Geomega Enters Into Patent Ownership and Royalty Agreement with CTO and Closes First Tranche of Convertible Debenture Financing

MONTREAL, QUEBEC, Aug 14, 2017 (Marketwired via COMTEX) — MONTREAL, QUEBEC–(Marketwired – Aug. 14, 2017) – Geomega Resources Inc. (“GéoMégA” or the “Corporation”) (GMA) is pleased to announce that the Corporation and Innord entered into a patent ownership and royalty agreement with its Chief Technology Officer, Dr. Pouya Hajiani, to insure the long-term development and commercialization of the Corporation’s proprietary rare earths extraction and separation technologies (the “Agreement”). In addition, the Corporation announces that it has closed a first tranche of $235,000 of a non-brokered private placement (the “Offering”) of units (the “Units”). Each Unit is comprised of one unsecured convertible debenture (each a “Convertible Debenture”) in the principal amount of $1,000 and 5,000 common share purchase warrants (the “Warrants”).

The Offering

The Convertible Debentures have a two (2) year maturity date (the “Maturity Date”) and bear an interest of 10% per annum, compounded quarterly and payable quarterly in arrears. The Corporation has the option to pay such interest by delivering such number of common shares of the Corporation (the “Common Shares”) as may be required, at an issue price per share based upon the 20-day volume weighted average price (“VWAP”) of the Corporation’s common shares on the TSX Venture Exchange (“TSXV”) on the due date of the quarterly interest payment. Any such interest payment in Common Shares shall be subject to the approval of the TSXV.

Each Warrant will entitle the holder to purchase one Common Share (each a “Warrant Share”) at a price of $0.10 per Warrant Share for a period of twelve (12) months from the closing of the Offering and thereafter at a price of $0.12 per Warrant Share until the date which is twenty-four (24) months from the closing of the Offering.

The Convertible Debentures will be convertible into Common Shares at the option of the holder at any time prior to the close of business on the Maturity Date based on the following conversion price, subject to adjustment in certain events (the “Conversion Price”): (i) at a price of $0.10 per Common Share if converted during the period of twelve (12) months from the closing of the Offering; and (ii) at a price of $0.12 per Common Share if converted during period following the twelve month (12) anniversary of the closing of the Offering until the date which is twenty-four (24) months from the closing of the Offering.

The Convertible Debentures will be subject to redemption, in whole or in part, by the Corporation should the Corporation realize gross proceeds from a subsequent private placement of securities or as a result of the exercise of the Warrants in an amount equal to the gross proceeds of the Offering at any time following the closing of the Offering upon giving the holders of the Convertible Debentures not less than 30 and not more than 60 days’ prior written notice, at a price equal to the then outstanding principal amount of the Convertible Debentures plus all accrued and unpaid interest up to and including the redemption date plus a redemption premium as follows: (i) 10% during the first six (6) months following the closing of the Offering; (ii) 5% from the six (6) month anniversary of the closing of the Offering to the twelve month (12) anniversary following the closing of the Offering; (iii) 3% following the twelve month (12) anniversary following the closing of the Offering until the Maturity Date. A holder of Convertible Debentures may elect to convert its Convertible Debentures by providing the Corporation with a written notice to that effect within five (5) business days of the receipt by the holder of the redemption notice.

Certain members of the board and executive management of the Corporation, being Gilles Gingras, a director of the Corporation, Kiril Mugerman, the President and Chief Executive Officer, and Ingrid Martin, the Chief Financial Officer, have participated in this first closing of the Offering in the aggregate amount of $60,000 (the “Insiders’ Participation”). The Insiders’ Participation is considered a “related party transaction” under Regulation 61-101 respecting Protection of Minority Security Holders in Special Transactions (Québec) (“Regulation 61-101”) and the corresponding Policy 5.9 of the TSXV; however, the Insiders’ Participation is exempt from the formal valuation and minority shareholder approval requirements provided under Regulation 61-101 in accordance with sections 5.5(a) and 5.7(1)(a) of said Regulation 61-101. The exemption is based on the fact that neither the market value of the Insiders’ Participation nor the consideration paid therefor exceeds 25% of the Corporation’s market capitalization. The Corporation did not file a material change report at least 21 days prior to the first closing of the Offering since the Insiders’ Participation was not determined at that moment and the Corporation wished to close the Offering on an expedited basis for sound business reasons.

