Voyager Technologies Fourth Quarter and Full Year 2025 Earnings Call - Raises 2026 Revenue Guide on Record Backlog and Accelerating Defense Demand

Operator: Welcome to the Voyager Technologies Fourth Quarter and Full Year 2025 Financial Results Conference Call. At this time, all participants have been placed on a listen-only mode, and the floor will be open for your questions following the presentation. If you would like to ask a question at that time, please press star one on your telephone keypad. If at any point your question has been answered, you may remove yourself from the queue by pressing star one. Others can hear your questions clearly, we ask that you pick up your handset for best sound quality. Lastly, if you should require operator assistance, please press star zero. I would now like to turn the conference over to your first speaker today, Adi Padva, Senior Vice President, Corporate Development and Investor Relations. Mr. Padva, the floor is yours.

Adi Padva, Senior Vice President, Corporate Development and Investor Relations, Voyager Technologies: Thank you, and good morning, everyone. I’m joined today by Dylan Taylor, our Chairman and Chief Executive Officer, and Phil De Sousa, our Chief Financial Officer. Today’s call includes forward-looking statements, which involve risks and uncertainties detailed in our earnings materials and SEC filings, including the Risk Factor section of our IPO prospectus. We undertake no obligation to update these statements. We will also discuss non-GAAP financial measures. Reconciliation of these measures is available in our earnings materials on our website. I will now turn the call over to Dylan to begin with slide three.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Thank you, Adi Padva, and good morning, everyone. 2025 was a fantastic year for Voyager, which was founded just 6 years ago. 2025 was the first year we operated as a public company, moving from building the platform to rapidly scaling it. We are now well-positioned to accelerate and industrialize our growth in 2026. In fact, based upon a record backlog, we are significantly raising our revenue guidance for the year and will provide more specifics on that raise in a moment. For the sixth consecutive year, we delivered growth. Our defense and national security segment grew significantly, up 59% year-over-year, driven by execution on Next Generation Interceptor and other classified programs. Our backlog increased 33% year-over-year, entering 2026 with $266 million to support our accelerating growth.

During 2025, we raised over $1 billion, including and executing on a successful IPO and issuing a follow-on convertible note, all strengthening our liquidity to fund innovation and strategic growth initiatives. We completed and integrated several acquisitions, expanding our capabilities to meet growing customer demand, which we expect to remain strong in today’s geopolitical environment. These expanded capabilities are enabling us to advance several of our key initiatives, including Golden Dome. We established our orbital data center capabilities, launching the first space-hardened managed cloud infrastructure to the International Space Station. We enhanced our missile defense capabilities with integrated optical technology for Next Generation Interceptor and cutting-edge electric propulsion. We are enhancing space situational awareness with AI-enabled automated target recognition and intelligence analytics for space-based radar systems. Later in my remarks, I will provide more details on Estes Energetics, a significant growth opportunity for the company.

Innovation is key to our strategy. Given the large opportunity set in front of us, we increased our innovation spend in 2025, which includes customer and internally funded R&D to over 20% of revenue. Examples of the outcomes of our efforts include successful critical design review of our throttle propulsion for NGI, new products such as AI-enabled edge computing, patented extraterrestrial manufacturing method for high-performance optical communications, and patented dust repellent coating technology that landed on the moon aboard Firefly’s Blue Ghost lander. We expect to accelerate our innovation spend going forward to strengthen our competitive moats and capitalize on our growing addressable markets. We’re also expanding our innovation ecosystem through strategic partnerships. During the year, we formed new partnerships.

VISTA or Voyager Institute for Space, Technology and Advancement at The Ohio State University is a first of its kind U.S. campus purpose-built to accelerate the commercial space economy with in-space research, manufacturing, and services by bringing together aerospace, defense, and commercial industries, academia, and government. We recently announced partnerships with the University of North Dakota and the University of Connecticut and anticipate expanding this ecosystem to other innovative campuses domestically and internationally. In addition to investing in technology and partnerships, we also continue to invest in our people. We added Paul Tillman as Chief Technology Officer, who joined us from Anduril and was previously at DARPA and Microsoft. John Baum as Chief Marketing Officer, a former fighter pilot who joined us after a successful career at the Department of Defense and was co-founder of Draken.

Most recently, Shoshana Moody as Chief Administrative Officer with experience scaling emerging businesses such as Instacart and Lyft. Moving on to Starlab, a transformational growth engine for Voyager. We view Starlab as a generational investment opportunity. Built as an infrastructure-like platform with the potential to deliver attractive and enduring returns over multiple decades. During 2025, Starlab accomplished meaningful milestones, ending the year by completing our commercial critical design review, a major technical milestone with NASA that validates the maturity of the program and clears the path to full-scale construction of the station. To date, we’ve completed 31 program milestones, generating $183 million of cash receipts from NASA, which underscores both performance and disciplined execution. Many investors attended our first Investor Day in Houston in November, where they also toured the full-scale high fidelity Starlab mock-up at NASA’s Johnson Space Center.

It’s the only commercial space station mock-up in the facility right next to the ISS mock-up, where NASA trains astronauts. During the year, Starlab secured meaningful capital from marquee investors and partners, including Janus Henderson, Sumitomo, Mitsubishi, sovereign fund managers, and Space Applications Services, strengthening Starlab’s balance sheet and reinforcing external confidence in the platform. Finally, we’re seeing strong customer demand, and I’m excited to share with you that Starlab’s commercial payload capacity is fully reserved, providing early visibility into the future utilization and revenue potential. To summarize, in 2025, we strengthened the foundation of our growth engines in national security and commercial space, leveraging our disruptive and innovative platform and multi-use technology stack. Acquisitions will continue to be an integral part of our growth strategy, and our strong financial position supports that effort. Now I’ll review our most recent acquisition, Estes Energetics, now Voyager Energetics, on slide four.

