All right.
Welcome back, Mark.
Thank you. Technical difficulties. Are we live? Are we rolling here?
We are live and rolling. Yes.
Excellent. Well, in that case, I want to welcome everybody to Arcimoto's First Stakeholder Webinar of 2022. We're going to start with a short recap video from the Ramp It Up factory opening event that we held last month. We'll share some short remarks, introduce one of the new members of our executive team, and then open the forum to questions from our guest analysts and stakeholders on the Say platform. If you have not seen the full Ramp It Up presentation, I encourage you to watch it at your leisure. There's more good stuff, including doors and a bunch of different technology advances that this recap doesn't have time for. Okay, with that, here we go.
I would encourage all of the panelists and other participants to make sure you're muted until we're up and running. Fritz, if you can enable screen share, that'd be great.
You should be good.
I see it. Oh, I'm going to do that again.
Always remember to click the buttons.
There we go. Am I coming through? All right, here we go. We are going to go into the new Building A of the ramp. Come on in, folks.
Ladies and gentlemen, the Founder and President of Arcimoto, Mark Frohnmayer.
We are Arcimoto. We make the best electric three-wheelers in the world for a purpose. Now it's time to RAMP IT UP. Welcome to the RAMP. In 2020, we laid out the big, hairy, audacious goal of opening a new factory by the end of this year that once at full capacity would be able to build a targeted 50,000 vehicles per year and provide the template for global replication. One bit of housekeeping. Arcimoto is a public company with a publication. So, before I go further, I'd like to draw your attention to our safe harbor disclaimer.
We took possession of this facility in Q4 of last year and transformed it at light speed, reconditioning Building A, where we are now, moving the assembly line over from the campus, and booting up our automated plastics line and new machine shop by the middle of the first quarter.
In spite of a global pandemic, Arcimoto doubled year-over-year production in 2020 and tripled production in 2021. Even considering downtime due to the transition to our new facility and validation of new battery cells, we plan to triple production again this year, after which we take the big steps up. The foundation of every Arcimoto we build today, the root of our many shots on goal product strategy, is our unique ultra-efficient EV platform that packs an incredible ride, outsized carrying capacity, and flexibility for a wide range of daily trips in a right-sized human scale footprint.
All of our products, the Fun Utility Vehicle for everyday driving, rideshare, and rentals, the Deliverator for last-mile delivery, the Flatbed for general fleet utility, the Rapid Responder for emergency services, the Roadster, pure on-road fun machine, and the Cameo for filming and events, are largely the same, sharing the same production line, parts, the economy of scale. The key to scaling Arcimoto to mass production, therefore, first and foremost, is to make the platform itself more scalable.
At our factory opening event earlier this year, we showed the first computer renderings of 1.X, Arcimoto's refined platform design, the ongoing development effort of Arcimoto and its critical industry partners. Featuring both mechanical refinements and major simplifications in the electrical system, 1.X will unlock the big steps up in scale. We're aiming for a 7x increase in production next year and maximum output for the facility in 2025.
As we accelerate our push to scale, we are also accelerating the growth of our market presence. The FUV and the Roadster continue to receive rave reviews from demo riders and journalists alike, adding confirmation to our belief that Arcimoto delivers the most joyful ride experience of any vehicle on the road. In order to maximize the number of people who get to enjoy our unique ride and drive exposure for the Arcimoto brand, we're investing most in our demo rental program.
Our long-term goal of turning that first-time new user experience of a vehicle into a profit center for the company instead of a cost sink. Late last year, we began earmarking a significant portion of our limited production output into this program, and we plan to accelerate that this year.
For our commercial and government fleet options, early trials of the Deliverator, Flatbed, and Rapid Responder have provided invaluable feedback as we aim for volume production of these products. At our ramp launch, we gave the first sneak peek at the Smokejumper initiative, a rapid response first on the scene Arcimoto, augmented with a firefighting technology portfolio that uses significantly less fluid to extinguish blazes. We are now working with ecosystem players to flesh out the full suite of offerings, including leasing options and broad service to provide turnkey solutions for fleet adoption.
