Greetings. Welcome to Virgin Orbit third quarter 2022 earnings conference call. At this time, all participants are in a listen only mode. As a reminder, this conference is being recorded. I'd now like to turn the conference over to your host, Stephen Zhang, Vice President, Investor Relations. You may begin. Good afternoon. I'd like to welcome everyone to Virgin Orbit's third quarter 2022 earnings call. Conducting the call today are Dan Hart, Chief Executive Officer, and Brita O'Rear, Chief Financial Officer. During today's call, we may make certain forward-looking statements. These statements are based on current expectations and assumptions, and as a result, are subject to risks and uncertainties. Many factors could cause actual events to differ materially from the forward-looking statements made on this call. For more information about these risks and uncertainties, please refer to the risk factors in the company's filings with the Securities and Exchange Commission, which are made by Virgin Orbit from time to time. Readers are cautioned not to put any undue reliance on forward-looking statements. The company specifically disclaims any obligation to update the forward-looking statements that may be discussed during this call. Please also note that on today's call, we will refer to certain non-GAAP financial information that we view as important in assessing the performance of our business. You can find reconciliations of the non-GAAP financial measures with the most comparable GAAP measures in our earnings press release and presentation materials that are available on the investors page of Virgin Orbit's website. With that, I'll turn the call over to Dan. Thank you, Steve. Good afternoon to everybody on the line, and thank you for joining us for the third quarter 2022 earnings conference call. Today, I would like to begin with our recent accomplishments, followed by our upcoming launch activities, the scaling of our business and expanding geographical reach, and I'll end with the latest on business development growth and our key priorities before I turn the call over to Brita for a closer look at the numbers. Let's begin with a quick look at the highlights in the quarter. On July 1st, we executed our fourth launch. The mission continued our track record of 100% mission success over our first 18 months of operations. This brings a total of 33 satellites precisely delivered into our customers' target orbits. We've had significant activity in our international spaceport sector, with the signing of agreements across several countries, including Australia and South Korea, and just this past month with Luxembourg. On the revenue side, we saw a significant increase in the quarter with over $30 million recognized, a testament to the dedicated Virgin Orbit team and execution on backlog. This includes the Straight Up mission in addition to proprietary launch service activities. Finally, having deployed the LauncherOne system to Cornwall, we have demonstrated the mobility and flexibility of our launch platform, which is a key differentiator of our LauncherOne solution. Now let's get into the details. Our third quarter began on a very strong note when we delivered seven satellites to low Earth orbit for the United States Space Force. This was our fourth successful launch. We have now demonstrated the robustness of our system and its ability to execute in a range of weather conditions and various orbits. In addition, our system has shown responsiveness in launch operation by delivering customer payloads to their precise orbits early in the launch window. On October 11th, Newquay Airport in Cornwall was transformed into an air and space port when we successfully deployed our launch system and activated the site for space launch activities. Our upcoming Cornwall launch will come with many firsts, the first orbital launch from U.K. soil, the first orbital space port in Western Europe, and the first of many international launches for Virgin Orbit. Through air launch, we can quickly and efficiently turn airports into space ports and open sovereign launch capabilities across the world, where traditional ground launch may not be possible or practical. Our activities in Cornwall form a blueprint for other allied nations, which will aid them in developing space port capabilities, supporting their local space economies and government needs. The flight manifest for Start Me Up includes payloads from seven different programs, demonstrating our global reach and diverse customer base. On the commercial side, we're opening space to a wide range of customers with missions across space-based manufacturing, maritime domain awareness, global navigation systems, and general Earth observation. In this heightened geopolitical environment, the U.S. and the U.K. are using this mission to further their collaboration as allies in the space domain. Air launch provides the responsiveness and flexibility needed to preserve vital access to space. Recent rhetoric threatening satellite service and actions in Ukraine have demonstrated that space is both a critical and contested environment. Participating in this launch are organizations including the U.K. Ministry of Defence, the Royal Air Force, the U.S. National Reconnaissance Office, and the U.S. Space Force. In addition, the Royal Air Force is leading a scenario-based exercise using LauncherOne to demonstrate how the unique capabilities of our system can provide options in response to a variety of potential world events. The arrival of our air launch system in Cornwall has attracted significant attention from the U.K. space community, government, media, and even royalty, who recognize our mobile system as a key element of the U.K.'s space strategy and as an enabler for the local space ecosystem. Turning now to new business. We recently announced a multi-launch