Kodiak AI - Earnings Call - Q3 2025

Executive Summary

• First public quarter delivered strong operational progress while remaining early-stage financially: revenue rose 92.5% YoY to $0.77M, GAAP operating loss was $30.0M, and non-GAAP operating loss (ex-SBC) was $24.7M; quarter-end cash was $146.2M.
• Kodiak doubled customer-owned driverless trucks to 10 (from 5 in Q2) and surpassed 5,200 cumulative paid driverless hours (+166% QoQ), with long-haul safety case “ARM” at 78% and a top Nauto VERA safety score across 1,000+ fleets.
• Q4 FY25 guide: free cash flow of -$36M to -$38M and year-end customer-owned driverless trucks in the mid-to-high teens; management reiterated target to launch long‑haul driverless operations in 2H 2026.
• Potential stock catalysts: continued industrial truck deployments (toward 100-unit Atlas commitment), updates on ARM progress, additional customer wins (industrial and long-haul), and financing/liquidity actions to fund scaling.

What Went Well and What Went Wrong

What Went Well

• “We are generating revenue and scaling our business” in the first quarter as a public company; customer-owned driverless trucks doubled to 10 and cumulative paid driverless hours exceeded 5,200 (+166% QoQ).
• Safety and technology validation: long‑haul Autonomous Readiness Measure (ARM) reached 78%; remote assistance needs reduced by 53% via a new software release; Kodiak tied for the top Nauto VERA safety score (perfect 100 in 3 of 4 sub-scores, 95 in the fourth).
• Commercial scaling infrastructure: Roush launched a dedicated upfit line; expanded ZF partnership to supply 100 redundant steering systems; integrated NXP ISO 26262-compliant processors to improve uptime.

What Went Wrong

• GAAP net loss widened materially to $(269.9)M, driven by large non-operating charges (losses on issuance of preferred stock, common stock, warrants; FV changes in loans and SAFEs), overshadowing operating progress; EPS was $(3.89) vs $(0.33) YoY.
• Cash burn remains elevated: Q3 free cash flow was -$40.0M (includes high single-digit millions of one‑time/public company costs); capex was $6.6M to procure AV components.
• Liquidity will likely need reinforcement: management signaled opportunistic financing over the next 12 months to support scaling and the long‑haul launch timeline.

Transcript

Operator (participant)

Thank you for standing by, and welcome to Kodiak's Third Quarter 2025 Earnings Conference Call. At this time, all participants are in a listen-only mode. After the speaker presentation, there will be a question-and-answer session. To ask a question during the session, you will need to press Star 11 on your telephone. To remove yourself from the queue, you may press Star 11 again. I would now like to hand the call over to Lauren Harper, Kodiak's Chief of Staff. Please go ahead.

Lauren Harper (Chief of Staff)

Thank you, and welcome everyone to Kodiak's Third Quarter 2025 Earnings Call. On the call today are Don Burnette, Founder and Chief Executive Officer of Kodiak, and Surajit Dutta, Chief Financial Officer of Kodiak. Our press release and an earnings presentation were issued earlier today and are posted on the Investor Relations section of our website. This call is being broadcast live via a webcast, and a replay will be available on our website after the call. Before we begin, I would like to remind you that during today's call, Kodiak will be making forward-looking statements within the meaning of the federal securities laws about financial performance and future events, including our guidance for fiscal fourth quarter and full fiscal year 2025, as well as our long-term goals. Such forward-looking statements are made pursuant to the Safe Harbor Provisions of the Private Securities Litigation Reform Act of 1995.

Any statement made during this call that is not a statement of historical facts should be deemed to be a forward-looking statement. All forward-looking statements, including statements regarding our guidance for fiscal fourth quarter and full fiscal year 2025, our estimated total addressable markets, our operational and product roadmap, our relationships with partners and suppliers, our ability to produce and deploy the Kodiak Driver at scale, including the timing of launching driverless trucks for long-haul highway operations, our expansion plans and opportunities, and our expectations regarding future business and financial performance, including future cash flows and our path to profitability, are based upon management's current estimates and various assumptions. These statements involve material risk and uncertainties that could cause actual results or events to materially differ from those anticipated or implied by these forward-looking statements. Accordingly, you should not place undue reliance on these statements.

For a list and description of the risk and uncertainties associated with our business, please see our filings with the Securities and Exchange Commission. We disclaim any obligation except as required by law to update or revise any financial or operational projections or our other forward-looking statements, whether because of new information, future events, or otherwise. Any forward-looking statements made on this call speak only as of the date of this call. Further, in addition to discussing results that are calculated in accordance with generally accepted accounting principles, we may also refer to certain non-GAAP financial measures. For more detailed information on our non-GAAP financial disclosures, including reconciliations to most comparable GAAP measures, please refer to our earnings release, which can be found on our Investor Relations website. Our discussion today also includes references to forward-looking free cash flow.

Such forward-looking financial measure is provided on a non-GAAP basis without a reconciliation to the most directly comparable GAAP measure due to the inherent difficulty in forecasting and quantifying certain amounts that are necessary for such reconciliation. I will now turn the call over to Don. Please go ahead.

