Flux Power Holdings, Inc.

Greetings and welcome to the Flux Power Holdings Fiscal Third Quarter 2025 Financial Results Conference Call. At this time, all participants are in a listen-only mode. A question and answer session will follow the formal presentation. As a reminder, this conference is being recorded. Before we begin the formal presentation, I would like to remind everyone that statements made on the call-in webcast may include predictions, estimates, or other information that might be considered forward-looking. While these forward-looking statements represent our current judgment on what the future holds, they are subject to risks and uncertainties that could cause actual results to differ materially. You are cautioned not to place undue reliance on these forward-looking statements, which reflect our opinions only as of the date of this presentation. Please keep in mind that we are not obligating ourselves to revise or publicly release the results of any revision to these forward-looking statements in light of new information or future events. Throughout today's discussion, we will attempt to present some important factors relating to business that may affect our predictions. You should also review our most recent Form 10-K for a more complete discussion of these factors and other risks, particularly under the heading Risk Factors. A press release detailing these results crossed the wire this afternoon at 4-1 p.m. Eastern Time and is available in the Investor Relations section of our company's website, FluxPower.com. Your hosts today, Krishna Venkha, Chief Executive Officer, Kevin Royal, Chief Financial Officer, and Jeff Mason, VP of Operations, will present results of operations for the fiscal third quarter ended March 31, 2025. At this time, I will turn the call over to FluxPower CEO, Krishna Venkha.

Thank you, operator, and good afternoon, everyone. I am very pleased to welcome you to today's third fiscal quarter 2025 Financial Results Conference call. Since joining Flux in March, I have spent some good time engaging with our internal team, product, customers, and partners. This has given me a clear view into how our positions drive value for our customers and where we must focus to scale responsibly and profitably. With that said, based on these insights, we have aligned our five strategic initiatives that will guide our execution, culture, and performance metrics moving forward. Let me take them one by one with you. Number one, profitable growth. Our top priority here is achieving consistent quarterly profitable results as we scale. Number two, operational efficiencies. We are aggressively optimizing our supply chain and internal processes to reduce costs, especially amid this tariff uncertainty. Jeff Mason will touch on tariffs in more detail later on this call. Number three, solution selling. Led by our chief revenue officer, Kelly Fry, this initiative is transforming how we sell by aligning our offerings to the customer's problems. Number four, build the right products. We are focused on creating innovations that will meet real customer needs while expanding our markets. Number five, software and recurring revenue. Very exciting here. SkyEMS, our intelligent battery platform, is the foundation for a broader recurring revenue strategy. With that said, today I do want to do a little bit of deep dive onto those last two initiatives. With the launch of the G96 solution, Black Power is advancing the electrification of airline drone support equipment by addressing growing demands for higher power, greater intelligence, and sustainable operations. This product is helping us further expand our portfolio to support high energy demand pushback tractors, positioning Black Power as a technology leader in the shift to clean high-performance GSE electrification. We continue to develop and expand our SkyEMS AI platform to support the full life cycle of an intelligent battery. What does this mean? Number one, plan. We will provide tools for fleet and infrastructure planning. Number two, operate, providing the real-time operational insights. Number three, optimizing the usage on the fleet. Number four, predictive maintenance. Number five, providing recycling with respect to the second life options. SkyEMS is already in pilot with select customers. As you may have noticed, earlier this week we announced a patent award for intelligent battery life cycle maximization, which is a proprietary AI-based algorithm. As Black Power accelerates its evolution from a battery man-farture to a technology-driven energy solutions provider, these innovations and our SkyEMS software will play a central role. For us to achieve this vision, we are planning to have every battery be shaped to be cloud connected moving forward. We are incredibly excited about SkyEMS and will share more details about this software strategy on our future calls. I will now turn the call over to Jeff Mason to give the operational update.

Jeff? Thank you, Krishna. As geopolitical complexities continue to influence global trade, we remain steadfast in our commitment to operational resilience and value creation. We are responding to tariff pressures and accelerating our roadmap to sustain momentum. Our product does contain a partial -in-China content that is impacted by the latest tariffs. We have already updated our price lists and are sharing with our customers. Considering recent tariff changes impacting the global supply chain, we are rapidly adapting sourcing tactics as part of our short-term supply chain response. We are accelerating the evaluation of new suppliers, particularly for battery cells and other raw materials. We will continue supplier continuity by maintaining existing long-term supplier relationships while transitioning to alternative regions with lower tariff exposures. We are reinforcing the company's commitment to LFP battery solutions to ensure we meet our existing customer needs and requirements. And we are investigating new battery chemistries tailored to specific applications, ultimately providing new opportunities for our existing and future customers. Our long-term supply chain strategy has adopted a commodity-based sourcing strategy to ensure resilience and cost efficiency in key material categories. We are focused on partnerships and building strategic alliances with OEM suppliers and manufacturers who can consistently deliver high-quality and competitively priced components. We are also focused on supplier diversification, reducing the exposure to high tariff regions by onboarding qualified suppliers across alternative regions, including North America. Our objective is to establish a diversified and agile supply network that supports long-term scalability and innovation. Looking ahead, we are working toward domestic assembly and manufacturing expansion. We are committed to scaling domestic assembly capabilities in the U.S. with a focus on reducing exposure to the international logistics and tariff zones. We are also planning to accelerate our new investments, including tariff-resistant product design. Our engineering teams are prioritizing designs that use lower tariff materials and including potential new chemistries. We are also advancing innovation partnerships and collaboration with U.S.-based companies to secure future supply chains at competitive costs. Despite near-term global headwinds, our proactive strategy ensures three goals. Maintain optimal margins, sustain growth driven by U.S.-based manufacturing and product innovation, and long-term competitiveness with a cost-efficient diversified supply chain and scalable infrastructure. Taken together, we are transforming challenges into catalysts for future growth. I will now turn the call over to Kevin Royal to discuss the fiscal third quarter highlights and then walk through our business updates and financials. Kevin?