Thank you, and good morning, everyone. I'm pleased to share our Q3 2025 performance and an update on our strategic plans as Canada's number one premium licensed producer.

Glen will then take you through our financial results. In Q3, we achieved net revenue of $15.6 million, up 16% year-over-year, marking another record quarter.

It's important to note that our growth has come despite our capacity constraints, which we are planning to partially address with our capacity from the Cascadia facility in 2026. We delivered adjusted EBITDA of $1.7 million, our sixth consecutive quarter of positive adjusted EBITDA, and delivered net income of $2.8 million.

We expanded our vape portfolio with the launch into the all-in-one category. Following the close of the quarter, we also finalized licensing for our Cascadia facility, formerly known as Hope, with first crops planted October 25 and operations now underway.

We sent a drop shipment to Australia under the 1964 brand, our first international branded shipment and our first time shipping to the country. We secured additional debt of $4 million.

Rubicon continues to outperform the market, growing faster than total market and in three key premium categories. In premium flower and pre-rolls, we've grown our market share to 6.2%, up from 5.7%.

In premium vapes, we've made a big leap, now holding 13.2% of the national market, compared to zero just a year ago. This rapid market share capture reflects the power of and demand for our leading premium brands.

Wildflower remains a standout, the number two topical brand in Canada, with over 27% share. Just a quick note on how we're reporting vape performance going forward: Hifyre, the industry data source that pulls the data, has changed its categorization and no longer includes our live resin vapes under the live resin category.

To keep things consistent and better reflect the underlying performance, we've decided to report under the broader premium vapes category going forward. Our 1964 brand, the engine of our business, led growth driven by pre-rolls and vapes.

Simply Bare saw modest growth, but remains an important and profitable part of our portfolio. Wildflower maintains its leadership with Canada's topselling topical SKU.

We continue to launch new products that reflect our genetics leadership and premium positioning. BC Organic Black Z Soap and Apples and Bananas launched under Simply Bare and 1964, respectively.

Notably, Apples and Bananas delivered our highest-ever terpenes on record in company history of over 5.8%, demonstrating our continued increase and focus on quality, which we believe sets our brands apart from the competition. After our initial all-in-one launch in July, we delivered a second cultivar later in Q3 and expect two additional SKUs in-market by year-end.

This launch strategy reflects the strong consumer demand for our leading premium vape portfolio. Before I hand things over, I want to take a minute to thank Glen for his impact made here at Rubicon.

His leadership has definitely been felt across the business, and I'd like to congratulate him and welcome on board with his permanent appointment as our CFO and corporate secretary. Now I'd like to pass the call along to Glen.

Thank you, Margaret. Good morning, everyone.

In Q3, we had another solid quarter. Net revenue was $15.6 million, a 16% increase year-over-year, despite our current biomass capacity constraints.

Gross profit before fair value adjustments was $5.8 million, up 32% from the same period last year. Our gross margin was 33%, compared to 32% in Q3 2024.

Adjusted EBITDA was $1.7 million, down $200,000 from Q3 of last year, which was expected as we made some targeted investments in SG&A to support future revenue growth. Now to explore in a bit more depth the drivers of our continued growth.

1964 remains the company's primary growth engine, delivering strong performance across the key segments: pre-rolls, vapes, and flower. The pre-roll category continues to show notable momentum, with revenue up more than 80% over the same quarter last year.

And 1964 vapes were up more than 20% over the same period. The brand also posted modest gains in dried flower, even though current limited biomass availability has constrained Rubicon from fulfilling what we believe is significant unmet demand for 1964 flower.

We expect the Cascadia facility to partially alleviate this constraint in the second half of 2026. Simply Bare, our leading ultra-premium brand, saw a small decline of just over $100,000 compared to Q3 of last year as dried flower was down modestly, but was partially offset by gains in capsules.

Wildflower, although smaller in revenue than Simply Bare or 1964, carries stronger than average gross margins. I'm pleased that the brand was up strongly in Q3 2025 compared to last year.

60g sticks were up over 30%, remaining Canada's topselling SKU in the segment according to Hifyre, and Wildflower Gummies were up over 80% from the same quarter in 2024. Homestead revenues remained low, which reflects the strong performance from our operations team in delivering high-quality premium product for our 1964 and Simply Bare brands.

