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VIDEO – BacTech Bugs Eat Rocks Unlocking A Potential ~$30M Annual Gold Opportunity

Posted by AGORACOM-JC at 5:43 PM on Wednesday, April 8th, 2026

What if one of the most compelling ideas in mining could be summed up in a single concept: bacteria breaking down rock to release trapped metals?

It may sound unconventional, but it’s already being applied in real-world operations.

BacTech Environmental uses naturally occurring bacteria to process sulphide-rich material, unlocking gold, silver, and other metals that would otherwise remain difficult and costly to recover. These microorganisms act on the rock itself, triggering reactions that separate valuable metals without relying on high heat or chemical-intensive methods.

The approach shifts how certain types of material can be viewed, turning what was once uneconomic or overlooked into something potentially viable.

This is not theoretical. Bioleaching has been used in commercial plants in Australia, Tasmania, and China, with BacTech involved in building and operating multiple facilities over time.

The company is now advancing its flagship project in Tenguel, Ecuador. The fully permitted, construction-ready plant is expected to serve more than 100 small mines, providing a processing solution for material that few others are equipped to handle.

WHAT YOU NEED TO KNOW

Bugs Eat: Bioleaching is a commercially established process, previously deployed in plants across Australia, Tasmania and China. BacTech’s 50 tpd Ecuador facility is designed to process material from over 100 small mines that currently lack viable treatment options.

Gold Math: Tenguel’s updated BFS outlines 30,900 oz/year of gold, a pre-tax NPV(5%) of US$60.7M and a 57.9% IRR at US$1,600/oz gold. With approximately US$22M in projected capex, annual earnings approach US$30M at higher gold prices.  Dr. Paul C. Miller, Ph.D., C.Eng., MIMM, is the Qualified Person.

Government Framework: An International Protection Agreement in Ecuador provides 12 years of tax relief and access to international arbitration, supporting project stability.

Zero Tailings: BacTech has filed patents on a process designed to convert mine waste into usable products like iron, fertilizer, and metals such as nickel and copper.

Global Waste: An estimated 80 billion tonnes of tailings exist globally, with roughly 12 billion tonnes added annually. BacTech is advancing a licensing model to address portions of this inventory.

STRATEGIC IMPLICATIONS

Conventional mining often relies on smelting, chemical processing, and tailings storage, which can create long-term environmental and financial liabilities. High-arsenic concentrates are increasingly difficult to process, with smelters applying penalties or refusing material altogether.

BacTech’s model uses bacteria to extract metals and stabilize contaminants, converting arsenic into ferric arsenate suitable for dry stacking, while producing additional outputs such as magnetite and fertilizer. The result is a multi-product flowsheet that differs from traditional single-commodity processing.

This approach intersects with several broader trends, including higher gold prices relative to feasibility assumptions, tightening environmental regulations, and increasing demand for critical minerals and alternative fertilizer sources.

CEO ROSS ORR

“People hear ‘our bugs eat rocks’ and think it’s some new science experiment. It’s not – we’ve designed and built bioleach plants four times before. Now we’re keeping more of the value for our shareholders. We’ve gone from proving the tech works to proving we can own and operate it ourselves.”

INVESTOR TAKEAWAY

This story combines a near-term operating asset with a longer-term platform opportunity.

Tenguel represents a fully permitted, 100% owned project with a defined development path, supported by a third-party feasibility study and projected annual production of approximately 30,900 ounces of gold. A planned Phase 2 expansion could increase throughput and output materially.

Separately, the Zero Tailings process introduces a potential licensing and royalty model tied to large-scale tailings remediation. Early test work suggests that a significant portion of revenue may come from iron and fertilizer outputs, rather than metals alone.

Execution remains dependent on financing and initial commercial deployments, but BacTech is now advancing from a technology validation phase toward potential project-level and platform-level scale.

 

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From Toxic Waste to Valuable Resources: BacTech Environmental Is Rewriting the Future of Mining

Posted by Brittany McNabb at 5:32 PM on Monday, March 30th, 2026

BacTech Environmental Corporation is advancing a bold vision for the mining industry—one where waste is no longer a liability, but an opportunity. With more than 30 years of bioleaching expertise, the company is focused on recovering valuable metals from mine waste while safely stabilizing harmful elements, helping redefine how mining can operate in a more sustainable and responsible way.

