Doug Harned

Can you say anything about Spirit on this as you integrate?

I'd like to see what you can say about the process and time line to get to 47 and 52

what are the hardest breaks to get to and, you know, what are the biggest challenges

what needs to be done to go to 12 to 14 a month? And then the investment you're discussing today is that related to the 10 a month

can you describe how you and others are interacting with Washington to get around get out of this tariff environment and what are you hearing back

when you look beyond the 38 a month to 42 and subsequent rate breaks, how are you thinking about what you need to get done

can you separate what items led to that growth, such as sort of mix pricing, throughput improvement, additional labor funding

how do you see this as sort of getting on the way to the goal of, say, 2 deliveries per year for Virginia class

the backlog story was really strong, and clearly, European demand is very high. And our assumption would be that that kind of demand growth would continue. When you look at the scale of the backlog...

the revenues are great. You know, clearly, it appears your throughput's going way up. You know, the Navy has been pushing so long to get throughput up, get back to the two Virginia class per year rate

Can you talk a little bit about what has driven those? Have those been related to design changes, supply chain, labor

do you expect to be doing more investment there? And could this be beyond just ground vehicles into other areas?

Can you talk about the increased funding, both that and what we may see in the '26 budget, and how you can get that to translate into higher throughput

the big increase you saw in revenues in Q2, that's unusual to see that large of a jump there

does the responsibility then go to you to resolve a very complex infrastructure problem?

Can you comment a little bit about how you're seeing the trajectory ahead on vehicles, both U.S. and international?

an airline that is in difficult financial straits and cannot do an overhaul versus simply reductions in flying hours that could take some dollars out of LTSAs

CFM56 and GE90 are very mature engines. Is this turnaround time improvement for both internal and third-party shop visits

I wanted to make sure to clarify when you said LEAP services profitability should be comparable to overall service profitability or specifically the CFM56

if you can comment some on the interactions that you've had or perhaps others in the industry have had with the administration

when you talk about low double-digit to mid-teens next year, that's a little better than you were talking about before

When you look at it from a shipbuilding standpoint, do you need more? Or are you in already a good position given the large amount of funding that's come in?

how to take that money and convert it into a plan that can address what you -- say, on the Virginia-class U, Electric Boat and the whole infrastructure needs to happen

how much of that would you attribute to inflation versus other operational challenges if you're, you know, looking back at that 9% to 10% projected level

you just reached a record EBITDA margin of 34%. In [ branding ] products. Are you near a ceiling with this?

I'd like to understand sort of how your thinking has evolved when you look ahead over the next 5 years with engine products

how does that depend on getting long-term agreements in place such as with Mitsubishi? And basically, where do you stand on this process?

In Q4, you had good margins in Fastening Systems and Engineered Structures. This quarter, they're even much better.

you came up with EBITDA margins of 28% roughly. I mean, this has kind of been a big step up

Can you talk about how you're looking at your own R&D investment going forward

can you give us a picture of what the major pieces of that were and how that breaks down by segment

are we gonna see these negative impacts, I guess, on margins and see that dissipate, as we head into 2026-2027?

Where is this going to – where is the potential in margin expansion here? Because it seems like you've got a lot of the ingredients in place

is this a business that we could foresee having an extended high single-digit growth rate over the next few years, given that backlog?

the the margin guidance, the load of mid single digit. Digit guidance for this year was a little lower than I think many of us expected

the center of services committee has talked about now a an IOC sort of at the 2033. This this has continued to push out, and I know a lot of this is related to Air Force infrastructure

is that funding that you expect would go more to Air Force, I'm probably using the wrong language here, but logistics building out

as the timing for IOC has moved back, how does that affect your thinking and when you would be going into production mode

There are big additions in funding for B-21 and Sentinel. What we're trying to understand is if you look at that very strong funding profile

You've talked about IVCS and ten billion dollar potential international demand. Can you talk about how that's proceeding

the changes that you're talking about and the costs that are coming through. Should we expect any impact in the next nineteen airplanes

you've made a number of changes there. Kathy, could you describe what we should think of as Defense Systems sort of the theme there?

the Rocket Motors has been a big issue kind of industry wide. Clearly, you have your own capability there. How do you see the Rocket Motor portion

how should we think about the longer term margin at Pratt? Because on one hand, you have that benefit, but as AOGs start coming back, you may have two other effects

are you kind of where you want to be already? Or can we see more upside from here on margins as you go forward

Can you talk about how you see this trajectory going forward, given that one of the issues had been on performance on some fixed price development programs

Can you comment on the timing in which we should see that backlog flow into revenues?

can you give us a sense at all of kind of the timing and scale of potential new opportunities over the next few years

what do you see as the underlying differentiated capabilities there and the types of programs that you see you're best positioned for as you look longer term

how would you characterize demand mix in terms of corporate versus high net worth individuals? Have you seen any shift there

the mix of deliveries across business jets, it's been pretty stable over the last 2 years. I mean I would have expected more of a shift toward the Latitude and Longitude

could you describe your discussions with corporate customers? Because on one hand, they've got uncertainty in this environment, this tariff environment on when to make capital investments

Where are you directing that? Is that connected at all to MV25? Or is that on the commercial side