Boost Run Q2 2026 Earnings Call Transcript

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Provided by Quartr
August 14, 2026

Key Takeaways

  • Positive Sentiment: Rapid growth and expanding backlog: Q2 revenue rose 270% year over year to $31.1 million, while ARR increased to $145 million from $30 million at the end of 2025. Total contracted revenue value reached $1.9 billion, supported by approximately $1 billion of new Q2 contracts.
  • Positive Sentiment: 2026 outlook reaffirmed: Management continues to target approximately $400 million of exit ARR, with four projects expected to be handed over by year-end and additional capacity coming online through Q1 2027.
  • Positive Sentiment: Liquidity and customer prepayments support deployment: Boost Run reported $120.2 million of unrestricted cash at quarter-end, $134.7 million as of August 12, and $128.4 million in customer deposits. Management expects a sustainable 15%–20% net cash flow margin and cites average customer prepayments of 22% of TCV.
  • Neutral Sentiment: Large hardware procurement under discussion: The $1.44 billion Dell purchase agreement is essentially allocated, and the company is pursuing an additional $4 billion–$5 billion of compute hardware from multiple OEMs. Executives said the procurement is tied to contracted demand and pipeline visibility, but the additional agreements have not yet been completed.
  • Negative Sentiment: GAAP losses remain substantial during the deployment phase: The company reported a $75 million GAAP net loss and $12.9 million operating loss, with results affected by $55.7 million of one-time deferred tax expense, $7.3 million of stock-based compensation, and $1.4 million of debt-extinguishment costs. Rapid expansion also drove quarterly depreciation and amortization to $18.1 million.
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Earnings Conference Call
Boost Run Q2 2026
00:00 / 00:00

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Operator

Good morning, and thank you for standing by. Welcome to the Boost Run Inc. second quarter 2026 earnings call. All participants are currently in listen only mode. After the speaker's remarks, there will be a question and answer session. To ask a question, you will need to press star 1 1 on your touchtone telephone. Please note this call may be recorded. I would like to turn the call over to Cassidy Patterson, Investor Relations. Please go ahead.

Cassidy Patterson
Company Representative at Boost Run

Thank you, and good morning, everyone. Welcome to Boost Run second quarter 2026 earnings conference call. Joining me on the call today are Andrew Karos, Founder and CEO, Erik Guckel, CFO, and Harilaos Georgakopoulos, COO. Before we begin, I'd like to remind you that today's discussion will include forward-looking statements within the meaning of the Federal Securities law, including statements regarding our expected future financial performance, annual recurring revenue, contracted revenue backlog, net cash flow margin, and capital expenditure levels. Actual results may differ materially from those contemplated by these statements. Factors that could cause results to differ are described in our filings with the SEC, including the Risk Factors section of our most recent Form 10-Q. We undertake no obligation to update these statements except as required by law.

Cassidy Patterson
Company Representative at Boost Run

We will also discuss certain non-GAAP financial measures, including ARR, run rate revenue, net cash flow margin, and our TCV/CapEx ratio. These measures should not be considered in isolation or as substitutes for the most directly comparable measures prepared in accordance with GAAP and may not be comparable to similarly titled measures used by other companies. A reconciliation of each historical non-GAAP measure to the most directly comparable GAAP measure is included in the appendix in today's investor presentation. With that, I'll turn the call over to Andrew.

Andrew Karos
Founder and CEO at Boost Run

Good morning, everyone. Thank you for joining us. This is our first earnings call as a public company. I am not going to spend time on how we got here. I want to talk about where we are going. This team built Boost Run from the ground up, and we have never been more excited about what is in front of us. I will cover the results briefly, spend most of my time on how we run this business, and Erik will then take you through the financials. To set the context of today's discussion, Boost Run today is roughly a $1.6 billion company, yet we sit in the same conversations, compete for the same customers, and participate in the same NVIDIA programs as companies 10 times our size. This access is earned.

Andrew Karos
Founder and CEO at Boost Run

We believe that if we continue to execute, Boost Run has significant opportunity to grow from here. We believe Boost Run will play a major role in the AI revolution, and what we hear from customers and partners every day gives us that further conviction. Partners choose Boost Run because we bring capacity online faster than the market expects in accordance with reference architecture at compelling economics, and with a compliance posture that regulated industries like financial services and healthcare demand. Our pipeline today is the largest in our history in project size, number of opportunities, and diversity and quality of customer. Quarterly update. Q2 revenue was $31.1 million, up approximately 270% year-over-year and approximately 260% from the first quarter. We signed significant contracts worth approximately $1 billion in TCV in Q2.

