Triller Group (NASDAQ: ILLR) details reset, Project Eight and 2026 roadmap
Rhea-AI Filing Summary
Triller Group Inc. furnished a CEO shareholder update presentation and press release outlining a strategic reset and 2026 monetization plan. Management describes 2025 as a reset year, shutting down the legacy app, resolving delinquent filings, restoring Nasdaq trading and rebuilding compliance, including more than $12 million of audit, systems and governance work.
The company now focuses on three revenue "engines": social and creator monetization, sports and live events, and financial-services infrastructure centered on AGBA. AGBA is highlighted as a revenue anchor with about 30+ years of operating history, roughly 400 financial advisors, around 200,000 customers and approximately US$40 million of normalized revenue potential.
Management presents "Project Eight" as the preferred, but not required, social monetization platform, emphasizes capital discipline and avoidance of dilutive structures, and shifts future communications toward specific KPIs across social, sports and financial services. The company stresses transparency, equal access to information and a revenue-first, execution-led roadmap intended to convert existing scale into shareholder value, subject to execution and other risks.
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Insights
Triller reframes its story around a 2025 reset and a KPI-driven 2026 monetization plan.
Triller Group uses this update to reposition itself from a troubled legacy social app toward a multi-engine platform. The narrative stresses that 2025 results reflect a reset year, including zero social-media revenue, shutdown of the old app, delinquent filing remediation and Nasdaq trading restoration after 107 days offline.
The future model centers on three engines: a social monetization platform (via Project Eight or alternatives), sports and live-event monetization, and the AGBA financial-services franchise. AGBA, with roughly US$40m normalized revenue potential and a large advisor and customer base, is cast as the financial ballast and payments infrastructure for broader monetization.
Risks are explicitly acknowledged in the forward-looking statements: the company must execute operating plans, complete and integrate any strategic transactions on acceptable terms, maintain Nasdaq compliance and timely SEC reporting, secure financing and manage liquidity, and resolve legacy matters and litigation. The impact of this disclosure is primarily strategic and directional rather than immediately financial, so the investment thesis hinges on future execution rather than this update alone.
8-K Event Classification
Key Figures
Key Terms
Regulation FD Disclosure regulatory
forward-looking statements regulatory
Project Eight financial
deconsolidation financial
normalized revenue potential financial
Nasdaq compliance regulatory
United States
SECURITIES AND EXCHANGE COMMISSION
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Item 7.01 Regulation FD Disclosure.
At the Annual Meeting of Stockholders of Triller Group Inc. (the “Company”) held on June 10, 2026, Wing-Fai Ng, the Company’s Group Chief Executive Officer, delivered a Company Update presentation to stockholders.
To ensure that all stockholders and market participants have access to the same presentation materials used at the Annual Meeting, the Company is furnishing the presentation as Exhibit 99.2 to this Current Report on Form 8-K. The Company is also furnishing the press release attached hereto as Exhibit 99.1.
The Company intends to disclose a written summary of additional stockholder questions raised at the Annual Meeting, together with management’s responses, on Friday, June 12, 2026, or, if additional review is required, on Monday, June 15, 2026.
The information contained in this Item 7.01, including Exhibits 99.1 and 99.2, shall not be deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934, as amended, nor incorporated by reference into any filing under the Securities Act of 1933, as amended, except as expressly set forth by specific reference in such filing.
Item 9.01. Financial Statements and Exhibits.
| Exhibit No. | Description | |
| 99.1 | Press Release dated June 11, 2026 | |
| 99.2 | FY2026 Shareholder Update Presentation used at the Annual Meeting of Stockholders held on June 10, 2026 | |
| 104 | Cover Page Interactive Data File (embedded within the Inline XBRL document) |
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SIGNATURE
Pursuant to the requirements of the Securities and Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.
| TRILLER GROUP INC. | |||
| By: | /s/ Shu Pei Huang, Desmond | ||
| Name: | Shu Pei Huang, Desmond | ||
| Title: | Acting Chief Financial Officer | ||
| Dated: June 11, 2026 | |||
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Exhibit 99.1
TRILLER GROUP FURNISHES CEO SHAREHOLDER UPDATE PRESENTATION FOLLOWING ANNUAL MEETING OF STOCKHOLDERS
Company Releases the Full Presentation Used at Its Annual Meeting So Every Investor Has Access to the Same Materials
LOS ANGELES, June 11, 2026 — Triller Group Inc. (Nasdaq: ILLR; ILLRW) (“Triller,” “Triller Group,” or the “Company”) today furnished the shareholder update presentation delivered by Wing-Fai Ng, Group Chief Executive Officer, at the Company’s Annual Meeting of Stockholders held on June 10, 2026.
