Ouster, Inc. (OUST) Earnings Call Transcript & Summary
August 11, 2026
Earnings Call Speaker Segments
Colin Rusch
analystHi, everyone. This is Colin Rusch. I lead the industrial innovation research practice here at Oppenheimer. We're thrilled to have the Ouster team with us today, Ken Gianella, the CFO; and Chen Geng, the SVP of Strategic Finance and Treasurer at Ouster, a long-time veteran of the company. And we may have Angus be able to join us here as well, the CEO.
Colin Rusch
analystBut to get started, guys, can we talk about the fact that you've got 14 consecutive quarters of revenue growth and you're sitting at a $55 million, plus or minus, run rate. As you bring REV8 into the mix, how are you thinking about the impact to revenue and that product transition from REV7 to REV8 and how that's going to start translating through the P&L?
Kenneth Gianella
executiveThank you, Colin, and thanks again for hosting us at the event today. It's been a great day. Q2 was really our first full quarter as a unified platform with the launch of REV8, and we also announced the launch of Stereolabs Nano. It's a camera specifically for the robotics industry. Really pleased with how the quarter performed. When you look ex royalties product-wise, we outperformed in Q2 than we initially anticipated. And our product revenue quarter-over-quarter for Q3 will be sequentially higher in Q3. REV8, been very, very electric, the reception that it's gotten, multimillion-dollar orders already booked, some from new, some from existing customers, a lot of brand-new use cases that it opens up. So the bookings, we've been really pleased with that. And REV8 is still in the early stages of its volume production ramps. So we said on the call that we're looking for that to ramp, really getting to scale in the September time frame as we go through Q3 and then carrying that on to Q4 and into the out years. We expect REV8 to become the core of our sensing platform for the business over the next several years. But as project -- product transitions go, this one is probably the longest tail that the company's had in its history. REV7 was a real workhorse for us. It's built into a lot of existing company production platforms already. So we expect that one to have a long tail and be part of our product suite for a while to come. The key for us looking ahead, though, it's really about continuing to grow the full product suite, continuing to grow the platform, REV8 being a piece -- big part of that. But what you're going to start seeing as that growth and potential inflection is that platform play of bringing in compute in the software for the individual applications over the next few years.
Colin Rusch
analystAnd it raises a good point around the early stages of growth that you guys are in the individual verticals that are seeing real adoption. So the industrial vertical was the biggest contributor this last quarter, was more infrastructure. How should we think about the durability, repeatability and kind of mix shift from vertical to vertical as we go forward and thinking about repeat orders and the consistency of margins as you see slightly different dynamics in each of those verticals?
Kenneth Gianella
executiveRight. Well, I think the one thing we've always talked about is the adoption and cadence is very similar across almost every vertical. You start with a prototype. You move to pilot. You lock in a design win. Then you scale to production. And then once you land and you win that production, you're really expanding and building new use cases at a customer. And so we have several customers that we've been able to demonstrate that with even within the early days. I think the largest thing for us, and just focusing on smart infrastructure for a second, is having that end-to-end play, being able to be no-code turnkey solution, think easy button, for these customers is what we're seeing start to emerge, especially within the Department of Transit areas. For the industrial side, though, it's really about how can you get product to market that's durable and repeatable for the customer and a high quality. And the ruggedness that you need within these environments, especially in the outdoor environments, that's what really sets Ouster apart from the competitors. So I'm not going to make you pick which one we love the best, but if you think about these deployment schedules, you really got to love the industrial side because once they get into that logistical production mode, it really takes off and it smooths out a lot of the lumpiness.
Colin Rusch
analystSo you signed multiple multimillion-dollar orders, right? And so I think I would love to understand the significance of that. Certainly, we've seen a lot of demonstration of the technology integrated into large capital equipment, ton of AV providers as well as some of the DOT applications. But the history of lidar, in some cases, has been around sampling and smaller order sizes and prototypes moving into these larger awards signals something different. I just want to understand that from your perspective and what that means for maturity of the physical AI space and where you sit in that ecosystem.
