Gorilla Technology Group Inc. (GRRR) Q2 2026 Earnings Call Transcript

Thank you for standing by. This is the conference operator. Welcome to the Guerrilla Technology Group, Inc., NASDAQ, GER, Financial Results Conference Call. As a reminder, all participants are in the listen-only mode, and the conference is being recorded. After the presentation, there will be an opportunity to ask questions. To join the question queue, you may press star, then one on your telephone keypad. Should you need assistance during the conference call, you may signal an operator by pressing star and zero. Before we begin, we would like to read the forward-looking statements. Today's call includes forward-looking statements made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These statements reflect management's current expectations and projections about future events and are subject to known and unknown risks and uncertainties that could cause actual results to differ materially. Forward-looking statements often include terms such as expects, believes, plans, anticipates, may, should, and similar expressions. For a discussion of important factors that could affect Gorilla's results, please refer to our filings with the SEC, including the most recent annual report on Form 20-F. Except as required by law, Gorilla undertakes no obligation to update or revise any forward-looking statements made on this call, whether as a result of new information, future events, or otherwise. I would now like to turn the conference over to Jay Tandon, Chairman and Chief Executive Officer, and Bruce Bauer, Chief Financial Officer. Please go ahead.

Thank you very much. Good afternoon, everyone, and thank you for joining us.

