FTAI Aviation (FTAI) Q3 2026 earnings call transcript

Thank you, Michelle. I'd like to welcome you all to the FTAI Aviation Third Quarter 2026 Earnings Call, which is open to the public in listen-only mode and is being webcast. Joining me here today are Joe Adams, our Chief Executive Officer, David Moreno, our President, Nicholas McAleese, our Chief Financial Officer, and Stacey Caparis, our Chief Operating Officer. We've posted an investor presentation in our press release on our website, which we encourage you to download if you have not already done so.

We will be discussing some non-GAAP financial measures during the call today, including adjusted EBITDA. The reconciliation of these measures to the most directly comparable GAAP measures can be found in the earnings supplement. In addition, certain statements made today will be forward-looking statements, including regarding future earnings. These statements, by their nature, are uncertain and may differ materially from actual results. We encourage you to review the disclaimers in our press release and investor presentation regarding non-GAAP financial measures and forward-looking statements and to review the risk factors contained in our quarterly report filed with the SEC.

Now I would like to turn the call over to Joe.

Thank you, Charlie. We have built EFTAI around solving the problems our customers face. Our solutions combine engineering and asset ownership to innovate around the turbine. In both aviation and power, customers want a partner that is flexible and thinks differently and creatively, now more than ever. And we are very well positioned to be the go-to partner in both of these markets.

Every business we've built at FTI began with a challenge our customer face. We built our MRE business originally to help airlines avoid costly engine maintenance and streamline their operations. Today, with the challenges facing new generation engines and new aircraft sold out until 2032, we are helping our customers fly their 737 NGs and A320CO fleets longer by providing efficient ways to support their engine maintenance needs.

In addition, with higher oil prices pressuring airline liquidity, predictable engine maintenance costs is more important than ever. FTI was built for exactly this environment. We keep midlife fleets flying at lower costs through our aerospace products division, and we turn these fleets into liquidity for the airline through strategic capital. And we've started to offer flexible financing solutions for engines in partnership with institutional investors. I'll touch on the high-level impacts, and David will walk you through how that is benefiting each of our businesses. Aerospace products had its strongest quarter yet. Adjusted EBITDA was 282.4 million, up 57% year-over-year, at an EBITDA margin of 31%, in line with our guidance of 30%. We produced a record 311 CFM56 modules, and our market share reached approximately 15% this quarter.

The strategic capital ramp is accelerating with 410 aircraft closed or under LOI across SCI-1 and SCI-2. And importantly, the second vehicle SCI-2 started investing in September of this year and is off to a great start. For power, we reached two important milestones this quarter.

First, we now have over 100 Mod 1 units under contract for 2027 and 2028, with a significant pipeline of customer demand behind that. And second, we have completed all critical testing milestones, and the Mod 1 unit has produced 25 megawatts at peak output and 23 megawatts at ISO continuous output.

Finally, capital allocation. This morning we announced a $500 million accelerated share repurchase program that will be complete by the end of this year and was accompanied by an increase in overall authorization from $500 million to $1 billion. In addition, we've completed $80 million of share repurchases since our initial announcement in September. And this will leave us with $420 million of authorization available for one year after the ASR, or Accelerated Share Repurchase Program, has been completed.

On that, now I'll hand it over to David.

Thanks, Joe. Expanding on Joe's comments, three things are shaping the market today. First, midlife aircraft and engines remain supply constrained. New 737 MAX and A320 NEO orders are unavailable until 2032 and beyond, and the Leapin GTF still spend far more time in the shop than the CFM56 and the V2500s. Airlines continue to extend leases and add midlife aircraft as a result.

Second, airlines are prioritizing liquidity. Higher oil prices have made cash a top priority, and sale leaseback interest has grown meaningfully. At FTI, sale leasebacks come with engine maintenance attached, so it's both a liquidity lever and a cost-control tool, which makes these transactions even more attractive.

