Good morning, everyone. Thank you for joining us today to discuss the West Red Lake Gold second quarter results.

Joining me on the call today is Harpreet Dhaliwal, Chief Financial Officer of the company, and Jacqueline [Roubtash?] , our Vice President of Corporate Communications.

Before I begin, I'd like to encourage listeners to review the cautionary language regarding forward-looking statements contained in our news release, MD&A issued yesterday, and are available on SEDAR and on our website. I just want to start today by stepping back a little and looking at where we've come over the first six months of commercial production at Madsen.

A significant part of our focus earlier this year was on underground development and establishing and setting up additional mining areas to give us greater flexibility within the operation. In Q2, we started to see the benefits of that work come through in our operating results.

This quarter we achieved a number of milestones. We mined approximately 75,000 tons of material during the quarter, and that was a 46% increase over Q1.

The grade improved, 4.3 grams per ton, resulting in 10,000-- just over 10,000 tons mined ounces, which was a large increase quarter-over-quarter. Gold production increased to 8,576 ounces, which was a 51% increase, and gold sales increased 34% to 8,200 ounces.

We're pleased with the progress the team have made during the quarter. I think it's important to remind everybody that this improvement wasn't isolated to one part of the operation.

We had higher mining rates underground, improved grades, higher mill throughput, all of which contributed to the higher gold production, all of which are part of an ongoing ramp-up of a high-grade underground mine. The mill averaged about 842 tons per day, which is higher than current capacity during Q2, up 47% from Q1, while recoveries maintained at approximately 95%.

We've been very pleased with the ramp-up of the mill. It's holding its recovery, which is its design recovery, and also we're getting the tonnage above its permitted capacity.

At the same time, our mining rates allowed us to build a surface stockpile at the end of the quarter, which obviously gives us that important indicator of progress we've made. It provides operational flexibility between the mine and the mill, which is a key part of our strategy as we look into the rest of the year.

We're building flexibility underground. We've talked consistently through the importance of developing ahead of ourselves and establishing multiple mining fronts.

That gives the operating team more optionality around mine sequencing. Q2 demonstrated considerably higher operating levels than Q1, and importantly that operational progress is translating into significant, stronger financial performance.

With that, I'll turn the call over to Harpreet to review the financial results for Q2.

Thank you, Shane, and good morning, everyone. As Shane outlined, the increase in production during Q2 translated directly into stronger financial performance, including a significant improvement in our unit costs.

All-in sustaining costs decreased 30% quarter-over-quarter to US$3,284 per ounce sold, compared to roughly US$4,700 per ounce in Q1, bringing our Q2 all-in sustaining costs within our 2026 guidance range of US$2,800 to US$3,600 per ounce. Cash costs also decreased 23% to US$2,000 per ounce sold.

Importantly, given the relatively high fixed cost base at Madsen, the increase in production and gold sales during the quarter allowed those costs to be spread across a greater number of ounces, contributing to the improvement in unit costs. The 8,260 ounces of gold that was sold in the quarter generated approximately $49 million in revenue, which is an increase of 17% quarter-over-quarter.

Income from mine operations increased 31% to approximately $20 million, and our operating margin improved to 41%, compared with 37% in Q1. We also saw significant improvement in our adjusted EBITDA and our adjusted net earnings.

Adjusted EBITDA increased 54% to approximately $22 million, compared with $14 million in Q1. Adjusted net earnings increased 98% to approximately $13 million, or 3 cents per basic share, compared with $6.4 million, or 2 cents per basic share, in the first quarter.

Another result I would highlight is our free cash flow. During Q2, the company generated $9.7 million of positive free cash flow.

We also invested $6.3 million of non-sustaining growth capital during the quarter, primarily related to continued advancement of the Fork access drift and the Madsen shaft refurbishment project. The company ended Q2 with approximately $31 million in cash and cash equivalents, and as future cash generation from the operation grows, our approach will be to balance the reinvestment in Madsen with our ongoing debt repayment obligations.

From a balance sheet perspective, our focus is really on maintaining financial flexibility as the operation continues to advance. With Madsen now in commercial production, capital management continues to be a priority for the company.

I would say that overall, Q2 demonstrated the financial impact of the higher operating levels Shane discussed, with the higher gold sales contributing to stronger margins, lower unit costs, and positive free cash flow. Additional details regarding our financial results can be found in our Q2 financial statements and MD&A.

With that, I'll turn it back to Shane.

Thanks, Harpreet. Looking ahead, our focus for the balance of 2026 is really on continuing the progress we've made, while building near-- greater flexibility across the operation.

A big part of that and focus of us is the is the underground development. We're continuing to develop ahead of our current mining areas and build production inventory.

