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ASX-listed companies in tech, biotech, medtech and resource-tech are being urged to secure their spot at the TechKnow Invest Roadshow 2025, with limited presentation slots remaining for what has become Australia’s premier investor event for growth-stage innovators. Scheduled for Melbourne on Tuesday 19 August and Sydney on Thursday 21 August, the Roadshow connects listed companies with a qualified and growing audience of over 300 investors, brokers and analysts—and counting.

Now in its 10th year, TechKnow provides a unique opportunity for management teams to present their investment case directly to capital markets decision-makers. Organisers say demand for company slots is strong, and late interest may miss the cut unless acted upon soon.

More Than a Showcase

Since launching in 2015, TechKnow has built a strong reputation for putting credible, high-growth ASX stories in front of the people who matter. Run by Vertical Events, the forum is a rare full-day, face-to-face format, with presentations supported by structured networking and breakout discussions.

“In previous series we expanded the number of presenting companies and matched that with even more registered investors and brokers—so to have over 800 across our last two-city tour is testament to the appetite,” says Jaxon Crabb, Business Development Manager at Vertical Events.

“TechKnow delivers ideal exposure for ASX‑listed companies—both to existing shareholders and new capital alike.”

A Growing Line-up of Presenters

The confirmed line-up for 2025 already includes:

• Arovella Therapeutics

• blinklab

• Cleo Diagnostics

• FBR

• Findi

• Inoviq

• Neuroscientific Biopharmaceuticals

• Percheron Therapeutics

• Race Oncology

• Syntara

• Tryptamine Therapeutics

The range of sectors—oncology, diagnostics, psychedelics, robotics and fintech—reflects the Roadshow’s wide appeal across the innovation spectrum.

Investor Demand Remains High

With over 300 market participants already registered, investor appetite remains strong for early-stage, high-growth ideas. The audience includes retail and institutional investors, private wealth managers, analysts and fund managers—all looking for insights and new opportunities.

Attendance for investors is free, with catering and networking included. Most importantly, the format ensures direct engagement with companies, and the ability to ask questions and gauge management conviction firsthand.

Final Call for Presenting Companies

Companies wishing to present should move quickly to avoid missing out. To enquire about available slots, contact Jaxon Crabb at Vertical Events:
📞 +61 8 9388 2222
📧 jaxon@verticalevents.com.au
🌐 techknowinvestroadshow.com.au

In a no-nonsense webinar that might have left a few sceptics reconsidering their crypto biases, DigitalX (ASX: DCC) non-executive chairman Leigh Travers laid out the company’s laser-focused pivot: a Bitcoin-first, Bitcoin-only strategy that’s already turning heads — and lifting share prices.

DigitalX Non-Executive Chairman, Leigh Travers

Travers, fresh from a stint as CEO of Binance Australia and now back at the helm (albeit non-executively), minced no words about DigitalX’s direction. “It’s one horse in a one-horse race,” he said, referring to Bitcoin’s dominance over other digital assets. With 500 Bitcoin now on the books — up from 250 a few months ago — the Perth-based company is planting its flag as the ASX’s leading corporate BTC treasury.

Backed by heavyweights Animoca Brands, ParaFi, and UTXO, DigitalX recently banked a $20.7 million raise, deploying $19.7 million of that directly into Bitcoin. This isn’t speculative window-dressing. It’s a conviction play, with a dual revenue strategy underpinned by its spot Bitcoin ETF (BTXX) and its online brokerage Sell My Shares, which racked up $2.5 million in FY24 revenue.

Travers made a compelling case for the Bitcoin pivot. “I’m seeing hundreds of millions of dollars weekly flowing into global Bitcoin equities. This is a structure that institutions understand and are buying into,” he said. Indeed, DigitalX is not alone in spotting the trend. Japan’s Metaplanet is up 528%, while France’s Blockchain Group has surged 554%. DigitalX’s own shares have climbed 80% since the strategy change — and management thinks there’s more room to run.