Kenneth Gianella
executiveWell, where we sit in the ecosystem has significantly changed with the acquisition of Stereolabs and bringing the compute piece to it. So we've moved from a single point provider to expanding to a platform player within physical AI for sensing and perception. So being able to come to these companies and provide them not only just a point lidar solution but be able to offer the compute, the software and the camera, we're already seeing early indications of that really driving us, Colin. As you start looking forward with this, the lidar business is really going to be a big driver of their technology needs because the REV8 brings such a unique component to it that people are starting to build into their platforms and where before you had a lidar that was great and had the right resolution, bringing revolutionary -- speaking of -- it's perfect timing for you, Angus. Speaking of the revolutionary REV8 and the RGB that brings to the table, we're seeing these industrial customers call and want to sign on now because they want to build that as part of their core platform to get that fusion right on the chip. Anything you want to add about the REV8 launch, Angus, and how that does for industrial?
Colin Rusch
analystAngus, before you get started, let me refine the question a little bit. We were just talking about the significance of the larger orders that you guys are receiving. And as you get into answering kind of the significance of that for the physical AI ecosystem, the ecosystem here, I just want to understand a little bit more about why that's so important for folks, right, from a product differentiation and what that enables from a system level, if you could address both of those.
Charles Pacala
executiveYes, absolutely. I mean, so it's important context to remember that we've been shipping a highly competitive REV7 product line for the last 3 years. We are largely regarded as having some of the best lidar sensors, if not, in many cases, for different use cases, the best lidar sensors on the market with REV7 for the past 3 years. That's why we've built such a suite of high-end customers for our history. And so REV8 is taking something that's already really a leadership position and making it, I would say, obvious that there's no other choice by bringing even more performance capability and now RGB into the mix. And so if you've ever done sales, and I do a lot of sales and talking to customers, there's a big difference between a competitive sale and an obvious sale when customers are just asking and they're not even debating or comparing against the competitor. REV7, you compare against a competitor. You think about it. You choose the REV7 because it has superior specs. REV8, it has native color. It's functionally safe. We have long-range hypercapable OS1 Max versions. It's an obvious choice. That doesn't have a comparison at all in the market. And that makes the sale even that much more -- that much faster, that much easier for us and that much kind of -- that much more confident on the customer to actually place that order upfront. So we've seen a series of long-term REV7 customers immediately turn around. They have confidence in Ouster. They see REV8, and they've signed onboard with a major -- multimillion-dollar orders. And just this morning, the Utah DOT is such a great example of this, turned around 160 intersections with OS1 Max REV8 sensors on them. This is a brand-new product, brand-new hardware, brand-new software, and it's not normal for traffic engineers to deploy this kind of technology at scale when it's this new. But they have the confidence because it's built on the Ouster brand, the REV7 reputation, and it's got such obvious benefits with this native color and long-range capability. And that's just one example of a use case with what I would call a conservative kind of customer, not a customer that wants to take any chances on quality and capability, reliability and yet they have the confidence in Ouster. So that's playing out across all of our industrial customers, all our smart infrastructure customers. They're seeing REV8. They know it's got the capability and the quality that Ouster has become known for. And then they seek native color performance, and it just becomes an obvious decision to adopt.
Colin Rusch
analystSo I'd love to just follow up on that RGB discussion. Why is that so hard? How long has it been in the works for you guys? I think that's something that takes some explaining for folks newer to the story, but it's a very, very big deal, and it's very, very hard from what we understand. So I would love to get your perspective on why it's so hard, what's involved and what that enables for you from a leadership and a moat perspective.