Now, the first half of 2026 marks, for me, a very decisive step forward for Guerrilla. The revenue increased 99%, nearly 100% year-on-year, grouped by $78.4 million, effectively doubling in the first 12 months. But more importantly, the momentum strengthened as the half progressed. Now, Q2 revenues reached well over $50.1 million, which was a net increase of roughly 78% from Q1 and 138% from Q2 last year. Now, we had originally expected, as we had promised to the market, about $33 million, which we upgraded to $44 million. We've exceeded that by another $6.1 million to nearly by 14%, which principally means that all the deliverables and certain milestones were completed earlier than anticipated. Personally, that's what execution looks like. Now, the challenge we've also had is that the operating performance and progression at the same time were also equally significant. Our reported operating loss narrowed from $41.1 million in Q1 to approximately $2.2 million in Q2, which was a reduction of 95%. A substantial part of the first quarter result was share-based compensation that has already been recognized. and more than 80% of the H1 share-based concentration was absorbed in the Q1 itself, and the quarterly charge declined by approximately about 78% in Q2. In plain simple English, Q1 carried the overwhelming majority of the burden. Q2 showed a much clearer picture of the operating momentum he needed. Now, our cash efficiency also improved considerably. Whilst the revenue increased by approximately 100%, Operating cash consumption declined by approximately 65%, from $12.5 million in H1 of 2025 to $4.3 million in H1 of 2026. Operating cash usage also fell from 31.8% of the revenue to just 5.5%. Now, these are very material, important numbers which we need to take into consideration. Now, the company also recorded an overall increase in cash of approximately $79.8 million during the first half, principally reflecting financing support and the expansion program together with customer collection. So we ended June with roughly around $179.4 million in cash, approximately 82% of our queue on closing banks. That capital is not just sitting there for like in a bank and trying to get some interest rate, it is there to be deployed. What we are doing is that we are purchasing infrastructure, securing capacity, preparing sites, building teams, and funding the deposits and working capital required to deliver projects off a scale guerrilla has never previously undertaken. And And just FYI, we are preparing currently about five different sites in parallel. And that takes a humongous effort. At the same time, we also understand that the cash balances will move between the reporting periods. Investors should distinguish between cash being consumed by underperforming operations and capital being deliberately deployed into contracted projects and revenue-temperating infrastructure. They're not remotely the same thing. However, convenient it may be for some people to pretend otherwise. Now, this investment phase also explains the current gross margin profile as well. Now, our gross margin has been reflecting a revenue mix weighted towards hardware, initial deployment, and project mobilization. What I need to make sure is that Gorilla also deployed more than $14.1 million into property and equipment. Currently, that number is $29.4 million. We are also building the install-based space. As the infrastructure is commissioned, customer workloads migrate, utilization increases, and we expect the revenue mix to broaden towards compute, monitoring, managed services, and all other associated services. Hardware, personally, guys, does not begin producing its full financial results the moment it leaves the factory. It must be delivered. It has to be installed. It has to be powered. It has to be tested. It has to be accepted by the customer. And more importantly, then the utilization happens. More importantly, we want to make sure that we are moving very, very quickly. Now, in terms of updates, I think Mark has been asking me for updates for a long time. For Yota Phase 1, for example, the testing has been completed. The equipment deliveries are underway, and deployment has commenced. Testing will commence by the end of this week, early next week. We also have phase two. The equipment is currently being manufactured with completion expected over the next 25 to 30 days. In Indonesia and Batam, we're working very closely with our OEM and infrastructure partners. We have, as everybody knows, secure substantial data center space, and with 1,000 and approximately another 200 megawatts of capacity with an initial ready for service in the middle of 2027 and a broader deployment expected to be in the second half of 2027. At Kora in Thailand, the land has been cleared. We're advancing with the financing, the GP procurement, the infrastructure requirements, while engaging with prospective off-takers with the objective of moving into a discussion into firm customer context. Now, to be absolutely clear, megawatt are not just capacity, they're not just capacity, they're at revenue. More importantly, the capacity must be commissioned, it has to be contracted, it has to be utilized. Now, our accountants remain very stubbornly unwilling to accept the electricity of the payments, so unfortunately, we have to make sure that the customers pay us at any given point of time. Alongside these major infrastructure programs, our established security and network intelligence and corporations remain an important part of Gorilla. They provide not just the customer relationships, they also provide a better delivery experience, cash collections that support our broader expansion. Now, for people thinking that we are pivoting, we're not. We're not abandoning the business that brought us here. We are using it as a platform to build something substantially larger. Now, for Q3, we're planning revenues between $48 to $50 million compared to the previous plan of $36 to $40 million. That represents a significant jump for about 20% to 39% than the earlier planning range. For Q4, our operating plan is revenues exceeding well over $60 to $70 million. Taken together with the H1 revenue of $78.4 million, our revenue outlook for 2026 now stands at at least $200 million, which is up from the $137 to $200 million range we provided at the beginning of this year. Now, reaching the upper end requires additional execution, including further deliveries, customer, and virtual activation. We intend to earn the upper end. I want to make sure that we're not simply announcing this, but we want to make it more and more useful as we go through the quarters. Now, looking further ahead into 2027, and we're targeting revenues of about $450 million to $500 million. Now, that's an ambitious target that represents a quarterly revenue of roughly over $112 to $125 million. Now, we're not expecting the calendars to produce the growth for us. The target depends on all of the capacity that's being installed now, the commissioning of the additional projects, the conversion of the prospective demand into contracts, and the migration of utilization of the customer workloads. Now, there has been no shortage of personally barking from the sidelines. Unfortunately, that does not deliver GPUs for us, or neither does it commission data centers or collect dollars from our customers. Our answer to all this will be execution. Now, gorillas entered the second half with substantially greater revenue scale, dramatically improved quarterly performance, stronger liquidity, and a growing portfolio of major international projects. We have more work to do. We are maintaining absolute delivery discipline. We're managing capital very carefully. We're improving utilization, converting opportunity to recognized revenue. And make no mistake, the direction of the travel now is unmistakable. So we're no longer explaining what GORIDA intends to become. We're beginning to demonstrate it. Thank you very much. Bruce, over to you.

