Arrive AI（ARAI）2026年第2四半期決算説明会：AP3 Plusの立ち上げと商用パイプライン

主なポイント

• Arrive AIが発表した2026年第2四半期売上高は1万4,700ドルとなり、第1四半期からほぼ横ばいでした。2025年第2四半期の一時的なコンサルティングプロジェクトの影響を除くと、売上高は前年同期比でわずかに増加しました。
• 報告された純損失は、未償還手形の転換に関連する970万ドルの非現金費用を含め、前年同期の370万ドルから1,410万ドルへと拡大しました。これらの費用を除くノンGAAP純損失は430万ドルでした。
• 2026年6月30日時点の現金および流動性投資の合計は510万ドルとなり、2025年12月31日時点の現金210万ドルから増加しました。同社の現在の月間キャッシュバーン（資金消費額）は約110万ドルです。
• 経営陣は、9月中旬までに12台以上のAP3 Plus Arrive Pointsの在庫を確保し、出荷可能な状態にすることを見込んでいます。次世代モデルのAP4は引き続き2027年第1四半期をターゲットとしています。
• 商業活動はヘルスケア、医薬品製造、特定医薬品配送に集中しています。しかし、いくつかの機会は依然として意向表明書（LOI）の段階、パイロット運用の協議段階、または初期の交渉段階にとどまっています。
• Arrive AIは8月17日付でPiyush Phadke氏をCFOとして迎え入れました。資金調達の選択肢を検討する中、経営陣は同氏の資本市場および上場企業での財務経験を強調しました。

主要財務データ

事業および業績ハイライト

Arrive AIは限定的な導入段階から初期在庫の構築へと移行しています。9月中旬までに12台以上のAP3 Plusユニットが利用可能になる見込みです。同製品には、顧客がArrive Pointsおよびその広範なネットワークを監視できる新しいオペレーティングシステムとソフトウェアが含まれています。

ヘルスケア分野は引き続き、同社にとって最も実績のある導入領域です。ハンコック・リージョナル病院は当四半期中に別のArrive Pointを追加し、建物間の移動を可能にしました。経営陣は具体的な金額を明かさなかったものの、この拡張により2026年第3四半期および第4四半期に追加の売上高が発生すると予想しています。

Arrive AIはまたNexus AMRと提携を構築しました。同社は自社の自動化ポートフォリオにArrive AIの製品を盛り込み、TECNEXUSイノベーションセンターで同社の技術を披露します。経営陣は、この関係により病院、医療、製薬関連の顧客全体で追加の見込み客（リード）が獲得できていると述べています。

製造分野において、Arrive AIはDXCと連携して大規模な医薬品製造施設への自社技術の導入を進めています。経営陣は、DXCのシステム統合能力が大手企業顧客との効率的な連携に寄与すると述べています。

同社は、自律型ドローンによる医薬品配送プログラムの検討に向け、LifeSpan PharmacyおよびCarDonと意向表明書（LOI）を締結しました。また、医薬品配送における潜在的な機会について、複数のフォーチュン500企業と初期段階の協議を行っています。

Arrive AIはこれとは別に、Arrive Pointsを用いた無人配送のパイロット運用の可能性についてAvrideと初期段階の協議を行っています。Avrideは年内に全米20以上のキャンパスでの運用を見込んでいますが、経営陣はこれらのキャンパスが確定したArrive Pointの導入先を意味するものではないと説明しました。

同社は米国で10件の特許が取得済みであり、4件が申請中であると報告しました。また、主にアジアを中心に国際特許を13件取得しており、最近では欧州連合（EU）で初の特許承認を受けました。経営陣は国際的なライセンス供与の機会を検討していると述べています。

経営陣による見通し（ガイダンス）

経営陣は、2026年9月中旬までに12台以上のAP3 Plusユニットの在庫を確保し、出荷可能な状態にすることを見込んでいます。

AP4は2027年第1四半期をターゲットとしています。複数回の配送、自律走行搬送ロボット（AMR）による同時集荷・荷降ろし、ドローン配送に対応するよう設計されています。そのサプライチェーンは2027年中に数百台規模まで拡大することを目指していますが、経営陣はそのレベルでの実際の導入には依然として不確実性が伴うと注意を促しました。

