Q4 2025 Mistras Group Inc Earnings Call

March 5, 2026

Speaker #1: At this time, I would like to welcome you to the Mistras Group, Inc. Q4, 2025 earnings conference call. All lines have been placed on mute to prevent any background noise.

Operator: At this time, I would like to welcome you to the Mistras Group, Inc. Q4 2025 Earnings Conference Call. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you would like to ask a question during this time, and if you have joined the webinar, please use the raise hand icon, which can be found at the bottom of your webinar application. At this time, I would like to turn the call over to Thomas Tobolski, Senior Vice President, Finance and Treasurer.

Speaker #1: After the speaker's remarks, there will be a question-and-answer session. If you would like to ask a question during this time, and if you have joined the webinar, please use the raise hand icon, which can be found at the bottom of your webinar application.

Speaker #1: At this time, I would like to turn the call over to Thomas Tobolski, Senior Vice President, Finance and Treasurer.

Speaker #2: Good morning, everyone, and welcome to Mistras Group's fourth quarter 2025 earnings conference call. I'm joined today by Manny Stamatakis, Executive Chairman of the Board, Natalia Shuman, President and Chief Executive Officer, and Ed Prajzner, Senior Executive Vice President and Chief Financial Officer.

Thomas Tobolski: Good morning, everyone. Welcome to MISTRAS Group's Q4 2025 earnings conference call. I'm joined today by Manny Stamatakis, Executive Chairman of the Board, Natalia Shuman, President and Chief Executive Officer, and Ed Prajzner, Senior Executive Vice President and Chief Financial Officer. Before we start, I want to remind everyone that remarks made during this conference call, as well as supplemental information provided on our website, contain certain forward-looking statements and involve risks and uncertainties as described in MISTRAS' SEC filings. The major factors that can cause MISTRAS' actual results to differ are discussed in the company's most recent annual report on Form 10-K and other reports filed with the SEC. The discussion in this conference call will also include certain non-GAAP financial measures that we believe are useful to investors evaluating the company's performance, but that were not prepared in accordance with U.S. GAAP.

Speaker #2: Before we start, I want to remind everyone that remarks made during this conference call, as well as supplemental information provided on our website, contain certain forward-looking statements and involve risk and uncertainties as described in Mistras's SEC filings.

Speaker #2: The major factors that can cause Mistras's actual results to differ are discussed in the company's most recent annual report on Form 10-K and other reports filed with the SEC.

Thomas Tobolski: The major factors that can cause MISTRAS' actual results to differ are discussed in the company's most recent annual report on Form 10-K and other reports filed with the SEC. The discussion in this conference call will also include certain non-GAAP financial measures that we believe are useful to investors evaluating the company's performance, but that were not prepared in accordance with U.S. GAAP.

Speaker #2: The discussion in this conference call will also include certain non-GAAP financial measures that we believe are useful to investors evaluating the company's performance, but that were not performed prepared in accordance with US GAAP.

Speaker #2: Reconciliation of these non-US GAAP financial measures to the most directly comparable US GAAP financial measures can be found in the tables contained in yesterday's press release and in the company's related current report on Form 8-K.

Thomas Tobolski: Reconciliation of these non-U.S. GAAP financial measures to the most directly comparable U.S. GAAP financial measures can be found in the tables contained in yesterday's press release and in the company's related current report on Form 8-K. These reports are available at the company's website in the investors section and on the SEC's website. I will now turn the conference over to Natalia.

Speaker #2: These reports are available at the company's website in the Investor section, and on the SEC's website. I will now turn the conference over to Natalia.

Natalia Shuman: Good morning, everyone. Thank you for joining us today. It is my pleasure to report to you highlights of our Q4 and full year financial performance and provide an update on the progress made to date on our strategic plan and our outlook for 2026. Let me first start with Q4 results. I am pleased to report that we delivered consolidated revenue growth of 5.1% in the Q4 versus the prior year. As we communicated earlier this year, we successfully executed on a number of critical initiatives to restart revenue growth in second half of 2025. In particular, we generated double-digit revenue growth across several key areas of our business, namely within the air, aerospace and defense, power generation, and infrastructure end markets.

Speaker #3: everyone. Thank you for joining us today. It is my pleasure to report to you highlights of our fourth quarter and full-year financial performance, and provide an update on the progress made to date on our strategic plan and our outlook for '26.

Speaker #3: Let me first start with fourth quarter results. I'm pleased to report that we delivered consolidated revenue growth of 5.1% in the fourth quarter versus the prior year.

Speaker #3: As we communicated earlier this year, we successfully executed on a number of critical initiatives to restart revenue growth in the second half of 2025.

Speaker #3: In particular, we generated double-digit revenue growth across several key areas of our business, namely within the airspace and defense, power generation, and infrastructure and markets.

Speaker #3: Our airspace and defense business, which is our long-term growth engine, led the way with 4.5 million of gross in the fourth quarter. Increasing 21.9% over prior year quarter.

Natalia Shuman: Our aerospace and defense business, which is our long-term growth engine, led the way with $45 million of growth in Q4, increasing 21.9% over prior-year quarter. Power generation was up $3.3 million, representing 33.2% growth over prior-year quarter. The industrials and infrastructure verticals were also up 6.7% and 26.8% respectively over the same time frame. These increases more than offset the anticipated decline in oil and gas revenue due to timing of projects and the closure of unprofitable labs. Our aerospace and defense operations, as we have reported throughout the year, have made significant improvements in 2025, driven by new leadership, supported by targeted capital investments. We have rebuilt the structure, introduced a hub-and-spoke operating model, and implemented dynamic pricing strategies.

Speaker #3: Power generation was up 3.3 million representing 33.2% growth over prior year quarter. The industrials and up 6.7% and 26.8% respectively, over the same time frame.

Speaker #3: This increases more than offset the anticipated decline in oil and gas revenue due to timing of projects and the closure of unprofitable labs. Our airspace and defense operations as we have reported throughout the year have made significant improvements in 2025, driven by new leadership supported by targeted capital investments.

Speaker #3: We have rebuilt the structure, introduced a hub-and-spoke operating model, and implemented dynamic pricing strategies. In addition to commercial airspace strengths, demand within the private space and defense industries has also played a favorable role in expanding our growth in this market.

Natalia Shuman: In addition to commercial aerospace strength, demand within the private space and defense industries has also played a favorable role in expanding our growth in this market. These actions led to the record high performance in our laboratories business, which grew by 61% in our Q4 as compared to the prior year. Aerospace and defense expansion, plus the double-digit growth in other key industries already mentioned, has resulted in favorable business mix, which in turn was a major driver behind a 190 basis point improvement in gross profit margin of 28.4% on gross profit of nearly $51.5 million for the Q4. This contributed to our GAAP net income of $3.9 million and EPS of $0.12 in the Q4, and non-GAAP net income and EPS of $7.9 million and $0.20, respectively.

Speaker #3: This action led to the record high performance in our laboratories business, which grew by 61% in our fourth quarter as compared to the prior year.

Speaker #3: Airspace and defense expansion, plus the double-digit growth in other key industries already mentioned, has resulted in a favorable business mix, which in turn was a major driver behind the 190 basis point improvement in gross profit margin to 28.4% on gross profit of nearly $51.5 million for the fourth quarter.

Speaker #3: The contributed this contributed to our GAAP net income of $3.9 million and EPS of $0.12 in the fourth quarter, and non-GAAP net income and EPS of $7.9 million in 20 cents respectively.

Speaker #3: We achieved adjusted EBITDA A of $24.8 million which was up 18.2% over the prior year quarter, representing a 13.7% adjusted EBITDA margin which was a $160 basis point improvement over the prior year comparable quarter.

Natalia Shuman: We achieved adjusted EBITDA of $24.8 million, which was up 18.2% over the prior year quarter, representing a 13.7% adjusted EBITDA margin, which was 160 basis point improvement over the prior year comparable quarter. Our Q4 adjusted EBITDA and adjusted EBITDA margin represent the highest ever Q4 performance achieved in the company's history. Equally important, this performance reflects improved pricing discipline, mix, and operating efficiency, and not only one-time actions such as restructuring and lab closures. Next, I would like to provide a few highlights of our full year 2025 results. On a full year basis, consolidated revenue was $724 million, which was slightly up year-over-year, excluding the impact of laboratory closures. Revenue was up for the full year in our aerospace and defense, industrials, power generation, and infrastructure end markets.

Speaker #3: Our fourth quarter adjusted EBITDA and adjusted EBITDA margin represent the highest-ever fourth quarter performance achieved in the company's history. Equally important, this performance reflects improved pricing discipline, mix, and operating efficiency—and not only one-time actions such as restructuring and lab closures.

Speaker #3: Next, I would like to provide a few highlights of our full-year 2025 basis, consolidated revenue was $724 million which was slightly up year over year excluding the impact of laboratory closures.

Speaker #3: Revenue was up for the full year in our airspace and defense, industrials, power generation, and infrastructure and markets. Our international segment delivered revenue growth of nearly 6% for the year driven by diversified platform, most notably solid performance within the industrials and airspace and defense markets.

Natalia Shuman: Our international segment delivered revenue growth of nearly 6% for the year, driven by a diversified platform, most notably solid performance within the industrials and aerospace and defense markets. We had anticipated our second half revenue performance to exceed that of the first half of the year, and this trend materialized, driven by significant improvements across key growth markets while improving margins. We expect to continue this trajectory of profitable growth in the future. Our overall efforts in 2025 resulted in the generation of adjusted EBITDA of $91.1 million for the year, with an EBITDA margin of 12.6%, which exceeded our previously issued outlook. Our intense focus throughout the year was to deliver EBITDA margin improvement.

Speaker #3: We had anticipated our second half revenue performance to exceed that of the first half of the year. And this trend materialized. Driven by significant improvements across key cross growth markets while improving margins.

Speaker #3: We expect to continue this trajectory of profitable growth in the future. Our overall efforts in 2025 resulted in the generation of adjusted EBITDA of $91.1 million for the year, with an EBITDA margin of 12.6%, which exceeded our previously issued outlook.

Speaker #3: Our intense focus throughout the year was to deliver EBITDA margin improvement. We, in fact, achieved this goals utilizing financial and operational discipline, while establishing a strong foundation in 2025 and providing credibility to the market, which our results demonstrated.

