Solaris Energy Infrastructure - Earnings Call - Q1 2025

Executive Summary

• Q1 2025 delivered strong sequential growth: revenue $126.33M and Adjusted EBITDA $46.88M, with management noting a 31% QoQ revenue increase and 25% QoQ Adjusted EBITDA rise driven by Power Solutions ramp and Logistics momentum.
• Against S&P Global consensus, SEI beat Q1 revenue ($126.33M vs $116.28M*) and EPS (company prelim $0.14 vs consensus $0.115*; S&P shows 0.20 actual*, see discrepancy note below). EBITDA consensus was $45.62M*, while S&P’s “actual” EBITDA shows 34.84M*, below SEI’s GAAP EBITDA ($42.12M) and company Adjusted EBITDA ($46.88M) due to differing definitions; we anchor comparisons to S&P for estimates and flag methodology.
• Strategic catalyst: the AI data center JV was upsized to ~900 MW with an initial 7-year term; SEI holds 50.1%, partner 49.9%, and SEI contributed ~$86.4M in assets with the partner contributing ~$86M cash; JV-level financing term sheet up to ~$550M supports ~80% of CapEx—expanding average contract tenor to ~5.5 years and visibility into 2027.
• Guidance unchanged for Q2 Adjusted EBITDA ($50–$55M) and introduced Q3 Adjusted EBITDA ($55–$60M); Power Solutions activity guidance raised to 440 MW in Q2 and ~520 MW in Q3, reinforcing near-term growth.
• Risk overhangs: tariff exposure (company Risk Factor disclosure) and shareholder litigation/class-action activity tied to the MER acquisition narrative; management articulated mitigation actions (domestic sourcing, in-house SCR components).

What Went Well and What Went Wrong

What Went Well

• Upsized, longer-tenor AI data center JV: contract increased to ~900 MW with initial 7-year term; SEI owns 50.1%, operates the JV, and highlighted “Power-as-a-Service” economics competitive with baseload grid power. CEO: “The extended tenor… improves earnings visibility… The average tenor in our Power Solutions contract book now exceeds five years…”.
• Logistics strength and technology adoption: system activity up >25% QoQ; ~75% of locations equipped with both silo and top-fill systems, “effectively doubling our earnings potential at the individual wellsite level”.
• Capacity secured despite tight supply chain: SEI added ~330 MW of 16.5 MW turbines (delivery mainly 2H26), lifting operated fleet to ~1,700 MW (net ~1,250 MW to SEI); SEI remains ~70% contracted, with ~500 MW open to bid for opportunities emerging in late 2026.

What Went Wrong

• Tariff/macro exposure: new baseline tariff regime could raise input costs; SEI disclosed risk factors and CFO quantified potential tariff impact on the latest 330 MW order as “limited to 5%” of total cost, with ability to pass-thru where needed and in-house SCR manufacturing to mitigate.
• Customer concentration risk: JV upsizing with a single hyperscaler increases reliance on a few large customers; management acknowledged diversification goals while balancing scale/tenor benefits.
• Litigation overhang: a March 2025 class-action filing alleges misleading statements tied to MER; SEI states suit is without merit and intends to defend; multiple press releases by law firms amplify headline risk.

Transcript

Operator (participant)

Good morning and welcome to the Solaris' First Quarter 2025 Earnings Conference Call. All participants will be in listen-only mode. Should you need assistance, please signal a conference specialist by pressing Star, then Zero on your telephone keypad. After today's presentation, there will be an opportunity to ask questions. To ask a question, you may press Star, then One on your telephone keypad. To withdraw your questions, please press Star, then Two. Please note, this event has been recorded.

I would like to now turn the conference over to Yvonne Fletcher, Senior Vice President of Finance and Investor Relations. Please go ahead.

Yvonne Fletcher (Senior VP of Finance and Investor Relations)

Thank you, Operator. Good morning and welcome to the Solaris' first quarter 2025 earnings conference call. Joining us today are our Chairman and CEO, Bill Zartler, and our President and CFO, Kyle Ramachandran. Before we begin, I'd like to remind you of our standard cautionary remarks regarding the forward-looking nature of some of the statements that we will make today. Such forward-looking statements may include comments regarding future financial results and reflect a number of known and unknown risks. Please refer to our press release issued yesterday, along with other recent public filings with the Securities and Exchange Commission that outline those risks. We also encourage you to refer to our Earnings Supplement slide deck, which was published last night on the Investor Relations section of our website under Events and Presentations.

I would like to point out that our earnings release and today's conference call will contain discussion of non-GAAP financial measures, which we believe can be useful in evaluating our performance. The presentation of this additional information should not be considered in isolation or as a substitute for results prepared in accordance with GAAP. Reconciliations to comparable GAAP measures are available in our earnings release, which is posted in the news section on our website.