At the center of BacTech’s strategy is a simple but powerful idea: clean up the past while building a more efficient future. By applying a natural, water-based process that uses bacteria to extract metals and neutralize toxins, BacTech is positioning itself at the intersection of environmental remediation and resource recovery—two of the most important themes shaping the modern mining sector.

A Proven Track Record in Bioleaching Leadership

BacTech is not new to bioleaching. The company has spent decades refining its proprietary BACOX® technology and has successfully built three commercial bioleach plants under prior licensing agreements in Australia and China.

Today, BacTech stands among a small group of companies globally with real-world commercial bioleaching experience—an important distinction in an industry where technical execution is critical.

Key Highlights:

  • Over 30 years of bioleaching research, development, and application
  • Three commercial plants previously built under license
  • One of the few companies globally with commercial bioleaching expertise
  • Proprietary BACOX® technology targeting high-arsenic materials

This foundation is now being applied to BacTech’s next phase: owning and operating its own projects to capture greater long-term value.

The Tenguel Project: A Fully Permitted, Construction-Ready Asset

BacTech’s flagship project in Tenguel–Ponce Enríquez, Ecuador represents a major step forward. The fully permitted bioleach facility is designed to process high-arsenic gold concentrates—materials that are often avoided due to environmental challenges.

Phase 1 of the project is planned at 50 tonnes per day, with expected production of approximately 35,000 ounces of gold annually. The project has been designed with scalability in mind, with potential expansion to 250 tonnes per day and production exceeding 100,000 ounces per year.

Project Highlights:

  • Fully permitted, construction-ready bioleach facility in Ecuador
  • Designed for 50 tonnes per day in Phase 1
  • Targeting ~35,000 ounces of gold annually
  • Expansion potential to over 100,000 ounces per year
  • Supported by a Government of Ecuador Investment Protection Agreement

This project demonstrates how BacTech’s technology can unlock value from materials that would otherwise remain underutilized.

Zero Tailings™: Turning Legacy Waste Into New Opportunity

Beyond gold processing, BacTech is expanding into critical minerals through its patent-pending Zero Tailings™ initiative in Sudbury, Canada. This approach focuses on recovering metals such as nickel, cobalt, and copper from historic mine waste, while producing additional by-products like magnetite and ammonium sulphate fertilizer.

The Zero Tailings™ concept is designed to eliminate long-term tailings storage by converting waste into stable, usable materials—aligning with circular economy principles and modern environmental standards.

Zero Tailings™ Highlights:

  • Targets recovery of critical minerals from legacy tailings
  • Converts waste into saleable products including iron and fertilizer
  • Reduces environmental liabilities and long-term storage risks
  • Modular and scalable for phased development

Built for Scale, Sustainability, and Real-World Impact

BacTech’s approach combines proven technology with a scalable growth model. Its systems are modular, allowing for stepwise expansion and integration into existing mining operations. This flexibility supports both project development and broader industry adoption.

At the same time, BacTech’s process is designed to operate without generating arsenic-bearing emissions, offering a lower-impact alternative to traditional methods. This positions the company alongside global trends toward cleaner, more responsible resource development.

Strategic Strengths:

  • Water-based process with no gas emissions from arsenic
  • Focus on reducing environmental impact while recovering value
  • Ability to treat difficult, high-arsenic materials
  • Alignment with ESG and circular economy initiatives

Redefining What Mining Leaves Behind

BacTech Environmental is advancing a model that challenges long-standing assumptions about mining waste. By recovering metals and stabilizing harmful materials, the company is demonstrating that environmental responsibility and economic opportunity can move forward together.

With a construction-ready flagship project, expanding technology applications, and decades of experience, BacTech is working to reshape how the industry thinks about waste, value, and sustainability.

