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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/.

CSE Issuer Stories, Magazine

Quiet Market an Opportunity Rather Than a Hurdle for This Québec-Focused Explorer

Amid a challenging environment for junior miners, Abitibi Metals (CSE:AMQ) took an aggressive approach to acquisitions and financing in the fourth quarter of 2023 to put itself in a strong position for when resource stocks bounce back.

Notably, the company capitalized on the Canadian financing calendar, successfully securing over $14 million through a combination of charity flow-through and common shares in December. 

Canadian Securities Exchange Magazine caught up with Jon Deluce, Abitibi Metals’ Founder and Chief Executive Officer, to talk about the company’s recent acquisition of the B26 polymetallic copper deposit and plans to put some of its newly raised capital to work on 30,000 metres of drilling.

Abitibi Metals is focused on the Abitibi Greenstone Belt in Québec. What opportunities does the company see in this region?

We see Québec as the best mining jurisdiction in Canada. The government support, positive relationships with First Nations groups, and the pro-mining sentiment create a strong foundation for mining activities in the province.

We’re excited about the opportunity to be in Québec because we’re on the verge of a commodity cycle that’s starting to turn and accelerate. Having a copper-focused project like B26 in a strong jurisdiction like Québec significantly enhances the value and prospects for developing such an asset. 

It was November of last year when you acquired the option to earn 80% of the B26 project. What does this mean for the company?

We had made the tough decision to reduce operations, and in turn cash burn, because we weren’t getting rewarded for our gold asset in what has been a very challenging market for the last one to two years in the junior mining sector. Our team decided not to wait for market conditions to come to us but to be aggressive and realize the opportunities that were at hand.

We looked at quite a few potential acquisitions to restart the pursuit of our exploration goals and provide a lower cost of capital. In the end, we landed on the B26 deposit, an asset developed by SOQUEM, a private company funded by Investissement Québec. We view this as both a discovery and an acquisition given the fact that the majority of the market didn’t realize this was available because it was sitting in a private company.

We’re starting with a significant resource (Indicated resource of 7.0 million tonnes at 2.94% copper equivalent and Inferred resource of 4.4 million tonnes at 2.97% copper equivalent). This is a polymetallic deposit with a copper-gold stringer zone and parallel zinc-silver massive sulphide zone. These types of assets are rare, especially a polymetallic deposit with gold in the system. We believe this presents a strong starting resource with room for expansion.

Our plan for the year includes an ambitious drilling program of 30,000 metres to further develop and highlight the growth and upside potential of this asset, which is situated within 7 kilometres of our prior flagship asset, the Beschefer Gold Project.

We also benefit from mining infrastructure still being in place, such as a power line that runs 3 kilometres north of the project. These are all factors that support this being a serious potential development opportunity.

What are some of the key targets you’ll be drilling as part of this year’s program?

We’re starting exploration right away and asking ourselves, ‘Where’s the low-hanging fruit?’ and ‘Where can we develop value for shareholders cost-effectively?’

The 2018 resource was almost solely an underground resource. We see the potential and we want to test the open pit bulk tonnage potential of the asset so that’s going to be a priority in the first quarter of 2024.

To break down the drilling plan: number one is testing the open pit with shallow drilling testing the north bedrock interface of the deposit; number two is testing the extension and expansion potential within the first 300 metres vertical, which hosts the majority of the copper-gold resource; and number three is testing the system at depth. There’s a large infill area that needs to be drilled to define the full resource potential between 300 metres and 850 metres vertical.

There’s also about 5,000 metres of historical drilling that we believe needs to be assayed, that wasn’t previously, and it could help us assess the potential disseminated and bulk tonnage material around this high-grade core.

What else can investors expect from Abitibi Metals in 2024?

Beyond drilling activities, our plans include conducting a comprehensive gravity survey at B26, aimed at enhancing our understanding of the deposit’s overall structure. We will also delve into downhole geophysics, adding another layer to our understanding of the structure. 

