Hello and welcome to the Accelerate Energy 3rd Quarter 2025 Earnings Conference Call. My name is Alex and I'll be coordinating today's call. If you'd like to ask a question at the end of the presentation, please press star, flood by one on the telephone keypad. I'll now hand it over to Craig Hicks, Vice President of Investor Relations. Please go ahead.

Good morning and thank you for joining Accelerate Energy's 3rd Quarter 2025 Earnings Call. Joining me today are Stephen Kobos, President and CEO, Dana Armstrong, Chief Financial Officer, and Oliver Simpson, Chief Commercial Officer. Our third quarter earnings press release and presentation were published yesterday afternoon and are available on our website at ir.accelerateenergy.com. Before we begin, please note that today's discussion will include forward-looking statements which involve risks and uncertainties that may cause actual results to differ materially. We undertake no obligation to update these statements. We'll also reference certain non-GAAP financial measures. Reconciliations to the most directly comparable GAAP measures can be found at the end of the presentation. With that, it is my pleasure to pass the call over to Stephen Kobos.

Thanks, Craig, and good morning, everyone. We appreciate you joining us to discuss our third quarter 2025 results. But before we turn to the business update, I want to begin by acknowledging the impact of Hurricane Melissa on Jamaica. Our thoughts are with those affected, especially our employees, their families, and the communities we serve. We've been in close contact with our teams throughout, and we're grateful for their safety and for the care they've shown to one another and to the communities around them. Also, I want to note for you all that David Leiner, our Chief Operating Officer, who's usually with us on these earning calls, is currently on the ground in Jamaica, helping to coordinate our hurricane response and relief efforts. In the days leading up to landfall, our crisis management team activated contingency plans and conducted drills to ensure personal safety and operational resilience. On October 23rd, following direction from the harbormaster, our FSRU at Old Harbor and our other mobile marine assets safely relocated offshore. Our teams then moved to ensure that all our critical systems and onshore operations were prepared and secured ahead of the storm. When Hurricane Melissa made landfall on the west side of the island, Montego Bay experienced severe conditions, but our infrastructure held and our teams responded quickly. The FSRU returned to port in Old Harbor on October 30th and regasification operations resumed on October 31st. The Clarendon CHP plant also restarted operations that same day. As of November 1st, the Montego Bay Terminal was fully operational. Deliveries to small-scale customers have resumed. These deliveries were made possible through coordinated efforts to clear access routes and restore supply chains. I want to take a moment to thank our operations team in Jamaica. Their response was not only fast and effective, but it was also deeply responsible. They did what needed to be done, and they did it with care, discipline, and quiet resolve. This isn't just a business when a sovereign and its people count on you for basic needs like reliable energy. That kind of trust carries weight. It's a relationship built on consistency, accountability, and respect. And it's one we take seriously. That's why our response goes beyond restoring operations. We've mobilized relief funding, fresh water, and essential supplies to support recovery efforts. We remain committed to standing with Jamaica, not just through this recovery, but in the long-term work of strengthening energy infrastructure across the region. We are proud to stand with the impacted communities as they begin to rebuild. I want to reassure our stakeholders that we have comprehensive insurance coverage for adverse weather events like this. With that insurance coverage combined with our take-or-pay business model, we are confident that there will be limited financial impacts resulting from Hurricane Melissa. Now let's turn to the third quarter. Accelerate delivered another strong quarter, underscoring the strength of our infrastructure platform. I'll begin with a brief overview of our third quarter highlights and the current macro environment. Then I'll provide updates on two important developments, those being our recently executed terminal contract in Iraq and the continued growth of our operations in Jamaica. After that, I'll turn the call over to Dana, and she'll walk through the financials in more detail. Accelerate delivered record quarterly EBITDA of $129 million. This underscores the durability and diversification of our business model. With approximately 90% of our future contracted cash flows under take-or-pay agreements, portfolio of weighted average investment-grade counterparties, and minimal commodity exposure, we continue to deliver predictable cash flows through market cycles. On the operational front, we've maintained high levels of asset reliability across our portfolio. Our global footprint and disciplined execution are enabling stable returns while advancing strategic growth opportunities that position us for long-term value creation. Let's turn for a moment to the LNG macro environment. The global LNG market is entering a new phase of accelerated growth. After a modest supply expansion over the past three years, approximately 200 million tons of incremental LNG supply is expected to come online between now and the end of the decade. This growth is expected to drive global LNG supply from approximately 430 million tons per annum in 25 to greater than 600 MTPA by 2030. As the ratio of global regas capacity to supply tightens, developing new regas infrastructure will become increasingly important. This imbalance is not theoretical. It's structural. Many emerging markets lack financing, permitting frameworks, or time to build large-scale onshore terminals. Even in developed