Tim Moore

Tim Moore from Clear Street asked about the ramp-up schedule and revenue contribution of the Los Angeles Department of Water and Power (LADWP) contract, the expected doubling of data center-related revenue from the APG acquisition in 2026, and the potential for data center work to grow to 20% of total revenue. He also inquired about the business model and margin profile of the Compass Municipal Advisors acquisition, particularly its financing tie-in.

Answer

Mike Bieber, CEO, stated that the LADWP contract's Q4 2025 contribution was small but will see a big ramp-up in Q2 2026, continuing for four years. He confirmed that the APG acquisition's data center-related work is expected to more than double in 2026, with backlog extending into 2027 and 2028. He expressed a desire to grow commercial customer revenue, including data centers, further into the 20s through organic growth and M&A. Regarding Compass Municipal Advisors, he explained it's a geographic expansion of an existing higher-margin financial services group with cross-selling opportunities.

Tim Moore asked about the Compass Municipal Advisors acquisition, inquiring if it represents a different business model for Willdan Group and if it offers higher margins due to its financing tie-in.

Answer

President and CEO Mike Bieber explained that Willdan has had a financial services group for over 15 years, primarily serving communities in the western U.S. The Compass acquisition was a geographic expansion into North and South Carolina and Kentucky. He confirmed that this can be a higher-margin business and highlighted cross-selling opportunities, particularly for school districts, combining upfront financing with energy efficiency services.

Tim Moore from Clear Street Capital asked about the role of Willdan's software and analytics offerings in winning new clients, the specific drivers of the strong organic growth given the delayed LADWP contract, and the potential impact of tariffs on equipment costs and contract pricing.

Answer

Director & CEO Michael Bieber explained that pairing proprietary software with consulting services is a key differentiator that is driving significant new business, noting that the upfront consulting work grew 50% organically. He attributed the broad-based growth to the expansion of existing long-term utility agreements and cross-selling rather than a single large award. EVP & CFO Creighton Kim Early addressed tariff concerns, stating they do not expect a significant impact and have opportunities to pass along price increases through flexible contract terms.

Tim Moore inquired about the role of Willdan's software and analytics capabilities in winning new business, the specific drivers behind the strong organic growth despite the LADWP contract delay, and the potential impact of tariffs on existing contracts.

Answer

CEO Michael Bieber confirmed that pairing their proprietary software with consulting services is a successful strategy for winning new projects, highlighting that the upfront consulting business grew 50% organically. He attributed the broad-based growth to the expansion of existing long-term utility agreements and cross-selling, rather than a single large award. CFO Creighton Kim Early stated they do not expect a significant impact from tariffs, as many contracts have clauses to pass along price increases and they can manage supplier volatility.

Tim Moore inquired about the role of Willdan's software and analytics business in winning new clients, the specific drivers of the strong organic growth given the LADWP contract delay, and the potential impact of tariffs on contracts and pricing.

Answer

CEO Michael Bieber explained that pairing software with consulting services is a key differentiator, noting the upfront consulting business grew 50% organically. He stated the broad-based growth was driven by expanding existing utility agreements and cross-selling, not a single large award. CFO Creighton Kim Early addressed tariff concerns, stating they don't expect a significant impact as many contracts allow for passing on price increases and they are actively managing supplier risk.

Tim Moore asked about any potential areas of demand slowdown, the percentage of contract value attributable to equipment, the revenue ramp timing for the large LADWP contract, and the integration strategy for the recently acquired APG to boost data center services.

Answer

CEO Mike Bieber and CFO Creighton Early confirmed no significant operational headwinds, with the main risk being tariffs. Early estimated equipment costs at 25-30% of relevant contract values. Bieber noted that strong organic growth overcame the temporary LADWP revenue gap in Q1, with a significant ramp expected in Q4. He also confirmed that cross-selling and collaboration with the newly acquired APG team are already underway to target the data center market.

