducing LiDARs or moving to the IQ7 chip, but he emphasized the cost-effectiveness of the current system.

Colin Rusch of Oppenheimer & Company inquired about the use of reinforcement learning and emerging AI models in Mobileye's platform, and the evolution of its sensor fusion capabilities, particularly with imaging radar.

Answer

CEO Amnon Shashua explained that reinforcement learning is a critical tool for precision and that the company continuously evaluates new techniques. He described imaging radar as a 'game-changing sensor' that is seeing significant acceptance from OEMs for future Chauffeur platforms, with more updates expected during 2025.

Colin Rusch followed up on ESS applications, asking about specific locations like data centers and warehouses, and inquired about the competitive landscape in the robotics market, particularly regarding charge time and design cycles against supercapacitors.

Answer

CEO Raj DasGupta mentioned discussions with partners for data centers, focusing on 30-minute backup, and highlighted safety as a key selling point, leveraging existing in-building use cases. For robotics, he differentiated between existing fast-charging products and developing sub-five-minute solutions to compete with supercapacitors, noting the need for investment and IP filing, with core technology to support it.

Colin Rusch inquired about ChargePoint's product evolution and confidence in calendar year 2026 growth, specifically regarding demand from virtual power plants (VPPs) and new products outside NEVI funding that could significantly boost demand. He also asked about the potential for inventory reduction throughout the next year.

Answer

CEO Rick Wilmer highlighted the new Flex product line, which is V2G and V2H-enabled and cost-effective with Eaton smart technology, and the new Express DC fast charging line, which is bidirectional, offers lower CapEx/OpEx, and integrates with DC grids, solar, and battery. CFO Mansi Khetani stated that inventory is expected to see a small decline in Q4 and a more material decrease throughout the next fiscal year as existing inventory is sold through and supply is managed.

Colin Rusch inquired about ChargePoint's product evolution, particularly the confidence in calendar year next year's growth, demand from virtual power plants (VPPs), and new products emerging outside of NEVI funding. He also asked about the potential for inventory reduction.

Answer

CEO Rick Wilmer highlighted the new Flex product line (V2G/V2H enabled, cost-effective with Eaton Smart Breaker) and the new Express DC fast charging line (bidirectional, lower CapEx/OpEx, integrates with DC grid, solar, and battery). CFO Mansi Khetani explained that inventory would see a small decline in Q4 and a more material decrease throughout the next fiscal year as existing inventory sells through.

Colin Rusch of Oppenheimer & Co. Inc. asked about the pipeline for a return to top-line growth, considering the new Eaton partnership and AC product. He also inquired about the potential for international expansion beyond Europe and the expected cadence of inventory reduction.

Answer

CEO Rick Wilmer stated that while macroeconomic uncertainty creates headwinds, the partnership with Eaton is expected to drive incremental growth and be fully operational by Q3. He clarified that the immediate geographic focus remains North America and Europe. CFO Mansi Khetani added that inventory reduction would be gradual in Q2, with a more meaningful decrease expected in the second half of the year as revenue accelerates.

Colin Rusch inquired about ChargePoint's optimal working capital balance and the evolving competitive landscape, including the potential for market share gains.

Answer

CFO Mansi Khetani explained that the business is not working capital intensive, historically generating positive working capital due to upfront subscription payments. CEO Rick Wilmer stated that the company is closely monitoring the competitive environment, noting that some market participants have exited the business.

Colin Rusch inquired about the expected gross margin trajectory and the efficiency improvements within the sales organization, including win rates.

Answer

CFO Mansi Khetani projected gross margins to be flat to slightly improved in Q4, with more significant expansion next year driven by Asian manufacturing. Executive Richard Wilmer expressed confidence in the new CRO, David Vice, highlighting that recent restructuring has clarified roles, standardized deal processes, and improved the partner program, leading to positive results despite the disruption.

Colin Rusch inquired about the target revenue level needed to achieve adjusted EBITDA breakeven, the timeline for working down existing inventory, and the company's key technology investment priorities.

Answer

CFO Mansi Khetani explained that inventory levels are expected to decrease starting mid-next year and that achieving adjusted EBITDA breakeven in fiscal 2026 depends on moderate revenue growth. CEO Rick Wilmer identified software and hardware as the primary areas for technology investment, highlighting the work of a new Chief Development Officer for software and collaborations with co-development partners for next-generation hardware.

Colin Rusch from Oppenheimer inquired about Canadian Solar's strategy for timing and leveraging project sales, including monetization points and potential data center deals, to optimize returns. He also asked about the maturity of the U.S. battery manufacturing supply chain and associated risks in meeting OBBBA requirements.

Answer

Dr. Shawn Qu, Chairman and CEO, and Ismael Guerrero, Corporate VP and President of Recurrent Energy, clarified that Canadian Solar aims to sell projects after Commercial Operation Date (COD) to maximize value, leveraging their expertise in tax equity financing. They confirmed sufficient operational projects for sale in the U.S., Latin America, and Australia. Dr. Qu also addressed U.S. manufacturing, stating the company has diverse suppliers outside China and expects to meet OBBBA non-material assistance and domestic content requirements for 2026, with U.S. solar cell production starting in Q1 2026 and battery manufacturing by December 2026.

