Agoracom Blog

High-Grade Drill Results Advance Tartisan Nickel’s Kenbridge Project in Ontario

Posted by Brittany McNabb at 3:35 PM on Thursday, February 26th, 2026

Analyst Update Highlights Resource Growth Strategy, Strong Grades, and Renewed Sector Momentum

A recent independent analyst update has provided a refreshed look at Tartisan Nickel Corp., outlining the company’s progress at its flagship Kenbridge Nickel-Copper Project in northwestern Ontario alongside broader developments across its expanding Ontario land portfolio. The report focuses on technical milestones, exploration momentum, and evolving market dynamics shaping the critical minerals sector.

Improving Nickel Sentiment Provides Industry Backdrop

After a prolonged period of price weakness, nickel has shown signs of recovery, with analysts pointing to tightening supply expectations and growing demand linked to electrification, energy storage, and advanced technologies. The renewed attention toward nickel sulphide projects in mining-friendly jurisdictions has brought greater visibility to companies advancing defined assets.

Within this environment, Tartisan’s strategy has centered on disciplined drilling, resource growth, and continued technical advancement at Kenbridge — a brownfield underground nickel-copper-cobalt project with existing infrastructure and historical development work.

Kenbridge Project: High-Grade Intersections Reinforce Exploration Focus

The analyst report highlights recent drilling activity designed to expand and refine the Kenbridge deposit. The ongoing program targets extensions along strike and at depth, with a goal of increasing geological confidence while evaluating potential mine-life expansion.

Recent drill results have returned notable nickel and copper grades, including high-grade intervals that support the company’s geological model. Analysts noted that these grades are above typical global averages for nickel deposits, reinforcing the importance of continued drilling to test the system further below the existing underground workings.

The Kenbridge deposit is described as a medium-scale underground resource with significant historic drilling and development. Current work aims to strengthen the data foundation that could inform future technical studies, including potential updates to engineering or economic evaluations.

PEA Provides Framework for Future Development Pathway

The project’s Preliminary Economic Assessment (PEA) outlines an underground mining scenario and provides a conceptual framework for future advancement. While technical studies continue to evolve, the PEA is viewed as a baseline reference for assessing how additional drilling and engineering work may influence long-term project planning.

The analyst update notes that ongoing exploration could play a key role in refining resource confidence and potentially extending the deposit’s scale over time.

District Positioning and Infrastructure Advantages

Kenbridge’s location within a broader nickel district in Ontario was highlighted as a strategic advantage. Existing underground infrastructure — including a shaft and developed levels — may provide operational efficiencies compared to greenfield developments, while all-season road access supports ongoing exploration.

The report also points to potential regional synergies as nearby projects advance, reflecting growing interest in secure North American sources of critical minerals.

Defined NI 43-101 Resource at Kenbridge

A key foundation of Tartisan Nickel’s advancement strategy is the existing NI 43-101 compliant mineral resource at the Kenbridge Nickel-Copper Project.

The most recent underground resource estimate outlines:

  • Measured & Indicated: 3.445 million tonnes grading approximately 0.97% nickel and 0.52% copper
  • Containing approximately 74 million pounds of nickel and 39 million pounds of copper
  • Inferred: 1.014 million tonnes grading approximately 1.47% nickel and 0.67% copper

In total, the underground resource contains approximately 107 million pounds of nickel and 54 million pounds of copper, inclusive of inferred material.

In addition, a previously outlined open pit resource contributes further contained metal, bringing the broader resource inventory to approximately:

  • 146 million pounds of nickel
  • 78 million pounds of copper

The deposit is described as a high-grade nickel sulphide system with mineralization extending roughly 250 metres in strike length, 60 metres in width, and to depths approaching 900 metres. Existing underground infrastructure includes a shaft developed to approximately 622 metres (2,042 feet), with established level stations, supporting ongoing exploration access.

Current drilling is focused on testing extensions along strike and at depth, with the objective of increasing geological confidence and potentially expanding the overall resource base through future updates.

Portfolio Growth Expands Ontario Footprint

Beyond Kenbridge, Tartisan has continued to expand its presence across Ontario through additional claims and exploration initiatives.

Recent additions include:

Apex Claims Expansion

  • Newly acquired ground contiguous with the Kenbridge land package
  • Hosts historical mineralization that the company plans to evaluate through modern exploration methods

Turtle Pond Claim Expansion

  • Increased land position near Dryden, Ontario
  • Planned surface sampling and potential follow-up drilling programs

These developments broaden the company’s exposure to nickel-copper exploration opportunities within established mining districts.

Sill Lake Silver Project Adds Precious Metals Exposure

The analyst update also references renewed attention toward the Sill Lake Silver Project near Sault Ste. Marie, Ontario. A historic silver-lead producer, the property hosts a previously reported NI 43-101 mineral resource estimate on its main vein.

Management’s current approach focuses on data compilation, technical review, and identification of potential drill targets. The company has emphasized that historic estimates outside the main vein remain unverified and are being assessed through modern evaluation methods.

Exploration Milestones and Next Steps

Looking ahead, the report identifies several areas of continued focus:

  • Additional drill results from the current Kenbridge program
  • Ongoing geological interpretation and potential resource refinement
  • Further evaluation of expanded Ontario claims
  • Continued technical work supporting long-term development planning

The analyst commentary frames Tartisan’s approach as methodical and infrastructure-focused, emphasizing incremental advancement through exploration and technical studies rather than near-term production timelines.

Positioned Within a Growing Critical Minerals Narrative

As demand for battery metals and electrification materials continues to evolve, companies advancing defined assets in stable jurisdictions are drawing increasing attention. The analyst update suggests that Tartisan’s combination of historic infrastructure, ongoing drilling success, and regional expansion provides a foundation for continued project advancement.

With active exploration at Kenbridge and renewed focus across its broader Ontario portfolio, the company’s progress reflects a strategy centered on resource growth, technical validation, and disciplined development planning.

Full Analyst Report:

https://drive.google.com/file/d/1VOkmiFaPxrgul2eFzx9NZQMO8Fq45GAu/view?usp=sharing

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Magma Silver Moves Niñobamba from Acquisition to Drill-Ready Execution in Peru

Posted by Brittany McNabb at 2:20 PM on Thursday, February 26th, 2026

Magma Silver Corp. has moved quickly from building a project portfolio to advancing a clear exploration plan at its Niñobamba silver-gold project in Peru. In a sector where timelines are often defined by permitting, community engagement, and technical readiness, the Company’s recent progress has centered on turning historical work into actionable next steps—positioning Niñobamba for a drilling-led year ahead.

