 We laid out a vision Monday morning. We talked about how we're building out, we're developing energy assets, thermal electric, a lot of great technologies. And I'll say what's wrong with the industry, right? And why things haven't moved even quicker isn't for the lack of technologies, for the lack of integrators. So we've been integrating a better approach of how to go to customers and existing and new build. So that's what we were announcing this week is we're developing, we announced a consortium of other engineering firms. We're developing energy projects and ultimately to own and finance these projects as well. So in that context, we've had an interesting week of announcing another partnership with, so we have this consortium with SMS Engineering, Sustainable Tax, so two engineering firms who can help us design these types of systems. We also announced a great partnership with a group called Empowered. They're out of the Kitchener Waterloo area and amazing technology. So they're using artificial intelligence. So think of it this way, we have buildings, you can optimize it, run it efficiently, have all renewable energy, right? And as much as you want, as much as you can, but if you're connected to the electric grid and there are certain demand days, certain peak days that cause a lot of peak use in the province, in Ontario as an example or even Alberta, then if you have a same coincidental peak of your building versus the province's building, you get dinged a much greater portion of the electricity charges for the following year. So partnering with Empowered was about using their AI that can tell you which two hours to curtail your energy to avoid those charges. That was announced yesterday. And then today, this is what we're gearing up for. We've told people we're going to be growing and acquiring and building out the business. Today we announced, we signed an LOI, a letter of intent with a Canadian organization that has already secured a number of really cool battery, renewable energy, technology rights to Canada, and particularly around the PACE program, which, and I'll get into that in a few minutes. So this person has a certain pipeline of leads and prospects we're going to now nurture in addition to all these rights exclusively in Canada for very particular purposes. And we're looking to acquire those assets in the coming weeks and months. Wow. It's been a busy week. Yeah, seems like every week with you guys is busy lately. And we're really in the dead of summer right now. We're right in the hall this summer. Yes. It's probably the hardest time for the stock market, let's be honest, for all companies from the Apples all the way to the UPIs. It's summertime, people are on vacation, people are spending time with their kids. But the thing I love about what you guys are doing is that it's business as usual for you guys. I mean, you don't care. You don't care that it's the middle of summer. You guys are- I care, I've been really busy of late. I haven't had a lot of personal time. So I care from that, but we're putting out a lot of stuff and it's all, I hope people can appreciate your viewers can appreciate. It's all connected. It's connected to what our strategy is, what the plan is. I'm tying my best to make sure that energy resources are bundled into a cohesive group. And you can start to get why we're putting out the announcements we're putting out. But it is, it's a slow time. And it's a great time to get information out for people who are paying attention. But certainly there's fewer people paying attention than pre-summer. Oh yeah, and you know what? It's the same thing I always tell clients is, it's probably the best time to do videos because there isn't as much competition. There just isn't. So when you're out there and you're telling your story, there may not be as many people watching, but you also don't have as much competition. So when you're telling your story, there is going to be less people telling their story. So you may get some new investors. You have no idea who's watching. Oh, Rich, we're definitely getting new investors, right? So that was part of our objective at the start of this summer. And the start of this program was we need to bring in thousands of new eyeballs, thousands of new investors into the company. So we've definitely done that. And then obviously there's other things we need to work on which I think your viewers will be looking for is what else we can do to do other things. And we're just gonna keep putting our best foot forward and we'll see how that plays out in the coming weeks and months. And I've got some questions for you. I know the audience has some questions for you. So one of the things when I read this press release that caught my attention, whatever it was, there was a point here that it really caught my attention was that PACE is doing as of 2019, over 200,000 US homeowners have made five billion USD in energy efficiency and other improvements to their homes. So there's no explanation of how much revenue this deal is going to bring with it. Can you just kind of an outline on what you're thinking or- Yeah, so I mean I'll give you a sense of the PACE program and then I'll work it back down. So the PACE program, obviously globally everyone's trying to install and to become more low carbon or even net zero from a carbon perspective. And there's a cost to the capital cost there's a certain payback attached to a lot of those technologies. And it's not so easy. It's not so easy for every homeowner, a business owner to just sort of pull solutions and say let's install them all. It's a bit of, it's a lot of effort to convince them why they need to embark on a bunch of retrofits and things like that. So the PACE program, which is brilliant, it's this property assessed clean energy program which basically allows any say let's take a homeowner allows a homeowner to say, you know I have about $20,000 worth of upgrades. Maybe heat pump batteries, maybe some solar panels I have say $20,000, $30,000 worth of equipment I would love to install in my house to allow my house and my energy used to really come down take less dirty energy from the grid and become cleaner from an energy perspective. They might not have the capital room, right from a debt perspective. Maybe they're maxed out. Maybe they already have a mortgage and a second mortgage and there's a bunch of reasons why they might not do them all at once or they might not even do them at all. So what I'm looking at is and what the market did was said well how do we enable more people to buy these products and so you create a much bigger pie of all the sales going on for batteries, solar