Morning. For our 11:00 presentation, please welcome Richard Marshall of NextTrip.
Thank you. Welcome, everyone, this morning. First of all, I want to thank Robert Kraft and his team here at Planet Micro. We attended their conference in Las Vegas. We are very pleased with the meetings, the attendance, and looking forward to the same here in Toronto. I came to Toronto many, many years. I worked for one of the big gold mining companies up here for a number of years. I am familiar with it and happy to tell you about NextTrip today. I joined NextTrip about three years ago. We have been pretty quiet in the public markets. We trade on the Nasdaq under the symbol NTRP. We have been in a kind of an accumulation, buying up businesses in the travel and media space. People may think that travel is highly competitive, which it is.
To take on an Expedia or Booking.com is not what we are trying to do. We have come with a very unique approach here, and it was really driven by the pandemic and what we saw with the pandemic and a change in consumer habits, and that is now what NextTrip is about. All of the information I talk with today is public information available on our website, and is covered by forward-looking statements. During the pandemic, and certainly, I think everyone now is kind of familiar that there is a whole new way that the younger generation gets their information. They are always on a screen, whether it be a phone, a tablet. It has also been applied now across travel, and we get majors like Expedia, Booking.com coming with data.
Here is data from Expedia saying that 81% of the millennials and Gen Zs now decide where they are going to travel to based on what they have seen on a screen, whether it is "White Lotus," some other TV show, some other movie or motion picture. It is evident that that is inspirational for travel. Again, backing up to we are not trying to take on an Expedia or a Booking.com in what we are doing, but they are spending millions of dollars a day to get to the consumer to get that transaction. They are doing it through advertising. We said, "Okay, let us give a travel booking with advertising solution, so we need a front media mechanism," and we have built an ecosystem.
Potentially an Expedia or a Booking.com could be a client of ours on the advertising side because they want to get to the consumer that we are attracting and engaging with because their advertising spend now, all of the data shows they get the best return on investment or best return on and spend in advertising when they engage with the consumer on screen being inspired about travel. That is NextTrip. Over the last few years, we have been buying and building our platform, our technology. In 2024, we went public through a reverse merger transaction onto the Nasdaq. In 2025, we were acquiring businesses in the travel space, businesses in the media, FAST channel TV space, pulling it all together. Fiscal year 2026 was really integrating, and we are now in fiscal 2027. This is about scaling what we have.
We are at the front end, a funneling system of entertainment and inspiration. We have tools in the middle that will engage with the consumer while they are watching this type of content and inspiration, and we have all of the standalone booking capabilities in-house. We can book flights for you, packages for you, cars for you, hotels, et cetera. All of the major suppliers, Expedia. Supplies product in to booking Nuitée, et cetera. We have all of the capabilities, but this has become a massive ecosystem that I think no one is yet aware of the size and capabilities of what we have. Again, the front end is JOURNY TV. People may not know JOURNY TV, but if you own a Samsung TV, turn it on, we are a channel in there.
If you own an LG TV, we are in I think, 20 countries in LG TV set tops. We will be in a heck of a lot more here shortly, so stay tuned. We are working on deals with Sony. We are in Plex, we are in Roku, we are in Amazon Fire, you name it. Most of the major platforms, we stream content in 100 countries through these acquisitions that we have done. We push to 250 million people in 100 countries based on what we have acquired. We have now had this year, there will be half a billion minutes of content consumed on our platform, and to this point, it has been run by operators in a non-for-profit. Who were those operators? Well, one of them was the U.S. government. We bought their platform called GoUSA TV late last year.
When they did the Big Beautiful Bill, it was one of the catastrophes and defundings by the U.S. government. GoUSA TV had been around for 10 years. It was the mechanism to promote tourism into the U.S. How did they do it? They did it with TV stations in 80 countries, showing content, what to do if you go to Yellowstone, what to do in Miami. It was run as a nonprofit, no advertising. When a typical advertising break came, it was a waterfall with some beautiful music. That was it. We are now putting advertising in there. What type of advertising? Advertising that engages with the consumer. Again, it comes back to now Expedia, Booking.com, Carnival Cruise Line, American Express, Mastercard, et cetera, want to engage with the consumer while they are being inspired in this type of content.
