FTAI Aviation Ltd. Q1 FY2026 Earnings Call

Good day, and thank you for standing by. Welcome to the First Quarter 2026 FTAI Aviation Earnings Conference Call. Operator Instructions: Please be advised that today's conference will be recorded. I would now like to hand the conference over to your first speaker today, Alan Andreini, Investor Relations. Please go ahead.

Thank you, Marvin. I would like to welcome you all to the FTAI Aviation First Quarter 2026 Earnings Call. Joining me here today are Joe Adams, our Chief Executive Officer; David Moreno, our President; Nicholas McAleese, our Chief Financial Officer; and Stacy Kuperus, our Chief Operating Officer. We have posted an investor presentation and our press release on our website, which we encourage you to download if you have not already done so. Also, please note that this call is open to the public in listen-only mode and is being webcast. In addition, we will be discussing some non-GAAP financial measures during the call today, including EBITDA. The reconciliation of those measures to the most directly comparable GAAP measures can be found in the earnings supplement. Before I turn the call over to Joe, I would like to point out that certain statements made today will be forward-looking statements, including regarding future earnings. These statements by their nature are uncertain and may differ materially from actual results. We encourage you to review the disclaimers in our press release and investor presentation regarding non-GAAP financial measures and forward-looking statements and to review the risk factors contained in our quarterly report filed with the SEC. Now I would like to turn the call over to Joe.

Thank you, Alan. The first quarter was a solid start to the year for us, and we'd like to begin this morning by highlighting the key objectives for each of our businesses in 2026 and the progress we made during this first quarter. Across Aerospace Products, Strategic Capital and Power, we are scaling platforms with strong structural demand in a disciplined manner and deploying capital to support growth where we see the most attractive long-term returns. I'll start with Aerospace Products. First, a top priority for us in 2026 is to focus on accelerating our market share growth. As our production capabilities, parts procurement strategies and overall MRO customer adoption reach an inflection point, now is the time for us to take full advantage of our competitive moat and focus on market share growth. As a reminder, we're only five years into building our Aerospace Products business, and as the business continues to mature and grow, we have the opportunity to leverage our enhanced execution capabilities to take more market share more quickly from traditional engine maintenance shops. Second, as the market for the CFM56 and V2500 engines continues to mature, we've seen a notable increase in demand for leased engine solutions from top-tier airlines, even those with in-house engine MRO capabilities. We offer flexibility, customized pricing and scale that no one else can fulfill, and these large programs are very sticky. It's a key priority for us in 2026 to win more of this business. Third is production. We've always talked about expanding production capacity well ahead of growth as well as adding maintenance facilities in parts of the world where we see strong traction with our customer base. It's notable today that when you look at the map, we have no major maintenance facilities east of Rome, Italy. I'd expect this to look different when we are in next year's first quarter call. Turning to results. Aerospace Products results support the objective I just outlined with top line revenue growth accelerating both year-over-year and quarter-over-quarter, up 104% year-over-year and 32% quarter-over-quarter, respectively. First quarter adjusted EBITDA of $223 million is an increase of 70% year-over-year and up 14% from $195 million in Q4 of 2025. EBITDA margins for the quarter of 30% are indicative of an increased mix of deals with large airline customers and a larger mix of full performance restoration shop visits. We expect this to be the trend line going forward as our capabilities have been built out, and we're able to bring volumes to the market that others simply cannot. Shifting now to Strategic Capital, where our top priority is completing the deployment of the 2025 SPV, or special purpose vehicle. Our deployment pace for the first vehicle has been strong, and our engine maintenance focused approach to adding value to aircraft ownership has been well received by the market. As we approach the end of the second quarter, the 2025 SPV will be fully invested, and we will shift from the deployment period to the harvest period where quarterly distribution will now begin. David will share more with you about the goals for adding value to the portfolio during this phase. As an active asset manager, we're always pursuing ways to enhance the returns above what is the contractual lease stream. Our second area of focus for Strategic Capital is the launch of the 2026 SPV. We continue to plan to have a first close at the end of the second quarter, and we'll start acquiring aircraft in the third quarter of this year. The investment strategy, 12- to 15-month deployment period and size of the vehicle will be consistent with the 2025 SPV. Last, to support the build of the Strategic Capital business we've added to the team and now have over 40 dedicated individuals focused on sourcing, underwriting and servicing the portfolio across offices in Dublin, Dubai, Cardiff and New York. The growth ambitions and differentiated strategy around engine maintenance has resonated in the market and we've been able to attract great talent to supplement our existing team and scale the platform. Finally, the FTAI Power business continues to make strong progress towards its commercial launch in the fourth quarter of this year. This week, we signed an important joint venture agreement with the Jereh Group for packaging and customer conversions that are in advanced stages, both of which David will share more details about shortly. Before I pass it over to David, I want to address the conflict in the Middle East that began at the end of February and the broader geopolitical environment our industry is navigating today. We are hopeful for a peaceful resolution and a return to more normal energy trading and prices but we're also realistic about some of the challenges of today's environment. Beginning with Aerospace Products, our exposure to the Middle East is limited. Less than 3% of our global current-gen narrow-body fleet is based in the region, and we have very little customer exposure. More generally, we've not seen any meaningful change in shop visit demand to date. That said, elevated oil prices and fuel prices do negatively impact our customers' financial situation, and while this can create some volatility, it's the exact environment where our FTAI value proposition becomes even more critical to the customer. When an airline is facing a multimillion dollar engine shop visit in comparison to a faster, lower-cost engine exchange with FTAI, the decision is even easier to make when liquidity is top of mind. It's also worth remembering that airlines cannot meaningfully change their fleets in response to short-term volatility. New aircraft orders are locked in for the next four to five years, and current generation aircraft will continue to be a vital part of the global fleet for many, many years. In short, market share gains in Aerospace Products are much more consequential to us compared to overall market growth. For Strategic Capital, periods of volatility create investment opportunities; when liquidity is tight, sale-leaseback transactions help raise funds and avoid future shop visits. As the only lessor in the world that covers all engine maintenance for its aircraft portfolio, we are uniquely positioned to help airlines in this matter. And lastly, for Power, our business is largely insulated from the geopolitical dynamic today. The MOD 1, our product, runs predominantly on natural gas. And to the extent we see additional aviation retirements that will just provide additional feedstock to grow our conversion efforts. So I will now hand it over to David Moreno.

