Stacy Feit: Thanks, Leo. Good afternoon, everyone, and welcome to our Q3 2026 business review call. We announced our results earlier this afternoon. Our shareholder letter and a presentation to accompany this call are available on our investor relations website at ir.aurora.tech. The shareholder letter was also furnished with our Form 8-K filed today with the SEC. On the call with me today are Chris Urmson, Co-Founder and CEO, and David Maday, CFO. Chris will provide an update on the progress we have made across the key pillars of our business, and David will recap our Q3 financial results. We will then open the call to Q&A. A recording of this conference call will be available on our investor relations website at ir.aurora.tech shortly after this call has ended. I'd like to take this opportunity to remind you that during the call, we will be making forward-looking statements.
Stacy Feit: These statements are subject to known and unknown risks and uncertainties that could cause actual results to differ materially from those expressed, projected, or implied during this call. In particular, those described in our risk factors included in our annual report on Form 10-K for the year ended 31 December 2025, and other documents filed with the SEC, as well as the current uncertainty and unpredictability in our business, the markets, and economy. Additional information will also be set forth in our quarterly report on Form 10-Q for the quarter ended 30 September 2026. You should not rely on our forward-looking statements as predictions of future events. All forward-looking statements that we make on this call are based on assumptions and beliefs as of the date hereof, and Aurora disclaims any obligation to update any forward-looking statements except as required by law. Our discussion today may include non-GAAP financial measures.
Stacy Feit: These non-GAAP measures should be considered in addition to and not as a substitute for or an isolation from our GAAP results. Information regarding our non-GAAP financial results, including a reconciliation of our historical GAAP to non-GAAP results, may be found in our shareholder letter, which was furnished with our Form 8-K filed today with the SEC and may also be found on our investor relations website. Our discussion today may also include reference to forward-looking free cash flow, a non-GAAP financial measure. To the extent that forward-looking financial measure is provided, it is presented on a non-GAAP basis without a reconciliation due to the inherent difficulty in forecasting and quantifying certain amounts that are necessary for such reconciliation. With that, I will turn the call over to Chris.
Chris Urmson: Thanks, Stacy. With Aurora Driver-powered trucks operating without a person behind the wheel, accelerating production, and expanding customer adoption, we have reached an inflection point on our path to commercial scale. We have 20 plus driverless trucks already built and coming into the fleet, and production is accelerating. The production momentum equips us to meet growing customer demand. Following our recent Analyst and Investor Day, we hosted a partner summit with leaders from over 35 of the largest and most innovative carriers and private fleets. This customer engagement supported another landmark Driver as a Service MoU. Building on an initial Transportation as a Service agreement signed earlier this year, Charger Logistics has selected Aurora to scale their autonomous fleet with a plan to own and operate 500 Driver as a Service trucks. This MoU represents a potential multiyear revenue stream in the hundreds of millions of dollars.
Chris Urmson: With truck delivery expected in 2027 and 2028, Charger plans to use the Aurora Driver to add capacity on its network and drive higher utilization starting between Dallas and Laredo, one of its busiest freight routes in the Sun Belt. As customers experience the Aurora Driver operating reliably on the road and see the compelling economic benefits firsthand, we are building a strong foundation to expand into larger, long-term commitments. Our scaling plan prioritizes driverless delivery between customer sites to enhance the Aurora Driver's value proposition. In November, the Aurora Driver will be operating directly to sites for several driverless customers, including automated navigation through security checkpoints. Beyond customer sites, a true end-to-end nationwide service requires the Aurora Driver to operate within existing freight infrastructure, just like conventional trucks. Historically, autonomous trucks have relied on voluntary enhanced pre-trip inspection to bypass weigh stations.
Chris Urmson: With our weigh station traversal capability, which you can see in the video on page 5 of the slide deck, the Aurora Driver can now autonomously determine if a station is open, navigate to an available scale lane, and adapt to different scale configurations. This capability makes it easier for customers to integrate the Aurora Driver into their networks. As the Aurora Driver's capabilities continue to expand, the regulatory landscape increasingly supports scaled deployments. Earlier this month, the Federal Motor Carrier Safety Administration granted Aurora and the industry an important five-year exemption, permitting driverless trucks to use cab-mounted warning beacons in place of traditional manually placed roadside warning devices. By successfully demonstrating that our warning beacon technology would likely achieve a level of safety equivalent to or greater than legacy requirements, Aurora's leadership in working with federal regulators has cleared the way for driverless freight at scale for the industry.