agreement with Spire Global, who operates the world's largest multi-purpose satellite constellation. As a reminder, we demonstrated the flexibility of LauncherOne's rapid call-up capabilities with the quick turnaround and late payload integration of Spire satellite onboard our January mission. Building on that success, we are now teaming up in a broader capacity to provide launch options and solutions for Spire and their global customer base. We've expanded our geographic reach with the addition of spaceport agreements in Australia, Luxembourg, and South Korea. In Australia, our agreement with Wagner Corporation, one of the region's leading property and infrastructure development companies, establishes a partnership whereby we will engage with government and local stakeholders to further the development of a national mobile launch capability in Australia. The partnership seeks to certify Wagner's Toowoomba Wellcamp Airport as a national spaceport and to perform an orbital launch demonstration in early 2024. Last month, we were hosted by the Defense Minister of Luxembourg and the U.S. Ambassador. During our meeting, we signed an agreement to begin a collaborative effort whereby Luxembourg, a key logistics hub for NATO, would add LauncherOne capabilities to their portfolio. The goal is to provide a mobile air launch system with responsive space capabilities for NATO partners and other allies across Western Europe. In South Korea, we are under contract with J-Space to define the operational requirements and the industrial support needed to launch satellites from South Korea. This cooperative effort is designed to act as a catalyst to the Korean small satellite and space solutions market, stimulate local economic growth, and provide the South Korean government with a flexible and responsive launch capability in support of a wide range of mission applications. We continue to expand globally, demonstrating our growing international reach as our differentiated air launch technology continues to attract widespread interest. As we've shown in Cornwall, we can transform airports into spaceports, capitalizing on existing infrastructure and minimizing local environmental impacts, a major improvement over blasting off from traditional ground launch complexes. For some of these countries, our technology is the only option to enable launch safely from their borders. We're now in discussion or have agreements with over 13 countries across the globe and expect to book additional firm orders in the near term. The market has taken notice of the execution we've demonstrated with 100% mission success across our first four missions. On the national security side, working under contract for the Missile Defense Agency, we have confirmed the utility of the LauncherOne system for hypersonic development and missile defense target applications. Follow-on work is active, with our objective being a full-scale demonstration followed by a growing cadence of mission support and services. We continue to work closely across the national security community to enable Tactically Responsive Space through our air launch technology, which has recognized distinct advantages in this mission area. Our strategy includes capturing launch contracts for high-value payloads, resulting in increased revenues. By evolving our processes as we ramp our launch cadence, we're driving to the required certifications while working closely with NASA and the Space Force. Looking internationally, with the growing interest in the number of agreements we've signed across the spaceport sector, this new market is shaping up to be a major growth area. On the commercial side, we've seen increasing interest from the satellite community and more notably, from more established space providers such as Spire. We are actively engaged with several others for multi-launch agreements. We see strong activity across market segments with approximately half a billion in active proposals, of which several decisions are expected in the coming months. These proposals, in addition to our MOU and LOI agreements, are approaching $1 billion of total opportunities. Overall, we continue to capitalize on our position in the growing space sector by targeting commercial multi-launch agreements, international spaceports, high-value government payloads, responsive launch, and other national security missions. Turning to our priorities for the balance of the year. Our first priority is to drive mission success through flawless execution and fulfill our commitments to our customers. To this end, our team is on-site with our rocket under wing in Cornwall. We are proceeding through our launch campaign as we continue to work to obtain the necessary regulatory approvals in the U.K. We are now expecting three launches this year, driven by the timing of regulatory approvals, our efforts to obtain certifications for high-value payloads, and satellite readiness. As we ramp up, we continue to see operational efficiency improvements resulting in higher production rates and lower cost. For instance, the time between launch and the next rocket delivered for launch was reduced by approximately 50% for our current mission as compared to the previous. Finally, we are building on our mission success, differentiating capabilities and market reach to expand our backlog. All of this is enabled by our talented world-class Virgin Orbit team. With that, I'll turn the call over to Brita to walk you through the results in more detail. Brita? Thank you, Dan, and good afternoon, everyone. Moving to our financial results on slide 17, we recorded $30.9 million of revenue in the quarter. This was driven by our most recent launch, in addition to recognized revenues for other proprietary mission-unique launch service activities, as well as funded studies. We are more than just a launch