Consistent with the Company’s commitment to equal access and disciplined communication, Triller is making the complete presentation available to all stockholders and market participants — not only those who attended the meeting.
The presentation, “FY2026 Shareholder Update: Revenue Activation and Strategic Reset,” sets out management’s view that 2025 was a reset year and that 2026 is the year of monetization and disciplined execution. It describes the Company’s revenue-first operating architecture across three engines — social and creator monetization, sports and live-event monetization, and financial-services infrastructure — together with the Company’s capital-discipline framework and the key performance indicators against which management intends to be measured.
“Yesterday I told our shareholders exactly what we inherited, what we have already fixed, and how we intend to rebuild value through monetization-first execution,” said Wing-Fai Ng, Group CEO of Triller Group. “We are putting the same presentation in front of every investor because transparency should not depend on who was in the room. The reset cleared the path — 2026 is about converting the scale we already have into revenue, repeatedly and at scale.”
The Company also intends to publish a written summary of the additional questions raised by stockholders at the Annual Meeting, together with management’s responses, on Friday, June 12, 2026, or, if further review is required, on Monday, June 15, 2026. The Company is providing these responses publicly so that all stockholders and market participants receive equal and orderly access to the same information.
“The 2025 reset was necessary; 2026 is about execution, monetization and disciplined growth,” added Mr. Ng. “We intend to communicate consistently, transparently, and around the KPIs that actually matter — and investors should hold us to what we say we will execute.”
Triller remains focused on revenue activation, strategic simplification, capital discipline, the resolution of legacy matters, and improving investor communication as it executes its FY2026 roadmap.
Availability of Presentation
A copy of the presentation used at the Annual Meeting is being furnished as Exhibit 99.2 to the Company’s Current Report on Form 8-K filed with the Securities and Exchange Commission and will also be available on the Company’s investor relations website at www.agba.com/ir.
About Triller Group Inc.
Triller Group Inc. (Nasdaq: ILLR; ILLRW) is a technology, media, sports and financial-services company. The Company’s ecosystem spans digital media, creator tools, live events, combat sports, sports content, and AGBA Group, its Hong Kong-based financial-services and platform business. Triller is focused on building scalable platforms that connect creators, brands, fans, customers and investors.
Forward-Looking Statements
This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include, without limitation, statements regarding the Company’s strategy, FY2026 roadmap, business plans, capital structure, legacy matters, expected future disclosures, KPI-driven communications, potential monetization opportunities, social and creator monetization initiatives, sports and live-event monetization, financial-services infrastructure, potential strategic transactions, including Project Eight or alternative platform pathways, and potential future value creation. Project Eight refers to a proposed transaction that has not been completed or publicly announced, and any expected benefits remain subject to definitive agreements, closing conditions, integration risk, and applicable approvals.
These statements are based on current expectations and assumptions and involve risks and uncertainties that could cause actual results to differ materially from those expressed or implied. Important factors that may cause actual results to differ materially include, among others, the Company’s ability to execute its operating plans; identify, negotiate, complete and integrate any acquisitions, partnerships, licenses, mergers or other strategic transactions; monetize existing and future assets; maintain Nasdaq compliance; maintain timely SEC periodic reporting; obtain financing on acceptable terms or at all; manage liquidity; resolve legacy matters; defend litigation and other legal proceedings; comply with applicable laws and regulations; and the other risks described in the Company’s filings with the Securities and Exchange Commission.
The forward-looking statements in this press release speak only as of the date of issuance. Except as required by applicable law, the Company undertakes no obligation to update any forward-looking statements after the date of this press release.