Third, financing solutions make our engine products more compelling. Whether an airline buys the engine outright or takes an operating or finance lease through our capital partners, F-Type builds the engine, sells it, and keeps the customer relationship.

WestJet shows what happens when these come together. The airline sold 27 Boeing 737-700.17 on-leased aircraft went to SCI-2 via sale leaseback. WestJet keeps operating them. and 10 off-lease aircraft went to aerospace products, where the engines become modules for the MRE network. WestJet extends the life of the 737 engine fleet and created liquidity for its balance sheet.

Now to the quarter, starting with aerospace products, which delivered a record on every measure, $910 million of revenue, up 76% year-over-year, and $282.4 million of adjusted EBITDA, up 57%, at a 31% margin in line with guidance. We produce a record of 311 CFM56 modules in the quarter, bringing year-to-date production to 877, and we remain on track for 1,200 in 2026 and 1,700 in 2027.

Moving to aviation leasing, strategic capital is now more than half of the segment's EBITDA, exactly the asset-light transition we planned, and both SEI vehicles will continue to scale into year-end. SEI 1 is fully committed at 301 aircraft. Since quarter end, we closed a landmark $1 billion deal for 30 aircraft, and we expect to close substantially all 301 by December 31 for approximately $6 billion of total capital deployed.

The vehicle is returning capital as well. We have distributed 17.5% of commitment this year and plan another 5% at year end, supported by strong realizations on airframe and engines at re-delivery. SCI-2 started investing in September and is deploying quickly, with 109 aircraft committed and the first closings coming from WestJet. Across both vehicles, we have raised $5.5 billion of warehouse financing from 13 lenders in under two years, and with sale-least-back activity rising, the pipeline is robust.

What remains on our balance sheet is a simpler business. 150 to 200 spare engines with a net book value of approximately $1 billion, earning $30 to $50 million of EBITDA per quarter with minimal aircraft. These engines are how we keep customers flying. When an airline needs an engine immediately, they come to us, and that short-term lease often becomes an engine sale once we have built a replacement.

Growth in this segment from here comes from our strategic capital. Lastly, power, where we hit two milestones this quarter. The Mod 1 critical testing is complete, meeting its target of 25 megawatts for peak power and 23.1 megawatts for continuous baseload power, with testing completed on both natural gas and liquid fuels. And now we have more than 100 Mod 1 units under contracts across customer types in the U. S. and Canada, extending into 2028.2028. We've also received $234 million of customer deposits during the quarter ahead of our future deliveries, partially offsetting our inventory investment for 2027 production. Production is ramping now, and at an expected full run rate of 10 to 15 per month by year end 2027, we're well positioned to meet our 100-unit guidance for 2027.

Let me spend a moment on why customers are choosing the Mod 1. It comes down to three things they care about most, speed, scale, and cost. On speed and scale, that is where the market is heading. Data centers are taking longer to build and require more capital, and the market needs power that installs quickly and can be delivered anywhere in the world. Many GPU providers are moving to containerized compute with the goal of being operational on-site in under two weeks. The Mod 1 is a modular unit that ships, installs, stacks in the same timeline. Modular power for modular compute. On cost, for behind-the-meter customer, equipment is the most important piece of the equation, and the best way to save on equipment is to need less of it.

A smaller stackable unit means less capital tied up in redundancy because the increment you are protecting is 25 megawatts, not 300 megawatts. It also means less downtime. Taking one unit offline takes a fraction of the site down rather than all of it, and a turbine exchange for our engine returns a unit into service in two days, not months. Combined cycle is the next lever on cost. The joint venture we launched this quarter as a fully mobile trailer-mounted unit that will convert excess heat into nine megawatts of additional output with no additional fuel emissions or water, taking efficiency to over 50% and lowering fuel costs per megawatt hour over the life of the asset. First units begin testing in the second half of 2027.

I will now hand it to Nicholas.

