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.
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.
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.
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.
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.
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.
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.
Posted by Brittany McNabb
at 10:26 AM on Tuesday, January 27th, 2026
Silver has reached a historic milestone, breaking above $100 per ounce for the first time, marking one of the strongest rallies in the modern commodities cycle. The move reflects a powerful combination of safe-haven demand and accelerating industrial consumption, positioning silver as one of the most closely watched metals markets heading into 2026.
As silver prices surge to record levels, exploration companies with advanced, drill-ready assets are increasingly gaining attention. Among them is Magma Silver Corp. (TSXV: MGMA), which is advancing its flagship Niñobamba silver-gold project in Peru, supported by recent financing, permitting progress, and ongoing technical work.
Silver’s Breakout Reflects a Rare Dual Demand Cycle
Silver’s rally has been exceptional. Prices surged nearly 150% last year, with a further 40% gain year-to-date, significantly outperforming gold. Analysts have pointed to silver’s unique position as both an investment metal and an industrial commodity, a dual role that has amplified recent volatility and momentum.
Support for the breakout has been reinforced by a weaker U.S. dollar, lower real yields, and heightened investor appetite for hard assets amid ongoing policy uncertainty. At the same time, industrial demand continues to expand, particularly from sectors such as solar power, electrification, and grid infrastructure, tightening the physical silver market.
Because much of global silver production comes as a by-product of other metals, mine supply has been unable to respond quickly to higher prices, contributing to persistent deficits that continue to underpin the broader bullish narrative.
Magma Silver Positioned with a Drill-Ready Silver-Gold Asset in Peru
Against this backdrop, Magma Silver is advancing the Niñobamba Project, an advanced silver-gold exploration asset in Peru. The project spans an 8-kilometre mineralized corridor within a prolific geological belt and has seen more than C$14.5 million in historical exploration investment by major mining companies, including Newmont Corporation, AngloGold Ashanti, Bear Creek Mining, and Rio Silver.
Magma has described Niñobamba as its primary focus and is working to advance the project through modern geological modelling, systematic exploration, and a strategic development plan supported by local infrastructure and community engagement.
Key Milestone: Drill Permit Granted for the Joramina Zone
One of Magma’s most important recent developments is the granting of a drill permit for the Joramina zone, issued by Peru’s Ministerio de Energía y Minas on October 17, 2025.
The permit is valid for 14 months and allows drilling from 20 drill pads, with multiple directional holes possible from each pad. Magma believes the permit provides sufficient capacity to complete planned drilling at Joramina.
Stephen Barley, Chairman and CEO, has emphasized that obtaining drill permits in Peru requires detailed preparation and significant effort, supported by Magma’s Peru-based technical team led by General Manager Carlos Agreda and supervised by Senior Technical Advisor Jeffrey Reeder.
Exploration Results Strengthen the Geological Case
Magma has also reported results from its Phase 2 Q3 work program at Niñobamba, which included sampling at Joramina and Randypata.
Highlights included:
Drift sampling returning 10 metres of 2.32 grams gold per tonne
A 5-metre composite returning 4.085 ounces silver per tonne
Sampling near the drift returning 0.70 metres of 17.41 grams gold per tonne and 13.94 ounces silver per tonne
The company also noted that it discovered a drift in the Joramina zone that had not been reported by Newmont, which may provide future underground drill positioning, subject to permit modification.
Fully Funded Exploration Program Following $5 Million Financing
Magma completed a $5 million private placement financing in October 2025, providing funding to substantially increase its planned drill program. The financing included a $1 million investment from Eric Sprott, who acquired 6,666,667 units and now holds a reported 13.6% partially diluted interest assuming warrant exercise.
Magma has allocated US$1 million (CAD$1.4 million) specifically for the Joramina exploration and drill program, representing a significant increase from earlier plans.
Outlook: Advancing Through a Strong Silver Market Cycle
Silver’s historic move above $100 highlights the strength of the current cycle, driven by both precious-metal momentum and industrial demand. While risks remain—including volatility and potential demand destruction at sustained high prices—the broader setup continues to support long-term interest in quality silver assets.