Tim Moore inquired about which specific government programs are experiencing the most significant growth and asked for an update on software cross-selling opportunities, particularly in relation to the newly acquired APG.

Answer

Mike Bieber, President and CEO, identified California and New York programs as key growth areas due to rising electricity demand and grid constraints. He noted that this trend is also driving demand for upfront consulting work, which prompted the APG acquisition. Regarding software, Bieber confirmed that Willdan's software will be introduced to APG's clients, as APG does not have its own, and mentioned that existing software cross-selling efforts for grid planning remain solid.

Tim Moore asked about MYR Group's selectivity in staffing for projects, specifically the trade-off between an 18-month data center project and a medium-sized utility project, and the role of regional staffing and cross-selling. He also inquired about the company's acquisition philosophy, prioritizing T&D electrical contractors or ancillary services, and C&I geographic scale or specific end markets.

Answer

Rick Swartz, President and CEO, reiterated the focus on 90% return clientele and cross-selling opportunities, particularly in data centers where campus build-outs offer long-term engagements. Kelly Huntington, SVP and CFO, outlined the acquisition strategy: for T&D, it's electrical contractors and ancillary services (right-of-way, foundation, environmental); for C&I, it's geographic fit and exposure to higher-growth, less cyclical, complex core markets, with a continued focus on tuck-in acquisitions.

Tim Moore asked about MYR Group's staffing selectivity trade-offs between long-duration data center projects and medium-sized utility projects, including regional staffing and cross-selling opportunities. He also inquired about the company's acquisition philosophy, specifically priorities within T&D and C&I segments.

Answer

President and CEO Rick Swartz reiterated the focus on 90% return clientele and cross-selling opportunities, particularly in data centers where MYR Group can handle both owner-side substations and campus build-outs over many years. SVP and CFO Kelly Huntington outlined the acquisition strategy: for T&D, it targets electrical contractors and ancillary services like right-of-way or foundation work; for C&I, it prioritizes geographic fit and exposure to higher-growth, less cyclical, complex core markets, focusing on tuck-in acquisitions with understood risk profiles.

Tim Moore asked about Magnolia's confidence in future Giddings well outcomes, particularly regarding bringing more net acreage into the portfolio with higher predictability, and the lookback on estimated ultimate recovery (EUR) pre-drill and post-drill results. He also inquired about the company's ability to quickly ramp up drilling for extra wells in Giddings if oil prices reach $70 later in the year.

Answer

Chris Stavros, Chairman, President, and Chief Executive Officer, expressed high confidence in future Giddings well outcomes due to ongoing appraisal and potential exploration, expecting more opportunities and consistent results. He stated that while the company *could* ramp up drilling in response to higher oil prices, it *would not*, preferring to stick to its prudent plan and return any additional free cash flow to shareholders, primarily through share repurchases.

Tim Moore asked about Magnolia's confidence in future Giddings well outcomes and the potential to bring more net acreage into the portfolio. He also inquired about the speed at which drilling could be ramped up for extra wells if oil prices reached $70 later in the year.

Answer

Chris Stavros, Chairman, President, and CEO, expressed high confidence in future Giddings well outcomes due to ongoing appraisal and exploration, expecting more opportunities and consistent results. He stated that while they *could* ramp up drilling in a $70 oil scenario, they *would not*, preferring to stick to their moderate growth plan and return any 'winnings' from higher prices to shareholders, primarily through share repurchases.

Tim Moore of Clear Street inquired about drilling and completion enhancements in the Giddings field, such as pad size, and asked for the outlook on gathering, processing, and transportation expenses.

Answer

CEO Christopher Stavros stated that Magnolia continuously works to optimize development in Giddings by adjusting down-spacing and increasing wells per pad as they learn more about the asset. He confirmed these improvements will continue as more of the field is developed. Regarding gathering and transport costs, he indicated they would likely remain "fairly similar" to the current run rate, with some dependency on natural gas prices.

