Q4 2026 Nextech3D.ai Earnings Call

June 25, 2026

Steve Darling: Thanks for joining us. I'm Steve Darling from Proactive here at our worldwide studios in Vancouver. Joining you for another live stream event, this time with Nextech3D.AI and their CEO, Evan Gappelberg. The company reporting recently their financial numbers, which showed some of the best numbers they've seen in quite some time, especially as far as Q4 is concerned, year-long thing. In fact, a best, strongest quarterly performance since restructuring began from the company a few years ago. Let's bring in the CEO of the company, Evan Gappelberg, to join us. Evan, good to see you again. Thanks for being with us on this live stream.

Speaker #1: Thank you for joining us. I'm Steve Drumming from Proactive, here at our worldwide studios in Vancouver, joining you for another livestream event—this time with Nextech3D.AI and their CEO, Evan Galpenberg. The company reported recently their financial numbers, which showed some of the best numbers they've seen in quite some time, especially as far as the fourth quarter is concerned, and for the year overall.

Speaker #1: In fact, it's the best, strongest quarterly performance since the restructuring began for the company a few years ago. So let's bring in the CEO of the company, Evan Gappelberg, to join us.

Steve Darling: In fact, a best, strongest quarterly performance since restructuring began from the company a few years ago. Let's bring in the CEO of the company, Evan Gappelberg, to join us. Evan, good to see you again. Thanks for being with us on this live stream.

Speaker #1: Evan, good to see you again. Thanks for being with us on this livestream.

Speaker #2: Thanks, Greg. Great to be back with you, Steve.

Evan Gappelberg: Thanks. Great to be back with you, Steve.

Speaker #1: Yeah, so the numbers really jumped off the page right off the bat: the revenue that you had in the whole, and also the margins and all that.

Steve Darling: Yeah. The numbers really jumped out off the page, right off the bat about revenue that you had and also the margins and all that. We'll get into all that as well as we continue along here. First, just overall, talk about where the company was to where you are today. It has been a transition for sure.

Speaker #1: We'll get into all that as well as we continue along here. But first, just overall, talk about where the company was, to where you are today.

Speaker #1: It has been a transition, for sure.

Speaker #2: Sure. Steve, the simplest way to say it is this: We are now a very different company than we were 12 months ago. We've restructured the business.

Evan Gappelberg: Sure, Steve. The simplest way to say it is this, we are now a very different company than we were 12 months ago. We've restructured the business, we've lowered the cost base, we've moved heavily into software, and we've integrated AI across our event tech platform. Now the numbers are starting to show that transformation. In Q4, we showed 200+% year-over-year growth with a terrific growth of our gross profit of 275% year-over-year and gross margins above 90%. The key message is revenue is scaling, margins are steady at above 90%, and our operating losses have come down. In fact, we would've been profitable if we didn't have some one-time charges. The numbers are super strong and if there's three numbers I want investors to remember, Steve, it's number one, 200+% Q4 growth year-over-year. Number two, 90+% gross margin.

Speaker #2: We've lowered the cost base. We've moved heavily into software, and we've integrated AI across our event tech platform. Now, the numbers are starting to show that transformation.

Speaker #2: In Q4, we showed 200-plus percent year-over-year growth with terrific gross profit growth of 275% year over year, and gross margins above 90%.

Speaker #2: But the key message—the key message—is revenue is scaling; margins are steady at above 90%. And our operating losses have come down. In fact, we would have been profitable if we hadn't had some one-time charges.

Evan Gappelberg: The key message is revenue is scaling, margins are steady at above 90%, and our operating losses have come down.In fact, we would've been profitable if we didn't have some one-time charges. The numbers are super strong and if there's three numbers I want investors to remember, Steve, it's number one, 200+% Q4 growth year-over-year. Number two, 90+% gross margin.

Speaker #2: So the numbers are super, super strong. And if there are three numbers I want investors to remember, Steve, it's: number one, 200-plus percent Q4 growth year over year; number two, 90-plus percent gross margin; and number three, 1,001% sequential revenue growth from Q3 2026 to Q4.

Evan Gappelberg: number three, 101% sequential revenue growth from Q3 2026 to Q4. That is, to me, the biggest sign that things are starting to accelerate quite rapidly. That's really what investors should focus on is that this isn't just growth, this is acceleration. Really the most important part of this, Steve, is we did not need to sacrifice margin to get here. Gross margin remained above 90%. That is not an easy thing to do. You're in business, Steve. I'm in business. Anyone that's in business, having a 90% gross margin is very hard to achieve and even harder to maintain. The story's very clear. Higher revenue, higher software margins, and lower cost structure. That is what a platform business is supposed to look like, Steve.

Speaker #2: That is, to me, the biggest sign that things are starting to accelerate quite rapidly. And that's really what investors should focus on: that this isn't just growth.

Speaker #2: This is acceleration. And really, the most important part of this, Steve, is we did not need to sacrifice margin to get here. Gross margin remained above 90%.

Speaker #2: That is not an easy thing to do. You're in business, Steve—I'm in business. Anyone that's in business knows that having a 90% gross margin is very, very hard to achieve, and even harder to maintain.

Evan Gappelberg: Anyone that's in business, having a 90% gross margin is very hard to achieve and even harder to maintain. The story's very clear. Higher revenue, higher software margins, and lower cost structure. That is what a platform business is supposed to look like, Steve.

Speaker #2: So the story is very clear: higher revenue, higher software margins, and a lower cost structure. That is what a platform business is supposed to look like, Steve.

Speaker #1: So, Evan, let's talk about the revenue first in Q4. You mentioned it grew three times—your revenue, 216% is the actual official number. You said over 200.

Steve Darling: Evan, let's talk about the revenue first in Q4. You mentioned grew three times your revenue, 216% is the actual official number. You said over 200, so I'll give you 216. Tell me a little bit about how the acceleration happened. What were the things that you needed to do in order to see that acceleration in Q4?

Steve Darling: Evan, let's talk about the revenue first in Q4. You mentioned grew three 3x revenue, 216% is the actual official number. You said over 200, so I'll give you 216. Tell me a little bit about how the acceleration happened. What were the things that you needed to do in order to see that acceleration in Q4?

Speaker #1: So I'll give you 216. Tell me a little bit about how the acceleration happened. What were the things that you needed to do in order to see that acceleration in Q4?

Speaker #2: Look, it's very simple. The revenue engine is improving. We had a lot of customers, but they were buying in a way that was kind of hurting our revenue.

Evan Gappelberg: Look, it's very simple. The revenue engine is improving. We had a lot of customers, but they were buying in a way that was kind of hurting our revenue. We figured out how to, A, increase prices without losing customers. That's one clear way to generate additional revenue. Also we're signing multi-year deals. Now, multi-year deals are way more valuable than a one-year annual transaction, we're getting clients to sign multi-year deals. Which means if you think about our business, if you were going to buy our business from us and all of our business was annual, you wouldn't know who was going to sign up next year and the year after that.

