Knightscope Inc (KSCP) 2025 Q1 法說會逐字稿

All right. Welcome, folks. Let's give folks a few minutes to get in here. Plenty of people have, decided to join us for a little bit today to talk about all things Knightscope and all things robots. So I appreciate everyone taking time out of your busy schedules for us.

好的。歡迎大家。讓我們給大家幾分鐘時間來到這裡。今天有很多人決定加入我們，討論有關 Knightscope 和機器人的一切。因此，我感謝大家在百忙之中抽空幫助我們。

As we let people in, a few things to cover. One, if you have a question, please use the Q&A, little, button at the bottom of, of the screen there for you, and we will try to answer your questions. If we can't legally answer what you're asking, we might reword your question.

當我們讓人們進來時，需要介紹一些事情。首先，如果您有疑問，請使用螢幕底部的小「問答」按鈕，我們將盡力回答您的問題。如果我們不能合法地回答您的問題，我們可能會重新措詞您的問題。

Another thing to note, we will not be sharing any MMPI or material non-public information. We can certainly provide clarifications or stuff that's not material, but, no material items. We want to be in strict compliance with our friends over at the SEC and NASDAQ. Still have some people coming in.

另外要注意的是，我們不會分享任何 MMPI 或重大非公開資訊。我們當然可以提供澄清或非實質的內容，但沒有實質內容。我們希望嚴格遵守美國證券交易委員會和納斯達克的朋友的規定。仍有一些人進來。

And then, again, please make sure to ask, your questions, in the Q&A section at the bottom there. And we will spend a few moments first to have Apoorv walk you through the results from the first quarter.

然後，再次，請確保在底部的問答部分提出您的問題。首先，我們將花一點時間讓 Apoorv 向您介紹第一季的業績。

We've had a lot of folks have a little bit of confusion as to when these occur. So, normally, for a 10-Q filing, it's six weeks after the quarter has ended. I get all sorts of love messages and texts like, hey. Where's the filing? Hey. Where's the filing? It's the day after the quarter ended. It's like, well, I kind of need time to prepare, and get all the filings pulled together and all the numbers reviewed by the auditors, et cetera. So it's six weeks after the quarter has ended. And then a little difference for the year-end, that's usually after the first quarter, is actually fully ended.

很多人對於這些事情何時發生感到有些困惑。因此，通常情況下，10-Q 申報是在季度結束後六週進行的。我收到各種各樣的愛情訊息和短信，例如“嘿”。檔案在哪裡？嘿。檔案在哪裡？這是本季結束後的第二天。就像，我需要時間準備，把所有的文件整理好，讓審計師審查所有的數字，等等。因此本季已經結束六週了。然後，年末會有一點不同，通常在第一季之後，實際上已經完全結束了。

And then we do the review thereafter, which we just did with all of you last month. So now that we, I think we have more than a quorum, I'm going to turn it over to Apoorv, who's our CFO.

然後我們會進行審查，就像上個月我們和大家一起做的一樣。現在，我認為我們的人數已經超過法定人數，我將把會議交給我們的財務長 Apoorv。

He's going to walk you through, pretty exciting first quarter. So, Apoorv, you want to take it away?

他將帶您回顧非常令人興奮的第一季。那麼，Apoorv，你想把它拿走嗎？

Absolutely. Thanks. Thanks, Bill. Good afternoon, everyone, and thank you for joining us today.

絕對地。謝謝。謝謝，比爾。大家下午好，感謝大家今天的參與。

I'm excited and pleased to walk you through our financial results for the quarter ended March 31, 2025, and provide some commentary on our progress.

我很高興向您介紹我們截至 2025 年 3 月 31 日的季度財務業績，並對我們的進展提供一些評論。

Let's dive right in. Our total revenue for the first quarter was $2.9 million, this is a 29% increase compared to the $2.3 million in the first quarter of 2024. Now this is driven by both growth in service revenue and our product revenue. Our service revenues grew by grew to about $2.1 million, which is up 25% from $1.7 million prior year, primarily due to the strength in both the ASR subscriptions and the full service maintenance agreements on ECD clients.

讓我們開始吧。我們第一季的總營收為 290 萬美元，與 2024 年第一季的 230 萬美元相比成長了 29%。現在，這是由服務收入和產品收入的成長共同推動的。我們的服務收入成長至約 210 萬美元，比上年的 170 萬美元成長了 25%，這主要歸功於 ASR 訂閱和 ECD 客戶的全方位服務維護協議的強勁成長。

On the product side, revenues increased by 44% to about 800,000, 809,000, actually, as compared to the 563,000 in the prior year, primarily because of some of the distribution partnerships that we've created in the past years, they're starting to take off.

在產品方面，收入增長了 44%，達到約 800,000，實際上是 809,000，而上一年則為 563,000，這主要是因為我們在過去幾年建立的一些分銷合作夥伴關係開始起步。

So this year-over-year growth reflects the expanding deployments across our platform, our product lines, and client retention, as well as expansion in the machine-as-a-service model. Sorry. There you go. On the cost structure, piece or gross loss, let me just kind of walk you guys through there. So, our gross loss came in approximately $700,000, which is a meaningful improvement compared to the loss of $1.4 million a year ago.

因此，這一同比增長反映了我們平台、產品線和客戶保留的不斷擴大，以及機器即服務模式的擴展。對不起。就這樣。關於成本結構、單件損失或總損失，讓我向你們簡單介紹一下。因此，我們的總損失約為 70 萬美元，與一年前 140 萬美元的損失相比，這是一個顯著的改善。

Now, this is driven primarily due to some savings in the total cost of revenue. Our cost of revenue came in slightly higher at, a slightly lower at, $3.6 million this year, compared to $3.7 million in Q1. So, not largely flat, but primarily due to the savings from one-time scrap fees that last year, if you recall, we were going through changes in our, we were, in our robots that we were swapping out for the higher version, the version threes versus version fives. And those one-time scrap fees were then offset by higher cost in product to support the increase in sales volume this year.

現在，這主要是由於總收入成本有所節省。今年我們的收入成本略高，為 360 萬美元，而第一季為 370 萬美元。因此，並不是基本持平，而主要是由於一次性廢品費用的節省，如果你還記得的話，去年我們正在對我們的機器人進行更改，我們正在將其替換為更高版本，即第三版而不是第五版。這些一次性的廢品費用隨後被更高的產品成本所抵消，以支持今年銷售量的成長。

So, importantly, as you can see, we are making tangible progress towards achieving the goal of positive gross margins, primarily driven by price optimization, better, asset utilization, and a disciplined cost control.

因此，重要的是，正如您所看到的，我們在實現正毛利率目標方面取得了切實進展，這主要得益於價格優化、更好的資產利用率和嚴格的成本控制。

Moving on to our operating expenses. Operating expenses for the quarter came in at $6.2 million, as compared to the $6.8 million in 2024. This is about a 9% reduction year-over-year. If I break that down, you can see that research and development expenses were about $2.1 million, which is about 35% higher than Q1 2024. This reflects our continued investment in product innovation and features that expansion, as we continue to invest in innovation and drive product growth, innovation growth.

繼續討論我們的營運費用。本季營運費用為 620 萬美元，而 2024 年為 680 萬美元。與去年同期相比，減少了約 9%。如果我將其細分，您會發現研發費用約為 210 萬美元，比 2024 年第一季高出約 35%。這反映了我們對產品創新和功能擴展的持續投資，因為我們持續投資創新並推動產品成長、創新成長。

On the sales and marketing expense side, we actually came in 15% lower at $1.3 million versus prior year, and this is primarily due to the fact that we continue to make strategic changes in our go-to-market strategy.

在銷售和行銷費用方面，我們實際上比前一年下降了 15%，為 130 萬美元，這主要是因為我們繼續對市場進入策略進行策略性改變。

Finally, G&A expenses came in at $2.8 million. This is almost $800,000 lower from prior year's expenses, $3.6 million, last year, primarily due to cost discipline and savings in prior year IR spend, that we had related to promotion of our public infrastructure bonds in Q1 2024, if you guys recall, and we also had no restructuring charges this quarter compared to the about $100,000 we had in Q1 2024.

最後，G&A 費用達到 280 萬美元。這比去年的支出 360 萬美元減少了近 80 萬美元，主要是因為成本控制和上一年 IR 支出的節省，如果你們還記得的話，這些支出與我們在 2024 年第一季度推廣公共基礎設施債券有關，而且我們本季度也沒有重組費用，而 2024 年第一季度約為 10 萬美元。

So, with that, our net operating income or loss actually, loss from operations for the quarter was about $6.8 million. This was about a huge improvement from the $8.3 million in the first quarter of last year.

因此，本季我們的淨營業收入或實際虧損，營業虧損約 680 萬美元。這比去年第一季的 830 萬美元有了巨大的改善。

And going one line further, net loss after taking into account other income and expenses came in about 11% lower than prior year's loss of $7.6 million, notably because we did not have to recognize any change in fair value of warrants.

更進一步說，考慮到其他收入和支出後的淨虧損比去年同期的 760 萬美元虧損低了約 11%，主要是因為我們不必確認認股權證公允價值的任何變動。

So, last year, if you got, if you recall, we had these warrant liabilities on our books that were extinguished mid-year, but there was a fair value exercise that we have to run when we have these type of warrants, and there was a $700,000 gain prior year that did not show up this year, but overall, it's a good thing because we don't we no longer have those warrants on our balance sheet.

因此，如果您還記得的話，去年我們帳簿上有一些認股權證負債，這些負債在年中就已清償，但當我們擁有這些類型的認股權證時，我們必須進行公允價值行使，並且前一年有 70 萬美元的收益，但今年沒有出現，但總的來說，這是一件好事，因為我們的資產負債表上不再有這些認股權證。

Other income and expenses came in largely flat. Our earnings loss per share improved also to about one point, $1.29 as compared to a loss of almost, $4 per share last year.

其他收入和支出基本持平。我們的每股收益損失也改善至約 1 點，即 1.29 美元，而去年每股損失接近 4 美元。

And I want to highlight also that, our cash balance came in stronger position in, in this year Q1 than both Q1 last year and even at the end of 2024, where we had about 11.2 million.

我還想強調的是，今年第一季我們的現金餘額比去年第一季甚至 2024 年底的現金餘額都要高，當時我們的現金餘額約為 1,120 萬。

So, with that in summary, Q1 2025 reflects continued revenue growth, narrowing gross loss, lower operating expenses, and progress on key operational initiatives that the company is focused on this year, and we are focused on basically three main things. One is driving towards a positive gross margin. We're focused on scaling our services and product footprint, and, operating the business with increased efficiency and discipline.

因此，總而言之，2025 年第一季反映了收入的持續成長、毛虧損的縮小、營運費用的降低以及公司今年重點關注的關鍵營運計畫的進展，我們主要關註三件事。一是努力實現正毛利率。我們專注於擴大我們的服務和產品範圍，並以更高的效率和紀律性經營業務。

With that, thank you for your support, and I'll pass it back to Bill.

最後，感謝您的支持，我會將其轉達給比爾。

Thanks, Apoorv. And that's exciting that, you've been with us just a bit over a year and to have a good quarter, as you and I have made with the team, a massive amount of changes the last 15 months, dozens and dozens and dozens of changes all across the business, up and down the income statement, all around the balance sheet, clean things up. And finally, it's starting to show up in the numbers, and we're hopeful that trend will continue.

