Q2 2026 Voyager Technologies Inc Earnings Call

August 4, 2026

Speaker #1: Welcome to the Voyager Technologies Q2 2026 financial results conference call. At this time, all participants have been placed on listen-only mode, and the floor will be open for your questions following the presentation.

Operator: Welcome to the Voyager Technologies Q2 2026 Financial Results Conference Call. At this time, all participants have been placed on a listen-only mode, and the floor will be open for your questions following the presentation. If you would like to ask a question at that time, please press star 1 on your telephone keypad. If at any point your question has been answered, you may remove yourself from the queue by pressing star 1 again. Others can hear your questions clearly, we ask that you pick up your handset for best sound quality. Lastly, if you should require operator assistance, please press star 0. I would now like to turn the call over to your first speaker today, Phil De Sousa, Voyager's Chief Financial Officer. Mr. De Sousa, the floor is yours.

Operator: Welcome to the Voyager Technologies Q2 2026 Financial Results Conference Call. At this time, all participants have been placed on a listen-only mode, and the floor will be open for your questions following the presentation. If you would like to ask a question at that time, please press star one on your telephone keypad. If at any point your question has been answered, you may remove yourself from the queue by pressing star one again. Others can hear your questions clearly, we ask that you pick up your handset for best sound quality. Lastly, if you should require operator assistance, please press star zero. I would now like to turn the call over to your first speaker today, Phil De Sousa, Voyager's Chief Financial Officer. Mr. De Sousa, the floor is yours.

Speaker #1: If you would like to ask a question at that time, please press star 1 on your telephone keypad. If at any point your question has been answered, you may remove yourself from the queue by pressing star 1 again.

Speaker #1: So others can hear your questions clearly, we ask that you pick up your handset for best sound quality. Lastly, if you see require operator assistance, please press star 0.

Speaker #1: I would now like to turn the call over to your first speaker today, Phil DeSousa, Voyager’s Chief Financial Officer. Mr. DeSousa, the floor is yours.

Speaker #2: Thank you, and good morning everyone. I'm joined today by Dylan Taylor, our Chairman and Chief Executive Officer. Today's call includes forward-looking statements which involve risks and uncertainties detailed in our earnings materials and SEC filings, including the risk factors section of our annual report on Form 10-K.

Phil De Sousa: Thank you, and good morning, everyone. I'm joined today by Dylan Taylor, our Chairman and Chief Executive Officer. Today's call includes forward-looking statements which involve risks and uncertainties detailed in our earnings materials and SEC filings, including the risk factors section of our annual report on Form 10-K. We undertake no obligation to update these statements. We will also discuss non-GAAP financial measures. A reconciliation of these measures is available in our earnings materials on our website. I'll now turn the call over to Dylan to begin with slide three.

Phil De Sousa: Thank you, and good morning, everyone. I'm joined today by Dylan Taylor, our Chairman and Chief Executive Officer. Today's call includes forward-looking statements which involve risks and uncertainties detailed in our earnings materials and SEC filings, including the Risk Factors section of our annual report on Form 10-K. We undertake no obligation to update these statements. We will also discuss non-GAAP financial measures. A reconciliation of these measures is available in our earnings materials on our website. I'll now turn the call over to Dylan to begin with slide three.

Speaker #2: We undertake no obligation to update these statements. We will also discuss non-GAAP financial measures, a reconciliation of these measures is available in our earnings materials on our website.

Speaker #2: I'll now turn the call over to Dylan to begin with Slide 3.

Speaker #3: Thank you, Phil, and good morning, everyone. Our record Q2 results further validate what we've been discussing with investors over the past year—that demand across defense modernization, national security, and the rapidly expanding space economy continues to accelerate.

Dylan Taylor: Thank you, Phil, and good morning, everyone. Our record Q2 results further validate what we've been discussing with investors over the past year, that demand across defense modernization, national security, and the rapidly expanding space economy continues to accelerate, and Voyager is increasingly converting that demand into measurable growth. This quarter was a decisive milestone. We delivered record revenue, record bookings, and entered the H2 with record backlog. We recently completed the acquisition of Astrobotic and are today raising our full-year revenue guidance. Collectively, these achievements demonstrate the strength of our strategy, the quality of our execution, and the increasing relevance of our technologies across some of the world's highest priority growth markets. Revenue reached a record $53 million, increasing 51% sequentially as programs continued that transition from development into production.

Speaker #3: And Voyager is increasingly converting that demand into measurable growth. This quarter was a decisive milestone. We delivered record revenue, record bookings, and entered the second half with record backlog.

Speaker #3: We recently completed the acquisition of Astrobotic, and are today raising our full-year revenue guidance. Collectively, these achievements demonstrate the strength of our strategy, the quality of our execution, and increasing relevance of our technologies across some of the world's highest-priority growth markets.

Speaker #3: Revenue reached a record $53 million increasing 51% sequentially as programs continued that transition from development into production. Just as importantly, bookings accelerated to a record $113 million driving backlog to a record $336 million and providing increased visibility into both the remainder of 2026 and 2027.

Dylan Taylor: Just as importantly, bookings accelerated to a record $113 million, driving backlog to a record $336 million and providing increased visibility into both the remainder of 2026 and 2027. Perhaps the most significant takeaway is that demand continues to build faster than what we're converting into revenue. As bookings consistently outpace revenue, backlog continues to expand, reinforcing our confidence that today's growth is supported by durable customer demand rather than quarterly timing. The acquisition of Astrobotic significantly expands our participation across the lunar economy and provides another example of our disciplined approach to capital allocation. Combined with our existing capabilities, Astrobotic further strengthens Voyager's leadership position across the future of the space infrastructure market.

Speaker #3: Perhaps the most significant takeaway is that demand continues to build faster than what we're converting into revenue. As bookings consistently outpace revenue, backlog continues to expand, reinforcing our confidence that today's growth is supported by durable customer demand rather than quarterly timing.

Speaker #3: The acquisition of Astrobotic significantly expands our participation across the lunar economy and provides another example of our disciplined approach to capital allocation. Combined with our existing capabilities, Astrobotic further strengthens Voyager's leadership position across the future of the space infrastructure market.

Speaker #3: Taken together, continued execution accelerating demand strategic capital deployment and increased revenue visibility we are confident in raising our full-year 2026 revenue guidance to $275 million to $305 million representing growth of approximately 66% to 84% over last year.

Dylan Taylor: Taken together, continued execution, accelerating demand, strategic capital deployment, and increased revenue visibility, we are confident in raising our full year 2026 revenue guidance to $275 million to $305 million, representing growth of approximately 66% to 84% over last year. Turning to slide four. The wide breadth of our bookings this quarter demonstrates that demand continues expanding across our platform rather than being driven by a single customer or a single program. During the quarter, we secured $113 million in new awards spanning propulsion, advanced electronics, autonomous mission systems, AI-enabled technologies, and commercial space infrastructure. This broad-based demand reinforces our confidence that the markets we serve continue to strengthen and provide significant long-term growth potential. Golden Dome-related awards totaled $84 million and spanned across multiple customers, multiple programs of record, and several distinct technology platforms. We view Golden Dome as much more than a single procurement opportunity.

Speaker #3: Turning to slide 4, the wide breadth of our bookings this quarter demonstrates that demand continues expanding across our platform rather than being driven by a single customer or a single program.

Speaker #3: During the quarter, we secured $113 million in new awards spanning propulsion, advanced electronics, autonomous mission systems, AI-enabled technologies, and commercial space infrastructure. This broad-based demand reinforces our confidence that the markets we serve continue to strengthen and provide significant long-term growth potential.

Speaker #3: Golden Dome related awards totaled $84 million and spanned across multiple customers, multiple programs of record, and several distinct technology platforms. We view Golden Dome as much more than a single procurement opportunity.

Speaker #3: It represents a multi-year modernization initiative spanning sensing, communications, propulsion, autonomous mission systems, and resilient space infrastructure. All areas where Voyager already delivers differentiated technologies.

Dylan Taylor: It represents a multi-year modernization initiative spanning sensing, communications, propulsion, autonomous mission systems, and resilient space infrastructure, all areas where Voyager already delivers differentiated technologies. As this architecture continues to develop, we believe Voyager is exceptionally well-positioned to participate across numerous layers of this critical missile defense architecture. We also secured a multimillion-dollar award to deliver an agentic AI spectrum operations platform supporting autonomous mission systems for an undisclosed customer. This reflects increasing customer demand for AI-enabled decision advantage and highlights our growing position within next-generation defense technologies. Finally, we continued expanding our commercial space leadership through additional mission management awards, including Exobiosphere. While relatively limited today by the operating capacity of the International Space Station, opportunities like these reinforce our confidence that commercial space infrastructure will become an increasingly important growth driver over the coming decade. Turning to slide five.

Speaker #3: As this architecture continues to develop, we believe Voyager is exceptionally well-positioned to participate across numerous layers of this critical missile defense architecture. We also secured a multi-million dollar award to deliver an agentic AI spectrum operations platform supporting autonomous mission systems for an undisclosed customer.

Speaker #3: This reflects increasing customer demand for AI-enabled decision advantage, and highlights our growing position within next-generation defense technologies. Finally, we continue to expanding our commercial space leadership through additional mission management awards, including Exo Biosphere, while relatively limited today by the operating capacity of the International Space Station, opportunities like these reinforce our confidence that commercial space infrastructure will become an increasingly important growth driver over the coming decade.

Speaker #3: Turning to slide 5, following quarter end, we completed the acquisition of Astrobotic and important milestone in executing our long-term growth strategy. We believe that next-generation of the space economy will increasingly be defined by permanent infrastructure rather than individual missions.

Dylan Taylor: Following quarter end, we completed the acquisition of Astrobotic, an important milestone in executing our long-term growth strategy. We believe the next generation of the space economy will increasingly be defined by permanent infrastructure rather than individual missions. The moon represents one of the most compelling long-term infrastructure opportunities within that broader trend, and Astrobotic significantly expands Voyager's contributions across that ecosystem. Astrobotic brings highly differentiated capabilities across lunar delivery, surface mobility, infrastructure, autonomous systems, reusable launch technologies, and advanced robotics. Combined with Voyager's existing strengths in communications, computing, propulsion, mission systems, and space infrastructure, we now participate across substantially more of the lunar value chain and technology stack, clearly differentiating us from other lunar competitors. Beyond the strategic fit, Astrobotic contributes an experienced team, a strong intellectual property portfolio, deep customer relationships, and a proven position supporting both government and commercial customers. Turning to slide six.

Speaker #3: The Moon represents one of the most compelling long-term infrastructure opportunities within that broader trend, and Astrobotic significantly expands Voyager's contributions across that ecosystem. Astrobotic brings highly differentiated capabilities, across lunar delivery, surface mobility, infrastructure, autonomous systems, reusable launch technologies, and advanced robotics.

Speaker #3: Combined with Voyager's existing strengths in communications, computing, propulsion, mission systems, and space infrastructure, we now participate across substantially more of the lunar value chain and technology stack, clearly differentiating us from other lunar competitors.

Speaker #3: Beyond the strategic fit, Astrobotic contributes an experienced team, a strong intellectual property portfolio, deep customer relationships, and a proven position supporting both government and commercial customers.

Speaker #3: Turning to slide 6, what makes this acquisition particularly compelling is that it combines exceptional strategic alignment with attractive financial characteristics. Astrobotic strengthens Voyager's leadership across one of the fastest-growing areas of the future space economy, while expanding our addressable market and increasing our participation across critical lunar infrastructure.

Dylan Taylor: What makes this acquisition particularly compelling is that it combines exceptional strategic alignment with attractive financial characteristics. Astrobotic strengthens Voyager's leadership across one of the fastest-growing areas of the future space economy, while expanding our addressable market and increasing our participation across critical lunar infrastructure. Operationally, there is very little overlap between the businesses, creating substantial opportunities for revenue synergies as we combine complementary technologies across existing customer relationships. Financially, Astrobotic strengthens our long-term growth profile and is expected to become accretive to revenue growth, EBITDA, earnings per share, and cash generation over time. Turning to slide seven. Looking briefly at the transaction structure, we acquired Astrobotic for a total potential enterprise value of approximately $300 million, including approximately $171 million of upfront cash and equity consideration, with additional performance-based earn-out opportunities aligned with future growth.

Speaker #3: Operationally, there is very little overlap between the business's creating substantial opportunities for revenue synergies as we combine complementary technologies across existing customer relationships. Financially, Astrobotic strengthens our long-term growth profile and is expected to become a creative to revenue growth, EBITDA, earnings per share, and cash generation over time.

Speaker #3: Turning to slide 7, looking briefly at the transaction structure, we acquired Astrobotic for a total potential enterprise value of approximately $300 million including approximately $171 million of upfront cash and equity consideration, with additional performance-based earn-out opportunities aligned with future growth.

Speaker #3: More importantly, this transaction significantly enhances Voyager's long-term financial profile. We expect Astrobotic to contribute approximately $40 to $50 million of revenue to Voyager in 2026.

Dylan Taylor: More importantly, this transaction significantly enhances Voyager's long-term financial profile. We expect Astrobotic to contribute approximately $40 to 50 million of revenue to Voyager in 2026. When combined with Voyager's existing organic growth opportunities, increasing operating leverage, and meaningful revenue synergies, we believe the acquisition accelerates our pathway towards profitability while strengthening our competitive position across the rapidly expanding space economy. With that, I'll turn the call over to Phil.