Thanks, Joe. I will start by providing an update on Aerospace Products production. We refurbished 270 CFM56 modules this quarter across our four facilities, an increase of 96% compared to Q1 2025. This is a good start to our 2026 production goal of 1,050 modules and continues to reflect the hard work of our fast-growing team. As Joe mentioned, we have built a strong Aerospace Products foundation over the last five years, and we are ready to further accelerate our market share growth. From a commercial perspective, we are seeing customer engagements expand to larger, more programmatic partnerships as airline adoption accelerates. This is driven by both the overall market tightness as well as FTAI's capabilities continuing to broaden to now include engine and module exchanges, engine leasing and aircraft leasing. We can't emphasize enough the stickiness that's created as our relationships with airlines and asset owners expand. We become a solution provider that is integrated into the operational plans for the airline's future growth. Our close relationships with airline customers is something we are very proud of, and we believe this will continue to accelerate our market share in the years to come. Next, I'll share a further update on our Strategic Capital. To support the full deployment of the 2025 SPV, we upsized the vehicle's warehouse debt facility at the end of March, adding $1 billion of committed capacity. This facility is now $3.5 billion in size across 10 lenders, creating a strong roster of partners for our significant debt capital needs in the business going forward. As we mentioned last quarter, capital deployment for the 2025 SPV is largely complete. We have closed 165 aircraft as of the end of Q1. After we sign a few LOIs that are in process, all new future aircraft will go into the 2026 SPV. With the 2025 SPV transitioning from investment mode to harvest mode, we are very focused on maximizing the value of potential cash flows for our investors. We do this through active management of maintenance events, both airframe and engines, as well as through lease extensions. We continue to see strong desire from our airlines to fly current-gen aircraft as long as possible, especially when they do not have to worry about engine shop visits. Our all-in-one solution of combining leasing and engine maintenance has resulted in many lease extensions, and we believe this will continue to be an important trend in the portfolio. Finally, on FTAI Power. I want to share updates on the timing of our commercial launch, our packaging integration and progress with customers. First, we remain firmly on track to commercially launch the MOD 1 in the fourth quarter and our prototype testing is actually running ahead of schedule. We have completed all the major mechanical testing milestones, including testing our redesigned MOD 1 fan stage at synchronous speed and we expect to wrap up final testing in the third quarter. The results to date have exceeded our expectations. We have been hosting customers on-site to observe the MOD 1 prototype directly, and that has become an important part of how we sell this product. Second, as Joe mentioned, we signed a joint venture agreement with Jereh Group, one of the leading packagers for mobile gas turbines. This is a foundational step for the program as Jereh will be our primary partner responsible for taking our turbine and combining it with the mobile package that includes the key components like the generator and gearbox. Through the joint venture, we will draw on Jereh's manufacturing footprint across the United States, the UAE, Canada and China, which gives us scale, geographic reach and a clear path to global product rollout. The joint venture de-risks our supply chain, accelerates our speed to market and aligns the incentives of both parties across the long-term success of the platform. Third, we are building a customer base committed to the long-term deployment of the MOD 1. The customer momentum we discussed last quarter has accelerated meaningfully. We are indeed in active negotiations with leaders across the energy and digital infrastructure landscape, and every one of these deals is anchored by a long-term service agreement, or LTSA, on the turbine. One exciting element is that customers are coming to us with a range of commercial structures in mind from outright purchase to lease, which speaks to the flexibility of our model and the strength of the underlying demand. The interest in lease structure in particular fits naturally with our Strategic Capital initiatives and gives us the ability to offer customers a sought-after leasing solution while preserving capital efficiency. Several of these conversations are framed around multiyear multi-block deployment plans, which gives us visibility well beyond 2027. Last, what has resonated most with customers is the maintenance model. The ability to swap a turbine in place in just two days rather than taking the unit offline for an extended overhaul is a capability that the power industry has not had access to before, and it translates directly into a lower levelized cost of energy, or LCOE, for the customer. Based on these conversations as they stand today, we expect to be mostly sold out of our 2027 target production in the near term with a meaningful portion of 2028 spoken for. Before I hand it over to Nicholas, I want to take a moment to congratulate him on his promotion as CFO; as well as Mike Hasan on his promotion to CIO. Both Nicholas and Mike have been key contributors to our operational success and in their new leadership roles they are positioned to have a large impact on our future success. With that, I'll now hand it over to Nicholas to talk through the first quarter numbers in more detail.