Andrew Karos
Founder and CEO at Boost Run

Long-term contracted revenue, or TCV, stands at $1.9 billion, with an average duration of approximately 3 years and an average prepayment of 22%. We obtain prepayment on every deal we close. We expect to continue deploying capacity through fiscal year and into Q1 2027, bringing the full $1.9 billion of TCV live in production. We operate 6 data center locations, with 3 more coming online over the next 6 months, and our expanded partnerships bring total accessibility to 253 megawatts, with more to come. We currently expect to exit fiscal 2026 with approximately $400 million of annualized reoccurring revenue. Our $1.44 billion purchase agreement with Dell is essentially fully committed and allocated, and we are in the process of a strategic procurement of an additional $4 billion-$5 billion of compute hardware with multiple OEMs.

Andrew Karos
Founder and CEO at Boost Run

Upon completion on the terms we are pursuing, that would be a step change in the scale of this company, anchored by contracted demand and pipeline visibility, and it would allow us to monetize the power commitments we can access today. We are not speculating on hardware. We invest in capacity based on visible trends and continued customer interactions, positioning ourselves ahead of the market rather than reacting to it. We look forward to sharing exciting announcements over the coming months, new customer agreements, expanded capacity partnerships, and further progress on this procurement. Demand has not been our constraint to date. Everything we sold this quarter was contracted before hardware was energized. Inference demand is currently heaviest, and we see no ceiling on it. AI adoption is moving from experimentation into production faster than customers can source capacity.

Andrew Karos
Founder and CEO at Boost Run

We compete on the same calls for the same customers as providers many times our size. Quality wins those conversations. We are in active discussions with some of the largest GPU consumers in the world, with requirements ranging from 10,000 to 50,000 GPUs. Those discussions are not yet contracts, and we will announce them only when they are. Here is the math that matters. Given the choice, under the current market conditions, we are preferentially deploy 4 25-megawatt sites over 1 100-megawatt site every time. 4 sites come online faster and in parallel, using a templatized design that has been battle tested across hardware generations and locations. Same capacity, delivered sooner with less risk, repeated throughout the year. That is a multibillion-dollar capacity, and the right question is whether we can run that playbook multiple times a year. We built this company to do exactly that.

Andrew Karos
Founder and CEO at Boost Run

A moment on NVIDIA, because the partnership is central to our strategy. Boost Run is an NVIDIA cloud partner and an NVIDIA Exemplar Cloud, one of the smaller number of providers strictly adhering to NVIDIA's reference architecture, and every certification we earn opens the door to the next customer. We work directly with NVIDIA on standardized capacity designs that we deploy consistently across sites, all of which are approved to conform with NVIDIA reference architecture standards. While our platform is architected to support and accelerate at scale, NVIDIA's next-generation technologies sit at the center of our roadmap. Our ongoing collaboration gives us meaningful visibility into what's coming, and together, we are exploring deployments at scale that could meaningfully expand our footprint. Partnerships like this are built on execution, and that remains our focus. Boost Run is built around four core inputs that drive our continued growth. One, the customer.

Andrew Karos
Founder and CEO at Boost Run

Deliberately diversified portfolio selected on sector, project size, concentration, and creditworthiness. Reached through direct sales, channel partners, and Boost Run's platform for on-demand access. Second, co-location. We do not own our data centers. We partner with multiple providers and align CapEx with our expanded footprint. Third, access to hardware. A multi-forward-looking approach with our OEM partners and NVIDIA procuring in advance to meet customer demand in a capital-efficient manner. Fourth, finance. Strong relationships with multiple finance partners, allowing us to scale responsibly through prudent use of leverage across short- and long-term structures. We run this company with a focus on operating cash flow by partnering rather than owning data centers. We avoid tying up billions in real estate, eliminate multi-year lead times, and keep capital pointed at revenue-generating hardware. The discipline shows in the numbers.

Andrew Karos
Founder and CEO at Boost Run

Adjusted SG&A was roughly $6.4 million against $31.1 million of revenue, about 20% meaningfully below our peer group, with a reconciliation in our supplemental materials. We use the technology we sell. We run AI inference across our own operations, and productivity gains are real. How do we finance profitability growth? Six steps. A rigorous execution plan for every project, with detailed project management and delivery milestones. A required prepayment on every customer agreement, averaging 22% of TCV. Those prepayments are combined with the operating cash flow, and where needed, balance sheet equity to finance each project. That combination is intended to position every project to generate positive project NOI. As contract duration extends, our TCV to CapEx ratio continues to increase to 1.4 and above. We optimize duration to capture the on-demand market, which delivers higher pricing and higher margins through our purpose-built Boost Run platform.

