Item 8.01 Other Events.

Our business strategy is to create long-term sustainable growth, developing and selling our CBD products that address customer needs. We have embarked on a strategy to grow the Company by supplementing our organic innovation efforts with key joint ventures, partnerships, and strategic alliances that are within or adjacent to our core areas of focus to capitalize on current and next-generation market opportunities. We are looking to maximize shareholder value and improve our financial position by looking at 'business-2-business' (B2B) and 'business-2-consumer' (B2C) companies to explore synergies for potential strategic alternatives and or M&A activity within the health, wellness, and pet industries. Some examples are CBD companies that sell direct to consumer, ancillary companies for the hemp/CBD industry, ancillary companies for the mushroom/nootropics industry, mushroom/nootropic direct to consumer brands, natural supplement brands, and pet brands.

Additional risk factor disclosure

We may seek to grow our business through key joint ventures, partnerships, and strategic alliances, including acquisitions of, or investments in, new or complementary businesses, facilities, technologies, offerings, or products, and the failure to manage these strategic alliances, or to integrate them with our existing business, could have a material adverse effect on us.

In the future we intend to consider opportunities in key joint ventures, partnerships, and strategic alliances, and or acquire or make investments in new or complementary businesses, facilities, technologies, offerings, or products, which may enhance our capabilities, complement our current products or expand the breadth of our markets. Strategic alliances and or acquisitions involve numerous risks, including:

· we may find that the joint venture, partnership, and strategic alliance do not

improve our financial and/or strategic position as planned;

· problems integrating the strategic business alliance and or acquired business,

including issues maintaining uniform standards, procedures, controls and

policies;

· unanticipated costs associated with strategic business alliances and or

acquisitions;

· diversion of management's attention from our existing business;

· risks associated with entering new markets in which we may have limited or no

experience;

· the risks associated with businesses we acquire, which may differ from or be

more significant than the risks our other businesses face;

· potential unknown liabilities associated with a strategic business alliance and

or business we acquire; and

· increased legal and accounting costs.

Our ability to successfully grow through strategic transactions depends upon our ability to identify, negotiate, complete and integrate suitable target businesses, facilities, technologies, products and services. These efforts could be expensive and time-consuming and may disrupt our ongoing business and prevent management from focusing on our operations. As a result of future strategic transactions, we might need to issue additional equity securities, spend our cash, or incur debt (which may only be available on unfavorable terms, if at all) or contingent liabilities, any of which could reduce our profitability and harm our business. If we are unable to identify suitable strategic relationships, or if we are unable to integrate any acquired businesses, facilities, technologies, offerings and products effectively, our business, financial condition, and results of operations could be materially and adversely affected. Also, while we intend to employ several different methodologies to assess potential business opportunities, the new business opportunities may not meet or exceed our expectations or desired objectives.



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