RE: Short-term decision flow diagram7 Feb 2021 10:41
Starchild, I would respectively ask that you discuss in a considered, genuine way rather than your use of passive-aggressive techniques to belittle and besmirch, along with glossing over the details.
On the basis of the fact that the company has a $20m cash short shortfall, where do you think savings could be made from?
P1 - $28m (we’ll ignore the $7m contingencies, as these haven’t been funded anyway)
T&T - $20m
Op Costs - $11m
Legal fees, Merger, Financing costs - $12m
Total $71m
I think we can assume that Opc costs and legal fees etc have to be paid.
So, how much of that $28m for the drill do you see the company as having saved towards the $20m for T&T?
Interestingly, the amount of cash shortfall matches that for T&T development, and which is why the company said:
“In circumstances where neither the balance of the fixed-conversion price conditional convertible notes is available, nor the Call exercised, BPC would need to rely on seeking alternative funding if it was to be able to complete the full intended program of work for 2021 (most particularly in Trinidad and Tobago and Suriname). There can be no assurance that BPC would be successful in securing any such alternative funding, and if this were the case, the planned program of work in Trinidad and Tobago and Suriname might need to be curtailed or deferred.”
With the convertible note now dead in the water, as well as the LO call, that $20m would have to be found at a lower price than 2p if PI doesn’t come in.