I think we'll go ahead and get started. Good morning. I'm Stuart Davis. I run Investor Relations here at Leidos. Welcome to everybody in the room here in Huntsville, those joining via webcast to the Dynetics Investor Site Visit. Today's focus is all about Dynetics, which is one of the most interesting pieces of the Leidos portfolio. Of course, we're gonna be making some forward-looking statements based on conditions as we see them today. Obviously, there's some risks and uncertainties involved in that proposition. You can see them here on this slide. In addition, we'll refer to some non-GAAP metrics, give you a fuller picture of the operating performance of Leidos. The reconciliation to GAAP is included with your slide deck. We've got a really packed agenda for you here today. You know, big picture, we're gonna have about 90 minutes of briefings, we'll embark on a series of three tours that show off the diversity and complexity of what we do here at Dynetics. Diving into the briefings themselves, Roger Krone will kick us off and put Dynetics within the context of the broader Leidos. We'll have Steve Cook, who runs the Dynetics group. Three of his direct reports will deep dive on the Dynetics business. Now I wanna say that the only portion of today that is going to be webcast is the briefing portion. Those listening on the web, if you have questions, go ahead and send them to me directly, and I'll respond and answer your question as soon as I can. Without further ado, I'd like to welcome Roger Krone, Chairman and CEO of Leidos. Hey, good morning. Thanks everyone who could make dinner. We thought that was a lot of fun. I always enjoy being with new leaders out and about. Chris and I and Stuart, we're kind of used to question kind of a dinner and ice for some of the other folks, to be able to interact with you. I know you really enjoy interacting with to see what messaging system of them. And it's a, by the way, it's a great day in Huntsville. 1st of December, I believe. What happened to 2022? I know standpoint is we still have a lot of work to do in 2022 to meet our year-end. We're thinking, "God, we get to..." So much has been going on and some of the wins we've had, some of the work we've done on execution, it's really been exciting. We thought you could come to Huntsville and see this part of the company. When we talk about the product portfolio, which is about company and some of the programs we've got, talking on the call with New York, Baltimore, Chicago, we try to describe what it is. I just don't think you need to look at the MidCity's facility where we fine body. Need to get you over to Chase to see this big facility that we have leased that will grow as the IFPC program expansion. That hopefully you'll walk away and better understand the portfolio of Leidos and how dynamic. Thanks and, the mission, vision, and values of the company yesterday before. We've essentially used this chart every time we're with you. By the way, we use this chart as the chart in pretty much all of our. It really remains almost unchanged since we rewrote it at the time of the I. It has defined what we're about and what our religiously help, and therefore, we hope been very consistent in our messaging and our. Safer, healthier, more efficient, you know, that segments and find ourselves, used to say information technology. We bought IS&GS. They were very IT folks. As you'll see today, we've moved so far that we've dropped the information off of technology. Technology, engineering, and science, and of course, science for us all the way back to Bob Beyster, Science Applications that he founded in, the vision, which is usually where I get most of the questions of understanding our statement of corporate. It's a different kind of portfolio than a lot of our peers, much broader than our peers. We like to say, well, you know, we're really have a technology company trying to solve big problems for, and our customers are government, and we do it through people. That middle section under vision is really speaks to. We asked Maureen to come down. Some of you were here with Maureen. Maureen HRO, have people questions ready to talk about what is going on with people. Hiring has been our ability to respect and test, which has actually been really strong. We'll have another really strong year. Said at dinner. Our problem is not... Our problem is COVID, have these people job changing and things. Maybe a little bit on the tour. Love some of the M&A because of that. Love the program. People on my left came in the Dynetics really energized and helped build our... That last part of the vision statement is really our role in the greater world, ESG, in your words, which really fits well with us. You know, we were be a ESG. Shipyards and carbon footprints, footprint is great, and we put ESG out on our website. I had a question last night about culture, we talked a little bit about culture. When we met in 2016 with the Lockheed team, arguing about should we have values? What does it even mean for us, a leadership team, to pick values? 'Cause we had all come from big companies. There are always values like when we started it. We never quite understood, and now we were in a leadership position to pick a set of values. Let's pick a set of values that define the company that we would wanna go if we had a choice. Spent a lot of time. We actually spent about four picking these values, and they, we believe this set of six values helps to def... Sure. The other question I got, "Well, then how do you drive that culture?" You know, I think I know, but maybe I don't know. I mean, it really starts at the top, and it's what you value and what you... Don't let people with... Around innovation, agile, but be collaborative. That's really defines who we are. Again, I think it's really served us well. If you've looked ahead, got sort of a scorecard at the end of my presentation on what the last eight years looked like. Anyway, that's what it's all about. Our strategic focus, again, this chart hasn't changed much. I think we pulled potentially out of show from, we want to be differentiated in our market. As a result, we want to grow better than the market. We can apply technology, FAA business, and Civil infrastructure. If we can make experience through an airport touchless with technology, we think that's a great thing. If we can apply technology, we think that not all of our peers have thought about that. It is interesting that some of being more bits that we built years ago, some of our peers now We made these moves. As many of you know, when we did the Reverse Morris Trust for IS&GS, one of the things we said is we were about $5 billion on a run rate at that time, maybe $6. We said we thought to be a leader and a survivor in our market had to have a certain size, scale, if you will. It was interesting, some of our competitors came out and said, "Well, we don't really need it. Scale's not that important." We kind of went, "Wow. Okay. We think it is." Because we just got an RFI last week. There were certain requirements to be a respondent. In that RFI, this is for a companies in the world to respond 'cause of our size and scale. You have to have past performance doing this kind of an integration above $1 billion. You can't bid. We have those other companies. Specifics, I think... Is it here? When the RFP comes out, there will only be There is not an opt because of what we scale. The other part of that, and we've talked about this when we did the IS&GS, we spend more IRAD. Right? We have a stronger talent acquisition and talent development organization because of our scale, and that gives us an advantage when we go. It gives us an programs, position, and we... You know, you're in these segments, is there really connectedness between here and what you're doing with this, and we believe there is. We have defined five capabilities around technology. We go after faster swim lane, the growing market phase, and it allows us to better ride through the turbulence in the fed. When Biden got elected, we thought defense would be down and there would be up. Surprise, surprise, Ukraine. Healthcare is up, and so is defense. As a portfolio, we were really positioned to grow in our three reporting segments and operating. People, I mean, we'll talk about today. You will see some hardware, and you'll see some factories, and we're really excited about that. There's 45 almost, at Leidos coming to work every day. We do a pulse survey, we do an employee survey. We have the highest scores we've ever had through our surveying. Must be this great team. But people love coming to work. They get to do exciting work, treated with respect, and they have a seat at the table. It really is a flat organization like it was when Bob... We get to work on really interesting. We continue to attract just this amazing group, senior leaders, people executing programs that you'll get to meet a lot more of today. Way beyond. All right. We're here really to talk about Dynetics and what it was and what their journey has been like. Those of you who've been following us, we did a briefing in December of 2019, we announced the deal, I think at the January. I pulled a couple slides because, you know, we believe in commitment and delivery. We said we're gonna deliver. This is a slide we use to describe why we thought Dynetics was, what Dynetics was at the time. Huntsville, Alabama, long history here. By the way, we had done a lot of over and under programs. They were a team of some of our. We knew a lot of the people, like King was even Marshall. We had this comfort with each other. As you know, Dynetics was owned. They had capitalization issues. They resolved to team up with history, really to be chosen by Dynetics. Steve's gonna talk a little bit about Dynetics from the other side. I'll talk about why we were so excited about Dynetics on this chart, and it's a chart that I've asked Steve to kind of talk about what was going on in 