Company Overview and Positioning

Magma Silver is a natural resources exploration company focused on acquiring, exploring, developing, and operating precious metal mining projects. Its primary asset is the advanced Niñobamba silver-gold project in Peru, a mining-friendly jurisdiction and one of the world’s leading silver-producing countries. Niñobamba spans an 8-kilometre mineralized corridor in a prolific geological belt associated with a high-sulphidation epithermal system, and it has benefited from extensive historical exploration by major operators including Newmont, AngloGold Ashanti, Bear Creek, and Rio Silver.

By early 2025, Magma secured 100% control of Niñobamba and established operational footing in Peru, supported by a regional technical team with deep in-country experience. The Company has emphasized modern geological modelling and structured exploration planning to build on the project’s existing data foundation.

Key Highlights and Milestones

A central milestone arrived in October 2025, when Peru’s Ministerio de Energía y Minas granted a drill permit for the Joramina zone. The permit, issued October 17, 2025, has a fourteen-month duration and authorizes drilling from 20 drill pads, with the ability to conduct multiple directional drill holes from each pad. Magma has stated it believes the permit framework is sufficient to complete its planned drilling at Joramina.

That permit builds on field work completed in 2025 aimed at validating historical results and sharpening drill targeting. In a Phase 2 Q3 field campaign focused on the Joramina and Randypata properties, Magma’s team documented and sampled old mine workings, including a 157-metre drift located on the main Joramina zone that had not been documented in prior operator programs. Composite chip sampling from the drift returned two consecutive samples totalling 10 metres of 2.32 grams gold per tonne, while the best silver result reported was a 5-metre composite returning 4.085 ounces of silver per tonne. Additional sampling approximately 100 metres northeast of the drift returned 0.70 metres of 17.41 grams gold per tonne and 13.94 ounces of silver per tonne. At Randypata, sampling over a historic 2-kilometre silver anomaly—an area described as untested by drilling—returned 0.20 grams gold per tonne and 8.55 ounces of silver per tonne from a random composite grab sample.

Alongside technical progress, Magma has also outlined how it intends to fund the next stage of work. The Company completed a $5 million non-brokered private placement in October 2025, and stated it intended to use proceeds for exploration at Niñobamba as well as working capital and general corporate purposes. The financing included participation by Eric Sprott through a company beneficially owned by him, with the related disclosure describing his resulting holdings.

Strategic Direction and What Sets It Apart

Magma’s strategy at Niñobamba has focused on leveraging the scale of historical work while applying new geological interpretation to improve the next drill program. The Company has stated it holds Newmont’s work program results, including drill logs, assay reports, and collar locations, and that its technical team’s review of historical drilling suggests previous holes were not oriented in the most optimal direction. Magma has also indicated it plans to modify its current permit to reflect new drill sites, noting that adding or modifying pads is permitted by Peru’s mining ministry when pads are located within the existing permitted area.

The Company has also highlighted the operational advantage of identifying underground access. Magma has stated it may be able to drill from inside the Joramina drift, which would require a modification to the drill permit.

Forward-Looking Context

Looking ahead, Magma has provided a detailed outline of a planned drill program targeted for Q2 2026. The program is described as two phases totalling 4,000 metres. Phase 1 is planned as 2,000 metres from Pad A, designed to determine the orientation and size of the gold zone intersected by historical Newmont drilling. For reference, Magma cited Newmont’s 2010 hole JOR-001, which returned 72.3 metres of 1.19 grams gold per tonne starting at a depth of 53 metres, while noting that true widths cannot be determined from a single hole and that additional drilling is required to establish lateral and vertical extent.

Phase 2 is described as contingent on Phase 1 results and intended to extend gold-silver mineralization, test undrilled surface anomalies outlined by Newmont and confirmed by Magma’s geologist, and test mineralization exposed in a 160-metre adit recently sampled by the company. Magma has also stated it allocated US$1,000,000 (CAD$1,400,000) for the Joramina exploration and drill program, describing this as a significant increase from the original plan and part of an effort to thoroughly test and confirm historical results. The Company has said it will issue a future news release outlining the full Joramina drill program, including drill locations, and timing when available.

Closing

Magma Silver’s recent updates show a Company focused on execution: securing permits, validating legacy data with fresh fieldwork, and converting that technical foundation into a defined drill plan. With an advanced silver-gold project in Peru supported by extensive historical exploration, and a Q2 2026 drill program structured in phases to refine orientation and scale, Magma is moving Niñobamba toward the kind of disciplined, drill-driven opportunity that can clarify a project’s next chapter.

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Kidoz Builds Momentum as Privacy-First Advertising Reshapes Mobile Gaming

Posted by Brittany McNabb at 11:04 AM on Tuesday, February 24th, 2026

As global rules around digital privacy continue to evolve, mobile advertising companies are being forced to rethink how brands connect with audiences — especially inside gaming apps used by children and families. Kidoz Inc. has positioned itself at the center of this shift, focusing on contextual advertising technology designed to operate without personal data tracking while maintaining global compliance standards. Recent milestones and product developments show a company moving from infrastructure building toward broader commercial scale.

Company Overview & Positioning

Kidoz Inc. is a global AdTech software company specializing in privacy-first mobile advertising across gaming environments. Its platform enables app developers to monetize content through contextual advertising rather than behavioral tracking, aligning with frameworks such as COPPA and GDPR-K. Through proprietary tools including its SDK, Privacy Shield, and AI-driven targeting systems, the company aims to deliver compliant ad experiences while helping brands reach audiences safely.

Operating across more than 60 countries and reaching hundreds of millions of monthly users, Kidoz focuses primarily on in-app gaming — a segment that continues to attract attention as user engagement shifts away from traditional web environments. The company also operates Prado, an over-13 division designed to expand reach into broader audiences while maintaining the same privacy-focused foundation.

Key Highlights & Milestones

Recent operational updates reflect both financial progress and technology expansion. In Q1 2025, Kidoz reported revenue of USD $2.74 million, representing a 54% increase year-over-year. Operating expenses declined compared to the previous year, while net income turned positive following a prior-year loss. Adjusted EBITDA and free cash flow also moved into positive territory, underscoring a period of operational improvement.

Alongside financial results, Kidoz introduced Kite IQ, a proprietary AI engine designed to enhance contextual targeting by analyzing app content, themes, and audience characteristics in real time. Rather than relying on traditional data signals, the platform uses semantic analysis and machine learning to classify apps more accurately, allowing advertisers to align messaging with content environments while maintaining privacy compliance.

The company has also continued expanding its global footprint through integrations across thousands of mobile applications and campaigns deployed in dozens of countries. These developments follow several quarters of research and development investments aimed at strengthening the company’s technology stack.

Strategic Direction & What Sets Them Apart

Kidoz’s strategy centers on contextual intelligence rather than personal data collection — a model that aligns with increasing regulatory scrutiny across digital advertising. By focusing on in-app gaming environments instead of the open web, the company operates in a segment that has remained resilient despite shifts in broader digital traffic patterns influenced by AI-driven browsing behavior.

