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Edge One Capital Discloses Its Stake in Forward Industries

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4 months ago

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Forward Industries must address its mandate, corporate governance, capital allocation discipline, related-party structure, financing risk, and communication strategy to unlock its full potential

RALEIGH, N.C., July 1, 2026 /PRNewswire/ — Edge One Capital has built a significant stake in Forward Industries. In the letter below to the Board of Directors and Management Team, Varun Gupta outlined Edge One Capital’s belief that Forward must strengthen corporate governance, sharpen management’s strategic focus, and take decisive steps to unlock the company’s full potential.

We invested in Forward because we believe Solana has significant long-term financial upside and because Forward has the potential to become the leading public-market vehicle for investors seeking exposure to that upside.

We support the ambition of building the world’s leading Solana treasury company. We also recognize that Forward has taken meaningful steps, including building a large SOL treasury, launching fwdSOL, staking a meaningful portion of its SOL, repurchasing shares, and beginning to publish treasury metrics on its website.

But the Company’s performance has been deeply disappointing.

Forward’s share price decline and persistent discount to net asset value suggest that investors are not simply reacting to Solana volatility. The market appears to be asking broader questions about Forward’s mandate, governance, capital allocation discipline, related-party structure, financing risk, and communication strategy.

These issues are fixable, but they require the Board and Management to act with urgency, transparency, and independence.

Does Forward Have One Clear North Star?

Forward should clearly state whether its primary objective is to increase SOL per share over time.

If SOL per share is the Company’s North Star, then every major decision should be evaluated against that standard. Equity issuance, ATM usage, debt issuance, staking, fwdSOL, DeFi activity, derivatives, share repurchases, acquisitions, and non-SOL investments should all answer the same question: does this increase long-term SOL per share after accounting for dilution, leverage, liquidity risk, counterparty risk, tax consequences, and governance risk?

Forward’s current public messaging appears to mix several different concepts: a Solana treasury company, a Solana ecosystem holding company, a DeFi yield platform, a public-company consolidator, and the “Berkshire Hathaway of Solana.” These may all be related, but they are not the same mandate.

Which one is the primary strategy? Which one governs capital allocation? Which one determines management compensation? Which one should investors use to judge success or failure?

This question matters because Forward has already taken or considered actions that go beyond simply holding SOL. The Company has pursued non-SOL investments, including OnRe and ONyc. These initiatives may ultimately prove valuable, but they also add complexity, valuation uncertainty, liquidity risk, and potential confusion around mandates. Protocol risk should be treated as a core enterprise risk, with robust oversight to ensure that changes in underlying protocols do not create unforeseen operational, financial, or governance challenges.

Why are these uses of capital superior to buying more SOL, repurchasing Forward shares at a discount to NAV, or preserving liquidity? If Forward’s own stock trades at a discount to NAV, why should the Company issue undervalued equity for acquisitions or non-SOL investments unless the Board can clearly demonstrate that those actions are accretive to long-term SOL per share?

Forward should publish a clear capital allocation framework. That framework should explain when the Company will buy SOL, repurchase shares, issue equity, use the ATM program, borrow, pledge assets, enter into derivatives, pursue acquisitions, or make non-SOL investments.

The default use of capital should be simple: buy SOL when attractive, repurchase shares when the stock trades below NAV, and maintain enough liquidity to avoid forced sales. Any deviation from that default should require a clear shareholder-facing explanation.

The ecosystem strategy is useful only if it increases per-share value. At present, it is unclear whether or not the non-Sol investments explicitly add per-share value. Although investment in the Solana ecosystem is positive, it is unclear whether it will deliver the highest returns on capital and increase SOL per share.

Can Shareholders Clearly Understand the Treasury Dashboard?

Forward has started publishing treasury metrics, which is a positive development. But for a company whose asset base is volatile, liquid, and central to the investment thesis, the dashboard needs to become more complete, more transparent, and easier to reconcile.

Shareholders should not have to guess what is included in NAV or mNAV. They should not have to infer whether pledged fwdSOL is included at full value, what fully diluted share count is being used, how derivative exposure is treated, how non-SOL investments are marked, or how debt and collateral arrangements affect the company’s financial stability.

