Good afternoon, ladies and gentlemen, and welcome to the EchoStar Corporation conference call for fourth quarter 2021. At this time, all participants are in a listen-only mode, and later we will conduct a question-and-answer session, and instructions will follow at that time. If anyone should require any assistance during the conference, you may press star zero. As a reminder, this conference call is being recorded. I would now like to turn the conference over to your speaker today, Mr. Terry Brown. Thank you, operator, and good afternoon, everybody, and welcome to our earnings call for the fourth quarter of 2021. I'm joined today by Charlie Ergen, our chairman, Michael Dugan, our CEO, David Rayner, COO and CFO, Pradman Kaul, President of Hughes, Anders Johnson, Chief Strategy Officer and President of EchoStar Satellite Services, and Dean Manson, General Counsel and Secretary. As usual, we invite media to participate in a listen-only mode on the call and ask that you not identify participants or their firms in your report. We also do not allow audio recording, which we ask that you respect. Let me now turn it over to Dean for the safe harbor disclosure. Thanks, Terry. All statements we make during this call, other than statements of historical fact, constitute forward-looking statements made pursuant to the Safe Harbor provided by the Private Securities Litigation Reform Act of 1995. These forward-looking statements involve known and unknown risks, uncertainties, and other factors that could cause our actual results to be materially different from historical results and from any future results expressed or implied by the forward-looking statements. For a list of those factors and risks, please refer to our annual report on Form 10-K filed today with the SEC. All cautionary statements we make during the call should be understood as being applicable to any forward-looking statements we make wherever they appear. You should carefully consider the risks described in our reports and should not place any undue reliance on any forward-looking statements. We assume no responsibility for updating any forward-looking statements. I'll now turn the call over to Mike Dugan. Thank you, Dean. Good morning, everyone. Actually, good afternoon here in Mountain Time. Welcome to our earnings call. The EchoStar team delivered another solid performance throughout 2021, with year-to-year growth in revenue, net income, and adjusted EBITDA. We continue to supply the connectivity on which millions of consumers, enterprises, government agencies, and communities depend. I am proud of the team's efforts and accomplishments and take pride in our ongoing innovation and industry leadership. Our agenda for the call today is to have Pradman and Anders provide updates on their business segments, followed by Dave Rayner, who will discuss our financials in more detail. From there, we will turn the call over to Charlie to address the change in management that was announced on Tuesday. We will then close as usual with a question-and-answer session. Pradman. Thank you, Mike. I'd like to echo Mike's comments and say that I'm extremely proud of our team's performance and our financial results. Hughes' 2021 revenue and adjusted EBITDA were our highest on record. 2021 revenue increased 5%, and adjusted EBITDA increased 9% over last year. Our adjusted EBITDA margin in 2021 was 40.4%, 150 basis points higher than 2020. These strong financial results are driven by our innovative products and connectivity solutions and the efficient management of our business. We continue to focus our efforts on optimizing financial returns while investing in technology solutions to grow our business. Now let's turn to some specifics on the fourth quarter, beginning with North America. We continue to manage our U.S. consumer broadband sales and marketing efforts proactively to optimize our service to existing subs. This is especially critical as we manage the business within our current capacity constraints. Not surprisingly, our U.S. subscriber base declined by approximately 30,000. At the same time, our U.S. retail ARPU remains strong because our subscribers' bandwidth usage continue to grow. We expect these subscriber and ARPU trends to continue in the near term as consumers use more and more data. Which is why we have adjusted our consumer service plans in the U.S. to offer more data and help better meet our subscriber needs. In short, demand for our service remains high as the large addressable market of unserved and under-served households persists in the United States. Our North American enterprise group had a very strong fourth quarter, with more than $140 million in closed orders. These include upgrades and extensions with seven major customers and the addition of an exciting new brand in the restaurant market. That customer selected a full stack of solutions from us, representing a true business partnership as we manage their networks to help them achieve their business goals. The value of our enterprise solution set was reinforced once again by our industry-leading placement in the Gartner Magic Quadrant for Global Managed Service Providers and the Frost & Sullivan Radar Report. Both our defense and civilian government teams were very active in Q4. In the defense market, we had a major award win with the Department of Defense to provide a standalone 5G private network at a Navy base. For this project, we are in the position as the prime contractor integrating technologies and services from numerous partners to deploy secure 5G capabilities for base operations. We also secured wins in both the federal and state markets with both new and expanded procurement