Power Metallic Mines has moved its Lion Zone from a high-grade discovery into a formally defined mineral resource. On September 8, 2026, the company announced an inaugural NI 43-101 Mineral Resource Estimate prepared by SGS Canada. Lion now contains approximately 4.75 million tonnes grading approximately 3.9% copper equivalent, representing approximately 406 million pounds of contained copper equivalent. More than 85% of the resource tonnes are classified as Indicated.

High-grade mineralization begins at surface, approximately 59% of the resource tonnes are contained within a conceptual open-pit shell, and the deposit remains open at depth. Power Metallic is now assessing engineering proposals for a Preliminary Economic Assessment while five drill rigs continue working across the broader Nisk property.

For investors, this represents an important transition. Lion is no longer defined solely by individual drill results. It now has independently prepared estimates of tonnage, grade, contained metal and geological confidence that can support the next stage of technical evaluation.

WHAT YOU NEED TO KNOW

• 406 Million Pounds CuEq: Lion contains 4.145 million tonnes Indicated at 3.86% CuEq and 601,000 tonnes Inferred at 4.01% CuEq, representing approximately 406 million pounds of contained copper equivalent.
• More Than 85% Indicated: More than 85% of Lion’s resource tonnes are classified as Indicated, providing a higher level of geological confidence than an Inferred resource.
• High Grade From Surface: Approximately 59% of the resource tonnes are within a conceptual open-pit shell grading 3.45% CuEq. The underground resource grades 4.71% CuEq in the Indicated category and 4.34% CuEq in the Inferred category.
• Strong Preliminary Metallurgy: Two locked-cycle tests completed by SGS Canada returned copper recoveries of 98.9% and 98.3%, producing copper concentrates grading 25.8% and 25.4%, respectively.
• Expansion Remains Open: The resource model extends beyond 600 metres vertically. Power Metallic reported that deeper holes drilled after the MRE cut-off intersected visible copper mineralization below the modelled zone, with assays pending.

WHY THE RESOURCE MATTERS

Exploration results can demonstrate that mineralization is present, but a Mineral Resource Estimate begins to define how much may be present, at what grade and with what level of geological confidence.

That is the significance of Lion’s inaugural estimate.

SGS Canada has now defined approximately 406 million pounds of contained copper equivalent, with most of the resource classified as Indicated. The estimate also outlines a potential development framework consisting of near-surface material within a conceptual open-pit shell and higher-grade material that may be considered for underground extraction.

CEO Terry Lynch described the objective as “raising the floor.” In practical terms, the MRE replaces part of the project’s geological uncertainty with independently prepared estimates of tonnage, grade and contained metal. The potential expansion beyond the current resource remains to be demonstrated through drilling and future resource updates.

Power Metallic is assessing proposals from engineering firms for a PEA. The study is expected to examine an initial open-pit concept followed by underground mining at Lion, along with the potential incorporation of material from the existing Nisk resource.

16 BILLIONAIRES

During the interview, Lynch said 16 billionaires had joined Power Metallic’s shareholder register. He named Robert Friedland, Rob McEwen, Gina Rinehart and Eric Sprott among the prominent mining investors associated with the company.

Lynch also said that he and his family own approximately 14% to 15% of Power Metallic.

The involvement of experienced mining investors does not eliminate exploration, financing, permitting or development risk. It does, however, add a notable strategic dimension as the company advances Lion from resource definition toward economic evaluation.

INVESTOR TAKEAWAY

Power Metallic has delivered a significant technical milestone at Lion: approximately 406 million pounds of contained copper equivalent across 4.75 million tonnes grading approximately 3.9% CuEq, with more than 85% of the resource tonnes classified as Indicated.

The resource begins at surface, approximately 59% of its tonnes fall within a conceptual open-pit shell, preliminary locked-cycle testing returned copper recoveries above 98%, and the deposit remains open at depth.

Five rigs continue drilling across the Nisk property, deeper Lion assays are pending, and the company is assessing engineering proposals for a PEA evaluating potential development scenarios involving Lion and Nisk.

Lion remains a mineral resource, not a mineral reserve, and does not have demonstrated economic viability. What Power Metallic now has is an independently prepared, high-grade resource that provides a formal technical foundation for expansion drilling, engineering studies and potential government and strategic-partner discussions.

The current resource defines what has been established. The drilling now underway will test how much larger Lion could become.

Graphite has been the workhorse of lithium ion battery anodes for decades. It is stable, conductive and widely used, but its theoretical capacity limits how much energy it can store. Silicon offers more than ten times the theoretical capacity of graphite, but its expansion during charging has made it difficult to engineer into durable commercial batteries. HPQ Silicon’s strategic partner, Novacium, has spent years working to overcome that challenge. Now, its silicon based technology is being evaluated alongside material developed by an established graphite producer.

On September 10, 2026, Novacium announced the launch of exploratory technical work with Tokai COBEX Savoie, the French entity of Tokai COBEX, which is part of Japan’s Tokai Carbon Group. The companies will evaluate whether Novacium’s high capacity silicon based anode material can be combined with Tokai COBEX’s 99.99% purity, low carbon synthetic graphite. If the results are successful, the work could support the development of a complete, high performance and low carbon anode material designed and potentially produced in France. For HPQ shareholders, the announcement provides another potential pathway for creating value from the company’s 36.8% equity interest in Novacium.

WHAT YOU NEED TO KNOW

• Established Industrial Experience: Tokai COBEX is an international carbon and graphite producer whose industrial sites have nearly 130 years of history. Its French operations expanded into battery graphite several years ago.
• Sovereign European Potential: Novacium and Tokai COBEX are evaluating a material that could combine French produced synthetic graphite with Novacium’s silicon based technology. If successful, it could contribute to a more integrated and resilient French battery supply chain.
• Proven Cell Performance: Novacium’s GEN3 material enabled 18650 cells to achieve an average capacity of 4,030 mAh and retain more than 3,000 mAh after 1,000 cycles. GEN4 material subsequently enabled 21700 cells to average more than 6,600 mAh under a standard testing protocol.
• Safety And Transportation Testing: An HPQ ENDURA+ GEN4 6,500 mAh cell platform obtained UL 1642 safety certification from an accredited independent laboratory. HPQ has also announced UN 38.3 transportation certification for its GEN4 21700 cells.
• Commercial And Customer Activity: Novacium received an order for GEN3 battery packs intended to power FPV drones destined for a French Army regiment. It also delivered 30 custom configured battery packs to three European drone manufacturers for final-stage evaluation.