謝謝，Apoorv。令人興奮的是，您加入我們才一年多一點，並且取得了不錯的季度業績，就像您和我與團隊所做的那樣，在過去的 15 個月裡，我們在整個業務、損益表、資產負債表的各個方面都做出了大量的改變，進行了數十項變革，清理了一切。最後，它開始在數字上顯現出來，我們希望這種趨勢能持續下去。

So folks have questions, for Apoorv or myself, please make sure to put them in the Q&A section, at the bottom of your screen. But how do you how do you feel overall, Apoorv? I know we just went over the numbers, but, like, how are you feeling about the company and the progress just kind of more subjectively?

因此，大家如果有問題，無論是針對 Apoorv 還是針對我自己，請務必將它們放在螢幕底部的問答部分。但是你整體感覺如何，Apoorv？我知道我們剛剛討論了數字，但是，您對公司和進展有什麼更主觀的看法？

Yes. Look. It's an interesting place to be. We are, you know, a company that is in our size. A lot of times, the performance of the things that we do is largely driven by external events just as much as it driven by internal events.

是的。看。這是一個有趣的地方。你知道，我們是一家與我們規模相符的公司。很多時候，我們所做的事情的表現很大程度上是由外在事件所驅動的，就像它是由內在事件驅動的一樣。

And what I am I would say I'm excited about and have a positive outlook in is on that, we've talked about this. All of the things that we did last year that we were we thought were somewhat, risky in that sense that we didn't know how they're going to turn out, but we're geared towards driving high growth, driving better margins, more efficiency. They're starting to kind of take hold, and what this tells me is that we just have to continue to execute, and as long as the team is focused on execution, you know, things are positive, and we just got to keep that focus on and continue to make progress towards, some of the goals that we have laid out in the long-term.

我想說的是，我對此感到興奮，並持積極態度，我們已經討論過這個問題了。我們認為去年所做的所有事情都多少有些風險，因為我們不知道結果會怎樣，但我們致力於推動高成長、提高利潤率和效率。它們開始逐漸成型，這告訴我，我們只需要繼續執行，只要團隊專注於執行，你知道，事情就會是積極的，我們只需要保持專注，繼續朝著我們設定的一些長期目標前進。

Yes. We made some controversial and difficult decisions. But, yes. I think we do it all over again. And, we're heading in the right direction and actually feeling pretty good, about stuff.

是的。我們做出了一些有爭議且艱難的決定。但是，是的。我想我們會再做一次。而且，我們正朝著正確的方向前進，實際上感覺相當良好。

Okay. Now the questions are starting to pile in.

好的。現在問題開始越來越多。

So, that's right.

沒錯。

So the rule here is the easy ones, I'll do. All the hard ones, you have to do.

所以這裡的規則是，我會做簡單的事。所有困難的事情，你都必須去做。

Right.

正確的。

Alright. Scott Buck is in the house. Let's see. Scott, can you provide a little color on how the current level of macro uncertainty may be impacting the conversations you're having with potential customers? You want to try that and I can.

好吧。斯科特·巴克 (Scott Buck) 在家。讓我們來看看。斯科特，您能否稍微解釋一下當前的宏觀不確定性水平可能會如何影響您與潛在客戶的對話？你想嘗試一下，我可以。

Sure. Helen? Sure. So, on one hand, I think where the uncertainty is having an impact or will have an impact in my mind is really on the financials. Primarily, if you think about tariffs, right? So, on one hand, you have political uncertainty that probably has less impact on us directly.

當然。海倫？當然。因此，一方面，我認為不確定性正在產生影響或將要產生影響的地方實際上是財務方面。首先，如果你考慮關稅，對嗎？因此，一方面，政治不確定性可能對我們的直接影響較小。

Although some of the focus on security, on national safety, is actually, I would say, positive in our favor. On the other side, you have the financial impact of things like tariffs. That is, frankly, is unknown. We do know that there are some impacts on our suppliers, who have to worry about the components they outsource from foreign company, foreign-based companies, and those they have to pass on to us. So, we have to figure out how to manage that, and some of that is still being determined, right? Things are changing almost on a daily basis.

儘管我認為，對安全、對國家安全的關注實際上對我們有利。另一方面，關稅等因素也會帶來財務影響。坦白說，這是未知的。我們確實知道這會對我們的供應商產生一些影響，他們必須擔心從外國公司、外國公司外包的零件以及他們必須傳遞給我們的零件。所以，我們必須想辦法解決這個問題，而其中一些問題仍在確定中，對嗎？事情幾乎每天都在改變。

So, yet to remain. Although, if track, if tariffs do stay and they stay high, we anticipate some impact to that, primarily on, obviously, pricing, to component pricing, to on really the lead time for some of the items that we need. Component lead time, we see, become elongated when all -- everybody wants the same components, and wants to hold them before the tariffs take effect.

所以，仍將繼續存在。但是，如果關稅確實保持不變並且保持在高位，我們預計會受到一定影響，主要影響在於定價、零件定價，以及我們需要的一些產品的交貨時間。我們發現，當所有人都想要相同的零件，並希望在關稅生效之前保留它們時，零件的交貨時間就會延長。

So, those are two areas. Obviously, we'll continue to work through them. But on the other side, like I talked about, from a safety and security perspective, I think we're going to see some tailwinds there. Bill?

所以，這是兩個領域。顯然，我們會繼續努力解決這些問題。但另一方面，就像我所說的，從安全角度來看，我認為我們會看到一些順風。帳單？

Yes. I think one in the way I view things in chaos is always opportunity. So, I'm actually kind of bullish about the set of circumstances. Second, we are American-made. Yes, we do have some components and the like, that may come with a tariff penalty.

是的。我認為，我看待混亂事物的方式之一就是機會。所以，我其實對這一系列情況持樂觀態度。第二，我們是美國製造的。是的，我們確實有一些零件之類的，可能會受到關稅處罰。

I think on the subscription side of things, it becomes a lot less of a material item because, you're, if you got $1,000 widget and now it's $1,500, okay, or how many of those widgets does it really apply to? And then remember, if it's a subscription service, you're not paying that tariff the second, third, fourth, fifth year in the subscription. All our operating costs and everything is dollar-denominated US-based. And then, there's certainly the tailwinds on Buy American and American jobs, which were right in the thick of things.

我認為從訂閱方面來看，它不再是一種物質項目，因為，如果你有價值 1,000 美元的小部件，現在價值 1,500 美元，那麼它實際上適用於多少個小部件？然後請記住，如果它是一項訂閱服務，您無需在訂閱的第二年、第三年、第四年、第五年支付該費用。我們所有的營運成本和一切都是以美元計價的。然後，購買美國貨和美國就業肯定是有利因素，而這正是情勢發展的關鍵。

And then, not to be funny about it, but like, Chief Security Officers aren't sitting around going or criminals. Like, hey, what's the tariff amount this month for this country, or what's on my Bloomberg terminal, or what are the markets doing? Criminal activity is kind of divorced from that. From a very, very macro perspective. Sure, sometimes in more desperate times, things get a little bit worse, but it's kind of on the margins. So, I think we're just kind of, there's always going to be noise, ignore the noise, focus on the signal, and kind of move forward.

然後，這並不是開玩笑，但是，首席安全官不會坐在那裡對付罪犯。例如，嘿，這個國家這個月的關稅是多少，或是我的彭博終端機上有什麼，或是市場在做什麼？犯罪活動與此有點脫節。從非常宏觀的角度來看。當然，有時在更絕望的時候，情況會變得更糟一些，但這只是邊緣情況。所以，我認為我們只是有點，總是會有噪音，忽略噪音，專注於訊號，然後繼續前進。

So, we're not in the market exposure kind of issue where, everyone's like, freeze everything and it relied solely on imported items, and we've got a, like, literally a business concern that's not what we're frankly focused on.

因此，我們並不處於市場暴露問題中，即每個人都凍結一切，並且完全依賴進口商品，我們面臨的實際上是商業問題，但坦白說，這不是我們關注的重點。

Dane Jones, is the per-share loss improvement partially or mostly due to the reverse split? I forget the timing of it. Apoorv?

丹瓊斯，每股虧損的改善是否部分或主要歸功於反向分割？我忘了具體時間了。抱歉？

Yes. I can answer that one? So the reverse stock split took place last year in August-September timeframe. We, the Board passed it back in August, then we enacted it mid-September. The per share price is taking into account the reverse stocks. That's what we do is we essentially take last year's shares outstanding, modify it for the split, adjust it for the split, and then report out. So this is a one-to-one comparison.

是的。我可以回答這個問題嗎？因此，反向股票分割發生在去年 8 月至 9 月期間。我們董事會於八月通過了該法案，並於九月中旬頒布實施。每股價格已考慮反向股票。我們所做的基本上就是取得去年的流通股數，根據拆分進行修改，根據拆分進行調整，然後報告出來。所以這是一個一對一的比較。

Dr. Reddy wants to know when do you report positive EBITDA, and when do you report positive earnings.

雷迪博士想知道您何時報告正的 EBITDA，何時報告正的收益。

Work in process, Dr. Reddy. We are just as, excited about reporting positive earnings and EBITDA as you are, if not more so, timing is yet to be determined as you continue to drive, focus on business growth.

工作正在進行中，雷迪博士。我們和您一樣，對報告正收益和 EBITDA 感到興奮，甚至更加興奮，但由於您繼續推動並專注於業務成長，時機尚未確定。

I'll give you a slightly different answer. It might get me in trouble, but if we wanted to all of a sudden show positive numbers, there are certain things that we could do in the company.

我會給你一個稍微不同的答案。這可能會給我帶來麻煩，但如果我們想突然顯示出正面的數字，我們可以在公司做一些事情。

But then kind of like the addressable market, the size potential of the company, the future growth gets very, very, very limited, and so like, do you want an immediately profitable company that stays small, or do you look at the competitive environment and the opportunities out there, and maybe we should invest on some new technologies and go after a much larger piece of the pie of a much larger pie.

但是，就像目標市場、公司的規模潛力、未來的成長變得非常非常有限一樣，所以，你是想要一家立即盈利但規模仍然很小的公司，還是看看競爭環境和外面的機會，也許我們應該投資一些新技術，去爭取更大一塊蛋糕中的更大一塊。

So remember, we're financially aligned with our shareholders. We work for you, and the objective here is to create long-term shareholder value, not quarter-by-quarter minor improvements and increments. So, we will get there, but we want to go after the big fish as opposed to swimming in the small pool.

所以請記住，我們在財務上與股東保持一致。我們為您工作，我們的目標是創造長期股東價值，而不是逐季進行微小的改善和增加。所以，我們會到達那裡，但我們想要追逐大魚，而不是在小水池裡游泳。

Yes. This next one is, from Robert. I think it's the same answer. Question. Yes.

是的。下一個是羅伯特的。我認為答案是一樣的。問題。是的。

Yup. Ed Woo is on the call. Alright. Is the Doge program having any effects on your focus on federal security customers?

是的。Ed Woo 正在通話中。好吧。Doge 計劃對您對聯邦安全客戶的關注有影響嗎？

I think this one's two ways to look at it. On the negative side, it has made a little bit of headaches for us because people are, long-term contacts and relationships and the like, are getting dozed or and or retiring. So that makes doing kind of day-to-day business really difficult.

我認為可以從兩個方面來看這個問題。消極的一面是，它給我們帶來了一些麻煩，因為人們，長期的聯繫和關係等等，都開始打瞌睡或退休了。這使得日常業務的進行變得非常困難。

What we submitted to the White House, at their request, was kind of what is your input? What's the Knightscope input for the AI task force, and what could AI and automation bring to Doge and the entire administration and federal apparatus? And, our friends over at the Washington office racked up the numbers, and kind of looks like about $10 billion of opportunity.

