Park Aerospace Corp.

Good afternoon. My name is Vaughn, and I will be your conference operator for today. At this time, I would like to welcome everyone to the Park Aerospace Corp. Second Quarter Fiscal Year 2026 Earnings Release Conference Call and Investor Presentation. All lines have been placed on mute to prevent any background noise. After the speaker's remarks, there will be a question and answer session. If you would like to ask a question during this time, simply press star then number one on your telephone keypad. If you would like to withdraw your question, press star, then number two. Thank you. At this time, I will turn today's call over to Mr. Brian Shore, Chairman and Chief Executive Officer. Mr. Shore, you may begin your conference.

Thank you very much, Operator. This is Brian. Welcome, everybody, to the Park Aerospace Fiscal 26 Second Quarter Investor Conference Call. With me, as usual, Mark Esquivel, our President and COO. We announced the earnings right after the close. In the earnings release, there are instructions as to how you can access the presentation we're about to go through, either via link, and you also can... link information in the news release and also on our website. You want to pick that up because we're going to go through it. It'll be a lot more meaningful to listen to it if you have the presentation in front of you. So we have quite a few new investors in the last quarter that have come on board. And out of consideration for them, I think we should go through some of the legacy items more carefully. I think in the past, the legacy items, we've just kind of skimmed over on the assumption that most people have already or are familiar with them. Veteran investors, just please be patient with that. Another item I want to cover with you is that on Tuesday I had some unplanned oral surgery, and I'm not really feeling that great, so I hope you can bear with me. And if I need more takeover, I'm sure I'll be very willing and able to do that. Questions at the end, after we're done with the presentation, we'll take questions. And please do ask them. We love questions. Actually, sometimes linked to questions are more meaningful than a presentation. We go through a presentation, we don't know whether you're liking it, not liking it, interested, disinterested, half asleep. But, you know, the questions are always more helpful because then we know what people are really interested in, what they're thinking about. So why don't we go ahead and get started with the presentation. Slide two is our forward-looking disclaimer language. We're not going to go through that, but if you have any questions about it, please let us know. Slide three, table of contents. Starting on slide one is our Q2 investor presentation, which we're about to go through now. And in appendix one, we have supplementary financial information. We're not going to go through that during the call, but if you have any questions about it, please let us know. It's become our practice now, our pattern, I guess, to feature the James Webb Space Telescope in our table of contents. So what we're talking about here, James Webb Space Telescope discovered cosmic dust which shouldn't exist outside its galaxy, which shouldn't exist in quotes, because I think we're developing a common theme here so much that, We believed about the universe and its origin, which just isn't true. Sorry, folks. Not true. James Webb saying, well, you can believe whatever you want, but this is what's really going on. So here's another one of those. Thank you, James Webb Space Telescope. The James Webb Space Telescope was produced with 18 Park proprietary Sigma struts. Let's go on to slide four. Kind of more nitty-gritty stuff here. So quarterly results, let's look at the right-hand column, the second quarter that we just announced. Sales, $16,381 million. Gross profit, $5,116 million. Gross margin, $31.2 million. So we're happy about gross margins over 30, or maybe we should say we're unhappy when they're not over 30. And it's good that they're over 30 because there are a couple things we'll talk about in a second that drag down our margins. Just at EBITDA, $3,401,000. and adjusted EBITDA margin 20.8%. What did we say about Q2 during our Q1 call on July 15th? We said our sales estimate was 15 to 16 million, so we came a little bit above that. EBITDA estimate, 3 million to 3.4, so we came in kind of the top of the range of the EBITDA estimate. I just want to remind you, especially for some of our new investors, that well, this is not guidance. We don't do guidance. When we give an estimate, we're saying to you, this is what we think is going to happen. Now, we could be wrong, but this is what we think. There's a, I don't know, let's call it practice. We have different terms for it, but let's call it practice, where everybody does it almost, where, you know, let's say it's going to be 100. They think it's going to be 100. They go out with 90, you know, that's their guidance. So then when they come out, when they come back with 100, they come out with 100, then they're heroes. And I don't know. We think that's not worthy of our time. So when we give you an estimate, we're saying this is what we think is going to happen. We're not giving you a number of which we plan to beat, okay? Let's go on to slide five. Q2 considerations. We always talk, well, always in the last few quarters, about airing group. It has impact on a lot of things, including the quarterback. So we entered into this business partner agreement with Aeron Group. It's a very large aerospace company in France, great company, and they're a JV between Airbus and Safran, I believe. And in January 22, we've actually been working with them for 20 years. They appointed us exclusive distributor of their Raycarb C2B fabric. That fabric's used to produce ablative composite materials for advanced missile systems programs. Now, we sold 1.65, sorry, million of that fabric in Q2. As we previously explained, we sell that fabric to our defense industry customers for a small markup. What's going on here is the defense industry customers are stockpiling the C2B. We're the exclusive distributor, though, so they buy it from us. We buy it from – we're a distributor, not a rep. We buy it from Arians. And then we resell it or sell it, I should say, to the OEM. But it's kind of a strange thing because we keep the C2B fabric in our plant because the OEM eventually asked us to produce prepreg with it. So even though we sell to them and they own the product, it's kept in our plant. The markup is small. So when we have a significant amount of C2B fabric sales, that's going to push down our margins significantly. And we sold 415,000 of ablated materials manufactured with C2B fabric in Q2. Now, the margins on the ablated materials that we produced those fabrics, very, very good, very good. So that's the offset. But it's still the ratio of sales of fabric to ablated materials manufactured with the C2B fabric are still out of balance, right? So more... fabric than materials, prepreg, let's call it. What's the reason? I already said it, because the OEMs are stockpiling this product. A more normal kind of ratio would be 40-60. So 40% would be the materials and 60% would be the fabric. No, that's not always going to be exactly it, but just to give you a sense. So you see that the ratio is much more than 40-60 here, and that's going to drive down our margin. So let's talk about, let's go into slide six rather. Oh, we're still on the topic of C2B fabric requalification by one of Park's key customers of C2B fabric. This has been a big deal for the last few quarters. And Mark, we always give Mark the hard stuff to talk about. Can you help us with what's going on with that requalification?