WHY GRAPHITE NEEDS SILICON

Graphite has a theoretical specific capacity of approximately 372 mAh per gram. Silicon has a theoretical capacity of approximately 4,200 mAh per gram, giving it the potential to store substantially more energy. The challenge is controlling silicon’s expansion. Its volume can increase by more than 300% as it absorbs lithium during charging. Without the right material engineering, that expansion can damage the anode and shorten battery life.

Novacium has developed silicon based materials designed to increase capacity while working within predominantly graphite based anodes. The reported results show that Novacium’s material has been incorporated into both 18650 and 21700 cylindrical cells, with GEN3 retaining more than 3,000 mAh after 1,000 cycles. The Tokai COBEX initiative will evaluate how Novacium’s material performs when paired specifically with Tokai COBEX graphite. The teams will assess compatibility, performance and the economic viability of a potential integrated solution.

Bernard Tourillon said during the interview that some testing has already taken place and that Novacium understands how its material performs with synthetic graphite. Further work will be required to determine the appropriate formulation for Tokai COBEX’s material.

FROM BATTERIES TO MATERIAL PARTNERSHIPS

Novacium initially focused on developing and supplying silicon based anode materials. It later expanded into cells and custom battery packs to demonstrate how its technology performs in complete battery applications. That strategy has produced measurable results, including advanced cell capacities, safety and transportation certifications, an initial defence related order and battery packs delivered to drone manufacturers for final-stage evaluation.

The Tokai COBEX initiative introduces another potential commercial pathway.

Instead of entering the graphite market alone, Novacium could work with established graphite producers that already possess manufacturing expertise and industrial infrastructure. Tourillon discussed licensing and joint ventures as possible future business models, although no commercial arrangement with Tokai COBEX has been announced. The proximity of the two technical teams could also help move the work forward. Novacium is based in Solaize, France, while Tokai COBEX operates an R&D centre in nearby Vénissieux. According to the announcement, this proximity should facilitate exchanges, shorten testing cycles and accelerate technical iterations.

CEO BERNARD TOURILLON

“This collaboration illustrates Novacium’s strategic positioning. As graphite-based anode materials approach their theoretical capacity limits, integrating silicon-based materials represents one of the most promising avenues for enabling graphite manufacturers to offer higher-performance anode materials.”

Tourillon explained during the interview that the initiative provides Novacium with another potential pathway to monetize its technology and expertise. He also emphasized that the technical work must be completed before any business decision is made.

INVESTOR TAKEAWAY

This announcement is not a commercial contract. It is an exploratory technical program with no binding commitment and no assurance that it will result in an agreement, industrial production or commercialization. Its importance is the opportunity being evaluated. An established graphite producer is testing whether its French produced synthetic graphite can be combined with Novacium’s silicon based material to create a more complete, higher capacity and lower carbon anode solution.

For HPQ, the initiative adds a potential material partnership pathway alongside its existing work involving ENDURA+ cells, custom battery packs and silicon based anode materials. The broader battery program has moved beyond laboratory testing with an initial order and battery packs delivered for final-stage customer evaluations. The Tokai COBEX initiative remains exploratory, but it places Novacium’s technology alongside an established industrial graphite producer with the experience and infrastructure to evaluate its potential.

If the materials prove compatible and the economics support further development, the companies could consider a more formal relationship. Until then, the key milestone is clear: Tokai COBEX has publicly agreed to evaluate Novacium’s silicon based technology as part of a potential sovereign European anode material solution.

Mine tailings are usually viewed as the unwanted end of the mining process. They can remain behind for decades, generate acid drainage and create environmental liabilities, yet some still contain gold, silver, copper and other metals that older processing methods may not have recovered. BacTech Environmental is building its strategy around that overlooked opportunity. Its explanation is memorable: “Our Bugs Eat Rocks.” Using naturally occurring bacteria, the company’s BACOX® process breaks down sulphide minerals, releases valuable metals and stabilizes arsenic. The process has already been used at four commercial plants built under licence. In a wide ranging interview with AGORACOM, CEO Ross Orr explained how BacTech intends to combine owned operations, funded evaluations and potential licensing relationships as it pursues opportunities across multiple jurisdictions.

WHAT YOU NEED TO KNOW

Commercial History: BACOX® has been used at four commercial plants built under licence, providing an established technological foundation for BacTech’s strategy.

Ecuador Catalyst: BacTech’s planned 50 tonne per day Tenguel facility is fully permitted but remains dependent on financing. Orr identified securing the required capital as the principal challenge facing the Ecuador project.

Peru Initiative: BacTech has established BacTech Verde Peru S.A.C. to review the government’s inventory of historic tailings and identify potential opportunities involving gold, silver and copper.

Kazakhstan Evaluation: Di As is funding a three stage program valued at approximately US$350,000 to US$425,000 to evaluate BACOX® on historic sulphide tailings. No plant or production decision has been made.

Zero Tailings: BacTech is developing a patent pending platform intended to produce additional products such as magnetite, ammonium sulphate fertilizer, silica and other metals. The complete process has not been commercially proven.

STRATEGIC IMPLICATIONS

Arsenic is one of mining’s most difficult processing challenges. Concentrates containing elevated arsenic can face substantial penalties and limited buyer interest. That creates BacTech’s specialized opportunity because BACOX® is designed to oxidize the sulphides holding the metals while converting arsenic into a stable form.

Orr compared the sulphides to mortar holding together a brick wall. Once bacteria break down that structure, the metals are released and can be recovered using conventional methods. For historic tailings, much of the crushing and grinding may already have been completed. The material can potentially be reprocessed through flotation to isolate a smaller sulphide concentrate containing the recoverable metals. That concentrate can then enter the BACOX® process before gold and silver are recovered as doré.

BacTech’s planned Ecuador facility represents the owner operated side of the strategy. A 2022 third party feasibility study used a gold price of US$1,600 per ounce and estimated a 57.9% pre tax internal rate of return, US$10.9 million in annual pre tax earnings prior to the employee bonus and listed a two year payback under a 75% debt assumption. The facility has not been constructed and remains dependent on financing.

Peru could eventually support the owner operated model described by Orr. BacTech will review government inventories and identify suitable tailings, but no specific asset, site access or commercial agreement has been secured. Any project would require sampling, test work, technical studies, approvals and acceptable commercial terms.