Speaker #3: When combined with Voyager’s existing organic growth opportunities, increasing operating leverage, and meaningful revenue synergies, we believe the acquisition accelerates our pathway toward profitability while strengthening our competitive position across the rapidly expanding space economy.

Speaker #3: With that, I'll turn the call over to Phil.

Speaker #2: Thanks, Dylan. So turning to slide 8, the second quarter represented an important operational inflection point for Voyager. After several years of investing in technology development, manufacturing capacity, and customer programs, we're beginning to see those investments translate into accelerating financial performance.

Phil De Sousa: Thanks, Dylan. Turning to slide 8. The second quarter represented an important operational inflection point for Voyager. After several years of investing in technology development, manufacturing capacity, and customer programs, we're beginning to see those investments translate into accelerating financial performance. Revenue reached a record $53 million, increasing 51% sequentially and 15% year-over-year, as multiple development programs transitioned into production and backlog increasingly converted into revenue. Equally important, demand continued to strengthen across the business. Bookings reached a record $113 million, resulting in a 2.1 times book-to-bill ratio and increasing backlog to a record $336 million. Gross profit improved sequentially as higher production volumes began absorbing fixed manufacturing and overhead costs.

Phil De Sousa: Thanks, Dylan. Turning to slide 8. The second quarter represented an important operational inflection point for Voyager. After several years of investing in technology development, manufacturing capacity, and customer programs, we're beginning to see those investments translate into accelerating financial performance. Revenue reached a record $53 million, increasing 51% sequentially and 15% year-over-year, as multiple development programs transitioned into production and backlog increasingly converted into revenue. Equally important, demand continued to strengthen across the business. Bookings reached a record $113 million, resulting in a 2.1x book-to-bill ratio and increasing backlog to a record $336 million. Gross profit improved sequentially as higher production volumes began absorbing fixed manufacturing and overhead costs.

Speaker #2: Revenue reached a record $53 million, increasing 51% sequentially, and 15% year over year, as multiple development programs transitioned into production and backlogs increasingly converted into revenue.

Speaker #2: Equally important, demand continued to strengthen across the business. Bookings reached a record $113 million, resulting in a 2.1 times book-to-bill ratio and increasing backlog to a record $336 million.

Speaker #2: Gross profit improved sequentially as higher production volumes began absorbing fixed manufacturing and overhead costs. While margins remained below our long-term targets, the quarter represents yet another step along the path toward improving operating leverage as production and volumes continue to scale.

Phil De Sousa: While margins remained below our long-term targets, the quarter represents yet another step along the path towards improving operating leverage as production and volumes continue to scale. Adjusted EBITDA was a loss of $38 million, modestly ahead of our internal expectations, despite continued investment across engineering, internally funded R&D, and production capacity. Importantly, these investments are intentional. We continue allocating capital towards differentiated technologies, manufacturing capacity, and future growth opportunities because we believe today's demand environment supports significant long-term value creation. Turning to slide 9. We believe bookings and backlog continue to represent one of the strongest indicators of Voyager's future growth trajectory. Record quarterly bookings of $113 million were driven by broad-based demand. Importantly, the quality of our bookings remains exceptionally strong. Our awards continue to be diversified across multiple customers, agencies, programs of record, contract vehicles, and technology platforms.

Speaker #2: Adjusted EBITDA was a loss of $38 million, modestly ahead of our internal expectations despite continued investment across engineering, internally funded R&D, and production capacity.

Speaker #2: Importantly, these investments are intentional. We continue allocating capital toward differentiated technologies manufacturing capacity and future growth opportunities because we believe today's demand environment supports significant long-term value creation.

Speaker #2: Turn to slide 9. We believe bookings and backlog continue to represent one of the strongest indicators of Voyager's future growth trajectory. Record quarterly bookings of $113 million were driven by broad-based demand.

Speaker #2: Importantly, the quality of our bookings remains exceptionally strong, our awards continue to be diversified across multiple customers, agencies, programs of record, contract vehicles, and technology platforms.

Speaker #2: As bookings continue outpacing revenue conversion, backlog increased to a record $336 million, providing increasing visibility into both 2026 and 2027, while reinforcing our confidence in our long-term growth outlook.

Phil De Sousa: As bookings continue outpacing revenue conversion, backlog increased to a record $336 million, providing increasing visibility into both 2026 and 2027 while reinforcing our confidence in our long-term growth outlook. The key takeaway here is that trajectory of both bookings and backlog continues to accelerate. Over the past several quarters, we have seen demand build across the portfolio. We believe this reflects increasing customer adoption, expanding program participation, and growing demand across our core offerings. Turning to slide 10, I'll provide some additional insight to our defense and space segment. This segment continues to demonstrate the strength of Voyager's operating model, with investments made over the past several years increasingly translating into improved operating and financial performance. The second quarter marked an important milestone for this business. We generated record bookings, representing growth of more than 205% year-over-year.

Phil De Sousa: As bookings continue outpacing revenue conversion, backlog increased to a record $336 million, providing increasing visibility into both 2026 and 2027 while reinforcing our confidence in our long-term growth outlook. The key takeaway here is that trajectory of both bookings and backlog continues to accelerate. Over the past several quarters, we have seen demand build across the portfolio. We believe this reflects increasing customer adoption, expanding program participation, and growing demand across our core offerings. Turning to slide 10, I'll provide some additional insight to our Defense and Space segment. This segment continues to demonstrate the strength of Voyager's operating model, with investments made over the past several years increasingly translating into improved operating and financial performance. The second quarter marked an important milestone for this business. We generated record bookings, representing growth of more than 205% year-over-year.

Speaker #2: The key takeaway here is that trajectory of both bookings and backlog continues to accelerate. Over the past several quarters, we have seen demand build across the portfolio.

Speaker #2: We believe this reflects increasing customer adoption, expanding program participation, and growing demand across our core offerings. Turning to slide 10, I'll provide some additional insight to our defense and space segment.

Speaker #2: This segment continues to demonstrate the strength of Voyager's operating model, with investments made over the past several years increasingly translating into improved operating and financial performance.

Speaker #2: The second quarter marked an important milestone for this business. We generated record bookings, representing growth of more than $205% year over year. This drives company backlog to a new record of $336 million.

Phil De Sousa: This drives company backlogs to a new record of $336 million. Demand continues to expand across several of our high-priority technology areas, including advanced propulsion technology and mission electronics, classified autonomous and agentic AI capabilities, Golden Dome-related programs, and of course, continued expansion with our existing customers. These opportunities are supported by long-term secular trends, including defense modernization, missile defense, resilient space architectures, AI-enabled mission systems, and of course, the increasing national security investments. We believe this diversity reinforces that the demand environment is structural rather than program-specific and provides increasing confidence in the durability of our long-term growth outlook. During the quarter, segment revenue increased 15% year over year, more than 51% sequentially, reflecting improved execution, higher production volumes, and stronger backlog conversion across multiple programs. While we continue investing aggressively for future growth, we are beginning to realize the benefits of increasing scale.

Speaker #2: Demand continues to expand across several of our high-priority technology areas, including advanced propulsion technology and mission electronics, classified autonomous and agentic AI capabilities, golden zone-related programs, and of course, continued expansion with our existing customers.

Speaker #2: These opportunities are supported by long-term secular trends, including defense modernization, missile defense, resilient space architectures, AI-enabled mission systems, and, of course, increasing national security investments.

Speaker #2: We believe this diversity reinforces that the demand environment is structural, rather than program-specific, and provides increasing confidence in the durability of our long-term growth outlook.

Speaker #2: During the quarter's segment revenue increased 15% year over year, more than 51% sequentially, reflecting improved execution, higher production volumes, and stronger backlog conversion across multiple programs.

Speaker #2: While we continue investing aggressively for future growth, we are beginning to realize the benefits of increasing scale. During the quarter, we continued investing in engineering talent, internally funded research and development, advanced manufacturing capabilities, automation and production infrastructure, support the significant demand opportunities we see ahead.

Phil De Sousa: During the quarter, we continued investing in engineering talent, internally funded research and development, advanced manufacturing capabilities, automation and production infrastructure to support the significant demand opportunities we see ahead. As we've discussed previously, 2026 remains an investing year as we continue to scale our capabilities to meet growing customer demand. While these investments create near-term pressure on profitability, we continue to expect meaningful operating leverage over time as production volumes increase, manufacturing utilization improves, and revenue growth increasingly outpaces our investment spending. We believe this operating leverage is already beginning to emerge. Adjusted EBITDA continues to reflect our strategic investments while demonstrating early improvements in fixed cost absorption as production activity accelerates. This progression remains consistent with our long-term financial framework and reinforces our confidence in the pathway towards expanding operating margins and profitability. Stepping back, we believe this quarter illustrates the strength of Voyager's strategy.

Speaker #2: As we've discussed previously, 2026 remains an investment year as we continue to scale our capabilities to meet growing customer demand. While these investments create near-term pressure on profitability, we continue to expect meaningful operating leverage over time as production volumes increase, manufacturing utilization improves, and revenue growth increasingly outpaces our investment spending.

Speaker #2: We believe this operating leverage is already beginning to emerge. Adjusted EBITDA continues to reflect our strategic investments while demonstrating early improvements in fixed cost absorption as production activity accelerates.

Speaker #2: This progression remains consistent with our long-term financial framework and reinforces our confidence in the pathway toward expanding operating margins and profitability. Stepping back, we believe this quarter illustrates the strength of Voyager's strategy.

Speaker #2: The investments we've made in differentiated technologies, advanced manufacturing, and strategic capabilities are increasingly translating into operating performance, while the markets we serve continue to expand.

Phil De Sousa: The investments we've made in differentiated technologies, advanced manufacturing, and strategic capabilities are increasingly translating into operating performance, while the markets we serve continue to expand. Combined with record backlogs, accelerating production activity, and a robust opportunity pipeline, we believe the defense and space segment is exceptionally well positioned to deliver sustained organic growth and increased profitability over the coming years. Turning to slide 11, I'll now discuss Starlab. Starlab continued to execute well during the quarter, achieving important technical and program milestones while further strengthening the commercial foundation of the program. The key milestone worth highlighting is that Starlab has now secured over $500 million of signed commercial reservations, demonstrating strong market demand and continued commercial momentum. This demonstrates that Starlab has progressed well beyond a development concept and is already attracting meaningful government and commercial commitments.

Phil De Sousa: The investments we've made in differentiated technologies, advanced manufacturing, and strategic capabilities are increasingly translating into operating performance, while the markets we serve continue to expand. Combined with record backlogs, accelerating production activity, and a robust opportunity pipeline, we believe the Defense and Space segment is exceptionally well positioned to deliver sustained organic growth and increased profitability over the coming years. Turning to slide 11, I'll now discuss Starlab. Starlab continued to execute well during the quarter, achieving important technical and program milestones while further strengthening the commercial foundation of the program. The key milestone worth highlighting is that Starlab has now secured over $500 million of signed commercial reservations, demonstrating strong market demand and continued commercial momentum. This demonstrates that Starlab has progressed well beyond a development concept and is already attracting meaningful government and commercial commitments.

Speaker #2: Combined with record backlog, accelerating production activity, and a robust opportunity pipeline, we believe the defense and space segment is exceptionally well-positioned to deliver sustained organic growth and increased profitability over the coming years.

Speaker #2: Turning to slide 11, I'll now discuss Starlab. Starlab continued to execute well during the quarter, achieving important technical and program milestones while further strengthening the commercial foundation of the program.

Speaker #2: The key milestone worth highlighting is that Starlab has now secured over $500 million of signed commercial reservations, demonstrating strong market demand and continued commercial momentum.

Speaker #2: This demonstrates that Starlab has progressed well beyond a development concept, and is already attracting meaningful government and commercial commitments. Operationally, we've achieved additional NASA milestones during the quarter, and received $4 million of milestone funding, bringing our cumulative milestone receipts to approximately $211 million or nearly all of the $218 million expected under the current phase of our funded space act agreement.

Phil De Sousa: Operationally, we've achieved additional NASA milestones during the quarter and received $4 million of milestone funding, bringing our cumulative milestone receipts to approximately $211 million, or nearly all of the $218 million expected under the current phase of our funded Space Act agreement. As anticipated, milestone funding naturally moderates as we complete this phase of development and transition toward the next phase of the program. Notably, we view this as a progression of the program, not a slowdown, as focus shifts from phase one development to next stage of commercialization. Following quarter end, NASA released the draft commercial LEO destination phase two RFP, marking another milestone in the evolution of commercial lower orbit markets. We believe this represents the transition from early development towards competitive commercial procurement and further reinforces NASA's long-term commitment to establishing a commercially led successor to the International Space Station.

Speaker #2: As anticipated, milestone funding naturally moderates as we complete this phase of development and transition toward the next phase of the program. Notably, we view this as a progression of the program, not a slowdown, as focus shifts from phase one development to next stage of commercialization.

Speaker #2: Following quarter end, NASA released the draft commercial LEO destination phase two RFP, marking another milestone in the evolution of the commercial low Earth orbit market.

Speaker #2: We believe this represents the transition from early development towards competitive commercial procurement and further reinforces NASA's long-term commitment to establishing a commercially led, successor to the International Space Station.

Speaker #2: While NASA continues to refine the timing and structure of the Phase Two procurement process, our long-term outlook for Starlab remains unchanged. We continue to believe the program is exceptionally well positioned within NASA's commercial LEO strategy.

