Agilyx ASA (AGLX) Earnings Call Transcript & Summary

Hello, everyone, and welcome to the Agilyx half year update and presentation. My name is Elliott Jones. I sit on the equity research desk at Fearnley Securities, and I will be your moderate for the event today. I'm excited to have the Agilyx team with me today here, who will run through the half yearly update, which I believe includes some very significant developments throughout the first half of the year. On that note, I encourage all listeners to please use and utilize the Ask Your Question function on your screen if you have any questions throughout, which we can answer at the end. So on that note, Tim, I'll pass over to you. Please take it away.

Thanks, Elliott. Well, first of all, thank you, Elliott, for the introduction, and I'm really excited to be here with Joe Vaillancourt, the CEO of Cyclyx; and Russ Main, our CFO, to share with you all the update for the first half of this year. It's a really exciting time in the development of Agilyx, lots and lots of things going on. And as I think you've seen from the various announcements, a lot of stages of development, proof points in our development that we want to take you through right now. So before we get into that, what I'd like to do, though, and forgive me for those of you who know Agilyx very well. I just want to make sure that we're all on the same page as far as who Agilyx is. So I wanted to take just a couple of minutes to walk you through this page. On the left-hand side, you see some key facts and figures about the company. We've been around for nearly 17 years, started off on the West Coast of the U.S., based out of Oregon. But now we've expanded globally with new locations coming in, in Europe and with a growing number of employees. The fundamentals of the company is that we are a technology company, a chemical technology company, leveraging that technology to solve the problem of plastic waste. We do that off the basis of a strong patent suite, supported by a significant know-how, which has been based over $150 million of invested capital into this technology. We're a leader in advanced recycling, and we have the first commercial unit producing what we call a plastic to plastic pathways, so waste plastic back to a virgin product. And just a few weeks ago, we announced -- one example of that is the fact that we are using our material with our partners in the value chain to actually put the product back on to the shelves in supermarkets in Europe in the form of yogurt pots and that is coming out of waste that was extremely distressed. We're able to upcycle that from super distressed waste to food-grade product. Our partners are a key part of this, across the value chain. It's a growing number of players, and we'll talk more about those in a little while. If you look at the right-hand side of this page, that kind of just indicates our structure. But what it's really about is how we are set up to really drive 2 of the fundamental principles that are behind our offering. The first one is in the form of Agilyx is our conversion technology, the ability to take real-world waste plastic and turn it back into useful products, whether that's directly back to a plastic precursor or whether it's back to an intermediate product or a crude oil. But we also bring not only conversion technology, but feedstock technology, which underpins our feedstock management system, which you're going to hear a lot more about today, that is now embedded in our Cyclyx joint venture. The Cyclyx joint venture with ExxonMobil that we announced at the back end of last year. So we are fundamentally an asset-light company, but we do have one operational unit, and that's this proof-of-concept unit that's being used, amongst other things, to provide those -- that material for those yogurt pots, and that's in the form of Regenyx. That's with our partner Americas Styrenics on the West Coast to the U.S. So that's where you see this cluster of companies, Agilyx overall and then Cyclyx and Regenyx. So if you look at what's been happening this year, it's been a very, very dynamic time in this industry. What we're seeing is really strong interest, I would say, strong and strengthening interest from both traditional and nontraditional companies into chemical recycling projects. We have been investing through this first half in capability and capacity. There's a huge opportunity out there. We're going to talk a little bit more about that in a moment. And what we have seen is we need to be able to build that capability and capacity, we need to invest in that because that allows us to build the pipeline. And I'm pretty unapologetic about that investment because this is how we're going to capture that growth for the future. What's very exciting and is really a confirmation of something that we knew is that more and more people are understanding the criticality of addressing the question feedstock. Lots of people out there are saying, "Well, okay, I kind of understand the conversion piece, there's technology that you could do there. But actually, this feedstock part, the complexity of what's out there in terms of waste plastic is so vast, help me." And what you're now seeing is that, that is really reinforcing the Cyclyx value proposition, and you're going to hear more about that in terms of the members