Orr summarized the positioning this way:

“We can take garbage and turn it into value. That’s the story.”

INVESTOR TAKEAWAY

BacTech is pursuing a global strategy around material most mining companies would prefer to avoid. BACOX® brings commercial operating history, Ecuador offers a fully permitted project awaiting financing, Kazakhstan provides a funded international evaluation, and Peru creates a new initiative to identify potential tailings opportunities.

The next test is execution. Key milestones include securing financing for Ecuador, advancing the Kazakhstan program and moving Peru from inventory review toward specific targets and test work.

If those milestones are achieved, BacTech could begin transforming its bioleaching experience into a combination of owned processing assets and potential licensing relationships. That is the larger story behind BacTech’s bugs eating rocks: using biology to recover value from difficult material while addressing one of mining’s longest standing environmental challenges.

What if one of the biggest limits on artificial intelligence is not computing power, but the electricity needed to run it? Data centers require enormous amounts of dependable power, often where the grid cannot deliver it quickly enough. American Fusion believes its Texatron Fusion Engine could eventually provide electricity directly at a customer’s site, reducing reliance on existing grids

Executive Chairman Brent Nelson told AGORACOM that American Fusion has taken delivery of a physical 5 MW preproduction system and commissioned 10 MW and 20 MW systems with its Texas fabricator. Texas has also authorized the company to test 12 planned Texatron sizes, ranging from approximately 500 kW to 1 GW. These are intended sizes, not demonstrated output. The company’s next goal is to prove through documented testing that Texatron can produce and capture enough energy to turn it into usable electricity. Nelson referred to this milestone as reaching “unity or beyond unity.” Management hopes to achieve this goal by the end of 2026, depending on testing progress and continued access to the Texas Tech University facility.

WHAT YOU NEED TO KNOW

• Testing Authorized: Texas has authorized American Fusion to test all 12 planned system sizes. This allows testing to proceed but does not confirm that the technology can produce commercial electricity.
• Larger Systems Planned: The company has taken delivery of its 5 MW preproduction system and commissioned 10 MW and 20 MW systems.
• 2027 Commercial Target: Management hopes to deploy a test unit in 2027, with commercial production and electricity sales potentially beginning that year if testing is successful.
• Power Sold On Site: American Fusion plans to install its systems at customer locations and sell the electricity generated under power purchase agreements rather than selling the systems themselves.
• Cleaner Fusion Goal: Texatron is designed to combine two specialized fuels called deuterium and helium 3. Nelson said the main result would be helium 4, the type used in balloons, rather than long lasting radioactive waste. He acknowledged that some secondary reactions could potentially produce neutrons.

WHY IT MATTERS

Electricity consumption is accelerating across data centers, manufacturing, transportation, and other sectors, creating a supply gap that AMFN’s Texatron Fusion Engine is designed to address with reliable, scalable power generation.

Bipartisan support for domestic energy production, energy security, and advanced nuclear technologies is creating a favorable environment for fusion energy development.

American Fusion is already speaking with several major technology and data center companies. Nelson characterized its outstanding proposals as having a potential combined value in the tens of billions of dollars. These are proposals, not completed agreements, and prospective customers are waiting for further test results.

INVESTOR TAKEAWAY

American Fusion now has physical equipment, authorization to conduct testing across its planned system range, a relationship with Texas Tech and a fabricator involved in larger systems.

The most important milestones remain ahead. The current testing program has not yet demonstrated unity, usable electricity or commercial operation. If American Fusion can produce repeatable results and convert the energy into usable power, it would represent a potentially significant step toward commercialization.

For a junior gold explorer, receiving a drill permit changes the conversation from what might be there to what the drill bit can begin testing.

That is where Falcon Gold Corp. now finds itself at the Central Canada Gold Project in northwestern Ontario. The property sits approximately 20 kilometres southeast of Agnico Eagle’s Hammond Reef Gold Project and brings together more than a century of exploration history, high grade results from Falcon’s own drilling and a permitted program of up to 20 diamond drill holes totalling approximately 2,500 metres.

In a recent long form interview with AGORACOM, CEO Karim Rayani explained why Falcon has refocused on Ontario, what the next program is designed to test and how the company’s West Hammond Contact option expands its exposure to the broader Atikokan Hammond Reef Gold District.

AGORACOM Beyond The Mic Feature Article Issued On Behalf of Falcon Gold Corp.

September 9, 2026

What Investors Need to Know

• Permitted Program: Falcon has approval for up to 20 holes totalling approximately 2,500 metres at Central Canada and has commenced the drill tender process.
• High Grade Results: Previous Falcon drilling returned 10.17 g/t gold over 3.0 metres, including 18.6 g/t over 1.0 metre with visible gold, as well as 2.8 g/t over 7.5 metres.
• Conceptual Target: Falcon has outlined a conceptual exploration target of 500,000 to 1.2 million tonnes grading 8 to 12 g/t gold. It is not an NI 43-101 mineral resource and requires additional drilling.
• Expanded Position: Falcon entered into an option agreement to acquire a 100% interest in the 3,068 hectare West Hammond Contact Property, consisting of 156 mining claims.

Why the Atikokan Gold Camp Matters

The Atikokan Gold Camp has hosted exploration and limited gold production since the early 1900s but has received far less attention than better known Ontario districts such as Red Lake. Rayani believes that gap has created an opportunity for Falcon to revisit a historically active gold system with modern exploration tools.

Hammond Reef provides the clearest indication of the district’s scale. As of December 31, 2025, Agnico Eagle reported 3.3 million ounces of gold in open pit probable mineral reserves grading 0.84 g/t, together with 819,000 ounces in measured resources and 1.5 million ounces in indicated resources. Agnico describes Hammond Reef as a development project with the potential for an open pit operation and conventional milling.

Being nearby does not mean the same mineralization exists at Central Canada, but the location places Falcon in an established gold district with road access, proximity to power and existing regional infrastructure. Those practical advantages matter because more exploration dollars can be directed toward drilling rather than remote access and camp logistics.

“Without infrastructure, you’re really in a tough spot,” Rayani said. “With infrastructure here, we can execute a drill program for almost half the cost.”

Historical Gold Meets Modern Drilling

Central Canada is not beginning with a blank map. Historical records describe shaft development, underground workings and limited gold production during the early 1900s. From 1930 to 1934, Central Canada Mines Ltd. installed a 75 ton per day gold mill, completed approximately 1,829 metres of drilling and developed a vertical shaft to approximately 45 metres. The company was unable to fund operations during the Great Depression and ceased operating in 1935.