The launch of Kite IQ and the ongoing rollout of the Prado SDK highlight a broader shift toward automation and precision targeting. Together, these initiatives aim to enhance campaign performance through content-based analysis while preserving user privacy. The company has described these developments as part of a multi-quarter effort to transition from product development into scalable commercial deployment.

Forward-Looking Context

Leadership commentary suggests that Kidoz is continuing to refine its AI strategy while expanding monetization capabilities for publishers and advertisers. The company has indicated that ongoing market uncertainty — including external factors such as tariff discussions — could influence short-term advertising conditions. At the same time, the growth of in-app gaming and rising demand for compliant advertising models remain central themes shaping its roadmap.

Future updates are expected to focus on the commercial rollout of new AI tools, continued SDK adoption, and the broader application of contextual technology across mobile media environments.

A Company Navigating an Industry Transition

As privacy expectations reshape the digital advertising landscape, Kidoz represents a case study in how smaller technology companies are adapting to new rules while pursuing global expansion. Through a combination of operational improvements, AI-driven innovation, and a clear focus on compliance, the company continues to position itself within a rapidly evolving sector where safe engagement and scalable technology are becoming increasingly interconnected.

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Inside Fobi AI’s High-Pressure Build: Real-Time Systems, Lean Operations, and a Push Toward “Fobi 3.0”

Posted by Brittany McNabb at 11:02 AM on Tuesday, February 24th, 2026

Most public companies slow down when a trading halt disrupts routine operations. Fobi AI did not. Even while operating under a cease-trade order that began November 1, 2024, the company continued to run the business, report revenue, and reshape how it intends to serve enterprise clients—an unusual combination of constraint and execution that has become central to its current story.

In an AGORACOM interview, Fobi President and CEO Rob Anson and Chief Technology Officer Uddeshya Agrawal described a year defined by cost discipline, operational restructuring, and the launch of a new customer-service automation platform. The conversation also outlined a broader positioning shift the company refers to as “Fobi 3.0”—a model that aims to combine enterprise advisory work with implementation under one roof.

A Company Built Around Real-Time Data and Digital Transformation

Fobi AI describes itself as an AI and data-intelligence company focused on helping organizations digitally transform using real-time applications, automation, and mobile-wallet capabilities. The company’s leadership framed this focus as increasingly relevant as more organizations attempt to modernize customer engagement, identity, and operational workflows—often across fragmented systems.

A key theme from the interview was that many organizations still lack a cohesive mobile-wallet strategy, which the company views as a practical gap in the market. That gap, the CEO suggested, is part of why the company believes its technology stack and services approach are timely.

Milestones Under Constraint: Revenue, Restructuring, and Lower Operating Costs

During the interview, Fobi’s leadership pointed to several concrete outcomes from the period:

  • The company reported just under $3 million in revenue for 2024.

  • It reduced its annual operating cost base to about $1.1 million, describing this as enabled by AI-driven automation and internal process changes.

  • It continued building its next operating model while navigating the regulatory and audit work associated with the cease-trade order.

Anson described the last year as being consumed by legal, audit, and regulatory requirements, while the company simultaneously continued product and business development. He emphasized that management’s near-term focus was to complete the 2025 audit and proceed through the approvals required for a full revocation order and a relisting application process.

Moving Toward Trade Resumption: Audit Completion and Regulatory Steps

The interview discussed a recent announcement tied to a partial revocation order and a non-brokered private placement. Anson framed the timing as a practical step to help the company meet working-capital and process requirements connected to regulatory approvals.

He laid out a sequence of near-term milestones: completion of the audit, progression to a full revocation order, and the approvals required from the BCSC and the TSX Venture Exchange as part of the path back to trade resumption. While no fixed date was provided, he described the company as being near the end of the process, with legal and audit work in advanced stages.

“Fobi 3.0”: Combining Advisory and Implementation

A defining portion of the interview focused on what the company calls “Fobi 3.0,” which was described as a shift toward operating like an enterprise advisory partner that can also execute the solution—an approach Anson contrasted with large consulting models that often rely on third parties for implementation.

The positioning was summarized in plain terms: the company wants to advise on strategy, design the architecture, and implement programs—then measure outcomes. In the interview, this approach was compared to the enterprise footprint associated with large consulting firms, with the stated distinction that Fobi intends to be more integrated in execution rather than purely advisory.

Fixyr: A Launch Framed Around Automation and Service Continuity

The interview also highlighted the launch of Fixyr, which Fobi described as an AI-based customer service and technical support platform. The discussion avoided technical detail and instead focused on what the rollout looked like in practice and why the company built it.

The company cited performance metrics from an initial activation:

  • Over 20,000 digital tickets processed

  • Over 200 customer inquiries handled

  • 100% uptime

  • 100% satisfaction

  • Zero human intervention

The use case described was tied to a large event environment where customer service volumes and staffing requirements can be difficult and expensive to manage. Anson stated that the platform enabled a shift away from a 35-person staffing requirement for that operational function, and he characterized the cost impact as roughly a 90% savings for the organizer, based on the company’s measurement and attribution.

Data Control, Privacy, and the Case for Internal Models

Another thread running through the interview was data sovereignty—control over how enterprise data is handled, where it flows, and who can train on it. Anson described privacy and confidentiality concerns as a major driver of demand among large organizations and presented this as one reason the company emphasized training its own model and building internal systems rather than relying only on general-purpose external tools.

Agrawal echoed the same philosophy in simpler language: many AI providers wrap a general model, while Fobi’s approach is to build and train its own systems for specific uses, including customer support—aiming to deliver responses based on context and history rather than generic scripts.

What Comes Next: Execution, Visibility, and Enterprise Pipeline

Looking forward, management emphasized continued disclosure of use cases and the operational benefits of what it has built, while also pointing to enterprise areas where the company is seeing interest—digital identity, finance and compliance-oriented workflows, aviation and transportation, sports and entertainment, and healthcare.

The company’s leadership also described a long-term operational goal of remaining lean—suggesting the business model is designed to scale without building a large headcount, supported by automation.

A Leaner Company Focused on Measurable Outcomes

Fobi AI’s recent narrative is unusually execution-heavy for a period dominated by regulatory, audit, and trading-halt constraints. The company’s leadership used the interview to frame a clearer operating model—one built around real-time systems, lower overhead, and a service approach that aims to connect strategy to implementation, then measure the impact.

Whether the next phase is defined by broader enterprise adoption or deeper proof through disclosed use cases, the company’s stated direction is consistent: build systems that keep operating when pressure is highest—and make the results visible, measurable, and repeatable.