Andrew Karos
Founder and CEO at Boost Run

On that last point, currently more than 12% of our revenue comes from short-term on-demand contracts through the Boost Run platform. That is an intentional portfolio construction carrying higher pricing and higher margins, and very few in our space have sustained it at this scale. It is a durable, competitive advantage. Erik, over to you.

Erik Guckel
CFO at Boost Run

Thank you, Andrew, and good morning, everyone. I am incredibly proud of the financial foundation we have built. Our second quarter results reflect both the aggressive scaling of our infrastructure and the unique accounting dynamics of closing our go-public transaction. For the three months ended June 30, 2026, total revenue was $31.1 million, a 270% increase from $8.4 million in the prior year period. This was driven by lease revenue from our GPU rental fleet as we deployed new server capacity to meet our backlog and continued to deploy long-term bespoke assets for our customers. This growth is consistent with the trajectory we've shown investors, with our annual recurring revenue growing from $30 million at the end of 2025 to $145 million as of June, and we currently expect to reach approximately $400 million by year-end.

Erik Guckel
CFO at Boost Run

Our total GAAP operating costs and expenses for the quarter were $44 million, resulting in a loss from operations of $12.9 million. As Andrew mentioned, we are in a rapid deployment phase. We entered into multiple new finance lease agreements for GPU servers during the first half of the year in support of our continued project deployment. As a result, depreciation and amortization rose to $18.1 million for the quarter, while cost of revenue, co-location lease cost, and general administrative expenses scaled alongside our operational footprint. Turning to our bottom line, we reported a GAAP net loss of $75 million for the quarter. This result is heavily impacted by one-time non-cash items associated with our public listing, and I'd like to break down the components of the transaction that impacted this result.

Erik Guckel
CFO at Boost Run

First, because Boost Run transitioned from a non-taxable partnership to a taxable C Corp entity upon closing the transaction, we recognized a one-time income tax expense of $55.7 million to establish deferred tax liabilities. This charge is primarily one time in nature. Second, our general administrative expenses include a $7.3 million non-cash stock-based compensation charge for equity awards that vested upon the transaction close. Third, we recorded a $1.4 million loss on early debt extinguishment as we paid off our short-term bridge loans using the transaction proceeds to clear our balance sheet. These one-time non-cash adjustments total $64.4 million. When adjusting for these transaction-related and non-cash items, we believe our underlying operating leverage becomes much clearer. We currently expect to achieve a sustainable net cash flow margin of 15%-20% moving forward, driven by project cash flows and the substantial upfront payments we collect from our customers.

Erik Guckel
CFO at Boost Run

As of June 30, we held $128.4 million in total customer deposits, $34.9 million current and $93.5 million long-term, representing cash already collected for future compute delivery for multiple bespoke projects scheduled for delivery in 2026 and 2027. Our balance sheet is strong. We ended the quarter with $120.2 million in unrestricted cash, plus an additional $13 million in restricted cash securing our data center letter of credit, bolstered by $114.1 million in net proceeds from the business combination. Additionally, we saw $43.4 million in cash proceeds from the exercise of 4,112,176 public warrants. As of August 12, our current liquidity remains solid with $134.7 million of unrestricted cash on hand. We continue to sign new agreements and have also activated a warrant exercise within the boundaries of our transaction that continues to augment and simplify the balance sheet. The warrant exercise period expires on August 20.

Erik Guckel
CFO at Boost Run

As of August 12th, we have realized exercise proceeds of $74.5 million and continue to anticipate further exercise ahead of the deadline. All short-term bridge debt was extinguished at transaction closed. Our active backlog continues to grow as we strengthen existing partnerships in the AI inference and training sector while diversifying our exposure to financial services and healthcare, leveraging our deep expertise and certifications in both markets. Our total contract value, TCV, is currently $1.9 billion, supported by new long-term three-to-four-year agreements, and our 2027 pipeline is built out for success. We remain well-capitalized to execute on our strategy and deliver long-term value to our shareholders. Looking ahead to the rest of 2026, we believe our visibility is exceptional. We have an established backlog, deep qualified pipelines, and we continue to aggressively secure the colocation, power, and hardware required to meet our customers' needs through the 2027 and 2028 period.