Falcon’s historical disclosures state that approximately 230,000 ounces grading 9.9 g/t gold had reportedly been outlined by December 1934. That figure is historical, has not been verified as a current mineral resource and should not be treated as an NI 43-101 compliant estimate.

What matters today is that Falcon has added modern evidence. Its 2020 and 2021 programs confirmed structurally controlled gold mineralization and visible gold across multiple targets, including the Central Canada Mine Trend, J.J. Walshe Zone, Monte Zone, No. 2 Vein, Sugar Shear, Honey Zone and Hoist Zone.

Falcon interprets these zones as parts of a broader mineralized system that remains only partially evaluated. The conceptual target of 500,000 to 1.2 million tonnes grading 8 to 12 g/t provides a framework for where to drill, but not a current resource. The next program must determine whether the known zones demonstrate the continuity, grade distribution and scale required to support further advancement.

Rayani estimated that only about 20% of what management describes as a 20 kilometre belt has been systematically explored. He also said mineralization remains open at depth and down dip. Those interpretations create the opportunity, but drilling will determine whether the geological pieces connect.

Up to 20 Holes and 2,500 Metres: What Falcon Wants to Learn

Falcon has commenced the tender process for a program of up to 20 diamond drill holes totalling approximately 2,500 metres. The company plans to follow up on previously identified high grade mineralization while testing targets developed through historical records, drilling, mapping, geophysics and structural interpretation.

The program is intended to test continuity within known zones, evaluate grade distribution and examine targets north of the historical workings. For investors, the important question is not simply whether Falcon can produce another high grade intercept, but whether drilling begins to show that individual zones form part of a larger and more continuous system.

Rayani identified Q1 2027 as a realistic drilling target, although an earlier start may be possible if a contractor is secured. He estimated approximately three weeks for drilling followed by two to three months for assays, depending on laboratory turnaround times. Mobilization remains subject to financing, contractor availability and operational scheduling, so these remain management targets rather than firm commitments.

West Hammond Broadens the Map

On June 25, 2026, Falcon announced an option agreement under which it may acquire a 100% interest in the West Hammond Contact Property. The property contains 156 mining claims covering approximately 3,068 hectares and adds a second strategic position within the broader district.

West Hammond covers part of the Finlayson Greenstone Belt and interpreted regional structural corridors, including portions of the Marmion Shear Zone. Historical exploration identified gold occurrences, geochemical anomalies and favourable geological contacts. Falcon plans to begin with prospecting, mapping, rock and soil sampling, and further evaluation of priority targets.

Central Canada lies southeast of Hammond Reef, while West Hammond expands Falcon’s exposure to the west. Rayani views that positioning as part of a longer term strategy to assemble prospective gold ground around a major development project. Falcon has no announced supply or development arrangement with Agnico Eagle, however, and there is no assurance that mineralization similar to Hammond Reef exists on Falcon’s properties.

Agnico Continues Advancing Hammond Reef

Agnico Eagle’s disclosed activity provides important context without requiring speculation about when Hammond Reef could be developed. During 2025, Agnico continued project studies and permitting while completing approximately 6,200 metres of exploration drilling across Hammond Reef and the nearby Melema Lake property. For 2026, it budgeted $11.2 million for Hammond Reef project studies, potentially supplemented by exploration.

This work does not establish a construction timeline or guarantee a production decision, but it confirms that Hammond Reef remains an active development project. For Falcon, continued activity by a major producer helps maintain attention on the district as the company prepares to test its own targets.

Burton Adds a Partnership With IAMGOLD

Falcon also holds a 49% interest in the Burton Gold Property, with IAMGOLD holding 51%. Located approximately 38 kilometres northwest of IAMGOLD’s Côté Gold Mine, Burton has historical drill results listed by Falcon that include 9.34 g/t gold over 7.75 metres and 12.47 g/t over 3.13 metres. Falcon’s 2011 drilling returned 3.74 g/t over 9.96 metres, including 10.98 g/t over 2.17 metres.

Côté Gold reached commercial production in August 2024 and completed its ramp up to nameplate plant throughput during 2025. Rayani said Falcon is waiting for IAMGOLD to determine the next steps at Burton, although no new exploration program or timeline has been announced.

Investor Takeaway

Falcon Gold is not starting from a blank geological concept at Central Canada. Historical workings document early development, Falcon’s own drilling has returned high grade intercepts and visible gold, and several priority zones have been identified across the property. The company now has a permitted program designed to answer the question that matters most: do those zones demonstrate enough continuity and scale to support a larger modern gold system?

There is still meaningful work ahead. Central Canada does not currently host an NI 43-101 mineral resource, the conceptual target remains unverified, and drilling is subject to financing, contractor availability and operational scheduling. West Hammond is an optioned exploration property, not a producing asset, and proximity to Hammond Reef does not establish comparable mineralization.

What Falcon does have is a defined next step. If management secures the contractor and begins drilling around Q1 2027, the program could move Central Canada from a historically compelling gold story toward a better defined modern exploration opportunity. The thesis is straightforward, the targets are identified and the permit is in hand. Now the drill has to provide the evidence.

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Most junior gold explorers begin with a geological theory, while Falcon Gold Corp. (TSXV: FG | OTC Pink: FGLDF) begins with more than a century of evidence. Its 100% owned Central Canada Gold Project near Atikokan, Ontario, has seen shafts, underground workings, historical milling and modern drilling that returned visible gold and several high grade intersections. Falcon has now received an exploration permit for up to 20 diamond drill holes totalling approximately 2,500 metres, setting the stage for the company to test how much of that known mineralization may connect. The project sits approximately 20 kilometres southeast of Agnico Eagle’s multi million ounce Hammond Reef Gold Project. Proximity does not mean the same mineralization exists at Central Canada, but it places Falcon within an established gold district where geology, infrastructure and decades of exploration provide a meaningful head start.

WHAT YOU NEED TO KNOW

• Permit Secured: Falcon is permitted for up to 20 diamond drill holes totalling approximately 2,500 metres.
• High Grade Results: Previous drilling returned 10.17 g/t Au over 3.0 metres, 18.6 g/t Au over 1.0 metre with visible gold and 2.8 g/t Au over 7.5 metres.
• Historic Development: Work completed between 1930 and 1934 included 1,829 metres of drilling, a 45 metre shaft, underground workings and a 75 ton per day gold mill.
• Conceptual Target: Falcon has outlined approximately 500,000 to 1.2 million tonnes grading 8 to 12 g/t Au. This is a conceptual exploration target, not an NI 43-101 mineral resource, and further drilling is required.
• Infrastructure Advantage: Year round road access, power and existing regional infrastructure can help direct more of the exploration budget toward drilling.
• Expanded Position: Falcon has optioned the 156 claim West Hammond Contact Property, covering approximately 3,068 hectares within the broader district.

