Connect with us

Technology

What made ASML so successful today: DIGITIMES Asia’s Q&A with Dutch Journalist and author Marc Hijink

Published

2 years ago

on

TAIPEI, May 23, 2024 /PRNewswire/ — In an exclusive video interview with DIGITIMES Asia managing editor Judy Lin (JL), Marc Hijink (MH), the acclaimed Dutch journalist and author of “Focus – the ASML Way,” during his visit to Taipei, Taiwan, delves into the intricate world of ASML, a global leader in semiconductor lithography machines.

Reflecting on his immersive experience embedded within ASML, Hijink shares insights into the company’s resilience amid geopolitical tensions, its strategic focus on innovation, and the human factors driving its success. As ASML grapples with export controls and expands its presence in Asia, the interview offers a glimpse into the challenges and triumphs shaping the semiconductor industry’s future.

Marc is joining TechInsights Vice Chair G. Dan Hutcheson in the latest GeoWatch Video Series “Decoding Excellence: ASML’s Evolution Towards Leadership and Beyond” to be broadcasted on DIGITIMES’ YouTube channel at 09:30 a.m. Taipei time on May 16.

JL: Marc, would you like to give a self-introduction and tell us what inspired you to write this book?

MH: Of course, thanks for having me here. I am Marc Hijink, a Dutch newspaper reporter. I’ve written a book about ASML, and it’s my second time in Taipei. I already love it here. So I fell in love with the country of Taiwan on day one. For this book, Focus, the ASML way, I’ve been embedded in the company for quite a couple of years. Before that, I was writing about the company ASML as a financial reporter, diving into technology.

After a certain period, I think it was during Corona (COVID-19) that I asked them if I could follow the company on background, just behind the scenes, to see how they were doing with all the troubles in the supply chain as all the world had to manage the shortages.

It was exactly during the pandemic, that the chip shortage hit. During the height of geopolitical tensions, ASML was on the front page of every newspaper. So for me, it’s like a perfect fit, I could delve into the company, and also experience how they were dealing with these gigantic pressures from the outside.

After that one year, I wrote an extensive article for NRC. Then the book publisher tapped me on the shoulder and said, “Hey, isn’t there a book in it?” I went back to ASML and said, “Well, there’s this interest from the outside world, I think you have a great story to tell, let me write it and also allow me to gather other sources like third or even fourth sources. So I can just do the reporter thing and verify if everything is correct.” They granted me the opportunity, which I’m still grateful for. So I got a long, objective panoramic view of the company. They never interfered in the things I could write or could not write. I got the opportunity to travel all around the world and see their certain divisions and go into the clean rooms, go into the boardrooms, and meet with their leadership several times. These are great stories to tell.

JL: Wow, what a dream job that you got.

MH: Yeah. It is a nightmare if you compare it to the deadlines I had to make, but okay, I managed. Yes.

JL: So are there any unforgettable experiences during this process?

MH: Well, I have a few pictures in my head, I could share. They’re also in the book. So one of these moments these scenes is in Obercochen, which is a very small country village in a mountain in Germany. Obercochen is the headquarters of Zeiss, which is the supplier that kind of develops the most important component of the lithography machine, which is the machine that ASML makes. It’s like a giant copier. It has a light source like a flashlight, but also lenses, and Zeiss builds these very complex lenses.

At the Zeiss lab, I saw what looked like giant canisters a couple of meters high and they seemed to be like cut-in-half submarines and that’s where they recreate a vacuum to measure the mirrors inside the lithography machine.

These mirrors are so extremely flat that if you would point out I think a laser beam on it, and we aim it at the moon, you could hit a golf ball with it. So it’s extremely flat to the last atom.

You step into this James Bond scene, and there you see what technology is needed to build a chip that will end up in a phone or an AI chip in about five or six years. It’s like crazy.

JL: ASML is often seen as a national jewel of the Netherlands, yet there was a time when it was on the brink of failure. What were the factors that helped it turn around its fate?

MH: Well, you’re right. ASML had a very rough start about 40 years ago, they were on the brink of collapse practically every couple of years because there were huge downturns in the chip manufacturing industry. ASML as a starting company had a rough time. But they were lucky, a couple of times lucky enough to survive, and they combined it with focus. They’re a one-trick pony. So they concentrated all of their energy and innovative power on lithography machines. When they start focusing on the long term, their investments have been immense throughout the company’s history.

Even during downtime at terms, ASML kept its R&D up on a level that far exceeded competitors. So they were investing more, and that kind of helped them innovate for future generations.

I think that focus is also something that was on their customer. So they only have a couple of customers, I think five or six that are important. They found it so important to deliver these machines on time, and always get the deadline.

So they built machines that weren’t even perfect, that weren’t working properly yet. It is even so with the newest generation, it’s called High-NA, I think it’s the most advanced machine that this earth has ever seen. Even though it is not working properly, they do sell it already, and they ship it already. Together with the customers, they start tweaking the system.

This creates a kind of cooperation and bond between ASML and its customers. If you look at the numbers, it’s somewhat crazy to buy a machine for such an amount of money that you don’t even know if it will work in the end. However, ASML has gotten more and more experienced. So the focus on the customer is also very important.

