Johnson Controls Fourth Quarter 2026 Earnings Conference Call - JOHNSON CONTROLS INTERNATIONAL PLC

Hello everyone and welcome to the Johnson Controls Q4 2026 Earnings Conference Call. My name is Ryan and I will be coordinating the call today. If you would like to ask a question at the end of the presentation, please use the following method based on how you are joining us today. If you are attending via the webinar, please click the raise hand icon at the bottom of your screen to be added to the question queue. If you are dialing in by phone, please press star followed by five on your telephone keypad. I will now hand the call over to Eric Swanson, VP, Investor Relations, to begin. Eric, please go ahead. Good morning, and thank you for joining Johnson Control's fiscal fourth quarter 2026 earnings conference call. Joining me on the call today are Johnson Controls Chief Executive Officer, Yoakim Wadamanis, and Mark Van Diepenbeck, our Chief Financial Officer. As a reminder, today's discussion will include forward-looking statements that are subject to risks and uncertainties that could cause actual results to differ materially. Please refer to our SEC filings for additional information. We will also reference non-GAAP measures. Reconciliations are included in our earnings release and presentation appendix available on our investor relations website. I will now turn the call over to Joachim. Eric and good morning everyone. This is Eric's first earnings call since joining our investor relations team last month and we're excited to have him on board. I want to start by recognizing Johnson Control's colleagues around the world. Over the last 18 months we've made significant progress toward becoming a more focused thermal technology company growing at a faster rate with more investment capacity and higher profitability. At the end of the day it's our people who bring this strategy to life, combining our technology and deep field and manufacturing expertise to deliver for customers. Their commitment to customers and disciplined execution is reflected in the consistency of our performance. Fiscal 2026 was an important proof point for the framework we introduced at our going to Gamba Day in June. Our differentiated technological capabilities, unmatched field presence, global manufacturing strength and proprietary business system are helping us move with speed win with customers and strengthen performance for the full year we exceeded both our initial fiscal 2026 guidance and the raised outlook we provided during the year organic revenue increased more than eight percent adjusted eps increased 37 percent and adjusted free cash flow conversion was 103 percent We enter fiscal 2027 with momentum and confidence in our ability to continue creating value for customers and shareholders. That confidence is grounded in a business model built around three reinforcing elements. Our strategic pillars focus resources on the most attractive opportunities, including AI and data centers, mission-critical environments, and decarbonization. Our proprietary business system empowers frontline teams, accelerates problem-solving, and drives continuous improvement everywhere in our company. And our economic engine converts those advantages into differentiated customer value, innovation, manufacturing scale, and frontline productivity. The result is a powerful value creation engine that helps our colleagues win and deliver for our customers and grow profitably and compound value over time. These capabilities are increasingly relevant as our priority customers are investing in some of the world's most demanding operating environments to deliver the outcomes they aspire to. This is especially evident across AI and data centers, advanced manufacturing, and biopharma. As customers scale capacity in these verticals, the environments supporting their operations are more heat and energy intensive, need to be controlled within tighter tolerances, and are less tolerant of disruption. our portfolio brings together integrated thermal management and controls with liquid cooling technologies including cooling distribution units and cold plates for data centers we combine subsystem technology developed in-house with the ability to design deliver and service the broader architecture across the thermal chain including controls as data center architectures continue to evolve we see additional opportunity in modular data centers we believe our our differentiated capabilities position us well in this emerging segment and we are investing to win and building a stronger partner ecosystem our collaboration with armada is one example as announced at the nvidia gtc in berlin together we plan to build 500 megawatts of distributed edge compute capacity in 2027 bringing together our thermal management technology engineering capabilities and global manufacturing scale to bring capacity online faster. Our advantage comes from bringing together five areas of expertise. A focused portfolio oriented toward high growth mission critical verticals, proprietary technologies built over the last 150 years, an unmatched global field presence of approximately 50,000 sales solution architects and highly skilled technicians, an emerging manufacturing advantage focused on quality capacity and delivery, and our proprietary business system. These five areas of expertise allow us to solve complex customer challenges with greater speed, create differentiated value, and support sustained profitable growth. We are a global thermal technology leader that is built for this time. With that context, Mark will take you through the financial results in more detail. Thanks Joachim and good morning everyone. We finished the year with strong first