Operator
Good afternoon and welcome to InVenture's second quarter 2026 earnings conference call. All participants will be in listen-only mode until the question and answer session begins. If you'd like to ask a question, you may raise your hand at any time by clicking on the raise hand button, which can be found on the black bar at the bottom of your screen. As a reminder, this conference call is being recorded. If you have any objections, please disconnect at this time. I would now like to turn the call over to Kyle Nagarkar, Investor Relations. Please go ahead.
Thanks, Mariana, and good afternoon, everyone. Welcome to InVenture's second quarter 2026 earnings call. With me today are Bill Haskell, Chief Executive Officer, Dave Yablanovsky, Chief Financial Officer, Dr. Bill Grieco, our incoming Chief Executive Officer, and John Hewitt, Chief Executive Officer of Excelsior. Earlier today, we issued a press release announcing our financial results, which is available on our Investor Relations website, along with the supplemental slide presentation. As referenced on slide six, we will be discussing non-GAAP financial measures during this call. The most directly comparable GAAP financial measures and a reconciliation of the differences between the GAAP and non-GAAP financial measures are available on our earnings release and supplemental slide presentation on our website. In addition, certain statements being made today are forward-looking statements that are based on management's current assumptions, beliefs, and expectations concerning future events impacting the company. These forward-looking statements involve a number of uncertainties and risks, including but not limited to those described in our earnings release form, 10Q for the period ended June 30th, 2026, and other filings at the SEC. The actual results of operations and financial condition of the company could differ materially from those expressed or implied in our forward- looking statements. With that, I'll turn the call over to Bill Haskell.
Thank you, Kyle. Good afternoon, everyone, and thanks for joining us. We're going to run today's call a little differently by focusing a majority of our time on Excelsior. You'll hear from four executives today. Dave will take you through the financials, then I'll say a brief word about the leadership transition we announced in June, followed by Bill Brico to share what to expect under his new leadership. And finally, John Hewitt, who took over as CEO of Excelsior in July, will walk you through where the business is headed and where the industry is headed with it. Let me give you the headline for Excelsior before we get into it. First, we believe the market is now debating when two-phase will be adopted, not if. Second, allocation of GPUs and memory, difficulties accessing power, and two-phase-enabled servers are impacting smaller, earlier adopters. That has consequences for near-term revenue expectations, which Dave will address directly in his remarks. But here's the more important point. We believe those same forces have made the long-term picture for two-phase cooling better, not worse. John will walk you through exactly what changed and why. Before Dave addresses the numbers, let me give quick updates on Aeroflex and Raffinity. At Aeroflex, the commercial pipeline continues to build and is now close to $35 million, up 9% since last quarter. The company's global reach continues to expand with new partnerships in Latin America and Europe. In addition, following the May 11th announcement of the co-manufacturing partnership with packaging MLAs, Aeroflex filling equipment has been installed and is operational at the Italian facility with product qualification underway. At Rafinity, engineering design on the 10 kiloton demonstration plant is on track for delivery of a plan by the end of this year. You'll hear Bill Grieco come back to that in a few minutes. Now, let me pass it to Dave to take us through the finances.
