Sivers Semiconductors AB

Good day to everybody, and welcome to the second quarter of 2026 Earnings Webcast with Seaver Semiconductors. My name is Vikram Batulia. I'm the CEO, and I'm joined by Heine Torsgaard, who is our CFO. The agenda is as follows. I start with an executive summary, then I will hand it over to Heine for financial results and a deeper dive. and then I'll come back for a business update followed by key takeaways and then we'll open up the floor for Q&A where people can submit written questions. Our opportunity pipeline has expanded to $1.2 billion as of July 2026. Our second quarter revenues came in at 53.8 million SIEC or 55.6 at ConstantFX and our adjusted EBITDA came in at negative 35.5 million SEIC. Software H1 2026 financials as indicated. Our product revenue was up 18% year on year at ConstantFX. In addition to the government related delays that we talked about last time, we have made a conscious resource shift by prioritizing product ramps versus NRE. And our revenue inflection is expected in Q4 of 2026. Moving on to highlights, exceptional opportunity pipeline momentum continues. The July 2026 pipeline at $1.2 billion is a 268% increase from the end of 2025. We've also identified $4 billion of new serviceable addressable market for our semiconductor optical amplifiers for use in optical circuit switches inside AI data centers.

We are executing well on multiple product ramps for 2026, 2027.

Production bills are ongoing for Tachyon networks. We have now received production orders from Allspace and initial program orders from Seminex. Production orders are imminent for our LiDAR customer and solid prospects are emerging for revenue from pluggables in 2027. We have made an important strategic shift for our photonics business from a fab light to a hybrid manufacturing model that I'll talk about later. And this is to bring on board fresh capacity and global supply resiliency for indium phosphide lasers. And our Glasgow site expansion is underway. With that, let me hand it over to Heine Tarsgaard for an in-depth discussion of our financial results.

Thanks, Vikram. In the next few slides, I'll take you through the financial performance and key drivers for the quarter, touch on the significant strengthening of our balance sheet and financial position, and explain how we're positioning the company for the next phase of growth and scaling. The key highlight for Q2 is straightforward. We are deliberately transitioning resources from NRE projects towards upcoming product ramps. While this affects near-term revenue, execution remains strong, product revenues are growing, and our pipeline development continues to accelerate. Turning to our Q2 financials. Before looking at the total revenue number, the most important development in the quarter is that product revenue increased by 13% year-over-year or by 18% adjusted for F-exchanges. This reflects the transition we've discussed over the past quarters, where development activities are moving into the final stages before customer production ramps. Total revenue for the quarter was 53.8 million SEG compared to 61.4 million last year, a decline of 12%. Adjusted for FX changes, the decline was approximately 10%. The primary reason is the deliberate reduction in NRE activities as customer programs progress towards production.