Chris Urmson: To meet growing customer demand for this critical technology, we are executing a phased manufacturing plan, beginning with upfitting at Roush and initial lineside integration with Volvo while preparing for full OEM industrialization with Volvo and PACCAR. Together with Roush, we are working to establish an annualized production capability of more than 1,000 trucks. You can check out this production facility in the video on page 7 of the slide deck. While our initial ramp volume over the past month was constrained by material availability, component quality, and issues identified during end-of-line testing, our team moved quickly to address these pre-production bottlenecks. With weekly output steadily improving, we now expect to achieve our targeted production rate of 20 trucks per week in early December. Importantly, this is a starting point. Roush has considerable ability to scale production higher through line expansion.
Chris Urmson: In parallel, our strategic partnership with Volvo continues to advance, driven by deep operational alignment and growing customer demand. Volvo Autonomous Solutions driverless trucks will launch with the Aurora Driver in Q1 2027. This supports their plan to deploy more than 300 driverless trucks in 2027, ahead of full industrial production in 2028. Similarly, our leadership with PACCAR continues to progress, driven by a mutual dedication to safety and rigorous product development. Fleet customers are increasingly focused on operational efficiency and freight reliability to navigate industry challenges. Together, we're working to seamlessly integrate the Aurora Driver onto PACCAR trucks, giving carriers the flexibility they're demanding. To support our manufacturing roadmap and objective to exit 2030 with 30,000-plus trucks on the road, our industry-first hardware as a service partnership with AUMOVIO continues to advance on schedule.
Chris Urmson: AUMOVIO has initiated design validation for our third-generation commercial hardware kit while finalizing the line concept and production flow at its dedicated facility in New Braunfels, Texas. Initial line bringup remains on track for later this year ahead of planned start of production in H2 2027. As we look ahead, we believe the key pieces are all now firmly in place. With verifiable AI proven on public roads, automotive-grade hardware, accelerating manufacturing, and growing commercial demand, Aurora is standing at a true commercial inflection point. As we bring autonomous freight to commercial scale, we're uniquely positioned to make our roads safer, unlock efficiency across the supply chain, and create immense enduring value for the industry and our shareholders. With that, I'll now pass it to David, who'll review our financial results.
David Maday: Thank you, Chris. Let's review our financial results, for which we have provided a summary on page 9 of the slide deck for reference. Q3 2026 revenue totaled $3 million across driverless and vehicle operator-supervised commercial loads. The Aurora Driver achieved another record number of commercial miles driven during the quarter. Q3 operating loss, including stock-based compensation, totaled $257 million. Excluding stock-based compensation of $54 million, R&D totaled $160 million, SG&A was $38 million, and the cost of revenue was $8 million. We used approximately $170 million in operating cash during Q3 2026, and capital expenditures totaled $36 million. This cash spend was within our externally communicated quarterly average target. We expect cash use of approximately $250 million during Q4 2026 as we continue to ramp production of our driverless fleet.
David Maday: We continue to expect our full year 2026 cash spend to be within our previously communicated target range, inclusive of Q2 cash bonus payments, which were funded through our ATM program. During Q3, we issued 6 million shares of Class A common stock through our ATM program for net proceeds of $41 million. We used $23 million of these proceeds to fund the tax liability associated with the vesting of employee restricted stock units. In turn, we ended the quarter with a very strong balance sheet, including over $1 billion in cash and short-term investments. Reflecting a production ramp about 6 weeks behind our prior plan, we now expect 2026 revenue of approximately $9 million, which continues to represent substantial year-over-year growth. We anticipate exceeding the 200 driverless truck milestone by the end of February.
David Maday: Building on this foundation and with a steady state production rate of approximately 20 trucks per week expected by early December, we remain on track to exit 2027 with more than 1,000 driverless trucks in operation. In closing, we are at an extraordinary inflection point, with our driverless operations poised for rapid expansion. With that, we will now open the call to Q&A.
Operator: Thank you. If you would like to ask a question, please press star one on your keypad now. To leave the queue at any time, press star two. Once again, that is star one to ask a question. We will pause for just a moment to allow everyone a chance to join the queue. Thank you. We will take our first question from George Gianarikas with Canaccord Genuity. Your line is open. Please go ahead.
George Gianarikas: Hi, everyone. Thank you for taking my questions. Maybe to start, Daimler Truck recently had an announcement that it is emphasizing its factory integrated chassis in a deliberate open software strategy. Can you just sort of talk about that strategy a little bit and how it shapes the potential for third-party developers like yourselves to maybe integrate into that. Thank you.
