Good day, and thank you for standing by. Welcome to the Kratos Defense & Security Solutions’ Second Quarter 2022 Earnings Conference Call. At this time, all participants are in a listen-only mode. After the speakers’ presentation, there will be a question-and-answer session. And without further ado I would now like to hand the conference over Marie Mendoza, Vice President and General Counsel. Please go ahead.

Thank you. Good afternoon everyone. Thank you for joining us for the Kratos Defense & Security Solutions second quarter 2022 conference call. With me today is Eric DeMarco, Kratos’ President and Chief Executive Officer; and Deanna Lund, Kratos’ Executive Vice President and Chief Financial Officer. Before we begin the substance of today’s call, I’d like everyone to please take note of the Safe Harbor paragraph that is included at the end of today’s press release. This paragraph emphasizes the major uncertainties and risks inherent in the forward-looking statements we will make this afternoon. Please keep these uncertainties and risks in mind as we discuss future strategic initiatives, potential market opportunities, operational outlook and financial guidance during today’s call. Today’s call will also include a discussion of non-GAAP financial measures, as that term is defined in Regulation G. Non-GAAP financial measures should not be considered in isolation from or as a substitute for financial information presented in compliance with GAAP. Accordingly, at the end of today’s press release, we have provided a reconciliation of these non-GAAP financial measures to the company’s financial results prepared in accordance with GAAP. With that I will now turn the call over to Eric DeMarco.

Thank you, Marie. Good afternoon. I believe today’s report reflects the success of Kratos’ strategy to disrupt the National Security market space with first-to-market affordable, transformative technology, product systems and solutions. Since our last report to you, we have received each of the three large new space and satellite program contract awards we mentioned on the Q1 call, including the BlueHalo Space Force SCAR program and Intelsat’s next-generation satellite network. Each of which have now been disclosed by our customers. We have also received the third contract award I mentioned. It has not yet been publicly disclosed by the customer, therefore, we are unable to provide any additional information at this time, but we have received all three. The initial estimated total future potential value of these three new programs for Kratos is several hundreds of millions of dollars over the respective program periods. These new program awards that we have now received, which have a significant OpenSpace software component are key elements to Kratos’ expected fourth quarter ramp and EBITDA margin increase and also our future year expected financial organic growth rate that I’ll discuss later. Kratos’ first to market OpenSpace Platform is the only software-defined satellite ground system today. And this was key to Kratos’ receiving each of these three new large program awards. Kratos is the clear market leader in next generation satellite ground systems, which is an extremely large and rapidly growing market area. We believe that these recent program awards and our 1.7 to 1.0 Q2 book-to-bill ratio and our space satellite and cyber business is representative of Kratos’ OpenSpace software and technology disruption potential for Kratos to the multi-billion dollar total addressable satellite market space we are penetrating. We are currently in pursuit of several additional, new space in satellite program opportunities with our…

Thank you, Eric. Good afternoon. As we have included a detailed summary of the second quarter financial performance and financial guidance in the press release we published earlier today, I will focus on the highlights in my remarks today. Kratos reported second quarter 2022 revenues of $224.2 million above our estimated range of $205 million to $215 million, driven primarily by growth in our space, satellite and cyber and turbine technology businesses and do in part to the contribution from the recently closed SRE acquisition. Excluding the impact of the contribution from the CTT Cosmic AES and CRE – excuse me, SRE acquisitions, which contributed $21.5 million and excluding the impact of the reduction in our training solutions business of $8.6 million, revenues grew organically 3.2% as compared to the second quarter of 2021. Q2 2022 revenues continued to be impacted by continued and increased COVID related, supply chain and other delays, including obtaining and retaining qualified personnel resulting in approximately $14.5 million in revenues being deferred into future periods with approximately $2.9 million of associated operating income, including increased inflationary cost. Our Q2 2022 consolidated operating loss was $1.9 million compared to operating income of $3.3 million in the second quarter of 2021 with Q2 2022, including a litigation settlement charge of $5.5 million. Net loss was $4.7 million for the second quarter of 2022 and a GAAP loss of $0.04 per share compared to net income of $1.1 million in the second quarter of 2021 and GAAP EPS of $0.01 per share. Included in second quarter 2022 net loss is $5.5 million litigation settlement charge discussed previously. We generated adjusted EBITDA of $17.7 million for the second quarter, exceeding the higher end of our expected range of $11 million to $14 million, due primarily to a favorable mix…

Excellent. Thank you, Deanna. We’ll turn it back over to the moderator for any questions.