Voyager Energetics strengthens a foundational layer of our missile defense and national security platform. Energetics, propulsion, and critical resources are essential to interceptors, solid rocket motors, and propulsion architectures that sit at the heart of modern missile defense and highly applicable to Golden Dome. In an environment where supply chain sovereignty and domestic manufacturing capacity are strategic imperatives, control over these inputs directly impacts program execution, schedule readiness, and mission readiness. Estes converts a historically vulnerable segment of the value chain into a strategic advantage. Specifically, it provides the U.S. with controlled onshore manufacturing and surge capacity aligned with the Department of Defense’s priorities at a time when freedom of maneuver and deterrence are increasingly important. Voyager Energetics also deepens our vertical integration across propulsion and interceptor architectures, increasing the portion of high-value content we control within missile defense systems.

As programs such as Next Generation Interceptor and other advanced missile defense initiatives transition from development to production, this integration enhances throughput, improves margin durability, and reinforces customer confidence in our ability to deliver it at speed and at scale. This acquisition is a great example of how we intentionally build Voyager, acquiring durable infrastructure-level capabilities that strengthen the industrial base, align tightly with customer priorities, and compound long-term returns for shareholders. Turning to slide five, I’ll now highlight our priorities for 2026. Our top priority for the year is to accelerate growth. First, as I mentioned previously, we are meaningfully raising our 2026 revenue guidance, initially provided at our Investor Day in November to a range of $225 million-$255 million, representing growth of 35%-53% year-over-year.

This acceleration relative to last year and long-term CAGR is driven by demand for our defense and national security technologies. Programs aligned with Golden Dome are expanding in scope and urgency. Signet, now bolstered with new AI capabilities, is also seeing higher customer interest, and importantly, acquisitions are adding to our growth momentum. Our next priority is building a sustainable platform for scaled growth. We recently broke ground on the Voyager American Defense Complex in Colorado, a major expansion advancing the Pentagon’s urgent call for industry to accelerate domestic missile defense and tactical munition supply. The Voyager American Defense Complex will be 150,000 sq ft for advanced manufacturing, operations and testing, and designed to support high volume production of military-grade components, propulsion systems, and energetics used to address the increasing demand from the Department of Defense.

Next, we are making deliberate investments in technology innovation to meet customer demand. Our increased IRAD spend is focused on strategic campaigns directly aligned to customer priorities such as Golden Dome, mission critical advanced electronics, dynamic space operations such as propulsion and navigation, and also AI and autonomous industrialization to shorten lead times from design to output. Finally, 2026 will be a pivotal year for Starlab as we transition to full scale procurement and development. We anticipate NASA will soon release the RFP for the second phase of the Commercial LEO Development Program, or CLD, with a decision later in the year. We are highly confident in the modernized, cost-efficient, and commercially scalable solution that Starlab is delivering to NASA and other key stakeholders. The architecture is designed to provide continuous U.S. presence in low-Earth orbit while enabling a broader transition to commercially led operations.

As the program advances, we are expanding Starlab’s commercial ecosystem, building durable partnerships across mission logistics, life sciences, biopharma, advanced materials, and other high-growth verticals. The approach strengthens demand visibility and reinforces Starlab’s role as an ecosystem, not a single-use platform. The early demand signals as Starlab commercial capacity is fully reserved are reinforcing our confidence. To recap, we closed 2025 very strongly despite a prolonged government shutdown, and our growth is accelerating into 2026, giving us the confidence to raise our full-year revenue guidance. We have tremendous opportunities to capture additional market share, and we’ll continue to fund innovation and IRAD to fully capitalize on these opportunities. With that, I’ll turn the call over to Phil to walk through the financials in more detail.

Phil De Sousa, Chief Financial Officer, Voyager Technologies: Thanks, Dylan. Turning to slide six, I’ll begin with the fourth quarter results. Net sales increased 24% year over year, driven by strong execution in our defense and national security segment. Growth was driven by continued progress on the Next Generation Interceptor program, classified programs, as well as contributions from newly acquired businesses. We ended the year with total backlog of $266 million, a 41% sequential increase from last quarter. This step-up reflects new program awards, expanding scope on existing programs, and contributions from acquired businesses, all of which are significantly improving our revenue visibility and accelerating growth in 2026. Adjusted EBITDA for the fourth quarter was a loss of $21.8 million, compared to a loss of $6.3 million last year. The year-over-year change reflects investments on innovation, talent acquisition, and corporate infrastructure build.

These investments are intentional and place the head of growth, establishing the operational foundation to ensure we scale efficiently. On the bottom line, adjusted EPS was a loss of $0.37. This compared to a loss of $2.09 in the prior year, with comparability reflecting a higher share count following our IPO. Turning to slide 7, I will discuss segment performance for the fourth quarter. Defense and National Security net sales increased 63% year-over-year, driven by execution on Next Generation Interceptor classified programs as well as contributions from acquired businesses. Segment adjusted EBITDA was a loss of $4 and a half million. This, reflecting increased R&D and talent investments. Space Solutions net sales declined 29% year-over-year and entirely due to the anticipated conclusion of a multi-year NASA services contract.

Segment adjusted EBITDA improved to $2.3 million compared to $1.2 million in the prior year. Here, our volume decline was more than offset by favorable mix and disciplined cost management. Today, while Starlab does not generate revenue during the quarter, Starlab continued to achieve NASA milestones, generating cash receipts of $10 million. This highlighting the continued execution, progress, and momentum. It is noteworthy that in addition to NASA milestone cash receipts, we are also seeing very strong support of Starlab from high-quality investors as part of Starlab’s Series A capital raise. I’ll turn to slide 8 to recap our full year performance. For the full year, net sales increased 15% year-over-year. A 33% year-over-year increase, excluding the planned wind down of the legacy NASA contract within Space Solutions.