The funny thing about being so focused as a company is that it also tends to lose sight of things that happen outside of focus. As a journalist, it’s always fun to see that even a high-tech company like ASML occasionally drops the ball on other subjects.

JL: Yes, it’s fascinating to read your book and find out that ASML works very closely with its customers. Considering the geopolitical tensions affecting the global tech industry. What are the challenges ASML is facing to maintain its leadership, especially, you know, the US is restricting the export of lithography machines to China?

MH: Yeah, well, of course, the export controls affect not only ASML as a market leader but also its Japanese competitors, like Nikon and Canon. So all the lithography machine makers are affected by these measures. If you look back at the history of ASML, the company grew just after the Cold War ended, which was in 1989, so quite some years ago, and which made it easier because the rules were far, far more relaxed.

So ASML, traditionally, wasn’t very much impressed by politics, they thought it was a fuss. They focus on the technology and forget about the politics. Yet, well, times have changed. ASML has to grow up.

But for the company, it’s tough that it’s based in a small country – the Netherlands, which is not a geopolitical superpower, like the US or China. So it has to defend its sovereignty against these huge countries. For ASML, that’s kind of hard to understand that a company that’s so important for the ecosystem of the rest of the world is depending on a relatively small government. So they aim to turn this into a European thing because Europe in itself is a superpower, but the export control things are all determined locally.

In my book, my thesis is that ASML should be regarded as a European company because it outgrew the Netherlands. If you look at the history of ASML, the company started with a lot of European funding. For example, in the development of EUV, there was a European fund involved. So if you look back at history, at this moment in time, you would say ASML is a European company.

JL: Interesting. The Dutch government understands how important ASML is. So right now they have this project Beethoven that was aimed at retaining ASML. So how successful do you think they are doing right now?

MH: Well, well, let’s start with this name Beethoven. It was like a secret code name. There wasn’t any reason to choose a composer’s name for that. But I think it has to do with Veldhoven, where ASML has its headquarters, which is a very small town, in a very small country like the Netherlands. With Eindhoven, a slightly bigger town nearby. That’s just something that the Dutch government thought that they tried to invest more in the infrastructure, the educational systems, and the more affordable housing in the vicinity of Veldhoven. ASML is doubling its footprint preferably in the Netherlands, because that’s the brain of the company.

Expanding here is kind of hard as well, especially in the Netherlands. So it needs help from its government, state subsidies for more roads, more technical talent, and housing, just to give everybody a place to live, who wants to work at ASML.

But its expansion also depends on its supply chain. About 80% of this huge lithography machine is built by or outsourced to other companies. Zeiss is a very important supplier, but also VDL, a Dutch company, and lots of other companies in the region where ASML is based. So if ASML has to double, all these other companies have to double in size as well. The Netherlands is having a hard time digesting all that growth. So that’s why they invented Beethoven to accommodate that.

JL: Well, actually, I think that ASML is also expanding fast in Asia. The success of semiconductor hubs largely depends on the ecosystem strategy, as shown here in Taiwan as well. So how has ASML been building its ecosystems in South Korea or Taiwan?

MH: Well, if you look at the total footprint of ASML and think about the number of employees, half of them are based in the Netherlands. So the other half is based around the world, especially in Asia, the US, and also Germany. So all the places where new fabs are popping up, ASML is also there, because it has to service its machines.

These are machines that need 24/7 attendants, they refer to them as their babies that need nursing, because if you don’t give them enough attention, they’ll stop or malfunction, and then chip production will halt, which is a problem. It’s a massive amount of money you have on one wafer, of course. So ASML has to be close to these fabs. As both Taiwan and Korea are expanding rapidly, when it comes to building new fabs, if you look at for example, the plans that Korea just announced, I think they’re investing almost $500 billion worth of investment in the semiconductor industry, until 2049.

So they still have a long time to invest that amount of money. So it’s doubling in size, or even tripling and ASML has to grow accordingly. This is also the case in Taiwan. For example, for the book, I visited Linkou, one of the facilities of ASML here in Taiwan. There, they clean the lens and the mirrors used for these EUV machines. It’s like a car wash for these very expensive mirrors, which is very interesting. It is also interesting to see how dense the areas are, so they have little room to expand. Now they’re going to expand in New Taipei City. And it’s a huge investment. However, ASML believes that a large part of its future is also here in Taiwan.

JL: So based on your interactions and experiences with ASML, what are the human factors that made the company what it is today? How about that core value and culture there?

Well, I think ASML culture is very direct, even compared to Dutch standards, because people from the Netherlands are usually regarded as direct or sometimes blunt, but at ASML even at a higher degree, if you’re being too polite, you tend to lose time.

ASML needs the lowest latency they can get to produce these machines. So in the culture, it’s also common to challenge each other. Not only your colleagues but also your leadership. So you’re also supposed to confront the leadership with its mistakes. That’s the only way t filter out the flaws in the lithography machine bits because it’s such a complex device with hundreds of 100,000 parts, and to build it so it will work and operate 24/7. You have to make sure that all the errors are out, it’s about managing the errors. ASML has created this culture, this very direct culture that makes it easier for these flaws and the best ideas to pop up. And it’s like a collective brain.

