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The tiny corner of global financial markets that we call the Canadian junior mining sector regularly experiences more turbulence than a sailboat in a category 4 hurricane. The fleeting nature of success in this sector has made me appreciate the CEOs who are virtually unflappable, the ones who aren't flashy but instead methodically advance their company's plans year after year, maximizing shareholder value in the process.
One junior mining CEO who has impressed me with his perseverance and commitment to his company's success is Brandon Macdonald of Fireweed Metals (TSX-V:FWZ, OTC:FWEDF). Being the CEO of a zinc junior has definitely had its share of ups and downs since Fireweed went public in 2017. In fact, the last time I spoke with Brandon on the record was in March 2020, during one of the most tumultuous market weeks of our lifetimes.
During that March 2020 conversation, Brandon impressed me with his candor, and he has continued to impress me with how he has transformed Fireweed into much more than a zinc junior in the last couple of years. The acquisition of the MacTung Project on the other side of the territorial boundary (Yukon and NWT), and the renaming of the company to Fireweed Metals from Fireweed Zinc has proven to be a genius stroke.
The market certainly agrees.
FWZ.V (Daily - One Year)
Without further ado, my once every three years conversation with Brandon Macdonald of Fireweed Metals...
Goldfinger:
Brandon, the last time we spoke on the record was in mid-March 2020 and the conversation was published on CEO.ca. I’ll link to it in this post. I think that was a great conversation because you were super authentic, you were realistic about what you were facing at that time. It wasn’t pretty back then, but here we are today. So you've navigated the last three years probably about as well as any CEO in this sector. And so I guess my question is how are you doing today and how does it feel to have been there and now be here now?
Brandon Macdonald:
Look, I don't think we're fully on the other side of this malaise. I think we're past the COVID phase, but I think that there's clearly economic uncertainty. There's not a bull market or even a healthy market in junior mining. But maybe the weakness is a more normal weakness than what we were seeing in 2020. Because in 2020 nobody knew what was going to happen. We just didn't have the foggiest idea how much demand destruction we were going to see, what the impact of COVID was going to be. So now it feels like a more pedestrian bad. We're doing well, which is nice, but it still feels like swimming upstream.
Goldfinger:
We're definitely swimming upstream. So let's forget about the Fireweed share price and the progress in the last year for a moment and just take a look at the bigger picture here. The zinc price is barely above $1/lb. Copper has been weak in the last couple of weeks. Obviously there's some concerns about whatever's going on in China, which I still don't fully grasp, but clearly there's some concern there. Base metals are not doing great, Hudbay getting obliterated on Tuesday, the sector is really not very good at all. In fact, you could say it's pretty terrible. How does the overall sector backdrop affect you both as a company and the choices that you make as a CEO of Fireweed Metals?
Brandon Macdonald:
Look, the choices you make as a CEO are probably most predominantly influenced by the choices available to you. Which sounds obvious, but what I mean is, Fireweeds has got the attention of the market right now with the financing we did in December, bringing the Lundins in as a cornerstone investor, that gave us some tailwinds particularly in the last three months. Amazing tailwinds. That gives me a whole variety of choices I don't otherwise have. Right? And this is what I was saying to someone. You look particularly at the Lundins and another big shareholder holder, Larry Childress, who's bought two and a half million shares in the open market this year, I think something like that. Where is Fireweed without those two? Sure, there'd be some replacement buying otherwise, but we'd be at a much lower price. I'd be raising much less money from much worse shareholders, I'd be making much different decisions. Right? If I can find the capital for a fully fleshed out, full speed ahead program, and I'm comfortable with the dilution and I'm comfortable with who my counterparties are in that capital raise, I'm not so worried about the macro. Because macro’s an oscillation that's going to continue throughout our continued exploration, and engineering, and permitting, and construction, and development for decades and decades through the life of these mines. So you kind of think if you're bucking the trend and you've got bull market money in a bear market, then you spend like a bull market. Certainly we didn't raise C$35 million in December and another C$17 million now with the mandate to build a war chest. That was not ever our intention.
Goldfinger:
I was looking through the presentation last night, this is the first time I've reviewed the Fireweed presentation in probably about a year. It’s really an excellent corporate presentation, and it paints a compelling picture. It’s not hard to understand why the stock has done so well, and why the Lundins see value in Fireweed shares. The potential scale of this project is really impressive, and it’s a diverse set of metals that can work through every economic environment. Before we dig into the project a little bit, what would you say has been the key to your success in the last three years?
Brandon Macdonald:
So going back three years is 2020. We made a big decision that year. First off, we financed in April, on our knees, out of necessity. Now, this goes to show you the danger of waiting for financing. We had a good understanding that the government was likely to announce funding on our road at PDAC that year. So we had an opportunity to finance in February. We were at $.65 or $.70 and we chose to wait because we had an idea the government road upgrade announcement was coming. We attended PDAC. I think we're already uncertain about COVID, and when the road announcement came, we had a little bounce, but it didn't matter. We got hammered like everyone else. And we were at $.30 within a matter of weeks. In April we raised a bit of money to keep the company alive, but then did two financings midsummer and at the last minute put together an exploration program.