power and things. And so this PACE program is brilliant because it allows a customer to say I want those $30,000 worth of items I want to buy them today but I can't pay for them today. So what that allows them to do is stick it literally on the actual responsibility of the house, right? So it's now attached to the house. It goes into the property tax role and so from a municipal perspective when they're collecting the property tax you might have a 20 year contract to pay that off when your city is collecting your property tax they are intermingling, co-mingling whatever is an outstanding payment over the 20 years you're paying towards those assets you're paying off and it could be let's say a 10, 15 year payback but you have 20 years to pay it whatever payment you will make might be $100 a month it is committal of what you go on the property tax they do not distinguish between the two. So if you have an outstanding bill and you didn't pay off your entire amount of that bill even the property tax or even what you owe for renting or paying off that capital item they don't differentiate at the city. So if you're defaulting you're defaulting on your property tax they have absolute powers to take eventually your house if they need to. So if you're going to get your money you know it's attached to the value of the house and the city is going to guarantee that they're getting your money because that's what they do. So then if you're looking at funding those opportunities much greater, less risk, greater ability to collect it it then reduces the cost of that debt in order to finance those opportunities. So quite simply what that is it's going to allow the, it's going to enlarge the market opportunity for all these types of assets to be sold and installed and serviced. We're going to be motivated by that. And then, you know, so the second part of that is the company we're dealing with and their assets and their rights there's a lot of moving parts to it where the more that we're able to refine in this process refine the output of if you do this pilot this is what you get from a back end revenue and order perspective. We're in the process of will refine that so that when we do come back to the definitive agreement there's a very clear, at least a clear package and range of this is now what we're going to achieve for doing this deal. And then of course it's going to be how do we take this pace program and scale it across the country for our own products and services. So you know, I don't need to reinvent I just need to find a way to grab on, you know to attach to the wheel and get our fair share of it and we're doing that. Wow, that's incredible. It seems like you guys are getting your hands involved in so many different areas and love watching you guys evolve and I've been doing a lot of thinking over the last two years and I've been thinking about all the companies that have come from your level, you know 25, 30 cents to the senior exchange. So we've brought Mind Medicine we've brought vicinity motor corp we've brought standard lithium and soon TAT is going to be the next one that will be on the NASDAQ and these are all early stage companies that we brought first, we interviewed we talked about them when they were early stage companies and I started thinking, you know what's the next company that reminds me of these guys that have come from like a quarter to two, three, four, five dollars and now on a senior exchange and UPI keeps coming up in my mind. I keep looking at you guys and thinking you guys could be next and it's- Rich, I mean I can absolutely say this compared to our peers who are absolutely undervalued but it says nothing about what we've got in fundamentals so that's why I'm always excited every day we've got a lot of room to prove to shareholders why we're really good value for money and I can say that because against our peers versus our peers, we're very well undervalued compared to them. So there's a lot of room to grow for that perspective but you know, unlike and I think we've had this conversation unlike other companies not that there's a lot of them out there I'm not going to say that but we are building a foundation that it's going to allow and enable significant growth and significant, you know just multiples of what we need to do and if you think about it, you know some people might say, you know so a few things I'd say. One, some people might say, you know they seem to be doing a little bit of a lot of things is that really a good strategy? And I would say for where we need to get to you can't just walk there you need to walk into and make sure you get your, you know jump onto the different market opportunities get your piece in there and then you start growing each one some organically, some tuck under you need to build the foundation you need to build, you can't go build up a house a number of stories if you don't have a good foundation so and I need to do that fast and we've been doing that fast. Second thing is, you know I was here originally in this company and I came back but for 20 years, over 20 years I've worked on a number of leading projects and solutions and services that I'm taking that experience and knowledge of those relationships outside of what we've done is an HVAC services and building controls company and I'm bringing it in the house and I'm bringing those resources that knowledge, the context to scale our business. So it's hard to look at the business and say, you know can these HVAC guys really do these things? I've done these things and that's why we're now going to be able to execute it even better. So we're taking on a lot but I don't think shareholders would expect anything less. Yeah, I'm really impressed and I look at Berkshire Hathaway and I look at Warren Buffett's business and they're involving lots of things and they've got all kinds of businesses that they've been acquiring and they're trading at $400,000 a share, right? And they have to start somewhere and obviously I'm not necessarily comparing you to Berkshire Hathaway but I like the idea of acquiring your growth acquiring your growth maintaining a very strong balance sheet you guys have no debt as long as you maintain that and you can continue to maintain a strong balance sheet and you continue to acquire your growth you will not only continue to be undervalued but at some point the value and the market makers within this market are going to say, yeah, they're undervalued and we're going to see the price appreciate. Now I have some questions for you. Yeah, please. And then I got some questions from the audience. So first and foremost with today's press release