Phil De Sousa: While NASA continues to refine the timing and structure of the phase II procurement process, our long-term outlook for Starlab remains unchanged, and we continue to believe the program is exceptionally well positioned within NASA's commercial LEO strategy. From a financial perspective, we continue to take a disciplined approach, pacing investments alongside technical progress, customer demand, and procurement activity. This disciplined capital allocation remains a core differentiator as we balance near-term financial performance with long-term shareholder value creation. Stepping back, we continue to view Starlab as one of Voyager's most strategic long-term assets. Together with our recent acquisition of Astrobotic, Voyager is building a differentiated position across the emerging space infrastructure ecosystem, from defense technologies and mission systems today to the commercial infrastructure that will enable sustained human and commercial activity in low Earth orbit, cislunar space, the Moon, and of course, in beyond.

Speaker #2: From a financial perspective, we continue to take a disciplined approach, pacing investments alongside technical progress, customer demand, and procurement activity. This disciplined capital allocation remains a core differentiator as we balance near-term financial performance with long-term shareholder value creation.

Speaker #2: Stepping back, we continue to view Starlab as one of Voyager's most strategic long-term assets. Together with our recent acquisition of Astrobotic, Voyager is building a differentiated position across the emerging space infrastructure, ecosystem.

Speaker #2: From defense technologies and mission systems today, to the commercial infrastructure that will enable sustained human and commercial activity in low Earth orbit, cislunar space, the moon, and of course, and beyond.

Speaker #2: Looking ahead, we remain focused on executing against the upcoming NASA procurement process and continue to believe Starlab is well-positioned to become a foundational commercial infrastructure platform supporting the next generation of the space economy.

Phil De Sousa: Looking ahead, we remain focused on executing against the upcoming NASA procurement process and continue to believe Starlab is well-positioned to become a foundational commercial infrastructure platform supporting the next generation of the space economy. Turning to slide 12, I will cover our financial position and capital allocation strategy. We ended the quarter with $429 million of cash and cash equivalents, approximately $212 million of available borrowing capacity, and total liquidity of approximately $641 million. Subsequent to the quarter end, we further strengthened our financial flexibility by expanding our credit facility by an additional $50 million, increasing our available liquidity to support future growth opportunities. We believe our balance sheet remains one of Voyager's most important strategic advantages. It provides the financial flexibility to execute our long-term growth strategy while maintaining a disciplined and balanced approach to capital allocation.

Speaker #2: Turning to slide 12, I'll cover our financial position and capital allocation strategy. So we ended the quarter with $429 million of cash and cash equivalents, approximately $212 million of available borrowing capacity, and total liquidity of approximately $641 million.

Speaker #2: Subsequent to the quarter end, we further strengthened our financial flexibility by expanding our credit facility by an additional $50 million. Increasing our available liquidity to support future growth opportunities.

Speaker #2: We believe our balance sheet remains one of Voyager's most important strategic advantages. It provides the financial flexibility to execute our long-term growth strategy while maintaining a disciplined and balanced approach to capital allocation.

Speaker #2: Throughout today's call, we've discussed accelerated demand, improved execution, and disciplined capital deployment. Our financial position enables all three. It allows us to continue investing behind growing customer demand today, while simultaneously building the capabilities that will support the next phase of Voyager's growth.

Phil De Sousa: Throughout today's call, we have discussed accelerated demand, improved execution, and disciplined capital deployment. Our financial position enables all three. It allows us to continue investing behind growing customer demand today while simultaneously building the capabilities that will support the next phase of Voyager's growth. As I have covered previously, we maintain a disciplined capital allocation strategy. Our first priority remains investing organically in the business, allocating capital towards differentiated technologies, internally funded research and development, and of course, advancing our manufacturing capabilities, automation, and production capacity as we expand. These investments are directly aligned with growing customer demand across defense modernization, national security, and the expanding space economy. We believe they will continue to strengthen our competitive position while supporting long-term margin expansion. We are equally disciplined in evaluating strategic acquisitions that expand our technology portfolio, broaden our addressable markets, deepen customer relationships, and accelerate our long-term financial objectives.

Speaker #2: As I have covered previously, we maintain a disciplined capital allocation strategy. Our first priority remains investing organically in the business, allocating capital toward differentiated technologies internally funded research and development, and of course, advancing our manufacturing capabilities automation and production capacity as we expand.

Speaker #2: These investments are directly aligned with growing customer demand across defense modernization, national security, and the expanding space economy. We believe they will continue to strengthen our competitive position while supporting long-term margin expansion.

Speaker #2: We are equally disciplined in evaluating strategic acquisitions that expand our technology portfolio, broaden our addressable markets, deepen customer relationships, and accelerate our long-term financial objectives.

Speaker #2: The recent acquisition of Astrobotic is a strong example of this strategy in action. It expands Voyager's participation across the emerging lunar infrastructure economy, while creating opportunities for meaningful revenue synergies, operating leverage, and long-term value creation.

Phil De Sousa: The recent acquisition of Astrobotic is a strong example of this strategy in action. It expands Voyager's participation across the emerging lunar infrastructure economy while creating opportunities for meaningful revenue synergies, operating leverage, and long-term value creation. Importantly, every capital allocation decision is evaluated through the lens of long-term shareholder returns. Whether we are investing organically, expanding production capacity, funding innovation, or pursuing acquisitions, our objective remains the same: deploying capital where we believe it will generate the highest long-term returns while strengthening Voyager's strategic positioning. We will continue to balance organic growth investment, disciplined strategic M&A, and maintain financial flexibility with every investment expected to enhance our long-term growth profile and support increasing returns on invested capital over time. Looking ahead, we remain confident that our current liquidity provides ample capacity to execute our strategy.

Speaker #2: Importantly, every capital allocation decision is evaluated through the lens of long-term shareholder returns. Whether we're investing organically, expanding production capacity, funding innovation, or pursuing acquisitions, our objective remains the same.

Speaker #2: Deploying capital where we believe it will generate the highest long-term returns, while strengthening Voyager's strategic position. We will continue to balance organic growth investment, disciplined strategic M&A, and maintain financial flexibility with every investment expected to enhance our long-term growth profile and support increasing returns on invested capital over time.

Speaker #2: Looking ahead, we remain confident that our current liquidity provides ample capacity to execute our strategy. It allows us to support increasing production requirements, continue to invest in differentiated technologies, pursue attractive strategic opportunities as they arise, and maintain the flexibility to navigate an evolving market environment.

Phil De Sousa: It allows us to support increasing production requirements, continue to invest in differentiated technologies, pursue attractive strategic opportunities as they arise, and maintain the flexibility to navigate an evolving market environment. Stepping back, we believe the strength of Voyager's balance sheet is about much more than liquidity. It is a strategic asset that enables us to invest through market cycles, respond quickly to customer demand, accelerate innovation, and selectively deploy capital into opportunities that enhance our technology leadership and long-term earnings powers. Turning to slide 13, I'll conclude with our outlook for the remainder of 2026. Based on our strong H1 execution, accelerating backlog conversion, continuing customer demand, and the contribution from Astrobotic following the July acquisition, we are raising our full-year revenue guidance to a range of $275 million to $305 million, representing growth of 66% to 84% year over year.

Speaker #2: Stepping back, we believe the strength of Voyager's balance sheet is about much more than liquidity. It is a strategic asset that enables us to invest through market cycles, respond quickly to customer demand, accelerate innovation, and selectively deploy capital and opportunities that enhance our technology leadership and long-term earnings balance.

Speaker #2: Turning to slide 13, I'll conclude with our outlook for the remainder of 2026. Based on our strong first half execution, accelerating backlog conversion, continued customer demand, and the contribution from Astrobotic following the July acquisition, we are raising our full-year revenue guidance to a range of $275 million to $305 million, representing growth of 66 to 84 percent year over year.

Speaker #2: This increase reflects more than a strong quarter. It reflects our growing confidence in the trajectory of the business. We continue to see increasing demand across defense modernization, national security, and commercial space markets.

Phil De Sousa: This increase reflects more than a strong quarter. It reflects our growing confidence in the trajectory of the business. We continue to see increasing demand across defense modernization, national security, and commercial space markets, with record backlog providing greater visibility and continued operational execution as programs continue to transition from development into production. As we discussed earlier, Astrobotic is expected to contribute approximately $40 to $50 million of revenue during the remainder of 2026. Looking at the balance of the year, we continue to expect revenue to accelerate through the H2, with approximately 40% of H2 revenue generated in the Q3 and 60% in the Q4. This reflects the timing of program execution, increasing production activity, continued backlog conversion, and remains consistent with our expectations entering the year.

Speaker #2: With record backlog providing greater visibility and continued operational execution as programs continue to transition from development into production. As we discussed earlier, Astrobotic is expected to contribute approximately $40 to $50 million of revenue during the remainder of 2026.

Speaker #2: Looking at the balance of the year, we continue to expect revenue to accelerate through the second half. With approximately 40 percent of second half revenue generated in the third quarter, and 60 percent in the fourth quarter.

Speaker #2: This reflects the timing of program execution, increasing production activity, continued backlog conversion, and remains consistent with our expectations entering the year. As second half, production volumes continue to scale, manufacturing utilization improves, and fixed costs are absorbed across a larger revenue base, we expect meaningful sequential improvement in gross margin.

Phil De Sousa: As H2 production volumes continue to scale, manufacturing utilization improves, and fixed costs are absorbed across a larger revenue base, we expect meaningful sequential improvement in gross margin. While 2026 remains an investment year, we believe we are beginning to see the early benefits of operating leverage that support our long-term margin objectives. Consistent with our strategy, we expect internally funded research and development to increase to approximately 20% on a full year revenue basis. Reflecting continued investment in differentiated technologies that strengthen our competitive position across propulsion, advanced electronics, autonomous systems, AI-enabled mission capabilities, supporting Golden Dome, and next-generation space infrastructure. CapEx excluding Starlab are expected to be approximately $70 to $80 million as we continue expanding manufacturing capacity, automation, advanced production capabilities, and infrastructure to support expected long-term demand. Within Starlab, program activities continue to be aligned with NASA's evolving commercial LEO development program schedule.

Speaker #2: While 2026 remains an investment year, we believe we are beginning to see the early benefits of operating leverage that support our long-term margin objectives.

Speaker #2: Consistent with our strategy, we expect internally funded research and development to increase to approximately 20 percent on the full-year revenue basis. Reflecting continued investment in differentiated technologies that strengthen our competitive position across propulsion, advanced electronics, autonomous systems, AI-enabled mission capabilities, supporting Golden Dome, and next-generation space infrastructure.

Speaker #2: Capital expenditures, excluding Starlab, are expected to be approximately $70 to $80 million, as we continue expanding manufacturing capacity, automation, advanced production capabilities, and infrastructure to support.

Speaker #2: Expected long-term demand. Within Starlab, program activities continue to be aligned with NASA's evolving commercial Leo development programs schedule. While development timing continues to evolve, our long-term outlook for Starlab remains unchanged.

Phil De Sousa: While development timing continues to evolve, our long-term outlook for Starlab remains unchanged, and we continue to believe the program represents a highly differentiated commercial infrastructure opportunity. Stepping back once again, we believe today's guidance reflects the continued execution of the strategy we've outlined since becoming a public company. We are converting record demand into accelerating revenue growth, investing to expand our technology leadership and production capabilities, deploying capital in a disciplined manner, and strengthening our competitive position across defense technology, national security, and the expanding space economy. While we remain focused on disciplined execution and recognize the timing of customer awards and program execution can influence quarterly results, the underlying demand environment has continued to strengthen.

Speaker #2: And we continue to believe the program represents a highly differentiated commercial infrastructure opportunity. So, stepping back once again, we believe today's guidance reflects the continued execution of the strategy we've outlined since becoming a public company.

Speaker #2: We are converting record demand into accelerating revenue growth, investing to expand our technology leadership and production capabilities, deploying capital in a disciplined manner, and strengthening our competitive position across defense technology, national security, and the expanding space economy.

Speaker #2: While we remain focused on disciplined execution and recognize the timing of customer awards and program execution to influence quarterly results, the underlying demand environment has continued to strengthen.

Speaker #2: Combined with our record backlog, strong balance sheet, differentiated technology portfolio, and expanded capabilities following the Astrobotic acquisition, we believe Voyager is exceptionally well positioned to deliver sustained growth, expanding profitability, and long-term shareholder value.

Phil De Sousa: Combined with our record backlog, strong balance sheet, differentiated technology portfolio, and expanded capabilities following the Astrobotic acquisition, we believe Voyager is exceptionally well-positioned to deliver sustained growth, expanding profitability, and long-term shareholder value. With that, I'll turn the call back over to Dylan.

Speaker #2: And with that, I'll turn the call back over to Dylan.

Speaker #1: Thank you, Phil. Before we wrap up, I'd like to mention that we plan to host our 2026 investor day on December 3rd in Pittsburgh.

Dylan Taylor: Thank you, Phil. Before we wrap up, I'd like to mention that we plan to host our 2026 Investor Day on 3 December in Pittsburgh. We look forward to welcoming investors and providing additional details closer to the event. Before we open the line for questions, I'd like to leave you with a few closing thoughts. The Q2 represents another critical milestone in Voyager's evolution as a public company. We delivered record revenue, record bookings, record backlog, and completed the acquisition of Astrobotic, and increased our full-year revenue guidance. We believe these results validate our strategy, that it's working, and that we're systematically converting growing market demand into accelerating financial performance. Throughout today's call, we've discussed the powerful trends shaping our business. Defense modernization continues to accelerate, national security priorities continue to expand, and the commercial space economy continues to mature. These are not short-term market dynamics.