In addition, an internal resource and updated 3D model will provide us with a strong exploration and growth framework. We aim to present our plans coherently to the market, ensuring that stakeholders can readily comprehend our results and grasp the growth potential.

In essence, our focus spans across drilling, modelling and geophysics, all converging to shape a compelling and comprehensible value proposition for the exciting year ahead.

Abitibi Metals recently raised just under $15 million. Tell us about those fundraising rounds.

The company was certainly a standout in the fourth quarter in what was still a very challenging market. We were able to complete a $4.4 million financing in December, immediately followed by a $10 million charity flow-through. And these financings were completed without issuing any warrants, which is a rare thing in this market and speaks to investor optimism about what we’ve put together.

So, our exploration budget for 2024 is $10 million, which will cover the objectives I have just outlined. In terms of our B26 option agreement, we are funded to clear phase one of the option, which we have four years to complete, in one year.

We brought in some strategic shareholders headlined by Frank Giustra and Greg Chamandy, both very well-known names in the space and the start of what I think is a great shareholder registry.

We’re also assembling the right team. Recently announced were the first two team members of our advisory committee, namely Eric Kallio, a former senior vice president of exploration at both Agnico Eagle and Kirkland Lake Gold, and Shane Williams, formerly a vice president at Eldorado Gold and he oversaw a landmark Québec project from pre-development agreement through to commercial production.

My thesis going into the acquisition of B26 was that we needed to find a potentially world-class asset to assemble a world-class team, and we’re at the start of that.

What is your outlook on the junior mining sector more broadly in 2024?

I see the sector performing incredibly well in 2024. Timing is a hard thing to dictate – I wish I had a crystal ball – but all the factors are there: easing inflationary pressures, the Fed pivoting on interest rate policy, and supply-demand imbalances for critical minerals like copper. Look what happened in other sectors when the supply-demand balance tipped, like it did with nickel a few years ago and what’s going on with uranium at the moment. It’s going to be very exciting.

We’re in a waiting period. But we didn’t want to wait for the market to come to us, so we were very aggressive in the fourth quarter with financing and acquisitions to be well-positioned for the market we believe is coming.

This story was featured in Canadian Securities Exchange Magazine.

Learn more about Abitibi Metals at https://abitibimetals.com/.

CSE Issuer Stories, Magazine

Excitement Follows When You Unveil One of the Largest Lithium Projects of Its Kind

Some 200 kilometres from Las Vegas sits Sarcobatus Flat. It is a massive dry lakebed, similar to its nearby neighbour Area 51, the birthplace of generations of advanced U.S. aircraft and, according to some, home to who knows what else.

Sarcobatus Flat is part of the Nevada desert and you can see it for miles due to an eye-catching surface that looks like a dusting of snow. Underneath that white blanket of salts lies what Mining Intelligence ranks as the third-largest lithium clay and hard rock project in the world, Bonnie Claire.

This is the project proudly held by Nevada Lithium Resources (CSE:NVLH). The company has 18,300 acres of land at Bonnie Claire and has completed a Preliminary Economic Assessment (PEA). By the numbers, the project contains 18.37 million tonnes of Inferred lithium carbonate equivalent.

That’s all the more notable when one considers that the global lithium market is projected to hit sales of US$15.45 billion by 2028, according to data from Research and Markets.

Canadian Securities Exchange Magazine sat down with Chief Executive Officer Stephen Rentschler to discuss what’s coming next at Bonnie Claire and the future of lithium as a commodity.

Let’s begin with an overview of Bonnie Claire. When you engage with new investors during presentations, how do you articulate what Bonnie Claire entails?

Bonnie Claire is an advanced lithium exploration project located in Nevada, two and a half hours northwest of Las Vegas. Our project gate is 50 metres from Interstate 95 and high voltage power wires traverse the entire length of our property, which is the size of Manhattan Island.

