Hello, and welcome to Virtual Investor Conferences. On behalf of OTC Markets, we are very pleased you have joined us for our AI and Technology Conference. The next presentation is from INEO Tech Corp. Please note you may submit questions for the presenter at any time. You can also view a company's availability for one-on-one meetings by clicking "Book a Meeting." At this point, I am very pleased to welcome Kyle Hall, Chief Executive Officer and Director of INEO Tech Corp, which trades on the OTCQB Venture Market under the symbol INEOF, and on TSXV under the symbol INEO. Welcome, Kyle. Great, Lily. Thank you. Hi, everybody. I am going to take you through a quick presentation on INEO, and then I will try and leave a bunch of time so we can answer some questions. I will go through fairly quickly, but I might pause on a few slides that have a little bit more meaning to understanding more about INEO. To start off, why is INEO out talking and trying to get our story out there right now? Well, we are on an incredible upswing in the growth that we have in the company right now. Before I even tell you about what we do, I just want to set the picture for you that Q2 2026, our fiscal year end, is June 30th, by the way. Our Q2, CAD 170,000 revenue, Q3, CAD 586,589. Q4, we pre-announced it because it was over CAD 1 million. It is our audit quarter, so we will put finals out in the next couple weeks, but over CAD 1 million. You can see that the revenue ramp is accelerating for us right now. In conjunction with that, even if you just took our last quarter revenue and said, "Okay, that is the run rate for the year," our market cap is about CAD 5 million today. There is a disconnect here in our mind, and it is logical because we need to get out and tell our story a little bit better, and we are doing that now. We have got a good extensive strategy and campaign. We were relatively quiet for the last few years as we built the technology and built the business, and now it is our time to be able to utilize everything that we have done behind the scenes to get that information out to our investors. On this call, I am going to really walk you through the patented technology that we have, what is driving that top line and building our big order book, and then really it is getting back to the recurring revenue story that the percentage of the sales that we have is in recurring revenue that is driving this thing that will really then deliver us to the profitability layer when we get to where the scale of the business, it really starts to kick in. What is it that INEO does? Well, is everybody familiar with those loss prevention systems that are at the front entrance of retail stores, and there will be like a tag on clothing or a label on a box that if the item has not been paid for and you walk out of the store, these things will alarm. They will beep. 40 years of innovation in that industry, and the height of the technology is you have a system at the front of the store that when it detects a tag, it beeps. That's all it does. Some of the retailers say, "Hey, this is a great place to put advertising because it's the first thing the customer sees as they enter, last thing they see before they leave." They printed these cardboard sleeves and they put over top of them and they're selling advertising on them. We looked at that and said, "Wow, there's a huge opportunity here to improve the loss prevention capabilities, turn it into a connected media device, pull off analytics and data that the retailer can utilize within their business to make the business better." The industry said, "You can't do this." You can't do this for a bunch of reasons, but the big reason was it was technologically impossible. You could not put a large display screen inside of a system that's detecting this little tag in a sea of radio noise, that the screen puts out electromagnetic noise, and it's going to block the signal. We figured out a way to do it, and we patented it. We're the only ones that can combine a loss prevention device for regular tags or RFID tags with a digital display screen. There's a lot of things coming together that's fueling INEO now, and why haven't you heard about us, and where have we been for the last couple of years as we're building this? All these things are coming together right now. Shrink loss within theft within retail is a big problem, and it's growing. At the same time, the retailers are making money selling media. They sell it on their websites, pay per click on the websites, but also they're selling it on screens in store, and we give them another great screen right at the front entrance, right in with the infrastructure that they must have to prevent theft. We give this to them at the front door. It's all lining up with the digitization of the store. We use AI capabilities within our product, I'll tell you a little bit about, and how it all comes together to really drive an operational situation for the retail that just improves their stores and improves their profit. It seems like a simple idea, right? You've got a couple of big players out there. One of them is called Sensormatic. They sell CAD 1 billion worth of these loss prevention systems a year. They're owned by Johnson Controls, a $25 billion company, and they tried to build around our patents. They realized they couldn't put a screen inside of one of their old devices, so they made this long, narrow screen that's about this wide, and it was 3. 