contracts for multiple state agencies. As part of our OneWeb program, we saw the successful completion of a major milestone with the deployment of eight gateways enabling initial service launch in November. We're planning on a very active 2022 as we complete the gateways that enable OneWeb to expand their coverage areas. Now let's talk about our international operations. Similar to the U.S., our Latin American consumer offering has become capacity-constrained in certain markets, and our subscriber base declined by approximately 18,000. We continued our efforts to realign capacity requirements on a per-subscriber basis, which we anticipate will improve customer satisfaction and continue to drive higher ARPU across all countries. In Q4, we crossed 1,000 active sites in Colombia in support of a digital divide project, and this deployment continues to grow. In addition, we were awarded a number of projects in Peru, Colombia, Chile, and Mexico. We have also now crossed more than 2,000 active community Wi-Fi sites. We're making progress on our plan to increase the yield on our capacity through a mix of high-value subscribers, community Wi-Fi, and enterprise opportunities. We completed the formation of our joint venture in India with Bharti Airtel, now operating under the Hughes Communications India brand. With unmatched reach and scale, the company is the largest satellite service operator in India. Well-positioned amid the changing regulatory environment to serve the converging connectivity requirements of business and government customers with an enhanced product portfolio and operational efficiencies. We also announced a six-year strategic agreement with OneWeb to provide LEO connectivity services across India. Hughes India will deliver the services to enterprise and government customers, providing network design, equipment, installation, operations maintenance, and help desk support. We anticipate these new services to begin in 2023. In terms of system sales, we had a number of new wins. In Mexico, two satellite service providers selected the JUPITER system to provide services to more than 3,000 sites. In Asia, a maritime client ordered more than 8,000 JUPITER remote modules to be integrated into maritime terminals and operated on a single network. In Indonesia, the total number of sites deployed in support of a government service program has now crossed more than 2,000 cellular backhaul sites. Eutelsat has continued to expand its network deployment over the Konnect satellite. Finally, our JUPITER 3 satellite continues to progress. Based on updated information from Maxar, we anticipate the satellite will launch in the fourth quarter of 2022. The satellite will leverage the latest innovations to lower our cost per bit and increase our capacity and performance with higher speed service plans. We continue to build out the ground infrastructure that will enable services on JUPITER 3. All in all, it was a very strong year, and I look forward to another productive year in 2022. Let me now hand it over to Anders. Thanks, Pradman. Good afternoon. EchoStar Satellite Services revenue for Q4 was $5 million, up from the fourth quarter of last year. We remain focused on pursuing Ku-band revenue opportunities as the transponder capacity market continues its slow recovery. ESS backlog was $10.4 million as of 12/31/2021, up 55% from last year. Our EchoStar Global 3 satellite is now in use as a test platform for the development of our global S-band capabilities. In December 2021, our European subsidiary, EchoStar Mobile's development partner, Sequans, a leading provider of cellular IoT chips and modules, announced that LTE band 65 support is now available on its Cassiopeia LTE-Advanced platform. The enablement of band 65 in Sequans chips and modules lays the foundation for EML's commercial development efforts in multiple areas during 2022, particularly in the air-to-ground networks and in unmanned aerial systems. EML continued live testing of LoRa, LR-FHSS technology over EchoStar XXI from multiple locations across Europe. Supported by our development partner, Sequans, EML continues to see very encouraging results both in fixed and mobile testing. In March, EML will present at the LoRa Alliance's World Expo in Paris. At that event, EML expects to formally announce the launch of an alpha service to EML's early adopter partners across Europe. We continue working on multiple fronts towards our long-term strategic objective of taking 5G to the next level. Through the full integration of S-band satellite services into global 5G networks, providing a truly seamless worldwide hybrid connectivity. I'll now turn it over to Dave. Thank you, Anders. As usual, my narrative will include comments on adjusted EBITDA, which is reconciled to a GAAP measure in our press release. Consolidated revenue in the fourth quarter was $499 million, up $9 million compared to the same period last year, driven by our Hughes segment. Hughes equipment revenue increased $19 million from higher sales activity to both domestic and international enterprise customers. Hughes service revenue decreased $10 million, primarily due to the lower U.S. consumer subscribers. Consolidated adjusted EBITDA in the fourth quarter was $160 million, a 4% decrease from last year. Hughes adjusted EBITDA in Q4 was $178 million, down $10 million from the same period last year. The decline in Hughes adjusted EBITDA was driven primarily by lower gross margin due to the change in revenue mix, as well as higher selling, general and administrative expenses. Corporate and other adjusted EBITDA was a loss of $21 million this quarter compared to a loss of $24 million last year. The