markets, infrastructure timelines often lag commercial opportunities. Accelerate Energy is purpose-built to solve this problem. We offer a range of scalable regasification solutions, from FSRUs to converted LNG carriers to integrated downstream infrastructure. These solutions can be deployed rapidly, adapt to local constraints, and unlock demand where gas was previously unavailable or uneconomical. More affordable LNG pricing is expected to drive incremental demand for natural gas, particularly in price-sensitive and infrastructure-constrained markets. That demand will require more regasification infrastructure, not less. As we look ahead, Accelerate is preparing to meet the demand of the next wave of LNG growth. With our newest vessel, Hull 3407, now committed to the Iraq project, we are advancing plans to convert our existing LNG carrier, the Shenandoah, into a floating storage and regasification unit. This conversion will expand our fleet's flexibility and allow us to respond more quickly to emerging opportunities. Engineering work is already underway, and we've initiated procurement of long lead items to compress the construction timeline and accelerate deployment. These steps reflect our continued focus on scalable, capital-efficient infrastructure that can be delivered where and when it's needed most. The recent announcement regarding Iraq is a powerful example of how Accelerate's integrated model creates differentiated value in markets where energy infrastructure is urgently needed. In October, we executed a definitive agreement with the subsidiary of Iraq's Ministry of Electricity to develop the country's first LNG import terminal at the port of Hora al-Zubar. This agreement builds on extensive engagement with the government of Iraq over the past several years. We've worked closely with key stakeholders to shape a reliable solution that addresses the country's urgent energy needs and supports its long-term infrastructure goals. Iraq continues to face chronic power shortages and unreliable gas supply. These challenges have led to persistent load shedding and heavy reliance on imported gas from neighboring countries. Our integrated solution offers a fast-track path to energy security. Accelerate will deliver a turnkey package that includes an FSRU, fixed terminal assets, LNG supply, and operational support. This integrated structure is strategically significant. Unlike a traditional FSRU charter where Accelerate provides regasification capacity alone, An integrated deal allows us to capture a broader portion of the value chain. This approach also creates multiple revenue streams and a more durable commercial framework. Iraq has already made meaningful progress on enabling infrastructure. A 40-kilometer pipeline connecting the jetty to the tie-in pipeline network is largely complete. Under the agreement, we will construct and operate the floating LNG import terminal. It's designed to accommodate up to 500 million standard cubic feet per day of regasification capacity. We also plan to repurpose an existing jetty at Horal-Zubaira port that has been deemed structurally suitable for FSRU operations. The project includes a five-year agreement for regasification services and LNG supply. It's got extension options and a minimum contracted offtake of 250 million standard cubic feet a day. Let's call that equivalent to about 200 million tons per annum of LNG. We will deploy 3407, our newest FSRU, and deliver the topside equipment and berth modifications required to enable operations of the jetty. So why is hole 3407 a strategic fit for the project? Well, in addition to its high sendout capacity, hole 3407 offers best-in-class boil-off gas management, delivering strong operational efficiency and reliability. Its advanced design and flexible deployment make it well-suited to meet Iraq's large-scale and urgent energy needs. The total project investment is expected to be approximately $450 million, inclusive of the cost of the FSRU. With the definitive agreement now in place, we're advancing project execution while continuing to de-risk the opportunity through a take-or-pay contract structure, credit support, political risk insurance, and strong support from the U.S. government. Political risk insurance provides added assurance for long-term stability, while U.S. government support reinforces confidence in the project and strengthens its strategic importance in the region. Together, these measures enhance certainty and create a strong foundation for successful execution. Now let's turn back to Jamaica. In the third quarter, the reliability of our Jamaica assets remained exceptional. They exceeded 99.8% across the platform. Integration continues to progress extremely well. We have continued to optimize our LNG and power platform by selling incremental gas volumes to existing customers, progressing commercial agreements with new small-scale customers on the island and throughout the Caribbean, and improving the efficiency of our integrated operations. Jamaica also serves as a proof of concept for the scalable solutions we aim to replicate across our global footprint. Now, more than ever, we're committed to investing in the critical infrastructure needed to help rebuild and strengthen Jamaica's energy network in the wake of Hurricane Melissa. We will work collaboratively with the government and our customers on the island to enhance the system's durability and ensure long-term reliability. To sum it up, Accelerate Energy is executing with discipline and delivering results. We're solving real infrastructure challenges in real markets, and we're doing it at scale. As we look ahead, we see significant opportunities to extend our platform into new regions and deepen our presence in existing ones. Our ability to deploy reliable energy regasification infrastructure, when and where it's needed most, position us well to meet rising demand and unlock new growth. Thank you for your continued support and confidence in Accelerate Energy. With that, I will turn the call over to Dana.

