Tag Archives: cse issuer stories

CSE Issuer Stories, Magazine

Product Quality and Local Manufacturing Are Just Two of the Key Advantages This Battery Maker Enjoys

Batteries have been around since 1800, when Alessandro Volta employed zinc and silver discs, among other components, to create a device (the voltaic pile) that generated electrical current. Well over two centuries later, Volta’s invention is more important than ever, with battery technology continuing to evolve at a breakneck pace.

Hybrid Power Solutions (CSE:HPSS) is an Ontario-based company with a home-grown take on the power storage industry that is proving to be a good match for today’s competitive landscape.

The company’s focus on batteries that operate to extremely high standards, thanks in no small part to domestic manufacturing with North American components, has won it a list of clients of which any entity would be proud. Colony Hardware, the United States Armed Forces, plus major power utilities and mass transit systems are all part of the customer base. It reflects a commitment to understanding user needs and delivering top-quality products that completely fulfill them.

“When I started Hybrid Power Solutions, the focus was on how to use batteries to transform the way the industrial and commercial sectors operate,” explains Hybrid Chief Executive Officer Francois Byrne. “What I mean by that is better performance, better safety, better ROI and zero compromise to what you are doing.”

A review of product specifications helps to illustrate this concept. Hybrid’s products operate in greater temperature ranges than those of its competitors, most of them from China, which is important given that many of its customers use products outdoors or in environments where operating conditions can reach extremes.

The Hybrid lineup comprises batteries from 3,000 watts up to 150,000 watts, with the ability to go even higher based on client requirements.

“We can power your welder off this battery, your crane off that one and your trailers off these ones,” says Byrne, highlighting a construction site scenario. “We bring the hybrid side as well with solar power generation. Essentially, we are transitioning our customers to a clean future without having to say ‘clean’ or ‘green’ or any of those things. We are selling clean technology based on performance and cost savings, and the side benefit is that we are sustainable and a better option.”

The Hybrid Power Solutions concept traces back to when Byrne was racing hybrid cars as a student while earning a degree in Carleton University’s Sustainable and Renewable Energy Engineering program. It was clear to Byrne that the torque performance characteristics that worked so well for race cars could be applied in commercial settings and meet industrial standards.

“We made a conscious decision early on that we were not going to be a consumer-grade product. Our focus has always been on manufacturing to a professional standard. Essentially, you are making your living using our product, and if it goes down it is dollars lost, not just an inconvenience,” says Byrne.

That commitment to understanding quality from the customer’s perspective is bearing fruit, with multiple users placing repeat orders after having a good experience with their initial deployment of Hybrid batteries.

Byrne tells the story of a California-based utility that contacted Hybrid after seeing a product review on YouTube.

“They bought a unit and six months went by and we hadn’t heard anything. We contacted them to see how things were going, and they said our battery worked phenomenally and was the only one that did exactly what they needed it to do. We received a second order, and then about three months ago they came back with a third order, this time for 105 units.”

Estimates of the size of the battery energy storage market vary, but one guideline, a recent report published by Fortune Business Insights, suggested US$114.05 billion by 2032, representing a compound annual growth rate (CAGR) of 20.88%.

With so much at stake, competition is sure to increase. It is going to be the companies that combine effective marketing with modern technology that succeed in the long run, a concept not lost on Byrne.

“Innovative technology is at the forefront of our strategy, but that will only get you so far,” says the CEO. “I’ve seen incredible technology that never gets into a revenue-generating company because the sales process wasn’t there. This is where we differentiate ourselves – our partnerships with large distribution channels and tier-one clients will enable us to scale in a way that other companies cannot.”

And given the geopolitical state of the world, where new global alliances are drawing battle lines that directly threaten the status quo, regional security concerns are playing a role in shaping the future of technology and the opportunities available to the corporate sector.

Byrne says that consumers don’t seem to care that much about where their products are made, whereas attitudes on the commercial side have shifted noticeably over the past few years. Business leaders increasingly feel that the West would be well advised to learn to fend for itself, so local manufacturing is taking on greater importance and becoming more appealing to purchasing managers.

“A lot of our products have parts not only from Canada but from the U.S. as well,” Byrne observes. “And while I’m not saying that it isn’t a challenge, as North America is lagging in certain manufacturing capabilities, we are seeing a transition. It is all leading to a holistic and North American-based manufacturing ecosystem.”

Clearly, Hybrid has established a strong base from which to support management’s longer term plans to aggressively scale the business. The market is there, the technology is there, not to mention accolades from an expanding list of customers.

As with many young companies, now Hybrid mostly needs time to grow to the level of operations it has in mind. And that is one of Byrne’s key messages for the investment community.

“This is a real company with real technology, and our door is open to our investors to come and see what we do,” Byrne says in offering some final thoughts. “How we take a raw cell and build it into something that will power your welder for three shifts straight. That kind of thing is difficult to do, but we’ve done it and we expect this company to grow to new heights. We need investors to believe in what we do in the same way our customers believe and help us scale this to a level where every construction, railway, mine and military site out there is using our product.”

This story was featured in Canadian Securities Exchange Magazine.

Learn more about Hybrid Power Solutions at https://www.investhps.com/.

CSE Issuer Stories, Magazine

Carbon Removal That Powers Itself Is A Step Toward Saving The World

With the urgent need to remove billions of tonnes of carbon dioxide (CO2) from the atmosphere annually by 2050 to mitigate the impact of climate change, BluSky Carbon (CSE:BSKY) is stepping up with a cutting-edge solution designed to store carbon for thousands of years while at the same time producing low-cost energy.

Carbon removal is set to become a huge business, according to BluSky Co-Founder and Chief Executive Officer William Hessert, who spoke recently with Canadian Securities Exchange Magazine.

“There’s quite a bit of money being poured into this industry, and this is catalyzing it and creating opportunities for reputable suppliers like BluSky,” Hessert explains. “Carbon removal will likely generate more revenue in 2050 than many major tech companies put together.”

Hessert sees governments pivoting to a compliance market for carbon dioxide in coming years, with the U.S. government set to essentially become a carbon credit consumer when tax credits become technology-neutral.

“There are 66 gases regulated in the U.S., and carbon dioxide will become number 67,” he says.

“The companies building the voluntary market like BluSky are the bridge to the compliance market. That is how carbon removal becomes a multi-trillion-dollar market.” 

BluSky captures carbon through the pyrolysis of biomass such as organic waste, which involves heating the waste to a very high temperature with low oxygen levels. 

When undergoing pyrolysis, the waste splits into a char and a gas. The char, known as biochar, can store carbon for thousands of years. Meanwhile, BluSky’s pyrolysis process produces enough gas to power itself, thus making it self-sufficient. 

The company’s biomass pyrolysis pilot system, the Vulcan II, was successfully commissioned in January 2024 and is designed to remove up to 800 tonnes of CO2 per year. 

BluSky is now developing Vulcan Heavy, described by Hessert as the “crown jewel” of pyrolysis, which will convert 5 tonnes of waste per hour into biochar. 

Surplus energy from the pyrolysis process is used to power BluSky’s Kronos system, a direct air capture process that removes more CO2 from the atmosphere. 

“Typical direct air capture systems can be north of 2,000 kilowatt hours for a tonne of CO2. It affects the net amount of CO2 captured,” Hessert points out.

Adding a third dimension, BluSky’s Medusa carbon mineralization system captures the CO2 from the bioenergy’s exhaust. The Medusa then converts the CO2 into stone as a replacement for underground storage wells. The company completed a Medusa prototype in January 2024 with a larger version currently under development. 