Yeah, so we actually do have an update this time. I think the last couple calls we said we're waiting for approval. So we do have approval. We don't have full approval. We have approval at about 90% of the specification. Not to get too technical, there's a requirement within the spec that has a lower and an upper range. They were somewhere in the middle. They moved down closer to the commercial specification, as we call it, which gets us back into production at 90 plus percent of everything we have. So what we're doing now is they're currently testing that last 10%, which will probably take another nine to 12 months. So we'll continue to talk about you know, when we get that approval. But as far as the program's concerned, we're back in business, we're back running, you know, and we're back to, I would say, you know, normal typical rates that we were running, you know, prior to, you know, this, I won't say issue coming up, but this recall coming up. So, and we actually expect to see, you know, some upside, you know, in the coming quarters, you know, and Brian will talk about some of that news as well. But I guess the story here, the message here is we're pretty much back in business with, you know, running at our normal level.

Okay. Thanks, Mark. Good news. Let's keep moving here. Production versus sales. We bring this up because this has been an issue with our cores in terms of impacting the bottom line. But in our Q2, our sales value production, we call it SEP. That's not inventory value. That's the value of production at sales price. It was well matched with our sales production. And that's a good thing. That means it doesn't really vary. No meaningful, no impact on bottom line. When our sales exceed our production, that is by a significant amount, that is a negative impact on the bottom line. But no impact in Q2. And then the last thing we'll talk about in terms of bottom line impacts, significant ongoing expenses. This is something we had in our presentation for several quarters now. It's not going away anytime soon. operating our new manufacturing facility in Q2, including all these other expenses. And this is significant. So that's why I was saying that the gross margin being over 31%, I think, that's actually not bad because there's two factors that hold it down. One is the expenses related to the new plant. The other is the, let's call it, excess C2B fabric compared to the C2B material sales. Total misshipments, a little bit of a surprise here. $510,000, that number is way up. But, you know, last few quarters we keep talking about international shipment issues. That's not the issue this time. This time it's something different. It's customer certification and testing delays. It's a little bit of a new story here. It happens sometimes. You know, it just happens. It's nothing we can do about it. It's not our fault or anything like that. But sometimes it just delays insurance and certification and engineering work and testing delays. So that had a, you know, meaningful impact upon our shipments in Q2. So let's go on to slide seven, impact of tariffs and tariffs-related costs. You know what? I should say net impact. I was saying that to Mark earlier. It should say net impact of tariff and tariff-related costs because we have tariffs. It's just that the net impact takes into account the pass-through. So very minimal in Q2, hardly anything. But that's the net impact. That's not the total tariff. That's the net impact because of the fact that we pass the tariff costs on. And then the future impacts, I think we'll get back to that later, and Mark will help talk through that later on in the presentation. Why don't we go on to slide eight? So this is a slide we do every quarter. As you know, some of you veterans are probably tired of it, top five. And it's kind of the usual suspects also. It's like, all right, GCAN, Kratos, MRAS, TECTEC, and Nordam. TECTEC is kind of a new name for us, but the rest are usual suspects. The Global 7500, that refers to Nordam. The H321XLR, that's an MRES program. Kratos, obviously, is Kratos. And the 787 Dreamliner, that's actually GKN. That's for the Gen X 1B engine. So it's a G engine, but it's not part of the MRES LTA, which we'll go into that later. Let's go on to slide nine. So here we have our estimated revenues by aerospace market segments. We call them our pie charts. I don't know about you, but I like to tell a little bit of a story. Fiscal 21, that was the pandemic year where the commercial aircraft was. Remember, there were airplanes, pictures of like 737s with like two people on them, and they were, you know, basically everything parked, not flown at all. And then after that, the pie charts, you know, seemed to be fairly stable. Interesting, what will be interesting is to see what will happen in the future because the commercial is going to be accelerating because the programs are on as those programs ramp up, but military will be accelerating a lot. Business probably could go down as a percentage. We'll see about that. Let's go on to slide 10, park plus niche military aerospace programs. So we have a little pie chart here. radomes, missile systems, unmanned aircraft, all niche markets for us, some markets, but even aircraft structures are niche markets for us. So we actually changed, we used to call it rocket nozzles, I think. We changed the missile systems because the missile systems we supply into more than just the rocket nozzles, other aspects of missiles that we supply into. I think we used to call unmanned aircraft drones, but I think the more politically correct term is unmanned aircraft, but there's no change in there. You know what? And other than nice pictures and you can see what the programs are. We really are not going to talk about these programs anymore. It's just not really appropriate for us to say very much about the programs, except understand, please, any picture we show you, that means it's a program we're on, not a program we like or a cool picture or something. Okay, you got it. Let's go on to slide 11, GE Aerospace Jet Engine Programs. Again, a slide every quarter. But for the benefit of some of our new investors, let me try to explain quickly. So we have a firm LTA. It's a requirements contract for 19 to 29 years. with MRAS, Middle River Air Structure Systems, a sub of ST Engineering Aerospace. You see we're sole source for composite materials for all these programs, but they're all GE programs. So what's going on here? If you look at all the checked items below, they're all GE engine programs. And what's going on here is that we got on these programs with GE Aviation even before 2019 when MRES was owned by GE Aviation, now GE Aerospace. We got on these programs even before that. They were predecessor LTAs before this 19 to 29 LTA. And then I think about five years ago, GE sold MRES to STE Engineering, which is a large Singapore aerospace company. So that's the explanation there. We've done a factory, you know, about that, you know, when I guess around 2019, GE said to us, look, you know, Park, we're going to give you this 10-year agreement for solar source and all this stuff, all these great programs, wonderful programs. But, you know, we really are concerned about redundancy. So would you please build a factory? And we said, yes. We checked that box. That's been done. I'm not going to go through the individual programs, maybe except to talk about the first five or really all A320 NEO family aircraft programs. All right. If you have any questions about the specific programs, you can let us know. Let's go on to slide 12 just to keep moving along here. The first item on slide 12, we're just continuing here. This is, I don't know, a little bit of a nuance here because this program was mentioned in the prior slide, but this is a different component. And this also is part of our GE Aerospace LTA, not necessarily the, not the MRAS LTA. So I'm probably getting only technical, not necessary. Fan case, this is something we should talk about for a second. This is for the G9X engine for the 777X airplane. This is produced with our AFP material and other composite materials, automated fiber placement. That's what AFP stands for. It's a robotic way, method for producing composite structures. And this is planned to be included in the LIFER program, MRS LIFER program agreement. Next item. We had a 6.5% weighted