Thanks, Stephen, and good morning, everyone. As stated by Stephen, we had a great third quarter. We reported adjusted net income of $57 million, which is a sequential increase of $10 million or up 22% as compared to the second quarter of this year. Adjusted EBITDA for the third quarter was $129 million, up $22 million or up 21% versus the prior quarter. Adjusted net income and adjusted EBITDA for the third quarter increased from last quarter, primarily due to a full quarter of Jamaica margin and uplift from our second cargo delivery related to our Atlantic Basin supply, which utilized our new LNG carrier, the Accelerate Shenandoah. In comparison to our guidance range announced in August, we achieved considerable savings in the third quarter related to our exemplar dry dock, which completed in September with less off-hire days than anticipated, along with lower costs than we had projected. Additionally, our third quarter performance was favorably impacted by lower than expected fuel costs for the Shenandoah. Turning to our balance sheet, our balance sheet remains strong and continues to provide the stability and flexibility needed to execute on our long-term strategy and to navigate dynamic market conditions. For the three months ended September 30th, our total debt, including finance leases, was $1.3 billion, and we had $463 million of cash and cash equivalents on hand. Additionally, all of the $500 million of capacity under our revolver was available for borrowings. At the end of the third quarter, we had $818 million of net debt, and our 12-month trailing net leverage stood at roughly two times. This strong balance sheet, combined with discipline, capital allocation, and robust cash flow, gives us ample liquidity and financial flexibility to fund additional growth projects. Now I'd like to spend a few minutes on our capital allocation priorities. Our priorities have not changed. We remain focused on investing in accretive growth opportunities and delivering consistent shareholder returns through dividends and opportunistic share repurchases, while preserving balance sheet strength to enable long-term strategic flexibility. This disciplined approach positions accelerate to create sustainable long-term value while achieving attractive near-term returns. In line with this framework, on October 30th, our Board of Directors approved a quarterly cash dividend of $0.08 per share, or $0.32 per share, on an annualized basis. The dividend is payable on December 4th to Class A common stockholders of record as of the close of business on November 19th. Now let's turn to an update on our financial guidance. Based on our results to date, we are increasing our previously communicated adjusted EBITDA guidance for 2025. For the full year, we now expect adjusted EBITDA to range between $435 million and $450 million. This revised guidance range incorporates the minimal financial impact we expect from Hurricane Melissa. Also, as a reminder, we delivered a seasonal cargo under our Atlantic Basin supply deal in the third quarter. Since the next Atlantic Basin delivery is expected to be in the first quarter of 2026, the fourth quarter of 2025 does not include EBITDA related to the Atlantic Basin. In regard to Hurricane Melissa, as Stephen mentioned earlier, thanks to our comprehensive insurance coverage and the swift restoration of operations across our Jamaican assets following the storm, we currently expect only a limited impact on our fourth quarter results. For Accelerate overall, we expect maintenance CapEx to continue to range between $65 and $75 million. Committed growth CapEx, which is defined as capital allocated and committed to specific infrastructure investments currently in execution, is still expected to range between $95 and $105 million this year. Before I close, I want to speak briefly to the commercial deals we now have in place that will drive our financial outlook in the coming years. First, I'll start with the Iraq project and the placement of our new build, Hull 3407. As Stephen said, we're excited to have secured this opportunity. From a return perspective, the project is expected to have an EBITDA build multiple between four and a half times and five times, which is consistent with the economics we expect for infrastructure projects that are fully integrated with LNG supply. Second, our Petro-Bangla Qatar Energy LNG Supply Deal begins in January 2026. This 15-year, take-or-pay, infrastructure-based contract is back-to-back to mitigate commodity risk and is expected to contribute $15 million of incremental EBITDA in 2026 and 2027, and then step up to $18 million of EBITDA in 2028 and thereafter. Third, our 2026 earnings will benefit from a full year of contribution from the integrated platform in Jamaica. Our assets in Jamaica have continued to exceed our operational expectations and have proven to be a great addition to our portfolio. As we've previously mentioned, we expect to add $80 to $110 million of incremental EBITDA over the next five years, driven by Jamaica and broader Caribbean growth. We'll provide further detail on our 2026 guidance, including guidance around expected 2026 dry docks on a year-end earnings call in February of next year. In closing, Accelerate is well-positioned to deliver long-term value for our shareholders. We remain focused on discipline execution and are committed to investing in growth opportunities that will strengthen our long-term earnings potential while also returning capital to our shareholders. With that, we'll open up the call for Q&A. Thank you. As a reminder,