As you may know, Homestead serves as an outlet for biomass that does not meet the premium standards of our flagship brands, but it still offers strong quality at competitive prices. Overall, gross profit before fair value adjustments was $5.3 million in Q3 and $14.2 million year-to-date, up from $4.4 million and $10.2 million in the prior-year comparative periods.

This translates to a gross margin of 34% in Q3 and 33% year-to-date, compared to 32% and 30% in the comparative periods last year. Margin improvement was mainly driven by higher volume throughput and efficiency gains.

We implemented our pre-roll automation technology in Q3, which is expected to reduce labor costs and increase annual gross profits by approximately $1 million, based on current volumes. With pre-roll automation complete, we are now evaluating a number of additional operational efficiency projects that should benefit our overall margin profile over time.

We've also seen our ongoing focus on increasing cultivation yield while never compromising on our quality standards starting to show results. Our Q3 2025 yields were up more than 10% over earlier in the year.

Clearly, the P&L and cash flow multiplier effect of obtaining additional high-quality cannabis without significant incremental cost has a meaningful positive impact on margins and on our ability to get more growth from existing assets. We believe we have room to continue to improve the yield at Pacifica.

SG&A expenses in Q3 2025 increased $1.3 million over the prior year as we invested in targeted marketing initiatives to drive brand growth and brought on key talent to position the business for near-term expansion. We also saw increases in Health Canada fees, licensing, and insurance costs as revenues continued to increase and we brought on the new Cascadia facility.

As a reminder, in addition to incurring $4.2 million in excise taxes in Q3, we, as is the case for all licensed producers, also incur the Health Canada regulatory fee, which is calculated at 2.3% of net revenue and naturally rises as our revenue grows. Adjusted EBITDA for Q3 2025 was $1.7 million, compared to $2 million in the prior year.

Importantly, this marks our sixth consecutive quarter of positive adjusted EBITDA, underscoring the resilience of our core business and our ability to deliver profitability while continuing to invest in long-term growth initiatives. Turning to cash flow and financial health, despite investing in building inventory for vape launches this fall, we still generated half a million dollars in cash from operating activities in the third quarter, as compared to $900,000 in Q3 2024.

That's six of the last eight quarters delivered positive operating cash flow. We closed the quarter with $6.9 million in cash and a strong working capital position of $24.1 million.

As noted in our press release earlier this week, we have secured additional debt financing totaling $4 million from an existing lending partner at similar terms to our current term debt. This strengthens our liquidity and provides us flexibility to support growth initiatives and strategic priorities.

In short, we are delivering strong financial performance and growth within our existing footprint, as we continue to increase revenue and margins and generate positive adjusted EBITDA and operating cash flow. By leveraging our high-quality, efficient cannabis production, exceptionally strong brands, and excellent talent, we have delivered this financial performance while also investing strategically for the expected revenue inflection next year as we bring on more capacity.

We look forward to the hard, but rewarding work of continuing to grow revenue and expand margins through scale and efficiencies, all while maintaining a robust financial position. Now back to Margaret.

Thanks, Glen. We've recently renamed our facilities to better reflect our regional presence.

We now operate Pacifica, located in Delta, BC, and next to the Pacific Ocean, and Cascadia, based in Hope, BC, at the beginning of the Cascade Mountains. I'd like to share an update on Cascadia.

In early October, we received full licensing for cultivation, processing, and storage at the site. While the licensing process drifted to the beginning of the fourth quarter, we are now moving forward operationally, and the slight delay gave us valuable time to refine our operational plans and ensure the facility was fully prepared.

We've now planted our first batch of crops at Cascadia. As these are our initial crops from this site, we're approaching quality expectations with caution given our high standards.

We plan to sell this first batch through Homestead, while our expert team continues to optimize the grow strategy. We anticipate reaching our usual high quality standards by the midpoint in '26, and we expect to be able to deliver the quality for our 1964 brand at that point.

We expect to have the impact of the Cascadia operating costs of around $1.5 million per quarter, with revenue upside beginning in the second half. We're also adding some capabilities in other parts of our business in order to be ready for a larger top line and more throughput.

In 2025, we expect to incur $1.5 million in pre-revenue operating costs at the Cascadia facility. Additionally, we plan to invest around $1.6 million in capital expenditures at the site to support infrastructure, equipment, and operational readiness, and the CapEx plan remains on budget.

