Q2 2026 Ginkgo Bioworks Holdings Inc Earnings Call

August 5, 2026

Speaker #1: Thanks, Daniel. We always start with our mission here, which is to make biology easier to engineer at Ginkgo. In 2026, our goals remain the same: we want to focus and invest to win in this new category of autonomous labs.

Jason Kelly: Thanks, Daniel. We always start with our mission here, which is to make biology easier to engineer at Ginkgo. In 2026, our goals remain the same. We want to focus and invest to win in this new category of autonomous labs. We want to focus Ginkgo's efforts really on the technology side, largely into autonomous labs. We're going to invest to extend our lead there. Second, we want to demonstrate the capabilities of an autonomous lab by using our big system here in Boston, Nebula, which I'll talk about today, that we, in the last quarter, expanded that substantially, so that we can sort of move the majority of our work onto that system over the course of the year and into the future.

Speaker #1: We want to focus Ginkgo's efforts really on the technology side, largely into autonomous labs. And we're going to invest to extend our lead there.

Jason Kelly: We're going to invest to extend our lead there. Second, we want to demonstrate the capabilities of an autonomous lab by using our big system here in Boston, Nebula, which I'll talk about today, that we, in the last quarter, expanded that substantially, so that we can sort of move the majority of our work onto that system over the course of the year and into the future.

Speaker #1: Second, we want to demonstrate the capabilities of an autonomous lab by using our big system here in Boston—Nebula, which I'll talk about today—that we, in the last quarter, expanded substantially, so that we can move the majority of our work onto that system over the course of the year and into the future.

Speaker #1: That's a great chance to both improve the economics of our services and also demonstrate to other potential buyers of autonomous labs just what you can do with a system like this.

Jason Kelly: That's a great chance to both improve the economics of our services and also demonstrate to other potential buyers of autonomous labs just what you can do with a system like this. I want to talk a bit about that today as well. Finally, want to book new sales of autonomous labs in biopharma, national labs, and as I'll mention today, research universities, which we're very excited about. We have made a lot of headway, as you know, and we've been talking about for a couple of years now on improving our cash burn. You can see that in the second half of this year, we intend to improve on that burn even further than we did in the first half of the year. That is really work we've been doing in the first half of the year sort of paying off and bearing fruit.

Speaker #1: And so I want to talk a bit about that today as well. And then finally, I want to book new sales of autonomous labs in biopharma, national labs, and as I'll mention today, research universities, which we're very excited about.

Speaker #1: We have made a lot of headway, as you know, and we've been talking about for a couple of years now on improving our cash burn.

Jason Kelly: We have made a lot of headway, as you know, and we've been talking about for a couple of years now on improving our cash burn. You can see that in the H2 of this year, we intend to improve on that burn even further than we did in the H1 of the year. That is really work we've been doing in the H1 of the year sort of paying off and bearing fruit.

Speaker #1: You can see that in the second half of this year, we intend to improve on that burn, even further than we did in the first half of the year.

Speaker #1: And that is really work we've been doing in the first half of the year, sort of paying off and bearing fruit. So really excited.

Jason Kelly: Really excited. This gives us this plus our $302 million in cash and cash equivalents, as well as we have an additional $87 million that we've set aside for restricted cash for various customers and certain operating activities. Puts us in a really nice spot going into the second half of this year and the future to really have the capital we need to continue this growth into autonomous labs. With that, I'm going to pass it over to Steve in order to dig into the financials, then you'll hear from me again in the strategic section. Thank you.

Speaker #1: This gives us this, plus our $302 million in cash and cash equivalents, as well as an additional $87 million that we've set aside for restricted certain operating activities. This puts us in a really nice spot going into the second half of this year and into the future to really have the capital we need to continue this growth into autonomous labs.

Speaker #1: So with that, I'm going to pass it over to Steve, who will dig into the financials. Then you'll hear from me again during the strategic session.

Speaker #1: Thank you.

Speaker #2: Thanks, Jason. Before I walk through our financials, I want to remind everyone that following the previously announced transaction that closed on April 3rd, the divestiture of biosecurity is classified as discontinued operations within our financial statements.

Steven Coen: Thanks, Jason. Before I walk through our financials, I want to remind everyone that following the previously announced transaction that closed on 3 April, the divestiture of Biosecurity is classified as discontinued operations within our financial statements. Accordingly, we have, and will retrospectively recast all prior periods presented to conform to this presentation. The former Biosecurity results are now reported as loss from discontinued operations below loss from continuing operations. All of our financial commentary I will provide today relates exclusively to continuing operations where we now operate as a single segment. With that, I'll now discuss our Q2 results. Revenue was $20 million in Q2 2026, down 48% compared to Q2 2025. For H1 2026, revenue was $40 million, down 49% compared to the same period last year.

Steve Coen: Thanks, Jason. Before I walk through our financials, I want to remind everyone that following the previously announced transaction that closed on 3 April, the divestiture of Biosecurity is classified as discontinued operations within our financial statements. Accordingly, we have, and will retrospectively recast all prior periods presented to conform to this presentation. The former Biosecurity results are now reported as loss from discontinued operations below loss from continuing operations.

Speaker #2: Accordingly, we have and will retrospectively recast all prior periods presented to conform to this presentation. The former biosecurity results are now reported as loss from discontinued operations below loss from continuing operations.

Speaker #2: All of our financial commentary I will provide today relates exclusively to continuing operations where we now operate as a single sector. With that, I'll now discuss our Q2 results.

Steve Coen: All of our financial commentary I will provide today relates exclusively to continuing operations where we now operate as a single segment. With that, I'll now discuss our Q2 results. Revenue was $20 million in Q2 2026, down 48% compared to Q2 2025. For H1 2026, revenue was $40 million, down 49% compared to the same period last year.

Speaker #2: Revenue was $20 million in the second quarter of 2026, down 48% compared to the second quarter of 2025. For the first 6 months of 2026, revenue was $40 million, down 49% compared to the same period last year.

Speaker #2: As previously disclosed, revenue in the first 6 months of 2025 included $7.5 million in non-cash revenue relating to the mutual termination of the biomedic agreement.

Steven Coen: As previously disclosed, revenue in H1 2025 included $7.5 million in non-cash revenue relating to the mutual termination of the Biome Edit agreement. Excluding this, revenue for H1 2026 was down approximately 42% from the prior year period. It is important to note that our net loss includes a number of non-cash and other non-recurring items as detailed more fully in our financial statements. Because of these non-cash and other non-recurring items, we believe adjusted EBITDA is a more indicative measure of our profitability. A full reconciliation between adjusted EBITDA and GAAP net loss from continuing operations can be found in the appendix. In Q2 2026, R&D expense decreased 4% from $31 million in Q2 2025 to $30 million in Q2 2026.

Steve Coen: As previously disclosed, revenue in H1 2025 included $7.5 million in non-cash revenue relating to the mutual termination of the Biome Edit agreement. Excluding this, revenue for H1 2026 was down approximately 42% from the prior year period. It is important to note that our net loss includes a number of non-cash and other non-recurring items as detailed more fully in our financial statements. Because of these non-cash and other non-recurring items, we believe adjusted EBITDA is a more indicative measure of our profitability. A full reconciliation between adjusted EBITDA and GAAP net loss from continuing operations can be found in the appendix. In Q2 2026, R&D expense decreased 4% from $31 million in Q2 2025 to $30 million in Q2 2026.

Speaker #2: Excluding this, revenue for the first 6 months of 2026 was down approximately 42% from the prior year period. It is important to note that our net loss includes a number of non-cash and other non-recurring items as detailed more fully in our financial statements.

Speaker #2: Because of these non-cash and other non-recurring items, we believe adjusted EBITDA is a more indicative measure of our profitability. A full reconciliation between adjusted EBITDA and gap net loss from continuing operations can be found in the appendix.

Speaker #2: In the second quarter of 2026, R&D expense decreased 4% from $31 million in the second quarter of 2025 to $30 million in the second quarter of 2026.

Speaker #2: G&A expense decreased 26% from $16 million in the second quarter of 2025 to $12 million in the second quarter of 2026. These decreases were primarily driven by our restructuring efforts, which was substantially concluded at the end of 2025.

Steven Coen: G&A expense decreased 26% from $16 million in Q2 2025 to $12 million in Q2 2026. These decreases were primarily driven by our restructuring efforts, which was substantially concluded at the end of 2025. Net loss from continuing operations was $57 million in Q2 2026, compared to a loss of $53 million in the prior year period. Moving further down the page, you will note that adjusted EBITDA in Q2 2026 was $-36 million, compared to $-25 million in Q2 2025. It is important to note that adjusted EBITDA includes the carrying cost of excess lease space, which you can see was $14 million in Q2 2026, up from $12 million in the prior year period.

Steve Coen: G&A expense decreased 26% from $16 million in Q2 2025 to $12 million in Q2 2026. These decreases were primarily driven by our restructuring efforts, which was substantially concluded at the end of 2025. Net loss from continuing operations was $57 million in Q2 2026, compared to a loss of $53 million in the prior year period. Moving further down the page, you will note that adjusted EBITDA in Q2 2026 was $-36 million, compared to $-25 million in Q2 2025. It is important to note that adjusted EBITDA includes the carrying cost of excess lease space, which you can see was $14 million in Q2 2026, up from $12 million in the prior year period.