if you'd like to ask a question, please press star followed by one on your telephone keypad. And if you'd like to remove your question, that's star followed by two. Our first question for today comes from Wade Suki of Capital One. Your line is now open.

Please go ahead. Thank you, Operator, and good morning, everyone. I appreciate you all taking my questions um just the first one on iraq if i could uh just just curious on the split between let's call it vessel and supply margin would it be safe to assume sort of like a 65 35 split

between the two hey wait good morning um this is steven frankly i don't think that we are going to be breaking it down at this point um i mean you should just really look at the integration of it um i think what dana said four and a half five turn multiple based upon it but you know look there's some variability there minimum take is 250 million uh scouts a day weighed i think i think i said on the call that was 200 million tons let's call that 2 million tons let do correction there but it could easily go up to 500 million scuffs part of the year so implicitly there's some variability in that component but at this point what we want to point to is just that

overall uh build multiple absolutely no appreciate that very very attractive um i guess maybe just switching gears a little bit to the conversion. It sounds like we've sort of got a definitive move forward, all clear here. Can you kind of remind us, I know you've done some engineering work, I think you might have mentioned on a previous call having spent, I don't know, let's see, $30 million just off the top of my head. Can you sort of remind us how you see that sort of timeline and capital costs uh to convert that vessel uh when it goes in the shipyard or anyway kind of bracket the timeline around capex and and i guess dry dock time would be great thank