應白宮的要求，我們向他們提交了您的意見？Knightscope 對人工智慧工作小組有何貢獻？人工智慧和自動化能為 Doge 以及整個政府和聯邦機構帶來什麼？而且，我們在華盛頓辦公室的朋友統計了一下數字，看起來這個機會大約有 100 億美元。

So I think on a more positive standpoint, if you dramatically reduced your headcount, but you still have kind of the same mission to secure all these facilities, you're looking for much more efficient ways, and different ways to, accomplish the job. So that opens up additional newer discussion. So like everything in life, nothing's kind of black and white.

因此，我認為從更積極的角度來看，如果你大幅削減員工人數，但仍然肩負著同樣的使命來保護所有這些設施，那麼你就會尋找更有效的方法和不同的方式來完成這項工作。因此這開啟了更多新的討論。所以就像生活中的一切一樣，沒有什麼事情是黑白分明的。

Got some negative and some positive. I'll be on Capitol Hill, all of next week, continuing to foster relationships throughout the federal sector, and there's genuine opportunities for us to help. But always remember, as I always say, the federal government does not move quickly. So, we're working on it, but there's certainly opportunities out there.

有的消極，有的積極。下週我都會在國會山，繼續促進與聯邦部門的關係，我們有真正的機會提供幫助。但請永遠記住，正如我常說的，聯邦政府的行動並不迅速。所以，我們正在努力，但肯定還有機會。

Anand asks, their investment rate of return is very weak. When are we going to make profits? Again, similar question as the ones before. We are on a path. Our goal is to obviously make profits. We have a path outlined, and we'll continue to follow that path.

阿南德問道，他們的投資報酬率很低。我們什麼時候才能獲利？再次，與先前的問題類似。我們正走在一條道路上。我們的目標顯然是獲利。我們已經規劃好了道路，我們將繼續沿著這條道路前進。

Okay.

好的。

Next question, Bill, I think, is for you. Francis asks, what happened to Stacy Stephens?

比爾，我想下一個問題是問你的。法蘭西斯問道，史黛西史蒂芬斯怎麼了？

So, no different than us, clearing out the entire Board and terminating 40% of the management, in order to get a lot more efficient and aligned. The Board of Directors elected to eliminate the position, and Stacy was terminated, but we certainly thank him for all the years of effort to get Knightscope up and going. But he's no longer with the company.

因此，這與我們沒有什麼不同，清理整個董事會並解僱 40% 的管理人員，以提高效率和一致性。董事會決定取消該職位，Stacy 也被解僱，但我們當然感謝他多年來為 Knightscope 的成立和發展所做的努力。但他已不再在該公司任職。

Scott asks, as revenue scales, how quickly will you need to add additional cost infrastructure to support that growth? Again, I want to better understand operating leverage opportunity.

史考特問道，隨著收入規模的擴大，您需要多快增加額外的成本基礎設施來支持這種成長？再次，我想更了解經營槓桿機會。

Great question, Scott. Again, I think we have a little bit of time, right? It's a, it's not a linear model. It's more of a step scale, right? So, as we think about where we are today, we are okay. We are adding, obviously, some cost in infrastructure as you recently saw the announcement that the company is moving to a new facility. We will absolutely make some investments in building cleaner, more efficient production lines.

很好的問題，斯科特。再說一次，我想我們還有一點時間，對吧？它不是一個線性模型。這比較像是階梯式的尺度，對嗎？因此，當我們思考我們今天所處的位置時，我們一切順利。顯然，我們正在增加一些基礎設施成本，正如您最近看到的公司正在搬遷至新工廠的公告。我們絕對會投資建造更清潔、更有效率的生產線。

We are already adding additional headcount, as it relates to production shifts, and those things, and those will happen linearly, but we are cognizant of that. And I think the goal for us is to scale the revenue first, get to the point where we're kind of bursting at the seams, and then add costs, and that way we have a better ability to manage that cost and make sure that the revenue is sustainable, and to do it responsibly.

我們已經在增加員工人數，因為這與生產班次有關，這些事情將會線性發生，但我們已經意識到了這一點。我認為我們的目標是先擴大收入，達到一定的規模，然後再增加成本，這樣我們就能更好地管理成本，確保收入可持續，並負責任地做到這一點。

I think, Scott, I would add a couple of other items. One is, just by a simple example. We have a staff that runs 24/7, that monitors the health of the machines all across the country. Just because we added 10% more machines, 50% more machines, or 100% more machines, we're not increasing the staff there. So, there's like a critical mass needed to operate the company. There's a critical mass to just be public. There's a critical mass.

史考特，我想我還要補充幾點其他內容。一是，僅舉一個簡單的例子。我們擁有一支全天候工作人員，負責監控全國各地機器的健康狀況。僅僅因為我們增加了 10% 的機器、50% 的機器或 100% 的機器，我們不會增加那裡的員工。因此，營運公司需要達到臨界質量。只要達到一定程度，公眾就能夠參與其中。有一個臨界質量。

So, I think the numbers, both at the gross margin level and net income level over time, basically needs scale. We need to continue to grow and get our costs down, but there is a factor there. So, what we're going to do is try to be very careful of not adding costs and then actually do the opposite.

因此，我認為，無論是毛利率水平還是淨收入水平，隨著時間的推移，這些數字基本上都需要規模。我們需要繼續發展並降低成本，但這有一個因素。因此，我們要做的就是盡量小心，不要增加成本，然後實際上做相反的事情。

So, one of our executives, along with the entire leadership team, is very focused on automation and AI, on how that impacts our manufacturing processes, our products, our services, and having very poignant conversations as to.

因此，我們的一位高階主管和整個領導團隊非常關注自動化和人工智慧，關注它們如何影響我們的製造流程、我們的產品、我們的服務，並就此進行了非常深入的對話。

Okay, why does it take so long to do, to get from X to Y?

好吧，為什麼從 X 到 Y 要花這麼長時間？

Well, there's 32 steps and too many meetings. Okay. Well, how can we automate this part? How can we automate this part? How can we literally change the process and delete this part, et cetera?

嗯，有 32 個步驟，而且會議太多了。好的。那麼，我們該如何才能使這一部分自動化呢？我們如何才能將這一部分自動化？我們如何才能真正改變流程並刪除這一部分等等？

So what we want to do is continue to grow the revenue, but not continue to add proportionally additional cost into the system so that we can finally enjoy those margins. So I think there's significant leverage opportunity, as we scale up.

因此，我們想要做的是繼續增加收入，但不會繼續按比例增加系統成本，以便我們最終能夠享受這些利潤。因此我認為，隨著我們規模的擴大，我們將擁有巨大的槓桿機會。

Absolutely. Especially, as you think about focusing on our fixed costs. Our goal is to keep the fixed costs part of that formula, right, as steady as possible and continue to obviously optimize on the variable costs that we need to incur or incur as we scale up.

絕對地。特別是當您考慮關注我們的固定成本時。我們的目標是使該公式中的固定成本部分盡可能保持穩定，並繼續優化我們在擴大規模時需要承擔或產生的變動成本。

Yes.

是的。

Joseph Dejohn asks, he says congratulations. When will the new facility be up and running?

約瑟夫‧德約翰問道，他說恭喜。新設施什麼時候投入運作？

So, I wish we can just drag-and-drop, download stuff from the cloud. So, fortunately, we have an overlap. We negotiated a really sweet deal for us. We've got free rent baked in. We actually have two facilities right now. The old facility, the lease terminates August time frame. So we're in process of adding IT infrastructure. We're going to go get furniture, all this other good stuff, get all the branding set up, and security profile for the facility. So we started moving things over.

所以，我希望我們可以透過拖放操作從雲端下載內容。所以，幸運的是，我們有重疊。我們談判達成了一項對我們而言非常有利的交易。我們已經免除了租金。我們目前實際上有兩個設施。舊設施，租約將於八月期限終止。因此，我們正在新增 IT 基礎架構。我們要去購買家具和所有其他好東西，建立所有品牌，並為設施建立安全檔案。因此我們開始轉移一些東西。

The K7 team is the first to go over. It was awesome to have our first, actual technical and business meeting there, and the team's excited. I'm super excited. It's not just a symbolic opportunity, but the facility itself is going to facilitate a significant amount of collaboration and efficiency.

K7隊率先過去。我們第一次真正意義上的技術和商務會議在那裡舉行，真是太棒了，團隊都很興奮。我超興奮。這不僅僅是一個象徵性的機會，而且該設施本身將促進大量的合作和效率。

And hopefully, once we get all settled in, we shall do an open house or shareholder meeting or invite you all for some pizza or barbecue or something. We'll figure it out, but we'll do something once we're all settled in.

希望我們安頓好後能舉辦開放日或股東大會，或是邀請大家吃披薩或烤肉之類的。我們會想辦法的，但一旦我們安頓下來，我們就會採取行動。

But, I do want to caution, especially for the analysts that are on the call, there is a risk of a bit of disruption during this quarter and next as we move things over. We've already shut down numerous facilities. It is a significant amount of, unfortunately, unfortunate workload that needs to get thrown on top. We're trying to minimize the amount of disruption so that we can keep production moving along, but there are certain risks. But things are looking up. It's going to be fun. It's going to be awesome, and we're looking forward to hosting you there for a visit.

但是，我確實想提醒一下，特別是對於參加電話會議的分析師來說，隨著我們轉移事情，本季和下一季可能會出現一些混亂的風險。我們已經關閉了許多設施。不幸的是，這是需要承擔的大量工作量。我們正在努力將幹擾降到最低，以便能夠保持生產順利進行，但仍存在一定的風險。但情況正在好轉。這會很有趣。這將會非常棒，我們期待您來訪。

Jorgen Brendel asks, how does your order book look like? Any backlogs?

Jorgen Brendel 問道，您的訂單簿是什麼樣的？有積壓嗎？

I can take that, Bill. We do disclosure backlog numbers. We as of, actually, early this month, we had a total backlog of about $2.5 million. This is comprised of a $1.9 million in ECDs and about $600,000 in ASR-related orders.

我可以接受，比爾。我們確實披露積壓數字。實際上，截至本月初，我們的積壓訂單總額約為 250 萬美元。其中包括 190 萬美元的 ECD 和約 60 萬美元的 ASR 相關訂單。

Ed, just in case you didn't hear the answer on the question for the tariffs, I think there's we can't say zero impact, but in my view, it's not material. The uncertainty certainly causes some supply disruptions in terms of timing. So, we're trying to manage that. There are a few commodities, specific ones, that may be impacted. But I think we put it in as a risk factor, but unquantifiable. And on the positive side, we're US-made and US-operated and with US customers. So, on the flip side of that, not much to report.

艾德，以防萬一你沒有聽到有關關稅問題的答案，我認為我們不能說沒有影響，但在我看來，這並不重要。這種不確定性肯定會導致時間上的供應中斷。所以，我們正在努力解決這個問題。有一些特定的商品可能會受到影響。但我認為我們將其作為一個風險因素，但無法量化。從積極的一面來看，我們是美國製造、美國運營，並且擁有美國客戶。因此，另一方面，沒有太多可報告的內容。

Greg Reed asks, at IPO, I had purchased shares. I watched my investment dwindle. What are you doing to get the company back to that IPO value?

Greg Reed 問道，在 IPO 時，我買了股票。我眼睜睜地看著我的投資逐漸減少。您正在採取什麼措施讓公司恢復到 IPO 價值？

First, Greg, thank you for the support and the 35,000 investors that backed the effort. Second, I would encourage you to download the latest updated Investor Presentation at knightscope.com/america, that's knightscope.com/america, and that gives you the long list of things, not only that we have done, but where we're going.