Thanks, Bill. Good afternoon, everyone. Consolidated revenue for the second quarter was $1 million. That compares to $0.5 million in the second quarter of last year and $1.4 million in the first quarter of this year. Of the $1 million, Aselsius contributed $0.9 million, or 96% of the total. Net loss for the quarter was $34.9 million, compared to $27.8 million in the first quarter. Adjusted EBITDA was a loss of $22.6 million, versus $18.4 million in Q1. General and administrative expenses were $14.5 million, down 22% compared to the second quarter of 2025. We ended the quarter with $46.5 million of cash and restricted cash. That compares to $60.4 million at the end of Q1, which also includes $5 million of restricted cash. Year-to-date, we used $59.5 million of cash in operating activities and generated $41.6 million from financing activities. During the quarter, we took several steps to strengthen our balance sheet and manage our capital efficiently. We raised approximately $13 million through draws on our standby equity purchase agreement at an average price of $6.21. We also continued to reduce debt, including the full repayment of our convertible debentures earlier this year. Shifting now to our outlook, we previously expected a Celsius to exit this year near cash flow break-even at an annualized revenue run rate of roughly $100 million. We now expect the timing for a Celsius to break-even to extend beyond this year. The primary driver for the change is market dynamics, not a change in our conviction around the technology or the market opportunity. Smaller early adopters are facing constraints around power availability, GPU access, and site allocations. Those resources continue to be concentrated among the largest hyperscalers. I'd like to now directly address our Dark NX purchase order, given they too are not immune to these dynamics. The purchase order referenced a development site that Dark NX had previously identified. Dark NX recently informed to Celsius that this site is no longer available and that it's working towards developing alternate sites. The Celsius has removed the Dark Enix project from its 2026 forecast, pending identification of an alternate deployment location in satisfaction of other conditions. This single customer setback does not change the fact that the Celsius remains at the front edge of market adoption. But until that adoption is established, order bookings and revenues are going to be lumpy and hard to predict. Due to these structural constraints which limit early adopter deployments, we are suspending our revenue targets. We intend to reinstate forward-looking targets once those constraints ease or we achieve the foundational KPIs that drive broad industry adoption. Here's what we are committing to instead. We will report on the key milestones best representative of our progress towards market adoption, which John will detail in his section. At the parent level, due to the revised timeline for a Celsius to achieve positive cash flow, we are no longer targeting consolidated positive cash flow for InVenture in 2028. We will revisit that expected timing when we have greater visibility into the pace of a Celsius adoption and revenue generation. Taking a step back, let me revisit our capital strategy in the context of this revised outlook. First, it reinforces the need to be disciplined about where capital is raised and how we protect shareholder ownership. Second, we expect to be opportunistic in how we fund the business from here, as revenue delays naturally precipitate a need for capital. Our intent is to finance Aeroflex and Rafinity increasingly at the operating company level, which limits the amount of capital we need to raise at InVenture and helps minimize dilution for InVenture shareholders. At the same time, given the extended timeline for a Celsius to reach positive cash flow, we recognize there will be a need for additional capital at InVenture. When we raise capital, we intend to do it thoughtfully, opportunistically, and with a goal of preserving InVenture's pro rata exposure to a Celsius. With that, I'll pass it back to Bill Haskell.
Thanks, Dave. Before I introduce our next two speakers, a brief personal note. As we announced on June 30, I'll retire as CEO of InVenture on October 1, after almost six years leading the company and more than four decades in the industry. This was a planned succession, and I'll be working closely with Bill Grieco through the transition. I'm confident in the handoff because Bill is not an outside hire learning about the company. He helped build it and had previously served as InVenture's chief technology officer. For the past year and a half, he has been the founding CEO of Refinity. He took that business from a blank sheet of paper to the doorstep of a commercial demonstration. Before Inventure, he built and led innovation and new business creation at various large organizations and holds a PhD in chemical engineering from MIT. Finally, he has served on the boards of both Refinity and Excelsior, so he knows every one of our businesses from the inside and is the right leader for Inventure's next phase. Bill, over to you.
Thank you, Bill, for the introduction and for your six years of leadership that got InVenture to this point. I'm honored and I'm excited to take the baton. Let me start with what will not change. InVenture's company building philosophy is the same under me as it was under Bill. We build operating companies around breakthrough technologies in partnership with multinational corporations, and we run those companies to win in their respective markets. We provide the initial funding and ongoing back office support to allow the operating companies to focus on efficient operations and to meet their commercialization objectives. That's our value proposition, and it's why many of you have invested in us. In the past, we tried to communicate in a way that's more typical of established public companies, especially in regard to providing revenue targets. For businesses like ours, innovative technology businesses addressing markets that are still forming, predicting revenue quarter by quarter is