Thank you. Our first question comes from the line of Michael Ciarmoli of Truist Securities. Your line is now open, Michael.

Hey good evening guys, thanks for taking the questions. Eric, just on the guidance, I guess two questions, for the current year you’ve got this, this bigger fourth quarter, how are you contemplating or thinking about a continuing resolution and then even just in the, it seems pretty early to be talking about 2023, given the range of unknowns and supply chain and are you thinking it takes some time for supply chain to normal out and just I guess you’re calling that 10% of base case, but just maybe more thoughts on why throwing out that number now?

Right, on the first one, Michael, we – our fourth quarter is substantially all in 2022 or prior year money. So we’re – there’s very little that’s on the 2023 in there very little. Okay. On putting out a number relative to next year, Deanna kind of sort of went through big, big drivers we have are Sentinel, which is under contract and we’ve got the work plan laid out through at least 2023. The big space awards that we’ve won are target drone production schedules, primarily with the Air Force and the Navy. They’re pretty much laid down out for the next 18 months. So we believe we have pretty good visibility and we understand the pricing and cost element in those, and as I went through, certain of those are new and so there have been inflationary factors built into them. So we feel – we feel pretty comfortable. The primary risk we have right now is hiring the people operationally, Mike, that is absolutely the high, the primary risk. It’s not winning new business. We’re winning a lot of business. We’re going to win a lot more in the next few months that we know, but hiring these people particularly with security clearances, and not just engineers, manufacturing, people that have security clearances on some of these programs we’ve won, that’s where we’ve got to stay focused to achieve the top line.

Got it. Okay. Perfect. Thanks. I’ll jump back in the queue.

Okay. Moderator?

Okay. Our – yes, our next question comes from Mike Crawford from B. Riley Securities. Go ahead Mike. Your line is open.

Thank you. Eric with the Skyborg looking near a lot become a program, a record in the next budget. What does that specifically mean for Valkyrie and what the ancillary to that is? What about these other myriad platforms that you’ve been developing over the years ranging from Thanatos on down? Thanks.

Right, right now, Mike, the primary focus of the customer set is on three platforms, and I believe it’s because they’re mature and they’ve all been flying for a number of years. It’s Valkyrie, Mako and Air Wolf that is where we are having the most significant activity with customers, and in particular the past couple of months, I believe, as I said in the prepared remarks, it’s in part maybe a big part being driven by what’s going on in the Russian and Ukraine war. I saw this just this morning that the Russians alone now have lost over 800 drones, including lots and lots of jet drones. And as our established as the DoD, as I went through is retiring the Global Hawk for survivability reason, retiring J-Stars, you’ve seen the discussion around the reaper) which is excellent asymmetric warfare, as we just saw recently. But survivability is not so much. My opinion is the customer focus on Valkyrie right now, Mako and Air Wolf is because they’re flying. They’ve proven. They’ve exercised things; they’ve deployed things and where the focus is now. That’s where the money is.

Okay. And of course those are attributable expansible and disposable platform. So it’s good. You have the whole mix there, and I guess maybe Air Wolf being runway independent. Is that what gives it a leg up over say Gremlins?

Yes. In my opinion, the Air Wolf is much more survivable even though it’s expendable than the Gremlins was designed to be the. The Air Wolf is an incredible high performance aircraft. It has very interesting characteristics on it, as far as identifying it’s even there versus the Gremlins was not designed for that mission. And that’s why I believe survivability to get to the mission area, to exercise its mission; it has a legs up on the gremlins.

