Agoracom Blog

Structural Imbalance in Silver Strengthens the Case for Magma Silver

Posted by Brittany McNabb at 1:41 PM on Tuesday, March 3rd, 2026

Bank of America’s latest silver outlook has reframed the discussion around the metal’s long-term trajectory. With projections ranging from $135 to $309 per ounce by the end of 2026, the bank’s metals research team points to historical gold-to-silver ratio compression, structural supply deficits, and accelerating industrial demand as key drivers. Against that macro backdrop, Magma Silver Corp. is advancing its Niñobamba silver-gold project in Peru with permits secured, funding in place, and a defined drill program planned. The alignment between improving industry fundamentals and project-level execution places Niñobamba squarely within the broader silver narrative now unfolding.

Industry Outlook and Magma Silver Corp’s Trajectory

Bank of America’s thesis centers on two interlocking forces: ratio math and structural imbalance. With gold trading near $5,000 and the gold-to-silver ratio around 59:1, analysts suggest a reversion toward historical levels could materially reprice silver. The bank’s base-case scenario applies a 32:1 ratio, implying $135 silver, while a more extreme historical comparison to 1980’s 14:1 ratio produces a theoretical $309 target.

Beyond ratio dynamics, the Silver Institute reports that 2025 marked the fifth consecutive year of structural deficit in the silver market, with demand exceeding supply by roughly 95 million ounces. Cumulative shortfalls since 2021 have surpassed 820 million ounces. Mine supply has plateaued near 813 million ounces annually, and new production can take seven to 15 years to develop.

Within that environment, Magma Silver is preparing to initiate a two-phase, 4,000-metre drill program at Niñobamba in Q2 2026. The company secured a drill permit in October 2025 from Peru’s Ministerio de Energía y Minas authorizing drilling from 20 pads over a fourteen-month period. With historical data in hand and updated geological interpretation underway, the company is transitioning from validation work to drill execution at a time when silver fundamentals are drawing renewed institutional attention.

Voices of Authority

Bank of America metals strategist Michael Widmer framed the forecast as scenario-based rather than speculative, noting that silver “tends to lag gold early in a bull market, then explode higher in the later stages.” The report further stated that the $135 projection assumes “a natural bull market continuation without a squeeze or panic buying,” while the higher-end $309 case would require “a liquidity event, a delivery squeeze, or a surge in physical demand that overwhelms paper markets.”

The bank also underscored structural drivers, citing record photovoltaic installations, expanding electric vehicle production, 5G infrastructure growth, and rising physical investment demand. At the same time, it cautioned that recession risks, gold price stagnation, and operational mining setbacks remain variables that could temper the outlook.

These industry-level observations reinforce the importance of advanced-stage projects that are drill-ready and positioned within established mining jurisdictions.

Magma Silver Corp’s Highlights

Magma Silver began 2025 without a project and completed the acquisition of 100 percent control of Niñobamba in January of that year. The property spans an 8-kilometre mineralized corridor in a high-sulphidation epithermal system and has benefited from more than C$14.5 million in historical exploration by major operators including Newmont, AngloGold, Bear Creek, and Rio Silver.

Field programs in 2025 confirmed and, in some cases, exceeded historical results. Sampling from a previously undocumented 157-metre drift at the Joramina zone returned 10 metres of 2.32 grams gold per tonne and a five-metre composite of 4.085 ounces silver per tonne. Additional sampling returned 0.70 metres grading 17.41 grams gold per tonne and 13.94 ounces silver per tonne. At the undrilled Randypata zone, a random composite grab sample returned 0.20 grams gold per tonne and 8.55 ounces silver per tonne across a two-kilometre silver anomaly.

On the corporate side, the company completed financings totaling $6.5 million in 2025, ending the year with over $5 million in treasury. The $5 million October financing was oversubscribed and included participation by Eric Sprott.

Real-World Relevance

Silver occupies a dual role as both an industrial and precious metal. It is a core input in solar panels, electric vehicles, semiconductors, and next-generation communications infrastructure. When structural deficits persist and mine supply remains constrained, advanced exploration projects can become strategically important within the broader supply chain.