and the people who are joining us in that plan to accelerate and drive the development of the business model, which has actually been faster than we originally expected with Cyclyx. In terms of the Agilyx conversion business, we are continuing to anticipate Toyo moving into construction in the second half of this year. So that's consistent with what we said before. And we are maintaining our previously stated objectives regarding projects. So we set 1 project on average into development every quarter. We're reaffirming that, and we're reaffirming our midterm 2025-'26 revenue targets, and we'll talk more about that later. Finally, as you would have seen on the press release this morning because of this growth, this momentum, we feel it's the right time to actually prepare ourselves to uplift to the main Børs in Oslo. So before we go further, let's just remind ourselves about what the market opportunity is. We are in an investment phase. That's because this is huge. This is a vast opportunity that we are positioning ourselves to go after with our partners, enabling them. According to IHS, there's more than 250 million tons of waste plastic produced every year at the moment. And if you think that's not big enough, IHS would say by 2050, it's somewhere between 800 million and 900 million tons. When you look at what happens to that, the vast, vast majority of it is being mismanaged or unmanaged. We are classifying here as leakage. If you just look at the -- that volume and translate it through to our systems, a typical 100 ton per day system, that represents more than 6,000 Agilyx systems. We would typically expect to get a lifetime revenue of $40 million per system. This is a huge opportunity and a huge marketplace for us to go after, and that's what we're positioning ourselves for with our partners. Now if you talk about our partners, one of the things I wanted to do first off is actually provide a little bit more granularity on one piece of that white space on the previous page, which is related to polystyrene. What you would have seen over the past few months is a number of announcements on our polystyrene pathway. This is taking polystyrene back to it's raw material styrene. If you start at the bottom, we announced a new plant on the Louisiana Gulf Coast in the U.S. with Americas Styrenics. Shortly after that, we announced our engagement with Technip Energies is a technology company really focused on separation technology. Technip Energies acquired Badger a number of years ago who were the leading styrene technology company. Now what we've done together is put together our 2 technology capabilities to provide a unique pathway not just back to styrene oil, but actually back to a styrene product that can be used directly into customers' facilities in all kinds of different applications. Now the other thing that, that gives us is the ability to start expanding our feedstock capability. So if you look at the second announcement here, which talks about Agilyx technology, enabling the recycling of hundreds of thousands of tons of unrecyclable flame retardant insulation. That is enabled by this combination of technologies between Technip and Agilyx. This is enormously exciting. This is a product that it's in that white space, but it can't be touched today because it is laden with these fluorinated flame retardants, these halogenated flame retardants. It's extremely available. There's a lot of it, and it's extremely distressed. We can take that product with our system, with our partners back to food-grade polystyrene that could go into yogurt pots on the shelves in the supermarkets in Europe as an example. But we don't just need to do that. We can also enable other parties as well. And so what this technology combination does is it expands the customer base. It expands the market for polystyrene as a feedstock now, not just back to polystyrene but to other products as well. And that's what the Kumho announcement that came out the other day is related to. Let me just break that down a little bit more and give you an illustration this way. If you look straight across the horizontal of this page, what you'll see is polystyrene waste going through an Agilyx conversion technology creates a styrene oil which today, with Regenyx, for example, we work with our partner, Americas Styrenics not American Express and use their facility because they're a styrene monomer producer to produce ASTM styrene. What does that mean? It means pure styrene. That's what you're looking for to be able to use as a downstream user. That's a fungible product that gets traded all over the world. What we're now able to do with this Technip capability is we're able to provide our customers like Kumho, the ability to bypass the styrene monomer producer. And so we're able to go directly to some of these uses, these other uses that we're talking about. And if you actually understand the world of styrene applications, it's extremely broad, few pictures here. We talked about yogurt pots in the bottom left-hand corner, that's a typical application for polystyrene. But another one is petri dishes. It's used widely in the pharmaceutical and life science industries. But it's also used in the middle here for styrene -- solution styrene-butadiene rubber. This is high-performance tires. This segment alone uses about 2 million