primary driver of the lower loss was lower corporate spend, primarily on legal expenses, partially offset by lower earnings of unconsolidated affiliates. Net loss was $80 million in Q4, a decrease of $77 million from last year. The decrease was primarily due to the impairment of our DISH Mexico equity investment in the fourth quarter of $55 million, losses on investments of $50 million in the quarter, and unfavorable changes in foreign currency exchange rates. These items were partially offset by lower net interest expense of $19 million. Capital expenditures in the quarter were $86 million compared to $114 million in Q4 last year. Free cash flow, defined as adjusted EBITDA minus CapEx, was $73 million during the quarter, increasing $20 million from the same period last year. Inflation began to impact our operations in late 2021, as we have experienced increased costs in certain functional areas, including field services and customer care that are labor-intensive. We are making every effort to minimize this impact to our operations and protect our margins. In the fourth quarter 2021, we bought back 1.2 million shares of our stock in the open market at a cost of $30 million. Our balance sheet remains strong, and we continue to seek opportunities to deploy cash for growth. Let me now turn it over to Charlie before we go to Q&A. Thanks, Dave. I just wanted to join the call to thank Mike for his service. Mike and I started working together in 1990, so it's been a long road together. Most people probably don't realize just what an important part Mike played in terms of DISH's DBS business and our satellite fleet. He was really the architect of our digital set-top boxes and engineering and all the satellite stuff that we did. Of course, obviously, he's a long-tenurer here at EchoStar when we split that company off. A job well done, Mike, and thanks for all your loyalty and effort and where we're going. By the same token, we're excited to have Hamid Akhavan starting with us. He brings a different set of skill sets than we've had here in the past. He's certainly a very technically competent individual engineer who will certainly understand many of the things we do from an engineering perspective. But he brings also experience in the private equity business, and he brings experience in telco. We think those are all areas where, given our cash position and given our satellite fleet and where we think connectivity goes, we think those are all things he can be very helpful with. With that, are we taking questions? We're turning it over to questions. Operator? Great. Thanks. As a reminder, if you have any questions at this time, please press star then one on your touchtone telephone. If your question has been answered or you wish to remove yourself from the queue, you may press the pound key. First question comes from the line of Ric Prentiss of Raymond James. Ric, your line is now open. Thanks. Good afternoon, everybody. I'll echo Mike. Congrats, Mike, on your career and enjoy your upcoming retirement. Thank you. A couple of questions, probably targeted to Charlie since you've joined us today for the EchoStar call. Two to Charlie opportunities for me today. The top question we got yesterday was obviously the new CEO announcement. Can you help us understand, does anything change with the EchoStar story with Hamid coming in? And what do you see as the top two or three priorities you want him to focus on? And then I'll go with what the top question today has been. Is that question for me? Yep. Oh. Yeah. Well, I think he brings a different background, and I think, you know, what we've been able to do over the years is put a lot of strategic things in place, and we have a strong balance sheet, particularly for this industry. There's lots of opportunity out there, and whether that be consolidation within the industry or whether that being new places to go. He brings an expertise. It's kind of a rare expertise that he's got both private equity experience and technical experience. I think he will focus the company on the areas that we think we need to go. I think there's just a broad perspective. The areas we have tremendous opportunity, if you look at it as we're a connectivity company, we've done well with satellite, but there's tremendous opportunity, terrestrially. There's tremendous opportunity to tie in satellite with telco. We've been asleep. You know, we haven't done what we need to do in areas of growth, such as Department of Defense and where we're not as big a player as most in our industry. We know that private networks are gonna become a big part of where companies go, and we have a lot of expertise and technical ability there. We have a new generation of satellites going up, JUPITER 3 that not only can bring connectivity to consumers, but also to enterprises, but also it's. From what I know about the wireless business, it also provides us ability to do backhaul for telco. So all those things kinda mesh together, and he brings great experience to that. You know, it'll be. I think that it'll be important for the people who are shareholders to get to know him and get to know. He's very strategic, and get to know him and ask this particular question to him. We'll give him, you know, we'll give him the floor, we'll give him 60 days. I think for the March conference call, you get a chance to ask him all those things directly. Actually, he won't get 60 days. He'll get 30 days. He'll get 30 days, which is plenty of time. We have a rule here that you can blame the other guy for 30 days for anything that goes wrong. Mike's gonna get blamed up until April 13th. Then, nobody can blame Mike for anything. He'll get blamed