I think this is something that the company has to keep on doing, even though it’s growing so rapidly. It’s easier to create a collective mind if you’re a small company, but it’s now doubling in size. So that’s a challenge.

JL: Yes, I believe companies here in Taiwan have a lot to learn from ASML in managing talent from diverse cultures and managing engineers who know a lot more than their boss.

MH: Well, that’s an interesting aspect because ASML is trying to be a more diverse company. If you look at it culturally, it’s like a blend. It’s not a purely European company, it’s not a purely Asian company. It’s like a like a blend, like, like a Bordeaux. It’s like a 40% blend of Asian, European, and American in spirit, and mixed, then you get this ASML way.

Curious about ASML’s success or the future of semiconductor equipment industry? Tune in to DIGITIMES Asia’s new GeoWatch video. Join TechInsights’ Vice Chair and Marc Hijink as they explore industry trends and provide expert insights.

Editor’s Note:

Marc Hijink is a technology reporter for NRC, a prestigious business newspaper in the Netherlands. His book Focus, the ASML Way was published first in Dutch earlier this year, and its English Kindle version is now available on Amazon.

 

 

View original content to download multimedia:https://www.prnewswire.com/news-releases/what-made-asml-so-successful-today-digitimes-asias-qa-with-dutch-journalist-and-author-marc-hijink-302154907.html

SOURCE DIGITIMES ASIA

Related Topics:
Continue Reading

Technology

Edvance and CWG Launch RealRelay Fintech, AI Agents for Finance with Trust Built First

Published

37 minutes ago

on

October 19, 2026

By

Edvance and CWG open RealRelay’s third vertical, bringing tested and rated AI agents to finance as MAS sets out how AI in the sector should be governed.

SINGAPORE, Oct. 19, 2026 /PRNewswire/ — On Oct. 17, Edvance International Holdings Limited (HKEX: 1410) (“Edvance”), through its wholly-owned Singapore subsidiary Paradise Matrix Pte. Ltd., and CWG Innovations Pte. Ltd. (“CWG”) today launched RealRelay Fintech, the third vertical on RealRelay.ai, the platform on which organisations build, test and run AI agents without writing code. The launch took place at a one-day youth AI event at Suntec Convention Centre, co-organised by the Digital Defence Alliance Singapore (DDAS) and CWG with the support of the National Youth Council (NYC).

The event was conceptualised, planned and developed by Mr Aaron Ang (linkedin.com/in/aaronangsg), Chief Commercial Officer of CWG, who leads the RealRelay project. Mr Ang built the day around one challenge. Participants were handed a simulated fraud case and asked to use agentic AI to find out what had happened. Within hours they had worked through tens of thousands of transaction records, traced the money, flagged the entries that did not add up and shown how they got there. The same job, done by hand, would take an audit team weeks. The event was graced by Mr Ong Kah Kuang, Assistant Chief Executive of the National Youth Council.

That is what RealRelay Fintech sets out to do. Work that is slow, manual and easy to get wrong, such as reconciling accounts, checking documents and finding the one record in a million that should not be there, becomes something an agent on the platform does accurately, in hours, with every step on record. Fraud detection is the clearest example, and it is where the fintech vertical begins. In finance, though, a fast answer counts for nothing unless the institution can trust it.

Trust comes first

Finance is the sector where trust in AI matters most, and Singapore has moved first. On 7 October the Monetary Authority of Singapore (MAS) issued its Guidelines on AI Risk Management. They cover every financial institution and every form of AI, agents included. Boards are expected to oversee AI risk, keep an inventory of each AI use, manage third-party AI and control the whole life cycle, from testing to monitoring. The guidelines take effect in October 2027. In August, MAS also committed S$220 million under FSTI 4.0 to get AI into the sector faster, including an AI Pathfinder track for solutions listed on PathFin.ai.

Every agent on RealRelay passes through the Trust and Control Layer. The platform’s own security agent tests it before it goes live and tests it again each time it changes. Permissions, logging, retention and access are controlled centrally, and every agent carries a risk rating that covers the data it can touch, the actions it can take and how it behaved under test. That rating, the agent inventory and the full log are the same things MAS now asks financial institutions to keep. The Trust and Control Layer draws on Edvance’s more than 20 years in cybersecurity.

Asked what the launch represents, Mr Ang said:

“Singapore has been clear about how it wants AI to enter finance. Innovate, but with trust and control in place from the start. We believe that is the next phase of fintech, and we built RealRelay Fintech on exactly that principle. The Trust and Control Layer is the foundation of the platform. Every agent is tested before it goes live, and the institution keeps full control over what it can see and do. When people can see that, they stop hesitating. That is how banks, funds and founders will actually put AI to work, and that is what we are here to make possible.”

What RealRelay Fintech does

At launch the vertical covers four areas of work.

Research and analysis. Agents that read filings, news and market data, run scenarios and produce forecasts with the reasoning shown.

Decision documents. Credit memos, investment committee packs, portfolio risk briefs and client review notes, drafted from a firm’s own data and templates.

Fraud, compliance and document checks. Agents that reconcile transactions, flag anomalies, check onboarding documents against policy and keep a record of every check.

Learning. A guided track for students and new joiners, using the same tools professionals use, at a price a student can afford.

