“And I think that will continue to improve as we get into the outer years, profit equals CFM56 margins, profit equals CFM56 [dollars] by 2030.”

In context

“ngle-digit pricing on CLP plus the pricing discipline that we've been driving for pricing new shop visits. So that's the second piece in the LEAP puzzle. The third, I would say, is the growing aftermarket channel. Again, I said that earlier. So we expect about 30% off the shop visits to be external by the time we get to 2030. So that drives the spare parts revenue stream, which is now beginning to grow as we -- in 2025, but we'll continue to expand. And the last piece is going to be repairs. I mean I think we spoke about it in our prepared remarks as well. And you saw that when we get together in Celma, some initial work that we're starting to do around that. So that's the final piece. And I think you put all that together, we are seeing good progress on LEAP service profitability in '25. And I think that will continue to improve as we get into the outer years, profit equals CFM56 margins, profit equals CFM56 [dollars] by 2030. And overall, I would say the LEAP service margins should start approaching our overall service margins by the time we get into that time frame. Operator: The next question comes from Doug Harned with Bernstein. Douglas Stuart Harned: I'd like to just continue on that topic because when you look out -- well, first, I wanted to make sure to clarify when you said LEAP services profitability should be comparable to overall service profitability or specifically the CFM56? And then I guess the question I have is you're at the very early stages in terms of performance restoration, shop visits, so a lot of the heavy work. How do you get comfortable in projecting what you know so far out 5 years out to really have the confidence you're going to be able to get to those margins that are like CFM56?”