Speaker #1: We look forward to welcoming investors and providing additional details closer to the event. Before we open the line for questions, I'd like to leave you with a few closing thoughts.

Speaker #1: The second quarter represents another critical milestone in Voyager's evolution as a public company. We delivered record revenue, record bookings, record backlog, and completed the acquisition of Astrobotic. We also increased our full-year revenue guidance.

Speaker #1: We believe these results validate our strategy that it's working and that we're systematically converting growing market demand into accelerating financial performance. Throughout today's call, we've discussed the powerful trends shaping our business, defense modernization continues to accelerate, national security priorities continue to expand, and the commercial space economy continues to mature.

Speaker #1: These are not short-term market dynamics. We believe they represent long-term structural growth opportunities that will continue to drive growth potential for years to come.

Dylan Taylor: We believe they represent long-term structural growth opportunities that will continue to derive growth potential for years to come. We believe Voyager occupies a differentiated position at the convergence of these markets. Our portfolio of mission-critical technologies, combined with our growing manufacturing capabilities, disciplined innovation strategy, and expanding space infrastructure platform, positions us to participate across some of the highest priority programs supporting the future of defense and space. Just as importantly, we continue executing with discipline. We're converting backlog into revenue, investing capital to expand capacity and technology leadership, and we're allocating capital strategically, integrating acquisitions that strengthen our platform while enhancing our long-term growth profile. Record backlog, a huge opportunity pipeline, a strong balance sheet, and the successful integration of Astrobotic provides us with a solid foundation to continue building long-term value for our customers, employees, and shareholders.

Speaker #1: We believe Voyager occupies a differentiated position at the convergence of these markets. Our portfolio of mission-critical technologies, combined with our growing manufacturing capabilities, discipline innovation strategy, and expanding space infrastructure platform, positions us to participate across some of the highest priority programs supporting the future of defense and space.

Speaker #1: Just as importantly, we continue executing with discipline, we're converting backlog into revenue, investing capital, to expand capacity, and technology leadership, and we're allocating capital strategically integrating acquisitions to strengthen our platform while enhancing our long-term growth profile.

Speaker #1: Record backlog, a huge opportunity pipeline, a strong balance sheet, and the successful integration of Astrobotic provides us with a solid foundation to continue building long-term value for our customers, employees, and shareholders.

Speaker #1: We remain focused on disciplined execution, thoughtful capital allocation, and delivering on the commitments we have made since becoming a public company. We believe those principles combined with the quality of our technology portfolio and the strength of the markets we serve position Voyager to deliver sustained growth, expanding profitability, and increasing shareholder value over the long term.

Dylan Taylor: We remain focused on disciplined execution, thoughtful capital allocation, and delivering on the commitments we have made since becoming a public company. We believe those principles, combined with the quality of our technology portfolio and the strength of the markets we serve, position Voyager to deliver sustained growth, expanding profitability, and increasing shareholder value over the long term. Operator, with that, we're now ready to take questions.

Speaker #1: Operator, with that, we're now ready to take questions.

Speaker #2: Thank you. We will now begin the question and answer session. If you would like to ask a question, please press star one on your telephone keypad to raise your hand and join the queue.

Operator: Thank you. We will now begin the question-and-answer session. If you would like to ask a question, please press star one on your telephone keypad to raise your hand and join the queue. If you would like to withdraw your question, again, press star one. Your first question comes from the line of Sheila Kahyaoglu with Jefferies. Please go ahead.

Speaker #2: And if you would like to withdraw your question, again, press star one. Your first question comes from the line of Sheila Cahigloo with Jefferies.

Speaker #2: Please go ahead.

Speaker #3: Good morning, guys, and thank you so much for the time. Maybe I'll just start off on the 2026 guidance range. It looks like it's all Astrobotic contribution, but the core business is doing really well record bookings, up to X essentially from where you've been.

Sheila Kahyaoglu: Good morning, guys. Thank you so much for the time. Maybe I'll just start off on the 2026 guidance range. It looks like it's all Astrobotic contribution. The core business is doing really well. Record bookings up 2x essentially from where you've been. Can you maybe talk about the puts and takes of how we should think about H2? How you're thinking about the pacing items to unlock any pull forward of the backlog recognition and where you see potential upside? Thank you.

Speaker #3: Can you maybe talk about the puts and takes of how we should think about the second half? And how you're thinking about the pacing items to unlock any pull-forward of the backlog recognition, and where you see potential upside?

Speaker #3: Thank you.

Speaker #1: Mila, thanks for the question. I appreciate it very much. I'm going to let Phil handle that one. Go ahead, Phil.

Dylan Taylor: Sheila, thanks for the question. Appreciate it very much. I'm going to let Phil handle that one. Go ahead, Phil.

Phil De Sousa: Sure. Good morning, Sheila. How are you? Look, from a guidance perspective, the best way to think about it, Astrobotic specifically, we've included a range of $40 to $50 million post-acquisition. Think $45 million at the midpoint there. By definition, that means certainly our business, our core business, is also contributing to the increase in our guidance. That reflects really the H1 performance.

Speaker #4: And good morning, Sheila. How are you? Look, from a guidance perspective, the best way to think about it, Astrobotic specifically, we've included a range of 40 to 50 million dollars post-acquisition.

Speaker #4: So, think $45 million at the midpoint there. So, by definition, that means certainly our business, our core business, is also contributing to the increase in our guidance.

Speaker #4: And that really reflects the first half performance—a tremendous job by Matt Maganya and the team across all of our businesses. Delivering on execution, even slightly better than we expected here in the second quarter.

Phil De Sousa: A tremendous job by Matt Magaña and the team across all of our businesses. Delivering on execution even slightly better than we expected here in Q2. As a result, that's why we've got the confidence to raise guidance for the full year. From a visibility perspective, you can see our backlog build sequentially pretty significantly from Q1 to Q2. That provides us tremendous visibility and confidence in delivering the H2 ramp that you guys will all pencil out. From an upside perspective, I would just say certainly there is that, but like all things Voyager, we've taken it pretty down the middle of the fairway each of the last two quarters. We'll continue to provide you guys transparency and updates to those things as we progress forward. Certainly, there's upside potential there as well.

Speaker #4: And as a result, that's why we've got the confidence to raise guidance for the full year. From a visibility perspective, you can see our backlog build sequentially, pretty significantly, from the first quarter to the second quarter.

Speaker #4: That provides us tremendous visibility and confidence in delivering the second half ramp that you guys will all pencil out. And from an upside perspective, I would just say certainly there is that, but like all things Voyager, we've taken it pretty down the middle of the fairway.

Speaker #4: Each of the last few quarters, we will continue to provide you guys transparency and updates on those things as we progress forward. But certainly, there's upside potential there as well.

Speaker #2: Your next question comes from the line of Miles Walton with Wolf Research. Please go ahead.

Operator: Your next question comes from the line of Myles Walton with Wolfe Research. Please go ahead.

Speaker #5: Thanks. I was wondering if you could talk about the Astro Botic annualized revenue 60 to 70 million in fiscal 26, but 40, 50 in the back half of the year.

Myles Walton: Thanks. I was wondering if you could talk about the Astrobotic annualized revenue, $60 million to $70 million in fiscal 2026, but $40 million to $50 million in the H2 of the year. Should we use that H2 of the year as we're going into 2027? Also, if you can fold into that the big award for the lunar payload of about $300 million. How should that fold into both the revenue as well as the Q3 bookings? Thanks.

Speaker #5: Should we use that back half of the year as the run rate into 27? And then also, if you can fold into that the big award for the Luna payload of about 300 million, how should that fold into both the revenue as well as the third quarter bookings?

Speaker #5: Thanks.

Speaker #1: Miles, thanks for that. I'm going to ask Phil to give you some additional specifics, but as you know, we just closed on the acquisition about two and a half weeks ago.

Dylan Taylor: Myles, thanks for that. I'm going to ask Phil to give you some additional specifics, but as you know, we just closed on the acquisition about two and a half weeks ago. The 2027 outlook, we're still working through, and that'll be dependent on the mission timing as well. As you correctly pointed out, we had very significant CLPS wins with NASA just as we were closing that transaction. We're super optimistic about the business and the growth prospects there. In terms of the exact timing for next year and beyond, we're still working through the details of that. I think we'll have a lot more to say on that at Investor Day on 3 December, because that'll not only give us a very clear outlook for 2027 for Astrobotic, but of course, for Voyager as a whole. Over to Phil.

Speaker #1: So the 2027 outlook, we're still working through. That'll be dependent on the mission timing as well. But as you correctly pointed out, we had very significant clips wins with NASA as we just as we were closing that transaction.

Speaker #1: So we're super optimistic about the business and the growth prospects there. But in terms of the exact timing for next year and beyond, we're still working through the details of that.

Speaker #1: I think we'll have a lot more to say on that at investor day on December 3rd because that'll not only give us very clear outlook for 27 for Astrobotic, but of course for Voyager as a whole.

Speaker #1: So over to Phil.

Speaker #4: Yeah. And Miles, maybe I'll just add some incremental color there. When we talked about, on a full-year basis, that's $60 to $70 million. Obviously, you guys can see that there is a second-half ramp, particularly this year for Astrobotic.

Phil De Sousa: Yeah. Myles, maybe I'll just add some incremental color there. When we talked about on a full year basis, that $60 million to $70 million, obviously you guys can see that there is a H2 ramp, particularly this year for Astrobotic. That's tied specifically with the Griffin mission that we're very excited for coming up later this year, early next year. A lot of the revenue is in that backlog coming into the year. Just to point of emphasis, too, as a reminder to everybody, when you look at our ending backlog here in Q2, record backlog, there's absolutely $0 in there associated with Astrobotic. We'll provide more color as we kind of progress here through the quarter.

Speaker #4: That's tied specifically with the Griffin mission that we're very excited for coming up later this year, early next year. And so a lot of the revenue is in that backlog coming into the year.

Speaker #4: And just to point of emphasis too, as a reminder to everybody, when you look at our ending backlog here in the second quarter, record backlog, there's absolutely zero dollars in there associated with Astrobotic.

Speaker #4: So we'll provide more color as we kind of progress here through the quarter. Obviously, anticipate backlog and not just at the end of the third quarter, but at the end of the fourth quarter to be substantially higher than where you can hear today.

Phil De Sousa: Obviously anticipate backlog at not just at the end of Q3, but at the end of Q4 to be substantially higher than what it is even here today. As you noted, we got nearly a $300 million award, or two awards really, from NASA for CLPS missions. As we work through those details, to Dylan's point earlier, another shameless plug for 03 December, please everybody circle that date. We look forward to seeing you all in Pittsburgh. We provide ample visibility to not just how those specific missions play themselves out over the course of 2027 and years ahead, but more importantly, also our full year visibility into Voyager. We're excited about how the core business is actually accelerating here in H2.

Speaker #4: As you noted, we got nearly a 300 million dollar award or two awards really for NASA for clips. Missions. As we work through those details, to Dylan's point earlier, and another shameless plug for December 3rd, please everybody circle that date.

Speaker #4: We look forward to seeing you all in Pittsburgh. We'll provide ample visibility not just into how those specific missions play themselves out over the course of '27 and the years ahead, but more importantly, also our full-year visibility into Voyager, because we're excited about how the core business is actually accelerating here in the second half of the year.

Speaker #4: And we anticipate not just from a bookings perspective, you guys will be pretty impressed with the numbers we put up over the second half.

Phil De Sousa: We anticipate not just from a bookings perspective, you guys will be pretty impressed with the numbers we put up over H2, giving us a lot of momentum as we head into 2027. Thank you.

Speaker #4: Giving us a lot of momentum as we head into 2027.

Speaker #5: Thank you.

Speaker #2: Your next question comes from the line of John Godwin with Citi. Please go ahead.

Operator: Your next question comes from the line of John Godwin with Citi. Please go ahead.

Operator: Your next question comes from the line of John Godyn with Citi. Please go ahead.

Speaker #6: Hey guys, thanks for taking my question. Obviously, the Astrobotic deal is a very interesting deal, but Dylan, I was hoping to just plug into your broader views on strategic M&A.

John Godwin: Hey, guys. Thanks for taking my question. Obviously, the Astrobotic deal is a very interesting deal. Dylan, I was hoping to just plug into your broader views on strategic M&A. I feel like you've always been unusually plugged into the landscape. Maybe you can just kind of talk about M&A from here, what you've learned with prior deals as well as the business and vision you have over the next few years and how M&A plays into that.

John Godyn: Hey, guys. Thanks for taking my question. Obviously, the Astrobotic deal is a very interesting deal. Dylan, I was hoping to just plug into your broader views on strategic M&A. I feel like you've always been unusually plugged into the landscape. Maybe you can just kind of talk about M&A from here, what you've learned with prior deals as well as the business and vision you have over the next few years and how M&A plays into that.

Speaker #6: I feel like you've always been unusually plugged into the landscape. So maybe you can just kind of talk about M&A from here. What you've learned with prior deals as well as the business and vision you have over the next few years and how M&A plays into that.