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BEYOND THE MIC – Nextech3D.AI Corporation Q3 Results, 95% Margins And AI Event Roll‑Up Strategy

Posted by Alavaro Coronel at 10:05 AM on Friday, February 20th, 2026

In a recent long form video interview with AGORACOM (see link at the end of this article)… Nextech3D.AI Corporation (CSE: NTAR | OTCQB: NEXCF | FSE: 1SS) CEO Evan Gappelberg walked investors through what he believes is a true turning point for the company: a successful pivot out of 3D modeling and into AI-powered event technology, underpinned by Q3 numbers and an AI-enabled M&A-driven roll‑up strategy in a rapidly modernizing events industry.

Gappelberg discussed how Nextech3D.ai has doubled its customer base to more than 1,000 organizations, added hundreds of Fortune 500 relationships through acquisitions such as Krafty Labs (an enterprise virtual and in‑person engagement platform), and launched Nextech Event AI – a unified, AI-driven operating system that brings together registration, ticketing, floor plans, experiential engagement and AI matchmaking (automated software that uses algorithms to match attendees with relevant contacts) into one environment.

AGORACOM Beyond The Mic Feature Article

February 20, 2026

Background / Context

The interview centers on Nextech3D.ai’s strategic pivot away from lower‑margin 3D modeling work and into software‑driven, AI‑powered event technology.

Key elements discussed include:

  • Completion of the move out of the 3D modeling contract business, including work for Amazon
  • Refocus on higher‑margin software and events
  • Acquisitions of Eventdex and Krafty Labs (referred to in the interview as “Krafty”), both event technology platforms
  • Launch of Nextech Event AI, which integrates Eventdex (registration/ticketing), Map D (interactive floor plans and navigation) and Krafty Labs (experiential engagement) into a single operating system for events

Gappelberg repeatedly frames Q3 as an “inflection point,” not just a good quarter, with the pivot now complete and early results beginning to show up in the numbers.

Key Topics Discussed

Breakout Q3 Financial Performance

The company reported:

  • 59% year‑over‑year revenue growth in Q3
  • 20% sequential revenue growth – the second consecutive quarter of 20% quarter‑over‑quarter growth
  • 95% gross margins, up from 41% a year earlier

Gappelberg notes that sustaining 20% sequential growth for two quarters means the trend is more than a one‑off. He also stresses that these Q3 results do not include any contribution from the Krafty Labs acquisition, which closed on January 2, 2026.

On the margin side, Gappelberg says he asked his CFO multiple times to reconfirm the 95% figure, given how unusual it is. He explains the jump as a combination of:

  • Exiting the lower‑margin 3D modeling contract with Amazon
  • Pivoting into software and events
  • Layering AI automation on top of those platforms to reduce cost of delivery

He adds that under “normal conditions” margins might be in the 80–85% range, and that AI provides the incremental uplift toward the 90s.

AI As An Engine For Efficiency And Scale

Gappelberg spends considerable time describing how AI changes the economics of Nextech3D.ai’s business. In his words, AI allows the company to:

  • Turn a team of 40 into a team of 4 by giving a small group an “army of AI agents” to automate work that previously required dozens of employees
  • Compress roadmap timelines – projects that used to take six to twelve months and cost hundreds of thousands of dollars in development can now be built substantially faster and cheaper
  • Automate large parts of coding, platform rebuilding and routine workflows

The core idea is automation: using AI to eliminate manual, repetitive work that limits scale and inflates costs. Gappelberg argues that manual processes have historically capped how big businesses could grow; AI removes much of that constraint.

AI‑Enabled M&A And The Event Tech Roll‑Up

Nextech3D.ai has executed roughly a dozen acquisitions over the last five years. Historically, those deals brought along:

  • Founders
  • Key employees
  • Development teams with associated salaries and overhead

Today, Gappelberg says, Nextech3D.ai can approach M&A differently because it has built an internal AI capability and a small corporate team – he likens it to a “SEAL Team 6” – that goes into acquired businesses to:

  • Automate key workflows
  • Optimize platforms
  • Strip out excess overhead

By relying more on internal AI expertise and less on large inherited teams, Nextech3D.ai believes it can:

  • Acquire event‑tech businesses primarily for their customer bases and platforms
  • Reduce the number of people required to run those businesses post‑acquisition
  • Turn acquired units into “lean, money‑making machines” that generate cash flow rather than absorbing it

Gappelberg confirms the company is actively looking at additional M&A opportunities to further consolidate the AI event tech space.

Nextech Event AI And The All‑In‑One Event Platform

The interview also highlights Nextech Event AI, the company’s newly launched unified event operating system, built to integrate:

  • Eventdex – registration, ticketing, badges, and AI matchmaking
  • Map D – interactive floor plans and spatial visualization
  • Krafty Labs – virtual and in‑person experiential engagement

The platform is designed as a single enterprise environment for Fortune 500 customers and government agencies, with modules that include:

  • Blockchain‑enabled ticketing (ticketing systems that use blockchain technology to reduce fraud and enable programmable rules on secondary sales)
  • Krafty Credits and a full credit system, now expanded at the corporate level as Nextech Credit – a dollar‑denominated internal currency that allows enterprises to buy credits once and spend across Eventdex, Map D and Krafty Labs
  • Floor‑plan mapping and venue navigation
  • Ticketing, badging and mobile apps
  • Experiential and engagement programs for teams and attendees

Gappelberg emphasizes that large enterprises want one platform, not five vendors, for events and engagement, and that this unified approach is a key reason Nextech3D.ai is winning larger contracts.

AI Matchmaking: Fixing The Traditional Conference Experience

A major portion of the conversation focuses on how AI is being applied to improve the attendee experience at conferences and trade shows.

Gappelberg and host George Tsiolis describe the familiar problem: attendees receive a lanyard and a list of exhibitors, then “walk around hoping” to bump into someone relevant – a process Tsiolis likens to “1980s dating.”

Nextech3D.ai’s answer is AI matchmaking, which:

  • Uses data on interests, profiles and objectives to match attendees, exhibitors and sponsors in a targeted way
  • Identifies the people an attendee is most likely to do meaningful business with
  • Automatically schedules meetings and books them directly on attendees’ calendars
  • Reduces the odds that a trip produces only one “good deal” – or none at all

All of this is delivered through a mobile app, embedded into the company’s broader event suite. Gappelberg argues that once attendees experience AI‑driven matchmaking, they are unlikely to return to events that lack it.