Arrive AIはまた、別名AP5と呼ばれるAPXの試作品を2027年末までに完了することを見込んでいます。関連するサプライチェーンは将来的に数千台から数万台規模の生産に対応できるよう設計されていますが、これは導入の確約というよりも長期的な開発目標にとどまります。

リスクと注視すべき領域

• 報告された損失や月間約110万ドルのキャッシュバーンに対して、売上高は引き続き限定的な水準にとどまっています。
• 将来の資金調達には、同社のATM（アット・ザ・マーケット）プログラム、フォームS-3登録届出書、または残りのコミットメント型出資枠が利用される可能性があります。経営陣は資金調達の選択肢を有しており、貸借対照表と長期的な株主利益に重点を置いてそれらを管理していると述べました。
• 商用化の機会のいくつかは初期段階の協議にとどまっているか、意向表明書（LOI）のみに基づいています。経営陣は、署名が完了した後にのみ契約を確定的なものとして扱うと述べました。
• サプライチェーンは大幅な増産に向けて設計されていますが、経営陣は2027年における数百台規模のAP4の導入が保証されているわけではないことを認めました。
• 投資家からの質問では、株価、Nasdaqの上場維持基準の順守、上場廃止の可能性、流動性に対する懸念が示されました。経営陣は商談に関する問い合わせ、製品開発、資金調達の柔軟性を強調することで回答しました。

アナリスト質疑応答の要点

数十台のArrive Pointsから数百台、数千台への拡大プロセスについて問われた経営陣は、拡大ペースは製品開発とサプライチェーン開発の連携にかかっていると述べました。AP3 Plusは新プラットフォームの第1弾であり、AP4は数百台規模を支えるサプライチェーン向けに設計されており、APX/AP5は大幅に大きなスケールを目指しています。

経営陣は、Avrideが20以上のキャンパスで運用を展開する見込みであることが、ただちに20台の追加Arrive Point受注に繋がるわけではないことを明確にしました。両社は現在、パイロット運用の可能性について協議しています。

商用化への移行について、経営陣はパートナー企業との協議の一定数が第2ラウンドおよび第3ラウンドの会話へと進展していると述べました。今後12カ月間で最も戦略的に合致する導入を優先しています。

マーケティングに関して、Arrive AIは自社の戦略を、広範な消費者向け広告ではなく、ターゲットを絞った企業向けアプローチであると説明しました。安全な保管・移動履歴管理（チェーン・オブ・カストディ）、無人配送、ドローンおよびロボット群全体の統合から恩恵を受ける企業・団体に重点を置いている。

決算説明会文字起こし全文

決算説明会の完全なトランスクリプト

経営陣による説明

Operator

Good morning, everyone, and thank you for joining us today. On the call is Dan O'Toole, Arrive AI's Chairman, CEO, and Founder, along with Ian Geise, our Head of Commercialization, who's joining us for the first time today. The rest of Arrive AI's leadership team is also here to answer questions later in the call. The earnings press release issued this morning is available in the Investor Relations section of the company's website at arriveai.com.

Before we begin, please note that today's remarks may include forward-looking statements regarding future financial results, operations, and performance. These statements are not guarantees of future results and are subject to risk and uncertainties that could cause actual outcomes to differ materially. We encourage investors to review the Risk Factors section detailed in Arrive AI's SEC filings, which are also available on the company's website.

Now, I will turn the call over to Arrive AI's CEO, Dan O'Toole.

Daniel O’Toole

Thank you. Hey everyone, Dan O'Toole here. Thank you for joining us today. We're going to keep our prepared comments concise, so let's get right to it. But I also want to say, why don't you ever see elephants hiding in trees? Because they've gotten really good at it. But I really want to say the elephant in the room has arrived with AI. We're seeing a huge uptick in big players wanting to explore deploying our technology, and that is what is really exciting. So let's get this going.

To start this morning, I'd like to welcome Piyush Phadke as Arrive AI's new CFO, Chief Financial Officer, effective August 17th. As detailed in this morning's press release, Piyush brings more than two decades of Wall Street experience, including senior capital markets roles at Bank of America, BTIG, and Jefferies before moving into public company CFO leadership. That combination gives him a rare vantage point. He sat on the banking side, structuring financing for growth companies, and he sat in the CFO seat, managing the balance sheet and investor relationships that come with public company life.