STRATEGIC IMPLICATIONS

The central question is no longer whether gold is present. Historical work and Falcon’s 2020 and 2021 drilling have already answered that. What remains unknown is whether the identified zones belong to a larger connected system with enough continuity, width and scale to support a defined resource.

Management estimates that only approximately 20% of the project has been explored across a geological trend extending roughly 20 kilometres. Previous drilling reached approximately 300 to 350 metres, with the mineralized system described as open at depth and down dip.

The upcoming program is therefore about more than producing another high grade intercept. Falcon intends to test continuity between known zones, assess how wide the mineralization may be and determine whether it extends farther north, south and at depth.

Infrastructure makes that work more practical. While remote exploration programs can consume significant capital through helicopters, camps, access construction and weather delays, Central Canada offers existing road access and power in a recognized Ontario gold district.

Falcon is also building a broader regional position through West Hammond. Management’s longer term thesis is that higher grade opportunities surrounding Hammond Reef could become strategically relevant as potential supplemental feed if that project is ultimately developed and placed into production. This remains a future scenario that depends on Hammond Reef being developed and Falcon first demonstrating continuity and scale across its own properties.

CEO KARIM RAYANI

“We have the history, we have the results, we have the infrastructure, and now we just gotta build this out.”

INVESTOR TAKEAWAY

Management identified Q1 2027 as the realistic target for commencing drilling, subject to contractor availability and scheduling. The program is expected to take approximately three weeks, followed by an estimated two to three months for assays, creating the potential for initial results around Q2 2027 depending on laboratory turnaround times.

Falcon is not asking investors to imagine gold on a blank map. It is returning to a historically explored project with modern results, existing infrastructure and a permitted drill program that could begin answering the most important question surrounding Central Canada: how much of the gold system can Falcon connect?

In a recent long form video interview with AGORACOM (see link at the end of this article), Fobi AI CEO Rob Anson and CTO Uddeshya Agrawal unveiled AgenticBrain, the company’s conversational agentic AI platform designed to fundamentally transform how customers interact with businesses. Rather than forcing users to navigate websites, download apps, and click through predetermined menus, AgenticBrain enables customers to simply tell a business what they want through messaging channels billions already use daily, including WhatsApp, iMessage, and Telegram. The platform represents the final piece connecting FORTRESS (sovereign enterprise AI), FIXYR (intelligent communication and orchestration), AltID 3.0 (sovereign identity and quantum secured trust), and Fobi’s planned next generation wallet into what management calls the Fobi Flywheel, an interconnected ecosystem designed to deliver multiple recurring revenue streams from single customer relationships.

AGORACOM Beyond The Mic Feature Article Issued On Behalf of Fobi AI Inc.

September 3, 2026

From Navigating Businesses to Telling Them What You Want

For over two decades, interacting with companies online has required consumers to learn how each business wants to be approached. Open the website. Download the app. Navigate through menus. Search for the right page. Fill out forms. Move through a series of predetermined steps. That model, according to Anson, is reaching the end of its useful life.

“It’s about evolution,” Anson explained. “We were introduced to the internet, and everyone built web pages where everybody taps and navigates. Then we introduced chatbots to try to accelerate some of the communication gaps. And in this case here now, this is the next evolution. When you have the integrated flywheel in action, this is all about personalization, it’s all about action, it’s all about efficiencies.”

The shift represents a fundamental reversal of the traditional online customer experience model. Instead of the customer adapting to the business’s interface, AgenticBrain enables the business to understand and respond to the customer’s natural language requests. As Anson put it: “You’ve got a direct path to action and execution now.”

Not a Chatbot—An Action Engine

Agrawal was emphatic about distinguishing AgenticBrain from the customer service chatbots that have proliferated in recent years, particularly following the rise of generative AI.

“A chatbot can only answer your question,” Agrawal stated. “It cannot get work done for you. AgenticBrain gets work done for you.”

The distinction is critical. Most chatbots are designed to provide information or route inquiries to human agents. AgenticBrain, by contrast, is engineered to understand customer requests, access a company’s existing systems through APIs (application programming interfaces, the technical bridges that allow different software systems to communicate), and complete authorized transactions autonomously.

“Can your business be talked to?” Agrawal asked. “Most companies would say no. Now, how do we make your business able to be talked to? AgenticBrain. Once you integrate with AgenticBrain, your businesses can be easily talked to.”

That capability becomes increasingly important as the digital landscape evolves. Agrawal noted that within two years, personal AI agents will likely handle routine tasks like booking flights on behalf of users. Businesses that cannot be conversationally accessed by those AI agents risk becoming irrelevant. “If a business could not be talked to, the AI won’t be interacting with it,” Agrawal warned.

Enterprise Integration Measured in Hours and Days, Not Months

One of the most striking claims in the interview centered on implementation speed. Agrawal explained that AgenticBrain can transform existing enterprise APIs into conversational interfaces in hours, not the months typically associated with major technology deployments.

The process works by recognizing that despite the apparent complexity of enterprise systems, most businesses rely on a relatively limited set of core actions. “The set of actions barely exceed 100 actions,” Agrawal explained. “All the sophistication comes in the security, comes in the speed, comes in the sandboxing of things. But if you drill them down, the actions are always less than 100.”

Using an airline as an example, Agrawal noted: “What do you do from an airline? You check whether an airline is valid or not. You check what seats are available or not, you check their price, you check their timing, you can’t even name more than 15 actions about it.”

AgenticBrain integrates with a company’s existing API documentation and system descriptions, learns how those systems work, and exposes that functionality through a conversational interface. Customers are authenticated through their phone numbers, eliminating the need for separate login credentials or complicated onboarding processes.

“Rather than a person sitting behind a computer replying you, it will be the AgenticBrain that will be replying to you,” Agrawal explained.

Anson emphasized that this rapid deployment capability represents a fundamental shift in how technology integrations are typically executed. “Traditionally would have been half a year to three-month integration cycles. Now, it’s literally hours and days.”