This is an intentional shift in resource allocation

rather than a reduction in customer engagement or demand. In addition, currency movements, customer timing effects, and delays caused by the US federal defense budget performance early in the year continue to impact the quarter. On top of this, Q2 costs are significantly impacted by a non-cash accounting effect linked to our share price. During the quarter, The share price rose from 10.71 to 63.15 SEK. And as a result, we recognized a 42.9 million SEK social security expense related to employee share-based intensive programs. Under Swedish regulation, we must accrue employer social security charges on the calculated value of employee equity awards and re-measure that liability against the share price at every reporting date. So movements in the share price can swing reported operating expenses meaningfully from quarter to quarter. Let me be clear on two points. First, this expense has no impact on operating cash flow in the quarter and does not impact the underlying performance of the business. Second, When share options are eventually exercised and actual social security payments fall due, we hold treasury shares to be sold in connection with those exercises and the proceeds will be used to offset the social security payments. So effectively, the social security payments do not end up impacting our cash position. With that accounting effect set aside, let me turn to the underlying earnings picture. adjusted EBITDA was negative 35.5 million SEC compared to negative 20.9 million last year. In addition to revenue timing effects, this result reflects investments in future growth, including product ramp preparations, sales expansion, operational readiness, and our continued preparations for potential US dual listing. As previously communicated, We are evaluating a potential U.S. listing as part of our long-term capital markets positioning and ambition to broaden our investor base. Our readiness work, ensuring that we have the required financial reporting capabilities and governance framework in place, is progressing according to plan. One of the requirements for U.S. listing receivers is two years of financial statements audited to PCOB standards. In early 2027 this is expected to be behind us and all necessary preparation work is expected to be completed. From that point a potential listing becomes a question of decision and timing rather than readiness. Overall Q2 should be viewed as a strong transition quarter where product revenues are growing Customer programs are moving closer to production, and we continue to build the foundation for future scale. Now let me turn to the balance sheet. During the quarter and shortly after quarter end, we completed a series of transactions that fundamentally strengthened Seaver's financial position. In total, we raised 825 million sec of gross equity capital and converted the 12 million US dollar bootstrap convertible loan into equity. Note, however, that the completion of the larger June raise and the loan conversion happened in July and therefore not shown in the balance sheet at the end of Q2. Together, these events materially strengthened the balance sheet during July. more importantly they provide the financial strength and flexibility to support upcoming production ramps and enable us to invest proactively in additional manufacturing capacity the key takeaway is that we no longer need to focus on funding our transformation our focus is on disciplined execution capacity expansion and on converting our commercial opportunities into long-term shareholder value. We are increasing investments in our own manufacturing capability because qualified merchant indium phosphide laser capacity is scarce and increasingly supply constrained. By owning critical process capability, we gain greater control over capacity, lead times, quality, supply chain resistance. This is particularly important in a supply constrained environment. as our customer programs move towards large-scale production. Let me then turn to how we think about the company's development and path to scale. As communicated previously, we're in the middle of a structural transition from an engineering and development-led business to a product-led company. Q2 is a direct reflection of that transition. Product revenue grew by 13.4%, while NRE activities were intentionally scaled down as customer programs moved closer to production. As highlighted before, we view this transition in three phases. The first phase was validating our technology, building customer relationships, and establishing a strong and growing pipeline. The second phase, where we are today, is focused on moving programs into production, supporting initial volume shipments, and increasing the share of product revenue. We are seeing tangible progress across both our wireless and photonics business, and we continue to see strong momentum in our opportunity pipeline, supporting future customer ramps across all key end markets. As we execute through this phase, revenue becomes less lumpy, visibility improves, and margins and earnings strengthen over time. The final phase of the transformation is where product revenues, gross margins and operating leverage become increasingly visible in the financial profile. The key point is that value creation does not happen in a single event. It happens through a series of customer production ramps, each improving visibility mix and ultimately profitability. As we move into 2027, we expect these ramp dynamics to become increasingly visible. Our opportunity pipeline is record high, providing support for the next phase of growth. So to summarize, Q2 reflects a deliberate transition while underlying execution remains strong The balance sheet is significantly stronger, and we continue to position the company for a transformational 2027. With that, I'll hand it back to Vikram for the business update. Vikram?