Charles Pacala
executiveYes, for sure. And first, I mean, the concept or the definition of what is this native color technology in the first place, so native color lidar is lidar data that has RGB or color information at every point. And the reality is you cannot -- you and I don't perceive the world in just 3D. We also don't perceive the world in just color 2D camera-like imagery. We actually combine depth sensing and color to describe the state of the physical world. You need both channels. And that's why historically, if you're a REV7 customer of Ouster, almost assuredly, you're buying a color camera in the last 3 years to pair with a REV7 lidar because you need both. You need to know that the blinkers are running on the car in front of you and the brake lights have fired and the stop light is green, not red. You get where all those things are with lidar, and you know you don't want to run into them. But you still don't know the state of a lot of those objects without color information. So our customers are already convinced of this fact, and they're already -- they've been buying REV7 lidars with color cameras. Turns out that's not an ideal way to build those systems. The calibration, the synchronization, the capability of today's cameras just isn't quite -- it's not at the -- where it needs to be for you to have hyper-safe, low-latency and incredible performance on the perception capability of these devices. It's much better if you can make one device that did all of it internally at a very, very deep architectural level that provided guarantees on the quality of the [ paired ] output, of the depth and the 3D and the color. And that's what REV8 does. And it's hard because you have to do it right. You have to do it at the lowest level possible, which is at silicon chip level. And so the REV8 has an L4 architecture silicon chip in it that has color and depth sensing combined for the very first time onto a single chip, all using the same optics, that shared optics in front of the silicon chip that's doing nanosecond-level timing, synchronization and calibration of these traditionally 2 different data streams. So it's really powerful. When you see it, it's obvious. This is a black and white TV to color TV transition. You're never going to go back from operating a color lidar once you've started using it. So it's a really big deal, and Ouster has been investing years on it. And now we have this competitive edge because we're the only company in the market actually doing it.
Colin Rusch
analystAnd what do you think that does from a time perspective for you guys to go on sale? If we're making an obvious sale, how long do you think it takes before someone comes along with something that can present itself as even in the same bucket of performance?
Charles Pacala
executiveWell, what's interesting is there have been companies that have said that they're doing a colorized lidar in various forms over the last couple of years. And it's made -- they've kind of been these nonevents. I was just at CES in January, actually, and there was a lidar company saying they had an RGB lidar, and no one cared. And the reason no one cared is because -- the customers didn't care is because it was an afterthought. It was a poorly implemented, nonfunctional or nonuseful kind of cobbled together system, not something that was engineered at the silicon level. So I expect there to be a lot of that kind of thing that happens for the next couple of years as companies try to market the idea of color lidar, but they won't drive the benefits of it because customers are smart. I say you never trick a customer into buying a lidar sensor. All customers are going to test before they buy, and so you can't kind of fake this color capability. And so I think we have multiple years, 2 to 5 years of head start depending on which type of product and which environment we're using it in, a head start because of the silicon lead times associated with doing this correctly. In the meantime, there will be all kinds of press releases with companies claiming they've done it, and it will be irrelevant because it will be kind of a demo prototype system that customers can actually field at scale.
Colin Rusch
analystAwesome. So then just shifting to the sensor fusion and software piece of this, right? That's something you guys have talked about. You've made some acquisitions related to some of the software, but sensor fusion has been historically a critical part of performance for these systems. But obviously, with more information native to the sensor, you can redesign some of that sensor fusion in the computer. Can you talk a little bit about what you've done from an investment perspective around software, sensor fusion and what that means for system simplicity and performance?
Charles Pacala
executiveYes. So sensor fusion is a really nitty-gritty problem that every single customer has to solve. And it involves timing synchronization and understanding where different sensors are pointed and getting all of that data into one reference frame that a machine learning algorithm can parse in a GPU. You have to take all that data from many different sensors, bucket it up properly and give it to machine learning. And the quality of the machine learning output is directly related to how well you do all that fusing of data upfront. That's why native color -- native color just gets to sidestep some of that when we're talking about color camera versus lidar. But it also pertains to when you have multiple lidar sensors or maybe lidar sensors and stereo cameras or monocular cameras, stereo cameras, lidars and inertial measurement units. And so there's a broader ecosystem of sensors that all have to be calibrated, synchronized and fused before you apply algorithms to them. And I think this is a place that Ouster can provide huge value by building that software layer for customers and providing it as part of our SDK and software ecosystem, providing the -- it just works platform of sensor perception and development that no other company has ever tackled. We've done this in a couple of ways, but the big one is that we acquired a company, Stereolabs, just at the beginning of this year, which is a leading provider of stereo cameras. So that's colorized point clouds from stereo cameras and monocular cameras that we can pair with our colorized REV8 point clouds. And Stereolabs has also invested in this SDK, the ZED SDK that has over 10,000 users, something they've built over the last 1.5 decades. And what it does is it fuses the disparate data streams from all these different sensors into one coherent stream that they can then pass the machine learning algorithms. So we have 10,000 customers currently using the ZED SDK. It's doing this exact -- this really difficult technical challenge that every customer needs to solve. And now we're just investing more and more. We're getting REV8 onto the platform. We're building it out to be more robust and rigorous for production environments because I want customers -- I want the heavy equipment manufacturers of the world that are going to put 10,000 construction machines out into the world that have to last for 10 years, I want them running our software and our sensors. And so this is the start of that, that autonomy platform play, which is a major investment for us for the next decade.