The growth here was led by Defense and National Security, expanding 59% year-over-year. Adjusted EBITDA for the full year was a loss of $69.9 million, compared to a loss of $30 million last year. Adjusted EPS was a loss of $2.05, compared to a loss of $5.72 in the prior year. Turning to slide 9 for a review of our full year segment performance. Defense and National Security net sales increased 59% year-over-year, while segment adjusted EBITDA was a loss of $4.5 million. Significant growth in Next Generation Interceptor and classified ISR programs were the main growth drivers here. Space Solutions net sales declined 36% year-over-year. As I mentioned earlier, primarily due to the planned wind down of a legacy NASA services contract.

Segment adjusted EBITDA was a slight loss of $0.8 million. Starlab achieved 11 milestones during 2025, and we’ve achieved 31 milestones programmed to date, with milestone-based cash receipts since inception of $183 million. As a reminder, this is part of our $218 million NASA Commercial LEO Development Phase One award to support program development and execution in replacing the International Space Station. Wrapping up here, we’re encouraged by the momentum across our businesses, and we are increasingly confident in our ability to execute on our backlog, scale our business, and deliver long-term value through disciplined growth and strategic investment. Let’s turn to slide 10 and cover our financial position. As we execute our growth strategy, we continue to operate from a position of financial strength and flexibility.

We ended the year with $491 million in cash and access to $213 million in credit facilities. All this resulting in total liquidity of well over $700 million. Our liquidity supports a disciplined, growth-oriented capital allocation strategy. We continue to execute our targeted priorities with four acquisitions, particularly opportunities that enhance our vertical integration or add differentiated capabilities, all the while also funding organic investments to develop new technologies and to further scale our existing platform. Turning to slide 11. We are raising our 2026 net sales guidance to a range of $225 million-$255 million. All this representing 35%-53% year-over-year growth and a clear acceleration from 2025.

This growth is driven by demand in defense and national security, including Golden Dome aligned programs, as well as contributions from other areas. With the wind down of the NASA services contract behind us, we expect to see space solutions once again return to growth in 2026. In 2026, we are making investments directly linked to opportunities we are seeing across our markets. Investment and incremental growth are clearly connected. We are investing because demand is expanding and customers are pulling us into larger, multi-year mission critical programs. Gross margin for the year is expected to be in the mid-teens, reflecting targeted investments in manufacturing capacity ahead of growth acceleration.

Notably, internally funded research and development will increase to approximately 20% of net sales, advancing mission critical capabilities aligned with customer priorities, including national defense initiatives such as the Golden Dome, all the while continuing to also innovate across our existing platforms. We expect modest SG&A leverage as revenue growth begins to absorb public company costs. In addition to innovation investments, capital expenditures excluding Starlab are expected to be approximately $60 million-$70 million. Here we are focused on scaling domestic energetics and munitions production, advanced electronics and propulsion capacity, as well as product line enhancements. Importantly, these investments are tied to programs where we have line of sight to growing demand. Starlab enters its full system development phase in 2026 and is expected to ramp investment levels executing to plan.

Starlab investments, including operating expenses, procurement, and capital expenditures, will continue to be supported by diversified funding sources, including NASA’s CLD program, other government entities, domestic and international, as well as capital markets. 2026 is a pivotal year towards delivering on our long-term financial framework. To emphasize, we continue to target a 25% organic growth CAGR. Gross margins in the range of 30%-35%, resulting in mid-teen adjusted EBITDA margin, excluding Starlab, and low-teen free cash flow margin, again excluding Starlab. Starlab, once in orbit, is expected to generate $4 billion of annual revenues and $1.5 billion of annual free cash flow, providing a significant value creation opportunity for shareholders.

In summary, we continue to invest in growth to support accelerating demand for our mission critical capabilities with a clear line of sight to scale, operating leverage and cash generation as execution builds. This framework balances our near term execution with durable long term value. With that, I’ll turn it back over to Dylan. Thank you, Phil. To wrap up on slide 12. 2025 was a year marked by transformational execution for Voyager, backed by customer momentum and supported by a platform purpose-built for mission urgency and scale. We strengthened our foundation by entering the public markets, delivered strong growth, completed strategic acquisitions that deepened vertical integration, and advanced Starlab through major milestones. Each step expanded capability and reduced risk.

The opportunities ahead across missile defense, national security, and commercial space are funded, measurable, and accelerating, and we are well positioned to convert that demand into sustained growth and long-term shareholder value. I am confident in our team, our strategy, and the strength of our technology stack as we execute in 2026 and beyond. Operator, we’re now ready to take questions.

Operator: Thank you. The floor is now open for questions. At this time, if you have a question or comment, please press star one on your telephone keypad. If at any point your question has been answered, you may remove yourself from the queue by pressing star one. In the interest of time, we ask that you please limit yourself to one question and one follow-up. Thank you. Your first question comes from Ron Epstein with Bank of America. Please go ahead.

Ron Epstein, Analyst, Bank of America: Yeah. Hey, good morning, and thanks for all the detail on the call. Dylan, I was wondering if you could just maybe go into just some more detail on what really prompted the revenue guide and, you know, what you’re feeling really comfortable about to do that.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah. Well, I appreciate it, Ron. Good to hear from you. A couple points I would make. First of all, it’s a terrific environment for our products and services in general. Certainly defense spending, as we know, is on the increase, but probably more importantly than that, structurally, the way the Department of Defense is procuring products and services is evolving, and it’s really playing to our strengths. It’s really leaning into the innovation side of things. Everything is being challenged in terms of legacy programs versus new advanced technologies. That’s playing directly into our strengths. Great environment, record pipeline, record backlog. Then if I dive deeper into the demand signals, it’s really across the board. It’s everything from our advanced electronics capability, which is really seminal to a lot of these programs.