19... At the Dynetics leadership when they looked at the landscape, and why did they choose with Leidos. At the time of the acquisition, you know, looked at Dynetics really in four areas. The hypersonic and space solutions. Remember Mike Griffin, he saw that was really strong on hypersonics and sonics. Viewed that as a really growing market, and this is a great entree to have a major position in. The intel and electronic warfare, not a lot that we will say in that, but still a really area. The unmanned and advanced engineering, solutioning, and prototyping, and then the weapons technology. This has expanded, if you will, our portfolio. Actually do make some munitions, which has actually turned out. We found what our assumptions basically true when closed and actually started to interact at Dynetics. How did we organize? We had this discussion tonight. We report segment Civil Defense Solutions, Health, and Dynetics is under the Defense Solutions. Our parlance, it is a segments of our, in our defense segment, Defense Group, the intelligence group, then Dynetics, which is run by Steve Cook, which is this business, plus the San Diego, Ballston, Leidos Innovations Center or LInC. We have bought Spire and Davis that does machining on action system. Cox, Spire and Davis, they're mostly in. That set us up to win the TP, which is part of our high strategy and how things look. I wanted to touch on this chart. This was a, I think, promise or a commitment made to you all in December of 2019. You know, why did we think we could create value in this transaction? We saw three major strategic benefits, Dynetics acquisition. They had a significant presence areas that we thought would grow. Sometimes, you know, you have the resources and the time to spend R&D and develop a capability and work. There are some markets that are moving so fast that the best way to get in. Clearly, hypersonics, some of the work we have in space and some of the weapons. What we saw in the product profile that were really. We loved their rapid manufacturing and pro ability and the manufacturing, if you will, center of excellence in production, test and assembly, and you'll see a lot of that. We had, you know, we said we're very, very asset light. We do some assembly. Just felt needed a little bit more product mix and a little bit hardware in our portfolio. I said, we have about 10% product today. Think about a goal, maybe if we double that, you know, that would help our portfolio. The products tend to have higher margin, tend to be stickier from an IP standpoint. We saw here really the ability to build manufacturing center of excellence. They brought us, you know, access to customers that either deepened our access to customers, they brought new customers where we hadn't had. That was sort of our thesis. What I wanted to do is to sort of grade our paper. We're almost two years since we closed on the acquisition. How are we doing in the growth markets? We really doubled down on hyper. You're gonna see MidCity's facility that when we closed was potentially where we collectively put significant amount of capital in that facility, right, to create a secure, classified, we're not gonna be classified today, production facility with excess capacity to build the Hypersonic Glide Body. Since then, we've also won the action system. Talk a little bit about that later on about how those two things go together. We enhanced our sensor design and production capability. We really advanced the ability to build prototypes, and we'll tell some of the work done in the electronics area. We now have a capability that we can knock out a prototype in months, and that's really important to think about how DoD is buying and how agile they wanna be. Then we're excited about some of the technologies that came with that. We're not gonna stop by and see if pick High energy laser, but we're in the process of developing and demonstrating first tactical laser system. We think we get a check mark there. In the agile production capability, we have made a decision to create a manufacturing center of excellence here, which means we're moving some of our production from around the country to the facility here. We have a significant machine shop. We have the ability to do classified and unclassified production here. We think eventually we'll move Wide Field of View program here. We have, not gonna see it today, largest electron beam welder in North America in this facility. I go by, we fabricate the large thrust bearing for the class submarine. We have a significant Navy contract to build a bearing is almost the size of this stage. We have a vacuum chamber. We can do EV welding of that main bearing housing for the Navy here in Huntsville, which has expanded our Navy presence and the discussions that we have Navy. The other capability that we've got, which, you know, maybe initially, you know, you won't, you wouldn't think about, but we have the test equipment, shock and vibe and environmental test, some of which you'll see on the tour, which we didn't have. Not only can we design rapid prototype, but we can test the systems that we build in the capability we have here in Huntsville. On key customers, you know, and every day, especially when we win programs, I think about how lucky we are. We had a conversation last night and said, "How do you, how do you win, and why are you winning at the rate that you're winning?" You know, we were talking about it even this morning. Well, not sure I know why we're successful, but whatever we're doing, we're doing it right, and we keep doing it. It's the relationship, it's the people that we have, it's the capability we bring to the market, and it's the relationship we have with customers and the confidence that they have in us to deliver on our commitment. Dynetics brought this customer relation to us in spades, in some existing customers, in new customers, within existing customers, like something called RCCTO, and brought new customers as well. You can see the list there. The work that we've done with RCCTO on the IFPC programs and hypersonics expanded our Navy presence, the Space Development Agency at NASA, adding to the work that we did in DIA and DARPA. Steve will go over the number, but, you know, you always wonder how do you weigh what you've done, all right? We said, "Well, how many programs, how much business have we won that in the last two years that we would not have won had we not done the acquisition of Dynetics?" We went through and we added up the number, and it's $1.6 billion in our backlog today of programs that we couldn't have bid had we not gotten together. By the way, the other side of that from Steve's is there's $1.6 billion of business that Steve is now, you know, executing part of that Dynetics would not have won had they not merged with Leidos as well. I think that's a great metric around the success story. Then my last chart, and I just can't help myself, right, is going back, if you will, to the big Leidos story. What's this story been like? This is, you know, the last 8.5 years or so of what's been going on at Leidos. You know, we're, as a leadership team, we're pretty proud of what we have done with the company and how we have built scale and continued to grow. We were very, very fortunate to be able to get the IS&GS reverse Morris Trust done, and that, you know, you can see we're flat until that, and that really fueled growth. We have made some very strategic acquisitions, and we showed Dynetics there. We've, you know, we've also done a couple others, Gibbs & Cox. We bought the provision system from L3. We have, if you will, fueled our strategy by winning these large multi-billion dollar programs like DES and GSM-O and Navy Next Gen, and some of the ones we're gonna talk about here today. We've also added to our growth by making very, very selective strategic acquisitions. As such, you know, we've run a 12% CAGR in revenue over the past eight years and a 12% CAGR on, you know, non-GAAP diluted EPS. Now our challenge is to keep that going, and we have plans to keep that going in the future. This has been, you know, a great experience, and we think we have delivered on our commitment, both in our overall strategy and the commitment we made relative to Dynetics when we bought. All right. With that, I wanna turn the podium over to Steve Cook and let Steve talk about the journey that he has been on and let some of his great leaders at Dynetics brief you on some of the programs. Steve, over to you. Deep in the technological valley of death, many programs die. Logistical hurdles lead to failure in making it across this barren landscape. In this wasteland, our company is embracing this challenge and innovating to solve the world's toughest problems today. Here in Leidos' Dynetics Group, we trek across any environment with an intense focus on mission success. We do not fear the valley of death. We welcome the challenge, thrive in this environment, and clearly see the path through it. Since its founding, Dynetics has been bringing innovative ideas to life, and the opportunity to leverage the Leidos enterprise has allowed for more collaboration and greater resources than ever before. For over 50 years, Leidos has developed and deployed cutting-edge hardware and software security solutions to detect and defend against emerging threats. The company's significant contributions to the technological sector have produced some of the most advanced software systems in existence. Dynetics supercharges Leidos' technical dexterity by helping the company become full scope for any program. We move with speed and agility, take programs from concept to reality, and keep it all secure in a rapidly changing industry. It isn't enough to be fast. Everything must be done with national security missions in mind. Our customers have the toughest missions in the world. Leidos' resources and Dynetics customer intimacy helps them conquer challenges, feel secure, and