Customer Base, Pipeline And Enterprise Momentum

Through Eventdex, Map D and Krafty Labs, Nextech3D.ai now has:

  • More than 1,000 customers across associations, corporates and other organizers
  • Roughly 400 Fortune 500 relationships, inherited largely through Krafty Labs

While specific names are mostly under confidentiality until contracts are finalized, Gappelberg references:

  • Global technology giants such as Google, Netflix, Meta, Oracle and Microsoft as existing Krafty Labs clients (consistent with prior company disclosures)
  • Major banking customer BNP Paribas (mis‑spoken in the interview as “BMP Parabas”) as one recently announced enterprise client, with 3–5 more large accounts expected to be disclosed once contracts are signed
  • Active discussions with U.S. government agencies that host hundreds of events per year

He notes that:

  • The pipeline entering Q4 is “larger, stronger and more enterprise‑focused” than at any time in company history
  • The current quarter (Q4, ending March 31) is already about halfway complete and is tracking to be better than Q3’s 59% growth, with larger deal sizes and longer‑term commitments

Gappelberg also points out that inbound interest has grown, and that the company must selectively prioritize opportunities, especially large‑scale government and enterprise deployments.

The Role Of Customer Success And Human Touch

Despite heavy use of AI, Nextech3D.ai still invests in human customer success.

Key points from the interview:

  • The company runs a dedicated customer success team that grew to five people with the addition of Krafty Labs staff
  • This team focuses on supporting the more than 1,000 customers already on the platforms
  • While AI can assist with support, Gappelberg believes that “decision‑making typically still happens between two humans,” particularly at the enterprise level

This mix of automation and human engagement is positioned as part of the company’s strategy to maintain service quality while scaling.

Founder Skin In The Game

Gappelberg underscores his alignment with shareholders by:

  • Stating he is the single largest shareholder in Nextech3D.ai
  • Highlighting that he purchased approximately 550,000 shares in November at around $0.14 per share on the open market
  • Mentioning he is “seriously considering” buying more, given where he sees the share price relative to the underlying business performance

He frames the current situation as a “ground floor” opportunity in a turnaround story, noting that investors are often skeptical of turnarounds and may wait too long to participate.

On forward communication, he reiterates that management will follow regulatory guidance around when and how Q4 numbers can be released. Nextech3D.ai has previously attempted to publish preliminary quarterly figures and received regulatory pushback; this time the company intends to seek explicit permission before issuing any early Q4 update.

Strategic Significance

From Survival To Inflection Point

Gappelberg ties the company’s current position back to the broader small‑cap environment over the last bear market cycle. While many peers did not make it through, he argues Nextech3D.ai:

  • Survived a difficult funding and market backdrop
  • Used the period to pivot away from lower‑margin 3D modeling into AI‑driven event technology
  • Continued “building and building” when others pulled back

In this context, Q3 is framed as:

  • The starting gun for the company’s next phase
  • Evidence that the pivot is translating into measurable revenue growth and margin expansion
  • The beginning of what he describes as a “powerful, new and sustainable growth curve” built around AI and events

Positioning In A Large And Changing Market

The interview situates Nextech3D.ai within:

  • A global event industry Gappelberg pegs at roughly US$1 trillion
  • A broader global event technology and online ticketing market that management has previously referenced at around US$80–85 billion

He argues that:

  • Remote work and AI‑driven automation are increasing demand for in‑person experiences, as people seek more face‑to‑face interaction
  • Live events are likely to grow in importance over the next five years as a counter‑balance to automation and virtual work
  • Nextech3D.ai’s focus on AI event tech, experiential engagement and unified operating systems positions it ahead of this shift

Profitability, Margins And Cash Flow Potential

With 95% gross margins reported in Q3 and a stated internal goal (from prior disclosures) of targeting around 90% gross margins longer‑term through automation and standardization, Nextech3D.ai is explicitly leaning into a high‑margin, software‑first model.

Gappelberg’s description of the AI‑assisted M&A playbook – acquire event‑tech assets, apply automation, remove excess headcount and run them lean – is framed as a way to:

  • Increase recurring, platform‑based revenue
  • Maintain or expand margins
  • Build a portfolio of cash‑generating event‑tech properties under the Nextech Event AI umbrella

While no specific profitability timelines are given in the interview, the combination of sequential growth and margin expansion is positioned as the path toward stronger operating results.

Conclusion

For investors, the interview presents Nextech3D.ai as an AI‑first event technology company emerging from a multi‑year pivot with:

  • A consolidated platform strategy in Nextech Event AI
  • More than 1,000 customers and hundreds of Fortune 500 relationships
  • Q3 metrics, including 59% year‑over‑year revenue growth, second consecutive 20% sequential growth quarter, and 95% gross margins
  • A focus on using AI to both grow revenue (through AI matchmaking and unified event solutions) and sharply reduce costs (through automation and AI‑enabled integration of acquisitions)
  • Founder‑CEO ownership and ongoing share purchases signaling conviction in the turnaround

Gappelberg characterizes Q3 as the beginning of Nextech3D.ai’s “comeback.” With Krafty Labs now integrated, Nextech Event AI launched, and additional enterprise and government contracts in the pipeline, upcoming quarters will give investors more data on how durable this new growth curve really is.

TO WATCH THE FULL VIDEO GO TO: https://www.youtube.com/playlist?list=PLfL457LW0vdLfUsxUKlol_YZ1jWObS8HN 

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Nextech3D.ai Reports 59% Q3 YoY Revenue Growth as AI First Model Gains Traction With Google and Netflix Among Clients

Posted by Alavaro Coronel at 8:04 AM on Friday, February 20th, 2026

WHAT YOU NEED TO KNOW

  • Growth Surge: Q3 2026 revenue climbed to $468,000, up 59% year-over-year and 20% sequential, marking the second straight quarter of 20%+ quarter-over-quarter growth.
  • Margin Profile: Gross margins reached 95% (up from 41% a year ago), reflecting a shift toward higher-margin offerings within the company’s event-tech focus.
  • Event OS: Now unifies Eventdex, Map D and Krafty Labs into one AI-powered operating system for registration, ticketing, floor plans, matchmaking, engagement and blockchain payments.
  • Fortune Footprint: The company now serves 1,000+ customers and ~400 Fortune 500 relationships, with enterprise deals expanding across tech, banking and government.
  • AI Leverage: Management reports replacing larger teams with smaller teams backed by AI agents, using automation with the goal of making roll-up M&A and platform integration more economically attractive.

 

When a company shows it can reposition a legacy business into a more efficient AI-enabled platform with software economics, it can represent a meaningful shift. In its Q3 2026 results, Nextech3D.ai reported 59% year-over-year revenue growth, 20% sequential growth and 95% gross margins, all while advancing a strategic pivot away from lower-margin 3D modeling into a unified AI-powered event technology stack. Nextech3D.ai, now positioning itself as an AI-focused live event and engagement platform integrating Map D, Eventdex and Krafty Labs, is targeting the $80+ billion global event tech and online ticketing markets with a single, data-driven operating system. With the acquisition of Krafty Labs, the launch of Nextech Event AI, and a customer base that’s doubled to more than 1,000 accounts including hundreds of Fortune 500 relationships, management believes the business is entering a different phase of its growth trajectory than the one investors saw just a year ago.