We’re seeing the demand signal very, very strong in propulsion, on multiple programs factoring into Golden Dome. The energetics business that we just acquired, we’re seeing huge demand signals on that as well as the Department of Defense looks to replenish their stockpiles. I would say also on communications, sensing, and data processing, huge demand signals on that as well. It’s really across the board, and that’s why we have the conviction based upon the record pipeline, based upon the record backlog to raise revenue guidance into end of the year.

Ron Epstein, Analyst, Bank of America: Maybe just kind of as a follow-up to that on Starlab. With a NASA administrator set and things seeming more stable at the top of NASA, when would you expect a downselect decision on Starlab?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah. Definitely this year, Ron. We still anticipate a downselect this year. To be more precise, it’s difficult to say. We would anticipate the RFP is gonna come out in the next 60 days or so, and basing that on language that was in the NASA Authorization Act, which has passed committee. If you figure, you know, roughly, I don’t know, 4-5 months for selection once that RFP is out, then that would be sort of late summer, early fall. I would definitely anticipate selection within calendar year 2026.

Ron Epstein, Analyst, Bank of America: Got it. Thank you very much. I’ll jump back in the queue.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Thank you, Ron.

Operator: Your next question comes from the line of Myles Walton with Wolfe Research. Please go ahead.

Myles Walton, Analyst, Wolfe Research: Thanks. Maybe still, you gave us a number of the moving pieces on the EBITDA walk. Could you maybe flesh that out if you want to get to sort of a range? Relating to the higher CapEx, we’ve seen a lot of the missile providers find a way to get what are effectively advances, but basically higher milestone payments coincident with the CapEx expenditures to lessen the load on free cash flow. Could you touch on that as well?

Phil De Sousa, Chief Financial Officer, Voyager Technologies: Miles, I’ll take that first one. Just ask you to repeat the second question for me. From an EBITDA perspective, you’re 100% right. We are guiding to an EBITDA loss in 2026. It shouldn’t come as a surprise. We continue to see tremendous opportunity to grow our business, invest in our business. As part of that, we’re accelerating a significant amount of our own internally funded research and development. We know that there’s a strong signal for demand for our product, for innovative solutions that we already have and are contracted, and the next generation of those. We’re gonna continue to invest in growing our business. We see as strong a signal as Dylan mentioned earlier from the marketplace that that’s going to continue. It’s not just a short-term duration.

We’re gonna continue to invest in our business here in 2026. Important too is as we start to scale and grow through the back half of this year, we anticipate to still, if you would achieve our longer term aspirations of being EBITDA positive, exiting 2027, be free cash flow positive in 2028. That’s, I think, a really important element to make sure that investors and analysts alike understand. We are committed. In fact, if anything, we’re enthused with the increasing demand for our product and see opportunity to actually potentially achieve some of those targets earlier than we had previously anticipated, despite our investment here in 2026.

Myles Walton, Analyst, Wolfe Research: Okay.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Myles,

Myles Walton, Analyst, Wolfe Research: Yeah, go ahead.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Sorry. It’s Dylan. I think just to touch on your second part of your question, if I understood it correctly, we’re seeing tremendous demand on the propulsion missile defense side, across multiple programs. I think, you know, part of what I would want to communicate on that is in addition to Next Generation Interceptor, our technology is quite relevant to other programs. You know, whether it’s THAAD or PAC-3 or some of these others. Two things are happening. One is our technology continues to be relevant to being spec’d in on those programs. Then the second part is the demand for those, let’s say the quantities under those programs are increasing, given the geopolitical circumstances in the world.

Touching on another part of your question, which is there non-dilutive funding and/or milestone payments available for these programs? The answer to that is yes. We’re absolutely driving that and expect, you know, some additional detail and announcements on that as we roll forward into 2026. Right now we’re not communicating any of that quite yet. We’re not in a position to do so, but you’re absolutely right. There is a lot of non-dilutive funding available to accelerate not only these programs, but the quantities on these programs. We’re very optimistic that that’s gonna be very beneficial as we look to scale our propulsion technology as well.

Myles Walton, Analyst, Wolfe Research: Yep. Yeah, that was the question, Dylan. Thank you. Just one follow-up, if I could. The Starlab percentage ownership at this point by Voyager following the fundraising, where does that sit today?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: I believe we can get you an exact number, Myles, but I believe we’re sitting at.

Phil De Sousa, Chief Financial Officer, Voyager Technologies: About 60%.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah, it’s right just up north of 60%. I think it’s 61 last time I checked, but we can get you a precise number.

Myles Walton, Analyst, Wolfe Research: That’s perfect. Thank you.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Sure. Thanks, Myles.

Operator: Your next question comes from the line of Seth Seifman with JP Morgan. Please go ahead.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies0: Good morning. This is Rocco in for Seth.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Good morning, Rocco.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies0: How should we think about growth in defense and national security next year? Should NGI remain the main growth driver, or are there other growth drivers that should be called out?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: In 2026?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies0: Yeah, in 2026.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah. No, it’s really across the board. NGI for sure on the propulsion side of things, that’s a big part of it. I wish I could give you more specificity on the Golden Dome in general, but there are a lot of programs associated with Golden Dome that are being specced in currently. Those announcements, award announcements haven’t been made public yet. Rest assured our technology is quite relevant to those various programs, so stay tuned on that. As I mentioned earlier, in addition to the propulsion technology, we’re seeing huge demand signal on the advanced electronics part of our business, which is really foundational to a lot of defense programs in general. The energetic side, as I mentioned, advanced communications and sensing.

A lot of our SIGINT data processing, this sits mostly in the intelligence community and classified programs. We’re seeing strong demand signals there as well. Yeah, it’s really across the board with an emphasis, I would say, on propulsion. Phil, would you add anything to that?