Contact
Bethany Lai, Investor Relations and Communications
IR@agba.com
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Exhibit 99.2
Triller Group Inc. FY2026 Shareholder Update Revenue Activation and Strategic Reset Annual General Meeting | June 2026 | NASDAQ: ILLR Forward-looking statements involve risks and uncertainties. Please refer to the Company's public filings for risk disclosures. 1
Today's Agenda What shareholders will hear today 2 01 Reset What we inherited - and what management fixed 02 New Direction Three engines, one revenue-first architecture 03 Project Eight Proposed social monetization platform and KPI framework 04 Commercial Engines Julius, sports, sweeps, and micro-drama 05 Financial Foundation AGBA, capital discipline, and path to breakeven 06 Execution Franchise-led leadership and 12-month roadmap
2025 Was the Reset; 2026 Is the Monetization Year The reset cleared the path. The story now is execution, monetization and disciplined growth. 3 Reset completed Legacy app shut down; filings current; Nasdaq trading restored; operating architecture rebuilt. Assets preserved Historical user base, cultural relevance, creator history, BKFC, AGBA, and public-company platform remain valuable. Monetization focus Priority is converting users, fans, creators, advertisers, sports audiences and financial-services customers into revenue. Reset proof points 107 Days off Nasdaq Trading restored April 16, 2026 5 Delinquent filings resolved Periodic reports brought current $12M+ Compliance rebuild Audit, systems and governance 2026 focus: monetize existing scale intelligently, repeatedly, and at scale
What We Inherited Legacy Triller carried real challenges. We are addressing them directly. 4 Significant historical spend Large investment over many years without a sustainable revenue model. Brand and legal overhang Publicized liabilities and reputational issues weighed on partnerships and confidence. Under-monetized user base Large historical audience existed, but the legacy model lacked monetization infrastructure. Stalled product evolution The app had not evolved enough to justify continued cash burn. Capital lockout Delinquent filings limited normal public-market financing and strategic transaction flexibility. We did not create the problems. We chose to fix them.
What We Did About It Decisive action to stop the burn, restore flexibility, and rebuild around monetization 5 Shut down the legacy app Stopped funding a product that was consuming resources without a viable revenue model. Restored Nasdaq trading Brought filings current, rebuilt compliance infrastructure, and restored the same Nasdaq listing. Preserved the operating base AGBA continued to provide revenue, cash-flow support, and financial-services infrastructure. Identified monetization options Reviewed multiple short-form / social alternatives and selected Project Eight as the preferred path. The old model was retired. The new model is revenue-first, execution-led, and built around assets that can compound together.
Three Engines. One Revenue Flywheel. These are not unrelated holdings; they are operating platforms designed to reinforce one another. 6 Social / Creator Monetization Project Eight or alternative platform Legacy user activation Julius + creator tools Triller Sweeps Sports / Live Event Monetization Eight Sports Capital BKFC and sports content Streaming / events Sponsor and fan activation Financial Infrastructure AGBA / OnePlatform Tandem and fintech Payments / wallet rails Operating ballast Flywheel logic Social monetization brings users, brands, creators and engagement. Sports brings high- loyalty fandom, events and sponsor activation. Financial services brings payments, customer monetization and operating resilience. A social monetization platform accelerates the strategy — Project Eight is the current preferred path, not the only path.
Why We Are Asking Shareholders to Approve Eight Holdings The name change is part of the business reset, not cosmetic rebranding 7 Triller Group Inc. • Brand tied to a legacy app and prior-period issues • Commercial friction with brands, agencies and partners • Public narrative still linked to legacy burn and litigation • Remains useful selectively where the name helps monetization → Eight Holdings Inc • Reflects the new architecture: social, sports, creators, financial services and payments • Cleaner corporate platform for brand, commercial and investor conversations • Triller remains available as a selective consumer-facing monetization brand • Proposed ticker subject to Nasdaq approval Eight is the corporate architecture. Triller is a valuable legacy brand where it helps conversion and monetization.
Social Monetization Platform Strategy Project Eight is the current preferred accelerator — but Eight is not dependent on any single counterparty 8 Disclosure note Project Eight refers to a proposed transaction that has not been completed or publicly announced. Any expected benefits remain subject to definitive agreements, closing conditions, integration risk, and applicable approvals. Why category matters A social monetization platform adds revenue infrastructure to a large historical user base. Why Project Eight is preferred Project Eight offers product readiness, commercial know-how, monetization model and speed to activation. Why Eight has leverage Technology is available; users, distribution, cultural relevance and public-company flexibility are the scarce assets. Alternative paths If Project Eight does not close on acceptable terms, management can acquire, partner, license or merge with another platform. We are buying speed and monetization capability — not dependency.
Project Eight Is Preferred — Not Required Management reviewed multiple alternatives; the strategy is category-first and counterparty-disciplined. 9 Market reality The short-form / social-video market is fragmented, with multiple technology platforms and partnership opportunities available. Eight's scarce assets Historical user scale, cultural relevance, creator history, sports audiences, financial infrastructure and a Nasdaq-listed platform. Why Project Eight Preferred because it combines monetization model, product readiness, commercial leadership and speed. Our discipline No single transaction is mandatory if terms do not create shareholder value. We will not overpay for technology that can be acquired, partnered, licensed or rebuilt elsewhere. Preferred path, not dependency.