As at November 12th, the significant majority of the work is complete. Cascadia is designed for continuous production, with nine individual clusters of grow rooms, each operating on a staggered weekly planting cycle, with cluster sizes varying from 1,600 square feet to 3,500 square feet.

This approach supports consistent market supply and aligns with our demand planning. We'll be continuously learning and adapting our cultivation strategy to drive quality improvements with each cycle.

This expansion increases our annual production capacity by 40%, and it supports several key strategic priorities. Firstly, unlocking international opportunities.

With greater scale, we're now better positioned to pursue select international markets, many of which are showing a gap in premium and super-premium products. Secondly, strengthening our top priority, Canada.

The additional capacity allows us to better meet domestic demand, particularly for our high-performing, capacity-constrained brands. I get asked a lot about our ability to sell incremental premium flower from Cascadia, and I would like to comment on two areas that give us confidence on this matter.

While recently there is net new production coming online in Canada for the first time in years and from other competitive international markets, namely Thailand and Colombia, but what we see is that this supply is coming into the mainstream and value segments and not premium, and we're not seeing net new premium facilities turning on. We believe that this creates unique and valuable opportunity for us in the coming years.

Secondly, in October, a five-week strike by BC's provincial distributor halted sales in our second largest market. We quickly redirected branded products to other provinces, showcasing the strength of our supply chain and the strong demand for our brands.

This disruption confirms the unmet demand and reinforces my commitment to expanding internal capacity to capture that opportunity. The strike has now ended, with an agreement expected to be ratified very shortly.

We have now resumed sales in BC and are continuing to build momentum across Canada. Throughout 2025, we expect to secure up to 2,000 kilos of incremental biomass and strengthen our manufacturing capabilities through strategic partnerships with toll manufacturers and contract growers.

These initiatives reflect our commitment to meeting the growing demand for premium products while maintaining the highest quality standards. Looking ahead, the addition of Cascadia will unlock new opportunities to expand our product portfolio.

This facility positions us to explore new segments and format sizes, further diversifying our portfolio of premium cannabis products. On the international front, we have successfully completed test shipments to three different markets: Poland, Australia, and the UK.

These initial exports were designed as learning experiences rather than margin-driven transactions, forming the foundation of our crawl, walk, win strategy, the same disciplined approach we've taken in the past that were reason for our success in categories such as topicals, edibles, and vapes. These shipments are enabling us to build operational knowledge, navigate regulatory pathways, and establish relationships that support long-term success in international markets.

Finally, our additional $4 million in debt secured, in the form of a $3 million term loan and $1 million line of credit, will enable us to support all the growth opportunities just mentioned prior. 2025 remains a transformational year for Rubicon Organics.

A recap of our priorities: secure additional premium supply via Cascadia and third-party agreements; increase capacity through 2,000 kilos of wholesale biomass; strengthen domestic market leadership; drive genetic innovation with new cultivars; test international markets ahead of broader expansion in 2026; and continue expansion in the vape segment. We continue to forecast growth in net revenue and adjusted EBITDA, excluding Cascadia startup costs, as we close out the year.

We'd now like to open up the line for analyst questions. Operator, please open the line.

Thanks very much, and good morning. Margaret, maybe I want to start with some of your prepared remarks on the Cascadia facility, make sure I understood a few things there.

You said you're going to invest $1.6 million. I believe you said as of yesterday, most of that has been incurred.

Is basically now the focus you don't have any more sort of CapEx upgrades to do to the facility, it's just on building it or planting out all the rooms? When do you expect to sort of be running at full capacity?

I understand you commented that your standards as far as quality, you said I think around mid '26, but as you ramp that up, when do you think that we're sort of at that sort of full capacity run rate and you'll get that sort of benefit from the 40% increase capacity through this acquisition?

Thanks, Neil, and good morning. We have largely completed the significant 2025 CapEx.

I'm sure as we go through, we're going to find things where we can optimize over the course of the next 18 months. Very happy with where we're at today in terms of where the facility is enter and running.

We as operators, we are planting crops in batches so that they come down on a commercial scale and everything doesn't come down at once. We wouldn't go in and I don't think it'd be wise to plant the whole facility at once so everything came down at once.

The first batch is planted. There are sort of a series of clusters of rooms.