average price increase in our MRS LTA effective January 1. It was already built in the LTA a long time ago. And next item, PARC MRS LTA was meant to include three proprietary film and laser formulation products, and those are now undergoing qualification. Then life or program agreement requested by MRS and SDE. So we're still negotiating this, I guess. And I think there is a meeting that's being planned for next month. We'll see what happens. As I said to you many times, we're okay either way. This is requested by SDE and MRS. It's something they want. They want the stability of long-term supply. But we're okay either way. If we do it, that's fine. If not, we'll be fine as well. and it's still under negotiation. I don't want to give you the wrong impression. It's not like we've been actively negotiating. It's like we talk about it, then three months go by, and so I think now we're planning to have some get-together in December, sorry, November, to hopefully get through this. We'll see. We'll keep you posted. Item page 13, rather, slide 13. So let's talk about an update on some of these GEA aerospace engine programs, the H-120 NEO family. That's a wonderful, wonderful program that Park is on, SolSort Qualified. And let's talk about their program. Everybody says a huge backlog of these airplanes, over 7,000 of them. That's a lot of airplanes, a lot of airplanes. And let's just talk about the – we can take a look at the aircraft, the A320neo family aircraft deliveries. We're not going to go through each year, but you can see what's going on here. With the amount of orders that Airbus has, we'll get to in a second, they would be at a much higher rate than this. They'd be at 75 per month. What's holding them back is issues with supply chain. So this year, year to date, an average of 44. But don't get fooled by that because they usually kind of make their year in the last three months. And if you look at September, you can see what's going on here. The air price is already ramping up to 59. We're delivered in 1590 through 20 NEO family aircraft delivered in September. Let's keep going. Slide 14, just continuing here. importantly, the engine supply bottleneck. Remember I said that one of the big issues is supply chain restrictions. That's what's preventing Airbus from ramping up to their target of 75, which is an amended 75 per month. CFM, they have another engine. Let's just talk about CFM, the LEAF 1A engine. Reportedly improving, it's getting better, and I think that's a deliberate focus by GE and CFM, which is a very good thing, but that's probably... the most significant restriction to Airbus' ability to ramp up to that 75. They'd be up there now based upon how many orders they have. So that's very good news, actually. As we already alluded to, Airbus is targeting a delivery rate of 75 A320 NEO family per month, and you can see that, you know, they're still at, you know, 50 to 55, so there's still a way to go, quite a way to go. Two engines approved for the A320neo aircraft. We're on the CFM LEAP 1A engine. We're not on the, we have nothing, no content on the Pratt & Whitney GTF engine. And so I guess that covers the second bullet item. We supply into the H-120 family aircraft using the LEAF-1A engine. According to the second quarter 2025 edition of Air Engine News, which is kind of like a Bible for us anyway, the CFM LEAF-1A's market share compared to the Pratt, market share of firm engine orders for A320neo family was 64.7%. And those are firm orders. That's not, you know, speculation or hopes and dreams. Those are firm orders. So you can see that, you know, that CFM has the larger market share of the engines for the A320neo aircraft. At the delivery rate of 75 A320neo family aircraft per month, That 64.7% market share translates into 1,165 LEAP engines per year. That's a real lot of engines and, you know, lots of revenue for PARC at that point. Slide 15, as of June 30, 25, a few months ago, there were a little over 8,000 firm LEAP 1A engine orders. These are not airplanes. These are LEAP 1A engine orders where we're sole source qualified. Over 8,000. If you want to look at slide 29, you get a feel for what our revenue per unit is. Get your pocket calculator out and do the math. You can see what that's worth to us. Those are just the firm orders that are in the books now. So this is a big deal for PARC. The Airbus A321XLR, and this is a variant. We're still talking A320 family, okay? We're not off to a different aircraft. This is part of the A321 family. This is recently introduced. supposedly changing the air map of the world. Why is that? Because the payload and range capability of this aircraft are very unusual for a single aisle, so it allows a single aisle to compete against wide bodies, but obviously at much lower cost, so that's why it's changing the air map of the world. Qantas is very involved in the program, American Airlines, Iberia Airlines. The reason I highlight this, because a lot of airlines are buying this airplane, why am I highlighting this They call it a game changer. But what's really, I think, very impressive to me is that they say, they claim they've had almost no AOGs, that's aircraft on grounds, after almost a year. That's really a big deal because normally for the first year or two, there's all kind of bugs you have to get out of a new airplane, a new design, and the airplane sits on the ground a lot. And it's kind of, you just expect it. And it's not good because, you know, when the airplane sits on the ground, the airlines aren't making any money anymore. And you kind of expect that if you get an airplane that's been recently certified and delivered. But here you go. They're saying almost no AOGs. I've never heard of anything like that. That's quite impressive. Boeing has no response to this aircraft. Let's go on to slide 16. So still on H-320 here, folks. Airbus plans to open a new H-320 aircraft. family final assembly lines, FALs, in the U.S. and China this month, in the next couple of weeks. So these two new FALs, in combination with the existing FALs in Germany and France, will provide Airbus with the manufacturing capability to achieve its 75, 820 NEO aircraft per month delivery goal in 27. So, you know, this is nice because Airbus says they're putting their money more in their mouth this year. These FALs, they're a big deal. So that's good news. And then breaking news, October 7th, this is the day I had my oral surgery, I think. So two big things happened on October 7th. That's just two days ago. The H320 aircraft family became the world's most delivered commercial jet ever. Of course, that means that it beat out the 737. Not just the MAX. This is the 737 family versus the A320 family, going back to the beginning. So that's pretty big news, I guess. COMAC 919, this is a Chinese-made aircraft, again, with a LEAP engine. This is a different variation of it, this LEAP-1C engine. COMAC is targeting – oh, this airplane is designed to compete – They're targeting 3919 aircraft deliveries in 25, but recent and confirmed reports saying they're probably foreshortening this target. I can't tell you I'm very surprised. I probably would have, you know, to be just totally candid about it, I would be more surprised if they met the target. I'm not going to go into why, but I'm not surprised or really disappointed. Malaysian Airlines AirAsia has confirmed in advanced talks to purchase these airplanes. Why is that important? Why am I focusing on that? Because there are a lot of airlines that are buying this airplane. But the reason I'm focusing on it is this is a non-Chinese airline. This airplane is certified by the Chinese FAA, I think called CAAC or something like that. So the thought was originally these COMAC airplanes would be China-only airplanes, but that's not what COMAC wants. They're selling the airplane outside of China for operations outside of China, which will require certification by the FAA and EASA, you know, the European Aviation Authority. So that's why I highlighted this AirAsia thing. Let's go on to slide 17. They plan to achieve a reduction rate of 200 airplanes by 2029. And COMAC claims to have over 1,000 orders for this airplane. This airplane does not have two engine options. It's all LEAP in terms of the engine that's certified for the airplane. COMAC C909, again, COMAC, the Chinese company. This is a regional jet. This airplane was introduced a while ago. It's already pretty close to that rate. But what's interesting here, they delivered it to the same kind of topic, really. Lao Airlines, Vietjet, Air Cambodia signed up. Again, what's the theme here? Non-Chinese airlines. So originally they're thinking the Comac airplanes are going to be China only, but that's obviously not what Comac wants. 