Don Burnette (Founder and CEO)

Thanks, Lauren, and welcome to our first earnings call as a public company. Today, we're excited to share our third quarter results. First, I'd like to introduce you to Kodiak and talk about our industry-leading technology, our strategy, and why we believe we are positioned to capture the tremendous opportunity in the global trucking market. Kodiak delivers AI-powered driving technology that tackles some of the world's toughest driving jobs across vehicles and environments. We are a leading provider of autonomous trucking technology with 10 driverless trucks in customer operation with no human in the cab. These 10 trucks are the first to be delivered as we fulfill the world's largest known driverless trucking contract, a binding order to deploy our technology in 100 customer-owned trucks.

Our differentiated technology allows us to seamlessly operate across a variety of environments, giving us the flexibility we need to focus on three large verticals: long-haul trucking, industrial trucking, and defense. Across these verticals, we work with industry-leading customers such as J.B. Hunt, Werner, C.R. England, Martin Brower, Atlas Energy Solutions, and the U.S. Army. Kodiak's core business is based on the Driver as a Service, or DAS, model, which is designed to replicate how customers pay their drivers today, either by the mile or by the vehicle. Our customers own and operate their own driverless trucks and pay us a recurring fee to utilize the Kodiak Driver in their fleets. This DAS model allows us to generate recurring revenue while keeping our balance sheet relatively asset-light.

We initially launched this model with Atlas Energy Solutions, a leading logistics provider in the Permian Basin that is actively working to automate its supply chain. We intend to grow DAS revenue both as Atlas grows its fleet of Kodiak-powered trucks and as we expand driverless operations with new customers. I believe it is paramount to execute across three strategic pillars to launch a driverless business: technology, safety case, and product. While technology is the most visible, each of these pillars is critical to successfully launching and scaling autonomous trucks. Let me address each of these, starting with technology. The Kodiak Driver, our autonomous system, combines advanced AI-powered software with modular vehicle-agnostic hardware. We designed the Kodiak Driver to operate in challenging driving environments while integrating seamlessly into our customers' fleets. This single integrated software platform is designed for deployment across three verticals: long-haul trucking, industrial trucking, and defense.

It operates day and night in a wide range of weather conditions, including rain and severe dust storms, and in some of the most complex scenarios in trucking. Our core technology allows the Kodiak Driver to operate without high-definition maps commonly used in the AV industry. We believe this approach makes the Kodiak Driver more adaptable to real-time changes on the road than traditional AVs that heavily rely on pre-mapped terrain. It also makes the Kodiak Driver better able to navigate unstructured off-road environments, uniquely enabling us to pursue opportunities in the industrial and defense verticals that would otherwise be challenging if we required high-definition maps. We integrate our software into our modular autonomy hardware kit that is adaptable to a wide range of vehicle types. We've already integrated the Kodiak hardware kit into Class 8 trucks, Ford F-150s, and even treaded military vehicles.

Our hardware kit includes Kodiak's proprietary sensor pods, which are self-contained modules that contain third-party cameras, radars, and lidars, and are designed to be quick and easy to swap in the field with minimal training. Our modular approach allows us to quickly install the Kodiak Driver's hardware kit into our customers' trucks, reducing the cost of deployment. Years ago, we decided that upfitting was the right go-to-market strategy to address a significant industry-wide challenge, that today none of the truck OEMs offer a driverless-ready platform. To implement this strategy, we partnered with Michigan-based Roush Industries, a leading automotive product development supplier. Roush is an industry leader in small to medium-volume automotive manufacturing. Their deep experience building high-quality vehicles at scale brings efficiency and quality to our manufacturing that would be very difficult to match with in-house production. Now to our second pillar: safety. Safety is our core value at Kodiak.

It is critical to building trust with customers, regulators, and the general public. The most important part of the process is building a safety case, which is a comprehensive, evidence-backed argument for why the Kodiak Driver is safe to deploy. Kodiak is one of only a handful of AV companies known to have completed a driverless safety case. Developing a safety case is a massive cross-functional effort spanning software, systems engineering, hardware, functional safety, manufacturing, operations, and even legal and policy. To help track our progress on launching the Kodiak Driver on long-haul routes, today we are unveiling our autonomous readiness measure, or ARM, which measures the percentage of claims and evidence in Kodiak's safety case for driverless operations that are materially complete. Having completed our industrial safety case, our industrial ARM is necessarily at 100%.

Today, I am incredibly proud to report that our long-haul ARM currently stands at 78%, and we expect to make steady progress in the quarters ahead as we prepare for long-haul driverless operations in the second half of 2026. Lastly, I'd like to turn to our third pillar, the product. We take a unique, customer-centric approach that has allowed us to implement our technology and build a valuable product our customers can utilize efficiently. The operational experience we have gained over seven years and 10,000 loads has enabled us to understand our customers' needs and build our product accordingly. For example, we developed our quick swap sensor pods after hearing from our customers about the importance of our hardware fitting into existing maintenance processes. Additionally, our driverless deployment with Atlas in the Permian has helped us pressure test core product features, including launching, driving, landing, and maintaining driverless vehicles.

We see this generating a flywheel effect, allowing us to leverage these features and our learnings across long-haul and defense deployments. As we have already discussed, the Kodiak Driver operates on highways, local streets, dirt roads, and off-road environments. This generalization enables seamless operations and shared learnings across industries. I'd like to address our unique experience and opportunity in each of these verticals. Kodiak started its journey with long-haul trucking and this continues to be our primary focus. Given the trucking industry's $4 trillion global TAM, we see tremendous opportunity in this vertical. Today, we get paid to deliver freight from our Dallas operations hub to Houston, Oklahoma City, and Atlanta using our own trucking fleet with a safety driver. Our highly respected customers include J.B. Hunt, Werner, C.R. England, and Martin Brower.

