NextNRG, Inc.

Good afternoon and welcome to next NRG second quarter 2026 earnings conference call. Today's call is being recorded. At this time, all participants are in a listen-only mode. Following management's prepared remarks, we will move to a question and answer session. I would now like to turn the conference over to Sharon Cohen, Investor Relations, for next NRG. Sharon, please go ahead.

Thank you. I'd like to begin by reminding everyone that today's discussion will include forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements involve known and unknown risks and uncertainties that could cause actual results to differ materially. Please refer to our most recent SEC filings for a full discussion of relevant risk factors. Today's call will also reference adjusted EBITDA, a non-GAAP financial measure. A full reconciliation of this measure to net loss, the most comparable GAAP measure, is available in our earnings release, located in the investors tab of our website. Non-GAAP financial measures should not be considered a substitute for GAAP results. On the call today is Michael Farkas, founder and chief executive officer, as well as Joel Kleiner, chief financial officer. Michael, the floor is yours.

Thank you, Sharon, and good afternoon, everyone. I want to begin by saying that this was a strong quarter for Next Energy. While the financial results are important, and Joel will walk you through those in a few minutes, what encouraged me most this quarter wasn't any single financial metric. It was how much clearer our strategy has become as we've continued building the business. When we started this company, we had a pretty clear idea of where we wanted to end up. Over the last year, I believe we've gained a much better understanding of what it will take to get there. One thing I've learned building this business is that success isn't about trying to do everything at once. It's about building capabilities in the right order, proving they work in the field, and then expanding from there. Every company has to earn the right to build what's next. We believe you earn that right by executing well every single day. That's become the framework we use to make decisions across the company, and it's what I'd like to spend a few minutes talking about this afternoon. Three strategic priorities have become very clear to us, and we believe they'll define how we build this company over the coming years. The first is strengthening the operating business. The second is commercializing the technology we spent years developing. And the third is building our EV charging business. These priorities reinforce one another. They aren't independent initiatives. Progress in one creates opportunities in the next, and together they create the foundation for the business we're building. Let me start with the first one. Our first priority is continuing to grow and strengthen the operating business we have today. Mobile fueling is an attractive business in its own right, but it's also something more than that. It gives us recurring customer relationships, operational expertise, and a growing presence inside the commercial fleet market. One thing we've become increasingly convinced of over the past year is that the value of this business goes well beyond the revenues it generates. Every day, we're on customer sites. We're solving operational problems. We're learning how fleets consume energy, where they're spending money, and where reliability matters most. That's very important because those same customers are beginning to ask broader questions than simply, can you deliver fuel? They're asking us how they reduce energy costs, how they improve resiliency, how they prepare for electrification, and increasingly, they're asking us whether we can help them solve those challenges. We think being their trusted operating partner gives us a significant advantage as those conversations evolve. This quarter, revenue grew more than 40% year over year. We expanded into Gainesville, extending our operating footprint in Florida, and we supported fueling operations during one of the world's largest international sporting events. Those achievements matter because they continue building the operating business we're creating, not simply because they increase quarterly revenues. every company has the right to build what's next. Our second priority is taking the technology we've spent years developing and getting it into the field, operational. When I talk about technology, I'm talking specifically about our smart microgrid controller and the software that powers it. We believe that's one of the most important assets we've built as a company. Its purpose is straightforward. It sits at the center of a microgrid and continuously determines the most efficient way to manage the energy resources connected to it, whether that's utility power, battery storage, solar generation or backup generation. As energy systems become more distributed and more complex, we believe the intelligence that manages those systems becomes just as important as the infrastructure itself. That's where we believe our long-term opportunity lies. Building that technology was the first step. Now the focus is on deployment. Every successful deployment gives us operating experience. It strengthens the product. It demonstrates value in the real world operating environments. And it gives us another reference that helps us pursue the next commercial opportunity. Just as importantly, every deployment teaches us something. It helps us refine the software, improve the product, and build the operational expertise that's difficult to replicate in a lab. That's why we continue investing in the capabilities of our AI-driven smart controller and why our focus remains on getting this technology into the field through commercial deployments and partnerships. That's how we believe great technology becomes a great business. Our third priority is building our EV charging business. EV charging is more than just installing charging stations for vehicles. There's robotics. There's so many uses for dynamic wireless charging, and our strategy is very straightforward. We're starting by deploying EV charging solutions today because that's how we build the operating experience, customer relationships, and infrastructure foundation for the larger opportunity we see ahead. As that business grows, we'll continue developing our wireless charging and bidirectional charging technologies, which we believe and know represent the future of not only commercial fleet charging, but charging across the board for all different types of products. But today, our focus is on building the business one deployment at a time. Every successful deployment moves us one step closer to the larger infrastructure. Ultimately, everything we've discussed today comes back to execution. Building the operating business, deploying our technology, and expanding our EV charging business as well. Those are the priorities we're focused on every day, and I believe this quarter reflects meaningful progress across all three. Before I hand it over to Joel, I want to let you guys know that we were successful in a few sales and deployments of EV charging in the past quarter, and now I'll leave it up to Joel.