Speaker #2: We figured out how to, A, increase prices without losing customers—that's one clear way to generate additional revenue. But also, we're signing multi-year deals.

Speaker #2: Now, multi-year deals are way more valuable than a one-year annual transaction. And so, we're getting clients to sign multi-year deals, which means if you think about our business—if you were going to buy our business from us and all of our business was annual—you wouldn't know who was going to sign up next year and the year after that.

Speaker #2: But if you were going to buy our business from us, and I said to you, "Steve, we have three-year contracts with all of our customers," you know how much you're going to generate next year and the year after that.

Evan Gappelberg: If you were going to buy our business from us, and I said to you, Steve, we have three-year contracts with all of our customers, you know how much you're going to generate next year and the year after that. Multi-year contracts are a key piece to that. The last piece, Steve, is we made some key acquisitions, Eventdex and Krafty Labs, those acquisitions are starting to now pay dividends for our shareholders. Again, the main story is the revenue engine's improving, the margin profile has dramatically improved, and the cost structure is dramatically leaner, which I could give all credit to AI and to our CFO, Adam, who really has leaned out our company.

Speaker #2: So, multi-year contracts are a key piece to that. And then the last piece, Steve, is we made some key acquisitions—Event Decks and Crafty Labs.

Speaker #2: And so, those acquisitions are starting to now pay dividends for our shareholders. But again, the main story is the revenue engine is improving. The margin profile has dramatically improved.

Speaker #2: And the cost structure is dramatically leaner, which I could give all credit to AI and to our CFO, Adam, who really has leaned out our company.

Speaker #1: Yeah, operating expenses are down quite significantly, in fact. And that is a big reason why you were able to bring the loss down as well, which I think is really important for investors to understand.

Steve Darling: Yeah, operating expenses down quite significantly, in fact. That is a big reason why you were able to bring the loss down as well, which I think is really important for investors to understand as well. Can you talk to me a bit about just that cost savings, and I know this has been going on more than just the last couple of months. This has been a process over the last few years.

Speaker #1: So, can you talk to me a bit about that cost savings? I know this has been going on for more than just the last couple of months.

Speaker #1: This has been a process over the last few years.

Speaker #2: Yeah. I mean, cost savings are in the rearview. Again, we're not focused on cost savings anymore. We've achieved that goal. Check the box.

Evan Gappelberg: Yeah, cost savings are in the rear view. Again, we're not focused on cost savings anymore. We've achieved that goal. Check the box. We really worked hard on that for multiple years. I think the main event and the main question for our investors is Where are we going, right? What's the big picture here? If you think about that, Steve, AI is not a niche anymore. It's becoming an operating layer for Nextech and really all businesses globally. If you look at AI, it's exploding in usage, and we're part of that story. AI is just going to continue to grow. There's really no end in sight.

Speaker #2: We really worked hard on that for multiple years. But I think the main event, and the main question for our investors, is: Where are we going?

Speaker #2: What's the big picture here? And so, if you think about that, Steve, AI is not a niche anymore. It's becoming an operating layer for next-tech and really all businesses globally.

Speaker #2: If you look at AI, I mean, it's exploding in usage, and we're part of that story. AI is just going to continue to grow.

Speaker #2: There's really no end in sight. But if you think about it, a company that's able to harness the power of AI, like Nextech, is a company that I think is going to grow very, very fast.

Evan Gappelberg: If you think about it, a company that's able to harness the power of AI, like Nextech, is a company that I think is going to grow very fast, and again, with a low-cost base basis for doing business. The second thing for investors to really look at is events.

Speaker #2: And again, with a low cost basis for doing business. The second thing for investors to really look at is events. The global event industry is enormous.

Steve Darling: Yeah.

Evan Gappelberg: The global event industry is enormous. You're talking about a multi-trillion-dollar, rapidly scaling AI industry that we're a part of, and a trillion-dollar rapidly scaling event industry that we're a part of. The event industry is going to grow by about a trillion. It's a trillion today. It's going to get to 2 trillion by 2030. Think about what I'm saying. We sit at the intersection of two very large, very fast-growing markets, AI, which is probably the biggest technology shift of our entire lifetime, bigger than the internet. Really just, I can't imagine anything that's going to be bigger. Events, which is a trillion-dollar global industry now being digitized for the first time in 50 years. This is really the opportunity that Nextech is taking advantage of, and this is really what investors should pay attention to.

Speaker #2: So you're talking about a multi-trillion-dollar, rapidly-scaling AI industry that we're a part of, and a trillion-dollar, rapidly-scaling event industry that we're a part of.

Speaker #2: The event industry is going to grow by about a trillion. It's a trillion today; it's going to get to $2 trillion by 2030. And so think about what I'm saying.

Speaker #2: We sit at the intersection of two very large, very fast-growing markets: AI, which is probably the biggest technology shift of our entire lifetime—bigger than the Internet. Really, I just can't imagine anything that's going to be bigger.

Speaker #2: And events, which is a trillion-dollar global industry, are now being digitized for the first time in 50 years. This is really the opportunity that Nextech is taking advantage of.

Speaker #2: And this is really what investors should pay attention to.

Speaker #1: There are obviously some questions that are popping up, so I'll ask them as we go along. One is about where the company sits financially—I just read it.

Steve Darling: There's obviously some questions that are popping up, so I'll ask them as we go along the way. One is about where the company sits financially, and I'll just read it. 91% margin, strong cash flow. Are you looking at any capital raises this year? Have you got to that point yet?

Speaker #1: 91% margin, strong cash flow—are you looking at any capital raises this year? Have you gotten to that point yet?

Speaker #2: No, we are not looking at capital raises. In fact, if you look at the past year or even the past two years, we haven't done any real capital raises.

Evan Gappelberg: No, we are not looking at capital raises. In fact, if you look at the past year or even two years, we haven't done any real capital raises. We don't plan on doing capital raises. We worked so hard to get here where we can actually fund our business ourselves from the cash that our business is generating, that we do not plan to raise any money. The hard part here was the restructuring, right? We made difficult decisions. We had to let a lot of good people go. We reduced costs. We refocused the company. We moved away from lower-margin work, and we committed to software and this AI platform strategy, and now you're seeing the results, the impact. That's really a feel-good story, really for me, and it should be for our shareholders as well.

Speaker #2: We don't plan on doing capital raises. We worked so hard to get here, where we can actually fund our business ourselves from the cash that our business is generating, that we do not plan to raise any money.

Speaker #2: I mean, the hard part here was the restructuring. I mean, we made difficult decisions. We had to let a lot of good people go.

Speaker #2: We reduced costs. We refocused the company. We moved away from lower-margin work. And we committed to software and this AI platform strategy. And now you're seeing the results.

Speaker #2: The impact—and so that's really very, it's a feel-good story, really, for me and for, and it should be for our shareholders as well.

Speaker #1: Let's talk about the point where you were able to get your margins over 90%, which is quite significant in a company like yours—a SaaS company.

