Ladies and gentlemen, thank you for standing by and welcome to the Lucid Third Quarter 2021 Earnings Conference Call. At this time, all participants are in a listen-only mode. After the speakers presentation, there will be a question-and-answer session. [Operator instructions]. Please be advised. that today's conference is being recorded. [Operator Instructions] I will now like to turn the conference over to your speaker for today, Lauren Sloane, Investor Relations for Lucid. You may begin.

Welcome to Lucid Group's Third Quarter FY2021 Earnings Call. Thank you for joining us today. On the call we have Peter Rawlinson, our CEO and CTO, and Sherry House, our CFO. Our quarterly report on Form 10-Q for the second quarter, ended September 30, 2021, was filed with the SEC and the related earnings press release was issued after close of market earlier today. Both are posted on our website. Before we get started, we want to emphasize that some of the statements on this call, particularly those regarding the future financial performance of the Company, production and delivery volumes, macroeconomic and industry trends, Company initiatives, and other future events are based on the information that we have as of today and include forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are subject to numerous risks, uncertainties, and other factors that could cause actual results to differ from expectations. And we refer you to the cautionary language included in Risk Factors in our quarterly report on Form 10-Q for the quarter ended September 30, 2021, as well as other documents filed or to be filed with the SEC for a fuller discussion of such risks, uncertainties and other factors. Forward-looking statements made during today's call speak only as of the time they are made. And we are under no obligation, and expressively disclaim any obligation, to update, alter, or otherwise revise any forward-looking statements, rather as a result of new information, future events, or otherwise, except as required by law. You're cautioned not to place undue reliance on these forward-looking statements. In addition, management will make reference to non-GAAP financial measures during this call. A discussion of why we use non-GAAP financial measures and information regarding reconciliation of our GAAP versus non-GAAP results is currently available in our earnings press release issued earlier this afternoon, as well as in the investor deck available in the Investor Relations section of our website at ir. lucidmotors.com. And now I'd like to turn the call over to Lucid's CEO and CTO, Peter Rawlinson. Peter, please go ahead.

Thank you, Lauren. We're very excited to welcome stakeholders to Lucid's Inaugural Earnings Call. We've achieved tremendous amounts over the course of 2021 and we are excited to lay out our vision and priorities for the Company. We look forward to continuing to work with investors and analysts to build long-term relationships with our stakeholders. For those of you who are new to Lucid stories, we were originally founded as Ativa back in 2007. At that time, we were focused on advancing our battery technology, logging over 20 million miles in real-world driving data. And armed with everything we learned as Ativa, we then turned our efforts to creating the best car in the world as Lucid. Rethinking from the ground up every single aspect of the vehicle. From design, to engineering, to manufacturing. And the initial results of our efforts is Lucid Air, which carries with it the means to accelerate the adoption of electrification, while redefining luxury in the automotive market. As we continue to bring Lucid Air to market, it's clear that the opportunity we have in front of us is massive because the market opportunity is not just for electric vehicles, it's for vehicles overall. Currently, there's only about 2.5% penetration into the U.S. vehicle market through EVs, and only about 4% penetration into the global vehicle market. We see the luxury car market expanding at an annual rate of about 5% over the next few years, and ultimately reaching over $700 billion of global sales near the middle of this decade. We believe that the growing customer sentiment for electric vehicles, coupled with the government mandates encouraging their adoption, provides significant support for the EV industry overall and for Lucid's position within it. Lucid is uniquely positioned to capture this opportunity driven by our key…

Thank you very much, Peter. I'd like to start by expressing how pleased I am to be speaking to all of you today for Lucid's inaugural earnings call covering the third quarter of 2021. Just 6 months ago, I joined this fantastic team which Peter has assembled, and I've witnessed firsthand what is possible when you put a passionate and persevering team on tasks to set a new standard in vehicle electrification. This has been a very active quarter for the Company, highlighted by external validation of Lucid's many technological and design feeds and even marked by a number of industry first, such as first EV to reach and exceed 500 miles of range on a single charge. On the finance front, on July 23rd, we completed our reverse merger deep back transaction with Churchill Capital Corp Four and our pipe investors to form Lucid Group, Inc. This transaction brought approximately $4.4 billion of net cash on the Lucid's balance sheet. On July 26th, we further raised our public profile and access to capital through our public listing on the Nasdaq as LCID. These events significantly bolstered Lucid's balance sheet and derisk the near-term execution of Lucid's forward plan. This capital will increase the production capacity and vertical integration at our production facilities in Casa Grande, Arizona and support the readiness of our global supply chain. Second, this capital will enable our commercialization and globalization efforts by expanding our studio and service center footprint in planning for the future localization, manufacturing. And finally, this investment will fund R&D efforts to enhance and grow the technological moat that Lucid has established. Specifically, the dollars will advance the development and launch of new variants of the Lucid Air and the Gravity SUV, as well as future vehicle programs and other technologies. I'd…