The firm’s pitch is simple: accumulate Bitcoin, increase Bitcoin per share, never sell Bitcoin, and monetise the treasury. With $104 million in assets and a market cap around $140 million, DigitalX is building a flywheel where operational revenue (from BTXX and Sell My Shares) helps fund more BTC purchases. The treasury, now one of the largest corporate Bitcoin holdings in the region, is measured not in fiat, but in Satoshis — the smallest unit of Bitcoin.

While global Bitcoin ETFs have drawn over US$50 billion this year, Australia’s crypto ETF scene remains undercooked, hampered by regulatory friction and platform access issues. That’s where BTXX comes in. As Australia’s first spot Bitcoin ETF, listed on the ASX and backed by institutional-grade custody with Coinbase, it offers local investors a rare compliant vehicle to get Bitcoin exposure without the technical baggage.

The strategy has already shifted DigitalX’s investor base from 90% retail to a roughly 50/50 split with institutions. Next on Travers’ radar: inclusion in the ASX300. “That’s our first benchmark,” he said, noting that companies in that index have market caps around $800 million. If DigitalX continues to execute and the Bitcoin price co-operates, that milestone doesn’t seem outlandish.

Still, this isn’t a risk-free ride. Travers acknowledged the challenge of investor trust after past strategic shifts. But he insists this time is different — the board, new shareholders, and global market tailwinds are all aligned. “This is the right strategy at the right time,” he said. “Bitcoin solves the problem of monetary debasement better than anything else.”

There’s no ambition here to diversify into altcoins or speculative blockchain ventures,” Travers clarified. “It’s Bitcoin only.”

To watch the webinar, go to: https://www.youtube.com/live/FyJ0pMVcvMM?si=Iqj4XYOre-lB2JrK

If Little Green Pharma (ASX: LGP) were a retailer or industrial business, its latest quarterly and full-year figures would likely be met with enthusiastic nods from analysts and brokers. Yet, as a medicinal cannabis company, it continues to be pigeonholed—judged more on sector stigma than financial substance.

The June quarter saw LGP bank a record $12 million in cash receipts, up nearly 50% on the same quarter last year, and pull off a $0.5 million operating cashflow surplus—a welcome reversal from a $0.75 million deficit in the previous quarter. Quarterly revenue of $9.1 million (unaudited) was slightly down on the prior quarter but still a tidy 20% above the same time last year.

For the full FY25, the company chalked up $36.8 million in revenue, reflecting a compound annual growth rate of 52% since FY22. Adjusted EBITDA came in at $2.9 million and net profit after tax at $3.3 million—a rarity among ASX-listed cannabis names, where red ink is more common than green shoots.

A few more stats that would make a traditional industrial investor blink twice: LGP’s net tangible assets sit at $0.24 per share, while its enterprise value is only 0.4x NTA and 0.8x revenue. The company holds $2.5 million in cash, with over $5 million in unused finance facilities and a modest $3 million in long-term debt.

Now let’s imagine these figures belonged to, say, a mid-tier packaging company or a niche online retailer. Solid revenue growth, a positive EBITDA margin, free cashflow, and under-leveraged? Analysts would be all over it. Brokers might slap on a multiple closer to 2–3x revenue and call it undervalued. But in cannabis? Investors still carry the scent of risk like it’s a 2018 IPO deck.

Sector comparisons are illuminating. Most ASX-listed cannabis companies are either pre-revenue, loss-making, or burning cash with ambitious overseas dreams and little operational discipline. By contrast, LGP is selling product into over a dozen export markets, is one of the top three suppliers in Australia, and has clinched first-mover advantage into the fast-expanding German and UK medicinal markets.

In Germany, flower sales from its Danish facility surged 70% in the June quarter. The company launched its first brand (CherryCo) there, chasing a price-conscious segment with volume potential. “We are seeing continued rapid growth into Germany,” said managing director Paul Long, adding that “a record 37.2 tonnes of cannabis was imported into Germany in CY25Q1, up 15% on the prior quarter.”

Little Green Pharma CEO and Managing Director Paul Long

Meanwhile, the UK medicinal market—quietly booming, with over 60,000 active patients—is generating over $2 million in purchase orders for the current half. LGP is one of the few Australian players meaningfully positioned to benefit.