Thank you, Jay. I think Jay hit on all the highlights, but there are a couple of areas I want to extend on or emphasize. So the first is, of course, the first half revenue of 78 million, 99% revenue growth. As you can hear from the guidance figures, Gorilla is in hyper growth mode in terms of revenue. So we're happy with these figures and we expect to see this kind of growth trajectory continue. Also, as Jay mentioned, the gross profit for the first half showed an investment into the business and also reflected a mix. As the mix improves, we expect to see an expansion of those margins. The mix will improve in a couple of ways. The first is as Yota 1 and the other GPU-as-a-service projects go live in the second half of the year, those projects generate gross margins of 75% or more. So, of course, there will be an expansion in the overall gross margin of the business as a result, and then that will flow through to the operating. there'll be significant operating leverage coming from that as well. So that will flow through to the underlying EBITDA numbers as well. We mentioned some of the expense items. I would just like to highlight that this was not a normal first half. There were significant foreign exchange movements in the markets due to the Iran conflict and Freedom Day tariffs and tariff wars even. as we have a significant exposure in foreign currency in the Middle East and Southeast Asia, which were the two regions hardest hit by geopolitics and by tariffs. This did produce significant volatility in our underlying numbers. We expect that as the situation has calmed down, that that will also result in a calming down of some of the below-the-line expense items that we incurred in the first half. Also, as Jay mentioned, there was a stock-based compensation item. this is something that had been previously disclosed in all of our filings. It should come as no surprise to somebody. And then my attitude would be that this is out of the way. So again, the second half P&L should be quite clean from that perspective. A couple of things that I want to highlight from the balance sheet side. One is that we finished the quarter with the first half going into the second half with $177 million of cash. We had $13 million of conventional debt, sort of traditional debt, you know, bank loans, and then $107 million of long-term debt from a five-year convertible that we placed in June. We also did a convertible in July. That gives us really enough cash that we are going on offense. You know, this is the time where we are paying for equipment and for deliveries of equipment and setting them up, and that will be converting into revenue in third and then substantially in the fourth quarter. We have paid for the items for YOTA 1 for the first deployment with YOTA out of our own balance sheet, our own funds, and then a facility, a small facility that is, you know, tied directly to the project level. And then YOTA 2, we have paid, again, substantial prepayments out of our own balance sheet, And then we intend to fund the balance of the payments from a larger project finance facility where I will share more details when we can. But I think everyone on the line will be very happy with the terms that we've managed to get. And then a couple of other things. When I talk about investment, you can see already, as Jay mentioned, in the CapEx investment. So $14 million investment went into the first half. That number is, of course, going to be many, many multiples of that in the second half. But this is where the investment in the business is going to be showing up in the future. And that leads to revenue growth and to margin extension. In spite of the large capex, I would say that the business is actually performing well on the cash flow front. Operating cash flow was minus 4 million in the first half. This was a tightening from minus 15 million in the first half of last year. I would expect to see the operating cash flow numbers continue to improve. We're expecting large customer collections in September and October to the team of over $20 million. And then the FGNA and everything else from all the other operating costs in the business will not be overwhelmed by that. So that should result in a breakeven or operating cash flow for the entire year. And last but not least, I want to remind you, you know, we have the guidance figures in the press release, 200 million plus is our guidance for this year, 450 to 500 million is the revenue guidance for next year. How we make guidance is we take what is contracted revenue, where we have an amount and a date. If we have a contract, but maybe the timing is not exactly firmed up or the amounts aren't exactly firmed up, we don't include it in the guidance. So, again, we try to be under-promising and over-delivering to the market. We try to tread only based on what will not disappoint you. So when Jay talks about the delivery schedules for Yota 1 and Yota 2 and then going out to the project in Patsam or Neutral DC, as we call it, where we have the delivery schedule firm that has been included in guidance. Where we do not have the delivery schedule firm that has yet to be included in guidance, but stay on the lookout as the delivery schedule is firmed up, then the guidance might change as a result. We don't provide a gross margin forecast for next year at the moment. That will depend really on the timing of when these projects initiate. But I would just remind people that GILTA 1 and GILTA 2 and Neutral DC, we expect on those projects an average gross margin of 75%. So if we're talking about, you know, 450 to 500 million of revenue, then the gross margin on that would be substantially, you know, the majority of that would be coming from GPU as a service. So I would expect you would see gross margins in sort of 40% plus range for next year. Again, that is not official guidance, but that's just working out the figures. In terms of a financing update, I mentioned, so we have an offer from already on the table for financing for Mutual DC. We also have a – we also have used the proceeds from the convertible for the initial part of that. For YOTA 1, we've used – and YOTA 2, we've used essentially all the proceeds from the convertible to pay for prepayment or deliveries, and then we're funding the balance of the deliveries from two different project finance facilities that we either are arranging or have arranged. So, again, I think you'll see for the future growth and the future capex of the business, you'll see more of a focus on project finance or debt overall. And we'll have more details in the coming days about how that works. With that, I turn it back to Jay.