We’ve finished a PEA and have a robust project of substantial scale, projecting an annual output exceeding 30,000 tonnes over a mine life of 40 years. Even at conservative lithium prices, the PEA suggests a project with a net present value exceeding US$1.5 billion.

And while we have more than enough resource already, the prospect of discovering additional resources remains a distinct possibility.

I also tell investors that although Bonnie Claire is often referred to as a clay deposit, a nuanced understanding is required because sedimentary deposits are relatively new to the scene. The world has simply never needed the lithium they contain. South American salars (salt flats), and then the hard rock deposits, had been forecasted to provide the needed lithium supply. 

But now, with the world significantly increasing the projected number of electric vehicles (EVs) on the roads, a third category has entered the scene: the sedimentary deposits, often referred to as clays, which in the U.S. are predominantly found in Nevada. These sedimentary deposits tend to be of lower grade compared to many hard rocks, and even some brines. However, in Nevada, the size is the key. Lower grade is compensated for by vast tonnages.

Typically, I finish my presentation by telling investors that in just over two years, Nevada Lithium Resources has gone public on the CSE, acquired progressively larger percentages of this world-class project, and last summer consolidated 100% ownership of the property. Now, we are in the initial stages of introducing ourselves to the investing public, leveraging our new full ownership status.

Is the next step in this process a Preliminary Feasibility Study?

Yes, and ideally our Preliminary Feasibility Study (PFS) should be completed around the close of 2024, plus or minus a few months. Following the PFS, we envision launching immediately into a Feasibility Study that we think will take two years to complete.

Unlike the output of many of the lithium projects being developed globally, Bonnie Claire’s lithium will not need to go somewhere else for conversion into battery-grade material. Our lithium will be ready for immediate use, ideally in one of the many U.S. or Canadian battery plants that are currently being developed. This will allow end users of Bonnie Claire’s lithium to extract maximum value from the tax credits offered by the U.S. Inflation Reduction Act. 

It’s interesting to see different methods for exploring for lithium within the sector. How would you characterize your process and how does execution and cost differ when pursuing lithium at your project as compared to other approaches?

Because of the expansive nature of the sedimentary deposits, a considerable amount of drilling is needed to adequately define the resource. In the case of Bonnie Claire, which has a massive footprint, the drilling is laterally expansive, already covering multiple kilometres.  And because of the tremendous columns of lithium we’ve encountered, the drilling is very deep. Our latest assay results have shown even higher grades over almost an additional 200 metres below our deepest holes. So, for us, making sure we are not missing the best mineralization will cost additional money. This is not a small pegmatite field that we are drilling out.

Another difference with our process goes back to the distinction between sedimentary and clay-hosted lithium mineralization. In simple terms, our recovery flow sheet is significantly different than most of the other Nevada-based projects because our localized geology is different. Our lithium is not bound in the clays, so we avoid the use of sulphuric or hydrochloric acid to liberate the lithium. This is an important part of our ESG (environmental, social and governance) profile that we think differentiates us from our peers and makes our lithium particularly attractive to lithium end users. 

Looking ahead, how do you position the company to emerge as a key player in the lithium space?

I am convinced that there is a secular supply-demand mismatch due to the global commitment to an EV future. Given the tremendous economic and geopolitical advantages of our Nevada location, we want to build a world-scale lithium mine, producing battery-grade lithium headed for the U.S. auto market. And we want to do that as quickly as possible. 

Part of our strategy is to use our management team’s collective experience to proactively mitigate the effects of obstacles that will always emerge during the development of a natural resource asset. At the same time, we are working to achieve important technical milestones as early as possible. An example of this is having already proved our ability to produce battery-grade lithium carbonate, which we believe differentiates us from many other lithium developers.