With a permitted drill program, recent financing, and an advanced exploration-stage project in one of the world’s leading silver-producing jurisdictions, Magma Silver is moving forward at a notable moment in the silver market’s evolution.
This record is published on behalf of the featured company or companies mentioned (Collectively “Clients”), which are paid clients of Agora Internet Relations Corp or AGORACOM Investor Relations Corp. (Collectively “AGORACOM”)
AGORACOM.com is a platform. AGORACOM is an online marketing agency that is compensated by public companies to provide online marketing, branding and awareness through Advertising in the form of content on AGORACOM.com, its related websites (smallcapepicenter.com; smallcappodcast.com; smallcapagora.com) and all of their social media sites (Collectively “AGORACOM Network”) . As such please assume any of the companies mentioned above have paid for the creation, publication and dissemination of this article / post.
You understand that AGORACOM receives either monetary or securities compensation for our services, including creating, publishing and distributing content on behalf of Clients, which includes but is not limited to articles, press releases, videos, interview transcripts, industry bulletins, reports, GIFs, JPEGs, (Collectively “Records”) and other records by or on behalf of clients. Although AGORACOM compensation is not tied to the sale or appreciation of any securities, we stand to benefit from any volume or stock appreciation of our Clients.
In exchange for publishing services rendered by AGORACOM on behalf of Clients, AGORACOM receives annual cash and/or securities compensation of typically up to $125,000.
Facts relied upon by AGORACOM are generally provided by clients or gathered by AGORACOM from other public sources including press releases, SEDAR and/or EDGAR filings, website, powerpoint presentations. These facts may be in error and if so, Records created by AGORACOM may be materially different. In our video interviews or video content, opinions are those of our guests or interviewees and do not necessarily reflect the opinion of AGORACOM.
Posted by Brittany McNabb
at 10:59 AM on Monday, January 12th, 2026
Silver climbed to a fresh all-time high above ~$84.5 per ounce on January 12, 2026, riding a powerful surge that’s grabbing global attention. This isn’t incremental – it’s historic, driven by a mix of macro stress and structural demand that’s lifted silver alongside gold to new peaks.
Big Picture: What’s Happening Right Now
Record High: Silver hit levels not seen before, pushing past previous ceilings as investor demand spiked.
Market Backdrop: Safe-haven flows amid geopolitical tensions and political uncertainty in the U.S. have boosted precious metals buying.
Dollar Weakness: A softer U.S. dollar is making dollar-priced commodities like silver cheaper for global buyers – further lifting prices.
This move comes as gold also sets records, underscoring a broader shift into metals traditionally viewed as stores of value in times of uncertainty.
What’s Driving It – Quickly
1. Global Uncertainty and Safe-Haven Demand
Investors are rushing into metals as political and financial risk rises, pushing silver prices upward fast.
2. Technical Breakout Amid Weak Dollar
A softer dollar amplifies commodity rallies, and silver’s recent breakout above key price levels has triggered fresh buying momentum.
3. Structural Demand + Tightness
Industrial uses (solar, electronics, EVs) and limited mine expansion are reinforcing long-term price support, layering fundamental demand on top of today’s sentiment trade.
Why Retail Investors Should Pay Attention
Silver is no longer a sleepy commodity. This record run signals:
Heightened market risk sentiment.
Potential for continued volatility – and opportunity.
A dual narrative: both refuge and industrial demand are pushing prices.
Bottom Line
Silver’s record price today isn’t a fluke – it’s a message. Investors are pricing in uncertainty while industrial demand continues to grow. For retail investors looking at metals, this breakout is a clear signal to pay attention.
Exploration & Technical Progress
Planned Q1 2026 drill program consisting of two phases totaling 4,000 metres.
Phase 1: 2,000 metres from Pad A, designed to confirm orientation and size of the gold zone intersected by Newmont.
