What is the current Labor Smart Inc (ID) share price?

The current share price of Labor Smart Inc (ID) is US$ 0.0002

What is the 1 year trading range for Labor Smart Inc (ID) share price?

Labor Smart Inc (ID) has traded in the range of US$ 0.000001 to US$ 0.0044 during the past year

Labor Smart (ID)【LTNC】銘柄情報

期間 †	前日比	前日比 %	始値	高値	安値	平均出来高	VWAP
1	0	0	0.0002	0.0002	0.0001	125453701	0.0001609	CS
4	0.0001	100	0.0001	0.0002	0.0001	69562983	0.00016518	CS
12	-0.0001	-33.3333333333	0.0003	0.0003	0.0001	136457630	0.0002179	CS
26	-0.0002	-50	0.0004	0.0006	1.0E-6	112401888	0.00024259	CS
52	-0.0006	-75	0.0008	0.0044	1.0E-6	84542374	0.00048474	CS
156	-0.0001	-33.3333333333	0.0003	0.0116	1.0E-6	35142211	0.0010411	CS
260	-0.0157	-98.7421383648	0.0159	0.0183	1.0E-6	26875940	0.00261394	CS

期間 †

前日比

前日比 %

始値

高値

安値

平均出来高

VWAP

0.0002

0.0001

125453701

0.0001609

0.0001

100

0.0001

0.0002

0.0001

69562983

0.00016518

-0.0001

-33.3333333333

0.0003

0.0001

136457630

0.0002179

-0.0002

-50

0.0004

0.0006

1.0E-6

112401888

0.00024259

-0.0006

-75

0.0008

0.0044

1.0E-6

84542374

0.00048474

156

-0.0001

-33.3333333333

0.0003

0.0116

1.0E-6

35142211

0.0010411

260

-0.0157

-98.7421383648

0.0159

0.0183

1.0E-6

26875940

0.00261394

Kultura Brands Chairman Addresses Shareholders, Emphasizes Execution, Market Expansion, and Long-Term Discipline

LAKEWOOD, CO / ACCESS Newswire / June 1, 2026 / Kultura Brands, Inc. (OTCID:LTNC) ("Kultura Brands," "Kultura," or the "Company"), formerly known as Labor Smart INC., shares a letter from the Chairman of the Board, LTNC.

Fellow Shareholders,

I have spent a fair amount of time considering whether this letter needed to be written. After weighing it carefully, I believe it does.

Not because every shareholder will agree with every word. Not because it will satisfy every critic. And certainly not because I believe noise, speculation, or negative banter should dictate how this Company communicates.

I am writing because shareholders deserve to hear directly from leadership, and because there comes a point when leadership must speak clearly about where we are, what we are building, and what kind of shareholder culture helps move a company forward.

At the beginning of February, there was a significant shift in leadership responsibilities within Kultura Brands. Since that time, the work has been relentless. I have spent most of my time on airplanes, in distributor meetings, at retail accounts, at festivals, in conversations with acquisition targets, and in meetings with attorneys, accountants, consultants, public market professionals, strategic partners, and operators. The focus has been simple: move this Company forward.

It has been less than four months.

That is worth repeating.

In less than four months, this Company has launched products into the marketplace, opened Georgia, Massachusetts, South Carolina, and New Mexico, and is actively working on Florida and Michigan. We have built strong relationships with RNDC, Reyes Beverage Group, MS Walker, Martignetti Companies, and other key distribution partners. We have put products in front of thousands of consumers through major events, tastings, activations, and retail opportunities. We have continued to evaluate acquisition opportunities, pursue international relationships, and strengthen strategic discussions that could become important to the Company's future.

Most importantly, the product is moving.

For years, shareholders heard about opportunities, concepts, brands, and plans. Today, we have products on shelves. Consumers are buying them. Distributors are ordering them. Retailers are reordering them. That is not theoretical progress. That is operating progress.

When we talk about reorders and supply commitments, we are not talking about a few convenience stores buying a handful of extra cases. We are talking about distributor activity, truckloads of inventory, and commitments designed to support market growth. Recently, we placed supply commitments representing approximately 80,000 cases. That is not social media chatter. That is product. That is demand. That is execution.