What we expect to do is, I would expect in the first quarter we're fully planted. Initially, we thought by the end of the year.

I think it's by the way the two sort of the weekly and two-weekly cycles go, it's probably in January we're fully planted. We're expecting our second harvest to meet our quality standards.

We do expect to have some revenue coming out of Cascadia in the first half. We're making sure that we are holding the quality standard in terms of it going into our product.

Now, I would say from a comment perspective, the pressure I put on the team is the very first batch out of Pacifica launched Simply Bare, obviously I'd love to beat that. I'm recognizing we're in a brand-new facility that we haven't operated in before.

The midpoint next year when we expect 1964 quality, we do expect to have some that will be able to monetize the production between now and then. Whether it goes in Homestead or there are small amounts that do meet our quality standard, it's hard for us to estimate today given that it's just been planted.

Totally understand. Maybe I guess the sort of the follow-up on that is that now that it's licensed and came online in October here, how should investors be considering or thinking about your gross margin over the next couple of quarters?

I'm assuming it's going to have a short-term pressure on the margins given your add of a new facility and it's not operating at full capacity. Is that the right way to think about it, that we should see a little bit of a dip in gross margins for the next couple quarters till it's ramped up?

I'll answer the first part of this, and then I'll ask Glen to step in. What I would say is we expense our production costs as they're incurred, you're going to see an incremental amount in there, and significantly all of the costs from Cascadia go into that line because it's just a production facility and everything's packaged in Pacifica.

Glen, maybe you want to comment a little bit further on our margin expectations.

Neil, it's a great question. We've said in past quarters that we're going to call out the amount of the Cascadia production costs that we're incurring, particularly pre-revenue.

We'll make sure that everybody's aware of what the run-rate costs are at Cascadia. I do expect pressure on the margins as reported under IFRS for the first couple of quarters until we get the volume and the commercial production up.

I will say, and we'll talk about this a bit later, I'm sure we'll get a question on where we expect margins to go, but I think in the short term as Cascadia ramps up and we start to put more of that production into some of the unfulfilled demand, particularly in larger format bags of 1964 flower or pre-rolls, those necessarily come with somewhat slighter gross margins. It's incremental dollars, and I love it, but it still will put some pressure on the gross margin percentage.

That's my expectation over the ramp-up period of next year, is we'll have some pressure on the margins from exactly these things: the ramp-up and the fulfilling larger formats. We do have a number of initiatives to push back on that and push margins up.

Great, thanks. Last one for me.

Again, from your prepared remarks, Margaret, you commented on the strike in BC. You commented that you just diverted your inventory or product into the other provinces.

I'm trying to figure out way to say this. You feel you weren't overly impacted in the quarter from the strike, or you feel like revenues would have been higher had you not had to take that strategy and deal with the fact that strike was going on?

Look, we looked at this commercially, which was we want to be there for our retail partners here in British Columbia as and when they opened back up. At the same time, we have a product that is aging.

We did a slow release. We didn't know when the strike was going to end.

We did a very slow release into other markets. What it showed us, and it provided a proof point, that there is significant demand, as we've been saying.

I believe that we'll largely make up the gap from BC with the initial orders back in and with the work that's being done and the demand that we had in other parts of the country. We're very pleased with it.

We did want to have product available. If we took all of the stuff that's in highest demand and pushed it to the other markets, we wouldn't have any product for BC, and we wanted to be ready for when the strike came back on.

It was a bit of a balancing act, I would say. I think we rode the line in the right way, and we're very pleased with what's happened in terms of the demand elsewhere as that proof point.

Great. Thanks.

Appreciate you answering my questions. I'll pass the line.

Thanks, Neil.

Thank you, and good morning, everyone. Look, you've been very clear about explaining the decline in flower sales because of lack of capacity, but I'm just trying to understand how much is it really demand-driven and how much supply-driven, right?

According to Hifyre, and I understand it's not perfect data, your pre-roll sales in the last two quarters up about 40% year-on-year. On the other hand, your flower sales down in the low teens in the last two quarters year-on-year.

Is there some demand element there or some competition in the premium flower segment that's having an impact, or is it you allocating more biomass to pre-rolls because that's more profitable than premium flower right now? Just trying to distinguish between is this solely a supply issue, or is there some demand issue that we should also factor here?