777X, Boeing 777X. I'm going to slow down a little bit and talk about this one. This is an important program for PARC. The test program has advanced over 1,500 outflights and nearly 4,100 flight hours. That's a lot. That's good. This picture was taken by a friend of mine a couple of years ago when the 777X was doing cold weather testing in Fairbanks. Good place to go for cold weather testing. So let's go on slide 18, sorry. Bollinger Portally has 565 open orders for the airplane. Bollinger previously announced that the airplane program was on track for certification in late 25 and entry into service in 26, but the Boeing CEO recently stated the certification program is following line schedule. The CO further stated the aircraft and the engines, the Gen-X engines, the 9X engine, are really performing quite well and that the potential delay in certification was being caused by increasingly deliberate FAA scrutiny. You get to sense there's some tension there between Boeing and the FAA. I do anyway. A key gaining item is the receipt of what's called the type inspection authorization from the FAA. Because as the CEO explains, they can fly these airplanes. They need to have five airplanes in use for the certification program. But those flights don't really count towards certification until they get to TIA. There's a lot of boxes that need to be checked for an airplane to be certified. So they can go fly the airplane, which is good. They can learn a lot more about the airplane, but they can't check those boxes until they get the TIA from the FAA. Boeing hasn't announced any new targets for the certification and EIS, but speculation is that they'll be pushed into next year, 26. Let's go on to slide 19. So let's talk about big picture GE Aerospace Jet Engine Program sales history and forecast estimates. The top is the sales history. We won't go through all the History accepted this site in Q2, 7.5 million. And I think we had forecasted in our Q1 presentation 6.7 and 7.2, a little higher. I wouldn't read anything into it. You know, the numbers move around a little bit, but a little higher than we forecast. GE Aerospace Program sales forecast, sales forecast estimates. Again, not guidance estimates. Q3, we're estimating 7.5 to 8 million estimates. And total for the year, I've got to slow down here a little bit, $27.5 to $29 million. Now, in our prior presentation, we indicated that we're looking at $28 to $32 million for the year for fiscal 26. But as we explained to you, that was based upon information called a build plan from our customer. It wasn't our forecast. It was their forecast. Now we have now the current forecast, $27.5 to $29. That's now part forecast based upon what? based on a back look for Q3 and Q4. Q4 is already booked. Q4 is partially booked, and what we expect, you know, based on lots of experience, the additional bookings for Q4. So now this is our number, $27.5 to $29 million. Let's go on to slide 20, Park's financial performance history and forecast estimates, estimate singular. So we just have the history up top. You already saw this just for perspective and context. Down below are Q3 26, Q3 financial forecast estimates. Now, plural, uh-oh, sales of $16.5 to $17.5 million, adjusted EBITDA of $3.7 to $4.1 million. That's our estimate for Q3. If you have any questions about that, just let us know. So let's go on to slide 21. This is just history, and we've showed you the slide for the last several quarters. We think it's interesting just so you can see what's going on here historically. You go from 17 to 20, and like every year, we increase by about 10 million. Then we got stalled out. So we're kind of in fiscal 25. We're pretty much where we were in fiscal 20. And obviously, that's because of the pandemic. You know, the pandemic really had a very big impact on commercial aerospace. It wasn't the pandemic so much. It's how we responded to it, how the industry responded to it, especially with respect to supply chain issues that sold back commercial aerospace. So just one other thing. We're not giving you a forecast for fiscal 26 this time, but we believe that the number will be over $70 million for fiscal 26. We'll just give you that number. We're not giving EBITDA, not giving details. I think what's going on here, though, is the industry is getting religion. And it's not just an opinion. This is based on lots of input we've received. A different kind of attitude on the part of the OEMs in terms of ramping up to meet demand, and also working with suppliers and supply chain in a much more productive and, you know, in a more, I don't know, more collaborative way. Sorry, trying to come up with that word, collaborative way. So it's not just a little thing. It's a big thing. It's very palpable in the industry. We'll see what happens. But to us, it seems like there's something really going on here. And we're not alone in that opinion. We're not alone in that opinion. So let's see what happens. But, you know, just so you know, we're probably looking at about a little over $70 million for fiscal 25. Let's go on to slide 22. Okay, general park updates. Agreements with Arian. Okay, we've got to slow down with Arian again. We entered in that business partner agreement in January 22, under which Arian appointed us as exclusive North American distributor. We already covered that, okay? But then on March 27, 25, just early this year, Park and Arian, they're a great partner. They're a wonderful partner. We love them. They entered into a new agreement under which Park will advance, I don't know, probably about 5 million, 4 million, 587,000 euro against future purchases by Park of C2B fabric. These funds will be used by Arian to help finance the purchase of additional installation of new manufacturing equipment for Arian's production of the C2B fabric in France. And that should be paid airing at three installments, the first of which is already paid, about 1,376,000 euros. That's about $1.5 million. So that would affect our cash when we reported Q1. Let's move to slide 23, rather. So the purpose of this new agreement is to provide additional C2B fabric manufacturing capacity to support the rapidly increasing demand for C2B in C2B fabric in Europe and North America. Just so you know, one of the big programs that uses C2B fabric is the Patriot Missile Program. Arianne Group recently asked a partner to partner again with them on a study related to the potential significant increase of C2B fabric manufacturing capacity, presumably in the U.S., The study expected to cost about €700,000. We split it 50-50, so that's probably about $410,000 for PARC, and we'll record that, but our Q3 is a special item. Just want you to be aware of that. We'll get back to this later on in the presentation, all the area and study. Just continuing with general updates, our lighting strike protection material certified on the Passport 20 engine used on the Bombardier Global 7500-8000 business jet. That's revenues about approximately $500,000 per year expected on our LSB material. We're very happy about this. Our LSB is already qualified, approved, and used on the A320 and the 919, but we have not. We're just getting it approved now on the S420 engine and also still to get approved on what's called the 10A engine for the 909. So we expect that these revenues will start to kick in fairly soon, let's say in a couple of months. Flight 24, stolen updates. This is just something we covered already. We entered into an LTA, which is aerospace, and for calendar years 25 through 30. And then another update, Park's discussion with two Asian industrial conglomerates relating to Asian manufacturing to infectious continue. We've been talking about this for a while. John Jameson's in Asia now working on this project along with one of our other guys. So we'll see what happens. Seems interesting, but we'll see what happens. Okay, Mark, your turn. Tariff, international trade issues. What's the expected impact of tariffs going forward, do you think?