And then what about this down select on the On-Board Sensing Station onboard or your Demogorgon project?

Yes So that’s we’re in Phase 1 as is the other party and the down select or the move to Phase 2 is scheduled Q4. I think its October or November and so we’re heads down and we’re focused on that. As I did mention Mike in the prepared remarks though, Mike the nearer term opportunity for meaningful revenue and profit margin increases for our company right now is in Valkyrie, Mako and Air Wolf. And we’ve all been patient; we’ve waited a long-time we’re doing everything we can to pull some of these in now that that the geopolitical position has changed. That’s where our focus is primarily.

Just the last question on Unmanned Systems, so with the growth and the targets, and then these opportunities is your Oklahoma facility like highly underutilized now or that’s one place you need to staff up or exactly how you’re going to go about this operationally?

Yes. So that is absolutely an area where we are staffing up and we are staffing up. We need to staff up or looking at executing the next option to expand the facility once again. We’re going to probably make that decision by the end of this year, similar to we’re going to make the decision. I don’t think it’s going to be any later than the end of this year that we’re going to begin the next lot. I’ll call it lot number twos of the Valkyrie that all ties to together. But – and that’s what we’re going to get leveraged on the margins going forward. Of course, as we continue to fill up that facility. And Mike it’s primarily Valkyrie’s and Air Wolf’s right now and one other program that we just haven’t talked about.

Okay, thanks. And the final question, switching gears, just relaying the open space. So there – you have the software or virtual commercial platform, but there are others that have their own proprietary platforms that may be interoperable. Do you see those as alternatives for the customers you’re going after? Or those just customers that are kind of that you’re locked out from maybe assisting?

Yes. If you could see me, I’m smiling because that’s – that’s the exact dynamic we’re going after. But what you just mentioned is the legacy traditional model that’s vendor lock that the operators like the U.S. Air Force and Intelsat, they can’t stand it because they’re vendor-locked into dedicated ground equipment for those satellites where open space is open and it’s open architecture and it’s software and the – as I think I talked about it on the last call, these new operators, these new constellations that have software defined satellites that are mega capable, this is Greenfield for us and that is our primary target opportunity market. We are not looking to this place anybody on an existing 20-year constellation; we’re going after the new stuff and there’s a lot of them national security wise and commercially.

All right. Thank you, Eric.

Yes.

Okay. Next up we have Ken Herbert from RBC Capital Markets. Ken, your line is live.

Yes. Hi, good afternoon Eric and Deanna.

Hi Ken.

Hi Ken.

Hey, Eric, I just wanted to first start off with the wins on the open space, the three large programs and the contracts you called out, what is it considering the size of the opportunity there? What can you quantify what you expect to be sort of the revenue impact in the back half as they ramp or I guess more importantly, maybe in 2023 in particular? And how do they factor into the expected double-digit growth next year?

Ken, this is Deanna. So obviously we’re not giving any guidance on 2023 at this point. But the ramp in the second half we would expect a portion of that in the third quarter and then a more significant ramp in the fourth quarter. And remembers a lot of these are license-based so it’ll be a much more favorable mix from a margin perspective.

And Ken your question kind of dovetails into Mr. Ciarmoli question on why we’re given some, our initial thoughts on growth rate between 2022 and 2023.

Yes.

With these contract wins, and those are bolted in, they give us a pretty – obviously they give us pretty good visibility into our Space and Satellite business, our company’s largest in 2023, which is a layer of comfort of what we’re looking at next year.

Okay. Okay, no, that’s helpful. And I guess considering the risks around not only this year, but next year, when you look at hiring, what operationally, Eric, what are you doing differently maybe now to try and accelerate that to the extent to which you can, I know you’re in obviously different parts of the country? But what levers do you have to pull besides just salary, perhaps as you look at addressing that issue? Because it’s an issue obviously across the industry.

Yes.

And so it seems to be phenomenally competitive for talent right now. So, how can you maybe accelerate that or differentiate yourself there?