Thank you.

Great question. From our side, we're not seeing a demand issue.

I would say we're seeing a shift in, and I've spoken about it publicly, the rise of convenience and the trust that's actually going into products at this stage. Consumers are shifting to pre-roll.

We're being asked for pre-roll. When we have a certain amount of supply, we want to make sure we're where the consumer is and where the consumer is that wants our brands.

That's probably the largest shift. We've really been wanting to answer that, and we've seen incredible demand for pre-rolls, as you've just noted, the 40% increase.

We're also extremely happy with where our flower is going and the quality that we're getting out of it, and we believe that we're only getting better from here. One of the pieces that people don't understand externally about our business, we try to talk about it, is that we grade everything through a panel before it goes out.

The highest-ever grading we've ever had out of our panel is I believe 82% on 100, which shows that we believe we've got a lot better. Over the last year, the panel grades have gone up from sort of high 60s to low 70s, mid 70s on our products that are going out.

What we're seeing is even higher terpenes, higher yields, higher results overall. We continue to believe that we're positioned very, very well.

The consumer is shifting their patterns quite a bit. One of the things that the data is also not showing is that the rise of the very large format packs, which is actually shifting the numbers as well.

Consumers are buying less 3.5g and moving more to the 28g. When you're supply-constrained, you want to sell the higher-margin item, which is a 3.5g versus a 28g.

We're looking for Cascadia to come and answer that question because, in particular, for the 1964 28g bag, we have very high demand, and it will be a balancing act of managing our gross margin to optimize that, but also fulfilling consumer demand.

Thank you. That's good color.

Just on pre-rolls, I think in the past you've said that you're not competing in the infused segment, right? Obviously, a very impressive growth given that most of the growth has been in infused until recently.

Can you remind us why you're not competing in infused, and is there a plan to enter that segment? Thank you.

Great question. We actually are in infused, but it's not a core focus of our business.

The reason is when we go to market, we want to go with something that is best to market. What you'll find in-market is a Simply Bare infused live rosin product.

It's a very heavy-hitting and relatively expensive premium connoisseur product, where the largest segment of infused is relatively low price, high THC, botanical terpenes added, volume product. We don't see as much demand from the premium side of the market in that, and where we do, we are answering that.

We believe that a premium product is not necessarily that we don't need to add botanical flavors to our weed to have it be fabulous. I'm very proud of that.

I think that's a bit of a race to the bottom in terms of consumers walking in and asking for highest THC, lowest price. We're looking for experience.

It's not a category that yes, we've put some energy into it, we have some beautiful products there that speak to the premium experience, but there's a bit of a different consumer that's looking at that.

Right. Thank you.

One last one, look again, going back to

I have to say, Pablo, I am frustrated. I would love to do better there.

I hear you. That's good.

Thank you. That's that.

One last one. Look, again, going back to Hifyre, the pricing for Simply Bare and 1964, at least based on the data, it's looking very similar, right?

I'm just wondering, is that just the nature of the market? Are the brands losing that differentiation?

Is that something that you need to manage better? Is that a concern or not an issue because they're just different brands targeting maybe different segments, and it's not about the price differentiation between the two brands?

Thank you.

Great question. From our experience, they're not meant to be priced similarly.

I think some of that is happening with retailers in store, and certainly not happening on our end. What we do find is some people increasing price on some of our products to take more margin because of the rate of sale on them.

Nope, we've got the brands quite pulled apart in terms of the wholesale pricing into market and where their sort of MSRP would be. An eighth of Simply Bare should be around $45, and an eighth of 1964 should be around $35.

To us, there's quite a big differentiation. If you're looking at that on a blended ratio, perhaps it's from how retail data is being scraped.

I can't really answer why that's happening other than I have seen that in the odd circumstance, anecdotally in store, but that's not where they're positioned.

Right. Again,

thank you.

Great. Thanks, Pablo.

Hey, Margaret. Hey, Glenn.

Congrats on the quarter, and also congrats on the role, Glenn. First question here, wanted to ask you guys about if you had any additional commentary on Australia with the test-and-learn strategy and how that strategy looks going forward.

Great question. As we've said many times before, we're brand builders, not looking to sell hockey bags of weed internationally, and we believe that there is a long way to go with cannabis in the international markets and what's going to happen with brand.