involved in the process. When we enter the Valley of Death, we do not fear the journey from concept to final production. Instead, we embrace the challenges this period brings. Through innovation, integrity, and intense commitment, we thrive, and these droughts have only given us more room to solve problems as they arise. From the advanced technologies of autonomy to advanced computing and processing, combined with our multi-domain and multi-mission sensors to the world of biotech, we are providing technology that fuels the next great idea in all areas of industries. Our force protection programs are at the center of the nation's defense modernization strategy. They highlight our ability to pivot when needed. From launchers to high-energy lasers and sensors, we defend our nation's forces and protect the warfighter. Our hypersonic systems are helping the nation catch up in an important race against adversaries. From offensive to defensive hypersonic needs, we stand ready to prevent, protect, and defend. The Dynetics Group leads Leidos to the path out of the Valley of Death through innovation and integrity, enabling the enterprise to solve the toughest challenges in the world and be stronger than ever before. Where others fear to venture, we go willingly. Good morning. Great to have everybody here this morning. I'll tell you, I can't imagine a better job to have than I have. To lead such a wonderful team, taking on the challenges to help our nation, being a part of a wonderful enterprise such as Leidos is an incredible blessing, and I feel that way each and every day. It doesn't get done without our incredible employees around the world, but it first takes our leadership team to put that together. I first wanna introduce our leadership team. You'll hear from several of these today, and they're all here in the room except for one. First off, Paul Engola. Paul, raise your hand. Paul is my Deputy, and he also runs our National Security Space operation. Paul is a long time, Leidos, and before that, Lockheed Martin employee, long history in National Security Space business. Jonathan Pettus. Jonathan, well, you'll hear from him in just a few minutes. Jonathan and I have actually worked together for three decades. He's put up with me that long. We both started at Marshall Space Flight Center about 30 years ago together, and Jonathan joined us about four years ago. He runs our Aerospace Defense and Civil operation. Larry Barisciano recently joined us, a long-term Leidos and Lockheed Martin employee. He was recently running the GSM-O II program, which obviously is taking care of the Defense Information Network, obviously critical program for us. Prior to that, he's got a lot of background in various launcher programs. I'm really glad to have Larry just joined our team about a month ago. Dr. Artie Mabbett. Artie's not here today. Artie has a long history with the Navy, DARPA, and then with Raytheon. Now he runs our Leidos Innovations Center, really where our core technologies begin, and our research and our science. If you go back to the core of what was Dr. Beyster's SAIC in 1969, it really resides largely in the LInC. Without this kind of a team, the kind of things you're gonna see today, amongst our folks, out and about, really can't happen. I'll tell you, as Roger said, until you get out and see it's kinda hard to imagine what we do. We'll get through the charts, and then we wanna get you out and touring. A little bit about our people. 'Cause again, we are a people company. Without. You'll see a lot of great, again, facilities and equipment, but without the people to operate that and the passion and the dedication to the mission that our folks have, it doesn't get done. At the acquisition, we were about 2,300 employees. Today, we're 4,100 employees, right? We've grown there. About 31% of our team has advanced degrees. That's master's and up. We've got about 10% military vets within the group. A lot of cleared employees. The nature of our work, one of our divisions is 85% special access programs, just as an example, in electronic warfare business. We're also very committed to the community. We've been a part of the Huntsville community now since 1974. The Dynetics name is very well understood in this community and other communities around the United States as well, and we give a lot of our time and our employees' time and our resources to local charities. In fact, Leidos just largely was one of the core sponsors of the new cyber high school, I think the first cyber and engineering high school in the United States. That's right here in Huntsville, Alabama, which is great. We are a national group. About 2,500 of that 4,100 resides here in Huntsville. Our other large sites are obviously in the national capital region in Ballston, out in San Diego. Those are the original link groups. We're getting a great presence along the Front Range in Colorado with Davis and Denver, Spire and Colorado Springs. That's the new companies that we purchased a year ago. Albuquerque, New Mexico, longtime relationship with the Directed Energy Directorate there at AFRL. We have personnel in Fort Sill, 'cause that's one of our key customers. A lot of our systems you'll see today will end up going through the schoolhouse and going through the training there at Sill. Obviously, we've got a team down at Eglin Air Force Base, and then a large group of our folks that do work for NASIC and AFRL in Dayton, Ohio. Really a great mix, and we can pull on. We've now got networks set up between these sites at classified levels, so we can. That's important. COVID has taught us that lesson. We need to be able to have employees at different locations, even on classified programs. That's one of the things that we've been able to put in place as a part of Leidos that frankly we didn't have prior to that acquisition. We think about what makes us unique and why we're uniquely positioned, if you will, for great power competition. We think about there on the, on the right-hand side of the screen. With this return to great power competition, you know, when I got in this business in 1989, you know, right after that, what happened? Wall fell. We move into, how are we gonna work with the Russians, you know? Then the terror fight comes. Now in the last five years, we've seen the resurgence of Russia, and we've seen an emergence of China, and not only as a near peer, but as a peer threat. If we think about what's needed there, those adversary capabilities, really, this is an even larger challenge than we faced in the Cold War, because now we've got competitor capabilities, how they play into this. We've got gaps in U.S. capabilities because our focus was largely on terror fight for the last 20 years. Then how do we put all of that together on the left-hand side with our, with our government customer needs, right? They need things to be able to address those needs. They need things faster. They need innovative ideas. They need to get the cost down on these systems. They need to be able to get systems in the field fast. Ukraine is showing that, right? They're going through missiles and systems at a very, very fast rate. It requires responsiveness and collaboration across many. What we bring is the agility that many other large OEM primes may not have that we can bring. We have the scale, but we have the agility, and then we have the ability, the depth that small businesses don't have. We're really kind of building here a new culture to take on these challenges that our country is facing. Now, this is a chart actually, that we showed to our employees the same day, Roger, showed you all, why Leidos was purchasing Dynetics. This is the exact words out of that chart. This has really borne a lot of fruit. I will tell you that early on, Dave King, who was my predecessor here, and Dave and I worked together for many, many years, when we sat down our first meeting with Roger and Jim Carlini, our CTO, we walked away from that and said, "What a great cultural fit this would be for our company if this happened." These are really the kind of the culture of innovation that Leidos has had that fit really well with Dynetics. You know, a 50-year history of focusing on science and technology innovation, keeping that ESOP culture where the employees are the center of what we do, even though we're not an ESOP anymore. Really working with closely with our customers at that tip of sphere, at the tip of the spear to work on those really incredible challenges, while having a good balance with our employees and our shareholders, committed to growing in the locations that we were at the time, a long history of moving from R&D to programs of record. That's why we told employees, three years ago, actually, three years ago on the 17th of this month, that this acquisition made a lot of sense, and it has borne fruit and continues to bear even more fruit as we go forward. I'll talk about that in the upcoming slides. I really like to think about this as we're grafting DNA onto each other, right? If you think about what's come together here, whether it's SAIC, Dynetics, the Lockheed Martin IS&GS, or the L3's DNA, we're bringing the best of those cultures together, right? Grafting that DNA onto each other, whether that be our ability to do these rapid prototyping, bringing systems engineering rigor to the table, agility, the speed, the affordability that we need for these programs. You know, that entrepreneurial mindset, willing to take risks, willing to lean forward and bring new ideas, and having a deep pool of resources. That's really key. Those are things that we're building. We're really creating a new aerospace and defense company by grafting these things onto each other. Whether it be a subsystem, such as the Common-Hypersonic Glide Body, which is part of a larger Conventional Prompt Strike program, or a full system such as the Small Glide Munition, which you'll see. You'll see both of those today. Our aim in the