Yes. And so it’s different in certain of our different business areas. So let me tell you what I mean. In our unmanned area, we’re finding it much easier to bring people in because they like the work, and it’s exciting and they get to work on a new airplane every couple or every three years. They are not like stuck on the B-2 Bomber for 30 years. Okay? So, there’s that group and we’re having better success in that area. We’re also having better success in the hypersonic area because that’s exciting. That’s exciting work, it’s interesting stuff, there aren’t very many people doing it, et cetera. In our C5ISR business, that’s different. Also having better success in the hypersonic area because that’s exciting. That’s exciting work, it’s interesting stuff, there aren’t very many people doing it, et cetera. In our C5ISR business that’s different. That is very challenging where you have these very skilled machinists that work on all types of exotic and unique materials to build weapon systems, and platforms. And there’s an incredible demand for that in the industry right now as the entire industry is ramping up and doing the pivot away from the war on terrorists to protecting against the peer threats. That’s very difficult and that is money. And it’s trying to take people from other companies, if we can, through relationships, we have referral programs that we’re trying to – that we’ve rolled out, we’re doing that. We’ve got mentorship programs that we’ve rolled out. And Deanna, what’s the name of the programs that the colleges we’ve…

It’s both high school and college internships.

Internships, where we’re training internship programs, but Ken, that is a challenging area, very challenging.

Got it. I appreciate that. And just maybe remind us what percent of your overall contract mix is revenue recognized on a percent complete basis, or maybe what could be the risk of incremental delays on those contracts based on your ability to get people in the door?

Yes. I don’t have the percent complete as far as what the total percentage is, but our fixed price contracts are 72%. And I would say a substantial majority of those are on cost over cost percent complete. There is a portion that’s on units delivered and that’s primarily from an international contract perspective. So I would say the vast majority of that 72% is percent complete.

Perfect. All right, thanks, Deanna.

Sure. Thanks.

Okay. Next up, we have Josh Sullivan from The Benchmark Company. Josh, your line is live.

Hey, good evening

Good evening, sir.

Good evening.

Just the lack of mill capacity for crate Kratos products and I think you’ve mentioned carbon fiber and aluminum antennas issues as well. What’s the visibility on these issues? Are lead times improving? Are they still going out at this point? And then are you having any issues with smaller suppliers facing any financial viability issues?

Yes. On the aluminum and castings, it has not improved at all for us. And you can imagine both aerospace and defense, the demand that’s going on there. So, that is not good. On the composite side and certain resins in that area, Josh it’s become challenging. We are reaching out not only to the supply base, to other companies that do composite structures that we have great relationships with. And we’re having some luck with some of those that have the significant amount of inventory available. We just hit it with somebody company very well last week where we got some. So that’s choppy. I don’t expect that one to get worse, but it’s choppy. Josh, what was the third part of the question?

Just, I mean, are you having any issues with smaller suppliers facing any financing issues?

Knock on wood, we have not had any to date, but that is an area where our team routinely is doing the due diligence and the checks, the financial reviews of them routinely. And the corporate team here we go through that with the divisional teams monthly. So we’re trying to stay on top of it, we have not run into any issues to date.

And then on the $50 million low-cost jet engine development contract, what are some of the timeline issues there – timelines and maybe milestones you’re looking for?

Right. So the timeline, we’ve already received the initial funding of several millions of dollars. So, we’re off and running. In my opinion, this effort here by the AFRL, it’s directly related to programs like Golden Horde and swarming munitions that need very small, low life, which means low cost turbo jet engines for missiles, and powered munitions and things like that. So we’re off and running with that. I expect that to ramp up between now and the end of the year, and then that’s going to be a significant contributor next year. And I’m not going to be surprised Josh, if we don’t see more of those coming our way as a result of all of the new missile systems, weapon systems, powered munitions, drones that are on the drawing board that are coming online. Let me be specific on that. And I’m just talking generally here. You’ve seen Lockheed Martin, they’ve talked about Speed Racer, as you know we are on that one. They have rolled out just a couple weeks ago, a whole new family of small aircraft they’re planning on bringing out in the next few years. They announced that a couple weeks ago that is perfect ground for Kratos Turbine Technologies in our engine business. Northrop Grumman, they announced a couple weeks ago or a month ago that they’ve got – they’re working on a jet-powered loitering munition that can get there very quickly. That’s another area that’s right up the sweet spot of that contract and other efforts we have going. So, I see a lot of inertia in this area that ties into the thesis we’ve been talking about for a while and today, quantities have a quality all their own and affordable mass. And that’s where I think the requirements are heading.