Thanks, David. The key metric for us is adjusted EBITDA. Adjusted EBITDA was $348.3 million for the quarter, up 15% from $303.5 million in the second quarter, and up 17% from $297.4 million in the third quarter of 2025. The $348.3 million EBITDA number was comprised of $282.4 million from our aerospace product segment, $104 million from our aviation leasing segment, and $38.1 million from corporate and other, including intersegment eliminations of $5.1 million and $4.6 million of F-Type Power startup expenses associated with the Mod 1 build-out. Aerospace products delivered a record quarter with 282.4 million of EBITDA at an overall EBITDA margin of 31%. This was up 13% sequentially from 249.7 million in Q2 of 2026 and up 57% year-over-year compared to 180.4 million in Q3 of 2025, reflecting production growth, mix, and operating leverage.

The segment revenue of $910 million was up 76% year-over-year. Turning to aviation leasing, the segment generated $104 million of adjusted EBITDA in the third quarter, up 18% from $88.2 million in the second quarter. This included $50 million of balance sheet leasing EBITDA in line with the $30 million to $50 million quarterly run rate David described. Strategic capital contributed $54 million, comprised of $7.4 million of servicing fees and $46.2 million of returns on our 19% co-investment in the 2025 SBV.

Net income attributable to shareholders was $149.1 million, or $1.45 per share, compared to $117.6 million in the second quarter. Turning to the balance sheet, we ended the quarter with total debt of approximately $3.5 billion cash of $386 million, a net debt of approximately $3.1 billion. Net debt to run rate adjusted EBITDA was 2.2 times, down from 2.6 times at the end of the second quarter and below our target range of 2.5 to 3.0 times.

Total liquidity was approximately $2.4 billion, including our undrawn revolver approximately $2 billion. Our senior notes carry a weighted average cost of 6.5% and we have no corporate bond maturities until May of 2028. We remain strong, double-B rated by all three of the bond rating agencies. On the share repurchase and financing, under the $500 million program authorized on September 15th, we have repurchased to date $80 million of stock, and today we are launching a new $500 million accelerated share repurchase, which will be completed by year end. We intend to fund the ASR through a combination of a revolver opportunistic access to the capital markets and we expect for the net debt to run rate adjusted EBITDA to remain below 3.0 times.

The remaining 420 million of the increased authorization is available for one year and we expect to use it opportunistically through open market purchases Next free cash flow In the first nine months of the year we generated million of adjusted free cash flow before $285 million of growth initiatives, much of which is driven by our power business. For the full year, we expect to generate $1.1 billion of free cash flow before growth initiatives, revised down by $61 million due to opportunistic engine acquisitions to support our aerospace products business.

For the year, we expect to be at $463 million of growth initiatives, up $173 million from our original target of $290 million, predominantly driven by power R&D and spend in our FTI facilities. These investments will allow us to scale at a faster pace as we produce Mod 1 turbines going into 2027. We are also reaffirming our segment guidance for both 2026 and 2027 as the business continues to execute on plan.

As a reminder, 2026 Aerospace Products Adjusted EBITDA Guidance is $1,050,000,000 and 2026 Aviation Leasing Guidance of $475,000,000.2027 adjusted EBITDA guidance of $2.3 billion, comprised of $1.4 billion from aerospace products, $450 to $750 million from F-Site Power, and $450 million from aviation leasing.

With that, I'll hand it back over to Joe for final remarks.

Thank you, Nicholas. To sum it up, airlines today need solutions providers that help them maintain their fleets at lower costs and provide liquidity through sale, leaseback, or leasing. And FTI is built around being able to deliver all three of these products. The FTI model produced a record quarter in aerospace products and an accelerating ramp in strategic capital.

For power, we're helping to fulfill the extraordinary demand for behind-the-meter solutions. And this unique combination is producing the excess capital that allowed us to raise our repurchase authorization to $1 billion while keeping leverage within our target range. We're also maintaining our quarterly dividend of $0.50 per share. The dividend will be paid on November 23rd to shareholders of record as of November 10th. This marks our 45th dividend as a public company and our 61st consecutive dividend since inception. We remain confident in both our 2026 and 2027 outlook, including our free cash flow expectations.