Colin Rusch with Oppenheimer inquired about Canadian Solar's project sales strategy for 2026, specifically regarding the timing of monetizing assets, leveraging land positions for data center deals, and the potential for earlier sales to optimize returns. He also asked about the maturity of Canadian Solar's U.S. battery manufacturing supply chain, given the reliance on Asian suppliers, and any associated risks in ramping up North American capacity.

Answer

Dr. Shawn Qu, Chairman and CEO, explained that the 2026 Annual Operating Plan (AOP) for Recurrent Energy's project sales is still being finalized, but the company has sufficient operational projects (COD) to sell, allowing them to avoid early-stage sales (e.g., before NTP) to maximize value, including tax equity financing. Ismael Guerrero, Corporate VP and President of Recurrent Energy, added that a strong and mature pipeline presents good opportunities for high-margin sales. Regarding the U.S. supply chain, Dr. Qu noted the availability of suppliers outside China and expressed confidence in meeting OBBBA non-material assistance and domestic content requirements for both solar and energy storage in 2026, with U.S. solar cell production starting in Q1 2026 and battery cell/pack manufacturing by December 2026.

Colin Rusch from Oppenheimer inquired about the financial impact of the PERC technology asset write-down on module margins and asked for an update on Canadian Solar's safe-harboring strategy for U.S. projects in light of new Treasury rules.

Answer

Chairman and CEO Dr. Sean Hsu clarified that the PERC asset write-off amounted to $46 million, taken in Q2 as the company ceased PERC manufacturing. Regarding safe-harboring, Dr. Hsu stated that Canadian Solar is very familiar with the process and the new guidance confirms their existing strategy is prudent. He noted the company plans to safe harbor an additional 2.3 GW of projects. Ismail Guerrero, President of Recurrent Energy, added that their strategy of using off-site start of construction has proven effective and aligns with the new regulations.

Colin Rusch from Oppenheimer & Co. Inc. asked about the potential impact of newly released Foreign Entity of Concern (FEOC) provisions on Canadian Solar's U.S. capacity investment plans and inquired about the company's target cash flow and leverage ratios.

Answer

Chairman and CEO Dr. Shawn Qu stated that it was too early to comment on the FEOC draft, as it was only two days old and expected to change significantly. Regarding the balance sheet, Senior VP and CFO Xinbo Zhu explained that Recurrent Energy's leverage will increase as it builds its IPP portfolio, while CSI Solar aims to maintain its current leverage ratio.

Colin Rusch of Oppenheimer & Co. Inc. inquired about margin trends for energy storage systems amid changing battery chemistries and how benefits like improved cycle life are shared with customers. He also asked about the impact of geopolitical shifts on European infrastructure support and the value of the company's project pipeline on the continent.

Answer

CEO Shawn Qu stated that while the core LFP chemistry remains, new technologies are improving cycle times and reducing degradation, with most savings passed to customers while Canadian Solar maintains reasonable margins. Ismael Arias, President of Recurrent Energy, noted that U.S. projects are proceeding smoothly and that Europe is seeing a strong push for storage installations to complement high PV penetration.

Colin Rusch inquired about Innoviz's incremental investments in Sensor Fusion, the software element's role in market evolution, and the expected cost reduction trajectory for the next-generation InnovizThree product as volumes scale and the supply chain matures.

Answer

Omer Keilaf, CEO and Co-Founder, Innoviz Technologies, explained that Sensor Fusion efforts vary between automotive (providing LiDAR management software for platforms like Mobileye/NVIDIA) and non-automotive (object detection, classification, recurrent support revenues for applications like perimeter security). He anticipates significant cost reductions for InnovizThree through new technology development and industrialization, aiming for integration of discrete electronics into chips, similar to other mature electronics markets.

Colin Rusch asked about Innoviz's incremental investments in sensor fusion, particularly regarding software elements, as applications proliferate across different markets. He also sought insights into the potential cost reduction trajectory for LiDAR units over the next few years, driven by next-generation products and supply chain maturation, and how this might expand market opportunities.

Answer

Omer Keilaf, CEO and Co-Founder of Innoviz Technologies, differentiated between automotive and non-automotive applications. For automotive, Innoviz provides data, testing, and a software component for LiDAR management. For non-automotive, they offer higher-layer applications like object detection and classification, sometimes with partners, involving recurrent revenues from support and maintenance for 24/7 operations. He highlighted perimeter security as an underserved market where Innoviz Smart excels. On cost reduction, Mr. Keilaf expects continued decreases through technology evolution (Innoviz 3) and industrialization, comparing LiDAR components to other electronics that have seen significant cost declines over time, anticipating eventual availability for consumer applications as volumes grow.

Colin Rusch asked about Innoviz's ability to serve industrial applications, questioning if the LiDAR can be tuned or if multiple SKUs will be necessary. He also inquired about the company's strategy for selecting customers and allocating engineering resources amid a 'gold rush' of activity in the LiDAR space.