BluSky has been able to keep the cost of its system down when compared to other carbon removal technologies due to its feedstock of choice, which requires minimal input costs. 

“It’s waste products like wood chips. The American forestry industry is buried in wood chips right now,” Hessert says. 

The company’s hybrid carbon removal process was designed to be capital-efficient and scalable to effectively address climate change.

“Our focus has been on building something that can essentially be copied and pasted over and over again to take advantage of different geographies and that can add to economic development,” says Hessert.

This includes being able to “mass-produce’” site selection, feedstock selection, permitting and so on.

“Everything we envision should be coming off an assembly line because to remove billions of tonnes of CO2, we need to be deploying millions of tonnes of capacity every week,” Hessert adds.

“For example, the Medusa and Kronos systems are essentially going to be massive stainless steel towers that are going to remove CO2 both from the bio exhaust and from the atmosphere and then ramped up with the ability to accredit carbon credits and be mass-produced over and over again.”

BluSky aims to have a facility capable of removing more than 150,000 tonnes of carbon per year in 2025. 

He compared this to Climeworks’ industry-leading Orca plant in Iceland, which uses direct air capture to remove about 4,000 tons of CO2 from the atmosphere each year.

BluSky expects to achieve initial profitability from equipment sales and the sale of carbon credits from the production of biochar. 

It has already secured a US$686,155 contract to build pyrolysis machinery for the City of Minneapolis, Minnesota.

And in late September of this year, the company announced an agreement with a purchaser based in the United States to sell biochar over a 10-year term with a total value of US$105 million.

On the carbon credits side, the company is forging partnerships with various entities that have experience selling carbon removal credits to major companies in the technology, energy and industrial sectors.

Hessert highlights the importance of communicating to enterprises the difference between carbon removal, which involves taking CO2 out of the atmosphere, and carbon offset, which could involve avoiding deforestation or other activities. 

“Quite a few of the largest companies, such as Microsoft, are pouring money into carbon removal, and it’s looking like they’re only going to increase their investments. So having partners that can communicate in a way that allows us to grow and remove more carbon is better for shareholders and better for the planet.”

BluSky has also partnered with Cula Technologies for data verification services to ensure transparency for carbon credit certification. 

Cula tracks machines, feedstock inputs, output quality and shipped products to verify that one tonne of carbon removal is truly equal to one net tonne of carbon. It uses sensors inside biochar machinery to monitor the temperature of the reaction, confirming its quality. Higher temperature pyrolysis creates higher carbon biochar.

“It creates a level of transparency that is truly unmatched,” Hessert says. “It gives greater assurances to a carbon removal credit buyer. The more assurances they have, the more comfortable they’ll feel purchasing carbon removal credits.”

As a carbon removal pioneer, BluSky will benefit from new opportunities as major players enter the space, bringing their own capital and connections. 

“What they are missing is the technology provider and subject matter experts, which paves the way for joint ventures or partnerships,” Hessert notes. “That’s going to allow us to scale even faster.”

While the rate of carbon removal required to achieve climate change goals is daunting, Hessert believes BluSky’s team is positioned to tackle this challenge. 

“We’re trying to save the world here,” he says. “We operate like a sports team. This is the major leagues. The championship we’re fighting to win is billions of tonnes of CO2 removed from the atmosphere. We’re sprinting toward it and this is the team to do it.”

This story was featured in Canadian Securities Exchange Magazine.

Learn more about BluSky Carbon at https://www.bluskycarbon.com/.

CSE Issuer Stories, Magazine

Israeli Food-tech Company Helps Alleviate Health Concerns Related To Commercial Frying

Beyond Oil (CSE:BOIL) is aiming to improve the health of untold numbers of people who enjoy the occasional guilty pleasure at their favourite restaurant: deep-fried food. Diners will probably never be aware of the healthier cooking going on behind the scenes thanks to this revolutionary technology, but it is important and deserves recognition.

While it took nearly 15 years to perfect, the company now has a powder that addresses the degradation of frying oil. Harmful carcinogens such as acrylamide, as well as free radicals with the potential to cause cell damage, can build up in oil used for commercial frying. Customers and kitchen staff are both exposed to serious health risks as a result.

Beyond Oil’s powder absorbs harmful elements and extends the oil’s lifespan while maintaining its quality. First tested and now selling commercially in Israel and Canada, the product has been shown to improve food quality and support environmental sustainability.

The next phase of the growth strategy calls for expanding adoption of the product across North America. In an interview with Canadian Securities Exchange Magazine, Beyond Oil Vice President Robert Kiesman discussed the company’s origins and its efforts toward achieving this important goal.

What inspired the development of Beyond Oil’s solution for improving the health profile of oil when it is used for cooking?

Our Founder and President, Michael Pinhas Or, is the inventor of the product, and he started it due to a personal health condition related to acidity. Like many Israelis, he approached the issue as a layperson, learning everything he could. He studied intensively and spent about seven years in his backyard shed going through trial and error.

Or invested his family’s fortune into developing the product. After his “aha” moment, the inventive breakthrough, he secured a patent, as well as clearance to sell from the FDA and Health Canada. Since then, he has remained heavily involved, and his son, Jonathan, became Chief Executive Officer after the company went public.

One of the reasons Beyond Oil is such an easy story to tell is because it connects to something universal: food. Everyone, no matter where they live, eats fried food, whether it’s fries or other items unique to their region.

When people see the photos comparing black, smelly, smoky oil to a jar of clean Beyond Oil, the reaction is clear. They don’t want to eat food fried in dirty oil; they want food cooked in clean oil. These visuals stick in people’s minds, which is a big reason why our story is catching on so well.

Can you explain how the technology works?

It’s a powder that needs to be filtered out. Most restaurant fryers use built-in filtration, external filtration or paper filtration. The good news is that Beyond Oil works in all three contexts. We are classified by regulators as a filtration aid, not a food additive, which makes it much easier to get regulatory approval in many countries.

The process is simple. You add the powder at the end of each day, the powder mixes with the molecules of toxins and attaches to them and then it all gets filtered out, which removes the toxins from the oil.

These toxins include trans fats, total polar materials (TPM), acrylamide and others. There are dozens of these toxic compounds.

One reason oil smokes when it gets old is that plastic-like molecules form in it, meaning you’re essentially burning plastic into the air. Beyond Oil works to clear that out.

Is there a rationale for restaurants using Beyond Oil’s product aside from serving healthier food to their customers?

The biggest part of our story is that we offer a legitimate health solution with positive ESG outcomes, and we also save restaurants money because they don’t need to replace the oil every two or three days. They can use it longer because the oil stays cleaner. How many stories do you know that have a positive health outcome, provide an environmental benefit and save businesses money?

The environmental benefits are clear. Producing oil requires water, electricity and fuel. By extending the oil’s life, we reduce the demand for oil, meaning less oil production, transportation and disposal. So, in addition to the health and cost benefits, there’s also a legitimate environmental impact.

Could you elaborate on the specific markets you’re targeting?

We’re focusing on two main uses for Beyond Oil. The first is restaurants, and the second, which is much larger, is the industrial frying market. These are large industrial factories that use thousands of litres of oil and typically freeze the fried food before sending it to retailers like Costco or Superstore. This is a much more sophisticated context for us to be working in, and while we’re publicly focused on restaurant deals and the rollout, we’re quietly advancing into the industrial market as well.

In the industrial sector, we’ve conducted pilot programs with several large, multibillion-dollar companies in North America. We also announced that we signed a letter of intent (LOI) with a multinational company that designs and builds highly sophisticated filtration systems for these large frying factories. The goal is to run full-scale pilots with these industrial operations because our powder seems to be compatible with their filtration systems, which is a significant breakthrough for us.