And as we close out 2026, our focus remains on building durable, scalable, and differentiated platforms that start with the customer and deliver value over the long term. The investments we're making across aerospace products, strategic capital, and power will continue to strengthen our competitive position, expand our addressable markets, and support sustainable growth for many, many years to come.

As a final reminder, we'll be hosting an investor meeting in New York City on December 10th, and we're very excited and look forward to seeing many of you there.

With that, let me turn the call back over to Charlie.

Thank you, Joe. Michelle, you may now open the call to Q&A.

Sure. Thanks. Thanks, Sheila. First on margins is, you know, we indicated previously, we think 30 percent margins is a good assumption for the next couple of years. And it's a nice target. And it also is a representative mix, I think, across the entire industry. And our ultimate goal is to provide, you know, engine exchanges for narrow body engines to the entire industry such that, you know, hopefully in many years to come, no one ever thinks about doing their own shop. They just come to us because we give them an immediate availability at a cost that's as good as they're better than they could do on their own. And so when we think about that, why wouldn't everyone want to do that?

And so nothing that we've seen in the current environment has changed our view about the ultimate customer acceptance. As a matter of fact, as we see stress put on airlines, airlines are always looking for ways to raise liquidity, but especially now. And shop visit costs for engines are one of the biggest users. So we can provide financing for a shop visit. We can change a lease structure so that we can swap engines immediately and not have cash outflows. And we can do sale leasebacks to generate immediate cash. So I would say, you know, in general, we're seeing probably an acceleration of our expectations about how we continue to pick up market share. And nothing is shaking that view.

Okay.

Yep. So we're very focused on the ramping of this business. So we provided guidance on initial production, which we expect to be roughly zero to five turbines per month. But being able to scale, you know, quite quickly to 10 to 15, where we expect to exit the year at. Now, as a reminder, we're using our existing infrastructure that we have today. We're starting off with Montreal, but we're planning to use our other facility as well for power remanufacturing. So we have the ability to scale that business. Really entirely the range, we came into this quarter obviously accomplishing two really large milestones, right? And they kind of go hand in hand. The first is obviously on the testing side.

We've completed all the testing on the liquid and natural gas side. And on the customer side, we've achieved over 100 units under contract. But really, when you think about the range, it comes out to really the ramp and our ability to execute on that ramp, which we feel good. We have visibility and we feel good about 100 units for 2027. But, of course, we're working through each of the customers' requirement, and that's why you have that wide range. As we progress, we will continue to update you. And that range should tighten up as we progress throughout quarter over quarter.

That's correct, Juliano. You know, I think our value prop is resonating with the market, really tailored around behind the meter, right? And you're seeing that today where, you know, folks are really focused on speed and scale, right? The data center building is taking a very long time. There's a lot of capital invested. And then there's a long period before we start generating returns on that, right? So you're kind of seeing this right now happening with industry where a lot of these GPU providers are offering containerized solutions. And we think on the power side, you know, our solutions containerized as well, and we can install it in less than two weeks. So that's really resonating well.

On the cost side, we understand, I mean, that's really the heart of our aviation business is lowering costs for our customers. We talk about redundancy and how we can be value-add there by the size and the stackability of our units, as well as the uptime with our exchange model on the turbines. But we also introduce, again, our combined cycle, which we think that's a big value-add and helps reduce costs for our customer as well. So that's really resonated well. Obviously, completing the testing and having that all come to place is a great accomplishment, and we expect to be able to add into backlog into the future.

Yep, it's mostly 27, so that is correct on your first question. And the way we're thinking about our product is just add-ons, right? So you'll see that theme in the modular add-on. So effectively, today you get the simple cycle version, and then you get the add-on with the combined cycle. And that's really important when you think about how we can continue to deploy enhancements because there's going to be, you know, we're always thinking about product enhancements and product development. Obviously, on the power side, you have the ability to, let's say, create more quickly because, you know, you're obviously on the aviation side. There is the regulatory piece. So we're continuously, you know, focused on adding value, and that's resonated very well, and that's come across into, you know, increasing backlog.