you your way and as i mentioned david's down in jamaica right now and in fact i think you all saw a press release on some of our efforts down there. The Shenandoah, which is what we're talking about, is alongside in Kingston and is going to start offloading humanitarian supplies at noon and we envision it's going to take about 12 hours to get that all offloaded. So I just want to give a shout out to the conversion candidate because she's doing good things for Jamaica and the people of Jamaica right now. The $30 million that you spoke to, Wade, I believe that was going to the acquisition cost of the Shenandoah that we spoke about before. That was, of course, kind of all in right after she had been dry docked right before delivery. In terms of what we've spoken to before, I think we've had a decent range saying, you know, we're kind of thinking about $200 million an all in on a conversion that varies between uh what you know what you're starting with is the host ship uh this would be the lower end of that you can imply from that that there will be more extensive capex than if the host vessel had been a tfd vessel without without geeking out too much on the shipping stuff so i think we're consistent with that um ultimately i don't want to commit to a particular time frame in the yard on it you know we're going to give ourselves plenty of time uh so that we can execute that in a good way but i can assure you you know we've just put away 3407 in a great home and our effort and our focus is on Shenandoah at this point but Wade I'll ask your next question which is what do you think what else you know what else are you thinking about we haven't given up on new buildings we've had a team in Korea talking extensively and workshopping what a new generation could look like for different markets we're thinking about so i don't want to indicate by virtue of the steps we're taking with

shenandoah that that is an exclusive path forward thank you very clear and just uh appreciate your comments uh and efforts in jamaica i hope the rest of the island recovers as quickly thanks

again appreciate it you all have a great day thank you our next question comes from chris robertson of deutsche bank your line is now open please go ahead thank you operator and thank you for

take my questions. I'm just wondering if you guys could walk through what you're thinking on remaining spend on the new building asset currently under construction, and then how you're thinking about when work will commence at the jetty in Iraq, kind of your estimate around equipment and construction costs there, just outside of the remaining new build capex.

Okay, Chris, this is Stephen. I think we're going to divide that question up. I'll let dana speak first to what's left on delivery on 3407 then i'll let oliver uh who was who was lead for some number of weeks in baghdad on this project really fired up about it let him speak to construction uh but i'll tell you we're trying to bring this online uh as quickly as we can there's a pressing need for this uh for the people of iraq we need to help solve this load shutting so the big picture is as soon as possible but i'll hand it over to dana yes on the new build

chris it's actually pretty simple we've got 200 million left to pay and that'll be paid at delivery so the total cost of the shipyard was about 340 with some of our change orders so 340 shipyard costs roughly about another 10 percent of ancillary costs for owner furnished equipment and other items that's going to be over time and then we've you know that's just being paid over time it's pretty small um but the big payment is 200 million when it's delivered next year

yeah if i if i take on the yeah hey chris if i if i take on the sort of jetty side on the in-country side in in iraq um you know as we mentioned we're looking to get this up and running by summer 26. So really, starting from now through next summer, that's how you'll see that capex build out. There are certain long lead items that either we've had in stock and that we're able to deploy or that we're in the process of procuring. So we'll see that ramp up on the overall jetty spend between now and next summer.

and just just to summarize the project is expected to cost 450 million which is inclusive of the 340 for the whole the 3407 then we should assume around 100 million or so of capex related

to terminal construction roughly there's some ancillary cost on the um on the new build so the new build is roughly 370 all in and so the rest of that is the estimate for iraq yeah and

And Chris, just one. Sorry. I was going to just add one point of clarity on that. Just obviously, we're using an existing jetty in Huala Zabar, so that's why, I mean, generally the cost of building a full jetty would be higher, but this is using an existing jetty and putting on the topside equipment and getting it ready for LNG operations. Thanks for clarifying that.

I just wanted to shift focus a bit to your commercial discussions in the Caribbean outside of Jamaica. If you could comment where you're seeing more interest. Are you seeing interest in more small scale onshore regas and transmission solutions? Are you seeing appetite for floating solutions? Or where are those conversations kind of focused right now?