you put out a vision unleashing the value from energy and announce a consortium agreement to develop energy assets. What is that? And how is that going to help UPI? So we are trying to do a number of things for the second half of this year and beyond and one of them is from an energy resource perspective I think that's where we'll get the greatest lift on this we're trying to build a platform of owning and financing assets. So those can be anything from building control assets to heat pumps, to boilers, chillers to entire systems of thermal electricity microgrids on a site. And so this consortium so if you think of it if someone's building a new Z-acondominium if there's different stages of when that developer that builder is hiring key vendors and suppliers the higher up we can get on that chain the better value for us an opportunity. So if we're not involved in the actual conceptual design of the energy system for the building what's going to deliver the thermal energy electric energy on site then you miss the opportunity later on as you triage it to get the right piece of work you want. So getting in earlier with the right design so building out those design capabilities to design really cost-effective energy systems and working with the building owners or the developers that's a critical piece in this equation if you're not at that level then you're just playing catch up and you're waiting for PO's purchasers to come down and get your piece we need to get involved early and so we're doing that we're having conversations with municipalities already having conversations with condo sort of apartment condo developers and talking about how we can bring the right solution set of technologies of design and as we start filling in those pieces we have the opportunity to bring financing the ownership of the assets maybe a long-term utility contract and then we can start getting our piece downstream as well so it's really getting in early enough to almost buy our work out of it in addition to buy our position to secure what we need to secure later so that's the real reason around that is it's protecting our turf creating a lot of greater value in what we're designing and then supplying and equipment and insulation and servicing but it's also gonna lend itself well to I'm trying to build an alternate asset class platform I'm trying to build something that will have millions and hopefully hundreds of millions of dollars in assets under management whether they're financed assets that get transferred out 10, 20 years from now whether we own them in the long run that will help our business go from X multiples to say 20 multiples I mean and that's it's that transformation of this business so that's really what that announcement was about and the consortium partners and I've known them for a number of years are great designers of engineering you know engineering designers of systems that not everyone out there even big engineering firms are good at designing these alternative energy systems gotta be really careful of your approach and we're very cautious and aware of what it is we're trying to build here I love it when I hear companies are building alternate asset classes cause I talked about Berkshire Hathaway we could talk about Google we could talk about Apple we could talk about Amazon we just had Jeff Bezos fly the outer space yesterday so they're used to sell books Amazon used to sell books right now we're going outer space so if the biggest companies in the world can be building alternate asset classes why can't the smaller companies this is how you build a big company this is how you have well there are a number of great examples that certainly have come out of Ontario who've done that and one of them I always pick on because I knew them well as EnerCare and EnerCare was publicly traded it built up a number of assets you know rented out hot water tanks and various assets to customers I mean they were making 20% unlevered in interest just for renting them out in addition to servicing them so you got the insulation revenue you got the servicing revenue and what happened with them when people finally figured out what that opportunity is Brookfield bought them for over 20 times earnings so there is something happening in the marketplace and you know I will definitely make sure we're on the leading edge of that we're always going to be the leaders driving might get my head against the wall a few times and try and achieve that but you need to get the front end if you want to get premium value that's what you need to be you want to just get low risk and no reward for your effort then you stay as a laggard we're not laggard here beautiful now you did touch base on building an alternate asset class platform can you explain to the viewers the benefit of that well I'll add to that question as well where's the opportunity right so if we look at say a hotel owner in somewhere let's say a hotel owner in Ontario you think of how they get all their energy their electric energy and their thermal right from let's say natural gas all that energy is coming from commodities you're paying so many dollars or so many cents for your kilowatt hour of electricity and you're paying so much for your gigajoule or your megajoule of natural gas coming in so as you need energy you're paying for every ounce of it you're paying for it as a commodity cost and so that system which I know very well I've done a lot of work in the sector that system is quite bloated it's bloated from the perspective of the all in costs that other people other utilities and other organizations secure themselves for developing those models they're high and they're getting higher and they're getting more expensive and so what they've created is this amazing opportunity that if I can go develop an energy system and supply of thermal from geoxchange or solar panels if I can develop solutions on site part in my language I can start raping and pillaging the loads away from those utilities and those sources and I can do it on site for far more costs effectively than what the current alternative is so the current standard is really expensive for what we can do on site and it's the integration of all these technologies that makes that really lucrative so then the second part is we know it's not like I have to go make a market that doesn't we know that this opportunity exists and it's about building up those contracts where now I'm going to own assets in those buildings I will own certain energy assets delivering thermal energy maybe I charge a capacity charge or a consumption charge but I'm going to own those assets in the long run and get my