Answer

CEO Omer David Keilaf explained that the InnovizSmart for non-automotive markets is the same hardware as their automotive-grade LiDAR, ensuring high reliability and functional safety (ISO 26262), which is a significant advantage. Regarding strategy, Keilaf stated that 95% of the company's focus remains on the 'winner takes most' automotive market. They are using excess production capacity to penetrate the non-automotive segment, which has shorter sales cycles and higher ASPs, often by working with integrators on platforms like NVIDIA Jetson.

Asked about the need for multiple product SKUs for different industrial applications versus tuning the existing LiDAR. Also inquired about the company's strategy for customer selection and resource allocation between automotive and non-automotive markets.

Answer

The company stated their industrial product (InnovizSmart) is the same hardware as their automotive LiDAR, leveraging the same production line, with a key differentiator being its built-in automotive-grade functional safety. They are focusing 95% of their resources on the "winner-takes-most" automotive market while using excess capacity to opportunistically enter non-automotive segments via integrators and platforms like NVIDIA Jetson.

Colin Rusch asked about any acceleration in Aurora Innovation's simulation expertise and potential challenges or 'hiccups' anticipated with the transition to new hardware. He also inquired about customer comfort with the technology, specifically how quickly customers are willing to deploy without a safety driver.

Answer

Co-Founder and CEO Chris Urmson affirmed the importance of simulation and stated that no hiccups are expected with new hardware, thanks to robust, scalable validation processes. He noted a shift in customer sentiment from skepticism to enthusiasm, citing new customers like Russell Transport signing up for day-one driverless operations, indicating growing comfort with the technology.

Colin Rusch asked about any acceleration or potential hiccups in Aurora Innovation's simulation expertise as they transition to new hardware, and how quickly customers are becoming comfortable with driverless technology, specifically removing the safety driver.

Answer

Co-Founder and CEO Chris Urmson affirmed the importance of simulation and expressed confidence that their scalable validation processes would prevent hiccups with new hardware. He noted a growing enthusiasm among customers, with conversations shifting to adoption, citing Russell Transport as a new customer ready for day-one driverless operations.

Colin Rusch from Oppenheimer & Co. Inc. asked for an update on the performance of the Aurora Driver in wind and rain conditions. He also inquired about the manufacturing yields and cost reduction cadence for the company's FMCW LiDAR technology.

Answer

CEO Chris Urmson explained that while the system performs well in rain, the company is prioritizing a thorough validation process to ensure safety before a full driverless launch in those conditions, targeted for year-end. Regarding LiDAR, Urmson highlighted the significant cost reductions expected with each hardware generation, from in-house to Fabrinet and then Continental, noting the move to "LiDAR on a chip" is a key, on-track development for cost-down.

Colin Rusch asked about the role of simulation technology in accelerating new route expansion and how soon Aurora might be able to command premium pricing for its service.

Answer

CEO Chris Urmson emphasized that simulation is a critical part of their validation process, allowing them to test for rare and never-before-seen events systematically. Regarding pricing, CFO David Maday noted it's premature to focus on that, as the immediate goal is proving the technology's value through safety, fuel efficiency, and utilization. Urmson added that while it will be a premium product, they will balance pricing with market share growth.

Colin Rusch asked about the modularity of Ramaco's processing facilities and the potential for earlier capacity ramp-up by bringing certain segments online ahead of schedule. He also questioned the maturity of conversations regarding scandium value, potential pricing impacts, and whether increased capacity might affect broader market prices.

Answer

EVP for Critical Mineral Operations Mike Woloschuk explained the acceleration of test work programs in parallel with multiple labs, early engagement with technology providers, and identification of long-lead items. He highlighted the advantage of being permitted for early site works. Chairman and CEO Randy Atkins stated that discussions with domestic and international customers for scandium are ongoing, but price specifics are not being disclosed, referencing the recent U.S. government deal with Rio Tinto as a significant price marker.

Colin Rusch asked about the modularity of Ramaco's processing facilities and the potential for earlier capacity ramp-up, and later inquired about the maturity of scandium conversations, potential pricing impacts, and how incremental capacity might affect broader market prices.

Answer

Mike Woloschuk, EVP for Critical Mineral Operations, discussed conducting parallel test work, optionality with ramp-up, and accelerating engineering and equipment orders due to existing permits. Randy Atkins, Chairman and CEO, stated that discussions with domestic and international customers for scandium are ongoing, but price specifics are not yet public, referencing the U.S. government's deal with Rio Tinto as a recent price marker.

Colin Rusch asked for clarification on the Optimus production timeline, seeking to harmonize the planned start of production next year with the current state of the supply chain and the significant work remaining on hand dexterity before hardware design can be finalized for scaled production.

Answer

Elon Musk, CEO, stated that the hardware design for Optimus will not be frozen even through startup production, with rolling changes expected due to discoveries made late in the game. He mentioned a "production intent prototype" ready to show in Q1 (February or March) and a goal to build a million-unit Optimus production line with a start towards the end of next year. He acknowledged the ramp to a million units will take time due to supply chain complexities, with future plans for Optimus 4 (10 million units) and Optimus 5 (50-100 million units).