I'll take that again, Chris. And I think the answer is a little bit of all of the above. But, you know, I'd say, you know, I'd point to what just happened in Jamaica, you know, in the last week, obviously there was this, Melissa was a category five hurricane that came through and, you know, we took off the FSRU was able to leave the berth, go to a safe place and come back. So I think there's certainly a lot of value in the floating solutions in terms of the critical infrastructure they are and how they can respond to these kind of events. So I would certainly expect conversations going forward to look at this as a big plus. But really, every island is unique, different availability of land on shore, different water depths. So with our technical team, we're looking at a wide range of solutions and really using using jamaica as a hub which for us is that that's that that's that critical um commercial advantage we have we can then develop different technical solutions for for these different markets and and you know i'm i'm seeing we're seeing good interest um across the caribbean to use lng to displace liquid fuels and And so I think that's progressing well.

Great. Thank you. I'll turn it over. Thank you.

Thank you. Our next question comes from Brie Brooks of Northloan Capital Markets. Your lines are open. Please go ahead.

Hey, thanks, guys, for taking my question. So just with the growth capex guide on change for this year, is it then right to assume the majority of the spending for the jetty in Iraq? it's then going to be coming in the first half of 26. Yeah, Bobby, I think that's a safe bet. And then, well, I want to just say my thoughts are with those affected by Hurricane Melissa in Jamaica, and it's great to hear how much you're helping the countries get its feedback underneath itself. And at the same time, it's great to hear how quickly your business operations got back up and running and how insulated your financial contributions from your assets are there. So my question is, is it right to think that all your other assets have similar insurance coverage that would insulate you from natural disasters like this? You know, Bobby,

the short answer, yes. I want to brag on the ops group, though, a little bit here, because you all will remember when we were talking about some of the incremental maintenance CAPEX we spent in jamaica over the summer and you may recall that involved putting in black start generators uh it also included strengthening seawalls and frankly you know we said we're just wanting to take do the things that brought these assets up to an accelerate standard and thank god we did because that those moves and planning and execution by the accelerate operations team uh over the summer made a tremendous difference here so i'm going to salute them and just as a reminder that the type of uptime that they achieve around the globe it's not an accident so i'll make that point um i would say in general bobby most of the insurance programs on the floating assets it's all quite similar on on land-based assets it's it's going to depend upon the type of the asset but there's there's general commonality across the platform got it

that's that's really helpful color and great to hear that the the operator got to be able to execute those pieces to strengthen the operating base before the hurricane came in and my last question is just could you remind us do of your current the contracts you have across the globe right now are there's none coming up none expiring over the next couple years or once once kind of next one coming up where you could maybe move an asset to a different location uh bobby you're

always wanting us to optimize man and we do too um we have two on evergreen that we're always trying to get our hands on obviously express and expedient um and we're continuing to look at ways to do that uh that's going to be a catalyst obviously you know we've we've managed at this point to have you know higher contracted rates on most everything that we've been able to redeploy and we would look for that to be the case if we can get our hands on those but um but in general Then you've got Excelsior in Germany in 2028. That's a longer discussion. Excelsior, since she's come online, is sending maximum gas ashore. I'm proud, by the way, that as far as I know, she's taken all US LNG since she came online in May. and that's a great asset that the German government has spent a lot of money uh comporting the port to to work with Excelsior we've spent a lot of money on Excelsior we think it's a great asset um we'll be having further discussions about it down the road but I'm really I'm really proud of that ship and everything she's doing I understand she's kind of fully booked for next year. So bottom line is that asset is used, it's providing good value, and it remains cheap insurance. But that's kind of a look at what's sort of near term out

there. Appreciate the caller and congrats on a great quarter. I'll return to the queue.

Thank you. Our next question comes from Michael Ciala of Stevens. Your lines are open. Please

go ahead. Good morning. I'll start off by echoing everybody else's sentiments on commending you on your relief efforts for Jamaica. I wanted to ask, you've talked in the past about scaling the Jamaica model across the Caribbean. It sounds like now you're saying you want to do that across your global footprint. I don't know if I'm reading too much into that. Has anything changed there to have you make that comment at this point mike i this is stephen i sure as heck hope i haven't

been saying we only want to scale and grow the caribbean i mean this is a global company and we

want to do this all over the world anything in particular about jamaica though that i guess um that you're seeing that is transferable to other areas of the globe yeah i mean