5 ft high, and they bolted it to the side of their system. That didn't violate our patents because it wasn't integrated. Couple problems. One, nobody made advertising in that aspect ratio, that form factor. Two, it looked terrible. Three, it did not work. They have actually since come back and licensed our technology. We are not talking up that in any big way that that is a future possibility of getting more revenue from them if they so are successful in putting a product out there that utilizes our patents. In the meantime, the simple idea took a lot around it to build to make this thing work within a retail setting. We do a lot more than just detect the tag. When we detect a tag on a product that has not been paid for, we put video from three different angles into a dashboard that the retailer can review 10 seconds before the event, five seconds after. We apply AI to those video clips to say, "Does this clip look like one that happened at the store 30 minutes earlier? Did it look similar to a clip that happened at a store 5- mile down the road 30 minutes earlier?" We give them a sense of exception reports of what is happening within their stores. We give them fundamental analytics so they can analyze store comparisons. Do they need to reconfigure the front entrance to the store? Is it too easy for people to get out that they need to build one of those corrals to go to the cash versus just walking out the door? Do they need security guards in certain doors? They had no data before us on any of this type of stuff, and we give that to them. Plus, we put the screen in there where they can sell advertising and pay for this system and make the cost of the system back in relatively short order. Cut to the chase. Where do we make our money? We sell the hardware for a decent margin, and then we charge a monthly fee, subscription fee, recurring subscription fee, to get the analytics off the system, the video off the system, run the advertising on the systems, the full content management system. We integrate to their content management system. If they already have screens elsewhere in the store, we just are another screen in their network, but they have to talk into our system through our API, and we charge a monthly fee for that. As the installed base grows, we get more money. Commercial validation. We have two very large customers. We have a few more out there. These customers do not like us pulling their name out in public, but in the U.S., it is Staples. We have 200 locations at Staples in the U.S. already deployed with systems. In the U.K., Boots pharmacy chain. They have 10,000 legacy loss prevention systems that they need to replace, and we have been shipping them furiously over the last few months and installing systems there. So real world, real companies, big names. We have pilots running at quite a few other locations. We have other retailers that have some systems in them, but those are the prime two. To let you know how the economics work, each system we sell for about CAD 2,500. We make good margin off that, so it is going to contribute to the profitability of the company. Top line is going to go up quickly with the hardware sale. But more importantly, we have a monthly fee that we are able to charge per system, as I said, for all the features that we have. The feature list that we have, it is too long for me to talk about on the call. It is literally hundreds of features that we give them that they did not have before because they did not have a connected system. Long story short, our target for fiscal 2027 that started on July 1st is 2,000 systems. Modest target. We deploy those 2,000 systems, that is an extra CAD 2.4 million worth of recurring revenue to us. We will get the revenue for the hardware, we will get the profit for the hardware, but that recurring revenue piece, we should get a decent multiple off of that, right? I would love to get a 10. Who knows whether we would get that far right away until we scale the business up a bit more? But we will get a decent multiple off that. Our market cap today is about CAD 5.1 million. I think there is a great opportunity for value creation with INEO. If you look at just the customers that we have today, represent at least 12,000 legacy systems that will need to be replaced. We are targeting 2,000 of them this year. So within the customers that we have secured, we have got really good runway, right? We have got a lot of space, or, sorry, capability to grow our business with just the customers we have. We are working on adding more customers, and we are accelerating that, where proof of concept is a wonderful thing out there. You see other big retailers using it, and you are another retailer, a little bit of FOMO and a little bit of, "What are these guys doing?" And then they understand our model, where they can actually make money off the system versus it being purely just a capital acquisition. And then the conversations can move along. We are getting to that point now, where those conversations are accelerating, but the customer base we have is very strong and gives us a good runway. If you look at all the major retailers out there, these are the big names in the industry, not INEO customers today. These are customers of Sensormatic, of Checkpoint, those legacy providers that have a system that beeps when it detects a tag. Hundreds of thousands of systems. Next time you walk into retail, take a look at the front door. You will see a system there. You will see one of these old, archaic legacy systems at the front door. And they, a lot of times, will have an advertising sleeve of cardboard over them to hide them, but also to, cardboard is impervious to radio signal, also to run advertising on. This gives us a good target list to go after. 