Thank you very much, Cruz. We're now open for questions.

Thank you. we will now begin the question and answer session. To join the question queue, you may press star, then 1 on your telephone keypad. You will hear a tone acknowledging your request. If you are using a speakerphone, please pick up your handset before pressing any keys. To withdraw your question, please press star, and then 1 again. We will pause for a moment as callers join the queue. And the first question comes from Brian Kissinger with Alliance Global Partners. Please go ahead.

Great, guys. Thanks for taking my questions. A lot of progress and a lot of things to talk about. But, Bruce, you mentioned guidance, at least for next year and any year, is based on what's in hand, where you know how much is coming in and what projects and when. And so for 2027, what is on the delivery schedule? Which phases will be active and which programs? Is it all of the first two phases of Yoda and the first of Nutri DC? Or just maybe take us through what is assumed versus what is not assumed.

Yes. So the first phase for the Yoda contract, we have the delivery schedule and we're taking deliveries now. the equipment. So that is assumed that is a hundred million dollars analyzed roughly of incremental revenue. Then for the Yota 2 contract, as we call it, there is split into two different batches. The first batch, we have the delivery schedule. So that is assumed that is $250 million of incremental revenue. And then the last is for the Neutral DC project, we mentioned in the initial press release that there was a deployment expected of 300 servers around the September timeframe, and then by the end of the year, a subsequent 700 servers. The 300 servers, the delivery schedule has firmed up, so that is included in the guidance. That would be, so 30%, about 260, so that would be an incremental $75 to $18 million a year. So – and then the balance comes from, you know, existing contracts or contracts that we've won and not yet announced, and that's how you get to the 450 to 500 million mark. So there is the 700 servers from the first phase of MutualGC and which are not included in the guidance. The second phase of MutualGC, which is 875 servers, according to FMO, is also not included in the guidance. And then the second phase, part two of the second phase of YOTA is not including the guidance at the moment. So obviously we want to get the delivery schedule firmed up. GPUs are like Spice and Dune. They're a very valuable commodity. So, you know, it's better to have them in hand before we start talking about, you know, schedules and timing and amounts. So, again, this is why we take the ultra-cautious approach in formulating guidance.

Great. And then a follow-up, if you can, Ramah. Of course, yes.