The Corporation intends to use the proceeds from this Offering to advance the ongoing research and development work being undertaken by Dr. Hajiani and Innord, to secure additional Provincial and Federal supported funding for the Corporation’s and Innord’s objectives and for ongoing working capital needs.

The securities issued in connection with the Offering will be subject to a four-month hold period, in accordance with applicable securities laws.

The Patent Ownership and Royalty Agreement

The Agreement will replace the 2013 agreement (see January 14, 2014 press release) that granted Dr. Hajiani 1,000,000 common…

ANALYST CORNER What Will Rise From Uber’s Ashes?


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There has been quite a bit of churn in the waters around Uber during the last few years. Now that founder Travis Kalanick is no longer CEO, what does the future look like for the company, workers, drivers, investors and customers? Will Uber continue to grow and lead, or has it seen its best days?

Most people connected to the company probably would say the same thing: They want calm but rapid growth. There is now a good possibility for growth if they get the right CEO and right strategy. However, Uber has been like two different companies in recent years.

On one hand, it created a new space — that is its biggest accomplishment. Whether Uber lasts or not, the space will, and that can be traced to Uber’s use of wireless and smartphone technology, like the wireless data network and the wireless Internet.

On the other hand, behavior of certain key people has not been good. Issue after issue — and there were quite a few — kept them in the headlines in a negative way, and that was a drag on the company. The company was like someone with behavioral problems. In one respect it was a superhero — but in another, was miserable and very troubled.

The Right Chief

Uber’s future depends on who it brings in as CEO to run the company and build it going forward. Can…

Ex-J.P. Morgan CTO: Banks are long way from catching up with Google or Facebook

regtech, compliance, legal, eDiscovery, UBS, Och-Ziff, banks, hedge funds, banking, bankers, J.P. Morgan, JPMorgan, Yerra Solutions, automation
Moving from a big bank to a regtech service provider is a dramatic change.

Adi Prakash has spent most of his career working within senior technology roles at large financial institutions. Most recently, he was the chief technology officer of legal and eDiscovery at J.P. Morgan, and for all the talk of banks morphing into technology companies, he says they have a long way to go before they’re real competitors.

“Big banks are bureaucratic and risk-averse, and their sheer size, inertia and machinery prevent them from driving innovation,” he says. “At banks, there is a desire to be innovative, but I think what gets in the way is twofold.

“Over the years there has not been enough investment in technology and the skillsets of the folks working in tech.”

Banks say, “Let’s do what Facebook and Google are doing,” but that takes time and culture change.

Prakash, who also worked at UBS and Och-Ziff Capital Management, is now the chief innovation officer and head of client services at Yerra Solutions. It’s a regulatory technology company that provides consulting, managed services and technology services to global healthcare, pharmaceutical, automotive and financial services clients for legal, eDiscovery and compliance.

“There were disagreements about where I felt we should go and J.P. Morgan felt we needed to be,” Prakash says. “Over the last six months, by virtue of being in my role, I’ve been interacting with various firms, including Yerra, and I feel there is a void to be filled in terms of true innovation.”

A computer scientist who got his start as a software engineering, Prakash moved to New York for grad school, and his first internship was at a hedge fund. After graduation, he worked at General Motors, but felt the pull back to the financial services…

WOMEN IN TECH Multitasking CTO Heather Wilde: Making the World More Like Star Trek Than Skynet


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In this exclusive interview, Wilde shares with TechNewsWorld her insights on how women can get ahead in tech, offering pearls of wisdom like this one: “Don’t just stick with the girls.”

ROCeteer and TWIP CTO Heather Wilde
ROCeteer and TWIP CTO Heather Wilde

TechNewsWorld: You have many different interests and projects. What is the focus of your work at the moment?

Heather Wilde: I care about helping more women get into technology, so I spend a lot of time teaching girls from sixth grade to high school so that they’re more educated about STEM (science, technology, engineering and mathematics) fields, and I’m also chair of the engineering school’s advisory board at the University of Nevada, Las Vegas, to help steer the school toward new directions. One of the subcommittees is working with the Solar Decathlon, which is a government project that runs every four years, and students around the world compete to create a house of the future.