We're also advancing development and technical work across the 904 Complex and the satellite Fork deposit, both of which will expected to be a key part of our 2027 production. Importantly, both of those are also non-remnant areas, which will allow us to obviously which will de-risk the operation.

At Fork, we're advancing the action-- the access drift. We're now 50% complete of that access drift.

The 904 underground complex, development and drilling continues as we establish it diff-- additional access to this large, non-remnant areas. I was on-site last week, and I also viewed this 904 area, and it's very exciting area of the project, as we see lots of open headings, lots of stopes, and it really opens up the potential of the ore body and our ability to ramp up much higher.

There's a lot happening underground. We're mining today.

We're developing ahead of ourselves, drilling, and preparing additional areas that become part of the future production inventory. Alongside that, we're also investing in infrastructure.

As you saw, the shaft refurbishment is a key part of that. As mining and development move deeper, the shaft becomes an increasingly important part of the operation.

It's intended as we move deeper, it improves the efficiency of moving ore and waste through the mine, and also contributing to lower operating costs. Obviously, the cost of shafting the material versus trucking is is a much lower cost.

The equipment for the shaft, as we talked about, we laid out a phase two, a phase one and a phase two. Most of that equipment is on-site, and the refurbishment is ongoing towards the next phase.

We that will allow us to increase hoisting capacity to about 700 tons a day. At the mill, we're also focused on increasing capacity.

We have reached our throughput quicker than we expected, and so for the second half of the year, we're also making working towards pro-- pro-- increasing processing rates to approximately 1,000 tons per day. We're seeing good process on the mine, the ability to ramp up, and so we're looking at in the last half of the year ramping the production up to 1,000 tons per day through the mill.

We we've demonstrated the mill can operate at these and potentially higher rates, clo-- looking at closer to 1,300 tons a day, as we look to we're looking to add another crusher to support this higher throughput rate. We're working through the permitting process required to support sustained processing rates on the longer term.

That said, as we operate at high operating levels, naturally there are risks needed to manage across the operation. We're mul-- we're working on multiple mining fronts at higher mining rates and moving more material through the mine and mill.

There are a number of factors that can influence this performance from one period to another. As as we go underground, we are experiencing variable ground conditions in some areas, and this has resulted in higher dilution than we typically target, as we target and we hit more oversized material and more dilution.

The larger material is difficult to handle through the existing crushing circuit, hence why we've made some adjustments to underground sequencing as we move through these areas. This is this is also part of the reason we're looking at adding another crusher.

It's it's expected to improve the handling of oversized material and increase throughput, making the crushing circuit more efficient and support higher throughput through the mill. One of the key areas is also happening in the market today is labor shortage.

We are experiencing some labor constraint in the industry, particularly for experienced underground miners. That's another consideration with activity level increase.

This is something that's happening in the industry as a whole as we continue to walk through. That's where it becomes key to having a large stockpile on surface.

It gives us more flexibility between the mine and the mill, and helps maintain a steady source of mill feed, processing material from the stockpile, while also replenishing it with newly mined ore. We're maintaining the inventory as we work through different operating conditions.

As we look to the balance of the year, the focus is really on execution and greater consistency at these operating levels, from development and sequencing underground through how efficiently we move and process material through the mill. As we do that, we're positioning Madsen to support our grow-- broader growth strategy, with Madsen as the operating and processing hub and additional ore sort feed being advanced around it.

Rowan is a key part of that opportunity. We've filed the technical report, and we also supported the updated resou-- Rowan resource, which included a 70% increase in indicated resources, while maintaining that high grade of approximately 13 grams per ton that we've seen consistently at this deposit.

That work gives us greater confidence in Rowan, as we evaluate alongside Madsen as part of our proposed updated pre-feasibility study, which the team are working on and coming to a conclu-- conclusion. It also provides an additional source of feed for the Madsen mill.

We've made progress through the first six months of commercial production. It provides a solid foundation for the work ahead, both at Madsen and our broader Red Lake portfolio and strategy.

We also expect continued news flow through the remainder of '26, including assays from our recently completed drilling at Starratt-Olsen satellite deposit, assays from ongoing drilling in the 904 Complex, further progress at Fork as we advance the decline, and also key for us is the updated pre-feasibility study, where we're looking to pro-- combine Madsen and Rowan in a single operating entity. We do expect that to be released in mid to late September, and we're still tracking towards that timeline.

With that, operator, I think we can open the line for questions.

Thank you. We expect full-year production to be within our 2026 guidance.

The production profile in the first half of the year was set up to be weighted towards the second half, and I think when you look at our step-by-step, we saw from Q1 to Q2, as you can see, progress has been made operationally. As we hit more mining areas available, mining rates have increased, and we've established the surface stockpile, which gives us flexibility between the mine and the mill.

For us, the focus for the second half of the year is really on building that consistency as we move through the balance of the year.