Sorry, Brian. See, for us, the confidence that's from the capacity and the projects we're putting now, like I think Bruce eloquently said, right, we have a delivery schedule for Yota 1. In fact, there are a whole bunch of them on the plane right now as we speak. They're underway. We are commencing all our deployments, which effectively means the power drops are there, the connective is there. and the YOTA Phase II equipment is also being completed and will be approximately delivered. The deliveries will start coming in. So we have a fixed timeline. That means we have to deliver the first set by the end of this month, the second set mid of next month. And then between now and end of November, YOTA I and YOTA II Phase I will be complete. And then you've got the big elephant, which is the neutral DC. That particular one, actually, the first 300 servers have to be deployed by the end of October. Testing will take probably between 20 and 30 days, so we're looking at going operational end of November, first week of December. Now, on top of that, we're also working towards closing the remainder of the 700 plus 875 servers, which will obviously, you know, once that is done, we will absolutely revise the targets for next year. But again, the challenge we have today, just to address what the challenge is wrong, the GPUs are in shortfall, the CPUs are in shortfall, memory and storage is short. Then you've got the cabling and everything else. On top of that, electricity seems to be a bit of a problem. But what we are doing is we're making sure that whatever we've committed today based on the, you know, operational milestones which we already have in place, whether it's equipment, capacity, customers' contracts signed, workloads migrated, and all of the utilization that is being done, right?

Great.

That's super helpful.

Yep. A follow-up, I think the Neutra DC, those are data centers that were already built, if my memory serves me. But on Yoda, do you have any construction you have to do?

No, none whatsoever. Yota is a phenomenal constructor. They build it themselves, so they have done it all by themselves. And by the way, all of the Yota data centers are fully ready for service. All the floors are ready for service. All they're doing now is getting the power trucks in and getting the GPUs to be tested.

Great. And then on the project financing, last quarter you had mentioned you had offers, and you made similar offers on the table, and you had similar comments here. What has been the biggest obstacle in securing the project financing?

Brian, be very careful. I didn't say we had offers. I said in one case we have arranged, and in the other case we're close to completing. The obstacle has been, first of all, us fighting for the best terms possible. You know, there were some initial offers that were not conducive to shareholders, so we said, no, we're not going to accept that. And then the second thing has been more recently when there's been a shift in some of the delivery schedules. The shift actually was one where they wanted us to pay, you know, the vendors wanted us to pay more quickly. So, you know, we had to make people hurry up and meet different delivery schedules and thus redo some things. But in general, I'm very happy with where we are. I'm very happy with where not just with the project finance story, but also with how we are with the debt markets overall. And then I would say, you know, we said earlier that we are pursuing a credit rating, so I'd stay tuned on that front.

Yeah.

Your next question comes from the line of Alex Latimer with Northland Capital Markets. Please go ahead.

Hey, Jay. Hey, Bruce. Thanks for having me on. I'm glad to see everything's evolving well here. I was curious about the terminal value of the GPUs. Are you looking to sell them after five years? If so, what would that residual value be? And then also, alternatively, is there an opportunity to keep operating the GPUs for a sixth year?

That's a great question. Good to hear from you, I hope all is well. So, yes. So, if you look at various sources today, B300s and GB300s, they still have residual value at the end of the fifth year. we're looking at roughly around between 20% and 25%. But that's today, Howard. We don't know what's going to happen in five years' time. But at the end of the day, we will continue to upgrade those GPUs. We will also, you know, we've already received offers, yes, FYI, from various either institutional investors or from data center operators saying, look, I'm happy to sign an agreement with you at the end of the fifth year. We'll take it off, and we will get it evaluated by a top-tier firm like Ernst & Young or P2BC or KPNG, and then we will put an assigned value to it. But the governor's intent is to continue working. As the models evolve, you know, you're evolving from, you know, from training workloads to inferences. Edge will become a meaningful kind of – they'll make a meaningful entry towards the beginning of next year. we are looking at deploying at scale in these regions. The other thing you should also look at is sovereign AI. Each of these countries where we are present today, whether it's the Middle East, parts of Europe, parts of Asia, they are very actively sourcing GPUs and looking to secure the future, especially the governments and so on and so forth, and we can deploy it at that point of time. So net net, either it's revenue-based incremental working towards the next, I don't know, the next three or four years after, or there's an immediate liquidity post-sale to an existing data center provider.

