5 of the best muscle-building tips I’ve heard over 10 years in fitness writing – and how they’re helping me get ripped again
As TechRadar’s Senior Fitness and Wearables Editor and someone with 10 years of fitness writing experience, I know (on paper) a thing or two about the gym. At one point in my life, I had made considerable strength gains: I could crank out a set of 10 strict-form pull-ups, and I was very happy with […]
As TechRadar’s Senior Fitness and Wearables Editor and someone with 10 years of fitness writing experience, I know (on paper) a thing or two about the gym. At one point in my life, I had made considerable strength gains: I could crank out a set of 10 strict-form pull-ups, and I was very happy with what I saw in the mirror.
Alas, life happens. Due to a combination of moving cities (losing my old gym community in the process), age and changing my priorities from building muscle to running marathons, I’ve lost a lot of my old strength gains. I’ve switched my best gym shoes for my best running shoes.
NBA’s Summer League A Hot Bed of AI, Immersive Innovation Testing
The NBA Summer League is into its final week and with it the last few days when the NBA teams get a chance to evaluate rookie and young talent and when the media operations and technology team can test out new production gear, workflows, and more. “Summer League is one of our key opportunities to […]
The NBA Summer League is into its final week and with it the last few days when the NBA teams get a chance to evaluate rookie and young talent and when the media operations and technology team can test out new production gear, workflows, and more.
“Summer League is one of our key opportunities to really push boundaries of innovation, and we’re always thinking about how we can set ourselves up for future success alongside our partners,” says Ken DeGennaro, NBA, EVP, Media Operations and Technology. Among the highlights this year for the NBA is experimenting with multiple avenues of AI workflows that can not only consume and understand our very data enriched video feeds but also react and augment.
“All of this is still in the early stages, but being able to quickly contextualize and respond to live moments will be a true gamechanger for our content teams,” he says. “Our broadcast engineering team has been leading the charge on these initiatives, and we’re excited about the possibilities.”
Among the efforts are AI-driven event detection to audio mixing powered by EDGE Sound Research as well as intelligent camera framing through NEP Specialty Capture.
“We’re leveraging artificial intelligence to enhance both the quality and scalability of our workflows,” he adds. “These tests are helping us explore how AI can be intentionally integrated to streamline operations and elevate the production experience.”
EDGE Sound Research, for example, is working with Shure to make audio coverage of what is happening on the court more immersive and impactful.
A Shure Array microphone is being tested at the NBA Summer League.
“Leveraging cutting-edge hardware and software, we aim to bring fans closer to the game by amplifying iconic on-court sounds—like the squeak of sneakers and the swish of the net—while reducing background noise from in-venue music and horns. This initiative is designed to make every moment on the court feel more immersive, authentic and connected.”
Those tests use NBA Player Tracking Data to automatically generate a sub-mix, dynamically adjusting based on the positional data of players and other objects on the court. Another test, says DeGennaro, explores a more hands-on approach, where these audio objects are made available to a sub-mixer for manual control—allowing for greater creative input and flexibility in the mix.
With respect to on-the-court video coverage enhancements, DeGennaro credits Victor Cerejo, NBA Broadcast Strategy and Technology Support and the rest of the production team with driving the efforts.
“Spalding, the official manufacturer of our Renegade stanchions, has facilitated new camera positioning within the main column of the stanchion arm,” he explains. “We’re utilizing cameras such as the Nucleus and Proton and working closely with folks at Cosm and NEP Specialty Capture to identify solutions for this new position and evaluate all the new baseline views at our disposal.”
DeGennaro says a small square cutout in steel may not feel all that notable from the stands, but that seemingly small changes really do impact new ways of showing on-court action.
“As camera technology continues to shrink in size, the demand for access around the basket stanchion has grown significantly,” he says. “We’re now supporting a wide range of needs—from our broadcast partners and photographers to social and digital content teams. Currently for marquee events such as the NBA All Star Game and Finals, there are more than ten cameras strategically positioned above the rim, behind the glass, below the rim, and even at the base of the stanchion.” Despite all those already existing angles he says the volume of requests continues to grow.