TNW: Describe the two companies you’re currently working with, ROCeteer and TWIP. What do they do, and why are you passionate about their missions?

Wilde: ROCeteer is a consultancy that helps other companies get off the ground. We help them identify what their goals are in order to help them grow and scale. It’s made up of people like myself, and we’re also trained as coaches. We are consultants who can go in and do the work, but our real benefit is we can bring forth from other people the skills they need to get the job done themselves. When they engage with us, we can train and mentor and coach them to build their businesses on their own. When we’re gone, people can stand on their own.

With TWIP, we’ve created a platform for people to find other people to travel with, based on their travel personality. Everyone is different when they travel. By identifying that travel behavior, we can match you with like-minded travelers and experiences you’ll enjoy.

TNW: Describe your career path — how did you arrive where…

INSIGHTS Yes, and…


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The further we go in the CRM adventure, the less our efforts seem to be about technology. That’s because we’re reaching a theoretical limit, or asymptote, on what technology can do in the vendor-customer relationship.

Think of an asymptote as the ceiling that a graph never reaches as it curls over to the horizontal. Increasingly, we’re encountering situations where the best technology can do is assist humans as they deal with complex issues and other people pursuing products and services. This is not to say that technology doesn’t do a very good job handling the simple stuff.

All this was brought home to me recently in some Harvard Business Review articles and in my own explorations in Chicago, where I got indoctrinated in the ways of the comedy troupe Second City. First Harvard.

Emotional Intelligence in a Machine Age

It is interesting that even in situations where machines are talking to machines, there’s more to be learned. In “Success with the Internet of Things Requires More Than Chasing the Cool Factor,” Maciej Kranz, VP of the Corporate Strategy and Innovation Group at Cisco, explores some people issues. Kranz is also the author of Building the Internet of Things.

In a nutshell, Kranz’s advice is this: “First, train your employees in critical IoT skills — not just technology and processes but collaboration, too. Second, implement a culture of innovation across all grades, functions, and regions.” Look at all of the people skills needed even in the age of machines talking to machines.

Then there’s “The Personality Traits of Good Negotiators” by Tomas Chamorro-Premuzic, CEO of Hogan Assessment Systems, professor of business psychology at University College London, and faculty member at Columbia University.

Chamorro-Premuzic’s research is top-notch, and he’s a frequent contributor to HBR, writing about emotional…

Most Businesses Want Agility but Few Have It


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Although many organizations recognize that agility enables better responses to changing business conditions, few have taken the necessary steps to reach that goal, a new study from CA Technologies suggests.

Although two-thirds of the respondents to the firm’s recent survey saw value in business agility, only about 12 percent said their organizations were on their way to achieving it.

Fifty-four percent of respondents said improved business agility could provide a better competitive advantage; 65 percent said it could lead to higher customer satisfaction and retention; and 58 percent said it could result in better employee satisfaction and retention.

Despite those clear advantages, though, many businesses face hurdles in their quest for better agility. Sixty-four percent of survey respondents cited complex environments as an impediment to achieving that goal, while 58 percent cited cultural and political barriers. Twenty-five percent said there was a lack of financial commitment, and another 25 percent cited outdated apps and tools.

“Success today requires that companies quickly sense and adapt to changes, pivot to address market changes and customer needs, and do so at scale,” said Surya Panditi, general manager of agile management at CA Technologies.

High-Level Execs

More than 150 top executives at selected companies participated in the survey, which Gatepoint Research conducted between March and June of this year. The survey pool’s composition was 19 percent C-level, 15 percent vice president level, 36 percent director-level and 30 percent managerial-level company officials.

CA Technologies has focused heavily on the development ops and cloud space since its 2015 acquisition of Rally Software Development Corp., a provider of agile development software, for US$480 million.

“We’re at a tipping point, and this is just the beginning,” CA Technologies Director of Marketing Marla Schimke told the E-Commerce Times.

Vantiv Case Study

Among the companies that CA Technologies has helped transform since…

Wireless Telecom Group Announces Appointment of Daniel Monopoli as CTO

PARSIPPANY, N.J.–(BUSINESS WIRE)–Wireless Telecom Group, Inc. (NYSE MKT:WTT), a leading provider of high-performance radio frequency infrastructure and test & measurement solutions for wireless and advanced communications, announced today that Daniel Monopoli has been appointed the Company’s new Chief Technology Officer (CTO), effective June 30, 2017. Daniel joined Wireless Telecom Group in September 2015 as the General Manager of the Test & Measurement segment overseeing the Boonton Electronics and Noisecom businesses.