Colin Rusch sought clarification on the timeline for Optimus production, specifically how Tesla plans to harmonize the start of production next year with the current state of the supply chain and the significant work remaining on hand dexterity before the hardware design can be finalized and production scaled.

Answer

Elon Musk, CEO, clarified that the Optimus hardware design will not be frozen even through startup production, with rolling changes expected due to discoveries made late in the manufacturing process. He described the new hand as an "incredible piece of engineering" and mentioned a production-intent prototype would be shown in Q1 (February or March). Tesla aims for a production start towards the end of next year for a million-unit Optimus production line, acknowledging the ramp will be slow due to supply chain complexities. He projected future volumes of 10 million units for Optimus 4 and 50-100 million for Optimus 5.

Asked about the progress and cadence of the electrolyzer sales pipeline and the operational performance (uptime, yield) of Plug's own hydrogen production facilities.

Answer

The electrolyzer pipeline is strong, particularly in Europe, with some deals expected to close in 2025 and others reaching final investment decision (FID) in 2026. The company's hydrogen plants in Georgia and Louisiana are performing well, with Georgia operating as requested and Louisiana ramping up as the lowest-cost site, which has significantly improved hydrogen supply security.

Colin Rusch requested an update on the operational performance and yields of the hydrogen production facilities in Georgia and Louisiana. He also asked about demand trends for the material handling business, particularly for international expansion.

Answer

CEO Andy Marsh and executive Jose Crespo reported that the Georgia plant had a record production month in April and is running smoothly. They noted the Louisiana plant benefits from lessons learned and has a cleaner design. For material handling, Marsh mentioned a major customer suggested automation might not be working as well as hoped, a positive for Plug. Jose Crespo highlighted new deployments with BMW and STEF in Europe, indicating new activity and opportunities in that market.

Colin Rusch inquired about the financing maturity for key electrolyzer projects and the spending patterns observed in the Material Handling business, particularly within warehouse automation.

Answer

EVP, GM Energy Solutions & Chief Strategy Officer Sanjay K. Shrestha confirmed that near-term large electrolyzer projects are well-supported financially, with one in Europe being fully funded and another in North America having a secured offtake agreement. CEO Andrew Marsh added that a major Material Handling customer committed to a $200 million deal, and the company's recent restructuring has been positively received by customers, which should bolster confidence and future business.

Colin Rusch from Oppenheimer & Co. Inc. questioned the speed at which Plug Power could monetize its inventory and whether restricted cash balances could be released sooner than scheduled.

Answer

CFO Paul Middleton explained that inventory monetization is tied to sales, with a significant reduction expected in Q4 and continuing into the first half of the next year. Regarding restricted cash, Middleton confirmed they are exploring multiple avenues, including transactions that could release reserves faster than the standard $50 million per quarter and potentially back-leveraging the deferred receivable, similar to a past deal with Generate.

Colin Rusch inquired about the timeline for monetizing Plug Power's inventory and the potential for releasing restricted cash from its balance sheet.

Answer

CFO Paul Middleton stated that inventory monetization is directly tied to sales, with significant reductions anticipated in Q4 2024 and the first half of 2025. Regarding restricted cash, Middleton explained they are pursuing releases through routine facility servicing, specific transaction closures, and exploring back-leveraging options, similar to a previous deal with Generate Capital.

Colin Rusch of Oppenheimer & Co. Inc. asked about the timeline for transitioning existing customers to the new L4 chip platform and how quickly prototype customers in sectors like off-road vehicles might move to volume production.

Answer

CEO Angus Pacala explained that Ouster has a well-established process for product transitions, typically taking about two years to complete. He noted that for the upcoming L4-based products, the company is working closely with customers to ensure a graceful transition. Pacala also highlighted that significant volume growth can be achieved with just a few customers moving into production, given the scale of their deployments.

Colin Rusch from Oppenheimer & Co. Inc. asked about the customer adoption process and functional safety. He inquired if the testing process with new customers is accelerating new awards and asked for an update on the validation of functional safety for warehouse automation and its potential to trigger new orders.

Answer

CEO Angus Pacala explained that ongoing testing of new hardware and software features, like Zone Monitoring, is helping customers check the final boxes needed to move from R&D into production. Regarding functional safety, Pacala stated it is a major focus for future products that will unlock new markets by reducing customers' system-level certification burdens, though he did not provide a specific timeline for its release.

Colin Rusch of Oppenheimer & Co. Inc. asked about the timeline for converting the large number of customers in qualification to production volumes and Amprius's ability to support the subsequent revenue inflection. He also inquired about future cash needs and the potential for gross margin expansion as revenue scales.

Answer

CEO Kang Sun confirmed that Q2 showed a successful transition of customers from qualification to revenue, with more expected in Q3. President Tom Stepien added that the focus is on deepening relationships to secure larger orders. CFO Sandra Wallach stated that with Sycor driving growth, gross margins are expected to continue improving. She also expressed confidence in the company's financial runway, citing a strong cash position and low operating burn.

