Latest news with #Director
Yahoo
8 hours ago
- Business
- Yahoo
GreenPower Closes Fourth Tranche of Term Loan Offering
VANCOUVER, BC, June 27, 2025 /CNW/ -- GreenPower Motor Company Inc. (Nasdaq: GP) (TSXV: GPV) ("GreenPower" and the "Company"), a leading manufacturer and distributor of all-electric, purpose-built, zero-emission medium and heavy-duty vehicles serving the cargo and delivery market, shuttle and transit space and school bus sector, announces the closing of the fourth tranche of its previously announced secured term loan offering for an aggregate principal amount of U.S. $200,000 (collectively the "Loans"). Please refer to the Company's news release dated May 13, 2025 for more details regarding the term loan offering. In connection with the Loans, the Company entered into respective loan agreements with companies controlled by the CEO and a Director of the Company (the "Lenders"). Management anticipates that the Company will allocate the net proceeds from the Loans towards production costs, supplier payments, payroll and working capital. The Loans are secured with a general security agreement on the assets of the Company subordinated to all senior debt with financial and other institutions and will bear interest of 12% per annum commencing on the date of closing (the "Closing Date") to and including the date all of the Company's indebtedness pursuant to the Loans is paid in full. The term of the Loans will be two years from the Closing Date. As an inducement for the Loan, the Company issued 263,157 non-transferable share purchase warrants (each, a "Loan Bonus Warrant") to one of the Lenders. Each Loan Bonus Warrant entitles the holder to purchase one common share of the Company (each, a "Share") at an exercise price of U.S. $0.38 per Share for a period of twenty-four (24) months from the closing date of the Loan. In addition, one Lender will be issued an aggregate of 52,631 Shares (each a "Loan Bonus Share"). The Lenders are each considered to be a "related party" within the meaning of Multilateral Instrument 61-101 Protection of Minority Security Holders in Special Transactions ("MI 61-101") and each of the Loans and issuance of Loan Bonus Warrants and Loan Bonus Shares, as applicable, is considered to be a "related party transaction" within the meaning of MI 61-101 but each is exempt from the formal valuation requirement and minority approval requirements of MI 61-101 by virtue of the exemptions contained in section 5.5(a) and 5.7(a) as the fair market value, in each case, of the Loans, the Loan Bonus Warrants, and the Loan Bonus Shares, as applicable, is not more than 25% of the Company's market capitalization. All securities issued in connection with the Loans will be subject to a statutory hold period of four months plus a day from the closing of the Initial Loan in accordance with applicable securities legislation. For further information contact: Fraser Atkinson, CEO(604) 220-8048 Brendan Riley, President(510) 910-3377 Michael Sieffert, CFO(604) 563-4144 About GreenPower Motor Company designs, builds and distributes a full suite of high-floor and low-floor all-electric medium and heavy-duty vehicles, including transit buses, school buses, shuttles, cargo van and a cab and chassis. GreenPower employs a clean-sheet design to manufacture all-electric vehicles that are purpose built to be battery powered with zero emissions while integrating global suppliers for key components. This OEM platform allows GreenPower to meet the specifications of various operators while providing standard parts for ease of maintenance and accessibility for warranty requirements. GreenPower was founded in Vancouver, Canada with primary operational facilities in southern California. Listed on the Toronto exchange since November 2015, GreenPower completed its U.S. IPO and NASDAQ listing in August 2020. For further information go to Forward-Looking Statements This news release includes certain "forward-looking statements" under applicable Canadian securities legislation that are not historical facts. Forward-looking statements are not based on historical facts, but rather on current expectations and projections about future events, and are therefore subject to risks and uncertainties which could cause actual results to differ materially from the future results expressed or implied by the forward-looking statements. These statements generally can be identified by the use of forward-looking words such as "upon", "may", "should", "will", "could", "intend", "estimate", "plan", "anticipate", "expect", "believe" or "continue", or the negative thereof or similar variations. Forward-looking statements in this news release include, but are not limited to, statements with respect to the expectations of management regarding the use of proceeds of the Loan. Although the Company believes that and the expectations reflected in the forward-looking information are reasonable, there can be no assurance that such expectations will prove to be correct. Such forward-looking statements are subject to risks and uncertainties that may cause actual results, performance or developments to differ materially from those contained in the statements including that the proceeds of the Loan may not be used as stated in this news release, and those additional risks set out in the Company's public documents filed on SEDAR+ at and with the United States Securities and Exchange Commission filed on EDGAR at Although the Company believes that the assumptions and factors used in preparing the forward-looking statements are reasonable, undue reliance should not be placed on these statements, which only apply as of the date of this news release, and no assurance can be given that such events will occur in the disclosed time frames or at all. Except where required by law, the Company disclaims any intention or obligation to update or revise any forward-looking statement, whether as a result of new information, future events, or otherwise. Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release. ©2025 GreenPower Motor Company Inc. All rights reserved. View original content to download multimedia: SOURCE GreenPower Motor Company View original content to download multimedia:
The Independent
20 hours ago
- Entertainment
- The Independent
Squid Game fans unable to watch season three premiere on Netflix
The third and final season of Netflix 's record-breaking series Squid Game premiered on Friday, June 27. The highly anticipated launch caused widespread technical issues for viewers, with many reporting Netflix crashing or episodes failing to load. Social media users expressed frustration and humour, noting that the immense demand for the show appeared to 'break' the streaming service. The series has a history of record-breaking viewership, with its second season garnering 68 million views in its first four days. Director Hwang Dong-hyuk shared mixed emotions about the show's conclusion, reflecting on the six years he dedicated to the series.