platform. Other revenue streams encompass customer-funded R&D, planning and activating spaceports, ground support equipment, studies, and special mission services. Adjusted EBITDA for the third quarter of 2022 was aligned with our expectations and a loss of $42.9 million, driven mainly by the cost of goods sold associated with the higher revenues. We saw improving gross margin% through higher revenues in launch, services, and studies. Another positive contributing factor was our continued progression down the learning curve, resulting in additional efficiencies. Adjusted EBITDA excludes items such as the impact of depreciation and amortization, stock-based compensation, and fair value adjustments. We've included a reconciliation table to Adjusted EBITDA in our appendix. Free cash flow for the third quarter of 2022 was an outflow of $52.5 million. This was a 6% improvement compared to the prior quarter as we had higher collections and continued to realize cost reduction gains. We are activating our state-of-the-art engine test stands, in addition to investing in our production ramp and have just completed our next generation ground support equipment, which is in operation at Cornwall. Turning to our full year guidance, as Dan mentioned, we expect to launch three times in 2022 as we focus on executing our strategic Cornwall launch and work with our customers on the timeliness of spacecraft availability. On the revenue side, we have already secured the lower end of our previous outlook range and are holding the top end range of $40 million. Our launch operations execution to date gives us confidence in our revenue outlook. No change to our free cash flow outlook as we continue to expect an outflow this year in the range of $220 million-$230 million. This reflects our focus to manage cash as we continue to expect second half free cash flow to be favorable compared to the first half. Sequentially, in Q4, we are projecting higher working capital mainly associated with the production ramp, with offsets from additional contract signings in the corresponding cash receipts. Looking ahead, similar to this year, we expect continued higher revenues per launch as we execute on our backlog and drive mission assurance certifications to deliver higher value payloads. We will also continue to serve our government customers with diverse, highly specialized missions and services. On the international side, we expect to continue to execute space port agreements and demonstrate the value of our unique mobile system. In terms of launch rate, we are targeting to more than double our launch rate next year as we focus on production ramp while building upon and extending our firm backlog. In addition to launch, we will continue to expand into market adjacencies in international space ports, missile defense targets, and hypersonics. Operational execution, market penetration and expansion, and disciplined cash management will be key for us next year as we drive towards becoming free cash flow breakeven in 2024. I want to touch on cash as we continue to bolster our financial position through a variety of efforts. We have strong backing from our current shareholders, as demonstrated by the recent $25 million convertible investment from Virgin Investments, a part of the Virgin Group. We finished the quarter with cash and cash equivalents of just over $71 million. The recent $25 million investment is in addition to this balance. We will be opportunistic in the capital markets to fund our growth. Operationally, we continue to win new business and execute on our existing backlog, which will generate cash as we increase launch rate and drive costs down, improving our gross margins. In addition, capturing new higher value orders provides working capital benefits and cash receipts. With that, I would like to thank you for your time, and will now turn the call back over to Dan. Thank you, Brita. At this point, we'd like to open the line up for questions. Ladies and gentlemen, if you have a question or comment at this time, please press star 11 on your telephone keypad. Once again, if you'd like to ask a question at this time, please press star 11 on your telephone keypad. Please stand by while we compile the Q&A roster. Our first question or comment comes from the line of John Roy from Water Tower Research. Mr. Roy, your line is open. Great. Dan, obviously there's a lot of momentum on the international side and on the space defense side. I wondered how this is impacting the team internally, your ability to hire, and also on your interactions with sales prospects. The act of doing new and exciting things is a plus when it comes to exciting the workforce and bringing in the community. That's what really we've seen. We've got a lot of energy going there. We have a team here in the U.K. doing something that's the first time in history. If you walk down the street in Newquay and you're wearing a red Virgin Orbit jacket, you'll get a happy hello because the community knows that there's something new happening, and that all filters into the workforce. We'll continue to do first as a company, and that's to demonstrate our differentiation as an air launch platform, and drive open markets, which is what you're seeing really in the international and the defense side as well. As maybe as a quick follow on, what are you seeing are your limits to your growth? I know you're still working on making sure that everything works 100%, but what is kind of inhibiting you from necessarily growing faster? I think the operational ramp-up is critically important. It's got a lot of our focus and, at this point in the company, it's supply limited. We need to be very mindful that you're as good as your last launch. We're thrilled with the four successful launches we've just had. We've got to mind our mission assurance focus and our