Keysight Technologies, Inc. 2026 Truist Technology Symposium

Yeah. Why don't I start, and I can let Kailash add on? I always joke, if I was describing it to my mother, I would say that, at the highest level, Keysight provides tools, hardware and software tools, and solutions to industries that employ electrical engineers. At a fundamental level, that's what we do. Right now, that's being driven by the wireline ecosystems, at the AI data center specifically, the migration right now from 5G to 5G-Advanced, but soon to 6G, advancements in aerospace defense, broader electronics ecosystems, autonomous driving, and semiconductor advancement are kind of the big industries in which we serve. We serve those industries, again, primarily in the R&D lab.

More than half of our revenues come from sales into our customers' R&D labs, where we're enabling the design ecosystem from measurement of core physical layer measurements, all the way up through protocol layer and application layer software solutions. Also in solutions in manufacturing, testing electronics at the end of the manufacturing line for functionality, and then a smaller portion of our business in operational or post-deployment type applications.

Well, it's a good time for Keysight. It's a good time for the Communication Solutions Group business. As you've identified, we have the commercial comms business and the aerospace and defense business. While it might sound like a different business, yes, they are serving two different end markets, but a lot of the solutions that we build is driven by common R&D and is applicable to both markets. I want to say that. These two business segments are externally reported. Within commercial communications, we break it down into wireless and wireline. We have organizations and multiple Vice Presidents running those entities. We serve customers from chipset players, both in the wireless and wireline space. Think of the Intels and the Qualcomms and the Nvidias and the Broadcoms and the Marvells and so on and so forth. You have device makers. Think of the Samsungs and the Apples of the world.

You have network equipment makers, the Ciscos, the Junipers, the Ericssons and the Nokias, the contract manufacturers, mobile network operators, hyperscalers, satellite network operators. This is sort of the business that commercial communication spans. Then within aerospace and defense, we have multiple segments, space satellite, radar, threat emulation, general comms. I've got multiple VPs covering that. My group is responsible for everything from technology investments, capital allocation that we need to make for core technology development, as well as products. We're responsible for coming up with a product strategy, the products and the solution roadmaps, how it intercepts market windows. My team also leads the product engineering, so engineering sits under me. All the launches we're responsible for to intercept the market windows of our key customers.

We have sales enablement and business development functions that work in concert with our global sales organization to take these products to market and serve our end markets.

For me, the key things, obviously, we are looking to sustain the momentum that we have established over the last couple of years in AI. The speed transition to 3.2T is starting to occur. There's quite a bit of R&D activity in silicon photonics, co-packaged optics, and so forth. So it will be important to sustain that. From a 6G and a wireless perspective, things will start to ramp towards the end of next year and into 2028. Getting ready for that inflecting market is going to be important. That's a key priority. Of course, in aerospace and defense, we see expansion in EU. We see expansion in the Americas. We see this new emerging ecosystem of defense technology startups. So that's an exciting application and a market segment for us to capitalize on. So those are probably the key priorities for me, you know?

Yeah. As I think about it, I think about, in particular over the short horizon that you've talked about, is how do we maximize our capture of the market opportunity that's in front of us. So when I think about it through that lens, I think there are a number of things that we need to do. First of all, we need to continue to execute on our R&D programs, make sure that we get those products to market at a time that intersects the needs of our customers. Increasingly right now, it means that we're managing a supply chain, both in terms of ramping up our own internal capacity, as well as working with our suppliers to ensure the supply that we need to convert robust demand into revenue on a short horizon.

It's working with our sales force on tactical issues around, again, intersecting this market opportunity, making sure that we're selling high in the organization's VP to VP level connections at market-making customers, that we're not missing any opportunities, we're out there doing the hunting for opportunities, and finding the opportunities. When you talk about that short horizon, I come down to core execution around intersecting this market opportunity and really maximizing our value capture over that short horizon.