Chris Urmson: Yeah. We will let Daimler speak to their strategy on it, of course. We have talked for a long time about how we would like to have the Aurora Driver available on all OEM platforms, and today we have the privilege of working with some great ones, with Volvo, PACCAR, and International. Daimler is clearly the leading manufacturer in the US market. We are the leading player in the autonomous vehicle space, and we look forward to the opportunity to work with them at some point. When we have a chance to do so, we will make sure to share that.
George Gianarikas: Thank you. Maybe as a follow-up, could you just give a little bit more color on some of the bottlenecks that you saw with getting to the 20 trucks per week and the confidence level that you have in actually reaching that in December? Thank you.
Chris Urmson: Yeah. We had, of course, got through some of the early preliminary builds before our Analyst and Investor Day, and things were looking quite good. As we started to ramp production, we bumped into problems with material availability, component quality, and just finding challenges at the end of line. We, of course, formed the team on this. We have been working hard to overcome it, and we are excited about the improvements we have made. These, of course, were unplanned challenges. Otherwise, we would have had a different plan. But they are not uncommon in starting up manufacturing, as I am sure you are familiar with. We have taken the time to make sure that the quality of the components meets the stringent reliability thresholds we have.
Chris Urmson: Some of the time, this was due to problems with complex components where we had material delays, and so we would have to go back and, in certain cases, source an alternative supply for them. So that added up to this about six-week delay we have seen in the ramp that we wanted. We still expect to get 200 trucks out of this in February. We see this still enabling the 1,000-plus trucks we expect on the road by the end of next year.
George Gianarikas: Thank you.
Chris Urmson: Thank you, George.
Operator: We will move on now to Ravi Shanker with Morgan Stanley. Your line is open.
Nancy Hess: Hi, this is Nancy on the line, Ravi. Thanks for taking my question. I had a quick question about the cash burn guidance in Q4. How much of that increase reflects maybe temporary working capital or production costs versus a structurally higher expense base, and how should we think about that quarterly cash burn into 2027?
David Maday: Yeah. I think most of the increase from the prior quarters is all related to scaling up the fleet, right? So we are buying additional kits and the associated components and just increasing the production capacity. Obviously, having Roush build those. From a pure R&D structural cost basis, there is not a lot of change. You will see a little bit kind of in our G&A, just from the supporting as we start to deploy hundreds of trucks on the road. You are going to need a slightly larger infrastructure on the G&A side. The vast majority of the increase is planned, it has been expected, and it is all related to building up the fleet. Again, I would say this is all within our kind of quarterly average target that we anticipated to start the year.
Nancy Hess: Thanks. With the Charger announcement and Volvo's planned deployments next year, how much of the 2027 capacity is already accounted for versus still needing to be contracted?
Chris Urmson: Yeah. The initial 200 trucks we have talked about is fully contracted. For the years we have talked about, we expect to have a test fleet capped at about 500 trucks. That is nearly fully allocated at this point. Then we have announced 1,000 trucks worth of DaaS MOUs over 2027 and 2028. We are seeing really strong demand and interest from customers, and feeling really quite good about the volumes to achieve our 2027 objectives.
Nancy Hess: Great. Thank you.
Operator: Thank you. We will move on to
Operator: Ryan Sigdahl with Craig-Hallum Capital Group. Your line is open.
Ryan Sigdahl: Hey, Chris. Hey, Stacy. Appreciate the time. Just on Daimler, as we look at the 30,000 truck target for 2030, is Daimler included in that, or is it only the existing partnerships you had at the time, Volvo, PACCAR, Roush?
Chris Urmson: No. We see that the demand is going to be there from the customer side. We've kind of looked at our best model for how this is going to grow. Our expectation is that the Aurora Driver is going to be incredibly valuable to our customers. While today they certainly have a preference for OEM, and we'd like to meet them where those preferences are, push come to shove, they'll ultimately want to get the Aurora Driver on the vehicles they can.
David Maday: Yeah. The thing that I'd add with that, Ryan, and we talked about this a little bit at the Analyst Day, is that this is a cumulative number. The industry builds about 250,000 trucks per year, so this is a relatively small percentage. It's really huge and a great opportunity for the autonomous technology and for Aurora. On a capacity basis, it's relatively small. So there's a number of ways and a number of combinations with another OEMs that you could get to a cumulative 30,000.
Ryan Sigdahl: Makes sense. So, just a follow-up question. There was a very well-done The Wall Street Journal article a couple of weeks ago. It mentioned you guys, mentioned autonomous trucking being safer, more efficient, kind of all the things, but also highlighted the most polite trucker in America. Curious, I guess, if societal benefits are being better appreciated, not just for safety, but also the consistency, courteous driving, et cetera.