quarter results. Organic revenue increased 12% led by strong double-digit growth in Americas and APAC. Systems grew 13% reflecting continuous strength in data centers while service continues to deliver with a solid 8% growth. That top-line growth combined with continued productivity contributed to margin expansion across all three regions america's adjusted segment ebda margin expanded 210 basis points to 22 percent emea expanded 80 basis points to 16.4 percent and apac expanded 110 basis points strong operating performance combined with lower corporate expense drove significant adjusted ebit margin expansion of 300 basis points to 18%, aligning our operating leverage well within range despite much higher growth. Adjusted EPS increased 32% to $1.66. The demand environment also accelerated as we exited the year. Ordered increase 44% driven by continued data center demand along with strong growth across other mission critical verticals including battery and semiconductor manufacturing and large research universities backlog grew 43 to a record 23 billion dollars reflecting sustained demand for differentiated technology and capabilities our operating performance translated to strong cash flow generation supported by the discipline execution and working capital focus embedded in our business system. For the full year, adjusted free cash flow was $3.2 billion, representing a 103% conversion. We ended the year with $600 million of cash, while net debt declined to 1.8 times below our long-term target range. And we returned $2.5 billion to shareholders through share repurchases and dividends this performance provides capacity to invest for growth maintain our investment grade credit profile and return capital to shareholders with customer demand extending well beyond fiscal year 2027 and requirements continuing to scale customers need a partner with the capabilities and willingness to invest alongside them. Joachim will now discuss how we're investing to meet that demand. As Marc said, we see customer demand translating into record backlog, a strong pipeline and increasing visibility into longer-term demand with our largest customers. We're acting decisively on that opportunity, investing ahead to expand capacity and capture a larger portion of the growth in our highest growth markets, while simplifying Johnson Controls to reduce complexity, move faster and increase earnings power both are integral to our value creation plan and reflect a consistent and disciplined approach to capital allocation investing where we see the greatest opportunities for growth while building a simpler more productive company we expect approximately 900 million dollars of capital expenditures in fiscal 2027. this investment puts us in a strong position to capture a larger portion of the growth it is anchored in the demand we see across our backlog and pipeline as well as the longer term requirements we are planning for with our largest customers particularly in our highest growth markets this capital will strengthen our ability to win new business and capture the significant opportunity ahead it will also expand capacity improve lead times delivery and quality enable us to serve customers as their requirements scale our business system is enabling us to add that capacity more efficiently without the productivity and capital efficiency where driving across the company we estimate the capital requirement would have been more than two times higher we are applying that same discipline to our restructuring actions reallocating resources and capacity toward the areas where we see the strongest opportunities for growth while our growth investment is focused on thermal technology our rest structuring actions are concentrated primarily in other parts of our portfolio outside our most technology differentiated mission critical verticals there we are optimizing our manufacturing and warehouse footprint streamlining the functions that support those operations and moving accountability closer to customers we anticipate approximately 400 million dollars of restructuring expense over fiscal 2027 and fiscal 2028 and expect approximately 600 million dollars of gross annualized savings by fiscal 2029. these actions will position us to support the growth we see today and the opportunities ahead additional capacity positions us to capture increasing demand simplification improves speed and accountability and productivity creates room to reinvest expand margins and increase earnings power mark will now review our fiscal 2027 guidance the investments and actions Joachim just outlined position Johnson controls to accelerate growth while maintaining our margin expansion trajectory. Our fiscal year 2027 outlook reflects the strength of the demand environment, the visibility provided by our backlog and continued improvement in execution. For the first quarter, we expect organic revenue growth of 12 to 14 percent, operating leverage of 30 to 35 percent and adjusted EPS of $1.15 to $1 20 cents. For the full year, we expect organic revenue growth of 11% to 12%, ahead of the high single-digit growth in our long-term algorithm. We expect operating leverage of greater than 30% and adjusted EPS of $6.15 to $6,30, at the midpoint that represents 21% EPS growth from fiscal 2026. As we meaningfully increase capital expenditure to support growth, we expect an adjusted free cash flow conversion of approximately 95%. Our ability to maintain such a strong cash flow conversation while increasing investment, investing in restructuring, and increasing manufacturing capacity demonstrate the strength and quality of our earnings and disciplined capital allocation. Operator, we are now ready for questions. We will now begin the