In my opinion, Nevada will emerge as the centrepiece of the future U.S. lithium supply chain, and our intent is to leverage Nevada’s location, history and culture. Nevada is perennially ranked as one of the very top mining jurisdictions in the world, with a rich history of gold, silver and copper production. A recent trip to Canada by Joseph Lombardo, Governor of Nevada, showcased his intent to extract maximum value from the lithium industry for his state. Concurrently, Nevada Lithium intends to extract part of that value for its shareholders through the responsible development of Bonnie Claire.

This story was featured in Canadian Securities Exchange Magazine.

Learn more about Nevada Lithium Resources at https://nevadalithium.com/.

CSE Issuer Stories, Magazine

Leading the Charge to Develop an Integrated North American Supply Chain for LFP Batteries

Around two-thirds of the batteries used to power new electric vehicles (EVs) in China are now of the lithium iron phosphate (LFP) variety, overtaking lithium-ion batteries as manufacturers aim for reliability and lower price points in the world’s fastest-growing EV market.

The trend in North America is moving that way as well, spurred by the Inflation Reduction Act (IRA), which offers big incentives to manufacturers and consumers.

The IRA’s clean vehicle tax credit, which has already attracted nearly US$100 billion in private-sector investment, according to the U.S. Department of the Treasury, supports consumers with savings on new clean vehicles while creating jobs and fostering a resilient domestic supply chain. 

There are provisos, though. EVs made with minerals and materials from China won’t qualify for the credit.

Starting in 2024, EVs can’t use battery components from a “foreign entity of concern,” expanding to include minerals in 2025 and prompting a race for automakers to adapt or risk losing tax credits. 

As companies reorganize supply chains for battery parts and minerals outside of China, First Phosphate (CSE:PHOS) is a step ahead. The mineral development company aims to transform the Saguenay-Lac-Saint-Jean region of Québec into North America’s LFP Battery Valley and believes it has a unique proposition.

First Phosphate holds and is actively developing over 1,500 square kilometres of district-scale land claims in the region. The properties host rare anorthosite igneous phosphate rock that can yield the high-purity phosphate required to create the materials used in the manufacture of LFP batteries.

A 43-101 technical report and Preliminary Economic Assessment (PEA) on its flagship Lac à l’Orignal property revealed 15.8 million tonnes of phosphate (P2O5) in the Indicated category, and a further 33.2 million tonnes in the Inferred category, with a pre-tax net present value of C$795.3 million and an internal rate of return (IRR) of 21.7% at a discount rate of 5%.

The project would produce an annual average of 425,000 tonnes of beneficiated phosphate concentrate at over 40% P2O5 content, 280,000 tonnes of magnetite and 97,000 tonnes of ilmenite over a mine life of 14.2 years.

Nearby at its Bégin-Lamarche property, First Phosphate is conducting a 25,000 metre drill program that should position the company to calculate a 43-101 resource estimate, with a PEA expected to follow. 

Meanwhile, a geological reconnaissance program at its Larouche property, just 40 kilometres from the Port of Saguenay, also revealed strong assay results, including one sample grading 39.45% P2O5.

The company’s goal is to integrate material from these properties into the supply chains of major North American LFP battery producers that require battery-grade LFP cathode active material (CAM) from a consistent and secure supply source.

“What makes us unique is we are trying to set up a fully North American supply chain, and we’re working and we’re cooperating with those who are aligned with that vision,” says Chief Executive Officer John Passalacqua.

“We’re the start of the supply chain; we’re the critical minerals. So, if it starts clean in North America with us, then we make sure that all of our partners downstream, everything that goes into making the battery, the car or the storage system, will be North American-based as far as possible.”

With First Phosphate’s deposits forming the first pillar, Passalacqua explains that his team has established strategic partnerships and alliances with companies that will complete the supply chain as it sticks to both the spirit and the letter of the law in the IRA.

These include Belgium’s Prayon, whose technology is used to produce over 50% of the world’s phosphoric acid. Prayon is looking at a long-term offtake agreement for First Phosphate’s phosphate rock as well as the potential for a purified phosphoric acid toll processing agreement.