to 2.5 million tons of styrene per year. That's the segment that Kumho with this new announcement is playing in. Very, very high value. Super difficult in terms of the issues that they've got to address sustainability. We are providing a pathway for them to do that. That's why I say this is opening up new possibilities, new customers, new markets for our technology. We can do this back to ABS. ABS is not anti-braking or antilock braking system in this regard. It's a plastic that's used in the interior and exterior of cars. It's used for helmets, it's used for LEGO bricks. We can go directly to the people who are making this product now with this technology, new markets, new opportunities, new customers. Now we haven't forgotten about the other pathways. So just to reassure you, we are still working hard on the mixed waste plastic pathways. We have a number of activities that continue to develop with the likes of Braskem, working with our partners like NextChem, and those will continue to move forward. We're also continuing to work on new pathways like polymethyl methacrylate, plexiglass. And what I wanted to do here is just kind of give you also a feel for what the typical unit size is. We don't talk about discrete unit sizes with each of the announcements. That's sometimes because our partners don't want to make those announcements either. But I wanted to give you a sense of where the typical sizes are, polystyrene on its own without distillation. So that's without using the Technip solution would typically be 50 to 100 tons per day. But clearly, the economic sweet spot is 100 tons per day. So that's 2 of our lines. Polystyrene with distillation is really from 100 tons per day. And mixed waste plastic can be 100 to 200, but typically 200 is where the sweet spot starts. And so again, that's just to give you a feel as we move forward, what are the aims, the targets that we're looking for because this is where it makes most sense to our partners. So with that, let me pass over to Joe to talk about Cyclyx.

Great. Thanks, Tim. Good morning, good afternoon, everyone. It's going to be with you again today. It's really, really an exciting time for Cyclyx. And so I'm looking forward to providing an update. That said, in the conversation since we've sort of formalized the company, it's becoming clear that we haven't done a terrific job in really having people understand fundamentally what Cyclyx is doing, what we're bringing to the market, why it's important and more importantly, how it's differentiated. So before we sort of get into the operational updates, I thought it might be helpful to just step back and provide some fundamental perspective. The mission is pretty straightforward. It's an audacious mission. We're trying to tackle a very significant worldwide problem. In simplistic terms, Cyclyx and Agilyx are trying to increase both the recyclability, but also the recycling rates of post-use plastics from 10% to 90%. Easy to say, but fundamentally, what are we doing, what are we bringing to the market. And there's really 3 primary components of that, that are all very important. In the very first instance, and it goes back to that 16 years of know-how and chemical capability we are actually producing and creating new recycled product pathways that currently don't exist. There's lots and lots of low-value plastics that even if they were captured properly they really aren't of quality to enter into the existing recycling systems. And with us and our downstream partners, we're finding new product pathways to unlock that plastic. And that's a pretty important piece here, and we'll talk a little bit more about that in a minute. The second element is, okay, that's great. We can find new product pathways. But if we're at a 10% recycling rate, then that just means the capturing systems are inadequate to sort of grow recyclability and increase it significantly. So we're also bringing sort of unique supply chain diversion models where we can capture and divert more plastics from the landfills, the waste to energy, the leakage as Tim highlighted, back up into the first new product pathways that we're creating. So those 2 work very symbiotically. And the second is absolutely needed for us to do what we need to do. And we have been trialing now for multiple years, new innovative ways to channel and flow more waste plastics. And lastly, which is equally important and certainly important for our downstream partners that we're enabling, we're trying to capture those plastics and prepare them in ways at a customized level for our downstream partners but trying to do it at a lower cost. The lower cost then now allows them to financially develop their pathways, build the infrastructure. And if we get it low enough, hopefully, we can actually accelerate their own plans. And so when you think about the 3 things that Cyclyx is trying to bring to the market, it is fundamentally those 3 deliverables. So if we go on to the next page, the question then is, okay, well, how are you going to do that? Well, here, we have actually talked about this before, and this maybe takes on a little bit more logic with that base understanding. To accomplish those goals, we're bringing to the market 3 fundamental innovations. And the first one is sort of what we would consider to be our unlocking technology enablement. The