Phase 2: Contingent on Phase 1 results; designed to extend Au–Ag mineralization and test undrilled surface anomalies.
Discovery of a previously undocumented 157 m drift at Joramina.
Phase 2 Q3 2025 results, including:
10 m of 2.32 g/t Au
5 m composite of 4.085 oz Ag/t
0.70 m of 17.41 g/t Au and 13.94 oz Ag/t
Randypata grab sample of 8.55 oz Ag/t over a 2 km undrilled anomaly
Confirmation that historical Newmont drilling was not optimally oriented, prompting revised drill planning.
Use of existing permits with the ability to modify/add pads under Peruvian regulations.
Permitting & Jurisdiction
Drill permit granted October 17, 2025 by Peru’s Ministerio de Energía y Minas.
Permit valid for 14 months.
Allows drilling from 20 drill pads with multiple directional holes per pad.
Potential to drill from inside the Joramina drift, subject to permit modification.
Funding & Corporate Developments
$5 million private placement closed October 23, 2025.
Eric Sprott invested $1 million, acquiring 6,666,667 units.
Net proceeds allocated to Niñobamba exploration, working capital, and corporate purposes.
US$1,000,000 (CAD$1.4M) allocated specifically to the Joramina drill and exploration program.
Issuance of finder’s fees and warrants exactly as stated.
3,525,000 incentive stock options granted at $0.25, vesting quarterly over 5 years.
Project Overview
Niñobamba consists of three contiguous properties: Joramina, Randypata, Niñobamba Main.
Total project size: 4,100 hectares.
Located in Peru within an 8 km mineralized corridor.
Over C$14.5M in historical exploration by Newmont, AngloGold, Bear Creek, Rio Silver.
Newmont’s 2011 internal non-compliant report identified a significant conceptual gold–silver resource based on US$1,200 gold / US$20 silver.
This record is published on behalf of the featured company or companies mentioned (Collectively “Clients”), which are paid clients of Agora Internet Relations Corp or AGORACOM Investor Relations Corp. (Collectively “AGORACOM”)
AGORACOM.com is a platform. AGORACOM is an online marketing agency that is compensated by public companies to provide online marketing, branding and awareness through Advertising in the form of content on AGORACOM.com, its related websites (smallcapepicenter.com; smallcappodcast.com; smallcapagora.com) and all of their social media sites (Collectively “AGORACOM Network”) . As such please assume any of the companies mentioned above have paid for the creation, publication and dissemination of this article / post.
You understand that AGORACOM receives either monetary or securities compensation for our services, including creating, publishing and distributing content on behalf of Clients, which includes but is not limited to articles, press releases, videos, interview transcripts, industry bulletins, reports, GIFs, JPEGs, (Collectively “Records”) and other records by or on behalf of clients. Although AGORACOM compensation is not tied to the sale or appreciation of any securities, we stand to benefit from any volume or stock appreciation of our Clients.
In exchange for publishing services rendered by AGORACOM on behalf of Clients, AGORACOM receives annual cash and/or securities compensation of typically up to $125,000.
Facts relied upon by AGORACOM are generally provided by clients or gathered by AGORACOM from other public sources including press releases, SEDAR and/or EDGAR filings, website, powerpoint presentations. These facts may be in error and if so, Records created by AGORACOM may be materially different. In our video interviews or video content, opinions are those of our guests or interviewees and do not necessarily reflect the opinion of AGORACOM.
Posted by Brittany McNabb
at 2:06 PM on Wednesday, December 17th, 2025
In the world of public markets, few events are as disruptive—or as fatal—as a cease-trade order. Most companies slow to a crawl. Many never recover.
Fobi AI, however, appears to be an exception.
During a recent in-depth interview, Fobi AI President and CEO Rob Anson, joined by Chief Technology Officer Uddeshya Agrawal, detailed how the company used its time under a trading halt not to retreat, but to rebuild—emerging with a leaner cost structure, a redefined enterprise strategy, and a proprietary artificial-intelligence platform now operating at scale.