As CTO, Daniel will be responsible for product development, product management and marketing across the Wireless Telecom Group segments. He will lead and innovate the go-to-market strategy, R&D process and product roadmap while driving activities in line with a commitment to engineering quality, performance excellence and product innovation.


We’ll do better if we ride the right changes, says Tech Mahindra CTO

Atul Kunwar, CTO and President, Tech Mahindra
Atul Kunwar, CTO and President, Tech Mahindra

, president and chief technology officer of Tech Mahindra, believes that the emerging changes in technology services sphere would benefit IT companies immensely if they are able to ride on the right changes. He explains to B Dasararth Reddy how Tech Mahindra has been gearing up to tap the new opportunities while handling the underlying challenges. Excerpts of the interview:

Our ability to entrust more complex functions to machines has brought a paradigm change in enterprise management and business solutions. How Tech Mahindra positioned itself to handle these new technology scenarios?

As newer, more complex tasks need to be done you need to have the skills to programme those devices and machines because on their own they are of no consequences. This becomes especially important when new sources coming in like AI, IoT as they add new dimensions. It’s almost like a non-living becoming a living. There are skills that are evolving around that and so obviously we are investing very extensively in terms of getting to be a leader in that space.

The second part is that traditionally you may be doing those things and processes very differently and that could have been more manpower intensive and it may have also used some older tools, which are going to become less useful in the context of this change. As a consequence, you need to provide an opportunity to people that they can migrate into new reality and new realms.

As a firm we are giving opportunities for people across the board to become the expert on the one end or to migrate on the other end and to actually look at the third line option of going to a different vertical that is not moving very fast. Cross move, cross skill or become an expert in a new skill.

Could you give a specific example on how this transition is being handled by both the company as well the tech associates working for the company?

We work with SAP very closely on one of their skill sets called Fiori. There is no such thing as a ten-year old Fiori expert because the whole technology is fairly new, where it gives a different way in which old data can be presented and how customers can interact with traditional data. Traditional data is there but at the front end, it’s all changing to Fiori.

Whoever picks up Fiori can now become part of building customer experience and whoever does not pick up Fiori will no longer be part of customer experience. They can still continue in the back-end and or they can say, ‘ok, I will build experience in a non-Fiori environment’.

So, opportunities exist. Just saying that I will only continue to do the same thing.. that may not be possible….

#ACureForFreyja: 5-year-old Freyja needs your help to cure her cancer

#ACureForFreyja: 5-year-old Freyja needs your help to cure her cancer

Amanda Smuin is a journalist and digital content creator, with a background in medicine and the arts. As a Digital Content Producer at The CEO Magazine, she writes, produces and manages content for the magazine’s digital offering.

Freyja Christiansen is just five years old. She should be enjoying her first year at school, spending her days playing, making friends and learning her ABCs. Instead, Freyja is in hospital, undergoing immunotherapy for a rare, terminal cancer.

In December last year, Lizzie Christiansen Young found a worrying lump on her daughter’s neck. It took five months and countless tests before Freyja was finally diagnosed with stage 4 cutaneous clear cell sarcoma, an extremely rare cancer with a 5% survival rate. There have been only 40 cases ever recorded worldwide.

Freyja Christiansen with mum Lizzie and sisters Brynn and Inge
Freyja Christiansen with mum Lizzie and sisters Brynn and Inge

“They really don’t know a lot about clear cell,” says Lizzie. “But what they do know is that it’s aggressive, it’s fast and it’s deadly and the probability of relapse, even if you get the cancer under control, is quite high.”

Freyja was initially given a prognosis of just 12 months, but an immunotherapy trial at Sydney Children’s Hospital has been partially successful in slowing the disease and shrinking some of the tumours. However, sarcoma experts from around the world have recommended proton therapy and surgery as her only option beyond the current trial.

Unfortunately, the treatment is not currently available in Australia, so Freyja will have to travel overseas. The family is now urgently trying to raise the $500,000 needed to fund the trip and treatment.