current system today sort of looks at materials in an object form and tries to extrapolate what it can be used for and it goes into markets that are ultimately clean. We, on the other hand, take a different view in that we look at waste plastics from a chemical profiling perspective, not just what is in the plastics, but the contaminations how we can manage it. And by having that understanding, we've also developed predictive modeling capabilities where we can model different slipstreams of waste in the product pathways they can be used for. And ultimately, we use that capability to customize feed using a series of recipes specific for our downstream partners. And that's a critical element of our unlocking capability that allows the rest of the system to work. Once you get past that, then we're into the supply chain. The current supply chain, as we know, really doesn't work well for advanced recycling and is not really scalable for mechanical recycling, if you're going to talk about a 90% recycling rate. And so we have developed a series of innovative programs to capture material, to put them into supply chains that are driven and specific for our downstream customers. We design custom-based preprocessing systems for them and ultimately deliver a custom feed for our downstream customers. And that's all based on new and innovative supply chain elements. And lastly, we have a consortium approach. This is a big problem. Really, it's not reasonable to expect any one company could tackle this. And so we are engaging many, many, hopefully, hundreds of companies to coalesce their efforts together to advance the circularity of plastics to create the supply chains and ultimate [indiscernible] approach that creates efficiencies that will reduce the cost of feed. And so with these 3 goals in these 3 capabilities, ultimately, we have proven that we can source material, prepare it in a custom way for multiple products for our downstream customers at a price approximately 1/6 of what the market could do today. And so these 3 capabilities together are really what creates the Cyclyx platform. Now over the years on Slide 13, we've sort of highlighted how Agilyx is helping advance and maintaining a leadership position in creating a circular pathway for plastics. And this was sort of helpful to sort of educate a nascent industry. And of course, we would always talk about our robust technology platform. We would talk about Cyclyx before Cyclyx in the form of a feedstock management system. And then obviously, we talked a lot about how Agilyx was helping link 2 different industries, the waste and recycling and the petrochem industries. And so this was a nice pictorial that sort of helped people understand. The problem with that is the bit that sort of goes from the waste to a feedstock, we've grossly oversimplified in my mind. It's -- we haven't done a good job telling folks why waste is so complicated to manage. Now I spent most of my career in waste to value, and this is the piece that is most challenging. When you're looking to create commodity-based industrial production off of waste materials, if you don't really understand the complexity of that waste, lots of companies struggled even if they have a very robust technology. So the next slide really does a better job in my mind showing the symbiotic relationship between what Agilyx can do and how Cyclyx can address the complexity of that feedstock. With all of the component elements that it has assembled to take waste feed, to secure it, to divert it to preprocess it and deliver it in a custom way that enables our downstream partners, Agilyx, and any other mechanical and advanced recycling company as well to accomplish what they want to do. And so Cyclyx is not only an enabling technology, but it is really crucial if you're going to have a conversion technology that is using waste feed. The next slide, the last 6 months, as folks know, and Tim had said that we had consummated the Cyclyx joint venture at the end of last year, and it really formally stood up in January of this year. And since that time in the reporting period here, there's just been an incredible amount of fanatic activity. Lots of infrastructure had to be put in place. Obviously, we had to staff. And so currently, we have pretty much fully staffed the senior executives and middle management positions. We have over 30 team members there. We are doing things like implementing ERP systems to manage the complex chain of custody that's required for the transactions to deliver ISCC PLUS certified material. I'm pleased to announce that in February, the team actually secured an international ISCC PLUS certification for all of our sourcing activity. And that included certifying 1,000 feedstock suppliers that we currently have relationships with. And so that feat was pretty significant. I don't know that there's many companies set up to deliver that kind of material. And of course, as we start talking about Cyclyx, the membership is really crucial. And so another thing that we have maybe under-communicated on, I know that we've expressed interest in the past to this group that we've been active with over 200 different types of stakeholders in the circularity of plastic supply chain. But we didn't really give you much insight into how we thought about the priority of those. And so