Colin Rusch of Oppenheimer & Co. Inc. inquired about the conversion rate of customer testing into new orders, the strategic importance and timeline for non-China manufacturing of the SiCore product, and the necessary team growth to support the company's trajectory.

Answer

Executive Kang Sun stated that existing large customer contracts are expected to be completed by the end of the year. He confirmed that a new contract manufacturing facility outside of China will be established in 2025 and announced 'very soon.' To support growth, Sun highlighted plans to strengthen three key areas: R&D to maintain technology leadership, manufacturing management to oversee partnerships, and an expansion of the sales team.

Colin Rusch inquired about the diversity of customer applications, the degree of product customization required, the number of customers in late-stage evaluation, the strategy for contract manufacturing amidst geopolitical shifts, and recent activity on the company's ATM facility.

Answer

CEO Kang Sun detailed a three-tiered customer qualification process, expressing confidence in converting a large portion of the customer pipeline in 2025. He also outlined a strategy to supplement existing China-based contract manufacturing with new partners in Korea and Europe to mitigate geopolitical risks. CFO Sandra Wallach noted that the company had not used its ATM facility since December 31 due to a blackout period.

Colin Rusch inquired about the customer pipeline, specifically how many customers are in late-stage negotiations for large volume orders (10+ MWh), the expected cadence of new customer announcements, the path to operational cash flow breakeven under the new CapEx-light model, and what OpEx investments are needed to support growth.

Answer

An executive, likely CEO Kang Sun, stated that Amprius is in conversation with three additional high-volume potential customers. CFO Sandra Wallach elaborated that the SiCore product is profitable from day one, providing a clear path to operational profitability without major capital investment. She also noted that recent hiring has focused on a few critical sales and R&D roles, and significant further OpEx increases are not immediately required.

Colin Rusch from Oppenheimer & Co. Inc. asked about the status of design-in activity with new EV OEMs and the company's R&D efforts to adapt to evolving battery technologies and vehicle designs.

Answer

CFO Ricardo Rodriguez identified Stellantis and Daimler as key future revenue drivers, noting that other OEM timelines are shifting due to policy changes but quoting activity remains high. President and CEO Don Young added that the R&D team is deeply engaged with global OEMs on various battery chemistries and highlighted the increasing importance of Aspen's U.S.-based supply chain.

Colin Rusch of Oppenheimer & Co. Inc. inquired about Aspen's plans for its Georgia facility, specifically whether the company intends to monetize the asset or retain it, and asked for signals indicating the completion of inventory destocking in the Energy Industrial business.

Answer

Ricardo Rodriguez, Chief Financial Officer, stated that the company's clear goal is to capture value from the Georgia facility as soon as possible through equipment sales and listing the plant for sale. President and CEO Don Young added that the company has observed a decrease in distributor and contractor inventory levels and expects Energy Industrial revenue to build throughout the year, reaching a level similar to 2024.

Colin Rusch inquired about the timing and nature of the company's fixed cost savings and asked for an update on the customer sales cycle, including any acceleration or slowdown and the timing of European OEM ramps.

Answer

CFO Ricardo Rodriguez explained the $8 million in quarterly savings are from structural cost reductions, with benefits starting in Q2 2025. He noted an acceleration in customer interest but a deceleration in OEM sourcing decisions. He also stated that European OEM programs, like Audi/Scania, are expected to launch in late 2025 and early 2026.

Colin Rusch asked about the dynamism of OEM platform adjustments in the current macro environment, specifically regarding changes to timelines and designs, and how that affects Aspen's launch timing. He also questioned the variables behind the $160 million range in the Statesboro plant's CapEx estimate.

Answer

CFO Ricardo Rodriguez explained that while OEMs are committed to currently awarded programs, they are struggling with execution and manufacturing scale-up. For post-2027 programs, OEMs are being more thoughtful about efficiency, leading to opportunities for sell-to-pack designs. Regarding the CapEx range, Rodriguez stated the main variable is the desired speed of construction; a faster timeline would be more expensive.

Colin Rusch inquired about SolarEdge's key R&D initiatives, particularly around virtual power plants (VPPs) and system optimization. He also asked if there were further opportunities to reduce costs within the organization.

Answer

CEO Shuky Nir detailed R&D efforts focused on creating integrated solutions combining PV, storage, and energy management software to maximize value and enable grid services like VPPs. CFO Asaf Alperovitz affirmed that cost reduction is a continuous effort and highlighted that the upcoming NexSys platform has a more attractive cost structure, which will contribute to better marginality.

Colin Rusch asked about SolarEdge's pricing strategy for the middle of the year, focusing on the balance between clearing channel inventory and improving margins. He also questioned the company's target inventory level and the timeline to achieve it.

Answer

CFO Asaf Alperovitz explained that pricing is based on the value delivered to customers and competitive advantages, noting that European promotions are showing positive results. On inventory, he stated that while there is no specific target, reducing Days Inventory Outstanding (DIO) is a top priority, with a focus on consuming existing inventory in Europe.

Colin Rusch asked about the risk of further customer contract renegotiations following the recent restatement and inquired about the timeline and target markets for new product introductions.