Thanks, David. The key metric for us is adjusted EBITDA. We started 2026 with adjusted EBITDA of $325.6 million in Q1 of 2026, which represents a 17% increase compared to $277.2 million in the fourth quarter of 2025. The $325.6 million EBITDA number was comprised of $222.6 million from our Aerospace Products segment, $153 million from our Aviation Leasing segment and negative $50 million from Corporate and Other, including interest segment eliminations and start-up expenses associated with our Power initiatives. Aerospace Products delivered another good quarter with $222.6 million of EBITDA and an overall EBITDA margin of 30%. This is up 14% sequentially from $195 million in Q4 of 2025 and up 70% year-over-year compared to $131 million in Q1 of 2025, reflecting continued momentum from production growth and operating leverage. Turning to Aviation Leasing. The segment continued to perform well, generating approximately $153 million of EBITDA in the first quarter. This included $45 million of insurance recoveries, $12 million in gains on sale, $25 million from 2025 SPV management fees and co-investment returns and $71 million from leasing assets held on our balance sheet. For insurance recoveries, in addition to the $45 million recognized in the first quarter, we continue to expect approximately $5 million to be settled later this year, consistent with our previously communicated $50 million for 2026. When combined with the $65 million recovered during 2024 and 2025, this brings total recovery since the outbreak of the war in 2022 to approximately $115 million against the $88 million we rolled off in 2022. For gain on sales, we began the year with $127.5 million in asset sale proceeds, generating a 9% gain or $12.1 million, as we closed the first nine of fourteen aircraft expected to be sold to the 2025 SPV this year and divested several noncore assets during the quarter, including airframes and an Orbi211 engine. Overall, as we continue to launch new Strategic Capital vehicles on a programmatic basis, we expect the mix of leasing EBITDA to increasingly shift towards Strategic Capital-driven earnings as we further pivot away from balance sheet aircraft leasing and toward a more capital-light fee-driven asset management model. This shift in our business model is also driving continued improvement in our financial profile. We began the year at approximately 2.3x leverage on an annualized basis, now below our targeted range of 2.5 to 3x agreed with our rating agencies, meaningfully lower than the leverage levels of approximately 5x in 2022 and 4x in both 2023 and 2024 before we pivoted to an asset-light strategy. In April, we also upsized our revolving credit facility from $400 million to $2.025 billion and extended the maturity of the facility through 2031 on improved pricing terms, providing the company with a long-term source of liquidity. The facility was significantly oversubscribed and is supported by a diverse syndicate of 15 lenders, including several institutions that also finance the debt facility of our 2025 SPV. As we continue to scale our asset management platform, this alignment across financing relationships enhances flexibility, lowers our cost of capital and delivers tangible financial benefits to the public company. Finally, in the first quarter, we generated $158 million of adjusted free cash flow, reflecting several strategic investments made early in the year to position the business for further growth in 2026. These included approximately $75 million in prepayments under our multiyear CFM56 parts agreement with the OEM, approximately $81 million in induction prepayments for V2500 engines, where demand for full performance restoration remains strong, and $19 million of incremental inventory for FTAI Power to build working capital in support of a targeted 100-unit production run in 2027. Excluding these growth investments, adjusted free cash flow for the quarter totaled approximately $333 million, reflecting the strong underlying cash generation capability of the business. With that, I'll hand it back over to Joe for final remarks.