In a sector undergoing transformation, BacTech’s approach offers a clear message: the future of mining is not just about what is extracted—but what is restored.

https://agoracom.com/ir/Agoracomupdates/forums/discussion/topics/796135-DISCLAIMER-AND-DISCLOSURE/messages/2399000

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BEYOND THE MIC – Fobi AI Inc. Financing, Relisting Path, And An AI Agent Strategy Built For The Enterprise

Posted by Brittany McNabb at 12:43 PM on Friday, March 27th, 2026

In a recent long form video interview with AGORACOM (see link at the end of this article)…

Fobi AI Inc. (TSXV: FOBI, OTC: FOBIF) CEO Rob Anson sat down to discuss closing the third and final tranche of a $1.35 million financing while under a cease trade order, the remaining steps toward relisting, and how the company is positioning itself as an enterprise-grade provider of Agentic AI (autonomous AI software “agents” that can perform tasks and workflows without constant human input).

The discussion offers investors a view into two parallel tracks: navigating regulatory and filing requirements to get back to trading, and building out a lean, productized AI platform that aims to let businesses deploy their own AI “agents” without stitching together a patchwork of third‑party tools.

AGORACOM Beyond The Mic Feature Article

March 25, 2026

Background / Context

Fobi has been under a cease trade order (CTO) since November 2024. During that period, the company:

  • Generated multi‑million‑dollar revenue, according to Anson
  • Appointed a new Chief Technology Officer and Chief Financial Officer
  • Reduced its annual burn rate to roughly $1.1 million, helped by using its own AI across operations
  • Launched and deployed FIXYR, its Agentic AI customer service and technical support platform, as previously disclosed in company materials

Despite the trading halt and broader macro uncertainty, including geopolitical conflicts, Fobi completed the third and final tranche of a $1.35 million financing. Anson said several new high‑net‑worth investors participated, many of whom were attracted less by Fobi’s historical story and more by what the company is now evolving into—an AI‑native platform and consulting business built around its own intellectual property.

Anson characterizes the past 18 months as an “exercise of resilience and focus,” with management concentrating on building infrastructure and commercial products during a period when accessing capital markets was constrained.

Key Topics Discussed

1. Financing Under a Cease Trade Order

Anson framed the completed financing as both a practical requirement and a validation point:

  • Why it matters: The capital supports audit completion, regulatory processes, and relisting efforts.
  • Investor mix: Some traditional groups could not participate due to the CTO, but the round attracted new investors, including high‑net‑worth individuals, who focused on Fobi’s current AI roadmap rather than its past.
  • Sentiment shift: Anson described the process as “reinvigorating,” noting that the new direction—built around proprietary AI IP and consultancy—“100% resonated” with incoming investors.

He also acknowledged past missteps in capital strategy, saying he had historically been overly focused on minimizing dilution, which left the company underfunded. Going forward, he emphasized that capital decisions will prioritize what is best for the business over shorter‑term concerns.

2. Path To Relisting And Timeline

Investors pressed for clarity on when trading might resume. Anson outlined the remaining steps:

  • Filings: Management’s goal is to have all outstanding financial statements, including the annuals for 2025 and Q1 and Q2 2026, completed and posted by the end of the week.
  • Regulatory sequence: Once filed, the financials go to the British Columbia Securities Commission for review, then to the TSX Venture Exchange for their relisting checks.
  • Control vs. uncertainty: Fobi will have its side “done, produced, and published,” after which timing rests with regulators and exchange staff.

Anson avoided giving specific dates, but said he is “a thousand percent confident” in the company’s ability to file the required financials and complete its internal tasks.

3. From Early AI Story To Agentic AI Product Suite

Central to the interview is Fobi’s transition from an early‑stage AI narrative that many investors struggled to fully understand, to a more tangible suite of Agentic AI products.

Key points:

  • FIXYR and Agentic AI: Anson referenced FIXYR (often pronounced similarly to “Fixer”), Fobi’s Agentic AI platform for customer service and technical support. In a prior deployment, FIXYR handled approximately 20,000 digital tickets for an event with no frontline human intervention, according to Anson’s comments in the interview.
  • Education gap: Anson acknowledged that, in the past, Fobi’s message “flew over the head of most people.” The coming phase will emphasize education—webinars, demos, and letting users directly test the AI products—to make the model easier to grasp.
  • Product readiness: Unlike earlier periods when technology readiness and commercialization timing held back larger deals, Anson said Fobi now has commercial products “ready to go” that are already implemented or in implementation.