Natalia Shuman: We, in fact, achieved these goals utilizing financial and operational discipline while establishing a strong foundation in 2025 and providing credibility to the market, which our results demonstrated. To summarize our 2025 results, I am very pleased with our performance, achieving adjusted EBITDA at all-time record. This is a testament to our proven business model and client-first mindset. In 2025, I was focused on building a new executive team, eliminated unprofitable business, and streamlined the organization while focusing on the strategic direction and building new capabilities and developing a winning culture. We have already experienced early success, including recent wins, improved margins, the adoption of new pricing strategies, and an overall new sense of purpose, direction, and intensity which position us very well for the future.

Speaker #3: To summarize our 2025 results, I am very pleased with our performance, achieving adjusted EBITDA at all-time record. This is a testament of our to our proven business model and client-first mindset.

Speaker #3: In 2025, I was focused on building a new executive team, eliminated unprofitable business, and streamlined the organization, while focusing on the strategic direction and building new capabilities and developing a winning culture.

Speaker #3: We have already experienced early success, including recent wins improved margins, the adoption of new pricing strategies, and an overall new sense of purpose, direction, and intensity, which position us very well for the future.

Speaker #3: Let me now shift to a brief overview of our most recent progress against our three key priorities in our strategic plan, Vision 2030. The first of which is expanding our share wallet and transforming our current services into more comprehensive, integrated, and innovative solutions for our customers.

Natalia Shuman: Let me now shift to a brief overview of our most recent progress against our three key priorities in our strategic plan, Vision 2030. The first of which is expanding our share of wallet and transforming our current services into a more comprehensive, integrated, and innovative solutions for our customers. Our data solutions business plays a key role in executing on this priority. This business derives significant value from its more than 20 years of inspection data that we have collected, analyzed, and transformed into actionable insights for our customers. Specifically, within this business, we achieved great success within our Plant Condition Management Software, PCMS offering, which grew by 20.7% in Q4 2025, and 25.2% for the full year versus the prior year comparable period.

Speaker #3: Our data solutions business plays a key role in executing on these priorities. This business derives significant value from its more than 20 years of inspection data that we have collected analyzed and transformed into actionable insights for our customers, specifically within this business, we achieved great success within our planned condition management software, PCMS offering, which grew by 20.7% in the fourth quarter of 2025 and 25.2% for the full year versus the prior year comparable period.

Speaker #3: This growth was driven by market demand, new customer adoption, and increasing the number of in-house implementations. This offering is a specialized industrial software platform with a high level of recurring revenue.

Natalia Shuman: This growth was driven by market demand, new customer adoption, and increasing the number of in-house implementations. This offering is a specialized industrial software platform with a high level of recurring revenue. This platform is a part of broader OneSuite asset protection software ecosystem, a cloud-based integrated platform that brings together our various software tools, data services, and analytics into a single connected environment, which helps to keep complex infrastructure safe, compliant, and operating effectively. We expect to enlarge our market share related to our data analytical solutions business as we expand our platform from its original compliance focus to its current risk-based inspection, which will ultimately transition to more sophisticated, predictive maintenance, and AI-centric platform, reflecting our commitment to continued innovation in data-driven inspection.

Speaker #3: This platform is a part of broader one suite asset protection software ecosystem, a cloud-based integrated platform that brings together our various software tools data services and analytics into a single connected environment, which helps to keep complex infrastructure safe, compliant, and operating effectively.

Speaker #3: We expect to enlarge our market share related to our data analytical solutions business as we expand our platform from its original compliance focus to its current risk-based inspection, which will ultimately transition to a more sophisticated predictive maintenance and AI-centric platform.

Speaker #3: Reflecting our commitment to continued innovation in data-driven inspection. We are monitoring and driving this data services revenue by growth by revenue growth by measuring several interrelated metrics, including sustaining a high year-over-year renewal rate expanding the percentage of available applications utilized by each customer and increasing our customer retention.

Natalia Shuman: We are monitoring and driving the data services revenue by revenue growth by measuring several interrelated metrics, including sustaining a high year-over-year renewal rate, expanding the percentage of available applications utilized by each customer, and increasing our customer retention. We intend to prospectively report upon the growth rate of this business utilizing this and related metrics so that you can monitor our progress going forward. In addition to doing more for the existing customers in the oil and gas market, we're also winning projects with new customers, allowing us to diversify our business, which is the second priority within our strategic plan. Examples of successful end market diversification include 2 recent wins in bridge monitoring contracts in the US, where our innovative monitoring and data analytical capabilities set us apart.

Speaker #3: We intend to prospectively report upon the growth rate of this business utilizing this and related metrics so that you can monitor our progress going forward.

Speaker #3: In addition to doing more for the existing customers in the oil and gas market, we also winning projects with new customers allowing us to diversify our business, which is the second priority within our strategic plan.

Speaker #3: Examples of successful and market diversification include two recent wins in bridge monitoring contracts in the US where our innovative monitoring and data analytical capabilities set us apart.

Speaker #3: This projects help to contribute to the growth in our infrastructure and market, which grew by 2.5 million or 26.8% in the quarter and 4.5 million or 13.2% for the full year.

Natalia Shuman: These projects help to contribute to the growth in our infrastructure end market, which grew by $2.5 million or 26.8% in the quarter and $4.5 million or 13.2% for the full year. This growth, coupled with recently announced strategic hires, including a vice president of building and infrastructure, further expands our capabilities and create new opportunities across an exciting end market. Another example of executing on this second priority in our recent announcement in December 2025 of a win of a long-term construction project with Bechtel related to a new LNG terminal for Woodside, which is a multi-billion dollar LNG production and export facility under construction in Southern Louisiana. This project is one of the most significant energy infrastructure developments in the world and represent a major investment in the US Gulf Coast energy capacity.

Speaker #3: This growth coupled with recently announced strategic hires including a vice president of building and infrastructure further expands our capabilities and create new opportunities across an exciting and market.

Speaker #3: Another example of executing on this second priority in our recent announcement in December of 2025 of a win of a long-term construction project with Bechtel related to a new LNG terminal for Woodside, which is a multibillion dollar LNG production and export facility under construction in South Louisiana.

Speaker #3: This project is one of the most significant energy infrastructure developments in the world and represent a major investment in the US Gulf Coast energy capacity.

Speaker #3: Additionally, we continue to pursue data center business. Our services provide integrated support lifecycle, which is responding to high demand within this sector. Currently, we are performing projects with some of the largest data center owners with the ability to further scale our services throughout the entire life cycle of the data center projects.

Natalia Shuman: Additionally, we continue to pursue data center business. Our services provide integrated support throughout the entire data center lifecycle, which is responding to high demand within this sector. Currently, we are performing projects with some of the largest data center owners with the ability to further scale our services throughout the entire lifecycle of the data center projects. This is illustrated in our previously announced partnership with Bachelor and Kimball to deliver our suite of specialized inspection services to B-B&K's data service center projects. Our overall diversification efforts, including targeted capital expenditures as well as additional strategic sales hires, have bolstered our growth in power generation, industrials, and infrastructure in the second half of the year. This diversified revenue growth demonstrates the success of our differentiated solutions and ability to deliver on customer expectations.

Speaker #3: This is illustrated in our previously announced partnership with Bachelor and Kimball to deliver our suite of specialized inspection services to BNK's data service center projects.

Speaker #3: Our overall diversification efforts including targeted capital expenditures as well as additional strategic sales hires have bolstered our growth in power generation industrials and infrastructure.

Speaker #3: In the second half of the year, this diversified revenue growth demonstrates the success of our differentiated solutions and ability to deliver on. Customer expectations.

Natalia Shuman: The third priority of our strategic plan is focused on building operational leverage by doing what we do today, but better through efficiency and productivity gains. We have invested in innovative proprietary technology to assist with digitalization of timekeeping and scheduling to more efficiently monitor the utilization of equipment and productivity of our technicians. In addition, we continue to strengthen our sales and business development teams, all of whom bring industry experience and fresh perspective to our business. In summary, we have executed on several planned actions and initiatives throughout 2025, which have produced favorable outcomes. We believe that this growth reflects the strength of our people, integrated offering, and continued focus on driving efficiencies across the business.

Speaker #3: The third priority of our strategic plan is focused on building operational leverage by doing what we do today, but better, through efficiency and productivity gains.

Speaker #3: We have invested in innovative proprietary technology to assist with digitalization of timekeeping and scheduling to more efficiently monitor the utilization of equipment and productivity of our technicians.

Speaker #3: In addition, we continue to strengthen our sales and business development teams all of whom bring industry experience and fresh perspective to our business. In summary, we have executed on several planned actions and initiatives throughout 2025 which have produced favorable outcomes.

Speaker #3: We believe that this growth reflects the strengths of our people integrated offering and continued focus on driving efficiencies across the business. I will share more thoughts on 2026 later, but let me now turn the call over to Ed for more details on fourth quarter results and the highlights of full year 2025.

Natalia Shuman: I will share more thoughts on 2026 later, but let me now turn the call over to Ed for more details on Q4 results and the highlights of full year 2025.

Edward J. Prajzner: Thank you, Natalia. Given some early successes of our strategic efforts, gross profit increased to nearly $205 million for the full year 2025, up 6.4% from $192 million for full year 2025, representing 2024, representing a gross profit margin of 28.4%, which was a 190 basis point improvement year-over-year, compared to 26.3% in the prior year. As noted in our press release yesterday, our results reflect certain overhead and personal expenses which have been reclassified from SG&A to cost of revenue. The effect of this for the Q4 2024 was $5.5 million, and for the full year 2024 was $20.9 million, reclassification from SG&A to cost of revenue.

Ed Prajzner: Thank you, Natalia. Given some early successes of our strategic efforts, gross profit increased to nearly $205 million for the full year 2025, up 6.4% from $192 million for full year 2025, representing 2024, representing a gross profit margin of 28.4%, which was a 190 basis point improvement year-over-year, compared to 26.3% in the prior year. As noted in our press release yesterday, our results reflect certain overhead and personal expenses which have been reclassified from SG&A to cost of revenue. The effect of this for the Q4 2024 was $5.5 million, and for the full year 2024 was $20.9 million, reclassification from SG&A to cost of revenue.