Thanks, Nicholas. I'd like to reiterate how encouraged we are by the start of 2026. Despite a dynamic geopolitical backdrop, demand across our customer base remains robust, execution across our three platforms is extremely strong and the strategic investments we're making today position FTAI well for continued growth in 2027 and beyond. While developments in the Middle East remain fluid and could present both challenges and opportunities, we continue to see strong underlying fundamentals across our business and a durable competitive advantage in all of our platforms. Consistent with our view, we reaffirm our 2026 total business segment EBITDA outlook of $1.625 billion, comprised of $1.05 billion from Aerospace Products and $575 million from Aviation Leasing supported by growing and accelerating demand across our proprietary aerospace offerings. Based on this outlook, we also remain confident in our expectation to generate approximately $915 million of adjusted free cash flow in 2026, which reflects continued execution against our annual production plan of 1,050 CFM56 modules to meet customer demand while prioritizing excess cash flow for reinvestment in high-return growth initiatives, including M&A, minority investments in the 2026 SPV and the continuing development of FTAI Power. As a result of this confidence, for the third consecutive quarter in a row, we're announcing an increase to our dividend from $0.40 per quarter to $0.45 per share per quarter. The dividend will be paid on May 26 to shareholders of record as of May 13. This marks our 44th dividend as a public company and 59th consecutive dividend since we started. As we look ahead to the rest of 2026, our focus remains on building a durable, scalable and differentiated platform that delivers value over the long term. The investments we are making across Aerospace Products, Strategic Capital and Power are designed to strengthen our competitive position, expand our addressable markets and support sustainable growth for many years to come. And I want to recognize the teams—fabulous teams across our organization—for their continued focus on execution and delivery in a demanding operating environment. And I also want to thank our customers and partners for the trust they place in FTAI as we help them navigate capacity constraints and rising demand and our shareholders for their ongoing support as we continue to scale our business. We are focused on executing against the opportunities in front of us and remain confident in FTAI's ability to deliver. With that, I will pass it back to Alan.

Thank you, Joe. Marvin, you may now open the call to Q&A.

Operator Instructions: And our first question comes from the line of Sheila Kahyaoglu of Jefferies.

Nice quarter. I have two questions, if that's okay. First one is on Aerospace Products. Market share continues to climb higher, up from 10% to 12% while the margin rate is healthy, but has taken a step back. Can you maybe talk about some of the puts and takes? How much came from higher work scope versus the market share in new customers?

Yes. We really don't have a specific breakout of the components. It's really a mix of things that go into it. And as we mentioned previously, as the customers get bigger, the potential orders get bigger, the work scopes get bigger. We are consciously going for a higher market share and to drive faster growth in EBITDA in an absolute dollar amount. And we think that moves the needle much more than anything else, and really the opportunity to take advantage of this scale that we have today and really capture as much of the market as possible is something that we've been working hard to get ourselves in a position to be able to do for years, and we feel like we're there at this point.