Steve Darling: Let's talk about the point where you were able to get your margins over 90%, which is quite significant in a company like yours, a SaaS company. Can you talk to me a bit about the process there? Are you as razor-thin as you're going to get on margins? Because over 90% is really quite an accomplishment. That's a lot of opportunity there for revenue in the future.

Speaker #1: So, can you talk to me a bit about the process there? Are you as razor-thin as you're going to get on margins? Because over 90% is really quite an accomplishment.

Speaker #1: That's a lot of opportunity there for revenue in the future.

Speaker #2: Yeah. I mean, we really weren't, if you think about it. There's not much more room for us to squeeze out of our business. We're already squeezing 90 cents—plus, I think we're at 92 cents—of every dollar hitting our bottom line.

Evan Gappelberg: Yeah. If you think about it, there's not much more room for us to squeeze out of our business, right? We already squeezed CAD 0.90 plus. I think we're at CAD 0.92 of every dollar hitting our bottom line. There's only CAD 0.08 going to of every dollar. It's hard to fathom that things are going to get better, but look, think about it like this. It used to take us a team of 20 developers to run our platforms, to run our businesses, and now we're down to really three key developers. That is the story. That's not isolated to just developers. If you think of a customer success team, you think of AI being able to answer customer questions 24/7, 365, no sick days, no getting pregnant and having baby weeks or months.

Speaker #2: So there's only eight cents going—of every dollar. I mean, it's hard to fathom that things are going to get better. But look, think about it like this.

Speaker #2: It used to take a team of 20 developers to run our platforms, to run our businesses. And now we're down to really three key developers.

Speaker #2: And so, that is the story. We've been able—and that's not isolated to just developers. If you think of a customer success team, you think of AI being able to answer customer questions 24/7, 365, no sick days.

Speaker #2: No getting pregnant and having a baby in weeks or months. I mean, the cost of doing business with technology has always been quite attractive, but now AI has just taken it all into overdrive.

Evan Gappelberg: The cost of doing business with technology has always been quite attractive. Now AI has just taken it all into overdrive, and that's why everybody's investing trillions of CAD into AI. It's not a Nextech story. Look at all these companies. Oracle's laying off 30%, 40% of their workforce. Meta is laying off 20%, 30% of their workforce. Microsoft's laying off 20%. It's not because times are bad. It's because times are good, and they're just able to run the business with less overhead, with less human cost. For us, a lot of our previous business with Amazon, Steve, as you remember.

Speaker #2: And that's why everybody's investing trillions of dollars into AI. It's not a Nextech story. I mean, look at all these companies like Oracle, laying off 30 to 40% of their workforce.

Speaker #2: Meta is laying off 20–30% of their workforce. Microsoft is laying off 20%. It's not because times are bad—it's because times are good.

Speaker #2: And they're just able to run the business with less overhead, with less human cost. And for us, a lot of our previous business with Amazon, Steve, as you remember, used to be 3D modeling.

Speaker #2: And 3D modeling, even though we pushed really hard on the AI piece of that, we still needed to set up a business in India.

Steve Darling: Yeah

Evan Gappelberg: It used to be 3D modeling. 3D modeling, even though we pushed real hard on the AI piece of that, we still needed to set up a business in India. We still needed lots and lots of human capital in addition to the AI to finalize and perfect a 3D model. That no longer exists. Now it's just software. We've built the platforms, so when we spin up a new event, all we're doing is programming the software to deliver the event the way that the customer wants it. The platform's already built. The cost is already sunk. Sure, we're always developing new technology. The cost to develop new technology has also plummeted. It has absolutely plummeted.

Speaker #2: We still needed lots and lots of human capital, in addition to the AI, to finalize and perfect the 3D model. And so that no longer exists, because now it's just software—we've built the platforms, so when we spin up a new event, all we're doing is programming the software to deliver the event the way that the customer wants it.

Speaker #2: But the platform's already built. The cost is already sunk. Sure, we're always developing new technology. But the cost to develop new technology has also plummeted—it has absolutely plummeted.

Speaker #2: It used to take us six or twelve months to build something new. Now it takes just a couple, and it used to require a team of 20 or more.

Evan Gappelberg: It used to take us 6 months or 12 months to build something new, and it used to take a team of 20 or more, and now it takes us a couple of weeks to be able to build something, which is.

Speaker #2: And now it takes us a couple of weeks to be able to build something, which is—it's mind-boggling. And we're able to do that because the AI is doing 80 to 85% of the programming, Steve.

Evan Gappelberg: It's mind-boggling, right?

Steve Darling: Yeah.

Evan Gappelberg: We're able to do that because the AI is doing 80% to 85% of the programming, Steve.

Speaker #1: Yeah, Evan, there's another question here that I want to show. This one's about how many customers have expanded beyond their initial deployment and your land-and-expand strategy.

Steve Darling: Yeah. Evan, there's another question here that I want to show, this one's about how many customers expand beyond their initial deployment under your land and expand strategy. I bring this one up because I think that's an important, because you had talked to the past about a lot of these contracts at the beginning are sort of show-me contracts, see what happens. The plan is to try and convert those into more expensive contracts and really the longer term as it goes on, right?

Speaker #1: And I bring this one up because I think that's important, because you had talked in the past about how a lot of these contracts at the beginning are sort of 'show me' contracts—let's see what happens.

Speaker #1: But the plan is to try and convert those into more expensive contracts, and really, longer term, as it goes on, right?

Speaker #2: It is. It is. And it's starting to happen now. Let's keep in mind, we built the platforms, we restructured, we got our costs down.

Evan Gappelberg: It is. It's starting to happen now. Let's keep in mind, we built the platforms, we restructured, we got our costs down, we raised prices without losing clients, we made acquisitions. All those things happened in 2025, rather. In 2026, we've been starting to do the hard work of developing relationships and upselling and cross-selling. We really needed enterprise sales expertise, so we've just recently hired two key players from Cvent, which is the multi-billion CAD biggest event tech company on the planet. The two sales execs, one had spent eight years there, the other one spent three years there. They wrote the book on sales for Cvent, now they are building our book at Nextech.

Speaker #2: We raised prices without losing clients. We made acquisitions. All those things happened in 2025, rather—in 2025. In 2026, we've been starting to do the hard work of developing relationships and upselling and cross-selling, but we really needed enterprise sales expertise.

Speaker #2: And so we've just recently hired two key players from Cvent, which is the multi-billion dollar, biggest event tech company on the planet. And they, the two sales execs—one had spent eight years there, the other one spent three years there.

Speaker #2: They wrote the book on sales, for Cvent. And now they are building our book at Nextech. And what's happening instantly is our deals are going from let's call it 5,000 dollar deals, which everyone knows is quite low to now we're negotiating multi-million dollar deals.