As we look forward, we see the platform itself becoming a key standalone part of the portfolio. We aim to make the platform accessible to a wide array of users, other vehicle makers, schools and research institutions, and EV enthusiasts. This Arcimoto platform initiative will be a true hardware API for sustainable mobility.
At our Ramp It Up event, we announced that Faction, a Bay Area driverless vehicle endeavor, is our first API partner, as we jointly demonstrated Faction's driverless delivery vehicle prototype publicly for the first time. All of this is phase 1 of the ramp expansion plan. Phase 2, starting next year, is the next step.
This will include a new logistics hub on the site, the reconditioning of Building D, lay-in of the automated assembly line we've been designing with Munro and team, as well as an extensive tool-up of key parts of the chassis and body that we believe will allow us to achieve maximum unit throughput on this site in 2025 and launch the RoboValet mass market consumer endgame we started teasing last year.
Now, the conventional wisdom in the electric car space is that the shift to clean transportation is constrained by raw materials, the precious, extractive, highly refined metals and rare earths in the battery and the EV drivetrain. Let's unpack that. It became public earlier this year that GM's new electric Hummer EV clocks in at a whopping 9,063 lbs. That's enough material to build two Model Ys. If we hit our 1.x targets, it will be enough to build eight Fun Utility Vehicles.
If we truly want to move to a sustainable transportation system, we do, so electrification of the drivetrain is only one part of the solution. Right-sizing the footprint is equally critical. While an 8x improvement over GM's flagship is a good start, we believe we can push the envelope way further.
In order to take the next order of magnitude leap in terms of efficiency, size, and use of materials on a three-wheeler while maintaining stability, it needs to lean. In early 2021, Arcimoto acquired Tilting Motor Works and its world-class tilting trike technology portfolio. At Ramp It Up earlier this year, we showed the true fruits of this collaboration for the very first time, Arcimoto's Mean Lean Machine.
The feeling of riding it is very natural, just like a bicycle. You have an enormous amount of stability at high speed and at low speed. A lot of this is imported from the Tilting Motor Works suspension. Each wheel is equipped with a high-torque hub motor. Torque vectoring will allow us to deliver the exact amount of braking force or driving force that each wheel needs as the vehicle adapts to the conditions of the road.
This will provide greater stability, shorter stopping distance, better turn, and better acceleration. In terms of traction, your front wheel traction is incredible. I've ridden it on gravel, on wet roads, on bumpy stuff. It slithers out everything. You kind of forget that the world is slippery and bumpy, and the feel of pedaling this thing is extraordinary. Notice the handlebars. There's nothing on them. There's no shifter, no throttle. I don't have to shift. I don't have to think about throttle inputs. I just pedal, and it goes.
The pedal generator is putting useful energy into the drivetrain. It can also be used in stationary mode to recharge the battery without moving the trike. Its ergonomics, it's stable. There's no learning curve. This is a version three prototype. The final model will have a battery package insert. Drivetrain will be compact and enclosed.
There will be options for a double seater, so you can have a passenger and flip-down footpegs. The team at Arcimoto is super excited to bring this to market and deliver an excellent product unlike anything you've ridden before.
The MLM will be an e-bike class vehicle like no other, including features never before seen in a vehicle of this class. At the heart of the MLM is a new technology platform we call Micro Future Drive, which includes Arcimoto's new cylindrical cell battery design and co-packaged electronics suitable for a wide range of micromobility solutions. Available for pre-order now, we plan to launch the MLM into market before the end of the year. Going back to the bar graph, 1 Hummer, 2 Teslas, 8 Bugs.
The same amount of material can be used to produce 100 Mean Lean Machines. For transportation, sustainability is micromobility.
This transition doesn't have to be a sacrifice. The move away from the idea of the car is more fun, less hassle, and more livable for us all. I hope you'll join us.
All right. Again, if I do summarize Arcimoto in one word right now, it would be momentum. The team is rocking. This has been just super exciting for me to be a part of, I think, you know, part of this is our focus that we started talking about last year on culture, on leadership development, on process, is starting to pay big dividends in terms of the pace, the accelerating pace of the team. We continue to attract really amazing talent to the venture as we move forward.