The MotoGP community rallies around Freyja

Luckily for Freyja, she is surrounded by a loving support network of family and friends, who are dedicated to helping her get therapy she needs. But the most surprising group rallying support for Freyja has been the MotoGP community. Teams and racers have been donating gear – break pads, full leathers, helmet visors and much more – to be auctioned off to raise money for her treatment. Lizzie explains that it came about through a connection at the girls’ school.

Freyja Christiansen

“The kids and I are from Canberra, where the kids attend Yarralumla Primary School. A family there that is strongly associated with the Yamaha team – one of the fathers works directly with the team and with Valentino Rossi – reached out to us. Their little girl plays a lot…

New York City CTO: Technology Must Strengthen And Empower Communities

I recently had the privilege to keynote at the Smart Cities Connect conference in Austin, Texas. I spoke about the disruptive combination of artificial intelligence (AI) and Internet of Things (IoT) and it positive impact towards developing a highly resilient and connected blueprint for smart cities. Powered by emerging technologies like cloud computing, mobility, social networks, IoT and AI, connected communities will expect real-time access to actionable insights that can further improve quality of life and work. In the age of connected citizens, cities must focus on the aggregation of data and agile delivery of services as they evolve their smart city operations.

The combination of cloud, mobile, social, IoT and AI will be foundational towards building a connected city

Developing a connected and smart city means understanding the disruptive nature of technology and new business models. What is important to note is that businesses and government institutions do not disrupt, people disrupt. The connected and smart city of the future is less about technology and more about design thinking with citizens at the center of every investment decision, implementation processes and adoption practices. During my keynote address, I invited Reid Serozi, innovation and analytics manager at the City of Cary to join me on stage and to share their lessons learned while implementing an omni-channel citizen engagement framework using mobile, social and AI-powered technologies, aimed at improving their citizen’s quality of life through mass personalization of service delivery at scale.

The rise of the citizen-centered government in Cary, NC – Reid Serozi, Innovation and Analytics Manager

To learn more about advance use cases of emerging technology like AI and IoT at massive scale, Ray Wang and I invited the CTO of the largest city in the United States to our weekly show DisrupTV.

Miguel Gamino, Chief Technology Officer, New York City, NY

Miguel A Gamino Jr. is the Chief Technology Officer for the City of New York under the leadership of Mayor Bill de Blasio. As CTO, he is leading major technology initiatives for the city including developing a meaningful and innovative Smart City and “Internet of Things” (IoT) strategy in collaboration with City agencies and departments; and leading the City’s Broadband Program with agencies, private industry and academia aimed at fulfilling Mayor de Blasio’s promise to provide every New Yorker and NYC business access to affordable, reliable, high-speed broadband service in all of New York by 2025. Prior to NYC, Gamino served as the City Chief Information Officer and Executive Director of the Department of Technology for the City and County of San Francisco. As an industry technologist, Mr. Gamiño participates in thought-leadership conversations with global colleagues, emphasizing the significance of pervasive broadband connectivity and the value of disrupting civic services through digital transformation. Gamino is a proud recipient of 2017 HITEC 100, 2016 State IT Executive of the Year, 2016 Top 25 Doers, Dreamers and Drivers, and Top 100 Social CIOs by HuffPost in 2015 and 2016. Gamino is a must follow on Twitter at: @MiguelGamino.

1. The role of technology is to strengthen the community, bring more inclusiveness and create opportunities for all – Gamino was attracted to the CTO role because of the impact and value that he and him team could bring to nearly 9 million citizens of New York City. Today, New York City is the biggest city in the United States with the second largest GDP ($1.6 trillion) in the work, only behind Tokyo. The truly global scope of Gamino’s work responsibility is truly awesome in scale and complexity.

2. Scale and agility drive the technology innovation imperative – There are 1.1 million public school students in New York City; NYC public student population is greater than the entire population of San Francisco. The technology strategy for NYC means identifying capabilities that can achieve hyper scale. Gamino’s vision and technology guiding principles influences technology vendors and partners. Technology thought leaders at the highest levels from inside and outside of government are paying attention to Gamino and his team.

3. Data is an important component of the desired outcomes for connected cities – Gamino discussed the next wave of innovation with streaming data from connected things like sensors, beacons and wearable technologies….