difficult, if not impossible. As a result, revenue targets are not the most useful yardstick at this stage. Revenue guidance will become more appropriate in the future as these companies mature. But in the growth phase, the better measure of progress is whether we're setting the right milestones, whether we're achieving them, and whether we're building towards the inflection points that can create significant long-term value. This framework speaks to how we will evolve our operating discipline. I'm an engineer by training and an operator by career. I believe management teams earn credibility one milestone at a time. We set a milestone, we meet it or exceed it, then we do it again. That's how we've run Refinity. We operate with a lean organization focused on achieving our objectives on time and on budget. For example, we shared that we would be scaling up our process for extended duration runs by summer of this year, and our team is doing that now. We told you that the engineering design for our 10 kiloton commercial demonstration plant would be complete in the fall, and it's on track for delivery by the end of the year. I expect InVenture and its operating companies to be run the same way. Now let me speak to our capital allocation policy, which remains unchanged. The capital allocation framework we announced in April still stands. Capital above a parent reserve is intended to be distributed to shareholders. InVenture will remain committed to maximizing shareholder value. We do that through smart deployment of capital, with every dollar aimed where it serves our shareholders best. One more thing about how I intend to communicate with the market. I believe in showing results, not promising them. And I believe we owe the market clarity about what we're seeing. That's what today's call is, giving you a better look into what our companies, particularly Excelsior, are seeing, and telling you what we're doing about it. Now, let me tell you why I'm so enthusiastic about Excelsior. I sit on its board, and I've been involved since we started the company, and I've never been more excited about this opportunity. It's rare in a career to watch a technology this differentiated meet a market this large at the moment the market needs it. excelsius's 65 million dollar series b round led by johnson controls with lagrand participating tells you what sophisticated industrial players think of the technology like me john hewitt has been involved with excelsius from the beginning as a founding board member so he stepped into the ceo role with a deep understanding of the company the technology, and the market opportunity. Since taking over early last month, he's worked with the Excelsior team to review and refine the commercialization strategy, which he recently reviewed with the board. That is exactly the kind of work he's well-suited to lead. John previously ran the Americas for Vertiv, a multi-billion dollar business at the center of the AI data center build-out. He was most recently CEO of Robert Shaw, a global design, engineering, and manufacturing company with more than 6,000 employees. And earlier in his career, he held senior roles at TE Connectivity, Motorola, and Baker Hughes. Josh Klayman built Excelsius into what it is today, and he remains fully engaged as executive chairman. John has joined him to help scale it. I'm more bullish than ever on Excelsius and on two-phase direct-to-chip cooling. and John will now walk you through the business, the strategy, and the magnitude of the opportunity ahead. John, welcome. The floor is yours.
Thanks, Bill. Good afternoon, everyone. Bill just gave you my resume, so I won't read it back to you. But let me tell you why I took this job, and then I'll spend my time where it belongs, on the business and the industry. At Vertiv, I had about the best vantage point in the industry to watch what AI compute is doing to the thermal limits of the data center. I saw every cooling technology in the market, what worked, what scaled, and what hit walls. I joined the Excelsior board four years ago because I concluded that two-phase direct-to-chip cooling would ultimately be the answer for the most demanding AI and high-performance workloads. I took this job because I believe that ultimately is arriving faster than most people expected. You maybe get one or two opportunities like this in a career, and I am excited to be here. One more thing before I move on. As Executive Chairman, Josh Klayman remains actively engaged in this company. We've been great partners for the last four years, and I am excited to continue working with him in a different capacity. Four years ago, Excelsius was founded on a conviction that physics would drive the industry to liquid cooling and that two-phase would earn a meaningful portion of that market. At that time, we didn't think it would become so widely understood that two-phase will be required. The market didn't just make room for us, it's coming toward us, and that's made us aim higher. We are no longer planning like a scrappy startup, vying for single-digit market share over the next 10 years. We believe we can hold a much more significant share, and this calls about how we plan to do that, by building our product thoughtfully alongside key ecosystem players holding the attention of the companies that define the AI sector and focusing where the expected return is greatest. So what instills that conviction in us? We believe important things outside our control are breaking our way. Physics favors two-phase. Every AI generation runs hotter, and the industry has discovered what servicing single phase actually costs. There's another force accelerating all this. Data center developments are experiencing significant pushback from communities being asked to host these facilities over water and power usage concerns. Two-phase changes the energy profile of a data center. In greenfield designs, it can lower cooling-driven energy use by a third. At a moment when $700 billion in planned 2026 data center CapEx is colliding with $130 billion in blocked and delayed projects, and New York has just enacted the first statewide moratorium. That