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The path to good fortune and wealth is paved with cooperation.

Strategic management of mineral properties means putting good projects into the hands of large-cap producers and manufacturers. Our objective is to source minerals and deliver them to companies with the power to convert discoveries into mineral producers and create cash flow generators.

• WORLD view
• MATERIALS
• CONSUMERS
• a TEAM
• FINANCINGs
• STRATEGIC BALANCE

"World-view" and "Going Global" are not simply buzz-phrases.

Watching steel go into the ground in China; expansion of towns, cities and manufacturing centers, there is no doubt that the market in China affects every moving part in the world trade system.

MATERIALS

It is simply a matter of time before most of the easy-to-produce materials on the globe are consumed. Explorers and shareholders ask themselves, "How long will it take before our discovery gets on stream." The answer is in the market.

CONSUMERS

Delivering precious metals, hydrocarbons, rare earths and industrial metals to market has one meaning in limited markets. It has an entirely different meaning in manufacturing growth areas such as China and India. There, steel goes into the ground and copper wire goes into manufacturing plants and into buildings such as houses at rates commensurate with population and increasing consumption.

STRATEGIC BALANCE

The strategic balance is how quickly to develop reserves and When, Where and How to deliver the property to production. Being in the right place at the right time is not luck. We find the right property and put it in the hands of a good partner.

A TEAM

Strategies can only be implemented when there is a team to implement them.

FOCUS

We are focused and project oriented. Our objective is to bring good geology and prime resources into production. We facilitate deals that provide security of supply.

FINANCINGs

There is likely no normal course of business financing, and now more than ever, creative approaches need to be applied in finance and in deal-making, to move projects ahead and take product to market.

Jim Stapleton: "I was in the boardroom of a large-cap company in Beijing, and when asked how long I thought it would take to build a proposed mine in Alberta, I said it was estimated that we would be looking at seven years at best, and possibly twelve years out, to production. My Chinese hosts were amazed at the long lead-time and said that, with their engineering design and equipment construction capabilities, they envisioned a mine possibly in 3 years. This shows the difference in attitude when you have ample human resources, financial backing within a planned economy, and a specific purpose for a raw material."