Times
a day ago
- Entertainment
- Times
Squid Game season 3 review: a heart-wrenching journey — and a final twist
Every game comes to an end, the Squid Game series three trailer tells us. And so does every TV show. But not always a good one — there are still Lost fans arguing about what it all meant on Reddit and let's not dare poke the Game of Thrones bear again. Indeed, sometimes 'the end' of a show isn't even the end. If enough people watch it, the network just finds a way to keep going. And while I can't guarantee Netflix won't one day twist the arm of Hwang Dong-hyuk, the genius creator and director of the biggest show in the history of the streamer, to make more, I am happy to report this: after three seasons and more shootings, stabbings and more falls from a great height than you can shake a squid at, this series was worth watching to the very end.
Globe and Mail
4 days ago
- Business
- Globe and Mail
Public market insider buying at Methanex (MX)
Rich Sumner, CEO and Director, acquired 2,958 Common Shares on a direct ownership basis at prices ranging from $50.647 to $50.700 on June 20th, 2025. This represents a $149,893 investment into the company's shares and an account share holdings change of 6.4%. Let the insiders guide you to opportunity at
Forbes
13-06-2025
- Business
- Forbes
Real-Time Data As The Catalyst For Enterprise Intelligence
Gowtham Chilakapati is a Director at Humana. He is an expert in enterprise data and AI systems with a focus on real-time analytics. getty Today's enterprises must operate with the precision of a living organism—continuously sensing change, adapting operations and making real-time decisions to maintain competitive advantage. Success no longer hinges on hindsight dashboards or quarterly reviews; it depends on how intelligently and swiftly an enterprise can respond to the present. Throughout my career, I've focused on re-architecting this responsiveness—not through incremental dashboard upgrades, but by rebuilding the cognitive core of the enterprise, from data pipelines to decision frameworks. Traditional BI systems are rearview mirrors. Informative, yes—but too delayed to navigate the sharp turns of customer behavior shifts, regulatory changes or supply chain turbulence. In contrast, real-time enterprises operate with telemetry-grade awareness, enabling proactive decisions at every node. In one engagement at a national health insurer, for example, my team and I helped transition from legacy batch processing to an event-driven architecture. Real-time synchronization across enrollment, application evaluation and compliance didn't just reduce exception rates and operational costs—it catalyzed a deeper shift in organizational behavior, replacing delay tolerance with an expectation of immediacy. This underscores a key insight: Real-time capability isn't just a technical upgrade—it transforms how an organization perceives and responds to change. Real-time transformation begins with diagnosing lag. Where in your value chain do decisions arrive too late? Then, look for sensory bottlenecks—systems that see data but too slowly. Begin small, prove value and, above all, treat every real-time win as a cultural muscle to be reinforced. AI: Only As Intelligent As The Systems It Touches Too many AI initiatives fail because they bolt intelligence onto the edges—after data's been flattened, delayed and diluted. True enterprise intelligence requires AI embedded within the real-time context: close to the source, close to the user and close to the moment of decision. At Humana, we saw this principle come to life with the deployment of our Perception-Augmented Retrieval-Augmented Generation (P-RAG) systems. Unlike traditional RAG architectures that rely on static search indices, P-RAG systems incorporate contextual signals—like tone, visual cues and system states—directly into the model's reasoning. This allows the AI to adapt in real time to unfolding interactions, delivering responses that are not only faster but also more relevant and human-aware. What sets these systems apart isn't just the efficiency gains. It's the dynamic feedback loop they create: Every interaction makes the next one smarter. The real innovation, then, isn't only technical—it's cultural. Success depends on building a workplace that's ready to trust, iterate and evolve with adaptive intelligence. For teams looking to put this into practice, here are a few key principles: • Start at the edge. Embed AI where decisions happen, not just in analytics labs. • Train in flow. Your model improves only as fast as your feedback loops. • Build for transparency. Traceability and explainability aren't "nice to have" in regulated industries—they're survival traits. Platform Modernization: Not A Lift-And-Shift—It's A Leap In Thinking Cloud migration is not modernization. Moving your data center into someone else's basement changes nothing unless you rethink what your platform means . In every successful initiative, I've found the key is to prioritize platformization —not just migration. That means creating reusable data services, real-time APIs and federated governance structures that allow teams to innovate without reinventing the wheel. Some key steps I've found beneficial when beginning a platformization approach include: • Inventory before investments are made. Use lineage mapping to identify which reports, jobs and APIs are redundant, misaligned or siloed. • Create a capability catalog. Define which services are reusable across business units. • Elevate architecture reviews. Make modernization a governance topic, not just a tech project. In one example, mapping dependencies across membership reporting systems led to the discovery of over 100 redundant SSIS packages. This paved the way for both cloud migration and enterprise simplification. The true unlock? A shared vocabulary of data, enabling agile governance and enterprise-scale observability. From Reporting To Responding: Building The Adaptive Enterprise The future of competitive advantage lies with adaptive enterprises—those that continuously evolve based on real-time insights. The convergence of analytics, AI and platform modernization is forming a digital nervous system for intelligent responsiveness. But beyond tools, this is a cultural transformation. Organizations must embrace: • Responsiveness over rigidity • Continuous learning over static optimization • Signal sensitivity over status reporting This isn't hypothetical. I've led these transformations in highly regulated industries where change isn't just hard—it's expensive. Yet, by aligning tech with truth in real time, these systems become not just efficient, but adaptive and intelligent by design. Success doesn't go to those with the biggest budget or flashiest dashboard—it goes to those who can sense, decide and act at the speed of relevance. That's the future I'm working to build: one signal, one system, one insight at a time. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