Erik Guckel
CFO at Boost Run

Our assigned projects are in active deployment in support of our financial projections, and we are expecting to hand over four projects by year-end. We continue to innovate on financing structures beyond the equipment financing approach used to date and expect to provide additional color and progress on this over the next quarter. I'll now hand back to Andrew for his closing remarks.

Andrew Karos
Founder and CEO at Boost Run

Heading into the second half, we continue to execute the backlog, bring new sites online, and convert pipeline into multi-year commitments. We reaffirm our fiscal 2026 target of approximately $400 million in exit ARR with a cash flow discipline that defines this company. We believe the AI revolution is in its earliest innings, and Boost Run is built to play a major role in it. To our customers, our partners, NVIDIA, Dell, Lenovo, and the Boost Run team, thank you. At this point, we are more than happy to take any questions from those on the call.

Operator

Thank you. If you'd like to ask a question, please press star 11. If your question has been answered and you'd like to remove yourself from the queue, press star 11 again. Our first question comes from Gil Luria with D.A. Davidson. Your line is open.

Gil Luria
Gil Luria
Analyst at D.A. Davidson

Good morning. Just have a couple. The first one is in terms of approach. You are adding capacity very quickly, and you can use it in a couple of different ways. You can sign large agreements with some of the large labs that have a tremendous amount of demand locked out in for a few years, or you can sell more discreet, smaller pieces, smaller time frames. What is your approach at the spot market, which is much, much more favorable right now but won't give you as much visibility longer term. What is your approach for deciding how to divide up that capacity?

Andrew Karos
Founder and CEO at Boost Run

Hey, Gil, nice to hear from you. Thanks. On behalf of your question, what approach are we taking towards the demand and spot market? I think I first want to identify anytime you look at Boost Run. Essentially, when you peel back everything, number 1 is the risk management aspect. What does that mean? That means we have to have a certain amount of time duration allocated to each time slot. When we started Boost Run from scratch, we didn't back out of that thought process. What that means is we started with on-demand, and we started in the spot market, and it is something we understand very well. Then we grew to 2-month, to 3-month, to 1-year, to 2-year, to 3-year contracts. Now we are up to 4, and now entering into future agreements that are even longer.

Andrew Karos
Founder and CEO at Boost Run

The key part is what type of margins are we getting in that front-end spot market and on-demand, and on a comparable to the further out on the curve. It is also important to understand that going further out and locking in pricing is obviously risk management mitigation. The driving factor is what supply do we have? How much do we want to put on there? Then also understanding our pay-down of our debt structure as well. I could talk at length about this, but you also have to understand, when you get into the financing and you get into the debt structure, a lot of times you will hit walls without having proper debt structure because you are not going to see things financed that are "on-demand." What does that mean? That means you got to go back to day 1 how we started. We self-funded with cash.

Andrew Karos
Founder and CEO at Boost Run

That allowed us to participate in the spot market, and now we are monetizing it then and now as well.

Gil Luria
Gil Luria
Analyst at D.A. Davidson

That's great. It's also a segue to the second question, which is financing the build-out. You did a little bit to quantify the prepayment part of it, but how do you weigh the other pieces, the prepayment versus vendor financing versus market debt versus equity? How do you intend to balance those financing methods for the CapEx in order to meet that first part of the type of capacity sell?

Andrew Karos
Founder and CEO at Boost Run

Sure. When you look into the financing, you mentioned a few different parts of those arms, but let's unpack this. When we look at any debt structure of what we're going into with people, it's very important to understand what are those employing factors. The first one, which is non-starters, customer down payment. So any agreement we enter into, it's very important people understand we de-risk with customer down payment. Getting back to your first question, this ties to duration. The reason I'm bringing duration into this is because when we take a customer down payment, it's very important to understand that composes of their down payment percent times the TCV, the total contract value, which is different than the CapEx of the project. So what you can see is when you go out in duration, you're obviously going to have a higher contract.

Andrew Karos
Founder and CEO at Boost Run

In this specific example I'll give you, say we have a $500 million contract with $250 million of CapEx. If a customer is putting down 15%, that's actually 30% because the TCV is 2 to 1 versus a CapEx. The other key input part is our operating cash flow, which Erik will touch on and I think we've said in our notes as well, is substantial contribution to this as well. Then off our equity on the balance sheet. So we could get very, very granular on this, and I will to a certain degree, but I want to bring in the other point as well. Just with my derivatives and mathematical background, saying in a humble manner, I've had extensive experience working with primary banks with multiple billions, past life and current, and what that results in is knowing what's feasible and what is not feasible.