He linked this to the broader industry conversation around Agentic AI, noting that comments from leaders at OpenAI, NVIDIA, and Shopify have helped mainstream the concept of AI agents that perform end‑to‑end workflows.

4. “Deloitte Of The AI Era” – Integrated Tech Plus Consulting

Anson reiterated Fobi’s ambition to operate like a “Deloitte of the AI era,” with an important distinction:

  • Traditional consulting firms typically implement other companies’ technologies.
  • Fobi aims to advise on AI strategy and deploy its own IP—its Agentic AI infrastructure, FIXYR, and related tools.

He highlighted several investor‑relevant aspects of this approach:

  • Single accountable provider: Clients deal with one organization rather than a collection of point solutions, vendors, and support lines.
  • Integrated stack: Instead of adding another “silo” alongside systems like Salesforce, HubSpot, accounting software, and communications tools, Fobi’s goal is to provide a suite that connects these data sources and automates workflows end‑to‑end.
  • Risk tolerance: Large enterprises are typically risk‑averse with new technology. Having a single, accountable counterparty and a product that has already been stress‑tested in live environments is meant to reduce perceived implementation risk.

Anson contrasted this with standalone AI tools built by individuals or small teams, which can look impressive on paper but may raise questions about security, stability, integration, and support.

5. Low‑Touch, Subscription‑Led Business Model

A recurring theme was Fobi’s focus on building a low‑touch, highly automated business model:

  • Drag‑and‑drop deployment: Anson described an architecture where AI applications can be assembled “a la carte,” with components that can be dragged, dropped, and spun up with a click, similar in spirit to how integration platforms like Zapier make connections between apps—but with a stronger emphasis on autonomy and minimal manual setup.
  • Low headcount, high leverage: The company has reduced its burn rate substantially and Anson believes the business can scale with a very small core team, supported by AI agents and an extended developer network.
  • Revenue model: While specific pricing was not discussed in the interview, Anson referenced subscription fees and custom work, consistent with a Software‑as‑a‑Service model supplemented by consulting and integration services.

The plan is to make certain AI tools available directly via Fobi’s website in the coming weeks, giving businesses a way to test and adopt solutions without a lengthy sales cycle.

6. Competitive Landscape And Differentiation

Asked directly about competition—including the possibility of talented young developers around the world building similar Agentic AI tools—Anson framed Fobi’s differentiation along several dimensions:

  • Integrated, not one‑off: Many AI products today are stand‑alone offerings that become yet another disconnected system inside a business. Fobi is positioning its products as part of a coordinated suite, with data intelligence at the core.
  • Enterprise‑grade focus: Fobi is emphasizing data security, privacy, compliance, and auditability—requirements that are central for regulated or large enterprises but can be hard for small independent developers to meet.
  • Track record with large organizations: Anson pointed to Fobi’s history of working with well‑known companies and the lengthy security and privacy reviews that entails, which a high‑net‑worth investor in the placement highlighted as a differentiating factor.

He also noted that competition is ultimately constructive. In earlier years, the lack of clear comparable companies actually made it harder for institutional investors to benchmark Fobi’s valuation and potential. Today, a broader AI agent ecosystem provides context and potential strategic paths, including partnership and consolidation.

7. Investor Sentiment, Shareholder Base, And Lessons Learned

The interview spent considerable time on shareholder psychology and Anson’s own evolution as a public‑company CEO:

  • Sentiment cycle: Shareholders initially reacted to the CTO with anger and frustration, followed by resignation. Recent press releases have sparked a shift toward cautious optimism as investors anticipate a potential relisting.
  • Support vs. criticism: Anson said he focuses his energy on shareholders who remain engaged and constructive, while recognizing that negative sentiment often peaks near market bottoms.
  • Volume of outreach: Following the financing announcement, he received more than 1,200 emails, predominantly from investors expressing surprise that the company was able to navigate the regulatory process and complete the raise, and expressing renewed excitement.
  • Personal commitment: Anson acknowledged that he could have pursued new ventures, but chose to continue pushing Fobi through the regulatory and operational challenges. He cited loyalty to long‑term shareholders and belief in the technology stack as key motivators.