So, I'll add to that. Alex, I'll add to that. So, for accounting purposes, we'll depreciate the equipment over five years. So, that's the assumed life, just the major reason is that some of the contracts, most of the contracts are signing for five years. But I would emphasize that, you know, first of all, what Jay mentioned, that there is, you know, a couple of ways to monetize them later. I would also point out that, you know, this has been a story that we've heard discussed numerous times. What is the useful life of a GPU? Some other players in the market are putting A100s into service for seven, eight, nine years running now and still generating revenue. and a very decent yield on cost. So obviously the A100s don't rent for the same thing that they would five years ago, but it's still a very healthy return and very favorable economics. So all the evidence is pointing to the fact that the service life might actually be much longer than five years.

Another question. For your CapEx forecast for India and Indonesia, does that include maintenance CapEx or is that additional? And if it is, how should we think about the sequencing or the cadence of that maintenance CAPEX?

Yeah, I'll take that. So, the CAPEX forecast we've given are for the upfront CAPEX. The upfront CAPEX really covers networking equipment, GPUs, servers, cabling, setup, everything that you would need to get up and running. The maintenance CAPEX, we are taking as an expense. There are a couple of reasons for that. But the first is that, you know, most of it will be labor, actually. You know, so we're doing an RMA service where we're, you know, we have people that are going to be servicing the equipment and then also repairing it. And then secondly, a lot of the equipment will be covered by warranty by the vendor. So, you know, we will spend a little bit to repair or to swap out spare parts, et cetera. But the big capex that would be needed in case a machine break, you know, an overall server breaks would not be with us. It would sit with the vendor. So, basically, when you look at the forecast and our gross margin, we put in the gross margin all the cost of spare parts and labor. It's not broken out separately as maintenance capex.

Awesome. Thank you, Bruce. One more. Can you describe the debt financing for Indonesia? Just a few questions to run through. What is the interest rate? Is the customer financing portions of it? If so, how much? And then what percent of the financings are complete?

We have an offer, and we disclose in the press release about the project, so 70% of the project. The balance comes from the gorilla balance sheet and then from customer prepayments. So, so far, how it works is if we're deploying 30% of the project up front, so 300 out of 1,000 servers, then that comes out of, you know, customer repayments and out of Gorilla's Pocket. And then the debt portion would fund the 700 servers to come at the end of the year. So that's what I can share about the financing arrangements for that project. So the first delivery is to come in, you know, basically out of Gorilla's Pocket and then join on customer repayments. Awesome.

That's all for me. Thank you, guys.

Your next question comes from the line of John Roy with Water Tower Research. Please go ahead.

Thanks for taking my call. Congratulations, gentlemen. I wanted to maybe take a step back real quick and think about what could go wrong next year. What do you think is your biggest risk? Is it people? Is it power? Is it building facilities? Is it acquiring equipment? What are you most worried about?

Great question, John. Good to hear from you again. So let me classify that into three principal risks. One is the hardware timing. The second one is the, I will categorize site and power readiness. And the third one is customer acceptance with workload migration. Now, we've been ordering early. Just for FYI, all of the equipment which are supposed to be delivered in end of September have been delivered now. So it's about five weeks early. Yota 2, it's about eight weeks early in terms of manufacturing and so on. So we're ordering early, testing before the deployment, phasing deliveries with our OEM and our integration partners. Then more importantly, we're making sure that all the sequencing matters. Second, we're gating the deployment against what I call confirmed power and readiness. site readiness. Engineering is working actively 24-7 on this. Networking and installation work teams are running in Pavlov. Our teams are sitting on the sites in different parts of the world. Now, you know, unfortunately, electricity has an inconvenient habit of being very essential. So on top of that, you know, customer testing and workload migration has to begin before full commission. Now that allows us to resolve all of the integration issues progressively. So what we are doing is making sure that the paying workload works better. So we have scheduled buffers in each of these phases, phase deployment plans, and then more importantly, you know, the ability to re-sequence work where appropriate. We also have to build our own internal processes. You will see that we've actually gone, you know, we've almost doubled our size in terms of human resources, and we're also making sure that it's contingency plans, which is both for the operational preparation, as well as all of the hardware as well. So all of the RMAs, all of the RFSs, all of them have to be done well before the schedule. So that is something we believe are some of the important risks we are looking at in H2 RAM for ourselves. But we do have contingencies for every single one of them. John?