Over the last couple of years, again, we have been buying up these types of assets, building this vast ecosystem, this distribution system that pushes in 100 countries across all the major devices. I tell you can get to our channel and watch our content. We have got about 150 shows, about 1,000 hours. We have got your Gordon Ramsay, cooking type shows in Tahiti. We have got the Anthony Bourdain. We also produce our own content as well. We have got a lot of original content in there you cannot see anywhere else. We just rolled out a show called "I DO: In Destination." It is about destination weddings. It has got the number one TV host from the "Celebrity" and "Bachelor" series. He goes to a destination wedding at some of these premier resorts. We just did a filming at a resort in Cancun.
We did a filming at a resort in Dominican Republic. We just did the Atlantis Hotel in The Bahamas. We are doing the Secrets Resort down in Aruba. These are premier places, and they are being sponsored by the hotels and resorts themselves. They pay for the production, and then we promote travel and tourism there for them, advertise in there, and have an overlay technology that can engage with the consumer on screen, because again, the data is now showing the younger generation is more inclined to engage through an agentic AI, through an itinerary building machine for a trip. We have got this massive front-end funneling system to move the person all the way through a travel transaction. If they do not go to the end and book a transaction from us, we can make 80% margin on advertising to them.
On a travel booking, it is going to be 10% or 12% margin. We want to get as much traffic as possible, and then if Expedia wants us to move that consumer into their booking funnel, we are happy to do that because again, on the advertising front with this massive system. We are going to grow our system. We have got 250 million destinations or set tops around the world that we are already pushing content in. We think we can grow that quite well, both organically through working with partners. As an example, we were in LG TVs in two countries. About six weeks ago, we announced LG TV, smart TVs, took us into another 20 countries. We have done our first Spanish-spoken channel that they took into six more countries. We just announced an expansion into YouTube. We have only got 50,000 subscribers on there currently.
We are looking at a roadmap that can get us up substantially in YouTube. We think it is a great opportunity for us. Again, there is no one in the world that has the content library that we have. These shows are typically 30 minutes - 45 minutes to an hour in length. The average consumer is high net worth. As we pull together these components of what we have been buying in September, we had the first unification of the platform, the first ability to pull in all of the data from all of the stations that we pulled together. We now over-index on income. Why is that important? Because higher income people travel probably more, and luxury travel, and that is what Expedia wants. That is what Booking and Carnival and American Express want. They want higher income people.
We over-index on there 83% higher than your average streaming channel out there. What is also interesting, now that we have pulled all of this together into a single data stream, we have got the breakdown which all these advertisers wanted to know. Who is on screen? Who is watching? How long are they on there? Because again, a concern is someone is just scrolling through the channel looking for something else. Are they watching on screen? The average time on screen for a consumer with us this year, throughout the year is 30 minutes. They are watching the show. They are staying engaged with the show. Again, we have the biggest content library of licensed and original content in this travel inspiration space. There is no travel channel anymore.
It got lost several years ago and started doing ghosts and goblins and all kinds of different things, but got bought out for a $1.2 billion valuation. We have a massive content library. What is interesting, when we started doing this and announced this late last year, the former president of Sony Global Media, the Executive Vice President of Sony Global Media, came to us and said, "You have got an incredible content library. You have got an incredible distribution system. We can see it. We would like to joint venture with you." We did a joint venture with them. They had recently spun out of Sony. They took all of the streaming assets for Sony into a private company. They are called KC Global Media. They came to us, they did a strategic 50% joint venture with us to take all of our content into Southeast Asia.
Let me go back here a second. The areas that you see on here, bottom left, obviously, were lots of eyes and minutes in North America, less in Latin America, South America. That is where they have decided to take us in this joint venture. They made a strategic investment in us. The president or former president of Sony Global joined our board of directors, bought more shares in the marketplace. They believe the media side is worth far more than the company is currently trading at. Again, now we have two opportunities or three opportunities here. Media and advertising, monetizing, ultra-high margin, massive ecosystem. We are now seeing programmatic advertising. That was the first opportunity.