for everything for 30 days, but after that, it's all gonna be you. Yeah. Tough question we're getting today, obviously, the stock's down significantly. The market's not getting what we think we see as opportunity. You guys, I think, see the opportunity given the stock buybacks. Maybe just need to have an analyst say, like the DISH announcement that seemed to really get the market excited today. As you think about EchoStar strategically, Charlie, and you mentioned, I know it's got that strategic sense. What are the benefits to being public at this point, given the large cash balance you guys have been buying back stock, and the market doesn't see what I think I see, and I'm being told so many days I must be stupid then. What are the benefits to being public? Well, I... The benefits of being public are just liquidity. I mean, it's liquidity and access to capital markets maybe in a more robust way than you would get. That normally, being public if your stock was trading at a better multiple, you know, you also have a currency that from an M&A perspective. That's not the case, obviously, with EchoStar. You know, we, there's—EchoStar is not in a situation they can use stock for M&A transaction. They have cash that they can. Those are the benefits of being public. Obviously, the company has bought back some stock. When the board looks at the investments we can make, the company has been willing to buy back stock, based on, you know, just the value and the multiple that we see out there. I think internally, we're a bit more confident than perhaps Wall Street is. Yeah. The last one for me is, it's come up a couple of times. Last quarter, I think Stephen Bye on the DISH call brought it up as well. How do you view how EchoStar and DISH can work together? And when can it become more obvious to the marketplace of what that might mean? Well, there's a lot of cross-pollination in terms of opportunity. I think we'll see, you know, more of that. Again, I would say it a couple ways. Satellite, I believe in. If you look at connectivity, you're not gonna do that around the world without satellites. EchoStar, Hughes in particular, are. You have a real expertise in satellites, particularly GEO satellites. But that's a big piece of where connectivity's gotta go. The world's changing a little bit with LEOs and MEOs, and we have a pretty good understanding of that, particularly as we've been a strategic or an engineering partner for OneWeb, which is really, you know, one of the first massive LEOs. We gained a lot of expertise there. Obviously, DISH is focused on the terrestrial side of the business. When you put those two things together, there's two companies that know each other in the same hometown and, you know, have a lot of expertise to work together. That doesn't mean that EchoStar and Hughes won't work with others, and certainly doesn't mean that DISH would work exclusively with EchoStar. I'd say a lot of times we see opportunities at EchoStar, and we realize that it might be beneficial to DISH or vice versa. I just think you'll see opportunities for both the companies going forward, maybe in a way that we haven't in the past. Great. Appreciate you being on for today's call and helping us understand. Thanks, Charlie. Next question comes from the line of Chris Quilty of Quilty Analytics. Chris, your line is now open. Thanks. I've got a what may be a tough, but I think important, strategic question, so stick with me here. You know, historically the space industry has been geocentric. You know, when we look at your strategy with the JUPITER series of satellites, you've gone down that path, but only partway, arguably. Your principal competitor, Viasat, you know, didn't order one. They're building three, and they're already planning for a ViaSat-4. That's not me, by the way. They're already developing a ViaSat-4 and making a bid to acquire another GEO operator, Inmarsat. On the flip side, many of you know, the traditional GEO operators have taken up a LEO strategy. Intelsat, you know, announced a LEO strategy. SES is building one and operates one. Telesat is building a LEO, and Eutelsat's investing in one. You've got, you know, other LEO broadband players in SpaceX and Amazon, and now you've got Mangata and E-Space. My question is this: you know, you're one of the better capitalized companies or the best capitalized company in the industry, and yet, you know, you've run into this problem time and again with your JUPITER strategy, where you've run out of capacity way too early. My question is, you know, is it going to happen again? We're gonna have a good period here for a year or two, where you're gonna grow, and then we're gonna sit and wait for two years. you know, do you understand the landscape enough or have enough conviction that, you know, you can put some of that capital to use and pick a path? Which path is it? Yeah. I think that's a great question. I give you a little color about it. First, we have tried to acquire some companies, and certainly when our stock performed better and had a better multiple, we were able to do that. You know, we made offers for Inmarsat in the past that actually exceeded where they actually end up selling. Obviously, since there's a big stock component of where they actually sold at, the price has come down a fair amount from what they sold. It wasn't for lack of trying, but we weren't in a situation this particular time to bid for Inmarsat because the equity multiple was so low on our side that and a full cash offer wouldn't have approached the price that they got. You're exactly right. Jupiter will go up, get some growth, and then you'll mature in short, you know, in a period of two