“We’re exploring the introduction of a new camera position that offers a fresh angle for content capture—one that enhances storytelling while maintaining the integrity of the game experience,” he explains. “I have hopes this will become standard in the near future and inspire more ideas on how we can further innovate these core on-court elements for broadcast storytelling.”
NEP Specialty Cameras is part of AI testing workflows at NBA Summer League.
In addition to technical innovation, DeGennaro says the NBA is continuing to expand how it works with our partners at ESPN to reinvest in the industry. The NBA is advancing two interconnected initiatives through its collaboration with the NBA Foundation and Program Productions. One component offers hands-on experience for a local Technical Director, who will shadow cut a few Summer League games. In parallel, a behind-the-scenes tour is being organized for Team Inc., a Bay Area-based organization whose mission is to Train, Empower, and Mentor Black and Brown youth (ages 14–24) who are historically underrepresented in the sports and data analytics industries. Team’s goal is to help these young individuals secure meaningful careers in sports or related fields. Additionally, key ESPN staff members will engage with Team Inc. participants to share insights into career opportunities across both the production and technical sides of the industry.
“Thomas Kintner, Shane Smith, Alan McDonald, Kelley Nagi and the production, technical, and operations teams at ESPN are working with the NBA to find more ways to drive exposure and education around the industry for the next generation,” he says. “This includes connecting with students, speaking with them about employment opportunities and showing them around the truck.”
DeGennaro says each technology tested at the Summer League is selected because the NBA sees an opportunity to create solutions that can improve the production and/or fan experience.
“Our broadcast partners share our vision in so many ways and are trying to fill in similar gaps – that alignment is critical when it comes to driving efficiency when you consider the number of games that are played over the course of the 11 days,” he adds. “Everything we test out is intentional based on current goals and objectives that we are trying to solve for.”
And what does it take for technology to make the leap to being tested at Summer League?
“The set of criteria includes whether the technology can reasonably be implemented in a NBA game, how impactful it would be for the game presentation and our fans, and our ability to work the technology in at the Thomas & Mack Center without compromising any part of the unique in-person fan experience offered at Summer League,” adds DeGennaro. “These technologies and innovations that we test range across not just the live broadcast, but sometimes the way we play and officiate the game as well. This year, executing the basket stanchion camera across multiple vendors on both the Basketball and Technology sides is a perfect example of what we can accomplish when we work together.”
The $100,000 Camera System That’s Quietly Taking Over Sports
(Serena Williams argues a line call at the 2004 US Open via Clive Brunskill/Getty) During the 2004 US Open, Serena Williams received four shockingly bad line calls during the decisive third set of her quarterfinal match against Jennifer Capriati. Fans and commentators were outraged. Balls that were clearly in by a few inches were being […]
(Serena Williams argues a line call at the 2004 US Open via Clive Brunskill/Getty)
During the 2004 US Open, Serena Williams received four shockingly bad line calls during the decisive third set of her quarterfinal match against Jennifer Capriati.
Fans and commentators were outraged. Balls that were clearly in by a few inches were being called out, again and again. Everyone at home knew the calls were wrong.
Immediately after the match, Williams was issued an apology, and the umpire was dismissed. But 21 years later, the impact of this controversy is still being felt. Fans at home knew the calls were so bad because the TV production crew was utilizing a new technology called Hawk-Eye. Within seconds, a 3D model of the ball’s flight path was recreated through live animation, showing whether the ball was in or out in real-time.
The US Open then spent millions of dollars to install Hawk-Eye systems on all of its courts, setting off a chain reaction across professional sports. FIFA now uses the same technology to review goals, penalties, red cards, and offside decisions. The NBA uses it for skeletal tracking and officiating support. MLB even used an automated ball-strike challenge system (ABS) during its All-Star Game last night, and the NFL is officially implementing Hawk-Eye technology to measure first downs starting in 2025.