isn't a nice-to-have. It's how the industry earns the right to keep building. We believe the question is no longer if, only when. We can't control when, but we do control how we execute, and where we focus. Over the last few years, we've been pursuing two goals simultaneously. The first was building the foundation for a great company, one that could gain a meaningful share of the liquid cooling spend, and one that can deliver a highly differentiated product reliably and at scale. The liquid cooling market is forecasted to exceed $30 billion in 2030, of which $9 billion is expected to be two-phase. For context, today there are no mass scale two-phase direct-to-chip deployments in the United States. I'm proud of the work the team has done to lay the foundation, but the next year is critical and we'll talk about that. The second was delivering at-scale revenue from a hard tech company inside of five years, and not just any hard tech. This is an advanced technology one few companies have ever solved designed to protect GPUs, the asset whose demand far exceeds supply and easily among the most valuable line items on any AI company's balance sheet. For context, one B300 GPU runs over $50,000. An eight-way server built on them runs $400,000 to $500,000, and a loaded rack of those servers can run between three and a half and four and a half million. When we benchmarked ourselves against successful hard tech companies in the cooling space, very few had any commercial revenue in year four. Against the relevant comparisons, we're tracking ahead of the pace. The problem was never the pace. It was the yardstick we measured against. We expected Excelsior to travel the normal tech adoption curve with smaller early adopter companies as our main revenue source for a few years. Then we learned something about the AI market. Adopting this technology requires GPU allocations, access to power, and the scale to influence server designs, and those are precisely the things smaller companies can't get. This is exactly what we saw happen with the Dark NX deal Dave spoke about earlier. Our analysis and the feedback we are receiving indicates that the market structure is sidelining many of the customers who would normally take the first risk. As a result, in this market, there are very few early adopters. Here's why that's good news. The relationships we are now focusing on are the companies that dominate this market, companies worth hundreds of billions. And they haven't just noticed us. They're showing deep and promising interest, active proof of concepts with several key hyperscalers, and impressing results that are driving next steps. And make note of this because I'll come back to it. For these companies, benchmarked, data-backed proof of superior performance is what drives adoption. We just delivered a major proof point. Now, these companies move slower than early adopters would have, but I want to be clear about why. We believe it's a product of how a good business makes major decisions. They have shareholders, countless customers, and established procurement and build cycles. They evaluate in a mature way. Deliberate studies between engineering teams, starting with single-loop cold plate level tests, then proof of concepts, then operating impact analyses, and then a dedicated hall deployment. Ultimately, you're built into their IT procurement plan and into their data center roadmap. Some iterations run over multiple quarters, and we are in various stages of progress with many of them. So the trade we ended up with is this. Instead of seeking quick revenue from small companies that aren't likely to scale, we're focusing instead on the technology leaders, and we are deep in the evaluation cycles with some of the largest companies in this industry. Our earliest customers are also our largest possible customers. We believe that this isn't a phase, but that GPU allocation and power scarcity, among other factors, define AI infrastructure, and they aren't easing. When I stepped into this role last month, we did a detailed review of the Excelsior commercialization strategy and made major updates. Substantially, all of our partnership and market adoption work now focuses on four customer segments, chip manufacturers, server OEMs, server ODMs, and hyperscalers. Our goal is to have chip manufacturers reference our solution, OEMs and ODMs designed for it, and in-customers incorporate those requirements into their IT and infrastructure designs. And when those players move, the market moves. Remember, almost all the data center footprint deployed or in process today uses either air or single-phase liquid cooling. Until two-phase adoption crosses the line, bookings and revenue are going to be lumpy and hard to predict. So, as Dave said, we will not guide until we see that adoption. We believe bookings and revenue are lagging indicators in this market. The milestones we will report are the ones we view as the leading indicators. As I mentioned earlier, the next year is critical. We are actively engaged in advancing progress around major milestones, and the four we are focused on now are as follows. One, chip maker engagement leading to reference designs. Inclusion in a silicon vendor's partner ecosystem would be the strongest validation this market offers. It would put us in front of every customer designing around that silicon. Two, server OEM and ODM relationships expanding into co-development initiatives. This would be the first step toward factory integration and server warranty coverage, key enablers to market adoption. Number three, moving beyond proof of concept to an executed statement of work with a leading hyperscaler, one that scopes the power usage effectiveness and operational impacts of Two-Face in their data centers. That's the difference between being evaluated and being planned for. And four, continuing to deliver benchmark data and deployment with leading thermal labs, giving the industry's strongest thermal minds the proof needed to adopt. Hitting these four milestones is how we'll measure progress and how you'll know we're creating meaningful company value. Given the decision-making timeline