I'll now turn the call over to our Chairman and CEO, Bill Zartler.

William Zartler (Founder, Chairman, and CEO)

Thank you, Yvonne, and thank you, everyone, for joining us this morning. Solaris' first quarter results reflect strong performance from both of our business segments. This was the second full quarter executing with our combined business units, focusing on generating strong free cash flow from our legacy logistics solution business and reinvesting that cash into our growing power solutions business. The strong performance from both segments and the continued benefits we are observing from integration highlight the complementary nature of these two businesses. I will begin with an update on our power solutions commercial and growth strategy, including a discussion of several exciting developments announced in our first quarter earnings press release last night.

In our prior update in late February, we announced that Solaris signed an initial six-year contract with a major customer for approximately 500 MW of power generation capacity to support a new data center campus, and that equipment to support this contract was to be capitalized within a joint venture. Last night, we announced that the commercial contract has been upsized to approximately 900 MW for an extended initial tenor of seven years. We also announced that we have closed on the joint venture agreement under which Solaris will perform as manager and power operator of the joint venture. The structure of the upsized JV remains unchanged from prior communication, with Solaris owning 50.1% of the partnership and our partner and customer retaining 49.1%.

We are excited about the opportunity to partner with and provide primary power for our fast-moving customer, who is one of the leaders in the evolving artificial intelligence industry. We believe this joint venture demonstrates the value Solaris provides as a partner in providing reliable power solutions that extend beyond temporary bridge power needs. The extended tenor of the upsized commercial contract improves earnings visibility of our power solutions business into 2033. The average tenor in our power solutions contract book now exceeds five years as compared to about six months less than a year ago when we announced the acquisition of MER. This upsizing of the contract and JV resulted in the effective full commitment of our power fleet at a time when secular power demand continues to grow, with numerous opportunities in our commercial pipeline coalescing around the second half of 2026.

Given this backdrop, we secured approximately 330 MW of additional generation capacity from our manufacturing partner to continue to service the needs of new and existing customers. This capacity was not easy to obtain, as the OEM supply chain has gotten progressively tighter since our initial orders. We expect to take delivery of a majority of this most recent order in the second half of 2026, with results in a new pro forma total capacity of approximately 1,700 MW operated by Solaris, of which we will own approximately 1,250 MW on a net basis after giving effect to our 50.1% interest in the joint venture. On the new pro forma delivered total fleet of 1,700 MW, we remain approximately 70% contracted with around 500 MW of open capacity to bid into the growing number of opportunities we continue to pursue.

These opportunities include a combination of data center opportunities with new potential customers, projects for energy production and processing facilities, and various other industrial applications. The data center opportunity presents both unique challenges and exciting prospects. We continue to receive inquiries for larger applications, which render the traditional methods of power procurement and reliability planning a challenge for those prospective customers. A large data center used to be under 50 MW and would rely primarily on grid power with a bank of reciprocating generators as standby backup. It is becoming increasingly evident that the largest data centers will tap a variety of sources for their primary, secondary, and emergency backup power. Modern data centers have grown to several hundred megawatts, with leading-edge capacity surpassing 1,000 MW. Managing loads at this scale is challenging for anyone, including grid operators.

By co-locating generation on site as part of their primary power mix, power consumers gain the ability to diversify their energy source and to control some of their own primary and built-in backup power that can operate either independent of or in conjunction with the grid. By using best-in-class gas turbines and associated equipment such as SCRs, customers gain additional benefits of power density, capability to modularly scale, and relatively low emissions and water use profiles. Under the Solaris power-as-a-service model, these benefits can be provided at a compelling all-in cost, often competitive with the delivered price of base load grid power. Considering total cost of ownership, our model is akin to a fixed capacity payment and with a variable commodity price input via the natural gas that is paid for by the customer.

This results in a significant portion of our customer's costs being hedged for the duration of the contract. We can remain economically competitive with the grid, offer visibility to long-term power costs, and provide built-in backup through redundancy and reserve margin. We believe time to power, delivered cost, and surety of supply were the primary drivers behind our customer's desire to enter into the long-term partnership with Solaris. For customers that take a similar longer-term strategic view to solving power constraints but do not have the expertise or bandwidth to manage a large co-located power plant, Solaris' power-as-a-service model provides a solution that is evolving with the market need. Increasing regulatory challenges for data centers are also highly supportive of the power-as-a-service theme.

The notion of bring your own power is real, as evidenced by growing recognition from grid regulators and operators regarding the limited availability of base load power for new additional large loads. By co-locating generation off-grid in island mode, customers can accelerate time to power and benefit from true uninterruptible power. We've discussed how this approach also enhances the resiliency of their operations and may eventually contribute to overall grid resiliency as well. Turning to our Logistics segments, Solaris Logistics had a very strong first quarter with system activity up over 25% sequentially as we benefited not only from the seasonal rebound but also from new customer wins and continued adoption of our Top Fill system. Our advanced technology offering continues to position us as the partner of choice. Our silo systems have the ability to handle increasing sand throughput as completion intensity and internal efficiencies continue to accelerate.