pound of flesh for what I've put up in capital and then some in return so we're making money on the financing of those opportunities whether the finance or we don't we're making money on the equipment on the installation on the engineering on the servicing you know it's a great model and that's why we're interested in this alternate asset class and if all of you all your viewers can look at this and think how many of you have a piece of equipment that you don't own in your house that you're just renting the sense of what that opportunity is more and more building owners and homeowners start to realize my core competency isn't to worry about my lighting system or to worry about how efficient my energy system is I think this just becomes another component for people to to own externally the outsource and to then maintain it and deliver value for money beautiful you just announced a partnership deal with N Powered another AI solution for PropTech walk us through what they do and what why it matters to shareholders yeah so again certain markets are different Alberta has a bit of this Ontario has a lot of this where the province right so the way that they procure energy or electricity they have all these contracts that they hand out for all this power they get from renewables and in some cases well a lot of hydroelectric in some cases cogeneration or you know natural gas fighter plants when it all adds up every day so every you know as you get towards throughout the day in peak periods they start turning on additional systems in the province that they pay for that power so what happens is you have so much money that the province is paying for that power right at a certain price in total and you divvy it up to all the local utilities to all the end customers and all of a sudden you find it at the end of any given day at the end of any given hour the reality is there's a big difference in what the province spent on power versus what they build out on power and so there's a gap of billions of dollars and in Ontario they call it the global adjustment and they say there's this gap of billions of dollars who do we give it to? How do we hand that out? And what they've said and it's a very arbitrary made up model but it is the way that people have to play it so in Ontario what they've said is okay those large industrial and commercial users based on how much energy use you have throughout the year you're going to get a portion of this and the way that we determine what portion you get of it is from April so May 1st to the end of April following year whatever top five peak days of electricity use in the province whatever peak periods whatever peak periods of five in that year if your electricity use in your business matches that so if you have a coincidental peak of electricity use the same time we have those top five days we're going to give you a larger share of whatever is left in the global adjustment than people who didn't have use during those five peak days and so there's a whole industry set up of companies like Empowerd who are monitoring temperature are monitoring when those likely peak days are going to be and think about it you can't just arbitrarily in advance of a year say oh we think it's going to be these five days you might have to pick 10 to 20 days you anticipate could end up being part of those five days and you send signals and messages to your customers to say curtail your energy for those four or five or six hours or you're going to get dinged and what we're talking about if you don't curtail and you're a large industrial user in this province and you don't curtail on those days you happen to match the same peaking you know it can be you know a handful of percent of electricity used for the year during those periods could amount to over 90% of your electricity bill for the following year so it's a significant version that can come your way so what does Empowerd do Empowerd uses AI to better predict and give signals to our clients and ourselves here's a two hour window go curtail so they're better than other people out there who are just giving here's a six hour window we think you could curtail today one they're very good at saying here's a two hour window that's least effective least intrusive to my business second thing that happens on this is so we're a partner with them we get a percentage of the savings as they get in that relationship with that customer for saving the money so that's how that would work but the second part is when you give that signal to any business in this province or Alberta anywhere that says go curtail your energy what do they do with it most businesses say oh am I sending a shift home am I turning things off we have the capabilities and the building controls and the ability to automate things to have another layer of supervision that says oh we just got a signal and then we turn it off and now we shift things down for two hours and we bypass that curtailment period so the point is it's a good partnership it's gonna allow us to really maximize the revenue I mean saving opportunity for customers but really for ourselves generate revenue for our customers really show value it can be as efficient as you want to be every single day if you miss those days right or your coincidence will peak with them you're doing it so we're gonna help you mitigate that that's great now UPI indicated that you were looking for acquisitions this year and two weeks later here you are announcing an LOI to acquire a microgrid service company which we talked about earlier what are you looking to acquire and where does this fit in the plan for growth so this fits into the energy resources so think of it the energy resources side is the one area and why we kept it to the latter half of figuring out technologies we don't have a lot of internal skill sets from doing a lot of the energy resources putting in solar panels we don't have a lot of the resources in-house to do a lot of that so as we go and build out those partnerships and build out the ability to that's why we partner with engineering firms as an example to generate those deals we now need to start landing on what's a reasonable platform to bring in the door to be our start platform for that energy resources side so there's a reason for the timing of it having a new, you know, a business unit or a business that sits underneath universal prop tech that has a skill sets has a pipeline, has the assets that becomes a bit of a hub and spoke model to then start building the rest of the energy resources around that platform so the timing of it made a lot of sense we've known about this opportunity for a while been