The Competitive Imperative and Channel Partner Strategy

The discussion turned to market strategy, with Anson acknowledging that while every industry represents a potential customer, Fobi cannot pursue every opportunity directly. Instead, the company is focused on building a channel partner ecosystem that can scale AgenticBrain deployments across multiple verticals simultaneously.

“I have no interest in driving around in the white van, the Fobi van and selling this,” Anson said. “For us, our scale will come through channel partner enablement. And the response here has been exceptional, I would say, so far.”

The competitive dynamics favor rapid adoption. Once one company in a sector deploys conversational AI capabilities, competitors face immediate pressure to follow. If customers discover they can book, modify, or resolve issues through simple WhatsApp messages with one airline, for example, the friction involved in navigating a competitor’s website or app suddenly becomes a competitive disadvantage.

“Everybody’s looking to become more engaging, more interactive, providing a more streamlined user experience, understanding their customer,” Anson noted. “This is exactly where everyone is looking in terms of costs, becoming more efficient, and a point of differentiation.”

Anson also observed that market cycles that previously stretched six months to a year have compressed dramatically. “Everything’s moving so quickly, we don’t want to be left behind,” he said. “Businesses can’t afford to sit on their hands. They become irrelevant literally overnight.”

Enterprise Focus and API Requirements

When asked whether AgenticBrain is designed for small businesses or enterprises, Agrawal was direct: the platform targets organizations with existing API infrastructure.

“API is what acts as a food for AgenticBrain,” Agrawal explained. “That is what AgenticBrain feeds on, learns on, and connects with. And to be honest, we don’t really care about the small websites, because one, there is not too much of revenue, and then there is not too much of traffic or consumer there as well. So right now, our focus is solely on enterprises.”

This enterprise focus aligns with industries where customer service, booking management, authentication, and transaction completion represent significant operational costs and customer experience challenges, including travel and hospitality, financial services, telecommunications, healthcare, utilities, and government services.

The Fobi Triple Moat: Private, Native, and Closed Loop

A key question addressed in the interview concerned competitive defensibility. What prevents larger technology companies or well-funded competitors from building similar capabilities?

Agrawal pointed to what Fobi calls its Triple Moat: the company’s private infrastructure, native development approach, and closed-loop data architecture. But more fundamentally, he emphasized the integrated nature of the Fobi Flywheel itself.

“It’s a flywheel,” Agrawal stated. “AgenticBrain, what it runs on, what powers the intelligence layer, FORTRESS, what powers the authentication identification layer, AltID, what powers the consumer understanding support layer, FIXYR. Well, you want to build it? Feel free. But then you would have to invest years of intelligence, trillion of data points that Fobi has collected over all those years. I would say hours and hours of compute on which we have trained all of this, and then the vision that Rob brings, and the technical abilities that I bring, combining all of that.”

The implication is that while individual components might be replicated, the integrated, battle-tested ecosystem represents a meaningful barrier to entry.

The Flywheel in Action: An Airline Example

To illustrate how the four components of the Fobi Flywheel work together, Agrawal walked through an airline use case.

A customer could verify their identity and complete KYC (know your customer) requirements through AltID 3.0, ensuring the person is who they claim to be and confirming their physical location through satellite-verified presence. Rather than opening an app, entering passwords, and validating through multiple screens, the customer simply texts the airline’s AgenticBrain-enabled number on WhatsApp to book or modify flights.

Behind the scenes, FORTRESS provides the sovereign AI intelligence layer, enabling dynamic pricing decisions based on booking velocity, tourism trends, and other factors, all running within the airline’s controlled infrastructure rather than relying on external AI platforms. When issues arise, such as lost baggage, FIXYR handles customer support autonomously, eliminating hours-long wait times on hold.

“Based on the industry we interact with, we need to fine-tune what weightage we need to give on what product,” Agrawal noted. “For example, if we talk about a law firm, there would be a huge weightage on FORTRESS, but less weightage on the FIXYR side of things.”

The flexibility to emphasize different components based on industry needs while maintaining the integrated architecture represents a key commercial advantage.

Preparing for Agent-to-Agent Interactions

Perhaps the most forward-looking element of the interview addressed a future where personal AI agents handle routine tasks on behalf of users. Rather than individuals messaging businesses directly, their AI assistants would discover services, negotiate terms, and complete transactions autonomously.

AgenticBrain is explicitly designed for that future. When a personal AI agent needs to book a flight, a business without conversational AI infrastructure forces that agent to visually parse web pages, identify interface elements, and simulate clicks, a process Agrawal described as slow, expensive in terms of computational tokens, and inefficient.

“While it books your flight, your flight will already take off,” Agrawal said, only half joking.

With AgenticBrain, agent-to-agent communication becomes streamlined. “One agent communicates with other agent,” Agrawal explained. “Your agent talks to the AgenticBrain of an airline in a language they both understand. They talk with each other, they sort a plan, and your agent tells that, hey, boom, this works.”

Agrawal noted that AI researchers are already experimenting with specialized languages for agent-to-agent communication, suggesting the shift from human-to-business to agent-to-business interactions may arrive faster than many anticipate.

Revenue Model Centered on Licensing

When asked about revenue models, Anson confirmed that while AgenticBrain could support enterprise licensing, usage-based scaling, or closed-loop performance fees, the company’s primary focus is on annual licensing agreements.

“Ultimately, at the end of the day, we like to get to licensing,” Anson stated. “Licensing, we see, will be the biggest path to scale, most definitely. A lot of the conversations right now around what does an annual license look like? That’s really where we’re trying to get to.”

Anson also hinted at significant cost advantages in Fobi’s underlying architecture. “Uddesh has really architected something to be very disruptive in that market. I don’t think anyone will be able to compete on price,” he said. “We’ll have huge margin gaps built into it that we’ll be able to aggressively adjust as needed.”

This combination of rapid deployment, enterprise-grade capabilities, and competitive pricing is designed to make AgenticBrain an accessible entry point for organizations seeking to implement AI strategies without massive infrastructure investments.

Demo Coming After Labor Day

For investors eager to see the Fobi Flywheel in action, Agrawal confirmed that a comprehensive demo is in development and expected to be released shortly after Labor Day.

“We are working really hard on that to create a demo that explains how the entire flywheel integrates, and we are looking at a timeline after the Labor Day, very near after the Labor Day,” Agrawal said. “And we are super excited to show this to our investors and the whole world, what we have been building and what we are capable of, and how we solve the AI strategy for any company in this world.”