question and answer session. As a reminder, to ask a question, please click the raise hand icon at the bottom of your screen if attending via the webinar, or press star followed by five if dialing in by phone. Please also ensure your phone is unmuted locally when preparing to ask your question. We ask you please limit yourselves to one question and one follow up. We'll wait one moment to allow the queue to form. Our first question will come from Amit Mirocha with UBS. Your line is now unmuted. Thanks, operator. Good morning, everybody. Amit. Good morning. Appreciate the question. we can start with backlog and growth, obviously both extremely strong. Maybe you can just talk about your ability to sort of keep growing the backlog as the revenue growth picks up. Do you still expect to sort convert 70, 80% of that over the next 12 months? And I noticed F&S growth sort of perked up in the Americas, which is encouraging to see. Maybe we can just talk about sort of the expectations there as well. Thank you. So we had, good morning, Amit. We had very healthy order entry in the quarter coming off of a prior quarter where the order entry also was very strong. So our backlog continues to grow while our ability to execute and deliver through our manufacturing operations, but also our field teams continues to improve. Our pipelines on it continue to grow. They're very healthy in multiple verticals. Of course, data centers was very strong, but we also have a number of other mission critical verticals that continue to grow here from both pipeline and orders point of view. So we're very confident with the guide that we've given here. And I guess, Mark, just as a follow-up on the incremental margin of 30% plus, and that's obviously consistent with a long-term framework. I understand that obviously there's a need for capacity, but in Investor Day, we talked a lot about this opportunity to create synthetic capacity. And so maybe you can just balance those two. And is there maybe an opportunity to sort of exceed the long-term framework in 27, just given how early we are in the journey of the productivity initiatives? Yeah, so we're already exceeding the long-term algo on the top line, right? We guided that 30-plus percent incremental on a high single-digit long-termal go, which we're seeing a much faster growth now going into fiscal year 27, and yet are maintaining that operating leverage well above 30 percent. um the the the underlying question is you know how much headwinds do we see as we build that that capacity into the factory there there's an opportunity to to accelerate growth and potentially create higher operating leverage in the back end of the year as the the ramp up stabilize a little bit and we get to a better run rate from the infrastructure we've built and of course the business system continues to drive enormous opportunities for us to create that soft or synthetic capacity within the factory, allowing us to really create more output with much, much less capital. As Joachim laid it out in his opening remarks, we think we would have probably have needed about twice as much capital as we were going to need over the next year or so to be able to invest in the growth we're seeing and that continues to increase from our customers. And the 900 million investment in capacity here is obviously in manufacturing, but it's also in innovation as well as investing in digital and AI approaches to continue to, which is part of our proprietary business system, to continue it to drive more productivity and better execution capabilities in our field operations. Got it. Makes sense. Thank you very much. Appreciate it. Thanks, Ahmed. Our next question will come from Nigel Coe with Wolf Research. Your line is now unmuted. Oh, thanks. Good morning, everyone. Not a bad FY26. Congratulations on wrapping that up. I want to go back to the orders and obviously, you know, standard strength in the Americas, good traction elsewhere. But just curious if there's any change in the kind of the contours of the orders. Is this still largely a chiller story or are we starting to see a bigger mix of, I don't know, Modeler or CDUs? Just wondering if there is any change in the mix of orders. Yeah, so what we've been working on in particular in the data center area is to increase our TAM. And as you've heard over the last couple of quarters, we've increased our offering, added CDUs, acquired a Coldplay company that we're now making good progress with several major customers. And in modular data centers, that is not a new product line for us, but with a little bit increased focus here and a little more innovation work, you've been able to read about some of the progress that we've been making here more recently. So, Chiller's is the largest part of our portfolio still, but a good part of our growth is starting to come from these efforts that I outlined here to increase our TAM. So, we're very encouraged about what we're seeing here. No question. And then just coming back to the – it looks like it's a new restructuring program, Mark. the $4 million of expense to yield $600 million of savings by FY29. Number one, just to make sure this is a new program on top of the existing program, and maybe just bring us up to speed in terms of where we are right now on the current program and the sort of savings you expect to realize on the currently. Yeah, so if you look at the existing programs that really came from the diversity of our residential light, commercial, a lot of that program had to do with fixing how we organize and the base cost and the support infrastructure that drive solutions and functional support for customers. And we are very pleased with how that came about. So we had announced about $400 million