首先，格雷格，感謝您的支持以及 35,000 名投資者的支持。其次，我鼓勵您從 knightscope.com/america 下載最新更新的投資者演示文稿，即 knightscope.com/america，它為您提供了長長的清單，不僅列出了我們已經做的事情，還列出了我們未來的發展方向。

The different way to answer your question is we need to get revenue up, cost down, and we need to build new technologies to wow and sustain long-term profitable growth, and we've been cleaning house. So, there's a, if you go to my Twitter handle, which is W. Santana Li, under the highlights section, I think there’s a few posts there, like what have you done for me lately, and it's a lot.

回答你的問題的不同方式是，我們需要增加收入，降低成本，我們需要建立新技術來令人驚嘆並維持長期盈利增長，我們一直在清理門戶。所以，如果你去我的 Twitter 帳號，也就是 W. Santana Li，在精彩內容部分，我想那裡會有一些帖子，比如你最近為我做了什麼，有很多。

If you missed the earlier part of the call, we brought in an all-new Board of Directors, brought in a new CFO, took 40% of the management team out, took about 30% of the payroll down, moving 13 facilities, hopefully, over the medium-term here down to one facility, we added a new department, brought in a new sales team, brought in a new accounting team. We've changed pretty much everything, including the address of the building, for the company. Probably the only thing that we haven't touched is the logo.

如果您錯過了電話會議的早期部分，我們引入了全新的董事會，引入了新的首席財務官，撤走了 40% 的管理團隊成員，削減了約 30% 的工資單，遷移了 13 個設施，希望在中期內減少到一個設施，我們增加了一個新部門，引入了新的銷售團隊，引入了新的會計團隊。我們幾乎改變了公司的一切，包括大樓的地址。可能我們唯一沒有動過的東西就是標誌。

So, the list is very long, and why we're really excited about getting to not only the IPO levels. I think those are too low for where we need to go, and as beyond that is all the changes that we've made over the last 15 months are actually starting to show up in the numbers.

所以，這個名單很長，這也是為什麼我們真的對達到 IPO 水平感到興奮。我認為這些數字對於我們需要達到的目標來說太低了，除此之外，我們在過去 15 個月中所做的所有改變實際上都開始在數字中體現出來。

And I've, as I've cautioned all these years, this is a long-term build. This is not a get-rich-overnight approach. The mission is to secure the country, and I think that, in the end, will be invaluable, to not only society but to our shareholders.

正如我這些年來一直警告的那樣，這是一個長期的建設。這並不是一夜致富的方法。我們的使命是保衛國家，我認為這最終不僅對社會而且對我們的股東來說都是無價的。

I haven't, I've personally been signing contracts as my sales internship, and we haven't seen that. And again, not to be funny about it, but Chief Security Officers, Chief of Police, and Sheriffs aren't sitting around counting tariffs and looking at their Bloomberg terminal. They're focused on day-to-day realities, and that just doesn't hit the, hit our part of the economy.

我沒有，我個人一直在以銷售實習的身份簽訂合同，我們還沒有看到這種情況。再說一次，這不是開玩笑，但首席安全官、警察局長和治安官不會坐在那裡計算關稅並查看彭博終端。他們關注的是日常現實，但這並沒有影響到我們的經濟。

I haven't, I've personally been signing contracts, as my, sales internship, and we haven't seen that, and again, not to be funny about it, but Chief Security Officers, Chiefs of Police and Sheriffs aren't sitting around. Counting tariffs and, looking at the Bloomberg terminal, they focus on day-to-day realities and that just doesn't hit the hit our part of the economy.

我沒有，我個人一直在簽署合同，作為我的銷售實習，我們也沒有看到這種情況，再說一次，不是開玩笑，但首席安全官、警察局長和治安官並沒有坐在那裡。計算關稅並查看彭博終端，他們關注的是日常現實，但這並沒有影響到我們的經濟部分。

Mark asks, what has been the biggest obstacle in ramping up customer base and becoming a household name?

馬克問道，擴大客戶群並成為家喻戶曉的品牌的最大障礙是什麼？

You want me to do that one?

你想讓我做那個嗎？

Sure.

當然。

So Mark, we just celebrated our 12th year anniversary last month, and it's been a very, very long, arduous, difficult road to basically will this company into existence. To make an important footnote, three major corporations and three funded startups have tried to do what we're doing. All of them have failed, gone bankrupt, or given up. So that speaks to the level of difficulty of executing this business and in this sector.

馬克，我們上個月剛慶祝了公司成立 12 週年，從成立到現在，我們經歷了一條非常漫長、艱辛、艱難的道路。重要的一點是，三家大公司和三家獲得資助的新創公司都嘗試過做我們正在做的事情。他們都失敗了、破產了、或者放棄了。這說明了執行這項業務和該領域的困難。

I think if I were to look back at the 12 years, like what went wrong or what could have made things go faster? It's -- sadly, it's cash, cash and cash, meaning funding. Prior to put it in context, if you were a newer investor before we went public, so the first nine years, we've probably raised around $120 million. It sounds like a lot of money, right?

我想如果我回顧這 12 年，會發現哪裡出了問題，或者什麼可以讓事情更快？可悲的是，它是現金、現金和現金，這意味著資金。首先，如果您是我們上市之前的新投資者，那麼在前九年，我們可能已經籌集了大約 1.2 億美元。聽起來是一大筆錢，對吧？

But $120 million over nine years is not a lot of money. We probably should have tried to -- I don't know how we would have done it, but we probably should have tried to raise $25 billion to get things going and then another $25 billion to grow.

但九年內 1.2 億美元並不是很多錢。我們可能應該嘗試——我不知道我們會怎麼做，但我們可能應該嘗試籌集 250 億美元來啟動業務，然後再籌集 250 億美元來發展。

So every issue that we have on the team and the growth is literally funding-related. We know how to get from A to B, and it's -- as I often say, people, cash, and time. There's no like now, there isn't, there was before.

因此，我們團隊和發展中遇到的每個問題實際上都與資金有關。我們知道如何從 A 到達 B，正如我常說的，人力、金錢和時間。現在沒有了，以前也沒有了。

Now there isn't like, I don't know how to do that or I don't know how to -- we know exactly what to do, and that's why all these changes over the last 15 months have been effective is we have a very keen grasp on the business and kind of where all the dead bodies are and all the bad stuff and all the technical debt and process debt.

現在不存在我不知道該怎麼做或我不知道該怎麼做——我們確切地知道該怎麼做，這就是為什麼過去 15 個月的所有這些變化都是有效的，因為我們對業務有非常敏銳的把握，知道所有的死角、所有的壞東西、所有的技術債務和流程債務在哪裡。

But if you don't have enough salespeople, if you don't have enough production people, and if you can't have enough capital to build enough finished goods inventory so that you can sell faster, if you don't have enough of a marketing budget, the list goes on and on and on.

但是，如果您沒有足夠的銷售人員，如果您沒有足夠的生產人員，如果您沒有足夠的資本來建立足夠的成品庫存以便您可以更快地銷售，如果您沒有足夠的營銷預算，那麼這樣的例子不勝枚舉。

You can expect some big hockey stick of growth. So that's the unfortunate truth, like what would I've wanted to do differently. I don't know how I wouldn't have done it, but that's to me the root cause of the issues.

您可以期待出現巨大的成長。這就是不幸的事實，我本來想做些什麼不同的事情。我不知道我怎麼會不這麼做，但對我來說這就是問題的根源。

Yes. No, I will also say that, one, we are a B2B business, we're not a B2C business. So it's our customers are other businesses that like our products and want to utilize them to make their property and their perimeter safe. I'm actually to be honest, surprised sometimes when I talk to a random person or a stranger, and they're like, oh, I've seen your robots, or I saw

是的。不，我還要說的是，第一，我們是 B2B 企業，而不是 B2C 企業。因此，我們的客戶是其他喜歡我們的產品並希望利用這些產品來保障其財產和周邊安全的企業。說實話，我有時會很驚訝，當我和一個陌生人或陌生人交談時，他們會說，哦，我見過你的機器人，或者我看到了

And -- so I'd love it to be a household name. I think we'll -- that happen organically as we continue to deploy more and more robots and more technology not just robots into the field.

因此我希望它能成為家喻戶曉的名字。我認為，隨著我們繼續在現場部署越來越多的機器人和更多的技術（而不僅僅是機器人），這種情況會自然而然地發生。

It will happen. And if you want to help, if you know a hospital administrator in your neighborhood, you know the Mayor, you know the City Council Member, you know the Chief, you know the sheriff, you know the Chief Security Officer at the local casino or commercial real estate or whatever, like send them over to Knightscope.com, and we'll take good care of them and see if we can be helpful.

它將會發生。如果您想提供協助，如果您認識您所在社區的醫院管理人員、市長、市議員、局長、治安官、當地賭場或商業地產的首席安全官等，請將他們發送到 Knightscope.com，我們會妥善處理，看看是否能提供幫助。

But this can't be -- we can't achieve the mission and grow the company literally by ourselves, like one that would be naive to be arrogant. We genuinely need your help and support. And I'm grateful and appreciative that 100 people would take time on -- out of their Wednesday to sit here and listen about how to really make a difference in the country and it can't just be us and it just can't be technology by itself.

但這是不可能的——我們無法獨自完成使命並發展公司，就像那些天真而傲慢的公司一樣。我們確實需要您的幫助和支持。我很感激和感謝有 100 個人願意在周三抽出時間來這裡聆聽如何真正改變這個國家，而這不能只是我們自己，也不能僅僅靠技術本身。

Scott and Ed are asking us to give them more information on the new headquarters, the plans for when we will move, and potential disruptions and/or cost from.

史考特和艾德要求我們向他們提供更多有關新總部的資訊、搬遷計劃以及可能造成的干擾和/或成本。

Well, the first thing we're going to do is upload Scott and Ed profile picks into our system, and we're going to be on the lookout for these two guys. They show up at our headquarters, just kidding, guys.

好吧，我們要做的第一件事就是將 Scott 和 Ed 的個人資料上傳到我們的系統中，然後我們會留意這兩個人。他們出現在我們的總部，只是開玩笑而已，夥計們。

So to give a little context, we've been operating out of originally about 13,000 square feet of Class B warehouse space in Mountain View, California. Through the acquisition of CASE, we inherited another dozen facilities all across the country. We've started to consolidate the couple of production facilities and some of the warehousing in Mountain View and literally ran out of space. So it's been a bit brutal.

簡單介紹一下，我們最初在加州山景城約 13,000 平方英尺的 B 級倉庫空間內開展業務。透過收購 CASE，我們繼承了全國各地另外十幾家工廠。我們已經開始整合山景城的幾個生產設施和一些倉庫，但實際上空間已經不夠了。所以這有點殘酷。

So, we landed I'll quote, I think the Silicon Valley Business Journal, but I think there's probably well over $1 billion of commercial real estate kind of just sitting around in Silicon Valley. So we were basically able to get a facility that's 33,000-plus square feet, so more than double where we have. Class A office space that Siemens had taken over a couple of years ago, had dumped $11 million into it.

因此，我們登陸了矽谷，我想引用《矽谷商業雜誌》的話，但我認為矽谷可能有超過 10 億美元的商業房地產閒置著。因此，我們基本上能夠獲得一個面積超過 33,000 平方英尺的設施，比現有設施的面積大一倍以上。西門子幾年前收購了這棟甲級辦公室，並投入了 1,100 萬美元。

It's the brand -- basically a brand new -- effective brand-new building and never moved in. So we were able to land and secure that facility for -- on a square foot basis, probably half of what we're paying for double the amount of space.