Tim Moore asked for more color on the Giddings acreage exploration, specifically regarding drilling efficiencies, well pad sizes, and identifying high-yield areas. He also had a follow-up on the future trajectory of gathering, transport, and processing expenses.

Answer

CEO Christopher Stavros explained that the company continuously works to optimize Giddings development by adjusting down-spacing and increasing wells per pad as they learn more about the asset, leading to ongoing efficiency improvements. Regarding gathering and transport costs, he indicated that the expense level would likely be fairly similar next year, with some dependence on natural gas prices.

Tim Moore sought more detail on Magnolia's appraisal strategy in the peripheral areas of Giddings and how the company identified the recent high-performing acreage.

Answer

President and CEO Christopher Stavros clarified that the successful area was a combination of acreage from their original Giddings position and land acquired over two years ago following appraisal work. He affirmed that the company is continuously looking for opportunities to acquire or lease land to fill in its footprint where geological conditions are favorable for development.

Tim Moore asked about AMSC's potential to cross-sell and bundle solutions to customers beyond oil and gas, specifically mentioning mining and chemicals, and the overall strategy for leveraging combined offerings across end markets. He also sought more color on the near-term plan for increasing output at Comtrafo in Brazil and the company's comfort level with integration before considering future acquisitions.

Answer

Daniel P. McGahn, Chairman, President, and Chief Executive Officer, clarified that AMSC now 'just sells' combined solutions from its acquisitions, rather than cross-selling. These offerings manage and transform voltage, and modulate AC/DC power flows for various customers in mining, traditional energy, semiconductor, and renewables. He noted that it's early days for Comtrafo integration (19 days post-acquisition) and that AMSC will take its time to digest and leverage the significant opportunities in Brazil. McGahn stated that he does not anticipate another acquisition right away, emphasizing the company's evolution with both operational and opportunistic aspects, and the R&D investment in combining products for new opportunities.

Tim Moore asked about AMSC's cross-selling and bundling potential across various end markets beyond oil and gas, such as mining or chemicals. He also sought more details on the near-term plan for increasing output at the Comtrafo factory in Brazil and inquired about the company's comfort level with the current integration before considering future acquisitions.

Answer

Daniel McGahn, Chairman, President, and CEO, AMSC, explained that AMSC now 'just sells' combined solutions from its acquisitions for projects ranging from $10 million to $25 million, targeting mining, traditional energy, semiconductor, and renewables. He noted that it's too early to detail Comtrafo's output increase plans, being only 19 days post-acquisition, but acknowledged a huge opportunity in Brazil. McGahn stated that the company will take its time with integration and does not anticipate another acquisition right away, emphasizing the focus on leveraging existing assets and combining products for new opportunities.

Tim Moore of Clear Street commented on the company's operating leverage and asked for an estimate of the realistic organic sales growth for the year, noting the phenomenal strength even after accounting for acquisitions. He also inquired if there has been an uptick in customer inquiries for grid reliability solutions following recent U.S. administration actions.

Answer

Chairman, President & CEO Daniel McGahn acknowledged the company's demonstrated organic growth of 20-25% and even higher in the current quarter, but refrained from giving a specific forward-looking target, attributing the performance to strong market demand and key customer relationships. On grid inquiries, McGahn confirmed a general increase, stating that policy stability and the fundamental, growing demand for electricity are driving investment in grid hardening and resiliency, which plays directly to AMSC's strengths.

Tim Moore of Clear Street noted the impressive profit margin expansion and operating leverage. He asked for an estimate of the company's organic sales growth rate for the year, after accounting for acquisitions. Additionally, he inquired if the recent U.S. administration's focus on strengthening the electrical grid has led to a noticeable increase in customer inquiries for AMSC's solutions.