in the last few months, we've been very specifically looking at prioritizing our downstream partners. Those petrochem companies and independently design build on operate conversion technology companies who actually will ultimately need the demand for the feed. And so we very specifically focused in on that group. As you can see from this list, we have a very impressive set of partners who will be working with every day to advance the platform. And there are many more that are other members that we can announce for various reasons or ones that we will be closing here shortly, and you'll see more about that. Currently now, though, we are expanding the focus on different elements of other membership that will help create scale and will help us catalyze our business platform. The C&I, the CPGs, the waste recycling companies, municipalities, you could lever what we have going on. And so down below, we have a little pie chart that sort of gives you an understanding of how that segmentation shows. Recently, however, and notable now that we are going and looking at sort of the CPG and the C&I space, we're developing really strong relationships. Recently, we just announced 2 relationships that anchor an industry take back program. So we have MilliporeSigma, which is the life science affiliate of Merck and Corning have just joined and are anchoring a life science take-back program for single-use laboratory equipment made with polystyrene. You'll see a couple other similar sized companies joining that coalition that we're not able to talk about. But that just helps validate that from the downstream partnership perspective, if they are comfortable that we can deliver custom feed and then the intermediates that we could create these interesting industry take-back programs that are novel and unique. And so in this reporting period then, we have accelerated our sourcing. We've got dedicated sourcing people. I'm happy to announce that in July, we actually started delivering feed to 3 customers, including Exxon. We're working with another 11 companies in various stages of testing and helping create their specifications. We're looking at various wasteshed analysis in 8 countries to support those 11 companies. And so you'll see here in the coming months, a lot more news on joining members. And as well, and the final point on this slide is, in addition to the membership of Cyclyx with the support of Exxon and some of our downstream partners in Agilyx, we also have created an executive advisory board. And that executive advisory board is made up of 20-or-so premier partners, many of which are listed on this page, who are -- we're leveraging their executive talent. We have some independent thought leaders who are coalescing to make sure that the guiding principles are proper and that we can scale this program effectively. The last update, I'll provide. This is an interesting graph. It's a little bit noisy and I'm sure unsatisfying, at least in some data respects, but it's informative and it's exciting. So let me try to walk you through it. There's sort of 4 bits of information here that are important. The base graph, the light green graph, shows essentially the demand that we have with our current signed customers. That demand is sort of reflected in a just-in-time demand for annual volume per year. And so from our perspective, with just a handful of companies, this is a pretty -- relative to what's going on in the recycling world today, these are pretty dramatic demand pulls that we have. However, at Cyclyx, we're not necessarily satisfied just with that. We believe that in order to allow our downstream customers to scale in this way that we actually have to source feed in advance of that need so that they can derisk their plans. And so the darker green shadowed portion of this graph to the left is the Cyclyx strategy to try to presell prepare an inventory feed in advance of the need for our downstream partners. And so you'll see a lot of our activity now focused on building that infrastructure, advancing the sales. And again, this is just representative of a handful of companies. We're hopeful that by the end of the year, we can hopefully double that. We'll see, but we have a lot of traction. The other 2 bits are not necessarily time-related proportionally, but the pink line, the decreasing line shows our estimate of our ability to lower the cost of feed for our downstream partners. The significance of this in the way Cyclyx has set up is that we're flowing that efficiency through and our pricing to our downstream customers, not only to enable them to meet their recycling goals but to incent them to accelerate those goals as well. And the more we can reduce that cost, the better off our scaling and ramp will be. The blue line shows a related effect. So even though Cyclyx is purported to be a utility-like model, Agilyx still has a net royalty associated with the downstream purchases. And this just shows the relationship that as we lower our cost of fee to our partners, we enjoy an increasingly larger royalty net to Agilyx. And so in that way, we have very aligned motivations between Agilyx, Cyclyx and our downstream partners. So with that, I will look forward to any questions that you may have on any of the Cyclyx material. But in the meantime, I'll hand it back to Tim to finish out the update.