What Shareholders Should Track The next phase of communications is KPI-driven, not promotional 10 Social / Project Eight • Ad-engaged users • Completed ad views • Average ad minutes per user • Revenue per engaged user • CAC / payback • Retention and brand rebooking Sports / Streaming • Events and media rights • Sponsorship revenue • App / streaming revenue • Fan conversion • Control / ownership percentage Financial Services / AGBA • Revenue • Consultant count and productivity • Gross margin • Operating expense • Pre-tax profit Operating scoreboard Once Project Eight is operating, investors should see how monetization is progressing, what is scaling, and how each engine contributes.
Julius: Commercial Intelligence Engine Inside Eight Creator intelligence and campaign operating layer for media sales, sports monetization, and creator commerce 11 Curated Creator Intelligence Audience Precision Campaign Analytics Brand Safety JULIUS Planning • creator selection • reporting • workflow Commercial intelligence + creator operating engine Existing brand trust Project Eight Upsell brand accounts into higher-value creator campaigns, planning, and reporting. Differentiated vertical Eight Sports Assets Turn live events and fan communities into sports creator commerce verticals. Infrastructure enabler AGBA / Tandem Add payment, settlement, escrow, and incentive rails beneath creator commerce. Proprietary data advantage Amplify / Turrem Enrich creator scoring with sentiment, audience signals, and artist/rights pipelines. Roll-out focus: Project Eight upsell → sports creator vertical → payments/data advantage Result: Julius helps convert Eight's media, sports and creator assets into larger, smarter and more measurable revenue streams
Eight Sports Capital: High-Loyalty User Economies Sports fandom creates repeat engagement, premium content and natural sponsor activation opportunities 12 Eight Sports Capital Disciplined platform to turn sports attention into monetizable audience, sponsor and transaction loops. Live Events premium attention Streaming subscription and PPV Sponsors brand activation Fan Communities recurring engagement Gaming / Sweeps conversion loops Payments financial rails Sports assets should be treated as programmable distribution infrastructure - not passive equity holdings.
Sports Execution: Fund, Integrate, Monetize Keep the sports story focused on controllable activation, not valuation detail 13 BKFC recovery and growth Properly fund BKFC, restore stronger control where possible, and monetize through events, media rights, sponsorship, app revenue and fan engagement. Sports creator vertical Use Julius to package athletes, fan creators, sponsors and live events into measurable creator commerce campaigns. Streaming and live-event funnels Convert event attention into subscriptions, repeat engagement and cross-platform activation. Global football opportunities Treat major football exposure as a potential fandom accelerator, subject to transaction status and disclosure approvals. Sports monetization should be driven by high-loyalty fan engagement, live-event funnels and creator-led sponsor activation.
Triller Sweeps: Partner-Led Monetization Channel A capital-light way to monetize legacy audience scale while Project Eight is being activated 14 What we contribute • Audience • Brand • Distribution • Market visibility • Eight ecosystem integration What partner contributes • Operating infrastructure • Sweepstakes / gaming execution • Day-to-day compliance and operations Why it matters • Near-term monetization • Capital-light economics • Selective use of Triller brand where it helps conversion Eight is the corporate architecture; Triller remains a selective monetization brand where it helps conversion.
Micro-Drama: New Content Monetization Opportunity A fast-growing mobile content format that can use existing audience, ad infrastructure and creator/IP assets 15 What it is Vertical, phone-first scripted drama, typically short episodes and serialized storylines. A fast-growing global format with strong mobile engagement and monetization potential. Why it fits Eight Eight can combine legacy audience scale, Project Eight monetization, creator infrastructure, and selective IP/content partnerships to test the category with lower acquisition cost. Execution posture Evaluate partnerships and acquisitions selectively; prioritize content, talent and IP that become more valuable inside Eight. Avoid overpaying for hype or taking on unnecessary complexity. One-page opportunity only: disciplined, selective, and not dependent on a single content acquisition.