Dylan Taylor: A very thoughtful question, John. I really appreciate the thought behind that. We're very optimistic about what we see in the M&A landscape in our pipeline, and specifically what's happening in the industry. I think increasingly, companies understand that they need to be part of a larger platform to be successful long-term, especially for larger infrastructure projects that are being bid out, whether it's on the DoD side or the NASA side. I think here, John, as you're I think alluding to a bit, relationships really matter. The trust and the reputation in the market I think goes a long way in terms of not only creating opportunities for M&A, but also convincing those M&A opportunities that your company's the right home for their technology and for their people. I think I really am encouraged by what we see.

Speaker #1: Very thoughtful question, John. I really appreciate the thought behind that. Yeah, we're very optimistic about what we see in the M&A landscape in our pipeline.

Speaker #1: And specifically, what's happening in the industry—I think, increasingly, companies understand that they need to be part of a larger platform to be successful long-term, especially for larger infrastructure projects that are being bid out, whether it's on the DoD side or the NASA side.

Speaker #1: So I think here, John, as you're, I think, alluding to a bit—relationships really matter. The trust and the reputation in the market, I think, go a long way.

Speaker #1: In terms of not only creating opportunities for M&A, but also convincing those M&A opportunities that your company is the right home for their technology and for their people.

Speaker #1: So I think I really am encouraged by what we see. Now, that being said, we're building to a specific strategy here. It's not an opportunistic one.

Dylan Taylor: Now that being said, we're building to a specific strategy here. It's not an opportunistic one. It is a strategic one. For example, within the lunar tech stack, we've talked in the past about how important it is to really have the integrated approach for lunar. For example, not only the lander, but mobility on the moon, habitation, power, propulsion, all the different things that you need to live and work on the moon and "survive the night." Those are all important technologies that are part of our strategic technology stack that we're either investing in from an IRAD perspective or targeting from an M&A perspective. We're super excited about that.

Speaker #1: It is a strategic one. So, for example, within the lunar tech stack, we've talked in the past about how important it is to really have an integrated approach for lunar.

Speaker #1: So for example, not only the lander, but mobility, on the moon, habitation, power, propulsion, all the different things that you need to live and work on the moon.

Speaker #1: And "survive the night"—in quotes—those are all important technologies that are part of our strategic technology stack that we're either investing in from an IRAP perspective or targeting from an M&A perspective.

Speaker #1: So, we're super excited about that. Similarly, on propulsion, as you've seen over the last six to nine months, with in particular the Exoterra acquisition, but also the investments we're making into the Pueblo American Defense Complex as it relates to scaling our propulsion technology and the success we've had on Golden Dome, we're really completing that technology stack from an integrated propulsion standpoint, including energetics. We're really getting multiplier effects not only technologically, but with the customer seeing us increasingly solving larger, mission-critical solutions for them.

Dylan Taylor: Similarly, on propulsion, as you've seen over the last six to nine months, with, in particular, the ExoTerra acquisition, but also the investments we're making into the Pueblo American Defense Complex as it relates to scaling our propulsion technology and the success we've had on Golden Dome. We're really completing that technology stack from an integrated propulsion standpoint, including energetics. We're really getting multiplier effects, not only technologically, but with the customer seeing us increasingly solving larger mission-critical solutions for them. Then this final point I'll make. We had a big win, I think it was understated, frankly, and people don't fully understand it, on the agentic AI initiative for an undisclosed customer. That initiative has been led internally by our co-founder, Matt Kuta, who is rapidly becoming, I think, the industry leader and expert in agentic AI as it applies to defense and national security.

Speaker #1: And then this final point I'll make: we had a big win—I think it was understated, frankly, and people don't fully understand it—on the agentic AI initiative for an undisclosed customer.

Speaker #1: That initiative has been led internally by our co-founder, Matt Kuta. Who is rapidly becoming, I think, the industry leader and expert in agentic AI as it applies to defense and national security.

Speaker #1: And so I expect a lot of very interesting growth opportunities there. And as we know, that's a very rapidly growing and evolving market as well.

Dylan Taylor: I expect a lot of very interesting growth opportunities there. As we know, that's a very rapidly growing and evolving market as well. Very optimistic about what we see. The M&A pipeline is extremely robust, and we're going to continue to be disciplined with our capital allocation. At the same time, we're seeing a lot of opportunities for accretive M&A, not only financially accretive, but technologically and strategically accretive to our overall vision and plan. I hope that answers that. I'm happy to take any follow-ups, John.

Speaker #1: We're very optimistic about what we see. The M&A pipeline is extremely robust, and we're going to continue to be disciplined with our capital allocation.

Speaker #1: But at the same time, we're seeing a lot of opportunities for creative M&A, not only financially accretive, but also technologically and strategically accretive to our overall vision and plan.

Speaker #1: So, I hope that answers that. I'm happy to take any follow-ups, John.

Speaker #6: No, I think that was fantastic. Really appreciate it.

John Godwin: No, I think that was fantastic. Really appreciate it.

John Godyn: No, I think that was fantastic. Really appreciate it.

Speaker #1: Thank you, John.

Dylan Taylor: Thank you, John.

Speaker #2: You are next question. Comes from the line of Seth Seifman with JP Morgan. Please go ahead.

Operator: Your next question comes from the line of Seth Seifman with J.P. Morgan. Please go ahead.

Operator: Your next question comes from the line of Seth Seifman with JPMorgan. Please go ahead.

Speaker #5: Thanks very much. And good morning. Wanted to follow up on you mentioned Golden Dome seems like roughly three-quarters of the awards this quarter were Golden Dome related.

Seth Seifman: Thanks very much, and good morning. Wanted to follow up on, you mentioned Golden Dome. It seems like roughly three-quarters of the awards this quarter were Golden Dome related. Can you talk in a little bit more detail about what you've won there, and what the opportunities are for you going forward, and should we expect to see this continuing to be a significant portion of the bookings?

Speaker #5: Can you talk in a little bit more detail about what you've won there, and what the opportunities are for you going forward? And should we expect to see this continue to be a significant portion of the bookings?

Speaker #1: Yes, thank you, Seth. I'm going to have Phil give the detail on how that 84 million of Golden Dome awards break down in the quarter.

Dylan Taylor: Yes. Thank you, Seth. I'm going to have Phil give the detail on how that $84 million of Golden Dome awards break down in the quarter. Just generally, a couple points. As we've said previously on previous calls and also at our Investor Day last November, our technology, because it has been demonstrated on the highest technical standards on, for example, Next Generation Interceptor, we're seeing a very high level of adoption for the technology. Couple that with some of the geopolitical circumstances, including what's happening, of course, in Iran and elsewhere, depleting inventories. We're seeing extremely significant demand for Golden Dome related activities. Obviously, this $84 million print on backlog for Q2, is where we are today. Anticipate that additional traction will be demonstrated as we go forward in the H2 with respect to Golden Dome.

Speaker #1: But just generally, a couple of points. As we've said previously, on previous calls and also at our investor day, last November, our technology because it has been demonstrated on the highest technical standards on, for example, next-generation interceptor, we're seeing a very high level of adoption for the technology.

Speaker #1: Couple that with some of the geopolitical circumstances, including what's happening—of course—in Iran and elsewhere, depleting inventories. We're seeing extremely significant demand for Golden Dome–related activities.

Speaker #1: So obviously, this 84 million dollar print on backlog for Q2 is where we are today, but anticipate that additional traction will be demonstrated as we go forward the back half of the year with respect to Golden Dome.

Speaker #1: And frankly, it's a tiger by the tail in the sense that we have so many opportunities on the Golden Dome platform to implement our technology that we're super excited about what that prospect is going to bring forward.

Dylan Taylor: Frankly, it's a tiger by the tail in the sense that we have so many opportunities on the Golden Dome platform to implement our technology that we're super excited about what that prospect is going to bring forward. Phil will give you the specifics on how the $84 million breaks down.

Speaker #1: But Phil will give you the specifics on how the 84 million breaks down.

Speaker #3: Yeah, good morning, Seth. Hopefully all is well. Yeah, from a Golden Dome perspective—again, $84 million in total awards this quarter, just to put a little bit more detail to that.

Phil De Sousa: Good morning, Seth. Hope all is well. From a Golden Dome perspective, again, $84 million in total awards this quarter. Just to put a little bit more details to that, we're looking at more than five awards. Five different customers, five different platforms, five different awards. I would highlight about 60% of that $84 million tied specifically to space-based interceptor programs. That's programs in plural. That's an important note. I think back, Dylan, it's a year since we've gone public, I want to say for the first three, four calls, that we've had, we focused a lot of times on Next Generation Interceptor. It's still a major program of ours and an incredible base to our revenue. Continues to be and expect it to be this year.

Speaker #3: We're looking at more than five awards, five different customers, five different platforms, five different awards. And I would highlight that about 60% of that $84 million is tied specifically to space-based interceptor programs.

Speaker #3: And that's programs in plural. That's an important note. I think back then, a year since we've gone public and I want to say for the first three, four calls that we've had, we focused a lot of times on next-generation interceptors.

Speaker #3: Still a major program of ours and an incredible base to our revenue—continues to be, and is expected to be this year. But this will be the first call we've gotten, like, three or four questions into this, and we haven't talked about NGI yet.

Phil De Sousa: This would be the first call we've gotten three, four questions into this, and we haven't talked about NGI yet. That's an important note, and that's because even in this quarter, and sequentially, obviously, we increased from Q1 up to $53 million of revenue. We actually had the same amount of contribution from space-based interceptor programs here in Q2, from a revenue perspective, as we did from NGI. I think that's a really important milestone for not just analysts and investors alike to recall. As we kind of came out as a public company, we talked about national security and defense providing significant, ample opportunities that extended far beyond just Next Generation Interceptor.

Speaker #3: That's an important note. And that's because, even in this quarter—and sequentially, obviously—we increased from the first quarter up to $53 million in revenue.

Speaker #3: We actually had the same amount of contribution from space-based interceptor programs here in Q2 from a revenue perspective as we did from NGI. I think that's a really important milestone for not just analysts and investors alike, to recall, as we kind of came out as a public company, we talked about national defense or national security and defense providing significant ample opportunities extended far beyond just next-generation interceptor.

Speaker #3: As I look out over the balance of the year, I anticipate space-based interceptor revenue will continue to be on par with NGI.

Phil De Sousa: As I look out over the balance of the year, I anticipate space-based interceptor revenue will continue to be along the same par of NGI, over the H2, with significant upside to that as we continue to progress from a technical development perspective.

Speaker #3: Over the back half, with significant upside to that as we continue to progress from a technical development perspective.

Speaker #1: Yeah, and Seth, just final point. I think Phil articulated it extremely well, but again, SBIs were not even on our radar screen six months ago.

Dylan Taylor: Yeah. Seth, just final point, I think Phil articulated it extremely well. Again, SBIs were not even on our radar screen six months ago. We didn't even talk about that as part of our Investor Day in November because Golden Dome, of course, architecture hadn't been specified, but it also technologically wasn't something that was yet specced. The fact that that architecture has now been configured, SBIs are now a thing. It's technically extremely difficult, and our technology's been specced in on multiple SBI programs. I think bodes extremely well for how our technologies are being developed in Golden Dome generally. Is not only consistent, but I would say exceeds the expectations that we had for how much traction we would get within the Golden Dome ecosystem. Not only in terms of the quanta, but how quickly the adoption is happening.

Speaker #1: We didn't even talk about that as part of our investor day in November because Golden Dome of course architecture hadn't been specified, but it also technologically wasn't something that was yet spec'd.

Speaker #1: So the fact that that architecture has now been configured, SBIs are now a thing, it's technically extremely difficult in our technology has been spec'd in on multiple SBI programs, I think bodes extremely well for how our technology is being developed in Golden Dome generally.

Speaker #1: And is not only consistent, but I would say exceeds the expectations that we had for how much traction we would get within the Golden Dome ecosystem and not only in terms of the quanta, but how quickly the adoption is happening.

Speaker #1: So extremely bullish on what we see on Golden Dome.

Dylan Taylor: Extremely bullish on what we see on Golden Dome.

Speaker #5: Excellent. That's very helpful, thanks. If I could follow up on just a totally different topic, but on the lunar opportunity you've talked about, which obviously is considerable.

Seth Seifman: Excellent. That's very helpful. Thanks. If I could follow up on just a totally different topic, but on the lunar opportunity, you've talked about, which obviously is considerable. When you think about how that matures and the opportunity that's there, to what extent is the runway for your growth governed by the Artemis program and the pace at which that moves forward and stays on schedule?

Speaker #5: When you think about how that matures and the opportunity that's there, to what extent is the runway for your growth governed by the Artemis program and the pace at which that moves forward and stays on schedule?

Speaker #1: Well, it's a thoughtful question. I would say a couple of things. The fact that the Eclipse missions have been awarded and we were awarded two of those, I think bodes very well.

Dylan Taylor: Well, it's a thoughtful question. I would say a couple things. The fact that the CLPS missions have been awarded, and we were awarded two of those, I think bodes very well. Of course, Artemis has a difficult component to it, which is the human landing component, right? I think that is dependent on things that are not within our constraints. For example, spacesuits, surface landers, human-rated hardware.

Speaker #1: Of course, Artemis has a difficult component to it, which is the human landing component, right? And I think that is dependent on things that are not within our constraints.