Yes. So thanks very much, Joe. And I hope that insight that Joe has provided has been useful for people because I know there have been a lot of questions in the Cyclyx area, and we wanted to make sure we were trying to address as many of those as we could. Just a few pages in summary then. First of all, Again, just to kind of go back to that statement I made right close to the beginning, which was about expecting to bring 1 new project into development on average every quarter, we're staying with that guidance at this point in time. You're familiar now, if you've been seeing these presentations over time with this model of development, construction and operations. This is for 100 ton per day unit, where you see the revenues coming in associated with that. And clearly, the step-up in revenues associated with moving into construction. That kind of direction in terms of the objective of 1 project per quarter aligned with the previously stated 500 tons per day in operation, which was our goal for 2025-'26 translates into this overall target of $200 million to $300 million of revenue in that same time frame. Now I'm not going to go through this in too much detail. This includes the royalty from Cyclyx. It includes all these other revenue streams on the bottom left-hand side. I'll just point out to you that, that this was based on the 550,000 to 800,000 tons of volume going through Cyclyx in 2025-2026. And I'll leave you to look at the chart that Joe just shared with you in terms of how you want to look at that, whether that's derisking or whether there is scope for further development. That's -- this is where we are sticking right now in terms of our guidance, we're maintaining it. In terms of the first half, when I talked about that earlier, that this is really a story of investment. It's planned. It was expected. We have got a lot of work that has been put in place such that we can capture this market opportunity. We're at the beginning of this game. This opportunity, as we've talked about, is massive. The Cyclyx volumes just alone that we have shared are big. But as Joe alluded to, there's an awful lot more out there and when you look at that white space chart. So we're building capability and capacity in Agilyx, in Cyclyx putting that infrastructure in place. And we are building our pipeline, working with a diverse group of partners on both Agilyx and Cyclyx side, such that we have a robust pipeline going forward. You can see also the cash position that we're in at the moment. And so this is basically our snapshot of where we are at the end of the first half of this year. Now in closing, let me just touch back again on what is the Agilyx proposition. And this chart is basically there to try and capture these 7 key points. First of all, this is a huge market opportunity. It's emerging, it's developing, and it's core to our ESG principles. We are addressing that as an integrated player, integrated with feedstock capability and conversion technology capability and then adding on to that, capability coming from our partners, such as Technip to further expand our ability to go after that market opportunity. At the core of the conversion offering is a highly versatile and proven conversion technology. The thing that, that allows that technology allows Cyclyx to do is maximize the degrees of freedom accessing that white space of plastic. But what Cyclyx is able to do is work with whatever the constraints are from whatever technology people are wanting to use to continue to drive cost out and availability up of that waste market. We're fundamentally capital light, you know that. We have got a huge growth potential, which I hope you've seen captured again here today and that you've seen why we are so excited about it. And we're building that with a vast array of credible and relevant partner companies. These are partners who get this space who understand it, who are invested in it, and those are the partnerships that we're wanting to work on. Finally, we have an experienced and dedicated team coming from the chemical industry and from the waste industry predominantly. And I did want to say at this point, I hope you also picked up the announcement yesterday about a very exciting addition to the team. Carsten Larsen coming in to be our Chief Commercial Officer. Carsten who comes from the Dow Chemical Company, one of the biggest players in the petrochemical space, huge amount of experience in this space where he's been working on their Dow's plastic circularity business for a number of years now. And we are absolutely delighted that we can bring in somebody like Carsten to help us continue this journey of growth. We think it's a huge validation of what we have to offer, and we're super excited about the future for Agilyx and our partner company, Cyclyx and the broader capability that we can offer to our other partners in the industry. So with that, let me stop, and I think we have time for some Q&A. Elliott, back to you.

Yes. Thanks very much, Tim, and also, Joe, for the update. Extremely insightful and great to hear all the foundation is being laid and the recent momentum. Yes, on that note, it's probably time to some Q&A. Yes, I'd encourage everyone once again use the function to submit your questions. I know we have a couple here. The first question, we are now seeing a suite of technologies within the chemical recycling space. What advantages does pyrolysis have over technologies such as the use of solvents, for example, loop users and gasification.