or three years, and you either have to continue to build GEOs or which have long lead times, or you've got to go slightly different directions. That's really a great. That's why we really had a unique candidate in Hamid, because I think he crosses some of those bridges for us. On the LEO side, the part that's given us pause is there's so many LEO projects that it's hard to determine who might win-win-win there, because I don't think all of them will. That's number one. Second, in the economics for LEO, you're over, you know, water over 70% of the time. So you're going around the world, you're not necessarily getting economic gain, you know, 70% of the time with your fleet. The third thing is, it's unclear to me that the economics that Starlink is such a big player. There they have a different set of economics. The people value that company at a very high value. They have owner economics on launches. If you have to compete against that and something similar, I'm not sure that the ordinary economics in the short run are very fair to somebody who has to compete against that particular constellation. You're gonna have to let that kind of sort its way out. I think there's other opportunities that might be equally or more rewarding, but certainly less risk. I think that's where we're a bit more focused there. Although we are a very small owner in OneWeb, and we certainly understand technically, we certainly work with them to, you know, make sure that we know. We think the economics there work well, absent a different set of economics for other players. Certainly Amazon with launch capability and Starlink with launch capability may have a different set of economics than what the normal marketplace has. Having said that, Europe has indicated they may launch their own LEO system, so one never knows where it goes. It seems like the risk-return ratio there for us at the moment, we're better off selling the picks and shovels to the players and maybe not being the gold digger. Understand. Specifically on the GEO market, is there any reason to not, at this point, commit to a large high-throughput satellite for the Indian market, given the fact that, you know, the regulatory environment has finally come into view or certainly close enough into view that, you know, even if something went totally haywire, you know, with a software-defined satellite, it can go someplace else? Or are there other factors that lead you to think you still need to wait longer to commit to that market? Yeah. Chris, it's Pradman. You know, clearly, we are looking at that very closely right now. We are, you know, we see this need for more capacity. Capacity is the, you know, limiting factor for our growth right now. We're looking at different ways to get capacity. All of what you and Charlie were just discussing are ways to do that. I think the optimum configuration that we believe is going to win out in our business is a combined LEO -GEO strategy. Because as you know, the GEOs are very good for high density coverage of very dense population areas and we get the lowest cost with the GEOs of that. To provide coverage to a large area, the LEOs are very important. I think you'll see from our perspective over the next five years, systems being deployed with this LEO- GEO architecture, which will optimize the problem of efficiency in the LEOs and density in the GEOs. When you look at that, you know, do we have the money to do that? The answer obviously is yes. Do we have the partnerships all over the world that'll be needed, like in India? The answer is yes. I don't think compared to any other company today in our business, there's nobody better situated to, you know, deploy these kind of multi-orbit, multi-transport constellations. I think that's where we're gonna be headed. We hope we will, you know, we can use our existing partnerships to do it, or we can own some of the assets that are needed to operate in this area. Gotcha. Maybe a follow-on question to the earlier one I had on, you know, what follows JUPITER 3. You know, a question on technology. You know, have you sort of been able to define the path that you go there? Is it just a bigger, badder version of JUPITER 3 that, you know, that's the future? Is it moving towards different, you know, frequency bands like V-band or Ku-band? Or, you know, are you a fan of some of the optical technology that now gaining traction primarily on optical cross links? Is there a clear path at this point, or do you think you need to wait until you can launch, operate, test, and see the performance of JUPITER 3 before making some sort of a technical commitment? Yeah, I don't think, Chris, that it's a technology issue in terms of inventing something new. I think JUPITER 3 has made tremendous advances in technology. I think my personal opinion is that the next step is gonna be the multi-transport technologies, where we'll mix GEOs and LEOs to get the most efficiency of our networks. You know, we could take the JUPITER 3 technology and take it to the next step and get you know terabytes of technology of this in there. But that by itself is probably not the most optimum use of our assets. We have to create these partnerships where we can combine LEOs and GEOs and build the new types of constellations as the next set of investments we make. Understand. Shifting gears over to Anders. It sounds like you're getting closer to locking in sort of a technical design on your side. Can you give us a little bit better sense of where you see the market opportunity and perhaps relative to some of your peer competitors, like Omnispace and Eutelsat that are also operating somewhat adjacent models? Yeah. Well, Chris, we continue