I am incredibly proud of the Arcimoto family that continues to deeply embrace our mission to catalyze the shift to sustainable mobility and step up every day to meet the challenges of a growing endeavor. We're also really leaning into distributed work tools that have become common during COVID to de-silo even as we grow and deepen our shared connection, even as we expand the geographic footprint of the team.
I'm going to start out with just a couple of notes, you know, first on the Mean Lean Machine. Interest in the Mean Lean Machine has been considerably higher than I anticipated. I was targeting in my head about 1,000 pre-orders by the time we launched production. In just, I think about 5 weeks, we now have more than 700.
I attribute that to a few factors. One, it's totally kickass. As a career product developer, I can say it is always awesome when an early prototype exceeds your own expectations. Second is that the e-bike market continues to rocket, fueled by, you know, the rising gas prices, I think, and a growing awareness that we as a culture need the right size mobility. The third thing is that we see a huge potential for commercial delivery using this platform.
A number of the organizations we are talking to about large deployments of the Deliverator are saying, "Oh, hey, we would also like to look at the Mean Lean Machine for areas where we're currently using e-bikes for delivery." Better carrying capacity, more stable, higher speed.
You know, there's a lot of benefits that the Mean Lean Machine will have versus current electric bikes in areas where, you know, very dense metropolitan areas. We are aiming for our first multi-prototype run in May. That's coming up real soon. While we won't announce actual final pricing until we get much closer to launch, for stakeholders to sort of think about our strategy here, I'm anticipating a tiered approach.
If you look at the e-bike marketplace today, you have sort of very premium e-bikes in the $8,000 and up range. Of course, we think the Mean Lean Machine is going to be a premium vehicle in this class like no other.
The kind of sweet spot that we see in the market is in that, you know, anywhere in the $3,000-$6,000 range. Again, we would see that kind of mainline being probably closer to the high end of that range. As we get to sort of true mass production of the Mean Lean Machine, we want it to be, and this would be more of a very base model, we'd be aiming in the $2,000-$3,000 range.
Just as you start thinking about this from a numbers perspective, we think the MLM is going to be a big boost to the already significant financial potential that we see of the FUV platform family.
If you think back to that vehicle graph of one Hummer, two Teslas, eight FUVs, 100 Mean Lean Machines, and then look at it through the lens of revenue per pound of material. You know, I think the EV Hummer is like $115K, two Model Ys today, maybe $130K. At scale production of the FUV, it's more like $150K. For that same amount of material, we see the revenue potential in the $400,000-$500,000 for the Mean Lean Machine. Big win for the planet, big win for the bottom line.
Speaking of financing, this is a topic that comes up regularly for our stakeholders. You know, for 14 years, Arcimoto has been financed incrementally, building value far in excess of our spend.
Our ATM facility that we have with Canaccord serves as really as a backstop for this approach. It lets us be opportunistic when conditions are favorable for our investors without entangling us in toxic deals that plague the microcap market. That being said, we think the time is right for a holistic solution to fully fund the business plan to scale, including the right tools for the job. This includes targeting the DOE for big production capital expenditures, and most of that will land in what we're calling phase two of the ramp development process.
The build-out of that does not start until next year. Also fleet financing for our rental vehicles, proper real estate financing, and then also long-term strategic equity partners.
I have great confidence in the team that we have assembled to tackle this effort, and I look forward to sharing more on this front soon. Finally, my last note, and then I will turn it over to Kevin, is that Arcimoto continues to grow its executive team with key top-level hires to help lead the extraordinary growth path ahead. For these stakeholder updates, we are going to start rotating in new members of the executive team to give added color on the areas that they're leading.
Today, I would like to introduce our new VP of Commercial Operations and Strategy, Kevin O'Rourke. Kevin, meet our stakeholders.
Thank you, Mark. More importantly, thank you to all the stakeholders that have joined us here this afternoon. My 15 years of experience in the automotive industry comes in many different arenas. For the last 5 years, my focus has been on helping fleet operators decrease their costs and maximize the potential of their assets out in the field. As a recent addition to the Arcimoto family, I feel it's important for each and every one of you to understand what brought me here. The answer to that question is vision.
