Hi, everyone. Welcome to Exodus's fourth quarter 2025 earnings call.

I'm your host, Kris Merkel, and with us today are Exodus's co-founder and CEO, JP Richardson, and CFO, James Gernetzke. During today's call, we may make forward-looking statements.

The company cautions investors that any forward-looking statement involves risks and uncertainties and is not a guarantee of future performance. Actual results may vary materially from those expressed or implied in the forward-looking statements due to a variety of factors.

These factors are described in forward-looking statements in our earnings press release and our most recent Form 10-K filed with the Securities and Exchange Commission, available on the Investor Relations portion of our website. We do not undertake any obligation to update forward-looking statements.

As always, feel free to visit our social media accounts on X or Reddit to submit questions for our Investor Relations team after our call. Let's go to JP to discuss Exodus's fourth quarter and full year 2025.

Thank you everyone for joining. Want to try something a little different today.

I've been told multiple times that my opening on earnings calls just doesn't sound like me, and I think that's a fair criticism. We're going to keep this more conversational, a lot like how I speak publicly on on interviews or even internally in in company all-hands calls.

Often I love to tell stories, and and today's going to be no different. A couple weeks ago, took my kids skiing for the first time.

My little boy, he's he's 7 years old, and so we're on the bunny slope. Where they, they teach the young kids, and and he could barely stand up.

He kept falling over and over again. I'm sure many of you with kids can relate to this.

He kept getting up over and over again. Ultimately he asked about going up the lift on the mountain and and to actually go down.

His mom looked at him and and she goes, "Son, you're not ready yet." And "And your dad doesn't think that you're ready yet."

He said to her, it's like, "I'm going to show him," meaning me, of course. Me [admiring?]

admiring his determination, I said, "Okay, well, let's go. Let's go up to the top of the mountain.

Let's check it out." We all went up.

He's going up and and he went down and and yeah, he fell a couple times, but he made it down without any issue, and it was actually really impressive. Thinking about this moment with my kids and kind of heading into this call today, because it's kind of a lot like what 2025 felt like for this company.

The the market felt like it kind of knocked us around. Stock price and Bitcoin price, it just tested everyone's patience.

Every single time, the team just kept building. Even when we get knocked down, just just kept building, focused.

We're building the infrastructure that makes us less dependent on market conditions, these very market conditions, in the first place. Let me walk you through what we build and where we're headed.

Let's do a brief look back into 2025. 2025 was the most consequential year in the history of Exodus.

This is because of what we built while the market has been pulling back. As you'll remember, early 2025, it seems like an eternity now, we rang the bell on the New York Stock Exchange.

This ultimately, being on the New York Stock Exchange, opened the door for more investors that couldn't touch us in the OTC markets. We announced Exodus Pay, one of the most important products in the company's history.

In November, we closed the Grateful acquisition. This gave us a live payment sandbox in Latin America, where every lesson from Grateful is making its way back into Exodus Pay.

That same month, we signed the W3C acquisition. I'm going to come back to that in a moment.

We expanded ExoSwap to more signed partnerships. I'm going to talk about that even later.

We expanded our tokenized equity to Solana through Superstate's Opening Bell platform. For full year revenue, we grew 5% to $121.6 million.

That growth came from improved monetization and B2B expansion even as retail activity softened all the way toward the end of the year. Now, for 10 years, Exodus was built on speculation.

When crypto is is up, we thrive. When crypto pulls back, we feel it, much like what we're seeing in the markets today.

As a public company, the stock reflects this reality directly. This model has served us well for a decade, but it's not enough anymore.

Everything we did in 2025 was in service of one goal, and that's creating more revenue streams, revenue streams that don't depend on where crypto trades tomorrow. We are becoming a payments company, one that serves people whether Bitcoin is at $30,000 or $130,000, one that earns revenue from the daily financial lives of real people, not just trading activity.

The product at the center of the shift is Exodus Pay. Most people use at least three financial apps.