Thanks, Aine. Let me take the audience through our business update. First and foremost, we are riding a historic semiconductor upcycle. Record industry demand led by AI and Datacom infrastructure support Sievers focus areas. June chip sales came in at $134.5 billion, and 2026 global sales for semiconductors is projected at $1.5 trillion, which is a 90% increase from 2025. And it is projected to sustain that momentum going into 2027. We play in specialized high-value segments, Indian Phosphide Photonics for AI data centers, and Beamforming Wireless for SATCOM and defense. The same AI and Datacom infrastructure CapEx that's driving the broad market directly expands Seaver's addressable opportunity. Our technology supports three super cycles, AI factories with our photonic solutions, and SATCOM and Modern Warfare with our wireless solutions. These secular trends are ones that override traditional semiconductor industry cycles, providing longevity and sustainability of our strategies. Let me remind our audience of the Sievers Opportunity Pipeline. This is a lead indicator for future revenue growth potential. leads and raw opportunities become qualified after we've had several discussions with our customers. We have gained conviction in the strength of their product and the fit of our technology within their product. And the customer has given us line of sight and early forecasts of their product rollouts, at which point this becomes a quantified number as well. We tie the timeline to our strategic planning horizon when we dollarize the pipeline and share it with our audience. Our strategic horizon is a five-year horizon. So at the end of 2025, that horizon is 2026 through 2030, which is the timeframe over which we show our opportunity pipeline, which is non-binding revenue potential. As we get to the end of 2026, this will roll forward and become a 2027 through 2031 pipeline. We're also consciously migrating from true custom products to standard products to help us accelerate the conversion cycle from a qualified opportunity through a design in and a design when leading up to the production phase, which will be a multi year production phase. With that said, Our Opportunity Pipeline has grown to $1.2 billion. That's a 268% increase from the end of 2025, which is a monster increase. Just from May 2026 to July 2026, the pipeline has increased by 52%. Strong momentum in both wireless and photonics. And as photonics opportunities continue to come into the pipeline, we soon estimate that the photonics contribution to the overall pipeline will even be better and higher than the wireless pipeline. Let's talk about some of these product ramps coming online. Fixed wireless access products are on track. Tachyon Networks is already inside a multi-year production cycle with us. We're executing to their initial production order. and their customer pipeline is expanding. Our tier one telco vendor is an advanced systems integration and trials phase with product release slated for the end of 2026 and end customer trials to follow thereafter. This will also be a Sievers product revenue contributor 2027 onwards. We have now received the Allspace production order for 2027, and this is a serious commercial validation of Sievers wireless beamformers and the Allspace Hydra IV terminals. This is what I call a best-in-class value proposition and also signals the start of a multi-year production cycle. You can see that this is going to become a repetitive theme where initial production orders are layering in to start multi-year production cycles. Allspace has strong traction and pipeline growth with the US Defense, Army and Navy. And as I've said before, when the US Defense starts deploying these solutions, the NATO nations follow. So currently Allspace is in trials with the Canadian Navy and the Hydra IV terminals support multiple satellite constellations, such as Viasat, Telesat, Amazon Kuiper, and many more to follow. This increases the attractiveness for increasing deployments in the field across geographies. Our automotive customer ramp begins Q4, and initial production orders are imminently expected for Q4 2026 and 2027 from our strategic customer. This imminent order again signals the start of a multi-year production cycle, and this will be a strong revenue contributor for future years. Our organizational partnership between the two companies continues to strengthen at the topmost executive levels to maximize collaboration potential across use cases, applications, and markets. Within AI data centers, Sievers CW Laser Momentum continues to build across product categories and use cases for both our discrete lasers and laser arrays. I'm trying to simplify the picture here for our audience. On the leftmost graphic, we see a traditional pluggable transceiver, which we have opened our aperture to support since a couple of quarters back, where we were focused almost exclusively on co-packaged optics. For traditional pluggable transceivers, our production-ready 70 milliwatt and 100 milliwatt laser singles and arrays are the right fit. and we are seeing tremendous traction, which I will outline on the next slide. On the rightmost part of the graphic is co-packaged optics where all the photonics gets co-packaged alongside the GPU or the switch ASIC, leaving the external laser or light source outside, either as a pluggable or as an onboard module. We continue to stay engaged with partners and customers in co-packaged optics and here the needs vary and are highly architecture dependent. The need for the lasers varies anywhere from 200 to 400 milliwatt lasers with and without semiconductor optical amplifier combinations. So we continue to monitor the architectural evolution and supporting our key partners and customers. What has happened in the last seven months I would say is an intermediate category has started gaining a lot of momentum. And that is either extra dense pluggables or pluggable CPO or near pluggable optics. These use cases bring the optics closer to the GPU or the switch ASIC, but do not co-package them inside the ASIC or the switch. This allows for an easier deployment and a quicker deployment. And here the need is 200 milliwatt laser singles or 100 milliwatt laser arrays, both of which we are sampling as we speak. So we are bringing forward the right products at the right time for meaningful engagement with customers across product categories and use cases. Let me dig a little deeper into the progress we have made with traditional pluggable transceivers. The 2027 revenue potential for pluggables grows. Multiple customer engagements supporting the opportunity pipeline. With JBL, alpha bills have been completed for preliminary system validation, beta bills in Q4 2026, followed by customer call cycles. Initial production orders are expected in the first half of 2027, with the production ramp planned second half of 2027. With the Jabil announcement, several other pluggable manufacturers have meaningfully engaged with us. Three are in alpha sample evaluation stage and another three in technical engagement and supply assessment stage. Some of these engaged module makers are capable of very rapid qualification and RAMP. And many other prospects continue to be identified. So this is very exciting as their contribution to 2027 revenue potential continues to grow. and also this is validation of our opening of the aperture to target the pluggables market as well, which is severely supply-constrained. More recently, we announced a $3.4 million new program with Seminex, who is a long-standing customer