Domestic growth is a harder grind. Budget flower sales in Australia declined 35%, as competition intensified, though this was offset somewhat by 10% growth in local oil sales and a 5% bump in vaporisers. Regulatory friction didn’t help either, with a $0.5 million Australian flower shipment to Germany delayed and UK/French deliveries stymied by timing mismatches.

Still, the business model shows resilience. “Our Danish facility is the largest medicinal cannabis facility in Europe and is well positioned to capture growth across Germany, the UK, and the wider European market,” Long noted. That strategic positioning could prove a game-changer as European demand scales up.

The company’s asset-heavy model—especially the vertically integrated Danish operation—is another factor where perception differs. In any other sector, the commissioning of a new 2.4 tonne-per-annum (tpa) room boosting total capacity to 8.5 tpa (with another on the way) would be viewed as infrastructure investment. Here, it’s met with wariness about oversupply.

Even the regulatory backdrop is shifting. Germany’s partial legalisation and Denmark’s new law allowing LGP’s site to become an EU cannabis import hub from 2026 are genuine tailwinds. So too are emerging reforms in Victoria on workplace drug testing, and AHPRA’s updated guidelines on telehealth prescribing—both signs of a maturing domestic market.

So what gives?

For starters, the market still sees cannabis through a binary lens—either a speculative pot stock or a commodity producer. But LGP is carving out something more nuanced: a globally diversified, cashflow-positive, brand-building operation that wouldn’t look out of place in healthcare or agtech.

Until the stigma fades, companies like LGP will likely remain mispriced. But to the discerning eye, the business beneath the leaf is far more industrial than indulgent.

This article does not constitute financial advice. Before making any financial decisions, readers should consult their own financial adviser/s and conduct their own research.

In a pivotal step toward global commercialisation, reproductive biotech firm Memphasys (ASX: MEM) has lodged its CE Mark application for the Felix™ sperm separation device, positioning itself to crack the lucrative European IVF market—estimated at US$4–5 billion annually.

The CE Mark submission, announced on the last trading day of FY25, ticks a key milestone promised by management and underscores the company’s sharper commercial focus under the leadership of Managing Director Dr David Ali.

“Submitting the CE Mark application on schedule is a clear indicator we are delivering on the commercialisation commitments made to investors,” Dr Ali said. “Our focus is to convert scientific innovation into near-term revenue and scaling into meaningful markets.”

If approved, Felix™ will be able to enter the European Economic Area, opening the doors to more than 500,000 IVF cycles conducted annually across the continent. At an average US$8,000–10,000 per cycle, it’s the single largest assisted reproduction market globally, with growth running at around 5–6% per annum.

Memphasys is gunning for regulatory clearance within six to twelve months, though efforts are underway to expedite the process. A CE Mark would also streamline entry into other significant territories including India, the Middle East, Australia and various parts of Asia-Pacific.

The Felix™ device—which completed Phase III trials in 2024—offers a stark advantage over conventional sperm separation techniques. Clinics can process samples in just six minutes, a dramatic improvement over the 30-minute turnaround typical of centrifuge-based methods. That fivefold time-saving not only boosts efficiency but also helps IVF clinics—often operating near capacity—maximise throughput and better manage scheduling.

Despite the big prize in Europe, Memphasys isn’t sitting idle while the CE process ticks over. Felix™ is already cleared for sale in lower-regulatory markets like Japan, Canada and New Zealand, where the company is actively pursuing a direct go-to-market strategy.

Dr Ali explained the rationale: “While Europe represents a significant future commercial opportunity for Felix™, we are not waiting… We are now gearing up to actively execute structured direct go-to-market plans in these markets.”

Interestingly, Memphasys has chosen to lead with direct sales rather than leaning heavily on distributors—at least in the early stages. It’s a pragmatic move, recognising that distributors aren’t always best-placed to nurture entirely new market segments.

“Following a careful review, the Board has determined that a more direct approach in the initial phases of market entry will provide the best opportunity to build awareness and demonstrate the value of Felix™,” the company said.