These increased efficiencies have contributed significantly to the success of our Top Fill system as well, which was effectively sold out during the first quarter. During the quarter, approximately 75% of our locations were equipped with both our legacy sand silo system and a Top Fill system. This natural cross-selling has resulted in a substantial increase in Solaris' earnings capacity, effectively doubling our earnings potential at the individual well site level. As we look ahead, we have conviction in the relative stability of activity levels during the early part of the second quarter, resulting in no changes to our prior second quarter guidance. We are, however, beginning to observe some operators respond to the recent commodity price softness by delaying jobs or reducing the number of fractures expected in the second half of the year with an oil-directed basis.

During the first quarter, we also continue to harvest significant free cash flow generation resulting from the fleet investments made in prior years. Our early mover advantage in the complete electrification of our logistics solutions fleet continues to provide a commercial advantage as our fleet is already well positioned for the ongoing electrification trend and allows us to redirect cash to reinvest in our growing power solution segment. We also observe unique synergies between our two segments as we continue to integrate our businesses. We will continue to have hiring needs in the power solution segment for some time, enabling us to continue to cross-train many of our logistics field technicians to fulfill this visible need with trusted in-house expertise. Our efforts to integrate our engineering, supply chain, and manufacturing functions also continue to progress.

Meeting the air permitting requirements in certain jurisdictions for multi-year fixtures requires investment in selective catalytic reduction emissions control systems, or SCRs. We have collaborated with our customers to select the best available control technology and are in advanced stages of planning manufacturing assembly of some components of the SCRs in our manufacturing facility located in East Texas. Bringing some of this manufacturing in-house is expected to lower costs and potentially mitigate exposure to tariffs, both of which help improve our returns on capital. In-house manufacturing also provides us with greater control over product quality and design. We are excited about the first quarter results from both business segments, as well as the continued momentum and visibility we are seeing in the Solaris power solution segment. I am proud of the exceptional team and innovative culture that we continue to build.

We are focused on maximizing shareholder value through growing the company without sacrificing the strong financial profile of our business. With that, I will turn it over to Kyle.

Kyle Ramachandran (President and CFO)

Thanks, Bill, and good morning, everyone. I'll begin this morning by providing additional details on our updated order book, the associated growth capital spending, and our latest thoughts on financing. As Yvonne mentioned, please refer to our earnings supplement slide deck on our website. Following the upsizing of the commercial contract and joint venture to approximately 900 MW, our power fleet had limited open capacity. To ensure we continue to meet accelerating market demand during the quarter, we secured an incremental 330 MW of 16.5 MW turbines. This order brings our total expected operating fleet to approximately 1,700 MW. Pro forma for all deliveries, more than 90% of the resulting fleet will consist of 16.5 MW and 38 MW units, which we think results in a fleet that offers an attractive level of power density while still allowing us to be responsive to our customers' needs for scaling and flexibility.

We expect to take deliveries under this latest order over the second half of 2026, with full effective deployment of our fleet in the first half of 2027. We are excited to have finalized this joint venture with an existing large-scale AI client. The near doubling of power generation capacity to 900 MW and the increased tenor to seven years from six years are positive indications, in our view, of both market demand for these solutions combined with the confidence our customer has in Solaris' ability to execute over the long term. The extension in contract tenor brings our average contract tenor to approximately five and a half years on a blended basis, compared to approximately four years last quarter and approximately six months when we closed on the MER transaction eight months ago.

The revenue from this contract is also subject to a take-or-pay provision, further solidifying contracted earnings visibility. The partnership has also secured its own financing to support this growth. We recently executed a term sheet and are negotiating definitive documentation for a senior-secured term loan facility of up to $550 million to support roughly 80% of the forecasted CapEx requirements of the JV. Solaris' first quarter capital expenditures included its cash equity investment into the JV. Our JV partner will contribute its pro rata share of cash equity in the second quarter of 2025. We expect the JV's debt facility to fund the remainder of the JV's capital needs. The ownership structure of the JV remains unchanged relative to prior disclosure. We will own 50.1% of the assets and will operate and manage the equipment on behalf of the JV.

The net impact to our fleet ownership results in approximately 1,250 MW owned by Solaris out of a total operated fleet of approximately 1,700 MW. For purposes of financial reporting, we will consolidate the results of the full partnership with our customer's equity portion of earnings reported as non-controlling interest. Including our latest order of 330 MW, we believe we will have enough power-dense power generation equipment available for future long-term contracting with customers for deliveries beginning in the second half of 2026. The pace and trajectory of our ongoing commercial discussions gives us confidence that we will contract the remaining capacity. At full deployment, we see potential for the total company to generate $575 million-$600 million of annual run rate adjusted EBITDA on a consolidated basis.