of ours. They are receiving solid data center traction in co-packaged optics, and the initial focus is on semiconductor optical amplifiers. Why this combination? Sievers has 25 plus years experience in the design and manufacture of CWDFP lasers and semiconductor optical amplifiers. And we have a world-class Indian phosphide technology platform for differentiated designs. Seminex has 20 plus years of experience with high output power and high efficiency lasers and SOAs. They have innovative low-loss waveguide designs and custom epitaxial designs, along with chip-on-carrier package capability. That combination is very powerful to leverage into co-packaged optics within the AI data center. So stay posted on further developments over time on this partnership. Now I want to talk about the $4 billion SAM expansion for Sievers. for our Semiconductor Optical Amplifiers in optical circuit switches inside AI data centers. So switches you find in scale out as well as scale up. Why optical circuit switches? Traditional switches are electrical or electronic switches. Optical circuit switches have lower latencies, lower power consumption, and allow for decreased network complexity. So in the future, electrical switches will be used for fine-grained routing and control, while optical switches will be used for heavy-duty continuous training loads. Our lineage in SOA process technology and design experience is very relevant here, and we are now opening up the aperture to find more opportunities for our SOAs inside optical circuit switches. Now I'd like to move to a strategic shift in our manufacturing strategy in photonics, where we are moving from a fab light to a hybrid manufacturing model. So what's the rationale? The strategic rationale is bringing in fresh capacity and developing global supply resilience. In July, Lumentum CEO Michael Hurston indicated that the supply shortage of indium phosphate could be even more severe than that of memory. Multiple areas for supply constraint were outlined. We continue to develop strong partnerships with Indian Phosphate substrate vendors, as well as epitaxy vendors. But what we can directly influence is Indian Phosphate fab capacity for the laser chips and SOAs themselves. Laser demand outstrips supply next three to five years. Also, generational shifts in optical interconnects are happening faster. So CW laser demand continues to grow very rapidly as speeds evolve quicker and quicker. So this strategic shift is for bringing meaningful capacity online, leveraging our UK footprint in Glasgow. This hybrid manufacturing of Sievers and our foundry partners allows long-term supply resilience. So our positioning in the marketplace is that our lasers and SOAs are designed by Seaver Semiconductors out of Photonics Valley, UK, with the tremendous experience we have across design, manufacturing, and technology. But we are leveraging our foundry partners where we have added a new foundry partner who has brought on tremendous capacity that is available now to meaningfully address the persistent gap between demand and supply. Concurrently, we are expanding Sievers Manufacturing. Phase 1 expansion is underway in Glasgow already, and that additional capacity will be available from the end of Q4 2027. We are moving to a long-term capacity model where one-third of manufacturing capacity will be internal, while two-thirds will come from our foundry partners. Key takeaways. There are three. Number one, we are focused on pursuing the North Star. And that means making the tough near-term choices like Heine outlined to drive the three horizons that matter. The first one being Q4 2026 for quarterly revenue inflection. The second one being 2027 for product revenue inflection. To lead us to the ultimate horizon, that's 2028 plus, where we are executing to a long-term financial model. Number two, transformational product ramps in 2027. Production orders continue to layer in and we are consciously reallocating resource to deliver this key mission. This is the essence of the Seavers transformational journey. 2027 to drive inflection of product revenue versus NRE and bringing in the initial production orders that trigger multi-year production life cycles. And number three, a strategic shift to hybrid manufacturing where we are bringing meaningful capacity and supply resilience to the AI data center ecosystem between our own expanded Sievers manufacturing footprint and our foundry partners bringing in tremendous amount of capacity that's ready now. Thanks for listening, and now we are open for Q&A. Right. I'll take the first category of questions and that's on the ops pipeline. It's around, are we seeing traction with NPO customers? How are our engagements with CPO and pluggables? As I mentioned in the call, we have engagements across all three areas of pluggables. We have opened up the aperture to work on pluggable opportunities as well, as CPO takes some time to roll out. And we are seeing active engagement in pluggables and NPO, which are good sources of near-term revenue for us. So that's what we are staying focused on to make sure those ramp up. And then as more opportunities come through on the CPO side as well, we're well equipped by dealing with our partners and customers that are engaged with us to be ready for that as well. Can you address a couple of the categories please? let me address the question on capacity planning and indium phosphate shortage so we have very good supplier partnerships both on the substrate side as well as on the epitaxy side as i mentioned those are essential partnerships for us to make sure source capacity is available to us when you get past epitaxy and substrates. The next thing is actual indium phosphide laser design capacity. And there, as we indicated now, our new partner has brought on board tremendous capacity for us. And therefore, we are able to ramp up very quickly on all the opportunities that are coming our way. So at this point, we are well equipped. in terms of substrate, epitaxy, as well as indium phosphide wafer capacity. And as I indicated, the long-term model is one-third of our capacity will come from within sievers. And then two-thirds of it, we will have our partners address. All right. We already talked about the pipeline between pluggables, NPO and CPO. And then I gave the audience an update on Indium Phosphide capacity. There was also a question on gross profits and gross margins. And I want to make sure that our audience understands as we are consciously migrating from an NRE based revenue to product based revenue, we will have margin expansion. Our products business is definitely higher margin than our NRE business. And that's why we're taking consciously the tough steps now to stay focused on these production orders and these product ramps that are starting to flow in. And I showed you how they're starting to flow in very regularly now. And make sure that we enhance our gross margins by delivering more and more products. The good news is all of these are multi-year production cycles. As we get production orders that we satisfy for 27, we expect more production orders for the coming years as well because these are multi-year production cycles. There was also a question on, are you guys looking at M&A in addition to what you are organically executing? As a company, we are always interested in assets that may be out there. We cannot talk about those, but we make sure that we have pretty good activity looking around at what may be assets out there that are interesting for seniors. Let's see here that other categories.