Speaker #2: Net loss from continuing operations was $57 million, in the second quarter of 2026, compared to a loss of $53 million in the prior year period.

Speaker #2: Moving further down the page, you'll note that adjusted EBITDA in the second quarter of 2026 was negative $36 million, compared to negative $25 million in the second quarter of 2025.

Speaker #2: It is important to note that adjusted EBITDA includes the carrying cost of excess lease space, which you can see was $14 million in the second quarter of 2026, up from $12 million in the prior year period.

Speaker #2: This cost represents the base rent and other charges related to leased space, which we are not occupying, net of sublease income. This is a cash operating cost that is not related to driving revenue right now and can potentially be mitigated through subleasing.

Steven Coen: This cost represents the base rent and other charges relating to lease space, which we are not occupying, net of sublease income. This is a cash operating cost that is not related to driving revenue right now and can be potentially mitigated through subleasing. Finally, cash burn in Q2 2026 was $45 million, compared to $38 million in Q2 2025. For H1 2026, cash burn was $93 million, down from $96 million in the same period last year, a 3% decrease. As previously reported, we paid Google Cloud $14 million in Q1 this year relating to the 2025 amended commitment, which increased our cash burn for the period. Resetting the commitment reduced our future minimum commitments by more than $100 million compared with the original terms, and extended the commitment term from 3 to 6 years.

Steve Coen: This cost represents the base rent and other charges relating to lease space, which we are not occupying, net of sublease income. This is a cash operating cost that is not related to driving revenue right now and can be potentially mitigated through subleasing. Finally, cash burn in Q2 2026 was $45 million, compared to $38 million in Q2 2025. For H1 2026, cash burn was $93 million, down from $96 million in the same period last year, a 3% decrease. As previously reported, we paid Google Cloud $14 million in Q1 this year relating to the 2025 amended commitment, which increased our cash burn for the period. Resetting the commitment reduced our future minimum commitments by more than $100 million compared with the original terms, and extended the commitment term from 3 to 6 years.

Speaker #2: And finally, cash burn in the second quarter of 2026 was $45 million, compared to $38 million in the second quarter of 2025. For the first 6 months of 2026, cash burn was $93 million, down from $96 million in the same period last year, a 3% decrease.

Speaker #2: As previously reported, we paid Google Cloud $14 million in the first quarter of this year, relating to the 2025 amended commitment, which increased our cash burn for the period.

Speaker #2: Resetting the commitment reduced our future minimum commitments by more than $100 million compared with the original terms, and extended the commitment term from 3 to 6 years.

Speaker #2: Excluding this payment, cash burn reflects a significant decrease in the first half of 2026 compared to the first half of 2025, which was a direct result of the restructuring.

Steven Coen: Excluding this payment, cash burn reflects a significant decrease from H1 2026 compared to H1 2025, which was a direct result of the restructure. During Q2, we raised $17 million through our at-the-market equity program. Consistent with our methodology, these related proceeds are excluded from cash burn for all periods presented. Turning to guidance. As we discussed earlier this year, 2026 is about continuing to be cost efficient while investing in our AI robotics and software to bring autonomous labs to our bioscience customers, including the build-out of our frontier autonomous lab in Boston. We have turned the page from focusing on restructuring actions to focus this year not only on cost efficiency, but on investing in what we see as our opportunities while continuing to provide our customers the advanced services they have come to expect.

Steve Coen: Excluding this payment, cash burn reflects a significant decrease from H1 2026 compared to H1 2025, which was a direct result of the restructure. During Q2, we raised $17 million through our at-the-market equity program. Consistent with our methodology, these related proceeds are excluded from cash burn for all periods presented. Turning to guidance. As we discussed earlier this year, 2026 is about continuing to be cost efficient while investing in our AI robotics and software to bring autonomous labs to our bioscience customers, including the build-out of our frontier autonomous lab in Boston. We have turned the page from focusing on restructuring actions to focus this year not only on cost efficiency, but on investing in what we see as our opportunities while continuing to provide our customers the advanced services they have come to expect.

Speaker #2: During the second quarter, we raised $17 million through our at-the-market equity program. Consistent with our methodology, these related proceeds are excluded from cash burn for all periods present.

Speaker #2: Now, turning to guidance. As we discussed earlier this year, 2026 is about continuing to be cost-efficient while investing in our AI, robotics, and software to bring autonomous labs to our bioscience customers.

Speaker #2: Including the build-out of our frontier autonomous lab in Boston. We have turned the page from focusing on restructuring actions to focus this year not only on cost efficiency, but on investing in what we see as our opportunities while continuing to provide our customers the advanced services they have come to expect.

Speaker #2: For these reasons, we believe cash burn best reflects our continuing services and tools and further investments in autonomous labs. In terms of outlook for the full year, we are reaffirming our overall cash burn guidance for 2026, totaling $125 to $150 million.

Steven Coen: For these reasons, we believe cash burn best reflects our continuing services and tools and further investments in autonomous labs. In terms of outlook for the full year, we are reaffirming our overall cash burn guidance for 2026 totaling $125 to $150 million. This range reflects a firm balance amongst cost efficiency, continuing services and tools, and further investments we are making. In conclusion, we are pleased with the continued improvements in cash burn efficiency and our business pursuits for 2026. With that, I'll hand it back over to you, Jason.

Steve Coen: For these reasons, we believe cash burn best reflects our continuing services and tools and further investments in autonomous labs. In terms of outlook for the full year, we are reaffirming our overall cash burn guidance for 2026 totaling $125 to $150 million. This range reflects a firm balance amongst cost efficiency, continuing services and tools, and further investments we are making. In conclusion, we are pleased with the continued improvements in cash burn efficiency and our business pursuits for 2026. With that, I'll hand it back over to you, Jason.

Speaker #2: This range reflects a firm balance amongst cost efficiency, continuing services and tools, and further investments we are making. In conclusion, we are pleased with the continued improvements in cash burn efficiency and our business pursuits for 2026.

Speaker #2: And with that, I'll hand it back over to you, Jason.

Speaker #1: Thanks, Steve. As I said, Ginkgo's mission is to make biology easier to engineer, and I have 3 strategic topics today to dig in on.

Jason Kelly: Thanks, Steve. As I said, Ginkgo's mission is to make biology easier to engineer. We're going to have three strategic topics today to dig in on. First, there's been a lot of activity in US science, a new report coming out of Office of Science and Technology Policy I'm going to touch on. Autonomous labs are becoming a real imperative for the US to stay competitive in science and particularly in biotechnology versus China. I'm going to speak to that. Second, Nebula, our large autonomous lab here in Boston, is the largest in the world. It's growing rapidly. I want to showcase what we've been doing with it. Finally, we are using that lab and all our infrastructure here at Ginkgo to offer up competing services to offshore CROs that are quite economically competitive for customers, and I want to highlight one of those in particular.

Speaker #1: First, there's been a lot of activity in U.S. science recently, with a new report coming out of the Office of Science and Technology Policy. I'm going to touch on how autonomous labs are becoming a real imperative for the U.S.

Speaker #1: to stay competitive in science and particularly in biotechnology versus China. So I'm going to speak to that. Second, Nebula, our large autonomous lab here in Boston, is the largest in the world.

Speaker #1: It's growing rapidly. I want to showcase what we've been doing with it. And then finally, we are using that lab and all our infrastructure here at Ginkgo to offer up competing services to offshore CROs that are quite economically competitive for customers.

Speaker #1: And I want to highlight one of those in particular. All right. So let's dig in on the autonomous labs. There's been a lot of news in the last quarter in particular, an article coming out in STAT Magazine that highlighted featured Ginkgo quite heavily, about this question within the biotech industry of should we be offshoring our work to China for the discovery of drugs?

Jason Kelly: All right. Let's dig in on the autonomous labs. There's been a lot of news in the last quarter, in particular, an article coming out in "Stat" magazine that featured Ginkgo quite heavily about this question within the biotech industry of should we be offshoring our work to China for the discovery of drugs, and is that a concern in a world where there's increasing geopolitical tensions between the two countries? Ginkgo was featured around how our automation could be a counterweight to lower cost labor in China.

Speaker #1: And is that a concern in a world where there's sort of increasing geopolitical tensions between the two countries? Ginkgo has featured around how our automation could be a counterweight to lower-cost labor in China.

Speaker #1: But this is a hot topic and the reason it is, is highlighted in that Wall Street Journal article, where you've seen the number of newly acquired drug assets, in other words, drugs bought from startup biotech companies go from almost none coming from Chinese startups about 5 years ago to last year it was 48% in the first quarter of this year, it was more than 50%.

Jason Kelly: This is a hot topic, and the reason it is highlighted in that "The Wall Street Journal" article, where you've seen the number of newly acquired drug assets, in other words, drugs bought from startup biotech companies, go from almost none coming from Chinese startups about 5 years ago to last year it was 48%, in the Q1 of this year it was more than 50%. That's obviously borne out in our jobs ecosystem and our technology ecosystem. This is a post in Reddit on the biotech forum. "I'm extremely frustrated bench scientist having no luck finding work in 6 months after layoff. I did get an interesting suggestion of one biopharma startup CEO told me he doesn't hire for any bench work in the States, outsources it all to China.