Colin Rusch
analystExcellent. And just continuing on that, you guys have deepened the NVIDIA partnership in REV8 to DRIVE and Jetson and dedicated toolkits and drivers for Orin and Thor. How does that reference design position and the kind of the brand compatibility with NVIDIA translate into the sales process and adoption rates for the Ouster platform?
Charles Pacala
executiveYes. The partnership with NVIDIA has been great. We've really expanded our work. I mean REV8 did a couple of things that immediately put us as a key partner for NVIDIA. The first is just ASIL-B automotive safety standards and just safety qualification. So we're an automotive REV8 product line now, and so the NVIDIA DRIVE group is very interested in that aspect because they want automotive-qualified sensors. In the robotics space, we now have all the monocular and stereo and cameras along with the REV8 lidar cameras. So we have the full suite of robotic vision sensors that we can deploy into the NVIDIA robotics ecosystem, JetPack and NVIDIA Isaac. And then there's some other stuff that we can do in the future with smart infrastructure and things like that. But -- so -- we're a great partner because we have all of these sensors. They all work well together, and we're making the investment to make sure that they work in the NVIDIA ecosystems like DRIVE and JetPack. And in some case -- in some ways, it's a similar play to what we're doing internally with our own SDKs to make everything interoperable and a great ecosystem, but some customers are going to want to work in an NVIDIA ecosystem. Some customers are going to work -- want to work in an Ouster ecosystem when it comes to software. Under the hood, it's still Ouster sensors and it's still NVIDIA chips, whether it's our software platform or an NVIDIA DRIVE platform or an NVIDIA JetPack platform. So everyone is kind of winning no matter what. And it's -- and we're just providing a couple of different ways to interface through software, whether it's an Ouster software SDK or an NVIDIA software SDK. So that's part of the broader ecosystem play here. We want customers to have a lot of different options to go build this high-quality software. And we're still, under the hood, the key enabling technology and the hardware and the low-level work that's been put in on the software side on both ecosystems.
Colin Rusch
analystThat's super helpful. So Ken, how are you guys translating that into evidence of pricing margins, durability of cash flow? How are you thinking about that? There's -- maybe this is for both of you guys, but I'll put you on the spot, Ken, and give Angus a minute to catch his breath. That's the real heart of this, right, is the business model that you guys have built and the operating leverage plus the flywheel of amplifying sales here. So how are you thinking about that moat evolving from here and translating into margin?
Kenneth Gianella
executiveWell, I think it's 3 steps. Number one is continuing this rotation into a platform, having the ability to offer customers both the lidar, the camera, the compute and the software to it, that becomes a very sticky and becomes value add versus just selling an individual component. And so continuing that rotation to bring solutions to the marketplace that can help just like we do with BlueCity with a no-code turnkey ITS solution is the perfect example of how we're going to continue to innovate and grow this platform out. I think the second piece is continuing to be diverse in our product portfolio and finding ways that we can continue to go across our verticals with the products and offerings that we have. Not being niche or specific to a specific use case like ADAS or consumer ADAS has really benefited the company and not being price pointed down or being pressured into a point where you have to lower your standards in order to win business. Having a portfolio that can go across all these different use cases has really been invaluable to helping bolster that overall ASP and the value that people can see from our platform. So those 2 things really are the major drivers that we see in the long term. And last but not least is innovation. What Angus didn't say is with the new L4 chip that we released, we have programs and roadmaps we're working on today for next-generation innovation. So continuing that investment in innovation, continuing to broaden our portfolio, not just from new chips but also from form factors that can fit into different use cases using the same base technology, that's something you're going to see us invest in over the next 12 to 24 months that's going to keep that ASP and that margin in a good level.