STRATEGIC IMPLICATIONS

The traditional event industry often runs on manual workflows, disconnected point solutions and analog networking. Attendees may wander show floors hoping for “one good deal,” organizers may juggle multiple vendors, and enterprises can face bloated cost structures for outcomes that are hard to measure and harder to repeat. Even as events represent a roughly $1 trillion global industry, much of that spend still flows through systems that resemble earlier-generation processes – lanyards, paper badges and serendipity instead of data, automation and intent.

Nextech3D.ai is aiming to provide an alternative: a software-first, AI-enabled event operating system where registration, ticketing, navigation, matchmaking, engagement and payments are designed to operate on a single stack. Eventdex handles registration and logistics, Map D delivers interactive floor plans and spatial analytics, and Krafty Labs adds experiential and in-person engagement – all now connected into Nextech Event AI and its “semantic brain” architecture using OpenAI LLMs and Pinecone, as disclosed by the company. Management’s strategy is that a small, specialized team of AI-focused staff can acquire, integrate and automate event platforms, reduce headcount-heavy overhead, and work to convert them into higher-margin, cash-flow-generating modules.

Timing may be an important factor. Enterprises and government agencies are under pressure to rationalize tech stacks, manage costs and demonstrate ROI on travel and events, while employees increasingly seek in-person experiences to complement remote work. At the same time, AI tools are increasingly capable of supporting more complex tasks – from AI matchmaking that can help pre-book meetings, to always-on AI event assistants, to automated workflows that management believes can help improve the economics of legacy event software. Nextech3D.ai positions itself at that intersection, with sequential growth already visible in recent quarters and a pipeline that its CEO states is stronger and more enterprise-focused than at any point in the company’s history.

CEO EVAN GAPPELBERG:

“We didn’t just survive the last bear market – we used it to rebuild the company around AI and events. While others pulled back, we kept building, and now we believe you can see the impact in our numbers and in our pipeline. We’ve gone from lower-margin 3D production to a leaner, higher-margin AI event platform, and we intend to keep using automation and M&A in an effort to turn more event tech assets into scalable, cash-flow-generating businesses. As I keep buying stock myself, it’s because I believe this is just the start of a much larger potential growth opportunity.”

INVESTOR TAKEAWAY

For investors, this interview and the latest filings indicate that Nextech3D.ai’s story is evolving from 3D modeling cycles with a single flagship customer toward a recurring, software-driven event platform with what management views as structural advantages on both revenue and cost. Two consecutive quarters of 20% sequential growth, 59% year-over-year expansion and 95% gross margins indicate that the company’s pivot is beginning to show up in reported financials. Combined with a doubled customer base, hundreds of Fortune 500 relationships and expanding AI modules (matchmaking, assistants, blockchain ticketing, mobile, AR navigation), the platform offers multiple potential paths for higher contract values and deeper customer engagement.

The key risk remains execution: scaling enterprise delivery, integrating acquisitions like Eventdex and Krafty Labs, and sustaining growth in a competitive AI and event-tech landscape. However, the current mix of higher-margin economics, increasing enterprise adoption, a management-reported expanding pipeline and a CEO increasing his own ownership supports the view of Nextech3D.ai as a potential AI-focused consolidator in a fragmented market. For investors considering small-cap AI exposure with existing customers, reported margins and a defined operating thesis, this represents a turnaround story that is now being reflected in both narrative and disclosed numbers, while still carrying the usual risks associated with early-stage growth companies.

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HPQ Marks First Paid Fumed Silica Order With 50 kg Pilot Batch

Posted by Alavaro Coronel at 7:56 AM on Friday, February 20th, 2026

WHAT YOU NEED TO KNOW?

  • Paid Purchase Order: Management confirms the 50 kg fumed silica order is paid, with material produced and shipment logistics underway.
  • Pilot Plant Function: The facility is performing its intended role — demonstrating scalable material production rather than prioritizing immediate revenue generation.
  • Application Objectives: Management indicates that internal work and independent laboratory testing support that the material meets the goals for the intended application.
  • Due Diligence Relevance: The batch is framed as a meaningful component of the technical due diligence process tied to a potential joint venture.
  • Operational Data: Pilot plant runs are now informing more detailed assumptions, including practical considerations such as shifts, staffing, and location-dependent cost factors.
  • Market Signaling: Management notes that milestones such as paid production runs may influence how other parties evaluate ongoing discussions.

When a pilot plant progresses from demonstrating production capability to fulfilling a paid purchase order, the discussion naturally shifts from technical feasibility to real operating performance. HPQ Silicon management confirms the company has received a purchase order for 50 kilograms of fumed silica, has produced the material, and is now finalizing shipment logistics as the counterparty determines where the batch will be sent. Management explicitly states the order is paid, while underscoring an important distinction for investors: pilot plants are designed to validate commercial-scale production and generate operating data, not serve as near-term profit centers. The batch is described as part of the technical due diligence process associated with a potential joint venture, with management noting that successful material production is a necessary condition for advancing discussions. Internal testing and independent laboratory testing are described as supporting that the material meets the objectives required for the intended application.

STRATEGIC IMPLICATIONS

Management emphasizes that pilot plants are not structured as profit-driven operations. Their purpose is to demonstrate that commercially valuable material can be produced and to provide the data required for designing larger-scale facilities. The discussion highlights that once systems are functioning, producing a single larger batch becomes more operationally efficient than multiple small runs. Management also indicates that a significant portion of current activity is concentrated on the joint venture process, describing both HPQ Silicon and its technical partner as heavily engaged in technical evaluation, operational analysis, and commercial discussions.

INVESTOR TAKEAWAY

The significance of the paid 50 kg batch is primarily technical and strategic rather than financial. The milestone reflects pilot plant validation, supports customer-side application testing, and contributes to the refinement of detailed operating assumptions required for potential commercial expansion. As described by management, the project remains positioned within an active due-diligence phase rather than a finalized commercial rollout.

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BEYOND THE MIC – Tartisan Nickel Corp. Kenbridge Drilling, Resource Growth And PFS Path Discussed

Posted by Brittany McNabb at 12:26 PM on Thursday, February 19th, 2026

In a recent long form video interview with AGORACOM (see link at the end of this article), Tartisan Nickel Corp. (CSE: TN; OTC: TTSRF; FSE: 8TA) CEO Mark Appleby discussed the high‑grade drill results at the Kenbridge Nickel-Copper Project, Sioux Narrows,  Ontario, and how they support the company’s efforts to grow the resource, extend potential mine life and advance toward pre‑feasibility.