Thank you. [ Operator Instructions] [ Operator Instructions] Please stand by while we compile the Q&A roster. Our first question comes from the line of John Murphy with Bank of America. Your line is open.

Good evening and good afternoon, everybody, and congrats on your first quarter as a public Company and that that's achievement onto its own. You're dishing everything else are getting done here. First question for you, Peter and maybe Terry. You can try me in on the second part of this. As you think about what you're doing here and the success of the air, and what theoretically will come here with the gravity, 90,000 units capacity by 2023 seems a little bit pedestrian, right? Meaning that your demand may far exceed that. I'm just curious, Peter, as you think about what your volume, goals or aspirations are overtime, if you could elucidate those or just tell us where you're headed, and then also just thinking about, what's going on with the stock, and the availability of low-cost capital. Sherry, would you consider -- and you Peter as well, obviously. [Indiscernible] a greater issuance, sooner rather than later, to raise capital, to maybe accelerate this 90,000 units capacity in 2023. And hopefully maybe grow even faster than what you've been talking about.

Quite an interesting point, John. Right now, we're laser-focused as a Company and the whole management team under my direction, in scaling what we've got. Laser focused on growing the scale towards 20,000 units next year and 50,000. But we're planning on 500,000 units by the end of the decade. We have a plan in place to expand Casa Grande to that level. And we've also got localization of manufacturing. We've got incredible high value in our manufacturing as well because we manufacture the entire technology suite, the battery, the motor, the inverter, the whole electric powertrain, in-house. So we're not just buying in parts here and just having value that way. There's a whole lot of in-built value-add to the cars that we've got. We've got a Casa Grande capacity planned out to 365,000 units. But of course, we also plan probes in other parts of the world, the Middle East and in China, and this is going to be part of our global expansion plan. We're very ambitious in terms of the scope and make no mistake this is a technology play, and this is a technology race. And as a tech Company, it's our technology which we are confident will put us in this preeminent position. But as you know, we designed this technology to be truly mass manufacturable. I think scaling our volume is well within our sights.

And John -- oh, great to have you with us, first. And I can take the second part of your question where you're talking about just balance sheets and also just deployment of capital. We're sitting in a terrific place today with a $4.8 billion as of September 30th. That can get us well through 2022. You're going to see a large CapEx increase happening next year. Actually multiples of CapEx are going to be deployed next year versus this year. So we're already doing that acceleration. And in June, we announced that we were going to be bringing forward $350 million of planned CapEx investments from future periods into the 2021 to 2023 periods, and also increasing overall between 2021 and 2026 by 6% to 7%. So we are going to be, as a Company, accelerate in our ability to deploy CapEx. And if the opportunity presents itself -- you might recall that our prior versions of our motto suggested that, 2024 and beyond that we might start to step down our CapEx but then opportunity is there for continued expansion and we are ready for it. We will certainly go after it. We do think that there is increasing availability of capital to us today, from a lot of different sources. You'll note that we still haven't even taken debt on, though we have the opportunity to provide terrific loan-to-value there if we chose to take on debt and then with the fat price increasing, it gives us a lot of other opportunities as well. We're feeling really good about what we could do, and we feel like we are increasing the Company's ability to deploy capital efficiently and quickly.

And then just a second question, Peter. I mean, obviously with, Air you have a knockout products with best-in-class range. Arguably, one of the best if not the best on the planet. When you think about gravity, that's tough act to follow. We're [Indiscernible] is following that. How do you view gravities differentiation in the market? I mean, presumably if just given the form factor, it's not quite as good a range as air, but what's the real, pun intended, pull for the gravity to the consumer in the market.