We went from 1 million ad impressions monthly space a year ago, to about 7 million ad impressions monthly space about three or four months ago, to about 60 million ad impressions monthly space. Massive space. The advertisers came to us and said, "We wanted to know the demographics of who is watching on your screen." We have got all of that data for them. They wanted to know that advertising is now filling. We just announced a couple of weeks ago, programmatic advertising in our first platform, which is Samsung TV, has gone up 600% this year. They are seeing that the return on investment through programmatic, the bots are saying, "Good place. We want to be there." Again, subtly while you are watching the shows, we are going to overlay and say, you like, obviously, Gordon Ramsay here at this beautiful resort in Tahiti.
We have got a technology called JOURNYGO that will overlay, that will allow you to get in there and price out that exact trip, or if you do not like that exact trip, you can make adjustments. While you are doing that, we are getting data on you. No one else in the advertising is doing that and able to share that back with the advertiser or be able to go back and target market to that person. JOURNYGO is very interesting. We did a beta test with it earlier this year. We put it in three shows on Samsung TVs, and in the engagement, 30% of the people watching the show, and again, it is not people just scrolling through TV. They are on their screen for 30 minutes. They went into our booking tool, into our itinerary tool and played around with it. 30% engagement.
We feel what's happening, again, with the younger generation, with the change in habits of how people consume information, make decisions, we have an ecosystem here that could be extremely valuable. We've been putting it together for a couple of years, and we're now in we've done the build, we've done the buy, we've done the technology pieces. We're now starting to scale two sides, advertising, direct advertising sales, high margin, and bookings. With the technologies and everything we've put together and with some of our core investors that saw our vision a couple of years ago, we've got core investors that built the biggest travel agent platform used in North America. We said with what we're doing here, with this content system, with this funneling system, with this marketing system, no one's done that for travel agents either.
We have just announced that we're rolling out a travel agent solution as white label. As an example, there's a company called Fora Travel that built a travel agent platform in 2022, 2023, rolled it out in 2024. They got about 15,000 agents onto their platform in the first two years. They have a billion-dollar valuation today. We think, obviously, our platform is better. What's interesting is some people have joined us from the biggest travel agent platform, which was called the VAX VacationAccess System. The person that built and operated that platform, which is now owned by Hyatt, just left Hyatt earlier this year. He was the chief architect and operator of that system and joined us as our Chief Technology Officer because of this travel agent platform.
Their head of marketing and solutions at Hyatt that has the 200,000 agents on it just left there and joined us 30 days ago because of our travel agent platform and what we're rolling out. We've got handful of people have joined in the first 30 days. We think that we can probably get into the hundreds or a few thousand people over the next 60 or 90 days using that platform. If you do a simple back of the envelope extrapolation of where we would be worth if we've got a few thousand agents using our platform in the first six months of adoption and what Fora is worth, again Fora, you have to be a Fora travel agent. You give up autonomy. You give up your branding. With us, we're a white label solution.
We give you content marketing that no one else can, that no one else has, and we've got some of these engagement overlay tools. Again, it's free. Use it. We now have people that have left the biggest travel agent platform in North America that built and marketed for it that have joined our team. So stay tuned. Very interesting. Again, because of what we bought and what we built, we thought content creators, whether it's YouTube, whether it's TikTok, it's an area we want to get to because there's a hell of a lot of money spent by advertisers, by Hyatt. "Come to our hotel. I'm going to pay this influencer to drive traffic here." What do they get for that $100,000 spend from that influencer? Screen likes. That's what he tells them. "A million people liked what I put about your property." That's nothing, right?
They don't know what they get back. We are working on solutions where we can put the overlay in there that will engage with that influencer. We could give him participation through attribution into a transaction if he actually creates transactions, and we can give the advertiser data that it's not just screen impressions, it's actual transactional business, or here are names of people that moved into your booking tool. We bought a 51% interest in YADA, which is a fully licensed TikTok agency. They do TikTok Shop. You're going to see some NextTrip products in TikTok Shop. We're going to sell gift cards this year in TikTok Shop, and we're going to work with influencers. This team also does entertainment shows. They do concerts around the globe. They did a concert for Jelly Roll 18 months ago.
