More ways to move the right project forward.
The strategy was never one partner, one product, or one narrow path. Q3 shows a delivery network with real breadth.
10named install pathways
Public update
Q3 2026 snapshot
Shared growth became real.
We did not grow by concentrating opportunity at the top. We grew by widening the path, building leaders, and giving more people the ability to own meaningful work.
Prepared July 13, 2026 · Public-safe operating snapshot · Aggregate data only
Craig StrattonChief Executive Officer
A letter
from the
CEO
from the
CEO
64tracked project records across seven stages
$3.18Mtracked gross project value — not recognized revenue
655.24kW of known plausible system capacity
67%of records at permitting or later
Q2 commitments → Q3 evidence
You were right about the direction.
In Q2, Prosper committed to broader access, stronger partnerships, clearer operating visibility, and leadership through delegation. The July snapshot shows that strategy becoming measurable.
From scattered activity to a measurable operating picture.
The public-safe snapshot now traces work from signed contract through permission to operate.
64project records across 7 stages
Momentum moved beyond the top of the funnel.
Projects are not merely entering the system. Two out of every three tracked records have reached permitting or later.
43at permitting or beyond · 13 at PTO
Right on direction. Still earning the full outcome.
Q3 is not finished, pipeline value is not revenue, and stronger quarter-over-quarter cycle-time reporting is still being built. That candor is part of the standard.
The operating proof
Growth you can trace.
A single headline never tells the whole story. This snapshot shows volume, value, capacity, delivery progress, and the full stage mix behind the update.
The full delivery path
Switch between project records and tracked value.
Contract signed
8
Site survey
7
Design & engineering
6
Permitting
27
Installation
2
Inspection
1
Permission to operate
13
Growth gets stronger when opportunity travels — through leaders, through partners, and through people trusted to own the result.
From the CEO
A letter from Craig Stratton
Q3 2026 update · July 13, 2026
To our customers, partners, leaders, and team — Q3 is the moment Prosper moved from individual momentum toward shared growth.
In Q2, I said our next stage would come from broader access, stronger partnerships, visible operating systems, and leaders willing to own more. I was right about the direction. The numbers now make that visible: 64 tracked project records, $3.18 million in tracked gross project value, 655.24 kW of known capacity, and 43 projects already at permitting or beyond.
The most important change is not a single number. It is the model. We are building a company where capable people can grow their own businesses inside a stronger system. That requires delegation, clearer ownership, real accountability, and more opportunity for leaders who earn it.
We did not build this by concentrating every decision at the top. We built it by widening the path: more install options, stronger handoffs, better visibility, and people willing to step forward. That is how a company becomes durable.
I also want to be plain about what this update is not. This is a July Q3 snapshot, not a completed quarter. Tracked project value is pipeline value, not recognized revenue. We still need cleaner quarter-over-quarter reporting on cycle time, completions, and PTO movement. We are building that now.
Our next chapter is clear: add qualified independent dealers, build the businesses and downlines of our current leaders, share meaningful delegation so responsibility and revenue can grow together, and interview for one additional strategic partner.
Prosper is growing. More importantly, we are learning how to make that growth shared, accountable, and repeatable.
Craig Stratton
Chief Executive Officer · Prosper
Q4 direction
Our next commitments.
A substantial update should make the next scorecard obvious. These are the four things we intend to be measured against.
01
Add qualified independent dealers.
Expand reach selectively with operators who meet Prosper's standards for service, communication, compliance, and follow-through.
Measured by quality, activation, and delivery02
Build our leaders' businesses and downlines.
Give current leaders better systems, clearer support, and room to develop productive teams of their own.
Measured by durable leader-led growth03
Share meaningful delegation.
Move real ownership outward so trusted leaders can increase their capacity, accountability, and earning opportunity.
Measured by ownership that produces results04
Select one additional strategic partner.
Interview carefully, test alignment, and add one partner only if the relationship improves capability without lowering the standard.
Measured by fit before scaleHow to read this
Clear claims. Clear limits.
Timing: This is a Q3 pipeline snapshot prepared July 13, 2026 from a workbook last modified July 8, 2026. It is not a completed-quarter performance statement.
Definitions: Project records are reviewed worksheet records, not unique-customer counts. Tracked project value is pipeline value, not recognized revenue.
Capacity: Known capacity excludes missing values, four zeroes, and one clear 7,040 kW outlier.
Privacy: This release uses aggregate data only. Customer names, contact details, and property addresses are excluded.
Q2 comparison: Direction was reconstructed from Prosper's April 22 Q2 operating update. Where no numeric target existed, the release shows evidence of progress without inventing a percentage beat.