Yes. Let me start, and then what I'll do is I'll pass over to Joe as well. Look, I think, first of all, what I would say is that we are about enabling people to solve this problem. We don't anticipate that there will be one technology that solves everything. But what we see with the Cyclyx offering is that we can help people whether they want to use our conversion technology or they want to use a different technology to solve the problem of feedstocks. And that's what's so exciting about this unique combination that we've got. In terms of our particular technology, the key thing here is that we are able to upcycle from the most distressed feeds to feed -- to products that can go back into the highest possible value end users, food grade, pharmaceutical grade. That is the key to being able to maximize the access to the cheapest possible feedstock, waste plastic and to get it at the right and greatest availability. Sometimes with certain other technologies, you will be more limited on that front. It doesn't mean to say that it's not going to work. It doesn't mean to say that it won't have a place. This opportunity space is so huge that it's about and not all. That's what we believe. But we do have a unique capability to be able to address that, plus specific product pathways such as taking flame retardant loaded polystyrene foam back through to pure styrene monomer that can then go into all kinds of different applications, that is unique. That is completely unique, and that's an offering that we're very excited about.

Yes. I guess I would just add -- I mean, I agree with everything you said, Tim. I would just add that lots of these technologies have been developed usually for a very specific product pathway and usually on a particularly specified type of feed. So one of the questions embedded in the question was how is pyrolysis to gasification and dissolution. So if you just took an example of EPS clean foam, you could make the argument that dissolution approach might be more cost effective on that particular slipstream of waste versus a pyrolysis unit. The process unit, however, can take, as Tim is highlighting, really low-grade materials with contaminants in there that dissolution can't. So now you're sort of struggling with what's the efficiency of the system, what's the quality of the product you're producing and at what cost. And so there is no silver bullet for the technology, but I do feel like one of the capabilities that the company has developed is understanding the operating conditions, the advantages, limitation so that we can help enable that performance. And so from our perspective -- and I was a bit remiss, but even with Cyclyx not only are we -- we're supporting a lot of otherwise competitors to Exxon as well as Agilyx. People are coming to us for feed because they can't sort of figure out the type of feedstocks they need for their system.

Understood. Yes, there's a few questions coming in on Cyclyx actually as you can imagine. So I'll start to go through it now. First one is when signing new members and partners into Cyclyx to become members and founding members, how ready are these companies in general to start receiving feedstock from Cyclyx? Do you expect all of the big names to have processes and technology ready to receive straightaway? Or is it typically a 6-month, 3-year wait? Or how would you kind of view that?

That's a great question. Obviously, there's no broad -- no way to simplify it. But I would say, in general, when we sign up a new member that's looking for feedstocks, there's a typical program that we go through. It either happens a little bit pre-membership or post membership just depending on the dynamics. But we, in essence, work with those companies to understand their specification. I would say in 80% of the folks that we've worked with so far, we've been helpful in actually helping them understand their specification better. Once we have sort of a consolidated specification, we then help design, if you will, subrecipes.So if you've got one composite specification, you could feed that with maybe up to 20 different discrete subrecipes that we would mix to deliver. Then we do -- typically, we do some physical testing. And then once we understand and everybody is comfortable that we can deliver what they're looking for, we then go to the geographic areas that they're interested in, and we do wasteshed analysis and sourcing plan. And then off the heels of that, we get orders. Some companies come to us much better prepared for all of that work, and it could take as literally as 2 weeks. Some are at the early stages, and it could take us 6 months. But inevitably, we're closing almost everybody coming to us with a challenge on feedstock because we get them comfortable that we can deliver it.

Very hopeful. And then another question, what is the difference between a member and a founding member of Cyclyx?

Yes. It's a great point. From a contractual standpoint, not too much. The founding members are those companies who have a very strong sustainability commitment that fits and is well aligned with what Cyclyx is doing and who want to be active members in helping make sure we properly develop governance, set up programs that can scale. So their members essentially who are invited based on their commitment to the overall cause. And I will say in the 7 months that we've been operating the executive advisory board, it's pretty astounding how much value they are contributing. It's been a great group.

Understood. And you mentioned in July, you were able to supply some feed to, for example, ExxonMobil. Is there any way you can give any -- a range of the quantum of that feed or probably not?