RE: Director alignment2 Jul 2025 10:40
For what it’s worth, I don’t believe Oriole — nor its leadership team — is operating as a lifestyle business. There is a target to achieve substantial growth, particularly through the potential 2M+ oz resource at Mbe in Cameroon. The “first mover advantage” is a central part of this strategy: we’re on the ground before the herd arrives, and we hold additional licenses that could add significant value. Of course, the flip side is the ongoing challenge of convincing the market that this opportunity is real and compelling.
In the short term, I think the focus needs to be on progressing what I call the “low-hanging fruit” milestones. We can’t deliver a formal resource estimate for Mbe until drilling is complete, but we can push Senala much harder to get that JV over the line. Another area that can — and should — be aggressively advanced is attracting new investors. That’s where the Strand Hanson angle presumably comes in. Martin himself has said he’s the right person for the job because of his investment and City connections. We need to hold him to that.
There’s clearly a depth of experience within the team — a quick glance at Companies House confirms it, with ages ranging from 40 to 75. But every company, regardless of industry, needs a strong salesperson to get out there and “sell the story.” So the question is Martin the only one actively doing this? Do Eileen or others play a role here? Who else is championing the investment case?
I’ll admit, I used to be very skeptical about salespeople. In my own business, we went through a few BD hires before we finally found the right one. Now, we have a clear strategy, weekly metrics, and my co-founder and I have personal targets to hit. It’s honestly a pain in the a*** being constantly chased by a hungry 30-something who lives and breathes targets — but the results speak for themselves as does the incentives that person earns.
This brings me to the key point: what is the true motivation to bring investors into this business?
Looking at the facts, we’ve had no significant new investment in two years. If we’re sitting here a year from now, having completed Mbe phase 2 drilling but with no new investors on board, would leadership consider that a job well done?
Operationally, the exploration side of the business is moving — albeit slowly at times. I felt the same until I spoke to Clare and understood why they’re not rushing Mbe; I respect that reasoning now.
But at the risk of sounding like a broken record: the leadership team needs to demonstrate that they can get s h i t done.
Obviously this business, wont really be anything until the 2M oz or more is locked in at Mbe but I really hope this isn't want management are waiting for to fall in place "so it sells itself" this naturally then leads folks to think perhaps this is a life style business, when I really don't think that is the case.
So leadership team I think you need to find a