long term is to become a thicker integrator, add more capability across that life cycle. Now that we're partnered up, we have the Leidos Innovations Center, all the way to our ability to do operations and logistics with the Defense Group. We now fit within a larger Leidos sphere to be able to deliver more to our customers, be able to do it in a much more rapid fashion. We can't operate in the classic 15-year weapon system cycle under this great power competition. That no longer works. This is the opportunity that we have, and we're at the right time with the right amount of resources to get it done. The key focus areas we'll talk about today, if we think about Dynetics as a pyramid, right? Kind of the base of that pyramid, and Tim Barton will talk about this a little bit, is our advanced technologies. These are our foundational cross-cutting innovation that really support a wide variety of programs as we go forward. You'll see those in detail as we, as we move into this. On top of that, we call it our force protection model, whether that be, indirect fires protection, with a high-energy laser or a kinetic solution called Enduring or our advanced radar or wide-area surveillance programs, things of that nature. How do we protect our forces wherever they're located around the globe? This is getting a lot of attention with what's happened in Ukraine and obviously in the INDOPACOM region. On top of that, hypersonics. This is a tough challenge, right? How do we put systems in the field, have both offensive and defensive systems to address the challenges our country faces today? You know, I've been in this business, the hypersonics business, since the mid-1990s. When I was at NASA, I helped run that portfolio. Starting in about 2003, there was a major dip because we didn't see a need for it. We're moving to the terra fight, didn't see this happening. What happened was the Russians resurged, the Chinese took a lot of our technology and now applied it and weaponized it, and now we're behind. So we're having to hustle to develop a missile defense solution as well as an offensive solution, and I kind of look at this as kind of akin to the 1950s where you had a missile gap. Now, we're not gonna meet this head-on, missile for missile. It won't work to do that. We'll talk about how all that comes together. That really is the core of what we'll talk about when we kind of bucket the work that we do. When we look at our addressable market, actually our CAGR and our market is actually up a little bit from last year. We were projecting about a 4% growth. Now we're projecting about a 6% growth. You can see the areas that we are working in there from space systems and solutions, engineering services, tactical weapons, cyber physical systems, sensors, which includes a lot of our ground sensors and our electronic warfare and wide area surveillance systems, airborne autonomy, integrated force protection and hypersonics, and its space counterpart in National Security Space. We see some great drivers here. We see the growth vectors really being, how do we get all these things put together and get solutions in the field quickly, you know. Right now, the customer is saying, "I don't want the elegant solution. I need the 80% solution, and I need it in a couple of years. Whether that be a Wide Field of View sensor two years from start, whether that be the first Hypersonic Glide Body in the field in four years, those are the kind of speeds that we're having to move at. To do that, you've gotta have a lot of customer intimacy. They gotta be very involved. You gotta have a lot of customer transparency and trust to be able to do that, and we don't take that lightly. What sets us apart? Number one, our customer intimacy. That has been a foundation. That's been a foundation of Leidos from the very beginning as well, and it was a foundation of Dynetics since 1974. Having those kind of relationships, understanding what our customers need. When I got here in 2009, our mix of programs were about 90% engineering, high-end engineering services, and about 10% of what I call product, where we have to put something out the door. That's flipped over today. You know, today, we're about 80% delivering things out the door and the rest in services. Our speed and our agility is obviously critical, particularly in the great power competition fight, and it really sets us apart when we think about the resources we have. You know, somebody asked me the other night, "What sets us apart?" We can move fast, and we love the hard problems. When we talk about the Valley of Death, right? I gave a little talk about a year ago that we like to hug the cactus in the Valley of Death, right? You gotta be willing to take on those hard problems, and you have to be able to embrace it, and they are. Trying to get the first 300 kW layer, laser mobile in the field, in a couple of years is really, really hard. Having the first hypersonic defense system in space, in 24 months, that's really, really hard. That's the kind of problems that we like, and we embrace it, and we have a culture here within Leidos that allows us to do that. To do that, you have to have the best employees, and we have to focus on excellence and innovation in everything we do. That's not just in the engineering side. That goes to accounting, HR, program management, chief engineering. All of those other functions have to all work seamlessly together to get that done. We have to partner across the corporation and with other companies if we're gonna be successful. This is kind of the chart Roger hit on earlier. I love this because I sat down and I thought about, well, what have we won together that separately we wouldn't have won, right? These are just some examples of that. We won the SDA Space Development Agency for the Space Force, Wide Field of View Tranche 1. That's gonna be the first operational hypersonic missile warn and track capability that the U.S. will have. We just won that. That's an exciting win. All right? We are a sub to Northrop Grumman on that program. We supply the sensor, and they're the integrator for that. We won the NASA Human Landing System round one. Now, round one, we won. Round two, we lost. Us and Blue Origin lost to SpaceX. Guess what? Round three, which is NASA has continued to fund us over the last 18 months leading up to round four. Our proposal will go in for the next round of human landers next week, and we're incredibly excited about that. A new program that Jonathan will talk about called MACH-TB. This is how do I start driving the cost of hypersonic systems down so that demand signal can get back up? The key to that is we have to be able to test regularly. We have to bring new capabilities, new systems, and we got to get on a faster cadence on the order of once a month. We embrace that. We just recently won that program as a prime. Companion program to the Common-Hypersonic Glide Body is the sheath that goes around that glide body made of carbon-carbon. Talk about that when we go over to the National Hypersonic Glide Body facility in a little bit. We won that contract. That was a big contract for us to win. That's a half a billion dollars. Now, tip to tail, we are responsible for that entire glide body. Obviously, the Enduring Indirect Fires Protection Capability prototype contract. There's some other things as well. There's another hypersonic contract we'll announce later on this month. Can't talk about it in detail, but it opens up a new avenue in hypersonics that we haven't been into before. When we add those up, these are things that neither one of us could have won without each other. That's $1.6 billion since the acquisition in January of 2020. These are really exciting times. We've got an incredible team that I look forward to you spending some more time with today. I know we all introduced, and we loved our time at dinner last night. With that, I wanna turn it over to Dr. Tim Barton, who will kick us off with an overview of advanced technologies. See more technological change in the next 10 years than we saw in the last 50 years. For decades, success for America meant we brought our best minds together and innovated faster than any other nation. We absolutely must continue to do that. We must remain determined to develop and dominate the products and technologies of the future. Good morning. What I'm gonna do now is put some of our advanced technologies in the context of how they support our national security challenges, like Roger and Steve talked about. I'm also gonna try to give you a flavor of how we move fast with agility, as Steve discussed. It, pretty regularly, the Defense Department and The Intelligence community publish their priorities, right, for what they need. One of our secrets is to stay ahead of that, right? To manage that technology and make sure we have technically discriminating capabilities in those areas that support their missions. You can see on the left there, we talked a lot about hypersonics, we talked a lot about force protection, directed energy types of applications. You're gonna hear a lot more about that. You know, things that they need right now, right, in the field. Effective adoption, things like autonomy and AI and machine learning and reinforcement learning. You're gonna hear more about that on some of the demonstrations later today. And things down in the emerging areas like biotechnology. Quantum, those are big areas in our Leidos Innovations Center, where we're working on the R&D in those areas that then can move through different program phases and be applied in different mission sets. You just heard from Heidi Shyu, she's the Under Secretary of Defense for Research and Engineering. There's another quote from her there that says, "Yes, we need innovation." You've heard that our business is built on innovation and technical discrimination, they need it fast, right? In a moment, I'm gonna talk a little bit more about the pace of the threat and, you