Mike, what I love is if you, when we look back at 2025, we will come to the market with two fully integrated deals. And we love what that does for us. It is, I mean, you can see on what we're talking about, Iraq and the project there, the build multiple that you're going to achieve. what we've always said, the returns that we're looking for are always going to be higher with integrated models. And look, we're built for this. We have the balance sheet for this. We have the credibility for this. We are not simply a capital leasing company. We're never going to be content to do that. We want to make a difference around the world. We want to be that go-to partner for sovereigns around the world. So yeah, we haven't been shy. We want to be an integrated energy company in these markets now we wanted to go through our infrastructure uh but we want to be the whole package and you don't see a whole i mean no offense you don't see a lot of folks doing this around the world uh so i think and it's going to be anyway i'll leave it at that but we're fired up i think you can hear it in my voice yep definitely can uh i wanted to ask on your uh

Your gas sales are hard to predict. You haven't really guided on them in the past. You had a lot in the third quarter. Can you talk more about those? Did most of those go to Jamaica? Any of those cargos go anywhere else? And any thoughts on future cargos?

Hey, Mike, this is Dana. So, yeah, that was a great quarter for us from an LNG supply perspective. So we had a couple things going on there. We had our Atlantic Basin supply that delivered in the third quarter, which had great performance. We also had really good performance in Jamaica, a little bit of volumes above our expectations. And then we had two cargos delivered into the APEC region. So all of that combined to those numbers for the quarter.

Thank you.

Thank you. Our next question comes from Emma Schwartz of Jeffreys. Your line's now open. Please go ahead.

Hi, Stephen and Accelerate team. Congrats on the Iraq deal and the strong quarterly results. You know, it really looks strong what you guys agreed to in Iraq, and that's really tied to the integration. Could you speak a little bit about the repeatability of integrated deals like this? And do you see integrated opportunities for the conversion candidate?

Yeah, Matt. Thank you. This is Stephen. We absolutely do. I mean, that's why I kind of digress talking about the coming LNG wave. I think the point I'd make to the listeners is we're executing on integration before that wave comes. It is coming. It is going to drive greater affordability on LNG. So I see the TAM that we're serving only increasing. and we continue to prove that we are the sort of company that can execute on it. We're continuing to put the tools in the toolbox that we need to deliver on it. I mean, you see with Iraq, everything's coming together and we've been planning for that for some time to be able to deliver that. So I absolutely believe we believe that the TAM is it's enormous to begin with. It's increasing. The commodity is going to be ever more affordable. It's going to drive more liquid fuel and other type of switching. And, you know, we are after those opportunities around the world and and we're going to continue to do that.

That's great to hear. For my second question, I was wondering if you could speak a little bit more about the dry docking this quarter. You know, what throws the lower cost there and is that kind

of performance sustainable going forward? Emma, I think it would be unfair to David Leiner, our COO, if I put him too much on the spot there. They did deliver a great dry docking. Now, part of that was in the baltic we're taking it from finland to denmark um so logistically it was fairly close we we were looking at different ways to to um to advance some of the or perhaps more of the prep work on board before we went um we're looking at all types of lessons learned there, but for now, we're always trying to optimize dry docking, but I don't want to say that the lessons from one geographic location may transfer seamlessly to other dry docks. Well, frankly, I hope that we will, not hope, we will have more insight for you on that at year end, but I think it's a little far out from the execution and planning process to be able to commit to any particular timeline for those dry docs right now. Totally makes sense.

Thank you, and I'll turn it over. Thank you. At this time, we currently have no further questions, so I'll hand it back to CEO Stephen Cobus for any further remarks. Thank you all for joining us

today. Really enjoyed our call. There are obviously a lot of things going on in Jamaica and I just want to repeat that our thoughts and prayers and well wishes are with the people of Jamaica. But thank you all for joining us. Exciting times for Accelerate. We look forward to continuing these discussions in the future. Thank you all for joining today's call. You may now disconnect your lines.