It’s not hyperbole to say that Hawk-Eye is one of the most important technological innovations in sports history. It has literally changed the game. Rather than relying on humans to make calls with their eyes, optical tracking technology has brought a new level of objectivity and precision to decisions that were once fraught with uncertainty.
Some people may not like it, but it’s only going to become more popular. So for today’s newsletter, we will cover everything you need to know about Hawk-Eye — how the technology actually works, its margin of error, the cost of installation, the company’s ownership structure, how the business makes money, and so much more. Let’s go.
Deltatre’s Endeavor Acquisition and the Race for OTT Supremacy
In a bold move to consolidate its position as a leader in live streaming and over-the-top (OTT) technology, Deltatre has announced its acquisition of Endeavor Streaming, a subsidiary of Endeavor Group Holdings, Inc., in a deal finalized in July 2025. This strategic union merges two industry stalwarts, combining Deltatre’s legacy in sports data and video […]
In a bold move to consolidate its position as a leader in live streaming and over-the-top (OTT) technology, Deltatre has announced its acquisition of Endeavor Streaming, a subsidiary of Endeavor Group Holdings, Inc., in a deal finalized in July 2025. This strategic union merges two industry stalwarts, combining Deltatre’s legacy in sports data and video streaming with Endeavor’s expertise in premium OTT platforms. The move underscores a growing trend in the digital media sector: the consolidation of fragmented vendors into end-to-end solutions providers. Here’s why this merger matters—and what it means for investors.
The Synergy of Strengths: A Technical Powerhouse
Deltatre’s product suite—D3 VOLT (a modular platform for live and on-demand content), FORGE (a cloud-native content management system), and AXIS (sports data and graphics)—already powers some of the world’s most demanding live events, from UEFA’s Champions League to MLB’s broadcasts. Endeavor Streaming’s VESPER platform, meanwhile, is the engine behind services like UFC FIGHT PASS and LIV Golf’s OTT offerings, specializing in monetization and global distribution.
The integration of these technologies creates a unified platform capable of handling everything from live event production to subscriber management, content delivery, and data-driven audience engagement. Clients like the NFL, NBA, and UEFA will no longer need to stitch together solutions from multiple vendors, reducing operational complexity and costs. For Deltatre, this means a broader addressable market: while it once focused on backend systems for large clients, the combined entity can now serve mid-sized leagues and regional broadcasters seeking turnkey OTT solutions.
Dominance Through Scale and Reach
The acquisition also amplifies Deltatre’s geographic footprint. While Deltatre’s roots are in Europe and North America, Endeavor Streaming’s presence in Asia and the Middle East—where OTT adoption is surging—expands its reach into markets like India, the UAE, and Southeast Asia. The merged company now boasts a client roster spanning 30+ countries, with contracts worth billions in recurring revenue.
Moreover, the deal aligns with the industry’s shift toward “direct-to-consumer” (D2C) models. Traditional broadcasters and sports leagues are increasingly launching their own OTT platforms to bypass cable distributors and capture subscription fees directly. Deltatre’s ability to offer a full-stack solution—content creation, streaming infrastructure, analytics, and monetization—positions it as the go-to partner for this transition.
Why Investors Should Take Note
The acquisition isn’t just about technology—it’s about capturing a multi-billion-dollar opportunity. According to market research, the global OTT streaming market is projected to grow at a 10.5% CAGR, reaching $258 billion by 2027. Deltatre’s move to consolidate its position ahead of this surge is a textbook example of strategic foresight.
For investors, the key takeaway is this: Deltatre is no longer just a niche player in sports tech—it’s now a full-stack provider in one of the fastest-growing segments of the digital economy. While the company remains privately held, its success could ripple through publicly traded competitors and partners. For instance: – Adobe (ADBE): Its Document Cloud and Creative Cloud tools are often used in content creation workflows that Deltatre supports. – Roku (ROKU): As Deltatre’s clients launch more OTT channels, Roku’s platform becomes a distribution partner of choice. – Silver Lake (SLG): The private equity firm that acquired Endeavor Group earlier in 2025 stands to benefit from Deltatre’s valuation growth.