Answer

CFO Ariel Porat characterized the restatement as a conservative accounting treatment for an amended contract, noting that providing loans is not part of normal business, implying low risk of recurrence. CEO Yehoshua Nir announced the new 'NexSSS' product line is set for initial volumes in Q4 2025, targeting the U.S. and German markets first.

Colin Rusch of Oppenheimer & Co. Inc. asked for the key assumptions regarding megawatts, OpEx, and gross margin that underpin the company's target of reaching cash flow breakeven, and also inquired about the timeline for introducing new products.

Answer

Interim CEO Ronen Faier explained that achieving positive free cash flow relies on three main factors: selling existing, paid-for inventory from non-U.S. markets, monetizing IRA tax credits, and reduced capital expenditures. He detailed that new products, including a 20-kilowatt inverter for Europe and a second-generation battery, are expected to roll out during 2025, but the company's near-term cash flow plans are not heavily dependent on them.

Colin Rusch from Oppenheimer & Co. Inc. asked if Sunrun is considering acquiring distressed asset portfolios in the current market. He also inquired about innovations in battery chemistry and their potential to improve pricing and margins.

Answer

President & CRO Paul Dickson stated that while the opportunity to acquire portfolios exists, Sunrun is not currently pursuing it, preferring to focus on optimizing its own fleet. He confirmed they have visibility into significant battery innovations from partners that could improve costs and functionality.

Colin Rusch inquired about the current state of the labor pool, asking if Sunrun is seeing any impacts from immigration laws or the ability to hire talent from competitors who are slowing down.

Answer

CEO Mary Powell stated that the company is not seeing any negative labor impacts and maintains a strong talent pipeline. President and CRO Paul Dickson added that Sunrun is viewed as a 'safe haven' in the industry, successfully attracting sales and installation talent from competitors.

Andre Adams, on behalf of Colin Rusch, asked if Sunrun is seeing any increase in labor availability and what the outlook is for construction cost trends. He also inquired about any meaningful progress in automated permitting that could impact sales cycles.

Answer

President and CRO Paul Dickson stated that the company is not facing labor constraints and is seeing 'strong demand and growth' across its field and operations roles. He confirmed 'nice progress' on automation, citing the successful use of the customer app to sell retrofit batteries at higher and faster conversion rates as an example of technology implementation bearing fruit.

Colin Rusch from Oppenheimer & Co. Inc. asked how Shoals is competing on power quality and its ability to deliver more power than alternatives, and how this competitive advantage might evolve.

Answer

CEO Brandon Moss stated that customers prioritize product quality for plant uptime, where Shoals' BLA product line has a proven track record of durability. He added that the company's 2kV product line is progressing through UL certification and is expected to be specified in projects in 2026, enabling higher power generation capabilities.

Colin Rusch of Oppenheimer & Co. Inc. inquired about the evolution of Shoals' product portfolio in international markets like Europe and Africa. He also asked about dynamics in the non-copper supply chain and potential opportunities for cost savings.

Answer

CEO Brandon Moss explained that international projects, such as the one with UGT/Sun Africa, utilize products very similar to those sold in the U.S., leveraging the advantage of easy installation in regions with less skilled labor. He added that the company is deeply engaged with its suppliers and sees significant opportunities for cost savings and efficiency gains through its new consolidated manufacturing facility and automation initiatives.

Colin Rusch of Oppenheimer & Co. Inc. inquired about the current labor dynamics, specifically for skilled labor, that EPC customers are facing. He also asked for clarity on the wide range of book-and-turn business assumed in the 2025 guidance.

Answer

CEO Brandon Moss described labor as a major challenge for EPCs, not expected to improve in 2025, and noted that customers are becoming more strategic with project planning to manage labor pools. CFO Dominic Bardos clarified that the guidance range is driven more by the unpredictability of project delays rather than uncertainty around book-and-turn business, which they are confident in securing.

Colin Rusch inquired about the competitive environment beyond the known litigation and whether customers are seeking second-source suppliers for EBOS solutions.

Answer

CEO Brandon Moss acknowledged that competition is constant but stated Shoals is focused on strengthening its market position through deep customer collaboration, product innovation like 2kV, and providing additional value through flexible kitting and packaging. He expressed confidence that these efforts will help maintain and grow market share.

Asked about the progress on finalizing product specifications with various customers beyond the first one and the readiness of capital equipment suppliers for future expansion.

Answer

The first customer's specs are finalized and under testing, with a second OEM just receiving samples. The company is working closely with customers on detailed specifications. Capital equipment suppliers, particularly those from the semiconductor industry, are ready and engaged for the expansion, with initial purchase orders placed.

Colin Rusch questioned the rapid move to a 7,000 mAh cell, asking how quickly specs are changing and how this translates to pricing. He also inquired about the intensity of the competitive landscape, particularly regarding advancements in materials and electrolytes.

Answer

CEO Raj Talluri linked the demand for larger batteries to the high power consumption of on-device GenAI applications, viewing it as a significant tailwind for average selling prices (ASPs). On competition, he stated that the primary competitors are still incumbent graphite batteries with low silicon content (5-10%). He emphasized that Enovix's 100% active silicon architecture provides a durable competitive advantage, as competitors face swelling issues with higher silicon percentages in large cells.