nurturing it so we think the timing is great to really get this consummated the next few weeks or a month or so so for the viewers when does the result when does this result in deals how quickly will these recent announcements allow you to close deals it is a great question and what we're doing similar to what we did and I think this is what I need people to look at similar to what we did in January and February where we started bringing in a number of technologies about a quarter or so later you started to see, oh, there's some announcements there's some deals so I just, you know, to manage expectations we brought a lot of these in there are targets and things we're working on with all of them but now, you know, I look at August and it's turning our sights to how are we integrate how do we get, how do we put together the right marketing packages, sales packages and get this out the door and start getting a lot of great contracts attached to them so, you know, our year end is the end of August I do not see these speeding out immediately into this fiscal year, obviously but it's setting the great foundation for this upcoming, you know, Q1, Q2 of the next fiscal year so I'm excited so there'll be a bit of a lag effect but some of the projects a good example, energy resources some of the projects we look at we could land a relationship with, say, municipality we can do a number of it would be, you know, assessments options analysis of what technologies to use for that new, you know, 68 website, let's say so there would be announcements along the way of we've secured a relationship to AccomplishX right and engineering are some dollars in there and then it becomes, oh, we've now secured a utility model and then what comes with that there's additional design there's actual equipment sales there's revenue on construction so some of those products can take years but you'll start to see remnants of everything we're talking about within the next one to two quarters for sure that actually leads into some of the questions from the community this is from Brody, one of our club members can we get a timeline update I know you touched on some of this stuff so you don't have to reiterate too much but just maybe kind of consolidate I'll be quick can we get a timeline update on the release of the Q3 financials and can we expect to see some revenue growth this quarter as a result of the various developments which we just touched based on in the last couple of months so in the next week you'll likely, well, you will see that by the next week I haven't seen the latest draft but, you know, yeah so I can't comment on what's in there but I haven't seen the latest draft so we've, you know, we've had a good quarter of making some investments so now we're gonna see how some of that materializes and we've been public about our backlog of really the sales that have come in so now it's about chewing that through and getting that converted over into revenue but we made some good investments over the Q3 Great, very good so we can expect to see revenues sometime next week then Yep Perfect, so that's, you know we're about a week away there guys that's good news this is from Riley another member of our trading club with kids going back to school in September can we expect more school board contracts in the pipeline? Great question Riley Yeah, great question I would say, you know, the quick, yes for sure we'll see more I would say, and I've commented on this before a lot of school boards haven't really aligned themselves to what their strategy is yet so think of it as no one's, you know it's not like, you know would have been logical summertime, they've all picked their procurements and they're now all rolling everything out that hasn't happened in fact, I think even today I've seen in the news one of the political parties in Ontario is really pushing the province here the government to spend money on upgrading HVAC systems and equipment, air purification in schools so a lot of those procurements haven't percolated through yet I think they're still going to so there's always a great opportunity for us to get our fair share of that we're certainly not missing our share of that we're waiting for a lot of those procurements to keep rolling out and you know, another perspective too is people aren't in a lot of these buildings at the moment so I think the dust hasn't settled as to what is it that they're all going to need to do going forward beyond, you know I think repair jobs were done but as to new capital I think they have to make a lot of strategic decisions or they're going to install equipment that will be there for, you know like air purification equipment is it indoor air quality monitoring they're still playing that out and we hope to be pretty critical in a lot of those decisions as well so I think you'll see more of that in Q1, Q2 we should see a lot more procurements coming out and hopefully being awarded and we'll get our share of that Fantastic, it's another question from one of our top members in our trading club huge news, huge outdoor adventures go and subscribe to his YouTube as well in Frank's opinion, what does the market need to see from them to move the stock price up? You know, a lot of people ask this question and I'm always trying to find the most politically correct way to say it it's in my opinion, it's not for lack of you know, we're certainly still undervalued in my opinion, we announced a program a program is a great opportunity we brought in a lot of new shareholders a lot of new investors a lot of new people watching this stock and I think clearly in hindsight it was an opportunity for maybe other investors who are content with what they've done to date to go redeploy their money elsewhere I don't think it was a slight in any way on what we've done as opposed to it's just a time for them to take the profits and run so that wasn't the intended design of everything but at the end of the day and your viewers get this there were layers of stock we know that there was a number that was chewed through that was really early shareholders that were sort of chewed through and I think just another layer that's being chewed through at the moment but at the end of the day we're really excited with the story and the narrative I can tell you from all the information we've had of people looking at our program and everything that you've seen we're well above average of the attention it's garnering of our US numbers are way up from overall volume so that's been really exciting and it's just things to build on we're not done so we needed more eyeballs and I said this on your show last time we needed