Risks and Considerations
No deal is without risks. Integration challenges could delay the promised synergies, and regulatory hurdles in key markets (e.g., GDPR in Europe) may complicate data management. Additionally, Deltatre’s reliance on large clients like the NFL could expose it to revenue concentration risks if a major contract is lost.
Investment Takeaways
Buy into the OTT trend: Allocate capital to companies enabling D2C transitions, such as cloud infrastructure providers (AWS, Microsoft Azure) or analytics firms (Palantir).
Monitor Deltatre’s public partnerships: Even as a private company, its collaborations with public tech firms could hint at future IPO plans or strategic investments.
Watch for industry consolidation: Deltatre’s move may trigger copycat acquisitions in adjacent sectors like virtual reality streaming or AI-driven content recommendation systems.
In closing, Deltatre’s acquisition of Endeavor Streaming is more than a merger—it’s a declaration of intent to dominate the next era of live streaming. For investors, the question isn’t whether to bet on OTT’s growth but how to position themselves to profit from it. Deltatre’s strategic play offers a blueprint for success in this high-stakes race.
Friedkin Forms Pursuit Sports to House Soccer Clubs, Hunt Big 4 Team
Billionaire Everton FC and AS Roma owner Dan Friedkin has formed a new sports-team group, Pursuit Sports, to manage his soccer teams while actively hunting for a franchise in one of the big four North American leagues. Friedkin, who also owns AS Cannes of France, will announce the formation of Pursuit Sports later Wednesday, naming […]
Billionaire Everton FC and AS Roma owner Dan Friedkin has formed a new sports-team group, Pursuit Sports, to manage his soccer teams while actively hunting for a franchise in one of the big four North American leagues.
Friedkin, who also owns AS Cannes of France, will announce the formation of Pursuit Sports later Wednesday, naming former Clearlake and Fenway Sports Group executive Dave Beeston as Pursuit’s CEO.
“The intention has been to form a parent company that would do two things: provide operational excellence—amplify our operations for the clubs we own now—and evaluate opportunities to grow,” Beeston said on a video call. “When I wake up I am thinking about how I am helping Roma, Everton, Cannes get to where they want to get to … and at the same time thinking about growing the company through acquisition.”
Growth seems to be top of mind for Friedkin. The billionaire was one of four finalists to buy the Boston Celtics this year and has held discussions with the NHL about bringing an expansion team to Houston. “Truthfully, there’s a focus on the next thing we do—in North America and not soccer would be my guess,” Beeston said. “We are actively evaluating a few opportunities right now across the sports that you would think. Our focus in the short term and medium term is teams. Sports is the last must-see viewing opportunity. We want to be where the eyeballs are.”
The creation of Pursuit Sports formalizes the big-game hunting instincts of Friedkin. The 60-year-old businessman made his now $8.2 billion fortune on the strength of his family’s Toyota dealership network, which he took over in 1995. Over time, Friedkin expanded into luxury resorts and golf courses, and got exposure to team sports though naming right deals that slapped the Toyota brand on the Houston Rockets arena and FC Dallas and San Antonio FC stadiums.
The leap into team ownership came in 2020, when Friedkin, with children Ryan, Danny and Corbin, bought AS Roma for €591 million, or $701 million at the time. In 2023 they bought AS Cannes, once one of France’s top clubs but long stuck in the country’s fourth tier, for an undisclosed amount. Last year the family swooped in to buy Premier League club Everton for a reported price greater than $500 million after that club’s failure to close a buyout by Miami’s 777 Partners.
Friedkin hired Beeston in February to head what has now become Pursuit Sports. Beeston is best known for a 12-year run at Fenway Sports Group, where he rose to chief strategy officer, overseeing FSG’s mergers & acquisitions efforts, including the purchase of the Pittsburgh Penguins. He left FSG to join Chelsea FC owner and private equity giant Clearlake Capital in August last year, but Boston-based Beeston missed operations work—and the commute to LA didn’t help. A December meeting that ran to more than five hours of conversation with the Friedkin family led to the switch.