within large organizations that I spoke about earlier, we don't anticipate having material updates every quarter. That said, each one of these milestones already has its own work stream underway, most with significant progress, and we look forward to updating you on further progress when warranted. And to that end, let me update you on one huge milestone just achieved. As I said earlier, for mature customers, data-backed proof is everything, and we just completed a major study. In July, we published the most important technical validation in the company's history, and I want to walk you through it because the numbers deserve more than a headline. An independent third-party systems integrator took a commercially available Dell PowerEdge XE9680L, an eight-way NVIDIA B200 server drawing roughly 10 kilowatts, and benchmarked it with its factory-installed single-phase cooling. Then they retrofitted the same server with our NuCool cold plates and ran it again. Same server, same GPUs, same simulated workloads, roughly 40,000 operating points. The only thing that changed was the cooling. The results? NuCool ran the GPU's 9 to 14 degrees centigrade cooler at the system level using roughly one-third the coolant flow at the chip. At 50 degrees C facility water, the single-phase system pushed the B200 past its 84 degrees C throttle point, the temperature where the GPU slows itself down to survive. Ours held 9 degrees C of headroom below it. Same server, same chips, different outcome. Now here's what we believe those degrees are worth. NVIDIA has pointed the entire industry toward warmer facility water as a key lever for AI factory efficiency, and their current single-phase designs top out around 45 degrees C. Our headroom means the performance single-phase delivers at 45 C, we deliver at up to 54 degrees C and beyond. At those temperatures, chillers convert from a necessity into a contingency in most of the world for most of the year. That's the energy story that I open with. This is how the industry earns the right to keep building. But for an operator, the energy savings isn't really about the utility bill. Every data center lives inside a fixed power envelope. Whatever the grid gives you, that's your budget, and every watt spent on cooling is a watt not spent on compute. Cut the cooling load, and two things happen. You make the most of the power you were allocated, and you redirect those savings into the only thing that generates revenue, which is more GPUs doing more work. Based on the Jacobs reference design, Two-Phase enables, on average, 5% more GPUs inside the same power envelope. At the scale of a gigawatt campus, 5% more revenue-generating compute from the same grid connection is an enormous number. this is why i say the benchmark validates the strategy not just the product remember what i told you to hold on to the behemoths are evaluating us and the evaluations are going well this test is what going well looks like the companies that can adopt this technology have gigawatts to consider and phd teams who will take a claim like ours apart line by line this test was built for that audience. Widely available hardware, run by a third party, at the warm water conditions their own road ramps require. We didn't hand them a marketing claim. We handed them a data set. The full white paper, warm water ready, is on our site, and I'd encourage you to read it the way our customers are reading it. So back to that question of when. We can't answer it definitively, but I can give you two data points. First, the chips. IDTechX, after interviewing chip makers, cold plate suppliers, and integrators across the value chain, identified 1,500 to 2,000 watts per package as the point where single phase begins to struggle. The B300 shipping today is already at 1,400. Every generation on NVIDIA's public roadmap goes higher. Second, the racks. Beyond heat removal at the chip, single phase stays competitive only by pushing more and more water. As industry analysts have pointed out, at extreme rack densities, the pipe sizing and physical volume required becomes constraints of their own. So whether the limit arrives through the chip's heat or the rack's density, the limits exist, and every generation moves us closer to them. That's the moment we're preparing for, and the four milestones I laid out are how we will measure progress. Excelsior is positioned to scale when that time comes, and our deployments to date tell the story of an evolving company. Our earliest shipments were demo systems, an in-rack CDU with a load sled or two, built to show nucleation, the boiling physics at the heart of Two-Face, and to build awareness. Then we matured to shipping thermal simulation racks, packed with load sleds that simulate real AI workloads, letting users test our cooling and prove the physics for themselves. Today's deployments are different. They're built around specific servers, specific chips, specific hyperscale computing solutions. Our customers are no longer testing whether Two-Phase works. They're testing how well it works with their equipment. I'm proud to be leading Celsius through this moment. We believe that we have proven the technology. Now it is time for us to prove our reliability, then to scale it with maturity and commercial discipline. That's exactly what we're doing. I'm glad to be here, and I look forward to your questions. Bill, back to you.
Thank you, John. Let me sum up briefly. We were candid with you today about what we're learning about Excelsior, and we told you exactly how we report progress from here. The leadership of this company at Adventure and at Excelsior is stronger than it has ever been. We are more bullish on the Excelsior opportunity than we have ever been. Operator, let's open the line for questions.
Thank you for taking my question. And previously, you've mentioned about 50 million of Ascensius bookings. How much of that is associated with Dark NX and with the original Dark NX site no longer moving forward? Are those bookings still intact or do they automatically transfer to the new site or would you need a new agreement?
John, do you want to field that question for us?