more eyeballs on this now we have that and we have more stakeholders more shareholders for sure and now it's let's continue to feed the beast let's continue to feed the information so what it's gonna take is there's a certain investor or a certain shareholder I think I'd love to see and as people who appreciate what we're building and who realize we're at the early stage of building that foundation and maybe the other part of the answer I would just say yeah there's probably enough people out there who look at this and think oh it was about a spot like 19 and we're not a one-trick pony and while I think that's still a great investment and we cannot wait for when they give us their update which I'm Chris, my CEO and I all the time we know how great it is we know how great it's working it's just we can't say details until they do so I think there's a segment of investors probably original investors who looked at that and said is that we're waiting for that so to each their own but I'm quite comfortable with some of the outcomes of what we've done in this program and there's other reasons why I think that level is where it's at and certainly not because we as management have done anything that's been detrimental to that so I'm quite excited of the narrative we have at this point kind of reminds me of Facebook when I when Facebook did their IPO I loved Facebook day one I invested in them at around $33 and I remember they went down to 13 bucks and I remember people panicking selling and losses I never sold I waited and then eventually came back up to $30 went to $40 at which point I sold and now 10 years later when I look at Facebook it's at $350 it's up 10X since it's IPO day it's one of the richest companies in the world it's got more cash on hand than anybody else but initially when they first IPO and people forget about this they went down and that was early state investors there is an alignment that has to happen at regular intervals of who our shareholders are and their appetite and their interest level that match the alignment of what our plans are and our trajectory and where we're going and again it's not a flash in the pan it's not a get in, get out that's not what we're building now I get that that's what other people might do so from that perspective as that alignment continues to occur and that we get people and we can't choose them but we get people who start to appreciate the value of what it is that we're building and how we're building it have me think about it we're here and there's people who are walking out their profit and whatever they've done to date and people who've been in and who are probably underwater but you look out and where I'm going and what we're trying to build to lure in and to convince the institutional investor to join our narrative in the coming months to years you can see there's a trajectory of what it is we're trying to achieve and so it's just a question along the way of making sure we have the right alignment in my opinion of shareholders who appreciate that value versus shareholders who are looking for something quite different so I'm quite comfortable with where it is we're going so I might not please everyone but if we're not on the track we want to be on what the hell are we doing so I'm pretty confident where we're going yeah and our community is really really happy with UPI and a lot of our members are holding the stock and I just want to remind everyone that these videos are information and education purposes only we're not sitting here telling anyone to buy the stock we want you guys to learn about the stock we do these interviews so you can understand what's happening behind the press release and you can ask questions to the CGO the Chief Growth Officer Frank who's with us live that's why we do this we don't do this to try to entice you to tell you to do anything we do this to educate you hopefully inform you and allow you to learn about an early stage company that could be the next success story similar to the standard lithiums which are up 600% mine medicines which are currently trading up 1000% TAT which is currently trading up 900% vicinity motor corp which is trading up hundreds of percent these are all companies that we great track record yeah great track record we've identified I believe in the last two years we've identified 16 companies that have gone up over 1000% I don't know anyone else that has that track record not only have we identified those companies we've interviewed the CEOs we've talked about the companies we break down the fundamentals and then we do these types of interviews so that we can understand the companies intrinsically and that's what we really like to do and that's what we take a lot of pride in now Joshua has a question here it's more of a statement which we can just kind of talk about UPI seems to be turning into the Walmart of HVAC well that would be good just like how Walmart started selling groceries et cetera UPI will be a number one stop shop for all HVAC and healthy building needs what do you think about that statement? I appreciate that I know the sentiment behind it I would say there's an element of that yes but I would say I'm more interested in being a higher value premium in what it is we're trying to build the net and more integrated play than necessarily say a low cost option supermarket so from that I mean I do get the perspective and there was other companies out there who are trying to build a bigger distribution arm that's basically on a low cost basis it's value there's a lot of transformation occurring in this industry right the relevance of PROPTEC in real estate operations the relevance of low carbon and this new energy paradigm shift away from the traditional fossil fuel and the traditional regulated energy model and there is an opportunity to take advantage of that and become the trusted advisor bring solutions get your value premium embedded in there generate your stickiness with customers before it becomes a very mature market and hopefully by the time it's very mature we ourselves are very mature and much larger and we can use a maturity for dividends for future shareholders so I appreciate the sentiment I think that's great I probably would disagree that we could really mop up opportunities but I'm definitely interested in building out more value premium solutions the necessary low cost option place the barrier to entry allows me to do that and as long as I bring in the odd exclusive technology into the mix I create a barrier to entry that doesn't cause me to have to fight for crumbs on the bottom with a low cost option play Very good and this is from Sean Mack