Niñobamba is described as a shallow-to-near-surface silver-gold project, and Magma has indicated that surface sampling, trenching, and mapping will accompany drilling in 2026. In practical terms, this means the company is working to convert historical geological understanding into updated, compliant resource definition through systematic drilling and technical analysis.

Looking Ahead with Magma Silver Corp.

Magma’s planned Q2 2026 drill program is designed to determine the orientation and extent of silver-gold mineralization intersected in historical drilling, including Newmont’s 2010 hole JOR-001, which returned 72.3 metres of 1.19 grams gold per tonne. Phase 2 drilling is intended to extend mineralization and test previously undrilled surface anomalies.

In an industry where supply growth is constrained and development timelines are measured in years, projects that are permitted, funded, and drill-ready carry distinct relevance. As broader silver market dynamics continue to evolve, Magma Silver is entering 2026 with a defined exploration plan and an asset positioned within a tightening global supply landscape.

Conclusion

The current silver cycle is being shaped by structural deficits, industrial expansion, and renewed focus on precious metals. Bank of America’s wide but historically grounded price scenarios reflect a market in transition. Within that context, Magma Silver’s advancement of the Niñobamba project from acquisition to permitted drilling represents a tangible step forward. As the company moves into its next phase of exploration, it does so against an industry backdrop that underscores the growing strategic importance of silver assets capable of moving from validation to execution.

Source:

https://www.thestreet.com/investing/bank-of-america-revamps-silver-stock-price-target-for-2026

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nGRND Launches Site Programmes that Monetise In-Ground Verified Gold Resources 

Posted by Brittany McNabb at 10:58 AM on Monday, March 2nd, 2026

nGRND empowers opportunities for gold resources that may not be currently economically or environmentally viable

Tortola, British Virgin Islands: 2nd March 2026, nGRND Inc. (“nGRND” or the “Company”), a BVI based land management and sustainability company, is proud to announce the launch of its Site Programmes for gold producers, developers and exploration companies who have known Mineral Resources of gold on both greenfield and brownfield sites. The Site Programmes enable high-value monetisation initiatives for select properties including Canada, the USA, Australia, the EU, South Africa and South America that have verified in-ground gold.

nGRND purchases, through definitive agreements, a percentage of the verified gold resources from site owners and focuses its efforts on keeping the gold, in-situ, and remaining in-ground for those properties that may not be currently environmentally or economically viable to extract because of permitting, inaccessibility, quantity, geological characteristics, time, high capital needs, or retirement. The nGRND Site Programmes empower further monetisation and additional long-term site attribution from avoided mining and alternative sustainable land use opportunities forming a second stream of value and distributions for both the site owner and investors while keeping the title of the property with the site owner.

nGRND has begun working with properties to create new and innovative revenue, that is not royalties nor streaming or with a payback requirement, and that is non-dilutive to the capital structure, allowing site owners to capitalise their companies without additional public and / or private raises. In addition, the revenue generating components of the definitive agreements become a long-term asset on the balance sheet generating revenue from previously untapped natural wealth. These programmes provide working capital for further exploration of the properties and other sites to upgrade resources, company initiatives; normal course issuer bids, pay special dividends, empower value and deliver potential ROI to their investors.

As of the end of February 2026, less than 60 days into the Company’s programme, nGRND already has over 400,000 classified ounces of gold resources under initial agreements to be made available for tokenisation with the Issuer with Site Programmes in Canada and the USA, and with significant verified ounces of in-ground gold in the acquisition pipeline with additional opportunities forthcoming.

Under an independent agreement, separate and apart from the Site Programmes, nGRND provides the purchased classified in-ground gold to a jurisdictionally licensed Virtual Asset Services Provider (VASP) regulated by the Virtual Assets Regulatory Authority (VARA) in Dubai to tokenise and fully back all nGRND Gold Token, Real-World Asset commodity tokens. Beyond any value increase in gold itself, investors in the nGRND Gold Token, as well as site owners, are entitled to receive additional value and distributions from alternative land use Carbon and ESG Programme origination revenues through the nGRND Loyalty Rewards Programme, creating a dual yield opportunity for investors.