of expense for $500 million of savings. And we've spent about 85% of that $400 million. And you can see, as it translates into the earnings here this year, the run rate savings is probably $100 to $150 million above that original $500 million target. So the outcome and the speed at which we generate the savings ended up, A, being much faster on the old program, but also being much higher. As we looked at more opportunity to simply find a portfolio, we clearly saw the opportunity to simplify the part of the portfolio that is less geared toward the mission-critical and data center, and simplify a little bit our logistics and manufacturing footprint, which hasn't been touched as part of your original program. And so that new program, we expect, will have maybe a little longer lead time the original program less low-hanging fruits uh but i think it will bear probably uh as good of the level of return as as the first program did and we're we're very excited about the opportunity to further simplify our infrastructure our next question will come from steve tessa with Wells Fargo. Your line is now unmuted. Hi, good morning. Good morning, Steve. Hey, Steve from Wells Farga. Just on the earnings bridge for 27, I think you break out mix and things like that. You mentioned the savings this year. Can you maybe give us a little bit of color on mix, price cost, and then any kind of savings you have flowing through just to help decompose a little bit the margin yeah the the so so i'll get past the divestiture item that we put on that bridge but clearly the year was really supported by the accelerated growth uh that we saw mostly in system and that's our our chiller output revenue that that came about um because of the efforts we did from a business system standpoint we saw a lot of productivity. The mix uplift we saw really had to do with the different mixes of businesses that generated that incremental revenue. So less the traditional fire and security business and more of the higher end margin chiller where we differentiate more and we have the ability to really deploy your technological advantage and that created a gross margin lift. Now But transparently, service was a slight drag into that internal mix. But if you net all of that out, it's really focusing and orienting our growth opportunity against end market where we can differentiate and provide solution for the customer that they're willing to pay for. Okay. And you're price-cost positive? We are price-coast positive for the year. You know, there was a lot of inflation on both material and a little bit on raw. You can see that while we maintain price-cost positivity, the incremental price we got on top of inflation does not fully translate into the same margin rate. Said differently, we don't get exactly the 37% gross margin rate we have. on our recovery on inflation, but we're absolutely price-cost positive. It's just slightly margin dilutive for the year. Okay, thanks a lot. Appreciate it. Our next question will come from Scott Davis with Milius Research. Your line is now unmuted. Hey. Hey, good morning, guys, and congrats on a great year. Hey, just quick to clarify on Steve's question. Do you need more price in 27 to be price-cost positive? No, we are price-cost positive in 26, and we will be price cost positive in 27. We don't need more relative price. My point, Scott, was if you get 100 points of price and you have a cost increase of 80, your price goes positive by 20, but that 20 is less than your normal 37% in our case, gross margin rate. And so, yes, ideally, I'd always love more price, but we want to remain competitive in the way we play in the market. Andso, we'll continue to act as good guardian of our shareholders' money and price way higher than what we see in inflation. But our ability to maintain from an inflationary standpoint, the entirety of the gross margin rate of the enterprise at time will become challenged. Okay, that's helpful. And then are you guys done with 80-20 in fire security? And I don't mean that, well, growth reaccelerated. So are we kind of, have we anniversary the tougher kind of comps there on 80- 20 or was growth itself just that much stronger? well you know when it comes to the the business system that you know we are have built and are deploying um you know that's a multi-year journey so you know it's to some respect that it's the good news that you're never done because there's always more opportunity um i think what we're seeing is uh to go back to the performance of some of those businesses is that as a result of leveraging our business system. But also, as a result of some org changes we made a couple quarters ago, where we have decentralized decision-making and empowered frontline general managers with a broader scope of responsibility, being able to influence the customer end-to-end, I think we're starting to see the early benefits of that. So I'm very encouraged and expect to see more here going forward. Makes sense. Congrats again, guys. I'll pass it on. Thank you. Thanks, sir. Our next question will come from Joe Ritchie with Goldman Sachs. Your line is now unmuted. Thank you. Good morning, guys. And I echo everybody's congratulations on a great year. The first question I have is really just around the backlog conversion. So your guidance implies roughly around $3 billion in incremental revenue in FY27 versus FY26. Obviously, backlog is up $8 billion. What I'm trying to understand is just, you know, is it just the nature of the projects that you're booking? and when those projects are expected to deliver? And is there, you know, potential, you know, upside to Ahmed's question from earlier around, like, synthetic capacity to be able to deliver more of your backlog