that's correct but instead of buying this stuff outright it's leased or financed and maintained all by us is that a correct statement? Yes, I mean that's certainly the intention is to grow that model and I can tell you in my experience 20 years doing this not every customer is comfortable not every customer has reached a level of yes I'm willing to outsource that and take that on increasingly I mean it's growing increasingly that will become more of the trend and more of the I think the natural evolution of what people do with their buildings and their homes and we wanna get our fair share of that and you can just point to what's already happened in the market and I keep picking on enter care because I remember sitting down with the CEO numerous occasions and we were talking about as big as they were over two billion market cap at the time they were still struggling with their own narrative I mean here we are I don't think I'm struggling with my narrative but they're struggling with their narrative to get beyond 10 times earnings for what they were developing in deploying capital and these types of rented assets and servicing them and but you know you just need to get the right investors the right shareholders who appreciate that value and then they sold for over 20 times earnings and taken private I'm sure they'll be back public soon enough but there's more than enough evidence to support what it is we wanna do and what we're building and the one nuance that I want everyone to appreciate is if we just try to do what enter care did fine it'd be a great model we'd have a lot of fun doing that but the one fundamental difference is it's not just renting assets and servicing them I want to service the customers and taking data and prop tack and AI and understanding how we help them daily hourly by minute with their choices would make us just generate the best stickiness so that we control the downstream spend and that's the vulnerability in more old fashioned models of owning assets and servicing them I want to also service the customers and that's a whole data insight play which we keep building up with our AI solutions embedded I have a question from whale gabber says when are you planning your next capital raise and how much any You know, I mean, it's a great question obviously we get all kinds of comments and suggestions from people and in early on we had people saying go do raise, go do raise now I can tell you from great conversations with my CEO that we're very content in what we have today I think a lot of our growth going forward can absolutely come from the form of it'll be acquisitions through shares through debt specifically attached to certain acquisitions and ultimately vendor take back so I think there's a lot we can do as a business to really minimize dilution and minimize I mean, everything we do has to be creative really minimize impact on existing shareholders and that's something that my CEO and I have been pretty blunt about with people around us that's the model we want and so I think shareholders would be happy with that other people might not be that's not the model they want that's the model we have and I think as certain opportunities play out and they might require more cash attached to them that's a nice problem to have to build that alternate asset class but I think there's other opportunities there that wouldn't necessarily be purely diluted so we'll see how that plays out This is a question from Troy Welsh who is one of our club members but he's also a shareholder I know he got in a 24 cents just recently really believes in the company what do you want to achieve for UPI by the end of 2021? Well, one, thank you very much for believing in us we appreciate that what do you want to achieve? I think so I'm not going to get into from a numbers perspective because we haven't done that publicly clearly from a plan perspective I certainly want to have enough acquisitions being nurtured being announced, being worked on that's obviously number one I think as I look out it's we're not I don't want to do this organically we need to have other acquisitions and other deals allow us to grow significantly for the following year and that's where I think by the end of this second half of this calendar year would be some announcements to that effect and pathways to much larger revenue streams attached to them so whether they're tuck-unders or new acquisitions and sales of particular assets under energy resources or controls we've certainly built enough for the infrastructure to accommodate some significant growth in different verticals but I'd love to see some acquisitions being announced, LOIs, whatever stage they're in that's something more tangible for shareholders to see and I think that's highly feasible Thank you very much for answering that question this is from Jesse Moll asking are you going to focus a lot on expanding into the United States and continue to expand into schools and such for 2021, 2022? So I'll take it in reverse schools, campuses, big plans working with them we have some great advisors who would be very active in that and so we are putting together a bit of a plan and strategy to scale what we're doing for school boards and campuses today so I definitely would see something that would be more tangible for the end of the year and you should see good examples of that or outcomes of that I think that's a huge opportunity for us and ones that because they've been closed for so long they probably haven't increased the they haven't increased their capital spend as much as they probably should have and is sitting there so we'll get our share of that The first part of the question now was are you going to focus a lot on expanding into the United States? Oh yeah, that's right, United States you know, I think the quick answer is there's absolutely more operationally efficient targets I'd like to go after in Canada and sort of expand that and reaching capability it's just easier to do it from a traveling oversight perspective the challenge you have with you know, we're not a large company the challenge you have with buying companies that might be our size or smaller in other parts of the United States you know, one thing I've learned over the years is you can go buy really good companies and with great people but you always need to be prepared to step in in a moment's notice and do things that have to get done so I think the proximity to that the further away would just mean the bigger the greater the opportunity to sort of offset that type of risk so we'll be a bit more opportunistic of what we see I guess just two trajectories one is a bit more