technical activities as the factory ramps up and make sure that we keep that recipe and drive it forward. Great. Thanks. Thank you. Our next question or comment comes from the line of Scott Deuschle from Credit Suisse. Mr. Deuschle, your line is open. Thank you for taking my questions. Brita, can you disaggregate revenue and COGS between launch and other activities? Hey, Scott. I'm assuming you're referring to our Q3 revenue of the $30 million. In that Yes In that value, as we discussed during our last earnings call in Q2, we do have the higher value launch revenue. In addition to that, we also have some launch-related service activities in addition to some study activity. That's really comprising the revenue mix set that we have in the Q3. In regards to Okay, great In regards to the margin, you're going to see that on the launch services-related activity, there is some higher revenues there and margin. I'm not going to get too much into the detail of the launch versus non-launch COGS or margins. It's fair to say that our launch margin is lower. That's really looking at where we are in the initial rate of production. We expect our launch margins to continue to improve, of course, as we come down the learning curve, as we increase our rate and we scale, then we'll also gain economies of scale. What you're seeing in the quarter is really a blended result. Got it. Would it be fair to say, I guess, without getting into the details, that the COGS per launch have continued to improve at the rate that you've expected it to improve over the past, call it six, nine months? You've continued to see the learning curve progression that you've hoped for. Yes. We are continuing to see efficiencies being gained there as we continue to scale. Okay. Dan, can you talk a bit about TacRS and what your options are there at this point? Are you considering protesting the award, or do you want to kind of preserve the customer relationship and not go that route right now? Clearly, tactically responsive launch is a key market area for us, and we're going to work, and continue to work closely with that customer. We see that it's highly valued. We were rated really very high in our technical and natural capabilities of the system. So we were very encouraged by that. Obviously, we're disappointed in the loss. At this point, we don't anticipate a protest. Instead, we're working very closely with that customer to bring forward a solution which we think will be a game changer for them. Okay. Makes sense. Thank you so much. Thank you. Our next question or comment comes from the line of Edison Yu from Deutsche Bank. Just a second, please. Mr. Yu, your line is open. Hey, thank you. Thank you for taking the questions. First, what is your latest take on pricing? I know you're hoping to double launches next year. Do you have any sense of where pricing is trending for that activity? Well, I think we've got really a wide spectrum of different customers with different value propositions. We're seeing stability in the commercial market where, as I think we mentioned in the call, multi-launch agreements are being discussed. What we're seeing is the companies that are in operations are driving a good value for their customers. In addition, you're seeing developments in the national security arena. With our differentiating capability, we have not only a traditional launch, but as we just discussed, tactically responsive launch, as well as inroads into hypersonic R&D and missile defense target areas, which other launchers don't have nearly as much of an opportunity for. Those specialized government areas carry a higher value. As Brita mentioned in the call as well, there are different pedigrees of rockets and launch systems. What we're doing is we're pursuing the higher class certifications for NASA as well as the Space Force to allow us to gain access to launching high-value payloads, which yield higher revenues as well. That's kind of how the overall landscape looks. Overall, we see a good value for our product. Thanks. Separate topic, clearly a lot of momentum on international. Any sense to provide some sort of range on what those opportunities could end up manifesting to be? Not going to try to pinpoint a specific number, but some sort of rough approximation of what those things could potentially be to one day. Thanks. Well, let me describe the overall approach, and I think that'll give you some insights. Again, we're seeing a huge amount of interest and a lot of agreements that we've started to enter into. As well, I happen to be sitting in the U.K. right now, having just walked down what used to be a blank slab of cement at Newquay Airport is now an aerospace port. Our proposition is to come over and really be part of the space ecosystem and provide a sovereign launch capability. There are obviously commercial as well as government purposes at work. It's always the most powerful when those come together, commercial and government purposes. That's how space grew up in the U.S. Our services vary from a campaign and doing a launch to something like what we're doing here, where there's ground equipment and some infrastructure associated with it, and we can sell and maintain infrastructure, ground equipment that services and fuels a rocket, to an airplane that's permanently stationed and supplying a full turnkey system. We're having discussions with different nations on different levels of support that way. Obviously we're most focused on the latter, and those are the constituent pieces. Great. Thank you very much. Thank you. Our next question or comment comes from the line of Josh Sullivan from The Benchmark Company. Standby. Your line is open. Good afternoon. Good afternoon. As far as the regulatory process with the U.K. space port, what are the remaining large tent poles that you see? We don't have any major