Answer

CEO Daniel McGahn acknowledged the strong organic growth, stating it has been in the 20-25% range and was even higher this quarter, but he declined to provide a specific forward-looking target, emphasizing that growth is driven by customer demand. McGahn also confirmed a general uptick in inquiries related to grid reliability, attributing it to a broader market recognition that the grid is not designed for current demands and requires investment for hardening and resiliency, a trend that benefits AMSC's core thesis.

Tim Moore of Clear Street asked for an estimate of the company's organic sales growth, noting the impressive overall growth even after accounting for acquisitions. He also inquired whether recent government focus on strengthening the U.S. electrical grid has led to a noticeable increase in customer inquiries for AMSC's grid reliability solutions.

Answer

CEO Daniel McGahn acknowledged the strong organic growth, stating they have demonstrated rates from 20% to 35% recently but declined to provide a specific forward-looking target, attributing the performance to strong market demand and key customer relationships. He confirmed a general uptick in inquiries related to grid modernization, driven by policy stability and the fundamental, growing demand for electricity which is straining the existing infrastructure, making AMSC's solutions increasingly relevant.

Tim Moore from Clear Street asked for an estimate of the company's organic sales growth rate, noting the impressive results even after accounting for acquisitions. He also inquired if recent U.S. government actions to strengthen the electrical grid have led to an increase in customer inquiries.

Answer

CEO Daniel McGahn acknowledged the strong organic growth, noting past performance of 20-25% and the current quarter's higher rate, but did not provide a specific forward-looking target, attributing the momentum to broad market investment and key customer relationships. He confirmed a general uptick in grid-related inquiries, stating that policy stability and fundamental electricity demand are driving necessary investment in grid modernization, which benefits AMSC.

Tim Moore of Clear Street asked for an estimate of the company's organic sales growth rate for the year, noting the exceptionally strong performance even after accounting for acquisitions. He also inquired whether there has been a noticeable uptick in inquiries for grid reliability solutions following recent U.S. government policy actions.

Answer

Chairman, President & CEO Daniel McGahn acknowledged the strong organic growth, noting it has been in the 20-25% range and is now demonstrating it can be higher, but he refrained from providing a specific forward-looking target. He attributed the growth to strong market demand and key customer relationships. McGahn confirmed a general increase in inquiries for grid solutions, stating that policy stability is helping address long-standing grid issues and that the fundamental driver is the increasing demand for electricity, positioning the company well for the future.

Asked for details on planned operational efficiencies and improvements for the Bayswater assets, including any best practices being applied or potential for catch-up maintenance.

Answer

The company confirmed Bayswater was an excellent operator with no deferred maintenance issues. The focus is on optimization, specifically through high-return workovers and gas lift optimization. They have already executed three successful workovers and are systematically evaluating all wells for further improvements, targeting low-hanging fruit first.

Tim Moore from Clear Street inquired about the specific operational efficiencies and improvements planned for the Bayswater assets beyond AFE reductions, and whether any catch-up maintenance was required.

Answer

Co-Founder, President & Director, Gary Hanna, stated that Bayswater was an excellent operator with no deferred maintenance issues. He said the focus is on systematic optimization, highlighting successful gas lift enhancements and three high-return workovers already completed. Co-Founder, Chairman & CEO, Edward Kovalik, added that the team is targeting low-hanging fruit first, with a handful of wells expected to yield over 500 bbl/d in optimized production.

Tim Moore of Clear Street asked for more details on footprint expansion and optimization opportunities following the Maverick integration, and whether there was potential for the $60 million synergy target to increase further.

Answer

CEO Rusty Hutson noted that optimization is a continuous process and new opportunities will emerge as teams fully integrate the assets, suggesting further upside is possible. CFO Brad Gray added that operating across five distinct basins provides significant strategic flexibility for growth and synergy capture, which is supported by the company's scalable corporate infrastructure.

Tim Moore from Clear Street inquired about footprint expansion and optimization opportunities following the Maverick integration, and asked if there was potential for cost synergies to exceed the newly raised $60 million target.