Colin Rusch
analystExcellent. And then just shifting gears a little bit into the supply chain. Obviously, you guys have been qualified for the Blue UAS. There's a lot of Buy America activity right now, the tariff dynamics. Can you talk a little bit about how you're seeing the supply chain evolve as you start to scale up a little bit more actively and start to see some of these other elements impact the sales process as well as the -- just component availability and pricing?
Kenneth Gianella
executiveWell, I can start with that, Angus. I think number one is having the ability to buy ahead on long lead time parts. The good thing about having visibility in the backlog with your partners is you know what they're looking for, at what quantities they're at. So we've been able to go out in the marketplace and secure enough components to give us visibility, sometimes 18 to 24 months into the future to make sure that we have that inventory on hand. You might have seen, if you look at our balance sheet, it's ticking up a little bit, and that's predominantly because of 2 reasons. One, we're going to continue to invest more in the supply chain. We want to be a provider that can do quick turns with folks, particularly within the Stereolabs business. So you're going to continue to see us invest more in that finished good inventory to be able to supply and meet the market demand pretty quickly. So continuing to invest in the supply chain and the capacity at our CMs is something that we're going to focus on here over the next 12 months.
Colin Rusch
analystAngus, would you talk -- anything that you would supplement around that? I mean obviously it's been...
Charles Pacala
executiveYes, maybe around the strategic aspects with customers, I think, is part of the question you're asking is like things like Blue UAS, which is a certification around the source of our supply chain components, really domestic source or Western partners for sourcing strategic technologies like lidar. So there's been a lot of effort to make us a preferred partner for companies that need a secured supply chain of this -- of lidar. It's been years of effort. We've divested from a Chinese supply chain as one example, which is no small feat. That's why we're able to get a certification like a Blue UAS certification. These aren't just window dressing. This is real effort, and getting the certification was a huge lift. And it's just one that we've been investing in for years at this point. So there's definitely -- when I go into customer conversations now, it's one of the first questions that gets asked, is where are you buying your parts, where are your major suppliers, where are you manufacturing the product, how can I guarantee that I'm going to maintain a supply of this product and you don't have undue risk in your supply chain. So that's -- and part of it's about geopolitics, and part of it is about just like things like semiconductor crunch and continuity of supply and things like that. So we have a world-class operations team and supply chain team that has built very deep partnerships with our critical single-source suppliers. And it's just not something you build overnight. We've been working on this for years. And I think we're way ahead of kind of the average technology company when it comes to this.
Colin Rusch
analystExcellent. Yes. Speaking of derisking, you guys have raised a lot of money in the last 12 months, right? And you put yourself in a fantastic position from a balance sheet perspective and model. You've kind of stayed disciplined on your spending. You've got kind of single-digit -- low single-digit millions of EBITDA losses per quarter, over $450 million of cash after this last transaction. Talk to me about what that does for you from a customer perspective and a planning perspective for the organization as you think about trying to become the -- really being the dominant lidar player in North America and Europe on a go-forward basis.
Charles Pacala
executiveYes. I mean the first thing is we got to this point because we were good stewards of cash, and we're going to continue to be good stewards of cash despite having $450-plus million on the balance sheet. But it is a critical -- it's a selling point when I'm in customer conversations. And a lot of times now these are C-suite level conversations because lidar has become a critical technology for the future of autonomy platforms kind of the world over, and there aren't that many places to buy lidar. Ouster is one of very few companies that a lot of companies are able to source from. So they want to know that we have a long history ahead of us. And this completely removes -- these raises that we did completely remove any kind of financial funding risk from Ouster. We said on the earnings call, we see this as -- we have a fully funded business model. Regardless of kind of what happens or what directions and investments we make in the future, we're fully funded. So that resonates internally. It resonates with investors, and it resonates with customers. It's definitely a strategic selling aspect of what we've done here.
Colin Rusch
analystSo as you guys look at the landscape, the physical AI space is evolving pretty quickly. Where are the biggest risks that you guys are thinking about right now? And where is the most rapid evolution that you're going to have to respond to? I think as folks start to digest the impact of AI and on some of the design cycles, there is some improvement and some kind of just fluff about what's happening here. And so there's, I think, a lot of BS, and then there are some real things that are happening. So curious how you guys are thinking about technology risk and market risk on a go-forward basis and how Ouster is getting ready for that.