Speaker #1: And then that's obviously borne out in our sort of jobs ecosystem and our technology ecosystem. This is a post in Reddit on the biotech forum.

Speaker #1: I'm an extremely frustrated bench scientist, having had no luck finding work in six months after being laid off. I did get an interesting suggestion: one biopharma startup CEO told me he doesn't hire for any bench work in the States—he outsources it all to China.

Speaker #1: He said, "Have you considered working in China?" And this person says, "You know, is that a good idea, considering I only speak English?" I don't think that's a great idea.

Jason Kelly: He said, Have you considered working in China? This person says, Is that a good idea considering I only speak English? I don't think that's a great idea. I don't think our scientists should be moving to China in search of biotech jobs. I think the US needs to become competitive with China, and the way we're going to do that is we're going to automate the laboratory work at the lab bench. You're seeing a lot of energy around this. There's an absolutely great report out of the Office of Science and Technology Policy from Director Mike Kratsios there highlighting the new strategy for science in the United States. This is partially under the umbrella of the Genesis Mission, which I'll talk about to bring AI into science, but also highlights NSF's new program to spend $400 million on a national network of cloud laboratories.

Speaker #1: I don't think our scientists should be moving to China. And search of biotech jobs I think the U.S. needs to become competitive. With China and the way we're going to do that is we're going to automate the laboratory work at the lab bench.

Speaker #1: And you're seeing a lot of energy around this. There's an absolutely great report out of the Office of Science and Technology Policy from Director Mike Ratios there, highlighting the new strategy for science in the United States.

Speaker #1: This is partially under the umbrella of the Genesis mission, which I'll talk about, to bring AI into science, but also highlights NSF's new program to spend $400 million on a national network of cloud laboratories.

Speaker #1: And if you look in the document, you'll see this section on autonomous experimentation, closed-loop autonomous laboratories can collapse discovery timelines by orders of magnitude, and enable science at a truly industrial scale.

Jason Kelly: If you look in the document, you'll see this section on autonomous experimentation. Closed loop autonomous laboratories can collapse discovery timelines by orders of magnitude and enable science at a truly industrial scale. Focused investments in robotics and automated laboratories, leveraging industry demand and federal R&D to ensure our scientific equipment industrial base is built on the world's best hardware and software and leads the charge in the coming scientific revolution. This is awesome. It's really great to see a call to action like this out of the OSTP. It's exactly what they should be doing. If you see here on this next slide, Ginkgo's been building the first autonomous lab for a national lab here in the US. I had the chance to ribbon cut the first 13 of our racks at Pacific Northwest National Laboratory with the Secretary of Energy, Secretary Wright, in December.

Speaker #1: Focused investments in robotics and automated laboratories leveraging industry demand and federal R&D to ensure scientific equipment, industrial base is built on the world's best hardware and software, and leads the charge in the coming scientific revolution.

Speaker #1: This is awesome. It's really great to see a call to action like this out of the OSTP. It's exactly what they should be doing.

Speaker #1: If you see here, on this next slide, Ginkgo's been building the first autonomous lab for a national lab here in the U.S. I had the chance to ribbon cut the first 13 of our racks at Pacific Northwest National Lab with the Secretary of Energy, Secretary Wright, in December.

Speaker #1: On the right-hand side, you can actually see all the expanded 97 racks system that will be building a schematic of that. This is going to be expanded into coming up under the Genesis mission.

Jason Kelly: On the right-hand side, you can actually see all the expanded 97-rack system that we'll be building a schematic of that this is going to be expanded into coming up under the Genesis Mission. Really excited to be a part of that. Very excited to announce just yesterday that we had been selected to build autonomous labs for MIT, Caltech, Maryland, and Northwestern. Caltech, Maryland, and Northwestern as part of this NSF program, and MIT through a separate grant. This is really exciting because we're getting autonomous labs in the hands of graduate students, people with my sort of training, so that they're learning how to do science on top of robotics rather than how I was taught, which was sort of slaving away at a lab bench doing experiments by hand.

Speaker #1: So really excited to be a part of that. But very excited to announce just yesterday that we had been selected to build autonomous labs for MIT, Caltech, Maryland, and Northwestern.

Speaker #1: Caltech, Maryland, and Northwestern as part of this NSF program, and MIT through a separate grant. This is really exciting because we're getting autonomous labs in the hands of graduate students you know, people with my sort of training, so that they're learning how to do science on top of robotics.

Speaker #1: Rather than how I was taught, which was sort of slaving away at a lab bench doing experiments by hand. We have to think about the practice of how we do this work alongside the underlying technology of robotics, so that they develop together.

Jason Kelly: We have to think about the practice of how we do this work alongside the underlying technology of robotics so that they develop together. I think this program is super important. I think it's a big part of how the US stays competitive and quite proud we're a part of it. I want to, again, I'm going to highlight a few slides I showed last time, but I think it's an important point to make. When I say autonomous lab, what do we even mean by that? I'll draw an analogy to the transportation industry. On the Y-axis of this chart is sort of the amount of automation of a given transportation technology, and on the X-axis is the flexibility of a request from a user of that automation that the technology will allow.

Speaker #1: And so I think this program is super important. I think it's a big part of how the U.S. stays competitive and quite proud we're part of it.

Speaker #1: So I wanted to—again, I'm going to highlight a few slides I showed last time, but I think it's an important point to make. When I say 'autonomous lab,' what do we even mean by that?

Speaker #1: And I'll draw an analogy to the transportation industry. So, on the y-axis of this chart is sort of the amount of automation of a given transportation technology.

Speaker #1: And on the x-axis is the flexibility of a request from a user of that automation, that the technology will allow. So low amount of flexibility, high amount of automation, top left.

Jason Kelly: Low amount of flexibility, high amount of automation, top left, that's a subway. That's our red line T here in Boston. It's totally automated. You sit down, it takes you away. You better want to go to one of the stops on the subway. It's not going to pull up in front of your house. Low amount of automation, a high amount of flexibility is a car. You put your hands on the wheel, your foot on the pedals, and you can go straight to your house or the grocery store, you go wherever you want. Highly flexible, but you have a human in the loop to manage the variability. That's the transportation system for the last 100 years. Unless you've been in a Waymo, which is what we call an autonomous car.

Speaker #1: That's a subway. That's our red line T here in Boston. It's totally automated. You sit down, it takes you away. But you better want to go to one of the stops on the subway.

Speaker #1: It's not going to pull up in front of your house. Low amount of automation, a high amount of flexibility, is a car. You put your hands on the wheel, your foot on the pedals, and you can go straight to your house or the grocery store or go wherever you want.

Speaker #1: Highly flexible. But you have a human in the loop to manage the variability. And that's the transportation system for the last 100 years, unless you've been in a Waymo, which is what we call an autonomous car.

Speaker #1: You'll notice we don't call it an automated car, because 'automated' sounds like an automated door or something. It's just doing the same thing over and over again.

Jason Kelly: You'll notice we don't call it an automated car because automated sounds like automated door or something. It's just doing the same thing over and over again. An autonomous car magically goes wherever you ask it to go without a human in the loop. Here's the kicker. If you look at miles traveled in the United States, subways versus cars and trucks, it's 99% cars and trucks because you need the flexibility. It's not like we don't know about railroads and tracks, it's that people need to go where they need to go in their lives. That's why this is such a disruptive thing coming with Waymos, is they're going to go after the 99%. It's going to automate the overwhelming majority of the transportation ecosystem, which is what subways never got to. Here's what it looks like in the lab.

Speaker #1: But an autonomous car, magically goes wherever you ask it to go. Without a human in the loop. And here's the kicker. If you look at miles traveled in the United States, subways versus cars and trucks, it's 99% cars and trucks.

Speaker #1: Because you need the flexibility. It's not like we don't know about railroads and tracks. It's that people need to go where they need to go in their lives.

Speaker #1: And so that's why this is such a disruptive thing coming with Waymos, is they're going to go after the 99%. It's going to automate the overwhelming majority of the transportation ecosystem, which is what subways never got to.

Speaker #1: Here's what it looks like in the lab. Low amount of flexibility, high amount of automation. We actually have our subways. They're called work cells.

Jason Kelly: Low amount of flexibility, high amount of automation. We actually have our subways. They're called work cells, and they're used for things like high-throughput screening in pharma companies or for running diagnostic tests at a clinical lab where you've got the same experiment being run over and over again. They're wonderful because they're fully automated. You can walk away, you can run them 24/7. You don't need a person in the middle. They are not flexible. You cannot read a new experiment in a paper and then have it running on your work cell tomorrow. Low amount of automation, high amount of flexibility. This is that car, right? It can do whatever you want, but you have to have a human in the loop. This is the lab bench and the manual laboratory. All right?

Speaker #1: And they're used for things like high-throughput screening and pharma companies or for running diagnostic tests at a clinical lab, where you've got the same experiment being run over and over again.

Speaker #1: And they're wonderful because they're fully automated. You can walk away, you can run them 24/7. You don't need a person in the middle. But they are not flexible.

Speaker #1: You cannot read a new experiment tomorrow. Low amount of automation, high amount of flexibility. This is that car, right? It can do whatever you want.

Speaker #1: But you have to have a human in the loop. This is the lab bench and the manual laboratory, all right? And again, much like cars and transportation, the bench is 95% plus of the $60 to $80 billion a year that pharma companies spend on research—not clinical trials, but their research labs.