The company should publish a formal treasury methodology that explains exactly how NAV, mNAV, fully diluted shares, SOL per share, pledged assets, fwdSOL, native SOL, staked SOL, unstaked SOL, cash, stablecoins, debt, derivatives, non-SOL investments, and other treasury items are calculated.

This is not a minor investor-relations matter. For a digital asset treasury company, the treasury dashboard is the product. If Forward wants to trade at a premium valuation, shareholders need to understand the Company’s balance sheet, treasury composition, leverage, collateral exposure, and per-share value creation with confidence.

Is Forward’s Governance Independent Enough to Protect Unaffiliated Shareholders?

Forward’s relationship with strategic participants requires a higher standard of governance, disclosure, and independent review.

The Company has disclosed multiple arrangements, including operational and financial support, asset management services, staking-related arrangements, digital asset borrowing secured by fwdSOL, written SOL option activity, and fees connected to share repurchase activity.

We are not alleging that any of these arrangements were improper. But shareholders deserve clear answers to basic governance questions.

Who negotiated these arrangements on behalf of unaffiliated common shareholders? Were alternative providers considered? Were the economics benchmarked against market terms? Which directors reviewed and approved the arrangements? Were any directors recused? Do related parties have any formal or informal influence over treasury strategy, capital allocation, borrowing, staking, derivatives, M&A, or investor messaging?

The Company’s proxy may state that certain directors are independent under Nasdaq rules. We are not disputing the Board’s legal determination. The more important question is whether the Board is truly independent enough in substance to govern Forward’s current structure.

Can management be effectively governed under the current corporate structure? Does the Board have enough independent directors who can evaluate Galaxy, Jump, and Multicoin-related arrangements, other strategic relationships, management proposals, financing structures, derivatives, staking, collateral policy, M&A, and non-SOL investments without any economic or strategic conflicts of interest?

Are unaffiliated common shareholders represented by directors who can say no when a transaction may benefit the ecosystem, a counterparty, a sponsor, or management, but not necessarily Forward shareholders?

Forward needs directors who can independently evaluate risk, protect the balance sheet, oversee management, and ensure that all capital allocation decisions are made for the benefit of unaffiliated common shareholders.

What Are Forward’s Capital Structure Guardrails?

One of the core reasons to own a digital asset treasury company rather than buying SOL directly with margin leverage is that a public company should be able to access more durable (noncallable and non-margin) financing, better collateral management, and stronger institutional risk controls.

The key question is whether the current debt structure could become destabilizing during a severe SOL drawdown. Forward should not recreate the same margin-call and forced-liquidation risks that individual investors face. One of the purposes of a digital asset treasury is to maintain a non-callable debt position to withstand crypto volatility.

The Board should publish a debt and liquidity policy that explains the maximum loan-to-value ratio the Company will tolerate. How much SOL or fwdSOL may be pledged? What happens if SOL falls materially? How many counterparties does the Company rely on? What percentage of debt can mature or become callable within 30 days?

The Board should also clarify the Company’s ATM policy.

Forward’s ATM program may be valuable when the stock trades at a premium and capital can be deployed accretively. But when the stock trades below NAV, the ATM becomes a potential overhang.

Will Forward commit that it will not issue equity through the ATM at a material discount to NAV unless the proceeds are needed to prevent a severe liquidity event or unless the Board provides a specific explanation of why the issuance is accretive to long-term SOL per share?

The market needs to know whether the ATM is a tool for accretive growth or a source of uncertainty and dilution. The Board should make clear that Forward will prioritize durable financing, prudent collateral management, and per-share value creation over cheap but fragile financing or growth for growth’s sake.

Finally, acquisitions of other DATs should be made only with stock when Forward believes its stock is massively overvalued. If this is not the case, then debt should be used to fund the transaction when appropriate. Acquisitions should be considered only if they produce higher SOL per-share growth than buybacks or any other alternative use of capital.

Are Management Incentives Aligned With Per-Share Value Creation?

Forward’s management incentives should be directly aligned with the Company’s stated objective.

If SOL per share is the North Star, then compensation should reflect SOL-per-share growth, NAV-per-share growth, risk-adjusted treasury performance, balance-sheet durability, and discount-to-NAV reduction.