AGBA: Financial Services Franchise and Operating Ballast Current revenue anchor today; monetization infrastructure for tomorrow 16 30+ yrs Operating track record ~400 Financial advisors ~200k Customers ~US$40m Normalized revenue potential Why AGBA matters • Financial-services franchise that carried the Group through the reset • Real customers, product-provider access, operating know-how and compliance infrastructure • Broad product shelf and OnePlatform technology stack Role inside Eight • Operating ballast and current revenue anchor • Payment / fintech rails for broader monetization • Potential customer base for Eight products in Hong Kong and Greater Bay Area AGBA was the anchor that held the Group together during the reset and remains the financial-services operating base for the next phase.
AGBA + Eight: Mutual Reinforcement AGBA provides infrastructure and rails; Eight provides scale, demand and growth pathways 17 AGBA gives Eight Financial Infrastructure regulated financial-services platform Monetization Rails payments, wallet, servicing workflows Operating Foundation cash flow, discipline, compliance know-how Eight gives AGBA Scale legacy users, fans and creator audiences Acquisition Pathways media, sports, gaming and community surfaces Growth Canvas broader consumer and international use cases Mutually Reinforcing Better monetization • Higher stickiness • Diversified revenue • Resilient group economics
2025 Financial Reset / Path to Profit Growth 2025 reflects a reset year, not the earnings profile of the business we intend to build 18 Social Media 2025: $0 revenue; legacy model shut down because it did not work economically. Project Eight, or an alternative social monetization platform, is intended to change this from a burn story to a revenue story. Sports / Streaming 2025 results reflected BKFC deconsolidation after loss of control, not disappearance of the BKFC business. Recovery and proper funding can bring sports economics back into the Group. Financial Services / AGBA 2025 revenue came from AGBA. AGBA remains the revenue anchor and is moving toward profit growth after productivity and cost improvements. Breakeven bridge Selected social monetization platform revenue + AGBA profit growth + BKFC recovery / funding. 2025 results also included significant non-cash items and reset costs, including stock-based compensation, interest expense, investment losses, fair-value changes, bad-debt write-offs, and legal / audit / Nasdaq-related costs.
Capital Discipline and Dilution Philosophy Nasdaq trading restored flexibility; discipline is the standard 19 Shareholder Alignment • Management, Board and major shareholders are economically aligned • We do not view shares as cheap currency • No toxic equity line, hidden conversion mechanism, or uncontrolled dilution instrument is currently outstanding • Capital should be used to compound value, not to fund undisciplined spending Value-Creating Uses of Capital • Complete Project Eight or another value-creating social monetization platform transaction • Recover and properly fund BKFC • Accelerate AGBA • Launch partner-led monetization opportunities • Acquire / merge with assets that become more valuable inside Eight No transaction is mandatory if terms do not create shareholder value. Dilution for survival is not the plan; capital for compounding value is the standard.
Franchise-Led Leadership and Governance Group oversight, franchise-level execution 20 The operating model is designed around domain experts leading each franchise, while Group leadership allocates capital, maintains public-company discipline, and integrates the ecosystem. Group Leadership Capital allocation Governance Financing Public-company discipline Strategic integration Franchise Leadership Project Eight / Social Eight Sports Capital BKFC AGBA Financial Services Julius platform integration Governance Standard Choose capital-efficient plans Avoid vanity growth Maintain reporting discipline Communicate KPIs Use equity thoughtfully We are not asking one person to run social, sports, fintech and creators from the center.
12-Month Execution Roadmap Revenue-first, scale-second, optionality-third 21 0-6 months: Activate • Advance Project Eight or alternative platform pathway; migrate / reactivate user base • Launch user monetization and creator / brand activation • Jumpstart Triller Sweeps and micro-drama process • Selective AGBA consultant rebuilding 6-12 months: Scale • Scale advertising, creators and New York brand / agency relationships • Expand sports events, media rights, sponsorships and fan commerce • Drive AGBA toward stronger profitability • Deploy Julius in social monetization and sports pods 12+ months: Expand • Deepen identity, wallet, creator tools and data ownership • Turn sports IP into recurring platform infrastructure • Export financial infrastructure and fintech products into Eight • Selective SaaS / data expansion after initial integrations work Closing message We inherited a difficult situation. We faced it directly. Now we are building a monetization-first platform designed to convert scale into durable shareholder value — without dependency on any single transaction.
A Clearer, More Monetizable, More Disciplined Company Our priority is simple: convert existing scale into revenue, strengthen the operating base, and rebuild shareholder value through disciplined execution. Revenue First • Scale Second • Optionality Third Subject to execution, transaction completion, market conditions, regulatory approvals and other risks.