The discussion revealed a company approaching a pivotal moment: the completion of its 2025 audit, a partial revocation order already in hand, and preparations underway for a full trading resumption early in the new year.
A Rare Feat Under a Cease-Trade Order
Fobi AI has been under a cease-trade order since November 2024. Yet, unlike most companies in similar circumstances, it continued to operate—and even expand its capabilities.
According to the interview, the company generated just under $3 million in revenue in 2024 while simultaneously restructuring its entire operation. By applying AI-driven automation internally, Fobi reduced its projected annual operating costs to approximately $1.1 million, a figure Anson described as nearly unheard of for a public company.
This financial discipline coincided with the company’s transition to what it now calls Fobi AI 3.0—a model designed to unify consulting, implementation, and proprietary technology under one platform.
From Consultant to Solution Provider
At the core of Fobi’s evolution is a strategic repositioning.
Rather than acting solely as a technology vendor or data provider, Fobi is positioning itself as a full-stack enterprise partner—one that advises on digital strategy and delivers the solution at the same time.
Anson likened the approach to global consulting firms such as Deloitte or Accenture, but with a crucial distinction: Fobi builds and deploys its own technology.
“We’re not just handing over a plan,” Anson explained. “We’re architecting it and implementing it at the same time.”
This approach has resonated with enterprise clients, particularly those frustrated by fragmented systems, lengthy integrations, and rising costs.
The Role of Proprietary AI
That strategy is powered by Fobi’s internal AI architecture, built under the leadership of CTO Uddeshya Agrawal.
Agrawal, one of India’s youngest certified cybersecurity experts and an early Web3 builder, described how Fobi diverged from much of the AI industry by developing its own focused language models rather than relying solely on third-party systems.
“Most AI companies are renting someone else’s intelligence,” Agrawal said. “We built ours.”
Rather than attempting to create a general-purpose system, Fobi trained AI models for specific enterprise functions—allowing for tighter control, improved accuracy, and greater data privacy.
This architecture forms the backbone of Fobi AI 3.0 and supports applications across identity, transactions, data intelligence, and automation.
Fixer: A First Glimpse of Autonomous Operations
The interview coincided with the launch of Fixer, Fobi’s new agentic AI customer-service and technical-support platform.
In its first disclosed deployment, Fixer processed:
Over 20,000 digital tickets
More than 200 customer inquiries
100% uptime
Zero human intervention
Reported 100% satisfaction
For the client—a large-scale event organizer—the implications were immediate. A support operation that previously required roughly 35 staff members was replaced with an autonomous system, reducing costs by an estimated 90% while improving response speed and service quality.
“Real-time service isn’t a luxury anymore,” Anson noted. “It’s the expectation.”
Why This Matters to Enterprises
The Fixer use case highlights what Fobi believes is a broader enterprise shift: automation not as a replacement for value creation, but as an enabler of it.
By removing repetitive, low-value tasks, companies can redeploy human capital toward growth initiatives rather than overhead. At the same time, Fixer provides something executives increasingly demand—clear measurement.
Fobi’s platform tracks cost savings, performance, and return on investment in real time, giving decision-makers immediate visibility into results.
Preparing for a Return to Market
From a corporate perspective, the interview also clarified Fobi’s near-term regulatory path.
Anson confirmed that:
The company is nearing completion of its 2025 audit
A partial revocation order has been secured
A non-brokered private placement is underway to meet working-capital requirements
Applications for full revocation and relisting are being prepared
If approvals proceed as expected, management anticipates a return to trading in early January.
The ability to raise capital during a trading halt, Anson suggested, reflects investor confidence in both the relevance of Fobi’s technology and the work already completed behind the scenes.
Target Markets and Growth Strategy
Fobi’s technology is designed to be horizontal, but management identified several areas of active demand:
Digital identity and credentialing
Financial services and regulatory compliance
Aviation and transportation
Sports, entertainment, and large-scale events
Healthcare and public-sector applications
Rather than scaling headcount, Fobi intends to scale through automation, licensing, and joint ventures—maintaining a small core team while expanding reach through its platform.