Accounting for the economics of the joint venture structure, we expect annual run rate adjusted EBITDA net to Solaris of approximately $440 million-$465 million. These estimates consider the current contract book and assume a three- to four-year payback on the currently uncontracted equipment on order today. Turning to recap our first quarter of 2025 performance and our guidance expectations for the next two quarters. During the first quarter, Solaris generated total revenue of $126 million, which reflected a 31% increase from the prior quarter due to continued activity growth in power solutions, as well as growth in logistics. Adjusted EBITDA of $47 million represented a 25% increase from the prior quarter. Power solutions contributed 55% of our total segment adjusted EBITDA and is on track to contribute more than 80% of our consolidated adjusted EBITDA after our on-order fleet is deployed.

During the first quarter, Solaris Power Solutions generated revenue from approximately 390 MW of capacity. For the second quarter of 2025, we expect activity, as measured by average megawatts earning revenue, to increase 13% sequentially to 440 MW. This increase is being driven by increased power demand from our customers, which we are meeting using selective sourcing of third-party turbines. For the third quarter, we expect average megawatts on revenue to increase by 18% to approximately 520 MW. In our Logistics Solutions segment, our guidance for fully utilized systems remains unchanged at approximately 90-95 systems in the second quarter. We expect profit per system in Q2 to be in line with Q1 levels. For the third quarter, we expect oil-directed activity could soften should commodity prices remain at or below current levels.

We expect approximately $7 million of corporate or unallocated expense in the second quarter, which reflects a more normal run rate. First quarter reflected a cash settlement of stock-based performance units granted in 2023 and 2024, as well as higher employer taxes associated with the vesting of restricted stock that should not repeat in the remaining quarters of 2025. These items result in adjusted EBITDA between $50 million-$55 million in Q2 and adjusted EBITDA between $55 million-$60 million for Q3. For more detail on the guidance and other corporate modeling items, such as interest expense, depreciation and amortization, tax rate, and share count to use for modeling purposes, please refer to our earnings supplement slide deck.

Before we turn the call over to the operator for Q&A, I'd like to spend a couple of minutes addressing the potential impact of tariffs on Solaris. While the ultimate tariff impact is still unknown and is evolving frequently, we believe several factors help mitigate any material impact to our business. Starting with the Power Solutions business, most of our planned growth capital spend is allocated for new turbines. Our primary turbine vendor already manufactures in the U.S. and has a well-established flexible supply chain. Pricing for the majority of our current orders is fixed, resulting in no material impact from tariffs. On our recent 330 MW order, we believe the maximum potential tariff impact is limited to 5% of the total cost and then only to the extent tariffs are actually incurred.

To the extent that higher capital costs are realized, we expect the ability to pass those along to customers and maintain our targeted returns on capital. Bill mentioned we are planning to manufacture certain capital items, such as components of the SCRs for emissions control, in-house at our existing manufacturing facility in Central Texas. This initiative aims to reduce costs and enhance overall returns, which could further buffer any potential tariff impact. In logistics solutions, our large capital program has concluded, and we are now in maintenance mode for those assets. Since we manufacture this equipment ourselves, we can manage repairs and maintenance domestically at our facility or directly in the field. Many of the inputs required to support these systems come with relatively little expense, and we already source most of these items within the U.S.

We remain excited about the growing opportunities for Solaris. We continue to focus on generating strong returns on invested capital as we build out our power solutions business while maintaining the strong cash flow generation from our logistics business to further enhance our attractive financial profile.

With that, we'd be happy to take your questions.

Operator (participant)

Thank you. We will now begin the question and answer session. To ask a question, you may press star, then one on your telephone keypad. If you're using a speakerphone, please pick up your handset before pressing the keys. If at any time your question has been addressed and you would like to withdraw your question, please press star, then two. At this time, we will pause momentarily to assemble our roster. The first question comes from Stephen Gengaro with Stifel, please go ahead.

Stephen Gengaro (Managing Director)

Thanks. Good morning, everybody, and thanks for all the detail. I think two for me, what I'd start with, maybe Bill, is when we think about the uncontracted assets that are scheduled to be delivered over the next several quarters, can you just give us a sense for kind of the conversations you're having and how we should sort of think about the end market demand for those assets?

William Zartler (Founder, Chairman, and CEO)

Yeah, I think we wouldn't order it if we didn't believe that there's significant demand. Those start delivering about a year from now. We have a period of time and lead time to develop the projects that these go with. We're in numerous discussions from additional oil field applications to some data center medium bridge. I think that the design of the large power generation in combination with a set of smaller generation as they scale up is a pretty unique thing that seems to be happening now where we can marry up with larger generation capacity, and they need 200-300 on their way up while they build out a larger facility and this stays in as permanent or permanent backup as part of the total generation capacity. The oil field continues to be short, too.