Speaker #1: Thank you, Natalia. Given some early successes of our strategic efforts, gross profit increased to nearly $205 million for the full year 2025 up 6.4% from $192 million for full year 2025 representing a 24 representing a gross profit margin of 28.4% which was a $190 basis point improvement year over year compared to 26.3% in the prior year.

Speaker #1: As noted in our press release yesterday, our results reflect certain overhead and personal expenses which have been reclassified from SG&A to cost of revenue the effect of this for the fourth quarter 2024 was $5.5 million and for the full year 2024 was $20.9 million reclassification from SG&A to cost of revenue.

Edward J. Prajzner: This redistribution of overhead and personnel expenses had no impact on operating income, net income, or adjusted EBITDA comparability. Selling general and administrative expenses were up $3.6 million in the Q4 compared to the prior year comparable period, attributable to strategic investments to grow our business and unfavorable foreign translation conversion. SG&A for full year 2025 was $139.9 million as compared to $135.5 million in the prior year, an increase of $4.4 million. Again, due primarily to unfavorable foreign translation conversion, in addition to strategic investments to grow our business, the selling component of SG&A. Whereas general and administrative overhead spending has been and will continue to be tightly controlled.

Ed Prajzner: This redistribution of overhead and personnel expenses had no impact on operating income, net income, or adjusted EBITDA comparability. Selling general and administrative expenses were up $3.6 million in the Q4 compared to the prior year comparable period, attributable to strategic investments to grow our business and unfavorable foreign translation conversion. SG&A for full year 2025 was $139.9 million as compared to $135.5 million in the prior year, an increase of $4.4 million. Again, due primarily to unfavorable foreign translation conversion, in addition to strategic investments to grow our business, the selling component of SG&A. Whereas general and administrative overhead spending has been and will continue to be tightly controlled.

Speaker #1: This redistribution of overhead and personal expenses had no impact on operating income, net income, or adjusted EBITDA comparability. Selling general and administrative expenses were up 3.6 million in the fourth quarter compared to the prior year comparable period attributable to strategic investments to grow our business and unfavorable foreign translation conversion.

Speaker #1: SG&A for full year 2025 was $139.9 million as compared to $135.5 million in the prior year an increase of 4.4 million. Again, due primarily to unfavorable foreign translation conversion in addition to strategic investments to grow our business.

Speaker #1: The selling component of SG&A whereas general and administrative overhead spending has been and will continue to be tightly controlled. During the current fiscal year, we revised our presentation of foreign currency losses and gains which are now included within other expense and income line net.

Edward J. Prajzner: During the current fiscal year, we revised our presentation of foreign currency losses and gains, which are now included within other expense and income line, net. Previously, such amounts were presented within Selling, General and Administrative Expenses. The prior year amounts have not been reclassified due to immateriality. This change in presentation had no effect on previously reported net income. GAAP income from operations in Q4 2025 was $10.4 million, compared to $10.5 million in the prior year period. GAAP income from operations for the full year improved to $40.6 million from $39.8 million in the prior year. Non-GAAP income from operations in Q4 improved to $15.7 million from $14.3 million, an increase of nearly 10%.

Ed Prajzner: During the current fiscal year, we revised our presentation of foreign currency losses and gains, which are now included within other expense and income line, net. Previously, such amounts were presented within Selling, General and Administrative Expenses. The prior year amounts have not been reclassified due to immateriality. This change in presentation had no effect on previously reported net income. GAAP income from operations in Q4 2025 was $10.4 million, compared to $10.5 million in the prior year period. GAAP income from operations for the full year improved to $40.6 million from $39.8 million in the prior year. Non-GAAP income from operations in Q4 improved to $15.7 million from $14.3 million, an increase of nearly 10%.

Speaker #1: Previously, such amounts were presented within selling general and administrative expenses. The prior year amounts have not been reclassified due to immateriality. This change in presentation had no effect on previously reported net income.

Speaker #1: That being come from operations in the fourth quarter of 2025 was $10.4 million compared to $10.5 million in the prior year period. Gap income from operations for the full year improved to $40.6 million from $39.8 million in the prior year.

Speaker #1: Non-gap income from operations in the fourth quarter improved to $15.7 million from $14.3 million. An increase of nearly 10%. On a full year basis, non-gap income from operations improved to $55 million from $46.2 million which is an increase of near of nearly 19% or $130 basis points year over year.

Edward J. Prajzner: On a full year basis, non-GAAP income from operations improved to $55 million from $46.2 million, which is an increase of nearly 19% or 130 basis points year-over-year. We recorded $12.6 million of reorganization and other costs for the full year 2025 and $4.8 million during Q4, related to our continuing initiatives to reduce and recalibrate overhead costs in addition to incremental costs of other related actions. Our effective income tax rate for the full year of 2025 was 24.7%, as compared to 22% for the prior year. We anticipate our effective income tax rate for 2026 to be in the mid 25% range. Interest expense was $3.7 million for Q4, down by $0.2 million from the prior year period.

Ed Prajzner: On a full year basis, non-GAAP income from operations improved to $55 million from $46.2 million, which is an increase of nearly 19% or 130 basis points year-over-year. We recorded $12.6 million of reorganization and other costs for the full year 2025 and $4.8 million during Q4, related to our continuing initiatives to reduce and recalibrate overhead costs in addition to incremental costs of other related actions. Our effective income tax rate for the full year of 2025 was 24.7%, as compared to 22% for the prior year. We anticipate our effective income tax rate for 2026 to be in the mid 25% range. Interest expense was $3.7 million for Q4, down by $0.2 million from the prior year period.

Speaker #1: We recorded $12.6 million of reorganization and other costs for the full year 2025 and $4.8 million during the fourth quarter. Related to our continuing initiatives to reduce and recalibrate overhead costs in addition to incremental costs of other related actions.

Speaker #1: Our effective income tax rate for the full year 2025 was 24.7%, as compared to 22% for the prior year. We anticipate our effective income tax rate for 2026 to be in the mid-25% range.

Speaker #1: Interest expense was 3.7 million for the fourth quarter down by 0.2 million from the prior year period. For the full year 2025, interest expense was 14.6 million down 2.5 million from the prior year.

Edward J. Prajzner: For the full year 2025, interest expense was $14.6 million, down $2.5 million from the prior year. For Q4, we reported GAAP net income of $3.9 million, or $0.12 per diluted share. On a non-GAAP basis, we reported non-GAAP net income of $8 million, or $0.25 per diluted share for Q4. This resulted in GAAP net income of $16.8 million, or $0.53 per diluted share for the full year 2025, and non-GAAP net income of $28.1 million, or $0.88 per diluted share for the year ended 31 December 2025.

Ed Prajzner: For the full year 2025, interest expense was $14.6 million, down $2.5 million from the prior year. For Q4, we reported GAAP net income of $3.9 million, or $0.12 per diluted share. On a non-GAAP basis, we reported non-GAAP net income of $8 million, or $0.25 per diluted share for Q4. This resulted in GAAP net income of $16.8 million, or $0.53 per diluted share for the full year 2025, and non-GAAP net income of $28.1 million, or $0.88 per diluted share for the year ended 31 December 2025.

Speaker #1: For the fourth quarter, we reported GAAP net income of $3.9 million, or 12 cents per diluted share. On a non-GAAP basis, we reported non-GAAP net income of $8 million, or 25 cents per diluted share, for the fourth quarter.

Speaker #1: This resulted in gap net income of $16.8 million or 53 cents per diluted share for the full year 2025. And non-gap net income of $28.1 million or 88 cents per diluted share for the year ended December 31, 2025.

Edward J. Prajzner: This compares to GAAP net income of $19 million or $0.60 per diluted share and non-GAAP net income of $22.7 million or $0.72 per diluted share in the prior year period, due primarily to incremental reorganization and other costs incurred in 2025. As committed in Q3, we delivered positive free cash flow in Q4 2025, and I'm pleased to report that we generated $32.1 million of cash from operations and $24.6 million of free cash flow in Q4 2025. This compares to $25.7 million of cash from operations and $20.8 million of free cash flow in the prior year comparable period.

Ed Prajzner: This compares to GAAP net income of $19 million or $0.60 per diluted share and non-GAAP net income of $22.7 million or $0.72 per diluted share in the prior year period, due primarily to incremental reorganization and other costs incurred in 2025. As committed in Q3, we delivered positive free cash flow in Q4 2025, and I'm pleased to report that we generated $32.1 million of cash from operations and $24.6 million of free cash flow in Q4 2025. This compares to $25.7 million of cash from operations and $20.8 million of free cash flow in the prior year comparable period.

Speaker #1: This compares to gap net income of $19 million or 60 cents per diluted share and non-gap net income of $22.7 million or 72 cents per diluted share in the prior year period.

Speaker #1: Due primarily to incremental reorganization and other costs incurred in '25. As committed in the third quarter, we delivered positive free cash flow in the fourth quarter of 2025.

Speaker #1: And I'm pleased to report that we generated $32.1 million of cash from operations and $24.6 million of free cash flow in the fourth quarter of 2025.

Speaker #1: This compares to $25.7 million of cash from operations free cash flow in the prior year comparable period. For the full year 2025, we generated $33 million of cash from operations and $3.8 million of free cash flow.

Edward J. Prajzner: For the full year 2025, we generated $33 million of cash from operations and $3.8 million of free cash flow as compared to $50.1 million of cash from operations and $27.1 million of free cash flow in the prior year period. While full year free cash flow declined versus last year, this was driven by 3 identifiable factors: elevated DSO during our ERP stabilization period, higher restructuring activity, and growth-related CapEx. Two of these 3 factors are already moderating, and we expect improved cash flow conversion as we move through 2026.

Ed Prajzner: For the full year 2025, we generated $33 million of cash from operations and $3.8 million of free cash flow as compared to $50.1 million of cash from operations and $27.1 million of free cash flow in the prior year period. While full year free cash flow declined versus last year, this was driven by 3 identifiable factors: elevated DSO during our ERP stabilization period, higher restructuring activity, and growth-related CapEx. Two of these 3 factors are already moderating, and we expect improved cash flow conversion as we move through 2026.

Speaker #1: As compared to $50.1 million of cash from operations and $27.1 million of free cash flow in the prior year period. While full year free cash flow declined versus last year, this was driven by three identifiable factors.

Speaker #1: Elevated DSO during our ERP stabilization period, higher restructuring activity, and growth-related CapEx. Two of these three factors are already moderating, and we expect improved cash flow conversion as we move through 2026.