Andrew Karos
Founder and CEO at Boost Run

The reason I'm splitting those into 2 buckets is because right now you have what you refer to as investment-grade and non-investment grade clients. So there's a big gap in the market right now on non-investment grade clients on financing versus the investment grade. We feel our tactical approach, working with our finance partners, we've made tremendous ground, and that's been proven by executed deals we've done and additional ones that are in flight. The last part of my comments on this is AICP. It's a well-known publicized program with NVIDIA, and obviously NVIDIA's investment grade. At the appropriate time, we can get into more details on that. We obviously have seen different things come across our desk, and we continue to evaluate all those as needed and explore those opportunities that are presented to us as well.

Gil Luria
Gil Luria
Analyst at D.A. Davidson

Well, that is great. Really appreciate it. Thank you.

Operator

Thank you. Our next question comes from Greg Lewis with BTIG. Your line is open.

Greg Lewis
Greg Lewis
Analyst at BTIG

Yeah. Hi. Thank you and good morning, and thanks for taking my questions. Just real quick on the warrants. I believe the company has the right to exercise those. Just as we think, I think there is around, I will let you talk, but how many warrants are left to be unexercised? Just in the event that they are not exercised by August 20, I believe the company can call those at a penny. I just want to fully understand how the warrants will kind of work over the next week.

Erik Guckel
CFO at Boost Run

Yeah. Hi, this is Erik. Just to speak to that, yes, I think everything that you said is true, Greg. We have about 4.9 to 5 million warrants still outstanding that are going to expire, I guess, for redemption on the 20th of August. You are correct, if they are not exercised, it is a penny buyout kind of situation.

Greg Lewis
Greg Lewis
Analyst at BTIG

Okay, great. This is only working in your favor. Then just on the new lease announced this morning, I realize there's a lot of moving parts to standing up to compute, but could you kind of maybe walk us through how we should be thinking about the pace of those deployments?

Andrew Karos
Founder and CEO at Boost Run

Sure. Andrew Garrett here. Our deployments, as noted on our current TCV in flight, continue to do so through end of year into Q1, and now obviously a lot more will be coming online. The way we should look at the recent agreement we just entered into, this isn't speculative. This isn't, "Gee, is the power really there? Is there a PPA agreement? Are there licensing?" Rigorous process of all check boxes have been completed, and this is already powered, and we plan to bring this into production in end of Q4, which we define as standard unit distribution of our clusters that can stem over a multi-month period. We are very excited about this partnership. I think I also want to echo out the risk management and the speculative part. Very pleased with our Colo partner's experience as well, just from multiple gigawatt historical deployment team.

Andrew Karos
Founder and CEO at Boost Run

They just recently did multi-hundred megawatt deployment, and we consider this to be an excellent strategic combination we're doing here.

Greg Lewis
Greg Lewis
Analyst at BTIG

Okay. Super helpful. Thank you for taking my questions.

Andrew Karos
Founder and CEO at Boost Run

Yeah.

Operator

Thank you. Our next question comes from George Sutton with Craig-Hallum. Your line is open.

George Sutton
George Sutton
Analyst at Craig-Hallum

Thank you, and welcome to the public market. The $4 billion to $5 billion strategic procurement that you are working on with multiple OEMs, can you just walk through what that means in terms of opportunities in your pipeline? Also what you mean by the multiple OEMs. We are aware of the Dell, and we are aware of the Lenovo. I am just curious if you can give us any picture there.

Andrew Karos
Founder and CEO at Boost Run

Sure, George, great to hear from you. In regards to the $4 billion to $5 billion, I think as publicly announced, we have entered into four purchase agreements. We have Dell at $1.44 billion, which we essentially have exhausted in a positive manner. We as a team collectively plan go forward. On the input parameters to that, you obviously need the customers, the Colo, the financial engineering, and the hardware. When you get down to the $4 billion or $5 billion number and then the how factor, I have articulated on that a little, but you want to step back and say, "Who is that going to?" Right now, George, what I can tell you on the forward spend, we are engaged in conversations, obviously, with NVIDIA, with financial institutions, investment-grade institutions, and Frontier Labs. This customer base is anywhere from 5,000 GPUs per user to 50,000 plus.