I'm guessing many of you on this call are are going to be very familiar with this. You You no doubt you have a banking app, you have a payments app like Venmo or Cash App, and you probably have a brokerage app like Robinhood or Fidelity.

Exodus Pay makes it one. We're building a product that lets people send, spend, invest, and earn from a single interface: no seed phrases, no blockchain jargon, no L1, L2, which layer am I, nobody cares about that stuff, no complexity.

Self-custody should feel as easy as tap to pay. At its core, Exodus Pay is built on stablecoins.

Stablecoins are the dollars that move at Internet speed. You may have heard of them.

We're making stablecoins usable for everyday payments: groceries, rideshare, restaurants, anywhere where Visa or Mastercard is accepted. Again, from speculation-driven swap fees to revenue built on daily utility.

What's going to power Exodus Pay is the product of W3C. Let's talk about the W3C acquisition, that remains the centerpiece of our vertical integration strategy.

Now let me remind everyone why this deal matters in the first place. The first reason this deal matters: we get to own the full payment stack, from self-custodial wallet to the spend card at the terminal.

No other wallet owns end-to-end payment rails. The second reason is revenue diversification.

Our revenue today is heavily tied to swap volume. The third reason is the B2B2C infrastructure for partners.

W3C already powers MetaMask, Ledger, OKX, and Kraken and their cards. Owning this infrastructure means Exodus can provide card programs and payment rails to other wallets and apps.

This means more revenue from partners without acquiring those end users directly. We remain confident in the ability to close in 2026, and we're working diligently towards closing.

Let's touch on what seems these days on everybody's favorite topic: AI, because it's reshaping both how we build and what we build. Let's first talk about how we build.

I actually write code every single day using Claude Code. Tasks that used to take me months now take me just hours.

It's that wild how good these tools are these days. What's true for me here is true for our entire engineering organization.

We are pushing hard toward a model where AI ultimately writes all of our code. We're we're not there yet.

We're not there yet. The productivity gains we're seeing so far have already been quite significant.

Now, with what we build and kind of how we think about the future here is that we think AI agents represent an entirely new class of customer for Exodus. These agents are going to need wallet infrastructure.

They're going to need to send money, check balances, and make purchases. It's easy when you think of payments apps like Exodus Pay, it's easy to think of the total addressable market as just, 8 billion people, the entire world, right?

With AI agents, it will potentially be in the trillions, because each one of these agents is going to need a wallet. Exodus aims to be the default wallet layer for this world.

Let's hit on ExoSwap. ExoSwap continues to be a meaningful volume driver.

Q4, we signed In total, we have 18 signed partnerships, 11 that are producing, $416 million in Q4 volume, 26% of our quarterly total. This strength shows that our infrastructure is trusted by other major platforms like Ledger and MetaMask, and MetaMask just went live the end of December with Solana.

Following the close of W3C, we're going to be able to offer a card issuance as well to a lot of these partnerships that are using ExoSwap, especially a lot of the new ones. I want I want to leave you with this: our revenue today does not yet reflect the magnitude of what we have built.

We have invested significant resources—capital, talent, time—into infrastructure, acquisitions, and product development that have not yet hit the top line. I understand this.

I understand the patience it requires from you, our shareholders. I want you to understand what's on the other side.

We are shifting from a company built on speculation to a company built on payments, on daily utility, on infrastructure that earns revenue every time someone taps a card, invests into their future, saves for a rainy day, or buys their groceries. That is the company we are building.

So 2025 laid the foundation, and 2026 is where it starts to come to life. With that, I can hand it over to James to walk through our financial results.

James?

Thank you, JP. Let's start with Q4 and full year revenue and swap volumes.

Full year revenue was $121.6 million. That's up 5% from 2024.

Q4 revenue was $29.5 million, which represents a 3% decrease from Q3 and a 34% decline from the record Q4 we had a year ago. To put that year-over-year comparison in context, Q4 2024 was our highest revenue quarter in company history, in a quarter where we saw major industry catalysts like the US election and Bitcoin topping $100,000 for the very first time.