Got it. Thank you for the time.

Okay.

Next up. We’ve got Austin Moeller from Canaccord Genuity. Austin you are live.

Good afternoon, Eric and Deanna.

Good afternoon.

Good afternoon.

Good afternoon, sir

So, my first question here, it looks like the Valkyrie is in the process of ramping here right now. So I assume you guys must feel pretty good about this. You’ve got multiple service branches that are looking at are committing to purchase the aircraft now. And the closest competitors, Boeings’ best is way behind in development relative to Valkyrie and General Atomics’ Gambit is even further behind them. And then the other proposed UCAVs that are sort of in development, a lot of them are flying wings, which is useless in air-to-air combat. So if we think about that next production lot, can you sort of talk about directionally how many we should expect quantity wise compared to the existing one?

Yes, not yet, but over the next several weeks, and couple of months, we have a number of meetings scheduled with these potential customers and certain existing customers to talk exactly about this. Austin, if things go, as I currently see them, I’m hopeful and I put the, the timeline out there by the end of the year, I’m hopeful by the end of September, October, we’re going to have the data points and we’re going to have received certain things that are going to give us the confidence to pull the trigger, order the engines in the long leads and get going on the next lot. And to give you a data point on this Austin to kind of frame it for you. And these are by memory, so they may be off, but Austin, they’re close. On the engines, we get price breaks on lots. And so like if we order six, we get a price break. If we go to 12, we get a price break. If we go to 18 or 24, we get an even bigger price break, which drives at lower. So it’s gone and probably be somewhere and I’m – I don’t use those numbers, but it’s going to be partially driven by the price break we get on the engines, which also gives us a quicker slot to get them. And so those are the dynamics that we’re thinking through with the customers and the perspective customers.

Okay. That’s helpful. And then if we think about all the inflation that’s going on, should we still expect the Valkyries and I know it’s lock dependent, but do – should we expect them sort of around a $5 million price point or closer to $10 million? I know it’s still a step function below whatever the next competing drone is going to be priced at.

Yes. I’m glad you asked that a – that question. So as you know, the Air Force’s definition of a attritable is $20 million on down, that’s a fully missionized aircraft. The Marine Corps, as you’ve probably seen, has been talking a lot about at attritable, et cetera, there’s – their all in missionized price point is substantially less than that, okay. I’m going to throw out $10 million fully missionized. We – because of our target drone business and the quantity that we produce, and as you know, our tactical drones, we use substantially the same composites, avionics, electronics, flight control, et cetera, et cetera, et cetera, we’re still getting leverage there and a lot of that’s made in America. So the price increases there haven’t been terrible yet. We’re seeing them, but we – but they haven’t been terrible yet. So I am very comfortable that we are going to be for the aircraft and the full mission systems. And I can’t get into much more than what I just said on that. We’re going to be well within those price points and mission systems can be $3 million, $6 million, $8 million. So we are beautifully positioned because of how low cost I’ll use the word the truck, our truck, our flying truck is. And as you alluded to, and my opinion, any of the other players, even if they ever do get anything flying, they can’t practically get anywhere near us on price, on cost. They can’t do it. They’re not designed to do it.

Okay. That’s very helpful. And then just one last if I could, I think you mentioned in your remarks or earlier commentary that the Air Wolf has a in a radar cross section that is considered to be interesting to the customer.