Edward J. Prajzner: We will build upon this cash improvement achieved in Q4 and continue to prioritize improving our cash flow performance in 2026, specifically by leveraging a newly hired vice president of working capital management, as well as by improving back-office structure, tools, and accountability to accelerate the order-to-cash cycle and lowering accounts receivable. Our total accounts receivable balance was $154.7 million as of 31 December 2025, up $27.4 million as compared to $127.3 million as of 31 December 2024. This was due to the timing of working capital throughout the year. We are intently focused on reducing our accounts receivable balance below fiscal 2024 levels throughout 2026.

Ed Prajzner: We will build upon this cash improvement achieved in Q4 and continue to prioritize improving our cash flow performance in 2026, specifically by leveraging a newly hired vice president of working capital management, as well as by improving back-office structure, tools, and accountability to accelerate the order-to-cash cycle and lowering accounts receivable. Our total accounts receivable balance was $154.7 million as of 31 December 2025, up $27.4 million as compared to $127.3 million as of 31 December 2024. This was due to the timing of working capital throughout the year. We are intently focused on reducing our accounts receivable balance below fiscal 2024 levels throughout 2026.

Speaker #1: We will build upon this cash improvement achieved in the fourth quarter and continue to prioritize improving our cash flow performance in 2026. Specifically, by leveraging a newly hired Vice President of Working Capital Management, as well as by improving back-office structure, tools, and accountability to accelerate the order-to-cash cycle and lower accounts receivable.

Speaker #1: Our total accounts receivable balance was $154.7 million as of December 31, 2025. Up 27.4 million as compared to $127.3 million as of December 31, 2024.

Speaker #1: This was due to the timing of working capital throughout the year. We are intently focused on reducing our accounts receivable balance below fiscal '24 levels throughout 2026.

Edward J. Prajzner: In addition, increased restructuring charges of $7 million and incremental CapEx investments of $6.2 million year-over-year, which were anticipated as a part of our strategic plan, also adversely impacted our cash flow. Specifically, our CapEx in 2025 was $29.2 million, as compared to $23 million in the prior year. This increased capital expenditure spending in 2025 was heavily focused on the selective expansion of lab capabilities and capacity, in addition to strategic equipment purchases focused on improving the safety and efficiency of our field operations. We anticipate maintaining CapEx at this higher level into 2026 to approximately 4.5% of revenue, maintaining spending thereafter at our prior depreciation level. This will enable us to continue to expand and upgrade capacity, particularly at our in-lab aerospace and defense facilities, which have been partially constrained by capacity.

Ed Prajzner: In addition, increased restructuring charges of $7 million and incremental CapEx investments of $6.2 million year-over-year, which were anticipated as a part of our strategic plan, also adversely impacted our cash flow. Specifically, our CapEx in 2025 was $29.2 million, as compared to $23 million in the prior year. This increased capital expenditure spending in 2025 was heavily focused on the selective expansion of lab capabilities and capacity, in addition to strategic equipment purchases focused on improving the safety and efficiency of our field operations. We anticipate maintaining CapEx at this higher level into 2026 to approximately 4.5% of revenue, maintaining spending thereafter at our prior depreciation level. This will enable us to continue to expand and upgrade capacity, particularly at our in-lab aerospace and defense facilities, which have been partially constrained by capacity.

Speaker #1: In addition, increased restructuring charges of $7 million and incremental CapEx investments of $6.2 million year over year which are anticipated which were anticipated as a part of our strategic plan also adversely impacted our cash flow.

Speaker #1: Specifically, our CapEx in 2025 was $29.2 million, as compared to $23.0 million in the prior year. This increased capital expenditure spending in 2025 was heavily focused on the selective expansion of lab capabilities and capacity, in addition to strategic equipment purchases focused on improving the safety and efficiency of our field operations.

Speaker #1: We anticipate maintaining CapEx at this higher level into 2026 to approximately $4.5% of revenue but maintaining spending thereafter at our prior depreciation level. This will enable us to continue to expand and upgrade capacity, particularly at our in-lab aerospace and defense facilities which have been partially constrained by capacity.

Edward J. Prajzner: These investments are targeted towards areas where demand already exists. The primary return mechanism is improved utilization and throughput, which allows us to convert existing demand into revenue more efficiently rather than relying on speculative growth. Gross debt was $178 million at 31 December 2025, compared to $169.7 million at 31 December 2024, an increase of $8.3 million. Net debt was $150 million at 31 December 2025, compared to $151.3 million at 31 December 2024, a decrease of $1.3 million. Our bank defined leverage ratio was approximately 2.5x at 31 December 2025, which is up versus approximately 2.3x as of 31 December 2024, yet is well within the maximum allowable leverage ratio of 3.75x.

Ed Prajzner: These investments are targeted towards areas where demand already exists. The primary return mechanism is improved utilization and throughput, which allows us to convert existing demand into revenue more efficiently rather than relying on speculative growth. Gross debt was $178 million at 31 December 2025, compared to $169.7 million at 31 December 2024, an increase of $8.3 million. Net debt was $150 million at 31 December 2025, compared to $151.3 million at 31 December 2024, a decrease of $1.3 million. Our bank defined leverage ratio was approximately 2.5x at 31 December 2025, which is up versus approximately 2.3x as of 31 December 2024, yet is well within the maximum allowable leverage ratio of 3.75x.

Speaker #1: These investments are targeted towards areas where demand already exists. The primary return mechanism is improved utilization and throughput which allows us to convert existing demand into revenue more efficiently rather than relying on speculative growth.

Speaker #1: Gross debt was $178 million at December 31, 2025 compared to $169.7 million at December 31, 2024 and increase of 8.3 million. Net debt was $150 million at December 31, 2025 compared to $151.3 million at December 31, 2024, a decrease of 1.3 million.

Speaker #1: Our bank-defined leverage ratio was approximately 2.5 times at December 31, 2025 which is up versus approximately 2.3 times as of December 31, 2024, yet is well within the maximum allowable leverage ratio of 3.75 times.

Edward J. Prajzner: Our capital allocation strategy is to use residual free cash flow to pay down debt to a 2 times leverage ratio while maintaining a temporarily elevated CapEx level. We will continue to emphasize debt reduction as our priority use of our residual free cash flow, and we are targeting a debt paydown of approximately $20 million in fiscal 2026, in addition to the significant paydown we made in the Q4 of 2025. This would result in a defined bank leverage ratio of approximately 2 times by the end of fiscal 2026. In summary, this significant financial improvement reflects our proactive cost management, operational efficiency leverage, and focus on higher margin businesses. This success was attributable to a new and invigorated executive team, reducing unprofitable business, and being laser focused on our strategic direction, all while building new capabilities and developing the culture to win.

Ed Prajzner: Our capital allocation strategy is to use residual free cash flow to pay down debt to a 2 times leverage ratio while maintaining a temporarily elevated CapEx level. We will continue to emphasize debt reduction as our priority use of our residual free cash flow, and we are targeting a debt paydown of approximately $20 million in fiscal 2026, in addition to the significant paydown we made in the Q4 of 2025. This would result in a defined bank leverage ratio of approximately 2 times by the end of fiscal 2026. In summary, this significant financial improvement reflects our proactive cost management, operational efficiency leverage, and focus on higher margin businesses.

Speaker #1: Our capital allocation strategy is to use residual free cash flow to pay down debt to a two-times leverage ratio while maintaining a temporarily elevated CapEx level.

Speaker #1: We will continue to emphasize debt reduction as our priority use of our residual free cash flow and we are targeting a debt paydown of approximately $20 million in fiscal '26 in addition to the significant paydown we made in the fourth quarter of 2025.

Speaker #1: This would result in a defined bank leverage ratio of approximately 2x by the end of fiscal '26. In summary, this significant financial improvement reflects our proactive cost management, operational efficiency leverage, and focus on higher-margin businesses.

Ed Prajzner: This success was attributable to a new and invigorated executive team, reducing unprofitable business, and being laser focused on our strategic direction, all while building new capabilities and developing the culture to win.

Speaker #1: And this success was attributable to a new and invigorated executive team reducing unprofitable business and being laser-focused on our strategic direction, all while building new capabilities and developing the culture to win.

Edward J. Prajzner: Let me now turn the call back over to Natalia for her to give us her outlook on 2026.

Ed Prajzner: Let me now turn the call back over to Natalia for her to give us her outlook on 2026.

Speaker #1: Let me now turn the call back over to Natalia for her to give us her outlook on '26.

Natalia Shuman: Thank you, Ed. Given that we have established the foundation for future success in 2025, we view 2026 as an opportunistic time in the market to continue the number of management imperatives towards executing on our strategic plan in order to position MISTRAS to unlock its inherent value over the longer term. First, as Ed mentioned, we will be increasing capital expenditures from our historic five-year average of approximately 3% to 4.5% of revenue to expand and upgrade capacity and remove constraints for targeted growth. These investments will be primary focused on our in-lab business, serving the fast-growing aerospace and defense market. Scale is a key for our customers within this market who demand integrated services in large capacities from their supply chain partners. Additionally, we will invest in CapEx related to innovative AI capabilities in our data solutions businesses.

Speaker #2: Thank you, Ed. Given that we have established the foundation for future success in 2025, we view 2026 as an opportunistic time in the market to continue on a number of management imperatives towards executing on our strategic plan in order to position Mistras to unlock its inherent value over the longer term.

Speaker #2: First, as Ed mentioned, we will be increasing capital expenditures from our historic five-year average of approximately 3% to 4.5% of revenue to expand and upgrade capacity and remove constraints for targeted growth.

Speaker #2: This investment on our in-lab business serving the fast-growing aerospace and defense market, scale is a key for our customers within this market who demand integrated services in large capacities from their supply chain partners.

Speaker #2: Additionally, we will invest in CapEx related to innovative AI capabilities in our data solutions businesses. This will enable faster and more accurate analytics and insights for our customers.

Natalia Shuman: This will enable faster and more accurate analytics and insights for our customers. Our overall CapEx plan reflects confidence in our customer demand trends with compelling ROI expectations. Most importantly, these investments are targeted and sequenced. We do not view margin erosion, leverage creep, or negative free cash flow as acceptable trade-offs. Our intent is to protect the earnings base while expanding long-term earnings power. Secondly, we will be focused on our go-to-market strategy and invest in our sales-related technological applications and other initiatives. This investment will focus on advancing our effort in marketing and selling our leading proprietary technology and innovative data-centric solutions, such as R crawlers and OneSuite digital applications as a suite of data-centric services, providing predictive solutions and strategic insights.