Evan Gappelberg: What's happening instantly is our deals are going from, let's call it CAD 5,000 deals, which everyone knows is quite low, to now we're negotiating multi-million CAD deals. Not one, but multiple. It's just beginning, meaning these Cvent execs only started with us in the last 30 days. They're bringing their relationships, and the event business is all about relationships. They're bringing their book of business that they've built over a decade. That's why our business is really set to explode, Steve.

Speaker #2: Not one, but multiple. And it's just beginning, meaning these Cvent execs only started with us in the last 30 days. They're bringing their relationships, and the event business is all about relationships.

Speaker #2: They're bringing their book of business that they've built over a decade, and that's why our business is really set to explode, Steve.

Speaker #1: Yeah. Evan, talk to me a little bit about the acquisitions that you mentioned. You mentioned Crafty Lab, obviously, and Eventdex is the other one.

Steve Darling: Yeah. Evan, talk to me a little bit about the acquisitions that you mentioned. You mentioned Krafty Labs, obviously, and Eventdex is the other one I believe you mentioned. Talk to me a bit about how those work within what you're doing, the ecosystem there, and their books as well that they brought with them, and how you're sort of able to generate a new list. I know you had hired some vice president of sales. You've got people that are trying to take all those books, put them together, and then move forward.

Speaker #1: I believe you mentioned, and then talked to me a bit about, how those work within what you're doing—the ecosystem there—and their books as well that they brought with them, and how you're sort of able to generate new lists.

Speaker #1: Because I know you had hired some Vice President of Sales. You've got people that are trying to take all those books, put them together, and then move forward.

Speaker #2: Yeah. So, think about it like this: it's really two platforms. One is event tech for live expos, conferences, and trade shows. That's the MAPD—MAP Dynamics does the exhibitor floor plan maps.

Evan Gappelberg: Yeah. Think about it like this, there's really two platforms. One is event tech for live expos and conferences and trade shows. That's the Map D, Map Dynamics, does the exhibitor floor plan maps. You have Eventdex, which does the attendee registration, ticketing, badging, AI matchmaking, the app, et cetera. When you combine it into one platform, which is what we've done, you now have a full end-to-end solution that competes with the billion-dollar Cvent, that competes with the biggest companies in the industry. Very few companies actually have a full end-to-end solution. In fact, a lot of the big companies contract to us for our mapping solution. They don't have maps. They don't have floor plan maps. Don't ask me why, they don't. They come to us and we wholesale to them, which is fine. That's one part of our business, that end-to-end solution.

Speaker #2: And then you have event decks, which does the attendee registration, ticketing, badging, AI matchmaking, the app, et cetera. When you combine it into one platform, which is what we've done, you now have a full end-to-end solution that competes with the billion-dollar Cvent.

Speaker #2: That competes with the biggest companies in the industry. Very few companies actually have a full end-to-end solution. In fact, a lot of the big companies contract to us for our mapping solution.

Speaker #2: They don't have maps. They don't have floor plan maps. Don't ask me why, but they don't. So they come to us, and we wholesale to them, which is fine.

Speaker #2: So that's one part of our business, that end-to-end solution. The Crafty Labs piece is another platform that is experiential—it's team building. So that platform has over 150 different experiences, whether it's trivia games where you have different groups from corporations like Google, Microsoft, or Meta, who are our customers, competing on trivia.

Evan Gappelberg: The Krafty Labs piece is another platform that is experiential. It's team-building. That platform has over 150 different experiences, whether it's a trivia game where you have different groups from a corporation like Google or Microsoft or Meta who are our customers competing on trivia, or whether they're doing some kind of candle-making event, some crafty kit. Maybe it's a coffee tasting, maybe it's a charcuterie board tasting, and you have a live host. If you think about that platform is adjacent to the live events. What's happening now is we're starting to integrate. We're starting to merge them all into one platform so that you can have sponsorships at the event that include these experiences, a coffee tasting sponsored by Google, right?

Speaker #2: Or whether they're doing some kind of candle-making event, some crafty kit, maybe it's a coffee tasting, maybe it's a charcuterie board tasting. And you have a live host.

Speaker #2: So if you think about that, that platform is adjacent to the live events. But what's happening now is we're starting to integrate. We're starting to merge them all into one platform, so that you can have sponsorships at the event that include these experiences—a coffee tasting sponsored by Google.

Speaker #2: So now, all of a sudden, there's this whole additional revenue stream that we're starting to build and starting to see. And there's some really, really exciting news coming, Steve, about a new product that we're going to be launching into the events industry, using Crafty's current tech, but bringing it into the live expo and conference center market.

Evan Gappelberg: Now all of a sudden, there's this whole additional revenue stream that we're starting to build, starting to see, and there's some really, really exciting news coming, Steve, about a new product that we're going to be launching into the events industry using Krafty's current tech, bringing it into the live expo conference center market. We think there's the potential for disruption, where nobody's really done what we're about to do for the event industry. Stay tuned for that. We're not going to reveal it here, it's coming.

Speaker #2: And we think there's the potential for disruption, where nobody's really done what we're about to do for the event industry. So stay tuned for that.

Speaker #2: We're not going to reveal it here, but it's coming.

Speaker #1: OK. All right. There you go. Maybe you can do the Taylor Swift–Travis Kelce wedding to start it. That would be something. So there you go.

Steve Darling: Okay. All right. There you go. Maybe you can do the Taylor Swift, Travis Kelce wedding to start it. That would be something. There you go. Everyone talking about that. All right. This is a good question, too. Blockchain ticketing, we talked about that and the platform. Tell me a little bit about the updates on that one.

Speaker #1: Everyone's talking about that. All right, let's ask—this is a good question too. Blockchain ticketing. We talked about that in the platform. Tell me a little bit about the updates on that one.

Speaker #2: Yeah, I was just on a call with a partner who is connected to the blockchain events industry. So if you think of blockchain ticketing, think about all the blockchain events that are going on worldwide.

Evan Gappelberg: Yeah. I was just on a call with a partner who is connected to the blockchain events industry. If you think of blockchain ticketing, think about all the blockchain events that are going on worldwide. It's an opportunity for us to be their blockchain ticketing supplier for blockchain events. It's obviously a natural, it's a multimillion-dollar opportunity, and we think we're the only company in this space that can deliver on that.

Speaker #2: There's an opportunity for us to be their blockchain ticketing supplier for blockchain events. It's obviously a natural—it's a multi-million dollar opportunity. And we think we're the only company in this space that can deliver on that.

Speaker #2: So yeah.

Speaker #1: OK, another one here. Looking back a year from now, what operational metric—not the share price, because you really don't control how the share price works—

Steve Darling: Okay.

Evan Gappelberg: Yeah.

Steve Darling: Okay. Another one here. Looking back a year from now, what operational metric, not the share price, because you really don't control how the share price works, and there's a couple other mentions about share price, and there's not much you can really say about it. The market is the market, right? What do you think investors will say is the real turning point here for the company?

Speaker #1: And there are a couple of other mentions about the share price. There's not much you can really say— the market is the market, right? But what do you think investors will say is the real turning point here for the company?