I don't think much. I know this quarter alone, we had about $1,700, which we don't like to take on any additional costs, but that was mostly non-material items. So going forward, again, as I mentioned before, we got ahead of this pretty early. We put controls in place to manage it. We're passing the cost along to our customers, whether it's through contracts or stuff like our POs or stuff like that, or Order confirmation. So I don't expect, you know, to see much. I mean, it's obviously a dynamic situation. You know, I don't think all the tariffs are completely locked in. It's been a little quiet in the news lately. But where we're at today and what we've seen so far, it's a very minimal impact to our business.

Okay. Thanks, Mark. So let's keep going here. Current MRS supplier scorecard, our scores. What happened? We don't have all hundreds here. We don't have all our hundreds. Does MRS still love us? I think they do. I think I mentioned to you in prior quarters that we're told that most suppliers would be happy to get 80s. And MRS finds it a little bit humorous that we ask, well, what happened and what do we need to do to fix this? This was, let's call it a technical issue in terms of how we recorded something. So we take it seriously. We're a 100 company. We're not a 99.87 company, rather. So we take it seriously. And like I said, MRS, I think, finds it a little amusing that we spent so much time talking about why we didn't get 100 on one of these free scripts. Let's go on to slide 25. So making customers love us, this is still in our general updates, is central to what we call Park's egg strategy. How do we make our customers love us? With our calling cards of flexibility, urgency, and responsiveness. By asking how high before our customers say jump. And we're not kidding about this. We'll go to a customer and say, what else can we do? What else can we do? What else can we do? Before they even ask us for anything. Making customers love us is a boiler room thing, not a boardroom thing. The board's on board with their strategy. You know, we've certainly reviewed it with the board. But the strategy happens on the factory floor, not in the boardroom. That's where the rubber hits the road. It's up to all our people to make a strategy work. It's a boiler room thing. So for this strategy to work, all of our people need to be bought into it and feel passionate about it. Making customers love us is the secret to our success. You know, it's a hidden plain sight secret. You know, sometimes the most brilliant ideas are the most obvious ones with a benefit of hindsight. Well, why did I think of that? I don't know. Why didn't you think of it? So the secret is kind of hidden plain sight, but it's a secret to our success. Slide 26 says, Buyback authorization, we don't have to spend a lot of time on this. Let's just go down to the last two check items. We did not purchase any shares in fiscal in our second quarter. We've not purchased any shares so far in our third quarter date. I don't think we'll be – my feeling, my opinion is we probably won't be purchasing too many shares in the near future, but we'll see about that. Slide 27, again, this is just going to review. Parks balance sheet cash, an incredible cash dividend history. Long-term debt, we don't have any. We reported $61.6 million of cash in marketable securities at the end of Q2. We also made that final transition tax installment payment of $4.9 million in Q2. In Q1, we reported cash in into Q1 of $65.6 million. So if you take that $4.9 million subtracted from $65.6, it gets you to that $61.6 million number, more or less. It explains the difference. Forty consecutive years of uninterrupted regular cash dividends, and we've now paid over $606 million, or $9.60 per share in cash dividends since the beginning of fiscal 2005. This is our park founders. The reason we placed a picture of our park founders here is because we started out with basically nothing. We're two guys that started the company, I think, in 1954 with about $40,000 that they had saved from war duty. And here we are paying over $600 million of cash dividends in the last 20 years or so. Let's go on to slide 28. Okay, we can kind of skim through this because these three slides are exactly the same slides that we've I showed you last quarter, I think the quarter before that. Financial outlooks, 4G, aerospace, generator programs, the juggernaut, we call it the juggernaut. It's a timing. We're not sure. We already talked about, yeah, the 919 is, you know, a little slow ramping up. And the 777X is having a little more difficulty getting certified. So we don't know. We won't really spend a lot of time worrying about that. But the thing is that we say it's a juggernaut. It's coming. It can't be stopped. And the key thing for us is we better be ready. You go into slide 29, there's no change, anything here. All the numbers are exactly the same. Like I said, relate to a previous slide, we feel that GE and CFM have kind of gotten a religion that they're really focused on ramping up production and working closely and collaboratively with the supply chain. Slide 30 is just footnotes related to the prior slides. We won't go through those. Do you have any questions on any of this list? No. Okay, let's go on to slide 31, War and Peace, Park's New Juggernaut, and Peace for the Question War. These slides came from or originated in the last quarter, although there's some updates to them. The first thing I want to cover again, though, is we're not providing any inside information. I mean, these programs, all this information in these slides is based upon publicly reported news and reports. We don't give away inside information. especially with sensitive defense programs. Unprecedented demand for missile systems. Missile systems stockpiles have been seriously depleted by the wars in Europe and Mideast. There's an urgent need to replenish the depleted missile system stockpiles. According to Wall Street Journal reporting, the Pentagon is pushing defense OEMs to double or even quadruple missile system production on a break next schedule, quotes, partly