Beeston is quick to note that the formation of Pursuit Sports isn’t to create a multi-club hierarchy where lower clubs feed players up to higher clubs. Club management and player decisions will remain separate from each other and led by the local executive slates. “We’re focusing on ways we can scale where appropriate,” Beeston said.
What might that look like? Beeston suggests the success of FSG could be a road map. “One of the companies I oversaw by the end of my tenure was Fenway Sports Management, which was selling sponsorships for the Red Sox, NESN, Liverpool, Penguins, PGA Tour, Boston Common Golf. The more you can scale that, it doesn’t sacrifice anything, because it drives incremental revenue.”
One example: Submarine advocacy group BuildSubmarines.com expanded a high-profile Red Sox sponsorship across more FSG properties, looping in RFK Racing to brand a car for NASCAR’s New Hampshire race last year, for instance.
Another operational benefit can come from sharing technical and strategic resources among clubs. Friedkin recently bought Insight Sport, a London soccer sports tech business that is the first non-team asset housed in Pursuit Sports. While Insight’s purchase price isn’t publicly disclosed, the business is very profitable, pulling in revenue of £332,500 ($445,000) last year, about half of which was net profit, according to a financial disclosure filed in the U.K.
Beeston declined to discuss potential purchases in NHL, NBA, NFL or MLB, other than to note the family probably prefers control stakes compared to limited partner interests. “It would be silly to rule anything out, but our focus is more on areas we can control, because we intend to be the best operators,” he said, adding, “We got to prove it still.”
Of course, it’s not always simple: AS Roma fans protested the American ownership this past season after the club won just three of its first 14 matches, falling to 15th in the Serie A table before recovering to close the season in fifth place. Similarly, Everton seemed destined for relegation after a poor start to the Premier League before finishing 13th, two slots better than the season before Friedkin bought the club.
“I don’t know if I’ve ever seen fan bases pop champagne bottles for ownership groups, but if they begrudgingly say, ‘These guys have been good for our club, they’ve backed up what they said they were going to do,’ then that’s a massive win for us,” Beeston said. “These sports teams have souls you really need to nurture.”
Nextdoor’s Next Step; Sports Surge Drives Upfronts
What’s Next? Nextdoor is an interesting case study for the social media age. It has a fairly large logged-in user base and lots of access to hyper-local data on business services, consumer demographics and foot traffic. But its advertising revenue is sluggish, stubbornly stuck in the low hundreds of millions of dollars per year. (Although […]
Nextdoor is an interesting case study for the social media age.
It has a fairly large logged-in user base and lots of access to hyper-local data on business services, consumer demographics and foot traffic.
But its advertising revenue is sluggish, stubbornly stuck in the low hundreds of millions of dollars per year. (Although Nextdoor is a public company, it doesn’t usually disclose specific ad revenue numbers.)
Uber, by comparison, was much later to the ad biz and already has a more than $1 billion dollar annual revenue run rate.
Nextdoor is also reluctant to sign an exclusive “sky bridge”-style data licensing deal with the likes of Google or Amazon.
Social nets like Reddit and Pinterest have made hay of data and advertising deals, which offer large annual checks in exchange for allowing data to be used to train AI models. Reddit, for instance, is getting $60 million a year from Google for that purpose.
Yet “never say never,” Nextdoor CEO Nirav Tolia told Bloomberg during a recent interview regarding possibly signing such a deal down the line.
“But,” he says, “I have a real existential concern that any company that allows its core asset to be surfaced inside another agent is at risk of people not coming to the primary source.”
Getting The Money Upfront
I guess having your ad chief emerge on stage in a suspended bubble during upfronts works for generating ad revenue.
NBCUniversal announced the close of its upfront negotiations cycle on Tuesday, claiming to have achieved its “highest ad sales volume ever” and the largest period for digital sales in the broadcaster’s history.
That includes nearly $1 billion worth of programmatic investments for next year, which is especially notable given that NBCU currently includes sports and live events as part of its programmatic offerings. Meanwhile, just under 60% of investments were transacted against advanced audiences.