We also see a robust pipeline of customers interested in piloting and eventually deploying the Kodiak Driver in their fleets. We continue to make meaningful progress towards our goal of launching driverless operations in the long-haul vertical in the second half of next year and expect to subsequently transition our long-haul customers to our DAS business model. The industrial trucking vertical, where we deployed our first driverless trucks, includes oil and gas, mineral transportation, and logging transportation. The $68 billion global industrial market is an ideal use case for our technology. Operators in remote industrial locations face even greater difficulties recruiting and retaining drivers than long-haul carriers, meaning that autonomy can offer significant cost savings and operational efficiencies. As I mentioned previously, the Kodiak Driver's technology is well designed to work in unstructured industrial environments where we see many challenging scenarios that are less common in long-haul trucking.

These include oncoming traffic, narrow uneven roads, frequent pedestrians, and the occasional cow. We believe that this versatility sets the Kodiak Driver's AV capabilities ahead of the competition's. In addition to being a significant revenue opportunity, our industrial trucking deployment in the Permian helps us mature the Kodiak Driver across all three of our strategic pillars. The Permian is a literal and figurative sandbox for honing our technology, our safety case, and product, enabling a flywheel that is already accelerating our ability to implement our technology across verticals. The unstructured driving environment of the Permian produces more unusual edge cases compared to structured highway driving, progressing the technology through rapid learning and challenging the system. We have also gained significant product experience integrating into our customers' transportation management systems and developed processes for managing vehicle maintenance with operations personnel on the ground.

We've been delivering loads with no human in the vehicle in some of the toughest weather conditions in trucking, including dust storms. This experience will enable us to provide greater value to our long-haul customers. Lastly, we're focused on adapting our virtual driver for defense purposes. The current administration has adopted a supportive posture for autonomous technology, and defense use cases mirror long-haul and industrial trucking with both on-road and off-road operations. We have proven experience in defense, exemplified by our $30 million contract with the U.S. Army, which we completed work on earlier in 2025. The need for autonomy in defense applications is obvious, and ultimately, we believe autonomy will be integrated into the entire Pentagon vehicle fleet. We believe Congress and the military support investments in autonomy, though the government shutdown has caused some short-term uncertainty around contracting timing.

We will continue to pursue opportunities in this space going into 2026. Now, turning to our Q3 results, we are pleased with our strong performance in Q3. During the third quarter, we deployed the Kodiak Driver in an additional five trucks owned by our customer, Atlas Energy Solutions. We are now generating recurring gas revenue on a total of 10 driverless trucks equipped with the Kodiak Driver, a 100% increase over Q2. As we move into 2026, we expect to accelerate our deployment as we seek to fulfill Atlas's initial order of 100 Kodiak-equipped trucks. We have also completed over 5,200 cumulative hours of paid driverless operations, which represents a 166% increase from the end of Q2. We view this as a key metric to measure the progress of an autonomous company, regardless of the specific use case.

Additionally, we have driven over three million autonomous miles and delivered over 10,000 loads for our customers, a 21% increase in cumulative deliveries over Q2. I'd like to address our recent progress by pillar. First, the technology pillar. At the beginning of Q4, we issued a new software release that, among other improvements, includes new features that allow us to reduce the need for remote assistance by 53%. This reduction, in turn, improves our ability to scale our solution. Another feature included in this new software release is a new component of our perception system that leverages generative AI-based vision language models to identify and address novel, complex edge case scenarios that are rare in the real world. We believe combining our proprietary multimodal AI perception model, GigaFusionNet, with these new high-level reasoning capabilities sets a new standard for physical AI.

Using this new technology, the Kodiak Driver's AI can now identify scenarios like flooded roads and car fires, rare scenarios that can be a challenge for more traditional perception techniques. This new feature allows us to better handle the long tail of complex edge cases and gives us further confidence as we move down the path toward our long-haul driverless deployment. In Q3, we announced that we have integrated NXP's ISO 26262 compliant processors and interfaces into the architecture that powers the Kodiak Driver. The addition of NXP's automotive solutions has improved the Kodiak Driver's reliability and robustness while helping us to improve vehicle uptime. Last week, we announced an expanded partnership with global tier-one automotive supplier ZF. Through this expanded partnership, we purchased steering systems with redundant components for 100 Kodiak-equipped trucks. These redundant steering components are critical to ensuring our ability to safely scale the Kodiak Driver.

On the safety side, we were proud to announce the results of an evaluation by Nauto, a leader in AI-powered fleet safety technology. Kodiak received the highest VERA safety score among over 1,000 fleets in Nauto's network. In fact, the Kodiak Driver received a perfect score of 100 in three out of four Nauto VERA score categories and a 95 in the fourth. We believe independent safety evaluations like Nauto's help to validate what we already know. The Kodiak Driver is already among the safest drivers on American highways. Lastly, I'd like to address the product pillar. As we've discussed earlier, we continue to execute on the upfitting strategy we first articulated years ago. In Q3, Roush launched a dedicated manufacturing line to upfit trucks with Kodiak's hardware kit.

With Roush-built trucks already rolling off the line, we believe we have further solidified a leading position in building driverless trucks at scale. We also continue to strengthen our OEM relationships over the course of the quarter and will continue to prioritize building those relationships. Additionally, we added the ability to haul two trailers at the same time. Pulling doubles, as it's called in trucking, is difficult for even highly skilled human drivers. In addition to extra length, the second trailer complicates every turn. This makes maneuvering extremely difficult. Pulling doubles is even more difficult in the Permian, which features rugged landscapes with narrow, windy roads, and we achieved this significant technical milestone ahead of schedule. We also saw significant regulatory progress in Q3 and the early days of Q4. I'd like to highlight one item in particular. In early October, the U.S.