The beverage business is not built in a chat room, on a message board, or through daily speculation about what someone thinks should have happened yesterday. It is built one market at a time, one distributor at a time, one retailer at a time, and one consumer at a time.

That is the work being done.

I also want to address the tone that sometimes surrounds this Company and its shareholder base. Let me be clear: shareholders have every right to ask questions. Shareholders have every right to expect progress, accountability, and communication. Many shareholders have been here through difficult years, broken expectations, delays, dilution, restructuring, and frustration. I understand that. I respect that.

But there is a difference between holding a company accountable and constantly tearing it down.

The right kind of shareholder asks serious questions, stays informed, understands that businesses are built through execution rather than emotion, and recognizes that public negativity can have real consequences. Distributors, partners, investors, lenders, acquisition targets, customers, and industry professionals pay attention. When the loudest voices around a company are reckless, uninformed, or destructive, it does not help anyone's investment. It does not help the Company negotiate. It does not help the brands grow. It does not help attract capital, partners, or credibility.

Frustration is understandable. Destruction is not a strategy.

As Chairman, I will always support honest questions, constructive criticism, and reasonable accountability. I will not pretend that every decision has been perfect, every challenge has been solved, or every legacy issue has disappeared because new leadership began moving faster. That would not be honest. This Company still has work to do.

The share structure remains a serious issue. I know it. The Board knows it. Management knows it. No one in leadership looks at the current capital structure and believes the job is finished. The Company has legacy obligations, settlements, financings, and commitments that accumulated over many years. We cannot erase the past with a press release, and we cannot responsibly repair a capital structure with slogans.

What we can do is work on the problem.

That work is happening now. Not someday. Not next year. Now. We are actively working with attorneys, consultants, public market professionals, and advisors on alternatives designed to strengthen the Company's capital structure over time and position Kultura Brands for a more durable future.

I also want to acknowledge the shareholders who have stayed the course. This Company has been through more than most. Some of you have every reason to be frustrated, and yet you continue to support the Company because you believe there is something real here worth building. That matters to me. It matters to the Board. It matters to the people doing the work every day.

But belief must be matched by discipline.

We are still early. There will be setbacks. There will be delays. There will be problems that take longer to solve than any of us would like. That is not unique to Kultura. That is business. The question is whether the Company is moving in the right direction, whether real products are entering real markets, whether distributor relationships are being built, whether consumer demand is being created, and whether leadership is doing the hard work required to give this Company a chance.

From where I sit, the answer is yes.

This is not a victory lap. It is not a promise that every obstacle is behind us. It is a statement of direction, accountability, and intent.

My commitment as Chairman is straightforward: we will keep building, keep improving, keep executing, and keep moving forward. We will focus on the work, not the noise. We will continue pushing the Company toward greater discipline, stronger operations, better market execution, and a healthier future. To the shareholders who want to be part of that kind of future, your support is appreciated. Your patience is respected. Your constructive questions are welcome. But this Company will not be led by fear, rumor, or negativity. It will be led by execution.

Thank you for your continued support.

Scott Darnell
Chairman
Kultura Brands, Inc.

Safe Harbor Statement

This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are based on current expectations, estimates, projections, and assumptions that involve risks and uncertainties. These statements may include, but are not limited to, statements regarding future market launches, retail expansion, consumer demand, distribution growth, production capabilities, operational scalability, projected performance, and future business development initiatives.

Actual results may differ materially from those expressed or implied in forward-looking statements due to a variety of factors, including, but not limited to, market conditions, availability of financing, supply chain constraints, regulatory developments, competitive pressures, consumer purchasing behavior, distributor execution, and general economic conditions. Kultura Brands undertakes no obligation to revise or update any forward-looking statements except as required by applicable law.

For additional information, visit:

www.kulturabrands.com
www.adiosspirits.com

Investor Relations:
ir@kulturabrands.com

SOURCE: Kultura Brands, Inc.

View the original press release on ACCESS Newswire

https://app.accessnewswire.com/img.ashx?id=1172099

© Copyright 2026 ACCESS Newswire. All Rights Reserved.