Speaker #1: So for example, spacesuits, surface landers, human-rated hardware.

Speaker #4: Pardon the interruption. Phil, can you hear me? Ladies and gentlemen, this is the operator. We are experiencing technical difficulties, and your line will be placed on music hold at this time.

Operator: Pardon the interruption. Phil, can you hear me? Ladies and gentlemen, this is the operator. We are experiencing technical difficulties, your line will be placed on a music hold at this time. Thank you for your patience.

Speaker #4: Thank you for your patience.

Speaker #2: Looking at the collection over the last year—coming out last year, we talked a lot about there being a $3.6 billion opportunity pipeline. For Voyager—excuse me, Seth.

Phil De Sousa: Reflection on the last year. Coming out last year, we talked a lot about there being a $3.6 billion opportunity pipeline for Voyager. Excuse me, Seth. As I think about where we are today from a pipeline perspective, looking ahead over the next five years, I've got a factored pipeline that's probability win, probability fund with factored pipeline of over $5 billion. Now, obviously, strategic systems, we're talking propulsion, missile defense, Golden Dome, space-based interceptors, all a significant component of that, still much larger than they were even just a year ago, to Dylan's point earlier. That sits at about $3.5 billion. When I think about lunar, obviously with the Astrobotic acquisition, this is complementary already to the lunar strategy that we have been developing and quite a few product and capabilities we've been innovating and developing on our own organically.

Speaker #2: And as I think about where we are today from a pipeline perspective, looking ahead over the next five years, I've got a factored pipeline that's probability win, probability fund, with a factored pipeline of over $5 billion.

Speaker #2: Now, obviously, strategic systems—we're talking propulsion, missile defense, Golden Dome, space-based interceptors—all are a significant component of that, but still much larger than they were even just a year ago, to Dylan's point earlier.

Speaker #2: That's at about $3.5 billion. When I think about lunar, obviously with the Astrobotic acquisition, but this is complementary already to the lunar strategy that we had been developing, and quite good product and capabilities we had been innovating and developing on our own organically.

Phil De Sousa: That sits at about $3.5 billion. When I think about lunar, obviously with the Astrobotic acquisition, this is complementary already to the lunar strategy that we have been developing and quite a few product and capabilities we've been innovating and developing on our own organically.

Speaker #2: I think of lunar and space mission management, and that's a rich pipeline—over a billion dollars of opportunity. So we're excited as we look out.

Phil De Sousa: I think of lunar and space mission management, that's a rich pipeline, over $1 billion of opportunity. We're excited as we look out. The great news is we're not tied to any one specific program and/or award as we execute, the team's been doing exactly that. Exciting times as we look ahead.

Speaker #2: The great news is we're not tied to any one specific program or award as we execute, and the team's been doing exactly that. So, exciting times as we look ahead.

Speaker #1: And just some final points, Seth. I know we're kind of running on this topic, but it's an important one. We'll have more to say about this on Investor Day, December 3rd, in Pittsburgh. But there are other parts of our technology stack that are very relevant to the Moon.

Dylan Taylor: Just final point, Seth. I know we're kind of running on this topic, but it's an important one. We'll have more to say about this on Investor Day, 3 December in Pittsburgh. There are other parts of our technology stack that are very relevant to the moon that we see huge long-term growth opportunities for. Two I'll mention, both of which Astrobotic has been working on. The two I think that are absolutely essential that we can play a key role in are comms and power. If you look at building permanent infrastructure on the moon, living and working on the moon, everything is downstream to power, as we know. To a lesser extent, everything is downstream of comms. Those are two areas that we're really focused on. We'll have more to say about that, as I mentioned, at Investor Day.

Speaker #1: That we see huge long-term growth opportunities for—and to all mention both of which Astrobotic has been working on—but the two I think that are absolutely essential, that we can play a key role in, are comms and power.

Speaker #1: And if you look at building permanent infrastructure on the Moon, living and working on the Moon, everything is downstream of power, as we know.

Speaker #1: And to a lesser extent, everything is downstream of comms. So those are two areas that we're really focused on. We'll have more to say about that, as I mentioned, at Investor Day.

Dylan Taylor: To a lesser extent, everything is downstream of comms. Those are two areas that we're really focused on. We'll have more to say about that, as I mentioned, at Investor Day.

Speaker #1: But that's another thing I'd like to just surface as key parts of our strategy that I think are going to have very significant financial implications to our strategic plan going forward.

Dylan Taylor: That's another thing I'd like to just surface as key parts of our strategy that I think are going to have very significant financial implications to our strategic plan going forward.

Speaker #5: Great. Thank you very much.

Seth Seifman: Great. Thank you very much.

Speaker #4: Your next question comes from the line of Christine Lueg with Morgan Stanley. Please go ahead.

Operator: Your next question comes from the line of Kristine Liwag with Morgan Stanley. Please go ahead.

Speaker #6: Hey, good morning, everyone. You've discussed how the Starlab program is being rephased to align with NASA's updated CLD plan. Now, there appears to be a lot of information from NASA's approach and fluidity around the program and the timing for this.

Kristine Liwag: Hey, good morning, everyone. You've discussed how the Starlab program is being rephased to align with NASA's updated CLD plan. There appears to be a lot of information from NASA's approach and fluidity around the program and the timing for this. Can you provide more color on what's specifically changing the plan, how these changes impacted your program schedule and outlook, and what gives you the confidence that the current development and funding timeline is what's going to go forward?

Speaker #6: Can you provide more detail on what specifically changed in the plan, how these changes impacted your program schedule and outlook, and what gives you confidence that the current development and funding timeline is what's going to go forward?

Speaker #1: Thanks for the question, Christine. I think our confidence, frankly, since the last call has increased pretty dramatically on Starlab. As you know, NASA did an RFI that they got some feedback from the market on, which included sort of a—I'll call it a government-owned core module. The general consensus from the industry was that that was not the right approach.

Dylan Taylor: Thanks for the question, Kristine. I think our confidence, frankly, since the last call, has increased pretty dramatically on Starlab. As you know, the issue NASA did an RFI that they got some feedback from the market on, which included sort of a, I'll call it a government-owned core module. The general consensus from the industry was that that was not the right approach. To NASA's credit, they reversed course on that particular approach, and the draft RFP that they issued here recently was much more consistent with CLD phase I approach. There are still some mechanisms within that draft RFP that I think the industry is going to provide feedback on requirements primarily, because you want the requirements to be robust because it's human-rated hardware, of course, but you don't want them to be so robust that nobody can build it on time and on budget.

Speaker #1: And, to NASA's credit, they reversed course on that particular approach, and the draft RFP that they issued here recently was much more consistent with the CLD Phase One approach.

Speaker #1: Now, there are still some mechanisms within that draft RFP that I think the industry is going to provide feedback on—requirements, primarily—because you want the requirements to be robust, since it's human-rated hardware, of course.

Dylan Taylor: There are still some mechanisms within that draft RFP that I think the industry is going to provide feedback on requirements primarily, because you want the requirements to be robust because it's human-rated hardware, of course, but you don't want them to be so robust that nobody can build it on time and on budget.

Speaker #1: But you don't want them to be so robust that nobody can build it on time and on budget. So I think there are going to be elements of the requirements that, in the final RFP, will be either changed or relaxed a bit.

Dylan Taylor: I think there are going to be elements of the requirements that, in the final RFP, will be either changed or relaxed a bit. In general, Kristine, we're feeling really good about where we're positioned. Even if the RFP came out as sort of issued in the draft, I think we'd be very well-positioned, and I think we're hopeful that additional changes from the draft to the final RFP will only enhance our competitive position. Keep in mind, our single launch-to-orbit solution, our operational day one approach as opposed to on-orbit assembly, the full scale of Starlab with this larger design is highly differentiated compared to some of the other solutions out there. We feel good about that. I think you also talked about timing. Obviously, we would prefer that a decision be made sooner rather than later, of course.

Speaker #1: But in general, Christine, we're feeling really good about where we're positioned. Even if the RFP came out as issued in the draft, I think we'd be very well positioned. And I think we're hopeful that additional changes from the draft to the final RFP will only enhance our competitive position. Because, keep in mind, our single launch-to-orbit solution and our operational day-one approach, as opposed to on-orbit assembly, set us apart.

Speaker #1: The full scale of Starlab, with its larger design, is highly differentiated compared to some of the other solutions out there. So, we feel good about that.

Speaker #1: I think you also talked about timing. Obviously, we would prefer that a decision be made sooner rather than later, of course. Really, the time pressure for the industry and, frankly, for the country and for Western allies, is making sure this gets built before the ISS has to come down.

Dylan Taylor: The time pressure for the industry and frankly, for the country and for Western allies, is making sure this gets built before the ISS has to come down. There's, of course, a planned deorbit of the ISS, but we also want to make sure that, the station's aging and of course it's got issues on it from time to time. We want to make sure that we have a commercial solution in plenty of time before the ISS no longer has functionality. Yeah, I think, timing is a bit delayed just because they went through the RFI and the draft RFP process, but we still anticipate a final RFP here shortly, and submissions, I would say, sometime mid to late fall, and then a selection early next year. That's our current belief on timing. With that, I'll ask Phil if he's got anything else to contribute.

Speaker #1: And there's, of course, a planned deorbit of the ISS, but we also want to make sure that the station's aging, and of course, it's got issues on it from time to time.

Speaker #1: We want to make sure that we have a commercial solution in plenty of time before the ISS no longer has functionality. So, yeah, I think timing is a bit delayed just because they went through the RFI and the draft RFP process, but we still anticipate a final RFP here shortly.

Speaker #1: And submissions, I would say sometime mid to late fall, and then a selection early next year. That's our current belief on timing. With that, I'll ask Phil if he's got anything else to contribute.

Speaker #3: Dylan, if I could add—and good morning, Christine. Appreciate the question. Yeah, so just from a competitive advantage perspective, I just want to make sure not just our analysts, but our investors are well aware of the strategic advantage we have with the actual construct of the Starlab joint venture.

Phil De Sousa: Dylan, if I could add, and good morning, Kristine, appreciate the question. Yeah. Just from a competitive advantage perspective, I just want to make sure not just our analysts, but our investors are well aware the strategic advantage we have with the actual construct of the Starlab joint venture. The way we've actually formulated, if you will, the cost structure to that program and to that business effectively allows us to flex our spend and adapt to delays like this with NASA. A lot of credit to the hard work that Marsha Smith, who leads Starlab, and the team at Starlab. They've continued to make really meaningful progress.

Speaker #3: The way we've actually formulated, if you would, the cost structure to that program and to that business effectively allows us to flex our spend and adapt to delays like this with NASA.

Speaker #3: So a lot of credit to the hard work that Marshall Smith, who leads Starlab and the team at Starlab, they've continued to make really meaningful progress.

Speaker #3: They continue to advance obviously the technological development, commercial customer engagement. And to that note, I just remind everybody to highlight this in my prepared remarks.

Phil De Sousa: They continue to advance, obviously, the technological development, commercial customer engagement, and to that note, I just remind everybody, I highlight this in my prepared remarks, we're now well over $500 million, actually quickly approaching the $600 million mark of signed commercial reservations for Starlab. These are the things that are our control and the things that our team has been focused on every day since we initiated this program. Again, we're really happy with the progress that we've made. We're happy and continue to work closely with NASA during this RFI process, and we'll continue to adapt to it as things evolve.

Speaker #3: We're now well over $500 million—actually, we're quickly approaching the $600 million mark—of signed commercial reservations for Starlab. These are the things that are under our control.

Speaker #3: And the things that our team has been focused on every day since we initiated this program. And so again, we're really happy with the progress that we've made.

Speaker #3: We're happy and continue to work closely with NASA during this RFI process, and we'll continue to adapt to it as things evolve.

Speaker #1: And just a final point, Christine, I'll make. I really want to thank and compliment Administrator Isaac Ben, because I think they have done a fantastic job of testing different ideas in the market, soliciting feedback from industry, and then—I wouldn't say pivoting—but I would say incorporating that feedback from industry into what they reissue and the approaches that they're taking.

Dylan Taylor: Just final point, Kristine, I'll make, I really want to thank and compliment Administrator Isaacman because I think they have done a fantastic job of testing different ideas in the market, soliciting feedback from industry, and then, I wouldn't say pivoting, but I would say incorporating that feedback from industry into what they reissue and approaches that they're taking. I think that's fantastic. That's exactly what you would hope for from your customer, is that they float ideas, they take feedback, and then they adjust based upon your feedback. I think we have a great partner in NASA, and we're excited about the future with them on this program.

Speaker #1: And so I think that's fantastic. That's exactly what you would hope for from your customer: that they float ideas, they take feedback, and then they adjust based upon your feedback.

Speaker #1: So, I think we have a great partner in NASA, and we're excited about the future with them on this program.

Speaker #6: Great. Thank you for the color.

Kristine Liwag: Great. Thank you for the color.

Speaker #7: Your next question comes from the line of Quantum Khanna with Cohen. Please go ahead.

Operator: Your next question comes from the line of Gautam Khanna with TD Cowen. Please go ahead.

Speaker #8: Yeah, good morning. I was wondering if you could give us an update on the American Defense Complex: how that is, what it's doing right now, and how far along the build-out and staffing is.

Gautam Khanna: Yeah, good morning. I was wondering if you could give us an update on the American Defense Complex, what it's doing right now, how far along the build-out and staffing is. If you could also talk a little bit about whether you've seen any traction on SRMs with the captive black powder asset that you guys own, and if you could talk about how you're positioned in that market. Thank you.