Department of Transportation issued a waiver that allows AV truck operators to use flashing warning beacons as a replacement for reflective warning triangles. We integrated these warning beacons into our very first driverless-ready truck back in 2024. We are thankful for the administration's support, and we want to thank them for their leadership on this issue. Finally, over the past few months, we made tremendous progress as we prepared Kodiak to operate as a public company. We are incredibly excited for this next chapter and look forward to sharing more updates on our next earnings call. I am proud of what we have accomplished thus far and believe we are well positioned for growth. In summary, Q3 showed Kodiak executing across our three pillars: technology, safety, and product, positioning us to deliver meaningful growth and durable value for customers, partners, and shareholders.

We are converting our progress into real commercial traction, including delivering additional Kodiak Driver-powered trucks under the world's largest known driverless truck deployment. We head into 2026 with strong momentum across the long-haul industrial and defense verticals and are continuing to move toward the launch of driverless long-haul operations while scaling our industrial business. We believe these wins will allow us to grow as we remain capital efficient, providing a path to profitability and positive free cash flow in the future. I'll conclude my remarks by extending a huge thanks to all of our Kodiakers. The progress we have made is a reflection of your hard work, and I look forward to accomplishing even more with you in the future. Surajit, over to you.

Surajit Datta (CFO)

Thank you, Don, and good afternoon, everyone. I am pleased to share Kodiak's financial results for the third quarter of 2025, our first as a public company. This quarter marks an important milestone for Kodiak as we continue to successfully execute on our mission to accelerate adoption and commercialization of autonomous technology in a safe and reliable way. From a financial perspective, we are committed to delivering consistent value and building on the strong foundation already in place. We see potential for significant long-term growth, scale, and operating leverage. We delivered strong performance, demonstrating our ability to scale and grow the business. We also continue to focus on deploying capital efficiently, most notably by partnering with leaders in the AV and trucking ecosystems. This allows us to focus on our core competency of developing advanced AI-powered autonomy software. Revenue for the third quarter was $0.8 million.

This represents a 53% growth over the prior quarter, primarily driven by an increase in driver-as-a-service revenue generated by our 100% quarter-over-quarter growth in customer-owned and operated driverless trucks. Let me take a moment to further explain our DAS revenue model. Under this model, we charge our customers a single composite license fee to use the Kodiak Driver AV hardware and AI-powered autonomy software. We charge this fee on either a per-vehicle or a per-mile basis. This flexible pricing model is designed to align with our customers' diverse operational models. The DAS model allows us to build predictable recurring revenue under multi-year contracts. We have already implemented the DAS model with Atlas. In our long-haul operations, our customers currently pay us to deliver freight on Kodiak-owned autonomous trucks. We plan to transition our long-haul customers to the DAS model once we commence our long-haul driverless operations.

By integrating the Kodiak Driver into customer-owned fleets, we expect to continue to build an asset-light business that scales with our customers' growth while limiting our CapEx outlay. Now, turning back to the financials, GAAP operating loss for the third quarter was $30 million. Non-GAAP operating loss for the quarter, which excludes stock-based compensation, totaled $24.7 million, primarily due to continued investment in R&D and operational support for our industrial deployment. For a reconciliation of non-GAAP metrics to GAAP, please see our earnings release, which we filed prior to the call. We also incurred capital expenditures of $6.6 million, primarily to purchase AV components that we deploy on our customers' trucks. Free cash flow for the quarter was negative $40 million. This included high single-digit millions of one-time payments and public company-related costs.

We ended the quarter with $146.2 million in cash and cash equivalents, including the proceeds raised as part of the DSPAC transaction net of fees and expenses. Turning to guidance of Q4 of fiscal year 2025, we expect to end 2025 with customer-owned and operated driverless trucks in the mid to high teens. Q4 FY25 free cash flow is expected to be in the range of negative $36 million-negative $38 million as we continue to invest in R&D and incur capital expenditures to purchase and deploy AV hardware on customer-owned trucks. Over the next few quarters, we expect to continue to deploy the Kodiak Driver to meet our initial contractual commitment of 100 customer-owned driverless trucks with Atlas. This is expected to drive a meaningful increase in quarter-over-quarter revenue.

As we look ahead, we expect our capital needs to be primarily driven by four factors: R&D investments, including safety validation; costs associated with scaling industrial commercialization; strategic initiatives to lower AV unit hardware expenditures; and public company costs. We expect that these capital needs will be partially offset by increases in DAS revenue, as well as improvements in operating leverage from scale and efficiencies. We plan to provide more detailed guidance for fiscal year 2026 as a part of our Q4 FY2025 earnings call. We'll opportunistically seek additional financing options to strengthen our liquidity and support the next phase of growth, particularly as we build out our customer pipeline and launch driverless commercial long-haul operations in the second half of fiscal 2026. Our financial priorities remain consistent with our strategic goals that Don had laid out earlier.