What kind of feedback have you received from these initial industrial tests, and how do you plan to scale this system globally?

The feedback has been tremendous. First, I want to highlight that we have two main distributors – one in Canada and one in Israel. Both distributors, who are now selling our product commercially, made strategic investments in our company during the first six months of this year. This is a significant achievement for a small-cap company and indicates their strong confidence in our product.

We’ve received a range of positive feedback from end users. Firstly, our customers report a decrease in oil consumption. Secondly, they find the product healthier due to fewer toxins. Thirdly, the food tastes better because the oil is cleaner, resulting in crispier, fresher and lighter food that isn’t soaked in oil.

Additionally, we’ve received unexpected ancillary feedback. Customers need less warehousing for oil and experience reduced steam and smoke. Multinational customers examine the outcomes in great detail and are providing valuable insights, such as improvements in flavour. Overall, the feedback has been overwhelmingly positive, with no significant negative comments.

What catalysts can investors anticipate in the near future?

We’re expecting catalysts in all three areas of focus that I’ve outlined: expanding into the West with the two multinational fast food chains that we are now selling to in Israel, adding new U.S. chains as customers and getting fully commercialized into the industrial frying market. I’d also like to point out that we have hit major milestones on a consistent basis since the beginning of the year. 

But as impressive as our performance has been this year, it’s not going to be a major success story until we hit it big in North America. The plan now is to take the success that we’ve had in Israel and Canada and really push it west into Europe and then into the U.S. We have all the regulatory approval we need in Canada and the United States. Success in the U.S. is unlike success anywhere else.

This story was featured in Canadian Securities Exchange Magazine.

Learn more about Beyond Oil at https://www.beyondoil.co/.

CSE Issuer Stories, Magazine

Innovative delivery technology designed to change the nature of cannabinoid consumption

StickIt (CSE:STKT) has carved out a niche for itself in the cannabis market, despite not exactly being a cannabis company.

Listed on the CSE since October 2023, StickIt develops innovative consumer products resembling toothpicks, as well as straws and spoons, which can be infused with different types of cannabinoids, such as THC and HHC.

StickIt operates primarily through a B2B model that allows the company to leverage its patented technologies by relying on partners to handle mass manufacturing. This facilitates market penetration and scalability across multiple regions without requiring large capital outlays to establish production facilities.

The approach sees StickIt license its delivery technologies to entities who produce and distribute the infused items under the StickIt brand name. And unlike some traditional cannabis products, which vary significantly in dosage and quality, StickIt’s offerings provide a consistent and reliable user experience.

The company’s primary product, the Extra-C “cannabis stick,” resembles a toothpick that can be easily inserted into a pre-roll. The stick consists of cannabis extracts that burn at the same pace as the pre-roll does.

A product that uses a similar concept but in a completely different form factor is the StickIt SipIt straw. The idea here is to provide people the soothing effects of cannabinoids while they enjoy their favourite beverage.

Unveiling the straw in March of this year, StickIt Chief Executive Officer Eli Ben Haroosh said: “This development eradicates the hassle of traditional consumption methods, offering rapid, discreet and precise dosing without compromising taste or experience. It’s a win-win for both consumers and producers, opening doors to untapped markets and elevating the cannabis experience to unprecedented levels. We’re not just changing the way cannabis is consumed; we’re revolutionizing it.”

StickIt is clearly onto something, so there are other products coming to the lineup as well, including a hot drink shaker stick. 

Speaking to Canadian Securities Exchange Magazine, StickIt Chief Financial Officer Sophie Galper explains how these new products are intended for people who want to consume cannabinoids without the taste and smell of oil-based products.

“This is what’s unique about the straw. You want to have your juice or water or whatever you are consuming without it being mixed with the taste of cannabis oil,” explains Galper.

“The technology allows exactly this. It’s a delivery system. You’re sipping it but it’s only being activated in your stomach.”

To provide an even clearer idea, Galper draws an analogy with consuming sugar. “If it’s a warm drink, you feel the sweetness of the sugar. If it’s a very cold drink, the sugar is not dissolved, so you can consume sugar in your body without really tasting the sweetness.

“StickIt’s technology is essentially a delivery system that creates almost sand-like granules, and when you sip your drink it’s getting into your body without tasting like oil.”

One big plus is that StickIt-branded products come labelled with the precise dosage amount, so you know exactly what is entering your system.

But perhaps attention to detail should not be surprising, considering how the company views its position. “As much as StickIt is active in the cannabis market, it’s essentially a technology company, not a cannabis company,” Galper says.

And StickIt does indeed have considerable tech credentials behind it. The company’s founder, Dr. Asher Holzer, has decades of experience in starting and growing medical technology companies, including InspireMD, which is focused on the proprietary microNET stent platform technology for the treatment of complex vascular and coronary diseases.

StickIt is in the process of building joint venture partnerships in cannabis-friendly jurisdictions around the world, though Galper admits it hasn’t been completely smooth sailing so far.

“The business model involves licence agreements with local manufacturers in every country. Launching these agreements has taken longer than expected, as is always the case,” Galper explains.

“This is partially because there’s absolutely a shortage of people who want to fund this industry right now.”

Galper is referring to the elephant in the room here. For all of the hype and promise, the regulated cannabis industry has underperformed.

In Canada, in particular, the market has experienced saturation and regulatory hurdles that have made it difficult for businesses to thrive.

Nonetheless, StickIt is moving forward with strategic partnerships with licensees in multiple countries.

In 2023, StickIt entered into a licence and distribution agreement with Ripco Processing in Canada, authorizing Ripco to use StickIt’s raw materials in the manufacturing of products within the Canadian market. Ripco plans to focus on THC-infused sticks for the rapidly growing infused pre-roll segment.

Despite investors being cool toward cannabis investments at the time, StickIt went public on the CSE in October 2023 via a reverse takeover.

Funding was less of an issue for the group, having secured capital via two crowdfunding rounds. Plus, StickIt’s cash burn rate is “very low,” adds Galper.

Going public was a promise to the 600-odd crowdfunding participants and the CSE provided a liquidity venue for their shares.

“The public vehicle is a good platform to continue with M&A,” says Galper. “StickIt is very much oriented to M&A to integrate different technologies.”

This story was featured in Canadian Securities Exchange Magazine.

Learn more about StickIt Technologies at https://stickit-labs.com/.

CSE Issuer Stories, Magazine

Unique expertise and steady strategy have this cannabis company positioned to reach new markets

Greenway Greenhouse Cannabis (CSE:GWAY) entered Canada’s frenzied cannabis market not long after the country legalized recreational use in October 2018 but with a different game plan than most of its peers.

While the company was smaller than many licensed producer (LP) rivals, the agricultural lineage of its leadership team proved an important advantage after the industry’s initial excitement gave way to hard business realities. 

Greenway is still led by the two men who co-founded the company: Chief Executive Officer Jamie D’Alimonte and President Carl Mastronardi, both of whom co-chair the organization.

D’Alimonte is a third-generation farmer whose family focuses on tomatoes, peppers, cucumbers and strawberries, which have been on shelves across Canada and in major U.S. retailers since the 1950s. The Mastronardi name is known in North American agricultural circles for their family’s work in greenhouse growing, stretching back to the 1940s.

While the initial frenzy in financial markets for cannabis names led to billions of dollars of investment and the creation of dozens of LPs, the Greenway strategy was more modest by design.

