“Given the macro uncertainty though, with our strong start to the year, we are trending toward the high end of that range.”

In context

“ng to internal shop visits, which represent roughly 60% of our services revenue, approximately two thirds of the engines due for our projected shop visits for all of 2026 are currently off wing, either in our shops or waiting to be inducted. Additionally, we have high visibility into the engines which will come off wing over the next couple of quarters based on utilization trends and required removal thresholds in concert with the airlines. Our pipeline of planned engine removals in the second and third quarters combined with engines that are currently off wing exceeds our shop visit guide, providing ample demand to fulfill our outlook and de-risking our 2026 guide. Overall, we expect a limited impact on services revenue and profit in 2026, holding our full-year guidance across the board. Given the macro uncertainty though, with our strong start to the year, we are trending toward the high end of that range. Shifting to slide six: Flight Deck is fundamentally changing the way we operate, and in times like these, it matters even more. Collaborative problem solving with suppliers, airframers, airlines, and lessors is key to this effort. For example, we recently hosted a key supplier at our Terre Haute, Indiana site. Leveraging Flight Deck, we worked together to improve flow and reduce waste on their lead production line, and they have since increased output by over 40%. Actions like these contributed to priority supplier material input increasing double digits both sequentially and year over year again in the first quarter, resulting in the increased outputs I mentioned, including engines up 43%. Across our MRO network, we are using Flight Deck to increase output, reduce turnaround times, and l”