in FY27 than what's implied in your guidance? Yeah, no fair question, Joe. The $23 billion backlog we've not accumulated over the past year, that really provides us very clear visibility into the growth for 27 and is fully embedded in how we've outlooked the 11% to 12% organic revenue growth for the years. We still anticipate 70% to 80% of that backlog to convert into revenue over the next 12 months. That's not something that has changed. And the remainder of that balance would extend beyond fiscal year 27. The primary constraint really is not demand. The demand continues to accumulate and the mix of project is not materially changing. But in some case, we see customer that continues to face power and some electrical infrastructure limitation. That influences their commitment on when they want to take delivery and the project timing and simply the schedule of how that will all unfold. But we are very confident that we are going to continue to build a backlog and continue to build capacity to accelerate growth. That's great, Mark. And then I guess just my follow-on question, maybe just on that capacity, you know, you guys talked about this ability to create synthetic capacity. I'm just curious, has given the demand environment remained so strong. Is there a point where this capital efficient approach that you guys have maybe requires additional hard capex, or do you feel like you've got good line of sight for the next couple of years? I think we have pretty good line of sight. I will back that up with what many of you who participated in our Go to Gemba Day in June, where we showed an example of how we had taken a part of a factory and quadrupled the capacity without adding headcount, capital, and actually had reduced the number of space needed. So there are still many opportunities like that available to us. So our capacity expansion going forward is going to continue to be less capital intensive than in the past. Our next question will come from Andrew Obin with Bank of America. Your line is now unmuted. Yes, good morning. Morning, Andrew. Good morning, how are you? Can you just talk about what's happening in just HVAC supply chain, specifically I'm thinking silent air, a lot of headlines, a lot of concerns. You seem to have been able to deal with it well. Where are we? What does it look like into next quarter? And what are your assumptions into next year? And how are you managing it? Well, so first of all, thanks for that question. So first of all, as you heard also from at the Go to Gemba Day, and those materials, for those of you who weren't there, are on our website. So our vertical integration here is really a significant advantage in a high-demand environment that we're living in right now. And you'll recall we talked about for chillers for example you know the the the chillers really five key subsystems and we own not just a proprietary technological know-how but also control the cogs so we manufacture the five subsystemS and are quite vertically integrated and we we of course but we're not vertically integrated on everything so we continue to look at you know what would make sense economically to do more in-house to reduce the dependency on potential shortages from a variety of vendors. And included in that is also looking at potential acquisitions of, I think of them more as surgical acquisitions, bolt-on acquisitions to help protect our supply chain here. But so far, our teams are executing very well. So even though there are the odd issues, which there always are and manufacturing were able to execute pretty well here as you see from the results. Thank you. And then just maybe a more technical question. Given your relationship with Armada, how does the modular product flow through your P&L? How should we think about it? Because you sort of, you know, you said about capacity additions, do we just assume all of this revenue flows through P&l at margin or how should we thing about modeling it? Thank you Yeah, so the way that flows through is all silent there. So our relationship with Armada is we are really the infrastructure provider of those containerized modular hedge compute sovereign AI pods. As you know, we are very proud of having been now qualified for the new NVIDIA program. And we announced that plan to ramp up 500 megawatt with them. armada has the entirety of the software layer and distributed application that goes through that compute and we take care and revenue in our pnl over the next 12 18 months everything that has to do with the the equipment and and those containerized modular modular data center and so we're very excited about that opportunity the growth it represents we think that market will continue to uh uh to to evolve um and it will continue to evolve to the positive as you know some of the political environment and the uncertainty around logistic and location and the need to accelerate the speed to uh to compute will will continue to be a critical item for our customers and our tam our dollars per megawatt if you will is higher in this kind of business than in most other parts of the data center business that I'm talking about per megawatt now. And so you should think about those modular data centers as having pretty much everything we develop and own included in it. our next question will come from nicole de blas with deutsch bank your line is now on you yeah thanks yeah thanks good morning guys hey nico can we just talk a little bit about what you're seeing with respect to the middle east and what you've baked in for the middle east within the in the outlook for 2027 so the middle east was was challenged in in 2026 um but uh you know over the last couple of quarters that it would seem like you know some customers have