Speaker #2: Our overall CapEx plan reflects confidence in our customer demand trends with compelling ROI expectations. Most importantly, this investment is targeted and sequenced. We do not view margin erosion, leverage creep, or negative free cash flow as acceptable trade-offs.

Speaker #2: Our intent is to protect the earnings base while expanding long-term earnings power. Secondly, we will be focused on our go-to-market strategy and invest in our sales-related technological applications and other initiatives.

Speaker #2: This investment will focus on advancing our effort in marketing and selling our leading proprietary technology and innovative data-centric solutions such as art crawlers and OneSuite digital applications, as a suite of data-centric services providing predictive solutions and strategic insights.

Natalia Shuman: By undertaking the strategic initiatives and investing organically for long-term market-leading growth, we will leverage our competitive advantages and strengths to best position ourselves for success and future growth. Accordingly, for 2026, we anticipate full year revenue to between $730 to $750 million and adjusted EBITDA to be between $91 to $93 million. While we are addressing both CapEx and targeted operating investments in 2026, we expect adjusted EBITDA margins to remain resilient as we plan to maintain operational discipline and cost control. We also expect net income and EPS to exceed 2025 performance. Importantly, our 2026 outlook does not assume a macro acceleration or strong rebound in oil and gas activity or any contribution from acquisitions. I would now like to our Executive Chairman of the Board, Manny Stamatakis, to offer his remarks.

Speaker #2: By undertaking the strategic initiatives and investing organically for long-term market-leading growth, we will leverage our competitive advantages and strengths to position best position ourselves for success and future growth.

Speaker #2: Accordingly, for 2026, we anticipate full-year revenue to between $730 to $750 million and adjusted EBITDA to be between $91 to $93 million. While we are addressing both CapEx and targeted operating investments in 2026, we expect adjusted EBITDA margins to remain resilient as we plan to maintain operational discipline and cost control.

Speaker #2: We also expect net income and EPS to exceed 2025 performance, importantly our 2026 outlook does not assume a macro acceleration or strong rebound in oil and gas activity or any contribution from acquisitions.

Speaker #2: I would now like to our executive chairman of the board, Manny Stamatakis, to offer his remarks.

Manuel Stamatakis: Thank you, Natalia. Good morning, everyone. I would like to offer you a brief board-level perspective as we look ahead. 2025 was a very good year for the company, particularly in strengthening our position in data-driven inspection, mission-critical testing, and aerospace and defense programs. I am pleased with the operational progress and the platform that management has built across these end markets. Particularly, I want to commend the meaningful strides we've made this year in significantly improving our executive team under the direction of our CEO. We strengthened leadership and sharper execution have materially improved our performance and strategic focus. As we enter 2026, the board fully supports management's view that this will be an investment year focused on transforming and modernizing our platform. In our industry, long-term value is created by investing to meet demand within our end markets.

Speaker #3: Thank you, Natalia, and good morning, everyone. I would like to offer you a brief board-level perspective as we look ahead. 2025 was a very good year for the company.

Speaker #3: Particularly in strengthening our position in data-driven inspection, mission-critical testing, and aerospace and defense programs. I am pleased with the operational progress and the platform the management has built across these end markets.

Speaker #3: Particularly I want to commend the meaningful strides we've made this year in significantly improving our executive team, under the direction of our CEO, we strengthened leadership and sharper execution have materially improved our performance and strategic focus.

Speaker #3: As we enter 2026, management's view that this will be an investment year, focused on transforming and modernizing our platform. In our industry, long-term value is created by investing to meet demand within our end markets.

Manuel Stamatakis: In data integrity, digital inspection capabilities, specialized talent, and accreditation for higher complexity aerospace and defense work. Such investments take time to translate into revenue and margin expansion, but they are essential to sustaining durable growth. Most importantly, the board views 2026 as an acceleration of our strategy via increased investments and a deliberate step to deepen our technical differentiation and expand our relevance to customers operating in regulated mission-critical environments. We are confident in the execution plan, the capital allocation priorities, and the long-term ambitions, particularly as risk-based inspection and aerospace defense spending continue to evolve. I wanted investors to hear clearly that the board views 2026 as a targeted year, which will strengthen the foundation for future growth. I'll now turn it back to Natalia for her to give you her closing thoughts.

Speaker #3: In data integrity, digital inspection capabilities, specialized talent, and accreditation for higher complexity aerospace and defense work. Such investments take time to translate into revenue, and margin expansion, but they are essential to sustaining durable growth.

Speaker #3: Most importantly, the board views 2026 as an acceleration of our strategy via increased investments and a deliberate step to deepen our technical differentiation and expand our relevance to customers' operating in regulated mission-critical environments.

Speaker #3: We are confident in the execution plan. The capital allocation priorities and the long-term ambitions particularly as risk-based inspection and aerospace defense spending continue to evolve.

Speaker #3: I wanted investors to hear clearly that the board views 2026 as a targeted year, which will strengthen the foundation for future now turn it back to Natalia for her to give you her closing thoughts.

Natalia Shuman: Thank you, Manny. I'll close by thanking all of our customers and partners who contributed to our superior results throughout 2025. In particular, I would like to sincerely thank all of our MISTRAS team members from the front lines to the back office for their tireless efforts in executing on their day-to-day tasks while embracing transformative change in the evolving strategy of our company. These efforts are creating value for our customers and in turn, for our shareholders. We look forward to updating you on our performance as we progress further in 2026 towards our strategic goals. With that, let me turn the call back to the operator for questions.

Speaker #2: Thank you, Manny. I'll close by thanking all of our customers and partners who contributed to our superior results throughout 2025, and in particular I would like to sincerely thank all of our Mistras team members from the front lines to the back office for their tireless efforts in executing on their day-to-day tasks while embracing transformative change and the evolving strategy of our company.

Speaker #2: These efforts are creating value for our customers and, in turn, for our shareholders. We look forward to updating you on our performance as we progress further in 2026 toward our strategic goals.

Speaker #2: And with that, let me turn the call back to the operator for questions.

Operator: Thank you. We will now begin Q&A. For today's session, we will be utilizing the Raise Hand feature. If you would like to ask a question, simply click on the Raise Hand button at the bottom of your screen. Once you've been called upon, please unmute yourself and begin to ask your question. Thank you. We will now pause for a moment to assemble the queue. Our first question comes from Mitchell Pinheiro with Stifel Nicolaus & Co. Please unmute your line and ask your question.

Speaker #4: Thank you. We will now begin Q&A. For today's session, we will be utilizing the Raise Hand feature. If you would like to ask a question, simply click on the Raise Hand button at the bottom of your screen.

Speaker #4: Once you've been called upon, please unmute yourself and begin to ask your question. Thank you. We will now pause for a moment to assemble the queue.

Speaker #4: Our first question comes from Mitchell Pinera with Sturdevant & Co. Please unmute your line and ask your question.

Mitchell Pinheiro: Hi. Can you hear me?

Natalia Shuman: Yes, Mitch. Hi.

Speaker #5: Hi, can you hear me?

Mitchell Pinheiro: Good morning. Okay, great. Good morning. You know, couple questions. Aerospace and Defense had a great quarter, and it's obviously a big part of it's your longer term growth engine, I think, as you said. I'm curious, and you also in other remarks, you talked about good visibility. I guess when you look at backlog of your customers, both in the space side and the aerospace side and then on the defense side, what kind of confidence do you have in that? Number two, from a capacity, you talked about expanding capacity, is that at all revenue limiting in 2026, or you have plenty of capacity to do what you need to do?

Speaker #2: Yes, Mitch, hi.

Speaker #5: Good morning. Okay, great. Good morning. So a couple of questions. So aerospace and defense, it's your had a great quarter. And it's obviously a big part of it's your longer-term growth engine, I think, as you said.

Speaker #5: So I'm curious, and you also in other remarks, you talked about good visibility, so I guess when you look at backlog at your customers, both in the space side and the aerospace side and then on the defense side, what kind of confidence do you have in that?

Speaker #5: Number two, from a capacity—you talked about expanding capacity—is that at all revenue-limiting in 2026, or do you have plenty of capacity to do what you need to do?

Mitchell Pinheiro: Then, you know, are you winning new business with these customers? If so, how are you doing that in terms of capabilities, or is it, you know, just curious how you're doing it.

Speaker #5: And then are you winning new business with these customers? And if so, how are you doing that in terms of capabilities or is it just curious how you're doing it?

Natalia Shuman: Yeah. Thank you. Thanks for this question. I will start with customers. Indeed, we do have very good, close relationships with our customers. We meet with them specifically in Aerospace and Defense I'm talking about. We meet with them monthly to evaluate their demands. We know what they expect, and as I mentioned before, for them, scale and capacity matters. We also have established the hub-and-spoke model that allows us to use that platform at large for our customers. Regardless of their location, we are able to assist that, but again, by expanding the capacity. When talking to specifically about capacity in your questions, whether we do have constraints.

Speaker #2: Yeah, thank you. Thanks for this question. I will start with customers. Indeed, we do have very good, close relationships with our customers. We meet with them specifically in aerospace and defense.

Speaker #2: I'm talking about—we meet with them monthly to evaluate their demands. We know what they expect and, as I mentioned before, for them, scale and capacity matter.

Speaker #2: We also have established the hub and spoke model that allows us to use that platform at large for our customers. So regardless of their location, we are able to assist that.

Speaker #2: But again, by expanding the capacity. When talking to specifically about capacity and your questions, whether we do have constraints, yes, we do have constraints.

Natalia Shuman: Yes, we do have constraints. That's exactly where we're going to invest to remove those constraints, to then increase the utilization, increase the throughput, increase the productivity, and then sort of unlock the demand really into the revenue. That's essentially what we're doing in Aerospace and Defense. We have great visibility into demand. These customers are, as you know, in Aerospace and Defense, there is a strong demand for NDT, particularly NDT testing. They don't have enough of in-house capabilities. They are certainly looking for other suppliers who can support them and who can be large enough to support them. Yes, we're winning new business. We're celebrating adding a few new customers this year. This is all thanks to our team that's there on the ground.