Unsurprisingly, upcoming sports content – including the Milan-Cortina Winter Olympics, the 2026 FIFA World Cup, the 50th annual Super Bowl broadcast and the return of the NBA – contributed greatly to NBCU’s increase in sales.
Per NBCU, the sports side of the business experienced a 20% increase in new clients and a 45% year-over-year increase in ad volume. More than one quarter of NBA advertisers will be new to broadcast television this year.
And then, of course, there’s the Peacock streaming service, which represented one-third of NBCU’s upfront commitments this year.
Since NBCU is the first broadcaster to announce its upfront results, it’s hard to tell whether what it’s seeing will be part of a larger trend. But it dispels the notion that recent talk about economic uncertainty will keep advertiser dollars out of TV this season.
The History Books
Kids publishing giant Scholastic is in a tight spot. For five years, its cash reserves have dwindled while revenue has remained flat.
Being a mission-driven book publisher that gives books away isn’t exactly loaded with profit opportunities.
For one, Scholastic has great data – but not for targeting or data sales, because it’s specifically affiliated with young kids.
Scholastic also profits from book sales, but hasn’t turned its IP into reliable new media revenue. It distributes mega-hit series like “Harry Potter” and “The Hunger Games,” but doesn’t share in lucrative film and TV productions.
Other Scholastic titles, including “The Baby-Sitters Club” and “Clifford the Big Red Dog,” were recently adapted for the screen. But, in general, its programs are being smoked by the likes of Peppa Pig, Ms. Rachel and Bluey, which translate digital-native entertainment success into book sales.
Scholastic also hasn’t made the IP pivot, as have Lego and Hasbro, to monetize millennial nostalgia through media franchises.
But now Scholastic is turning to YouTube to modernize its business by launching series that – hopefully – help promote new books and generate some ad revenue, Elianne Friend, VP of digital and distribution at the Scholastic-owned digital studio 9 Story Media, tells The Wall Street Journal.
“We’re [on YouTube],” Friend says, “because the kids and their parents are there.”
But Wait! There’s More
The Trade Desk will join the S&P 500 on Friday. [Investor’s Business Daily]
Meta’s big plans for a successful AI agent will be one that solves “simpler things” than its rivals. [The Information]
Nearly 90% of buyers are using generative AI to create video ads or plan to do so this year. [IAB] Meanwhile, according to a survey by Raptive, placing ads alongside AI-generated content harms consumer trust. [Adweek]
Scott Messer, aka the AdTech Therapist™, on how to define media quality. [AdMonsters]
WeTransfer updates its terms and conditions to include an automatic “royalty-free license” to all the content being transferred. The company insists that it will not use the content to train AI models, but users (particularly creatives) are outraged anyway. [BBC]
Facebook plans to crack down on users who continually share stolen or reposted content. [The Verge]
Good news! According to xAI, Grok is totally fixed and not going to call itself “MechaHitler” anymore. [TechCrunch]
You’re Hired!
WPP hires Baiju Shah as the global CEO of AKQA. [release]
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Graphjet Technology Provides Update on Current Events
Graphjet Technology KUALA LUMPUR, Malaysia, July 15, 2025 (GLOBE NEWSWIRE) — Graphjet Technology (“Graphjet” or “the Company”) (Nasdaq:GTI), a leading developer of patented technologies to produce graphite and graphene directly from agricultural waste, has today filed its Form 10-K filing. During the current year, the Company has seen changes to its shareholders whereby the new […]
KUALA LUMPUR, Malaysia, July 15, 2025 (GLOBE NEWSWIRE) — Graphjet Technology (“Graphjet” or “the Company”) (Nasdaq:GTI), a leading developer of patented technologies to produce graphite and graphene directly from agricultural waste, has today filed its Form 10-K filing.
During the current year, the Company has seen changes to its shareholders whereby the new controlling shareholder, Mr. Aiden, Lee has made numerous contributions to the Company, including providing funds to fund the transformation of the Company. With the funds received from Mr. Aiden Lee, the Company was able to complete its audit for the fiscal year September 30, 2024, albeit later than anticipated due to unforeseen circumstances.