Andrew Karos
Founder and CEO at Boost Run

As we engage with multiple OEMs, i.e., Dell and/or Lenovo, there are other things that we will get, say, switches, transceivers, whatnot. We get this all under the reference architecture, George, and it is very important that I am not taking out of context what I mean OEM, because what we do is we de-risk our customers when we bring them live by sticking within the NVIDIA reference architecture, which goes all the way through the review architecture board. The OEM core will still be Dell and Lenovo, just for clarity.

George Sutton
George Sutton
Analyst at Craig-Hallum

Can you help the world and understand the benefits of being an Exemplar status with NVIDIA? Also, can you reference the $500 billion program they just put together and what that ultimately could mean for you?

Andrew Karos
Founder and CEO at Boost Run

Sure. Let's start with the Exemplar status. What the Exemplar status is at the time when we entered into that, there is one other cloud, Oracle Cloud, and Boost Run, who obtained that for the B300 status. There's been a few others that joined, but let's hit your question head on. What is that? It's a rigorous testing, FP4, FP8, of performance. Why is this important? It's important because when you're handing off your units, your GPUs to an end user, it's a validation process. That validation process is extremely rigorous, extremely timely, and it has to be statistically proven. This isn't just, "Hey, we passed this." This is a pounding on the network, redlining it to the fullest, and ensuring 95% performance guarantee of the capabilities of the network and the entire stack.

Andrew Karos
Founder and CEO at Boost Run

When you look at that Exemplar status, one, the difficulty of doing it, two, the timeline. Let's get to what that actually means as a result. In respect for all counterparties' privacy, I think let's stay professional here, but George, what I can tell you is the amount of conversations that I've personally been engaged in with founders of companies in large compute performance, I think the best way I can state this is there's some serious frustration about the quality of the compute that's being handed off. When we're able to bridge that gap in a statistical and performance manner, it's a sense of relief. So you have risk management on the financial side, but then you have risk management on the performance and handoff side.

Andrew Karos
Founder and CEO at Boost Run

I don't have privilege to other people's core operations, but what I can tell you is Boost Run is elected to hand off the highest quality of compute. We have zero interest in understanding or engaging in what it means to have faulty hardware or a non-productive handoff. That does not have a pretty price tag. Furthermore, I'm long-winded on this, but it's very important. It's not only the Exemplar status. We work with NVS, which is a video deployment team, and that stems into the architecture review board. Nothing goes into production at Boost Run, and I mean nothing on cluster size, unless it has passed that rigorous architecture review board, which is an actual committee at NVIDIA. Okay? Why is that important?

Andrew Karos
Founder and CEO at Boost Run

If you step back and start decomposing these things, George, and you see these multi-billion dollar handoffs, it's probably important to the primary banks and other institutions who are involved that there's fluidity and no problems. And then also just the reputation of NVIDIA. They want their quality. I think right now, when you get into the $500 billion consortium that has been aligned, I want to move on to that part of your question. I think it's obviously a key component in the ecosystem, and there's what they referred to as the AICP cloud partnership with NVIDIA as well.

Andrew Karos
Founder and CEO at Boost Run

What I can comment on right now is if you decompose what I just said and the importance of it, I'm comfortable saying that NVIDIA is extremely pleased with our performance, and I don't think we'd be engaged with some of the world's top consumers by the dozens and getting this backlog put in front of our face if we weren't. Actions kind of speak louder than words. But on the $500 billion part, I want to watch what I say here. What I can say is we are seeing all traffic from all angles come across our desk, and we continue to evaluate, which I like to refer to as opportunities. And same with the AICP. We think that that program will continue to get extremely interesting, and I think we're going to have a plentiful amount of optionality currently and go forward.

George Sutton
George Sutton
Analyst at Craig-Hallum

Super. Appreciate the answers.

Operator

Thank you. This concludes the question and answer session. I'd like to turn the call back over to Andrew Karos for closing remarks.

Andrew Karos
Founder and CEO at Boost Run

Yep. Thank you everyone for joining. Thank you from the day one investors today, and we look forward in short order, sharing additional information in the coming months and next quarter.

Operator

Thank you for your participation. You may now disconnect. Everyone, have a great day.

Executives
    • Cassidy Patterson
      Company Representative
    • Andrew Karos
      Founder and CEO
    • Erik Guckel
      CFO
Analysts
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