Sure. Thank you, Bill. We don't normally disclose specific dollar amounts with respect to individual customers. But what I can tell you, and thank you for the question, by the way, what I can tell you is we expect that order to transfer to a new site. The reason that we debook the order, as Dave mentioned earlier, is it's going to take them time to find a new site, to get the appropriate allocations, et cetera. And because of that, timing is uncertain.
Right, but if you can just give us a little more context on what happened with the original site, like was it related to power availability financing, GPU availability, or was it something else?
They lost the site, and our understanding is it had to do with the power envelope.
Okay. You've identified and executed hyperscaler SOW as a key milestone. How advanced are those discussions today? And once you secure one, what does the timeline typically look like from there to commercial development and deployment and revenue?
Great question. So we have a number of hyperscale conversations that are in various stages. And I hope to be able to report to you soon that we've crossed that particular milestone. But I'll leave it this way. There are very active conversations happening even as we speak. with respect to the timeline each one of the hyperscalers has their own timeline but in general they will go from an early statement of work where the technology is validated they will then do a proof of concept deployment sometimes as big as a row in an existing data center and then from there you're designed into the data center reference design they're effectively their blueprint and then volume production volume deployment happens that cycle depending on hyperscaler can run between two and three years and we're in various stages with many of them
as we work down that path right and so again we've been looking at 2027 as the meaningful commercialization year for a celsius but now it's too soon for that and too early for any visibility into 2027. Is that right?
I think it is too soon for visibility into 2027. From a specific revenue and bookings perspective, what we are heavily focused on now is those four milestones that we walked through just a few minutes ago.
All right. Thank you. I'll jump back with you.
Operator
Our next question comes from Nehal Chokshi with Northland. Your line is open, please unmute and ask your question.
Good afternoon. Okay. So slide 13 has this data of the third-party validation. When did this third-party system integrator start to work on this testing?
I don't have it in front of me, Well, it's the one that basically talks about – it's the one that talks about the third-party integrator validation results of Nucol being able to operate the system in the 14 degrees lower. And so the question is – When did this third-party integrator start the work to do this validation?
John, you want to feel that? yeah i don't know i don't know the um specific date but i think it was about 60 days or so ago they completed it at the end of july and we announced it right after that so okay and in this in this slide you uh reference to jacobs reference design what is that and is it fair to assume that Jacobs is actually the third-party integrator? No, Jacobs is a, and there's some information on our website with respect to that, but about a year or a year and a half ago, if memory serves, we did some work with them evaluating the benefits at the overall data center level, thinking about what happens to the cooling infrastructure, what happens to the broader building power envelope, and then how could that get deployed. That's the Jacobs engineering study that we're referring to. That's completely a different proof point.
Okay. Can you give us a sense as to who are the type of customers that this third-party integrator has?
I want to be careful about the word integrator, but this This particular third party would serve many of the neocloud and enterprise customers.
Okay. Now, hyperscaler statement of work and chipmaker engagement as key milestones. Arguably, to a certain extent, both of these are the same because hyperscalers are becoming chipmakers as well. Is that not true?
It's a great question. As we look at and we analyze the market, each hyperscaler has their own strategy. And depending upon which one we're talking about, some of them have used up to our estimates, 50% or so custom chips. And the other half is a mix of off-the-shelf chips, quote, from one of the major suppliers. There are other hyperscalers that the mix is much, much lower than that. So I think there are probably, I'd say, three to four major chip makers that we have to engage with. And each one of those engagements leads you to a little bit different part of the market. And then each hyperscaler has their own chip strategy, as you pointed out just a second ago. They also have their own server ODM or OEM strategy. So we've got to knit together, and that's why these milestones are so critical, particularly the chip maker engagement, the server ODM and OEM relationships, and the hyperscaler, because all three of those pieces have to almost work in concert together.
Got it. All right. My last question is that, at least from my perspective, I would say for at least a year, I have been more in the camp of when, not if. And so I'm curious from your perspective, when did you guys go from if to when? And what was the catalyst?