AGORACOM Beyond The Mic Feature Article

February 19, 2026

Key Highlights

  • Class 1 nickel in a mining-friendly jurisdiction – In the interview, Appleby noted that Kenbridge is located in northwestern Ontario and hosts Class 1 nickel sulphide (often referred to as “battery grade” nickel), a key input for electric vehicles, stainless steel and energy storage.
  • A scalable resource with room to grow – As discussed in the interview introduction, the project currently has a defined mineral resource containing approximately 146 million pounds of nickel and 78 million pounds of copper, supported by more than 115,000 metres of drilling in over 617 holes, plus a three-compartment shaft and road access now within a 45‑minute drive off of paved Hwy 71.

 

New high‑grade drill hits – The conversation focused on recent holes including:

  • 11 metres of 1.05% nickel and 0.33% copper, including 2 metres of ~4.8% nickel and 1.25% copper
  • 3.5 metres of ~2.9% nickel and 0.8% copper
  • A prior hole with 10.7 metres grading 1.58% nickel and 0.8% copper, including intervals above 3% nickel Appleby explained that, for Class 1 nickel deposits, anything over 0.6% nickel is generally considered high‑grade, and he characterized these intercepts as meaningful within that context.

 

Upgrading and expanding the resource – Appleby stated that there is roughly 1 million tonnes of inferred material grading over 1% nickel. He said the current drill program is intended to:

  • Bring a portion of this inferred material into the Measured and Indicated categories to improve confidence for engineering studies
  • Test the down‑dip extension of the deposit, which he believes extends below ~1,100 metres and may continue significantly deeper at depth based on current understanding
  • Support a targeted 25% to potentially 50% increase in total resources, with the objective of moving from a current 9–10 year mine life toward approximately 15 years or more if drilling results are supportive in 2026
  • Path to pre‑feasibility in 2026 – In the interview, Appleby reiterated that Tartisan would like to commence a pre‑feasibility study (PFS) in the summer of 2026, building on baseline work underway since 2021 and a completed Preliminary Economic Assessment. He indicated that drilling in 2026 is expected to contribute data that would feed into PFS economics and help refine capital and operating cost estimates.
  • Ongoing drills and targeting tools – Appleby reported that Holes 3 and 4 of the current program have been drilled (with assays pending), and Hole 5 is expected to commence next, targeting depths around 1000+ metres and beneath the existing shaft. He added that all completed holes are planned to undergo borehole geophysics (downhole surveying to detect conductive sulphide zones), with those results expected in May to help guide a potential Phase 2 program into deeper parts of the gabbro‑hosted system.
  • Strategic land and new targets – The interview also covered Tartisan’s recent acquisition of the Apex property, contiguous with Kenbridge and adjacent to the historic Mayburn Gold Mine. Appleby said Apex hosts a historical resource of about 250,000 tonnes at 1.03% copper and 0.60% nickel, plus various gold showings. He outlined plans for prospecting, re‑sampling and reviewing historical trenching and sampling at Apex this spring and summer, with the possibility of a dedicated drill program if conditions and funding allow.

 

  • Supportive macro and rising interest – Appleby and the host discussed copper trading around US$6 per pound and nickel recovering from prior lows. Appleby commented that this is supportive to in‑ground values as the company advances work, and noted an increase in inbound calls and interest from industry and capital markets following the first drill hole results, along with higher social media engagement and investor outreach.
  • Community and critical minerals backdrop – Appleby emphasized that Kenbridge is advancing in consultation with seven First Nations communities, whose involvement was instrumental in advancing the all‑season access road. He also highlighted growing U.S. and Canadian focus on critical mineral security, including discussions around potential grant programs and strategic stockpiles, and the role that domestically sourced Class 1 nickel and copper could play within that policy environment.

Leadership Perspective

“We’re now starting to bring this million tons in the inferred category that grades over 1% into the measured and indicated category. That helps solidify the overall integrity of the resource, which is exactly what the engineers will want to see as we move into pre‑feasibility in 2026.” – Mark Appleby, CEO

“Anything over 0.6% nickel is considered high grade for Class 1 deposits, and our recent intercepts are 1% and higher. These are meaningful holes and a worthwhile exercise in drilling them.” – Mark Appleby, CEO

Investor Takeaway

In the interview, Appleby outlined how Kenbridge is being advanced from the current  nickel-copper deposit toward a deeper and potentially larger asset, with a stated roadmap to grow the resource, work toward extending mine life and enter pre‑feasibility in 2026. Early 2026 drilling has delivered high‑grade intercepts that management believes support this plan, while additional potential catalysts discussed include pending assays, borehole geophysics results, possible Phase 2 deeper & infill drilling and  work on the recently acquired Apex property.

For investors following nickel and copper opportunities in Canadian jurisdiction, where critical minerals have become a stated policy focus, the company’s current drill program, resource growth objectives and targeted move toward pre‑feasibility in 2026 were presented in the interview as key elements of the Tartisan story to watch.

TO WATCH THE FULL VIDEO GO TO: https://www.youtube.com/playlist?list=PLfL457LW0vdIGAsX_ean57OmfgUoKfsd9

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Tartisan’s Kenbridge Drill Hits Are The Tesla Moment For Class 1 Nickel Supply

Posted by Brittany McNabb at 4:56 PM on Tuesday, February 17th, 2026

When the ground keeps giving back more than you put in, the story stops being about exploration and starts being about building a mine. Tartisan Nickel’s latest drill hole at Kenbridge came back with 11 metres of high-grade nickel and copper at depth — backed by a second spike of nearly 5% nickel over 2 metres that few deposits anywhere can match. For a project that already has a shaft in the ground, a road in, and a mine plan on paper, these results are not a discovery — they are a confirmation. The next step is a pre-feasibility study.

WHAT YOU NEED TO KNOW

  • Deep Grade: Hole KB26-208 returned 11.0 metres of 1.05% nickel and 0.33% copper, including 2.0 metres of 4.79% nickel and 1.25% copper, plus an additional 3.5 metres of 2.87% nickel and 0.81% copper within the same zone.
  • Model Tightening: This is the second infill hole of the 2026 program, targeting a zone with over 1 million tonnes of greater than 1% nickel that the company is working to move into higher-confidence categories ahead of pre-feasibility.
  • Scale Program: 2,700 metres of drilling have been completed across the first three holes, with results from the third hole still pending and the fourth hole now drilling below the existing 622-metre shaft to test how deep this deposit really goes.
  • Established Economics: The Updated PEA outlines a 9-year underground mining operation at 1,500 tonnes per day, with a pre-tax NPV of $182.5 million and a 26% internal rate of return.
  • Critical Minerals: Kenbridge hosts Class 1 battery-grade nickel in one of the most mining-friendly jurisdictions on the planet, directly in the crosshairs of North American critical mineral strategy for EVs, energy storage and supply chain security.