Jason Kelly: Again, much like cars and transportation, the bench is 95% plus of the $60 to $80 billion a year that pharma companies spend on research, not clinical trials, but their research labs. The $40 billion a year that the NIH spends on doing research laboratory work. All that money is going towards the benches, and almost none of it today is going to robotics because, not because we don't know about robots, but because the robotics systems so far have not been flexible enough to do science and to do drug discovery. That's what we're trying to build at Ginkgo. We're trying to make our version of a Waymo, that top right corner. It should have the automation of the work cells. You should be able to walk away and run it 24/7, but the flexibility of the lab bench.

Speaker #1: And the $40 billion a year, like the NIH spends, on doing research laboratory work. And so all that money is going towards the benches.

Speaker #1: And almost none of it today is going to robotics, because not because we don't know about robots, but because the robotics systems so far have not been flexible enough to do science and to do drug discovery.

Speaker #1: That's what we're trying to build at Ginkgo. We're trying to make our version of a Waymo—in that top right corner, it should have the automation of the work cells.

Speaker #1: You should be able to walk away and run it 24/7. But the flexibility of the lab bench. That's a much bigger prize than the work cell prize, but a much harder technical challenge.

Jason Kelly: That's a much bigger prize than the work cell prize, but a much harder technical challenge. The ROI for an autonomous lab is quite clear. If you compare it to our manual labs at Ginkgo, of which we have plenty, you can see some very obvious differences. For starters, you cram the same amount of equipment that you would have spread out around a manual lab with humans moving through it into about a third of the space, so it's much smaller. Additionally, our lab is running 24/7. Nebula, the autonomous lab, is running 24/7. If you haven't done the math, on a week, work week for a lab technician is like 40 hours, and there's 168 hours in a week. You're getting a fourfold increase in the hours that that big sunk cost laboratory is being used.

Speaker #1: The ROI for an autonomous lab is quite clear. You know, if you compare it to our manual labs at Ginkgo, which we have plenty, you can see some very obvious differences.

Speaker #1: For starters, you cram the same amount of equipment that you would have spread out around a manual lab with humans moving through it into about a third of the space.

Speaker #1: So it's much smaller. And then additionally, our lab is running 24/7. So Nebula, the autonomous lab, is running 24/7. If you haven't done the math on a week, work week for a lab technician, it's like 40 hours.

Speaker #1: And there's 168 hours in a week. So you're getting a fourfold increase in the hours that that big sunk cost laboratory is being used.

Speaker #1: Finally, repeatability, traceability, electronic records are all just right inside of an autonomous lab without even having to work for it. AI-driven science is going to need these things.

Jason Kelly: Finally, repeatability, traceability, electronic records are all just right inside of an autonomous lab without even having to work for it. AI-driven science is going to need these things. I think it's going to be hard to connect that into the manual lab infrastructure. The way that we're going to do that is through robotic labs. It's intrinsic to those systems. All right. I get asked a lot, and I started this off with a bench scientist worried about a job, that are autonomous labs going to exacerbate the problem of scientists having a hard time getting jobs in the United States? I don't think so. This is an advertisement from IBM back in 1952. I love this ad. It says, Hey, here's the IBM mechanical calculator. This actually predated the computer. It can do the work of 150 extra engineers.

Speaker #1: I think it's going to be hard to connect that into the manual lab infrastructure the way that we're going to do that is through robotic labs.

Speaker #1: It's intrinsic to those systems. All right. I get asked a lot, and I started this off with a bench scientist worried about a job.

Speaker #1: That our autonomous lab is going to exacerbate the problem of scientists having a hard time getting jobs in the United States. I don't think so.

Speaker #1: This is our advertisement from IBM back in 1952. I love this ad. It says, hey, here's the IBM mechanical calculator. It's actually predated the computer.

Speaker #1: It can do the work of 150 extra engineers. And there they are. These engineers with their slide rules, right? And this was the era before computation had been automated.

Jason Kelly: There they are, these engineers with their slide rules, right? This was the era before computation had been automated. You might have said, Oh, well, this machine over here will of course replace these 150 gentlemen with their slide rules, and that is not at all what happened. In fact, we had an enormous explosion in the number of engineering jobs, and the reason was the actual limiter on the market size for computation was the fact that we were doing it manually. Once we automated computation, it turned out there was a vastly bigger market for computation than we thought there was, and that what was really valuable was what was in those engineers' heads, their knowledge of practice in computation, their knowledge of the problems you want to solve with computation.

Speaker #1: And you might have said, oh, well, this machine over here will, of course, replace these 150 gentlemen with their slide rules. And that is not at all what happens.

Speaker #1: In fact, we had an enormous explosion in the number of engineering jobs. And the reason was the actual limiter on the market size for computation was the fact that we were doing it manually.

Speaker #1: Once we automated computation, it turned out there was a vastly bigger market for computation than we thought there was. And that what was really valuable, what was in those engineers' heads, their knowledge of practice in computation, their knowledge of the problems you want to solve with computation, and once you could get a much better ROI on that through the automation of computation with computers, that field exploded.

Jason Kelly: That's really what I see as the opportunity for us in biotechnology. We're being limited by our manual labs. Our scientists' jobs are limited by the manual labs, and manual science jobs in particular are being offshored as fast as possible. The way to stop that is with laboratory automation. Okay. Let's talk about an actual existing autonomous lab that we have here in Boston. I love this video. Nebula is the name for our autonomous lab here in the Seaport. We have now 105 racks on it. It really is huge and awesome to see in person.

Speaker #1: That's really what I see as the opportunity for us in biotechnology. We're being limited by our manual labs. Our scientists' jobs are limited by the manual labs.

Speaker #1: And manual science jobs, in particular, are being offshored as fast as possible. The way to stop that is with laboratory automation. Okay, let's talk about an actual existing autonomous lab that we have here in Boston.

Speaker #1: I love this video. So Nebula is our the name for our autonomous lab here in the Seaport. We have now 105 racks on it.

Speaker #1: It really is huge and awesome to see in person. If you remember how this works, we have a track system that's moving samples from device to device on the system.

Jason Kelly: If you remember how this works, we have a track system that's moving samples from device to device on the system, the arms pick up the samples, put it onto that particular device, and then that device does whatever particular step in the lab protocol is asked for by the scientist that submitted the job. One thing I'll highlight is we actually roughly doubled the size of the system. We added 50 new racks, basically over a three-week period. Just to put them in, connect up all the hardware, do a cycle of debugging on things that broke on the software when we expanded to be that big, and we had it up and running doing experiments about three weeks later. That, in the world of subway work cell automation, is just crazy.

Speaker #1: And then the arms pick up the samples, put it onto that particular device, and then that device does whatever particular lab protocol step in the lab protocol is asked for by the scientist that submitted the job.

Speaker #1: One thing I'll highlight is we actually roughly doubled the size of the system. We added 50 new racks. Basically, over a three-week period, right?

Speaker #1: We had built the racks in advance. Manufacturing, but just to put them in, connect up all the hardware, do like a cycle of debugging on things that broke on the software when we expanded to be that big.

Speaker #1: And we added up and running doing experiments about three weeks later. That in the world of like Subway work cell automation is just crazy.

Speaker #1: Building a new automation system with 50 new devices on it and having it up and running over three weeks is just not a thing that happens.

Jason Kelly: Building a new automation system with 50 new devices on it and having it up and running over three weeks is just not a thing that happens. I do think we're really benefiting from the fact that we've productized, through our rack carts, what has up till now been a custom process of integrating devices in an autonomous lab. We now, like I said, have 105 racks. This is running day and night. I'll just point out, an average day would be 30 unique protocols coming from scientists. More than 100, if you count copies of protocols running across those 100 devices. I don't think there's anything else like this running in the world today, where new experiments are submitted by scientists, not automation engineers, but scientists every day onto the system, and the system just handles that variability and manages it.

Speaker #1: So I do think we're really benefiting from the fact that we've productized through our rack carts. What has up till now been a custom process of integrating devices in an autonomous lab.

Speaker #1: We now, like I said, have 105 racks. This is running day and night. I'll just point out, you know, an average-ish day would be 30 unique protocols coming from scientists.

Speaker #1: More than 100 if you start if you count copies of protocols. Running across those 100 devices. I don't think there's anything else like this running in the world today where new experiments are submitted by scientists, not automation engineers, but scientists every day onto the system and the system just handles that variability and manages it.

Speaker #1: This is that like Waymo phenomena, like being able to handle the variability at scale. It's pretty crazy. And it's not like we don't have bugs.

Jason Kelly: This is that Waymo phenomena, being able to handle the variability at scale is pretty crazy. It's not like we don't have bugs, or like we don't have issues to work through. We do. Just even being able to do that is pretty nuts at this point. It's running 24/7. There's a picture of our scheduler. The colors are different protocols. X-axis is time, Y-axis is all the different racks on the system, and you can see how we have to sort of jigsaw puzzle in different protocols. If you submitted a new job to the system, it would check to see is the device you need available in the times that you need it, and could you fit your particular set of protocols into this jigsaw puzzle? If so, you would get to go in.

Speaker #1: It's not like we don't have issues to work through. We do. But just even being able to do that is pretty nuts at this point.