But also any unit that's installed in 2027 could be upgraded with the combined cycle unit retroactively. So you are not giving anything up. It's just a delay until that unit is available. So the people, the customers are looking at that as a very, very positive, you know, long-term development for this product in that you get another nine megawatts out of it for essentially no additional fuel costs.

Thanks.

Sure. So we think that 30% is representative of the entire market, and the mix that we're seeing now is, you know, large airlines, small airlines, you know, heavy shop visits and light shop visits, and we don't see that mix changing. So we feel very good about the 30% for the next couple of years, given that our goal is to, you know, do business with the entire industry, and we're doing that now across the board. So we feel very good about the stability of that and the outlook.

In terms of financing shop visits, I mean, we always, when we described the product originally, we said we'd go to the customer and said we'll rebuild the engine for you, and you can either buy it outright, you can exchange it for a run-out engine, or you could lease it. And the lease is really a financing option for the customer.

And we're seeing probably an increase in leasing activity, As we indicated, airlines are looking for every source of liquidity today. So if we see increased leasing activity, what we've been able to do is to sell those leased assets to financial partners. So in effect, from Aftai's point of view, it's the same as a sale. But from the customer's point of view, they're getting an additional value add in that we arranged the financing for that whole engine purchase for them. So it's a complete product offering that the airlines are very, very, you know, receptive and happy with it. That really, as far as we can tell, no one else can offer that product in the market.

Yeah. So on the first question and how testing is compared to other error derivatives, I would say it's in line, right? So obviously the CFM56 where we expect, you know, a lot of, you know, let's say, value creation is that the CFM56 is the most durable engine ever produced for aviation. So we're expecting, you know, that to actually play out on the ground as well. But as far as what you mentioned, you know, start time, efficiency, it's in line with other aero derivatives. The next question as far as, you know, what the redundancy looks like, right? So we did put a page 17 out where it's an illustrative example of what a customer would need if they have N plus one.

Depending on the customer and their contract with the hyperscaler, right, they may have different, you know, they may have N plus two, N plus three. The whole point here is to say that smaller units that are stackable are going to be a lot more cost efficient because you're going to tie up less capital costs in redundancy versus large units that, you know, to back those up, you would need to have very large units backing them up, right? And of course, you know, you don't have access to the grid. So the only way to be able to do that is to have backup and be islanded. So that's an important piece. And that's a big selling point is we can, you know, effectively get you a lower capital cost up front.

And then combined cycle, when you think about that, obviously it creates more value, right? The more value we can create, you know, ultimately that should translate to a higher price. Obviously, you know, you're creating additional megawatts. Typically these things sell on a cost per megawatt. So you could expect that, you know, to obviously increase. I would say it's too early to talk about the exact numbers. So we're still, you know, guiding seven to eight. And I would think about, you know, the potential of combined cycle being upside. I would also just say our maintenance model for the Mod 1 is to be able to do turbine exchanges in the field on a 48-hour turnaround time.

So that's something that no one else can offer on the Air-de-Rivis side that we've been able to do, replicate from our aviation model, which is basically an engine exchange in the field. So that quick turnaround time on turbines will also facilitate less downtime and less redundancy because you'll be back in service. You don't take that unit out of service for months while the turbine is being overhauled.

Yeah, we're seeing a lot more activities, as you would expect, on sale-leaseback because airlines are looking for liquidity. And as a reminder, it's really two value adds. It's the liquidity day one, but it's also, you know, saving costs for the airlines and the shop visits. And we're really the only party out there that can do both. So I would say on the first vehicle, you know, on SEI 1, you know, we're sourcing about 80% of our aircraft from less source, 20% via sale-leaseback.