What we've used these shipments internationally to do is to learn about regulation, learn about how to export, learn about partners, meet people, etc., before we look at what a launch would be, which we do expect to have more information on in 2026. The launch into Australia was our first very small drop, and it was a test case.

It is branded with Single Estate, which is a small premium medical operator under 1964 with one of our genetics that we wanted to see consumer reaction to. It's being packaged now, we haven't actually heard those results, but very keen to see how in a newer market people react.

What we are starting to hear more and more is that there's a very big gap, that the international markets have been filled with a lot of bulk, lower-value and -quality weed, and even the leaders of those businesses In the spring, one of them said to me, "nah, this market's never going to go premium. They're never going to want it.

We're never going to understand it," and called me 3 weeks ago and said, "Hey, can we buy all your wholesale product?" I think the recognition that this will also move towards the CPG model with people at different levels wanting different quality supply is getting recognized.

Got it. Then, shifting to the debt proceeds, how do you guys plan to utilize that, and what are the next milestones that we should expect from Cascadia?

Glenn, I'm going to ask you to jump in on that one.

Thanks, Nicholas. Thanks for the wishes on the CFO appointment.

I'm really excited to be at Rubicon. What a great company this is, but from the inside, the team is incredibly strong, wonderful to be here.

In terms of debt proceeds, we've got some margin-accretive projects that we're considering. I'd say we've got quite a long list, but we're going through the prioritization right now, and they run the gamut from some targeted investments in the cultivation side of the business to really drive yield, as I've said before, without ever compromising our quality, but some great opportunities there.

Also a number of projects on the operational efficiency side. We mentioned just finishing up the pre-roll automation, which has been I'm going to say very successful: on time, on budget, and delivering at the rate that we expected it to.

We've got more of those projects we're going through prioritization. Quite honestly, we've got more opportunities than $4 million will speak to.

We want to make sure that we hit the ones with biggest impact. Obviously, our top priority right now is standing up Cascadia and making sure that's delivering quality inflection, but at the same time, we'll over the next number of months announce some more projects that look more like the pre-roll automation.

Amazing. Then last one for me, just on the gross margins.

I know they improved pretty well year-over-year. They've been consistent the last two quarters.

How does that look going forward? Is this the new base, or will we still see a little bit of compression going into Q4, or how do you see that?

Glenn, I'm going to get you to take that one again.

Sure, to be clear, yeah. This is a really interesting question, Nicholas.

I think as we look at the business, we see huge opportunities, some real leverage on the gross margin line. Just simply bringing on the additional capacity from Cascadia will, over time, help us with volume throughput.

All the post-harvest activities, for the most part, will happen at Pacifica. Scale there, putting more throughput will help on the margins, for sure.

Just as context, there will be some headwinds over the next 12 months as we stand up Cascadia, as we start to supply some of the larger-format sizes in the market that we currently aren't supplying. Again, it's nice, it's incremental margin, but in terms of percentage, as a premium-positioned company, and it's pretty clear that we're doing very well in that segment, but we have greater ambitions for those gross margins and quite a ways to go on those.

The nice thing is we've got a very clear pathway to get there. I would say over the next 12 to 18 months, our objectives would be to get the margin overall, gross margin of the company, up into the mid-40s.

I wouldn't say that we're done then, but I would say that's a nice mile post that we can check in 18 months from now that we're delivering there, because I think as an executive team, we see a very clear path to that with some of the initiatives I talked about just a bit earlier.

Great. Thanks for answering my questions, and have a good day.

Thank you.

Good morning. Thanks for taking my question here, and congrats on another solid quarter, maintained the cash flow profile of the business despite the cost to carry Cascadia.

First question, I'm going to return to margins. I'm going to ask about EBITDA margins and maybe press a little bit on the degree of operating leverage we might be able to see ahead.

EBITDA margins were 11% in the current quarter. I think it was closer to 15% in the year-ago period.

That's despite gross margins up a little bit more than one percentage point year-on-year. Presumably, that was largely due to maybe some of the costs to carry Cascadia.

Once Cascadia is in full production, do you think EBITDA margins could return to that mid-teens level or perhaps even better than that? Just want to get your thoughts on opportunities for margins and operating leverage ahead.

Absolutely. I'll answer the first part, and I'll get Glenn to come in.