Letter to the Shareholders

LAKEWOOD, CO / ACCESS Newswire / May 15, 2026 / Kultura Brands, Inc. (OTCID:LTNC) ("Kultura Brands," "Kultura," or the "Company"), formerly known as Labor Smart INC., a publicly traded consumer products and lifestyle platform focused on scaling culture-driven beverage brands.

Dear Shareholders,

The first quarter of 2026 represented an important and encouraging step forward for LTNC, doing business as Kultura Brands. While we are still in the early stages of building the company we believe LTNC can become, Q1 showed tangible progress across several of the most important areas of the business, including brand launches, distribution expansion, market activation, operational focus, capital structure improvement, and the continued development of Adios, Thirst Responder, and LOCK'DIN as key pillars of our 2026 growth strategy. Compared to Q4 2025, Q1 2026 reflected a company moving from initial launch activity into the much larger and more complex phase of execution. Q4 helped establish the foundation for our current brand platform, while Q1 began to demonstrate how much opportunity exists if we continue to execute with discipline, focus, and sufficient resources. We are not where we intend to be yet, but the direction of the business is clear, and the pieces are beginning to come together.

I also want shareholders to know that I am focused in a very serious way on share valuation, shareholder value, and the company's capital structure. Building brands is only one part of the job. Cleaning up the balance sheet, addressing historical debts, managing dilution, improving the quality of our capital, and creating a structure that can support long-term value are equally important. I understand the frustration shareholders feel when the market does not reflect the opportunity we believe exists inside the company. That is not something I take lightly. The debts and obligations of the past have had to be dealt with properly, carefully, and in a way that protects the company's ability to keep moving forward. There is no shortcut to that work. At the same time, we are trying to build several monster brand opportunities, and the bigger the opportunity, the larger the front-end cost. Product development, packaging, inventory, compliance, distribution, retail support, venue activations, marketing, brand refreshes, and working capital all require real investment before the full benefit can be seen. That tension is real, but so is the opportunity. I want to be clear: I will not rest until the capital structure is cleaned up and positioned in a way that gives LTNC the best possible chance to create lasting shareholder value. The next several quarters are important because they give us the time and ability to continue addressing these issues while also proving out the business model through actual brand execution. My goal is not simply to launch products. My goal is to build a company that the market can understand, trust, and properly value. There are examples in the beverage space of companies that endured long periods of market doubt while they were still proving distribution, brand identity, and consumer demand, only to see perception change quickly once execution became undeniable. Celsius is one example. The company went through difficult years, including the loss of major retail support and a Nasdaq delisting period, before rebuilding through channel focus, retail traction, and eventually a major PepsiCo distribution partnership that helped transform its market position. We are not Celsius, and we are not suggesting the same outcome, but the lesson is important: in consumer brands, perception can remain behind reality for a long time and then shift rapidly when distribution, demand, capital, and execution begin to align.

One of the most exciting developments has been the response to the Adios launch. The kickoff in Atlanta went much better than expected, creating momentum that has already begun opening doors in additional states. That early success is encouraging, but it also brings with it a significant operational and financial task. Expanding a beverage and spirits brand across multiple states requires inventory, compliance, distributor support, marketing, logistics, people, and capital. We are now in the middle of that process, and while it is demanding, it is also exactly the kind of challenge that comes with a brand showing real traction. Adios remains one of the company's most visible and exciting opportunities. The brand has the potential to stand apart in the ready-to-drink category because it is not simply another beverage product. It is built around culture, lifestyle, live experiences, and consumer connection. Our goal is to make Adios a brand people remember, seek out, and associate with moments they enjoy. That takes time, money, patience, and execution, but the early indicators are encouraging. We are also excited about Thirst Responder and the broader hydration platform we are building. Hydration, functional beverages, wellness, and convenience remain strong consumer categories, and we believe Thirst Responder gives us another brand with the ability to connect with customers in a practical and repeatable way. As with Adios, the opportunity is real, but so is the work required to build the brand properly. LOCK'DIN is also going through a long-overdue facelift. That process is important, but it is not free. Updating a brand properly requires investment in formulation review, packaging, positioning, creative, messaging, sales materials, inventory planning, and market relaunch strategy. We believe the work being done now can give LOCK'DIN a stronger identity and a better chance to compete in the functional beverage space, but shareholders should understand that this kind of rebuild carries real front-end cost before the benefits are fully visible.