know, financial limitations and things like that, all the other stressors that the country is facing. They need it faster, they need improved missions. Us being able to operate with agility, as Steve talked about, really allows us to get in there with new capabilities and improved missions and help them succeed. You heard a little bit about hypersonics already. We have an incredible portfolio there. We've got the Army's launcher for that. We've got the Common-Hypersonic Glide Body. You heard about the Hypersonic Thermal Protection System. We're working very hard at technology integrations in those areas to improve the mission sets on the offensive side. On the defensive side, you've heard about our sensors that are going into space to be able to detect and track these highly maneuverable, fast, hot targets that you can really only do from space. On the right side of the chart there, you see the portfolio of integrated force protection capabilities. Those are really sensors and detection and tracking kinds of capabilities, along with effectors like the air defense launcher, high-power microwave, high-energy laser, Mobile Force Protection, things that can take out threats over a variety of scenarios and different mission sets. We'll spend a lot more time talking about that both in the demos later today and in my colleagues' briefings. As I said just a moment ago, and what Steve highlighted in the turn to the great power competition, you can't forget about the terrorism fight. The threat is evolving so quickly, right? The standard acquisition processes that, you know, with the FAR and that the government and our customers normally operate with just don't work. We're gonna talk a little bit more about capitalizing on rapid acquisition authorities and those capabilities. On the customer side, they're doing their part to move fast as well. So we have to pace the threat. As I said, they want new missions and capability that allows them to execute missions that they wouldn't have tried before. You know, getting further upfront, closer to the enemy, getting our war fighters out of harm's way, with autonomy and those sorts of things. But with the financial limitations that the country has, they need it at a reduced cost, right? Do more with less. Do it faster, do it with agility. Building in security and cyber resilience, that's in our DNA, that's in everything we do. It doesn't do any good if you have an incredible signal processing and sensor capability, you put it in the field, and somebody takes it out immediately. These things have to be protected. Then a focus on how do you remain agile, right? The digital engineering approaches where we can demonstrate the value, the mission value quickly upfront, before you spend money all the way to, demonstrating the value of a new module very quickly or, those sort. Let me just say Modular Open Systems Architecture, which a lot of us know a lot about, allows you to integrate new capability, new mission capability very quickly, very cost-effectively. It prevents the, you know, for the government and our customers, things like vendor lock, right? They don't want to be beholden with contractors with their hands out all the time. They want the best of breed to be able to be integrated quickly. How do we do this? On the next chart, I just have a couple of examples of how we take that innovation and technical discrimination, which is the basis for everything we do, and how we move through various program phases from R&D, science and technology, through the valley of death, where we do engineering, development, prototype, demonstration, and test. That's with our war fighters, right? Working very closely with them to so that it's in their hands. Many times before we get to a program of record, we're delivering prototype capability that is residual mission capability. They're really using it in the field, and it has to work, and it has to be on schedule and on cost. As you come out of that valley of death into programs of record, you know, production, larger rates and things like that. How do you do that in a way that where you continuously innovate through that improving mission capability. The things on the left there, in addition to leveraging the rapid acquisition authorities, where the customer is helping us go fast, tailored engineering, we talked a little bit about digital engineering, is how do you manage the risk, right, of integrating, deploying this kind of capability, but also allowing agility, right? You don't wanna overprocess it, you also wanna manage the risk. We work very hard at doing that and having our chief engineering function manage that. Preparing for the program phases early, right? Having the right people in the right spots. The people on the left side of that Valley of Death doing the R&D aren't the same people who are delivering prototypes necessarily, or doing the manufacturing production or the ab ilities and details of programs in the programs of record. You have to have the right people, you have to have the right processes, you have to maintain speed, agility, and security through all of that. Just a couple of examples there. In the tactical weapons area, you can see the Small Glide Munition. You're gonna see that later today. That came about because of a very special relationship that we had with our SOCOM customer, where they had a need, a gap in capability. In a few months, we designed a new capability, and within a year we got it prototyped into the field. You can see that in the middle, about to destroy a truck there. They were having problems getting the mission impact they wanted, and that has gotten through the Valley of Death into production, and we're building many units per year. That's changed a little bit as we've gone from the terrorism fight to the near peer fight, we're working on other capabilities and other extensions from that sort of weapon into the future. In the middle, you've heard a lot about counter-hypersonics capability with Wide Field of View with a sensor on the bus and a network of payloads in space. We worked very hard for a number of years to develop new sensor capability and new signal processing techniques that allow you to track and detect, characterize these kinds of threats from space. We won Tranche 0 in the middle. We're delivering those payloads right now to be launched. Then Steve Cook talked about in the future, the programs of record with Tranche 1 and tranches beyond that with the Space Development Agency. On the bottom, you see our air defense launcher. We've got a long history. Again, this is another force protection technology in that portfolio of being able to launch you know, kinetic missiles, at incoming threats and cruise missiles and those sorts of things. We've got a long history in that air defense launcher technology investing for technical discriminators. We're working right now on the IFPC enduring program to deliver prototypes for those, and then that will hopefully evolve into low rate production and future production of lots of those units with you know, potential foreign military sales, those sorts of things. We're in the thick of that one right now. If we move on to the next couple of charts, what I'm gonna do is just talk to you about a few enabling technologies. Autonomy, reinforcement learning, machine learning, artificial intelligence are really important for us. It's how you get the war fighter out of harm's way. It's how you get capability further into the fight where you wouldn't put war fighters. Our approach to this is nested and hierarchical. We have autonomy at the subsystem level, at the platform level, you know, should the aircraft or ship turn left or right, how fast should it go? Those, those sorts of things, depending on mission capabilities, and at the highest level is campaign and resource management. You're gonna hear a demo from Tim Peters later today that talks about how are we using AI to manage a campaign. How many airplanes, how many missiles, how many ships, those sorts of things, and turning humans into superhumans, right? Making decisions faster, staying ahead of our threats. On the lower part of the chart, you see high-power microwave. That is a capability that puts energy on a target and essentially cooks the electronics in it and knocks it out of the sky. That's a very different approach than shooting a missile at a threat or a higher energy laser. We have a portfolio of these kinds of capabilities. This gives us a very deep magazine to address multiple threats nearly simultaneously. We have this variety to address the different mission scenarios on what you would do. On the last chart, I'm gonna start at the bottom with the sensor capability. We worked very hard, in the Dynetics Group on exploiting different phenomenologies in RF world, EO/IR, acoustics, and being able to put sensors in the field that can detect and track. On the top, we also have the advanced computational capability and signal processing ability to include algorithms and implementations in embedded ways on processors. Sometimes very low SWaP, you know, size, weight, and power requirements are put on us. You know, it has to look like a rock and be forward and be cyber protected and not be able to be attacked and those sorts of things. These two combinations together really allow us to characterize, detect, and track threats, and you'll see a variety of those kinds of capabilities throughout the day. That's it for me. What I'd like to do now is hand it over to my colleague, Larry Barisciano, who runs our Weapons Technology and Manufacturing operation and that portfolio. Thank you. An explosion of- Vladimir Putin puts Russia's nuclear forces on high alert. Chinese President Xi Jinping has warned of war. Shining a spotlight on the fate of Taiwan. China's air force hinted that a U.S. base on Guam could be a target. It's just a really dangerous time, quite frankly. I fear greatly that actually we are pretty