Chris Urmson: Yeah, I think we continue to work to help tell the story. As a leader in the industry, we feel it's part of our responsibility to go out there and share our beliefs and the immense positive impacts, whether it is in safety, in sustainability, in the ability to drive counter-inflationary forces through reducing supply chain costs, right? These are all things that I think once we are able to demonstrate them, the argument story is going to become even stronger. But we always enjoy having the opportunity to engage with the press and share the point of view.
Ryan Sigdahl: Appreciate it, guys. Thanks.
Chris Urmson: Thank you.
Operator: Thank you. We will move on now to Colin Rusch with Oppenheimer & Company. Your line is open.
Colin Rusch: Thanks so much, guys. Grant, on the incremental MoU here, can you just give us an update on those negotiations reaching definitive agreements, how we should think about the timing and the key elements that are still being discussed with those customers?
Chris Urmson: We are excited about the progress we are making with all the customers, and we are excited to add another member to the cohort. These are complicated agreements. We have all of the core elements of those agreements were negotiated as part of the MoU, so we are excited for that. We are really putting effort into getting feedback from across various important customers so that we can have an agreement that will travel well and expedite signing in future engagements. I do not know, Dave, if there is more you would add.
David Maday: Yeah. Again, I think some of the big ones that everybody looks for in terms of pricing and volumes and how you allocate it, those are not things that are contentious at all. I think we have already aligned on all of those when we did the MoU. This is things that people might not think about sometimes is, how do you get the truck serviced and who can do what servicing? At the end of life, how are we going to dispose of the truck and what is going to be its second-life usage, and things like that. So, it is more around the operational, the less glamorous, but truly the operational things to make sure that we are operating trucks for 1 million miles in four to five years.
Colin Rusch: Okay. Excellent. On the policy front, you guys took the time or the space in the letter to discuss the federal framework and some policy measures that might start moving through. As we get through the election and get into the lame duck session, I guess, how are you thinking about puts and takes around potential for a federal framework around autonomous trucking to actually get pushed through and then made into law here?
Chris Urmson: Yeah. We continue to see a very strong and supportive engagement from the executive branch and administration and certainly from Congress as well. The progress that had been made on the BUILD America 250 Act, the surface reauthorization language, had bipartisan support, so I am optimistic that that could move forward to the degree to which any legislation will move forward if we end up in a split Congress. I would continue to see support, as I said, from the administration, and there is a lot that they can do to help move regulation forward there as well. So, somewhat optimistic, but much like you, kind of waiting to see how things fall here over the next couple of weeks.
Colin Rusch: Okay. Thanks, guys.
Chris Urmson: Thank you.
Operator: Thank you. We will move now to Mark Delaney with Goldman Sachs. Your line is open.
Aman Gupta: Thank you for taking the questions. You have Aman on for Mark here. Maybe just kind of double-clicking on the material availability part of the equation that you called out. First, some of the delays here. Can you talk more about how you have kind of addressed those and to the extent that entailed higher pricing for those components, what that might mean for emergence free cash flow into 2027, and if that impacts the targets you gave an Analyst and Investor Day for gross profit positive?
David Maday: Yeah. Hey, this is Dave. I will try to tackle it. Let me start from the bottom part. It does not really impact our gross margin. This is not really a cost per component issue. This is more about us moving and developing an all-new platform on our second-generation hardware and making sure that we have the right quality and reliability of the parts that we have. So in some cases, we decided that the quality level that we were receiving for some of our complicated components, such as wire harnessing, as an example, would be better served if we resource them to a more capable production supplier. This did not have, or does not have cost impacts for us in most cases. This was cost neutral to even a potential savings, especially if you look at the reduction in the rework and the quality benefits of it.
David Maday: In some cases, this is just early startup issues that you see when you start up a new production line from scratch. We have talked to Roush, who is a very capable partner that has done a lot of these, and they are quite optimistic. As a matter of fact, they would say, "You guys are much further along than almost everybody that we have done before in terms of the capability of your drawings, your material strategy, and things like that." It is just anytime you start up a new line, you will see that some of the parts and pieces do not fit together perfectly, and you are going to need to make some adjustments on those. So that was some of the biggest issues, is making sure that our vehicle integration elements all work together.
David Maday: The good news is our supply of our Aurora Driver kits from Fabrinet, those are actually pacing ahead of the truck build. We feel like as soon as we get the integration and the truck builds together, we are going to be going really well. We have seen tremendous progress in the last 2 to 3 weeks, specifically. We are now starting to run a second line there. That ensures that you have kind of got a lot of the kinks worked out and the material availability issues behind us. We are going to continue to grow from there. I really do think that this is just. It is a little bit of a pivot to the right in terms of when we can start hitting the run rate, but there is nothing that is really prohibiting us from hitting the run rate at this point.