The aim is to create a compelling proof of concept with early adopters, paving the way for future distributor-led expansion once brand equity is firmly established.

In Japan, New Zealand and Canada, the company reports active commercial discussions underway with several IVF clinics, although names remain under wraps.

Investors who’ve followed Memphasys’ long and winding R&D path may well see this as an inflection point. Years of lab work and regulatory groundwork are starting to translate into something the market cares about—revenue.

It’s still early days, and regulatory approvals can be fickle beasts. But with Felix™ now officially in the CE pipeline and groundwork laid in multiple territories, Memphasys is finally positioned to make its commercial push felt on a global scale.

In a strategic pivot that signals Jayride Group Limited’s (ASX: JAY) ambitions to deepen its footprint in the global ground transport sector, the company has announced the launch of a new B2B Software-as-a-Service (SaaS) platform designed to overhaul how transport providers manage their operations, payments, and fleet logistics.

Dubbed a "Powered by Jayride" solution, the platform represents a significant evolution from the company's origins as a transport aggregator. With this move, Jayride aims to convert its operational know-how and global relationships into a higher-margin, scalable, and more predictable revenue model. CEO Randy Prado, who took the reins recently, has wasted no time making his mark.

“My first priority... was to engage with as many of our loyal, long-standing transport providers as I could across the globe,” Prado said. “A number of key points kept reappearing; the difficulty in receiving payments... the complexities of managing their own operations... and a continued desire to work with Jayride.”

The new SaaS platform tackles these pain points directly. It provides integrated payment processing, fleet and dispatch management, and direct connectivity to Jayride’s global marketplace. Transport operators—regardless of size—can effectively white-label the platform under their own brand while enjoying automation tools for quote management, driver coordination, and financial reconciliation.

A particularly promising component is the embedded payment system, which Prado sees as a potential game-changer. “I believe solving the payment processing problem in ground transportation could prove to be a core pillar of our success,” he noted.

Jayride is rolling out the platform using a staged, partner-led approach. Initial focus is on high-potential yet fragmented markets like Thailand, the Philippines, Malaysia, and the U.S. Strategic partners in these regions are already in early-stage negotiations, supported by a forming partner success team and a to-be-built global SaaS sales force.

The value proposition for operators is clear: faster payments, reduced operational drag from manual processes, and access to Jayride’s aggregation network—all without surrendering control. From Jayride’s perspective, the benefits are equally compelling. The SaaS model delivers higher margins, reduced costs, and the holy grail of tech business models—a predictable recurring revenue stream.

Further sweetening the deal for transport providers are upcoming AI-driven features such as a travel concierge chatbot, predictive demand analytics, and white-labelled apps for larger partners. These features aim to automate customer service and enhance operational insights—addressing long-standing inefficiencies in the transport sector.

However, not all innovation comes from within. The platform is underpinned by technology licensed from Fairyde Technologies Inc., a U.S.-based travel tech firm founded by Jayride’s Chief Marketing Officer, Patrick Campbell. While the affiliation raises questions of related-party proximity, Jayride has been transparent: CEO Prado consulted to Fairyde in the past but holds no current financial interest. Importantly, Fairyde has committed to exclusivity clauses—agreeing not to directly compete with Jayride or onboard its transport partners without consent.

Financially, Jayride’s licensing deal with Fairyde minimises upfront capital costs and accelerates time to market. Payments are performance-based and tiered according to usage and value-added services like AI features. All fees are denominated in USD, a detail that may introduce currency risk but also reflects Jayride’s global aspirations.

Jayride will maintain its aggregator roots for now, continuing to serve thousands of transport providers while gradually nudging them towards the SaaS model. As the ecosystem evolves, those who transition may find themselves at the forefront of a more digitised, efficient, and integrated ground transport industry.

Whether the market buys into Jayride’s pivot remains to be seen. But one thing is clear: in a sector known for fragmentation and inefficiency, a solution that streamlines payments and operations while tapping into existing networks might just hit the right note. Or as Jayride might say, be “driven by demand, powered by Jayride.”