Sure, I'll take this one. As we did end Q2 with $31 million in cash, and we generated around $9 million of positive free cash flow.

Overall, we're definitely in a much different position today than we were when we originally put these debt facilities in place. During the first half of the year, we did start making principal repayments towards the Nebari loan.

It's also important to remember that when we did put these existing debt structures in place, it was designed as short-term back-end loaded financings, and it was really meant to provide capital needed to restart Madsen and bring that mine into commercial production. On top of that, separately, the gold link notes were also part of our early financing strategy, and the payments were structured to increase over time, really alongside the ramp-up of the ounces from the operation.

Saying that, now that we're on the other side of the transition from development to production, we really are actively looking at options to lower our cost of capital, which really at the end of the day is a prudent capital management measure. Saying that, obviously the current gold price definitely helps us, and we're generating cash from operation.

Also just to note, we do also have the 68 cents warrants that are outstanding and that expire this November. That's really here just in a couple months.

That could provide an additional source of capital if exercised. Really to put it in context for the warrant holders is if they were to exercise at let's say today's price, around 95 cents, that would give these warrant holders an additional 40% return on top of the return they made on the share portion of that equity financing from that period.

Overall, yeah, capital management is definitely a key for us. It's something we have a big focus on and will continue to focus on for the second half of the year.

I think with that, we can move on to the next question.

I think Q2 demonstrated the mine is capable of operating at such a level, and for sure it's really from here it's really about getting that consistency as we move forward. As I said earlier, activity has significantly increased across the operation.

We're managing multiple mining fronts, higher mining rates, and we're moving more material through the mine and mill. One example I'd like to address is it's in underground mining, there are a number of potential risks associated with it.

There are various ground conditions, we have experienced some ground conditions in a number of areas, and it's not unusual in underground mining, but it can affect mining rates, grade, sequencing, and how efficiently material moves through the mill. That's really one of the focus of adding a secondary crusher.

It allows us to ramp up the production of the through the mill, and increase our material handling and efficiency through that crushing circuit. That's another reason why we focus on the stockpile, and it gives us another layer of flexibility.

We're processing material from the stockpile while replenishing new material. It gives us that consistency across the operation.

Labor is another factor I'd like to touch on. The availability of experienced underground miners is tight across the mining industry, and particularly established mining jurisdictions like Red Lake.

As there are lots of competition for experienced miners. I think that's an important point because there are a lot of operations experiencing people challenges across the industry.

However, look, we've built a strong team at Madsen, however, we are experiencing some turnover. Recruitment, training, and retention is always a focus, and as the operations advance, we're also developing better understanding of the skills and experience we need across different areas of the mine.

Again, these are all normal parts of a typical ramp-up, but also really reinforces that we put much emphasis on developing ourselves and creating more optionality within the operation. The more developed mining areas we have, the more flexibility the team has to adjust sequencing when conditions change.

That focuses the thinking beyond the current Madsen mine plan. Fork is a key part of that in 2027 production profile, and then longer term, Rowan is part of that, another source of high-grade feed ore into the Madsen mill.

As we build out those additional mining areas across here, we're reducing our reliance on one particular area of the mine and creating that broader production rate, which is really our strategy focused on this hub-and-spoke model, and working towards that in Red Lake with Madsen, Fork, and using its existing infrastructure of Madsen as the key hub. A key part of that really will come together when we update the updated pre-feasibility study.

That we're targeting on mid to late September, and I think that will really highlight the optionality and also the real value of the Red Lake area and our platform that we've established there. There are lots of catalysts ahead, I think, for the company as we move forward.

Look, with that, I'll jump on to the next question.

The biggest driver of further cost improvement is really scale and consistency. As we mentioned, the Madsen mine has a relatively high fixed cost basis, and that's similar to many other Canadian mines.

As we move more tons and we produce and sell more ounces, those costs are spread across a larger production base. We saw that operating leverage really come through quite clearly in Q2, which resulted in the 30% reduction in all-in sustaining costs.

Saying that, in addition to that, there's also other efficiencies we're continuing to work on underground and through the mill. Over time, the shaft, it will provide another opportunity to improve material movement, and it will reduce haulage requirements and costs, and that will help us improve our costs further.

There's certainly room for further improvement, and the biggest lever for us is going to really be consistency at operating at higher levels, which we expect that will really translate into better unit costs over time. We definitely do see the costs coming down, but it really comes back, like I said, to scale and consistency.

Though the more we can produce, the better the costs will come out.

Thanks. Thank you everyone for joining us today.

Look, we're pleased with the progress we've demonstrated in Q2, and I'd like to thank the entire team at Madsen for the work that went into delivering these results. We're focused on continuing and carrying this work forward through the balance of the year while building the foundation for Madsen's long-term growth.

Thank you to our shareholders for the continued support.