The company has also entered a memorandum of understanding (MOU) with NorFalco, a division of Glencore Canada, to secure the supply of sulphuric acid needed to manufacture phosphoric acid. 

A non-binding MOU with Sun Chemical Corporation to develop intermediates used to produce lithium iron phosphate-based cathode active material (LFP CAM) extends the potential supply chain even further.

“We have a number of companies that have processes to make LFP CAM that are interested in working with us,” says Passalacqua.

“Sun Chemical, one of the world’s leading suppliers of inks and pressroom products, with a massive manufacturing footprint around the world, is available with their manufacturing facilities to partner with us to actually build LFP CAM, which is important because that saves on capital outlays.”

In December, First Phosphate signed an MOU with Las Vegas-based Ultion Technologies for the purchase of a non-exclusive, perpetual license for technology to produce LFP and lithium iron manganese phosphate (LFMP) cathode active materials.

A partnership with American Battery Factory aims to support the production of up to 40,000 tonnes of fully North American-manufactured LFP CAM annually.

Finally, the Port of Saguenay can provide access to overseas.

“In everything we do, we’re looking to promote environmental stewardship, while doing it at home and creating jobs at home,” Passalacqua says. 

“We’re trying to get very integrated into the downstream activities so that it becomes a fluid process; it becomes a real supply chain.”

Passalacqua believes a number of factors will continue to drive the push to LFP batteries, including cost, as they are cheaper to manufacture than lithium-ion batteries that use cathode active material from nickel, manganese and cobalt (NMC), which are tougher to source and more toxic. Cobalt also has issues related to ethical supply.

Additionally, the NMC cathode contains available oxygen, making it more susceptible to thermal runaway, which can result in fires. That’s not the case with LFP batteries, which are much more stable. 

Above all, Passalacqua says price is a big factor in choosing LFP batteries, as the cost to produce LFP CAM is generally much lower than for NMC CAM.

“Because of that, there has been a huge flock to LFP batteries,” he says.

“LFP batteries have been known to offer 25% to 30% less range than an NMC battery but the technology is increasing on both of those batteries such that an LFP battery may now get you a 300 kilometre to 350 kilometre range in some models and generally without any associated memory issues.”

While more expensive vehicles that need range for out-of-city driving still veer towards NMC batteries, vehicles targeted for city driving are shifting to LFP due to the price factor. 

Passalacqua says Tesla managed, at one point, to offer pricing below US$40,000 using LFP batteries.

With changes to the IRA, automakers, including Tesla, won’t be able to source their LFP batteries from China, which will work in favour of local companies like First Phosphate.  

“In order to get the IRA subsidies, you need to have a retail price of under US$55,000 on passenger vehicles and one way to get there is with an LFP battery.

“The practical considerations around the LFP battery are cost, certainly the fire safety, and even though it has shorter range you can generally charge it at any point in its battery cycle due to the lack of memory issues.”

For now, though, fresh from an $8.2 million financing, Passalacqua says the immediate priority is to further uncover the deposit at Bégin-Lamarche.

“We have to decide on a potential mine site, start feasibility studies, and take the purified phosphoric acid Prayon prepares for us and send it to potential clients for possible offtakes and partnerships,” he says. 

“We also need to start planning for a purified phosphoric acid plant at the Port of Saguenay.”

Passalacqua says First Phosphate is sitting on perhaps one of the purest phosphate rock qualities in the world, and in one of the best jurisdictions in the world for mining and electrification.

“We want to have the ability to produce much of the phosphoric acid that is going to be needed in North America for the LFP battery in a clean, ethical, just-in-time fashion. We are 100% dedicated to that,” the CEO says.

“We’re well-managed, we’re well-capitalized and we’re fully North American so that opens all the doors to great working relationships with North American companies and North American governments.”

This story was featured in Canadian Securities Exchange Magazine.

Learn more about First Phosphate at https://firstphosphate.com/.