So glad you asked me that. We've made a whole bunch of advances with Gravity project. It's very close to my heart. We're getting it ready for production late '23 and I think it's going to be equally as disruptive in the SUV space as Air is in its sedan space. We're going to deploy the space concept, miniaturization of the electric car train, incredible range for its class, and it's going to have 1 or 2 really big dialing, unique features as well. I am super excited about Gravity.

Okay, and then [Indiscernible] sorry, just a housekeeping question, Sherry, how much stock comp was an SG&A and R&D specifically in each line item, if you could just give us that if you have it.

I can tell you across the two was $235 million and yes roughly double what it might have otherwise spend the chip is cumulative effect that I mentioned. It's really related to -- It has like a double trigger and you have to actually have the merger happen before you can put it up on your accounting statements.

Plus the stock is performing very well. So that's always a good a high-class problem to have. Thank you very much, guys. I appreciate it.

Yeah, of course. And it was more, that it's a cumulative stock than it was the stock price to the quote, right?

Okay.

Yeah.

Great. Thank you very much, guys.

Thank you. As a reminder, ladies and gentlemen, we ask you that you limit yourself to one question and one follow-up. Our next question comes from the line of Adam Jonas with Morgan Stanley. Your line is open.

Hi. Good evening, everybody and congrats on the MotorTrend Car of the Year Award. That's incredible. Especially considering it's your first car. So, well done.

Thank you.

Thanks, Peter. I had a question on the delta of reservations from the 13 at the end of the quarter to the over 17 now, can you give us a little -- My understanding is you opened up reservations to international, so I'd be curious what the like-for-like is of North American reservations within that delta. Then maybe within international, how much of a Saudi versus non Saudi or any color that would be helpful.

We don't [Indiscernible] international reservations before we announce the 13,000, also, I mean, the bulk of reservations is our home markets, U.S. and we haven't even opened up the big market and teacher, which is China. But absolutely Saudi is great because it's our biggest market number of reservations, and that's really heartening that the country which is gained its wealth based upon its carbon economy is so forward-looking and sees the efforts in corrective product.

Okay Peter, I'll leave it to you whether you want to disclose that or not, but just for my second question, on your distribution strategy, can you remind us why the advantages of going direct to consumer and why you are not using a franchise model. And I don't believe you're considering using a franchise model, but just wanted to confirm that. Thanks.

That's correct, Devin. Well, I think the important thing here is that we are creating a new brand. It's not just about the product. The product defines the brand, but there's more here than just Lucid Air and a luxury brand. And the consumer experience in the consumer journey is too precious to delegate to third-party. We need to choreograph the consumer's journey through discovery, through intrigue, through purchase and ownership, and how better than to do it directly.

You can also just driving consistency in messaging as well, you're not working with independent franchises and dealerships that it just really allows a lot more control, controlling pricing, there's a lot of benefits that we see in this direct relationship

Thank you, Sherry. Thanks, Peter.

Thank you.

Thank you. Our next question comes from the line of Itay Michaeli with Citi. Your line is open.

Great. Thank you. Hi, everybody. Just a first question. First, going back to the reservation growth up to 17,000. With the momentum you're seeing in reservations, how are you thinking about when to, I guess, more formally unveil gravity and even open up the reservation book there?

Oh gosh. Well, I guess that with all things, in good time. I'd like to have Gravity to a level of greater substance that we can actually show a car, possibly later next year, I would say. But right now, I've got such laser focus on Air. The reservations are growing, increasing. And I'll tell you something else. I'm really particularly happy about the split in those reservations. We've got a really nice blend. I mean, we're sold out of our Dream Edition, as you know. We've expanded that to 520 units to reflect our 520 EPA rating and the growing demand. But we've got a really nice blend of reservations for Grand Touring and Touring until very much reflecting the sort of split that we will manufacture over the next 15 months or so.

In fact, when you look at September 30th numbers, we had talked about the 13,000 reservations and we also had talked about that that reflects an order book and revenues of about 1.3 billion. So you can do the MSRP math from there and it gives you a good sense of where that mix wise and see consumer not over-index some pure, it's just a really nice balance. So we're happy with where it is and we'll keep watching it as we go forward. And we're also going to be enjoying decreasing costs over time and improving margins. And so we feel like we'll be in a really good position as some of these other products not pick up.

That's all. That's very helpful and just maybe secondly, hoping you can update us on your latest thoughts on the Dream drive software strategy and in terms of partners versus what you might look to do in-house?