Answer

CEO Rusty Hutson explained that portfolio optimization is a continuous process, with new opportunities emerging daily, and he is confident more value will be found beyond the identified $60 million in synergies. CFO Brad Gray added that operating across five distinct basins gives the company significant flexibility and options for growth and scale, which is a key strategic advantage.

Tim Moore from Clear Street asked about the progress on desalination for beneficial reuse, specifically regarding agricultural growing season hurdles. He also inquired about the expected revenue and EBITDA contribution from the Brazil offshore project in H2 2025 and 2026, and sought details on TETRA's visibility into EOS orders and its ability to ramp up supply.

Answer

President & CEO Brady Murphy described the commercial pilot with EOG as going 'extremely well' but could not share specifics due to an NDA. He clarified that the Brazil project's impact will be more significant in 2026 than in 2025. Regarding EOS, Murphy confirmed a very close, almost daily relationship, and noted that TETRA's West Memphis plant is now equipped with bulk tankers to handle the anticipated volume ramp-up.

Tim Moore of Clear Street inquired about TETRA's process for prioritizing desalination pilot customers, its supply chain readiness for Eos's production ramp, and its openness to project financing partners for the Arkansas bromine development.

Answer

CEO Brady Murphy stated that TETRA has the capacity for multiple pilots and treats all its major operator partners equally. He confirmed the company can supply Eos's first production line but will need additional bromine sources for future expansion. CFO Elijio V. Serrano affirmed that they are actively exploring financing partners for the bromine project to find an optimal solution without diluting shareholders or overlevering the company.

Tim Moore asked about TETRA's capacity for desalination pilot projects in 2025, the potential revenue contribution from the Brazil deepwater program in the following year, and the construction lead time for the bromine development project once approved.

Answer

CEO Brady Murphy stated that the company is confident enough in its desalination pilot pipeline to be ordering additional units, with lead times being the main constraint. He confirmed the Brazil contract is a two-year program with work spaced evenly, suggesting a similar contribution next year. Regarding the bromine project, he noted the lead time is longer than a few months and the company is exploring capital-light funding options before making a final investment decision.

Tim Moore from EF Hutton inquired about the drivers for potential double-digit organic sales growth, focusing on task orders versus large contracts. He also asked about the progress of the $15 million cost-saving initiative and its dependency on revenue growth, and explored alternative ways to monetize Rekor's vast roadway intelligence data.

Answer

Executive Robert Berman explained that the new GM structure and a revised pricing model for the Discover platform are expected to drive growth by better aligning with government procurement processes. Berman and CFO Eyal Hen confirmed the $15 million cost savings are on track, stemming from reduced R&D on non-imminent products, with benefits to be seen throughout the year. Regarding data monetization, Berman stated the immediate focus is on selling existing, in-demand products like Discover, Command, and Scout, rather than pursuing new data licensing models at this time.

Tim Moore followed up on the high operating and maintenance expense as a percentage of revenue in recent quarters, asking for guidance on how to model this metric for the remainder of the year.

Answer

CFO Kevin Van Asdalan advised against modeling O&M as a percentage of revenue due to volatility in RIN sales timing, which is currently affected by EPA rule changes. He stated that Montauk internally models operating costs on a unit-of-production basis. He also noted that costs can be affected by the timing of preventative maintenance and engine overhauls.

Tim Moore of Clear Street asked if Montauk is observing any slowdown in RNG projects at landfills, referencing a competitor's expansion. He also inquired about how to model operating and maintenance (O&M) expenses for the remainder of the year, noting recent high levels.

Answer

President and CEO Sean McClain responded that while there's a slowdown in acquisition opportunities, likely due to regulatory uncertainty and tariff concerns, Montauk's own development projects are proceeding. CFO Kevin Van Asdalan addressed the O&M question, advising against modeling it as a percentage of revenue due to volatility in RIN sales timing. He explained that Montauk models costs based on production units and noted that expenses can be affected by the timing of preventative maintenance and the age of equipment, particularly in the Renewable Electricity segment.