Looking Ahead to 2026
Both executives framed 2025 as a year of rebuilding—and 2026 as a year of visibility.
Agrawal described success as reaching a point where Fobi’s technology becomes indispensable to daily operations. Anson echoed that sentiment, pointing to growing enterprise interest in future-proofing budgets and reallocating capital from legacy systems to AI-driven infrastructure.
“Most companies don’t survive a cease-trade order,” Anson said. “We used it to build.”
A Rebuild, Not a Return
Fobi AI’s story over the past year is not one of simple recovery. It is a case study in operational discipline, strategic refocusing, and long-term execution under pressure.
As the company approaches its anticipated return to the public markets, it does so with:
A significantly lower cost base
A proprietary AI platform already operating at scale
A consulting-plus-solution model aligned with enterprise demand
Early proof points in autonomous operations
For investors and business leaders alike, Fobi’s evolution suggests that the most important work sometimes happens out of view—and that when the curtain lifts, the result may be something entirely new.
Posted by Brittany McNabb
at 9:39 PM on Monday, December 15th, 2025
Fobi AI CEO Rob Anson outlines how the company has progressed from internal restructuring to early commercial validation, marked by the live deployment of FIXYR, its first autonomous enterprise support platform. While operating under regulatory constraints, management continued executing on its strategy, preserving revenue, materially reducing costs through Artificial Intelligence automation, and moving from internal transformation to externally validated use cases.
The interview presents a business that differs meaningfully from the one investors last evaluated. Rather than pausing during a period of restricted trading, the focus remained on strengthening the company’s financial profile, advancing its technology stack, and building deployable Artificial Intelligence systems designed to deliver clear, measurable value for enterprise customers.
EXECUTION THROUGH CONSTRAINT, NOT PAUSE
A central theme of the discussion is how Fobi maintained momentum during a period of limited market visibility. In 2024, the company generated nearly $3 million in revenue while management reports annual operating costs were reduced to approximately $1.1 million through deeper integration of Artificial Intelligence across internal operations. This leaner cost structure materially improves operating leverage and positions the business for scalable growth as activity normalizes.
Fobi recently announced a $1.5 million non-brokered private placement to support audit completion and regulatory requirements. Management indicated that the audit process is nearing completion, positioning the company for a full revocation order, relisting, and a return to normal trading.
Fobi AI 3.0: FROM ADVISORY TO DEPLOYED SYSTEMS
The interview marks the company’s transition to what management describes as Fobi AI 3.0. Rather than operating primarily as a consultant, Fobi now delivers both the strategic architecture and the deployed Artificial Intelligence systems themselves. This integrated model is designed to reduce implementation risk, shorten deployment timelines, and lower total cost of ownership for enterprise customers.
A key differentiator highlighted is Fobi’s emphasis on building and training proprietary Artificial Intelligence models, rather than relying exclusively on third-party platforms. This focus on data control and sovereignty directly addresses a major adoption consideration for regulated, privacy-sensitive, and enterprise-scale organizations.
FIXYR: EARLY COMMERCIAL VALIDATION
At the center of the discussion is FIXYR, Fobi AI’s autonomous Artificial Intelligence customer service and technical support platform. FIXYR is designed to automate labor-intensive support workflows through real-time, self-resolving processes.
In its initial large-scale live deployment, management reported that FIXYR processed more than 20,000 digital tickets, handled over 200 customer inquiries, maintained reported 100 percent system uptime, achieved reported 100 percent customer satisfaction, and operated with no frontline human intervention.
Management noted that this deployment replaced the workload equivalent of a support operation of approximately 35 staff, translating into roughly 90 percent cost savings for the operator. For investors, FIXYR represents a meaningful step from concept to early, measurable return on investment.
BUILT FOR RELIABILITY, CONTROL, AND REPEATABILITY
Beyond FIXYR, Fobi emphasized its broader Artificial Intelligence infrastructure, designed for reliability and repeatability in enterprise environments. By training proprietary models in-house and using simulation-driven development to test outcomes prior to deployment, the company aims to reduce execution risk while improving consistency.