Colin Rusch inquired about current battery pricing dynamics, their impact on the company's previously communicated gross margin targets, and the revenue composition of the Q4 guidance, specifically the split between legacy products and the new Agility line.

Answer

CEO Raj Talluri stated that Enovix continues to command a price premium for its high energy density batteries and reaffirmed the long-term target of 50% gross margins at scale. CFO Farhan Ahmad clarified this is a cash gross margin target and noted that Q4 revenue guidance is driven mostly by legacy products, with only a small contribution from Agility line sampling.

Colin Rusch of Oppenheimer & Co. Inc. asked for an update on finalizing customer specifications beyond the lead smartphone OEM and inquired about the preparedness of capital equipment suppliers for future expansion.

Answer

CEO Raj Talluri confirmed that specs for the first customer are finalized and samples have been sent to a second smartphone OEM. He noted cycle life projections have improved to 1,000 cycles. Chairman Thurman John Rodgers emphasized the company's improved, customer-centric approach to defining product specifications. Regarding equipment, Raj Talluri mentioned that Enovix is working with advanced semiconductor-grade suppliers and has placed initial purchase orders for the second high-volume manufacturing line.

Colin Rusch of Oppenheimer & Co. Inc. inquired about potential collaborations with semiconductor companies to optimize device-level performance. He also asked about initial yield expectations for Fab2 and how to model the associated ramp and scrap expenses.

Answer

CEO Raj Talluri confirmed active collaboration with chip companies to align with silicon battery characteristics, such as lower operating voltages. COO Ajay Marathe stated that Fab2 yields will start where Fab1's left off and then ramp to world-class levels. CFO Farhan Ahmad added that while COGS will rise with the ramp, overall cash burn is expected to improve sequentially in Q3 and Q4 due to significant cost-reduction actions.

Colin Rusch of Oppenheimer & Co. Inc. asked about the possibility of government involvement in setting lithium prices, the evolution of conversion process technology, and the outlook for China's EV policy over the next few years.

Answer

CEO Kent Masters stated he does not see the government getting involved in setting market prices. On technology, he highlighted process chemistry and DLE as key areas of focus. He characterized China's EV policy as a long-term strategic priority for the country to own the segment, with short-term incentives being minor adjustments.

Colin Rusch from Oppenheimer asked about the company's approach to cross-cycle cash management and return on investment over a three-to-five-year horizon.

Answer

CFO Neal Sheorey detailed the company's focus on achieving a consistent operating cash conversion rate of 60-70% and maintaining a net debt to adjusted EBITDA ratio below 2.5x across the cycle. He emphasized that the management team is using these benchmarks to guide daily actions and enhance financial flexibility.

Colin Rusch inquired about the new incremental markets Aeva can target with its new strategic partner and asked for details on the evolving relationship with industrial sensor leader SICK AG.

Answer

CEO Soroush Dardashti explained that the new strategic partnership is designed to expand Aeva's reach beyond automotive into consumer electronics and to accelerate growth in industrial applications. He highlighted that the partner, a subsidiary of a Fortune 500 company, will also serve as the Tier 2 manufacturer for the top 10 passenger OEM program. Regarding SICK AG, Dardashti emphasized the massive opportunity in the $4 billion industrial sensor market, noting the long-standing partnership with SICK is aimed at transitioning a significant portion of their portfolio to Aeva's FMCW technology. He also mentioned that Aeva has already booked over 1,000 sensor orders from SICK and LMI Technologies.

Colin Rusch inquired about Aeva's initial target applications in the industrial sector beyond metrology, including cycle times and revenue potential, and also asked for an update on manufacturing progress and readiness to ramp production.

Answer

CEO Soroush Dardashti detailed the significant opportunity in industrial robotics and factory automation, citing a $10 billion-plus market. He highlighted the partnership with Sick AG, aiming to increase industrial sensor shipments by approximately 1000% in 2025, with a long-term potential for a $100 million-plus annual business. On manufacturing, he confirmed that Aeva is on track to complete its automated production line in 2025 with an annual capacity of over 100,000 units to meet growing demand.

Colin Rusch inquired about the growth trajectory for Aeva's security and ground-truthing applications, and also asked about the remaining manufacturing hurdles for the start of production with Torc and Daimler Truck.

Answer

CEO Soroush Dardashti detailed the significant momentum in the industrial security sector, highlighting the new multiyear production win with The Indoor Lab for airport deployments. He estimated a revenue potential of up to $50 million over the next few years from industrial security applications. Regarding the Daimler Truck program, Dardashti confirmed they are on track for the 2026 start of production, having hit all milestones. The current focus is on scaling Atlas sensor deliveries for the Torc fleet and completing automotive qualifications for the mass production line.

Colin Rusch inquired about current trends in order sizes and lead times, and whether customers were accelerating projects. He also asked about the product areas where Array is focusing to gain a competitive advantage, such as through installation simplicity or performance gains.