The Company has granted restricted stock units and performance stock units to members of management. What performance metrics drive those awards? How do those metrics align with long-term common shareholders? Are the metrics based on per-share value creation, or do they reward growth in gross assets, transaction activity, complexity, or stock price movement that is disconnected from NAV?

Management should not be rewarded merely for growing the asset base, issuing more stock, increasing complexity, or pursuing transactions. The incentive system should reward disciplined per-share value creation and prudent risk management.

The Board should clearly disclose how compensation is tied to the outcomes that matter most to shareholders.

Does Forward Have the Investor Communication Function It Needs?

Forward’s investor communication needs to become stronger, more consistent, and more direct. The Company is trying to create a new public-market category. That requires investor education. Shareholders should not have to piece together the Company’s strategy from SEC filings, press releases, social media posts, third-party interviews, and an outsourced IR inbox.

Forward should build an in-house investor relations function that understands both public capital markets and the Solana ecosystem. This should not be treated as a cost center to be managed for financial efficiency, but rather for the effectiveness of its function. Clear communication can lower the cost of capital, improve liquidity, reduce the NAV discount, and directly support SOL-per-share growth.

What We Are Asking the Board to Do

We are not asking Forward to abandon its Solana strategy. We are asking Forward to make that strategy investable for institutional public-market shareholders.

Within 30 days, the Board should announce a shareholder value plan that does three specific things.

First, Forward should formally adopt SOL per share as its primary long-term performance metric and publish a treasury methodology that explains how NAV, mNAV, fully diluted shares, pledged assets, debt, derivatives, non-SOL investments, and SOL per share are calculated.

Second, the Board should publish a governance and independence review that answers the key questions shareholders are asking: Is the Board independent in substance, not just under exchange rules? Can management be effectively governed under the current corporate structure? Which directors oversee conflicts, treasury risk, borrowing, staking, derivatives, M&A, and capital allocation? What procedures are in place to ensure that decisions are made for unaffiliated common shareholders?

Third, the Board and Management should adopt a written capital allocation, debt, and liquidity policy. That policy should establish when Forward will repurchase shares, issue equity, use the ATM program, borrow, buy SOL, pursue acquisitions, make non-SOL investments, pledge assets, or enter into derivatives. It should include a presumption against issuing equity below NAV and a presumption in favor of repurchases when Forward trades at a material discount to NAV and has sufficient liquidity. Finally, Forward must avoid callable/ margin debt that can wipe away holdings during a severe downturn.

Forward has a rare opportunity. Solana may have significant technological and financial upside, and Forward could become the most important public-market vehicle for investors seeking exposure to that upside.

But Forward will not earn a premium valuation simply by holding SOL or invoking the “Berkshire Hathaway of Solana” narrative. It must earn that valuation through discipline, transparency, governance, risk management, and per-share value creation.

The Company’s performance has been unacceptable, but the problems are fixable. The Board and Management must address them directly. We have raised some of these issues in our past management meetings; however, no substantive action has been taken thus far.

We believe Forward can succeed, but the Board and Management must act now to restore credibility, reduce the discount, and make clear that all decisions are being made for the benefit of unaffiliated common shareholders.

We would welcome the opportunity to engage constructively with the Board and management and discuss these recommendations.

About Edge One Capital:

Edge One Capital is an investment firm based in Raleigh, North Carolina, with an emphasis on deep long-term value for all of its investments. For more information, please contact info@edgeonecapital.com or visit www.edgeonecapital.com

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SOURCE Edge One Capital

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Faith: The Spark Born by the Yudu Riverside

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7 hours ago

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October 18, 2026

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BEIJING, Oct. 18, 2026 /PRNewswire/ — An interview from China.org.cn with Wang Xiaohui and David Ferguson on the Long March:

David Ferguson:

This is the Yudu River. One dusk in October, 1934, more than 86,000 soldiers of the Red Army crossed this river and embarked on the Long March, a two-year saga that has left its mark in history.

Yet, lingering here by the river, I am struck by a simple question: If you have faith in a bright future, and reality seems to thwart you at every turn, where do you find the moral strength to keep believing?