Let me know if my mic issue.

Okay, that's perfect. Yeah, we can hear you. There was a question on the US NASDAQ listing. Can you give the audience an update, please?

Yes, thank you. So the question was commenting on the information we had in the report of completing the preparation work in H1 2027. And the question was what additional factors will affect our decision to pursue this possible listing. And that's a great question. as communicated our current focus is on readiness and we are working hard on that and once that work is all behind us basically decision becomes much more question of market conditions of investor demand on business momentum and on whether we believe the listing at that moment would create the long-term value for shareholders. So as our priority today is on making sure that we have the option available, once we're fully ready, we'll evaluate the timing and decide whether the conditions are right to move forward at that particular time.

Thanks. Thanks, Line. And then there's a question on which partner is currently closest to placing the next major production order, etc. I think I indicated in the presentation that the next imminent thing we are looking for getting in-house as production orders is from our strategic LIDAR customer who we've been working on enabling for production ramps from Q4 2026 onwards. And I also gave you a little peek into what else is being expected as the months and quarters go by. There's also a question on now that you're getting production orders, are you only going to focus on fulfilling those in 2027? Are you going to be focused on other things? The opportunity pipeline is a combination of multiple projects in multiple stages. And so we take care to make sure all of those are progressing to the right of the funnel. So not only are we enabling production orders, there are other ones where we are getting closer to design ends, or if they are design ends, we are moving towards design wins, et cetera. So it is a combination focus because we are enabling multi-year production ramps and materializing actual revenue through production orders from our ops pipeline. And again, to drive this point home, there's another question which talks about, could you elaborate on your production capacity in relation to your opportunity pipeline? What I'd like to know is how large a share of this pipeline could you realistically capture and in what timeframe before production constraints? The pipeline that we talk about right now is the 26 through 30 pipeline. And when we look at that and the production capacity we have from our partners, We do not see that production capacity will become the limiting factor as we grow from a small number to our growth targets for revenue. So we don't see production capacity as a bottleneck at this point in time. There's a question on how much of the pipeline is between, for photonics, is between lasers and SOAs. Lasers is where we've been focused. We have uncovered the SOA as a very actionable, serviceable, addressable market. So as we go along, we'll give more updates on those, but it's early days on the SOA for optical circuit switches. But there's a lot of customer interest and reach out to us. There's a question on the US Commerce Department's CHIPS Act award and equity stake in GlobalFoundries to accelerate CPO. What I can say is we continue to stay closely engaged with GlobalFoundries on our partnership. And as those things pick up, it's not so much dependent on the US Commerce Department's funding, but more from customers working with our solutions, evaluating them in their systems, et cetera, and then making progress. But once again, we are extremely excited to work across the photonics chain between pluggables, NPO, and CPO, and we want to make sure we are feeding the ones with the fastest paths to revenue as early as possible. and we are seeing a lot of commercialization and production opportunities and pluggables, which as everybody knows is a market that is available and severely supply constrained now. I think many of the other questions here regarding timing of production orders we've already answered. On CPO, what I will say is we have multiple partners and customers we are working with. And as I mentioned, CPO has varied requirements. And so we continue to constantly assess which of those intersect with our roadmaps at the right time to take into production along with our partners. Looking through. Do you have opportunities to sell lasers right away with the new partner capacity? And the answer is yes. We have had this engagement with our new partner for a while. They're extremely motivated and they have tremendous capacity allocation for sewers. And we are able to ramp new designs into production very quickly. But of course, these are all dependent on the customer call cycles as well, which is an essential part of driving these types of design activities into production. For our partner has excellent committed capacity for us. There's a question about shifting resources and why can't you just hire more people? We are very careful with our money and it takes a lot of effort to make sure that these products ram. It needs a single-minded focus if we are to deliver on our transformation to becoming a product company. We're not a massive company in terms of headcount, so we got to make sure all our resources are steering in the same direction in both sides of our business. There's a question on our capability to provide lasers across the power range. We absolutely have tremendous capability to drive across, but we also take a measured approach on what we need to bring to the market at what time to capitalize on the production