The biggest difficulty they had was the logistics of travel because they're typically small concerts, VIP types, and so they're working with us. We have a groups booking tool. We launched our first concert that goes out in November. We expect to do several more concerts. They will be highly profitable. We could be looking at $250,000 to about $1 million in net income upon success of each of these events. We think we can probably do eight to 12 of these events annually through YADA. They came out of the motion picture and entertainment and music business. One of them was a senior Pandora guy, so very interested in that relationship. We've built this platform. We're now moving into monetization. When we were putting it together, we did half a million revenue, in FY 2025 nascent. $3.7 million last year.
We're just now getting into the growth curve. We've been burning money because we're buying and building. We've been hiring key people. When you bring people from Hyatt to join your team, they come in at a pretty big price. But why do they come in? Because they're certainly taking smaller salary. They do get some equity in the company, but they believe we have something that could be game-changing in the industry with our media approach and also with our travel agent approach. The system is built. We've got media monetization, which is ultra-high margin when compared to travel. We have overlay solutions that get data. We could become a very important data company to people as this, because again, 250 million households. This is not a startup. What we acquired was just being used incorrectly and not monetized because the U.S. government didn't want to monetize.
They just wanted to draw traffic in. We're going to monetize it for our benefit, for our stakeholder benefit, and for our advertiser and sponsor benefit. The symbol trades NTRP on Nasdaq. We've got about 15 million shares issued and outstanding. More than half of this company is owned by the board and core investors. We've got a $20 million market cap. They've put $25 million in over the last three years to help us buy and build. They've said, "Don't worry about capital." We did one outside financing late last year with a group Ladenburg Thalmann brought to us. We're too early for outside financings because we've not yet proven ourselves. We're just in that growth curve now where expect to see this thing scaling. Don Monaco put about $7.5 million of his own money in.
Bill Kerby, founder sold his house, put everything into the company. Andy Kaplan was the President of Sony Global Media when he saw what we were doing on the media side, came to us, did the strategic investment in us with his company, joined our Board of Directors, bought shares in the marketplace. David Jiang was the President of AIG's alternative asset arm. He was the President of Bank of New York, Asia Pacific, Mellon Trust. He's put about $5 million into us. Carmen Diges is Rob McEwen's right-hand person here in Canada. She ran Miller Thomson's resource arm. Known her for a number of years. She's an investor. Jimmy Byrd is running Ledcor. If any of you guys know Ledcor up here in Canada, one of the biggest infrastructure development. He's the Senior Partner of all of their growth. He's a strategic investor in us.
Steve Kircher has been in public companies, sits on some public company boards, owns hotel groups around the world. On the management side and some of the acquisitions we've done, I'll touch here really closely. Amy Proost, top right, had built bookit.com, which was a half billion travel company. We bought their technology. She joined us. Casey D'Ambra was running the U.S. government's GoUSA TV. She'd been at Disney, Hulu. She'd run National Geographic's distribution and programming for a number of years. She's now running all of our media. Sarah Keslow is at Hyatt. She just joined us. She ran the biggest travel agent platform in North America. Brad Buice joined us earlier this year. He built the biggest travel agent platform in North America, ran it for 15 years from a technology perspective, and joined us as our CTO. So that's us. We're in place.
We've done the buy and build. We've got four banks cover us currently. They've got price targets between $5 and $8. We're currently trading about $1.25, $1.30. We think it's because we did a very poor financing the end of last year. Underknown. We're getting out there in conferences, more research coverage. The team has capital at stake, $25 million in here, and I can guarantee you they are not here because the research report says it's worth $5 or $8. They're here because there is a paradigm shift in the way that the travel consumer and the consumer engages and takes information. We're at the forefront of that with our funneling system, with our media system. We've already got touch and reach to 250 million people that are on screens 30 minutes on average each time. They're high-income earners.
They're in 100 countries, and we're now moving to a monetization through advertising and travel conversions. So that's it. Follow us. Lot of news to come. Stay tuned. Thank you.