I think as Joe mentioned, the scale is intentional. It's obviously intentional in Aerospace Products, but it's also intentional across the value it creates across the entire business—Strategic Capital and Power. So when we think about the value creation, there's no better lever than increasing market share for us as a top priority.

Great. And then maybe, David, you mentioned much of the '27-'28 modules should be committed to in the near term. Can you give us some flavor of what your customer set looks like and the underlying assumptions in terms of volumes and packaging capability as you get into the 2028 time frame?

Yes. So we've made meaningful progress with customers. As I mentioned, we've had customers on site as well to look at the prototype and understand that. I think that's a very important piece of the sales process. To give you a little more color, the customers really consist of four types of customers: number one, hyperscalers; number two, data center operators; number three, gas distributors; and number four, financial sponsors. There's a lot of activity from financial sponsors who are actually providing a lot of capital in this space. We feel very good about being where we're at and we expect to be, as I mentioned, in a short matter of time sold out of 2027 volumes. The conversations we're having are beyond 2027; they're multiyear multi-block conversations. So we're talking about orders into 2028 and beyond. And I think that's a very important piece is when we built this, we wanted to create a diverse group of customers, really with the intention of having them operate this base load for a long term. And I think we've seen that, and we're very happy with the progress. As I mentioned, I think we're kind of in the final steps here, and we hope to update you guys shortly.

Got it. Share in Aerospace and Power makes sense.

Our next question comes from the line of Ken Herbert of RBC.

Joe and David and Alan and Nicholas. Maybe, Joe or David, can you just talk a little bit more about the relationship with your JV partner, Jereh Group? Maybe how that came about, why you picked them and the value they uniquely bring to this FTAI Power opportunity?

Yes, we're very excited about our partnership with Jereh Group. They're one of the largest oil and gas equipment manufacturers across the world. What they're going to be doing with us is they're going to basically handle everything except the turbine. What that means is the actual trailer and all the key components on the trailer, including the generator, the gearbox and all the controls. That will allow us to focus on the MOD 1, which is our specialty around the turbine. Jereh was selected because of their scale in manufacturing. They have manufacturing facilities across the U.S., Canada, the UAE and in China, so that scale is obviously an important theme, and it's something that we're going to continue to talk about. They have a lot of experience with aeroderivative packaging of turbines for companies like GE, Baker Hughes and Siemens, and they can create a lot of value in everything but the turbine. So I think it's a really good marriage between both companies, and we have shared incentives to continue to work and scale this business together.

Does the work with Jereh at all impact your access to the post-sales economics around maintenance and spare parts and other ways to monetize the FTAI Power business?

I would say there's no real change to how we've talked about economics. The overall unit economics will remain roughly the same. A part of this will come through a joint venture, so the way it appears on the face of the financials may be a little different, meaning revenue may be slightly lower and then we'll have an earnings piece through the joint venture. But overall, the unit economics remain the same. As part of Jereh handling the packaging, we'd have to invest less in working capital around the packaging piece of the equation, which is obviously a positive. They are best-in-class; they can package at scale and they're vertically integrated, so they add a lot of value. This does not have any impact on our overall margins. We're obviously very focused on the long-term service agreement when we talk about economics to FTAI on the turbine. Customers will pay for us to service the turbine, and I would think of that as similar economics to our aerospace business, where effectively customers will pay us based on usage. Depending on usage, every three to six years turbines will have to get replaced, and we're going to be handling that through our exchange business, which we're very excited about. We can replace these turbines in two days or less. Typically, the lead times of doing maintenance on turbines are actually a bit longer than in the aerospace business. So we think that's going to be a huge competitive advantage as well as a revenue stream, which we're very excited about.

Our next question comes from the line of Kristine Liwag of Morgan Stanley.

Maybe, David, since you're talking about Power, I just want to touch a bit more on some of the things you said. So I just want to clarify, when you said that you're mostly sold out for 2027, does this mean that these things are accounted for and you're just waiting for ink to dry on the orders? That's the first question. And also the second question, can you provide more color in terms of how your interactions are with these hyperscalers? What's important to them? When you talk about being able to service these turbines in a shorter period, is that a key differentiator? Are they valuing this? And ultimately, how competitive is your offering to what they're considering right now?