He also emphasized that the next phase will prioritize clarity and education. Rather than a high frequency of news releases, the focus will be on ensuring that both customers and investors understand how the products work, how they are deployed, and how they generate revenue.

Strategic Significance

From an investor’s perspective, the interview highlights several strategic themes:

  1. Execution During Constraint, Not Pause
    Even under a CTO, Fobi:
  • Continued to generate revenue
  • Reduced operating expenses materially
  • Advanced its Agentic AI platform, including FIXYR
  • Attracted new capital on the strength of its evolving model
  1. Relisting As An Inflection Point, Not Just A Return To Status Quo
    Management presents the anticipated relisting not as a simple resumption of a prior story, but as the continuation of what Anson has described as an updated phase for the company:
  • A leaner cost structure
  • A clearer, productized AI offering
  • A consulting‑plus‑platform model designed to generate both project and recurring revenue
  1. Agentic AI As Core To The Business Model
    Agentic AI—autonomous software agents that can perform tasks such as customer service, technical support, and back‑office workflows—is presented as central to Fobi’s differentiation and cost structure, and to the value proposition it offers clients.
  2. Focus On Risk‑Managed Adoption For Enterprises
    By emphasizing data control, integrated systems, and a single accountable vendor, Fobi is targeting organizations that want to adopt AI but are wary of fragmented point solutions and security risks. If successful, this positioning could help shorten sales cycles and increase deal sizes in sectors where risk management is paramount.
  3. Alignment Between Narrative And Infrastructure
    Anson invoked a fishing analogy: when fishermen cannot fish, they repair their nets. During the CTO, Fobi concentrated on building infrastructure—its AI stack, product suite, and internal processes—so that, upon relisting, it can focus more on scaling deployments and revenue rather than core rebuilds.

Conclusion

The Beyond The Mic interview with Fobi AI CEO Rob Anson gives investors a detailed look at a company that has spent its time under a cease trade order tightening operations, advancing its AI platform, and securing new capital, rather than waiting on the sidelines.

Key takeaways include:

  • The third and final tranche of a $1.35 million financing is complete, with new investors buying into Fobi’s Agentic AI strategy.
  • Management expects to file all outstanding financials imminently, after which the relisting process rests with regulators and the TSX Venture Exchange.
  • Fobi is positioning itself as an integrated AI platform and advisory firm—a “Deloitte of the AI era” that deploys its own IP, centered on products like FIXYR.
  • A lean cost structure, low‑touch deployment model, and emphasis on education are intended to make the story easier for both customers and shareholders to understand and evaluate.

For investors, the next catalysts are primarily regulatory: completion and posting of financial filings, the resulting reviews, and any subsequent decisions on relisting. Parallel to that, the commercialization of Fobi’s Agentic AI suite—and the degree to which customers adopt, scale, and renew these solutions—will determine how the story translates into financial performance if and when trading resumes.

TO WATCH THE FULL VIDEO GO TO: https://www.youtube.com/playlist?list=PLfL457LW0vdKRzZ61NXeYFyshLOXxNJO2

AGORACOM Beyond the Mic is Powered by AGORACOM’s AI Content Agents.

Fobi AI Inc. Is A Client Of AGORA Internet Relations Corp. https://agoracom.com/ir/Agoracomupdates/forums/discussion/topics/796135-DISCLAIMER-AND-DISCLOSURE/messages/2399000

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Fobi’s Relisting Push — A Potential Turning Point For Small‑Cap AI

Posted by Brittany McNabb at 7:02 PM on Wednesday, March 25th, 2026

When a company raises fresh capital while its stock is frozen and global markets are unsettled, it can indicate a level of conviction that’s hard to ignore. Fobi AI has now completed the third and final tranche of its non‑brokered private placement—27,084,000 units at $0.05 for total gross proceeds of $1,354,200 under a failure‑to‑file cease trade order—and is shifting its full attention to completing its Annual 2025 and Q1/Q2 2026 financial filings. As an AI and data intelligence company repositioning itself around a consulting‑driven model sometimes described internally as a “Deloitte of the AI era” approach, Fobi is using this financing to support its transition from regulatory constraint toward a potential return to active trading, backed by new high‑net‑worth investors who are buying into its Agentic AI and consulting‑driven model. The next phase is about working to clear the remaining regulatory requirements and then demonstrating whether its lean, AI‑native platform can scale in the public markets.