Selling Simplicity: One Ecosystem, Multiple Revenue Streams

Anson addressed the question of whether selling an integrated flywheel of four interconnected products is more complex than selling a single standalone solution. His answer emphasized future-proofing and unified vendor relationships.

“The key there is really about future-proof,” Anson explained. “We’re providing the gateway to transform standardized business practice of today to now tomorrow and future’s evolution here. People would rather deal with one than four. We provide the new standard of technology integration, but we provide all the comfort of future-proof readiness.”

The a la carte approach allows customers to start with one component and expand across the flywheel as needs evolve, while each additional product deployment creates new recurring revenue opportunities for Fobi without requiring entirely new customer acquisition efforts.

Investor Takeaway

AgenticBrain represents the conversational interface layer connecting FORTRESS, FIXYR, AltID 3.0, and Fobi’s planned next generation wallet into a cohesive ecosystem. The platform’s ability to integrate with existing enterprise APIs in hours or days, rather than months, positions it as an accessible entry point for organizations under pressure to deploy AI strategies quickly.

The shift from navigating businesses to conversing with them addresses a genuine friction point in customer experience while preparing enterprise infrastructure for a future where autonomous AI agents transact on behalf of users. For Fobi, AgenticBrain expands addressable markets while creating multiple paths to recurring revenue through licensing, deployment fees, and usage-based models.

With a channel partner strategy designed to scale deployments across industries simultaneously, competitive pricing enabled by proprietary architecture, and a demo expected shortly after Labor Day, management is positioning AgenticBrain as both a standalone product and the connective tissue that makes the broader Fobi Flywheel commercially viable.

As Anson concluded: “This is built to scale. Everything you’ve seen that we’ve come to market with traditionally would have been half a year to three-month integration cycles. Now, it’s literally hours and days. This is the power of the roadmap Uddeshya built here. The beauty about what I love here is this is an easy sell.”

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For decades, interacting with a business online has meant learning how that business wants you to interact with it. Open the website. Find the right menu. Fill out the form. Navigate multiple screens. FOBI AI believes that model is beginning to change.

The Company has launched AgenticBrain, an agentic conversational platform designed to let customers interact with businesses using natural language through familiar messaging environments including WhatsApp, iMessage, Telegram and other supported platforms. Instead of asking customers to figure out where to click, AgenticBrain is designed to understand what they want and connect that request to the company’s existing systems. It is also the latest component of the FOBI Flywheel, connecting FORTRESS, FIXYR and AltID 3.0 into what management is building as one connected enterprise technology ecosystem.

WHAT YOU NEED TO KNOW

• API Integration: AgenticBrain is designed to connect with existing enterprise APIs rather than requiring companies to replace their underlying infrastructure. Management says integration timelines can potentially be measured in hours or days rather than months.
• More Than a Chatbot: The platform is designed not simply to answer questions, but to access authorized systems, retrieve information and complete permitted actions.
• Identity and Authentication: AltID 3.0 is designed to provide identity, authentication and trust within the broader system.
• Flywheel Opportunity: An AgenticBrain deployment can potentially create additional opportunities for FORTRESS, FIXYR, AltID 3.0 and eventually FOBI’s planned next generation wallet.
• Enterprise Licensing Focus: CEO Rob Anson identified licensing as what management sees as its biggest path to scale, with channel partner enablement expected to play an important role in reaching the enterprise market.

FROM CLICKING TO ASKING

The easiest way to understand AgenticBrain is through a simple example. Today, changing a flight can require opening an airline app, logging in, finding the booking and navigating multiple screens. AgenticBrain is designed around a different experience. A customer could simply say, “Reschedule my flight to next Thursday.” The company’s systems can provide the available options, identity and authorization can potentially be confirmed, and the appropriate action can then potentially be completed through the same conversation.

This is also where FOBI’s broader Flywheel becomes easier to visualize. FORTRESS provides sovereign enterprise intelligence. FIXYR provides communication and orchestration. AltID 3.0 provides identity, authentication and trust. AgenticBrain provides the conversational layer connecting customers to those capabilities, while FOBI’s planned next generation wallet is intended to eventually provide the user layer for tickets, credentials, memberships and other digital assets.

What matters for shareholders is that these are no longer being presented as separate technology launches. They are increasingly being positioned as parts of one connected system.

BUILT FOR PEOPLE AND AI AGENTS

Management believes the opportunity extends beyond people talking directly to businesses. As consumers increasingly delegate tasks to personal AI agents, those agents will also need ways to interact with businesses.

CTO Uddeshya Agrawal explained that an AI agent working with a traditional website may still need to interpret screens and navigate buttons. AgenticBrain is designed around a different model where one agent can communicate directly with another. That means AgenticBrain is being built for two audiences: people talking to businesses today and AI agents potentially talking to those businesses on their behalf tomorrow.

CEO Rob Anson summarized the broader strategy in the Company’s release, stating: “AgenticBrain is where the Fobi Flywheel really starts to come together.” He explained that FORTRESS provides the intelligence, FIXYR the communication and orchestration, AltID 3.0 the identity and trust, and AgenticBrain the conversational layer bringing those capabilities together.

INVESTOR TAKEAWAY

AgenticBrain gives investors one of the clearest examples yet of how FOBI intends its recent technology launches to work together. The platform is designed for enterprises across travel, hospitality, ticketing, retail, financial services, telecommunications, healthcare, utilities and government services, with potential recurring revenue opportunities including enterprise licensing, deployments, conversational usage, integrations and transaction enabled services.

Management is also making the commercialization strategy clearer. Anson identified licensing as FOBI’s biggest path to scale and emphasized channel partners as a key part of how FOBI intends to reach the enterprise market.

For shareholders, the question is increasingly straightforward: can FOBI turn this connected technology ecosystem into enterprise customers and recurring revenue?

One commercial order can establish credibility. Three parallel final stage evaluations can show whether that credibility is beginning to spread. Just over a week after Novacium received its first commercial order for silicon based battery packs destined for drones for a French Army regiment, HPQ and Novacium are now advancing battery evaluations with three separate European drone manufacturers. Each manufacturer has received 10 custom configured battery packs for final stage evaluation, moving the story from a single defence order to three separate late stage evaluation programs.