Yes. We're in advanced negotiations. I'd say we're in kind of the final steps, and we expect to be sold out imminently. As far as the second question, what differentiates our product and what's important for our customers is three things. Number one is speed to power: customers want units now; there's a shortage of equipment out there. Our unit is mobile, and it can be installed in less than two weeks. That's a big value add and very different than an EPC or construction timeline that could take up to 18 months. Number two is scale. Customers want scale. Now, between our ability on the turbines as well as Jereh's ability on the packaging, we have scale that no one has today. Number three is product reliability, which includes the reliability of the turbine. The CFM56 is one of the most durable engines ever produced and the maintenance or servicing of it is a huge advantage. If you can service a unit in two days versus six months, that means you need fewer units and lower operating costs for our customers. So all that's very important, and I think they're very excited about the MOD 1. We've been thoughtful about building the customer base, not just thinking about 2027, but thinking about the longevity of this platform.

Super helpful, David. And then you guys have historically talked about the Power margins would be better or equal than Aerospace Products. With your investment now in higher market share for Aerospace Products and the margin pressure that that's yielding, can you talk about where you think Power margins could be in the long run? Compared to when you guys have talked about the Power initiative, this ability to turn around the maintenance in one to two days seems like a very significant opportunity. So does that materialize in better pricing, better margins? Anything to level set us on Power margins and what to expect for '27 and '28 would be helpful.

I would say our margins, when we talked about it, are going to be in line with our historical Aerospace margins. So I would say there's no changes based on our growth in market share on Aerospace; that has no impact on Power. We're going to provide more color as we progress through the specifics of these contracts. The long-term service agreement is a key differentiator and a value-add for the customer. For us, it's recurring revenue and it sets up a long-term base. Typically, the contracts we're going to enter are long-term in nature—let's say 10 years plus. That's important because it's not only the day-one sale but also the ability to provide services on that equipment, which is a huge differentiator for our customers and something they prioritize when talking to us.

Our next question comes from the line of Giuliano Anderes-Bologna of Compass Point.

Congratulations on the continued impressive results in the scaling of the business. The one thing I'd like to focus on is the real acceleration in the module count in producing 270 this quarter. Can you tell us more about what's driving that acceleration in the module production because it seems like a pretty impressive acceleration in your production volumes, and be curious about the durability and where things should go from there versus your stated targets for the year.

We're proud of the execution from the team. As we said all along, we've been really focused on execution, and that includes adding the capacity, which we've done. Number two is the people—we've been focusing on adding the right people and we've talked about the training academy so that continues to be humming. And then number three is execution, so we're very excited. I think that's playing out in the numbers. As you mentioned, we went from 138 modules in Q1 2025 to 270, so a dramatic increase year-over-year. I would point out that Rome and Lisbon are still ramping up, so we see a lot of momentum from those facilities and a lot of growth coming. We're very excited. I think Joe also mentioned this earlier; we continue to look for additional capacity east of Rome. That's a key priority for the business. We want to get well ahead of capacity as we continue to go for market share.

Having a part supply deal from the OEM helps us scale as well, and that's a huge provider of parts you need for production. You need parts, people and facilities to build an engine. We've really concentrated the last year on all three of those, and the result is we're able to double production year-over-year.

Our next question comes from the line of Josh Sullivan of JonesTrading.

Just wanted to touch base on the conflicts in the Middle East. I know your exposure is limited. But if this is a projected broader event, given the cost saving tools that FTAI offers, are you seeing any early conversations with new customers who might feel they're exposed and preparing?

When you get into these environments, liquidity becomes the number one priority for airlines. Any time that happens, you start having increased sale-leaseback opportunities, asset sales and steps to avoid engine shop visits. Yes, it's a direct result: priorities change for airline customers, and we're there to partner with them. We've done this in past crises—COVID and other events—so we're always flexible and have a lot of access to capital. We try to sit down and work with clients to figure out what they want and need and how we can help them, as opposed to an adversarial relationship. It's a partnering approach, which has worked very well.

Are you seeing any acceleration in engine assets for sale in the Middle East or Europe becoming available as a result of the conflict? And how is the retirement dynamic playing out in your view?