Great. Thank you so much.

As a reminder, if you would like to ask a question, please press star 1 on your telephone keypad. Your next question comes from the line of Bharath Naraji with Kancher Fitzgerald. Please go ahead.

Thanks for taking my questions. Previously, you referenced hiring across – aggressive hiring, I should say, across Thailand, India, Taiwan, et cetera, targeting 1,000-plus people, I think, Thailand alone maybe. What's the current headcount and what's the monthly off-ex-run rate exiting Q2 at this stage? That's the first one.

So we have, I think, on a full-time resource basis, I think we're about 300 plus people. On a contractor basis, we're already at about 300, 350. We're going through the, as you can imagine, we're going through various phases. Now we're going through land assessment, power readiness, water readiness, EPC certifications and so on and so forth, both in Thailand and in Indonesia. That will involve probably another 400 to 500 people, but we're going through the whole RFP process right now as we speak. As we are going forward, we would see that number specifically expand significantly. So I can tell you at the peak, let's say by mid-2027, we'll be at about 2,000 people. Currently, we're at about 300 plus another 350, so about 650 people. So, yes, we are expanding rapidly. Bruce, do you want to take the second half?

Yes, it's about $2.7 million a month is the SG&A, so that is more than just the people costs. We expect that to go up over by the end of next year to sort of $38 to $40 million annualized range. Now, as Jay mentioned, there's a significant headcount expansion, but just keep in mind And the geographies, right, in India, Thailand, et cetera, are not, it's not Silicon Valley, right? So that explains why the cost increase would not be so large. And then we think that that's, you know, in order to operate projects generating hundreds of millions, of course, margin. I think that that's a worthwhile tradeoff.

Understood. The second question I have is on the GPU spot prices, given how volatile they are. are Gorilla's contracted take-or-pay agreements fixed price, or is it indexed to the spot? For example, if things change and supply cash is up next year and you have a multi-year agreement, is Gorilla taking the margin risk, or how does it work?

That's a very good question. So we are basically – all our hardware are fixed cost today. There is no what I call indexed or pass-through pricing, which transfer some of the volatility to the customers. All of our agreements, for example, the power agreements are fixed. There is no change in the power prices. All of our prices for water and the connectivity are fixed as well. So we're not trying to, you know, either pass on the risk to the customer or keep the risk to ourselves. Everything has been defined very clearly. Our customers have also been very understanding. So there's a higher charge up front, And we are basically telling, look, this is the risk today. This is the cost of memory. It's gone up 40%, 50%, 60% over the last four or five months. Here is the upgraded cost. And we're making sure that we are intending to protect all of the project economics. We're not just relying slowly on unhedged spot pricing or anything like that. That said, we have gone to every single vendor. Personally, we haven't sat down with every single one of them and made sure that the prices are fixed. So whatever they deliver between now and December are all fixed. Our fixed price basis, it does not carry any risk for us.

Okay. Very clear. Thank you. Just a couple more from you, Tassar. Just a quick one. I know you gave us a project-level attribution for your guidance for 2027. I just wanted to understand what kind of utilization assumptions underpin the guidance, like maybe even for 26 and for 27 as well? And then a separate question is around Egypt, Taiwan, and Thailand. Like what kind of contribution has it made in H1? Thank you.