I said that they’re hard to identify is what I said. That that’s the term I use and I’ll stick with it. They’re hard to see, very maneuverable, very hard to hit, that’s what I’ll use.

Okay. Thanks for all the call, Eric. Appreciate it.

Okay. Thanks.

Okay. Next up is Noah Poponak from Goldman Sachs. Noah, your line is open.

Hello, everyone.

Hello.

Hi.

Eric, I guess, the key question is, why is 2023, the year that will prove to have had the visibility, the accurate visibility on growing double digits organically, relative to each of the past few years where, I think you came inside of the original guidance range. That was an official guidance range each of those years, but they were all described one or two years in advance as step function years or game changer years, or double-digit organic revenue growth years. How can we feel comfortable that this is different?

I’m glad. Noah, I’m glad you asked that because I can clarify and add some meat to what I said. Our 10% base case growth that we’re looking year-over-year 2023 to 2022 does not include any significant production of tactical drones. I said – and so to clarify, it doesn’t include it. And if things occur, that’s where I said we could substantially beat it. But our base case does not include it. The base case is driven by – yes, our space business, target drones, GBSD, which has come online now. And we got that LOI on that, that, that microwave program, that $0.25 billion microwave program, we’re going to be under contract by the end of the year and it includes that, those are some of the biggies.

Okay. That’s helpful.

Yes.

Within the guidance for this year, if I take the full year, and then I take the third quarter top line, it implies a sequential revenue growth rate, 4Q over 3Q that’s significantly higher than you had any time in the recent past. Can you speak to what drives that?

Yes. Noah, this is Deanna. So those five programs that we’ve highlighted, the three space satellite contracts, GBSD and the new customer that we’re expecting to book on Valkyrie those five contracts comprise about it over a $20 million sequential revenue increase from Q3 to Q4. So that’s the lion share of the growth that we’re projecting for the fourth quarter over the third quarter.

Okay. That’s helpful. And Eric, on Valkyrie, why is a new customer kind of seemingly sliding in front of some of the older customers? And you’ve highlighted in the past the budget dollars for the category of aircraft that have been in the few hundred million dollar range for a few years. Where is that money like it was that not really ever, just not ever obligated on the contract and how I square that, where those numbers were for a little while with the lack of orders and the revenue that you’ve had on the program?

I will tell you how I square it, when the Secretary of the Air Force, the new Secretary of the Air Force came in Mr. Kendall. He announced that late last year that he was rolling out two new classified drone programs. And the Secretary used the term that all of the other drone programs are virtually all of the other drone programs to date would be feeders into these two new programs. In my opinion, a significant amount of the funding on the other programs were feeders into those two new programs. I believe they sucked the air out of the room. I’m not saying that in any way negatively, but as we saw at Farnborough three weeks ago, the Secretary has now canceled one of those two new drone programs, which was the loyal wingman for the B-21 bomber. And I’m paraphrasing now saying that it would take too long. It would be too far out and they would be too expensive. So that might change again now, I don’t know. So a lot clearly, Noah, as you’re pointing out here buddy is a lot has happened, is happening in the last six, eight months and really in the last four weeks.

Why? I mean, if they given their commentary about the desire to have this product, your ability to have it ready to go, is it just not needed imminently? So they’d rather figure out exactly what they want to buy before they start buying larger quantities.

So my opinion, what that last part of your statement is what has been going on for the last year or two. They truly wanted to assess and figure out exactly what they wanted, which I – it makes total sense. I totally get it. Things that have changed…

Do they now know exactly what they want, I guess that is going to…

I don’t know. I just – I will refer the group here to public statements. I mean there was an incredible interview with the Navy Admiral last week where he specifically talked about the Valkyrie and what that is going to be used for. I mean he talked about it. The four-star General of Pacific Air Force recently did an interview. And he said, the only – I’m paraphrasing, the only way we can deter China is if I have hundreds or thousands of low cost affordable jet drones. This is just recently. So I don’t know if they’ve decided, but I know what their narrative is and I know what has been specifically going on with our company, and we’re doing everything we can to respond to them.