這是一座全新的建築，基本上是一座全新的建築，從未被搬進去過。因此，我們能夠獲得並確保該設施的面積——以平方英尺計算，大概是我們為兩倍面積的空間支付價格的一半。

So that will help us consolidate the team, all the production. Give us some extra room to do testing. We're going to turn the facility into a test environment for future technologies as well as be able to set it up to greet government officials, prospective clients, hopefully, investors and one , two or three equity research analysts to come and visit and get some robot selfies and touch and feel and see robots in action. This is going to take some time.

這將有助於我們鞏固團隊和所有生產。給我們一些額外的空間來進行測試。我們將把該設施變成未來技術的測試環境，同時也可以用它來接待政府官員、潛在客戶、投資者和一、二或三名股票研究分析師，讓他們來參觀，拍一些機器人自拍照，觸摸、感受和觀察機器人的運作。這需要一些時間。

There is, as I mentioned earlier, a little bit of disruption risk to do this move before the August time frame. But things are underway, and genuinely excited for the team. They've all worked really hard if you only knew what it would take to do what we're doing. I wanted to, my way of rewarding them, one of the ways, is to give them a much more positive inspiring, and exciting environment to have them do their life's best work in service of our country.

正如我之前提到的，在 8 月之前採取這項措施可能會帶來一些中斷風險。但事情已經在進行中，我們真的為團隊感到興奮。如果你知道要完成我們所做的事情需要付出什麼，你會發現他們都非常努力。我想獎勵他們的方式之一就是給他們一個更積極、更鼓舞人心和令人興奮的環境，讓他們盡其一生的最佳努力為我們的國家服務。

Yes. And I can offer some insights on to the cost and disruptions. Really, what the costs are going to be around moving facilities, some moving costs, furnishing costs, right, setting up the facility for our operations. So those are some anticipated costs. We don't think any of them to be anything beyond what we would normally expect from a move like this.

是的。我可以就成本和中斷提供一些見解。實際上，搬遷設施的成本包括一些搬遷費用、裝修費用，以及為我們的營運設置設施的費用。這些是一些預期成本。我們認為，這些舉動都不會超出我們通常對此類舉動的預期。

On the other hand, the disruption piece is something we'll continue to give an eye on and work through, Scott and Ed. Really comes down to when we performed the move, we have to obviously stop production, stop production on the ASRs, stop production on the ECDs, take all the production lines out, and establish them in the new facility. The facility is not that far, but there is a disruption associated with that.

另一方面，史考特和艾德，我們會繼續專注並努力解決生產中斷問題。實際上，當我們進行搬遷時，我們必須停止生產，停止自動掃描器（ASR）的生產，停止電子控制設備（ECD）的生產，將所有生產線撤出，並將它們轉移到新工廠。該設施距離不太遠，但卻會造成一些幹擾。

Now, what we are doing is we're evaluating both internally and using third parties consultants to help us figure out how do we do that with minimize disruption and simultaneously use the opportunity to optimize the new production lines.

現在，我們正在進行內部評估並利用第三方顧問來幫助我們弄清楚如何做到這一點，同時最大限度地減少干擾並同時利用機會優化新的生產線。

So most likely one of the things we're going to do is we're going to accelerate production and then have inventory on hand and then pause production for either the ECD or the ASR depending on which one we pick to go first, and then establish it, get that up and running and then do the same thing or repeat the process for the next line.

因此，我們最有可能做的事情之一就是加速生產，然後準備好庫存，然後暫停 ECD 或 ASR 的生產，這取決於我們選擇先進行哪一個，然後建立它，使其啟動並運行，然後執行相同的事情或對下一條生產線重複該過程。

So obviously, there will be something there that we're concerned about. Both Bill and I talked about this earlier. We're hoping to and we are actively evaluating ways to mitigate that.

顯然，那裡一定存在一些令我們擔憂的事情。我和比爾之前都討論過這個問題。我們希望並且正在積極評估緩解這種情況的方法。

We shut down two facilities last year, and we try not to make the same mistake twice. So, we're going to be super careful here to try to make it as smooth as possible, but it's a significant amount of workload.

我們去年關閉了兩家工廠，我們盡量不再犯同樣的錯誤。因此，我們會非常小心，盡量讓事情盡可能順利，但這是一項巨大的工作量。

That's right.

這是正確的。

If you've ever moved your own home, you realize, like, wow. I have a lot more stuff than I actually realized, and why the boxes keep coming. Yes. Well, multiply that times a hundred. Right. Sorry. Let's keep going.

如果你曾經搬過家，你就會意識到，哇。我擁有的東西比我實際意識到的要多得多，為什麼這些箱子會不斷湧來。是的。好吧，乘以一百。正確的。對不起。我們繼續吧。

Yes. Francis Hemet asks, two things. He says, one, I'm impressed by your new marketing. Who's doing that? And secondly, he wants to know what our sales process is now.

是的。法蘭西斯·赫米特問了兩件事。他說，第一，你們的新行銷策略給我留下了深刻的印象。誰在做那事？其次，他想知道我們現在的銷售流程是怎麼樣的。

I'll send you the payment for that question later, Francis. So one of the fortunate or unfortunate things I've been doing the last 15 months to make all these changes and turn things around is basically for me to physically do the work myself.

法蘭西斯，我稍後會把這個問題的報酬寄給你。因此，過去 15 個月來，為了實現所有這些改變並扭轉局面，我一直在做的一件幸運或不幸的事情基本上就是親自去做這些工作。

So, there's a running joke, internally, that I have numerous internships. And one of my internships has been the marketing intern, and basically going into that area, seeing what tools we're using, what messaging we're using, how the process is working or not working, and in a lot of cases, ripping everything out and starting over. So that's me plus some outside help that I brought in to do some of the blocking and tackling to implement what I've what I'm asking to get done.

因此，公司內部流傳著一個笑話，說我有很多實習經驗。我的實習經驗之一是行銷實習生，基本上就是進入那個領域，看看我們正在使用什麼工具，我們正在使用什麼消息，這個過程是如何運作的或不運作的，在很多情況下，把所有東西都拆掉，重新開始。這就是我加上我引入的一些外部幫助，來完成一些阻礙和解決的工作，以實現我要求完成的工作。

Sales process today, I guess, we have, I would say, two different sales processes. So, on the emergency communication devices, it's very different. It's more transactional. A lot of inbounds, and we have numerous resellers, because it's more of a commodity, and let's say the general contractor already had spec'd us in and just needs the quote.

我想，今天的銷售流程，我們有兩個不同的銷售流程。因此，在緊急通訊設備上，情況非常不同。它更具交易性。有很多入站，我們有許多經銷商，因為它更像是一種商品，假設總承包商已經向我們提供了規格，只需要報價。

Like, they don't need a demo. They don't need to be talked into it like it's already done. So that's a completely different process than, hey. We're going to put a four, you know, 400-pound robot that's autonomous on your campus, and they probably need a demo, need an explanation.

就像，他們不需要演示。他們不需要被說服，就像事情已經完成了一樣。所以這是一個完全不同的過程，嘿。我們將在你們的校園裡放置一個 400 磅重的自主機器人，他們可能需要一個演示，需要一個解釋。

So you typically what those happen, how those happen is to have, first like, a discovery call? Like, do you actually have a problem that we can help with? And the worst client that we could have is the -- sorry if there's anyone that's a Chief Innovation Officer on the call, but the one of the worst clients we could have is the CIO that has budget and wants a shiny object, but doesn't have like, actually any problems. That's kind of a waste of time for us.

那麼，您通常會發生什麼情況，這些情況是如何發生的，首先是進行發現呼叫？例如，您確實有我們可以幫忙解決的問題嗎？我們可能遇到的最糟糕的客戶是——如果電話裡有首席創新官，我很抱歉，但我們可能遇到的最糟糕的客戶之一就是有預算並且想要一個閃亮的物品，但實際上沒有任何問題的首席資訊長。這對我們來說有點浪費時間。

The client that has a budget problem or a crime problem or both, where we can be super helpful. That's where we want to go spend time. So, we want to make sure that who are we talking to? Do you actually have authority? Do you have a budget, kind of do you actually have a need? When's it, what's, is it this year, next year, next quarter, tomorrow, kind of do that first?

對於有預算問題或犯罪問題或兩者兼具的客戶，我們可以提供極大的協助。那是我們想要去消磨時間的地方。那麼，我們要確定我們在跟誰交談呢？你真的有權威嗎？您有預算嗎？您確實有需求嗎？什麼時候，是今年、明年、下個季度、明天，先做這些嗎？

And then second, do a kind of webinar type of demo. Then, we'll go deploy an online and in-person technical review, for lack of a better way of saying it, a complicated site survey of understanding their needs, but also, where's the outlet to plug in the docking station, or what's the connectivity, and then we come back to them with the proposal, and off we go. But two different, very different processes.

其次，進行一種網路研討會類型的演示。然後，我們將部署線上和現場技術審查，由於沒有更好的說法，因此需要進行複雜的現場調查以了解他們的需求，同時還要了解插入擴充座的插座在哪裡，或者連接性如何，然後我們帶著提案回到他們身邊，然後我們就開始行動。但這是兩個不同且非常不同的過程。

Two questions related to government. One is, please discuss the FedRAMP authorization, how long it lasts, and then are we looking for additional government contracts?

兩個與政府有關的問題。一是，請討論 FedRAMP 授權，它持續多長時間，然後我們是否正在尋求額外的政府合約？

So, FedRAMP, you have to get it, and then you have to maintain it. So, you need to have ongoing contracts, but you need to support it. So, I think I've said this publicly. We spent 4.5 years and $2.5 million to get through the nightmare veteran process.

因此，您必須獲得 FedRAMP，然後必須維護它。因此，您需要有持續的合同，但您需要支持它。所以，我想我已經公開說過這句話了。我們花了 4.5 年的時間和 250 萬美元才度過了噩夢般的退伍軍人程序。

It probably, plus or minus, probably going to cost us $1.5 million, a year to keep it. So, you need to have a staff. You need to do all the processes that you outlined. You need to do the ConMon or continuous monitoring of stuff. So, it's not an insignificant, it's not just a piece of pay, it's not a business license that you just put on the wall and forget about.

維護它每年大概需要花費我們 150 萬美元左右。所以，你需要有一名員工。您需要完成您概述的所有流程。您需要進行 ConMon 或持續監控。所以，這不是一件微不足道的事情，它不僅僅是一筆工資，它也不是一張掛在牆上然後就忘了的營業執照。

And yes, we're actively going after additional government contracts, multiple agencies and multiple departments, wherever there might be a need. We're certainly going after that. We did win a Phase 1 contract with the Air Force. We deployed it initially with the Department of Veterans Affairs, and we're in active discussions with numerous other opportunities.

是的，我們正在積極爭取更多政府合同，包括多個機構和多個部門，只要有需要。我們一定會追求這個目標。我們確實贏得了與空軍的第一階段合約。我們最初與退伍軍人事務部一起部署了它，並且我們正在積極討論許多其他機會。

I think the opportunities are very large, but they're not going to be quick. So, this is going to take some time, as I've cautioned throughout. But as one of my colleagues who worked on FedRAMP for those nightmare years, I told him, like, hey. We got our foot in the door. He's like, we can get our foot in the door, we got our whole body in the door. Like, and now with our, team at the Washington office that we set up in D.C., I'll be there, all of next week actually speaking to folks on Capitol Hill, prospective end users, policymakers, think tanks, et cetera.