We see applications in West Texas and New Mexico, and those are where we're seeing three- to six-year contracts out there where it looks like we're going to have some permanent need to build midstream facilities in other places with power.

Stephen Gengaro (Managing Director)

Great. Thank you. The follow-up I had was when we do the sort of the simple math on kind of EBITDA per megawatt, it was a little lower than we thought in the quarter, but the guidance suggests it's kind of rising. Is that just related to timing of asset deliveries as opposed to kind of pricing? Could you just kind of give us a sense for that dynamic and how that evolves?

Kyle Ramachandran (President and CFO)

Yeah, I think, Stephen, when we look at the dollar per megawatt economics, it's roughly in line with where we've guided people over the medium to long term. We're obviously ramping the business here, so we have some lumpiness, if you will, as we ramp up the costs into the business to help support such a large fleet expansion. We'll see that episodically from time to time. In the first quarter, we did get the full impact of the two-year contract that we have in place at the first data center. In the fourth quarter of last year, most of that period had the much shorter six-month contract, which was at a higher rental rate. I think dollar per megawatt sort of implied returns are starting to smooth out to where we expected, call it three to four-year paybacks.

The small sort of acute impact, I would say, is along the lines of some of the assets that we are re-renting. As we've talked about previously, we have an ability to put more equipment to work than we have on balance sheet today as we're waiting on our delivery. We've gone out and procured some assets that have been on the sideline with some parties with smaller fleets, and we've been able to put those to work. That's having a little bit of impact here in the short term. As we look at sort of the fundamental economics of the business, very robust. We're seeing projects scale up. When we see projects scale up, we're benefiting from scale there.

Going from 500 MW to 900 MW into this second data center fixture is going to be on a net basis positive as we look at returns.

Stephen Gengaro (Managing Director)

No, great. That's good color. Thank you.

Operator (participant)

Thank you. The next question comes from Derrick Whitfield with Texas Capital. Please go ahead.

Derrick Whitfield (Analyst)

Good morning, Bill. Congrats on the formalization of your JV.

William Zartler (Founder, Chairman, and CEO)

Thanks, Derrick.

Derrick Whitfield (Analyst)

With my first question, I wanted to focus on the air permit. In thinking about your prepared remarks and your JV partner's commentary last Friday, is it reasonable to assume that your client should be able to attain an air permit within a reasonable amount of time, given that the facility is one of the lowest emitting facilities in the country?

William Zartler (Founder, Chairman, and CEO)

Yeah, I mean, our customer is following all the EPA guidelines, and we've assisted in providing equipment information and information around the Catalytic reformers that we're adding to the tail end of this. We see no reason to believe that it's not in full compliance with the law, and they'll get the permits associated with building the facility out.

Derrick Whitfield (Analyst)

Terrific. Maybe just leaning in on the SCR side, could you speak to the value of this offering to your clients and if it contributes to a higher rate, or is it a cost of doing business?

William Zartler (Founder, Chairman, and CEO)

SCR is truly a cost of doing business. We're lowering the emissions profile of this equipment, and so that's just an additional capital and a minor amount of operating cost. We rent that equipment in the same kind of fixed fee basis and pass through some of the operating costs.

Derrick Whitfield (Analyst)

Terrific. Thanks for your time and responses.

Operator (participant)

Thank you. The next question comes from Derek Podhaizer from Piper Sandler. Please go ahead.

Derek Podhaizer (Senior Research Analyst)

Hey, good morning, guys. Just kind of a nuanced question. Just looking at the deck, the breakup of the portfolio of power, it looks like there's about 1.1 GW contracted to data centers, the JVs at 900 MW. Is that about a 200 MW difference? Is that with the first data center complex? Just trying to think about, will that eventually get into the JV, or will those megawatts eventually have to find a new home? Just maybe some thoughts around that.

Kyle Ramachandran (President and CFO)

Yeah, that additional capacity is sitting at the first data center that we have with the client. It's not intended to go into the JV at this stage, and I think those units have now been running six to nine months and will continue throughout the term of the contract. The notion of dropping them into the JV will likely create some complexity. I don't suspect that those will come out, but the client has filed a long-term Title V air permit for that location as well to keep the units that we have embedded in this guidance there in effect in perpetuity.

Derek Podhaizer (Senior Research Analyst)

Got it. Okay, that's helpful. Just on the supply chain, your comments around it getting tighter, you're able to get these 16.5 MW, the back half of 2026. How are you able to get those? Were you able to switch place in line with somebody else? Maybe what's the tightest part? Is it the 38 MW? If you ordered a new one today, how long are those lead times currently?