Tim Moore of Clear Street asked about the lead time for customer testing of GAC product following the production delay, particularly for PFAS applications. He also questioned new CFO Jay Voncannon on his priorities and the potential for further SG&A savings, and asked about the timeline for commercializing the asphalt product.

Answer

CEO Robert Rasmus clarified that testing for the PFAS/municipal water market is largely complete and not an issue; the postponed in-situ testing primarily relates to the Renewable Natural Gas (RNG) segment. New CFO Jay Voncannon stated his initial focus is on leveraging the company's cost position and that he believes there are further opportunities to reduce SG&A. Regarding asphalt, Rasmus said signing a strategic partner this year is not presumptuous, but initial revenues would not be realized until 2026 at the earliest.

Tim Moore inquired about the lead time for customer testing of GAC output, particularly for PFAS removal. He then asked new CFO Jay Voncannon about his priorities and the potential for more SG&A savings. Lastly, he asked about the timeline for securing a partner and revenue for the asphalt product initiative.

Answer

CEO Robert Rasmus clarified that testing is not an issue for the municipal water/PFAS market, as the product is already certified; testing lead times are more relevant for the RNG segment. New CFO Jay Voncannon stated his focus is on leveraging the cost position and that he sees more opportunities to trim SG&A and overhead. Rasmus added that while an asphalt partner this year is possible, revenues are not expected until 2026 at the earliest.

Asked about the customer testing lead time for GAC, the new CFO's plans for cost savings and SG&A leverage, and the timeline for securing a partner and generating revenue from the asphalt product initiative.

Answer

Management clarified that GAC testing is already complete for the municipal water/PFAS market, with remaining in-situ testing needed for the higher-margin RNG segment. The new CFO sees further opportunities for cost reductions across SG&A and plant overhead. A strategic partner for the asphalt product is possible this year, but revenue is not expected until 2026 at the earliest.

Asked about the GAC utilization ramp-up timeline for the June quarter, sought confirmation that GAC sales would not cannibalize PAC volumes, and inquired about the timing for a decision on moving forward with a second production line.

Answer

The CEO clarified the contracted amount is 16 million of 25 million pounds and that while GAC revenue will build in Q2, full ramp-up to nameplate capacity is targeted for the second half of 2025. He confirmed GAC production is additive and will not cannibalize PAC sales. A decision on Line 2 is anticipated in the second half of the year, driven by strong customer demand.

Tim Moore asked about the GAC utilization ramp for the June quarter, whether the new GAC line would cannibalize PAC sales, and the potential timing for a decision and CapEx spending on a second GAC line.

Answer

Robert Rasmus, CEO and President, clarified that 16 million pounds of GAC are currently contracted and that GAC revenue is expected to begin in the current quarter and build into Q2. He confirmed GAC production is additive and will not cannibalize PAC sales, which will improve margins through higher pricing and cost absorption. He anticipates having enough visibility to make a decision on Line 2 in the second half of the current year, driven by strong customer demand.

Tim Moore asked if the new cost savings plan could accelerate the positive gross margin inflection point to Q3 2025 and inquired about the current appetite for liquid hydrogen.

Answer

EVP Sanjay K. Shrestha maintained that Q4 2025 remains the target for achieving positive gross margin. On liquid hydrogen, CEO Andrew Marsh commented that he never expected the H2 hubs to be a near-term driver and that they are a longer-term opportunity for the broader industry, not a significant revenue source for Plug in the next 2-3 years.

Tim Moore asked if the recent election outcome would prompt more aggressive targeting of oil and gas customers and inquired about the revenue recognition timeline for the 3-gigawatt Australian project.

Answer

CEO Andy Marsh clarified that oil and gas companies are already their biggest electrolyzer customers and a primary focus. EVP Sanjay Shrestha stated that for the large Australian project, significant revenue recognition is not expected until the second half of 2026 and into 2027, due to the project's scale and complexity.