“nGRND’s innovative and world leading model and Site Programmes create long-term dual-yield commodity value for all stakeholders in the gold industry by empowering the monetisation and fully capitalised growth of natural and sustainable wealth initiatives,” said Professor Lisa Wilson, CEO of nGRND Inc. “Our programmes and the nGRND Gold Token investment opportunity democratise the ability to access gold, and benefit from the natural wealth and its stackable value for a far broader base of investors and generations on a global basis, simply, easily and with digitised trust and auditability.

nGRND team members will be at PDAC Toronto March 1 – 4, 2026, and available for site owners and investors. To arrange a meeting, please email: [email protected]

About nGRND Inc.

nGRND Inc. is a land management and sustainability company that supports verified gold discovery and enables its monetisation by keeping it in the ground for property owners and investors. Avoided mining addresses the critical need to transition to a low-carbon and more sustainable climate positive economy and additional long-term alternative land use empowers monetisation opportunities through origination of sustainability and other ESG programmes.

nGRND’s vision is to be the world’s biggest resource company that doesn’t mine.

nGRND empowers and responsibly connects investors to a world that appreciates the sustainable use of the Earth’s natural resources. It enables the secure digitisation of in-ground gold into a climate positive, fully backed Real World Asset commodity, transforming and creating a store of value of gold resources without environmental extraction.

nGRND advocates for investors looking for the sustainable use of the Earth’s natural resources by providing an avenue to verified in-ground gold that offers the stability of gold without the vast environmental damages associated with mining. nGRND also utilises carbon credit origination and other ESG socio-economic stackable value programmes, which provide a dual yield opportunity to access products leading to resource ownership that promotes ethical stewardship, transparency and inclusive participation in sustainable climate positive natural wealth.

Every RWA nGRND Gold Token equals one ounce of verified climate positive in-ground gold, initially priced at 10% of the spot price of gold at the Token Generation Event (TGE).

nGRND allows verified gold mineral resources to remain in-ground providing revenue for property owners that may be facing a currently uneconomical or environmentally difficult pathway to extraction, helping to mitigate risks such as geological uncertainty, cost of extraction, and regulatory and environmental exposure, while still supporting their further exploration and prospecting abilities.

Through its partners, nGRND also explores and implements alternative land use Carbon and ESG Programme feasibility origination engagement agreements and multiple methodology projects, which will pay net distributions to property owners and to nGRND Gold Token holders, through our Loyalty Rewards Programme.

nGRND is building an ecosystem of climate positive long-term value by changing habits and reducing the socioeconomic and environmental damage of gold mining. Every ounce of gold that remains in-ground saves almost 800kgs of emitted CO₂ into the atmosphere. This means by 2030, nGRND can achieve the elimination of at least 3 times the total CO₂ emitted for the entire global gold supply chain from avoided mining.

nGRND empowers the sustainable ownership of natural wealth.

The future of sustainable investment starts with us.

For more information, please visit nGRND.com, or contact us at [email protected]

Media contact:

Robert Penington

[email protected]

Disclaimer:

This press release is for informational purposes only and does not constitute investment advice, financial guidance, or a solicitation to buy or sell any securities, commodities or digital assets. The statements, views, and opinions expressed in this release are solely those of the issuing company or its authorized representatives. The publisher, distributor, and any associated third parties make no representations or guarantees of profit, and explicitly disclaim any liability for losses or damages incurred as a result of using or relying on the information presented.

Digital asset investments carry a high level of risk, including the potential loss of all capital. There are no guarantees of performance, and markets may become illiquid or go to zero. Readers are strongly encouraged to conduct their own independent research and consult with licensed financial professionals before making any investment decisions.

By accessing and reading this press release, you agree not to reproduce, distribute, or use this content for any unlawful or unauthorized purposes. Use of this content signifies your acceptance of these terms.

For any questions or clarifications, please contact the issuing company directly. Do not contact the publisher, distributor, or any unrelated third party.

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Billions of ounces of known gold Mineral Resources are sitting in the ground. nGRND Inc. has figured out how to monetise the gold without mining!

