Fobi AI, a company long associated with real-time data intelligence and mobile-wallet innovation, is preparing to reintroduce itself after one of the most challenging—and productive—periods in its history. Despite operating under a cease-trade order (CTO) since November 2024, the company delivered just under $3 million in annual revenue, executed a $2.2 million divestiture of its German subsidiary, restructured its operations from top to bottom, and filed its updated financials in pursuit of a trading resumption.
In an in-depth interview, CEO Rob Anson described a year defined by operational discipline, personal resolve, and a strategic reset that positions Fobi AI for the next decade of enterprise AI and Web3 adoption. As the company prepares to relaunch, Anson’s message is clear: Fobi is no longer simply a data-intelligence or wallet-tech provider. It is building the infrastructure and advisory muscle that organizations will require as digital identity, automation, and real-time systems become foundational.
A Reset Fueled by Determination—and Data-Driven Strategy
Though many expected Fobi to struggle under a CTO, the company instead embarked on what Anson calls “a wholesale change”—one that demanded difficult decisions, aggressive restructuring, and a reliance on AI automation to streamline operating costs to roughly $1.2 million.
A significant catalyst came through Fobi’s participation in Comcast SportsTech, where enterprise clients consistently asked the same question: How do we integrate our disconnected digital systems into something unified and actionable?
Fobi discovered a widespread gap:
- Enterprises lacked coherent mobile-wallet strategies.
- Systems were fragmented across dozens of applications.
- Organizations needed partners who could advise strategically and implement solutions end-to-end.
This realization led to the foundation of Fobi 3.0—a model designed to blend advisory services, a sandbox testing environment, measurable ROI, and deployment operations under one structure. As one audit firm told Anson during Fobi’s 2024 filings, the business would be “much tidier” if its diverse activities were recognized as what they had become: professional services built atop proprietary technology.
Strategic Shifts, Auditor Transition, and a Return to Compliance
One headline development was Fobi’s decision to transition its auditor from MNP LLP to Can Partners LLP, effective November 17, 2025. Anson was emphatic that the change reflected systemic issues in the audit ecosystem—not deficiencies in MNP’s work.
The numbers underpinning this decision were striking: Fobi spent $1.12 million in audit fees over two years, a figure Anson called “egregious” and incompatible with long-term sustainability.
The shift is part of a broader effort to streamline governance, reduce financial burden, and accelerate the regulatory path toward lifting the CTO. Updated financials have been filed, with additional submissions underway—steps required for the anticipated revocation order and the company’s return to trading.
A Year of Operational Reinvention: “One Hour at a Time”
Anson describes 2025 as a year of “courageous change,” marked by layoffs, leadership transitions, and a relentless push to stabilize operations. At several points, he admits, the challenges felt “insurmountable.”
Yet the leadership team adopted a simple philosophy:
“One hour at a time.”
That discipline allowed Fobi to:
- Reduce burn by 82%.
- Transition to a new corporate structure focused on AI-enabled delivery.
- Deploy its internal LLM system, Udasha, to support client engagements.
- Attract joint-venture opportunities tied to enterprise problem-solving.
- Retain and strengthen a core team capable of delivering under pressure.
The cumulative effect, Anson says, is an “unrecognizable” company—leaner, more focused, and built for scale.
Preparing for 2026: A Reintroduction, Not a Return
Several themes emerged as Anson discussed 2026:
1. A New Identity
Fobi AI is repositioning itself not as a niche tool provider but as a full-stack transformation partner—“the Deloitte or Accenture of the AI/Web3 era” according to CEO Rob Anson.
This means delivering:
- High-level AI and data advisory
- System architecture and integration
- Wallet-based digital identity solutions
- Real-time data platforms
- End-to-end execution and managed services
2. A Scalable Operating Backbone
The company’s lean structure—including significant automation—enables sustainable execution without the overhead of legacy consultancies.
3. A Renewed Commitment to Transparency
With trading resumption efforts advancing, Anson pledged more structured engagement through centralized channels, including AGORACOM, to ensure consistent public communication.
4. A Team and CEO Who Refused to Quit
A recurring theme in the interview was resilience.
While some CEOs in similar situations might choose bankruptcy, privatization, or a complete reset under a new entity, Anson emphasized that he stayed for one reason:
“I’m here for the people who reached out over the years. That’s why I stayed in the game.”
Conclusion: A Company Poised for Reinvention
The Fobi AI that returns to the market—pending regulatory approval—is not the same company that entered a CTO in 2024. It is leaner, clearer in purpose, and architected for a digital economy that demands convergence between strategy, architecture, and execution.
Anson’s candid, emotionally charged interview reveals a leadership team that not only endured a high-pressure reset but converted it into a strategic turning point. As he put it, Fobi now stands “back in the game and running the bases”—with 2026 positioned as a defining year.
The company’s evolution toward an AI-native professional-services and deployment model signals its ambition to play a meaningful role in the next decade of enterprise transformation. And if its trajectory through adversity is any indication, its next chapter may be its most compelling yet.
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