Our strategy here today has been, of course, key focus on creating the very best electric vehicle in the world with the most advanced electric power train. And endowing that car with core foundations of hardware suite. 32 sensor suite, 14 cameras, with solid-state 120 degree line up, and a whole host of long range radar and closely mixed radar. So that's been the step 1 of the plan. Create the most advanced foundations for the house in terms of the hardware, and have software which is broadly competitive in the marketplace. Now we've achieved that, the next step will be to advance that software. Now, we're planning as a default to do that in-house and we're building the team. But and as you know, I'm very open here in Silicon Valley to potential partnerships in terms of the software but I see that as a potential bonus, I think the default position is going to be, development software now and take that to will cost standard based upon the hardware suite we've got and to develop that in-house.

That's all, it's all very helpful. Thank you.

Thank you.

Thank you. [Operator Instructions]. Our next question comes from the line of Stan Shpetner with Pickering Energy. Your line is open.

Hi, thanks for taking my question and congratulations on a new vehicle launch. Can you speak to, a little bit, of what degree of gross margin variability you have across the different versions of the Air. And how, over time, if you take a point of view, that to drive volumes over time, you'll have a greater proportion of pure sales and how -- what are the implications for that in terms of trend of gross margin as that mix shifts over time?

Yeah, thanks so much for your questions. So we're expecting to have competitive growth margins by the time we reach mid decade. And you're going to see that our gross margins are not going to be there initially because we're activating depreciation expenses, we're training new employees, we're going to be driving efficiency within the manufacturing, arena over the next year, especially year and a half and then you're going to see as the volume increases just gross margins improving overall, is that absorption improves. With respect to your question about how are we thinking about the higher-priced model versus the pure were just in such a unique advantaged position because of our technology. But it's going to need lot to go from -- The tremendous machine of our Dream Edition and still be able to produce with the pure over 400 range -- 400 mile range, as well as of our 500-horsepower. And we can do that while reducing costs by reducing one of our motors, we also can reduce the battery pack and we have a lot of trim features that can be activated or deactivated to basically make up those products exactly to what the customer is seeking. So those are the enablers that we have.

That's absolutely right. Right now, we're using our extraordinary efficiency to achieve range to create a technological tool to force, to define the brand as the range king. But, in the future where we use that technological advance as a commercial enabler, it means that we will be able to provide a car which is competitive with range. We'd be at 300 miles, 400 miles, whatever, but with a commensurately smaller, proportionately smaller battery back than the competition, because our technology is inherently more efficient. And because of that, because the battery pack is the single most expensive item in electric car, this will affect the margin and therefore, it -- have a direct bearing upon our viability -- our commercial viability as a Company.

And the other thing I would just say there too is just -- We have an amazing team. We've got a terrific supply chain team. We've had terrific manufacturing team. They've done it before. They've done it at Audi. And if not just gotten the plants up and running and efficient, they brought the costs down. And all of the experiences coming to bear on our products and our factory and that's another important point that I wanted to make sure I left you with.

I am with you in the factory with cost down going for the future, the car is designed that way.

Thanks. Just to follow up. Earlier you mentioned that you have a fairly balanced order book between the different for versions of the Lucid Air. Can you give us a little bit of a sense of when next year that we could expect to see shipments of the pure to begin?

I think it's in the latter part of next year when fuel comes out. But my impression is pure. I want to get the cost down. I want to fulfill our mission, which is the mass adoption of electric vehicles.

Great. Thank you very much.

Ladies and gentlemen, this concludes our question-and-answer session. I would now like to turn the call back over to Peter for closing remarks.

Thank you so much. As you can see by what we've achieved in Q3 and by future plans, there is a tremendous amount of exciting activity here at Lucid. Supported by our industry-leading technology, our owning going investments in cutting edge manufacturing and the outstanding team we have assembled, we believe there are a sizable opportunities to shareholder value creation ahead of us. I would again like to thank our employees for getting us here. We have a truly unrivaled team. I'm proud of what we have accomplished, and I'm optimistic about the opportunity ahead of us. We look forward to speaking with you regularly and keeping you updated on the progress we're making. We aim to be transparent in our approach and look forward to engaging with you. Thank you so much for joining us here today.

Ladies and gentlemen, this concludes today's conference call. Thank you for your participation. You may now disconnect.