我認為機會很大，但不會很快到來。因此，正如我一直警告的那樣，這將需要一些時間。但作為在 FedRAMP 上工作了那些噩夢般的歲月的同事之一，我對他說，嘿。我們已踏入這個領域。他說，我們可以踏出第一步，我們可以全心投入這一步。例如，現在，我們在華盛頓特區設立的華盛頓辦事處的團隊，下週我都會在那裡與國會山莊的人們、潛在的最終用戶、政策制定者、智庫等交談。

And we recently announced that we joined AUVSI, this is the Association of Unmanned Vehicles, and there is a strong push to have the administration and the legislature start thinking about how we actually put forth a national robotics strategy. You don't want, kind of what happened in other sectors of the technology economy, to happen to the robotics industry. So, we're working on strategies to see how we can take a more aggressive and proactive approach to growth.

我們最近宣布加入了無人駕駛汽車協會 (AUVSI)，並強烈敦促政府和立法機構開始思考如何真正提出國家機器人戰略。你肯定不希望技術經濟其他領域發生的事情也發生在機器人產業。因此，我們正在製定策略，研究如何採取更積極主動的方式來實現成長。

Next question, from Dino. He asks, please help us understand how a machine such as Optimus I think that's the, Tesla machine robot with millions of dollars behind its development might or might not leapfrog night scope machines and capabilities, directly applicable to safety and security?

下一個問題來自 Dino。他問道，請幫助我們理解，像擎天柱這樣的機器，我認為是特斯拉機器機器人，其研發投入了數百萬美元，它能否超越夜視儀機器和能力，直接應用於安全保障？

Dino, I think I'm super excited for Optimus and Figure and everyone work working on humanoids. They likely will start indoors. A nearly 1% of our business is outdoors. The technology is extremely difficult, but I don't know what the time bound is. Is it the next two years, or is it the next 5 or 7? It's going to happen.

迪諾，我想我對擎天柱和人物以及致力於人形機器人研究的每個人都感到非常興奮。他們可能會從室內開始。我們的業務中約有 1% 是在戶外。技術難度極大，但不知道時間限制是什麼。是未來兩年，還是未來五年或七年？它將會發生。

There's enough capital and, intellectual capital and financial capital behind it to get it to work, and the really thoughtful approach of not trying to take parts from the industry and try to make something, they're very much focused on the actual mechanics and fluid mechanics and power budgets, et cetera needed to a tailored solution. I think it's actually going to be really exciting. I think you're kind of see presupposing that we may not partner with one of those providers once it's viable. It's not something that we will be working on.

他們擁有足夠的資本、智力資本和金融資本來使其運轉，並且他們採取了真正周到的方法，不試圖從行業中獲取零件並嘗試製造某些東西，而是非常專注於實際的力學、流體力學和電力預算等，以提供量身定制的解決方案。我認為這確實會非常令人興奮。我認為您在某種程度上假設，一旦可行，我們可能不會與其中一個提供者合作。這不是我們要做的事。

But probably the easier way to answer your question, like, I don't think that you're going to find a bipedal humanoid doing 10 to 25 miles an hour, to patrol something outside. Like, I don't think that's likely to happen, and more likely that we would add a humanoid to our portfolio. As I often said, I said it a little bit earlier, we'd be highly naive and arrogant to think that we're going to make The US the safest country in the world all by ourselves.

但回答你的問題可能更簡單的方法是，例如，我認為你不會找到一個以每小時 10 到 25 英里的速度行走的雙足類人生物來在外面巡邏。就像，我認為這不太可能發生，更有可能的是我們會在我們的產品組合中添加人形機器人。正如我常說的，我之前就說過，如果我們認為我們能夠獨自將美國變成世界上最安全的國家，那我們就太天真和傲慢了。

So, I think we're going to build a bunch of technology that's proprietary and magical. I think we're going to acquire more and more companies over time, and we're going to add partnerships. The idea here is not, like, how do we make the best robot? Like, that's not the mission. We're not a robotics company. We're a public safety innovator.

所以，我認為我們將打造一系列專有且神奇的技術。我認為隨著時間的推移，我們將會收購越來越多的公司，我們會增加合作關係。這裡的想法不是，我們要如何製造最好的機器人？就像，那不是任務。我們不是機器人公司。我們是公共安全創新者。

The mission is to make the US the safest country in the world. If he told me that we can do that with rubber bands and paper clips, guess what? Tomorrow, we're going to open a massive rubber band and paper clip company.

我們的使命是讓美國成為世界上最安全的國家。如果他告訴我我們可以用橡皮筋和迴紋針來做到這一點，你猜怎麼著？明天，我們要開一家大型橡皮筋和迴紋針公司。

Like, we need to focus on the mission, not on necessarily the technology, and there's a time and place. Criminals and terrorists can be anywhere. You're going to need a massive portfolio to actually have Knightscope everywhere and become that household name that was mentioned earlier.

例如，我們需要專注於任務，而不一定是技術，而且還有時間和地點。犯罪分子和恐怖分子可能存在於任何地方。您將需要一個龐大的投資組合，才能讓 Knightscope 真正普及，並成為前面提到的家喻戶曉的品牌。

Next question is, I was wondering if manufacturing speed and capabilities have improved. How are sales looking for the K5, as compared to the emergency phone devices, any color?

下一個問題是，我想知道製造速度和能力是否有提升。與緊急電話設備相比，K5 的銷售情況如何？有什麼顏色嗎？

So, manufacturing speed capabilities have improved. I think probably, a lot more yet still to be done. For those of you joining us, kind of newer investors, we used to build one technician build one robot and like took forever, and now, we've gone down from like 120 hours to build a machine to less than 60, and if we get really slick about things, we can hopefully get down to 20 hours.

因此，製造速度能力得到了提升。我認為可能還有很多事情要做。對於加入我們的各位，也就是較新的投資者，我們過去常常需要一名技術人員來製造一個機器人，這需要很長時間，而現在，我們已經將製造一台機器所需的時間從 120 小時減少到不到 60 小時，如果我們能夠真正精明一點，我們希望可以將其減少到 20 小時。

So, that's moving along nicely, so much so that we're adding, actually recruiting for a second manufacturing shift. So, if you know someone that is highly skilled, would like to go help build some robots here in Silicon Valley, have them go to knightscope.com/careers and please apply.

所以，一切進展順利，以至於我們正在增加，實際上是在為第二個製造班次招募人員。因此，如果您認識某個技術高超的人，並且願意去矽谷幫忙製造一些機器人，請讓他們造訪 knightscope.com/careers 並提出申請。

And I think moving to the new facility is going to also provide some process opportunities that we just physically couldn't do it in the smaller facility, and then looking at some new newer technologies to kind of speed things up.

我認為搬遷到新工廠還將提供一些我們在較小的工廠中無法實際完成的流程機會，然後尋找一些新的技術來加快速度。

On the K5, remember that we spent last year building new machines to replace the old machines. And we took a hit on purpose to get the entire K5 version three fleet out of the field, as I had demanded prior and wasn't completed, and then, we finally got that done, and so, we haven't been spending time generating new revenue, for the ASRs in a material manner, up until now that we got that accomplished, and now, we can go focus on growing that ASR business, now that we have things significantly improved, in terms of quality and service calls and maintenance issues.

關於 K5，記得我們去年花了一年時間製造新機器來取代舊機器。我們故意承受打擊，讓整個 K5 版本三車隊退出戰場，正如我之前要求的那樣，但未能完成，然後，我們終於完成了，所以，我們一直沒有花時間以物質方式為 ASR 創造新收入，直到現在我們完成了這件事，現在，我們可以專注於發展 ASR 業務，現在我們在質量、服務電話和維護問題方面都有了顯著改善。

Two questions and we combine them. One, is the relationship with DPRO continuing any drone integration with the K7? And then, how far away is the K7 from being able to operate in real-time?

兩個問題，我們把它們結合起來。首先，與 DPRO 的合作關係是否會繼續推動無人機與 K7 的整合？那麼K7距離即時操作還有多遠呢？

The Dragonfly team, the letter of intent we signed had, the onus was on them to propose how to integrate their technology. We do have one pending client that we've been working on. In terms of K7 and drone integration, I think now having spent enough time, waltzing around the federal sector, it's probably the opposite of what you're thinking. The need is actually the anti-drone or counter-UAS work. That's probably going to be more of our focus as opposed to adding a drone, although that still could be on our roadmap.

我們簽署的意向書中提到，Dragonfly 團隊有責任提出如何整合他們的技術。我們確實有一個正在等待處理的客戶。就 K7 和無人機整合而言，我認為現在已經花了足夠的時間，在聯邦部門四處走動，結果可能與您的想法相反。我們真正需要的是反無人機或反無人機系統的工作。與添加無人機相比，這可能更將成為我們的關注重點，儘管這可能仍在我們的路線圖上。

In terms of the K7, making lots of progress, super excited, crossing fingers that before the year is out, we'll have a visually representative running prototype, and then start production next year.

就 K7 而言，我們取得了很大進展，非常興奮，祈禱在今年結束之前，我們將擁有一個具有視覺代表性的運行原型，然後明年開始生產。

Brian asks, can you provide more detail on types of partners and sales that are helping growth at Knightscope?

Brian 問道，您能否提供更多有關幫助 Knightscope 發展的合作夥伴和銷售類型的細節？

Most of the ASR business is a direct sale. Having this is already really complicated technology, complicated sales process. You don't want an intermediary in the middle of that to really watch it. On the ECD side, we do have multiple resellers, where that's been a more streamlined sale.

ASR 業務大部分為直銷。擁有這些已經是非常複雜的技術和複雜的銷售流程了。你不會希望中間有一個中間人來真正監視它。在 ECD 方面，我們確實有多個經銷商，因此銷售流程更加簡化。

Yes. And then, the question came in. I'm happy to see cash on hand. You mentioned cash raise in the quarter. Was that just more ATM, or is dilution decreasing?

是的。然後，問題就來了。我很高興看到手上有現金。您提到了本季的現金增加。這只是 ATM 增多，還是稀釋度在減少？

Yes. I think maybe the answer to all those questions is yes. Although, whether dilution, I'm assuming you mean by dilution mark that is the share price is going to be impacted? Really, one share price isn't necessarily determined by one thing, right? There's macro events, there's micro events, there's company specific events that drive some of that. We did raise, some money through the, ATM as well as, the well, two just approximately 2 million we raised to a specific customer at the March. So, if you think about --

是的。我想所有這些問題的答案都是肯定的。儘管如此，無論稀釋與否，我假設您所說的稀釋標記是指股價是否會受到影響？真的，一支股票的價格不一定由一件事決定，對嗎？有宏觀事件，有微觀事件，還有公司特定的事件推動其中的一些。我們確實透過 ATM 籌集了一些資金，而且，我們在 3 月為特定客戶籌集了大約 200 萬美元。所以，如果你考慮一下--

Investor, not customer.

投資者，而不是客戶。

Sorry. Yes. Our investor. And we also have AR, right? We sell products. So it's increasing velocity on collecting on accounts receivable, continuing to strategically leverage our ATM, and working with investors when we can to raise cash needed to run the company is all the different ways we look for the cash raise.

對不起。是的。我們的投資者。我們還有 AR，對吧？我們銷售產品。因此，我們尋求籌集現金的各種方式包括加快應收帳款的回收速度、繼續策略性地利用我們的 ATM 機、盡可能與投資者合作籌集公司營運所需的現金。

And I think it's gone a lot easier now that we have a very clean, cap table. We don't have a lot of shenanigans going on, and people are seeing that we're making good progress. So, I think things are looking up.