Institutional deployments, including Singapore-hosted and on-premises options, are available on request.

Three verticals, one platform

RealRelay has two layers sitting on a Trust and Control Layer. The Token Exchange launched on 30 September 2026 and puts more than 300 mainstream AI models behind one subscription, routing each task to a suitable model at a lower cost than buying them separately. The Agentic Layer sits on top. Users describe what they need in plain language, assemble an agent from ready-made modules, test it and deploy it in one click, with no code. Three verticals run on these layers: education, cybersecurity and now fintech.

Education came first, and it is where the platform found its first users. At the APEX Bootcamp in September, students and young working adults with no technical background built working agents in two days. Interest from educational institutions has followed, and CWG is finalising details with these institutions to provide RealRelay and the full AI ecosystem around it to their students. Fintech now follows the same path, on the same layers and under the same controls.

What comes next

RealRelay Fintech will run a series of masterclasses in parallel with the Singapore FinTech Festival from 18 to 20 November 2026, and CWG is preparing its listing on PathFin.ai. Over 2027, the Trust and Control Layer will be mapped to the MAS guidelines so that an institution can take an agent’s test record straight into its own risk assessment. Agents built to individual institutions’ own policies and templates will follow.

For Edvance, fintech opens a subscription market where the buyers are large, regulated, and now required to show trust and control over the AI they use. Edvance is responsible for commercialising the platform and holds the intellectual property in its cybersecurity agents. The platform is owned and operated from Singapore, and the two companies are preparing to take it global, with partner talks under way and expansion plans already in place.

About Edvance International Holdings Limited

Edvance International Holdings Limited (HKEX: 1410) is a Hong Kong-headquartered value-added distributor of cybersecurity products and provider of cybersecurity services, with more than 20 years of experience in the market. Paradise Matrix Pte. Ltd. is Edvance’s wholly-owned subsidiary in Singapore. For more information, visit https://www.paradisematrix.sg.

About CWG Innovations Pte. Ltd.

CWG Innovations Pte. Ltd. is a Singapore company focused on AI solutions development and enterprise AI deployment. CWG is the operator of RealRelay.ai. For more information, visit https://www.cwgsg.ai.

View original content:https://www.prnewswire.com/apac/news-releases/edvance-and-cwg-launch-realrelay-fintech-ai-agents-for-finance-with-trust-built-first-302911986.html

SOURCE CWG Innovations; Edvance International Holdings Limited; RealRelay

Continue Reading

Technology

140th Canton Fair Amplifies Visibility for Hundreds of Product Debuts, Connecting Innovation with Global Demand

Published

2 hours ago

on

October 19, 2026

By

GUANGZHOU, China, Oct. 19, 2026 /PRNewswire/ — The 140th Canton Fair opened on October 15 and will be held in three phases. Over 700 New Collection events will take place, representing a 15% increase from the previous session. To share these innovations with a broader audience, the fair has introduced a range of initiatives designed to enhance product visibility and facilitate business connections.

Canton Fair New Collection Gallery Debuts

A dedicated Canton Fair New Collection Gallery has been introduced for the first time at the 140th Canton Fair. Located near the high-traffic platform connecting Area A and B, the gallery is divided into three sections: a product display area, a digital interactivity area and a business matching area.

Together, these sections create an integrated platform that combines product showcase and commercial matchmaking. The setup enables buyers and exhibitors to connect more efficiently, supporting on-site trade discussions and demand matching throughout the event.

Exhibition Meets Livestreaming

To help global buyers stay updated on emerging opportunities in real time, the Canton Fair is combining its physical exhibition with livestreaming programs. A series of featured broadcasts will highlight exhibition tours, product demonstrations and new product launches across a wide range of industries.

By extending product showcases beyond the exhibition floor, these livestreams provide international buyers with convenient access to the latest innovations and market trends regardless of their location.

Theme Release Events

The fair also hosts daily New Collection Theme Release events at the central platform between Area A and B. During Phase 1, featured themes include smart living appliances, service robots, low-altitude smart inspection, smart electronics, precision tools and green energy storage. These sessions provide exhibitors with additional opportunities to present newly launched products and engage directly with buyers from around the world.

As the Canton Fair continues to evolve alongside global trade, its expanded launch platforms, digital engagement initiatives and business matching services reflect a growing commitment to helping innovative products gain market exposure and accelerate commercial opportunities. By creating more touchpoints between exhibitors and buyers, the fair is bolstering a 70-year history as a gateway for international business collaboration in China and a leading product innovation showcase.

For more convenient attendance, please click here for pre-registration:
https://buyer.cantonfair.org.cn/register/buyer/email?source_type=16

View original content to download multimedia:https://www.prnewswire.com/apac/news-releases/140th-canton-fair-amplifies-visibility-for-hundreds-of-product-debuts-connecting-innovation-with-global-demand-302911956.html

SOURCE Canton Fair

Continue Reading

Technology

FF EAI Robotics Ecosystem Inc. (FFR) Highlights Faraday Future Founder and Global CEO YT Jia’s Weekly Investor Update: Three New Product Offerings Launched; More Details on FFR’s Acquisition of FFAI’s Robotics Business and Independent Public Listing

Published

2 hours ago

on

October 19, 2026

By

On October 26, FFR will hold its listing ceremony and first Investor Day at the Nasdaq Tower in New York, where management will share more about FFR’s strategy and business plans, with more details to follow soon.Two new EAI Devices launched including FF Nova—America’s first entry-level EAI humanoid robot under $2,500, and the second is Nova Mini, a humanoid robot for foundational Physical AI education, priced at $299, with the accompanying curriculum at $499.FF EAI launched two new education and developer training initiatives, the Physical AI Spark Program Curriculum and the Nova Reinforcement Learning Developer Program, while also opening enrollment for its developer community to help expand participation in its embodied AI ecosystem.