What stood out to me most is how aligned Piyush is with our vision for Arrive AI. He understands the scale of the opportunity in front of us in autonomous logistics. And he's just as focused as we are on translating this quarter's commercial traction into long-term shareholder value, which I will elaborate on shortly. We'll hear directly from him on future calls and in the investor conversations as we move forward. I also want to thank Todd Pepmeier for his contributions while here at Arrive AI.

Now let's get into what's driving the business forward, including real commercial traction, continued technology progress and a clear opportunity ahead for Arrive AI. The prepared remarks you're about to hear will be delivered using AI-generated versions of both mine and our Head of Commercialization's voice, Ian Geise. That's the same format that we've used in the past. For us, this reflects how we think about artificial intelligence as a practical tool that can improve efficiency, scalability, and communication, the same philosophy that drives our platform and autonomous logistics network.

After the prepared remarks conclude, we'll return to a live question-and-answer session on questions that were submitted ahead of this call. So with that said, let's begin the prepared remarks.

Thanks, everyone. This quarter, we want to spend less time talking about where we're headed in the abstract and more time talking about the deals and partnerships and the progression we have made over the past several months. We expect to have more than a dozen AP3 Plus Arrive Points in stock and ready to ship by mid-September, representing our first wave of expanded availability and the solidification of our supply chain. Looking ahead, we're already developing the AP4, which is targeted for the first quarter of 2027 and will build on what AP3 Plus brings to the network. This is ideal timing to take advantage of the commercial traction we are seeing in the second half of the year.

To walk through that in detail, I've asked Ian Geise, our Head of Commercialization, to join us today for the first time. Ian leads our commercial pipeline, and he's going to provide you with an inside look at where things stand.

Ian Geise

Thanks, Dan. It's easiest to think about our pipeline across three industries where we're seeing the strongest traction right now: healthcare, manufacturing and specialty pharmacy delivery. In healthcare, Nexus AMR is pleased to partner with us to deliver end-to-end autonomous solutions for customers across multiple industries. The integration of Arrive AI's products into their automation portfolio enhances productivity and expands the value they deliver to healthcare organizations and other businesses facing persistent and growing labor challenges. Customers from around the world regularly visit the TECNEXUS Innovation Center, where they showcase best-in-class autonomous mobile robots and emerging technologies. Nexus is proud to feature Arrive AI's innovative solutions and has welcomed us as a key strategic partner.

Hancock Regional Hospital remains our anchor healthcare deployment. And this quarter, Hancock expanded their network by adding an additional Arrive Point, enabling building-to-building movement. This is a significant milestone since demand for building-to-building movement and secure exchange will be paramount in healthcare and in large campus facilities.

In manufacturing, we've partnered with DXC to bring our technology into large pharmaceutical manufacturing environments, facilities with a global footprint, each spanning 500,000 square feet or more where moving product across the campus, including by drone for longer distances, is a real operational need. DXC's systems integration expertise also helps us plug into large enterprise customers faster than we could on our own.

We've also announced a letter of intent with LifeSpan Pharmacy and CarDon to explore an autonomous drone pharmacy delivery program. We are also engaged in early-stage discussions with several Fortune 500 companies regarding potential pharmaceutical delivery opportunities.

We're also seeing broader momentum with our autonomous delivery partners. Avride, which builds autonomous delivery robots backed by one of the industry's longest-running autonomous driving programs, became the continuity partner for universities when Starship Technologies exited U.S. campus operations. By the end of this year, Avride expects to be operating on more than 20 campuses nationwide, working with Grubhub, Uber Eats and major food service operators.

What's next for Avride is more campuses, expanded city deployments, faster and more reliable service, and most importantly, where we fit in, creating partnerships across the ordering and logistics stack so last-mile delivery becomes truly autonomous, end to end. This mutual goal will be key as we identify potential partners. As of today, we have a growing number of commercialization conversations underway, and a meaningful subset of those have already progressed into second- and third-round discussions. These later-stage conversations are with partners we believe are the most likely to move forward into formal agreements.