“We wanted to approach it as an agricultural product from the onset and we started very small, with a one-acre facility as well as the nursery back in 2020,” says D’Alimonte.

“We received the certification for our growing facility in 2021 and our intention was to be a B2B wholesale supplier, selling one-kilogram packages to other brands or marketers who could decide whether to sell it as flower, pre-rolled joints or edibles.”

The approach called for learning the market and keeping costs low as the team found ways to leverage its agricultural expertise.

“Honestly, prior to the gold rush and all the hype and hysteria around Canada’s legalization, what brought us to this industry is that we saw a lot of people that we didn’t think were doing it efficiently and going about it from an agricultural standpoint,” D’Alimonte explains.

“There are all kinds of controls required to keep costs down from a plant nutritional perspective and to maintain high production standards. We saw a lot of things going on that we thought fell short of our knowledge base, so we got excited and saw potential for growth over time. We felt we could really do something.”

Thanks to those decades of experience, Greenway’s weighted average cash cost for finished goods inventory was $0.75 per gram at the end of December 2023, amongst the lowest in the Canadian market.

“Even in inflationary times, we have been able to keep costs down and quite level,” he says.

“Early on, and even recently, you’re seeing costs at some other LPs well over $1.50 to $2.00 per gram. That really is the difference with us, as well as production per plant, with some yielding upwards of 250 to 300 grams.”

Situated in Leamington, Ontario, Greenway’s facility is in one of the southernmost and sunniest points in Canada, affording a perfect climate for greenhouse production.

Greenway also captures heat from power generated on site with natural gas, storing the warmth from engines to redistribute when greenhouses need it at night. Meanwhile, the rockwool substrate it uses in place of soil allows nutrients to be preserved, meaning a pasteurization process can be employed so that water gets reused.

“We do not utilize any pesticides but instead rely on integrated pest management,” says D’Alimonte. “In other words, we have an entomological team and we bring in good bugs to eat the bad bugs.”

To control aphids and white flies, for example, the control team uses ladybugs and a type of wasp called Encarsia formosa. “Greenhouse growing in general is very safe for the environment,” D’Alimonte notes.

While the Greenway founders were correct that their approach was robust, the rollercoaster trajectory taken by the broader industry made the first few years a much rougher ride than hoped.

With the rapid entry of large producers, some with facilities 20 or 30 acres in size, oversupply of cannabis, much of it of mediocre quality, sent prices tumbling. 

Canadian cannabis wholesale prices fell more than 40% last year as companies continued to work through stubborn supply gluts.

The fallout, which coincided with slower legalization south of the border than anticipated, undermined share prices and led to many companies collapsing or consolidating. 

D’Alimonte and Mastronardi had been careful not to overreach but still saw profits squeezed by the weak pricing environment. “It really hurt our revenues and returns,” says the CEO.

Nevertheless, in the quarter ended December 31, 2023, Greenway reported the second-best revenue number in its history, up more than 33% over the same period a year earlier to $1,388,200. Adjusted earnings before interest, taxes, depreciation and amortization (EBITDA) came in at a modest loss of $252,395.

“We have definitely seen a rebound in the market in the last six to eight months,” says D’Alimonte. “There have been a lot of bankruptcies and a lot of facilities closing or downsizing, matching and becoming aligned. Since that’s been happening, we are seeing our revenue increase and the price per gram increase as well.”

Also helping returns is entry into the retail market, with the first shipment of product under the company’s own MillRite pre-roll brand taking place in March. Early sales put MillRite as the number four brand in its segment. The EPIC premium flower brand launched one month later. Both brands are available in Ontario, with Greenway already eyeing other provinces such as British Columbia, Manitoba and Saskatchewan.

MillRite is priced to attract price-conscious consumers, with Greenway’s low production cost enabling it to compete and still anticipate profitability on its sales.

In April, Greenway announced the receipt of CUMS-GAP and GACP certification, bringing with it the chance to ship internationally.

“Some current customers with export arms requested that certification, so we can export through existing customers or through new ones we are currently vetting,” says D’Alimonte.

“Export prices are much higher than we are getting in Canada, and some of our product has already been earmarked for Australia. And with the change in the market, we are being approached by many LPs who decided to pivot and focus on marketing rather than production. We are having discussions with lots of them.”

The timing of this new market dynamic is perfect, as growing facility expansion finished last year, bringing capacity to 167,000 square feet of cultivation space and 22,000 square feet for processing.

This enables annual capacity of 24,000 kilograms and carries with it the potential for a major increase in earnings.

“I envision us probably being fully planted within 12 to 18 months, and it could be even sooner if one or two of the new customers we are currently talking to come on board,” says D’Alimonte.

He acknowledges that it has not been an easy journey for shareholders, of which he is one, with insiders owning about 70% of the 131 million shares outstanding.

“We have been very conservative – lots of sweat equity,” says D’Alimonte. “We have been true to our goals; we didn’t get into processing or CPGs right at the start like our competitors. We gave ourselves time to prove to the public and our shareholders what makes us different, keeping costs down and growing a superior product. We see this industry as a marathon not a sprint, and Greenway is still gathering speed.”

This story was featured in Canadian Securities Exchange Magazine.

Learn more about Greenway Greenhouse Cannabis at https://thecse.com/listings/greenway-greenhouse-cannabis-corporation/.

CSE Issuer Stories, Magazine

Positioned just right as beneficial new rules set to sweep U.S. cannabis industry

U.S. multi-state operator (MSO) Vext Science (CSE:VEXT) is looking forward to big federal and state catalysts that it and others in the cannabis sector have long been preparing for.

The vertically integrated cannabis company has established a significant footprint in its main markets of Arizona and Ohio. Vext is well known for state-of-the-art cultivation facilities, fully built-out manufacturing operations and dispensaries where consumers often choose its Vapen brand, one of the top-performing THC concentrate, edible and distillate cartridge brands in Arizona.

The company has made a big push into Ohio as that state prepares to transition from a medical cannabis market to an adult-use one. In early June, the state began accepting applications for dispensaries seeking to sell recreational cannabis.

This shift is anticipated to significantly reduce the illicit market and provide easier access for consumers who do not want to obtain a medical cannabis card.

Meanwhile, the U.S. Drug Enforcement Administration’s recent announcement about rescheduling cannabis from a Schedule I to a Schedule III drug will have beneficial tax implications for companies in the industry and could potentially lower costs for consumers.

Vext generated approximately US$4.4 million in net income after tax in the year ended December 31, 2023, and anticipates significant growth with the upcoming launch of the adult-use program in Ohio. The company will be well positioned with a Tier I cultivation facility, a manufacturing facility and four dispensaries in the state. It also sees potential for three additional adult-use licences based on proposed new dispensary caps in Ohio, which would give it the opportunity to operate a total of seven dispensaries in the state.

In a recent interview with Canadian Securities Exchange Magazine, Vext Chief Executive Officer Eric Offenberger discussed how strategic vision and a commitment to operational excellence position Vext to thrive in a market characterized by constant change, plus what the company’s plans are to capitalize on the opportunities that lie ahead.

Vext is a vertically integrated MSO with operations in Arizona and Ohio.  What sets the company apart from its peers?

One of the key differentiators is our cautious approach to growth. We identified states with vertical integration and a limited number of licences to make better and more sustainable returns. We’ve also been prudent with our capital and balance sheet structuring, always considering what growth we could support and what our shareholder base could support.

Our philosophy differed from others who expanded broadly; we focused on depth rather than breadth. We also entered the market later, going public in May 2019, which allowed us to learn from others’ experiences and avoid some of the pitfalls.