to pursue sort of parallel development paths. We've got a couple of things running simultaneously. Obviously, our efforts with LoRa appears technically to be proving quite valid as far as our original hypothesis, and we're very excited about where that's going. We're also working independently with a couple of other specific application that are not as universally adaptable, but hold a lot of market promise because, while the markets we'd be participating in don't exist yet, there's a lot of money chasing their development. One specifically, which I mentioned, is the unmanned aerial vehicle market both for package delivery and other purposes, which we're getting in early with certain development partners who are in the process of creating the whole ecosystem. We're trying to position S-band as one of the go-to frequencies, given its lack of existing uses, and therefore, our ability to deliver a secure communications channel without a lot of interference issues. Great. I don't know who to direct this final question to, but, you know, I guess here I've just argued for you guys spending a lot of money on a lot of different stuff. At least those are some of the opportunities in front of you. Who is going to make those decisions whether to invest in a small sat S-band constellation versus big iron, high throughput satellites or M&A. I mean, how do you balance these out in terms of capital deployment versus Ric's idea of just taking the damn company private? I think that's on. Yeah. This is Dave. I'll try and answer that, Chris. I think the decision is obviously, you know, starts with management and goes up through the board, the deployment of serious capital. I don't think right now we're limited to the cash on the balance sheet. We've obviously got, as you guys well know, we're virtually debt free at this point at a net basis. So we've got the ability to lever the company if we see multiple opportunities. It's up to management to recommend direction to the board, and the board has been very supportive to date, and I don't expect that to change with a new CEO. Gotcha. Well, welcome on board, Hamid Akhavan, and maybe not a fortuitous quarter to jump on board unless you're pricing your stock options today, I guess so. Welcome on board, and I hope looking forward Well, I mean, just to be clear, he's not with us today, and his start date is March 31st. Oh, okay. Got it. All right, thanks, guys. Next question comes from the line of Michael Rollins of Citi. Michael, your line is now open. Thanks, and good afternoon. I was curious to focus on the topic of broadband infrastructure funds that are becoming available at the state level. I'm curious if you could discuss the opportunity for EchoStar to potentially participate and apply for some of those funds. I'm curious if you could share your sizing of the opportunity for EchoStar. Well, obviously it's a large opportunity, and it's something we are focused on trying to get a piece of. Unfortunately, the terms of this methodology of distributing the funds has favored significantly the terrestrial alternatives. Satellites have not been a major benefactor of these funds. I think we're, you know, the guys have worked it hard, and maybe the tide is turning a little bit with the government to make the level playing field a little more level, so that we get an opportunity to bid competitively without being disqualified just because of latency or speeds, et cetera. Again, this is an example of where the GEO- LEO solution can offer a competitive solution because, you know, when they ask for low latency, the LEOs obviously provide that. When they ask for high speeds, the GEOs at 100 Mb plus, et cetera, we all offer that capability. We are hoping that as the newer programs get funded and defined, that we will be able to get a piece of those subsidies. Do you have some experiences that you're able to share where you've had a good participation rate of subscribers in particular geography with your satellite services and a fiber or terrestrial alternative has come into that market? Do you find that your services are still generally sticky for the subset of customers that you've been targeting? Or do you find that there is some, you know, negative effect or fall off from competition, in the cases where that might have happened? You know, yes, the answer is yes, because it depends on the geography and the density of subscribers in a certain area. If you look at where satellites work, it works very well in the unserved and underserved areas. Those areas generally are unserved and underserved because it doesn't make economic sense to deploy fiber or the other technologies at that time. Satellites are very effective in meeting that need. You know, that's where we've deployed our subs. We haven't lost many subs to competing technologies. When we look at our churn factors and why the customers have churned out, it's not dominated by people going to different technologies. It's a whole bunch of other reasons. I think most of the subs that we get, we have a good sticky, stickiness in that. I don't expect that to change dramatically over the next few years. Thanks. Next question comes from the line of Ric Prentiss of Raymond James. Rick, your line is now open. Yeah. I appreciate some follow-up. One mundane one. In the fourth quarter, Dave, you called out that there was higher SG&A in the quarter. Can you help us understand what that was? And is that something we should consider run-rating, that's the new back-to-normal level? Or was there something out of period we should be aware of? I've got a strategic one. No, I think the run rate will be a little bit better than what we had in the fourth