STRATEGIC IMPLICATIONS

For decades, the world has sourced nickel from offshore operations that are expensive to run, difficult to regulate and increasingly exposed to political risk. The result is a supply chain that North American manufacturers, defense agencies and battery makers have grown deeply uncomfortable depending on. Legacy producers have failed to bring new, high-grade, domestically sourced nickel online fast enough to close that gap.

Kenbridge is the kind of asset that makes that problem smaller. It sits in northwestern Ontario with a shaft already sunk, a road already built, environmental baseline work already years deep, and active relationships with seven First Nations communities. It is not a greenfield dream — it is an advanced project hitting high-grade results and moving methodically toward a pre-feasibility study. Each new drill hole either confirms what is already known or expands what the deposit could become, and the current program is doing both.

The timing could not be better aligned. Critical minerals have become a matter of national security on both sides of the border. The U.S. Department of Defense is actively backing domestic supply. Canada is accelerating its own critical mineral strategy. In that environment, a fully-owned, high-grade, road-accessible nickel and copper project with a mine plan already in hand does not stay small-cap forever.

CEO MARK APPLEBY:

“These are the kind of numbers that get people’s attention. We’ve got the goods here — high grade, right where we need it, and it keeps showing up. We’re heading into pre-feasibility this summer, and every hole we turn makes that a stronger story.”

INVESTOR TAKEAWAY

The world is running short on nickel and copper it can actually trust — mined safely, in stable jurisdictions, without a shipping container crossing three oceans. Kenbridge is already built into the ground, already permitted to advance, and already hitting the grades that make mine plans work. With a pre-feasibility study targeted for summer 2026 and drill results arriving hole by hole, Tartisan is not waiting for the market to come to it. It is building the kind of asset that larger players in a supply-starved industry will find very hard to ignore.

 

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HPQ Silicon’s Fumed Silica Joint Venture Mirrors The Desktop Revolution – Innovation Disrupts A Century-Old Industry

Posted by Alavaro Coronel at 8:28 AM on Friday, February 13th, 2026

When a company crosses the line from technical validation to signed commercial agreements with secured financing, markets take notice. HPQ Silicon has signed a non-binding memorandum of understanding with a strategic industrial partner to form a joint venture that would build and operate a 1,000-tonne-per-year commercial fumed silica plant valued at US$20.0 million. 

The partner has already secured project financing. This follows January 30, 2026 independent verification confirming HPQ’s pilot-scale reactor produces commercial-grade “150” fumed silica. With the technical risk answered, now came the commercial deployment question which seems to now be answered with one breaking headline:

HPQ Signs Joint Venture MOU for a Commercial Fumed Silica Plant with Strategic Partner

WHAT YOU NEED TO KNOW

  • Financing Secured: The strategic partner has already locked in project funding for the US$20.0 million commercial plant, eliminating a major execution risk.

  • Grade 150 Verified: Independent testing on January 30, 2026 confirmed HPQ’s pilot reactor produces commercial-grade fumed silica meeting industry-standard 150 m²/g surface area and required viscosity specifications.

  • Toxic-Free Process: HPQ’s plasma-based reactor eliminates silicon tetrachloride and hydrogen chloride – the hazardous chemicals that forced half the industry to relocate to China.

  • Dramatic Cost Advantage: The single-step process consumes ~ 87% less energy and produces ~ 84% fewer emissions than conventional multi-step manufacturing while enabling on-site production.

  • Q2 2026 Target: Definitive agreements are expected by the end of second quarter 2026, with plant delivery anticipated within 12 months of joint venture formation.

Commercial Structure and Strategic Intent

The joint venture is expected to own and operate the facility, with production sold under an offtake arrangement to the strategic partner (terms and conditions yet to be agreed upon). Under the contemplated structure, HSPI (HPQ’s wholly owned subsidiarywould receive recurring royalties on each kilogram of fumed silica sold, (price/kg not yet agreed upon), providing HSPI and HPQ with long-term exposure to operating revenues while maintaining a capital-efficient profile.

This structure is intended to align HSPI and HPQ’s interests with long-term production performance while creating a platform that can be replicated across multiple sites as demand grows. Management views this approach as a scalable pathway to commercial deployment rather than a single, stand-alone facility.

HPQ does caution with “While the MOU reflects a shared intent to proceed, there can be no assurance that a joint venture will ultimately be formed, that it will be completed within the anticipated timeline, or that it will prove commercially viable.”

STRATEGIC IMPLICATIONS

For decades, fumed silica manufacturing has relied on a toxic, multi-step process that converts metallurgical silicon into silicon tetrachloride, then hydrolyzes it at extreme temperatures while generating massive volumes of hydrogen chloride waste and CO₂ emissions. Environmental regulations pushed at least half of global production to China, creating supply chain vulnerabilities and locking manufacturers into centralized production models with complex logistics. What incumbents failed to achieve was elimination of the chemical inputs entirely – the breakthrough that enables decentralized, on-site manufacturing.

HPQ’s plasma-based Fumed Silica Reactor uses quartz as the sole feedstock and produces zero hazardous by-products. The November 2025 pilot-scale results demonstrated up to 191 m²/g surface area with 99.8% purity, and the January 2026 verification confirmed commercial-grade “150” specifications – the benchmark the entire industry had been waiting for. 

This positions HPQ to redefine how manufacturers access a US$2.57 billion global market dominated by chemical giants who cannot easily replicate a process they don’t control.

The timing aligns with reshoring mandates and supply chain security concerns. Industries reliant on fumed silica increasingly seek alternatives to centralized Chinese production. HPQ offers localized manufacturing at or near the point of use, fundamentally restructuring logistics while delivering superior unit economics through dramatically lower energy consumption and zero waste management costs. The joint venture partner has already secured financing and defined market requirements. This is validation from an industrial buyer with capital committed.

CEO BERNARD TOURILLON:

“This is the demonstration of all the work we’ve done paying off. We’ve demolished the barriers to entry to make fumed silica. Now we’re building something solid, step by step. The fumed silica business is becoming a very strong standalone thing.”

INVESTOR TAKEAWAY

HPQ Silicon has transitioned from technical validation to signed commercial agreements with secured financing. The January 30, 2026 independent verification removed the scaling question, and the February 12, 2026 joint venture MOU answers the commercialization question. With a strategic partner who has capital committed and defined market requirements, 

HPQ enters the revenue stage with a technology that eliminates toxic chemicals, dramatically reduces costs, and enables reshoring advantages that legacy producers cannot match without abandoning their entire infrastructure. 

For investors seeking exposure to advanced materials disruption with tangible proof points and near-term commercial deployment, this marks the inflection from development to deployment.

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