Your Q4 and full-year 2023 results show a slight decline in revenue from a year earlier but a notable increase in earnings before interest, taxes, depreciation and amortization (EBITDA). What were the key drivers behind this improved profitability?

The magnitude of the increase in EBITDA needs to be considered in context as it includes a bargain purchase price for our Ohio asset, which led to an increase in EBITDA. We’ve been funding Ohio from Arizona for a couple of years.

The cannabis industry, like any other, is affected by inflation impacting consumer spending. Until this year, Arizona was the primary operational state funding our Ohio expansion. Now, with Ohio becoming operational, we’re seeing results, and we expect to see both revenue and cash flow ramp up significantly as adult-use comes online through the second half of the year.

With Ohio’s adult-use market projected to reach US$4 billion by 2028, how is Vext preparing to capture market share there?

From day one we knew we wanted to be vertically integrated and to focus on a footprint that would enable us to capture incremental wholesale profit in the early years of the market, while scaling only to the level where we could fully supply our own dispensaries over the medium and longer terms. Being vertical and supply-demand matching within your own operations is key to long-term success in these markets. Additionally, Ohio’s structured limitations on storefronts and cultivation prevent oversaturation, making it an advantageous market for us.

Through acquisitions, we have assembled a portfolio that includes a Tier 1 cultivation facility, manufacturing operations and four dispensaries. The latest of those dispensary acquisitions closed in March 2024.

Ohio’s transition from a medical to an adult-use market is important given our exposure in the state. The potential customer base expands dramatically, presenting an intriguing opportunity. We’ve invested heavily in Ohio, using our Arizona assets and additional capital to fund this growth. We believe this positions us well to benefit from Ohio’s growing market.

The Arizona market is quite competitive. How is Vext positioning itself to maintain and potentially increase market share in that environment?

Arizona is experiencing an oversupply issue, with many cultivators entering the market and driving down prices. Inflation is also impacting consumers’ disposable income, leading to decreased spending.

We’re focusing on cost control and price discipline, ensuring efficiency in our operations. Despite the challenges, our vertically integrated model in Arizona helps us mitigate risks better than those heavily reliant on wholesale markets. While the market is down, we are only down about half as much. And this is a fantastic long-term market as supply and demand come into balance, as they always do in the long term. The population is expected to keep growing.

What strategies are you employing to handle these pressures?

We’re focusing on cost control, price discipline and inventory management. Basic business principles apply here, and we’ve been diligent about maintaining these even during better times. In Ohio, we anticipate a broader customer base, which will allow for growth in a more controlled market environment.

Can you comment on the innovative strategies Vext has implemented at the dispensary level?

We introduced “speed ” windows, similar to bank teller windows, allowing customers to quickly pick up online orders. This innovation improved customer traffic and transaction volume, outpacing state averages. It’s an example of how small changes can significantly impact operational efficiency and customer satisfaction.

As someone who has transitioned from COO to CEO and with your background in MSOs and manufacturing, what lessons have you learned about running a successful cannabis company?

My background in retail, distribution and manufacturing shaped my view of cannabis as a commodity like any other. Consumers seek value, convenience and consistency. Whether it’s milk, poultry or cannabis, the principles remain the same. Efficient operations and a deep understanding of consumer behaviour are critical for success.

Industries evolve and cannabis is no different. From my experiences in dairy and other commodities, I’ve learned that consumer expectations drive market dynamics. Understanding these expectations and adapting operations accordingly is crucial. Efficient growth, maintaining control over expansion and ensuring product quality are fundamental lessons that apply across industries.

President Biden’s administration is moving toward rescheduling cannabis from a Schedule I to a Schedule III drug. How do you foresee this impacting Vext Science’s operations and financial performance?

I think rescheduling cannabis as a Schedule III drug does a few things. It starts to change how people think about cannabis. If it becomes a Schedule III drug, it could lead more people back into the medical market, seeking pain relief or other benefits. It might become easier to prescribe and purchase, and it would have a different tax structure, potentially giving consumers more purchasing power.

Regarding banking, I’m not sure if it changes anything immediately. It might attract investors who have previously not focused on the sector, allowing them to view cannabis in a different light.

Socially, I’m unsure of the broader impacts, but I think it sets the stage for a more favourable environment. For a company like Vext, with a strong balance sheet and asset ownership, it creates a more attractive vehicle for future use, whether through acquisition or collaboration with like-minded companies.

How does your strategy for building the company ensure its resilience and value, particularly with the expected rescheduling of cannabis?

We always aim to build a company that someone would want to acquire one day – and that is not to say the company is “for sale,” because it’s not. However, by focusing on this end state even a long time down the road, you will naturally focus on building an efficient organization with happy and engaged staff and driving profitability and cash flow. Ultimately, this approach brings value to shareholders, employees and investors. 

We believe rescheduling propels us into the next phase of market evolution. If you build the company right, you’ll be able to take advantage of future opportunities, ensuring the success of a strong, unified team.

This story was featured in Canadian Securities Exchange Magazine.

Learn more about Vext Science at https://www.vextscience.com/.

CSE Issuer Stories, Magazine

MariMed succeeds with growth strategy prioritizing conservatism over quick wins

MariMed (CSE:MRMD) has captured opportunities across the cannabis value chain with its “seed-to-sale” approach, encompassing flower cultivation, product development, marketing and distribution, and retail operations in key cannabis growth markets in the U.S.

Importantly, the company chose a deliberate and evenly paced approach over the lure of rapid expansion to reach this point. The resulting financial and operational stability positions MariMed to take full advantage of the expected reclassification of cannabis under the Controlled Substances Act to Schedule III from Schedule I following a related submission by the U.S. Drug Enforcement Administration in mid-May. 

The Norwood, Massachusetts-based company was co-founded by Chief Executive Officer Jon Levine and the late Robert Fireman in 2011 with an initial focus on the medical segment to help people improve their everyday lives. It began as an advisory company to cannabis licence holders, and subsequently transitioned to a plant-touching operation that has since built out its business to six states: Illinois, Massachusetts, Maryland, Delaware, Ohio and Missouri, with plans to enter additional markets.

Levine told Canadian Securities Exchange Magazine that MariMed has taken a conservative approach to operations and acquisitions to ensure it did not overextend itself operationally or financially as so many cannabis companies have done.

“We had a vision of growing this business profitably to multiple states, and that’s where we have been very successful,” Levine says.

“We grew the company slower than most of our multi-state operator (MSO) competitors, focusing on fundamentals and profitability versus rapid, unprofitable growth just to say you are the biggest. We have one of the strongest balance sheets in the industry as a result,” he explains, highlighting that the company has very little debt, nearly all of which has a 10-year maturity, versus maturities of three to five years for most of their larger MSO peers.

MariMed focuses primarily on limited-licence cannabis markets in the U.S. All states in this category issue a predetermined number of licences to cannabis businesses. The high barrier to entry balances patient and consumer access to cannabis products, bringing price stability and other benefits.

But that doesn’t mean the company has seen less success in states that don’t adhere to the limited-licence approach, such as its home state of Massachusetts. Here, Levine says the company’s high-quality products, with their all-natural ingredients and precision dosing, have allowed it to remain competitive without being forced to drop prices nearly as much as the competition.

Under its portfolio are multiple award-winning cannabis products and brands, including Betty’s Eddies fruit chews, Nature’s Heritage flower and concentrates, a full line of InHouse value-priced products, Bubby’s Baked brownies and other confections, and Vibations, a hydrating powder drink mix.