WHAT YOU NEED TO KNOW

  • CTO Financing: Fobi completed a three‑tranche, $1.354M private placement at $0.05 per unit while under a BC Securities Commission cease trade order.
  • New Capital: Proceeds are earmarked for sales and marketing, product expansion and integration, market expansion, and working capital.
  • Filing Sprint: Management’s stated goal is to have all Annual 2025 and Q1/Q2 2026 financials filed, then submit the file to regulators for CTO and relisting review.
  • Investor Rotation: The raise brought in new high‑net‑worth investors focused on Fobi’s Agentic AI IP and consulting strategy, not just its legacy story.
  • Lean Machine: Management highlights a reduced burn rate supported by its own Agentic AI stack, aiming for a more efficient relaunch.

STRATEGIC IMPLICATIONS

The core problem in enterprise AI today isn’t hype; it’s execution. Most businesses are working with siloed tools—Salesforce here, HubSpot there, a patchwork of point solutions and experimental AI agents that stakeholders may not fully trust. Add regulatory scrutiny, security concerns, and the fear of being the guinea pig for an unproven project, and adoption slows.

Fobi is addressing that friction as a full‑stack “AI systems integrator” that sells and supports its own IP end‑to‑end. Instead of being just another layer on top of ChatGPT, its FIXYR Agentic AI platform is designed to run on Fobi’s own enterprise LLM infrastructure, deployed on secure, Canadian‑hosted servers with an emphasis on data sovereignty. The model is intended to be simple for operators: one integrated AI and data stack, a single accountable vendor, and a consulting‑driven go‑to‑market that Fobi positions as closer to a Deloitte‑style services approach than a point‑solution startup vendor.

Timing matters. The Shopify CEO is encouraging founders to build the “AI version” of every software category, and leaders like Sam Altman and Jensen Huang are helping to push Agentic AI concepts into the mainstream. Fobi spent its CTO period focusing on foundational work—rebuilding finance functions, reducing burn, deploying FIXYR in production, and engaging with enterprise‑scale prospects. Returning to market with a live Agentic AI platform, documented 20,000‑ticket deployments, and a SaaS + consulting model represents a different company emphasis than the one investors last saw before the November 2024 cease trade order.

CEO ROB ANSON:

“We’ve taken our hits, but we’re still standing and now we believe the path is clearer. We went through the pain, rebuilt the infrastructure, closed the financing under a CTO, and now we’ll work to finish the filings and get back to building the business in public, subject to regulatory review. The second time around, we’re doing it our way—lean, focused, and with technology people can finally see and use.”

INVESTOR TAKEAWAY

For investors, this financing isn’t just about $1.35M of capital; it reflects support secured during a period of heightened stress for the company. The March 20, 2026 press release confirms Fobi closed its offering in full, under a partial revocation order, with proceeds allocated to growth initiatives as well as general working capital. That, combined with management’s stated confidence in completing the Annual 2025 and Q1/Q2 2026 filings, would position the company to apply for full CTO revocation and TSX Venture relisting, both of which remain subject to regulatory review and approval.

The story investors are re‑encountering is not presented as the same Fobi they left in 2024. Management is emphasizing a leaner, AI‑focused operation with a functioning Agentic AI platform (FIXYR), an integrated data and wallet stack, and a consulting‑driven approach designed to help reduce implementation risk for large, risk‑averse customers. If the remaining regulatory steps are completed as planned, the next phase will be about whether Fobi can translate current interest and its “Deloitte of AI”‑style positioning into sustainable, higher‑margin recurring revenue—this time with a balance sheet and cost base that management believes are better aligned to support growth rather than just survival.