Okay. I appreciate all that. Thanks. Thanks for taking the questions.

Okay.

Okay. Next question comes from Sheila Kahyaoglu from Jefferies, LLC. Sheila, your line is open.

Thanks so much. Good afternoon, guys. Just on Noah’s line of questioning, if we could think about it, Eric, you mentioned the customer potentially coming in, in Q4. How do we think about Valkyrie options into 2022? Is it contributing a $100 million? Does it go to $150 million in 2023? What are the range of options for Valkyrie?

Yes. So I’m going to be, as I talked about in the last fall one, before that I’m going to be very, very conservative. I’m going to assume. We continue to execute on RDT&E and S&T money and S&T funds. I’m going to assume that we continue to do demonstration flights of different capabilities, carrying different payloads and different mission packages. And I’m going to assume that we continue to sell or lease a handful or to a year. That’s one scenario. The upside scenario and the data points that support this could happen or the cancellations of all these other programs, the Mosquito has been canceled and take a look at one of our – some of our competitors have said recently, so the upside scenario is what’s gone on in the Ukraine, I’ve talked about the losses of the drones, what we’re seeing going on over in the Taiwan Strait as we speak, that a decision is made to field affordable mass with the capability that we have today that we know is flying. And so we – next year or the year after, we get some significant production runs. That’s how I see it, but I’m focused on the conservative ones.

Okay. That sounds good. And then on your 10% baseline for next year, potentially, what are the top three growth drivers of that one, I would guess is GBSD. Maybe can you talk about what your top three are?

Yes. GBSD – go ahead, Deanna.

Yes. GBSD, the continued ramp of the space programs.

And there are a couple three of them.

Yes. There’s three of those and some of the production in our target drone business as well.

Okay. And then last question from me, I think you mentioned supporting Rolls-Royce and their B-52 Re-Engining, what’s your role on the contract and how do we think of timing of revenue there?

Yes. I don’t believe that they’ve – Rolls-Royce has disclosed what we’re doing. But let – so let me talk in general about what we do in that area. We are one of the industry leaders, if not the industry leader in building the ground rigs for jet engines for test and evaluation purposes, all types of testing, all types of evaluation. That is one of our expertise areas. We are an expertise area in the exotic materials that are used in all types of engines. That is another area where we are one of the industry leaders. And so those would be the types of areas that a company like Rolls would come to us on. And then on the second part of your question, as you know, we just received that initial contract. It is growing. It’s expanding. I can’t get into numbers, but it’s a big program for us. It’s a big program. And it’s expected to begin ramping in Q4 and then it’ll ramp in Q1, I think. And then it’s going to flatten out a little bit, because some of the big work we’re doing including materials is Q4, Q1.

Okay, great. Thank you so much.

Yes.

Okay. Next question comes from Peter Arment from Baird. Peter, your line is open.

Thanks so much. Good afternoon, Eric and Deanna.

Good afternoon.

Hey, on the space business Deanna mentioned that a lot of it’s in licensing. And so that’s obviously less of the top line story, better on the margin. What do we think about as the margin opportunity when we’re looking at space compared to what you report today?

Yes. So our – it’ll be different probably for government versus commercial, because there are certain limitations on the government side that there aren’t on commercial. But our mid and long-term view is mid-teens profit margins for our space business. And the reason I’m saying that is because, we’ve gone – if we’re going to a more of a software model. So there’s significant R&D and continued development on next versions. And I talked about that in my prepared remarks. In addition to that, let me just throw this piece in there. As you know, we build manufacture and deliver very sophisticated antenna, okay. Those antennas can have a lower margin than the software side. And the antennas business is very lumpy depending on the stage of the ground deployment for the base station we’re building. And so those can be mid-single-digits not even high single digits, mid-single-digits, because it’s a hardware type thing, and it’s really not all that unique. And so one quarter in the space business could be very, very high, but another quarter could be lower, because we delivered significant antennas in that one. So think of blended mid-teens.