Speaker #1: And it's running 24/7. There's a picture of our scheduler. The colors are different protocols. X-axis is time. Y-axis is all the different racks on the system.

Speaker #1: And you can see how we have to sort of jigsaw puzzle in different protocols. And so, if you submitted a new job to the system, it would check to see: is the device you need available in the times that you need it?

Speaker #1: And could you fit your particular set of protocols into this jigsaw puzzle? If so, you would get to go in. And so a lot of the work we're doing is on improving the scheduler and improving robustness of the system and all kinds of really interesting stuff.

Jason Kelly: A lot of the work we're doing is on improving the scheduler and improving robustness of the system and all kinds of really interesting stuff. It's very much engineering work to continue to drive up the variability that scientists can put on the system, as well as increase the total number of protocols we can run at any given time. Really exciting engineering work. You should come take a tour of Nebula. We've had a lot of people come through now. Many hundreds of people in H1 of this year. There's lots of really fun videos on Instagram and TikTok and everywhere else. It's a neat system to see in person. We do tours three days a week. Anyone's welcome to sign up for it. Please do. We really love to have people come by and see it.

Speaker #1: But it's very much engineering work to continue to drive up the variability that scientists can put on the system as well as increase the total number of protocols we can run at any given time.

Speaker #1: So really exciting engineering work. You should come take a tour of Nebula. We've had a lot of people come through now. Many hundreds of people in the first half of this year.

Speaker #1: There's lots of really fun videos on Instagram and TikTok and everywhere else. It's a neat system to see in person. We do tours three days a week.

Speaker #1: Anyone's welcome to sign up for it. Please do. We really love to have people come by and see it. If you're sort of a pharma company or even an academic scientist or someone who has a particular protocol that you really would get value from automating, but you've never automated it before, if we have the same equipment that you use in your manual lab, we're happy to try your protocol on Nebula.

Jason Kelly: If you're a pharma company or even an academic scientist, or someone who has a particular protocol that you really would get value from automating, but you've never automated it before, if we have the same equipment that you use in your manual lab, we're happy to try your protocol on Nebula. We would just have one of our scientists submit it as their protocol that day, and we would see how well it would work. You can do this try before you buy on integrated automation. That's, again, not a thing that happens with the subways.

Speaker #1: We would just have one of our scientists submit it as their protocol that day, and we would see how well it would work. And so you can kind of do this sort of 'try before you buy' on integrated automation.

Speaker #1: That's again, not a thing that happens with the Subways. They're sort of built, you test them with water, and then you ship it over and cross your fingers and the customer kind of hopes that what the vendor showed works with clear, you know, with water runs ends up playing out in practice with biological runs once they get it in-house.

Jason Kelly: They're sort of built, you test them with water, and then you ship it over and cross your fingers, and the customer hopes that what the vendor showed works with water runs, ends up playing out in practice with biological runs once they get it in-house, and it's their job to debug it if not. We're able to bring that sort of debugging work earlier in the process. If that's of interest to you as a buyer of automation, we're finding people really like that. Okay. Lastly, we are using our autonomous lab. One way we do business is you could buy it. The other way we do business is we run our labs as a service, as a CRO, contract research organization. Increasingly, we've always done that for very high-end specialized services at Ginkgo, most notably our solutions business.

Speaker #1: And it's their job to debug it if not. We're able to bring that sort of debugging work earlier in the process. So if that's of interest to you, as a buyer of automation, we're finding people really like that.

Speaker #1: Okay. Lastly, we are using our autonomous lab in one way. One way we do business is you could buy it, but the other way we do business is we run our labs as a service, as a CRO—contract research organization.

Speaker #1: And increasingly, we are, you know, we've always done that for sort of like very high-end specialized services at Ginkgo. Most notably, our solutions business.

Speaker #1: You know, we have these large projects with like Bayer or Novo Nordisk where we're doing like multi-year research projects using our infrastructure. That's not what I'm going to talk to you about today.

Jason Kelly: We have these large projects with Bayer or Novo Nordisk, where we're doing multi-year research projects using our infrastructure. That's not what I'm going to talk to you about today. I'm going to talk to you today about going straight at the traditional CRO work that pharma companies have been offshoring to scientists in China at companies like WuXi for over the last 20 to 25 years. Once you have a lab that doesn't have people in it, we really think we can compete on a cost basis very well with those offshore CROs. This is not unique to bio. There's a company I really like. It's called SendCutSend, where you can, I don't know if anybody has done this, but you can order custom sheet metal fabrication. This is, again, back to that graph I drew of throughput or automation level and variability.

Speaker #1: I'm going to talk to you today about going straight at the traditional CRO work that pharma companies have been offshoring to scientists in China and companies like WuXi for over the last 20 to 25 years.

Speaker #1: Once you have a lab that doesn't have people in it, we really think we can compete on a cost basis very well with those offshore CROs.

Speaker #1: This is not unique to bio. There's a company we really I really like. It's called Sencut Send. Where you can, I don't know if anybody has done this, but you can order sort of custom sheet metal fabrication.

Speaker #1: And this is, again, back to that graph I drew of throughput and/or automation level and variability. This is custom sheet metal fabrication, which means we basically offshored it because it was a labor-intensive, custom process to cut this in the particular way that a customer would want them to cut it to.

Jason Kelly: This is custom sheet metal fabrication, which means we basically offshore it, because it was a labor-intensive custom process to cut this in the particular way that a customer would want them to cut it to. We lost this industry over the last 50 years. It's really exciting to see this coming back via SendCutSend. That's through a mix of some automation, but also through really smart software to turn customer requests into smart geometries and how they're doing it, and basically use technology to bring costs back in line with what you would've got by offshoring the old generation of approaches to lower cost labor overseas. I think this is how the US is going to bring back the world of atoms. We should not just be a country that only does information technology and services. We should also be able to build things.

Speaker #1: And so we lost this industry over the last 50 years. It's really exciting to see this coming back via Sencut Send. And that's through a mix of some automation, but also through really smart software to turn customer requests into smart geometries of how they're doing it.

Speaker #1: And basically use technology to bring costs back in line with what you would have got by offshoring the old generation of approaches to lower-cost labor overseas.

Speaker #1: I think this is how the U.S. is going to bring back the world of atoms, right? Like, we should not just be a country that only does information technology and services.

Speaker #1: We should also be able to build things. And in order to do that, we need to rethink the way that we work with atoms.

Jason Kelly: In order to do that, we need to rethink the way that we work with atoms. That's the only way I think you bring atoms back versus lower cost manual labor. We're coming after that when it comes to these CROs, so these contract research organizations, most notably WuXi, has really been sort of the centerpiece of offshoring, starting with chemistry, but increasingly biotech CRO services over the last 20 to 30 years. We launched a service now about six weeks ago called ADME-One. ADME stands for absorption, distribution, metabolism, and excretion. This is sort of a standard panel of, in this case, 5 tier 1 assays that are run on small molecules, so chemical drug candidates to see how good they are on these, not drug properties specific to your disease, but just these general drug properties about how your body processes the small molecule.

Speaker #1: And that's the only way I think you bring atoms back versus lower-cost manual labor. We're coming after that when it comes to these CROs, so these contract research organizations. Most notably, WuXi has really been sort of the centerpiece of offshoring, starting with chemistry but then increasingly biotech CRO services over the last 20 to 30 years.

Speaker #1: We launched a service now about six weeks ago called Admi1. Admi stands for absorption, distribution, metabolism, and excretion. This is sort of a standard panel of, in this case, five tier one assays that are run on small molecules, so chemical drug candidates to see how good they are on these sort of not drug property-specific to your disease, but just these general drug properties about like how your body processes the small molecule.

Speaker #1: And to give you a sense, you can buy these. These are very standard assays. You can get them from Western CRO vendors for $2,000 to $5,000 for the panel.

Jason Kelly: To give you a sense, you can buy these. These are very standard assays. You can get them from Western CRO vendors for $2,000 to $5,000 for the panel, or from Chinese CRO vendors for $1,000 to $2,500 for the panel, or you can get them from Ginkgo Datapoints for $199. That's not just the assays. We've also partnered up with Inductive Bio and Tangible Scientific to handle both a PK projection as well as compound management for your small molecules. You're getting sort of the whole kit and caboodle here for close to a tenth of price. We've done a lot of work to validate these assays. I'll just flip through a few slides, but you can also go check this out on our website, both internal QC as well as very importantly, we've compared two external vendors.

Speaker #1: Or from Chinese CRO vendors for $1,000 to $2,500 for the panel. Or you can get them from Ginkgo data points for $199. And that's not just the assays.

Speaker #1: We've also partnered up with Inductive Bio and Tangible Scientific to handle both a PK projection as well as compound management for your small molecules.

Speaker #1: So you're getting sort of a whole kit and caboodle here for, you know, close to a tenth of the price. We've done a lot of work to validate these assays.

Speaker #1: I'll just flip through a few slides, but you can also go check this out on our website—both internal QC, as well as, very importantly, we've compared two external vendors.

Speaker #1: So we had the same sample go get tested by this Admi panel at external vendors and compared it to what we were seeing with our robotic automated approaches to doing Admi.

