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IMO the company has a unique product and such an enormous market, a big player or players will make an offer.

Acker,

My view:

This is a huge moment for BSF. Today isn’t just a quirky “T‑Rex handbag” headline — it’s the first real proof that the ATEP™ platform can create entirely new classes of high‑value biomaterials. That’s the commercial breakthrough we’ve been waiting for.

BSF has just demonstrated:

• AI‑reconstructed collagen from an extinct species

• Billions of engineered cells grown into a functional, premium material

• A product that can be finished using standard leather techniques

• A launch in partnership with a luxury designer and a museum exhibition

This is how you enter the luxury market — with scarcity, brand equity, and global attention baked in from day one.

And the roadmap is even bigger:

Luxury fashion first (high margin), then automotive interiors, then the wider $20bn bio‑materials market. This is the first time BSF has laid out a clear, multi‑sector commercialisation strategy — and it’s exactly what serious investors wanted to see.

The upcoming auction through a major international house will set the first valuation benchmark for T‑Rex Leather™. Expect headlines, expect demand, and expect premium pricing.

Make no mistake: this RNS marks BSF’s transition from “interesting science” to a company with a commercially viable, scalable product line. The market hasn’t priced that in yet.

Has potential,lots of it.

Acker

I don’t think anyone is denying that PREM’s past continues to influence the present — that’s exactly the point. Legacy issues do carry forward, but that doesn’t mean the current team is responsible for creating them. It means they’re responsible for dealing with them, and that’s precisely what Hill has been doing.

The “coherent whole” you describe is actually the problem: for years the company operated with undisclosed debt, unclear strategy, and a plant design that reflected those earlier decisions. Hill inherited that structure, the liabilities, and the consequences — he didn’t design them. What he has done is expose the debt, restructure it, and put the company on a transparent footing for the first time in a long while.

As for delays and financial losses, those are the inevitable result of trying to turn around a project that was under‑funded, over‑promised, and poorly executed long before the current management arrived. You can’t rewrite the past, but you can stabilise the present — and that’s what we’re seeing now with a structured repayment plan, a near‑commissioned plant, and a clear operational path.

It’s fair to criticise PREM’s historic performance, but placing the blame for years of mismanagement on the team that’s actually cleaning it up doesn’t reflect the reality of what they walked into. The question now is whether the current management is addressing the issues — and on that front, the progress is undeniable.

Acker

I think it’s important to separate two very different periods in PREM’s history. The “years of placements” you’re referring to were the direct result of legacy mismanagement and the debt burden inherited from the previous administration. That historic mess is precisely what Hill has spent the past year unpicking.

The current situation isn’t the product of inaction — it’s the product of finally confronting the consequences of earlier decisions that were ignored for far too long. The debt is now fully disclosed, structured, and reducing every month. That alone is a major shift from how PREM used to operate.

As for multi‑pronged financing, it’s unrealistic to suggest PREM could have secured stable, diversified funding while the plant was incomplete, the debt undisclosed, and the project direction unclear. Those were the conditions Hill inherited, not the ones he created. Only now — with the plant installed, commissioning underway, and the financial picture transparent — is PREM in a position where credible partners can even be approached.

You’re right that finding a JV partner today is challenging, but that difficulty stems from the historic issues, not the current management. Hill’s job has been to stabilise the company, clean up the balance sheet, and push Zulu toward production. On those fronts, he has delivered more progress in a year than the previous administration managed in several.

Blaming the present team for the failures of the past doesn’t reflect the reality of what they’ve had to fix. The focus now should be on the fact that PREM finally has a clear operational path, a reducing debt load, and a near‑commissioned plant — the very foundations required for any serious funding or JV discussions.

Acker

Kaltersee

Read the narrative put out by the MD in a recent RNS:

At the same time, we remain acutely aware of the broader market backdrop. Geopolitical uncertainty, volatility in capital markets and the continued pressure on junior resource equities have all contributed to challenging funding conditions, often reflected in the discounts required to secure capital. Whilst these dynamics are not unique to Premier, they do influence market perception, often disproportionately to both the underlying progress being made on the ground and the value of projects.

Notwithstanding these external factors, the Board remains firmly of the view that the steps being taken, including this fundraise, represent the most responsible course of action to ensure operational continuity, advance the Xinhai flotation plant through commissioning, and position Zulu for stable production. We believe that delivering consistent, demonstrable operational performance is the most effective way to shift market perception and unlock more sustainable funding options going forward.

Our focus remains unchanged, to bring Zulu into steady-state production, establish a reliable and saleable spodumene concentrate, and in doing so, create a platform from which shareholder value can be rebuilt and grown".

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Acker

An interesting day on the BB, I will say no more.

Acker

Funding options/new capital.

Q2 April to early May.

Acker

I’m comfortable knowing that the MD fully recognises the frustration around funding. His narrative in the RNS makes it clear he understands the pressure shareholders are under and is addressing it with transparency and empathy.

"At the same time, we remain acutely aware of the broader market backdrop. Geopolitical uncertainty, volatility in capital markets and the continued pressure on junior resource equities have all contributed to challenging funding conditions, often reflected in the discounts required to secure capital. Whilst these dynamics are not unique to Premier, they do influence market perception, often disproportionately to both the underlying progress being made on the ground and the value of projects.

Notwithstanding these external factors, the Board remains firmly of the view that the steps being taken, including this fundraise, represent the most responsible course of action to ensure operational continuity, advance the Xinhai flotation plant through commissioning, and position Zulu for stable production. We believe that delivering consistent, demonstrable operational performance is the most effective way to shift market perception and unlock more sustainable funding options going forward.

Our focus remains unchanged, to bring Zulu into steady-state production, establish a reliable and saleable spodumene concentrate, and in doing so, create a platform from which shareholder value can be rebuilt and grown".

Acker

Progress is progress boys.

You cannot stop progress

Acker

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Acker

Don't understand this theme of "Bulls and Bears"

I filtered the smear campaigners ages ago, and have no interest or knowledge of the posted material they put out.

Acker

El-Gelboy

I think you will have to join the queue,so many promoting failure, bankruptcy, and misappropriation of company funds.

What are you adding to the smear campaign?

Acker

In the longer term, the government is also exploring electric vehicles and alternative energy sources to reduce dependence on imported fuel.

Go for it Zimb

Acker

Kaltersee

forfaiter posted yesterday at 14.12:

Government Intervention: The Zimbabwe Energy Regulatory Authority (ZERA) is reducing taxes and fuel levies to keep prices below actual market levels, specifically to support the mining, agriculture, and transport sectors.

Couple this with the vast reduction in power required at the plant.

Acker

Hasiba

Strongly disagree. Hill inherited a mountain of legacy debt from the previous administration, and to his credit he hasn’t hidden from it. He’s identified the full scale of the problem and put a structured repayment plan in place.

Yes, the repayments have created caution in the market — that’s inevitable — but the key point is that the debt is now fully out in the open and reducing month by month. Transparency and reduction are exactly what shareholders should want.

In my view, Hill has already shown he’s a competent leader. He’s stabilised the financial mess he inherited and is driving Zulu forward with more discipline and clarity than we’ve seen in years.

Acker

Kaltersee

Not raised by this current CEO, who has slashed production costs.

You are referring to Mr Roach, who made such comments many, many months ago.

Times and circumstances have changed.

Acker

Looks promising, far better than I ever expected.

Acker

Hikewithcaramel

A very structured post,thank you.

Acker

Happy Q2, everyone. I have been waiting for years for Prem to achieve; now is the time.

Acker