Phil De Sousa, Chief Financial Officer, Voyager Technologies: Yeah, I’d certainly. Well, one, I’d wanna remind everybody how diversified our defense national security portfolio is today, especially with the strategic acquisitions of ExoTerra and Estes in the back half of last year. To kind of reframe, certainly this past fourth quarter, NGI was a significant driver of our growth. NGI actually grew over 100% year-over-year in Q4. NGI was up about 100% year-over-year in the calendar year 2025. As we enter 2026, bear in mind about $200 million of our backlog sits within defense and national security, and only about 25% of that is actually tied to NGI, which is fantastic.

Program is the base, and we look forward to the scaling of that program as we move from design phase here in 2026 into low rate production and high rate production in 2027, 2028 respectively. Just as a key reminder to investors, we are far more diversified than just Next Generation Interceptor, as important a program as it is to us.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: This final point I would make is, again, record backlog. That record backlog is based upon record pipeline. We really like the visibility we’re seeing and the demand drivers we’re seeing. You know, as a management team, the way we think about value creation is build pipeline. That’s why we’re super excited about the record pipeline. Make sure that we turn that into backlog and of course, with record backlog, which then of course transfers into revenue, EBITDA, and then cash flow. The funnel, Rocco, is just tremendous, and we’re super bullish about the demand signals that we’re seeing.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies0: Right. Digging into that funded backlog in defense and national security, I mean, it’s over doubled quarter-over-quarter. Should we think about the kind of unannounced Golden Dome awards as being the primary driver thereof the growth, or is there another kind of program to call out?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah. It’s not included. Think of this as things that have been announced and things that haven’t been announced or not yet in those numbers.

Phil De Sousa, Chief Financial Officer, Voyager Technologies: Go back to the initial question from Ron asking us about the confidence in our visibility, as you said, in our revenue guide for 2026. Obviously it starts with that record backlog position. It’s also, if you would, and I don’t mean to sound overly enthusiastic. I’m supposed to be the CFO and more of the realist here, but in the room. We are tremendously excited by the pipeline and how that’s going to crystallize for us over the course of not just first half of this year, but even as we extend out to the back half of the year. We know this administration’s gonna be heavy into upping the defense budget, the defense allocations, if you would.

Clearly a lot of the onshoring demand that we’re excited about is not reflected in this backlog. It’s all in front of us in terms of order opportunity for us into our 2026. We have to get through 2026 to, you know, first, but as we look out to 2027, it will make for yet another acceleration in growth profile for Voyager.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies0: Great. Thank you.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Thank you.

Operator: Your next question comes from the line of Justin Lang with Morgan Stanley. Please go ahead.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Morning, Justin.

Analyst (Christine’s substitute), Analyst, Morgan Stanley: Good morning. I’m on for Christine today. Thanks for taking the questions.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: You bet.

Analyst (Christine’s substitute), Analyst, Morgan Stanley: appreciate all the detail at the top on Estes. I was hoping you could provide a little more color on how that business factors into your 2026 outlook and how you think about synergy capture from here. We’ve heard a lot about fragility within the missile propulsion supply base. Just curious if you could size maybe the magnitude of investment required to build out capacity in that business. I have a follow-up. Thanks.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah. I’ll take a stab at that, and I’ll pass it over to Phil, especially to talk about the cost portion. Yeah, the energetics portion of our business is going to be increasingly strategic and critical. If you look at the value chain for, you know, propulsion in missile defense in general, but also factoring into things like munitions, which is another key focus of the administration. Within that value chain, energetics is one of the key components, not only from a value capture standpoint, but also as a critical supply chain input.

It’s at the confluence of not only the fact that this is essential to make these systems work, but it’s also at the confluence of the administration’s priority for critical chemicals, which is the same strategic orientation that they had toward critical minerals like antimony and things like that. That’s a key focus. It also is at the confluence of onshoring, ’cause a lot of these energetics are currently not made in the U.S. There’s a few factors here. One is we can control more of the production inputs, which gives us more control over the supply chain, which ultimately gives us speed to market, which is what the customer’s asking for. Furthermore, it allows us to build out this Voyager ADC, the American Defense Complex, which is relevant to all of our propulsion technologies.

There’s actually some CapEx offset with this, Estes Energetics acquisition we made, where we’re able to use some of their facilities to offset some CapEx that we had anticipated with our TDACS technology. We’re super excited about that. Then the other thing, which isn’t in our numbers, but we’re still, I think, very optimistic about, is all of this is eligible for non-dilutive funding from the government, you know, under this critical chemicals framework and onshoring framework. I think that’s another opportunity for value capture and CapEx offset. When you think about this, Voyager American Defense Complex and what it’s supporting, it’s not only supporting the energetics business, which is a critical input, it’s setting us up for scaled production for our entire propulsion technology suite.

Think of this as a foundational investment that’s gonna lead to huge, scaling and upside on the revenue side for propulsion more generally. We’re super excited about that. I think it’s gonna be ultimately, you know, a critical competitive advantage in moats that we’re gonna have that other providers are not gonna have. Again, I think it’s completely aligned with the administrator’s administration’s goals, stated goals, for these critical inputs as well. With that, I’ll pass it over to Phil.

Phil De Sousa, Chief Financial Officer, Voyager Technologies: Yeah. Good. Again, thanks for the question. One thing I think I’d really start by highlighting is, as we acquire these businesses, the first thing that Voyager looks to do is integrate the businesses into our portfolio. Don’t think of these as a standalone operation kind of going forward. We will quickly integrate them. As Phil mentioned, it’s not just Estes, it’s ExoTerra, it’s our former predecessor, Vallitech business. It’s all really part of our strategic defense portfolio. Estes, along with ExoTerra, this does nothing but strengthen our vertical integration around propulsion. It’s tied to multiple growth drivers, including Golden Dome. Estes alone, from an energetics perspective, adds over $1 billion of opportunity to our pipeline.