We want to, first, grow driver-as-a-service revenue with existing and new industrial and long-haul customers to build a durable, recurring, high-margin business model over time. Second, invest prudently in technology, safety cases, and commercial readiness to launch long-haul driverless operations in the second half of fiscal 2026. Third, implement scale and cost efficiencies into our capital-light model to achieve profitability and positive free cash flow over time. Lastly, maintain a strong balance sheet and enhance liquidity through disciplined capital planning and opportunistic financing. In summary, Kodiak is entering its next chapter with a strong foundation. Our momentum, technology leadership, and competitive position remain strong, and we are delivering high growth with focus on improving operating leverage. We are executing with fiscal discipline and transparency as we build long-term value for our customers, partners, employees, and shareholders.

I want to thank you all for attending our first earnings call and for starting this journey as a public company with us. Operator, can you please open the line for questions? Thank you.

Operator (participant)

Thank you, sir. Ladies and gentlemen, as a reminder, to ask a question, you will need to press Star 11 on your telephone. To remove yourself from the queue, you may press Star 11 again. We ask that you please limit yourself to one question and one follow-up to allow everyone the opportunity to participate. Please stand by while we compile the Q&A roster. Our first question comes from the line of Michael Ward of Citigroup. Please go ahead, Michael.

Michael Ward (Managing Director)

Thanks very much. Good afternoon, everybody. Don, I wonder if you could talk a bit more about the ZF partnership. That seems intriguing. How exactly is that going to work?

Is it a supplier relationship, development relationship? How is that going to work?

Don Burnette (Founder and CEO)

Thanks, Mike. The ZF relationship is primarily a supplier relationship. ZF, as you know, is one of the leading suppliers of steering columns and automotive components in general to the commercial trucking market. We have a long-standing relationship with them and use their components in our driverless trucks today. This announcement further solidifies the partnership between Kodiak and ZF as we intend to scale our solution going into 2026.

Michael Ward (Managing Director)

It's a great get. It's a great company. Surajit, as you look at the fourth quarter, it seems like your annualized run rate at year-end is going to be somewhere in that $5 million range just from the Atlas relationship. Is that about right?

Surajit Datta (CFO)

We expect meaningful growth in revenue. Q4, as we've guided, we'll be into. As you exit.

Michael Ward (Managing Director)

Yeah. As you exit. Is that what we're talking about? In that $5 million range for the annualized run rate?

Surajit Datta (CFO)

Yeah. I think that could be close to that number.

Michael Ward (Managing Director)

Yeah. Okay. And then from what I can tell, your cash burn was about $35 million. You had some unusuals there in Q4, in Q3. So about $35 million a quarter. Is that about right?

Surajit Datta (CFO)

In Q3, we had some high single-digit millions of one-time costs and public company-related costs. We have guided for Q4 for free cash flow to be negative $36 million to negative $38 million.

Michael Ward (Managing Director)

Perfect. Okay. And just one last one, if I could, is I think you're on track to get to that 100-unit agreement with Atlas by the end of 2026. That's your current target?

Surajit Datta (CFO)

Yep. That's our target.

Michael Ward (Managing Director)

Perfect. Thank you very much, guys.

Surajit Datta (CFO)

Thank you.

Operator (participant)

Thank you. Our next question comes from the line of Andres Sheppard of Cantor Fitzgerald. Please go ahead, Andres.

Andres Sheppard (Managing Director and Senior Equity Analyst)

Hey, good afternoon, everyone. Thank you so much for taking our questions. And congrats on all the great progress and congrats on the first public quarter. Certainly, incredible achievement. Don, I wanted to maybe touch on the long-haul operations that you're targeting to launch in the second half of next year. Can you maybe help us understand what is needed between now and then, between that, I guess, 78% and 100%? Anything that you can point that we should be focusing on and how confident are you in that target? Thank you.

Don Burnette (Founder and CEO)

Thanks, Andre. Yeah. We're excited to finally come out with some tracking metrics around our progress toward long-haul.

We've been talking about this for the last several quarters, and we wanted to be able to provide the market with some visibility and transparency into our development process. The ARM is effectively a measure of the material completeness of our safety case. And as you know, we don't launch a driverless product until our safety case is complete. Most of the work from here forward involves a lot of validation and testing of the system. That includes simulation. That includes structured testing and other forms of testing validation as we build up to that launch. We'll be providing more detail along the way. For now, this is our first data point as we progress, but you should expect to see quarter-over-quarter improvements as we move toward our expected driverless launch in the second half of 2026. We feel reasonably confident that that is an accurate timeline.

Andres Sheppard (Managing Director and Senior Equity Analyst)

Wonderful. That's super helpful. I appreciate all that color. Maybe just as our one follow-up, a question on liquidity. With roughly $150 million in cash and equivalents now, how are you thinking about kind of capital needs going forward? I realize you're not guiding cash burn going forward, but how should we think about that liquidity and any potential additional capital needs? Thank you.

Surajit Datta (CFO)

Thanks for the question. Surajit, here, I'll jump in here. If you see as a part of the SPAC transaction, which you just concluded, we are the largest capital raise in the history of the company, demonstrating our ability to raise across the capital structure and across several investors. We feel excited about our momentum and the tremendous progress we are making in deploying our technology and scaling the business.

As we scale this business over both industrial and long-haul, we should be able to also drive significant operating leverage and reduce our BOM costs. We feel confident that as we execute on this strategy, we will be opportunistically seeking additional financings to strengthen our liquidity over the next 12 months, support the next phase of growth, and execute against our roadmap. We feel confident in raising that additional capital for the next few quarters.