700,000 systems. That is a substantial market. Good runway for us to chase down. So our priorities over the next year, we have orders. We are going to convert those orders, get the systems built, and shipped, and deployed. Once they are deployed, we get recurring revenue from those systems. That will fuel the future profitability of the company. What should investors watch over the next few quarters? We have been reporting continued revenue growth, so watch for that revenue number, our progress towards profitability. We report an EBITDA number, so our cash use, cash basis number, and then we have also been reporting on our order backlog. We have enough orders coming inbound that by the end of the quarter, we have not shipped everything that we have orders for. That backlog has been strong over the last few quarters, and we continue to see it being strong going forward. I want to come back to that slide I put at the start, just add a little more context for you here. The revenue is growing. Our Q4 was our June quarter. Pre-announced CAD 1 million in revenue. We have not announced the EBITDA number yet. That will come out in the next couple of weeks as the audit finishes, public company audit, and we release our numbers. Our Q1 is now closed as of September 30th, and we will release those numbers near the end of November. The progression that we see is very strong. We will see that keep going, and we will keep, as I say, report on the revenue, report on the EBITDA, and we will report on our order backlog as we go forward. It gives you something to track, follow our progress, and see our execution on this. As far as the cap table, we have 52 million shares outstanding. A large chunk of these are held by a smaller group. We have, I think it is well over 750, 800 investors overall in the company in terms of the public, of what we can identify. But the 20 largest hold about 73%. It is fairly tight now, and we do not expect to see an expansion of this cap table in the short term. We have the cash on hand to execute on our plan, we have working capital on hand to deploy the systems that we need to, and it is not our intent to go to the market anytime soon. If you are new to the story and you are listening to me today and you like it, we have done a very long narrative on the website of a lot more detail. Read through it. Questions there, contact me for more information on some of these questions. But it gives you a nice narrative that you can share with others, that you can dig into. There is some fact sheets, there is some presentations, but we have tried to make this so that the INEO story is understandable and that people new to it can see the ramifications of what we are doing within the industry and how that will progress and move forward as we go. With that, I am going to now move to questions. I went through that even a little faster than I thought. I talk a little quick. First time using this, guys. First question: "With the private placement closed, are you fully funded to scale production and deployments?" Yes. We did two placements in the last year. CAD 2.3 million we closed in December, and CAD 1.5 million we closed in June. That gave us the working capital to execute on the customer demand that we have and scale up production to fulfill those contracts. We have enough cash to fulfill and enough working capital to work through those contracts, and the only reason we would do anything more is if we landed another larger contract that we need a little bit more working capital to. Hopefully, we do it at a much higher valuation than we are today. Second question. "Edge processing, cloud software, and remote monitoring in one system. How does that lower the retailer's support burden?" Yes. This is infrastructure that the retailers already have at the front of their stores, right? They have these loss prevention devices. They have to support them today, but they are not connected. Anytime there is a problem with them, their provider has to roll a truck, send a technician in, which could take days to get to, and then it is very costly. We are a small company. We could not afford to roll a truck every time there is a problem. Our systems are remotely monitored, remotely diagnosable, remotely updatable. The only time we would ever need to send someone to the store is if the store completely lost power, the systems lost power, they lost internet, and they were not able to come back remotely. Our systems can be attended to. We have looked at internally, we have one person right now handling 500+ systems. 