Wang Xiaohui:

At dusk on Oct. 17, 1934, an army of more than 86,000 troops gathered along the banks of the Yudu River. Over 800 boats of all sizes floated on the water, bound together with planks collected from villagers’ home gates, timber beams, and even coffin boards reserved for elderly locals. The people of Yudu built this pontoon bridge, determined to help the army led by the Communist Party of China (CPC) cross the river.

At that time, no one knew that the great expedition embarked upon by the banks of the Yudu River would go on to transform China and exert far-reaching influence across the world.

China in the 1920s and 1930s was plagued by chaos and despair.

The Kuomintang (KMT), the ruling party back then, was not capable of unifying the nation, leaving warlords locked in endless fighting. In 1931, Japanese invaders launched an assault on northeastern China, beginning their invasion. Crushed under domestic turbulence and foreign aggression, countless civilians were displaced, with many even starving to death on the streets; in certain regions, severe drought resulted in zero harvests, yet the farmers were forced to pay land taxes assessed for more than a decade into the future.

Amid this turmoil, the only glimmer of hope for the Chinese nation was kindled by the revolution ignited by the Communist Party of China.

The CPC, dedicated to winning liberation for the people and national independence, built contingents of workers’ and peasants’ Red Army troops and revolutionary base areas across the countryside. Impoverished farmers were granted land ownership, as well as unprecedented political dignity. On Nov. 7, 1931, the Chinese Soviet Republic was officially proclaimed in Ruijin, then a small village in southeastern China’s Jiangxi Province, establishing a Soviet system under which workers, peasants and soldiers elected representatives to run regional affairs and make policies.

The communist ideal of a fair society free from exploitation and equality for all blazed like a spark in the darkness; it kindled hopes among impoverished Chinese and became the wellspring of faith that enabled the Red Army — a force made up of poor workers and peasants — to overcome all hardships in the days to come.

Yet, bright as the spark was, it burned thin and fragile at times. Could this flame still endure when the ideals it carried were repeatedly battered by harsh reality?

In September 1933, flocks of warplanes clouded the skies over the Red Army’s revolutionary base areas. By then, Japanese invaders were steadily advancing towards North China, but Chiang Kai-shek’s KMT turned a blind eye to the looming national crisis. They mobilized over a million troops and more than 200 aircraft to launch a massive offensive at the Red Army’s base areas. Over the previous three years, Chiang Kai-shek had mounted four major military “encirclement” campaigns aimed at exterminating the Red Army, but all ended in failure. He was desperate for a pivotal victory to restore his prestige and to wipe out the CPC and the Red Army.

At the time, the commander of the Red Army abandoned mobile warfare tactics pioneered by Mao Zedong and other commanders, opting instead for rigid positional warfare involving conventional head-on clashes. But the reality was, some Red Army units didn’t even possess a single light machine gun; how could they confront the heavily-armed KMT army head-on?

Zhong Ming, a Red Army medic, could never erase the memories of gravely wounded soldiers being carried to his aid station. He remembered how a soldier whose chest was blown open begged his comrades to end his life. At the frontline, a whole battalion of Red Army soldiers religiously followed orders to defend crude earth-and-wood bunkers, but under the constant barrage of KMT artillery and airstrikes, every soldier in the battalion laid down their lives; not a single man survived.

What’s more heart-wrenching is that no matter how fearlessly the Red Army fought, the steep imbalance in military strength, paired with erroneous military command led to irreversible losses. By October 1934, the KMT’s iron-clad encirclement closed menacingly around Ruijin.

Faced with this dead-end, what decision would you make?

This stood as the most agonizing decision for the Red Army. The biggest challenge lay not in sacrificing one’s life for an ideal, but in finding a way to keep the revolutionary cause alive.

To stay meant defeat — the Red Army had no room to maneuver within the Central Revolutionary Base Area. To break through the encirclement, however slim the odds, offered a fighting chance. Preserving the Red Army as a living force mattered much more than clinging to isolated strongholds. Where the spark survives, the path ahead remains lit.

The air already turned chilly in October. Units of the Central Red Army assembled in Yudu to prepare for a strategic shift. The plan was kept strictly classified; none of the soldiers knew they were evacuating the base areas, only sensing an unusual vibe.