“The winners in cannabis will be the companies with the strongest brands. We’ve believed that right from the start,” Levine explains. “People will trust and pay higher prices for consistent, high-quality brands. Similar to traditional consumer products, customers want to know that they will get the exact same Betty’s Eddies every time they purchase it and no matter the market. It sounds simple but not many cannabis operators deliver on that promise like we do.”

MariMed’s ultimate goal is to grow deeper in the states where it is currently operating until it is fully vertical and has maxed out its licences and then do the same in additional states. The company has applied for cannabis licences in Virginia, New York and Texas, which Levine says present significant growth opportunities in their respective medical markets. The company also intends to apply for licences in Kentucky, which recently approved a medical cannabis program.

In addition to its commitment to high-quality products, MariMed takes its position as an industry leader very seriously. Its advocacy on behalf of others has focused on the removal of U.S. tax code 280E, a provision that results in cannabis companies paying higher taxes than most other U.S. businesses due to marijuana’s status as a Schedule I controlled substance. The company last year held a 280E protest event where executives and team members tossed cargo chests emblazoned – but not actually filled – with “weed” into the Boston Harbor, taking inspiration from the famous Boston Tea Party tax protest of 1773 during its 250th anniversary. 

The Drug Enforcement Administration is expected to formally approve the rescheduling of cannabis as a lower-risk, Schedule III drug in the coming months, meaning cannabis companies will no longer be burdened by 280E. 

Levine hails the move as “historic” and a big win for the industry and the consumers it serves. “Among the most important benefits of rescheduling is that more credible research will be implemented to show the benefits of cannabis. We should ultimately see an exponential increase in the number of people who embrace cannabis as part of their health and wellness lifestyle.”

It will also result in industry-wide savings for cannabis companies, with MariMed expecting millions of dollars in tax reduction annually from the removal of 280E. Levine says these cost savings will free up funds for MariMed to accelerate growth, including expansion into new markets and investment in product innovation. The company is also adding new stock-keeping units, or SKUs, to its product lineup.

“We’re going to see improvement to our financials in revenue, margins and earnings before interest, taxes, depreciation and amortization (EBITDA) as we grow toward the end of the year,” Levine explains.

The company expects to see revenue growth in the range of 5% to 7% and adjusted EBITDA growth of up to 2% for 2024. 

For the first quarter, MariMed reported a 10% year-over-year increase in revenue, led by significant growth in its wholesale division and solid performance at retail. The strong revenue expansion led to the company achieving its 17th consecutive quarter of positive adjusted EBITDA.

“We’re heading in the right direction,” Levine says of MariMed’s financial performance. He spotlights that the company outperformed its competition in every market it operates in during the first quarter, including Illinois, where it began selling products through its new wholesale business in January. MariMed expects margins and revenue in Illinois to grow throughout 2024 as it bolsters operations, including opening its first cultivation facility. 

“We are battling additional competition, economic factors and seasonality, but long-term the future is bright for MariMed and the industry,” the CEO explains. “We’re very excited, for example, to continue ramping our Illinois production and cultivation and watch our revenue and margins increase along with that.” 

The company also expects to have its third adult-use dispensary up and running in Massachusetts very soon, which Levine said will drive MariMed’s margins and revenue higher for that state. It aims to open a new processing centre in Missouri as well and to expand the size of its Maryland cultivation facility to meet the growing demand for its products in that high-growth state.

With Ohio recently becoming the 24th state to legalize recreational cannabis use, the company plans to open a second dispensary there. It’s also evaluating opportunities to purchase a processing or cultivation facility and additional dispensaries to maximize its Ohio footprint.

“Those are things we expect to come that will bring more revenue and better margins in the second half of the year,” Levine notes.

MariMed’s momentum has carried into the second quarter. The Illinois brand rollout continues with its products available in over 130 dispensaries. In Massachusetts, the company recently announced a partnership with two iconic Boston music venues, MGM Music Hall at Fenway and Citizens House of Blues Boston. Positioned as each venue’s exclusive cannabis category sponsor, the partnership is generating enormous visibility and goodwill for its Nature’s Heritage brand. 

“We’re very excited that MariMed’s best days are still ahead,” says Levine.

This story was featured in Canadian Securities Exchange Magazine.

Learn more about MariMed at https://marimedinc.com/.

CSE Issuer Stories, Magazine

Trulieve is setting the pace in a U.S. cannabis market on the verge of major change

Since launching in Florida’s medical cannabis market in 2015, Trulieve Cannabis (CSE:TRUL) has grown its operations to encompass a total of nine states across the U.S., expanding its team from 10 members to more than 6,000 and surpassing US$1 billion in revenue.

The company now operates the world’s largest retail network of cannabis dispensaries, not to mention more than 4 million square feet of domestic cultivation facilities, with 3 million square feet of that in Florida. Well-established hubs in the Northeast, Southeast and Southwest are anchored by leading market positions in Arizona, Florida and Pennsylvania.

Canadian Securities Exchange Magazine caught up with Trulieve Chief Executive Officer Kim Rivers in mid-May to discuss recent milestones achieved by the multi-state operator and upcoming catalysts in existing and new markets as regulatory initiatives at both the state and federal levels gain momentum.

Trulieve recently reported its first quarter financial results. Can you run through some of the highlights?

We had 4% revenue growth, both sequentially and year-over-year, to $298 million. We had a margin uptick from 54% in Q4 of 2023 to 58% and a significant increase in adjusted earnings before interest, taxes, depreciation and amortization (EBITDA) from 31% to 36%, with over $100 million in adjusted EBITDA.

We’re seeing the consumer strength and behaviour that we experienced at the end of Q4 continue into Q1. We’re the only one of our peers that has reported strong sequential growth. The initiatives that we’ve invested in for the last 12 to 18 months are beginning to show up in a real way in our financials.

You are Florida-based with the majority of your operations in that state. How would approval of the Smart & Safe Florida initiative on the November 2024 ballot benefit the company?

We were very excited to have the Supreme Court rule in favour of allowing Amendment 3 on the ballot, which would allow for adult, personal use of cannabis in the state of Florida. We have been a big supporter of the expansion of access to cannabis wherever we operate. With Florida being our backyard, it’s very close to home for us and we’re very passionate about it. This is the first time the issue will be before Florida voters. 

Florida already is one of the best cannabis markets in the country with its medical market at close to 900,000 patients. If adult-use does pass, we anticipate that the market will grow to approximately $6 billion. 

It’s important to build that adult-use program on top of existing infrastructure. We currently operate 135 medical locations in the state and have extensive cultivation and manufacturing capability in Florida as well. Florida is a vertical market so everything in our stores in the state comes from a plant that we grew. It’s true, strict seed-to-sale.

So, it’s a tremendous opportunity for us in the state of Florida and a tremendous opportunity for Floridians. I’m really looking forward to having the opportunity to vote on the initiative in November.

Your other cornerstone markets are Pennsylvania and Arizona. What opportunities do you see in those markets?

In Pennsylvania, we are very encouraged by the momentum that is happening right now in the legislature. Governor Josh Shapiro is very supportive of moving to adult-use and we’re seeing increased discourse and bipartisan support of passing a bill in the legislature to move that market to adult-use. We believe that Pennsylvania could be an approximately $4 billion market. Pennsylvania also has a very robust, healthy medical market. We have seen tremendous growth in our brands, particularly among Roll One and Modern Flower.

Trulieve is in Arizona through our acquisition of Harvest Health & Recreation. We are at the point now where we have opened some brand new locations under the Trulieve banner and are looking forward to transitioning 100% of our store locations this year from the Harvest name into the Trulieve platform.