As a recent industry backdrop, digital asset prices were also in decline for most of Q4 2025 after briefly enjoying early October highs. Full year swap volume was $6.89 billion, which is a 21% increase from 2024.

This is a meaningful increase that demonstrates the underlying growth in the platform, even as digital asset prices declined. Q4 swap volume of $1.59 billion was down 9% sequentially and down 32% year-over-year, tracking the broader market pullback.

ExoSwap, our B2B swaps platform, continued to be a significant volume driver for Exodus at $416 million of volume in Q4, or 26% of our total quarterly volume. Our growing B2B swap volume demonstrates that Exodus is increasingly a critical piece of infrastructure for the broader ecosystem.

With regard to staking and other non-exchange revenue, full year revenue from staking reached over $4 million for the year, nearly doubling 2024's total. Our improvements to Solana staking in particular drove this acceleration.

This is recurring revenue that can be compounded for as long as the assets remain under stake. Fiat onboarding also saw a 28% increase in revenue versus 2024.

Quarterly funded users, users who have actually put their money into Exodus, finished the year at 1.7 million. That's down 6% from last quarter and 11% from a year ago, reflecting the broader retail environment.

Monthly active users at the end of Q4 were 1.5 million, down 35% from the previous year and unchanged sequentially. While monthly active users declined year-over-year in line with broader retail activity, our funded user base remained resilient, demonstrating the stickiness of our wallet.

To pursue ownership of a full payment stack, during 2025, we funded $80 million of debt related to the W3C acquisition. While we initially used the Galaxy credit facility, we made the decision to pay off that debt prior to the end of the year.

This resulted in the first reduction of our Bitcoin treasury in quite some time. During Q1 of 2026, we have continued to sell digital assets as we prepare for the next disbursement related to the W3C acquisition.

As we have stated in the past, we believe that our treasury, including our Bitcoin treasury, is available to fund M&A and other growth initiatives, ultimately growing our Bitcoin treasury. On a related note, we continue to evaluate ways to demonstrate the power of tokenized equity.

However, we are pausing our Bitcoin dividend plans as we are prioritizing M&A and other growth initiatives at this time. We remain committed to exploring opportunities afforded to us and our shareholders through the tokenized equities as their use continues to grow.

Finally, expanding on JP's earlier note regarding ExoSwap, MetaMask is a notable name that we signed towards the end of last year. Their wallet launched support in the final days of 2025 for Bitcoin.

Initial results are slowly ramping up as MetaMask users gain familiarity with the new multichain functionality. Kris, with that, let's get back over to you for questions.

Thank you, James. It's time for our analyst questions, and I see we have Andrew Harte from BTIG.

Go ahead, Andrew.

Hi. Can you hear me okay?

Yes.

Great. Thanks for taking the question.

JP, I thought your comments about agentic payments were really interesting. I think the idea was that agents are going to need the wallet infrastructure to operate out of.

I guess can you just expand on the steps needed to go from where we are today both in terms of capabilities or potential partnerships or integrations to make that a reality? That'd be very helpful.

Thank you.

Great question. Ultimately when you want to enable agents to be able to transact with wallets and send stablecoins, what you want to be able to do is have a world where the company or individuals that are using or leveraging these agents can maintain control over their wallets.

I suppose what you could do, you could just set up an OpenClaw on your Mac mini, right, and have it go hog wild with Exodus. That would work today or should work today, right?

Again, what you want is you want to be able to say, "Okay, I have this massive amount of agents, and maybe I'm a company in the travel industry, right? I'm going to have a AI agent doing travel on behalf of consumers.

I need to be able to basically either give the consumer the ability to give access to say Exodus and that AI agent, or as a business, be able to give AI agent an access to a number of wallets that I have full control over and can control the keys as well." Effectively, what that means is that from the consumer perspective, again, I'm just going to step into the shoes of just like an Exodus Pay customer, that means having Exodus Pay or Exodus connect directly to like a ChatGPT or a Claude.