This approach is particularly relevant for regulated industries where data governance, auditability, and operational certainty are critical to adoption.
“We are focused on building autonomous systems that are measurable and profitable at scale. When customers can clearly see the return on investment, adoption follows.” — Rob Anson, President and CEO
POSITIONED FOR THE NEXT PHASE
Fobi AI is currently engaged across multiple verticals, including digital identity, finance and compliance, healthcare, aviation, and sports and entertainment. The platform’s modular design allows customers to deploy targeted solutions today while preserving long-term expansion optionality.
As regulatory headwinds near resolution, the interview allows investors to evaluate Fobi AI based on fundamentals rather than circumstance. With revenue in place, a disciplined cost structure, proprietary Artificial Intelligence capabilities, and FIXYR delivering early commercial validation, Fobi AI appears positioned to enter its next phase from a position of strength rather than recovery.
Posted by Brittany McNabb
at 2:47 PM on Monday, December 8th, 2025
Kidoz Inc., a global advertising technology platform specializing in privacy-first mobile engagement, continued its momentum with another record-setting quarter. In a market shaped by heightened privacy regulation and rapid changes in digital media consumption, the company’s brand-safe, data-minimizing approach has positioned it well within the fast-growing mobile gaming advertising segment.
Over the last three years, the company has generated approximately C$57 million in revenue. With consecutive record quarters and increased demand from major brands, Kidoz is demonstrating consistent execution across its commercial and technology operations.
A Platform Aligned With a Changing Digital Environment
Kidoz operates one of the most widely deployed in-app advertising systems inside mobile gaming environments. Its proprietary technology powers tens of thousands of mobile applications and reaches substantial global audiences across entertainment, retail, and lifestyle categories.
Key elements of the platform include:
Full compliance with COPPA, GDPR-K, and global child-safety frameworks
• Approval from major mobile operating system gatekeepers
• A privacy-first architecture that avoids personal data collection
• Customizable creative formats designed for in-app environments
• End-to-end controls that support brand safety and contextual relevance
This focus on safety, compliance, and scalable delivery continues to be a differentiator as advertisers increase scrutiny around digital environments.
Record Q3 Results Reflect Broad-Based Demand
As discussed in the CEO interview, Kidoz reported approximately USD $3.66 million (about C$5.0 million) in Q3 revenue, representing 60% year-over-year growth. The company noted improvements across revenue, gross profit, and overall financial performance.
CEO Jason Williams highlighted that the momentum was diversified:
“The system was firing from multiple angles across key clients and formats. We delivered efficiency, premium targeting, and custom creative at scale, and we were prepared for what we expected to be a very strong Q4.”
The company also increased infrastructure investment during Q3 to ensure capacity for the high-demand holiday period.
Brand Safety as a Core Commercial Advantage
Digital advertisers continue to prioritize safe, verified environments—particularly when targeting younger audiences. Kidoz maintains a dual-layer safety system:
Human review of every ad environment
• AI-driven contextual intelligence to validate placement
According to Williams, the platform was designed for the most sensitive audiences, offering advertisers both environmental safety and strict data-handling controls.
Operating Through Market Uncertainty
Despite tariff discussions and broader economic caution, Kidoz reported that major category-leading brands continued to increase allocations toward mobile gaming environments. Williams noted that many large advertisers sought greater share-of-voice during periods when smaller competitors reduced spending.
Q4 Expectations and Platform Capacity
Williams confirmed that Q4 remains the company’s strongest historical quarter and that the pipeline entering the period was among the largest the company has seen. He also stated:
The system can now support throughput levels several multiples higher than the current annualized revenue run-rate
• Infrastructure upgrades strengthened stability during peak volumes
• Early Q4 indicators at the time of the interview were described as highly encouraging
Strengthening Direct Brand Relationships
A key strategic shift underway is the deepening of direct relationships with major brands and agencies. These partnerships typically produce larger campaign budgets, improved visibility into advertiser needs, and stronger long-term engagement. Williams noted that several major clients have steadily increased their annual spend and that the company expects deeper collaboration with select partners.