We also just launched our revamped loyalty program. Arizona was our first large market for the launch and that has done tremendously well. We had an approximately 30% adoption rate in just two months and we’ve seen a 50% increase in return frequency from those customers who are opting into that loyalty program, an incredible start out of the gate. We are looking to roll that program out to all of our other markets this year.

We’re also really excited about Ohio moving to adult-use and us being positioned to take advantage of that opportunity. We are waiting for some additional clarity but it looks like it could be as soon as the summer for adult-use to turn on in that market. 

There is a lot of positive momentum around policy reform in the U.S. with cannabis set to be rescheduled from a Schedule I to Schedule III drug and the SAFER Banking Act. How do you see this playing out?

Rescheduling will have huge implications, as it is the first significant policy change for cannabis to happen at the federal level. I believe that it’s the first important domino that could set off a series of additional policy changes. 

It takes a long time in the U.S. to have policy shifts. I think folks forget that the average length of time for a policy to make it from an idea to final passage is approximately 11 years. With SAFER Banking, we’re at the 10- to 11-year time horizon right now. That certainly gives me additional optimism that we could pass SAFER Banking on the heels of an official rescheduling of cannabis to Schedule III. 

The second thing is that it will open the door for additional research. I’m super excited about the possibility of having more clinical trials produce data we can lean into for our products and to make sure the public is as educated as they can be as it relates to the benefits and health concerns that this wonderful plant can help address.

One of the major benefits of rescheduling would be that cannabis operators will no longer be subject to tax code 280E. How would this impact your financial position? 

For folks who don’t know, 280E is a penalty tax for businesses working with a Schedule I drug, under which cannabis is currently classified alongside methamphetamine and heroin. It does not allow you to make any normalized business deductions, so we have a massively increased tax burden. After rescheduling, we would become a normal payer, which would drastically reduce that liability. The great news here is that we won’t have to wait for another process to unfold. It’s automatic. 

To put the impact in context, our 280E tax liability from 2021 to 2023 was $350 million. For the first quarter, our 280E exposure would have been approximately $46 million. It has a sizable, very material impact on our financials. 

Those potential savings are significant. Are there any particular initiatives you would reallocate these funds to? 

Optionality is critical in this business. There are a lot of things that happen externally that we look to influence but that are out of our control. We want to have optionality as it relates to our balance sheet position as well as flexibility for when opportunities do present themselves so we can act quickly on them ahead of growth cycles and catalysts. 

What can investors expect from Trulieve for the remainder of 2024?

We have built this company to be profitable and durable and you’re seeing that in our numbers. The only way we are able to deliver those results is through the strength of our products and our relationships with our customers, so we continue to invest in our customer experience and our employees. Also, our fully automated 750,000 square foot indoor cultivation facility in Florida has turned on and is contributing to significantly lower costs, which show up in our margins and give us greater optionality and flexibility in terms of the customer experience we’re able to deliver.

This story was featured in Canadian Securities Exchange Magazine.

Learn more about Trulieve Cannabis at https://www.trulieve.com/.

CSE Issuer Stories, Magazine

A Top-Tier Lithium Project in Saskatchewan Is Just the Start of This Young Company’s Ambitions

The need to enhance the reliability of supply chains for everything from parts for manufacturing to critical minerals is finally garnering the attention it deserves, and there is no better way to ensure this reliability than having all the stops along the way situated right in your own backyard.

While resource extraction has long been a forte of Canadian industry, an increasing number of companies are also now working to set up advanced domestic processing capacity, rather than simply shipping raw material overseas where other nations end up controlling the resource and keeping much of the value for themselves.

EMP Metals (CSE:EMPS) plans to be part of the solution for battery materials in North America, having recently released a Preliminary Economic Assessment (PEA) evidencing a robust lithium project in mining-friendly Saskatchewan. And while there is plenty of its acreage still to be explored, the company is moving quickly to determine the best path to processing the lithium in its brines all the way up to the grade needed to make the batteries for electric vehicles.

EMP Chief Executive Officer Rob Gamley sat down recently with Canadian Securities Exchange Magazine to discuss accomplishments to date and the near-term outlook for getting his company’s contribution to the supply chain up and running.

EMP Metals has not only identified an attractive lithium brine deposit but you are also intending to work with partners on processing the brine once you take it out of the ground. Walk us through the business plan at a high level.

Our main focus is being the first group to have a commercial Direct Lithium Extraction (DLE) facility up and running in Saskatchewan. We’ve taken a pragmatic approach by building an Inferred resource on our landholdings, which are also in the province, and followed that up recently with the release of a Preliminary Economic Assessment.

The next step is a four-month field pilot with Koch Technology Solutions to test 1,000 litres of feed brine from our project area. Downstream partner Saltworks Technologies will be a part of this test as well.

At the same time, we are doing a front-end engineering study, also with Saltworks, over a six-month period. All of these activities are designed to help us assess the technical aspects of our projects on an industrial scale.

Talk to us about your landholdings and what you’ve found so far. We hear the existence of wellbores from historic oil drilling helps to keep capital costs under control.

There were some government datapoints that enabled us to vector in on the specific locations we chose and, obviously, there were certain things we were excited to see from a geological perspective. This is a large regional aquifer and the geology is relatively simple.

Our initial plan was to enter existing wellbores to test them and thereby reduce our capital spending requirements, and we were successful with that. We also drilled new wells where there were not enough suitable existing ones to re-enter and test.

As for the basics of the projects, we have holdings in southeastern Saskatchewan totaling approximately 200,000 acres. These are predominantly crown mineral dispositions and separated into three key project areas, with the highlight so far being the Viewfield portion.

We’ve tested what to our knowledge are the highest lithium brine concentrations proven so far in Canada, with concentrations up to 259 milligrams per litre. Our Inferred resource on the Viewfield project is 747,526  tonnes of lithium carbonate equivalent (LCE), and at Mansur the Inferred resource is 503,462 LCE.

What about processing the brines once they are out of the ground?

The plan is for brines to be processed and the lithium extracted through DLE technology from one of our partners. It would then be concentrated, refined and converted by the downstream service provider I mentioned earlier, Saltworks.

Like our company, Saltworks is based in Western Canada, so you have a world-class Canadian resource and a top-tier Canadian technology company teaming up on this. Saltworks is a global leader in wastewater treatment and lithium refining solutions and is able to take extracted lithium and refine it to the standard of battery-grade lithium carbonate. In our case, we were able to produce carbonate at 99.95% purity.  That’s the triple nines that you’re looking for in order to have true battery-grade lithium.

I think with the trends we currently see of deglobalization, onshoring, bolstering supply chains, and with the Canadian and Saskatchewan governments supportive of these developments, what we are working on is timely and important. You can’t necessarily rely on other sources in today’s world. With what we are advancing, it should be easier to assess the risk.

On that note, Saskatchewan is known as a particularly good jurisdiction for resource companies. Tell us about your experience.

Our experience in Saskatchewan has been nothing short of fantastic. The provincial government is highly supportive as it looks to further diversify its mining and energy sectors. We’ve received a lot of public support for our project as well.

There are so many advantages. Not just the extensive infrastructure owing to years of oil and gas activity that means access to power and other project requirements, but also Saskatchewan being ranked third in the world, and first in Canada, for mining investment attractiveness by the Fraser Institute. There is no better place to be for this business in our opinion.

You came out with your PEA just after the start of the year. Walk us through the numbers.

We are very pleased with the Preliminary Economic Assessment. It shows that we have a large project which compares well vis-à-vis our peers.