No, that's a great question. So, Bharat, I'm going to break it down into two. So there is no project-level guidance on attribution, use-in attribution, because these are pay-for-pay. Okay? The customer chooses to use it. The customer doesn't choose to use it. It's basically, you know, an identified customer, not customer demand, okay? So the mix for us is commissioned GPU capacity. Utilization is 100%. That's how we consider it. Obviously, there are some R&A issues, so the customer is asked us for a 99.95% delivery. But more importantly, we are making sure that all of these, you know, recurring compute service revenues are part of the established business. So when I tell you I'm billing, just to give you an example, $1 for this customer, that is not going to go down to 0.9. It's not going to go up to 101. It is actually $1, and that will be something which we will be billing for the next five years. Now, we model a face commission. The commissioning is what will, you know, there will be an ongoing customer curve. As the utilization will increase, as the workloads will migrate. So what would happen is the customer testing will happen. then the first 300 servers will go live, the next 700 will go live, then the next 875 will go live. That is the onboarding curve which we have. But in terms of the payment, the customer is actually paying us a flat fee for that. Now, Yota is obviously a big contributor as the phases go through. India and Indonesia are poised to become very aggressive. It's going to be a huge part of our revenues going forward. But at the same time, on Egypt, Taiwan, and Thailand, we have already had, as Bruce alluded to, we've established already our security, network intelligence, public sector operations, and so on. We're not giving up on that. In fact, we're bidding for some very large projects as we speak, and we're going through the motions of closing them as and when. So we will make the necessary announcement there. They remain for us a very important source of revenue, customer collections, but more important, technical credibility to help support our AI infrastructure. Now, for people who don't understand how we actually do this, all of our network intelligence, all of our established security, all of our radio, our data intelligence platform, our building management solutions, and so on and so forth, are part of our data center. Our stock and knock, which we have built for Egypt, has actually become a part of our business, and now we are providing the same for our data centers. At the same time, we made an investment in a company called Astricos in Bangalore in India. They are helping us integrate our stock market and our BMS solutions and providing us even more robust technological infrastructure, which we are personally using for some of the data centers. So if you look at Corot, for example, as and when we build it, almost 90% of all the technology provided will come from Gorilla or Gorilla white-label solutions. Corot?

That's very helpful. That's a useful detail. I didn't appreciate that fully. Thanks very much. Thanks, Ross.

And that concludes our question and answer session. I would now like to turn the conference back over to management for any closing comments.

Thank you very much. I mean, thanks. I thank everybody for being part of this. I want to thank everyone who actually stood by Guerrilla. When the numbers were smaller, our explanations occasionally required a map sometimes. You know, people question where these certain countries were. Sometimes it's outweighed and probably even a strong shot of risky. In the next 12 months, now, what we've done after that, we've doubled our first half of our revenue. We've reduced our operating loss by approximately 95% from Q1. Now, I'd love to take credit, but unfortunately, the people who did the actual work are actually listening to this call. So I'm not taking credit for that. Now, my wife recently asked me something. She said, hey, what are you thinking about? I said power distribution. Personally, I don't think so. Romance is dead. It only requires a substation. And that's what we're building. So as CEO, I provide the optimism. Bruce patiently explains that, you know, hey, the optimism is still not recognized under the IFRS. I've asked him twice. Unfortunately, he doesn't blink. So I'm asking all of you to judge us by the contracts we've signed, equipment we've delivered, revenue we're recognizing, and cash we're collecting. To all our shareholders, customers, and partners, and all of our extraordinary employees, both old and new, I really thank you. We intend to make your patients personally look less like faith and more like excellent judgment. I know sometimes the market can come into the ring and they'll say, you know what, oh, my God, this CEO is trying to make a fool of you. That's fine. It's okay. Gorilla is only getting started. You can say all you want. And when all goes to plan, and I'm saying this very clearly, when all goes to plan, not if. My family will eventually invite me back to the dinner table, which I left, and promise you that we'll be talking about GPUs and megawatts at the door. So until then, patients, thank you very much indeed for your time, and thanks for your support.

Ladies and gentlemen, this does conclude today's conference call. Thank you for your participation, and you may now disconnect.