Posted by Brittany McNabb at 10:37 AM on Monday, March 2nd, 2026

What if the world’s vast in-ground konwn gold Mineral Resources could generate value without ever being extracted? For centuries, that question had no answer. Now it does.

nGRND Inc. has developed an entirely new resource ownership model where they purchase the verified in-situ gold and keep it permanently in the ground. The verified gold is provided to a licensed issuer who generates, issues and sells regulated digital Tokens backed by real ounces as a Real World Asset commodity. The Q2 2026 launch will reshape how institutional investors can access these assets but also provider a broader base of investor accessibility.

Context: The stranded asset challenge

Approximately 6 billion ounces of known gold mineral resources exist globally, with a significant portion held by Canadian junior developers and exploration companies. These aren’t speculative deposits; they’re verified resources classified by geological surveys.

The challenge? Most haven’t been taken to the next step of resource evaluation to be considered more probable of geological, environmental or economic viability to extract under current conditions. Capital constraints, rising extraction costs, environmental permitting challenges, and ESG pressure have effectively stranded these assets.

For junior mining companies, this creates an extremely difficult situation: valuable resources on the books with no viable path to production. For the broader market, it represents trillions of dollars in gold that traditional mining economics cannot unlock.

Inside the Breakthrough

nGRND’s business model is deceptively straightforward: purchase these stranded resources through definitive arrangements with land management rights for a minimum 30-year terms – where they can further monetise the alternative land use.  Keep the gold in the ground. Have the gold tokenised as a regulated real world digital asset that represents one ounce of verified gold per token.

The nGRND Gold Token will be generated, issued and sold by a licensed Virtual Asset Service Provider (VASP) regulated under Dubai’s Virtual Assets Regulatory Authority (VARA) providing institutional-grade legitimacy for a fundamentally new asset class. This is NOT a cryptocurrency hoping for adoption; it’s a fully regulated real-world asset with tangible verified backing.

CEO Professor Lisa Wilson brings deep mining industry credibility to the model. Having worked with major producers throughout her career, Lisa recognised that extraction isn’t necessary to overcome the challenges of mine development and for value creation when you can tokenise verified resources and eliminate socioeconomic and environmental destruction.

“We go out to that global market, and we acquire rights to sites and purchase the known, verified mineral resources of in-situ, in-ground gold,” Professor Wilson explained. “Our role is to obtain those assets from those mining companies and take over those sites for alternative land use for a minimum of 30 years.”

The company also independently sponsors the alternative land use development for Carbon and ESG Programmes that originate projects through independent partners like CarbonPlanet and Foresteam. By preventing socioeconomic and environmental destruction from avoided mining, nGRND creates opportunities for a second revenue stream and a dual yield for the Token from monetised sustainable alternative land uses.

What This Means for Investors: Massive Addressable Market

Access to billions of ounces of known gold resources that are currently stranded and illiquid, representing a market opportunity traditional mining cannot efficiently monetise.

ESG Compliance Without Compromise

Full gold exposure with a climate and socioeconomic positive impact, no extraction costs, no permitting delays, no ongoing environmental management bonds, and no operational risks associated with traditional mining. 

Dual Yield Streams

The nGRND Gold Token is fully backed by the spot gold price appreciation (currently above USD$5,000 per ounce with Wall Street forecasting prices toward $6,100 by 2030, plus the additional distributions from co-benefits of exponential growth in carnon assets from nGRND’s avoided mining and other alternative land use sustainability programmes

Regulatory Framework Established

Full compliance through Dubai’s Virtual Assets Regulatory Authority provides institutional-grade legitimacy for tokenised hard assets.

First Mover Advantage

Creating a new dual yield Real World Asset commodity class ahead of competitors maximising the significant partnerships and entities the team bring to the table from a mining, technology, financial, sustainability and regulatory point of view.  The ecosystem is built and engaged.

Partnership Potential with Tier 1 Producers

Major mining companies hold land with marginal resources that may be retired or on brownfield sites that are also currently not environmentally or economically viable to take to extraction. This establishes further strategic collaboration opportunities.

The Competitive Edge

Legacy gold ownership requires either physical possession with storage, transport and security costs and risks, or mining company equity exposure with operational and extraction risks. nGRND eliminates both while maintaining direct gold price correlation with a dual yield from natural wealth.