We're introducing this framing to give you a clearer view into the momentum we're seeing and our traction with potential partners. At the same time, we'll continue to only treat agreements as firm once they're signed, and we'll announce each finalized partnership individually as it's secured. We expect to keep building on this across healthcare, manufacturing and specialty delivery in the coming quarters.

Daniel O’Toole

Thanks, Ian. On the financial side, given the very recent CFO transition, I will walk through the highlights for the second quarter results. Second quarter revenue was in line with Q1 at $14,700 for the quarter. Our recently announced expansion with Hancock is expected to produce incremental revenue in the third and fourth quarters this year.

Excluding revenue from a non-recurring consulting project in the year-ago quarter, revenue was up slightly year over year. Net loss for the second quarter was $14.1 million compared to the $3.7 million net loss in the second quarter of 2025. However, the reported net loss includes $9.7 million in non-cash expenses related to the conversion of our outstanding notes. Excluding these non-cash expenses on a non-GAAP basis, net loss for the second quarter was $4.3 million. Cash and liquid investments on hand were $5.1 million at June 30th, an increase from $2.1 million in cash at December 31st. Our current cash burn rate is approximately $1.1 million per month.

During the quarter, we completed the filing of an S-3 registration statement for up to $100 million. We also finalized the terms of our at-the-market offering, or ATM offering, up to a maximum capacity of approximately $15 million. The amount and timing of sales under that agreement will be disclosed quarterly as required. In addition, we retain the available capacity of $19 million in future prepaid advances under our previous 2025 equity line facility.

I also want to speak directly to something I know is on a lot of people's minds, our ability to keep funding this business going forward. We continue to have real optionality in front of us right now on financing, and Piyush's capital markets background is already helping us sharpen how we think about those paths. Our current cash burn reflects deliberate investment in the team, technology, and infrastructure required to convert our commercial pipeline into scaled revenue. And we're being careful about which financing and operating decisions we make and when to do what's right for shareholders over the long term. At the same time, we are prudently managing operating and investment spend to drive growth while maintaining a disciplined focus on the balance sheet.

I want to be direct about this. We are not in a position where we're at risk of running out of funds. We have options, and with Piyush's experience structuring financing for growth companies, we're working through them strategically and with real discipline.

To wrap up, this quarter is about proof: real partnerships, real deployments and real momentum in our pipeline across healthcare, manufacturing and specialty delivery. We appreciate your continued support and engagement.

With that, Ian and I will now return live for Q&A, along with the rest of our team.

Operator

[Operator Instructions] And our first question comes from Jack Codera with Maxim Group.

質疑応答

Jack Codera

You guys highlighted a couple of partnerships. And then you mentioned there, about a dozen Arrive Points kind of targeted to be ready to ship this, I think you said by the end of this year. I'm wondering how many Arrive Points do you have out there operating right now? And kind of how does that connect to, like for example, this like 20 campuses you're taking over? Is that like an incremental 20 Arrive Points? How should we be thinking about that?

Daniel O’Toole

Yes, hey, real quick. Thanks for being on the call here, Jack. Dan O'Toole, CEO. I just want to say that the over a dozen units that we mentioned in the earnings call represents a huge multiplier of our past deployments. So while over a dozen isn't a huge number in the abstract, it really marks on our traction that we're seeing, and it's a huge multiplier on what we've had deployed so far. So I think the trajectory is really vertical for where we're going and what we're doing. I'm going to let Ian Geise, our Head of Commercialization, take the last part of that question. Go ahead, Ian.

Ian Geise

Yes, just to clarify the statement on campuses, the news that was iterated in that statement had to do with Avride's takeover of Starship's departure from campuses to do on-campus delivery. We are in early conversations with Avride right now of employing the Arrive Point network into potential pilot programs in which we could increase efficiencies for unattended delivery.

Jack Codera

Okay, yes, that's perfect clarification. And it's exciting to see that you're getting a multiplier on kind of what was existing out there. I guess, kind of the big question is, how should we think about -- what are the big sticking points that you're kind of seeing that will enable you to start talking about Arrive Points in -- kind of like hundreds of Arrive Points or thousands of Arrive Points? Do you think it's -- is it more about adoption? Do you need more manufacturing scope? I'd just like to get your thoughts like on the main sticking points.