而且我認為現在我們有一個非常乾淨的股權結構表，事情變得容易多了。我們沒有發生太多的惡作劇，人們看到我們正在取得良好的進展。所以，我認為事情正在好轉。

How do you compare your with your peer companies as far as size?

就規模而言，您與同行公司相比如何？

I'm not sure what you mean by peer. I think that's one of the issues the analysts have because it's like, where do you put KnightScope? Is it a public safety company? No, it's a technology company. No. Actually, it's in the robotics company.

我不確定您所說的「同行」是什麼意思。我認為這是分析師面臨的問題之一，因為問題是，你該把 KnightScope 放在哪裡？它是一家公共安全公司嗎？不，這是一家科技公司。不。實際上，它在機器人公司。

Well, it's kind of a weird, odd drone. Let's put it in the drone sector, or no, it's actually law enforcement technology. No. It's let's put it in defense and aerospace, and, having there isn't a publicly traded peer that has scaled autonomous technology across the country.

嗯，這是一種很奇怪的無人機。我們把它放在無人機領域，或者不，它實際上是執法技術。不。讓我們把它放在國防和航空航天領域，並且，沒有一家上市公司能夠在全國範圍內推廣自主技術。

As I mentioned earlier in the call, there's three major corporations and three start-ups who have tried to do this. They've all kind of failed. I think if you wanted to change the word peer to something broader, you could do that.

正如我之前在電話會議中提到的，有三家大公司和三家新創公司嘗試過這樣做。他們都失敗了。我認為，如果您想將“peer”一詞改為更廣泛的含義，您可以這樣做。

I mean, there's a lot of people doing a lot of great work at, you know, the team at Live View Technologies privately held, the team at Flock Safety, privately held, obviously, the team at Axon and Motorola Solutions, are multibillion dollar companies that, continue to grow and serve our country. So, I think the problem with the word peer, I'm not sure how to answer that.

我的意思是，有很多人在做著偉大的工作，你知道，私人公司 Live View Technologies 的團隊，私人公司 Flock Safety 的團隊，顯然，還有 Axon 和 Motorola Solutions 的團隊，這些都是價值數十億美元的公司，它們在不斷發展壯大，為我們的國家服務。所以，我認為「peer」這個字有問題，我不知道該如何回答。

Are there any new partnership opportunities with the US Fed on defense, border protection, et cetera?

在國防、邊境保護等方面，我們與聯準會是否有新的合作機會？

Tons of opportunities. It could be border protection. It could be securing of critical infrastructure. Some of it's just it might sound boring, but, like, there are where do you store the armaments? Well, in acres and acres and acres of land. Where? Well, kind of middle of nowhere. Well, how are those acres and acres and acres and acres and acres of land secured? Well, we could barely afford, like, five guards to try to do this 24/7, but kind of not working. Well, maybe we should have a conversation.

無數的機會。這可能是邊境保護。這可能是為了保護關鍵基礎設施。有些問題可能聽起來很無聊，但是，例如，你把武器存放在哪裡？嗯，以英畝、英畝、英畝的土地計算。在哪裡？嗯，有點像是偏僻的地方。那麼，這些大片大片的土地是如何得到保障的呢？好吧，我們幾乎負擔不起，比如說，五名警衛試圖全天候地做這件事，但這行不通。好吧，也許我們應該談談。

How many guards are at the FEMA warehouse staring at the supplies? Are the supplies really moving? Do you really need you know, or, as I often say, the GSA manages, nearly 10,000 federal buildings, a lot of them vacant, with the Federal Protective Services, 13,000 officers and guards, a lot of that being cut down now.

聯邦緊急事務管理署倉庫裡有多少警衛在盯著物資？物資真的在流動嗎？你真的需要嗎？或者，正如我經常說的，GSA 管理著近 10,000 座聯邦建築，其中許多都空置了，聯邦保護局有 13,000 名官員和警衛，其中許多現在都被削減了。

How do you secure a national lab? What security do you use at NASA? What's the next generation of technologies the FBI wants to see? Like, the list now hopefully start understanding why we spend so much time and so much money because there's so many opportunities to be helpful.

如何確保國家實驗室的安全？NASA 採用什麼安全措施？FBI 希望看到的下一代科技是什麼？就像，現在希望這個清單能讓我們開始理解為什麼我們花這麼多的時間和金錢，因為有這麼多的機會可以提供幫助。

And if you got your foot in the door, I won't name which, three-letter agency, but multiple calls and they're like, we wouldn't be talking to you if you didn't have your ATO. Like this conversation would be over. So, lots and lots of opportunities, lots and lots and lots of effort.

如果你已經踏入這個行業，我不會說出是哪家機構，但我會多次打電話詢問，他們會說，如果你沒有 ATO，我們就不會和你​​談話。好像這次談話就結束了。所以，有很多很多的機會，需要付出很多很多的努力。

Max asks, when do we think, when we think about the salesforce, where are we at for rep headcount, and where do you expect to be at the end of the year?

馬克斯問道，當我們考慮銷售人員時，我們什麼時候考慮，我們的銷售代表人數在哪裡，以及您預計到年底我們的銷售代表人數會在哪裡？

We typically don't give out kind of headcount by department. I think we have way too small of a team right now, and it would be really smart for us to double or triple it, before the year's out, is probably the cleanest way to answer that.

我們通常不會公佈各部門的員工人數。我認為我們現在的團隊規模太小了，在今年結束前將團隊規模擴大一倍或兩倍才是明智之舉，這可能是回答這個問題最直接的方式。

Greg asks, I saw the road show in Ashburn. Loved it. Seed in, he's a seed investor. Thank you, Greg. And then, Mark, says, I'm connected toward DuPage County Sheriffs. Happy to make a connection. I'd love that, Mark. Okay. Then we have Paul who asks, how many robots are with client base, and what is the growth rate in the near-term?

格雷格問道，我看了阿什本的路演。很喜歡它。種子投資，他是種子投資者。謝謝你，格雷格。然後，馬克說，我與杜佩奇縣警長有聯繫。很高興能建立聯繫。我很樂意，馬克。好的。然後保羅問，有多少機器人擁有客戶群，近期的成長率是多少？

So, our financials oddly are, a couple of comments, and then I'll turn it to Apoorv. Our financials are set up on product and service, and this gets a little confusing. But on the product side, the emergency communication devices are sold outright, and then, there may be a service component of software and maintenance that goes with it, but it's a much smaller portion than the product sale itself.

因此，我們的財務狀況很奇怪，有幾個評論，然後我會把它轉向 Apoorv。我們的財務狀況是根據產品和服務來制定的，這有點令人困惑。但在產品方面，緊急通訊設備是直接出售的，然後，可能會有隨之而來的軟體和維護的服務組件，但它所佔比例比產品銷售本身要小得多。

Under services is all the autonomous security robots, and that includes the hemispheres, the towers, the K3, the K5, and those are, obviously, on a recurring revenue basis. I think if you can, we have not been separating out the autonomous security robots and reporting on them.

服務範圍包括所有自主安全機器人，包括半球、塔、K3、K5，這些顯然都是基於經常性收入的。我想如果可以的話，我們還沒有分離出自主安全機器人並對其進行報告。

In total, the machines in network is nearly 10,000 if you combine all the ECDs and ASRs, and one of the caution, because I've been asked this question multiple times, we need to be very careful with the numbers because a one-time sale of a, I don't know, blue light tower for $13,000 or $15,000 is very different than a hemisphere that gets sold for $7,500 or $11,000 a year or somewhere in there versus a $70,000 robot.

總的來說，如果將所有 ECD 和 ASR 結合起來，網路中的機器數量將接近 10,000 台，需要注意的是，因為我被問過多次這個問題，我們需要非常小心這些數字，因為一次性銷售一台藍光塔的價格（我不知道）為 13,000 美元或 15,000 美元，與左右以 707 美元的價格出售以 15,000 美元，與半半球 10700 美元的半球價值70,000 美元的機器人有很大不同。

So, you can't kind of just use each number and kind of all add up because I've seen people do this, and that's why I'm trying to caution you not to do this, and go, let me just add all these up, assume the same average revenue, and you can't do that because the revenue is as low as, for maybe a call boxes, I don't know, $5,000, $7,000 to as high as some clients, in the $90,000, $100,000 range. So, that's why we kind of don't break it out that way, because folks end up making, really bad assumptions. I don't know. Apoorv, did you want to add anything to that?

所以，你不能只是把每個數字都加起來，因為我見過有人這樣做，所以我想警告你不要這樣做，讓我把這些都加起來，假設相同的平均收入，但你不能這樣做，因為收入可能低到，對於一個電話亭來說，我不知道，5,000 美元、7,000 美元，而對於一些客戶來說，則高達 90,000 美元左右。所以，這就是為什麼我們不以那種方式來分解它，因為人們最終會做出非常糟糕的假設。我不知道。Apoorv，你還想補充什麼嗎？

No. I think you've answered it. Really, the way we think about our growth is machines in network. The ECD side, there's two aspects of this one on the ASR side. It's a subscription model, that the growth is really dependent on our ability to continue to increase that install base.

不。我想你已經回答了。事實上，我們思考成長的方式是網路中的機器。ECD 方面，ASR 方面有兩個面向。這是一種訂閱模式，其成長實際上取決於我們繼續增加安裝基數的能力。

The more, and that's a cumulative process, right? It's slow, slower in terms of speed. But as we get more and more customers on our machines and network, that has kind of this awesome, cumulative impact.

越多，這是一個累積的過程，對嗎？很慢，速度比較慢。但隨著我們的機器和網路擁有越來越多的客戶，這會產生一種令人驚奇的累積影響。

The ECD side is more, today, it's a transactional sale. However, we are continuing to think about ways to add more and more subscription-based services to those communication devices. And I think, you know, right now, it's a 60-40 split between the two. But as that changes or as that shifts, we expect to get more robots out there and continue to get more ECDs out there.

ECD 方面今天更多的是交易銷售。然而，我們正在繼續思考如何為這些通訊設備添加越來越多的基於訂閱的服務。我認為，目前兩者的比例是 60-40。但隨著這種情況的變化或轉變，我們期望獲得更多的機器人並繼續獲得更多的 ECD。

And, again, as you mentioned earlier, Bill, the price points are such that, really, a customer may, go for the ECD first or there are different types of customers, and we continue to, find the right, optimized path, in in going to market.

而且，正如你之前提到的，比爾，價格點是這樣的，實際上，客戶可能會先選擇 ECD，或有不同類型的客戶，我們會繼續尋找正確的、優化的市場路徑。

Alright. Checking the time. Let's do the FedEx version to try to get through the rest of these because I think we're past the top of the hour here.

好吧。查看時間。讓我們使用聯邦快遞版本來嘗試解決剩餘的問題，因為我認為我們已經過了整點了。

Absolutely. Any, big name clients like Fortune 500 in the pipeline to boost credibility and stock value?

絕對地。是否有像財富 500 強這樣的大牌客戶來提升信譽和股票價值？

Cannot comment on that.

對此無法發表評論。

Yes. We have to get their permission. How do the Knightscope K5 robots optimized for security and surveillance compare in market fit and scalability to Optimus? I think we already kind of answered this question.

是的。我們必須得到他們的許可。針對安全性和監控進行最佳化的 Knightscope K5 機器人在市場適應性和可擴展性方面與 Optimus 相比如何？我想我們已經回答了這個問題。

We definitely are open to a partnership. The more humanoids or any type of robotics out there actually helps us because it makes the mass market more, have a high propensity to adopt robotics. So it's all a tailwind for us.