As with any business, as you're turning on a new facility, there's incremental cost. We started to see that, we have our direct Cascadia costs, but then we also have costs for transforming our business, which is happening in '25-'26 to have much more revenue and more throughput.

For example, we needed additional trailers at site, which is an annual cost of 100,000 bucks a year. Those types of costs add up when we needed some more people on various teams to be ready for what's next.

Those costs are being incurred in the run rate that I believe that we'll be at in the fourth quarter will be fairly consistent thereafter, and we'll start to see the leverage in the second half of next year. Glenn, maybe I'll get you to add in.

For sure. Our objectives on the EBITDA line are to return it to where it was, or to do better, right?

The leverage that we'll get on the gross margin line, we don't want that to disappear and not show up on the bottom line. We're about driving EBITDA and cash flow here.

Yes, as Margaret said, we are investing in what we've called transformational costs, and I would estimate at least $300,000 in Q3 of what we'd characterize as transformation. Some of the costs that Margaret alluded to and also just becoming a bigger company.

We've got a new facility, insurance costs, etc. Just across the board.

We keep a very close eye on our SG&A costs. It's hard for our team to get us to say yes to new investments, but strategically, we want to make sure the dollars are focused in our key accounts strategy and on the marketing side of the business.

We've invested more there. You are seeing ramp-up of some of those costs that are getting us not only helping deliver the business that we did in the third quarter, but are preparing us to be that larger-scale, more complex company as we bring on Cascadia and as we start to enter into new markets and new formats.

Yes, short answer is we expect EBITDA margins to come back, and our longer-term objective would have us getting those to at least 20%.

Great. That's helpful.

Maybe turning attention to the recent financing, congrats on that, by the way. We can calculate kind of the loan-to-value ratio on Cascadia, I guess as a percentage of the purchase price, but I'd be curious if you'd be willing to share what the loan-to-value ratio might have been as a percentage of the appraised value.

Then, do you see room to maybe move that higher over time once that facility is into commercial production?

That's

you again.

Sure. As the company stands right now, and until we start to deliver stronger cash flow, I think the term debt opportunities are somewhat limited.

Obviously there's other financing structures we can look at, but in terms of that nice, low-rate, patient term debt, I think what we've got now is probably what we're going to have for the next while. The appraised cost, listen, Margaret's talked before when we acquired the facility that we got what we think is a very good deal on that if you looked at either the cost to construct.

When it comes to appraised value, not to go too deep on it, but you can get all sorts of different views on what the appraised value is. For use as a cannabis facility, it has certain value.

Short answer is, I don't think there's a lot more room in the business in the next 12 months for term debt.

Got it. That's helpful.

Then maybe finally, just on the yield enhancements, you indicated that was up 10% this quarter relative to earlier this year and spoke to further potential gains possible. Maybe just kind of the timing on how you see that playing out and the magnitude of kind of the further yield gains you would expect to see over the coming years?

Thanks, Andrew. Look, as I mentioned in my remarks to Pablo about how much further that we think we can go on quality in terms of whether it's genetics, smokability, terpene, THC, etc., and in terms of how we grow the plant, we also believe that in doing so, in getting better at cultivation, we'll see gains on yield because they are typically linked.

The impact of every few percentage is millions of dollars on the top line, which, given that the cost base is the same, it flows right through. We haven't disclosed exactly where we are on production, but if you think that we're at a 11,000 kilos of production capacity from Pacifica and there's annual maintenance downtime, it's somewhere you want to be in the target of 85-90% as any good manufacturing site.

We'd like to be moving past that over the next couple of years and have ambitions to grow that line. As Glen mentioned, the sweat the assets projects that we're looking at, we believe we have two fantastic assets right now with the indoor ability and the hybrid greenhouse ability to maximize genetics that we've got in our facilities.

We do believe that we'll be able to get, and I think at a minimum, 10% more yield out of Pacifica would be a good target. We've got ambitions much much greater than that.

Glen, if you want to add anything, please do.

No, Margaret, I think you said it well. It's absolutely a top focus for us, and over the last 12 to 18 months, we've brought in some really great cultivation experts, the people that lead the business, really know what they're doing and marrying the science and the art of growing cannabis.