AI and Market Shifts: A Supportive Trend
AI technologies have impacted open-web advertising, but the in-app mobile environment—where Kidoz operates—remains insulated from scraping and external model training. Williams suggested that advertisers re-evaluating open-web performance are increasingly directing budgets toward safe, high-engagement in-app formats.
Regulatory Developments and User Behaviour
Emerging legislation in certain regions aimed at limiting social media access for younger audiences may influence shifts in user behaviour—potentially increasing time spent in mobile games and entertainment apps. These are the environments in which Kidoz operates with established compliance and brand-safety frameworks.
2026 Priorities and Industry Positioning
Williams identified several trends that could support the company heading into 2026:
Growing advertiser demand for mobile gaming environments
• Increased appetite for high-impact creative formats
• Ongoing global growth in mobile gaming engagement
Kidoz’s focus for the coming year includes deepening brand relationships, advancing creative innovation, and continuing to scale its commercial platform.
Conclusion
Kidoz Inc. is entering its busiest seasonal period and upcoming fiscal year with:
Multiple consecutive record quarters
• Market-validated privacy-first technology
• Expanding direct brand and agency relationships
• A platform engineered for significant scale
In a digital landscape shaped by privacy regulation, technological change, and shifting user behaviour, the company continues to build on a foundation aligned with long-term industry trends.
This record is published on behalf of the featured company or companies mentioned (Collectively “Clients”), which are paid clients of Agora Internet Relations Corp or AGORACOM Investor Relations Corp. (Collectively “AGORACOM”)
AGORACOM.com is a platform. AGORACOM is an online marketing agency that is compensated by public companies to provide online marketing, branding and awareness through Advertising in the form of content on AGORACOM.com, its related websites (smallcapepicenter.com; smallcappodcast.com; smallcapagora.com) and all of their social media sites (Collectively “AGORACOM Network”) . As such please assume any of the companies mentioned above have paid for the creation, publication and dissemination of this article / post.
You understand that AGORACOM receives either monetary or securities compensation for our services, including creating, publishing and distributing content on behalf of Clients, which includes but is not limited to articles, press releases, videos, interview transcripts, industry bulletins, reports, GIFs, JPEGs, (Collectively “Records”) and other records by or on behalf of clients. Although AGORACOM compensation is not tied to the sale or appreciation of any securities, we stand to benefit from any volume or stock appreciation of our Clients. In exchange for publishing services rendered by AGORACOM on behalf of Clients, AGORACOM receives annual cash and/or securities compensation of typically up to $125,000.
Facts relied upon by AGORACOM are generally provided by clients or gathered by AGORACOM from other public sources including press releases, SEDAR and/or EDGAR filings, website, powerpoint presentations. These facts may be in error and if so, Records created by AGORACOM may be materially different. In our video interviews or video content, opinions are those of our guests or interviewees and do not necessarily reflect the opinion of AGORACOM.
From time to time, reference may be made in our marketing materials to prior Records we have published. These references may be selective, may reference only a portion of an article or recommendation, and are likely not to be current. As markets change continuously, previously published information and data may not be current and should not be relied upon.
NO INVESTMENT ADVICE
This record, and any record we publish by or on behalf of our clients, should not be construed as an offer or solicitation to buy or sell products or securities.
You understand and agree that no content in this record or published by AGORACOM constitutes a recommendation that any particular security, portfolio of securities, transaction, or investment strategy is suitable or advisable for any specific person and that no such content is tailored to any specific person’s needs. We will never advise you personally concerning the nature, potential, advisability, value or suitability of any particular security, portfolio of securities, transaction, investment strategy, or other matter.
Neither the writer of this record nor AGORACOM is an investment advisor. Both are neither licensed to provide nor are making any buy or sell recommendations. For more information about this or any other company, please review their public documents to conduct your own due diligence.