What traditional miners cannot easily replicate is the economic model itself. For junior developers with stranded resources, nGRND offers monetisation without the decade-long, capital-intensive journey from exploration to production.

For Tier 1 producers holding marginal resources, the value proposition includes eliminating environmental liabilities and operational headaches while maintaining shareholder value through tokenised ownership rather than physical extraction.

The company’s approach keeps all token issuance and carbon and ESG origination at arm’s length through independent regulated bodies. This structure prevents conflicts of interest while ensuring credibility with institutional capital.

Professor Wilson emphasised the collaborative rather than competitive dynamic: “If I’m a Tier 1, it makes absolute sense to go, well actually, we could do the same thing as junior developers. We would lose our headaches. We wouldn’t have to worry about environmental protection of the land. Instead of just monetising the gold that’s in the ground, we can do other stuff like further exploration.”

Broader Market Implications

Three powerful trends converge to create optimal timing for nGRND’s model:

Gold at Historic Highs

With prices above $5,000 per ounce and bullish forecasts extending toward $6,100 or higher by 2030, investor demand for gold exposure has never been stronger. Central banks have been acquiring gold at 50% greater rates than ever before

Blockchain Infrastructure Maturing

Tokenised Real-World Assets have moved from innovation to institutional-grade, with regulatory frameworks like Dubai’s VARA providing legitimate oversight expected by institutional and other investors.

ESG Mandates Intensifying

Institutional investors face mounting pressure for sustainable investments. Retail and professional investors expect sustainable alignment not only because it’s good for the planet – but because it returns high growth. Traditional gold mining’s socioeconomic impact and environmental footprint increasingly troubles ESG-focused capital allocators and mining regulators.

Traditional gold ETFs, Gold Tokens and digitally transacted physical gold holdings already demonstrate investor appetite for non-operational gold exposure. nGRND extends this concept while solving the environmental problem that makes traditional mining increasingly untenable.

The junior mining sector holds vast resources that may currently not reach production due to capital constraints, rising extraction costs, and environmental permitting challenges. nGRND offers these companies an exit strategy that monetises assets at a significantly higher return than currently being offered – without requiring production.

Expert Perspective

“If it’s classified as a mineral resource, it hasn’t been evaluated to be currently environmentally or economically viable to get it out of the ground. That vast majority of gold sits with junior developers and is, in essence, really a stranded asset.” Professor Lisa Wilson, CEO of nGRND Inc.

“Institutional investors are already playing in this digital space, they’re already putting money into ETFs, and they’re purchasing physical gold tokens such as HSBC Gold Token. To me, it makes no logical sense to say, why wouldn’t I invest in in-ground gold?” Professor Lisa Wilson, CEO of nGRND Inc.

“If we’ve got 50% more gold sitting in vaults that we’re either wearing or storing—we’re not using it, we’re just using it as a store of value to back assets—why do we need to keep digging it up?” Professor Lisa Wilson, CEO of nGRND Inc.

The Path Forward

Professor Wilson projects the company could achieve unicorn status with a USD$1 billion valuation within nine months of the Q2 2026 nGRND Gold Token launch. With gold’s finite supply and growing institutional demand for sustainable hard assets, the scale potential extends beyond junior resources to partnerships with major producers seeking to monetise marginal assets.

The regulatory approval environment and issuer is secured. Several site properties are secured with a further significant pipeline of gold under discussion.  The ESG and Carbon Programmes are structured through independent verification. The market opportunity is quantified at 6 billion ounces of stranded resources.

What remains is the Token Generation Event execution and to excite investor appetite for a category-defining commodity proposition that challenges a centuries-old assumption about gold ownership.

nGRND Inc. isn’t improving mining. It’s making mining unnecessary for value creation of stranded assets. The company has identified a fundamental inefficiency in global resource markets and built infrastructure to unlock it.

For investors seeking exposure to gold’s price appreciation while demanding ESG compliance, nGRND offers a solution that didn’t exist six months ago. The Q2 2026 launch will test whether the market agrees that extraction isn’t required for value creation for verified in-ground resources  and that a new model can command premium valuations with a dual yield from natural wealth.

Disclosure
 nGRND Inc. is a client of AGORACOM Internet Relations Corp.

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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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