in preparation for a potential conflict with China. A list of Pentagon targeted missile systems include the PAC-3 missile system, the LRASM, and the SM-6. The Patriot missile system is a particular priority. I think you should know that PARC participates in all those programs, all three of them. Review and update of the PAC-3 Patriot missile system. The reason we spend more time talking about this is a lot of public visibility and information about it. Some of the other programs we're on could be quite significant, but we're not able to even mention what they are. The largest deployment of PAC-3 Patriot missile systems in history occurred in response to Iran's ballistic missile strikes on our air base in Qatar. Going on to slide 32, what happened here? In anticipation of this, I guess we knew what was going to happen. We moved Patriot missile systems to Qatar from South Korea and Japan, knowing what was coming. and we call it a shell game, you know, moving the systems from one place to another. That's not sustainable. The Department of War wants to very significantly increase Patriot missile stockpiles in Asia to protect bases and allies in the Pacific region. So this is not working out very well at all, is it? We take missile systems out of South Korea and Japan because we have this issue with Iran, and... And then we depleted their systems when the Department of War wants to significantly increase the Patriot missile stockpiles in Asia. See the problem? So just public stuff. Israeli supply of Patriot missile systems seriously depleted. Ukraine supply of Patriot missile systems seriously depleted. Other countries have been waiting for Patriot missile systems for years. In September 3, 2025, Lockheed's Missile and Fire Control Division received its biggest contract in history, a $9.8 billion award from the U.S. Army for 1,970 Patriot missiles. According to the Wall Street Journal, the Department of War wants suppliers to ramp up to produce approximately 2,000 Patriot missiles per year, which is almost four times the current production rate. Didn't we say something about quadruple in the prior slide? We did. four times the production rate. So we're talking about, well, we'll get to it. I'm going to wait. We'll get to it in a second. I thought you said Park is sole source qualified. We'll get to that in a second. Let's go on to slide 33. Patriot missile systems are planned to be incorporated into the Golden Dome. As apparent from the reporting that the U.S. plans to do much more than just replenish these depleted systems. So next hour item, Park supports the Patriot missile system with specially bladed materials produced with Arians C2P fabric, The park is sole source qualified for specially bladed materials on this program. So I was going to say at the bottom of slide 32, this 2,000 missiles per year, that represents very significant revenue for the park. We're sole source qualified in that program. Back to slide 33. Sorry to bounce around on you here. The park was recently asked to increase our expected output of specially bladed materials for the program. by significant orders of magnitude. We can't really say how much, but significant orders of magnitude. Hopefully that gives you some kind of feel for what's going on here. And we will fully support this request, partly with the additional manufacturing capacity provided by our major facilities expansion, which we'll discuss below. Remember that PARCC recently entered into this new agreement going back to ARIEN with ARIEN for the purpose of increasing C2B fabric manufacturing capacity. It's going to slide 34. But will that additional manufacturing capacity be enough, considering what's going on with the Patriot missile? No. I don't think so. As discussed above, PARC is partnering with Aaron Group in a study related to potentially significantly increasing C2B fabric manufacturing capacity, presumably in the U.S. This is a big deal. Let me just say this. Once our partnership and a study is done, that's not the end of the partnership, I don't think, anyway. That's not what we're talking about. I'm not going to say anything more about it, but let me just say it's a big deal. We covered the Arrow 3 and 4 missile systems last time, so we just kind of covered it again. Not too much here. Last item, updated parts involvement. Remember, we were second source qualified on the RO3. We weren't really expecting orders. We got them. We already got them. RO4 were sole source qualified on the RO4, which is expected to go into production, I think, relatively soon. Let's go on to slide 35. This is really probably the most important slide of this whole war and peace section of the presentation. The above missile programs are just a small representation of the critical missile programs PARC is supporting or planning to support. There are too many programs to iterate here, and many, probably most, are too confidential and sensitive to mention for national security or other reasons. But, you know, this is highlighted or bold, whatever you, and italics. But please understand that certain of these programs represent very significant revenue for PARC over long periods of time. We're disappointed we're not able to discuss these programs with you, but we can't. Let's go on to slide 36, major expansion. So we're just going to do a quick update here. I know we're running late with time, but we've got a lot to cover here. And like I said, we've got new investors, so we couldn't just skim through things too much. A major new expansion, we talked about this in our manufacturing facility, talked about this in the last two quarter presentations, I believe. So we're planning a major new expansion of our manufacturing facilities. It could be at Newton or elsewhere. The planned expansion will include the following lines, elution treating, hot melt film, hot melt tape, hypersonic materials manufacturing. The current estimated capital budget for new manufacturing plant equipment, $40 to $45 million. That's gone up. I forget what we said last quarter, maybe $35 to $40. Why did it go up? Well, we didn't know