Speaker #2: And that's exactly where we're going to invest. To remove those constraints, to then increase the utilization, increase the throughput, increase the productivity, and then sort of unlock the demand into really into the revenue.

Speaker #2: So that's essentially what we're doing in aerospace and defense. We have great visibility into demand and these customers are as you know, in aerospace and defense, there is a strong demand for NDT, particularly NDT testing.

Speaker #2: And they don't have enough in-house capabilities, so they're certainly looking for other suppliers who can support them, and who can be large enough to support them.

Speaker #2: And yes, we're winning new business. So we celebrate adding a few new customers. This year's and this is all thanks to our team. That's there on the ground.

Natalia Shuman: They're doing a really good job.

Mitchell Pinheiro: Okay. Just one more question on Aerospace and Defense. In terms of capabilities, is this a target area for maybe, a tuck-in acquisition? Do you have any plans for something like that, or are you looking at that, or you think you can sort of do it, just through your own CapEx, your own internal investment?

Speaker #2: And they're doing a really good job.

Speaker #5: Okay. And then just one more question on aerospace and defense. So in terms of capabilities, is this a target area for maybe a Tuck-in acquisition?

Speaker #5: Do you have any plans for something like that or are you looking at that or is it or you think you can sort of do it just through your own CapEx, your own internal investment?

Natalia Shuman: Look, you're absolutely right. The growth and differentiation comes from the capabilities depth in that business specifically. We have commented before that we are enlarging our offering. In addition to NDT testing, we now do welding, machining, repairs, cleaning, and so on. That is quite critical for our customers. In terms of acquisitions, as you can imagine, it's very pricey acquisitions at this moment. Of course, we are always looking at our capital allocation strategy, but at this time, we believe that the highest return on our capital is organic expansion. And we believe that we are capable of building these capabilities and organically expand our capacities. I can give you a good example in, you know, Q4 demonstrated that. To respond on demand, in one lab, we added 100% of headcounts.

Speaker #2: Look, you're absolutely right. The growth and depreciation comes from the capabilities depth in that business specifically. So we have commented before that we are enlarging our offering in addition to NDT testing.

Speaker #2: We now do welding, machining, repairs, cleaning, and so on. So that is quite critical for our customers. In terms of acquisitions, as you can imagine, it's very pricey acquisitions.

Speaker #2: At this moment, of course, we are always looking at our capital allocation strategy, but at this time, we believe that the highest return on our capital is organic expansion.

Speaker #2: And we believe that we are capable of building this capabilities and organically expand our capacities. I can give you a good example and Q4 demonstrated that.

Speaker #2: To respond on demand, we at one lab, we added 100%. We out of headcount, basically, we enlarge headcount. We remove that constraint and we were able to generate increase in revenue of 61%.

Natalia Shuman: Basically, we enlarge headcounts. We removed that constraint. We were able to generate increase in revenue of 61%. Can we repeat it? Probably not to that extent. We already see the ways how we can remove existing constraints to generate additional revenue.

Speaker #2: Can we repeat it? Probably not to that extent, but we already see the ways how we can remove existing constraints to generate additional revenue.

Mitchell Pinheiro: Okay. Helpful. Thank you. You know, I mean, with the, obviously the disruption in the Middle East, I'd love to hear your thoughts about how, you know, it may be affecting operations or how you're you know, how you view the first quarter. Is there any insight you could provide there would be helpful?

Speaker #5: Okay, helpful. Thank you. And then I mean, with obviously the disruption in the Middle East, I'd love to hear your thoughts about how it may be affecting operations or how you're how you view the first quarter.

Speaker #5: Is there any insight you could provide there? It'd be helpful.

Natalia Shuman: Yes, certainly. We have not seen a material direct impact. Our footprint in that region is very limited. Of course, there's a lot of uncertainty, and we continue to monitor geopolitical developments. Our customers are still evaluating, you know, what it means to them. Obviously, as you well know, if the oil price as a result of this events, if oil price goes up, the upstream activities will be intensified within the US, and it will positively impact us. At this time, it's too premature to say.

Speaker #2: Yes, certainly. We have not seen a material direct impact. Our footprint in that region is very limited. But of course, there's a lot of uncertainty and we continue to monitor geopolitical developments.

Speaker #2: Our customers are still evaluating what it means to them. Obviously, as you well know, if the oil price, as a result of this event—if oil price goes up, the upstream activities will be intensified within the U.S., and it will positively impact us.

Mitchell Pinheiro: Okay. Just one more question. You know, in terms of, obviously oil and gas is the majority of your business at the moment, and the faster growing segments, aerospace, the energy, you know, your power generation, I guess I should say, infrastructure, they're gonna be your focus or obviously, you know, your growth focus, let's say. Could you talk about new customer wins, bid activity in those segments? You know, do you think the growth is gonna come from existing customers, a balance between existing customers and new customers? If you could talk about, like, sort of the margin profile of these growth businesses as compared to, you know, say, your company average.

Speaker #2: But at this time, it's too premature to say.

Speaker #5: Okay. And then just one more question. So, you—in terms of, obviously, oil and gas—is the majority of your business at the moment.

Speaker #5: And the faster-growing segments—Aerospace, and the Energy, or Power Generation, I guess I should say—Infrastructure, they're going to be your focus, or obviously your growth focus, let's say.

Speaker #5: Could you talk about new customer wins, bid activity in those applications, in those segments? Where do you think the growth is going to come from—existing customers?

Speaker #5: Can you talk about the balance between existing customers and new customers? And also, if you could discuss the margin profile of these growth businesses compared to, say, your company average.

Natalia Shuman: Yes. Thank you for this question. It's a very good one. It actually touches on two of our strategic priorities that we intently focus on. One is these oil and gas customers, where we are expanding our offerings and services. That's where, again, we believe very strongly that we are able to participate in oil and gas customers' digitalization efforts. By offering to them our data services and data analytics and AI tools, we're able to help them to be more efficient as they looking at their performance. There, we're talking about expanding that, the existing client base, expanding the share of their wallet, and we're talking expanding of the margins, right? We intently focus on margins profile in our core markets of oil and gas.

Speaker #2: Yes. Thank you for this question. It's a very good one. It's actually touches on two of our strategic priorities that we intently focus on.

Speaker #2: One is oil and gas customers where we are expanding our offerings and services. And that's where again, we believe very strongly that we are able to participate in oil and gas customers' digitalization efforts.

Speaker #2: And by offering to them our data services and data analytics and AI tools, we're able to help them to be more efficient as they are looking at their performance.

Speaker #2: So there we're talking about existing client base or expanding the share of their wallets. And we're talking expanding of the margins, right? We intently focus on margins profile in our core markets of oil and gas.

Natalia Shuman: The second priority is the diversification. Those industries, like you mentioned, is infrastructure, power generation, where we again, we're winning new contracts. There it's all about capabilities and all about building that go-to-market strategy. While we're working on capabilities, while we are investing in that part, we're also looking at how best to competitively position ourselves. You know, again, great example will be data centers. We have what it takes when it comes to data centers. It's the same services we already provide for our core client base, like oil and gas, but here we're using a new use case. It takes a little time to get this going, but we already had that wins.

Speaker #2: The second priority is the diversification. And those industries like you mentioned is infrastructure, power generation, where we again, we're winning new contracts. They're it's all about capabilities and all about building that go-to-market strategy.

Speaker #2: So while we're working on capabilities, while we're investing in that part, we're also looking at how best to competitively position ourselves. Again, a great example will be data centers.

Speaker #2: We have what it takes when it comes to data centers. It's the same services we already provide for our core client base like oil and gas, but here we're using a new use case.

Speaker #2: So it takes a little time to get this going, but we already had that wins. And margin profile to answer to your question is higher because those services in high demand at the moment and the demand is very visible.

Natalia Shuman: Margin profile, to answer to your question, is higher because those services in high demand at the moment, and the demand is very visible. That's allows us to again, to position us competitively well and still generate sufficient amount of margins.

Speaker #2: So that's allows us to again, to position us competitively well and still generate sufficient amount of margins.

Mitchell Pinheiro: Okay. As, by the way, just one more question. I'm sorry.

Natalia Shuman: Sure.

Mitchell Pinheiro: When you look at the revenue guidance for this year, you know, like the difference between the low end of the range and the high end of the range is what? Why would we be at the low end versus why would we be at the high end?

Speaker #5: Okay. And by the way, just one more question. I'm sorry. When you look at the revenue guidance for this year, the difference between the low end of the range and the high end of the range, is what?

Speaker #5: What type of why would we be at the low end versus why would we be at the high end?

Natalia Shuman: Good question. Basically the reason is there is a couple of scenarios that we're looking at, right? Our large share of our business is still in oil and gas. Our customers, although they did, already present themselves as I would describe it, less pessimistic, but they're still quite cautious. It's a large portion of our business. Depending on how oil and gas customers do this year would largely impact our performance. We're quite confident when it comes to, you know, aerospace and defense, infrastructure, power generations, we will generate sufficient amount of growth there. Again, it's a smaller share of our total revenue, and therefore we are dependent on the oil and gas market.

Speaker #2: Good question. So basically, the reason is so there's a couple of scenarios that we're looking at, right? And our large share of our business is still in oil and gas.

Speaker #2: And so our customers, although they did already present themselves as, I would describe it, less pessimistic, they are still quite cautious. So it's a large portion of our business.

Speaker #2: So depending on how oil and gas customers do this year, would largely impact our performance. So we're quite confident when it comes to aerospace and defense, infrastructure, power generations, we will generate sufficient amount of growth there.

Speaker #2: But again, it's a smaller share of our total revenue. And therefore, we are dependent on the oil and gas market. We are making again, all these strategic plan is about diversify as much as possible.

Natalia Shuman: We are making again, all this strategic plan is about to diversify as much as possible, so we are less dependent. At this time, this is our scenario. It all depends how well we do at the oil and gas market.

Speaker #2: So, we're not—we are less dependent, but at this time, this is our scenario: we're all dependent on how well we do in the oil and gas market.

John Franzreb: All right. Well, thank you. That's all for me.

Mitchell Pinheiro: All right. Well, thank you. That's all for me.

Natalia Shuman: Thank you.

Operator: Our next question comes from John Franzreb with Sidoti & Co. Please unmute your line and ask your question.

Speaker #5: Right. Well, thank you. That's all from me.