Arcimoto has set forth on a journey to change the way that the world views commercial fleets, last mile delivery, and sustainability as a whole. What does that mean and how does Arcimoto provide a product that will ensure companies can not only meet their electrification goals, but do so in a profitable way?
Right-sizing of a business's fleet can drastically change their efficiencies for the better from day-to-day operations. We all see large diesel delivery vehicles every day trying to navigate through dense traffic and narrow streets. At the expense of fuel, maintenance, and upfront acquisition costs, the impact that these types of vehicles have on businesses and consumers is obstructive. Not to mention the amount of raw materials required to build the vehicle itself.
Now let's look at Arcimoto. We have the ability to provide a fully customizable solution to our commercial customers that will not only help them deliver packages or provide services, but to increase their bottom line profitability. How do our platforms do that? By providing a substantially lower acquisition cost, decrease in vehicle maintenance, eliminating the use of expensive fossil fuels, and allowing for additional vehicles to be added into the fleet to increase productivity.
Now, how do we take that one step further? We are looking at ways to provide our customers with an all-encompassing vehicle package that not only provides the vehicle itself, but maintenance, logistics, telematics, insurance, and much more to eliminate the need for fleet operators to control expenses with many different vendors and provide them with a way to do everything in one place. The voices of fleet operators around the globe have been heard, and now it's our job to help them get it done.
Before I turn the call back over to Mark, I'd like to touch on one more thing that's extremely important to me, and that's our team. As you heard earlier, I referred to Arcimoto as a family because that's what we truly are.
The members of this family bring the experience, knowledge, and dedication that is desperately needed to make the changes to this industry that I previously spoke about. I'm truly honored to be here, and I'm looking forward to all that we're going to accomplish together. Mark, I'll turn it back over to you.
Thanks, Kevin. Man, it's very good to have you on the team. You've been making a dent in our universe in very short order, so great to have you on board. I will introduce the rest of the executive team for those who are here today, that you and those of you who've been with us for a long time know Eric Fritz, our Chief Marketing Officer, Doug Campoli, our Chief Financial Officer, Terry Becker, our Chief Operating Officer, and Jesse Fittipaldi, our Chief Strategy Officer.
We're going to take a few questions that came in from stakeholders over Say, and then we are going to bring on the rest of our panelists, our analyst panelists and get into a Q&A that's live. I would also offer that, for those of you in the Wall Street analyst world who are following along and on the call, who would like to be a part of a future panel, please email investor@arcimoto.com, and we will bring you into the fold.
All right. Looking at Say, let's get a few questions rolling here. What do you see as the greatest challenges to scale up to mass production?
For me, I would say probably the biggest challenge of scaling up to mass production from my vantage point is getting an ever-growing team to continue to work together better and better to hit the goal. That's what I talked about a little bit earlier in terms of our focus on leadership, on culture, on process. That's all about accelerating our individual contributions even as we scale the size of the venture.
I guess I would say I'm incredibly pleased at both our, you know, the talent that we continue to bring on board, and then the way that we are growing together and working together gives me a lot of confidence that we're going to be able to tackle this problem.
You add on later on to that things like, you know, we're facing a topsy-turvy supply chain for the you know the next several years. You know, which piece you're looking at, be it for batteries or everything else. You've got geopolitics that play a role in that, sometimes in very negative ways. Just the challenge of continuing to develop and refine super cutting-edge products and then bring them into series production.
What Terry has talked about is that production is one piece of that, right? The production is cranking them out the door, but then there is the logistics of getting them to customers.
There's ongoing building out of the service network and then, continuing to build the market presence required to actually, support that production operation in the first place. All of those are big challenges, but it starts with leadership, culture, process.
How long until the FUV can be sold at sub-$15K prices?
We have targeted a sub-$15K kind of entry-level base model price for when we are at that full capacity output of the ramp, which is 2025 where we are targeting that kind of maximum output capacity. I would say this, no need to wait. Now you're talking about a few thousand bucks versus a year, a couple of years of delayed joy. Not worth it.
Tesla said they will be letting other providers use their charging network. How come it'll be they'll use Tesla chargers?