 

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Turning Mine Waste Into Opportunity: How BacTech Is Redefining Sustainable Mining

Posted by Brittany McNabb at 4:24 PM on Tuesday, March 24th, 2026

BacTech Environmental Corporation is advancing a different approach to mining, one that focuses not only on extracting valuable metals, but also on addressing the environmental legacy left behind. With more than three decades of experience in bioleaching, the company is working to transform toxic mine waste into stable, environmentally safe materials while recovering metals such as gold, silver, copper, cobalt, and nickel.

At a time when sustainability and resource efficiency are becoming central to the global mining industry, BacTech’s model positions it at the intersection of environmental remediation and resource recovery. Its approach reflects a broader shift in how mining companies and governments are thinking about waste, responsibility, and long-term value creation.

A Proven Technology Built on Nature

At the core of BacTech’s strategy is bioleaching, a process that uses naturally occurring bacteria to break down sulphide minerals. This allows valuable metals to be extracted from difficult materials such as concentrates and tailings, while harmful elements like arsenic are stabilized into environmentally safe forms.

Unlike traditional high-temperature methods such as smelting or roasting, BacTech’s process is water-based and designed to operate without generating arsenic-bearing emissions. This provides a cleaner alternative for processing materials that have historically been considered problematic or uneconomic.

The company’s track record includes the successful development of three commercial bioleach plants under prior licensing agreements in Australia and China. Today, BacTech is transitioning from a licensing model to building, owning, and operating its own projects, allowing it to capture more value from its technology.

The Tenguel Project: A Flagship Step Forward

A central focus for BacTech is its fully permitted bioleach facility in Tenguel–Ponce Enríquez, Ecuador. Designed to process high-arsenic gold concentrates, the project represents a significant step toward commercial-scale operations.

Phase 1 of the project is planned at 50 tonnes per day, with expected production of approximately 35,000 ounces of gold annually. The project has been structured with scalability in mind, with a planned expansion to 250 tonnes per day and production exceeding 100,000 ounces per year.

In addition to its production profile, the project benefits from a Government of Ecuador Investment Protection Agreement, which provides tax stability, property rights protections, and a 12-year income tax exemption. This framework supports long-term operational planning while aligning with the company’s objective of delivering both environmental and economic benefits.

Zero Tailings™: Expanding Beyond Gold

Beyond its Ecuador operations, BacTech is advancing its patent-pending Zero Tailings™ initiative in Sudbury, Canada. This technology is designed to recover critical minerals from legacy mine waste, including materials rich in iron sulphides.

The process aims to extract metals such as nickel, cobalt, and copper while converting by-products into saleable materials, including magnetite and ammonium sulphate fertilizer. By eliminating the need for long-term tailings storage and reducing environmental liabilities, the approach aligns with circular economy principles and emerging sustainability standards.

Importantly, the Zero Tailings™ concept is modular, allowing for staged deployment and scalability. This creates flexibility in how projects are developed and integrated into existing mining operations.

Aligning Environmental Responsibility With Economic Value

BacTech’s strategy is built on a simple premise: environmental stewardship and economic performance can coexist. By focusing on materials that are often avoided due to their complexity or environmental risk, the company is targeting opportunities where both remediation and resource recovery are needed.

Its approach also supports broader industry trends, including increasing regulatory pressure, the push for lower-emission processing methods, and growing demand for critical minerals. At the same time, its projects contribute to local economic development by creating employment and improving environmental conditions in mining regions.

A New Model for the Mining Industry

As the mining sector continues to evolve, BacTech Environmental is positioning itself as part of a new model—one that rethinks how resources are extracted, processed, and managed over the long term.

By combining proven bioleaching technology with a focus on environmental outcomes and scalable project development, the company is working to demonstrate that mining can be both responsible and productive.

In doing so, BacTech is not only addressing the challenges of today’s mining industry, but also helping shape what a more sustainable future for the sector could look like.

https://agoracom.com/ir/Agoracomupdates/forums/discussion/topics/796135-DISCLAIMER-AND-DISCLOSURE/messages/2399000

 

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Tartisan Nickel Reports Broad Nickel-Copper Intercept At Kenbridge As Phase 1 Drilling Builds Momentum

Posted by Brittany McNabb at 4:18 PM on Monday, March 16th, 2026

Hole KB26-210 Returns 24.6 Metres Of Nickel-Copper Mineralization, Including Higher-Grade Intervals Within A Wider Zone

For investors following the critical minerals space, Tartisan Nickel Corp.’s latest drill results from the Kenbridge Nickel-Copper-Cobalt Project add another important piece to the story unfolding at depth.