the lines. That extra $5 million is for another line because the requirements keep going up and up and up. It's quite incredible, actually. So new manufacturing, slide 37, just continuing new manufacturing, major new expansion of parks manufacturing facilities. Why are we doing this? Our juggernauts require it. We have a juggernaut for the aerospace. We have a juggernaut for defense and missile programs. A long-term business forecast requires it. And the second bullet item under that check item is that our long-term forecast has increased since we talked to you on July 15. And also, I've made a factoring capacity for the park to be parked. Our calling cards, again, flexibility, responsiveness, urgency. We don't run a business a mil, meaning that, okay, we campaign and you want something, well, we can fit you in maybe a year from December. We don't run our business that way. Urgency, responsiveness, flexibility. So it would be really stupid for PARC to abandon those things because those are things that got us where we are today, all those opportunities. So it's important we have the manufacturing capacity in order to be PARC, for PARC to be PARC. the secret to our success. That's part of our theory or our thinking with respect to the expansion. And last item in bold, this is not a close call, not even close to a close call. I mean a need for what we're talking about is a need for a major expansion of our manufacturing facilities. Let's go on to slide 38. We're just continuing on the expansion. We're not sharing a long-term business forecast this time, but opportunities for park are significant. Timing is now. We must take advantage of the opportunities now. We must not hesitate or we will squander the, in quotes, once-in-a-lifetime opportunities we have sacrificed so much over many years to develop. So this is kind of interesting. There was a board meeting last week, and Mark was discussing with the board some of these missile programs and used the term once-in-a-lifetime opportunities. And the board really got the thought, well, let's come to Mark. This must be really big. Mark is not a guy who's given to hyperbole. He's usually a skeptical guy, which is good. You want your president to be skeptical of things. That was his quote once in a lifetime. The board thought, wow, this must be a big thing then. Our objective is to have our expansion plan in place by the end of the calendar year and to be moving into the implementation phase of our plan by then. Slide 39. How are we doing at PARC? Let's change gears a little bit. I'm sorry it's going to take us so long, but Like I said, we're trying to cover a lot of things here. So what are PARCC's objectives? This is important. How do we measure success? I think there's a lot of misunderstanding about this. So let's talk about it. We measure success. Our objectives are getting qualified and sole source qualified, whenever possible, on chosen special aerospace programs. These are programs we want to be on. These are the special programs, the wonderful programs. That's our success. Once we get qualified on our chosen special programs, Our objectives have been achieved. We're done. And once we're qualified in those chosen programs, all in italics, all we need to do is support those programs with what? Extreme urgency, flexibility, responsiveness. That's it. Other than that, it's up to the program OEMs to determine and decide how quickly their programs will ramp. That is not something over which we have control, and it's not even our concern. We're on the program. We have achieved our objectives. Our objectives have been achieved. Some guy wrote something about, you know, we're shifting blame or mitigation plans, and it's just kind of a total misunderstanding of how a park and our objectives and how we operate. Once we get into these programs, the sole source qualified, our objectives have been realized. Let's talk about it. How have we done with our objectives? If you ask me, we have been incredibly successful. We have gotten on wonderful aerospace programs, the special programs you wanted to be on. most of which we can't mention. You know some of them already, H320, wow, Patriot, wow. A lot of them we can't mention. Slide 40. And we were nobodies when we came into the aerospace industry. We came from nowhere. You know, we welcomed into the industry with open arms, with the entrenched competitors. I don't think so. They didn't want us. I mean, they were probably polite and respectful, but they clearly did not welcome us. We achieved what we achieved against great odds, incredible success, by getting on these programs that are the envy of the industry. From nowhere, nothing. Went into an industry where there's aerospace, a lot of entrenchment. People get on programs. They get very complacent sometimes. That's not us. We don't do that. Are we lucky? If you ask me, we earned everything we got. Are we an overnight success? I don't think so. There's been a long and difficult road with much sacrifice along the way, but it's the road we chose. Let's go into slide 41. I think that's our last slide. Almost there, folks. Very fortunately for all of us, Park had the courage and conviction, this should be in bold because this is important, to stay the course with our principles and our simple but elegant egg strategy in the face of sometimes unrelenting doubts, negativity, and skepticism. Very fortunate for all of us, meaning investors too, very fortunate. that we stood our ground and our knees didn't buckle and we did what we thought was right under, you know, quite a bit of pressure. Because if we didn't do that, we wouldn't be where we are now. We wouldn't be looking at these once-in-a-lifetime opportunities. Wouldn't be. And we'd all lose out, you know, all lose out. So how are we doing at PARC? We believe PARC has done a remarkable job of positioning our company to capitalize on, thank you, Mark, once-in-a-lifetime opportunities we are now facing. These are unprecedented times for PARC. Okay, operator, so we're done with our presentation, and we'd be happy to take any questions at this time.