Jason Kelly: We had the same sample go get tested by this ADME panel at external vendors and compared it to what we were seeing with our robotic automated approaches to doing ADME. We've seen really great results. I'll just flip through a few of these on kinetic solubility. On the left, you can see how we rank, so it's like Spearman coefficient, how well we do we put the molecules in the same order that our industry peer would on this particular assay, and then as well as this binning, low, medium, high. We have good agreement there for kinetic solubility, also for permeability. Again, same set of assays for microsomal stability in human microsomes, same set of assays, P450 inhibition, and plasma protein binding. We do have done this also for a very popular small molecule library called LOPAC, 320 different compounds.

Speaker #1: We've seen really great results. I'll just flip through a few of these on kinetic solubility. On the left, you can see that, you know, how we rank.

Speaker #1: So this is like Spearman coefficient, like how well do we put our the molecules in the same order that our industry peer would on this particular assay.

Speaker #1: And then as well as this binning low, medium, high. And we have good agreement there for kinetic solubility, also for permeability, again, same set of assays.

Speaker #1: For microsomal stability in human microsomes, same set of assays. P450 inhibition. And plasmid protein binding. And we do have done this also for a very popular small molecule library called LOPAC.

Speaker #1: 320 different compounds. We went ahead and tested all those across three of our tier one assays and put that data set up on the web.

Jason Kelly: We went ahead and tested all those across 3 of our tier 1 assays and put that data set up on the web. You can download that, you can use that to compare to the literature. Since this is up online, it means other people have been able to go download it and check it out. There's a company called Inflection AI that did a bunch of work with this data set, and they published the platform's technically clean and talked about our replicates and assay controls and so on. We really encourage folks to check it out themselves. We think we stand up very well to WuXi in terms of technical capability and throughput, and we kick their butt on price, I don't know why you couldn't use us.

Speaker #1: So you can download that and then you can use that to compare to the literature. This is up online. It means other people have been able to go download it and check it out.

Speaker #1: There's a company called Inflexa AI that did a bunch of work with this data set and they published, you know, the platform's technically clean and talked about our replicates and in assay controls and so on.

Speaker #1: So, you know, we really encourage folks to check it out themselves. We think we stand up very well to Wuxi in terms of technical capability and throughput.

Speaker #1: And we kick their butt on price. So I don't know why you couldn't use us. What's coming soon? And this is another thing Wuxi does well, which is chemical synthesis.

Jason Kelly: What's coming soon, this is another thing WuXi does well, which is chemical synthesis, so being able to build the molecules in addition to test the molecules. ADME is about testing. We'll bring online plate-based chemistry. We already actually do a lot of chemical purification historically at Ginkgo because of all our work in natural products. We're really just bringing that into an automated environment. Finally, we want to have inert atmospheres, in other words, like anaerobic chambers to do chemistry in. Here, we're fortunate because the first system we delivered to Pacific Northwest National Lab with our racks in it that I mentioned earlier with the Secretary of Energy, that was actually an anaerobic system. We've already had a lot of experience getting our robots into an anaerobic environment.

Speaker #1: So being able to build the molecules in addition to test the molecules, Admi is about testing. So we bring online plate-based chemistry, we already actually do a lot of chemical purification historically at Ginkgo because of all our work in natural products.

Speaker #1: We're really just bringing that into an automated environment. And then finally, we want to have atmospheres, in other words, like anaerobic chambers to do chemistry in.

Speaker #1: Here we're fortunate because the first system we delivered to Pacific Northwest National Lab with our racks in it that I mentioned earlier with the Secretary of Energy.

Speaker #1: That was actually an anaerobic system. And so we've already had a lot of experience getting our robots into an anaerobic environment. And so we're going to be doing that.

Jason Kelly: We're going to be doing that, but with pointing it towards doing chemistry. If you wanted to sort of beta test that with us, give me a call if you're interested in sort of the chemistry half of things. This is a natural complement to the biological assays we've developed at Ginkgo over the years. A lot of times in drug discovery, you're either making a chemical or you're making a protein drug, but depending on the disease you're going into, they're both funneling into a similar set of biological assays about either that disease area or whatnot. We already have a lot of those assays running at high throughput on our automation, so adding chemistry is a really natural match for us, and it's a bigger fraction of the CRO business today in China.

Speaker #1: But with pointing it towards doing chemistry. And so if you wanted to sort of beta test that with us, give me a call if you're interested in sort of the chemistry half of things.

Speaker #1: This is a natural complement to the biological assays we've developed at Ginkgo over the years. A lot of times in drug discovery, you're either making a chemical or you're making a protein drug, but depending on the disease you're going into, they're both funneling into a similar set of biological assays.

Speaker #1: About either that disease area or what it might or whatnot. And we already have a lot of those assays running at high throughput on our automation.

Speaker #1: So adding chemistries are really natural match for us. And it's a bigger fraction of the CRO business today in China. If you want to learn more about any of this, you can go to data points.ginkgo.bio.

Jason Kelly: If you want to learn more about any of this, you can go to datapoints.ginkgo.bio. There's a banner at the top, and you can check out our ADME-One service. Okay. I want to end, just as a reminder, you can buy an autonomous lab from us, so if you really like this or you even like the types of assays we're doing, many customers might want to run their ADME internally, right? Maybe you want to build a service. Whatever it might be, we're happy to sell an autonomous lab to anyone that wants to use it to offer whatever types of products and services they want to develop.

Speaker #1: There's a banner at the top and you can check out our Admi1 service. Okay. I want to end just as a reminder. You can buy an autonomous lab from us.

Speaker #1: So if you really like this or you even like the types of assays we're doing, many customers might want to run their Admi internally, right?

Speaker #1: Maybe you want to build a service. You know, whatever it might be, we're happy to sell an autonomous lab to anyone that wants to use it to offer whatever types of products and services they want to develop.

Speaker #1: Or if you want to get experience trying one out, please try our lab services. And do consider reshoring your work if you're concerned about this offshoring trend that we want to keep adding more and more of the services you're currently getting from offshore CROs to our offerings in data points and Ginkgo Cloud Lab.

Jason Kelly: If you want to get experience trying one out, please try our lab services, and do consider reshoring your work if you're concerned about this offshoring trend that we want to keep adding more and more of the services you're currently getting from offshore CROs to our offerings in Ginkgo Datapoints and Ginkgo Cloud Lab. Okay. Let's grow the world we want to see. My email's up there. Always happy to get emails from folks if you have more questions, and happy to do Q&A.

Speaker #1: Okay, let's grow the world we want to see. My email is up there—always happy to get emails from folks if you have more questions.

Speaker #1: And happy to do Q&A. Thanks, Jason. As usual, I'll start with the question from the public and remind the analysts on the line that if you'd like to ask a question, please raise your hands on soon and I'll call on you and open up your line.

[Company Representative] (Ginkgo): Thanks, Jason. As usual, I'll start with a question from the public and remind the analysts on the line that if you'd like to ask a question, please raise your hands on Zoom, and I'll call on you and open up your line. Thanks, everyone. All right. Let's get started. Just a reminder, I'm going to start with some questions that were sent in beforehand, but if any of the analysts on the line would like to ask a question, they can raise their hand. I'll unmute you and put you on the line. We're going to start with two questions from Brendan from TD. The first question is, what can you confirm in terms of revenues for the Rack/Autonomous Lab segment and the AI Data Points? How should we think about order funnel backlog revenue recognition for both moving forward?

[Company Representative] (Ginkgo Bioworks): Thanks, Jason. As usual, I'll start with a question from the public and remind the analysts on the line that if you'd like to ask a question, please raise your hands on Zoom, and I'll call on you and open up your line. Thanks, everyone. All right. Let's get started. Just a reminder, I'm going to start with some questions that were sent in beforehand, but if any of the analysts on the line would like to ask a question, they can raise their hand. I'll unmute you and put you on the line. We're going to start with two questions from Brendan from TD. The first question is, what can you confirm in terms of revenues for the Rack/Autonomous Lab segment and the AI Data Points? How should we think about order funnel backlog revenue recognition for both moving forward? Jason, I think you might be muted by accident.

Speaker #1: Thanks, everyone. All right. Let's get started. So just a reminder, I'm going to start with some questions that were sent in beforehand, but if any of the analysts on the line would like to ask a question, they can raise their hand.

Speaker #1: I'll mute you and put you on the line. So we're going to start with two questions from Brendan from TD. The first question is, what can you confirm in terms of revenues for the rack slash autonomous lab segment and the AI data points?

Speaker #1: How should we think about order funnel, backlog, revenue recognition for both moving forward? Jason, I think you might be muted by accident.

[Company Representative] (Ginkgo): Jason, I think you might be muted by accident.

Speaker #2: Sorry. There we go. Thanks. So yeah, as a reminder, we're not doing revenue guidance this year. So forward looking, we don't have. We also aren't currently breaking out the revenue we're bringing in to date.

Jason Kelly: Sorry, there we go.

[Company Representative] (Ginkgo): You're good.

[Company Representative] (Ginkgo Bioworks): You're good.

Jason Kelly: Thanks. Yeah, as a reminder, we're not doing revenue guidance this year, forward-looking, we don't have. We also aren't currently breaking out the revenue we're bringing in to date. We do have pretty different revenue recognition for automation versus Ginkgo Datapoints and our other services as well. Steve, are you up for sharing a little bit on just how we approach that?