Speaker #2: So, investors should know, I'm not going to say, "Buy now." That's not my role.

Evan Gappelberg: Investors should know, I'm not going to say buy now. That's not my role.

Speaker #1: Yeah.

Speaker #2: Right? What I would say is this: this is the moment to pay attention, because the company investors are looking at today is not the same company they saw 12 months ago, or even three months ago.

Steve Darling: Yeah.

Evan Gappelberg: Right? What I would say is this. This is the moment to pay attention because the company investors are looking at today is not the same company they saw 12 months ago, even 3 months ago. Really, again, I'm going to go back to the numbers. 200+% Q4 year-over-year revenue growth, 90+% growth gross margins, 275% gross profit increase. Operating losses are at the lowest they've ever been. We've never had such low losses. Really, we're profitable. If you think about what I'm describing, the question for investors should be pretty obvious. If AI is reshaping enterprise software globally, and events are becoming more digital globally, more data-driven, more automated, where does a high-margin AI event tech platform fit in, right? We think that we fit in perfectly.

Speaker #2: And really, again, I'm going to go back to the numbers. Over 200% year-over-year Q4 revenue growth, and over 90% growth in gross margins.

Speaker #2: 275% gross profit increase. Operating losses are at the lowest they've ever been. We've never had such low losses. Really, we're profitable. So if you think about what I'm describing—and the question for investors should be: AI is reshaping enterprise software globally, and events are becoming more digital globally, more data-driven, more automated—where does a high-margin AI event tech platform fit in?

Speaker #2: And so we think that we fit in perfectly, and we think that we're going to just continue to grow and scale our business. Look, investors need to remember the old story was restructuring.

Evan Gappelberg: We think that we're going to just continue to grow and scale our business. Look, investors need to remember, the old story was restructuring. The new story is scaling. The old business, too much cost. I'm the first one to admit that. The new business is software margins, 90%. The old business was way harder to scale. The new business is platform-driven. The old story, fixing. We're fixing. The new story is about growth, leverage, execution. That's why I'm so excited, Steve. I think we're still very, very early. The stock price hasn't even moved today. It shows that investors are asleep at the switch, but that is the opportunity. These things typically turn on one press release, one announcement of one new deal that's a million-dollar deal. All of a sudden, the stock takes off.

Speaker #2: The new story is scaling. The old business had too much cost on the first one to admit that. But the new business has software margins.

Speaker #2: Ninety percent. The old business was way harder to scale. The new business is platform-driven. The old story: fixing. I'd come on, we're fixing. The new story is about growth, leverage, execution.

Speaker #2: That's why I'm so excited, Steve. I think we're still very, very early. I mean, the stock price hasn't even moved today. It shows that investors are asleep at the switch.

Speaker #2: But that is the opportunity. These things typically turn on one press release, one announcement of one new deal that's a million-dollar deal, and all of a sudden the stock takes off.

Speaker #1: Yeah. How do you attract new people with interest in the company? Who are you looking at? You mentioned you've got all these new opportunities with Crafty and other ones like that.

Steve Darling: Yeah. How do you attract new people with interest in the company? Who are you looking at? You mentioned you've got all these new opportunities with Krafty and other ones like that. Are you now, when you go out and are on the road and visiting people and stuff, you're seeing new people that you're talking to about seeing what the company's up to and how they would like to help support it?

Speaker #1: So now, when you go out and are on the road, visiting people and such, are you seeing new people that you're talking to about seeing what the company's up to and how they would like to help support it?

Speaker #2: So, are we talking about investors, or...?

Speaker #1: Yeah. New investors, new people that are interested, it's how you've made changes. Because a lot of people may look at a backstory, and as you mentioned, you said we've been restructuring and all that.

Evan Gappelberg: Are we talking about investors or?

Steve Darling: Yeah. New investors, new people that are interested in understanding what the company is, how you've made changes. A lot of people may look at a backstory, as you mentioned, and said, "We've been restructuring all that." As you are pointing out, or at least trying to point out to people, that this is a story that's now building from this point on. How do you get that message out to people who may not know that much about the company?

Speaker #1: But as you are pointing out—at least, trying to point out—to people, this is a story that's now building from this point on.

Speaker #1: So, how do you get that message out to people who may not know that much about the company?

Speaker #2: It's a good question, so everybody that's paying attention should know: been there, done that. Been there, done that—meaning I already built Nextech into the stock when it was a $10 stock trading millions of shares a day.

Evan Gappelberg: It's a good question. Everybody that's paying attention should know, been there, done that. Been there, done that. Meaning, I already built Nextech into, the stock was a CAD 10 stock trading millions of shares a day. I already have the playbook we're going to be executing, meaning what it requires me to do is first have some numbers. First have the product, the numbers, the pitch deck, the presentation, something to stand on. I'm not going to go to road shows. I'm not going to give investor conferences unless there's something to actually talk about. It's not about the sizzle, it's about the stakes. Now we have the stake. Now we have it. We have the numbers that we can walk into a room and start showing around.

Speaker #2: So I already have the playbook. We're going to be executing, meaning what it requires me to do is first have some numbers, which we have—the product, the numbers, the pitch deck, the presentation—something to stand on.

Speaker #2: I'm not going to go on to roadshows. I'm not going to give investor conferences unless there's something to actually talk about. It's not about the sizzle.

Speaker #2: It's about the stake. And so now we have the stake. Now we have it. We have the numbers that we can walk into a room and start showing around.

Speaker #2: So that's really all it comes down to: First, you’ve got to have something to really show people. And the second thing is to just break out the playbook and start doing conferences and start doing presentations, which is going to gear up very, very rapidly from this point going forward.

Evan Gappelberg: That's really all it comes down to is first you got to have something to really show people. The second thing is to just break out the playbook and start doing conferences and start doing presentations, which is going to gear up very rapidly from this point going forward.

Speaker #1: Yeah. So on that, when you say "show people," is that consecutive? Do you continue with the numbers like this, consecutively, every time you're releasing financials? Are you showing the revenue increasing?

Steve Darling: Yeah. Evan, on that, when you say show people, is that consecutive to continue with numbers like this at a consecutive every time you're releasing financials, you're showing the revenue increasing? You're not going to get to the point where you're seeing the kind of number you saw now. I mean, you'd love to, but for sure. Is that what you mean when you show people is just continue to execute on what you've seen in Q4 and year-ends and move forward?

Speaker #1: I mean, you're not going to get to the point where you're seeing the kind of numbers you saw now. I mean, you'd love to, but for sure.

Speaker #1: But is that what you mean when you show people—just to continue to execute on what you've seen in Q4 and year-end, and move forward?

Speaker #2: I mean, we don't see any end in sight in terms of the growth, so we think that, quarter after quarter, we're going to be able to deliver.