Daniel O’Toole

Thanks, Jack. We appreciate the thoughtful questions and the opportunity to share these answers that I'm sure a lot of people are thinking about. I'm going to ask Mark Hamm, our COO, to take that one. Mark?

Mark Hamm

Yes, thanks, Jack, for the question. In Q1, we consolidated our roadmap, our product plan, our supply chain and the delivery of the 12 units in September. That's the first installment on new units -- it's called AP3 Plus -- that have our new operating system and our new software that enables operators and customers to see everything that's going on with their Arrive Points and their network.

Then what comes in Q1 is AP4, which is the first product that will support multiple deliveries at once, AMR pickup and drop off at the same time, drone delivery. And that supply chain has been designed to scale to hundreds over the course of 2027. It remains to be seen if we deploy that many, but that's what we're looking at supply chain-wise.

And then the following year, we would have prototypes at the end of next year for APX, the future generation, or AP5, you may hear it called, which is designed for even greater capacity and more automated handoffs in more situations. And that supply chain is being designed for thousands, tens of thousands. So it's a progression, a ramp. And kind of in parallel, once the supply chains are in place for that, then go-to-market follows that and provides the opportunities.

Operator

Thank you. I would now like to turn the call back over to Arrive AI for questions.

Daniel O’Toole

Yes, real quick. All right. This is Dan. I'm going to take this opportunity to introduce Piyush Phadke, our new CFO. Piyush, thanks for joining the call and thanks for joining the company. I'm really excited.

I just -- I want to give a quick shout-out, I guess, to Adele with Alliance Advisors, our trusted partner, our investor relations firm. They knew we were looking to get a really like-minded, educated or streetwise, I guess you could say, CFO. Somebody that -- my personal wish list was somebody that was entrepreneurial, somebody that could navigate the capital markets, could narrate an earnings report to analysts and investors and be M&A-minded. And I think we've got exactly what we're looking for. Piyush, if you're there, I'd like to say hey to you and have you give a little bit of a background on yourself to our investors.

Piyush Phadke

Sure. Thank you. Thank you, Dan. And thank you to the team and to investors who have joined this call. So I'm Piyush Phadke, I'm the new CFO of Arrive AI. I am very excited to be here. I really believe in the mission and believe we are the future of autonomous deliveries.

You know, for me, joining was all about fit. I came to the office near Indianapolis last week and spent time, spent three days there with everyone, up from Dan to all the C-suite, the developers, engineers. And the thing that I noticed was just really the energy that, you know, that flows from Dan. But really, everyone was just so excited to be there and to be able to be building something that's going to be big.

And I was able to see kind of a demo of an Arrive Point, and I had never seen it before other than kind of on the website. And it was really interesting to kind of see that live and see how the different technology works. So I'm really excited for the opportunity, and I'm looking forward to doing a lot of great things with Dan and team.

Daniel O’Toole

Thanks so much, man. We're looking forward to really leveraging your relationships and getting our sleeves rolled up and getting us to the next level. So really excited that you're on our team, man. I can't wait to hit the ground running here.

I want to turn this over to Tasha Jones, our Head of Marketing. And she's going to tee us some questions up there. Tasha?

Tasha Jones

Yes. The first question we have here, we received several questions about the stock price and the NASDAQ compliance, including concerns about a potential delisting or liquidity issues. This comes from Leon, Jake, Robert and [ Brenski ].

Daniel O’Toole

I'm going to -- the way we're going to format this, I'm going to assign questions so we're not tripping over each other. I'll assign answers. I'm going to take this one myself. Dan O'Toole, CEO.

Obviously, the big thing every day is share price traction, delisting and all these kind of things. Yes, I can tell you this. We went public over a year ago, 5,000 pre-public investors on our cap table. We have everyone shoulder to shoulder with us when we think about share price, market traction, having a great product. There's a whole formula of specifics that come together that equal your share price, your market cap and how you're viewing the market.

And I can tell you, when we went public a year ago, it was never in the plan to be profitable day one. It was never in the plan to be revenue neutral day one. What wasn't the plan was to lose money. And that wasn't because we wanted to lose money. It's just the reality. When you're running in a race, you don't start at the fastest speed, you start from a standing stop and you get faster and faster.