Speaker #2: We do have pretty different rev rack for automation versus data points and our other services as well. So Steve, are you up for sharing a little bit on just how we approach that?

Speaker #3: Sure. Give a little insight. So from the large government deal, we did have a preliminary contract with them. And from that standpoint, there's some small amounts of revenue, but the larger deal that everyone's talking about is that revenue will come about when we deliver and complete the install.

Steven Coen: Sure. I can give a little insight. From the large government deal, we did have a preliminary contract with them, and from that standpoint, there's some small amounts of revenue, but the larger deal that everyone's talking about is that revenue will come about when we deliver and complete the install. Right now, we're really in the planning coordination phase with that. That'll be at a point in time. With regards to Ginkgo Datapoints, Ginkgo Datapoints is very much like the solutions business where we recognize revenue over time. A reminder, smaller projects than we've seen in the past. Good growth level. We're very happy with what we're seeing from growth in that. It's spread out over multiple quarters from that standpoint. A reminder, most of those projects take anywhere from three to nine months, maybe it's a little bit longer.

Steve Coen: Sure. I can give a little insight. From the large government deal, we did have a preliminary contract with them, and from that standpoint, there's some small amounts of revenue, but the larger deal that everyone's talking about is that revenue will come about when we deliver and complete the install. Right now, we're really in the planning coordination phase with that. That'll be at a point in time. With regards to Ginkgo Datapoints, Ginkgo Datapoints is very much like the solutions business where we recognize revenue over time. A reminder, smaller projects than we've seen in the past. Good growth level. We're very happy with what we're seeing from growth in that. It's spread out over multiple quarters from that standpoint. A reminder, most of those projects take anywhere from three to nine months, maybe it's a little bit longer. Again, smaller deals compared to what we're used to, it'll spread out. Some of that's reflected in the numbers for Q2 for sure.

Speaker #3: And right now, we're really in the planning coordination phase with that. So that'll be at a point in time. With regards to data points, data points is very much like the solutions business where we recognize revenue over time, reminder smaller projects than we've seen in the past.

Speaker #3: Good growth level. We're very, very happy with what we're seeing from growth on that. But it's spread out over multiple quarters. From that standpoint.

Speaker #3: So a reminder, most of those projects take anywhere from three to nine months. Maybe it's a little bit longer. Again, smaller deals compared to what we used to, but it'll spread out.

Steven Coen: Again, smaller deals compared to what we're used to, it'll spread out. Some of that's reflected in the numbers for Q2 for sure.

Speaker #3: And so some of that's reflected in the numbers for Q2 for sure.

Speaker #2: Yeah. So they play that back. The revenue on the data points business looks similar to what you would have seen before. But all these automation deals, including like the new academic deals we just signed, with these four universities, those really are for the hardware part of it.

Jason Kelly: Yeah. To play that back, the revenue on the Ginkgo Datapoints business looks similar to what you would've seen before. All these automation deals, including the new academic deals we just signed with these four universities, those really are, for the hardware part of it's recognition on delivery. I will point out, we also have an ongoing services and SaaS revenue for those, so once they're deployed, that would come in more regularly. You have to wait for deployment for that to show up, and you have to wait for the deployment for the revenue rec to show up, even if we get cash earlier.

Speaker #2: It's recognition on delivery. I will point out we also have like an ongoing services and SaaS revenue for those. So once they're deployed, that would come in more regularly.

Speaker #2: But you have to wait for deployment for that to show up. And you have to wait for the deployment for the revenue rack to show up, even if we get cash earlier.

Speaker #3: Exactly.

Steven Coen: Exactly.

Steve Coen: Exactly.

Speaker #1: So Brendan's second question was, how should we think about the cadence of revenues to be recognized as part of the EMSL project at PNW?

[Company Representative] (Ginkgo): Brendan's second question was, how should we think about the cadence of revenues to be recognized as part of the EMSL project at PNNL? Basically, just similar.

[Company Representative] (Ginkgo Bioworks): Brendan's second question was, how should we think about the cadence of revenues to be recognized as part of the EMSL project at PNNL? Basically, just similar.

Speaker #1: PNNL, basically, which is similar.

Speaker #2: Yeah. That's a big national lab project Steve was just mentioning. So I think we covered that.

Jason Kelly: Yeah, that's a big national lab project Steve was just mentioning, so I think we covered that.

Speaker #1: Yeah, sounds good. All right, let's move on to Q2. So, our first question is from @busygongdol. And this question is: For data points and Cloud Lab solutions, what is the customer repeat order rate, and what is the average follow-on order value as a percentage of the initial order value?

[Company Representative] (Ginkgo): Yeah. Sounds good. All right, let's move on to X. Our first question is from BusyGongDol. And this question is, for data points and cloud lab solutions, what is the customer repeat order rate and what is the average follow-on order value as a percentage of the initial order value?

[Company Representative] (Ginkgo Bioworks): Yeah. Sounds good. All right, let's move on to X. Our first question is from BusyGongDol. And this question is, for data points and cloud lab solutions, what is the customer repeat order rate and what is the average follow-on order value as a percentage of the initial order value?

Speaker #2: Yeah. So we're not, again, we're not breaking it out in that much detail, but what I will say is the way we typically end up having these deals happen is we'll get an initial proof of concept deal and then a much larger expanded deal if people are happy with it.

Jason Kelly: Yeah. Again, we're not breaking it out in that much detail, but what I will say is the way we typically end up having these deals happen is we'll get an initial proof of concept deal and then a much larger expanded deal if people are happy with it, and then some amount of regular recurring work. Say there's probably two categories, like the ADME work that I'm really excited about these new, I think, what did we say, 16 customers? A lot in the first six weeks, it was very exciting. These are new, some of these are new logos for Ginkgo, which is great. ADME is something that pharma companies are sort of just ordering off a conveyor belt a little bit as they're developing new molecules all the time.

Speaker #2: And then some amount of regular recurring work. It isn't as much—say, there's probably like two categories. Like the ADMI work that, you know, I'm really excited about these new—I think, what did we say, 16 customers?

Speaker #2: A lot in the first six weeks. It's very exciting. And these are, you know, some of these are new logos for Ginkgo, which is great.

Speaker #2: But Admi is something that pharma companies are sort of just ordering off a conveyor belt a little bit, as they're developing new molecules all the time.

Speaker #2: And that's why it's been sort of like a foundation of part of WuXi's CRO business. The work we're doing on data points where we're say like generating data for an AI model, that might come in like campaigns, where we're making a whole bunch of data.

Jason Kelly: That's why it's been sort of like a foundation of part of WuXi's CRO business. The work we're doing on Datapoints where we're, say, generating data for an AI model, that might come in campaigns where we're making a whole bunch of data. We do a proof of concept. We do some amount of data gen. Maybe the customer says, "Hey, I actually want more data for further model training." We generate more. Then maybe they're like, "Okay, the next model I want to train on something else." Or it gets into some sort of pattern where they're actually using it a little closer to ADME where they're designing constructs on the regular and they want more and more data of that sort.

Speaker #2: You know, we do a proof of concept. We do some amount of data gen. Maybe the customer says, hey, I actually want more data for further model training.

Speaker #2: We generate more. And then maybe they're like, okay, the next model I want to train on something else. Or it gets into some sort of pattern where they're actually using it a little closer to like Admi, where they're designing constructs on the regular and they want more and more data of that sort.

Speaker #2: But it can be a little more campaigny if it's for an AI project versus some of these traditional CRO services, which are like on and on and on.

Jason Kelly: It can be a little more campaign-y if it's for an AI project versus some of these traditional CRO services, which are on and on and on. I am pretty excited to get into. I like both those areas. The AI stuff is really taking off recently in general, but I'm also pretty excited to go after the traditional CRO because it's just a reliable source of demand. We got to prove ourselves. We're new in that area, but I do like our odds there. Looks real good.

Speaker #2: So I am pretty excited to get into I like both those areas. I mean, the AI stuff is really taking off recently in general, but I'm also pretty excited to go after the traditional CRO because it's just a reliable source of demand.

Speaker #2: But we got to prove ourselves we're new in that area. But I do like our odds there. Looks real good.

Speaker #1: All right. So we have two questions. There's another question that's also about revenue recognition from X, but I wonder if we can kind of bundle that with another question that we got, which is about the announcement that we made today about the NSF announcement, where four new autonomous labs are going to be built at universities across the country.

[Company Representative] (Ginkgo): All right. We have two questions. There's another question that's also about revenue recognition from X. I wonder if we can kind of bundle that with another question that we got, which is about the announcement that we made today about the NSF announcement, where four new autonomous labs are going to be built at universities across the US. I'll sort of ask both of these in one question. How do the recent autonomous, the recent announcement regarding autonomous labs at universities across the US impact your outlook for other new academic labs? Is this just a product of the NSF investment, or do you see this becoming more of a trend across the board? How will revenue work with all that stuff too?

[Company Representative] (Ginkgo Bioworks): All right. We have two questions. There's another question that's also about revenue recognition from X. I wonder if we can kind of bundle that with another question that we got, which is about the announcement that we made today about the NSF announcement, where four new autonomous labs are going to be built at universities across the US. I'll sort of ask both of these in one question. How do the recent autonomous, the recent announcement regarding autonomous labs at universities across the US impact your outlook for other new academic labs? Is this just a product of the NSF investment, or do you see this becoming more of a trend across the board? How will revenue work with all that stuff too?