Evan Gappelberg: I mean, we don't see any end in sight in terms of the growth. We think that quarter after quarter, we're going to be able to deliver. Year after year, as far as the eye can see, there's nothing that's really blocking us from growing very rapidly into a much, much bigger company. If I think about that market opportunity, it's very large. Again, AI is estimated to become the biggest technology ever. I can't even put a number on it. If you think about the events industry, again, it's a global industry that's over a trillion-dollar industry today. We're not going to capture the whole market, but we're focused on very specific opportunity, AI, automation, registration, ticketing, mapping, engagement, and analytics, all into one event operating system. As we execute on that, we think it's worth billions.

Speaker #2: And year after year, as far as the eye can see, there's nothing that's really blocking us from growing very, very rapidly into a much, much bigger company.

Speaker #2: And so, if I think about that market opportunity, it's very, very large. Again, AI is estimated to become the biggest technology ever. I can't even put a number on it.

Speaker #2: And if you think about the events industry, again, it's a global industry that's over a trillion-dollar industry today. So we're not going to capture the whole market, but we're focused on a very specific opportunity: AI, automation, registration, ticketing, mapping, engagement, analytics—all into one event operating system.

Speaker #2: And as we execute on that, we think it's worth billions. I mean, there's no reason why this can't scale into very, very big numbers.

Evan Gappelberg: I mean, there's no reason why this can't scale into very big numbers. I don't see anything blocking us, Steve, from growing very quickly. This first release of 200% growth, but more importantly, the sequential 100% growth from Q3 to Q4 is really just the tip of the iceberg for our business.

Speaker #2: So I don't see anything blocking us, Steve, from growing very quickly. And this first release of 200% growth, but more importantly, the sequential 100% growth from Q3 to Q4, is really just the tip of the iceberg for our business.

Speaker #1: OK. What's your pipeline looking like this year? I know that when we met, you hired a new Vice President of Sales, I think it was.

Steve Darling: Okay. What's your pipeline looking like this year? I know that we met. You hired a new vice president of sales, I think it was. Tell me a little bit about he's integrating into the company and what he sees moving forward as far as pipeline is concerned.

Speaker #1: And so, tell me a little bit about how he's integrating into the company and what he sees moving forward as far as pipeline is concerned.

Speaker #2: Yeah. So look, we have a million dollar plus it might be a million and a half dollar contract. That's working. It's way through contracting.

Evan Gappelberg: Yeah. Look, we have a million-dollar-plus, it might be a million and a half dollar contract that's working its way through contracting. It's not signed, sealed, delivered, but this is a relationship that our new enterprise sales leader brought with him, they are engaged. They've met multiple times in person. They're going to continue to meet until the deal is closed. I'm actually going to be flying out to meet them and celebrate the closing of that deal. That's one. There's going to be a parade of these hundreds of thousands, and million-dollar deals. Let's be clear, these are not one-off events. These are multi-year contracts, two-year, three-year, four-year contracts. Again, those are very valuable, way more valuable than a one-year contract, which historically has been our business.

Speaker #2: It's not signed, sealed, delivered, but this is a relationship that our new Enterprise Sales Leader brought with him. And they are engaged; they've met multiple times in person.

Speaker #2: They're going to continue to meet until the deal is closed. And I'm actually going to be flying out to meet them and celebrate the closing of that deal.

Speaker #2: But that's one, and there's going to be a parade of these hundred-thousand- and million-dollar deals. And let's be clear, these are not one-off events.

Speaker #2: These are multi-year contracts—two-year, three-year, four-year contracts. And again, those are very, very valuable, way more valuable than a one-year contract, which historically has been our business.

Speaker #2: And so, yeah, I mean, if you think about it, Steve, we did almost $1 million in Q4. And now we have one deal that is looking like it's going to be even bigger than our Q4 number as a whole.

Evan Gappelberg: Yeah, if you think about it, Steve, we did almost CAD 1 million in Q4, and now we have one deal that is looking like it's going to be even bigger than our Q4 number as a whole.

Speaker #1: OK, a couple of minutes left here. Evan, I just thought I'd give you an opportunity to share some final thoughts about everything we've talked about so far.

Steve Darling: Okay. A couple of minutes left here, Evan. Just thought I'd give you an opportunity just to give some final thoughts about everything we've talked about so far, and I know that you've seen some of the questions that have been coming in from people. Just some general thoughts about where you are and really where you're going.

Speaker #1: And I know that you've seen some of the questions that have been coming in from people, so just some general thoughts about where you are and, really, where you're going.

Speaker #2: Yeah. I mean, look, Steve, the answer is very simple. The business has been reset. The cost structure is very low. Our margins are very high.

Evan Gappelberg: Yeah. I mean, look, Steve, the answer is very simple. The business has been reset. The cost structure is very low.

Speaker #2: The platform is built; the costs are sunk. The revenue is now showing sequential acceleration. From Q2 to Q3, sequential growth was 20%. From Q3 to Q4, sequential growth was over 100%.

Evan Gappelberg: Our margins are very high. The platform is built. The costs are sunk. The revenue is now showing sequential acceleration, right? Q3, from Q2 to Q3, sequential growth was 20%. From Q3 to Q4, sequential growth was over 100%. That's not incremental. That's exponential. That's why it matters. That's what matters. We're not promising anything. What we're saying is the financial results are starting to show the transformation. People, they constantly bash because I'm a positive-minded CEO, and I speak in a positive tone. The numbers are super positive. Like putting aside me, if you just look at these numbers, these are very positive numbers for a public company.

Speaker #2: That's not incremental; that's exponential. That's why it matters—it's what matters. And so we're not promising anything. What we're saying is the financial results are starting to show the transformation.

Speaker #2: People, they constantly bash because I'm a positive-minded CEO, and I speak in a positive tone. But the numbers are super, super positive. Putting aside me, if you just look at these numbers, these are very, very positive numbers for a public company.

Speaker #2: And if you start to project forward and you say, hey, well, if they went from 500,000 to 1 million from Q3 to Q4, using round numbers, and if they're able to go from 1 million to 2 million, and then if they're able to go from 2 million to 4 million, wow, the numbers get...

Evan Gappelberg: If you start to project forward and you say, "Well, if they went from 500,000 to 1 million from Q3 to Q4 using round numbers, and if they're able to go from 1 million to 2 million, and then if they're able to go from 2 million to 4 million, wow, the numbers get really big, really fast. That's really what investors should be thinking about. I'm not promising 100% growth sequentially forever. What I'm saying is that we've done it once.

Speaker #2: Really big, really fast. And that's really what investors should be thinking about. I'm not promising 100% growth sequentially forever, but what I'm saying is that we've done it once.

Speaker #2: Yeah, the odds are we're going to do it again. And when you think about having enterprise sales guys that we've never had before, with a platform that's built with high margins, all this leads to profitability, all this leads to potential uplift, all this leads to a re-rating of the stock and a much higher share price in the future.