Well, I can tell you, we are getting faster and faster. The amount of inbound inquiries that are coming into our company are bigger than we've ever seen. In the last 30 days, we've had more inquiries than we've had in the history of the company put together. The market is taking note of what we're doing and then realizing that autonomous delivery and pickup of all sorts will not happen without an Arrive Point in that ecosystem.

We unlock autonomy. We're creating a frictionless environment between drones, robots, APs and people, and that is what the market needs. Scalability, when you're dropping things on the ground or picking them up from the ground, is a non-starter. When you add unattended delivery from Arrive AI, it all changes.

And when you guys invest into this company, you invest in our IP. Our IP starts where autonomous delivery and pickup starts. So if you have a locker or a mailbox, that's fine. That's public domain, that's old. When you have this new element of autonomous delivery and pickup where everything is going, that is Arrive AI. We are building that infrastructure. We own the doorstep to every public business throughout the world. So that's where you're investing in. Tash, I'm going to hand it to you.

Tasha Jones

Yes, so we also received a couple of questions asking us to describe our growth plan for the remainder of this year and next, including how we plan to scale revenue and secure purchase orders, letters of intent and strategic partner agreements. This was Raul and Albert's question.

Daniel O’Toole

I'm going to hand it over to Ian. Ian is our Head of Commercialization. Go ahead, Ian.

Ian Geise

Thank you for the question. I think we addressed most of that in my prepared statement, but I'll go ahead and answer it, especially off the great words that Dan just stated. And that is the amount of awareness that is now for the inefficiencies of drop-off, pickup throughout all of the different companies that have been launched, whether it's drone companies or robotics companies, there's more and more awareness for what is lacking, and that is indeed the Arrive Point of being able to do the handoff and the pickup.

Nexus saw this clearly, and we created that partnership with Nexus and we're getting more and more leads that are coming in the pipeline for hospital systems, medical, pharmaceutical, and they keep growing exponentially. So we anticipate very big things from all of these different elements of our pipeline. And as Mark stated in terms of the product deployments, we are being very careful with how we are allocating that product and getting the best fit for the next 12 months and forward.

Daniel O’Toole

Tash?

Tasha Jones

Okay. So, this next one comes from Ryan, who's been with us since the DroneDek days. What do you feel has been the biggest challenge with running a new publicly traded company in front of such a broad audience with the ability to say whatever they want, whenever they want? And what's been the biggest advantage?

Daniel O’Toole

You know, I would say no challenge, Ryan, just opportunity. Thanks for asking, and thanks for being with us since the beginning. Now I don't forget the OG guys, Brian Grigsby, [ Jeff Kong ], others. Appreciate everybody that's out there listening today. We know that you care.

You know, just opportunity. No two days are the same, every day is an exciting new day. You come in, and then Piyush mentioned the energy in the office. Every day I come in here, it's palpable. You can see high morale. You can see a dizzying evolution of projects. People are prideful. Everyone's trying to outmaneuver the next guy with great ideas and pride and be able to show off. You know, we have a normal showcase of sharing what's happening here, and we all rally and share that every day.

I'd be a hypocrite if I said anything was a negative. While there's things that aren't great sometimes, you gotta take the bad with the good. This is everything that I signed up for. It's better than I could have ever imagined.

I know our share price is down, and I'm not diminishing that. But what I'm saying is, I've come up with a mantra, what goes down must go up. It's anti-gravity, and that's what we're doing here at Arrive AI. I welcome questions not just on these earnings calls, but everybody knows how to reach me, and I want to be there for you guys. So thank you for that question, Ryan.

Tasha Jones

Okay. And this next one is -- we received a question about brand awareness, specifically how we're approaching marketing, given that many investors say they don't hear Arrive AI's name come up in their industries.

Daniel O’Toole

Mark, you want to take that one?

Mark Hamm

Yes. So just as we go through phases on developing our product and our supply chain, there are natural phases to how we develop our capabilities to go to market, and along with that, our brand. While it took a lot of attention and evangelizing the future of drone and robotic delivery to get here and to get funded and to put these resources and team in place, I think everybody's well aware of all the efforts, from Walmart and Zipline and just everybody out there, DoorDash. So that's no longer in question.