figured out how to live with uh the the uncertainty of of the environment and uh and therefore we are projecting a a slight improvement in what we expect from that region. But of course, there's still a lot of uncertainty around what's going to happen there. So we're not back to where we were before the uncertainties. Okay, understood. And then with respect to the global intrusion announcement yesterday, is it possible to size that business in terms of the total divestitures divestitures that you guys have been considering that you've disclosed and any update on, you know, the progress for, or the timeline for additional divestiture? Yeah. So first that intrusion business, if you remember, it's a residential, very light commercial type of business. As you know, those are two end market that we've really decided were non-core for what GCI does and really not aligned with our mission critical approach. We anticipate to close that transaction towards the end of the second quarter of 27. That transaction will be slightly dilutive. Think about 15 cents on an annualized basis once it's closed. So for the balance of fiscal year 27, it won't be highly material as we look into it. But depending on the timing, we'll keep you posted. The annual revenue of that business is right around half a billion dollars. And then, Nico, we continue to work on our overall portfolio. And the overarching goal here is, of course, to create shareholder value. And so there is more work going on and we'll keep you posted. But meanwhile, of curse, as per the other question that was asked, we're making sure that we continue to execute better across the portfolio. Our next question will come from Noah K. with Oppenheimer. Your line is now unmuted. Noah K.: Yeah, thank you. So your comment earlier about the productivity of the CapEx you're adding and how would it have been twice as high were it not for the business system, I wonder if we could put some additional parameters around that. Is there a way to think about the revenue capacity that this investment is bringing? Because I think it would be a good measure of your capital efficiency here and obviously help us understand some of the longer-term growth possibilities. The goal is to keep up with the demand as we see it coming from the mission-critical vertical like data center, meaning the goal is to keep up for a longer period of time with double-digit growth demand in terms of revenue opportunity. Doesn't mean we'll be a double-digit growth company for forever, but it means that the objective of the build-up of our infrastructure in 27 and in 28 is to maintain that double- digit trajectory and capture as much as we can of the opportunity as we see it and maintain that leadership position in those critical domain that JCI has been operating in. And keep in mind, again, that the $900 million, of course, manufacturing is an important part of that. But as I've mentioned before, there's an important part of innovation investments in there as well to accelerate the rate, the speed and rate of innovation to further our competitive advantage, capitalize on 150 years of technological know-how that we built up. And then there's also a chunk of investment related to basically think of it as productivity in the field that will enable our, with AI and digital approaches and tools, enable our field to serve and win more customers. Thank you both. A question on some of the regional orders dynamics. I think it's striking that America is so robust this quarter. But when we look at the pipelines and where we're seeing inflection in pipeline growth, you know, one could argue that EMEA and APAC are perhaps seeing more Excel at this point. I'm curious to know if you see that in your pipeline as well and how you think about the implications for orders growth from, you Know, here moving into the next several quarters. so our pipelines continue to to grow at a nice rate in all three regions now having said that the um some of the secular drivers around data centers uh semi-con you know those two verticals that really are related to the world's uh desire and need for more compute the drivers are much stronger in the united states and asia pacific and by the way in asia Pacific, they have strengthened in a very nice way here over the last couple of quarters. Europe is just simply a little bit earlier in its journey when it comes to all things compute, but we expect that to hopefully change here overthe next year. Beyond those verticals, there are healthy pipeline growth in, for example, biopharma, But also defense for the obvious reasons you can read, you know, in the paper every day what's going on in the world, right? And so the mix of what's happening in the pipelines is a little bit different by region here. But generally, pipelines are growing very nicely in every region. Our next question will come from Jeffrey Sprague with Vertical Research. Please unmute your line and ask your question. Thank you. Good morning, everyone. Hey, Jeff. Hey, couldn't stay away, guys. Hope you're doing well. Just coming back to backlog and conversion, I know there's been a couple questions on this, but the fundamental principle of the backlog you share with us, I believe, is backlog that you can deliver within the next 12 months. Obviously, what you can delivery and what the customer can accept are maybe two different things, which gets us to maybe that 70% to 80%. But one to confirm, that's fundamentally correct. The backlog is, you know, technically deliverable within 12 months. And then so maybe you could, if that's so, then, you know, the numbers do suggest, you know, fairly significant revenue upside relative to your guide, and it obviously is an initial guide. We get