Evan Gappelberg: Yeah. The odds are we're going to do it again. When you think about having enterprise sales guys that we've never had before with a platform that's built with high margins, all this leads to profitability, all this leads to potential uplisting, all this leads to a re-rating of the stock and a much higher share price in the future. We've done the hard work of transforming the business. Now, the focus is on execution, scale, and turning Nextech, which is an AI-powered event platform, into a much, much larger company, Steve.

Speaker #2: We've done the hard work of transforming the business. Now, the focus is on execution, scale, and turning Next Tech, which is an AI-powered event platform, into a much larger company, Steve.

Speaker #1: All right, Evan, we'll leave it there. Thank you so much. Great to catch up with you again, and we look forward to our next conversation.

Speaker #1: Okay, all right. There is Evan Gappelberg, the CEO of Nextech3D.ai, and I'm Steve Darling here in Vancouver. Thank you so much for joining us for another live stream event.

Steve Darling: All right, Evan, we'll leave it there. Thank you so much. Great to catch up with you again, and we look forward to our next conversation, okay?

Evan Gappelberg: Thanks, Steve.

Steve Darling: All right. There is Evan Gappelberg, the CEO of Nextech3D.AI, and I'm Steve Darling here in Vancouver. Thank you so much for joining us for another live stream event, we'll see you down the road.

Speaker #1: And we'll see you down the road. Programs like our Wellness Warrior are helping families build healthier habits. But when Amocali, our agriculture farm worker community's only grocery store, closed, families lost access to fresh, healthy food overnight.

[Company Representative]: Programs like our Wellness Warrior are helping families build healthier habits. When Immokalee, our agriculture farm worker community's only grocery store closed, families lost access to fresh, healthy food overnight. We stepped in. We cannot meet that level of need alone. With more support, we can expand these efforts, reach families, and prevent chronic diseases before it starts, not after it becomes costly and complex. Third, strengthening behavioral health integration. Behavioral health is one of the most urgent needs we face today. We have it embedded into our primary care and even our dental care, improving outcomes and reducing stigma. Last year, we delivered more than 13,000 visits, but too many patients are still waiting. With additional investment, we could expand access, strengthen the workforce, and ensure patients receive care when they need it, not when they reach a crisis. Community health centers are a proven cost-effective solution.

[Analyst]: Programs like our Wellness Warrior are helping families build healthier habits. When Immokalee, our agriculture farm worker community's only grocery store closed, families lost access to fresh, healthy food overnight. We stepped in. We cannot meet that level of need alone. With more support, we can expand these efforts, reach families, and prevent chronic diseases before it starts, not after it becomes costly and complex. Third, strengthening behavioral health integration. Behavioral health is one of the most urgent needs we face today. We have it embedded into our primary care and even our dental care, improving outcomes and reducing stigma. Last year, we delivered more than 13,000 visits, but too many patients are still waiting. With additional investment, we could expand access, strengthen the workforce, and ensure patients receive care when they need it, not when they reach a crisis. Community health centers are a proven cost-effective solution.

Speaker #1: We stepped in. But we cannot meet that level of need alone. With more support, we can expand these efforts, reach families, and prevent chronic diseases before they start—not after they become costly and complex.

Speaker #1: Third, strengthening behavioral health integration. Behavioral health is one of the most urgent needs we face today. We have embedded it into our primary care and even our dental care, improving outcomes and reducing stigmas.

Speaker #1: Last year, we delivered more than 13,000 visits, but too many patients are still waiting. With additional investment, we could expand access, strengthen the workforce, and ensure patients receive care when they need it—not when they reach a crisis.

Speaker #1: Community health centers are a proven, cost-effective solution. We are already making a difference. But with sustained federal investment, we can reach more patients earlier, before conditions worsen and costs escalate.

[Company Representative]: We are already making a difference. With sustained federal investment, we can reach more patients earlier before conditions worsen and costs escalate. Because behind every number is a story. With your support, there can be many more stories like the young boy that I shared, where care does not just change health outcomes, it changes how someone feels about themself. Thank you again for your longstanding support of health center funding and to the members who sponsored this legislation that we're talking about today. These bills are incredibly important, I look forward to your questions. Thank you again.

[Analyst]: We are already making a difference. With sustained federal investment, we can reach more patients earlier before conditions worsen and costs escalate. Because behind every number is a story. With your support, there can be many more stories like the young boy that I shared, where care does not just change health outcomes, it changes how someone feels about themself. Thank you again for your longstanding support of health center funding and to the members who sponsored this legislation that we're talking about today. These bills are incredibly important, I look forward to your questions. Thank you again.

Speaker #1: Because behind every number is a story. And with your support, there can be many more stories like the young boy that I shared, where care does not just change health outcomes, it changes how someone feels about themself.

Speaker #1: Thank you again for your long-standing support of health center funding, and to the members who sponsored this legislation that we're talking about today. These bills are incredibly important.

Speaker #1: And I look forward to your questions. Thank you again. Thank you. And Dr. Brem, you're now recognized for your five-minute opening statement.

Speaker #3: Thank you. Good morning, Mr. Chairman.

Morgan Griffith: Thank you. Dr. Brem, you're now recognized for your five-minute opening statement.

Speaker #4: Thank you. Good morning, Mr. Chairman and Ranking Member DeGette. Thank you for the opportunity to address the subcommittee today. I'm Dr. Rachel Brem, Professor of Radiology and Vice Chair Emeritus at the George Washington University.

Rachel Brem: Thank you. Good morning, Mr. Chairman. Thank you. Good morning, Mr. Chairman and Ranking Member DeGette. Thank you for the opportunity to address the subcommittee today. I'm Dr. Rachel Brem, professor of radiology and vice chair emeritus at the George Washington University and proudly co-founder and chief medical officer of the Brem Foundation to Defeat Breast Cancer. My life's work has been dedicated to ensuring that every woman has access to early detection and life-saving care for breast cancer. This mission is not only professional, it's profoundly personal. When I was 12 years old, my mother was diagnosed with breast cancer and given just six months to live. She lived 44 years. Years later, at the age of 37, I found my own breast cancer while evaluating breast ultrasound equipment. My oldest daughter was 12 at the time.

Speaker #4: And I am proudly the co-founder and Chief Medical Officer of the Brem Foundation to Defeat Breast Cancer. My life's work has been dedicated to ensuring that every woman has access to early detection and life-saving care for breast cancer.

Speaker #4: But this mission is not only professional; it's profoundly personal. When I was 12 years old, my mother was diagnosed with breast cancer and given just six months to live.

Speaker #4: She lived 44 years. Years later, at the age of 37, I found my own breast cancer while evaluating breast ultrasound equipment. My oldest daughter was 12 at the time.

Speaker #4: So I stand before you today as a breast cancer physician, advocate, researcher, a daughter, a mother, and a survivor. And I know what's at stake.