This is something that actually a number of our customers have asked for. Many of our early adopters are also Tesla customers, and to us it makes a lot of sense that they would be able to share the same home charging plugs. As we look at the 1.x program, we're looking at being able to add much higher capacity charging to the FUV. That would be, you could do more of a DC fast charge. At that point, it would make a lot of sense. It's a matter of just building the business relationship to make that happen. We are strongly in favor.
You know, I think Tesla has done an absolutely outstanding job in terms of building out a charging network that is, you know, really covers the world and is it's easy to use, trip planning. I mean, it really made that piece of the puzzle elegant and simple. That's something we would like to support and be a part of.
Are there any plans to expand into markets or build factories in India or China where moto type vehicles are extremely popular?
Yeah, we see the world as ultimately the Arcimoto market. It makes the platforms we are building, whether you're talking about Europe or Southeast Asia. You've got dense cities with crowded streets, and already high adoption of smaller form vehicles. We build vehicles in that category that are super awesome. We think those markets make a ton of sense, not just for distribution, but for production as well. We hired Dilip Sundaram, who is our Chief International Business Officer last year. I think later this year, we'll have some interesting stuff to talk about on that front.
When will the ramp start rolling out new units, and what is the expected output by Q3, Q4, and into next year?
Ramp has actually already output new units. The two pieces of Q1's production that are keeping that very constrained are one, the shift over to the ramp, and then second, the validation of new battery modules. The move over is done. The validation of new modules is almost done. We expect that early in Q2. We are slow rolling out the door today. Starting, I believe the internal target is April 20th for the new modules to begin production again, and at that point we'll be cranking it up.
We have not given guidance and are not giving guidance on quarter by quarter this year, but we are, as I said in the video, you know, we are planning on basically tripling production this year, which is, so we did 331 units of production last year. Doug, is that right?
Yes, that's correct.
All right. We want to break into four digits in 2022, and then as we get 1.x on the road, that's going to be what unlocks our big scale steps forward. Aiming for a 7x of this year, next year, up to maximum capacity by 2025.
When will the new project launch? I assume that's referring to the Mean Lean Machine.
That would be my assumption as well. We are targeting end of the year for the official launch and sale of the first units of the Mean Lean Machine. Again, we're likely to start with a what I would call a very signature series version of that product. When we show you what we're doing with the next round of prototypes, I think you will understand why.
When do you plan on getting doors with windows?
We actually showed doors with windows in prototype form at the Ramp It Up event of a few different varieties. Some of those, we're testing a few different approaches for the current FUV platform. One or more of which may make it into production. As we look to the products built on 1.x, those will have windows as an option out the gate.
Can you go in-depth on how Arcimoto could license its new technology to other manufacturers between batteries, final assembly, and other patents? How large of an opportunity do you see this being in accelerating growth and financial stability?
Well, I think there are a few pieces of this. The Arcimoto platform initiative really is all about driving adoption of the Arcimoto platform by other companies, by research institutions, even into the enthusiast realm, so that people who are really interested in making experimental vehicles can be a part of that effort.
The one piece that we sort of really teased at the end of the Ramp It Up presentation was both the new cylindrical cell battery pack architecture that we're developing and the agreement that we have entered into with DWFritz Automation to explore pairing both the license of the design with the actual automated production line that goes along with building those batteries.
We are exploring that will be likely the first real exploration, because we see that as that new pack architecture as really having the potential to be an industry-leading solution, that has application for anything from, you know, micro-mobility devices all the way up to very large vehicles. We've still got a lot of work to do to get our own piece of it into production and truly proven out. I expect that we will have a lot more to share on that topic later on this year.
Where is Arcimoto at in the ATVM loan process, and when do you expect a decision?
As I kind of mentioned in the financing section, there are a couple of pieces. There's one is that what we are putting together today is really a holistic approach to fully fund the business plan to scale. The ATVM is one part of that. We see that really coming in, and Jesse, I think you can add a little bit of color to this, which is that as we have you know continued to bring on rockstar talent and refine with Munro, it's really meant a cost shifting of a lot of the big expensive pieces of the program until next year and beyond.
Yeah, I think that nailed it, Mark.
That nod, I'll take that nod as the additional color. All right, perfect. All right. Well, our OG analysts have been very patient. Let's bring them on.
Yeah.