Speaker #8: And if you could also talk a little bit about whether you've seen any traction on SRMs with the captive black powder asset that you guys own, and if you could talk about kind of how you're positioned in that market.

Speaker #8: Thank you.

Speaker #3: Welcome. Good morning, Phil. I'll take this one, and then Dylan might add some additional color. We were excited not just to break ground earlier this year, but to get off to a flying start.

Phil De Sousa: Yeah, Gautam, good morning. It's Phil. I'll take this one. Dylan might add some additional color. We were excited not just to break ground earlier this year, to get off with a flying start. We've made a considerable amount of investment on prem already. I'd say most notably here, think about the benefits we're already reaping. Some of the technological advancements that we have made, even though we're not done constructing the facility, it has allowed us to do a significant amount of innovation prototyping and testing on site, which has actually been the catalyst leading to a lot of these space-based interceptor award wins. We've talked about this year being an investing year. There's still a significant amount of investment to go at that site, as well as the development out at Space Beach, or said differently, Long Beach, California.

Speaker #3: We've made a considerable amount of investment on on-prem already. I'd say, most notably here, think about the benefits we're already reaping—some of the technological advancements that we have made, even though we're not done constructing the facility. But it has allowed us to do a significant amount of innovation, prototyping, and testing on site, which has actually been the catalyst leading to a lot of these space-based interceptor award wins.

Speaker #3: And so, we've talked about this year being an investing year. There's still a significant amount of investment to go at that site, as well as the development out at Space Beach—or, said differently, Long Beach, California—and so we're continuing to look forward to making those investments.

Phil De Sousa: We're continuing to look forward to making those investments. More importantly, we're already seeing returns on that invested capital, which is exciting to us.

Speaker #3: But more importantly, we're already seeing returns on that invested capital, which is exciting to us.

Speaker #1: Yeah, and I would say also the CapEx deployment is on schedule—again, being led by Matt Kuda, our co-founder and president, who's doing a great job.

Dylan Taylor: I would say also the CapEx deployment is on schedule. Again, being led by Matt Kuta, our co-founder and president, who's doing a great job. He's got an entire team dedicated to that, and I know he's very closely managing that, and they're doing a great job. I think you also asked about SRMs and black powder traction. We like what we see there, certainly, and I think we'll have more to say on that in Q3. Yes, the short answer is we are very optimistic that that growth factor is what we thought it was, and we'll have more to say on that in the very near future.

Speaker #1: He's got an entire team dedicated to that, and I know he's very closely managing it, and they're doing a great job. I think you also asked about SRMs and black powder traction.

Speaker #1: We like what we see there, certainly, and I think we'll have more to say on that in Q3. But yes, the short answer is we are very optimistic that that growth factor is what we thought it was.

Speaker #1: And we'll have more to say on that in the very near future.

Speaker #8: That's helpful. And just a quick follow-up, because you did mention the huge pipeline of opportunities you're pursuing. I'm curious: do you have a sense for what the book-to-bill might look like in the second half of the year, just based on what you have out there already?

Gautam Khanna: That's helpful. Just a quick follow-up, because you did mention the huge pipeline of opportunities you're pursuing. I'm curious, do you have a sense for what the book-to-bill might look like in the H2 of the year, just based on what you have out there already?

Speaker #3: I certainly do, Guatham. So I will highlight that, with the significantly large $300 million award that we received from NASA for those CLPS missions with Astrobotic, those certainly have come in actually post-acquisition.

Phil De Sousa: I certainly do, Gautam. I will highlight that with the significantly large $300 million award that we received from NASA for those CLPS missions with Astrobotic. Those certainly have come in actually post-acquisition, there'll be an exceptional Q3 performance. That said, when I think of Q4, when things start to normalize again, positive book-to-bill, again, despite us having well over a one book-to-bill ratio in the H1 where we're typically south of one. I would guide towards Q4 being quite similar to the combination of the H1, about 1.2, 1.3 book-to-bill in Q4 with a truly exceptional Q3 in between.

Speaker #3: So there’ll be an exceptional third quarter performance. That said, when I think of fourth quarter, when things start to normalize again—positive book-to-bill again—despite us having well over a one book-to-bill ratio in the first half, where we’re typically south of one.

Speaker #3: So I would guide towards Q4 being quite similar to the combination of the first half, so about 1.2, 1.3 book-to-bill in Q4, with a truly exceptional third quarter in between.

Speaker #8: Thanks a lot, guys.

Gautam Khanna: Thanks a lot, guys.

Speaker #3: You bet. Thank you.

Phil De Sousa: You bet. Thank you.

Speaker #7: Your next question comes from the line of Michael Lashock with KeyBanc Capital Markets. Please go ahead.

Operator: Your next question comes from the line of Michael Leshock with KeyBanc Capital Markets. Please go ahead.

Speaker #5: Hey, good morning. I just wanted to clarify the magnitude of NGI. I think you previously said the 2026 revenue contribution would be relatively flattish versus the $50 million in '25.

Michael Leshock: Hey, good morning. I just wanted to clarify the magnitude of NGI. I think you previously said the 2026 revenue contribution would be relatively flattish versus the $50 million in 2025. Has that changed at all? Secondly, what milestones need to happen to hit LRIP in 2027? Is that all based on the customer or capacity expansions or any other milestones to be looking for on NGI just to hit that initial production cadence? Thank you.

Speaker #5: Has that changed at all? And then secondly, what milestones need to happen to hit LRIP in 2027? Is that all based on the customer or capacity expansions, or are there any other milestones to be looking for on NGI just to hit that initial production cadence?

Speaker #5: Thank you.

Speaker #1: Hey Mike, good morning. It's Phil here on this side. Appreciate the question. Yeah, no, NGI, no change in the program from our perspective. Again, the team there just continues to execute on behalf of the customer as they have been for, frankly speaking, quite a number of years now.

Phil De Sousa: Hey, Mike. Good morning. It's Phil here on this side. Appreciate the question. Yeah, no, NGI, no change in the program from our perspective. Again, the team there just continues to execute on behalf of the customer, as they have been for, frankly speaking, quite a number of years now. If I recall correctly off the top of my head, last year, full year NGI revenue was just about $47 million. That flat comment that I've carried forward still holds true. We should be in the range of $45 to $50 million this year. Again, all tied really specifically to specific customer timing on that front. We have passed our critical design review from the propulsion side of the house. Last year, if you guys recall, that was June. That was a pretty significant milestone for us.

Speaker #1: So, if I recall correctly, off the top of my head, last year full-year NGI revenue was just about $47 million. That "flat" comment that I’ve carried forward still holds true.

Speaker #1: We should be in the range of 45 to 50 million dollars this year. Again, all tied really specifically to specific customer timing. On that front, we have passed our critical design review from the propulsion side of the house.

Speaker #1: Last year, if you guys recall, that was June. That was a pretty significant milestone for us. As we continue to march out for the balance of the year, we are certainly still awaiting the LRIP contract, which we anticipate could still come before the end of the year.

Phil De Sousa: As we continue to march out for the balance of the year, we are certainly still awaiting for the LRIP contract, which we anticipate could still come before the end of the year. We'll obviously provide an update as soon as we can. Obviously, just as a reminder, that we anticipate that that's a pretty significant contribution, not just 2027 and 2028, but then as we move from low rate production to high rate production. We view Lockheed Martin's Next Generation Interceptor as approximately $1 billion worth of value to us to be generated over the next 5-plus years.

Speaker #1: We'll obviously provide an update as soon as we can. But obviously, just as a reminder, we anticipate that's a pretty significant contribution, not just in 2027 and 2028, but then as we move from low-rate production to high-rate production. We view Lockheed Martin's Next Generation Interceptor at approximately $1 billion worth of value to us to be generated over the next five-plus years.

Speaker #5: Great. Thanks so much.

Michael Leshock: Great. Thanks so much.

Speaker #7: Your next question comes from the line of David Strauss with Wells Fargo. Please go ahead.

Operator: Your next question comes from the line of David Strauss with Wells Fargo. Please go ahead.

Speaker #6: Hey, good morning. This is Ben Tomicone for David. I was just wondering, could you guys talk about how you're feeling about the certainty of Starship's capacity to launch Starlab, and if there's any risk with the timeline there?

Ben Tomick: Hey, good morning. This is Ben Tomick on for David Strauss. I was just wondering, could you guys talk about how you're feeling about the certainty of Starship's capacity to launch Starlab, and if there's any risk to the timeline there?

Speaker #1: Hey Ben, how are you? I don't think I've had a chance to meet you before. Nice to hear from you. We're not concerned about that.

Dylan Taylor: Hey, Ben. How are you? I don't think I've had a chance to meet you before. Nice to hear from you. We're not concerned about that. Keep in mind, what we need Starship to do is orbital insertion, which Starship's really already demonstrated. A lot of the refinements that Elon and team are working on right now have to do with reentry, heat shield, refueling, human-rated hardware, et cetera. From our perspective, what we need them to do, which is safe delivery to orbit, they've already demonstrated. Short answer is no, we're not concerned with their ability to launch us.

Speaker #1: Keep in mind, what we need Starship to do is orbital insertion, which Starship has really already demonstrated. So, a lot of the refinements that Elon and the team are working on right now have to do with re-entry, heat shield, refueling, human-rated hardware, et cetera, et cetera.

Speaker #1: So from our perspective, what we need them to do—which is safe delivery to orbit—they've already demonstrated. So, short answer is no, we're not concerned with their ability to launch us.

Speaker #6: Great, thank you.

Ben Tomick: Great. Thank you.

Speaker #7: Your next question comes from the line of Andre Midrid with US Bancorp. Please go ahead.

Operator: Your next question comes from the line of Andre Madrid with U.S. Bancorp. Please go ahead.

Speaker #6: Good morning. Thanks for taking my question. I think you mentioned it a little bit before, but can we maybe just go into some more detail about the pace of revenue recognition on Moon Base Two and the two CLPS lunar lander awards?

Andre Madrid: Good morning. Thanks for taking my question. I think you mentioned it a little bit before, but can we maybe just go into some more detail about the pace of revenue recognition on Moon Base 2 and the two CLPS lunar landers awards, as those progress towards eventual delivery?

Speaker #6: As those progress towards eventual delivery.

Speaker #1: Hey Andre, good morning. Great question; it was asked earlier. I'll stick to the script here. As we get closer to our Investor Day, we're going to have significantly more information to share.

Phil De Sousa: Hey, Andre. Good morning. Great question. It was asked earlier. I'll stick to the script here. As we get closer to our Investor Day, we're going to have a significant more information to share. In part that's because, look, we just acquired the business, frankly speaking, just a couple of weeks ago. Just received both awards from NASA. As we start to work through the contracting dynamics associated with it, and you can appreciate it's far, probably more, far more complex than we'd all appreciate. We anticipate we will certainly, as always, provide the level of transparency we always have. I ask you to just be patient with us. Anticipate that obviously it'll be a significant contribution to us in future periods. Not counting on any significant contribution from it here in 2026. I think that's an important piece to note.

Speaker #1: And in part, that's because, look, we just acquired the business, frankly speaking, just a couple of weeks ago. We just received both awards from NASA.

Speaker #1: And as we start to work through the contracting dynamics associated with it, and you could appreciate it's far probably far more complex than we'd all appreciate.

Speaker #1: We anticipate we will certainly, as always, provide the level of transparency we always have. But I ask you to just be patient with us.

Speaker #1: We anticipate that, obviously, it will be a significant contribution to us in future periods. We're not counting on any significant contribution from it here in 2026.

Speaker #1: I think that's an important piece to note. The team there is obviously really focused on the Griffin mission first. And then obviously we'll tackle these, both contractually and then from an execution perspective once we get into 2027.

Phil De Sousa: The team there is obviously really focused on the Griffin mission first.

Dylan Taylor: Obviously we'll tackle these both contractually and then from an execution perspective once we get into 2027.

Phil De Sousa: Obviously we'll tackle these both contractually and then from an execution perspective once we get into 2027.

Speaker #6: Got it, got it. And I guess on my follow-up, something a little bit different. Obviously, given your experience in providing advanced proposal subsystems on programs like NGI, I mean, looking at these recent framework agreements, I mean, does this present really any opportunity for Voyager to support as a sub?

Andre Madrid: Got it. I guess on my follow-up, something a little bit different. Obviously, given your experience in providing advanced propulsion subsystems on programs like NGI, looking at these recent framework agreements, does this present really any opportunity for Voyager to support as a sub?

Dylan Taylor: Specifically on propulsion Golden Dome activities? Andre?

Speaker #1: Specifically on propulsion, golden dome activities? Andre?

Speaker #6: Yeah, no, I mean more specific to, I guess, the recent framework agreements, if any of the work that you do is maybe tangential and could support that at all.

Andre Madrid: Yeah. No, I mean more specific to, I guess, the recent framework agreements. If any of the work that you do is maybe tangential and could support that at all, do you view it as an opportunity or not really?

Speaker #6: Do you view it as an opportunity, or not really?

Speaker #1: We view it as an opportunity. No, I think it's a very astute question. We see it the same way. Obviously, we've got a lot of other growth opportunities here and things that we're excited about.