issues at play. This is the first space launch ever from the U.K. There's a new set of regulations. There's a new team. We've been working very closely with them, it's just taken time. I think there will be a lot of lessons learned from this that will help shore up the process. I'm hoping, and I think there's been some good discussion about trying to bring more commonality between the U.S. and the U.K. and maybe other nations' processes so that documentation and various things are not done in multiple ways. The good news is we don't see a showstopper or a big issue we're working. It is taking longer than we had anticipated, and it is taking a bit more effort than we anticipated as well. Just on that commonality comment, are the other regions like Poland and elsewhere watching the process from afar? Yeah, very much so. There are a number of countries watching and learning. I think this activity will help us form a blueprint that we can apply again and again. Got it. Just on the Spire multi-launch relationship, can you just provide some color there? How do you think you won that contract? Any other aspects to it that you might provide? Well, Spire is a really dynamic, forward-leaning, innovative company. I'd say probably the biggest thing that started this is, as I mentioned, was last December, we were getting ready for our launch, and our team got a call from the Spire team, and they had a satellite that was waiting for a launch at another launch provider, and they really were urgently needing it to get up. Our GN&C team looked at our performance and our orbit, and they said, "We could do this." To the FAA's credit, we called them, and within a week, they said, "We're okay if you add that spacecraft." Three weeks later, they were in orbit. That started the discussion. It's a matter of our launch record, our responsiveness, and our value proposition. Got it. Just lastly on the comment, looking for breakeven by 2024. What do you think are the major need to haves to get there? Maybe what are some of the risks around it? Again, as I said before, I think the ramp-up is our key focus right now. We are seeing good signs. The rocket that's currently down the street from here and getting ready to launch came out of the factory in half the time from the last launch than the one before that. We're seeing some good, nice bright spots like that. We got to continue to push it. We haven't had any big supply chain issues, but balancing out your feeder lines into your factory are important. All those operational activities are ongoing. What we want to see, and we're working hard on and making progress on, are these certifications which I think help your operations, help your mission assurance, but also give confidence to customers so that they can put their high-value payloads on your system. We did just get ISO 9001 certification two, three, four months back. We're working on the other pedigree and items. Those pieces, it's really just expanding into the markets we described. Great. Thanks for the time. Thanks. Thank you. Standby. Our next question or comment comes from the line of Austin Moeller from Canaccord Genuity. Mr. Moeller, your line is open. Hi, good afternoon, Dan and Brita. Hi, Austin. Hi. Virgin will have three launches this year. Given that Long Beach can build at a sort of maximum build rate around 20 rockets per year, what do you see as key bottlenecks keeping you from ramping the number next year closer to two times the current, which would be maybe six to eight? Is it more the supply side or more the demand payload readiness side? It's really mainly the supply side. It is going through that ramp. We have the capacity, what you do as you go through LRIP, low-rate initial production is you make improvements. You find whatever weak points there are in your components, in your build, in your tooling, you improve on those. Any change is usually a headwind against ramping, those changes are important because they give you a more efficient build process overall. For the long term, they give you a more capable and more reliable product in the long term, too. As we go through, we will make, and we are making small changes like that to make sure that the factory runs efficiently and that the product is reliable. If you look at big companies who make airplanes and things, they sometimes call those early vehicles their teenagers. They take a little bit longer, it pays off as you get into rate because then your rate really picks up. We're right in that steady phase where we are ramping, we'll hit a knee in the curve once some of these developments and changes are done. Okay, that makes sense. One more. Can you talk about the status of the L3Harris upgrade work on the two new 747 motherships? We've been really focused mostly on the ramp. We will probably defer the mothership a bit as we really focus on ramp. We do not need it for another year and a half to two years, given the capability of Cosmic Girl. At the same time, we're keeping them warm. We do have some customers who are interested in also having aircraft. So, as we expand in the market and get signals there, we have the ability to ramp those up quickly. Okay, great. Thank you for the color there. Thank you. I'm showing no additional questions in the queue at this time. I'd like to turn the conference back over to management for any closing comments. Well, let's see. I'd just like to thank everybody for joining us today. It's an exciting time for the company. I happen to be in Cornwall right now, having just left the team, as we're turning wrenches on an airfield. Yeah, stay tuned. We'll be pressing forward and we'll keep everybody informed. Everybody have a great day. Ladies and gentlemen, thank you for participating in today's conference. This concludes the program. You may now disconnect. Everyone, have a wonderful day.