Speaker #2: Thank you.

Speaker #1: Our next question. John Franzrab with Sadoti & Co. Please unmute your line and ask your question.

John Franzreb: Good morning, everyone, and thanks for taking the questions. I'd like to start with the Q4 results, especially the improvement in the gross margin profile. I was wondering if you could quantify, you know, how much of that is pricing versus mix versus maybe exiting some of the unprofitable businesses. Can you kinda, you know, put a bandwidth around where the improvements came from?

Speaker #6: Good morning, everyone, and thanks for taking the questions. I'd like to start with the fourth quarter results, especially the improvement in the gross margin profile.

Speaker #6: I was wondering if you could quantify how much of that is pricing versus mix versus maybe exiting some of the unprofitable businesses. Can you kind of put a bandwidth around where the improvements came from?

Natalia Shuman: Absolutely. I will start and qualitatively, and then Ed will add if anything. There's three distinct factors that influence our performance in Q4. You know, it's a mix, a favorable revenue mix, number one. Number two, it's improved pricing discipline, and number three is really the operating efficiency. There's less impact of the unprofitable branches or laboratories closures, and I will talk about it. Let me unpack it a little bit. Obviously, revenue mix comes with the expansion of the aerospace and defense, right? As our laboratory business contributed really well, as well as our data services. Again, we saw great growth in PCMS due to multiple implementations. That's revenue mix that contributed to higher gross margins. If I have to quantify...

Speaker #2: Absolutely. I will start, and qualitatively, and then Ed will add if anything. So, there's factors that influence our performance in Q4, and it's a mix—a favorable revenue mix.

Speaker #2: Number one. Number two, it's improved pricing discipline. And number three is really the operating efficiency. So there's less impact from the unprofitable branches or laboratory closures.

Speaker #2: And we'll talk about it, but let me unpack it a little bit. So, obviously, revenue mix comes with the expansion of the aerospace and defense, right?

Speaker #2: Our laboratory business contributed really well, as did our data services. So again, we saw great growth in PCMS due to multiple implementations.

Speaker #2: So that's revenue mix that contributed to higher gross margins. If I have to quantify, let me touch on the pricing first. So, pricing discipline.

Natalia Shuman: Let me touch on the pricing first. Pricing discipline. As we already mentioned in 2025, in the beginning, we had established very rigorous pricing programs, and now they are working really well. The pricing discipline and again, in the Q4, when we had a surge in demand in aerospace and defense, we were able to apply that pricing discipline, and we had some expedited fees. In fact, it's again had a positive impact on our gross margins. If I have to quantify it's probably think about it as 25% price and 75% volume, specifically in aerospace and defense. Then on operating efficiencies, right?

Speaker #2: So, as we already mentioned, in 2025, in the beginning, we had established very rigorous pricing programs, and now they are working really well.

Speaker #2: So the pricing discipline and again, in the Q1 when in the Q4 when we had a surge in demand in aerospace and defense, we were able to apply that pricing discipline and we had some expedited fees and in fact, it's again, had a positive impact into our gross margins.

Speaker #2: So if I have to quantify it, I'd probably think about it as 25% price and 75% volume, specifically in aerospace and defense. And then on operating efficiencies, right?

Natalia Shuman: It's obviously there is some restructuring impact, it's minimal. It's around 1.5%, it's not big. It's really the effect of price and the mix.

Speaker #2: Obviously, there is some restructuring impact, but it's minimal. It's around 1.5%, but it's not big. So it's really the effect of price and the mix.

John Franzreb: Got it. Just maybe to reframe one of the previous questions, is there a way to call out how much of your aerospace and defense revenues are just in defense?

Speaker #5: Got it. And just, maybe to reframe one of the previous questions, is there a way to call out how much of your aerospace and defense revenues are just in defense?

Natalia Shuman: Just in defense, I probably would say, and we can follow up with you on that. I probably would say 70% aerospace, commercial airspace and private space, and about 30% to 35% in defense. We have very good presence in defense in international segment. That's where we, you know, we see that increase again as defense budgets are going up. It's clearly benefits and creates positive impact.

Speaker #2: Just in defense, I probably would say—and we can follow up with you on that—I probably would say it's 70% aerospace, commercial aerospace and private space, and about 30% to 35% in defense.

Speaker #2: We have very—we have good presence in defense in the international segment. And that's where we see that increase again, as defense budgets are going up.

Speaker #2: So it clearly benefits and creates a positive impact.

John Franzreb: Understood. Natalia, it seems to me like you're taking maybe a more cautious view to the oil and gas market in 2026 than you were, say, 3 months ago. Is that extending to the current upcoming turnaround season, or are you just looking at 2026 as a whole?

Speaker #5: Understood. And Natalia, it seems to me like you're taking maybe a more cautious view to the oil and gas market in 2026 than you were safely months ago.

Speaker #5: Does that extend into the current upcoming turnaround season, or are you just looking at 2026 as a whole?

Natalia Shuman: A couple of comments here. Let me start with turnarounds, right? We had exceptionally good turnaround season in 2025. Whenever a turnaround happens, it's usually not every year because customers have to extensively plan for turnaround. It's usually once in 3 years, once in 2 years. This particular year, 2026, is not that robust when it comes to turnarounds. That's number one. That certainly will have some impact. We still have quite a good visibility into turnarounds already for Q1 and Q3. But certainly that's, I apologize for Q2 and Q3, but certainly this is something that we are still working on. Secondly, you know, if you look at oil and gas, again, what we hear from our customers, they actually do not spend as much on CapEx.

Speaker #2: A couple of comments here. Let me start with turnarounds, right? So we had exceptionally good turnaround in the 2020 turnaround season and in 2025. So whenever turnarounds happen, it's usually not every year.

Speaker #2: Because customers have to extensively plan for turnarounds. So it's usually once in three years, once in two years. So this particular year, 2026, is not that robust when it comes to turnarounds.

Speaker #2: So that's number one. That certainly will have some impact. We still have quite a good visibility into turnarounds already for Q1 and Q3. But certainly, that's apologies.

Speaker #2: For Q2 and Q3. But certainly, this is something that we are still working on. Secondly, if you look at oil and gas, again, what we hear from our customers, they actually do not spend as much on Capex.

Natalia Shuman: They are projecting to be flat or somewhat down. What it means for us is they will maintain their maintenance budgets, right? They want to get their life, more life out of their assets basically. That means that it should favorably impact us. I don't foresee some negative impact in oil and gas and by any means. I do see that we have a very good opportunity, especially with our data services. We have to be a bit, you know, cautious. Again, to me, I think it largely depends on, you know, on the spending of our oil and gas customers.

Speaker #2: They're projecting to be flat or somewhat down. What it means for us is, they will maintain their maintenance budgets, right? So they want to get more life out of their assets, basically.

Speaker #2: And so that means that it should favorably impact us. So I don't foresee some negative impact in oil and gas, by any means.

Speaker #2: I do see that we have a very good opportunity, especially with our data services. But we have to be a bit cautious. Again, to me, I think it largely depends on the spending of our oil and gas customers.

John Franzreb: Understood. I got a bunch of more questions, but I'll ask this last one to get back into queue. Regarding the CapEx increase to 4.5%, is that viewed as a one-time 2026 phenomenon, or do you expect to be spending at an elevated level for maybe a couple of years?

Speaker #5: Understood. And I got a bunch of more questions, but I'll ask this last one to get back into Q. Regarding the CAPEX increase to four and a half percent, is that viewed as a one-time 2026 phenomenon or do you expect to be spending at an elevated level for maybe a couple of years?

Natalia Shuman: That's right. We anticipate CapEx to remain at elevated levels in 2026 and into 2027.

Speaker #2: That's right. We anticipate CAPEX to remain at elevated levels in 2026 and into 2027, but then we anticipate the intensity to moderate after that.

John Franzreb: Okay.

Natalia Shuman: We anticipate the intensity to moderate after that and kind of following the completion of our key initiatives that's driven by our strategic plan. That's the outlook. We expect our CapEx to return to our historical depreciation levels after 2027, to about 3% of revenue.

Speaker #2: And kind of following the completion of our key initiatives that's driven by our strategic plan. So that's the outlook. And then we expect our COPEX to return to our historical depreciation levels after 2027 to about 3% of revenue.

John Franzreb: Got it. Thanks for taking the questions. I'll get back to you.

Natalia Shuman: Thank you, John.

Operator: Our next question comes from Gowshi Sri with Singular Research. Please unmute your line and ask your question.

Speaker #5: Got it. Thanks for taking the questions. I'll get back to you.

Speaker #2: Thank you, John.

Speaker #1: Our next question comes from Gao Xisui with Singular Research. Please unmute your line and ask your question.

Gowshi Sri: Yeah, hi. Can you hear me?

Natalia Shuman: Yes. Hi.

Gowshi Sri: Good morning. Just a few questions from my side. Firstly, on the international, the profitability seemed to have improved quite nicely there. So just was wondering, are those gains concentrated in just a couple of standout contracts or countries? Or do you feel that you've made more systemic changes in pricing, cost structure, or customer mix that should make that improvement more sustainable in 2026 as well?

Speaker #4: Yeah. Hi. Can you hear me?

Speaker #2: Yes. Hi.

Speaker #4: Thanks. Good morning. Yeah. Just a few questions from my side. Firstly, on the. International, the profitability seemed to have improved quite nicely. So just was wondering, are those gains concentrated in just a couple of standout contracts or countries?

Speaker #4: Or do you feel that you have made more systemic changes in pricing, cost, structure, or customer mix that should make that improvement more sustainable in 2026 as well?

Natalia Shuman: It is structural improvement. Just to answer to your questions directly. We internationally had a very good year. We had overall 6% increase in our revenues and improved margins profile. There in international, we have quite diversified platform. In fact, oil and gas was slightly down in international for the year, but we did have good increase in airspace and defense. We had good increase in infrastructure, good increase in power generation. The international segments and the teams in Europe and elsewhere did really, really well. From margins profile, you know, we will invest slightly in our international facilities as well.

Speaker #2: It is structural improvement. Just to answer to your questions, directly, we did internationally had a good year, very good year. We had overall 6% increase in our revenues and improved margins profile.

Speaker #2: So, there, in International, we have quite a diversified platform. In fact, oil and gas was slightly down in International for the year, but we did have a good increase in aerospace and defense.