Rachel Brem: I stand before you today as a breast cancer physician, advocate, researcher, as a daughter, a mother, and a survivor, and I know what's at stake. I'm here to offer my strongest support for the bipartisan Breast Cancer Education Awareness Requires Learning Young, the EARLY Act. This legislation is urgent. Cancer is no longer a disease of aging. Rates in individuals under 50 have dramatically increased, and breast cancer is now the most commonly diagnosed cancer in women aged 20 to 49. In younger women, it's much more aggressive and more deadly. Black women under 50 are twice as likely to die from breast cancer as their white counterparts. These are not abstract statistics, they're lives. Yet, despite this reality, we have no standardized screening algorithms and no broad societal recommendation for women under the age of 40 at average risk of breast cancer.

Speaker #4: I'm here to offer my strongest support for the bipartisan Breast Cancer Education Awareness Requires Learning Young, the EARLY Act. This legislation is urgent. Cancer is no longer a disease of aging.

Speaker #4: Rates in individuals under 50 have dramatically increased. Breast cancer is now the most commonly diagnosed cancer in women aged 20 to 49. In younger women, it's much more aggressive.

Speaker #4: And more deadly. Black women under 50 are twice as likely to die from breast cancer as their white counterparts. And these are not abstract statistics.

Speaker #4: They're lives. And yet, despite this reality, we have no standardized screening algorithms and no broad societal recommendation for women under the age of 40 at average risk of breast cancer.

Speaker #4: No routine screening, no safety net. This is a critical public health gap. Because there's no system, there must be awareness. When there are no guidelines, there must be education.

Rachel Brem: No routine screening, no safety net. This is a critical public health gap. Because there's no system, there must be awareness. Where there are no guidelines, there must be education. When there's no screening, there must be empowerment. We know that early detection saves lives. When breast cancer is detected early, survival exceeds 99%. When detected late, survival dramatically falls. That's the difference between life and death. While we continue to study the why, we must act on the what, and what we know is this: early detection works. Education works. Awareness saves lives. Congress has already recognized this gap through the EARLY Act. This program provides critical education and outreach to young women, particularly those at higher risk, empowering them to understand their risk, recognize symptoms, and seek care early.

Speaker #4: And when there's no screening, there must be empowerment. We know that early detection saves lives. When breast cancer is detected early, survival exceeds 99%.

Speaker #4: When detected late, survival dramatically falls. That's the difference between life and death. While we continue to study the why, we must act on the what.

Speaker #4: And what we know is this: Early detection works. Education works. Awareness saves lives. Congress has already recognized this gap through the Early Act. This program provides critical education and outreach to young women, particularly those at higher risk, empowering them to understand their risk, recognize symptoms, and seek care early.

Speaker #4: At a time when there's no standardized screening recommendations for women under 40, awareness is not just helpful—it's essential. Strengthening and expanding this effort will save lives.

Rachel Brem: At a time when there's no standardized screening recommendations for women under 40, awareness is not just helpful, it's essential. Strengthening and expanding this effort will save lives. For the past 20 years, through the Brem Foundation, we have worked to ensure that women have access to information, screening, and care. The EARLY Act meets this moment. The Brem Foundation empowers young women, clearly mission-aligned with the EARLY Act. The EARLY Act builds awareness where there's currently a void. Simply put, this legislation will save lives. At the Brem Foundation, our motto is "Detect early, save lives." One in eight women in the United States will be diagnosed with breast cancer. This is not just policy, it's personal. If my mother had not been diagnosed when she was, I would not have had a mother.

Speaker #4: For the past 20 years, through the Brem Foundation, we have worked to ensure that women have access to information, screening, and care. The Early Act meets this moment.

Speaker #4: The Brem Foundation empowers young women—clearly mission-aligned with the Early Act. The Early Act builds awareness where there's currently a void. Simply put, this legislation will save lives.

Speaker #4: At the Brem Foundation, our motto is: detect early, save lives. One in eight women in the United States will be diagnosed with breast cancer.

Speaker #4: This is not just policy—it's personal. If my mother had not been diagnosed when she was, I would not have had a mother. If my cancer had not been diagnosed early, my three daughters would not have had their mother.

Speaker #4: And I would never have had the privilege of meeting, loving, and impacting my six granddaughters and four grandsons. And this is just not my story.

Rachel Brem: If my cancer had not been diagnosed early, my three daughters would not have had their mother, and I would never have had the privilege of meeting, loving, and impacting my six granddaughters and four grandsons. This is just not my story. This is the story of families across America. The EARLY Act is an opportunity, an opportunity to give every woman a chance to live, to raise her family, to contribute to our society. I urge this subcommittee to act with urgency because early detection is not just a recommendation, it's a right, and it's a right that we must ensure for every woman in this country. Thank you very much.

Speaker #4: This is the story of families across America. The Early Act is an opportunity—an opportunity to give every woman a chance to live, to raise her family, to contribute to our society.

Speaker #4: I urge this subcommittee to act with urgency, because early detection is not just a recommendation—it's a right. And it's a right that we must ensure for every woman in this country.

Speaker #4: Thank you very much.

Speaker #1: Thank you. And now, I recognize that I said 'A. Hearn' in the introduction. Do you pronounce it 'A. Hearn'? Which do you prefer?

Morgan Griffith: Thank you. Now I recognize, and I said Ahern in the introduction. Do you pronounce it Ahern? Which do you prefer?

Speaker #5: Thank you, Chairman Griffiths and members of the committee. I am Holly Ahern.

Speaker #1: Ahern: OK. And the reason that I ask—and it's kind of fitting at this hearing—is that I spoke on the floor one time, actually back in 2018, about an earlier bill that dealt with ALS in some ways.

Holly Ahern: Thank you, Chairman Griffith, and members of the committee. I am Holly Ahern.

Morgan Griffith: Ahern. Okay. The reason that I ask, and it's kind of fitting at this hearing, is that I spoke on the floor one time, actually back in 2018, about an earlier bill that dealt with ALS in some ways, and one of the people that I knew was an Ahern, who had passed away, a lawyer in the Roanoke Valley. That's why I just went naturally with that without looking at my phonetic notes that were given to me, and I apologize to you. Ms. Ahern.

Speaker #1: And one of the people that I knew was an A. Hearn, who had passed away—a lawyer in the Run-up Valley. So that's why I just went naturally with that without looking at my phonetic notes that were given to me.

Speaker #1: And I apologize to you. But Ms. A. Hearn, the floor is yours. You have five minutes.

Holly Ahern: Yes

Morgan Griffith: the floor is yours. You have five minutes.

Speaker #5: I'm not on. I'm professor of microbiology. I'm also a Lyme disease advocate and co-founder of Lyme Action Network in New York State. I'm also co-founder and the chief scientific officer of ACES Diagnostics, a company with a mission of developing a clinically accurate and accessible diagnostic test for Lyme disease.

Holly Ahern: I'm professor of microbiology. I'm also a Lyme Action Network advocate and co-founder of Lyme Action Network in New York State. I'm also co-founder and the chief scientific officer of ACIS Diagnostics, a company with a mission of developing a clinically accurate and accessible diagnostic test for Lyme disease.

Q4 2026 Nextech3D.ai Earnings Call

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