What we are agreeing, and what it returns to SENS
SENS licenses the TiPs technology to Nexera and builds, commissions and maintains the machines. Nexera runs the Calgary plant, owns the output, and funds the build. In return SENS earns a machine sale, a recurring maintenance annuity, margin on parts and labour, and a 7.5% equity stake in Nexera.
Key economics
The deal delivers on the SENS goals
Each strategic priority is served by a mechanism in the agreements, not by intention alone. Open a goal to see how it is delivered.
01Launch our machineFirst deployment
Our first priority is the simplest one: get a commercial TiPs unit built, commissioned, and running in the field, not sitting in a report. A prototype that never ships proves nothing to a customer, a regulator, or an investor.
Nexera funds the build and commits to the first unit, and Machine 1 is supplied at cost (US$13.4M net) so the economics never stall it. Payment is structured across the build so SENS is funded to complete it, with title passing on Texas completion.
02Protect our IPOwnership retained
The technology, the Control Software, and the trade secrets are the company. Any structure that let them leak, or transfer with a sale, would give away the one thing SENS owns.
This is a licence, not a sale. SENS keeps ownership, runs the Control Software and remote monitoring, and holds exclusive maintenance for the life of every unit. A competitor change-of-control clause (6.2A) blocks the licence from landing in a rival's hands.
03Expand the marketRepeatable product
One bespoke machine is a science project. A repeatable, priced, sellable product line is a business. The deal has to turn the first build into a template we can sell again.
Standardised per-unit pricing (US$20.7M) plus a recurring maintenance annuity (US$620K per unit per year) and parts and labour margins make every additional unit a repeatable sale, not a one-off negotiation.
04Unlock deals like Kazakhstan & UzbekistanReference plant
International projects do not move on slideware. Kazakhstan, Uzbekistan, and similar opportunities need a live plant they can point to: a real operation running at scale.
Calgary becomes that reference: a commercial unit operating on real feedstock, with a proven build-and-maintain model we can replicate. It is the credibility and the template we carry into CIS and Central Asia.
05Improve on our 2010 machineNext-gen build
The 2010 machine proved the concept; it is not the machine we want to scale. We need to fund and validate the next generation of the build beyond that original design.
Real operating revenue and a unit running in the field pay for and prove out the engineering improvements, so the next build is funded by the last one rather than by more raise.