What kind of company are we becoming?

Every quarter we put together a board deck.

Revenue. Product. Hiring. Pipeline. Financials.

Those numbers matter. They tell us whether we're executing against the plan.

When I finished this quarter's deck, though, I found myself spending less time looking at the revenue charts and more time looking at something else.

What kind of company are we becoming?

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The First Half, By The Numbers

The first half of 2026 has been unlike anything we've experienced at Goodwin.

In six months, we generated more than 2x the revenue of all of 2025. June alone represented nearly half of last year's total revenue, making it the biggest month in company history. Brokerage customers more than doubled year over year, while Goodwin-generated flight activity grew nearly three times faster. Q2 finished more than 50% ahead of Q1.

I'm proud of those numbers.

What has me even more excited is what's driving them.

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The Chart I Keep Coming Back To

One of my favorite charts in the board deck isn't a revenue chart.

It's our broker cohort analysis.

From the beginning, we believed the best brokerages would continue expanding their business over time. That wasn't just a hope. It was one of the core assumptions behind Goodwin.

This year we're seeing that assumption play out.

Our earliest broker cohort has increased flight activity more than twentyfold since joining the platform. Revenue per active brokerage has grown more than ninefold over the last ten quarters, and flight legs per brokerage have increased nearly fivefold.

That's encouraging because it tells us customers aren't just adopting Goodwin. They're building more of their business around it every quarter.

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The Same Shift, Inside The Company

The same thing is happening inside the company.

AI has fundamentally changed how our engineering team works.

A year ago, an idea might sit in a backlog for weeks before becoming a product. Today, our engineers are directing AI, reviewing AI-generated code, and shipping features dramatically faster than we could a year ago. In June alone, the team accepted more than 270,000 lines of AI-assisted code with a 98.8% acceptance rate.

That speed matters because it lets us solve customer problems while they're still customer problems.

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Where My Thinking Changed The Most: Banking

The area that's changed my own thinking the most, though, is banking.

When we launched our payments platform, I thought the biggest opportunity was moving money.

Over the last year I've realized the bigger opportunity is helping brokers and operators run their businesses better.

Talk to almost any brokerage and you'll hear the same questions.

• Who still owes me money?
• Who do I owe?
• Which credit card holds expire this week?
• Which invoices haven't been reconciled?
• How much cash do I actually have available?

Those are surprisingly difficult questions to answer.

That's why I'm so excited about where we're headed.

We're building what we internally call our Financial Command Center. Banking is the foundation, but the real value comes from everything around it. Reconciliation. Cash flow. Operator payments. Accounting integrations. Financial visibility. As we connect those pieces together, we're becoming part of how our customers operate every day, not just how they pay for trips.

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The Pattern Everywhere Else

Looking across the rest of the board deck, I see the same pattern showing up everywhere.

The network is getting stronger.

Last quarter, 431 unique Part 135 aircraft flew Goodwin-sourced trips. That's roughly one out of every twenty active charter aircraft in the United States.

Operators are asking us to solve bigger problems than they were a year ago.

Our customers are trusting us with a larger share of their business.

Engineering is building faster.

The product keeps reaching further into the industry.

I don't just see a company that's growing. I see a company becoming more valuable to the people who use it.

That's the part I'm most excited about.

Growth is important, but growth by itself isn't the goal.

The goal is building products that customers come to rely on more every quarter.

So far, that's exactly what we're seeing.

We're still early.
There's a lot left to build.
But this quarter felt different.
For the first time, it feels like we can clearly see the shape of the company we're becoming.

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Do Good. Have Fun. Get Wins.

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