我們絕對願意建立合作關係。更多的類人機器人或任何類型的機器人實際上對我們有幫助，因為它使大眾市場更傾向於採用機器人。所以這對我們來說都是順風。

Yes. The next question is, how is how is it going with the sale in New York City?

是的。下一個問題是，紐約市的銷售情況如何？

Yes. Not so well. And I feel, I'm sympathetic to leaders of major organizations that demand to get x thing done, and then the organization is unable to or unwilling to follow through. We're here for the NYPD and NYC, whenever they're ready with the appropriate budgets and authorities, but it has not gone, well, to be frank.

是的。不太好。我覺得，我很同情那些要求完成某件事但組織卻無法或不願意完成的大型組織的領導者。只要紐約警察局和紐約市準備好適當的預算和權力，我們就會為他們提供幫助，但坦白說，事情還沒有進展。

Yes. Has the time between first contact of a potential client signing a contract been consistent increasing or decreasing compared to, like, say, last year?

是的。與去年相比，潛在客戶首次接觸到簽約之間的時間是否一直在增加或減少？

So I sold the last four ASRs. I might have broke some process rules along the way, but we were minus four days on delivery to order. So, yes, we've improved things significantly.

所以我賣掉了最後四輛 ASR。在此過程中，我可能違反了一些流程規則，但我們的訂單交付時間減少了四天。所以，是的，我們已經取得了顯著的進步。

One, enablers, we don't have a humongous backlog. Remember, some time ago, we were nearly $6 million worth of backlog. Now, we're down to around $2.02 and a half million bucks. Second, the production processes have improved. Third, we tried to get the client experience team involved with the sales team much earlier in the process so that the downstream activities go quicker.

首先，我們沒有大量的積壓工作。記得，不久前，我們已經積壓了價值近 600 萬美元的訂單。現在，我們的損失已降至約 202 萬美元。二是生產流程得到改進。第三，我們嘗試讓客戶體驗團隊更早參與銷售團隊中，以便下游活動更快。

But I think the way to fix this. And what I was mentioning earlier, and Apoorv mentioned, touched that in as well, is to fix this is to get to have enough financial resource, to have enough finished goods inventory, so that we have a month, two, or three months of inventory on hand.

但我想找到解決這個問題的方法。我之前提到過，Apoorv 也提到過，解決這個問題的辦法是擁有足夠的財務資源，擁有足夠的成品庫存，這樣我們手邊就有一個月、兩個月或三個月的庫存。

So, my team hates me for saying this, but we sign on Friday. We should ship the following Friday. Like, why are we sitting around waiting weeks and months on end? But it has significantly improved. Still more to be done.

所以，我的團隊討厭我這麼說，但我們會在周五簽約。我們應該會在下週五出貨。例如，為什麼我們要坐著等待數週甚至數月？但已明顯改善。還有很多工作要做。

Juan Francis bought more shares this morning. Thank you, Francis.

胡安·弗朗西斯 (Juan Francis) 今早購買了更多股票。謝謝你，法蘭西斯。

Thank you, Francis.

謝謝你，法蘭西斯。

And he's looking, he wants to know if we're looking at new verticals.

他正在尋找，他想知道我們是否正在尋找新的垂直領域。

New verticals. I'm going to say, no. We're pretty much the verticals that are on our website are the ones that we're focused on. We got plenty to do. Don't need to be adding more.

新的垂直領域。我要說的是，不。我們網站上的垂直產業基本上就是我們所關注的產業。我們有很多事要做。不需要添加更多。

Robert wants to know when you remove older equipment at your clients and provide them with new upgraded equipment, is this at an expense, meaning Knightscope's expense, or does the client contribute towards upgraded cost?

羅伯特想知道，當您拆除客戶的舊設備並為他們提供新的升級設備時，這是否需要花費，即 Knightscope 的費用，還是客戶需要承擔升級費用？

So, this is a luxury for our clients that have stuck with us for all these years. You're a Knightscope client. You get unlimited software upgrades, firmware upgrades, and at times, hardware upgrades, all on our nickel. So, they're not having to come out of pocket to get the latest, most advanced technologies that they want at their fingertips, and that's part of providing great service and part of the subscription.

因此，對於多年來一直與我們合作的客戶來說，這是一種奢侈。您是 Knightscope 的客戶。您可以獲得無限的軟體升級、韌體升級，有時還有硬體升級，全部由我們承擔。因此，他們不必自掏腰包就能獲得他們想要的最新、最先進的技術，這是提供優質服務的一部分，也是訂閱的一部分。

And to clarify, that's primarily on the ASR side, where a client sign up for the subscription. So, the expectation is that they continue to receive the best of our hardware and software at no extra charge.

需要澄清的是，這主要發生在 ASR 方面，客戶在此註冊訂閱。因此，我們期望他們能夠繼續免費獲得我們最好的硬體和軟體。

Correct. Correct.

正確的。正確的。

Next question is, sorry, there's a, regarding PR, why don't we see reports, news articles of successes, i.e. arrests, reduction in thefts, relating to where Knightscope machines are in use?

下一個問題是，抱歉，關於公關，為什麼我們看不到有關 Knightscope 機器使用情況的成功報道和新聞文章，例如逮捕、減少盜竊？

So, if you go to knightscope.com/crime, you can see what we've legally been allowed to say. This is a massive frustration for the media and for investors. And it comes down to this. Most chief security officers don't want you knowing what they're doing or what they're utilizing for the obvious security reasons.

因此，如果您訪問 knightscope.com/crime，您就可以看到我們在法律上被允許說些什麼。這對媒體和投資者來說是一個巨大的挫折。事情就是這樣。出於明顯的安全原因，大多數首席安全官不想讓你知道他們在做什麼或使用什麼。

Second, if it's a retail establishment, as an example, no one wants to go on camera and say, yes, so there is a couple murders here, and then it's it stopped happening. Like, that doesn't help business, right? So, we're trying to think about clever ways to get around that. One, we started writing, kind of some short stories.

其次，以零售店為例，沒有人願意在鏡頭前說，是的，這裡發生了幾起謀殺案，然後這件事就不再發生了。這對生意沒有幫助，對吧？因此，我們正在嘗試尋找巧妙的方法來解決這個問題。首先，我們開始寫一些短篇小說。

If you go to knightscope.com/chronicles, these are stories, based on what's happened in the real world, but generalized enough so we don't get in trouble with our clients. But I think these these will happen, over time, but that's the root cause as to why they're not happening as quickly as you probably might want.

如果你造訪 knightscope.com/chronicles，你會看到這些故事，它們基於現實世界中發生的事情，但又足夠概括，這樣我們就不會與客戶產生矛盾。但我認為隨著時間的推移，這些都會發生，但這也是它們沒有像你希望的那樣快速發生的根本原因。

Yes. As autonomous robots rely on efficient batteries, how is Knightscope optimizing power systems for the K5 and the K7?

是的。由於自主機器人依賴高效能電池，Knightscope 如何優化 K5 和 K7 的電源系統？

One is, do a thorough analysis on power budgets. So, one of the big fights here is, you want a lot of compute at the edge. You want to be able to do things fast and not be going up into the cloud, but that amount of compute eats a lot of juice.

一是，對電力預算進行徹底的分析。因此，這裡的一個大問題是，你想要在邊緣進行大量的運算。您希望能夠快速完成任務並且不需要進入雲端，但是這種運算量會消耗大量電力。

Kind of gets hungry. You don't want to do all the stuff in the cloud. One, it costs a lot of money. Two, there's a lot of latency going up and down. And then, oh, by the way, going up and down costs a lot of money.

有點餓了。您不想在雲端中完成所有的事情。一是花很多錢。二，上下行延遲很大。然後，哦，順便說一下，上上下下要花很多錢。

So spacing the right chipset is extremely important, and trying to figure out what you run on hat chip is also important, how efficient, and maybe you can parse it. Some of the work gets done at the edge. Some of it that's less time sensitive gets done in the cloud.

因此，選擇正確的晶片組非常重要，並且嘗試弄清楚在晶片上運行什麼也很重要，效率如何，也許您可以解析它。一些工作是在邊緣完成的。一些對時間不太敏感的工作可以在雲端完成。

And then you got to think about the battery technology itself and the patrol schedule. So maybe to be a little technical, not all batteries, charge and discharge in the same kind of it's not a linear curve.

然後你必須考慮電池技術本身和巡邏計劃。所以可能從技術角度來說，並不是所有的電池都是同一種充電和放電方式，也不是線性曲線。

It doesn't, just go this way. So you want to find a part of that curve that's the least damaging to the battery to charge and recharge, and the fastest part, and then you oscillate from that. Let's go oscillate from 65% to 85%. 65% to 85% gets you the most efficient way for us to operate 24/7 because no one wants a robot sitting, you know, charging for eight hours.

不行，就這麼走。因此，您需要找到曲線中對電池充電和再充電損害最小且最快的部分，然後從該部分開始振盪。讓我們在 65% 到 85% 之間波動。 65% 到 85% 可以讓我們以最高效的方式全天候運行，因為沒有人希望機器人坐在那裡充電八個小時。

So we'll, you know, try to charge for 30 minutes and then go patrol for a couple of hours and then come back, and you're kind of topping off the tank. So that's kind of a different way to do the power management.

所以，你知道，我們會嘗試充電 30 分鐘，然後巡邏幾個小時，然後回來，就像在油箱加滿電一樣。這是一種不同的電源管理方式。

But the root cause of it is you got to be very careful. A lot of stuff can eat a lot of energy. Lights, motors, compute, cameras, thermal cameras, et cetera, all eat a lot. So we got to be very efficient.

但根本原因是你必須非常小心。很多東西都會消耗很多能量。燈光、引擎、電腦、攝影機、熱像儀等等，都會消耗大量能源。所以我們必須非常有效率。

I think we're at the end. There was a, Mark has a suggestion on, putting essentially facts and circumstances, to be shared on the website, along with the value prop, and thank you, Mark. We'll review that suggestion and obviously try to continue to provide ways to how we add value to our clients, both internally and externally.

我想我們已經走到盡頭了。馬克有一個建議，將基本事實和情況與價值主張一起放在網站上分享，謝謝你，馬克。我們將審查該建議，並顯然會嘗試繼續提供如何為我們的客戶（包括內部和外部）增加價值的方法。

So, I want to thank Apoorv and the entire Knightscope team for, all the, supporting all the crazy changes we've made, over the last 15 months, but now we're in a much, much better spot. I think physically, emotionally, psychologically, financially, strategically, kind of every which way you want to look at it, things are looking up.

因此，我要感謝 Apoorv 和整個 Knightscope 團隊，感謝他們在過去 15 個月裡對我們所做的所有瘋狂改變的支持，但現在我們的處境好多了。我認為從身體、情緒、心理、財務、策略上，無論從哪個角度來看，事情都在好轉。

And we're also grateful for the thousands of investors that continue to support and back the company, and hopefully, we can have you all out sometime later this year to take some robot selfies and grab a bite and, have some discussions on the future of public safety and, discussing the fact that robots will be everywhere.

我們也感謝數以千計的投資者繼續支持公司，希望今年晚些時候我們可以邀請大家一起來拍一些機器人自拍照、吃點東西，討論一下公共安全的未來，並討論機器人將無處不在的事實。

Alright. We're way over time. Thanks, everyone. Appreciate, all the, kind support, and we're working literally seven days a week, 24/7 for you, and for the country and genuinely appreciate the support.

好吧。我們已經超出時間了。謝謝大家。感謝大家的支持，我們每週七天、每天24小時為您和國家工作，真誠地感謝您的支持。

Thanks everyone.

謝謝大家。

Be good.

做個好人。