Tim Moore from Clear Street asked if Plug Power plans to increase its focus on oil and gas customers post-election and inquired about the revenue recognition timeline for the 3-gigawatt Allied Green Ammonia project in Australia.

Answer

CEO Andrew Marsh clarified that they are already heavily targeting oil and gas companies, which constitute their biggest electrolyzer customers (e.g., Galp, BP, Iberdrola) and a large portion of their backlog. Executive Sanjay K. Shrestha projected that significant revenue from the Allied Green Ammonia deal would likely be recognized in the second half of 2026 and into 2027, not the first half of 2026.

Tim Moore asked for color on potential revenue growth for 2025, given the focus on cash generation, and inquired whether the level of 'irrational competitive behavior' in the market has improved recently.

Answer

CFO Danny Abajian suggested revenue could grow faster than installation volumes due to the higher value of storage systems, pointing to new value-based metrics as a better indicator of growth. President and CRO Paul Dickson described the competitive environment as 'largely stable,' noting that as one irrational player exits, another tends to take their place.

Asked for details on operational improvements that have increased project conversion velocity and whether this involved a shift away from national enterprise customers. Also inquired about capital allocation priorities between Community Solar, redevelopment, and new projects.

Answer

The company explained its renewed 'back-to-basics' strategy, which involves a more targeted, market-specific approach focusing on areas with the best economics and decision-makers ready to execute, which is already yielding results. On capital allocation, all projects are evaluated for attractive ROI. Community Solar is viewed as an offtake variation within their core commercial-scale business, while redevelopment of existing assets to increase capacity and capture higher power prices is seen as a major, distinct opportunity.

Tim Moore of Clear Street asked about the SK partnership and whether establishing full manufacturing in South Korea, beyond the current assembly, could lead to a higher bid-win rate.

Answer

CEO K.R. Sridhar explained that the current joint venture already performs significant assembly in Korea, which provides cost, localization, and tariff benefits. However, he stated that the core "hot box" technology is proprietary and will remain manufactured in facilities where Bloom has absolute control.

The analyst asked about the revenue recognition timeline for the new subsea safety control system contract and inquired about the company's pipeline for similar large, integrated projects.

Answer

The executive stated that a significant portion of the revenue from the new contract will be recognized in the second half of the current year, with some spillover into the first quarter of the next year. He also confirmed that the pipeline for similar large, integrated projects is robust and growing, driven by their strategy of deepening relationships with key accounts.

Inquired about the Sumitomo partnership for pedestrian detection, geographic expansion plans within the U.S., and further international opportunities.

Answer

The company detailed how the advanced Sumitomo radar will revolutionize pedestrian detection and double the addressable market. They outlined a strategy for U.S. expansion into the Northeast and Central regions. They also confirmed they expect more international deals, leveraging their global reputation and a partnership with the U.S. TDA.

Inquired if slower customer conversion is due to selling larger, more complex orders; asked about the progress in hiring internal consultants versus using subcontractors; and questioned if the M&A focus would remain on the US.

Answer

The company confirmed that as they pursue larger, more complex deals, the evaluation process is extended. Hiring internal consultants is an ongoing effort for the next 2-4 quarters, but the most significant services margin improvement will come from scaling SaaS and DaaS revenue. The M&A focus remains on North America, where the opportunity is most substantial.

Inquired about the potential for reaching a 40% gross margin, progress on internal labor hiring, the timeline for a cloud-based margin inflection point, and the company's appetite for acquisitions.

Answer

A 40% gross margin is directionally possible with continued revenue leverage and operational improvements. Labor hiring is on track to be two-thirds complete by early next year. The major margin inflection from cloud solutions is expected in the first half of the fiscal year after next. The company is actively looking at acquisitions but is being cautious about valuations, which have not yet become fully reasonable for the most attractive targets.