Dylan Taylor: We view it as an opportunity. No, I think it's a very astute question. We see it the same way. Obviously, we've got a lot of other growth opportunities here and things that we're excited about. Yes, we do see that as an opportunity. Full stop.

Speaker #1: But yes, we do see that as an opportunity. Full stop.

Speaker #6: Got it. No, I appreciate the color. Thanks so much. I'll leave it there.

Andre Madrid: Got it. No, I appreciate the color. Thanks so much. I'll leave it there.

Speaker #7: Your next question comes from the line of Stephen Warhaftig with Wedbush Securities. Please go ahead.

Operator: Your next question comes from the line of Steven Wahrhaftig with Wedbush Securities. Please go ahead.

Speaker #8: Hey, good morning, Steve. Congrats on the quarter. Thanks for taking the call. Dylan, I want to talk a little bit more about this agentic contract that you got in the pipeline.

Steven Wahrhaftig: Hey, good morning to you. Congrats on the quarter. Thanks for taking the call. Dylan, I want to talk a little bit more about this agentic contract that you got in the pipeline. I more so want to talk about the opportunity that you really see to expand in this space, because it really seems like a unique contract, and it seems a little bit different than what you are going after with the defense and space industry. Can you break down the opportunity that you're seeing within the agentic field? I have a follow-up. Thank you.

Speaker #8: I more so want to talk about the opportunity that you really see to expand in this space because it really seems like a unique contract.

Speaker #8: And it seems a little bit different than what you are going after with the defense and space industry. So can you break down the opportunity that you're seeing within the agentic field?

Speaker #8: And then I have a follow-up. Thank you.

Speaker #1: Yeah, thanks for the question. I wish we could give you more detail, including who the customer is, but this is deeply embedded in the classified community.

Dylan Taylor: Yeah. Thanks for the question. I wish we could give you more detail, including who the customer is, but this is deeply embedded in the classified community. There are a couple themes that I think are important to point out here. As we've seen with our friends, Palantir, who, just a reminder, strategic partner of ours, shareholder within Starlab, early shareholder within Voyager. They're getting tremendous traction within the DoD and the federal government at large, not only in the US, but other governments around the world, with their ability to generate intelligence around data. A lot of that has to do with, as we know, increased demands for autonomy. When we say autonomy, those are decisions being made in real time in environments that might not necessarily have the ability for a human to provide intervention before something needs to take place.

Speaker #1: But there are a couple of themes that I think are important to point out here. As we've seen with our friends Palantir, who just a reminder, strategic partner of ours, shareholder within Starlab, early shareholder within Voyager, they're getting tremendous traction within the DOW and the federal government at large, not only in the US, but other governments around the world, with their ability to generate intelligence around data.

Speaker #1: And a lot of that has to do with, as we know, increased demands for autonomy. And when we say autonomy, those are decisions being made in real time in environments that might not necessarily have the ability for a human to provide intervention before something needs to take place.

Speaker #1: So autonomy is a big driver. And I would say there's a big opportunity between what I would call traditional agentic AI, which is more data processing, data analysis, data sorting, and what Palantir does, which is like full operating model, full autonomy.

Dylan Taylor: autonomy is a big driver. I would say there's a big opportunity between what I would call traditional agentic AI, which is more data processing, data analysis, data sorting, and what Palantir does, which is full operating model, full autonomy. In between those two extremes, there is a huge, I wish I could capitalize on the phone here, but a huge opportunity for companies like ours that are at the very forefront of what is possible in that middle layer to help the customer think through solutions. We made a critical hire, Matt Kuta did, who leads this initiative, as I mentioned earlier, who led agentic AI initiatives at DARPA, and he has been a fantastic hire internally to the company.

Speaker #1: In between those two extremes, there is a huge—I wish I could capitalize 'huge' on the phone here—but a huge opportunity for companies like ours that are at the very forefront of what is possible in that middle layer.

Speaker #1: To help the customer think through solutions. And we made a critical hire, Makuta did, who leads this initiative, as I mentioned earlier, who led agentic AI initiatives at DARPA.

Speaker #1: And he has been a fantastic hire internally to the company. So this is kind of a skunk works project internally that we're as we've already seen in this quarter getting traction on from a customer demand and contracting standpoint.

Dylan Taylor: this is kind of a skunkworks project internally that we're, as we've already seen in this quarter, getting traction on from a customer demand and contracting standpoint. I expect a lot of growth opportunity here. Again, I'll just emphasize what I said earlier. I don't think the market fully understands this opportunity that we have captured here. We'll have a lot more to say about it on future calls. We are extremely well-positioned for a part of the market that, frankly, I don't think a lot of people are understanding or have the capability to focus on.

Speaker #1: I expect a lot of growth opportunity here. And again, I'll just emphasize what I said earlier—I don't think the market fully understands this opportunity that we have captured here.

Speaker #1: And we'll have a lot more to say about it on future calls. But we are extremely well-positioned for a part of the market that, frankly, I don't think a lot of people are understanding, or have the capability to focus on.

Speaker #8: Okay, I appreciate the color on that. And then Phil, I just want to talk a little bit more, so about the guidance, specifically on the gross margin side of things, because you're still reaffirming the fiscal year 26 guidance for gross margins in the mid-teens.

Steven Wahrhaftig: Okay. I appreciate the color on that. Phil, I just wanted to talk a little bit more so about the guidance, specifically on the gross margin side of things, because you're still reaffirming the fiscal year 2026 guidance for gross margins in the mid-teens. When looking at the results, it was negative in Q1, and then it was the high single digits in Q2. Can we get a better idea of what the trends will be like in the second half of the year? Should we expect a seasonality in fiscal year 2027?

Speaker #8: And we're looking at the results. It was negative in the first quarter, and then it was high single digits in Q2. So can we get a better idea of what the cadence will be like in the second half of the year?

Speaker #8: And should we expect a seasonality in fiscal year 27?

Speaker #1: A great question. I appreciate you actually asking it. Really important. Element of focus and certainly in our commentary, we haven't provided a total amount of specifics, but here we go.

Phil De Sousa: Great question. I appreciate you actually asking it. A really important element of focus, certainly in our commentary, we haven't provided a ton of specifics, here we go. Great point. Negative gross margin the Q1, just as a reminder, we were already investing for our manufacturing capacity capabilities, if you would. Some of which did lend itself, obviously, to some of these early wins coming out of our American Defense Complex. You saw what happens from a leverage perspective, even at the gross margin line in Q2 when we got a little over 8% gross profit margins. As I look out over Q3 and Q4, obviously there's going to be a revenue ramp here significantly supported by our backlog. I anticipate gross profit margins in the mid to high teens. Call around 17% in Q3.

Speaker #1: Great point. Negative gross margin in the first quarter. But just as a reminder, we were already investing in our manufacturing capacity and capabilities, if you would.

Speaker #1: Some of which did lend itself, obviously, some of these early wins coming out of our American defense complex. You saw what happens from a leverage perspective, even at the gross margin line.

Speaker #1: In Q2, when we got a little over 8% gross profit margins, as I look out over the third quarter and fourth quarter, and obviously, there's going to be a revenue ramp here significantly supported by our backlog.

Speaker #1: I anticipate gross profit margins in the mid to high teens. So call around 17% in the third quarter. And we will eclipse the 20% mark, think low 20% points in the fourth quarter.

Phil De Sousa: We will eclipse the 20% mark, think low 20 percentage points in Q4. That ultimately gets you to that mid-teens full year gross profit margin guidance there. As I look out to 2027, there's no question that as our revenue continues to scale and increase, we will continue to get significant margin leverage, not just at the gross profit line, but certainly at the operating profit or think EBITDA margin line. Thank you.

Speaker #1: That ultimately gets you to that mid-teens full year gross profit margin guidance there. As I look out to 2020 seven, there's no question that as our revenue continues to scale, an increase will continue to get significant margin leverage not just at the gross profit line, but certainly at the operating profit or think EBITDA margin line.

Speaker #1: Thank you.

Speaker #7: Your next question comes from the line of Ron Epstein with Bank of America. Please go ahead.

Operator: Your next question comes from the line of Ron Epstein with Bank of America. Please go ahead.

Speaker #9: Hey, good morning. This is Alex Preston on for Ron. Thanks for taking the questions. I was wondering if you could just talk a little bit about incremental investment in Astrobotic post-acquisition, right?

Alex Preston: Hey, good morning. This is Alex Preston on for Ron. Thanks for taking the questions. I was wondering if you could just talk a little bit about incremental investment in Astrobotic post-acquisition. It looks like the CapEx outlook is up. I presume that's primarily or maybe all Astrobotic. Can you just maybe give a bit more color on what investments you're making there and maybe the broader framework as you look to execute on these new awards at Astrobotic going forward? Thanks.

Speaker #9: It looks like the capex outlook is up. I presume that's primarily or maybe all Astrobotic. Can you just maybe give a bit more color on what investments you're making there and maybe the broader framework as you look to execute on these new awards at Astrobotic going forward?

Speaker #9: Thanks.

Speaker #1: Yeah, great question. I appreciate it. Yes. So in the past, we had guided approximately $70 million of capex, excluding Starlab, update to the guidance framework we're looking at anywhere from 70 to 80 million dollars.

Phil De Sousa: Yeah, great question. I appreciate it. Yes. In the past, we had guided approximately $70 million of CapEx, excluding Starlab. Update to the guidance framework, we're looking at anywhere from $70 million to $80 million. There is a little bit of investment in there for Astrobotic. There's also, if you would, incremental investment there for our base business as we look ahead. Growth and supporting that growth capacity is an absolute prerequisite for us as we look into 2027 being another record year for Voyager, and so that's really what's underpinning that increase there. There is some modest investment there for Astrobotic. Like all of the acquisitions we've done in the past, it's one of the great reasons why we're thought of as an acquirer of choice.

Speaker #1: There is a little bit of investment in there for Astrobotic. There's also if you would, incremental investment there. For our base business, as we look ahead, growth and supporting that growth capacity is an absolute prerequisite.

Speaker #1: For us, as we look into 2027 being another record year for Voyager, that's really what's underpinning that increase there. There is some modest investment there for Astrobotic, like all of the acquisitions we've done in the past.

Speaker #1: It's one of the great reasons why we're thought of as an acquirer of choice. It's because we do have a strategic asset in our balance sheet and have the ability to not just invest from an innovation perspective, you also see our internally funded research and development being about 20% for the year.

Phil De Sousa: It's because we do have a strategic asset in our balance sheet and have the ability to not just invest from an innovation perspective. You also see our internally funded research and development being about 20% for the year. Obviously, not just our base business, but we will also invest in Astrobotic from that regard and continue to support the growth trajectories of all the businesses that we've integrated into Voyager. Great question. Thank you.

Speaker #1: Obviously, not just our base business, but we will also invest in Astrobotic from that regard. And continue to support the growth trajectories of all the businesses that we've integrated into Voyager.

Speaker #1: Great question. Thank you.

Speaker #9: Thanks for the call. Appreciate it.

Alex Preston: Thanks for the color. Appreciate it.

Speaker #7: Ladies and gentlemen, that does conclude our question and answer session. I will now turn the call back over to Phil for closing comments.

Operator: Ladies and gentlemen, that does conclude our question-and-answer session. I will now turn the call back over to Phil for closing comments.

Speaker #1: Krista, we're since we've gone over here on time, I think we're just going to end. And I'll address the retail questions we typically have had in during the third quarter as we kind of stand up a new investor relations website going forward.

Phil De Sousa: Krista, since we've gone over here on time, I think we're just going to end, and I'll address the retail questions we typically have had during Q3 as we kind of stand up a new Investor Relations website going forward, and we'll be very responsive to that team, to that group of interest. With that, I'll turn it back over to Bill for any closing remarks.

Speaker #1: And we'll be very responsive to that team—to that group of interest. With that, I'll turn it back over to Dylan for any closing remarks.

Speaker #10: Thank you, Phil. Well, just to wrap up, thank you all for the very thoughtful questions. We are super excited as we enter this Q3, not only with the Astrobotic acquisition, but also with the opportunity presented by Starlab.

Dylan Taylor: Thank you, Phil. Well, just to wrap up, thank you all for the very thoughtful questions. We are super excited as we enter this Q3, not only with the Astrobotic acquisition, but the opportunity with the Starlab phase II contract award and RFP, our ability to execute on these Golden Dome awards and continue to build significant pipeline and opportunities there and executing on our overall business. Thank you all. Again, just want to plug one more time, one last time, our Investor Day, 3 December in Pittsburgh. We'll have lots of hardware to show off. We're also thinking about providing a few slots for retail investors, stay tuned on that approach. Yes, thank you all for your attention and your support of Voyager Technologies. We appreciate it. Have a great day.

Speaker #10: Phase two, contract award and RFP—our ability to execute on these Golden Dome awards and continue to build significant pipeline and opportunities there, and executing on our overall business.

Speaker #10: So thank you all again. Just want to plug one more time, one last time, our investor day December 3rd in Pittsburgh. We'll have lots of hardware to show off.

Speaker #10: We're also thinking about providing a few slots for retail investors. So stay tuned on that approach. But yes, thank you all for your attention.

Speaker #10: And your support of Voyager Technologies, we appreciate it. Have a great day.

Operator: Ladies and gentlemen, this does conclude today's conference call.

Alex Preston: Goodbye.

Operator: Goodbye.

Operator: Thank you for your participation.

Q2 2026 Voyager Technologies Inc Earnings Call

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