Do you want to call on them, Mark, so they know?
Yeah. We got Barry Sine, Mike Shlisky, Jeff Campbell. I think there were a couple of folks who were dialing in. Did they get muted somehow? Well, all right.
If you have Craig Irwin or Jim McIlree somewhere in the chat, let us know.
All right. Jeff, are you camera ready? You could complete our Hollywood Squares here if you are. All right. Well, Barry, since you came out and joined us for Ramp It Up, why don't we start with you?
I was going to say it's more like a Brady Bunch type of layout.
That was my other choice.
Either way. I have two questions if I can squeeze in, please. One of the things I was able to talk to dozens of Arcimoto people and, you know, just a great attitude. One of the things that I heard quite a bit that you didn't talk too much about today was the rental program. Rental will give you a recurring stream of revenue. You've talked about rental cars. I think there's two company-owned locations and then five partners that you've said you want to, pun intended, ramp up that program as well.
Could you please talk a bit more of that, about that, and how significant might that be in terms of revenue generation in 2022 and 2023?
I would say the first goal for us is. I think we're now up to eight rental, either company stores or rental partners in the market. We have Hawaii coming online here very soon. I believe we're targeting May one to get our lease in place, and then that's going to let us actually unlock Hawaii both for sales and for rentals. Hawaii, Southern California, Florida, those really are beachhead markets, no pun intended.
The first goal is brand awareness and sort of the try before you buy that is pretty much a requirement for almost everybody purchasing a motor vehicle, right? That you.
Almost everyone wants to actually try it before they are willing to sink a lot of money into a purchase. We think that long-term, that rentals is not just a way to provide a way for people to try it in beautiful places, enjoy it for a day, but actually to become break-even and then ultimately profitable. The typical new user, you know, first-time user experience of a vehicle actually comes at great cost to a traditional vehicle manufacturer.
Whether you're talking about the sort of the franchise model of automotive or the company store model of every. I mean, just Tesla has been the real pioneer here, but then you've got Rivian stores and Solo stores and every other stores.
You're in those scenarios either putting out a chunk of the margin or you're putting out a lot of OpEx and CapEx that never comes back other than the sale of the vehicle. We see that rental model as being why don't we turn that piece of the business into a profit center? Our first goal is butts in seats, next is drive awareness on the road, and then third is profitability for that piece of business.
If I could squeeze in just one more please. Getting to profitability starts with a positive gross margin, so I wanted to talk about that. Maybe see you guys expand upon that a little bit. There's a couple things that I'm wondering about. At the Ramp It Up event, I was able to spend a lot of quality time with Sandy Munro and his team, and he talked about vehicle design. The second thing is, and I was able to get a first-hand look at the new assembly line, but there's more to come with automation.
Automating the assembly line would be the second part. The third part, you've talked about getting the volume unit numbers. As you put more volume through that line, a big part, Doug, of, cost of goods sold is always fixed cost depreciation.
It seems like there's a lot of drivers in place to get to positive gross margin, and then that would be, you know, the key to getting to positive EBITDA and then EPS. Could you talk about that, please?
Yeah, I think, Terry, the one I would add to that is volume, it's assembly optimization, but then, you know, via the next vehicle design, that is the simplification of things like the chassis and then, ultimately, as we move to that mass production stage, it's really a change in material production methods. But what we have as we look at the bill of materials today is the big chunk is battery, electronics, motors. I mean, that's the majority of the cost in the vehicle, and that's really what the 1.X program is all about.
Today it's really driving the simplification and ultimately automation of those core components of the platform that will be the first big step in the push to positive margins. The other piece of that is that and this is really where the work that Kevin and team are doing on growing the commercial opportunity is that when you look at the pricing structure of our commercial offerings are actually higher than our consumer offerings by a good stretch.
As we put in place the tools that let fleet adopters, actually, you know, adopt Arcimoto vehicles as an OpEx rather than a CapEx, then you start to look at it in terms of what is total cost of ownership, but then also what is my monthly on the Arcimoto solution versus a delivery truck or a van or whatever. We think that even with a higher sort of intermediary retail price, that we're going to be able to deliver a dramatically lower cost to businesses for those solutions. That's why, you know, I think as we go particularly into next year, that's going to become, I think, a very big part of the business story of the FUV family.