The Company has made plans to address the current non-compliances with the Nasdaq listing requirements. The Company has and will continue to engage an experienced accounting services firm, to advise the Company and ensure speedy completion of the Form 10Qs for the December 31, 2024 and March 31, 2025. The completion of the Form 10Qs will allow the Company to take necessary measures to raise funds to further expand the capacity and capabilities of the Company.
A hearing before the Nasdaq Hearings Panel from The Nasdaq Stock Market LLC has been scheduled for July 17, 2025, during which the Company will appeal the delisting determination due to the non-compliances with the Nasdaq listing requirements. However, there can be no assurance that the Company will get a favorable outcome.
The Company will also be holding a shareholders’ meeting on July 30, 2025 for a reverse split exercise. The Company is confident to secure the shareholders’ approval for the reverse split exercise, which is aimed at ensuring that we meet the minimum price bids.
With the minimum price bids met and Form 10Qs filed, the Company will be able to attract new investors which will allow our Company to move towards compliance with the minimum market value of listed securities (MVLS). The Company is currently in discussion with a few parties who has indicated their interest in funding the Company.
“We are confident that our plan to be address the non-compliances with the Nasdaq listing requirements can be implemented. In addition, the Company will make the necessary announcement when the efforts made for the Company’s transformation bears fruit” said Chris Lai, the CEO of the Company.
About Graphjet Technology Sdn. Bhd. Graphjet Technology Sdn. Bhd. (Nasdaq: GTI) was founded in 2019 in Malaysia as an innovative graphene and graphite producer. Graphjet Technology has the world’s first patented technology to recycle palm kernel shells generated in the production of palm seed oil to produce single layer graphene and artificial graphite. Graphjet’s sustainable production methods utilizing palm kernel shells, a waste agricultural product that is common in Malaysia, will set a new shift in graphite and graphene supply chain of the world. For more information, please visit https://www.graphjettech.com/.
Cautionary Statement Regarding Forward-Looking Statements The information in this press release contains certain “forward-looking statements” within the meaning of the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. These forward-looking statements generally are identified by the words “believe,” “project,” “expect,” “anticipate,” “estimate,” “intend,” “strategy,” “aim,” “future,” “opportunity,” “plan,” “may,” “should,” “will,” “would,” “will be,” “will continue,” “will likely result” and similar expressions, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements are predictions, projections and other statements about future events that are based on current expectations and assumptions and, as a result, are subject to risks and uncertainties. Actual results may differ from their expectations, estimates and projections and consequently, you should not rely on these forward-looking statements as predictions of future events. Many factors could cause actual future events to differ materially from the forward-looking statements in this press release, including but not limited to: (i) changes in the markets in which Graphjet competes, including with respect to its competitive landscape, technology evolution or regulatory changes; (ii) the risk that Graphjet will need to raise additional capital to execute its business plans, which may not be available on acceptable terms or at all; (iii) Graphjet is beginning the commercialization of its technology and it may not have an accurate estimate of future capital expenditures and future revenue; (iv) statements regarding Graphjet’s industry and market size; (v) financial condition and performance of Graphjet, including the anticipated benefits, the implied enterprise value, the financial condition, liquidity, results of operations, the products, the expected future performance and market opportunities of Graphjet; (vi) Graphjet’s ability to develop and manufacture its graphene and graphite products; and (vii) those factors discussed in our filings with the SEC. You should carefully consider the foregoing factors and the other risks and uncertainties that will be described in the “Risk Factors” section of the documents to be filed by Graphjet from time to time with the SEC. These filings identify and address other important risks and uncertainties that could cause actual events and results to differ materially from those contained in the forward-looking statements. Forward-looking statements speak only as of the date they are made. Readers are cautioned not to put undue reliance on forward- looking statements, and while Graphjet may elect to update these forward-looking statements at some point in the future, they assume no obligation to update or revise these forward-looking statements, whether as a result of new information, future events or otherwise, unless required by applicable law. Graphjet does not give any assurance that Graphjet will achieve its expectations.