that. But maybe just kind of talk about maybe those customer bottlenecks. Are they getting more significant? what role you could maybe play in helping untangle some of this stuff and just any other perspective on that sort of broader question. Yeah, so as I mentioned earlier, the primary constraint is really not demand. And yes, the definition as you laid it out is exactly what it is. Unconstrained supply, unconstrained demand, we could deliver the entirety of that backlog in the next 12 months. Doesn't mean that our customer will be able to and in some cases the customer continue to face the same problem as they have historically i wouldn't say not at a faster pace so dynamically the market isn't changing the location maybe in some of those data center is moving a little bit around but we don't see really a slowdown or more difficulty from a customer standpoint to accept the orders. But your point stands. If some of those constraints simplify or loosen up a little bit over the next 12 months, our ability to unfold more of the backlog quicker is absolutely an opportunity. And as you said, 11% to 12% is where we see the year coming in. Should the market evolve a little differently, we could potentially do better. And then maybe since we're near the tail end of the call and we've covered a lot of ground, I'll just throw a modeling knit at you, Mark. Just kind of the movement in ORP and AMORT looks a little odd, dropping down the way it did in Q4 and then back up in Q1. Can you just provide a little color on what's going on there? Yeah, the AMORT coming down was just part of the normal amortization schedule. And when you see it coming back up, it's associated with the transaction we did on alloy That increase in the quarter, the amortization expense, as you know, new acquisitions, especially technology capability acquisition, will come sometimes with a little bit more amort than you normally do. But those are for the good reason, and we're really excited about the opportunity that Allure brings from a heat exchanger differentiation as well as our entry into the cold plate market and differentiated CDO opportunities. Our next question will come from Varun Govindaraj with Bernstein. Your line is now unmuted. Morning, everyone. Thanks for the question. Every few months, you know, there's always this scare that, hey, chillers are going away. At GTC in Berlin, Nvidia put out another video showing that. Clearly, it's not reflecting in your strong order numbers, but, you know, are you hearing anything at all from customers indicating a shift away from chillers? And just as you plan for this over the longer run, how are you thinking of managing that risk away? Thank you for the question. I think lots have been written on that topic by many on this call. I think there will be some situations over time where on the margin, perhaps one or two fewer chillers will be needed. But by and large, you know, customers are designing data centers with redundancy and designing them for operating at a certain peak conditions, which even though you think you may be able to reduce the number of chillers in practice, in reality, that's not how they're being designed, at least not yet with less chillers, that is. Now, regardless of that, as I mentioned before, our strategy in the data center market is to continue to increase our TAM per megawatt. And we're doing that through a number of ways. But if I talk about two approaches, one is, and we've talked about this before, one is simply approaching our strategy as to win in the overall thermal architecture of the entire data center to be able to reduce the amount of energy used for even higher capacity and more rapid response cooling. And we're doing that by adding, have been adding capabilities in CDUs, in cold plates, and in controls. And there's more to come, and we'll be announcing more here in the next couple of quarters. So that's one way to increase the TAM and help our customers basically design and operate much more efficient data centers. And then the second thing, which we talked about earlier on this call, is really the modular segment that we have been in for a number of years but that we've decided to double down on because we think the opportunity is very, very compelling here in the near and medium term. And there again, as I alluded to, you know, our TAM per megawatt is even higher than in the larger gigawatt data centers. Got it. Thanks, Okim. And then as a quick, you known, chiller-related follow-up, are you seeing anything happen in the mix between air-cooled and water-cool units, just with, you knows, this whole narrative around water conservation? Whatever you can share qualitatively. The mix has not changed materially recently. And as you know, almost all of the data centers that are being built today have closed loop water cooling systems and can consume much, much less than your local golf course. And so I think this water consumption point is something many of our customers are addressing now with the general public through their ramping PR agencies here. It's quite frankly old news and not the way data centers have been designed for a long time. Our next question will come from Brett Lindsay with Mizuho. Your line is now unmuted. Hey, good morning, all. Hey, I wanted to follow up on the pipeline, the CDU and then the incremental business on cold plates. I guess as we look at that billion dollar pipeline, how much of that is already converted into orders, firm orders here? And then thinking about as that new capacity comes online, how many of those orders are going to be converted? How much is effectively spoken for versus really dependent on future order conversion? Only a small portion of that billion-plus-dollar