Answer

CEO Kevin Hostetler stated that lead times remain at 14 weeks with no significant project pull-ins yet, noting near-term booking challenges due to customer uncertainty in pricing PPAs. President and COO Neil Manning highlighted competitive advantages in extreme weather solutions and simplified installation with the Skylink product. Kevin Hostetler added that the OmniTrack product now accounts for 30% of 2025 revenues, showing rapid adoption.

Colin Rusch of Oppenheimer asked about the key focus areas for the company's R&D efforts regarding incremental improvements to its existing product portfolio.

Answer

President & COO Neil Manning detailed that R&D is focused on enhancing the customer's deployment experience to lower their field costs. Key initiatives include the SkyLink wireless platform to reduce trenching, developing more adaptable system architectures for smaller land parcels, and investing in robotics and automation for easier and faster module installation.

Colin Rusch asked about the competitive landscape, specifically regarding cost-reduction efforts by peers and the resulting impact on pricing dynamics.

Answer

CEO Kevin Hostetler characterized the market as consistently competitive among the top players but not deteriorating into a price war. He noted that some competitors appear to be using their 45X benefits to lower prices on certain projects and expressed confidence that Array's own strong domestic margins provide ample room to compete effectively.

Colin Rusch of Oppenheimer & Co. Inc. inquired about the impact of production changes at the Georgia and Texas facilities on unit economics, the company's current pricing power, and how the recent balance sheet restructuring affects its ability to secure shelf space with major retailers like Walmart.

Answer

CEO Kathleen Valiasek explained that production changes are focused on the Texas facility to add flexibility for cut products, meeting specific customer demand from partners like Walmart. She noted that pricing power is improving with customer familiarity, citing a recent price increase. Executive Chairman Craig Hurlbert added that the company's strengthened balance sheet positions them as a reliable long-term partner for major retailers who are increasingly seeking stable CEA suppliers.

Asked about the sales pipeline, the timeline for the Honeywell partnership to impact costs, challenges in customer project financing, the meaning of discussions about larger battery sizes with Honeywell, and the progress on securing additional capital.

Answer

The sales pipeline is active, with hundreds of millions in proposals driven by regulations and data center demand. Benefits from the Honeywell partnership are expected to start in late 2024/early 2025. Most current customers are well-funded, but more complex financing will be needed for future independent projects. Discussions with Honeywell are about configuring systems for larger project sizes (100-200MW+), not changing core technology. The company is actively evaluating capital raising options with no set timeline.

Colin Rusch of Oppenheimer & Co. Inc. questioned the state of the late-stage sales pipeline, the impact of the Honeywell partnership on cost reduction, customer financing dynamics, the meaning of larger battery configurations, and the timeline for securing additional capital.

Answer

CEO Eric Dresselhuys described a briskly moving sales pipeline driven by LDES mandates and urgent data center demand. He noted Honeywell partnership benefits would begin late 2024 and accelerate through 2025. He clarified that 'larger configurations' refer to optimizing for 100-200MW+ projects, not changing core technology. Regarding capital, he confirmed the company has 'picked up the pace' on evaluating options but offered no specific timeline.

Colin Rusch from Oppenheimer & Co. Inc. asked about the competitive environment for 200mm materials wafers and the expected timeline for customers to migrate to the larger diameter.

Answer

CEO Gregg Lowe stated that many materials customers are interested in moving to 200mm and that Wolfspeed is engaged in initial supply agreement discussions with them. He mentioned that the company's own decision to shut down its 150mm device fab demonstrates its confidence in its 200mm materials operations, which in turn gives customers confidence.

Colin Rusch asked about the process of monetizing the accrued tax credits, inquiring if there are operational metrics to meet and about the potential for transferability.

Answer

CFO Neill Reynolds clarified that the Section 48D tax credits under the CHIPS Act do not have operational metric requirements beyond having the assets placed in service. He stated they are administered via the IRS tax return process and are not considered transferable, expressing high confidence in the ability to monetize them over time.

Colin Rusch from Oppenheimer & Co. inquired about the key learnings from a terminated polishing arrangement and questioned the company's timeline for considering strategic options given the stock's valuation below cash.

Answer

Bill Weissman, President, CEO, and Director, explained that while a 4-inch polishing arrangement was not fully completed, the company gained valuable knowledge applicable to its primary focus on 6-inch products. Regarding strategic options, Weissman stated that the company is focused on the next six months, a period with significant potential due to new technologies moving into production and promising new large-scale applications. He suggested that success in these areas could substantially alter the company's situation, implying a focus on execution before exploring other strategic paths.

Colin Rusch of Oppenheimer inquired about the competitive landscape for PSS products, the company's ability to convert inventory into cash, and the expected cash consumption for the fourth quarter.

Answer

President and CEO Bill Weissman explained that Rubicon's vertical integration and focus on large substrates are key differentiators in the PSS market. He noted that most inventory is in bull or core form, which can be converted to any needed product. Weissman also projected a high cash consumption of around $5 million in Q4, primarily due to building consignment inventory, which is expected to convert to cash in Q1.