It's early, so we're not seeing that yet. For us, we want airlines to do well—the entire aviation industry is better when airlines are doing well—but we're well prepared with the tools that we have. The ability to do a sale-leaseback with engine management has two benefits: day one you create liquidity and day two you avoid expensive shop visits. We're one of the few that can execute at that scale, so it's still early, but we're prepared to help when the time is right.

The only thing you see in the beginning are if people were flying types like A340s or 747s or sometimes certain regional jets that are either high cost or low revenue, those can be taken out of operation. That's sort of what you see in early periods. But core fleets that people need to operate their schedules are planned over multiple years and you can't get replacement capacity. It's been such a tight market. We don't expect to see much, if anything, change in that in the next few months, even if this goes on.

Our next question comes from the line of Brandon Oglenski of Barclays.

Joe, can you speak a little bit more on the customer profile of these larger airlines that you had in the quarter? And looking forward, as you seek to get more market share here, this might be a validation of the model that you have. Maybe you want to elaborate?

If you go back 12 to 18 months, some of the big airlines would have been dismissive about needing this product. Now, when we talk to airlines, virtually everyone in the world is a potential customer, if not an actual customer today. You can go to an airline and say, tell me what you think you're going to spend to rebuild an engine, and I'll match that price or beat that price for you and remove all the expenses you have to incur to manage that event—spare engines, engineering departments and the risk of cost overruns. It's a compelling proposition. Often airlines will start with a small portion of their fleet and then expand. We have conversations now where an airline with some aircraft we lease to them will say, 'Great news. You never have to do another engine shop visit on that fleet again.' They then ask us to try to buy other leased aircraft from different lessors and convert those. So they're actually helping us expand the relationship. Ultimately the goal is to manage an airline's entire fleet, and once they get to that level of comfort, it's a natural expansion. Virtually every airline in the world is an actual or potential customer.

Nicholas, congratulations on the new role. You improved liquidity with a larger revolver, but I think also enhanced the warehousing facility on the SPV. Is that correct?

Thanks, Brandon. It's important to clarify those are two independent facilities. The revolver is related to the public company and is the primary source of liquidity. The warehouse upsizing was related to closing out the deployment of capital for the 2025 SPV as we tracked toward the deployment target. We do have lenders across both facilities, and as we become a bigger and bigger player on the SPV platform, we're able to see financial benefits. We're very pleased with the outcome: we improved terms on the public company revolver given we're becoming a much larger player on the SPV side.

Can you put that in context of your expected capital commitments or capital costs at the corporate level looking out the next year or two?

For the first SPV, we have 19% of the $2 billion that we closed earlier in the year. The capital call remaining from that is approximately $95 million as of 3/31. We expect that to be closed by Q2, and that will fully close that SPV. As a reminder, that SPV is a closed-end fund—once we commit that capital, we'll then switch from being in investment mode to harvest mode, and at that point we'll start doing distributions back to all of the institutional LPs, including FTAI for its 19%. Related to the 2026 SPV, we are actively in the equity fundraising mode. We expect to deploy capital in the second half of the year, but the timing will relate to the cadence of when we do our equity close.

Our next question comes from the line of Brian McKenna of Citizens.

There's clearly a lot of noise across private credit today, although most of that is within corporate direct lending, but what are your dialogues like today for SPV 2? We've been hearing that institutional allocators continue to deploy capital in a big way across private credit despite all the rhetoric out there, specifically into asset-backed finance opportunities. I'm curious what you're seeing on this front. And then from your seat, what's ultimately driving such strong demand for your product?

Ultimately, it's returns. We're not seeing any impact from the private credit side's liquidity chatter because our investors are committed into private equity-style vehicles and nonredeemable structures, so it has no impact on our ability. Investors like uncorrelated asset-based returns that have high contractual cash flows. That's a sweet spot in the market and we hit it perfectly. We can show higher return with lower risk because of our engine maintenance exchange program and less residual value exposure. Investors in the first SPV saw this as a program they could do over multiple funds, they're seeing great returns and are very committed to continuing to invest.

You're building a great network of alternative asset managers and large institutional allocators for SPVs, but many of these large investors also own or invest in data centers and energy-related infrastructure. Is there an opportunity to leverage some of these relationships on the SPV side to further enhance the adoption and distribution of your Power product over time?