Okay, thank you. I'll let somebody else ask questions.
Mike.
Hello, Mark. How are you? Everybody else, how you doing? Maybe I just start off with a question. I'm curious to get a feel for the cash outlook or the margin outlook for the year. Any kind of guidance how much you might burn this year would be appreciated.
Doug, you want to take a swing at that one? In terms of the, you know, what we have looked at, and I'll just preface it with, as we look at the spend over the next 18 months to get to our, what we see as sort of positive run rate on the company, we look at that total over 18 months as being in the, I want to say, $100 million ballpark. The bulk of that is in CapEx. That is, I don't consider that burn. Actually, I don't consider even the spending on the people and development as spend, I consider it investing in the future.
As we look at all of the different pieces of that sort of holistic financing puzzle, that is the number that we're landing on. That gets us, we believe, if we execute well, and this team has been executing at peak performance, that that would get us to a positive run rate for the company. There will be additional scaling and investment that happens after that, but that's a significant near-term milestone.
It's not lost on me that your outlook for 2023 is probably 1x of the sell in 2021 as far as production. Are you suggesting that that would be a good level of free cash flow positive?
That is our goal. I think that's what we put in our 10-K, if I recall correctly. Doug, is that right?
Yes. To add, if you look, you know, at our operating expenses and our R&D, the R&D is increasing substantially, and that's part of the investment in the future that Mark's just talking about.
Okay. I don't want to ask for any quarterly guidance because it's ending on March 31st now. Can you tell us maybe how many of you might have produced or shipped in the quarter that's ending in a few hours?
Terry, how many did we build and ship out of the Ramp? Now, these are not audited numbers for 2022, but if you got a ballpark,
We built and completed about 25 vehicles in Q1, in spite of the fact that we were moving from 1 factory to another, setting it up, doing all of that. I think about 8 of those have come off the line in the ramp. That's where we're at. It's all testing. It's dialing in the processes. It really wasn't even expected to be any this quarter.
In the act of making the move and dialing in, we did all that many out.
A little different for Qs, but.
Yeah. How many went out the door? There could have been some left from Q4 last year that went out the door in Q1. I don't know the final number of what actually went into revenue in Q1.
Got it. It's fair to say we have most of their run rate probably in Q3 and Q4.
Yeah. By the way, this is consistent with what we talked about on our Q3 call, was we were really expecting basically zero output in Q1 with the move and with the battery validation. I certainly look at this as, you know, the team actually getting vehicles out the door in Q1 in addition to those steps as being a good thing. We see the bulk, obviously, of the output coming in Q2 and beyond.
Thank you for that, Mark and Terry. My last question is on the Smokejumper product. I recall asking this question before. Did you go through any kind of special certification or special R&D to make sure that that is available to licensed firefighting operations or are these going to be for private customers and therefore a non-government entity?
Jesse has really been leading the charge on Smokejumper. I don't think that we've gotten to that stage yet, but if Jesse, you can offer any more on the program, that'd be great.
Yeah, Mike, we've got a team that we just brought in to help us understand the requirements of that product officially from the standpoint of the folks who actually use it. It's just become, as you know, more and more of an exciting product offering that we have that has a lot of potential for it. Over the last couple of months, we've been working with some folks down in California to kick that off and make it real, both on the testing side, more configuration and then, you know, whatever the regulatory stuff we have to go through.
Got it. Great call. I'll tag along with that someday. Much thanks.
All right, Jeff, you're up. You're muted. All right. Well, Jeff works through technical challenges. Barry, you got any more?
Let me unmute. Yeah, I... My question's on the ATVM. I'm not sure about the, you know, what is the government process? Who goes through that? When do you submit the final? And then what steps do they have to take to vet that out, and what might the timeline be? I assume once you submit the final, we'll see a press release on that.
I would expect that we will let our stakeholders know when we submit that final application. To me, this really comes down to submitting an application is not the actual goal, submitting a successful application is the goal. That means basically making sure that we have the holistic package put together to fully fund the business to scale, and that part of that comes down to obviously, the continued development of our market.