That's a really great question. I think we've been pretty convicted internally that it's not if, but it's when. And I think for us, that moment was relatively early on when in the first couple of years of operation, when we proved that the technology worked and we started getting really good proof points around the performance relative to single phase cooling and air cooling. then for us then um the the reason that we talk about now the conviction of if versus when is it's not just us that's convicted it's the rest of the market that is in the rest of the ecosystem and so what do you think if i can do yeah please will i was just gonna say if you if
you kind of you look at the industry information out there there's a lot of conviction now that virtually all of the major players are migrating or believe that they'll have to migrate to two-phase at some point. But the other big indicator too is if you look at the projection for the size of the two-phase market in 2030 of 9 billion, that's materially higher than it was even a year ago. And so one of the key messages here is that while it's true that some of the smaller players that would typically be early adopters can't access the market for various reasons the bigger players that we're engaged with are moving in sooner and so the inflection point of value we think actually is coming at us more readily than we had initially anticipated great thank you for taking my questions thank you our next question comes from chip moore with roth capital partners your line is open please unmute and ask your question thanks uh thanks can you hear me okay thanks for taking the question we can chip hey yeah what good afternoon i wanted
to follow up uh there i guess on you know cracking a hyperscaler it sounds like you know you've got discussions that have been ongoing for a while uh you know with more than one certainly can you just expand on uh maybe those milestones um you know getting integrated with a server oem is is this something uh that's running concurrently can the hyperscaler uh you know as the need arises um you know make that happen faster are they the real pivot point um and you know i think in the past right we've talked about potential for orders and what the seven to nine figure range so i assume that's um you know some of these type of entities just just any more color Thanks.
Sure. That's a great question. Sorry. Thank you, Bill. I assumed you were going to throw that one to me. Apologies. Thank you for the question. There are server OEMs and server ODMs. And depending upon whether you're a neocloud or you're a hyperscaler or your strategy is, you're going to deploy one of those two solutions. But you put your finger on the pulse a second ago that the hyperscalers or a neocloud in customer demand will motivate a OEM or ODM very significantly. So we're doing two things. We are working with the server OEM and ODM for building relationships with them or deepen all of those conversations. And they, depending upon their own internal strategy, will either test and do some deployment and some engineering work in advance of a hyperscaler, to your example, asking for support. But they move much, much quicker when there's a demand signal as well.
Right. OK, so that that switch could flip faster, but it's uncertain. um 100 so i have to sorry for stepping in front of you but i so i have to work both of those in parallel for exactly that reason yeah great um and then maybe just my follow-up um you know more so around uh cash runway cash burn right it sounds like clearly there'll be a need at some point for capital but you know talk about um potential to to raise money at the company level and puts and takes. Thanks.
Dave, do you want to handle that?
All right, sure. Hey, Chip, hey, thanks for the question. You know, in our consolidated statements there, we have 41 and a half million cash. So, you know, we have cash on the balance sheet. It's really not an issue. And we have access to multiple different avenues to raise cash. We want to do it opportunistically. You know, I did say in my remarks that, you know, with the announcements today there there could be a need for cash uh to do additional cash raises in the second half of the year i don't want to really get into any details what those might look like but just we have we have cash on the balance sheet we have access to the standby equity purchase agreement we're good on we'll be fine on cash understood dave thanks yeah the goal really yeah obvious obviously is to minimize any dilution we have and exposure in particular to celsius yeah you know for our for our show which i know are eager to participate in that and aeroflex
and refinity any um you know probably more so aeroflex with some of the commercial momentum but um you know any update on um ability there maybe to to do something strategic or otherwise well we did say you know at the operating yeah so go ahead bill no go ahead i was just going to say their act first of all both affinity and aeroflex have initiatives in a way where they're raising their own capital to be self-funding so you know the amount of cash that we need to participate in both of those is very very very small for the rest of the year and and they should be self-funding thereafter um that's that's good news i think with respect to aeroflex they are turning the corner there's a growing pipeline and the the players that they're dealing with they're getting bigger um you know it's these cpg companies as we all know uh move very very slowly and it's very difficult to move them at a pace that that we like uh nevertheless they've turned the corner or turning the corner and we had quite a few announcements out in the marketplace um so you know i i think we'll see how the rest of this calendar year goes and kind of where they end the year um you know but i think there are any number of avenues we can take with their straight arrow flux perfect um thanks very much thanks chip thanks chip our next question comes from nihil
chokesky with northland you know hey uh follow-up question for me um and really john or john actually um when do you expect the fenman architecture the cooling architecture to be announced that's a really good question and the direct answer is i don't know um there have been some yeah I don't I don't know we're monitoring that one very very carefully okay and what's your understanding and when does the design get locked down because I think the design gets locked down well ahead of the announcement times correct I think that's true okay all right thank you you're welcome sorry I couldn't be more helpful on that one if you find out let me know would you?
Operator
This concludes today's call. You may now disconnect.