LOS ANGELES, Oct. 18, 2026 /PRNewswire/ — FF EAI Robotics Ecosystem Inc. (NASDAQ: FFR) (“FFR” or the “Company”), a U.S.-based Embodied AI (EAI) robotics company, today highlighted a weekly business update from YT Jia, Founder and Global CEO of Faraday Future Intelligent Electric Inc. (NASDAQ: FFAI) (“Faraday Future” or “FF”). For purposes of attribution, references to “we,” “our,” and “FF” in the following transcript refer to FFAI and its robotics business, except where FFR named.

“Welcome to Weekly Report 77. This week, let’s start with some big news from FFR. On October 26, we will hold FFR’s listing ceremony and first Investor Day at the Nasdaq Tower in New York. Our management team will share more about our strategy and business plans. We’ll also have the chance to talk with investors face to face. To our stockholders and partners, we hope you can join us and help open this new chapter for FFR. Formal invitations to the event will go out tomorrow! Now, let me share what we’ve been working on this week.

This week, FFR and FFAI jointly launched three new offerings.

1. Two new EAI Devices. The first is FF Nova—America’s first entry-level EAI humanoid robot under $2,500. Your Physical AI lab in a backpack. The Nova device costs $2,490, and the Developer Skills Package is $390. The second is Nova Mini, our humanoid robot for foundational Physical AI education. The robot is priced at $299, and the accompanying curriculum is $499. With these additions, the “One-Brain Multi-Form Multi-Capability” FF EAI Robot World 2.0 we are building now includes more than 20 EAI Devices across 11 models, seven series, and three robot forms.

2. A new FF EAI Education Skills product—the “Physical AI Spark Program Curriculum.”

3. The Nova Reinforcement Learning Developer Program. We also opened enrollment in our developer community. 

Our EAI Brain and Developer Platform Cores also made two breakthroughs this week.

Regarding the EAI brain, The All-New Futurist now fully supports SONIC. That opens up more room for development and applications on more advanced robotics platforms. This is how our approach of combining in-house development with open collaboration is starting to deliver more value. 

On the Developer Platform side, we’ve made the NVIDIA SONIC data, models, and deployment solutions based on FF Master fully open source through GitHub and Hugging Face. What does that mean for developers? You now have a complete path from open-source research and testing algorithms to deploying robots and building solutions. And that path is open to universities, research institutions, and industry partners around the world, too. 

Over the past few days, we’ve received some questions from stockholders about FFR’s acquisition of FFAI’s robotics business and its independent public listing. Let me take a moment to clarify a few points and explain what this means. Giving the robotics business its own operations, financing, and public listing is much more than moving assets within FFAI. It fundamentally reshapes FFR and unlocks its value.  We see this as the starting point for a major breakthrough in business value and a faster release of value in the capital markets. Let me explain this in four areas.

One is a sharper strategic focus. We will concentrate our resources on delivering our “Four-Core Full-Stack AI” robotics strategy. Every dollar we invest, every decision we make, and every financing round will serve that goal. This focus will help us refine what we do, deepen our expertise, expand our scale, and strengthen our business.

Another is a clearer basis for valuation. With its own public listing as a pure-play robotics business, FFR can be valued directly against its industry peers. Its valuation will no longer be held back by other factors affecting FFAI.  Combined with continued deliveries at positive contribution margins, this gives FFR significant room to unlock value.

We will also have more transparent business results and cleaner financial statements. You will be able to see how each financing round translates into business performance. That transparency can help attract strategic investors and long-term capital. After closing, FFR will have almost no debt. Its balance sheet, income statement, and cash flow statement will be cleaner, making the company’s value easier to see.

The fourth area is lower funding needs and financing costs. FFR has seven unique advantages, including our “Four-Core Full-Stack AI” EAI technology and asset-light operating model. Building on these strengths, we aim to achieve positive operating cash flow no later than the third quarter of 2028. Until then, we expect to need no more than $150 million in total financing. 

For FFAI, once the transaction closes, we will remain FFR’s controlling and majority stockholder and continue to share in its potential future growth in value. As a Physical AI investment company following a Berkshire-style model, FFAI will share further business updates soon. We want to reward our stockholders for your continued support.

Over the years, we’ve received encouragement, faced ridicule, and taken harsh criticism, yet we’ve seldom felt the need to explain ourselves. Our passion for building a business is still there. It comes from working alongside people who share our vision, and driving change in the industry together. Failure itself doesn’t stop us. What stops us is losing the belief that we can try again. “Try again.” A message to myself, and to every entrepreneur who keeps going. Thank you for being part of this journey. See you next week.”