Actually, that is something that behind the scenes we've had working for a while, but we want to make sure the user experience it works really well. When it comes to the business side, again, that travel agent example, what that ultimately means is that we would have to produce back-end software for these agents to be able to, again, view all these separate wallets.

There's a number of angles that we're looking at here. The one that we're most interested in the short term is empowering consumers that have, again, just Exodus on their phone and be able to connect to, again, like ChatGPT or even in some cases maybe even an OpenClaw as these agents become more commercialized and say, "Go ahead.

Spend up to $500. I want you to go look for a flight, the best flight to, I don't know, Florida, right?

Whatever it is." That's going to be critical and to make all that work well and to make sure that the limits and restrictions are in, because again, the worst case scenario is if you say, "Okay, AI agent, you have full access to my wallet.

Be good with it." Then you find out it went and speculated and bought a bunch of Dogecoin from your entire wallet, you'd be pretty pissed off about that.

There's a lot of security controls that have to come in place as well.

All right. Ed Engel from Compass Point is next up.

Go ahead, Ed.

Hi. Thanks for taking my question.

Just wanted to ask some questions about the cost structure here. Do you mind kind of going through of the costs or some of the one-time expenses we might have had in the fourth quarter related to M&A or anything else to call out?

Then would it be fair to assume that might continue into 1Q or maybe even 2Q until the transaction closes?

Yes. Obviously, there's the legal costs, there's the interest associated with the Galaxy loan.

The interest, obviously, since we paid it off, is not going to continue. There are some legal costs.

As we go through the regulatory, there's certainly going to be some legal, but my assumption would be that it would be slightly less, but as we go through that process, but there still will be some, for sure. Then let's see.

Then you said some other one-time costs? Yes.

Then we have the similar one-time costs that we've seen for non-M&A items from previous quarters. Yes, to answer the question, the M&A continues.

We are still out there looking for other businesses and other opportunities. Obviously, we don't have anything to report at this time, and we're very focused on getting W3C closed and integrated, but that doesn't mean that we're not still working on a pipeline.

I would say that, in general, I would expect over the next quarter or so that the costs should be slightly lower than previous quarters, but not zero.

All right, we have Gareth Cassetta up next. Hi, Gareth.

Hi, guys. Can you hear me all right?

Yes.

Awesome. I was wondering if you could provide some detail on the drivers to the improved monetization in ExoSwap in the quarter.

Do you guys think that there might be future opportunities for similar expansion, or was this maybe more of a one-time event?

Let me start. I would say that in terms of ExoSwap, we've grown the book of business in terms of the number of partners that we're working with.

As we grow that book, you see different areas, different cost structures, etc., that come with it. Over time, we'll see, as that product matures, we'll start to get to a steady state.

We do expect changes in the short term on that as the book continues to grow. We're pleased with the amount of new deals that have been signed and the work that is going on in that area.

Now, because this is a B2B2C product, we are relying on the partners. There is one partner that looks like it's probably going to stop operations over time.

You'll have those pluses and minuses, but I would say that we're definitely pleased at the direction and the amount of new contracts that have been signed, new partners that have come on.

All right. Thank you, James.

We have Mike Grondahl from Northland. Go ahead, Mike.

Thank you. Sort of two questions, guys.

One, I think you mentioned 18 signed ExoSwap partners and 11 operating. When do you think the next seven are going to ramp up, and any significant partners in that next wave?

Then secondly, I would like to understand better kind of the go-to-market with ExoPay. Is that only going to be within sort of ExoSwap and the trading customers, or help us understand how we're going to see that ExoPay offering in the real world?

Let me start with the ExoSwap, with the 11 and the 18. I think that we're seeing steady growth and it's steady growth right now.

In terms of significant names, we're pleased with the mix, the size of different clients that we're getting. Unfortunately, because it's a B2B product, we need the client's consent to share the names.

I don't have any larger names that have shared consent to offer you, unfortunately, right now. I could definitely say that, again, just reiterate, we're pleased at the growth that we've seen in that, and we're looking forward for that to continue for the rest of the year.

JP on ExoPay.