What we're focused on now is kind of that rifle shot approach to enterprise accounts and partners that are really the early innovators, the strategic investors in infrastructure like ours and what does it mean to market to them account by account. So you probably don't run into a lot of advertising for GE or Rolls-Royce aircraft engines in your life because you're not the purchaser of those things. We're looking for those equivalents in our industry that need to understand the awareness, the trade-offs, the chain of custody advantages, the efficiency advantages that our network brings to their fleets and their communities and their campuses, and that's where our marketing is focused and our branding is focused on.

Daniel O’Toole

Thank you. Tash?

Tasha Jones

Yes. Finally, you guys have had some strong patent news internationally. What's next? Are you guys looking at Asia? This one is from Rohan.

Daniel O’Toole

I'll tee that over at John Ritchison, our Chief Legal Counsel and our patent attorney. John?

John Ritchison

Thanks, Dan. That's a great question. I appreciate that question from the standpoint, gives me a lead -- I'll lead into it to talk a little bit about our IP. I'm going to break it up into two parts.

First, let me speak to the U.S. IP. We currently have 10 approved patents or issued patents. We've got 4 more pending in the patent office. And with that, we believe we've got covered the initial IP that we need for a strong moat to keep us in a competitive position.

I think Piyush mentioned about the energy that he saw when he was there. I'd say it's more than energy. There's a lot of strength in our young engineers, the men and women that are out there have come up with a lot of great ideas. I don't know of any other -- I'm sure they're out there, but I don't know of any other company right off the top that's got their IP attorney right on-site with their engineers. That's one thing that we do, and we try to strongly take those ideas. Currently, we've got about 19 ideas that are in the hopper. Those are coming through at the rate as the engineers finish up their design and development. But again, that's the U.S.

Now let me turn to the second part, and that's the international. We haven't talked much about the international, but we've been very strong in getting our patents across the pond and working out there. The specific question was Asia. We've got -- to date, we've got 13 issued patents. Most of those are in Asia, with the exception, I think, of South African and Brazil patents. The rest of them are in Asia proper, India, Singapore, Australia, Japan. I could list them, but that takes too much time. That's exciting from a standpoint that Asia is an immediate place that we have decided to start working hard on, trying to look at how we can take these international patents and doing some licensing with local concerns.

The other part of international we don't talk about much -- and I don't want to get too technical, but that's Europe. Most of the people in this room know it, but I'm sure the people on the call don't. We just recently got approved with our first patent for the European Union. That opens up the entire European for us to go ahead and open up those additional countries. So along with the Asian efforts, we now have the strong results, and we'll start heading up into Europe with our international licensing opportunities. I'll turn it back to Dan.

Daniel O’Toole

John, another quick question. You would agree that we have a strong first position patent portfolio in this space, right?

John Ritchison

Yes. I don't have it memorized like Dan does, but we beat several strong companies, Amazon, UPS, FedEx, a few others. And with that, when I say beat, our patents got out and approved by the patent office before theirs did. So that put us in a first position.

But I'd also be less than honest with you if I didn't say that a first position is nice, but our first position also comes with a strong number of claims. So we've got a lot of components and features in there. I thought that they were pretty well complete. And then I met these 40 engineers that we've got on-site that are thinking totally out of the box, so we've got a lot more stuff coming down the pipe.

Daniel O’Toole

And one more patent that people don't think about us for, if you could just throw something up about this, our winch patent for a [ drone package ].

John Ritchison

Yes, we've got -- that was one of the things with our strategic purchase, we rolled in what we call around here, a winch patent, which is a different way to handle the product coming from the drones. It's unique, and it allows you to focus or drop that package in a much more organized and controlled method.

Daniel O’Toole

Yes, thanks a lot. Hey, I just want to say, appreciate everybody listening to the call, caring enough to want to know what we're up to from a bird's eye view here at Arrive AI. I just want to say that the trajectory is strong. We are on track with every deliverable that we mark and take note of, and we are right on pace with every aspect of this business. We're running on all cylinders. Things are amazing in regard of getting recognized in the marketplace.

And I want to thank everybody for joining the call today. Also, I want to give a shout-out to my son, Bryce O'Toole. He's listening from his investment banking internship in New York City right now. Go get them, Bryce. Thanks, everybody. Back to our operator.

Operator

Thank you. This concludes the conference. Thank you for your participation. You may now disconnect.