About FF EAI Robotics Ecosystem Inc. 

FF EAI Robotics Ecosystem Inc. (NASDAQ: FFR) (renamed from AIxCrypto Holdings, Inc. and AIXC, effective September 30, 2026) is a U.S.-based Embodied AI (EAI) robotics company that is in the process of acquiring the FF EAI Robotics business. Upon completion of the acquisition, the Company will focus on the research and development, manufacturing, commercialization, and deployment of intelligent robotic technologies, products, and industry solutions.  

The Company is committed to building a “Four-Core Full-Stack” AI ecosystem covering the full lifecycle of robotics, consisting of EAI Brain & Developer Platform, EAI Devices, Industry Productivity Solutions, and EAI Data Factory. Guided by the technology and product philosophy of “One Brain, Multi-forms, Multi-capabilities,” the Company aims to empower humanoid, biomimetic, and other robotic form factors through a unified EAI Brain, while continuously expanding their multi-task and multi-scenario capabilities. The ecosystem is designed to support the full robotics lifecycle, including R&D, deployment, data collection and training, operations, and commercial applications.  

The FF EAI Robotics business has already achieved commercial deliveries of humanoid and biomimetic robotic products. Through its multi-form-factor robotic products, EAI technology platform, closed-loop data capabilities, and industry solutions, the business continues to advance the scaled adoption of robotics across real-world applications. The Company also operates RoboShare, a robot-sharing and services platform designed to connect robotic assets, service capabilities, customer demand, and ecosystem partners, further strengthening its robotics commercialization and service ecosystem. 

For more information, visit www.ff.com. 

About Faraday Future 

Founded in 2014, Faraday Future (FF) is a U.S.-based Physical AI ecosystem company dedicated to reshaping the future of robotics and mobility solutions through AI innovation and technologies. FF focuses on two major product strategies within the Embodied AI (EAI) robotics business: EAI humanoid and bionic robots, and EAI automotive-focused robots. By building a “Four-Core Full-Stack AI” ecosystem of EAI Brain and Developer Platform, EAI Devices, Industry Productivity Solutions and EAI Data Factory, FF aims to create an evolutionary flywheel: scaled device delivery, data collection and training, continuous evolution of the EAI Brain, stronger product capability, and even larger-scale delivery and deployment. Through this flywheel, FF seeks to maximize its commercial value and lead to the advancement of Physical AI. For more information, please visit Faraday Future’s official website: https://www.ff.com/ 

FFR Forward-Looking Statements 

This communication, including any presentation, press release, investor materials or other document of which it forms a part (this “Communication”), contains “forward-looking statements” within the meaning of the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995, as amended, and other securities laws, regarding FF EAI Robotics Ecosystem Inc. (“FFR,” the “Company,” “us,” “our,” or “we”) and our industry. All statements, whether written or oral, other than statements of historical fact, including any financial projections and any statements regarding future events, our strategy, our transition to robotics operations, our plans for RoboShare, our digital asset disposition plans, the proposed acquisition of the FF EAI Robotics business, the projections referenced in this communication, our name and ticker change, any related financing, and the anticipated benefits and timing of the foregoing, our objectives, expectations, or anticipated actions or results, are forward-looking statements. You can often identify forward-looking statements by words such as “may,” “might,” “will,” “shall,” “should,” “expects,” “plans,” “anticipates,” “could,” “intends,” “targets,” “projects,” “contemplates,” “believes,” “estimates,” “predicts,” “potential,” “goal,” “objective,” “seeks,” “likely,” or “continue,” or the negative of these terms or other similar expressions; the absence of these words does not mean a statement is not forward-looking. These statements reflect our current expectations and projections about future events as of the date of this Communication and are necessarily based on estimates and assumptions that, while considered reasonable by management, are inherently uncertain. FFR can give no assurance that such forward-looking statements or financial projections will prove to be correct. 

Actual results may differ materially from those expressed or implied by these forward-looking statements as a result of numerous risks and uncertainties, both general and specific, including, but not limited to: 

The proposed acquisition transaction and PIPE. The definitive agreements may be terminated in accordance with their terms, and the proposed transactions may not be completed on the terms described or at all; the conditions to closing, including the completion of FFAI’s internal restructuring of the robotics business, the execution of key employee agreements and other customary conditions, and the parties’ ability to satisfy them; the risk that the stockholder approval required under Nasdaq listing rules for the conversion of the preferred stock issued as consideration is not obtained or is delayed, and the effect of the conversion restrictions and the information statement process on the timing of conversion; the timing of the transaction and the costs of pursuing it; the issuance of a substantial number of shares as consideration and the resulting dilution to existing stockholders; the fact that the counterparty is our controlling stockholder, that it will hold a substantial majority of our outstanding shares following closing, that certain members of management serve both companies, and the conflicts of interest inherent in the transaction; the risk that the agreed valuations do not reflect the market value of our shares or of the acquired business; our dependence on the counterparty for transition, supply and support following any closing; the scope and enforceability of the non-competition and governance arrangements; the consequences of the transaction under Nasdaq listing rules, including the possibility that Nasdaq determines that the transaction requires us to satisfy initial listing requirements in connection with a business combination, change of control or change in the nature of our business; the risk that the PIPE financing, on which the transaction is not conditioned, is not completed on the anticipated terms or at all; the risk of litigation relating to the transaction; our ability to integrate and operate the acquired business; and the risk that the acquired business performs differently than anticipated. 