Kyle Ramachandran (President and CFO)

Yeah, with respect to the larger units, our understanding is those are effectively sold out, and we've been the largest order with the OEM there. At this point, it's a newish product for them, so they're taking a somewhat conservative position as far as additional orders there. What we were able to secure were additional capacity on the 16.5 MW units. I can be candid with you that it was quite difficult to secure and that there were a lot of back and forths in our willingness to move quickly and boldly as we've continued to do throughout this process to secure that capacity.

It was an exercise and a bold move in a relationship where we've done exactly what we've told them we were going to do, and we were able to reach a mutual agreement that worked for both parties on that. It continues to be a very tight supply chain with respect to generation capacity.

Derek Podhaizer (Senior Research Analyst)

Great. Appreciate all the color. I'll turn it back.

Operator (participant)

Thank you. The next question comes from Thomas Meric with Janney Montgomery Scott. Please go ahead.

Thomas Meric (Research Analyst)

Good morning. Thanks for the time, team. A couple for me. First on the kind of contracted versus "spot mix" of assets. Curious what you think is the ideal mix. Specifically with regards to spot opportunities, how should we think about those EBITDA margins being in line with what's on the P&L now for power or are there reasons why it's above or below that number? I have a few follow-ups for me.

William Zartler (Founder, Chairman, and CEO)

I think spot is a there's a difference between targeted spot equipment and what's uncontracted today that may go into a medium or longer-term contract. Spot market opportunities where we would put something to work. Most of what we've done has been six months or greater. Spot is a different term in a lot of different industries. Six months is medium term in some industries and spot. We are seeing some of that work. I think the fleet will be 5%-10% kind of available for emergency situations in place where there are additional outsized margins, especially on the smaller units. As we are addressing these larger loads, the larger the 16.5 MW and the 38 MW units, we see those going on medium to long-term contracts. Most of that will be used that way.

Kyle Ramachandran (President and CFO)

Yeah, recently we've had inbounds with respect to emergency response activity and our ability to meet that demand. Today, we don't have that capacity. As Bill alludes to, at some point, as the fleet matures, that's probably capacity that sits in the fleet that we're able to meet that market demand.

Thomas Meric (Research Analyst)

Helpful. Also, kind of a longer-term question, but curious if you're having conversations with customers or if you can kind of quantify your ambition for owning larger stationary turbines for some of these almost 5- to 10-year contracts. Is that something that's being discussed or too early?

William Zartler (Founder, Chairman, and CEO)

Yeah, we've evaluated a lot of options and talked to many providers and folks that operate frame units and 6000s and the like from 5 MW to 500 MW equipment. We're in the mix discussing what the ideal, as we mentioned in the prepared remarks, what the ideal power supply looks like for some of these large loads. It will end up being a combination of multiple things. It may even be nuclear in a few years. I think as you look at how the power supply develops for these large loads and how those large loads are going to be permanent and what that looks like, I think the small, medium-sized turbines that we provide are going to be a part of that mix in the long run.

Thomas Meric (Research Analyst)

Helpful. Last one for me, and appreciate the third question here. Just on the batteries that you're using for managing voltage, I'm curious if you're seeing any cell degradation that you can provide color around and maybe even just a timeline on when those batteries would need to be replaced or just kind of any color about what you're seeing operationally with those batteries.

William Zartler (Founder, Chairman, and CEO)

Yeah, we're not actually operating batteries. Our customer is running those kind of facilities.

Thomas Meric (Research Analyst)

All right. Thank you.

Operator (participant)

Thank you. The next question comes from Jeff LeBlanc with TPH. Please go ahead.

Jeff LeBlanc (Director of Equity Research)

Good morning, Bill and team. Thank you for taking my question. I just had one. I was curious if you could talk about how the success with your current client is influencing negotiations for future data center contracts with potentially new customers and how those conversations are ongoing. Thank you.

William Zartler (Founder, Chairman, and CEO)

I think that the conversations with other providers recognize that what we've done and continue to do for our current customer has been extremely high level of service, extremely rapid response, building out and operating a reliable power plant very, very quickly. I think that's part of our reputation from the oil field side of this business to this power side of the business. I think that's one of the things that we will keep up, which is creative addition of manufacturing, additional IP as we build out these facilities and how that works and how we provide a service that is second to none on rapidly deploying power for the long term.

Jeff LeBlanc (Director of Equity Research)

Awesome. Thank you very much for the color. I'll hand the call back to the operator.

Operator (participant)

Thank you. The next question comes from Don Crist with Johnson Rice. Please go ahead.

Don Crist (Equity Research Analyst)

Good morning, guys. Hope y'all are doing well. I wanted to ask about the discussions with the customers outside of your current data set of customers. How big would those jobs be? What I'm driving at is, could you have two or three total customers and soak up all the capacity that you have on order today? Are those jobs kind of smaller, 50 MW kind of jobs, or are they bigger?