opportunistic of the size and the types of business in place in the US that makes sense that can warrant that effort without the risk of not being close to them and the second one is we are building out a pretty robust distribution program so as that distribution program takes us into markets and grows sales in certain areas that itself creates an opportunity to maybe scale or leverage the knowledge the context of relationship off that so we'll see sort of what becomes the first flag you know, putting a flag in the US market from an operational perspective we'll see how that plays out but we're definitely looking to do Canada probably more quicker fashion and we're being a bit more opportunistic in the US but there's a lot of great targets it's really, you know I've said this before one they want to have to sell is it at the right time for them? This market is changing HVAC, HVAC services, indirect quality air purification it's not like people are gonna be hurting in this type of industry so why is someone selling and then why are they selling to you? So the first one I can't solve why are they selling hopefully, you know we get our share of who's looking to sell the second part is we've spent the last seven plus months now of building a platform that people want to sell to there's two equations we're solving what's a target that wants to sell can we convince them but two has to be why us and I think we put a pretty good plan and infrastructure together to convince them that we're a company worth taking shares in and you know, it was a good question prior to this if, you know do we need cash for things like this? If they believe in our story we won't need cash for it and that helps keep our cash close and it helps make sure what we do is accredit quite immediately and bring in the talent you want to join us. A question from Jeffrey Lutz another club member who's actually in the United States what type of corporate culture do you aim to promote and how do you create that culture? Aim to promote Yeah, I mean, I think it's a tough one I'm not sure all the different terminologies of that but I think a corporate culture where we're all incented to, you know there's no limits everyone's incented to be as open and as blunt and as you know, provide value and even criticism as much as they can so we have changed the culture of what we currently have a bit where far more open, far more innovative people are excited, they're invigorated as to what it is some of our plans are and what and how they can play in that so it's a very open culture it's a very you know, open door, open culture how do we all learn, how do we all create value and how do we make sure people have always said there's three things we have to do well if we want to be successful let's yes, provide value to shareholders provide tremendous value to customers but if we don't care about our staff and the same vein of those other two then we're not, there's no longevity to this plan so I'm a big believer in investing in people and their ideas and that's really the culture I think that we're building that's certainly what I'm building and I think it's working and the testament of that so far is there are people who are coming back who left this company years ago who are leaving their jobs coming back here because they really like what we're putting together and that's a pretty good sign Absolutely, one last question from Troy Welsh one more big question, would you do share buybacks and would you be willing to put more skin in the game? You know, we haven't had those conversations so I couldn't tell you one way or another I think there's enough other things we can do with our money and sort of I've talked about we're open to vendor take backs we're open to buying companies and some shares, some vendor take back but I think at the moment we're really just looking at the growth we can create for the platform and not necessarily while we're undervalued hasn't been a thought or hasn't been a strategy to say like others have done, gee, let's go buy back more of our shares you know, I think there'll be more so we're ending the end of our fiscal year at the end of August I'll be spending most of August and then some really getting our corporate year so I'm sure there'll be opportunities to have conversations about all this Okay, great, well those are all the questions we've got we've been live for almost an hour for a few minutes time flies when you're having fun thank you so much for joining us again today the chief growth officer of Universal PropTech Frank Carnavelle Frank, do you have anything else you want to leave us with before we say goodbye? Yeah, no, just to say I think for all the viewers, thank you so much your questions are great, really appreciate it and I know a lot of you guys and a lot of you folks are on our Telegram channel thank you very much and keep asking questions as all of you know, I have no problem answering questions ask them all you want and there's channels to do that in Rich, it's always great being on your show really appreciate the time and you know, I think if there's anything else we're not going to slow down we're still not going to slow down regardless of whether programs come to an end soon those things it's a very aggressive agenda really engaging a lot of people to make things happen and I really look forward to the rest of the year that's for sure I think you guys are doing a great job thank you for joining us again again today to break the news and we'd love to invite you back anytime you have any other big news you want to break down or if you just want to have a discussion talk to the members because there are a lot of members within our community that are holding the stock that are buying the stock that are positioning themselves on the stock consistently so once again thank you for your time today Frank Carnovelle Chief Growth Officer of Universal PropTech UPI in Canada UPIPF in America and 8LH in Frankfurt, Germany if you're not winning, you're not watching we bring the winners and we bring them to you first I think this company is undervalued underappreciated, underexposed at these prices I think the sky is the limit and thank you for your time today enjoy your summer everybody have a great day enjoy the green day Monday was a tough day but the market's giving it all back like we said it would we're in the midst of a bull market and every time the market goes down it's literally a buying opportunity and I think the same thing is going to present itself with UPI at these levels so thank you for watching thank you for your time thank you Frank and have a nice day Thanks Rachel Bye everyone