I would say on the second vehicle, we're starting to see a significant uptake in sale-leaseback. So, you know, today that's more like 40% from sale leaseback, 60% from less soars, and I would expect that, you know, to continue to rise. Obviously, it's early, and we have, you know, over 100 aircraft in SCI-2, so that's still to play out, but we're obviously starting to see a lot of activity, and we're in active discussions with many airlines.

Yes. You know, the M&A opportunity market set, I think, continues to grow. And, you know, as we've said previously for the last couple of years, our focus has been on really on two areas. One is additional maintenance facilities to increase our production of modules, and two, on more vertical integration in terms of repair capability or piece part manufacturing for engines. And both of those areas, I would say, are pretty active today.

We did add additional investments. We've added – we now have six facilities on the CFM56 overall side, and we continue to look at adding to that. But we're also investing in those locations, and we called out, you know, some $50, $60 million of investments to increase production for facilities that we bought that needed, you know, more tooling and additional, and in the case of Rome, a test cell. So it's both, you know, adding facilities as well as building out what we have. And there are more M&A opportunities out there, so we'll continue to look at those. And we've always said our priority in terms of capital allocation is number one is growth, and that remains the same today.

We're able to do the buyback and still keep our debt to EBITDA under three times, which gives us a lot of firepower and a lot of capability to take advantage of market dislocations.

Sure, I'll start. I mean, obviously, you know, we're watching that carefully and talking to the customers all the time. I would say the the on the positive side, the airline industry has seen an ability to raise fares that they probably were surprised that they had that much pricing power. And the demand has stayed very strong. And in many parts of the world, all around the world, there's still, you know, they're filling the planes and they've raised fares and they're seeing those fares stick.

And ultimately, that is the best answer to how do you manage your business is if your costs go up, you raise your revenues and you continue to grow. So when you think about that, that's the best answer from the customer's point of view. There's still very, very strong growth. I mean, if you think about most of the concern around traffic growth has been focused on either U. S. or more mature markets, which don't grow as fast. but there's many parts of the world in Southeast Asia, Middle East, Africa, India, that have very, very high traffic demand that's unsatisfied. And if you think about it, you haven't been able to get a lot of new aircraft in those markets.

They're undersupplied for the last three to four years because of the manufacturing and delivery delays. So from the customer's point of view, they look at it, or from the airline's point of view, they look at it and say, well, I can't get new aircraft quickly. I can raise my fares. There's tremendous demand out there. And I don't really want to give back aircraft too fast because I'm going to need those if I want to continue to grow. So across the board, we don't really see customers saying, I'm going to flip my fleet mix because of the pressure on fuel. We see those airlines continuing to look to add capacity. We see extensions from airlines that we have leases to and the SCI vehicles, which is the most, you know, concrete form of confidence is when an airline says, I'll extend my lease.

So we're not seeing it. We hope, you know, fuel prices do come down, which would alleviate some of the stress on the airline industry. But we're planning for, you know, for whatever the customer is going to need, we're able to provide a solution.

No, Ken, we're not seeing that. The CFM56 is a very durable engine. It's the most durable engine ever. And, you know, we're seeing tremendous demand for, you know, as Joe mentioned, extensions, you know, engine leasing. So we're not seeing that.

Sure. No, it's, I mean, basically the pitch to anyone in the industry is that we can deliver the same or lower cost than the airline could do on their own and we can provide an immediate availability with no downtime. And that removes all the costs of, you know, managing a shop visit, having spare engines and the risk of a negative surprise. So as we've said before, if you get airlines to start trying to use the product and then they realize, hey, it really is a better alternative, then you can convert anybody. There's nobody out there that doesn't benefit. that when you say I'll give you the same or better costs and I'll reduce a lot of your expenses, what don't you like about that?

And as we get people using it, even airlines that have their own maintenance facilities. And there's also some benefits on the expense side if you capitalize instead of expense costs. So it's just a really, it's a pitch that we've never had anybody come back and say, oh, I don't like this about it, I don't like that about it. It's like there's nothing not to like. And so we really do see over the next coming years, you know, why shouldn't we have every airline in the world who owns CFM56 and V2500 do engine exchange with us? It's only a question of how much of a fleet do they do with us.