close to World War III. Didn't want you to miss that uplifting video, I needed to send it back. If you need a second to watch a feel-good cat video before I start, just let me know. I'm Larry Barisciano. I'm happy to be here. As Steve Cook mentioned, I am, while not new to Leidos, I am new to Dynetics and new to this role, really excited to talk to you today about some of our force protection capabilities. I'll start. If we just look at the big picture and why we're doing this, just taking a look at the overall threat environment to our key assets, to our war fighters. You can see on the right side, all the threats that we see from all of our adversaries, ranging all the way from ICBMs, down to small unmanned aircraft systems. On the left side, the layered defense approach that the government is looking to put in place. The portions that I'll talk about today are the Indirect Fire Protection Capability. They are more close range type defense mechanisms against subsonic cruise missiles, rockets, mortars, and UAS threats. The IFPC technologies are the ones that we are driving through our Dynetics group here. I'll take you through a few of the key programs, and Tim Barton laid the groundwork for some of them. I'll start with IFPC Enduring, which is one of our ground defense launchers. We're currently on contract in a prototype phase to provide 16 prototype launchers. IFPC Enduring is intended to combat subsonic cruise missiles, as well as medium-sized UAS and other aerial threats. The launcher that we are working to develop and prototype is based on an open system architecture, preserving the ability to integrate new missiles as threats evolve. It's a 360 degree protection, able to engage multiple targets at once. The work that we're doing today, which you'll see more on the last stop that we'll take up at our Chase facility, positions us very well for the follow-on capabilities that could come through low rate initial production as well as full-rate production. The demand signal that we see from our government partners is very strong. They have pretty much said if the system were available to be fielded today, they are ready for it to be fielded. We need to get through the prototypes, prove the technology all the way through, and then we see a strong demand and a strong possibility of being able to move into production. Also, as part of the IFPC family and also focused on cruise missile threats and rockets and other UAS and fixed wing type threats is the High energy laser or the aptly named HEL. We are working today in a pre-prototype environment working to demonstrate the technology. One of the things that I've observed immediately in joining the Dynetics team is one of the things that Steve talked about, and I think it's one of the reasons why customers want to work with us here in Dynetics, is our ability to respond to real-time changes in the need. When we began working with our customers on HEL, the focus was on 100 kW laser. As the threats have emerged and the capability needs have changed, they're looking to scale to 300 kW, really pushing the envelope on the tactical laser technology, and we are ready to respond, and that's what we are off. We have a lab that is up and running, working to integrate both the laser capability as well as the thermal management capabilities needed to be able to use the laser in a tactical environment, building upon capabilities that the government has already developed, and making sure that we are ready to demonstrate those capabilities. Within a couple of weeks, we should be ready to demonstrate the capability in the lab and then also take the capability out to White Sands and be able to initially show how it would perform in that environment. That pre-prototyping phase is gonna help inform the characteristics of the system, help us to continue to develop how it needs to evolve in order to be effective in combat. The work that we're doing for the pre-prototype will position us well for a follow-on prototype phase, as well as a longer-term production capability, where we look to, you know, 70 or more potential systems in the coming years. Continuing, I'll talk a little bit about some of the sensor capabilities that go along with the IFPC family. The Multi-Domain Radar for a Contested Environment or MDRS is something that we've been working with the Marine Corps to prototype. Capabilities really looking at a survivable air defense radar that can be part of the overall IFPC CONOPS. We've worked to leverage existing capabilities, starting in with the Army Long Range Persistent Surveillance, or ALPS, and be able to integrate other sensor technologies, be able to integrate fusion capabilities to make it highly capable, highly survivable. The work that we're doing in MDRS positions us well for a program of record that we're looking forward to called Marauder for the Marine Corps. The last one that I'll talk about in some detail is the Mobile Force Protection. This is a capability that we're developing in partnership with DARPA. It's a multi-phased demonstration of capability. It's focused on defeating smaller, unmanned aircraft systems. One of the things that we have focused on developing is a capability that has an end-to-end kill chain all the way from identifying threats to engaging them and defeating them, and embedding as much automation as possible to reduce the burden on the war fighters and deliver the capability to remove the small threats, and, clear the air, so that we can perform our missions. We're looking to continue the demonstrations that we're doing in the multi-phase demonstration phase that we expect to continue to work with our customers, really leveraging our sensing, autonomy, and integration capabilities in what we would be providing. If I step back and there's one additional one on the chart that Tim Barton already talked about, which is the high-power microwave. When we think about what we're doing in force protection in the context of the Valley of Death that both Steve Cook and Tim Barton talked about, all of these capabilities are seeing the upside of the Valley. They're all in the place where we're demonstrating the capabilities to the point that they'll come out the other side and be ready to move into production and be able to support our missions. All of them, while in various stages of prototype and demo, have upcoming milestones and decision points with which we will be working with the government and positioned well for the follow-on work that would get these systems out into the field. With that, I can turn it over to my colleague, Jonathan Pettus, who will talk about our Aerospace Defense and Civil operation. China has successfully tested hypersonics. Is the U.S. behind our adversaries in the development and deployment of these weapons? China has launched the third and final module to complete its permanent space station. The launch is the final part in a decade-long effort to maintain a constantly crewed presence in orbit. When it comes to hypersonics from our strategic deterrent perspective, my biggest demand signal is for a hypersonic sensor capability. If we can see it, then we have the ability to deter it. Well, it's already been discussed, several times in the presentation, and if you follow this industry, it's certainly clear that hypersonics have emerged, it would seem fairly recently as a major priority for our national defense. That's not because, as Steve alluded to, hypersonics technology is new. It's because of the recent progress from our strategic competitors, namely, Russia and China, in pursuing technology that, in fact, the United States led the world in the development of, and getting to a point where they've actually fielded operational hypersonic systems while we have not. From that perspective, it's become a top priority. In part, that's because of what those systems offer from an offensive perspective. In General Hyten's quote, you saw him in the video, by the way, he's a native Huntsvillian that we're very proud of. You see sort of the overall capability of the offensive hypersonic systems, the ability to get at long-range targets that are well-defended, that are time-critical threats. Since our adversaries have made this progress, we are now in essentially an arms race, as Secretary Kendall quotes here on the slide, to catch up with our competitors and to move past them in terms of our capabilities. When we talk about hypersonic systems and the fact that the hypersonic systems are not new, people focus on the speed. You, I think you're probably aware of by definition, we talk about systems that can hit Mach 5 in speed. But it's really not just the speed that makes the difference with hypersonic systems. It's the combination of the speed and maneuverability, and then the depressed altitudes that they can fly at. In fact, that's represented here in this chart because in reality, our longstanding ICBM capabilities fly at much greater than Mach 5, but they do so in the vacuum of space primarily. These ballistic systems, their characteristics sort of are dominated by the fact that they have a very predictable trajectory. Once they're detected by either ground-based systems or space-based capabilities that are in higher orbits, then we can calculate, we can track, calculate a trajectory and a target, give fire control information down to a defensive system, and then respond to that. That timeframe, that kill chain allows it in minutes for that to occur, which is actually a long period of time to defend against these kinds of threats. Now, with the emergence of hypersonic systems, you see there in the chart the different trajectories they can fly. There are two different kinds, generally, of hypersonic systems. There are the Boost-glide systems, which leverage a propulsion system, a rocket or booster, to fly to the edge of space or into space, and they carry a glide vehicle that is then released, enters the atmosphere, and can leverage