I think it’s important to highlight that the numbers in the PEA represent only 14% of our overall landholdings. The project life is 23.2 years, producing 282,090 tonnes of battery-grade lithium carbonate.  Using an average selling price of US$20,000 per tonne of LCE, our after-tax Net Present Value (NPV) at an 8% discount rate is US$1.066 billion. The after-tax internal rate of return (IRR) is 45% and our payback period is 2.4 years at the after-tax number.

Reflected in that last point is that our operating expenditure (OPEX) estimate is one of the lowest in North America thanks to the concentration and quality of the brine.

In the third quarter of 2023, EMP announced an investment of just over C$9.7 million from a private equity group in the U.K., which is quite an accomplishment in this challenging market. We know you are in frequent touch with shareholders. Is there any feedback from the investment community you can share with us on the project or sector in general?

Obviously, the lithium price has not held up as well as the industry had hoped.  But there is certainly a belief that the long-term outlook is robust, with EV sales globally up 30% last year. So, we see the electrification of the economy and green trends continuing.

Regarding the investment community, the mining-focused U.K. investor you mentioned conducted a lot of due diligence on our project and it held up fine, resulting in them taking an equity stake in EMP of almost 20% – it’s a huge endorsement of our company. Further, we clearly have caught the attention of major oil and gas players and strategics. They see our company as a good place to deploy capital owing to our asset quality and the regulatory environment in Canada.

Again, we’ve got a great reservoir with the highest concentrations we know of in Canada to date, low OPEX and an attractive IRR. And I can’t overstate how important it is to be working in a jurisdiction such as Saskatchewan where things are significantly de-risked from a permitting perspective and support from the government and public.

Is there anything we have missed?

I would say that EMP really differentiates itself with a pragmatic, economics-driven approach. We have done a significant amount of work to de-risk the project over the last 12 months, and our top-tier technical team enables us to advance things quite quickly. I would reiterate that our brine is of particularly high quality with no oil or hydrogen sulphides, and that translates into cost savings because little to no pre-treatment is required.

From a geological standpoint, we are in the Duperow formation, which is significantly shallower than the Leduc formation in Alberta, and this is another factor helping to keep costs under control. Add in our commitment to working with the best DLE companies and downstream refiners in the business and I believe things are lining up for us to make big strides in the months and years ahead.

This story was featured in Canadian Securities Exchange Magazine.

Learn more about EMP Metals at https://empmetals.com/.

CSE Issuer Stories, Magazine

Synergy Abounds When You Put Salt Mining, Hydrogen Storage and Ammonia Cracking Under One Roof

Salt was one of the most valuable commodities in ancient times. In fact, the phrase “worth its salt” is thought to have originated with the ancient Romans, who valued their sodium chloride highly.

Roman soldiers at the time received wages so they could purchase salt to preserve food such as meat and fish, in what was known as a monthly “salarium,” which has evolved into the English word “salary.”

Today, salt has a wide range of commercial and consumer applications, from water treatment, drilling fluids and winter road maintenance to food processing, condiments and preservatives.

Globally, the size of the salt market is projected to grow from US$34.1 billion in 2023 to $48.6 billion by 2030, according to Fortune Business Insights.

Canadian company Vortex Energy (CSE:VRTX) hopes to capture some of those sales through the advancement of its Robinsons River Salt Project located in Newfoundland and Labrador.

In doing so, it would help to reduce the 7-10 million tonne per year road salt shortfall that leads Canada and the U.S. to turn to the import market to top up their supplies, according to Mining.com.

“Where we are located is near one of the largest salt discoveries in eastern North America,” Vortex Energy Chief Executive Officer Paul Sparkes tells Canadian Securities Exchange Magazine.

“We are also next to a large, proposed hydrogen project called World Energy, which will require storage not only for hydrogen but also for green energy.”

Sparkes, an accomplished business leader and entrepreneur, is a former director of operations under Canadian Prime Minister Jean Chrétien and has also served as a senior aide to two premiers of Newfoundland and Labrador.

Vortex Energy boasts an experienced and distinguished management and advisory team as well, which includes famed Yukon gold prospector Shawn Ryan, and George Furey, who served as speaker of the Senate of Canada from 2015 to 2023.

Robinsons River, which is comprised of 942 claims covering 23,500 hectares, contains two large-scale salt structures that were identified through geophysical and seismic exploration. The maximum thickness of the salt strata is estimated to be 1,700-1,800 metres in both structures.

As salt is extracted from the ground it leaves behind caverns or domes, which are ideal locations for storing hydrogen, an increasingly popular clean fuel option.

Salt caverns feature some significant advantages when it comes to storing hydrogen. First, the caverns allow for safe storage of large quantities of hydrogen under pressure with minimal environmental disturbance at the surface. As well, they enable flexibility regarding injection and withdrawal cycles.

Vortex began drilling the Robinsons River project in November of last year, with the first occurrence of salt rock occurring at a depth of 581.5 metres at the Western Salt Structure, which has the potential to house an estimated amount of 250,000 tonnes of hydrogen in more than 25 caverns.

The company notes that based on available geological information, the East and West Salt Structures have a conservatively estimated potential combined hydrogen storage capacity of up to 800,000 tonnes within more than 60 caverns.

Vortex Energy says its Robinsons River salt dome project could be as much as 127% larger in terms of hydrogen storage potential than the Fischell Salt Dome owned by privately held Triple Point Resources.

In addition, Robinsons River’s location in Newfoundland and Labrador positions the project as a potentially viable alternative for supplying the U.S. East Coast with hydrogen, due to ready port access and distance to U.S. customers.

European markets are a distinct possibility as well, particularly in light of the agreement Canadian Prime Minister Justin Trudeau signed with German Chancellor Olaf Scholz in August 2022 envisioning a hydrogen alliance between their two countries.

Good access to power and roads underpins favourable logistics for moving product from site to port.

Vortex also holds the licence and right to use ammonia cracking reactor technology and membrane separator technology for producing hydrogen from ammonia.  According to Vortex, the technology causes the ammonia molecule to be “broken apart” in a process that creates inert nitrogen, which can be safely released into the atmosphere, and pure hydrogen, which is suitable for use as fuel.

Sparkes notes, though, that the technology is still in the “early stages,” reasserting that the company’s main focus is the salt resource and cavern storage opportunity.

But with a variety of end uses that include automobiles and maritime vessels, it is an important aspect of the company’s overall strategy and worth keeping an eye on as things progress.  Once all R&D work is complete, plans call for building a commercial prototype facility to produce high-purity hydrogen at a customer site to validate the system’s operating performance in a commercial setting.

Looking ahead, Vortex Energy recently raised C$1 million in flow-through funds and $1.5 million of hard dollars in an equity private placement, which the company will use to advance its Robinsons River project.

“Our first drill hole was completed before the Christmas holidays in late 2023, in which salt was hit in the first hole,” Sparkes says.

He added that the company has begun drilling its second hole, upon completion of which core from the two drill holes will be sent to the laboratory for analysis.

The drilling of the second hole is designed to confirm the depth of the salt rock structures at the project as well as to assess the geological properties of the salt and non-salt rocks.

Listed only since late December of 2022, Vortex Energy has assembled an impressively diverse team and proven its ability to raise capital and move expeditiously forward with project modeling and exploratory drilling. With completion of its second hole on the horizon, 2024 is shaping up to be an important year for the company as it enters a new phase of its multi-faceted growth strategy.

This story was featured in Canadian Securities Exchange Magazine.

Learn more about Vortex Energy at https://vortexenergycorp.com/.