Projections. The projections referenced in this communication were prepared by FFAI management for the FF EAI Robotics business on a standalone basis and do not reflect our existing business, transaction-related expenses or the combined company. We have not independently verified them or adopted them as guidance. They were not prepared with a view toward public disclosure or toward compliance with the published guidelines of the Securities and Exchange Commission or the American Institute of Certified Public Accountants regarding prospective financial information, and no independent registered public accounting firm has examined, compiled or performed any procedures with respect to them, and none expresses an opinion or any other form of assurance with respect to them. The projections reflect estimates and assumptions that are inherently uncertain and subject to change, including through due diligence and the review of our special committee and its financial advisor. Actual results are likely to differ, and may differ materially. 

Liquidity, capital and going concern. Our limited cash and liquidity position and our history of operating losses and negative operating cash flow; substantial doubt regarding our ability to continue as a going concern, as described in our periodic reports; our need to obtain additional financing on acceptable terms or at all, and the substantial dilution to existing stockholders that additional financing may cause, including any financing completed in connection with the proposed transaction, which may not be completed or may be on less favorable terms than anticipated; our ability to fund operations pending and following the disposition of our digital asset positions; and our ability to satisfy the continued listing requirements of The Nasdaq Stock Market, including stockholders’ equity, minimum bid price and other applicable standards. 

Our strategic transition and the disposition of digital assets. Risks associated with a fundamental shift in our business strategy and the redeployment of resources from a digital asset treasury strategy to robotics operations; our ability to execute the disposition of our digital asset positions in an orderly manner and on acceptable terms; the risk that amounts realized on disposition are materially less than carrying value as a result of price volatility, market depth, execution timing, custody or transfer constraints, or other limitations; tax, accounting and regulatory consequences of the dispositions; the continued volatility and regulatory uncertainty associated with digital assets and cryptocurrencies during the wind-down period; the concentration of a substantial portion of our assets in a single equity investment, including an investment in a related party, and the illiquidity, valuation uncertainty, holding-period and transfer restrictions associated with that investment; and risks arising from our relationships and agreements with related parties and significant stockholders.  

Our robotics operations business. Our limited operating history in robotics operations and commercialization and the absence of a meaningful revenue history; the early stage of RoboShare and the risk that customer demand, repeat demand, pricing, utilization or unit economics do not develop as anticipated; our dependence on a small number of customers, on a single initial geographic market, and on individual events or engagements, and the risk that the loss of, or a change in the terms of, any such relationship has a disproportionate effect; our dependence on third-party robot owners, operators, suppliers, original equipment manufacturers and local partners, and on their willingness to make robots available on our platform; risks relating to the availability, cost, quality, maintenance, transport, insurance and technological obsolescence of robots and related equipment, and to supply chains, tariffs and trade measures affecting them; and our ability to expand into additional markets and to attract and retain participants on both sides of our marketplace. 

Operations, safety and liability. Risks of property damage, personal injury or death arising from the operation of humanoid robots, quadrupeds and other autonomous or semi-autonomous machines in proximity to performers, employees, guests and the public, including at live events and in uncontrolled environments; product liability, premises liability, negligence and related claims and the adequacy, scope, availability and cost of our insurance coverage and of contractual indemnities from customers, owners and suppliers; the allocation of responsibility among us, robot owners, venues, event producers and customers; permitting, licensing, occupational safety and event-specific regulatory requirements; and the reputational consequences of any safety incident. 

Technology, data and intellectual property. Systems, network, telecommunications or service disruptions, failures, defects or cyber-attacks; the performance, reliability and autonomy limitations of robotic systems and of the software, models and networks that support them; our collection, use, storage, transmission and protection of personal information, including images and any biometric or biometric-adjacent data captured in the course of robot deployments, and evolving privacy, biometric and artificial intelligence laws and regulations across the jurisdictions in which we operate or intend to operate; our ability to obtain, maintain, protect and enforce our intellectual property rights and to defend against third-party claims of infringement or misappropriation; and our reliance on third-party technology, platforms and licenses. 

Legal, regulatory and general. The regulated industries and jurisdictions in which we operate; current or future laws or regulations and new interpretations of existing laws or regulations, including those applicable to digital assets, robotics, autonomous systems, consumer protection, advertising and endorsements; the risk that our marketplace arrangements, or the manner in which they are described, are characterized differently than we intend by regulators or courts; the failure of counterparties to perform their contractual obligations; litigation, regulatory inquiries, investigations and enforcement actions, and their costs and outcomes; business, economic, market and capital-market conditions; competition in our industry; changes in market demand for, and the pricing of, our products and services; our ability to define, design and release new products and services in a timely manner that meet customer needs; our ability to attract, retain and motivate qualified personnel, including key management; our ability to manage our growth and our transition; and our ability to maintain effective internal control over financial reporting and disclosure controls and procedures. 

