And let's start right there, the fact that you posted a record quarter, and the space space seems to be seeing momentum, including at Firefly.

Yeah, we're really excited, Morgan.

Thanks for having me back on.

Um, you know, record year over year, 659% growth in quarterly revenue, um, breaking $100 million for the first time in our ninth year as a company.

Um, and it's really a testament to all the execution and all the wins that we're getting on things like the moon base.

Uh, we won our fifth and sixth moon contract.

Um, we're really excited about that, being a leader, a leader in lunar missions.

Mm.

How are you able to deliver those efficiencies here while still maintaining the reliability that NASA expects?

Yeah, safety, quality, and reliability is very important to me and our company, and so we're, uh, very focused on enhancing that and basically increasing the reliability and repeatability of all of our products, our rockets and our satellites and our lunar landers.

Um, what we're doing is we are getting reliability through our production processes.

As we're ramping up rate, that actually helps us with reliability and quality.

Um, and so that's something that, you know, you'll see with all the CLPS missions.

We want to maximize the probability of mission success of landing on the Moon or delivering drones to the Moon and Mars.

Uh, so that's something that our company is, uh, committed to and focused on.

So for an investor who's looking at your company right now, what can they expect to see from you in the next 12 months?

How's that tracking and what is going to be different about that mission versus the first one?

Well, we're on track to deliver.

We're targeting no earlier than December this year.

The hard part about this mission is I thought the team could not top themselves from the Blue Ghost Mission 1.

I mean, Blue Ghost Mission 1 got the Collier Trophy, which I still, again, that's surreal to me as well.

It helped the CLPS program, and now the CLPS program went from in the 2 billion-ish to 4 billion-ish for Eclipse 1.0, and then Eclipse 2.0 will be around $6 billion in budget.

Then you got the whole moon-based initiative.

What is the core product?

PNE for me is not as predictable, so consequently

consequentlyI do not do PNEs on a clinic day where I'm doing clinic and procedures.

I set my PNE strictly for my procedure day where I will stack the PNEs one right after the other and doing that because maybe it's just me, I'm not as efficient and so quick to kind of get the PNE, and sometimes I'm, you know, having to struggle a little bit, so I don't wanna slow things down.

So that's at least what's helped me in clinic.

Mike, the more I listen to you, the more I realize we're kind of the same.

You've mentioned this multiple times how you like to have clinic days and procedure days, and some-- you do sprinkle some procedures in clinic in the exact way.

I have procedure days, and actually, one thing that I found very effective, I know this is not for everybody, is I, a lot of times I do Saturday procedure days 'cause the office is empty, so I have access to every single room there is.

What helps with the flow and with ease of the procedure?

Tell us a little bit more about this agreement that you have now with the space based interceptor program and how that affects your revenue mix from here.

Well, that's a very critical program, especially for defending our homeland.

You know, the threats are advanced.

US adversaries are investing and they have operational capabilities to put us at risk.

And so those capabilities that they have They have high speed, they have maneuverability, and they have lead value.

So the way you counter that is with space-based interceptors, along with other multi-domain capabilities, and with AI.

Because we have AI at our company and we're doing no-fail missions like Forge, we're the prime contractor for Forge for the Space Force, where we're taking all the missile warning, missile tracking data from all the sensors in space, processing that high volume at very high rates, in near real time and basically using that to protect our war fighters and our allies.

And off the back of your most recent quarter, what metrics should investors hone in on?

Let's talk about that.

Yeah, we're very honored to be part of the Golden Dome architecture.

It's something that I highlighted in fourth quarter of last year when we did the strategic acquisition of Scitech.

And what Scitech did was it bolstered Firefly's opportunities and our footprint in national security in a big way.

Now, Firefly is a prime contractor on the FORGE program, which is a no-fill AI battle-tested software ground processing capability that's been supporting the conflict in Iran and other conflicts around the world to help keep our warfighters safe and our allies safe.

And so we're going to continue to do more of that, but we can leverage that technology for things like Golden Dome, because Golden Dome is going to need a lot of AI because the threats are...

They're very fast.

But I'm also hearing chatter from entrepreneurs and companies in the space about what it's doing to the labor market with more people staying on at SpaceX to realize the gains in their shares as well.

What, what was your background like, and how did you end up running a, a, a space company?

Well, I mean, I have a, a background growing up in Texas.

Um, went into, um, the military.

Uh, well, there's a, a school called the Air Force Academy that I attended, and I wanted to be a fighter pilot.

And, um, because of eyesight and, and such, um, I wasn't able to do that, but I still, uh, learned electrical engineering, and that engineering curiosity really drew me into, you know, doing, you know, technology.

And so my first job out of the Air Force Academy was running, um, you know, uncrewed aerial vehicle programs.

And so, um, it was amazing because I saw how technology could really help, um, you know, defend our nation.

So, uh, what's driving that growth? Is it just mostly satellites that need to get into space? Is there something else that's also driving that, that backlog?

Mm-hmm.

Um, they, you know, wrung it out at Jet Propulsion Laboratory in Pasadena.

They did hundreds of hours of rehearsals, um, getting ready for the launch and the operations.

It's a 45-day operation.

And then once we landed, uh, it was 14 days.

So the team had two shifts, um, 24/7, and they got through it and celebrated at the very end.

Um, but you know, now we're ready to do it again.

Yeah