pipeline is converting to date, so there's a lot of upside opportunity, and we continue to see that pipeline growing. We are ramping up capacity for CDU in all three regions. That capacity is mostly spoken for as we look at it, but part of the investment we're making, the $900 million of CapEx, has to do with ramping up that capacity at speed to reduce our lead time and have the opportunity to accelerate the order rate for a very differentiated CDU product offering. And then in general, on capacity, let me share a little bit, you know, the types of discussions I'm having with some of our larger customers, which basically is along the following lines. You know, we have over the last year staffed up with an incredibly strong manufacturing and operations team, which is why and they're helping us deploy the business system to create capacity through lean manufacturing. But they're also very strong and experienced at standing up new capacity, as we continue to do. and we've talked about on this call, we're able to, for many of our product lines, stand up new plant, physical plant capacity within 12 months. And with the lean manufacturing, the business system, we'reable to create meaningful capacity within quarters in addition to what we get with the hard capacity that we create. many of our customers take more than a year to build the data center, right? So they are ordering in some cases up to a year ahead of when they need the actual equipment. So we're trying to create a situation here, and I think we're there, where we have flexibility on creating capacity faster than the demand requires it. And so we're trying to create a bit of a business model change, which we believe is going to be part of many aspects of our differentiation. Yeah, I appreciate that. And then just a quick follow-up on service and specifically the attachment rate. So very strong growth in systems, service obviously strong, but the rate of growth, not the same level. What really explains that? I guess, is it duration or is there resource allocation? Maybe just talk about the uptake in your attachment rate trends. Well, so we're in many different service businesses, right? You've got HVAC, you have FHIR, you've got security. And within those businesses, there are different service games, So you can't really generalize. We've spoken about in prior quarters where the growth has been more subdued, in particular in our security part of the portfolio, service and security portfolio, where we have done work to look at what kind of contracts we want to be involved in, the growth run rate and the profitability of those. And as we're repositioning a little bit in the service side of the security service side of the business, we're still seeing a little bit of subdued growth there, but it's starting to pick up. But as we've said in prior quarters, we still probably have another one or two quarters ahead before we're on the other side of that. So the security services business is the one that has the biggest opportunity here. Our next question will come from Toby Acquara from Morgan Stanley. Your line is now unmuted. Hi, thank you. Congrats on the great quarter. I just wanted to follow up on some of the service questions and specifically in data center. I guess as the business mixes more towards data center, does that change the service opportunity long term at all? Or how do you kind of think about that? Yes, it will. And obviously, the system's growth is very, very healthy. And the attachment rates in the data center world are higher than fleet average. So over time, that will benefit us. And we believe that our field footprint is one of the industry's largest. And as we're deploying our business system, and as many of you who visited us on the go again, but I could see we're not just improving our ability to productize and sell services, but we're also improving ourability to execute on those services more productively. So we believe there's both an overtime, a top-line acceleration opportunity, but also a very nice margin opportunity here. Thank you. And then following up on some of the international questions, I guess outside of Middle East, how did the growth look in Europe there? And what would you need to see in the market to see acceleration and a catch up to the growth that we've seen in America as an APEC? Yeah, so first of all, I think it's important to understand that our business mix is quite different in Europe than in the other two regions. So we're much heavier on fire and security in Europe, but building our presence on thermal management meaning hvac and control so oh and that's where the investments are are going in in in europe uh as you heard the market in europe for data centers and semicon um is in earlier stages than it is in the united states and asia pac but uh i think that over the next few years we're going to see a significant pickup on that and we're positioning ourselves to be ready for that This concludes our Q&A session. I will now hand the call back to Joachim Wiedemannis for any closing comments. Thank you all for joining us today. So we exit fiscal 2026 with great momentum, record backlog, and clear visibility into the year ahead. Our differentiated technological capabilities, our unmatched field presence, and proprietary business system positions us to support customers as their requirements continue to scale and to create increasing value for our shareholders. I want to thank our more than 90,000 colleagues around the world for their commitment to our customers and for continuing to raise the standard of execution across Johnson Controls. Thank you for joining us today. This now concludes today's call. Thank you all for joining. You may now disconnect your lines.