Speaker #2: We had a good increase in infrastructure. Good increase in power generation. So they did the international segments, and the teams in Europe and elsewhere did really, really well.

Speaker #2: So, from a margins profile, we will invest slightly in our international facilities as well. So we will see some capacity enlargement and capacity constraints removal.

Natalia Shuman: We will see some capacity enlargement and capacity constraints removal. We would anticipate margins to be sustainable in the long run.

Speaker #2: So we would anticipate margins to be sustainable in the long run.

Gowshi Sri: Okay. Secondly, on your largest, let's say, strategic accounts, particularly in the oil and gas sector, how has your wallet share and contract duration trended over the last 12 to 18 months as you have shifted towards, you know, higher value, more integrated offerings? Are you seeing any change in competitive dynamics or insourcing there that would make the wallet share harder to hold in 2026?

Speaker #4: Okay. And then secondly, on your largest, let's say, strategic accounts, particularly in the oil and gas sector, how has your wallet share and contract duration trended over the last 12 to 18 months as you have shifted towards higher-value, more integrated offerings?

Speaker #4: Are you seeing any change in competitive dynamics or insourcing there that would make the wallet share harder to hold in 2026?

Natalia Shuman: I would not, and thank you for this question. I would not say it's harder to hold the wallet share. It's just we see that there is more appetite from our customers, to consider digital platforms, to consider data analytics, data insights. We see this as a very good opportunity for us to introduce the higher value work to them, right? That benefits them as they continue to execute capital discipline. Having said that, they're also increasing their risk managing spending. Again, to increase the efficiency, the operational excellence, the asset life extension. They have higher demands. All our strategic customers come to us, to help them to create that digital data platforms now, right? There's much more appetite, to look at these type of solutions, the integrated offerings.

Speaker #2: I would not. And thank you for this question. I would not say it's harder to hold the wallet share. It's just we see that there is more appetite from our customers to consider the to consider digital platforms, to consider data analytics, data insights.

Speaker #2: And we see this is a very good opportunity for us to introduce the higher value work to them, right? That benefits them as they continue to execute capital discipline.

Speaker #2: Having said that, they managing spending. So again, to increase the efficiency, the operational excellence, the asset life extension, and so they have higher demands all our strategic customers come to us to help them to create that digital data platforms now, right?

Speaker #2: So there's much more appetite to look at this type of solutions—the integrated offering. So that's what we see, particularly there.

Natalia Shuman: That's what we see, particularly there. It's not harder to keep and retain the volume, but we are shifting away from the commoditized kind of just NDT services to more value-driven solutions where we are expanding our offerings to include data analytics, to include digital data, to include the digital platform. That's what we're essentially doing, expanding that services portfolio for our existing oil and gas customers. Again, you know, from the bid activity, from the, you know, our sales activity, we see that increased interest because again, they're very much in tune with what they need to do in terms of the risk management when they expect more from their assets, right?

Speaker #2: So it's not that it's harder to keep and retain the volume, but we are shifting away from the commoditized, kind of just entity services to more value-driven solutions, where we are expanding our offerings to include data analytics, to include digital data, to include the digital platform.

Speaker #2: And that's what we're essentially doing—expanding that services portfolio for our existing oil and gas customers. And again, from the bid activity, from our sales activity, we see that increased interest because, again, they’re very much in tune with what they need to do in terms of risk management when they expect more from their assets, right?

Natalia Shuman: Because, you know, there is a more load, right, the more bigger probability of failure. They have to manage their risks.

Speaker #2: Because there is more load, right? There’s a bigger probability of failure. So they have to manage their risks.

Gowshi Sri: Okay. Understood that, Francine. That's all from my side. Thank you.

Natalia Shuman: Thank you.

Edward J. Prajzner: Thank you.

Ed Prajzner: Thank you.

Operator: Our next question comes from Alex Riegel with Texas Capital Securities. Please unmute your line and ask your question.

Speaker #4: Okay. Understood. That's helpful. That's all from my side. Thank you.

Speaker #2: Thank you.

Speaker #1: Thank you. Our next question comes from Alex Ragil with Texas Capital Securities. Please unmute your line and ask your question.

Alex Riegel: Thank you very much. Very nice quarter. As it relates to the restructuring actions over kind of like the last 12 months or so, can you talk to or quantify the long-term cost savings and also address, sort of any negative revenue headwinds that you could be facing in 2026 because of this?

Speaker #5: Thank you very much, very nice quarter. As it relates to the restructuring actions over kind of like the last 12 months or so, can you talk to or quantify the long-term cost savings, and also address sort of any negative revenue headwinds that you could be facing in 2026 because of those?

Edward J. Prajzner: Thanks, Alex. I'll address that question. Yeah, the restructuring was elevated in 25 over 4. As you saw that $12 million. That's a combination of severance in there from headcount reductions. There's lease breaks in there and other strategic actions we've taken to really drive, you know, efficiencies and productivities. There is a good payback on much of that. I mean, the facilities, the lab closures that we talked about throughout the year, you know, there is payback there. That's an uplift to the margins. You know, there was no contraction of business. There's not a negative revenue implication from those restructurings. We really, you know, are streamlining and driving for efficiency, more throughput.

Ed Prajzner: Thanks, Alex. I'll address that question. Yeah, the restructuring was elevated in 25 over 4. As you saw that $12 million. That's a combination of severance in there from headcount reductions. There's lease breaks in there and other strategic actions we've taken to really drive, you know, efficiencies and productivities. There is a good payback on much of that. I mean, the facilities, the lab closures that we talked about throughout the year, you know, there is payback there. That's an uplift to the margins. You know, there was no contraction of business. There's not a negative revenue implication from those restructurings. We really, you know, are streamlining and driving for efficiency, more throughput.

Speaker #6: Thanks, Alex. I'll address that question. So, yeah, the restructuring was elevated in 2025 for us. You saw that $12 million? That's a combination of severance in there from headcount reductions.

Speaker #6: There’s lease breaks in there, and other strategic actions we’ve taken to really drive efficiencies and productivity. So, there is a good payback on much of that.

Speaker #6: I mean, the facilities, the lab closures that we talked about throughout the year—there is payback there. That’s an uplift to the margins. There was no contraction of business.

Speaker #6: There's not a negative revenue implication from those restructurings. We really are streamlining and driving for efficiency, more throughput. Natalia mentioned earlier, getting another shift of operational effectiveness out of an existing site by really debottlenecking our own, sort of, self-induced capacity constraints.

Edward J. Prajzner: Natalia mentioned earlier, you know, getting another shift of operational effectiveness out of an existing site by really, you know, de-bottlenecking, our own sort of self-induced capacity constraints. That's a big part of restructuring is about, is really to have clean line of sight, delayering the organization to speed up, you know, decision-making. There's a lot of soft benefits as well there. Most of that cost is out. Again, some of the heads got replaced. That's not a direct one-for-one savings, but facilities is definitely a savings. There was some one-time expenses here, driving strategy and other things in restructuring in 2025. This number will moderate significantly in 2026. That number will come back down. It was also, you know, a drag on our free cash flow a little bit.

Ed Prajzner: Natalia mentioned earlier, you know, getting another shift of operational effectiveness out of an existing site by really, you know, de-bottlenecking, our own sort of self-induced capacity constraints. That's a big part of restructuring is about, is really to have clean line of sight, delayering the organization to speed up, you know, decision-making. There's a lot of soft benefits as well there. Most of that cost is out. Again, some of the heads got replaced. That's not a direct one-for-one savings, but facilities is definitely a savings. There was some one-time expenses here, driving strategy and other things in restructuring in 2025. This number will moderate significantly in 2026. That number will come back down. It was also, you know, a drag on our free cash flow a little bit.

Speaker #6: That's a big part of what restructuring is about—really to have a clean line of sight, de-layering the organization to speed up decision-making. So there's a lot of soft benefits as well there.

Speaker #6: But most of that cost is out. Again, some of the heads got replaced. That's not a direct one-for-one savings, but facilities is definitely a savings.

Speaker #6: And there were some one-time expenses here driving strategy and other things in restructuring in '25. This number will moderate significantly in '26. So that number will come back down.

Edward J. Prajzner: We look for returns on the, you know, the reorg expense that we booked here and, you know, you will see that kind of reflecting itself in 2026.

Ed Prajzner: We look for returns on the, you know, the reorg expense that we booked here and, you know, you will see that kind of reflecting itself in 2026.

Speaker #6: It was also a drag on our free cash flow a little bit. But we look for returns on the reorg expense that we've booked here.

Alex Riegel: As we look out longer term, can you help us to or remind us what your sort of longer term organic revenue growth and EBITDA margins could look like for this business that you're improving?

Speaker #6: And you will see that kind of reflecting itself in '26.

Speaker #5: And then, as we look out longer term, can you help us to—or remind us what your sort of longer-term organic revenue growth and EBITDA margins could look like for this business that you're improving?

Natalia Shuman: Yes. Thanks, Alex. So when we look at our strategic plan, we're looking at a CAGR about 5% through 2030. And for margins, our aspirations are to reach 15% margins. EBITDA margin. That's the profile we're looking at.

Speaker #2: Yes. Thanks, Alex. So when we look at our strategic plan, are we looking at a CAGR about 5% through '2030? And for margins, our aspirations are to reach 15% margins.

Alex Riegel: Very helpful. Thank you very much.

Speaker #2: EBITDA margin. That's a profile we're looking at.

Natalia Shuman: Thank you.

Operator: At this time, I see no callers in the queue, so I will hand the call back to Ms. Schumann for her closing remarks.

Speaker #5: Very helpful. Thank you very much.

Speaker #1: Thank you. This time, I see no callers in the queue, so I'll hand the call back to Ms. Shuman for her closing remarks.

Natalia Shuman: Thank you, Luke. Thank you everyone for joining this call today and for your continued interest in MISTRAS. I look forward to providing you with an update on our business, strategic plan, and progress achieved towards our ongoing initiatives on our next call. Thank you, everyone.

Speaker #7: Thank you, Luke. And thank you, everyone, for joining this call today and for your continued interest in Mistras. I look forward to providing you with an update on our business strategic plan and progress achieved towards our ongoing initiatives on our next call.

Operator: This ends today's conference call. You may disconnect at this time.

Speaker #7: Thank you, everyone.

Q4 2025 Mistras Group Inc Earnings Call

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