William Zartler (Founder, Chairman, and CEO)

If you're focused on the data center customer market, they're all going to be larger facilities. They're scaling into this, so it's a matter of how you scale in from 50 to 500 or 50 to a gigawatt and in that pace at which they need to build their halls and load their chips. As we design those with them, I think the other part of the business where we're seeing other industrial loads and midstream and energy businesses, those tend to be in the 10-75 MW size.

Don Crist (Equity Research Analyst)

Okay. One on the oil field, if I can. You outlined a little bit of weakness that you're seeing in the third quarter. Is that kind of dependent on oil prices falling from here or in a $61 or so dollar oil price? Do you see that demand falling as we move kind of through the back half of the year?

William Zartler (Founder, Chairman, and CEO)

Yeah. I think that what we've seen out of the oil company so far and conversations with customers at this price level, you will see some incremental oil frac fleets dropped in certain markets. I think at $61, you're going to see a bit of a slowdown in the completions market over the course of the next quarter or two.

Kyle Ramachandran (President and CFO)

Some of it is people have been just becoming faster and faster, Don, and some of it is just it's literally just pulling a little bit of gas off the pedal. There's just a rate of speed that there's some conservatism likely to happen.

Don Crist (Equity Research Analyst)

Okay. I appreciate the color. I'll turn it back. Thanks.

Operator (participant)

Thank you. The next question comes from Bobby Brooks with Northland Capital Markets. Please go ahead.

Bobby Brooks (Analyst)

Hey, good morning, guys. Thank you for taking my question. I wanted to double-click on being able to secure the additional 330 MW order of the 16.5 MW units by, I think what you termed it as, by moving quickly and bold. I was just curious, do you think this is a repeatable process? Maybe said differently, how do you think of securing more megawatts that could be used over the next two, call it two years?

William Zartler (Founder, Chairman, and CEO)

Yeah, I think you're pushing the tail end of that two-year timeframe now in terms of availability. It's about getting in line, making sure that we can line up the customers for the equipment and be ready to make some of those decisions. It is now out beyond the period that we're saying we're sort of looking at 2027, 2028. I think you can listen to some of the other larger OEMs in terms of what they're saying their supply chains and delivery outlooks look like. Most of it is then and beyond.

Bobby Brooks (Analyst)

Got it. I just want to confirm that the 330 MW that you did, that you just announced, that was actual spare capacity that your OEM partner had, or was that somebody dropping out of the queue and you stepping in there?

Kyle Ramachandran (President and CFO)

No, it was open capacity. It was not a function of somebody dropping an order. I think there were others in line, if you will, such that we needed to move at a pace with which we did.

Bobby Brooks (Analyst)

Okay. That makes sense. Thank you. The increase in the megawatts and the contract tenor with the JV is great news. At the same time, my sense was you wanted to get some more customer diversification with that open capacity. With that in mind, I just wanted to hear how you guys gained comfortability in increasing the megawatts to this JV. How are you thinking about deploying that? I think it's 380 MW of open capacity now.

William Zartler (Founder, Chairman, and CEO)

I think in terms of upsizing the JV, I mean, they have proven to be a very good customer. We have a strong contract with increased tenor associated with that and believe very creditworthy. This is a core part of what they do. We believe we're helping make them successful by delivering them power when they need it at the right locations. I think that said, there is a little lack of customer diversity. At the same time, I think we have a great customer and a leader in what they're doing. We're helping provide them grow. They seem to make decisions fairly quickly and seem to be doing the right thing there. Are we working on diversification? Yes. We ordered the second order looking at driving some level of diversification in the business outright.

We have secured some additional oil field business in the meantime. It is just not these are an extra turbine or two here or there. It is not the same kind of scale. We are diversified.

Kyle Ramachandran (President and CFO)

Yeah. We've had to meet a pretty unique challenge with a customer that's moved faster than anyone else in the space at a scale that no one has really reached at this stage. That's been our challenge. Coming into this year, we had really two distinct goals within the power business, which were securing extended tenor and diversification in the customer base. Clearly, from a tenor standpoint, we've significantly changed the outlook into this business going from six-month contracts to seven years. That's a real significant change in the scope. To the point on diversification, we are working very hard at that. We've got a long list of customers that are potential customers that we're working on projects that will require this open capacity. That's really what drove the need to secure additional capacity.

Operator (participant)

Thank you. The next question comes from Sean Mitchell with Daniel Energy Partners. Please go ahead.

Sean Mitchell (Analyst)

Good morning, guys. Hey, Kyle or Bill, just is there a big difference in the margin profile between data center power and your other industrial? I mean, I know the terms of the contracts are probably longer on data center. Is the margin profile drastically different?