WHAT YOU NEED TO KNOW

• Three Final Stage Evaluations: Three European drone manufacturers have each received 10 custom configured battery packs. CEO Bernard Tourillon said final stage evaluation can include static ground testing followed by operational testing, depending on the customer and application.
• Timeline Measured in Weeks: Asked whether HPQ expected these evaluations to take weeks or months, Tourillon answered “weeks,” while making clear that the final timing remains in the customers’ hands.
• European Beachhead: HPQ and Novacium have used Europe to establish initial market credibility, first through the French Army related order and now through broader manufacturer evaluations. Tourillon said the objective is to build credible customer references that can open additional doors.
• Moving Up The Value Chain: HPQ and Novacium began with silicon anode material, but the strategy has evolved toward selling complete battery packs tailored to specific drone requirements. Tourillon said the company believes this higher value product approach offers greater commercial potential than selling material alone.
• North America Comes Next: Tourillon described North America as being at the “starting line,” but said the European experience has helped define the commercial approach. With the first order now secured and more batteries in testing, he expects North American outreach to become more aggressive.

STRATEGIC IMPLICATIONS

The immediate story is not that three new orders have been secured. They have not. The significance is that three separate manufacturers have moved far enough through the process to request custom battery packs for final stage evaluation.

Tourillon described the process as similar to entering a customer’s procurement system. A new supplier first has to demonstrate that the product meets required energy criteria, then support ground testing and operational testing before commercial orders can follow. That process can take time, but the first French defence order has already demonstrated that Novacium’s battery program can move from testing and qualification to a commercial order.

The broader strategy is also becoming clearer. Rather than remaining strictly a silicon anode materials story, the battery division is moving further up the value chain through a growing catalogue of battery pack configurations designed around specific customer needs. Tourillon said the company is now comfortable developing a smaller group of adaptable battery models rather than maintaining a large inventory of different designs.

CEO BERNARD TOURILLON

“It creates credibility for the North American license that we own of the technology. It creates credibility on the material we’ll be able to offer. It creates credibility in what we’re doing.”

INVESTOR TAKEAWAY

Last week, Novacium crossed an important threshold with its first commercial drone battery order. Today’s interview suggests the next phase is about proving that result can extend beyond one customer.

Thirty custom battery packs are now in the hands of three European drone manufacturers for final stage evaluation. Tourillon said he expects the final stage evaluation process to be measured in weeks, although conversion to orders remains dependent on the customers and their individual testing processes.

If those evaluations progress successfully, the importance could extend well beyond Europe. Tourillon repeatedly emphasized credibility. European technical evaluation, combined with the first commercial order, can build credibility and provide important reference points as HPQ prepares for a more aggressive push into North America, where HPQ owns the North American licence to the technology. For investors, the milestone to watch is straightforward: whether these late stage evaluations can ultimately progress to product qualification and commercial orders.

Sometimes the most important exploration result is not simply the grade. It is when new data begins to change the geological thesis.

That may be happening at Maverick Gold and Silver’s Jericho project in Nevada.

Maverick entered Jericho as a gold and silver story supported by historical workings and assays. After completing its first systematic sampling program using its own geological team, modern laboratories and current standards, VP Exploration Ian Foreman is now describing the project differently.

“We are now coming to a realization that Jericho is a silver property with gold.”

Maverick reported silver values up to 644 g/t at Tempa and gold values up to 7.21 g/t at President’s, with multiple silver assays exceeding 300 g/t. Foreman also said silver to gold ratios are consistently above 300:1 and can exceed 1,000:1, meaning that in some samples the silver grade was more than 1,000 times the gold grade. The team is still working to understand what those unusually high ratios mean geologically.

WHAT YOU NEED TO KNOW

High Grade Silver Confirmed: Silver reached 644 g/t at Tempa and gold reached 7.21 g/t at President’s, with multiple silver assays exceeding 300 g/t.

Approximately 2 KM Of Mineralization: Helen has been traced for roughly 800 to 900 metres and Tempa for another approximately 800 metres along trend. The August 25 release reported continuity of mineralization along approximately 2 kilometres of strike length.

250 Metres Of Vertical Exposure: Maverick has approximately 250 vertical metres of exposure from the bottom of Helen to the top of Tempa. Foreman said this indicates a strong, long lived mineralizing system.

Modern Data Replaces Historical Uncertainty: Maverick now has a systematic dataset generated by its own team, replacing reliance on historical assays where earlier sampling methods were uncertain.

Drilling Is Coming Into Focus: Foreman said he would confidently know where to place initial drill holes today, but Maverick wants another surface program first. He identified March or April 2027 as a realistic drilling goal.

STRATEGIC IMPLICATIONS

A single high grade sample can attract attention. Mineralization demonstrated along approximately 2 kilometres of strike begins to answer a more important exploration question: is there a meaningful system here?

Maverick systematically sampled exposed veins, including chip channel sampling across several metres in some locations. The work confirmed the historical pattern of stronger silver around Helen and Tempa and stronger gold toward President’s.

Foreman said the brecciation, textures and different mineralization styles indicate multiple mineralizing pulses. Helen and Tempa sit along trend, while the latest release reported continuity of mineralization along approximately 2 kilometres of strike.

That leads to the next major question: what happens below surface?

Foreman said Maverick has indications that it is looking at the upper portions of the mineralizing system. The question is whether something as interesting as what is seen at surface continues 100 or 200 metres below.

Maverick is not rushing to drill. The first program answered questions and created new ones. Foreman said areas not sampled during the initial campaign now look interesting, while results from certain exploration targets have not yet been released. Maverick collected 171 samples and the August 25 release reported results from 153.

The strategy is to complete additional surface work, improve the geological model and refine drill targets before moving to the next stage.

INVESTOR TAKEAWAY

Jericho is no longer being evaluated primarily through historical evidence.

Maverick now has its own systematic exploration data confirming high grade gold and silver, approximately 2 kilometres of mineralization along strike, approximately 250 metres of vertical exposure and unusually high silver to gold ratios that remain under study.

More importantly, the company’s interpretation is evolving. What began as a gold and silver story is now being described by Foreman as “a silver property with gold.”

Jericho is also not the only project advancing. Silver Vista in British Columbia has a fully funded drill program that Foreman described as imminent, with assay results expected around the end of 2026 depending on laboratory turnaround times. Gator in Nevada is moving through drill permitting. Jericho is progressing toward a potential March or April 2027 drill program.

At Jericho, Maverick’s work has confirmed the mineralized system at surface. The next questions are where the strongest mineralization continues, what the unusual silver rich character means and what happens when Maverick tests Jericho in the third dimension.