opportunities. So there is a method to how we release what product when and how we align with our customers. There's a question about the expanded Sievers manufacturing. It says, is it related to the UK fab or are you planning a new facility? This is related to expanding our Glasgow facility. And of course, the other part of it is foundry partner capacity, which is outside of Glasgow. And people should realize, yes, opportunity pipeline is our lead indicator And we continue to give you as examples of production orders coming through and more ahead. And that's how an opportunity pipeline works. I've identified the timing in these stages and things progress from left to right. And as things get released on the right side, that's production orders. And there's a method and timeline to that. There's a question about opportunity pipeline rolling over without any conversion. I want to make sure that we correct the questioner. The conversions happen. The window that we show, because once you have finished 2026, there's no point in showing 2026. It's about what's the next five years and how we convert from those. The conversions are when the production orders come in, which we are continuing to update all of you on. that a cost associated with having future production capacity reserved. We have strategic partners who are engaged in a win win with us as we provide this fresh capacity to the industry. We win together and therefore we are committed together and not by paying each other, but by making sure we have strategic partnership and strategic intent to go and gain revenue and growth for both us and our partners. There's a question on does the supply shortage give opportunities for sewers? Absolutely. I mean, everybody in the ecosystem is looking for good technology and fresh capacity, including suppliers of such products. And therefore, we want to be as much a solution to this ecosystem as we want to be driving growth for sewers. And that's how our customers, partners, and the ecosystem looks at us as well. Trying to see if there are any other categories of questions here, so just give us a minute as we look through. There's a question about as product shipments take over from custom engineering revenues. Can you talk to us about your longer term blended margins? And I believe Heine has shown our future financial model already. And so that's the type of margins we are targeting, as we have shown in the Q4 2025 earnings webinar. How confident are you in the pipeline execution? The pipeline is our lifeblood, and that's why I want to hammer this point home. If we need to make short-term decisions to prioritize conversion of that pipeline into products, production orders, and multi-year production cycles, that's what everybody in the company is focused on. That's why we only focus on the horizons that matter, as I indicated in my presentation. Everything else is noise. Do you have any engineering jobs available at the Scotland location? All of our hiring needs come through our website and there will be additional needs in the areas where we are expanding as well. So please continue to check our portal for hiring opportunities. There's another question about how does customer acquisition work in photonics today? Are most opportunities inbound or are you proactively approaching customers or are they coming through partners? And separately, are you engaging directly with hyperscalers or primarily through their optical suppliers and system partners? The answer is all of the above. You have to make sure you're participating in discussions across the ecosystem and making sure you understand the needs of the hour. and that everybody is supported well. So we have interactions across the ecosystem. I think there's a lot of questions on when will the JBL revenues come into our financials. I think I've already talked about timelines on that customer. There's a question that says, how does it feel to be listed next to Lumentum and Coherent in a JPM report on photonics? Feels like recognition on a global scale. We are humbled to be mentioned alongside industry leaders like Lumentum and Coherent. And when they talked about supply shortage, like I talked about Michael Hurlston's commentary, that gives us a tremendous motivation to go help the ecosystem with the technology and the capacity that we have. So absolutely humbling to be mentioned along with them. And we want to continue to deliver and be part of the solution rather than the challenge in the industry. There's again a question about the imminent LIDAR order. If you remember last time when I talked about it, we talked about the all space order coming in shortly. And that's not just a wish, right? That's actually from working with these customers, having visibility into their production demands and their forecasts and their order placement timelines. Sander and Jaime, please let me know if I missed any other question categories. I believe I've addressed as much as possible because many of them are repetitive as well. Please let me know if there's any specific thing that we still need to address on this call.

No, I think you answered the questions in the categories.

Okay. With that being said, I again thank our global shareholder base, and we had massive participation today, probably the highest in recent quarters. So totally appreciate your trust in the company. We're making very meaningful progress, some short-term trade-offs to make sure that we are a very successful product company with attractive financials as per the horizons we laid out, and Heine also talked through during his financial section. Thanks everybody and look forward to talking to you soon at the next call.