William Zartler (Founder, Chairman, and CEO)

No, not necessarily on a pricing perspective. I would say that the scale gives us a little bit of operating leverage for the larger jobs. We deliver our maintenance programs and all the kind of fixed variable costs, if you will, of keeping their filters clean and doing all those kind of things would be a little higher out in the oil field than they are in a more urban environment data center. There is probably a little net higher margin from scale, but the pricing itself is very similar.

Kyle Ramachandran (President and CFO)

It is based on tenor.

Sean Mitchell (Analyst)

Got it. Thanks, guys. That's all I got. Thanks.

William Zartler (Founder, Chairman, and CEO)

Thanks, Sean.

Operator (participant)

Thank you. Again, if you have a question, please press star then one. We have a follow-up question from Stephen Gengaro with Stifel. Please go ahead.

Stephen Gengaro (Managing Director)

Thanks. Thanks for taking the follow-up. On the logistics solution side, I had two quick questions. One was you mentioned in the press release adding new customers. I was curious if there's any color you could add to that. Is it related to E&P consolidation? What is your sort of outlook for the ability to kind of outgrow the market or outperform the market?

William Zartler (Founder, Chairman, and CEO)

Yeah. I think the new customers have really been driven by our new technology and the desire to go faster. I think if you begin to look at folks talking about simulfrac, quadfrac, who knows where this ends, but effectively continuous pumping. When you're going to attack that market, having the supply chain locked with our equipment and the ability to put the Top Fill in larger truckloads really makes that more efficient. I think we're seeing it driven by our equipment providing the solution for these larger, more efficient fracs.

Stephen Gengaro (Managing Director)

Thanks. Is that taking share from containers, or is it taking share from other silos?

William Zartler (Founder, Chairman, and CEO)

More likely containers because your loads are much smaller. The handling function on the well side is a little more complicated.

Stephen Gengaro (Managing Director)

Okay. I think that's all for me. Thanks for the details.

William Zartler (Founder, Chairman, and CEO)

Thanks, Steve.

Operator (participant)

Thank you. The next question is from Bobby Brooks with Northland Capital Markets. Please go ahead.

Bobby Brooks (Analyst)

Hey, thanks for taking the follow-up. Just the last question for me. I'm focusing on CapEx. On your March deck, you guys had given consolidated CapEx was guided to $165 million. Obviously, you ended up only doing $144 million in the quarter. I was just curious of what's the driver of that. My understanding is that turbine payments are pretty set in stone. I was just curious where kind of the savings came here. Thank you.

Kyle Ramachandran (President and CFO)

Yeah. I wouldn't call it savings. I don't think the aggregate numbers have changed. It's just kind of a function of timing. When we come out with guidance, it's really a function of our estimate of when we're going to receive invoices. That does move around from time to time for various reasons with the OEM. Nothing material changed there, just a function of timing.

Bobby Brooks (Analyst)

Sounds makes a lot of sense. Congrats on the great quarter. Thank you, guys.

William Zartler (Founder, Chairman, and CEO)

Thanks.

Kyle Ramachandran (President and CFO)

Thanks.

Operator (participant)

Thank you. The next question is from Jeff LeBlanc from TPH. Please go ahead.

Jeff LeBlanc (Director of Equity Research)

Thank you for the follow-up. I just wanted to see if you could provide more color on the end markets of the industrial opportunities. I think everybody's somewhat familiar with the applications for midstream and E&P in the oil field. I'm just curious if you could provide a little bit more color on the end markets for industrial opportunities. Thank you.

William Zartler (Founder, Chairman, and CEO)

I mean, I think as we bring manufacturing back, and I think that's one of the country's targeted goals, we're seeing it in metals manufacturing. Anything that's a high power usage, high load is struggling to figure out how to get those loads approved into the grid. We're seeing it from export facilities for natural gas liquids and LNG all the way across to some metals manufacturing, bending, and some processing. We're seeing it from air processing businesses where you're trying to make hydrogen and oxygen and do that or high-load compressors. There is a whole host of various other industrial applications that we see are going to need large loads of power. It will look very similar. The base load is critical for those. They're looking at what's the right solution for them.

Jeff LeBlanc (Director of Equity Research)

Okay. Thank you very much for the call. I'll hand the call back to the operator. Thank you.

William Zartler (Founder, Chairman, and CEO)

Thanks.

Operator (participant)

Thank you. We have reached the end of the question and answer session. I'd now like to turn the call back over to Mr. Bill Zartler for final closing remarks.

William Zartler (Founder, Chairman, and CEO)

Thank you, everyone, for joining us today. We are obviously off to a strong start in 2025 as we see our rapid growth through this noisy environment. Our entire team is excited about the opportunities for the company. I believe we have the right business with the right people and culture that will help us continue to deliver value to our shareholders and our customers. I would like to thank all of our employees, customers, and suppliers for the continued partnership in making Solaris a success. Thank you all. We look forward to sharing our progress with you in a few months.

Operator (participant)

Thank you. The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.