Let me hit a little bit more about the partners with ExoSwap here. Even though that we cannot announce the names yet, the reality is that, yes, we have signed other big partners.

We will be able to announce that in the future, which is going to be great. In addition to that, I think what James had mentioned that's really important is that with the ExoSwap partnerships, we have to rely upon the partner's timeline.

Often what you see is that the partner, in some scenarios, they might just enable say just on one asset, and so you can swap from one pair to other pairs, and it doesn't have support for other assets and other blockchains. As we march forward and they get one going, they're like, "Oh, wow, this thing is working really, really well.

Now let's enable it for these other blockchains and make it work really, really well there," and just keep that train going. We're going to see more and more of that, and we already have seen that time frames that we'll be able to announce in the future.

I anticipate that will be the pattern moving forward is we will sign the partners, and then there's the time to integrate. They go live on one blockchain, and then they expand out on additional blockchains.

As we mentioned, we have some very big names in the industry that we've been working now with for quite some time, and that becomes quite strong testimonial as we start working with other partnerships. I just think that's just really important to call out.

Now, related to the question, you referred to it as ExoPay, I'm assuming you're talking about Exodus Pay. ExoPay, now called, and this is getting confusing, ExoPay is our fiat on-ramp/off-ramp.

We have recently renamed that to ExoRamp to separate the confusion. ExoRamp, just to be very clear here, you think that ExoSwap is to allow people to swap from crypto to crypto, ExoRamp allows people to onboard into crypto via a bank account or a debit card or off-ramp in time.

It's basically fiat on-ramp/off-ramp. Exodus Pay, again, is our initiative to, as earlier in this conversation I had mentioned, that we are bringing the world of all these disparate financial apps into one single app, right?

The biggest is banking, payments app like Venmo or Cash App, and then a brokerage app, Robinhood or Fidelity, E*TRADE, whatever you use, all into one application with no crypto complexity whatsoever. Now when you ask about go-to-market, okay, we had a very early test group that we experimented, and we had conversations with people and events at ETHDenver.

Initial feedback was really good. We're marching forward.

In fact, you're going to see something this week that is going to come out about another event that Exodus Pay is going to be a part of. Again, it's about mainstream payments, allowing people to easily use assets like stablecoins anywhere in the world that Visa or Mastercard is accepted.

Right, that's really important. The big aspect of go-to-market, how we think about Exodus Pay, is that we want to align to big cultural moments.

I'm just going to say that again: we want to align with big cultural moments. Now, I wish some of you are thinking like, "Oh, does that mean they're going to go out, pull a trigger on a Super Bowl ad or something like that?"

We don't have any plans for that. You never know.

No, but we have no plans for that whatsoever, but who knows? When it comes to big cultural moments, there's things that you will see this year that will answer that question.

Again, it's about being a part of mainstream conversations, mainstream payment experiences. There's a lot more that we'll be able to unpack in future conversations.

It's going to be great.

All right. Kevin Dede from H.C.

Wainwright. Hi, Kevin, how are you?

Kevin, we can't hear you if you're speaking.

Okay.

Nope, still can't hear you.

Still can't hear Kevin.

Can you hear me at all now?

There we go.

Okay. Sorry about that.

It's tough being a tech analyst and keeping your tech working. JP, sort of a two-parter.

I think I'm going to ask Mike's question in a different way. The progress you're making with ExoSwap clearly indicates that you're embedding yourselves with complementary businesses, right?

It's proving the B2B model that you've developed at Exodus. With Exodus Pay, it seems to me that I hear what you say about leveraging big cultural moments, I get that, but you're taking on a sizable amount of risk in spending versus trying to build a consumer-facing app, and I'm wondering how you're going to approach that risk, how you plan to allocate capital to it, and how you expect it to roll out.

Then I'd also like to hear about the roadblocks you have to seeing W3C complete and the time frame to that. You guys didn't offer much detail there.

Kevin, can you just unpack the risk bit a bit more? I just want to make sure I really capture your question clearly.