This list of factors is not exhaustive. Additional risks and uncertainties are described more fully in our filings with the U.S. Securities and Exchange Commission (the “SEC”), including our Annual Report on Form 10-K for the year ended December 31, 2025, our Quarterly Reports on Form 10-Q, and our subsequent filings, which are available on the SEC’s website at www.sec.gov. Investors are urged to review the liquidity, capital resources and going concern disclosures contained in those reports.  

The forward-looking statements in this Communication speak only as of the date hereof. Except as required by law, neither FFR nor any other person undertakes any obligation to update or revise any forward-looking statement or financial projection set out herein, whether as a result of new information, future events or otherwise. This Communication is provided for informational purposes only, does not constitute an offer to sell or the solicitation of an offer to buy any security, and does not constitute investment, tax or legal advice or any investment recommendation, and does not take into account the investment objectives or financial situation of any person. FFR reserves the right to amend or replace the information contained herein, in whole or in part, at any time, and undertakes no obligation to notify any recipient thereof. Readers are cautioned not to place undue reliance on these forward-looking statements. This caution is made under, and these forward-looking statements are intended to be covered by, the safe-harbor provisions of the Private Securities Litigation Reform Act of 1995.

FFAI FORWARD LOOKING STATEMENTS

Important factors that may affect actual results or outcomes include, among others: the Company’s ability to continue as a going concern and improve its liquidity and financial position; the Company’s ability to pay its outstanding obligations, which it currently lacks; the availability of sufficient share capital to meet its current obligations and execute on its strategy; the willingness of convertible debt investors to fund the Company; demand for the Company’s robotics products; competition in the robotics industry, which includes companies with far superior experience, funding and name recognition; the ability of the Company to build an EAI education ecosystem that serves both the B2C consumer market and the B2B institutional education market; the acceptance by teachers and students of the Company’s robotics products in the education market; the ability of the Company to expand into additional markets for its robotics products; the Company’s reliance on a single OEM for most of its robotics products; the Company’s reliance on Chinese OEMs for all of its robotics products; the possibility of the federal government banning imports of Chinese robotics products; the Company’s ability to get the planned robotics products to comply with all applicable U.S. rules and regulations; the ability of the robotics OEM to timely supply robotics to the Company; tariff uncertainty for imported products, particularly from China; the ability of the Company to close its transaction with FF EAI Robotics Ecosystem Inc. (FFR) for the sale of its robotics business; demand from automobile dealers for robotics products; the Company’s ability to homologate FX vehicles for sale; the Company’s ability to secure the necessary funding to execute on the FX strategy, which is substantial; the Company’s ability to secure an occupancy certificate covering all of its Hanford facility; the Company’s ability to remediate its material weaknesses in internal control over financial reporting and the risks related to the restatement of previously issued consolidated financial statements; the Company’s limited operating history and the significant barriers to growth it faces; the Company’s history of substantial losses and expectation of continued losses; the success of the Company’s payroll expense reduction plan; the Company’s ability to execute on its plans to develop and market its vehicles and the timing of these development programs; the Company’s ability to execute on its plans to enter the robotaxi and cybercab industries; the Company’s estimates of the size of the markets for its vehicles and cost to bring those vehicles to market; the rate and degree of market acceptance of the Company’s vehicles; the Company’s ability to cover future warranty claims; the success of other competing manufacturers; the performance and security of the Company’s vehicles; current and potential litigation involving the Company; the Company’s ability to receive funds from, satisfy the conditions precedent of and close on the various financings described elsewhere by the Company; the result of future financing efforts, the failure of any of which could result in the Company seeking protection under the Bankruptcy Code; the Company’s indebtedness; the Company’s ability to use its “at-the-market” program; insurance coverage; general economic and market conditions impacting demand for the Company’s products; potential negative impacts of a reverse stock split; potential cost, headcount and salary reduction actions may not be sufficient or may not achieve their expected results; circumstances outside of the Company’s control, such as natural disasters, climate change, health epidemics and pandemics, terrorist attacks, and civil unrest; risks related to the Company’s operations in China; the success of the Company’s remedial measures taken in response to the Special Committee findings; the Company’s dependence on its suppliers and contract manufacturer; the Company’s ability to develop and protect its technologies; the Company’s ability to protect against cybersecurity risks; and the ability of the Company to attract and retain employees, any adverse developments in existing legal proceedings or the initiation of new legal proceedings; the volatility of the Company’s stock price; the ability of the Company to maintain its stock price above $1.00; and the ability of the Company to maintain compliance with Nasdaq regulations for continued listing. You should carefully consider the foregoing factors and the other risks and uncertainties described in the “Risk Factors” section of the Company’s Form 10-Q for the quarter ended June 30, 2026, filed with the SEC on August 13, 2026; the quarter ended March 31, 2026, filed with the SEC on May 14, 2026; and Form 10-K filed with the SEC on March 31, 2026, and other documents filed by the Company from time to time with the SEC.

View original content to download multimedia:https://www.prnewswire.com/news-releases/ff-eai-robotics-ecosystem-inc-ffr-highlights-faraday-future-founder-and-global-ceo-yt-jias-weekly-investor-update-three-new-product-offerings-launched-more-details-on-ffrs-acquisition-of-ffais-robotics-business-and-indepen-302912061.html

SOURCE FF EAI Robotics Ecosystem Inc.

Continue Reading

Trending