Thank you, Mr. Shore. We will now be conducting a question-and-answer session. If you would like to ask a question, please press star 1 on your telephone keypad. A confirmation tone will indicate your line has been placed in the question queue. You may press star 2 if you would like to remove your question from the queue. For participants using speaker equipment, it may be necessary to pick up your handset before pressing the star keys. I see we have a question coming from Nick from NR Management. Your line is now live. Please proceed with your question.

Hey, good afternoon. Once again, nice presentation, nice quarter. And just a couple of easy questions. I've been thinking about PARCC and all the exciting things going on. How do you feel about the need for additional sales personnel? Or do you feel that everything you have there is adequate? You've got so much going on. I'm just wondering, are you covered in that area sufficiently? And the second thing is I know you say you're not prepared at this time to share the long-term forecast. So do you think like sometime next calendar year you can kind of give people a longer-term view of where this company could be in three to five years? You know, there's so many things that are blossoming. You know, you truly are a growth company. And then the third thing is, And I know this is not your primary function, obviously, but you must be on the radars of firms out here to pick up research coverage. There's so much research out there now by niche firms, and you have such a great story. I was just wondering if anything's happening in that regard. Thank you so much.

Thanks, Dick. Thanks for your questions. So let's take them into order. Additional salespeople. You know, I think, Mark, you can chime in. We've learned a lot over the last 20 years and, I think our view on salespeople is a little bit skeptical. I think we prefer to have additional technical people, engineering people in terms of getting more business. You're right, Nick. We certainly have our hands full of what we have already, but we're always interested in new opportunities, new opportunities. They're coming pretty fast and furious, but they're not coming because of salespeople. They're coming because, you know, it's a small industry, particularly in the fence side. We have close ties with a lot of the OEMs and the military as well. So the word gets out pretty quickly. The important thing is we have engineering people to support those activities rather than salespeople that go get the business. And I'm not sure that really works anyway. I don't think that, I don't know, Mark, you chime in. The typical OEMs really are that interested in, you know, the guy bringing donuts and a slick salesman. They're more interested in what you can do, how you can help us. And that's going to be more of an engineering discussion or it could be a supply chain discussion. Okay, you know, how can you support us in terms of providing a product to us? But, you know, I don't know. I'm a little skeptical about whether additional salespeople are what we want to talk about at this point. Mark, why don't you chime in? I'll take the other two questions, but why don't you chime in if you have anything you want to add to that, my answer on that question.

Yeah, Brian, I think you're correct. I mean, we work really close with the technical and engineering folks, and it kind of goes back to our strategy, too. They have priorities and they need to get projects done, and we work directly with them and help them develop new programs and products, and that really helps us get business, more so than the traditional, like you said, Brian, going to the supply chain people, bringing donuts, etc.

little different you know in our industry it's more technical more engineering driven and if you're satisfying you know those groups you know that's how the business usually comes comes our way yeah good thank you yeah i think a lot of times you come it comes to us rather than we we go into it you know but you know that it's a real kind of small closing industry and um people know where to find us um long-term forecast i understand um I understand why you're asking that. I think what we'll try to do in Q3 is provide some information. I'm a little bit reluctant because I think the number is going to be shocking to our investors. That's okay. Shock me. Yeah, okay. Well, let's see what we can do to give you more perspective, quantitative perspective when we announce Q3, okay? Would that be all right? And we'll work on that. I'm not saying we'll give you a hard, like, three or four-year forecast, but there's something that, you know, you could sink your teeth into a little bit more. And the research, you know, we're here. I mean, don't worry to find us. We'd be happy to be covered. Like you said, Nick, not really our principal focus, but we'd be happy to be covered. And, you know, if anybody's interested, I'm happy to talk to them. I think we are seeing a lot more visibility in the last few months or so. So we'll see what happens. I don't believe there's anything imminent where somebody's about to pick us up right now. But we're very open to being covered. So hopefully those answer.

Probably when the revenue doubles from here, then they'll come around, you know. That's the way it happens a lot.

Maybe you're right. Any other questions you have, Nick, or is that covered?

No, thank you so much. It's glad to see that all the hard work, the stock has caught lightning in a bottle after the last quarter, and it's good. It's a nice thing to see hard work appreciated and reflected in the value. It must make all the employees and everybody feel good, and the investors, obviously. So thank you. Sure.

It's a good thing. Thank you very much for your input, Nick. Operator, do we have any other questions?

Currently, there are no further questions at this time. Oh, I actually see one just popping in by Chris Showers, a private investor. Chris, your line will be unmuted. Please proceed with your question.

Thank you. Brian, just I guess two questions. You mentioned the C2B material being a 60-40 lower to higher margin mix. When the Patriot missile gets ramped up, will that be constant or can you get a higher mix there with the higher revenue converted material?

So I'll answer that. So what's going on here is they're stockpiling, stockpiling, stockpiling. That's why the ratio is not really balanced. At the end of the day, though, there will be a certain amount of C2B fabric that's required to make the C2B material. But at the end of the day, it all has to kind of even out. Right now, the OEMs are stockpiling. Why? Because they're nervous. They want as much as they can get because they see where the future is going. And they're not stopping, you know. They're going to keep stockpiling, I think. But eventually, you know, their plan is not to just have that stuff sitting in our factory, of course. It's for us to produce the material that's used to make the rocket nozzle materials for the rocket nozzle structures for the Patriot missile system.

Okay, and is there timing on that where you think that might pick up? This calendar year?

Yeah, I think as Mark alluded to, we had this issue with the requal that was slowing down a lot in our ability to produce the materials, the C2B materials. The requal is pretty much complete now, so we think that's going to open things up quite a bit. Even in the next quarter. I mean, even this quarter, I think. So we'll see. We'll see. You know, with aerospace, probably most industries, though, Chris, the demand is there, but the supply chain can't turn everything on on a dime. We can, but there's a lot of other steps along the way in the supply chain in order to be able to ramp up. Like with the A320, you know, we could support 75 airplanes a month at this point if they needed it. But an Airbus would like to be a 75 airplanes for a month. I'm quite sure of that. What's holding them back is the supply chain. The supply chain is not able to turn on a dime.

Okay. Thank you.

Was there another question, Chris? No. Oh, good. Okay. Operator, anything else right now?

There are no further questions at this time. I would like to turn the floor back over to Mr. Shore for any closing comments.

Okay. Well, Brian, again, here, thank you very much for listening in. Sorry the call went so long. If you have any other questions, you want to call us anytime. We'd be happy to talk to you. Have a great day. Thank you. Bye.

Ladies and gentlemen, thank you for your participation. This does conclude today's teleconference. Please disconnect your lines and have a wonderful day.