In my mind, there's a little bit of controversy over Exodus's development in the B2B world versus a consumer-facing app. Exodus Pay, I think, is the culmination of your consumer-facing initiatives.

That's clear through today's call. What's not clear is the resources that you'll dedicate to building a consumer-facing business, arguably the most difficult thing to do in business.

I'm just wondering how you're assessing the risk and allocating capital in developing that capability.

Got it. Okay.

You're probably going to hate this answer, but I'm going to say it anyways. Exodus Pay is the evolution of what Exodus is today.

We were born, and the way that we thought about Exodus from the early days, was all about empowering consumers to control their wealth. That was the piece of it.

From 2015, actually, I had a conversation with our co-founder, Daniel, just recently, and he's like, "JP, do you remember in the early days when we put our phone number inside the software?" I'm like, "Yeah, I do.

Wasn't that crazy? They'd call, "I'm eating dinner with my family, my kid's got spaghetti pouring out of his mouth, and the phone's ringing nonstop.""

And I'm like, "Oh, my gosh, I'm eating." I share these stories because Exodus was always a company focused on consumer needs, always.

It's just at that moment in time, the technology wasn't quite where we needed it to be, regulations weren't quite where we needed to be, Mastercard and Visa weren't quite where we needed them to be. The technology has now caught up where you don't have to think about the complexities of secret phrases and which layer you're on.

You don't have to care about any of those things. The regulations have now started to catch up, especially with the GENIUS Act and embracing stablecoins.

Right, that's really key and critical. Visa and Mastercard, they see what's happening, and that's why with W3C, which will be a good segue to talk about W3C in just a moment for your other question, but they see what's happening.

That's why there's starting to be the rise of these crypto cards that allow you to connect the card directly to your wallet, your self-custodial wallet, you have full control and that you can go and you can tap to pay anywhere. Again, Exodus was always a company built on the consumer experience.

That, I think, that's just really, really important to highlight and call out. Now, related to W3C, as mentioned in the opening statements, we're very committed to getting this done.

Anybody that's been through acquisitions knows that there's all sorts of complexities that come with it. With this acquisition, there's a number of subsidiaries that blend into ultimately what we're buying as a company.

Each one of these subsidiaries has different levels of complexity that we have to ultimately address. James, I'm sure you've been a big part of this as well, along with me.

You can probably add some additional color to this.

I think on the W3C front, we are in front of the regulators right now. We are on the timeline.

We're progressing towards it on the timeline that we brought up when we signed the deal. I would say that.

In terms of capital allocation, to just put a finer point on JP's comments, because Exodus Pay is the evolution of Exodus, I think that capital allocation, you should expect it to follow the similar path and the things that we've said all about our consumer business going forward and in different fronts. Then obviously, we've allocated a lot of capital to this W3C and the B2B side.

We still maintain that Amazon AWS playbook, even with the W3C acquisition.

It might be important to mention, too, that per capital allocation, one aspect that is going to be important here is that because Exodus, even though we were focused as a consumer app, early on, it was more about those in crypto, right? You're going to allocate capital and like, "Oh, we're going to target crypto people," and "Uh-oh, there's a bear market.

Better pull back and not think about how to reach the mainstream." That was historically the thought process.

Now shifting closer to the mainstream, bear or bull market, it doesn't matter, right? Because Joe Plumber doesn't think about the price of Bitcoin.

Joe Plumber doesn't actually even care about the price of Bitcoin. Actually, Joe Plumber may not be our ideal target use case, but it's going to be maybe a younger demographic.

Let's say, some 19-year-old watching college basketball on a Saturday or whatever it is, right? They may not really care about the price of Bitcoin, but they definitely care about how they spend money and how they think about the future.

We still have to be thoughtful, but yet bold when it comes to capital allocation when reaching kind of that demographic.

Thank you. There are no more questions.

Thanks, JP, James, and all of our analysts for submitting your questions. Please visit our social channels on X and Reddit to submit your questions for management.

Our Investor Relations team is standing by. Thanks for joining us today, and we'll see you next quarter.