the friction in the atmosphere and aerodynamically glide to its target at a lower altitude while maintaining those hypersonic speeds. The other type of offensive system is a air breather or cruise missile-type capability. It uses a unique engine called a scramjet that allows it to actually be powered in flight through the atmosphere. These systems fly at these much lower altitudes, and the real challenge there is our traditional ground-based missile defense system that we've leveraged through the years and has offered big advantages for us against our adversaries, those systems can detect early these trajectories of ballistic systems, but with hypersonic systems, it's too late. Because of the curvature of the Earth and the line of sight that those systems have, by the time they detect these hypersonic systems, there's only a matter of seconds to respond. That's the challenge, and it renders our current defensive capabilities, fairly useless. The nation is responding on the defensive front to create a space-based, a new space-based architecture that allows for an earlier detection and then tracking of these much dimmer targets that maneuver in a very different way than ballistic systems. Offensive boost-glide, offensive air breather, defensive space-based architectures, we are involved in foundation programs on all three. I'll talk about a couple of those, and you'll see later some examples of what we're doing in this area. Because of this threat, part of the response is the Department of Defense is spending around $4.5 billion in 2022 and upwards of $5+ billion in 2023. That doesn't account for some of the infrastructure, wind tunnels, and testing environments that are being invested in as well as we respond to this threat. Now to some of our programs in this area. I think really our flagship program, it's already been mentioned, is the Common-Hypersonic Glide Body program. That really is a program that supports both the Army and the Navy, thus the common term that's used there. This program is essentially providing that glide body that I mentioned that rides atop of a booster in a boost-glide system. We're building that glide body to be provided to the Navy for their Conventional Prompt Strike program. We're also building the same common glide body to be provided to the Army for the Long-Range Hypersonic Weapon. Two different systems, but leveraging that same common glide body. It's an example of how important this is, I think, to our military that you see this significant collaboration between the Army and the Navy to ensure that we can get these systems fielded to respond to the threat. We have a contract, actually two contracts, that are associated with this work. One is for the glide body itself. The Navy is the design entity, so they're doing the design using Sandia National Labs as their partner to design the capability, and the Army has the role of being the production agent. Our two contracts that we have, one is for the glide body. The second is to actually integrate the thermal protection system. That's one of the more complicated portions of this problem, to protect the glide body as it experiences those challenging thermal environments in flight, given the heat that's generated. The thermal protection system work combined with the glide body work equates to $960 million in contract ceiling to develop these capabilities. We're on contract today for our first delivery of 14 glide bodies, six test systems, and then eight prototypes that will be fielded by the Army. We'll talk a little bit more about that. I think this is a really good example, though, of what Roger talked about. The Army, because of the need to get this fielded quickly, they established an entirely new organization, RCCTO, Rapid Capabilities and Critical Technologies Organization. RCCTO was looking for an industry partner who could take this government-designed capability, work with the government in a very tightly coupled fashion, and then create essentially the procedures and data definitions to make that producible, stand up an infrastructure so that that can be manufactured. Within less than really 1,000 days, we got on contract with RCCTO. We sent 60 engineers out to Sandia. They worked side by side with Sandia engineers to build the first system. In doing so, we worked to develop the data package then that allows us to transfer that work and that capability over to our facility that we also stood up in that time frame, that three years ago was a modem factory, and you'll walk through that in just a bit. In three years, stood up the infrastructure, got the TDP done, developed the first industry-produced system last April, and now we'll generate the next, the first really eight glide bodies that will be deployed, and those will represent part of the first operational hypersonic systems that the nation will have. That rapid and intimate, sort of integration with our customer, I think, is our hallmark. When we talk about how we win, that's really key to how we win. Along with that. By the way, the facility you'll see is equipped to move to low-rate production and then higher-rate production as we move forward. Getting to high-rate production is all about how do we create more affordable manufacturing techniques and integration techniques for these systems, and key to that is being able to test more frequently. Our adversaries, China namely, is testing perhaps 20 times a year, maybe more. For us, we've typically designed these large sort of exquisite test programs that only allow us to test a full system maybe once a year. The key for moving more quickly relative to producibility and to incrementally add technology is to be able to test systems more frequently. That's the MACH-TB contract that Steve mentioned that we've recently won. We're positioned there as the prime contractor through a Navy-led effort, but that M stands for multi-service. The concept here is the Army, the Navy, the Air Force, all the entities, even some other, maybe civilian agencies like NASA, would leverage this testing capability to attack the hypersonics problem. The Navy's the lead. We're partnering with the Navy, and a number of industry partners that we've brought to this opportunity, our subcontractors that provide commercial low-cost propulsion capabilities or maybe bring in interesting materials in the microelectronics, communication and software capabilities that are relevant to the hypersonics problem. This will give us the ability to test sort of within segments of the hypersonics flight regime using lower cost sounding rockets and things of that nature. We're really excited about this, one, because we get to provide the experimental glide body that will be used to modularly insert some of these technologies, and then secondly, it's gonna put us at the center of the nation's hypersonic flight test program, and we're gonna be able to actually have insight into those technologies that positions us to be a bigger player long-term in this hypersonics program for the nation. That's MACH-TB. The goal there, by the way, I think I failed to mention, is to get initially to 12 flights a year, and then publicly, defense officials have talked about perhaps doing as many as one a week in the future. The last program that I'll talk to, turning to defense, and it's already been mentioned, is the Wide Field of View program. We, as Tim Barton said, are engaged heavily in this program. This is the response to the hypersonics threat with the new space-based architecture that the Space Development Agency, part of the Space Force now, has stood up. The concept here is to develop in low Earth orbit, closer to the Earth, a network of smaller satellites, lower cost, smaller satellites that sort of at one layer provide a communications or transport capability, that then actually can integrate with probably the most important part of this architecture, which is the sensors that provide you the ability to see those dimmer targets that hypersonics pre-presents as well as to track those targets, and that's the warning and tracking layer. SDA has really taken an innovative approach to how they do acquisitions and how they built this program around spirals. They call them tranches. The first spiral is Tranche 0. We were one of two providers selected based on our really discriminating payload capability, this is where we're leveraging the long-standing Leidos sensor capability in IR, EO/IR as Tim Barton talked about, and then combining it with the rapid prototyping, rapid engineering capability of Dynetics. We're on contract with our prime, in that case, SpaceX, who's providing the satellite system and the satellite bus where we're providing the payload. We've delivered our first two payloads that'll be ready for launch no later than early next year. That's Tranche 0. It includes four payloads, two satellites. When we talk about these payloads, we really believe as we look strategically at these opportunities, particularly with SDA, is that the real value is in those payloads because that's really the purpose and the application of the system. If you cover IT services or IT services, I was talking to some of you last night, and I have a background in that as well, think about from an IT perspective, you have the computing infrastructure and the operating system, and then you have the application. The real value is the application that you're trying to enable. That's what the payload does. It's the discriminating capability. That's why we were selected as one of the first two, and then we've also been selected, as Steve said, for Tranche 1, where we'll actually deploy 14 payloads in orbit to provide this first operational capability for at least a segment of the Earth to cover, and to prove out the ability to sense and track these hypersonics targets. I would point out on the right, those you can see sort of the process in our facilities out on the West Coast for actually building out the