Aman Gupta: Yep.
Chris Urmson: You said second line, I am pretty sure you meant second shift.
David Maday: Second shift. Sorry.
Chris Urmson: Sorry. Do not want you all to write down that we are standing up a second line.
David Maday: Sorry. Second shift.
Chris Urmson: Yeah.
Aman Gupta: Thank you for that color. Then maybe on the financials side, or I guess more on the capability side, you talk about the ability to navigate the weigh stations autonomously and some of the capabilities around those security checkpoints. Can you maybe talk about what Aurora is looking to help customers address or better integrate into the typical truck workflow from here, and how that is being balanced with some of the lane expansion stuff you previously talked about? Thanks.
Chris Urmson: Yeah. We want to make sure that the Aurora Driver is the most capable, most useful driver that they can possibly have. We continue to, as we work with customers, continue to see where there is value and opportunity to serve them. EPTI is a really useful tool that allows you to have certainty and bypass weigh stations, but it also adds complexity in training and operations at customer sites. We heard that feedback from customers and worked to make sure that we were able to actively detect, enter, and traverse weigh stations, and doing that in partnership with the state authorities who operate those weigh stations. That is an example of how we can help make sure the product integrates most seamlessly in with the customer.
Chris Urmson: We will continue to look for further ways to add the value, whether it is the work we have talked about in the past of delivering driving to fueling stations so that you can support seamless, extremely long-haul traversals, or whether it is navigating within the customer yard. To date, the navigating inside the customer yard is not nearly as important as some of the other things we are working towards.
Aman Gupta: Yeah. Thank you.
Operator: Thank you. We will move on to Cole Couzens with Wolfe Research. Your line is open.
Cole Couzens: Hey, guys. Beyond the 1,000 truck public MoU announcements over the past year, is there any way to frame up how big your more near-term DaaS pipeline is right now, and at what point we should start to see those convert to purchases?
Chris Urmson: Yeah. We do not think right now is the right time to talk about the backlog. We think that is probably not going to allow you to have the best understanding of the business. We like to talk about deals like these MoUs where the core terms have actually been negotiated. We think that is the most credible way to describe the demand we are seeing in concrete terms for you. I do not know, Dave, if you would add more.
David Maday: Yeah. I think, Cole, a couple of things. On the 2 MoUs, we fully expect these to convert, so that is going to be 1,000 trucks right there that we expect to convert. We are also talking with multiple customers right now to help work on the actual final contractual language. You should assume that every customer that is a transportation as a service customer also intends to be a Driver as a Service customer. It is what allows them the ability to scale and realize the full benefits, especially when you think about it from a TCO perspective. So, you do not really see customers who only want to do the transportation as a service. They all want to go to the Driver as a Service.
David Maday: It is really just about us continuing to build and expand our capabilities on more routes, and the businesses will grow with our customers, and we will add more driverless customers. It is important to note, we have 10 driverless customers today, right? That is growing, and again, I think we are leading the way and we are continuing to kind of show the path.
Chris Urmson: Just doubling down on what Dave said, we have been very clear that our competence is in delivering the Aurora Driver, not in becoming a trucking company. For us, as we have these engagements with customers, we are upfront about that, and it aligns with exactly how they want to own up or how they want to run their business and own and operate these assets. So, it works out nicely.
Cole Couzens: That is helpful. At the Analyst Day, I noticed in the cost per mile analysis, there was some footnote about customer endpoint costs. Is there any way to frame up how cost prohibitive those are today, or what type of facility modifications need to happen to support broader adoption across the industry?
Chris Urmson: Yeah. So we think this is kind of de minimis. In terms of changes to the facilities, our intent is to be able to operate from the facilities as they are today. I do imagine over time, as customers get used to operating these fleets, they will restructure their sites to optimize it, right? Anytime you have one of these high throughput facilities, they are constantly looking at how they can increase the efficiency out of those locations. So I imagine there will be a lot of fine-tuning, but to get started, there is nothing. In terms of resources, we really think about this as there needs to be someone who does the pre-trip inspection and launch and land the truck. So in many facilities, there is already staff on site that are hauling trailers around with yard hostlers. They are there. In some cases, they may be an incremental staff.
Chris Urmson: But those are going to be spread over the whole fleet that operates from those endpoints. So we do not see this as a really, truly material cost.
Cole Couzens: Okay. Super helpful. I will turn it back.
Chris Urmson: Thank you.
Operator: Thank you. At this time, we have reached our allotted time for questions. This brings us to the end of today's meeting. We appreciate your time and participation. You may now disconnect.