Again, back to the backlog, $266 million entering the year, very little of that tied to energetics. The opportunity is all in front of us. We know the opportunity is real. The US government continues to call for it. When we highlight $60-$70 million of CapEx in 2026, of course, that’s all excluding Starlab. A significant portion of that is going to be tied to the Voyager American Defense Complex. Again, it’s not only specifically Estes or energetics related, it’s also tied to propulsion, the broader propulsion portfolio and supporting our grander fluid Golden Dome driver, or growth drivers, I should say, and initiatives.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Got it. That’s great color. Sort of relatedly, just on Golden Dome specifically, as that opportunity set takes shape, just curious from, you know, the signal you’re getting from the customer, if they’re really stressing that industry sort of invest up front here and you’re seeing maybe a pay-to-play type dynamic emerge. Any color there would be helpful. Yeah. Well, again, record pipeline, about $1.6 billion of our record pipeline is associated with Golden Dome opportunities. We’re super bullish on the opportunity that we see. In terms of the procurement strategy, which is really, I think, embedded in your question, we are seeing the customer, the Department of Defense, looking for new ways to incentivize commercial providers to not only spec the technology they need, but to move faster, to develop these systems.

Of course, that need is urgent. I think that plays to our strengths, right? Because we’re more maneuverable, more entrepreneurial, more flexible, more adaptable than certainly a lot of the legacy players in this space are. We actually welcome this, I would say, creative procurement approach that the customer is asking for. Ultimately, you know, keep in mind the technologies that we’re putting into play into Golden Dome have already passed things like critical design review on Next Generation Interceptor, right? This is already proven technology.

Even if it’s a milestone-based contract, we have a lot of confidence that the tech is already going to work, as opposed to, let’s say, developing systems that might have unproven technology being specced in. We could be more specific on the Golden Dome, but you know, currently we’re not able to talk specifically about the specifics of those contracts. I would say generally speaking, the customer is looking for new and innovative ways to procure that are disrupting the status quo approach.

Phil De Sousa, Chief Financial Officer, Voyager Technologies: I think, Dylan, if I could just double down to emphasize. Think of not just the CapEx, but the innovation investment that we have planned for here in 2026. It’s extremely deliberate, and it’s a deliberate investment ahead of growth, not ahead of opportunity. If we didn’t have line of sight to orders in our pipeline, line of sight to larger programs that are scaling in terms of moving from design phase into production phase, we wouldn’t be making these investments ahead of this growth. Just to kind of reiterate our confidence in what that growth profile looks like. Of course, like Voyager has demonstrated in years past, being ahead of the curve, if you would. Not necessarily waiting for the opportunities to knock on our door.

We are positioning ourselves to capture a great share or portion of that share of that market as it unveils and develops.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah. I just want to emphasize one thing. Our record backlog does not include the upside from these Golden Dome opportunities.

Analyst (Christine’s substitute), Analyst, Morgan Stanley: Perfect. Thank you.

Operator: Your next question comes from the line of Greg Konrad with Jefferies. Please go ahead.

Greg Konrad, Analyst, Jefferies: Good morning.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Morning, Greg.

Greg Konrad, Analyst, Jefferies: Morning. You spent a lot of time talking about the defense and national security side. If maybe we could talk about space solutions a little bit. I think you said, you know, now that some of the wind down’s behind them, you expect it to return to growth in 2026. You know, what do you see as the biggest drivers of that? Any way to maybe quantify the growth expectations for space?

Phil De Sousa, Chief Financial Officer, Voyager Technologies: Yes. I’ll take that, Greg. Just a reminder, right? Fourth quarter revenue down entirely driven by the planned wind down of the NASA low margin services contract. As we, if you would, reset 2026, we see continued demand for mission management services on the ISS as it certainly continues to operate today. Think of that as the bridge to Starlab, which we’re already seeing continuous demand. In fact, we know it’s our current mission management services customer relationships managing things on the International Space Station today that’s leading to that overbooked, if you would, commercial demand that we’re seeing on Starlab already.

As we kind of look out to 2026 and 2027, we continue to see low Earth orbit as a demand driver. Looking out even beyond, certainly the focus on lunar. Perhaps we can talk a little bit about the announcement we made today in that space and how that lends itself to that. I think that there’s upside opportunity in space solutions. I look forward to seeing it return to growth in 2026, albeit modest relative to our defense national security business, which is supported by a tremendous amount of backlog entering the year. Make no mistake, space solutions continues to be a growth driver and a growth focus for Voyager.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah. I would just add, so we’re very bullish on space solutions. I know we’ve spent a lot of time talking about the defense side, but we also see great demand on the space solutions side. Just to reiterate our strategy there, we call it the three L’s, which is LEO, lunar, and Lagrange. Lagrange being a proxy for deep space. We’ll have more to talk about on our next space investment, probably on our next quarterly call because that’s fresh. Think of us as focusing on the technologies that enable administration goals in all three of those domains: low-Earth orbit, the lunar environment, and deep space.

We have relevant technology already that applies to all three of those domains, and we’re gonna look to fund IRAD and/or make acquisitions and/or investments in technologies that are again going to address all three of those domains. As Phil pointed out, we see a huge opportunity in lunar and the return to the moon with lunar infrastructure. Then of course, a lot of our foundational mission management business is leading directly to these demand signals we’re getting on Starlab, which is really well positioning us well to capture the majority of the market share available in low-Earth orbit. We’re feeling very bullish about that. 100% of our commercial demand for Starlab is already reserved, which I think is a fantastic outcome given the fact that we won’t be in orbit for another 36 months.