Absolutely. We've talked about demand for leasing and long-term leasing. We're thinking about it similarly to our Aviation business where we can create long-term contracted cash flows and our capital partners want to invest in those types of assets. We feel very good about being able to scale that, and it's a capital-efficient way to do so.

It further differentiates our product because most equipment sellers don't offer financing. On the Power side, as on the Aviation side, when we go to the customer we can offer purchase, lease or a power purchase agreement. That flexibility is hugely beneficial in today's world where there's a lot of demand for capital. The financing flexibility is extremely well received and it's a perfect structure for an SPV power vehicle.

Our next question comes from the line of Shannon Doherty of Deutsche Bank.

First one for Nicholas and congratulations on your new role. After the additional $5 million of expected insurance proceeds this year, will you be completely finished with the insurance claims?

Thanks, Shannon. Yes, that's correct. We settled on $44.6 million in Q1, of which we received $27 million in cash proceeds and the balance will be received in Q2. The remaining $5 million is consistent with our original guidance of $50 million. After that, that will be it and the matter will be closed.

Great. And for my second question, any update on the progress of getting the remaining PMA parts approval? We all know parts inflation is an issue for everyone in the industry right now. Maybe you can provide more color on levers that you can pull to manage costs?

There are five parts in total that the team has been working on. Three are approved. Those three represent about 80% of the total cost savings. The last two parts are in process to get approved, but the majority of the cost savings is already with parts that are available in the market.

Our next question comes from the line of Myles Walton of Wolf Research.

This is Greg Dalberg on for Myles. I just had a quick follow-up on Giuliano's question regarding module production. I wanted to focus more on Miami and Montreal specifically because Montreal is down sequentially in 1Q and Miami was well above the full year run rate. Can you talk about the dynamics specifically in 1Q and how those play out through the year?

Montreal is our most mature shop, which means they're going to handle the heaviest work scopes. Production mix is truly based on work scope. Montreal is doing heavier shop visits while Miami is doing a bit lighter work scopes and Rome and Lisbon are doing the lightest work scopes today.

Got it. And then a quick one for Nicholas. Given the corporate expense in 1Q embedded some of the Power costs, can you talk about the full year expectation?

We had approximately $10 million in incremental expenses related to Power—R&D expense and incremental headcount from building out the teams of engineers, technicians and support staff. On an annualized level for 2026, you can assume we'll be slightly less than the Q1 run rate for incremental spend, but as we scale toward a 100-unit production run in 2027, we will increase headcount and expenses. In future years, you can expect expenses for Power to continue to grow. Some of the expenses in Q1 were one-time and hit the P&L rather than being capitalized. By 2027, Power will likely be a separate reporting segment, and those expenses will be directly attributed to the Power business then.

But probably in 2027 it will be a segment and we will not have it in Corporate. It will be a sizable business, and we'll set it up as a separate reporting segment and allocate the expenses to the Power business at that point.

Our next question comes from the line of Andre Madrid of BTIG.

This is the first quarter in a while that I can remember at least that we didn't see some kind of acquisition being announced. Obviously, it still remains a capital deployment priority. Could you give more color as to what the M&A pipeline looks like? Maybe not too deep in details, but color around scale and maybe geographic location and capability?

I didn't realize we'd built an expectation of doing an M&A every quarter, but M&A timing is hard to control. We've been active in two categories. One is adding capacity to the overhaul business. We did allude to expecting by this time next year to have another facility somewhere east of Rome, potentially in the Middle East, and we have candidates we're working on. Timing is hard to control but when we find the right asset and structure we can move quickly. The second area is piece-part repair and part manufacturing. We have several opportunities in that space as well. We'll continue to vertically integrate in our product offering and be aggressive anytime we can reduce the cost of overhauling and building an engine. Last year we added Pacific Aerodynamic and Prime through partnerships, and we'll keep looking to add capability in repair and piece-part manufacturing.

I see no further questions at this time. I would now like to turn it back to Alan Andreini for closing remarks.

Thank you, Marvin, and thank you all for participating in today's conference call. We look forward to updating you after Q2.

Thank you for your participation in today's conference. This does conclude the program. You may now disconnect.