quarter in that regards. We had some higher than normal costs in certain line items because of some unique circumstances. I would expect SG&A to be a little bit better at least over the next couple of quarters. As we get closer to the JUPITER 3 launch and the initiation of new services, I would expect to see, you know, some selling and marketing costs start ramping up. That'd be later in the year, obviously, as we approach the launch. Just getting ready for that new capacity coming online. Okay. Obviously, a lot of frustration in the marketplace today as investors are trying to figure out, as Chris kind of jumped on there, trying to understand what is the strategy, what's the game, what's the plan. Charlie, I thought you said it really well today when you said, "Well, we had a bank shot on auction 110. We've got our strategy in place at DISH. We've got our spectrum in place at DISH." I think people are. We're gonna have an analyst day at DISH May 10. I think people look at EchoStar and are trying to say, "When can we start getting a view from the outside of what EchoStar is doing? What's the timeframe? Is it three months, six months, three years? When can we have that kind of more clarity on the decision process? Also from another level, I know you guys don't like giving guidance, but we've had a lot of companies start giving guidance. Viasat gave some guidance, aspirational, targeted, here's what we wanna grow revenues and EBITDA at over a multi-year period. ATN out of Massachusetts gave guidance for the first time really ever. DigitalBridge is giving a lot of guidance. To help the investors understand what can be somewhat complicated stories, to at least understand from a high level what investors should expect. I know a lot wrapped into that question, but I'd love your thoughts. This is Charlie. My perspective's a couple things. One is, just so you know, the board of directors has been asking those exact same questions to the management, you know, and taking a very active approach there. 'Cause they're all good questions and management has faced with the fact that I'm involved with the company probably a little bit more than the average board member. There's a lot of pieces there that between Pradman and Anders that we have there. I think the difference is that I think the first step was really, as Mike is retiring, to bring in somebody who brings a skill set that can kinda bring all those things together. You have to have a good technical background, but you also have a good business background, and he brings those things. There's not any question that the board has directed him in his first 30 days, really besides getting to know the people, is to review all the strategic initiatives that we have. I would expect that he probably will focus on one or two of them, and then convince the board that that's where we need to go, and that's where we'll go. I personally see three or four things that I like, but I'm not. As a board member as opposed to day-to-day management, you have to dig into those things and you have to really play those things out. The biggest question mark I have is, what are the economics for a SpaceX that might, where the marketplace values that in a different way economically than maybe a traditional finance guy like me would do it. And what you don't wanna do is go compete against the richest guy in the world who's got a different set of economics, even though you have better technology. I mean, you would lose that every time. I see a lot of interesting things out there, but I personally think that some people are going in the wrong direction. We just wanna make sure that we think that through. You know, when in doubt, there is no doubt, which is you shouldn't commit, you know, billions of dollars to something that's got those kind of risks. I think we're doing the right things as a company. I think we've got a good leadership coming in, and I think we have lots of strategic things that we can do. I think that you'll see over the next. You'll probably start to get a little feel of next quarter because I think you'll see, you'll see something. Probably realistically is the end of the second quarter before you see this company able to roll out a better vision or articulate a vision of where they're gonna go. I think a lot of the things that I worry about in the marketplace are gonna kinda sort their way out by then as well. Somewhere between the May conference call and the August conference call, one of those two, you'll probably get a pretty good feel. Probably August, you'll probably get a pretty good feel. You'd probably get a sense in May. 'Cause it's a perfect question to ask. I mean, it's exactly the same thing any shareholder should be asking. Good. Appreciate your time today, Charlie. Thanks, Ric. Copy, operator. Yeah. Yeah, operator, so we'll probably just do a quick final comment here and then shut the conference down. Yeah, we're kinda running out of time. I just wanna thank you all for your support over the years. I appreciate Charlie's comments. We have worked together longer than I've been married, so it's been a long time. And I've learned a lot. I am committed to Hamid, just to be clear. I was part of the interview process, and you know, I'm very excited to see him come on board. I'm gonna remain on the board, and I've told Hamid and the board I'll remain myself available as he needs me to get him up to speed. I mean, I'm excited about what's coming, and let's see how it goes. Thank you. Thanks for joining. Thanks. Thank you so much for our presenters and to everyone that participated. This concludes today's conference call. You may now disconnect. Have a great day.