Greg Konrad, Analyst, Jefferies: Maybe just as a follow-up, that’s a good transition to Starlab. Any way to maybe quantify some of the financial impact in 2026? I think most of the numbers you gave are ex Starlab, thinking about, you know, innovation, CapEx, and then it seems like potentially some offset given you’ve sold out the payload capacity. You know, how should we think about the free cash flow usage and any inflows tied to Starlab in 2026?

Phil De Sousa, Chief Financial Officer, Voyager Technologies: Yeah. Yep. Yeah, Greg, I think really important to note, in terms of planning cash flow around Starlab in 2026 is one, I am driving at, think of it as a cash neutral profile, meaning it’s not just about free cash flow, but it’s also about our successful fundraising for Starlab, and that’s non-dilutive capital as well as dilutive capital through our successful, Series A for Starlab that’s been ongoing. We anticipate obviously, NASA to step in, during the year as well, but it’s gonna be also other international space agencies. As we kind of start to approach the latter part of the year, we’ll start to, expect some pre-advance, fundings, to come in from customers already.

To that point, I’ll highlight. I know we’ve talked a lot about our record backlog and the $266 million, but just to highlight and be fully transparent with everybody, there’s actually $6 million of backlog associated with Starlab, which is quarters ahead of when I would have expected to actually have hit. Back to the growing demand, growing necessity for a low Earth orbit replacement for ISS and Starlab’s great position to do so. We feel great about that from a financial perspective. Starlab is intended to be, if you would, cash neutral for the year. We do anticipate free cash flow to be a cash outflow that will be funded by both dilutive and non-dilutive capital coming into the year. I think that’s the important piece to highlight.

From a Voyager perspective, just to remind everybody, the JV structure actually reduces Voyager’s capital exposure to Starlab. Our diversified funding within Starlab itself limits Voyager’s capital burden. Again, just to highlight the early demand visibility, the diversified customer base we see for Starlab gives us tremendous excitement as we look out to later in 2026 and certainly 2027, as we start to move from design into actually constructing the new station.

Greg Konrad, Analyst, Jefferies: Thank you.

Phil De Sousa, Chief Financial Officer, Voyager Technologies: You bet.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Thank you.

Operator: Your next question comes from the line of Michael Leshock with KeyBanc Capital Markets. Please go ahead.

Michael Leshock, Analyst, KeyBanc Capital Markets: Hey, good morning. I wanted to ask on the government shutdown and what you’re expecting from the catch-up there and how that plays out in 2026. Is there one quarter that might see the biggest benefit or is that relatively consistent as the year progresses?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: I can take that.

Phil De Sousa, Chief Financial Officer, Voyager Technologies: I can take that as well. Good morning, Mike. Thanks for making the call. You know, the government shutdown had a minor, if you would, impact or relatively small impact on us actually in the fourth quarter. Probably would have had even bigger backlog, even more orders to report in Q4, if not for the prolonged government shutdown. As excited as we are about, you know, total record backlog of $266 million, that would have been higher. I look forward to Q1 and certainly Q2 being perhaps a little bit higher in terms of orders than perhaps historically speaking we would have seen. From a revenue perspective, that delay, if you would, in the fourth quarter probably means our first quarter will be a bit muted from an actual revenue crystallization perspective.

We would anticipate revenue to accelerate through the year in 2026. The government shutdown, for what it’s worth, doesn’t necessarily impact Voyager that significantly. The underlying demand drivers here, these national security growth drivers are not, if you would, temporary. Obviously, with the geopolitical environment that we’re in today, you know, last quarter, we were talking about the impact potentially of, well, the prolonged impact of the Ukraine war with Russia. Now we have the Iran conflict, et cetera. If anything, these things are just depleting our national security resources, and Voyager is well-positioned to replenish that. It’s not gonna be a 6- or 12-month resupply mission. This is gonna be a multi-year growth support driver for Voyager.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah. The only other thing I would say is that, you know, given the fact that we were shut down for half of the fourth quarter, right, 45 out of 90 days, the fact that we essentially hit our revenue target, I think is a very good fact, and I think shows not only the resilience of the diversification of the business and again, exiting the year with record backlog, record pipeline, raising revenue guidance, you know, all on the heels of a prolonged government shutdown, I think is a very good, very good fact.

Michael Leshock, Analyst, KeyBanc Capital Markets: Then on the NGI program, can you provide any color on next milestones or key watch points for NGI to hit its target for LRIP in late 2026? Is there any facility or capacity expansions that are needed to hit your targets and kind of drive the strong growth that you’re seeing there?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: You want to take this one?

Phil De Sousa, Chief Financial Officer, Voyager Technologies: Yeah. No. NGI, as we’ve said, we work very closely obviously with the prime Lockheed Martin there. Just a case in point, we’ve continued to stay on time and stay on schedule from our perspective, irrespective of other potential supply chain issues. Ultimately, we will take that final order, if you would, for low rate production from the customer when it’s ready. We do anticipate those orders to come in the second half of this year as we move into low rate production next year. As far as the manufacturing capacity and investment, to be clear, we are investing in the Voyager American Defense Complex ahead of demand for Golden Dome opportunities in excess or I should say incremental to Next Generation Interceptor. We know those opportunities are real.

We’re working very closely with other primes not named Lockheed Martin as an example, on various, if you would, initiatives, various programs. That’s the reason why we’re making that investment. That said, we are well-positioned, if you would, to scale on NGI when Lockheed is good and ready.

Michael Leshock, Analyst, KeyBanc Capital Markets: Great. Thank you.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Thanks, Mike.

Operator: If you’d like to ask a question, please press star one on your telephone keypad. Your next question comes from the line of Sam Brandeis with Wedbush Securities. Please go ahead.

Sam Brandeis, Analyst, Wedbush Securities: Hi, everybody.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Hey, Sam.

