And that was NextEra, Invenergy, RWE, and Enel. They gave us their forecast and kind of the opposite of this year, they actually ordered almost 50% more than they budgeted. However, the team did an amazing job. You had all those supply chain issues, et cetera., and we were able to meet all the requirements, but we didn’t have a part in stock until March of last year. And so what we saw this year is a little bit the opposite. The opportunities are still — the numbers are still there. However, instead of doing, as I mentioned before, 10 sites, they’ve done five. But in the meantime, specific to the wind turbine business, we’ve done beta site testing at other key owner operators, and to this day, as of today, we have over 12 customers in North America, owner operators, people like — I mentioned, I believe, in a press release in December, BP Energy, EDP, Longroad Energy Partners, Pattern, EDF.
If you add up the turbines that this program represents within their company, it’s over 12,498 turbines. Now, how will that rollout go? It’ll go over three years. Again, we’re going to see huge sum here, and due to other issues, we’re going to see less. But add onto that, we continue to look outside of North America, and as I mentioned before, the Suzlon opportunity in India. Also, in the meantime, we were able to become the exclusive supplier to GE marketplace for the ULTRA3000 and as new products come out, we’ll be adding more and more products to that marketplace application. So you can kind of see why we’re excited about just the ULTRA3000 in wind turbine business. In the meantime, not waiting for the market to come back or for orders to increase, the team, as I mentioned before, has designed other products, both to go into green energy applications and specifically because of these strong relationships with the wind turbine owner operators, the ULTRAUPS.
Now there’s a one ULTRAUPS in every single turbine that I just mentioned. And that’s in beta site testing. It’s going very, very well. But the MPI process, there’s a lot of, hey, we need to change this. There’s changes with the spec, customer needs change, but we have a very good team here that works directly with the customer on a scheduled weekly call, and of course, there’s calls every day on specific items. So that’s kind of the — wind turbine business for the ULTRA3000 and ULTRAUPS. On the electric locomotive side, that’s another program where the customer came with needs needed to be expedited. We needed to design, manufacture, test, and build battery modules and also superstructures. And the team, again, with partnership in this case with Progress Rail, did an amazing job meeting and exceeding all the requirements.
And we have now shipped all of our products that go into that electric locomotive that we finished that in the fourth quarter of last year. So now they’re taking our products and of course there are other suppliers for other products, they’re building the finished unit and according to them they’re shipping that to their end customer in our fiscal year Q4 and the beginning of FY ‘25, Q1 and Q2. So we expect orders for that, production quantities sometime in the second half of calendar year 2024. And just remember, these are prototype builds and just last year for those prototype builds, we shipped over $24 million worth of products for the prototype build. So again, math after that per train, the numbers that they’re talking about as the electric locomotives gets accepted, like electric vehicles get accepted by the customer base, needless to say, we’ve never been more excited.
Just doing math, I’ve said this before, I don’t know what numbers you could come up with, but easily $100 million opportunity. It’s just math after that. And we continue to add new products and new customers going forward. So within that, we also have the ULTRAGEN3000, which is the third and fourth product we have. That product is designed, and because of our relationships with the electric locomotive market, we’ve designed and we have orders for over 25 trains today or starter modules for two of the top owner-op manufacturers of electric diesel and electric locomotives. So that business to us is obviously very exciting and everything I just talked about, we are exclusive with them. There’s not a competitor, there’s not a second source. So as these relationships grow, new products grow, we’ll continue to add to that pipeline.
But the pipeline as it stands today is a timing issue as they roll out — I’m going to use the word infrastructure because that’s what the wind turbine business is. It’s energy infrastructure like infrastructure for base stations, which I’m comparing it to, makes us very, very excited on the green energy front.
DeForest Hinman: Okay. I mean — that’s helpful. I mean, obviously, the market’s not sharing your enthusiasm. The stock’s trading around probably book value at this point with no debt. So it’s a two-part question. Should we, as shareholders, expect the management team to be buying stock and then should the Board be thinking about buying stock themselves and issuing a share repurchase authorization? Thank you.