Andres Sheppard (Managing Director and Senior Equity Analyst)

Wonderful. That's helpful. Thank you so much. Congrats again. I'll pass it on.

Surajit Datta (CFO)

Thank you.

Don Burnette (Founder and CEO)

Thanks, Andres.

Operator (participant)

Thank you. Our next question comes from the line of James Mcllree of Chardon Capital Markets. Please go ahead, James.

James McIlree (Senior Research Analyst)

Thank you and good afternoon. When you think about the second half entry into the long-haul market relative to the ARM measure, do you need to be at 100% for some period of time before you can enter the market, or can you enter the market with a sub-100%? Again, you have to have it at some period of time. I'm just curious how you're using ARM as a gating factor to the long-haul entry.

Don Burnette (Founder and CEO)

Thanks, James, for the question. There's no specified period of time. It's more of a minimum requirement. So yes, we would need to get to 100% on the readiness measure in order to feel comfortable that we have closed out the safety case for launching our driverless product. That being said, there's no specified amount of time between getting to 100 and actually doing the first driverless run, so to speak.

It is a little bit premature and early to kind of talk about specifics at that fine of a granularity. What I would say is we're shooting for the second half of next year. As we get closer to that moment, we should be able to provide additional clarity and more certainty around the timing of when we actually do our first deliveries.

James McIlree (Senior Research Analyst)

That's very helpful. Thank you. As far as customer additions are concerned, is it more likely that you enter the long-haul market before getting another industrial customer, or is it the opposite, that it's more likely to get another industrial customer first?

Don Burnette (Founder and CEO)

We're dual-tracking that. We're continuing to push to build our industrial business. As we talked about in our remarks earlier, we feel really good about growing that vertical.

We have a great customer in Atlas, and this is really a crawl, walk, run approach to deploying autonomy. This is a safety-critical technology. We want to make sure that it's right-sized for our customers as our customers are learning with us. There's a lot in the product pillar that goes into actually efficiently deploying this product. You can't just dump hundreds or thousands of vehicles on a customer overnight and expect them to be able to efficiently operate those vehicles to provide a useful benefit. There is a learning process as we go through this customer development, and that's really where we talked about the flywheel earlier on. We are looking to pick up additional industrial customers, and we'll have more on that as we continue to move through the quarters.

At the same time, the team, especially the R&D team, the systems engineering team, and our validation team are working really hard to get the truck to the appropriate level of safety for deploying driverless. I think it's really a dual-track, multi-pronged effort. Those are parallel efforts. I think the goal would be to announce additional customers in both of those verticals along the way. I can't really say exactly what time frame one would come before the other. These are both top issues.

James McIlree (Senior Research Analyst)

Got it. Thank you. Appreciate it.

Operator (participant)

Thank you. Our next question comes from the line of Itay Michaeli of TD Cowen. Please go ahead, Itay. Itay, please make sure your line isn't muted. And if you're on speakerphone, if you're handset. All right. We'll move to our next question. Our next question comes from the line of Mike Latimore of Northland Capital Markets. Please go ahead, Mike.

Mike Latimore (Managing Director and Senior Research Analyst)

All right. Thanks, Jim. Congrats on the first call here and doubling the units in the quarter. That's great.

Don Burnette (Founder and CEO)

Thanks, Mike.

Mike Latimore (Managing Director and Senior Research Analyst)

I think it's pronounced Nauto score. It was very positive. Can you leverage that? Are you leveraging that for marketing purposes, go after new prospects? Can that be helpful even, I do not know, in keeping insurance costs down?

Don Burnette (Founder and CEO)

When you talk about new technology, especially within a safety-critical realm like automotive driving, credibility and trust need to be built over time. We feel that the Nauto results really speak to the safety of our system, especially as it compares to human driving.

That is one of those big question marks that people have had for many years, even over decades, is how do these vehicles drive relative to existing humans, not just from a crash or accident % perspective, but what is the behavior by which they drive? The exciting thing for us is I think this really demonstrates that not only are these vehicles not getting into accidents, which is kind of like your high-level metric, but they are also driving in a responsible, defensive, and safe way. That leads to better safety overall on our roadways. It also improves traffic and congestion. That is something that we think is really important as we deploy this technology more broadly and start to scale it. We want to be good citizens, not only to our customers, but also to the general motoring public.

This result simply speaks to the trustworthiness of the system for folks that do not have direct visibility into the system. Now, how does that help? Kodiak, of course, from a marketing perspective, but it helps from a regulatory perspective. When we talk to regulators, they can get a sense for, "Hey, I have never seen this in action, and it is far away from where I drive day-to-day, but I can see that this score comprised over 1,000 fleets, actually, they are the safest on the road." Same with our customers, right? We can take this data to our customers and show them not just one or two or three trucks, but we can say over the course of our entire operations of our fleet, we are actually behaving as safely and safer than human drivers on the road.

I think that really speaks to the credibility and trustworthiness of the system as a whole.

Mike Latimore (Managing Director and Senior Research Analyst)

Yeah. Yeah. Great. Obviously, a lot of focus on industrial and long-haul. In the government vertical, a ton of focus just across the board on autonomous systems, whether it's in air, on sea, on the ground. Can you give a little more context or color around opportunities you might see in the government vertical?

Don Burnette (Founder and CEO)

Yeah. It's been tricky as of late with the government shutdown, as we mentioned in our remarks. We still remain convicted that the defense vertical is a large opportunity for autonomy. The Secretary of Defense actually just made some remarks emphasizing the importance of contested logistics and actually prioritizing commercial solutions within the Army and other branches' adoption of autonomy.