Charles Pacala
executiveI -- we diversified fundamentally because it reduced risk -- diversified commercially into our 4 markets: automotive, industrial, smart infrastructure and robotics because it reduces risk. And a lot of the risk is technology risk associated with our customer, a particular type of customer scaling an emerging technology. And when we founded Ouster in 2015, the emerging technology that had risk was robotaxis. And we were smart to diversify into many different verticals. We still sell into robotaxis. And today, we have a great business in our robotaxi, robotrucking customers, but man, was at a longer time line to scale than most people predicted in 2015 other than we were 1 of the few that kind of had a realistic view on this. So -- and that's not to say that there wasn't a lot of revenue generated along the way for things like lidar sensors into robotaxi companies. So I think that there's -- I take that same viewpoint to the current scaling of robotics. Obviously, everything that's happening with advanced robotics is real. It's here to stay. They're going to be humanoid robots doing productive work in our society, guaranteed and already are in some cases. But we have purposely diversified to the point that we don't know the exact trajectory of that scale up a few moments. It's very frothy right now, and people are deploying a lot of that type of robot or building a lot. We're selling a lot of cameras, a lot of lidars into those applications. That's great revenue, but it's also not the only revenue that we generate. We're diversified because no one can predict the way that this set of physical AI robotics is going to progress in kind of fine-grained detail. All I can say is that I know that it's growing very significantly, and Ouster is a core part of it.
Colin Rusch
analystAnd now we're coming to the end here, and we spent a lot of time on technology, which I kind of enjoyed as much as some of the finance pieces. But as we think about a robotic future, right, and the interaction of robots in human environments and human-machine interaction, you guys rolled out, even though there's a lot of attention around RGB elements of the lidar, the functional safety piece of the lidar is a big deal, right, in terms of where risk sits at the product level and who takes this on. And the way you guys explained it to me was just like it's like automatic braking, right, and that sort of functionality. Talk to me about how important that is as folks start to figure out human-machine interaction with these bots and what you bring to the table in terms of facilitating that market adoption and growth.
Charles Pacala
executiveYes, this is a great -- this is somewhat of a subtle part of our strategy or maybe we haven't been communicating enough about how important safety-certified sensors are and safety in general is for physical AI. If you -- a world in which there are millions and millions of these powerful, capable robots in our world is only a good future if those robots are safe. And humans are bad at judging the level of safety required for us to be comfortable with technology. This is not 99% safety. We can't have 1 in 100 robots or -- doing something unsafe falling on your toddler in your home. You can't have 1 in 100 days a robot breaking the dishes in your dishwasher. You can't do this over 1 in 1,000 days if it comes to human safety. It might be, if you ask people, maybe 1 in every 10,000 days across the robot population, you can have a robot doing something mildly unsafe in your home. But not when it comes to your kids. So that maybe 1 in 100,000 robots can do something unsafe every year in someone's home. That's probably the level where most people will accept it. That is vastly beyond where we are today for this technology. And the core -- the path from getting where we are today to getting where we need to be ultimately comes down to -- well, it's many layered, but a core component is certifiable perception, knowing that the world around you that you're sensing is being sensed in a guaranteed, certified way that is "functionally safe" and is correct in kind of all ways and is fault tolerant. And so that's what we're beginning to sell, is certified safety, critical lidar sensors. All REV8s are going to have this option. And it means that you will literally be able to trust your life and the life of everyone around you on the output of Ouster's REV8 lidar products. And that's how we bridge the gap from a robot that works 1 in 100 days to a robot that works 1 in 100,000 days, which is where we need to get. There are many more layers to it, but a really critical and hard part of it is the underlying sensing hardware. And there's a huge amount of value to capture from being a company that gets there and builds a reputation on providing that kind of technology first.
Colin Rusch
analystWell, given the fact that we're just about at time, and that's a very big idea for people to digest and think about how to value that, I think we'll leave it there. Guys, I want to thank you all for your time and your partnership here. We value the working relationship with you guys and are excited about what you're building. For the investors here, please give me a call if you have any questions. We're happy to answer questions or get you in touch with the company as it makes sense. So thanks guys for the afternoon, and we look forward to talking to you soon.
Charles Pacala
executiveAlways a pleasure. Thank you.
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