We certainly do have ambitions to focus on that, because of sort of the outsized impact on the gross profit line that it has when you can deliver both more revenue at a very low cost to produce. I think another 10% above where we're at, very clear path to get there, but we always have greater ambitions to pull on the biggest levers of the business to continue to improve the bottom line.

That's great, and looking forward to seeing that flow through. I'll turn it over.

Thank you.

Thank you. Once again, please press star one should you wish to ask a question.

Your next question is from Josh Felker from CB1 Capital. Your line is now open.

Hey, good morning, everyone. Congrats on the quarter, and Glenn, congrats on the permanent CFO position.

I'm wondering, as you noted, the BC strike, you diverted volumes to other provinces. I'm just wondering how much confidence did that give you in your ability to sell the additional demand from Cascadia?

Do you think you have any clearer view now on the demand for that full facility and the demand that exists in the market?

No, it's a great question. It's been tough on the province to have a strike, but I would say from a Rubicon perspective, our supply and operations planning, our S&OP, indicates a lot of unmet demand, in particular for 1964, 1964 flower.

We were able to supply quite a bit of that and have it be gobbled up in other markets, whether it's through medical channels, smaller provinces, or Ontario. We're very, very pleased with that.

It has increased my confidence even further. We were confident before, but you add to that the shift in the view internationally towards improving and having more premium products and offerings to differentiate in the medical space.

I think we're situated extremely well. Next year, we will have a balancing act between the opportunity for gross margin internationally and satisfying our Canadian suppliers.

Got it. Then on the Cascadia facility, you previously indicated an annual run rate of about 4,500 kilos.

I know the previous owners, a little more exuberant, noted figures close to 6,900 kilos. I'm just wondering, do you have any improved view on whether that higher level is realistic, and I guess from your view, what production volume would represent a success, and then more importantly, when do you think you'll start understanding internally what an improved production number could look like?

Great question. When we talk about our production numbers at Rubicon, we talk about something called LMSA.

Product that we could sell as premium flower, that's how we measure ourselves. There is byproduct and other product that can go into a lot of other things.

I would say that the 6,900 kilos that the previous owners had used is achievable. I don't think it's a major stretch target, and I hope in a couple of years we're looking to achieve that.

I want to be realistic in terms of expectation setting to say let's start out with 4,500 kilos. I'm talking of premium flower in today's market that knocks it out of the park.

That's what we're looking at the 4,500 kilos. We believe that's very realistic.

One of our values is excellence, and I can tell you our team believes we can do a lot better than that, and obviously I'm pushing them to do that. I'd rather turn it on right and not lose crops and do it the right way to get the right level of quality and learn that first, because we're not in the business of selling mids.

Got it. Maybe while I stay on overall yields, and very sorry to make you do it or to ask the question, but do you have any improved view on the potential bifurcation between domestic and international markets, and where you view that additional volume going forward?

It's a good question. We're in the midst of it.

We need the volume from Cascadia to come out before we can start turning on the international muscle more. That gives us time because, again, we are brand builders, and we're not looking to be traders selling wholesale weed.

We are assessing how and where we would launch brand internationally. There'll be more from us on that in the new year.

What I do expect is that we need Cascadia to be online, knocking quality so that we can fill both growth in Canada and growth internationally. I think it's probably in the second half of next year.

My expectation is it's maybe up to 50% of the Cascadia volume, if it's 4,500 kilos, it's around 2,000 kilos we're looking to take internationally. I think these are preliminary views.

We'll have a better answer probably in our Q4 results in the spring. I think that's sort of where we're targeting now.

Again, if we expect Cascadia to be at midway through the year, hitting 1964 quality, we've got to get to that before we can launch. We're doing the work to be ready to.

Super. Appreciate the color.

Congrats on the quarter. Thanks.

Thanks, Josh.

Thank you. There are no further questions at this time.

I will now hand the call back over to Margaret Brodie for the closing remarks.

Thank you for joining us today. Rubicon Organics is Canada's premium cannabis leader, and we're investing today to build enduring premium cannabis brands to last.

My personal recommendation for this quarter, which I always like to get in, is to try Simply Bare's BC Organic Black Z Soap. It just launched in Ontario.

It's an indica which offers really complex flavors and aromas, but has some sweet notes and a soapy and gassy profile. Hope you all enjoy.

Thank you. Ladies and gentlemen, the conference has now ended.

Thank you all for joining. You may all disconnect your lines.