We think this is the right approach, and we think that Kodiak has—we believe the most mature, commercially viable autonomy solution that can be applied to defense applications. As you have seen, we have demonstrated that several times over across multiple vehicles in multiple different environments with our Ford F-150 and the versatility they bring, but also the Textron Systems RIPSAW platform, which is a fully treaded vehicle. We have really demonstrated the ability to bring that commercial maturity into the defense market. We believe that is what the defense market is ultimately looking for as they want to scale and productize this technology. We remain very bullish in defense applications. It is an interesting world in the government space right now, but we think 2026 is going to be an exciting year. I would say stay tuned for more.

Mike Latimore (Managing Director and Senior Research Analyst)

Yeah. Yeah. Thanks very much. Best of luck.

Don Burnette (Founder and CEO)

Thanks, Mike.

Operator (participant)

Thank you. Our next question comes from the line of Ravi Shankar of Morgan Stanley. Please go ahead, Ravi.

Nancy Hepburn (Analyst)

Hi. This is Nancy Hepburn for Ravi Shankar. It would be helpful to hear a bit about how you're managing adverse weather, extreme environments, or edge case scenarios in your autonomous system and how big a risk those are to scaling. I know you had a GenAI system to identify sort of these novel edge cases, but it would be helpful to hear more on that as you approach the on-highway launch in 2026. Sure. I'll use an example. Our industrial launch back in 2024.

Don Burnette (Founder and CEO)

We delivered the first two driverless trucks in December of 2024 and very quickly got those trucks to a level where they were capable of operating, firstly, around the clock, so 24/7, which is important to our customer Atlas, which is a 24/7 operation, but also importantly in adverse weather conditions. This has been something that the Kodiak Driver has already been able to handle for several quarters now in a driverless fashion. We expect to be able to bring those capabilities ultimately over to the highway environment when we first launch our driverless product in the second half of next year. Yeah, the team is definitely working on validating those capabilities for highway. That is all encapsulated in our safety case, which, as we said, we're now at 78% on our readiness measure.

We have already experienced, and importantly, our AI system has experience in adverse weather already.

Nancy Hepburn (Analyst)

Got it. Thanks. That's very helpful. For my second question, it'd be helpful to hear about feedback you're receiving from your current partners after the launch with Atlas. How do you see that decision-making cycle for customers to go from initial discussions to adopting driverless trucks into a pilot to eventually scaling?

Don Burnette (Founder and CEO)

I think it's been an interesting journey, and the answer to that question has evolved quite a bit over the last decade, last several years, and to where we are today at the end of 2025. Our sense is that customers and the market broadly is excited about driverless deployment. It's more of a, "When can we get our hands on it?" as opposed to one of skepticism, which was not always true.

If you go back several years, there was a lot of skeptical perspective carriers and truckload operators out there. These days, we do not get as much skepticism. I think people realize that autonomy is the future of transportation broadly. That is true in the commercial market. That is true in the private vehicle market. Certainly, it is our belief at Kodiak that automation will make all the transportation modalities more efficient and safer over time. Of course, customers want to take advantage of that. They recognize that there is first-mover advantage, and they want to move quickly. Of course, we want to be able to deliver a safe and efficient solution to them. More importantly, not just a safe solution, but one that they can actually utilize and hopefully utilize out of the gate. Again, this is where that flywheel effect comes in.

Yes, we have an industrial application launched today, which is in a different domain than highway, but the customer interactions are largely the same for what we will bring to our over-the-road highway customers when we do eventually launch that product. Those are learnings that you can't really get other than doing. We think that this flywheel is going to accelerate our progress as we begin to scale our highway deployment. I think customers are excited for it. I think they're waiting patiently to get their hands on the first driverless trucks that they can. We hope to be the leading provider of those solutions for the customers broadly.

Nancy Hepburn (Analyst)

Okay. Great. Thank you so much.

Operator (participant)

Thank you. Our next question comes from the line of Walter Piecyk of LightShed. Your line is open, Walter.

Walter Piecyk (General Partner)

Hey, Don. On those routes in Dallas, as you kind of prove out the safety case, Aurora, when they were proving out their safety case, I guess, got some pushback from their partner, PACCAR. Just curious if that's a risk scenario where you prove out your safety case, but the partner doesn't want it. I want to extend that. I think you had mentioned kind of J.B. Hunt there as well. Do they have any say in this? Do they care? I mean, I assume that if you're just delivering goods from one point to another, they shouldn't care, but who knows? Maybe they don't want their brand subjected to that risk. If you can just talk about kind of who needs to sign off, if anyone, for you to go driver out on those trips from Dallas.

Don Burnette (Founder and CEO)

Thanks, Walter. That's a great question.

I think there's the legal sense of the question, who needs to legally sign off? And then from a trustworthiness and good partnership perspective, there's who do you want to bring along? Our philosophy is we've always built our technology to be platform agnostic. We've shown that we can develop the Kodiak Driver and implement the Kodiak Driver across many different makes, models, and form factors of vehicles. This gives us flexibility. We haven't announced the platform that we will be using for our initial highway deployment. I think you asked, is this a risk? Everything's a risk. I would definitely say it's a risk. At the same time, we think building the right relationships, safety of the technology in the right way, and bringing people along, including them in the process, is the right way to approach business.