Sam Brandeis, Analyst, Wedbush Securities: Hi, Sam Brandeis on for Dan Ives. Looking ahead to 2026, can you walk us through the 2 or 3 most critical growth drivers or milestones, whether contract awards, Starlab development targets, program execution gates, that you would point to as the clearest proof points that Voyager’s long-term thesis is well on track?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Well, we got a lot more than three. I’ll try to pick the biggest three. I mean, I think a few things. One is continued delivery of our propulsion technology on programs like NGI. I would say more specific to that would be being announced on additional programs of record, including Golden Dome programs, including legacy programs of record. I think evidence that we can hopefully talk about in the public domain here in the near term that would show that we’re getting traction on additional programs, I think would be a key indicator and validation point. That would be, and again, just to re-emphasize, that would be in addition to the record backlog that we’ve already talked about. This is all incremental. I think that’s one thing.

Second key thing would be our ability to scale our production capacity, because that’s really what’s going to set us up for a remarkable 2027 and 2028, both from a revenue growth perspective, but also from an operating leverage, EBITDA, free cash flow, all the things that we anticipate. The third thing I would say which is relevant is the successful outcome of CLD phase two, which of course is the space station selection by NASA. We anticipate that selection to happen within calendar year 2026, and we feel very good about our strategic position there. Just to emphasize, we have ample liquidity, you know, lots of dry powder on the balance sheet. We’re seeing huge opportunities, not only for internal investment to drive growth, but also still on the acquisition side as well.

Those would be three kind of pillars that I would put out there and we have a lot more than just those three, but I think those are three to keep an eye on.

Sam Brandeis, Analyst, Wedbush Securities: Great. Thank you. You guys made five acquisitions in 2025. Where do you think are the remaining capability gaps in the portfolio? When do you think the strategy shifts from capability filling to driving scale as the company further matures? Thank you.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: I think we’ve already made the pivot or shift to that second part. We are in scale mode for sure. I think on the capability side, there are a few areas that we’re still, you know, interested in exploring. Anything in power and propulsion, we’re gonna continue to look at the value chain there. How do we go faster? How do we scale capability and production availability? We’ll also be responsive to the needs of the customer as we have been with this critical chemicals and onshoring initiative that we talked about. On space exploration, I think the lunar environment is something that we’re really keen on. There’s a huge opportunity there with NASA’s focus on going back to the moon and going back to the moon to stay.

We’re very well positioned with our technology to be a major player in that domain as well. I think those are two key areas. I think, you know, our acquisition pipeline is quite robust, and we’re seeing a lot of opportunities there. I think, one way to think about this might be geographic expansion as well that would lead to other customers around the world that, you know, would be non-US-based. I think that’s a huge growth opportunity for the company. Nothing imminent there, but I think that’s another, you know, another area that we can scale our business. Those are some thoughts and, you know, happy to dive deeper with you on any of those points.

Operator: Thank you. Mr. Padva, I’d like to turn the conference back over to you.

Adi Padva, Senior Vice President, Corporate Development and Investor Relations, Voyager Technologies: Thank you very much. We’ll now take a couple of questions from Say Technologies. First one. As Voyager seeks to grow content on additional missile programs, how should we think about the incremental investment required to supply programs like PAC-3 or others which have higher production rates relative to Next Generation Interceptor?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yeah. Well, thank you for the question. I really appreciate that. A couple ways to think about this. Our Voyager American Defense Complex, we’re building that out in anticipation not only of addressing the record pipeline that we have, but scaling from there. This would be existing programs of record, missile defense programs of record like PAC-3, like THAAD, like Trident, like others. In addition to that, opportunities on things like Golden Dome, which you know, haven’t been announced publicly yet. Think of the American Defense Complex as setting the table for us to take advantage of all these demand signals that we’re seeing. You know, we’re confident with the investment that we’re planning in 2026 for the Voyager ADC.

We won’t have additional incremental investment in order to capture these large pipeline and backlog opportunities that we see. We feel very good about that.

Adi Padva, Senior Vice President, Corporate Development and Investor Relations, Voyager Technologies: The next question. Given that NASA is expected to award the CLD phase two later this year, what is Voyager’s strategy in case NASA further delays the phase two selection to 2027, for example? Do you have any other financing to maintain the 2029 launch schedule without the federal funding?

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Yes. Well, we don’t anticipate a delay outside of calendar year 2026. There was a NASA authorization bill that just cleared the Senate Commerce Committee here recently, and it specifically says the RFP, I think it’s within 60 days. So I don’t anticipate the RFP pushing in or the selection pushing into 2027. The other thing about the Starlab joint venture model is it’s fantastic from a Voyager perspective because there’s a lot of capital flexibility in that model. So the cost structure itself. Well, first of all, the JV is actually raising third-party capital into the JV, so that’s one key point.

The second key point is the way the joint venture is set up is a lot of the cost structure is in procurement and integration, and those things can be modulated, and the time that those costs are spent can be chosen at our option, as opposed to, you know, let’s say some of the competitors have very heavy run rate cost structure. If there’s a delay in procurement on their side, their cash burn is extremely high. Our model is different, and that gives us much more capital flexibility in our approach.

Adi Padva, Senior Vice President, Corporate Development and Investor Relations, Voyager Technologies: This concludes our question. I will hand it back to Dylan for closing remarks.

Dylan Taylor, Chairman and Chief Executive Officer, Voyager Technologies: Well, thank you everybody. We’re super excited about our 2025, the record backlog that we have going into 2026, the growth opportunities we see in the company throughout all of our growth vectors, including power and propulsion, energetics, space solutions, Starlab, and the like. With that, want to thank everybody for joining the call. Thanks for your interest in Voyager Technologies, and we look forward to speaking with you after we wrap up Q1. Thank you.

Operator: Thank you. This concludes today’s Voyager Technologies fourth quarter and full year 2025 financial results conference call. Please disconnect your lines at this time, and have a wonderful day.