Speaker #1: So I'll sort of ask both of these and one question. How do the recent autonomous sorry, the recent announcement regarding autonomous labs at universities across the U.S.

Speaker #1: impact your outlook for other new academic labs? Is this just a product of the NSF investment, or do you see this becoming more of a trend across the board?

Speaker #1: And how will revenue work with all that stuff too?

Speaker #2: Yes. I can speak to the sort of demand and then Steve, you want to chat on the rev rack. So the so what I'm excited about on these is I think this is the beginning of showcasing that the academic research infrastructure, which by the way, you know, NIH alone spends $40 billion a year out to our academic medical and academic research institutes in doing biological research, NSF spends on top of that, DARPA spends on top of that.

Jason Kelly: Yeah. I can speak to the sort of demand, and then Steve, you want to chat on the rev rec? What I'm excited about on these is I think this is the beginning of showcasing that the academic research infrastructure, which by the way, NIH alone spends $40 billion a year out to our academic medical and academic research institutes in doing biological research. NSF spends on top of that, DARPA spends on top of that. There's actually a good amount of money that flows through this community. It's sort of an attempt at a paradigm shift for that group that at least some chunk of that work. What's pretty interesting is we have really great partners in this.

Speaker #2: So there's actually a good amount of money that flows through this community. It's sort of a attempt at a paradigm shift for that group that at least some chunk of that work.

Speaker #2: And what's pretty interesting is we have like really great partners in this. And so if you look at the group at Caltech, they're focusing on a cloud lab, you know, an autonomous lab that does like basically chemical structure data generation from chemicals originating in the natural world.

Jason Kelly: If you look at the group at Caltech, they're focusing on a cloud lab, an autonomous lab, that does basically chemical structure data generation from chemicals originating in the natural world. If you look at the group at Northwestern, it's protein engineering. Really, it's pretty cool to see. If you look at the group at MIT, it's for education uses, like training people on these things. At Maryland, it's biomanufacturing. Those are four disparate areas of biology research, but they're all running on the same underlying autonomous lab platform underneath. That's what I'm most excited to demonstrate is what we've been saying all along is this is an alternative to the lab bench. Across all those different labs doing very different things at academic research universities, they've all got lab benches.

Speaker #2: If you look at the group at Northwestern, it's protein engineering. If you look at the group at MIT, it's for education—uses like training people on these things.

Speaker #2: So really like it's pretty cool to see, oh, and at Maryland, it's biomanufacturing. So those are like four disparate areas of biology research, but they're all running on the same underlying autonomous lab platform underneath.

Speaker #2: That's what I'm most excited to demonstrate is, you know, what we've been saying all along—that this is an alternative to the lab bench.

Speaker #2: And across all those different labs doing very different things that academic research universities, they've all got lab benches. They often have 60 or 70% the same equipment and then maybe, you know, 30 or 40% that's a little bit specialized in their area.

Jason Kelly: They often have 60% or 70% the same equipment, then maybe 30% or 40% that's a little bit specialized in their area, but it's not an infinite list of equipment. The proposal is there should be a giant automation autonomous lab core in every biology department, and you could close most of the labs down. That would be much less expensive. You'd have way more output from the graduate students. It would feel a little more like buying time on a data center. I think that's a. I don't know. We'll see. I think depending on how this first batch of NSF labs go, I think you will see a good amount of FOMO among other research institutes that don't have these, if it goes well.

Speaker #2: But it's not an infinite list of equipment. And the proposal is that there should be a giant automation autonomous lab core in every biology department.

Speaker #2: And you could kind of close most of the labs down. And that would be much less expensive. You'd have way more output from the graduate students.

Speaker #2: It would feel a little more like buying time on a data center. And I think it's a, I don't know, we'll see. And so I think depending on how this first batch of NSF labs go, I think you will see a good amount of FOMO among other research institutes that don't have these if it goes well.

Speaker #2: And then that should, I think, lead to both just immediate demand or new grants, which you heard from the Director Crazio at OSTP. There's a push in this area.

Jason Kelly: That should, I think, lead to both just immediate demand, or new grants, which you heard from Director Kratsios at OSTP, there's a push in this area. Even without directed funding to buy them, remember, the universities, they have these overhead, they're spending to maintain all these labs. You could also say, "Well, hey, listen, if I can offset a bunch of my lab spending by adopting an autonomous lab, there may be money within the university for that, or donors that want to see it go in this direction." There's a lot of ways for universities to get money for, I think, interesting projects like this. I'm actually kind of bullish that it won't just be associated with new grants for robots, but I also think there will be new grants for robots.

Speaker #2: But even without directed funding to buy them, remember, the universities, they have these overhead. They're spending to maintain all these labs. So you could also say, well, hey, listen, if I could offset a bunch of my lab spending by adopting an autonomous lab, there may be money within the university for that.

Speaker #2: Or donors that want to see it go in this direction. There's a lot of ways for universities to get money for, I think, interesting projects like this.

Speaker #2: So I'm actually kind of bullish that it won't just be associated with new grants for robots, but I also think there will be new grants for robots.

Speaker #2: Maybe last but not least, I do think it also trains a set of, you know, you're sort of also starting to train the next generation of scientists with this approach to doing science, which I think is particularly important.

Jason Kelly: Maybe last but not least, I do think it also trains the next generation of scientists with this approach to doing science, which I think is particularly important. Really excited about this program. I think it's going to be great for us. Steve, did you want to comment on that? I don't have more to say on the RevRev, but yeah.

Speaker #2: So really excited about this program. I think it's going to be great for us. Steve, did you want to comment on that? I don't know if there's more to say on the rev rack, but yeah.

Speaker #3: Yeah. So bridging off what we just spoke about a few minutes ago about revenue and like, I should clarify. Our legacy has been services where we get paid for the work over time.

Steven Coen: Yeah. Bridging off what we just spoke about a few minutes ago about revenue and like, I should clarify, our legacy has been services where we get paid for the work over time. That's still true, as we mentioned with Ginkgo Datapoints. With regards to equipment sales, the big block is when we deliver the equipment, install, but that also comes with services. I'm not going to get into the details of these contracts or the others, but we do get paid services, whether it be custom work. We absolutely have support services after the install, and for which we have a long tail of revenue coming from that. You have to think about that business model as equipment and support.

Steve Coen: Yeah. Bridging off what we just spoke about a few minutes ago about revenue and like, I should clarify, our legacy has been services where we get paid for the work over time. That's still true, as we mentioned with Ginkgo Datapoints. With regards to equipment sales, the big block is when we deliver the equipment, install, but that also comes with services. I'm not going to get into the details of these contracts or the others, but we do get paid services, whether it be custom work. We absolutely have support services after the install, and for which we have a long tail of revenue coming from that. You have to think about that business model as equipment and support.

Speaker #3: And that's still true as we mentioned with data points. With regards to the big block is when we deliver the equipment, install, but that also comes with services and I'm not going to get into the details of these contracts or the others, but we do get paid services, whether it be custom work.

Speaker #3: We absolutely have support services after the install and for which we have a long tail of revenue coming from that. So we look at, you have to think about that business model as equipment and support.

Speaker #3: And the support could come in the front end. The support would definitely come in the back end on maintenance support and access and the like.

Steven Coen: The support could come in the front end, the support would definitely come in the back end on maintenance support and access and the like. That's sort of the model, but not getting into specifics. There's a twist on different contracts for what piece is what. That's what you should think about. Equipment delivery, that's when we recognize the bulk of revenue might be services up front, absolutely services after the fact.

Steve Coen: The support could come in the front end, the support would definitely come in the back end on maintenance support and access and the like. That's sort of the model, but not getting into specifics. There's a twist on different contracts for what piece is what. That's what you should think about. Equipment delivery, that's when we recognize the bulk of revenue might be services up front, absolutely services after the fact.

Speaker #3: So that's sort of the model, but not getting into specifics is a twist on different contracts for what piece is what. But that's what you should think about equipment delivery.

Speaker #3: That's what we recognize the bulk of revenue. Might be services up front. Absolutely services after the fact.

Speaker #2: Yeah. And that's inclusive of software licensing as well on the back end. So yeah.

Jason Kelly: Yep. That's inclusive of software licensing as well on the back end. Yep.

Speaker #1: All right. I think that's all we got. Just a reminder to everyone, you don't have to wait for earnings to ask us questions. You can send us emails at investors.

[Company Representative] (Ginkgo): All right. I think that's all we got. Just a reminder to everyone, you don't have to wait for earnings to ask us questions. You can send us emails at investors@ginkgobioworks.com we'll respond. Hope everyone is having a great evening, we'll see you next quarter.

[Company Representative] (Ginkgo Bioworks): All right. I think that's all we got. Just a reminder to everyone, you don't have to wait for earnings to ask us questions. You can send us emails at investors@ginkgobioworks.com we'll respond. Hope everyone is having a great evening, we'll see you next quarter.

Speaker #1: It can go bioworks.com. And we'll respond. I hope everyone is having a great evening and we'll see you next quarter.

Jason Kelly: Thanks, everybody.

Q2 2026 Ginkgo Bioworks Holdings Inc Earnings Call

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