The Company has reported results from hole KB26-210, the fourth completed hole in its 2026 Phase 1 drill program, highlighted by 24.6 metres grading 0.71% nickel and 0.56% copper in the A Zone. Within that broader interval, Tartisan also reported 6.1 metres grading 1.17% nickel and 1.45% copper, along with 2.0 metres grading 1.73% nickel and 0.31% copper. The B Zone returned an additional 5.8 metres grading 0.27% nickel and 0.24% copper.

The result adds a broad nickel-copper intercept to the current program and gives the Company another data point as it works to better define the Kenbridge deposit below existing underground development.

A Program Designed To Test Size And Depth Potential

Kenbridge, located in the Kenora Mining District near Sioux Narrows in northwestern Ontario, is Tartisan’s flagship project. According to the Company, the Phase 1 drill campaign was designed to test the deposit both along strike and down dip, with the objective of enhancing the size and grade potential of the system.

So far, Tartisan says it has completed 3,191 metres of drilling across the first four targets: KB26-207, KB26-208, KB26-209, and KB26-210. Drill core samples were submitted to AGAT Laboratories in Thunder Bay for analysis.

In the latest update, the Company said KB26-210 intersected both the A Zone and the B Zone, with estimated true widths ranging from 65% to 80% of reported core lengths.

A Broader Mineralized Zone Emerging At Depth

What stands out in the new release is the width of the A Zone intercept.

Tartisan described the 24.6-metre interval as a significant result and stated that the deposit appears to be flaring outward at depth. That matters because broader mineralized intervals can help build the geological picture as the Company evaluates continuity and potential expansion below the existing shaft bottom.

Within the wider interval, the presence of higher-grade sections adds further interest to the result and may help guide future technical work as the Kenbridge system is drilled deeper and more systematically.

CEO Mark Appleby said the Company is encouraged by the outcome, noting that the result supports continuity of significant nickel-copper mineralization and adds confidence to the broader resource potential at Kenbridge.

Existing Underground Infrastructure Sets Kenbridge Apart

Kenbridge is not an early-stage grassroots project.

The project already benefits from all-season road access and includes an existing shaft to a depth of 2,042 feet, or 622 metres, according to the Company. Tartisan also stated that level stations occur at 150-foot intervals below the collar, with developed levels at 350 feet and 500 feet.

That existing infrastructure provides important context for the current drill campaign, particularly as the Company continues testing below the known underground workings.

Phase 2 Already Taking Shape

Tartisan said the program is pausing briefly for spring break-up, with Borehole EM planned for the completed Phase 1 holes before Phase 2 drilling begins this spring.

That next step is important because it shows KB26-210 is not being presented as a one-off result. Instead, it forms part of a broader sequence of drilling and geophysical work intended to improve understanding of the deposit and support the next stage of project advancement.

The technical information in the release was reviewed and approved by Dean MacEachern, P.Geo., an independent consultant and Qualified Person under NI 43-101. Tartisan also outlined its QA/QC procedures, including the use of certified reference materials, blanks, duplicates, and analytical work completed through AGAT Laboratories.

Why This Matters

Tartisan Nickel’s latest update adds a broad nickel-copper intercept to the growing body of technical results coming out of Kenbridge in 2026.

With Phase 1 drilling completed, Borehole EM work on deck, and Phase 2 expected to begin this spring, the Company continues to move Kenbridge forward through a steady sequence of technical steps. For investors watching the critical minerals sector, KB26-210 offers another indication that the Kenbridge system warrants continued attention as drilling pushes deeper into the deposit.

Source: https://tartisannickel.com/en/tartisan-nickel-corp-intersects-24-6-metres-of-0-71-ni-0-56-cu-including-6-1-metres-of-1-17-ni-1-45-cu-at-the-kenbridge-nickel-copper-cobalt-project-northwestern-ontario/

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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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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 – 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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