Sure, Brandon. So on the testing, we've tested both with liquid, so jet fuel, and with natural gas. Obviously, our customers are predominantly wanting this through natural gas. but we've tested on multiple fields, which is very important for us. On the executive order, we do not believe this has a big impact on the Mod 1. Our understanding is the EO is really aimed at bulk power and is not intended to cover behind the meter.

The Mod 1, as we mentioned, is really focused on behind the meter and providing electricity where, as you know, is very political. You have to bring your own power in order to actually build data centers. But, you know, specifically why we're not concerned is, you know, the Mod 1 is at the heart AGE and Safran, you know, engine. And we obviously do maintenance in it in North America.

Packaging is not, you know, reliant on exclusively in China, right? So our partner, which is their partner in this program, has facilities across the world, UAE, Houston, Canada, and that gives multiple paths to delivery. And then next is many of the balance of plant equipment or components are interchangeable, which, you know, JARA has the ability to source these parts from a diversified global supplier base rather than a single country So we you know we think you know we have the ability to adapt and that kind of how we thought about this Obviously we thought about the impact of China before getting into this joint venture and we very happy to be partnering with Jera and their ability to adapt should things change, but we're monitoring that closely.

Thanks, Jeff. This is Nicholas. I can take that. So we've always really grown inventory very strategically in line with our financial and production targets, and we've all had a strong record on execution on this. So as a reminder, approximately two years ago, we had about half a billion of inventory in balance, and that preceded 1.9 billion in aerospace products revenue last year. Similarly, last year, we had about just under 1 billion in inventory balance, And now we're on track in aerospace products to generate about $3.5 billion in 2026. So looking ahead, the two benefits are, one is that there is large optionality now between F-type power and aerospace products. The CFM56 is ultimately the same original unit.

And then the fact that we also have economies of scale related to our facilities. As parts come off, go into our MRE network and are recycled around, we can ultimately drive lower unit cost. So we're looking ahead at approximately about two times an inventory turnover from a forward-looking basis, but we see upside beyond that.

Yes, Shannon. So the growth, right, that, you know, that is going to take us to those numbers is around the strategic capital, right? We, you know, on the aerospace products, if you look at that, you know, you can see that we're very well positioned where there's been some questions around our leasing business and being able to have that big jump in Q4, right? So as we mentioned, really, the story here is strategic capital, right? And for SEI-1, you know, we, as of, you know, 930, we had $3.9 billion of invested capital, and we're going to go all the way to $6 billion by year end. So we have extreme confidence in that because, as an example, as I talked about earlier, we closed 30 aircraft in October for $1.1 billion.

Today, we're sitting at $5.1 billion. So, you know, we're executing on closing aircraft, and we have 55 aircraft left to close. So, you know, we have really strong visibility on SEI 1, and SEI 2 is starting to close aircraft as well. And you're going to see that ramp come across mainly through SEI.

Yeah. So I think I'll take the first half of that question. That's correct. The range is 450 to 750. And then on the total, we're clarifying it on the lower end for conservative purposes with obviously all related to FDI powers deliveries.

Yeah, and as far as the lag between production and delivery, right, we're meeting customer requirements. We're working hand-in-hand on the customer to be able to deliver it to their site. So, you know, that should be rather quick. However, you know, we want to make sure, again, this is the first year of ramping. We want to make sure we have a wide range so we're able to execute on that.

Hey, Lou.

Yeah, so on WestJet, you know, it was two transactions, right? 17 aircraft went into SEI number two via sale leaseback, right? So that allows the airline to continue to operate those aircraft and have flexibility. 10 of those aircraft were acquired by FTI for aerospace products. So really that shows how we're able to work with airlines and buy equipment, you know, outright or work with them through sale leasebacks. As we mentioned earlier, sale leasebacks is really becoming a theme, really, you know, raising liquidity and then saving on shop visits, right? Really, as these aircraft, you know, mature, the biggest cost is going to be around shop visits and we provide a solution for these airlines. So we have very strong relationships and we're expecting to execute on a lot of sale leasebacks.

and SEI 2.