500+ systems per one person. They do not have to deal with 500 systems a day. They only have to deal with the four or five that might have an issue. Then they update them, and we move on. We are looking at this in the retailer's eyes that we are decreasing the support burden, decreasing the operational burden on the stores. The stores do not have to monitor these and report back to head office that they are working or not. Question here just says, "D ebt. We have CAD 1 million in debt that is held by a friendly shareholder. We literally just extended it out to December 2027. It carries a 10% coupon on it, and our expectation is that we will pay it down via cash flow over the next year. "Q4 revenue is tracking above CAD 1 million with CAD 750,000 in unshipped orders. What is driving that momentum?" It is literally orders that we have on hand. We have developed the technology, patented the technology. We have proven that it works. We are now into the good problems to have, fulfilling demand, right? This is the fun part of the business. It is being driven by the fact that our stuff works, people like it, and they are placing orders, and we are deploying it. We are very thankful to be at the stage we are at now. We have fought through all the hard stuff, and now it is all about just execution. "Please discuss when recurring revenue reaches break even in terms of units." Yes. We have about 600 units deployed in the field that we are charging full recurring revenues for. When systems go in, there is usually a lag of a month or two. If it gets installed, we have to commission it, and then the next month, we start charging. The recurring lags a month or so, but it is forever increasing as we put them out there. Our break even is somewhere between the 600 and an 800-unit mark, so we are close. We are closing in on that number right now. "What are the key bottlenecks, manufacturing, installation capacity, customer approvals, or supply chain, and how are you addressing them?" For a while, it was just getting customers to believe in this small company, that our technology was the right technology, and that we could move it ahead. We have now done that, right? We have got big international retailers believing in the technology, utilizing the technology, moving it ahead. Supply chain, having working capital to, s ome of the parts have to come from overseas. Nobody in North America is making big LED screens anymore, so those have to come from there. We have to buy them in advance, get them on a boat, get them here, blah, blah. The rest of the stuff we make ourselves. The boards, obviously, we get the chips and the components, but the boards are designed by us. The software is ours, the rest of the system around it. We've largely worked through the supply chain now and the manufacturing, and now it's scaling up. It's fulfilling. The retailers have a deployment that they have to do on their end, deploying the stores. That is at the discretion of how quickly they can get them into the stores. There will always be a finite number that a retailer can do themselves. Depends how big they are. It's now getting to the point where we are actively chasing more customers and larger customers because we have the capabilities of fulfilling at scale. "Are there particular geographies or retail verticals you see near-term expansion?" Yes. We've really picked up momentum in Europe right now, U.K. and continental Europe. Landing Boots is a great reference account there. They're a great retailer, and if anybody's not familiar with them, look them up. They are a world-leading retailer. Other people see the systems there, and we're actually, for the first time ever, getting calls out of the blue saying, "Hey, we want to hear more about your systems." We've deployed other pilots over there with other retailers. When those come to fruition, we'll be happy to report on them. As a Canadian company, there's definitely an alignment with Europe right now and European countries. There's no duties whatsoever. We don't have any duties into the U.S. today. USMCA is in place, and today, there is no duties shipping into the U.S. Who knows where that goes in the future, but the large part of our volume over the next year, two years will be in the U.K. and Europe. "What are the key milestones for the next 12 months that could re-rate the stock?" Yeah. I think that's one of those things that we don't want to tell everybody what our value is. We're going to prove to you what the value is, and then at some point, the stock will get re-indexed based upon financials that we're putting out there and the customers that we're deploying with and have as we move forward. That's why if you're following us, you'll see that we're being more active on the investor relations side. We're getting out to do more shows. We're reaching out to investors more. We have a mailing list that's going out. We want to make sure everybody's armed with the information because we're proving this. We're proving it to the market, we're proving it to investors, and at some point, the stock will re-index based upon the numbers that we put out there. "Can you meet the surge in orders? How are you handling manufacturing and shipping timelines?" Yes, we're meeting the orders that we're getting today. We have the capability of putting out at least 15 systems a day. Think that. We're in the 300 or so a month area, which takes care of our 2,000-unit target. That's running one shift today. At some point, when we get enough orders, we'll go to a contract manufacturer. We need the working capital to do that. We have to be able to buy 1,000 units at a time. You have to have warehouse space. You have to be able to ship it. Right now, we're producing on demand, but demand is there, and we're just continuing working around the clock, shipping these things out there. We can handle what we have. It'll be a nice problem to have if our order volume exceeds our manufacturing capability. We