sensor, the electronics box of the sensor, and then actually the thermal enclosed version or view of the sensor. All that's happening out on the West Coast in our Leidos laboratories. With Tranche 1, we're building out our capability here at Dynetics to do this production at larger scale. It's a great example of the combination of Leidos capability, combination of Dynetics capability that resulted in the win that Steve talked about, and we think we're well-positioned now for the future tranches. One of the interesting things about this opportunity is because it's in low Earth orbit, these satellites have to be replenished every two to three years. Once you get a place in this business, there's a real opportunity for recurring revenue streams as we replenish those systems and continue to improve them. That's the Wide Field of View program. Just a summary chart here of some of the key milestones in the programs that I've mentioned. Talked about the MACH-TB win. The real work starts early next year when we'll actually be building out the first flight test campaign. We hope to at least do one test in 2023, perhaps more, depending on funding that's available. I mentioned the Glide Body delivery in April, which was the first test system that we delivered. The real significant delivery for us is those next eight that we'll be delivering to the Army so they can get deployed at the end of 2023. We're working on our next order from our customer on the Glide Body program, where we expect to be filling a larger number of systems to do the next batteries for the Army and later for the Navy to deploy on their destroyer ships for sea launch capability. We're expecting and should close on that in the near future. Then finally, you see at the bottom the Wide Field of View schedule. I mentioned the fact that we are really close to the launch of those first two payloads for Tranche 0. Tranche, then the next two will follow closely behind that this year. Then in 2025 we'll be deploying those Tranche 1 systems. That's a quick preview of some of the things you're actually gonna see out at our MidCity facility, and you'll get a chance to see some of the actual details of our hypersonics program. Now I wanna turn it back over to Steve to close us out. Thanks, Jonathan. I hope you get a pretty good idea there, the kind of things we like to take on. We like hard challenges. That has been a hallmark of this company since its founding. That combined with our agility and our ability to scale really is what sets us apart. It's hard to think of a better challenge than this one, right? How do we land humans on the Moon for the first time since 1972 and do it successfully? We have been a part of the NASA Human Landing System program since the first phase of it. Actually, a pre-free phase of that started back in 2019, obviously 2020 we were selected as one of three, that down select happened. NASA has the Sustaining Lunar Development, or SLD, opportunity that we will be putting in our proposal next week for. We're really excited about that. We think we've got a concept that is very unique. As you can see here, it's very close to the lunar surface, so it's easy for a crew to ingress and egress. It's very easy for cargo to being placed on the Moon. With the great success of the Artemis program, by the way, we had hardware on the Space Launch System that went, which was very exciting. On the next launch, we will have hardware not only on the Space Launch System, but on the Orion spacecraft that monitors the health of the astronauts, the crew cabin environment that they're in. That was another great program that we won a few years ago. Then, two launches after that, we'll have our first launch of what's called the Block 1B of the Space Launch System. That's the one that can take larger payloads to the Moon. We start talking about larger things to the surface, whether that be things like lunar transfer vehicles, larger habitats, other systems in orbit. You need that Block 1B capability. We're building the top of the rocket, as I like to call it, that goes between the top of the upper stage and the Orion spacecraft that will take these large cargos. We're building that right here in the Huntsville area in our Decatur facility. We won't get a chance to get over there today, but if you're ever back in town, we'd love to take you over there. That is we are building the world's largest composite structure that will be flown in space. It's 32 ft tall, 27.5 ft in diameter. Again, for a company that really wasn't even in the space business in 2009, it just kinda shows the mentality of our employees and our folks, and it gets folks really excited when you take these kinds of things on and make a difference for the country. Interestingly enough, after the after the successful Artemis mission, after they went around the Moon, and, you know, now we've had this human spacecraft the farthest from the Earth that it's ever been, closest pass at 81 km or mi, km from the Moon. Now we look at in the future, the Chinese have come out and announced today they're gonna have a sample return mission by 2025, and they're gonna have boots on the Moon themselves by 2030. I think we'll see a lot more interest in this program, particularly in the U.S. as we go ahead. This is a great partnership. This is run by Marshall Space Flight Center, obviously that's right down the road, where a couple of us spent a big, big part of our careers. Now on to the next stop. This is the highlight of the day is coming up. We gave you kind of an overview last night and this morning, but what we show is, I think you really love. We'd love to show you. We could spend all day walking through our facilities and showing you things, but we're gonna highlight three things. We're here at our Dynetics headquarters building. We're just gonna go across the parking lot to the Stephen Gilbert Advanced Manufacturing Facility. We're gonna highlight there our Small Glide Munition, our advanced autonomy solutions, both in hardware and in software at the campaign level, as Tim talked about earlier. Steve Gilbert was our co-founder, Steve passed away right at the time of the acquisition. Steve founded this company with Herschel Matheny in 1974. Steve was still sitting across the hall from me when he passed away. I'll tell you walk to Steve, and Steve was a radar engineer. This is just the kind of company we are. He would have young engineers coming in. He was mentoring them about how to work on these advanced radar solutions. We would sit and talk about it. I said, "Steve, did you imagine in 1974 that we'd ever have something, that we would be building things to go to the Moon or hypersonic systems are now part of the larger Leidos corporation?" He said, "Absolutely not. Never in a million years would've imagined that." To watch the excitement on his face at where it went, probably similar to the kind of things Roger saw from Dr. Beyster later on in life. We named that facility after him. From there we'll go over to what we call our MidCity campus. That was what was the modem factory when Leidos acquired us, and literally in right at three years from start of that program, you'll see where we're at. That is a classified facility. We got special thanks to Paul Malone and our security team, Terry Phillips at headquarters, that helped make that happen. We're gonna take you into a classified facility today, which means a lot of the things are gonna be covered up or out of the room, but you get an idea of what it takes to put together a hypersonic system. This facility is not just for the Common-Hypersonic Glide Body, it's for things like MACH-TB and other programs that you'll hear more about in the next few weeks. We'll leave there, and we'll transit a little further away to the east side of town to what we call our Chase facility. That's about a quarter million square ft manufacturing facility. That's a hardcore manufacturing facility. That's our newest on as a part of the Dynetics family. That's where we are manufacturing our Enduring IFPC prototypes that will then go on to low rate production and then full rate production, and we've got the facility sized out to do that. We're actually gonna have lunch there. When we get done, we're gonna have lunch on the floor. You'll get to see what's going on right amongst new Army launcher hardware, which is on its way to the field. We'll have a Q&A session there, and we'll wrap it up, and we'll get you on your way back to the airport. Just a few logistical announcements. In 15 minutes, right out front where you came in, the bus will be back out there. You've got some time. You need to use the restroom, make phone calls, whatever you need to do. Restrooms are right outside the door here, right behind Anne, if you need to do that. On the back of your badge, it says A or B, huh? When we go into the Gilbert facility, you'll see, it'll be obvious. There's a B group and an A group, and then we'll switch, partway through. Everybody gets to see the same things. We're just gonna have to split in two, just because of the facility limitations. On the back of your card is your lunch table. I'm happy to be table three. That'll be there when we get there. We have shuttles available. We have a shuttle that will take passengers to the airport, and then a separate shuttle will take, if though you wanna go back to the hotel, or come back here, you can do that. I think we made arrangements already for the bags. When we're on the tour, can't take pictures. I know that's probably not a surprise. Best just to leave your cell phones on the bus. They'll be safe there as we go in there. For sure we can't have them when we go into the to the hypersonic facility. You can have it at the other places, but we just can't be taking pictures where we go. Ladies, did I miss anything from a logistics standpoint? Stuart, anything else? No. Okay. We're officially now on break. We've got 13 minutes before we depart. Thank you.