At dusk on Oct. 17, crowds lined up at the Yudu riverbank. Tens of thousands of villagers flocked from every corner to see the Red Army off. They walked alongside the marching columns, slipping food like eggs and glutinous rice balls into the soldiers’ pockets, praying for their swift homecoming.

The main force of the Central Red Army set off. Within days, they left behind revolutionary base areas where they had survived, grown and taken root. No one anticipated that the journey they embarked on would become the Long March, a trek spanning over 10 provinces. Still less could anyone imagine that this journey would ultimately pave the way for a brand-new China.

Looking back on this chapter of history, many claim that the Red Army only set out on this expedition because the enemies left them no other choice. To a degree, yes, the Long March was indeed a forced strategic shift, yet this fact does nothing to diminish its greatness and glory.

The ordinary Red Army soldiers had no idea how far they would march, or where they were heading. But they clung firmly to their founding mission: to deliver liberation for the people and independence to the nation. This unswerving conviction kept them from disintegrating through countless perils, sustaining them as they marched into the unknown with resolve.

David Ferguson:

I now realize that faith and ideals untested by harsh reality may have no true substance.

Since its founding, the Communist Party of China has always upheld the realization of communism as its fundamental goal. Despite devastating losses and extreme adversity, the Red Army continued to press forward resolutely and never faltered. Its inner strength came from an unshakable belief in the cause, an unwavering commitment to the founding aspiration, and a profound sense of mission. The Red Army was never fleeing pursuers in search of safety; it was marching forward to a future in which it had a steadfast belief.

Wang Xiaohui:

The Long March went on for two years. The Red Army trekked 25,000 li across some of China’s harshest terrain, but they kept their heads high, seeking hope amid despair and marching towards light through unending darkness. The lofty ideals and sense of mission they upheld have also become the torch that guides generations of CPC members in the following centennial, tempering them into steel as they press forward unswervingly toward national rejuvenation.

That spark lit along the Yudu River has never dimmed since.

China Mosaic
http://www.china.org.cn/video/node_7230027.htm

Faith: The Spark Born by the Yudu Riverside
http://www.china.org.cn/2026-10/16/content_118736835.shtml

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SOURCE China.org.cn

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Linktel Technologies Highlights Breakthrough 1.6T LPO Performance & Strong Market Pull at OCP 2026

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8 hours ago

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October 18, 2026

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SAN JOSE, Calif., Oct. 18, 2026 /PRNewswire/ — At the recent 2026 OCP Global Summit, Linktel Technologies showcased its cutting-edge optical interconnect portfolios engineered specifically for next-generation AI computing networks. Among the heavy lineup, Linktel’s 1.6T Linear Pluggable Optics (LPO) solutions commanded immense industry attention, drawing heavy customer interest for their unprecedented energy efficiency, ultra-low latency, and supply-chain resilience.

Spotlight: 1.6T LPO Performance & High Customer Traction

AI data centers face immense scaling pressures, demanding higher bandwidth densities with tighter thermal and power budgets. Linktel’s 1.6T LPO solutions—highlighted by the 1.6T LPO 2DR4—delivered standout performance metrics that captured the spotlight at the summit:

Ultra-Low Power Consumption: Operates with power consumption as low as an impressive 10W, drastically mitigating data center cooling and power loads.Minimal Latency: Features a linear optics architecture that cuts down signal processing delays, making it a critical asset for high-performance AI scale-out fabrics.Enhanced Supply-Chain Resilience: Eliminating the optical DSP mitigates component choke points, ensuring robust scalability for mass deployments.Proven Interoperability: Following its breakthrough performance and multi-switch platform interoperability at the early September 2026 1.6T LPO-MSA Plugfest, Linktel has laid a solid foundation for the 200G-per-wavelength ecosystem.

Surging Market Interest

Throughout OCP 2026, Linktel’s live demonstrations of its 1.6T LPO, LRO, and FRO modules drew crowds of data center architects and industry partners. With volume production already in place, Linktel is fully equipped to meet the exploding market demand for energy-efficient, high-density 1.6T connectivity.