Okay. That’s helpful. And then just regarding your space business, just – it’s your largest business. How long do you expect it to be your largest business? Do you – ultimately, what I’m asking is when do you think unmanned can kind of overtake it?

In my conservative view, unmanned will not overtake space for the next several years, because our space business, Peter, it’s ripping. And we may have a tiger by the tail here. We are first to market with the total software based virtualized ground system, we’re two or three years ahead of everybody else. We – the first three big programs we went for, we won. As I said in my remarks, we’re lined up to win some more. And I think we’re going to – and I’ve gone through on previous calls on why this is such a big differentiator. So in the base case, the space business will continue to be the lead horse. In the upside case, the drone business in a couple of three years could pass it.

That’s helpful. And just related to your drones, just any updates on just we don’t hear as much about that recently. So maybe if you could just give us your thoughts there. Thanks.

Yes. So let me – Peter, I have to answer it this way. The most, if not all of the previous drone programs have become feeder programs into other programs that are all classified.

Okay. I get it. Appreciate it, Eric.

Yes.

Okay. And next up is Pete Skibitski from Alembic Global. Pete, your line is open.

Hey, good afternoon guys.

Good afternoon.

So guys you have pretty solid revenue in the quarter. I wanted to make sure I understood Deanna your comments about the reduction in the operating income guidance. Obviously, you had the $5.5 million charge in the quarter. Is the whole rest of the balance all due to inflation or were there any other, I don’t know, negative EAC adjustments at all that impacted that guidance?

All due to inflation.

All due to inflation, okay.

Primarily in Q3, because we’re substantially firm fixed price contracts, and we can’t pass it on in the existing contracts and the existing priced options. So we just – we eat it.

And in terms of the recovery – the recovering that inflation through the contracts, obviously you have positive mix in the fourth quarter, but is it reasonable to assume that first half of 2023, you’d still be kind of in process of repricing your contract? So hopefully by the back half of 2023 is when you kind of make up all the inflation that we’re seeing this year.

Yes. Yes, sir.

Okay.

It’s a process as the existing contracts or options, which are typically one or two years priced transition off and the new negotiated ones or the new wins come in.

Right. Okay. Okay. And then on the charge, the $5.5 million charge on the training program. Does that impact kind of the go forward revenue from that customer? I think it sounds like maybe international targets, any color you could provide there.

Yes. So we have not had any other work with that customer since the original contract of 2011. So it should not impact any future revenue streams.

Obviously, you hadn’t generated revenue there for a while on that one?

That’s correct.

I see. Okay. Okay. Okay. Last one for me, Eric, on OpenSpace, I feel – you’re winning new contracts, but I feel like I’ve been hearing about development for a long time. So I just want to make sure I understood this. Is kind of the core development of OpenSpace completed or is there – do you kind of have to do some bespoke R&D every time you get a new customer. Is that how it works? Can you tell me kind of understand the business model there?

Yes. So think of it like an operating system. Okay. So like on your Apple iPhone, the iOS system. So the operating system for space ground infrastructure is substantially complete, if not complete for the existing customers. R&D now think of the apps on the operating system. And so the apps and the space area think of like modems, they’re all hardware right now. All the different types of communication modems that are not just related to satellites that are on drones or aircraft or ships, we’re turning them into software. And you can just think about what – instead of having a rack of all types of different modems or communication systems under drone, now you have just code, okay. So the R&D is for the – in my example here, is for the apps and think of it on the operating system, each customer is probably a little different. So there’s some R&D, I’m making this number up 10% or 15% to modify that operating system for that specific customer. But it’s substantially done as you can see with the program wins.

Yes. Okay. That’s really helpful. Thanks guys.

Yes.

Okay. At this time, I’d like to turn it back to Eric DeMarco for closing comments.

Great. Thank you all for joining us this afternoon and truly for the interest and the questions, we’ll circle up with you at the end of Q3.

Okay. Thank you for your participation in today’s conference. This concludes the program and you may disconnect.