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Thanks

I would temper expectations AG - the last RNS talked about down time because of breakdown and power outages.

1.8M ticket at 1.14 yet to be posted?

Very professional presentation - covers all the key points in a succinct way with great use of graphics and plans. I am fully expecting this to be presented in an engaging way and remember - it's all about the all important conversations that this generates at the summit.

Can I also say it’s great to be on a universally positive board - so much to be positive about - long may it last!

And 2 to 4p only has us returning to previous levels in years gone by, well before we had the 2 free carry JVs!

Hopefully we get to hear Aiden’s further thoughts on the latest RNS later today

And imo still so incredibly cheap Skier

Not only is gold our life blood - the overwhelming commentary about the future probable direction (up!) of its price, simply adds to the business case and incentive for funding investment from 3rd parties.

Narrowing and rising at this point

Sohiwnign?

Now thats what I call a typo!

Showing :-)

The google graph is sohiwnign 20M - is that correct? If so that is 2.8% of our issued shares right there!!

Presumably these were being worked on yesterday?

Hopefully purchases!!

Interesting start - was that 1M purchased for 1.1?

Morning Legalwolf - for me I agree with you last post and whilst I fully understand why you would see things as bleak given the time in suspension, I have a far more optimistic outlook - no surprise there you cry!

In another post you talk about credibility and the CEO retaining his job - I take your point but you also have to realise that at this point in time, like it or not, Robbie is the driving force behind this company. In the short term quite frankly we need him to come through for us and it's very much in his own financial interest to deliver. Any new CEO stepping in would demand a salary we wouldn't afford and is unlikely to have the mature relationships with stakeholders which I think Robbie must have been leveraging on to keep the lights on here. At the moment he is in the spotlight for all the wrong reasons - that could change as you have alluded to if / when we come out of suspension and a financed plan is revealed.

I am personally very hopeful that all will be revealed in the next few weeks as soon as these auditors deliver.

Thanks Zan - I respect your posts and I think we are actually on the same page.

My personal opinion is that it sometimes difficult for investors here to draw distinctions between accountability and cause / effect and blame. As an entrepreneur you will fully understand the curve balls that commerce can throw at you. For me personally, GCAT and Robbie were thrown a massive curve ball when OCIM walked and we have talked about too much trust having been placed in OCIM which is clear I think. Lesson is nothing is certain until it's certain - contracts signed.

So to your point about responsibilities and Robbie has kept the lights on and continued to move forward on a shoe string cashflow. You will understand the adage in business of cash being king - the company has had a tight rope to walk and juggling cash to meet a number of challenges - old machinery that is being ran hard to produce cash beaks down / extraordinary costs of prospectus work (external advisers and lawyers) etc etc. As the leader Robbie I am sure has had to make tough priority calls on cashflow. If I were in his shoes and had very limited working capital, would I prioritise keeping production going or would I bolster a finance team so we could present a nice closing statement when the company collapses? I exaggerate for effect of course but I imagine the limited finance team would also have been involved in preparing the strategic business plan for potential investors as well as the ground work for the prospectus - lots of plates spinning.

As you rightly say - as leader it was Robbie's job to get on with it. Did he make the optimum calls at the optimum time - almost definitely not but hind site is wonderful. The main thing for me is that this company is still in existence - still producing gold - still moving forward although investors of course only see the shares in suspension.

Could Robbie have given more updates and more detail during the suspension? - possibly - would it have served any good? - I don't know frankly. Some will have appreciated the warts and all approach and others used the update to further bash the company.

You end your post on another interesting note - excuses. I think again this is a word that can be confused with reasons. But why isn't a valid reason or excuse if you want, not allowed? Few things are that clear cut in my view. Again I cite Covid as the most understandable of reasons or excuses. Allowed or not allowed? Its an interesting debating point.

I am looking forward to reading the presentation - slightly odd that it isn't available now on the website given she is presenting today but I'm not reading anything into that.

Thanks Zan

In theory you are right (in my view) - in practice it is rarely that clearcut.

I have years of experience dealing with distressed businesses and success is often down to hard work and luck and failure most often because of bad combination of circumstances that were difficult to foresee or plan for.

Take all those businesses that failed in Covid for example - the bosses fault?

Take those businesses that are heavily reliant on a main customer as so many are in light manufacturing for example - main customer goes bust and often brings down others with it - its' not alway possible to diversify your customer base especially if you are in a specialised market. Bosses fault? Perhaps to a degree but you need to understand the particular issues to make that judgement.

So accountability might stop at the top but its not always black and white when it comes to blame or cause and that is where people get confused here at times in my view.

Those distressed businesses who make it through to the other side do it because of hard work, adapting to changed circumstances, prudent cost control and trying to keep stake holders engaged and on board. As investors we are important stakeholders but there are many others who can have a quicker and more damaging impact if they are not on board - suppliers not giving credit terms and going to COD / regulators removing licences for health and safety issues / work forces striking because of redundancies / Banks remanding credit lines - the list is endless.

But so many posters look at this through naive eyes thinking that businesses are ran in text book fashion and should run like Swiss trains. The real world rarely works that way from my experience and sh*t can and often does happen. Its how you deal with it the counts.

$2385