Then also that we have the pieces that the ATVM can't pay for, that those are covered by other sources of capital. Those are all elements that are going to come into play, we think, in the very near future.
That's another one where we've got another call coming up with stakeholders in six weeks, and I expect that we'll have more updates on lots of good stuff at that point. As we said at Ramp It Up, we've got a sort of, I think, a plan for a continuing stream of good developments. A lot of it had been cooking for a long time. Certainly, stay tuned. It looks like Jeff got it figured out. Jeff, welcome.
Can you hear me?
We can.
Okay, great. Doug noted that the 2021 R&D investment was significant with the Mean Lean Machine development apparently well along. Do you expect a similar R&D spend in 2022? If it's possible, will the trend continue in 2023, or do you think it'll moderate?
Well, I think I guess I would say to that is that the R&D spend of Arcimoto, the actual spend of Arcimoto as a whole relative to the industry that we're in, the problem that we are trying to solve and the potential for the products that we're building in the market is so much smaller than any other organization that we see in this field. Yet, the yardage that we make continues to, I would say, I think that we are at our accelerating pace and the super cool stuff we're coming up with says that we are deploying those resources wisely.
Now, to the point of the Mean Lean Machine, that's actually a very small part of our overall R&D spend, although we do see giant potential for that product. You know, although you certainly have to factor in the acquisition of Tilting Motor Works when you think of the cost of the Mean Lean Machine development program. That's a small piece.
When it comes to scaling up to mass production, when it comes to developing with partners our RoboValet initiative, I think we're going to be continuing to invest in the future and in the mission, going forward, likely at levels equal to or exceeding what we did in 2021.
A lot of the investment in 2021 was improving the electronics and the existing FUV vehicle too, to make it more cost effective.
Okay, that's helpful. Thank you. I just wanted to follow up with a last financial one. I thought the Directed Technologies pilot in Australia was quite interesting. I was just wondering if you could speak about the timeline there and also what might be involved in the quote unquote "eventual homologation to Australian safety standards" that was mentioned in the press release.
I've been on now several calls with the Directed Technologies team and with some of their customers. Without violating confidence, I can say I've just the excitement that they've expressed now not just for the Deliverator family, but moving into the Mean Lean Machine space as well has been very high. We see, you know, I think our challenge is going to be just making sure that we are able to tune the product family to their requirements and that we've got a bit of a what's the term?
Belt and suspenders work on getting the homologation pathway figured out for that market.
I don't have a lot more detail to share other than that we are in very active conversation with them, and we see that as a huge opportunity for Arcimoto, for the Deliverator, for the Mean Lean Machine family, and that we're super excited about it.
Okay, great. Thank you.
Go ahead, Jesse.
I just a little bit more to add to the ATVM, maybe. I'm seeing some chat stuff in there. You know, there might be some confusion about what the ATVM LPO funds can be used for. That program is for scale. What Arcimoto has done really well over the last two years is organically growing the company in a way that we think we can achieve success mostly on our own, and use the funds from the ATVM to build out the factory and scale from there. That is. Those funds get used next year.
Again, to Mark's point about the mission is a successful application to the ATVM LPO and the DOE program, so that we can show them we have a really good plan and that we can execute something that that program was intended for.
With adding people like Kevin on the team and getting his knowledge and understanding how our fleets work and how we might be able to pivot the company a little bit here and there to have a better plan has been what we've been working on. It has been getting to work on. There is a lot of documentation that we have in the works and ready to submit. I'm feeling really good about where we are with that. A little bit more time. It's worth it. I'm just. This is going to be good.
Thanks, Jesse. I understand that as we progress along, we're certainly a learning organization, and we adjust accordingly to hit the plan that we think is going to be best to achieve the mission. I'm going to go ahead and leave it at that and wrap up the call. Just to say, once again, Arcimoto would not be here without the support of our stakeholders. You all have brought us from a napkin sketch to a production vehicle operation with, we think, global impact potential. A product family that is world-class in terms of environmental efficiency, footprint, utility, and certainly the fun factor.
We just want to say thank you again to everyone out there who has continued to push us along, continued to fight with us. Yeah. You guys have a fantastic rest of your week, and we will see you next time. Cheers.