PIO (ASX) Kept in the dark

Originally posted by Cheynne ↑

Talk is cheap. Reassurance e is golden. That is what is lacking. David Crook is Managing Director, a full director, the work-horse, communicator and sales negotiator for the company and having to perform a difficult balancing a number of of balls in the air in a Bear Market. The strongest thing a leader can do in a Bear market is to sustain a cash flow and eliminate debt and take care not to rush things but make sure not to enter into high risk and debt. He has done this in many ways. A caesium cash flow, Cabot loan to be finalized next month, probably a little earlier than expected and number of projects to contend with and analyse for next 1 or 2 moves to cautiously negotiate amidst a highly critical shareholding at times no matter what.

He tries to find ways of soothing S/Hs to the best of his abilities before routine reporting comes out. This is often not soon enough because everyone wants it yesterday or before it is fully planned. It is not easy being at the top of an emerging potential continuing mining junior. He must also instill confidence in vocal holders and show signs he has the potential to continue the company forward and has workable plans. The other directors are non executive type and do not have the same pressures but some are well rounded, experienced in many ways. One published and in academia. Their tenements are well thought out and presented. We have recently ascertained they have obtained skilled mine managers and consultants as evidenced by the success of our first caesium material mine for Cabot.

Our MD has reached the stage perhaps where he needs a right hand man or woman as a full director perhaps as a communicator and a strong planner and sales person to lessen the load and share responsibilities beginning at a lower salary and working up by achievements.

Fear in Shareholders of companies with loads of potential but working cautiously as they progress strongly in slowly degrees is destructive if not taken on by those shareholders who are strong in their belief, holdings and trading experience who must endeavor to steer the boat out of the misconceptions perhaps and work out ways where communication can be improved on company positioning. If shareholders receive improved communications on a junior well grounded for future success moves; this will be a step in the right direction to subdue frustrations of second guessing.

In basic terms it is not a difficult thing to achieve if a rational understanding can be arranged and understood. Great directors understand the communication needs of share holders I think. It's just a matter of doing it better in spite of achievements.

Just an opinion.

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