We think we have a path forward to deploy driverless vehicles without a driver and without an observer in the cab. That is something that we definitely intend to do. For sure, building trust with our partners is paramount in that process. Just kind of sticking with that partnership question, I guess. You've elected to upfit, right? Obviously, you've generated $800,000 of revenue. I think Aurora's revenue is like $1 million, so not even that much difference in the current quarter. I'm just curious, at what point, if at all, is it important to be integrated off the line, that type of stuff? I mean, I know it's still early days, not a 2026, not a 2027.

Do we just not worry about this or not consider this for some extended period of time, or are there things in the works that you have planned for, I do not know, 2027 or 2028? I do not think it is important to draw a line in the sand and pick a date, like a switchover date. I do not think that is the right way to think about it. I think the right way to think about it is in terms of rollout and scale. In a lot of my conversations, there is this sense that thousands or even tens of thousands of autonomous trucks are going to fall from the sky and end up on our roadways. We are going to wake up one Monday morning, and tens of thousands of autonomous vehicles are going to be out on the road. We do not really think that is true.

is a progression to rolling this out, both from a safety, efficiency, and operational perspective. In our current approach, we believe, scales into many, many thousands of trucks, which should be sufficient for the foreseeable future, short to medium term. It also depends on the development cycles for partners, OEMs, and other providers within the autonomy space. We do not control those timelines. Something that I have said for a very long time is that I do not want to be beholden to timelines of other companies. I want to be able to take charge and control our own destiny. I think that is something that Kodiak has really done well and we have executed on. We will continue to follow that philosophy over the next several years.

We want to make sure that we have a product that we can deliver to customers when we are ready to deliver that product. Ultimately, when the ecosystem matures and when suppliers are ready, I think you're going to see access to broader scale, not just for Kodiak, but for the industry at large. I do not really think of it as black or white or a line in the sand or a date on the calendar. It will come. It is a gradual progression. We are working hand in hand with suppliers, both on the tier one side and the OEM side. We're tracking progress. They're tracking our progress. It is not something that we're losing sleep over.

We feel like the position we're in, with the experience we've gained now developing an upfit solution and with our partner, Roush, that we've set ourselves up for success in the next coming years.

Walter Piecyk (General Partner)

Roger that. Thank you.

Don Burnette (Founder and CEO)

Thanks, Walter.

Operator (participant)

Thank you. Our last question comes from the line of Itay Michaeli of TD Cowen. Your line is open, Itay.

Itay Michaeli (Equity Research Analyst)

Great. Thank you. Can you hear me? Yes, sir. We can. Perfect. Sorry about the floor. Good afternoon and congrats on the first earnings call. Going back to the 78% long-haul ARM, Don, I was hoping you could maybe share roughly where that metric was maybe three, six, 12 months ago. On the OTA that you did that reduced the remote assistance by over 50%, curious if you could talk a bit more about that as well and kind of what are some of the issues that were resolved with that update.

Don Burnette (Founder and CEO)

Yeah, absolutely. Thanks for the questions, Itay. I'm glad we cleared up the mic issue. We do not have any numbers, historical numbers to share. Unfortunately, this is our first data point. Of course, we will share updated data points going into the future so you can see the trends. Unfortunately, I do not have a number to share on the historical aspect of that. Obviously, over the first several quarters of the year, we were focused very hard on delivering additional driverless trucks to Atlas and really perfecting the operation of those vehicles in that environment.

As we turn our focus to highway and our highway customers over the course of 2026, we'll have a lot more updates for you as we go. In terms of the improvement, this is incredibly exciting because efficiency is ultimately what will drive margins. While all autonomous vehicles today require a type of remote support in certain circumstances, remote assistance in certain circumstances, it is our job as R&D developers to drive down the moments that any kind of assistance is required. There are no specific instances I can point to or specific cases, but you can imagine that these trucks are very conservative, and they often will come to a stop if they see something they're not sure about.

are a lot of potholes that are present in the Permian, and often our truck will stop and ask human assistance for confirmation that they can continue or should they drive around it or is it safe. Ultimately, we want that conservative behavior in our trucks. As we improve the technology, as our AI improves, as our foundation model work improves, the scene understanding—and we gave several examples of these in our deck—our scene understanding improves dramatically. The trucks can start to handle those cases on their own, and they need to call for human support less and less. We have actually reduced that, as we said, over 50% in the last quarter. That is a huge, huge win and a sign that the technology is accelerating very, very quickly, and we expect that type of acceleration to continue.

Itay Michaeli (Equity Research Analyst)

That's great and good to see the progress there. Maybe just a quick follow-up on the financials. Of the roughly $6.5 million of CapEx in the quarter, can you share roughly how much of that is for purchase for soon-to-be-delivered trucks versus kind of in-period delivered trucks?

Surajit Datta (CFO)

Yeah. Thanks, Itay. Great question. Most of the CapEx is for future deployment as we need some lead time to purchase the AV hardware components and then get it assembled. Most of that relates to the future deployment. As ramp, I would call it like success-based. As we plan out the deployment for each quarter, we tend to make those purchases. It's not exactly linear as well. Sometimes we may make some bulk purchases if the pricing is attractive or if there are potential tariff situations. We look at that as well.

Itay Michaeli (Equity Research Analyst)

Terrific. That's very helpful. Thank you.

Don Burnette (Founder and CEO)

Thanks, Itay.

Operator (participant)

Thank you. Ladies and gentlemen, this concludes Kodiak's third quarter 2025 earnings conference call. Thank you for participating. You may now disconnect.