Overview of Other Innovations at OCP 2026

In addition to the heavily requested 1.6T LPO lineup, Linktel showcased two other major high-speed architectural pillars:

12.8T Liquid-Cooled XPO:Featured a live thermal demonstration integrating advanced liquid cooling to guarantee stable operations in high-density AI nodes.As a founding member of the XPO MSA, Linktel is actively scaling XPO series with FRO, LRO, and LPO variants for comprehensive scale-up, scale-out, and scale-across frameworks.6.4T/7.2T NPO Modules:Displayed with covers removed to reveal internal architectural designs supporting both ELS and ILS configurations.Combines compact high density with low power and low latency, backed by an established 6.4T/7.2T NPO roadmap.DMD Technology & Executive Presentation:Linktel Engineer Director Dr. Grace Zhang hosted a heavily attended Executive Session titled “Dispersion Managed Transceiver for Next-Gen AI Fabrics,” detailing cost-effective 800G (20km) and 1.6T (10km) solutions for OCS SuperPOD architectures, as well as the feasibility of 400G per lambda (3km).With its DMD product line already in volume production, Linktel actively calls upon ecosystem partners to join forces in collaborative development. To drive ecosystem maturity, Linktel is open to sharing its U.S.-filed patents, paving the way for industry-wide adoption and advancements in next-gen AI fabrics.

About Linktel Technologies

Linktel Technologies is a global leader in optical transceiver development and manufacturing, supplying high-speed optical I/O connectivity—including pluggable transceivers, optical engines, and ODM/JDM services.

For more information, visit www.linktel.com or follow Linktel Technologies on LinkedIn.

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SOURCE Linktel Technologies

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Advanced Manufacturing in Focus: Smart Life and Robotics Take the Spotlight at 140th Canton Fair

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9 hours ago

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October 18, 2026

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GUANGZHOU, China, Oct. 18, 2026 /CNW/ — Phase 1 of the 140th Canton Fair, themed “Advanced Manufacturing,” opened on October 15 and will run through October 19. As one of the event’s most closely watched sections, the Consumer Electronics and Information Products zone once again serves as a showcase for the latest achievements in China’s manufacturing and technology industries.

Smart Life Solutions Address an Aging and Globalized Market

A highlight of this section is the focus on smart living, which brings together smart solutions designed to support healthier, safer, and more independent lifestyles.

For example, wearable devices and continuous glucose monitoring systems enable convenient tracking of key health indicators such as heart rate and blood glucose levels. Meanwhile, wearable exoskeletons and other AI-powered devices support mobility training and functional recovery. For home and elderly care, companion robots, electric nursing beds and home-use hyperbaric oxygen chambers, offer a combination of daily care, wellness support and lifestyle assistance. All these solutions highlight a growing shift toward technology-enabled living, where health management, personal care, and independent living are becoming more accessible and connected.

Service Robots Demonstrate Expanding Real-World Applications

The Service Robot Zone remains one of the fair’s most popular attractions in this edition.

Among the crowd favorites is a humanoid robot standing roughly 70–80 centimeters tall. With its expressive movements and playful appearance, the robot draws constant attention as it dances, approaches visitors and occasionally performs flips to the delight of onlookers. Behind the product is a company that has overcome key challenges in compact joint modules and modular humanoid robot development. Its independently developed high-power-density joints deliver remarkable agility and explosive movement, while modular architecture provides flexibility for a wide range of future applications.

More broadly, the Service Robot Zone features exhibits spanning a wide range of application areas, including embodied intelligence, specialized operations, urban services, and smart living. Full-size humanoid robots, dexterous hands with multimodal sensing capabilities and wheeled robots highlight the latest advances in artificial intelligence, perception technologies and motion control. For demanding industrial and emergency environments, exhibitors are presenting robotic inspection systems, live-line maintenance robots and underwater propulsion robots designed to improve safety and operational efficiency.

The commercial services sector is also well represented through reception robots, façade-cleaning robots and fully automated coffee kiosks, while everyday life applications include wearable exoskeletons, robotic lawn mowers and educational robots for home use. Together, these exhibits demonstrate how China’s robotics industry is accelerating its transition from technological innovation to large-scale commercialization.

As the 140th Canton Fair gets underway, the showcased innovations highlight China’s growing strength in advanced manufacturing, turning cutting-edge technologies into practical, market-ready solutions for global customers.

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

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SOURCE Canton Fair

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