Yep. And just to follow on to David's point, the majority of those aircraft did close in Q3, and that's reflected in our guidance numbers and cash flow.

No. So these were specifically for aerospace products. So those engines are going to be harvested to ultimately be rebuilt and then sold on to customers. And then for the airframes, we plan on recycling capital for those. So this would not be reflective of leasing.

Yeah. I mean, ultimately, these are unserviceable. We won't – the initial 10 that David spoke of, we're not planning on sale leasing back directly. These are going to be used for our aerospace products business. Which is the same as what we've done. If it's unserviceable, it goes into aerospace products, and it's never done – we've always treated it that way.

Yep.

Well, I think probably there's a couple of unifying themes. One is, you know, how we partner with customers and that we provide a, you know, comprehensive package of solutions. And that package of solutions sort of they all feed off and help each other. And so it's a very, I think it would be that each of our business activities supports and helps the other business in a unifying way, in an additive way. So we don't, you know, we really, as I've said for many years, we don't think of ourselves as a sum of the parts where we have businesses that don't interact with each other. We have businesses that are all supporting each other to ultimately provide the customer with a higher value add.

And this combination that we've built is unique. I mean, no one else has really been able to do this. And it's very, very powerful for the customer to be able to get these products together in a way that addresses their needs.

Well, David's really been putting a lot of the facilities together, but we've been surprised on the upside as to how many facilities exist around the world where people built and had a dream of building an engine maintenance facility, and they built a nice building with tooling, and then they couldn't get business to put in it. And so we continue to find more locations like that where we have a very critical component, which is we can provide engines. And that solves the biggest problem that many of these locations have. And so we think that there's more out there. We continue to source other new ideas.

We don't see 3,000 as a cap in any way. We're going to continue to grow that. And, you know, in some ways the opportunities get easier because we have a track record of having done this now five times where we've delivered and we brought engines in and we've increased employment. In Rome, for example, we went from 60 employees when we bought it to over 300 today. And all you have to do is say call the head of, you know, call ADR in Rome and ask them about us, you know, and they will say, unbelievable. It's amazing, you know, what they did, and they actually overperformed. We told them originally we were going to get to 200 employees, and we went to 300 in half the time.

So this is a, you know, this is a huge value. And if you go to different parts of the world where they're looking for, you know, higher value, you know, high-paying technical jobs, aviation is always very attractive. If you can, you know, generate employment on these types of jobs in communities, you also then get an advantage for the local airline. The airlines are going to support their local production.

And so that's another, you know, competitive advantage you can develop over others. And so it really, it gets back to your regular question is all of these activities, you know, support and feed each other in a very, very positive way. And it's all about helping the customer, you know, help the customer make their job easier, make their costs lower, you know, make it so they have less capital to invest in things they don't want to, like engine maintenance. And they love you. And that's been our mission and our flywheel.

Thanks.

Sure, I can take that, Marnie. So we've yet to provide formal 2027 free cash flow guidance, but we're very confident in the direction of free cash flow for next year. So our guidance for adjusted EBITDA is a substantial step up from 2026. And this growth is also supported by a large portion of inventory we have on the balance sheet today. We have power units already committed with deposits in hand, and we have an integrated supply chain built for scale.

So this business model has significant operating leverage. So as we continue to grow, revenue will grow faster than our fixed cost base, and that will ultimately flow next year and beyond into greater margin in cash. So we'll continue to benefit from economies of scale, and then the fact of the sharing infrastructure between power and airspace products ultimately means that we'll continue to see free cash flow conversion improve year over year.

Okay.

I will now turn the call back to Charlie for closing remarks. Thank you all for participating in today's call. We look forward to updating you again after Q4. Have a nice day.

This concludes today's conference call. Thank you for participating and you may now disconnect.