CAPITAL RAISING

CTP is preparing for refinancing later 2019.   It may anticipate $25 million disposable income will favourably pre-dispose investors to capital raising.
Twenty two million of Macquarie loan will be repaid, expensive new staff hires are in progress, and manifold incidentals will exhaust new cash.

CTP's last capital raising at 10c was marketed as being for four well new drill at Mereenie ( 2 wells ), Palm Valley ( ! well ), and Ooraminna ( one well ) and is not spent that way. 

Nothing continues to be said about the one well drilled at Mereenie so any alleged "learning " from it is unknown. Maybe it is , as others said months ago , a duster.

Ooraminna well is subject of application to delay drill for a year - no progress / outcome was mentioned in half yearly comments.

These are major divergences from justification for the 2018 capital raise.

Attempt to raise further capital end 2019 may not succeed with continuing problematic company issues, unresolved historical legacies ( outlined here and elsewhere ), and expensive new Head Office hirings in progress -  CTP has been unable to raise capital before and was forced to get loans from Macquarie - ( reminiscent of " lender of last resort " Laurie Connell here ? ). 

Failure to execute original 2018 capital raise financed plan and incomplete outcomes from substituted activities are recurring examples of continuing
unreliable irregular company behaviour and miscommunication adding to raft of administrative issues.

Hayne banking interrogation has exposed regulators failing to identify, act, and persue corporate misbehaviour and an equally muscular examination applied to ASX listed small companies is very likely to reveal actionable practices.

Repercussions would impact CTP, ASX, ACCC, and Directors Association. 

Ron Brierly, Carl Icahn, and others have demonstrated how planned, focused, co-ordinated, sustained campaigns can make things change.  Currently most successful change warriors are anti-fraccers in U.K. with smart systemic systematic targeting at every organisational link and social forum - CTP small shareholders can extend their skills learning from them.

CTP small shareholders recognised their common interest in 2017, co-operating, co-ordinating, following through with decisive, productive, successful actions defeating disreputable SOA. Subsequent changes have reinforced those successes.

It is time to re-assert small shareholder ownership and guidance of CTP, exposing and eliminating the current shareholder hostile culture it is consolidating.  Chair, CEO, new management removal is precondition to achieving that goal.

Range of CTP issues are unlikely unique to CTP ( with perhaps the exception of paying over and above market for goods and services in N.T. and placing native interests before shareholders ) . Systemic systematic audit and re-writing of corporations law from small shareholders perspective is foundation of acceptable company practices. 

Before initiation of that directed energetic driven effort CTP small shareholders actions are most productively simultaneously directed at CTP, ASX, ACCC, parliamentarians, and medias.