have a plan in place to be able to tackle that if that happens. "What's your sales pipeline looking like, and how long is the typical cycle from pilot to full deployment?" Good question. Pipeline, we've got, like I said, some pilots out there that are different stages of moving along. There's discussions happening where there are no pilots yet. Probably the Boots scenario is the best thing I can point to for everybody. We first started talking to them in January 2025. First system went into their head office, I think in March 2025. First system in the store in April, May 2025. Couple more stores went out throughout the year, and then we are in full rollout January 2026. So it's about a year cycle for a large retailer. We're talking 1,500 store plus retailer, right? They want to be sure they're going to test, they're going to validate, they got to work through their operations on their side. But we're at different stages of different pilots out there, so we hope to be able to close a few more of those over the next year. I apologize, guys. There's lots of questions here, and I'm trying to get to them all. "The company trades TSX Venture Exchange, OTCQB Venture Market, and Frankfurt. How are you broadening your shareholder base?" Doing more shows like this. Trying to get people to follow us, sign up for our newsletter, and talk to as many as possible. I'm very accessible. I've left my information on screen there. Email me, call me. If I'm busy, it might take a bit to get back to you, but I'll try and get back to you as soon as possible. We are looking to just get ourselves known, execute, and prove that we're going to do this. "What's the one KPI you'd like investors to track over the next two quarters?" We have three, but putting on investors, revenue growth is number one, right? That life of business is your sales, how many systems you're getting out there. So revenue growth. Number two is going to be the recurring component. Then the third, of course, is the EBITDA number, the cash number, cash flow number. Follow those and you'll be able to really see where we're heading. Should read that as, "Do you offer an open API so retailers or ad tech partners can plug into your data?" Yes, we do. That's one of our secrets. I mean, it's not secret, but it's one of the key pieces that we have to move ourselves forward, is that we've built all this great infrastructure. We've got the full content management system. We've got all the analytics and all the data off the system. We don't have to be the front end of that. We can give a data feed to the retailer for them to pull into their own data visualization software, whether they're using Power BI or what have you. If they're running their own content management, they already have other screens in place around the store. They have other advertising ad tech going on. We will integrate, and we can just be a node on their network. We will give them a proof of play. We will give them impression reports. We have cameras with traffic counting tied to them. So we can just give that back to them, and they can direct the advertising on the screens on the system. We have tried to make it so that we fit into the retailer's ecosystem. We do not have to force them to become only an INEO system. I think that is just self-defeating at that point. "What is the next major hardware or soft release on the roadmap, and when should we expect it?" I think we might have time for a couple more of this, but RFID. The systems out there today are predominantly systems that detect what we call dumb tech, that basically says, "I am a tag." The future of retail right now is around a tag that is called an RFID tag that says, "I am a blue extra large T-shirt." So when we detect an RFID tag, we note the RFID, the number on it, so we can tell the retailer what is actually leaving the store. We can show it on the screen so the loss prevention people know what is leaving the store visually as it is happening, and report on that. We already have four locations installed with RFID running very well. It is just a matter of demand. The retailers have to get their systems in place in terms of RFID handling on the inventory side, and their POS systems. Once they do that, we are ready for that. That will be a big upgrade for them because of the extra capabilities that we give them. That is happening. Walmart is forcing the issue right now. They are forcing some vendors to put RFID tags on all their products. That just helps us and helps other retailers across the board. "The Welcoming DUO is in full production with the U.K. retailer installing. Can that become a template for other large chains?" The double-sided one is quite interesting. It only adds about an inch of width to our system, but it adds a screen on both sides. So obviously, you think of one on each side of the door, and if it needed one in the middle, you can see it from both sides. It is multipurpose. It will be put around other places in the store if we need be. It is a big part of our plan. Of course, we charge more for that. I think I am almost out of time here, everybody. I apologize if I did not get to your question. I will be happy if you want to send them to me after the fact. I will be happy to answer them. I really appreciate having me here today and listening to and signing into the story. I hope that you can become part of the INEO shareholder base at some point in the future. Thank you.