Looking ahead, 2026 is shaping up to be a very important year for the company. Tonight, the concert venue opportunity begins in New Mexico with Boots in the Park, kicking off the Adios sponsorship activations for the 2026 concert venue season. This is the type of real-world brand exposure we believe can help separate Adios from ordinary product launches. Concert venues, live events, sponsorships, and consumer-facing activations give us the chance to put the brand directly in front of consumers in environments where memories are being made. We believe this approach matters. Great brands are not built only on shelves or websites. They are built through experiences, repetition, awareness, and trust. The concert venue strategy gives Adios the opportunity to become part of the consumer experience, and that is a powerful place for a new brand to begin building loyalty.

At the same time, we want to be direct with shareholders. There are still many things we need to improve. We need to continue strengthening our financial reporting, improving operating systems, managing production timing, supporting distributors, raising and deploying capital responsibly, cleaning up historical obligations, and building the internal structure required to support multiple growing brands. We are optimistic, but we are not blind to the work ahead. The encouraging part is that we can point to tangible things that are working. Adios has launched. Atlanta exceeded expectations. Additional states are beginning to open. Thirst Responder is moving forward. LOCK'DIN is being refreshed. The 2026 concert activation strategy begins tonight in New Mexico. Distribution conversations are active. The company's focus is sharper. The opportunity in front of us is becoming clearer. Q1 was not the finish line. It was another step in the buildout of a company that we believe has a much brighter future ahead. We are working through the difficult part now: turning ideas, partnerships, products, early traction, and capital structure improvements into a scalable operating business. That process takes time, capital, and discipline, but we believe the progress made during Q1 gives us reason to be optimistic about the balance of 2026. Thank you for your continued patience, support, and belief in LTNC. I understand that shareholders want results, and so do I. My commitment is to keep executing, keep improving, keep addressing the capital structure, and keep turning the opportunities in front of us into lasting value.

Sincerely, Brad Wyatt

About Kultura Brands, Inc.

Kultura Brands, Inc. (OTCID:LTNC) is a publicly traded consumer products and lifestyle company focused on developing and scaling innovative beverage, wellness, and culture-driven brands. The Company's portfolio includes Adios Ready-To-Drink tequila cocktails, Thirst Responder hydrogen water, Lock'd In performance beverages, and additional emerging consumer brands positioned for national expansion across retail, hospitality, and experiential channels.

Forward-Looking Statements

This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements include, but are not limited to, statements regarding the Company's expected future performance, market expansion, product rollout, distribution growth, retail placement, consumer demand, marketing initiatives, and overall business strategy. Forward-looking statements are based on current expectations, estimates, projections, and assumptions that involve risks and uncertainties that could cause actual results to differ materially from those expressed or implied. Words such as "expects," "anticipates," "plans," "intends," "believes," "will," "may," "should," "projects," "continues," and similar expressions are intended to identify such forward-looking statements. These risks and uncertainties include, but are not limited to, the Company's ability to successfully execute its growth strategy; expand and maintain distribution relationships; achieve anticipated sales velocity and consumer adoption; manage supply chain and production requirements; secure sufficient working capital; comply with regulatory requirements; respond to competitive market conditions; and other risks described in the Company's filings and disclosures available through the OTC Markets Group. Trading in the Company's securities may be volatile and subject to market conditions beyond the Company's control. References to trading activity should not be interpreted as indicative of future stock price performance or liquidity. The Company undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events, or otherwise, except as required by law.

Kultura Brands, Inc.
225 Union Blvd. STE 350 Lakewood CO. 80228
Email: ir@kulturabrands.com

SOURCE: Kultura Brands, Inc.

View the original press release on ACCESS Newswire

https://app.accessnewswire.com/img.ashx?id=1167605

© Copyright 2026 ACCESS Newswire. All Rights Reserved.