And that was the first big decision of, like, okay, we don't like where we're financing. Do we follow that old sort of expression that sometimes the hardest decision is to do nothing? Do we make that decision? Do we do nothing? It'll be less dilution. Do we wait for bluer skies or whatever to raise money and start spending? Or do we try to get something done this year? So we tried to get something done, and we discovered what we now refer to as the Boundary West, right. Big meaningful move that year. In 2021 we built on that, and 2022 built on that again. And all of those financings were sub $1. And last year, we announced the addition of MacTung as well. So we made a lot of moves at times that weren't particularly great.
And as a result of that, I think we went into COVID with 53 million shares outstanding and came out of last year with 135 million. So two and a half years, more than double the share count out. Now, I would leave it to the investor populace to decide whether we more than doubled the value with the discoveries we made at Boundary, with the addition of Mactung, Gayna River, et cetera. Right? Certainly the market seems to think so. But that was a risky decision and I remember having conversations with mutual friend Dave Lotan, who's telling me that the amount of companies he's been involved in where the CEOs don't have the courage to do nothing. He's really a big believer that sometimes you gotta do nothing.
I can't have a time machine and view an alternate reality where we choose to do nothing in 2020. Where would we be now? I don't know. But I think we've been somewhat validated. I think if anything breaks my heart about the past three years, it is that we issued a lot of shares. We've made a lot of progress. But if you start thinking about your value proposition, your upper limit or the blue sky scenario and you divide that by the amount of shares you have outstanding, and it's different.
We launched this company in 2017 with 18 million shares out. Now, that was really 30 million fully diluted there because of payments to counterparties and stuff like that but that's a far cry from where we're at now. So that probably gives me the most angst, is having to make that decision to actually proceed.
Goldfinger:
The way you talk about the share structure definitely stands out to me. I've had a lot of CEO conversations and some CEOs talk about dilution as though it’s unavoidable, it’s part of the business. It doesn’t really break their heart to issue more shares. In fact, many are proud of how much money they have raised, even if it hasn’t necessarily translated to shareholder value. But the way you talk about it, it gives me the impression that the shares are really valuable and you don't want to give out too many of them. It stands out to me because the way that you describe it is a little different than most CEOs in the sector. 135,000,000 shares is nothing to sneeze at, but this is after six years as a public company, and it's not like you've been sitting still, standing idle.
Fireweed has been pretty aggressive every year, and you've got a lot to show for it. Going through the presentation there's the 2018 resource and the 2018 PEA. And obviously those are very stale at this point. When do we get an updated resource and then how big is this? Are we above 100 million tonnes now?
Brandon Macdonald:
Look, the exact timing of the resource is going to depend on the exact timing of the final assays. You can use 2018 as a bit of a guide. We put out the final assays, I want to say the first week of December 2017 and we had the resource in the second week of January. So call it like a five, six week difference. I think this time it'll be a bit longer because whereas last time we had two zones to model Tom and Jason, this time we have five although the modeling is well underway. So I think that Delta is going to be a bit more: call it two months between last assays and the resource update probably. So it's going to depend on the labs.
We've had pretty good turnaround times this year, but all the same, I think Q1 next year is the expectation for the MacPass resource. Now as to the exact size I've said before, I think a triple digit percentage increase is in the cards. Something around double or more is possible. There are several things to consider. First, the distinction between boundary main and west is somewhat arbitrary, but there's definitely a different characteristic with what we have called boundary. West being quite discreet and stratiform and high grade and boundary main being this heterogeneous lower grade, big thick intersections. So you get a lot of tonnage from Boundary Main, but you don't get as much metal from boundary main per tonne because of the grade. So certainly I feel comfortable that we would double the tonnage.
Do we double the contained metal? I think that is more of a question. I think it's a possibility, but that's not one that I'm going to point to the fence like geological Babe Ruth, right? So it's definitely going to be a lot. You know, it's not just Boundary. I think Tom and Jason themselves, I think we're expecting a significant but maybe not massive change in the resources at Tom and Jason alone.
Goldfinger:
I remember the first time I visited MacPass, it was either 2018 or 2019. And Boundary wasn't really much of a conversation at that point, if I recall. And now it's been extended over a strike length of 500 meters or so, and it’s the primary area of focus this year. You've got a lot of holes into it, and some really impressive high grade intersections. How many rigs do you have there right now and how many holes are still pending assays from Boundary?
Brandon Macdonald:
We have five rigs in total on site. I know one is at Tom, I'm pretty sure. So four at Boundary right now. We’ve released three holes and when we released those three holes, which was three weeks ago we said we had completed 18 at that point in time. So I'm pretty sure we've completed close to 40 holes at this point in time. I don't know what the exact total is going to be for the year, but we originally budgeted 16,000 meters, which is probably 40 to 50 holes. But we'll probably add another 15 to 20 holes based on the expansion that we're financing right now. So that's a broad range.
I think we actually know exactly how many, but by the time you get to that many holes, I don't start thinking about individual holes a lot. I leave that to the geological team.
Goldfinger:
I’m looking at slide 15 in the deck, the one that shows the fertile corridor and all the different exploration targets. So you're just going to keep moving to the northwest here, is that right? You've got multiple soil anomalies, you've got a lot of targets. Corvus, Imperial, Kobuk, Eleven. Is that the plan this year, to drill some of these exploration targets?
Brandon Macdonald:
We'll drill Kobuk and there's another target we're drilling. I believe there's one near end zone that doesn't even necessarily appear on that map, but we're not going to be drill testing a lot of the other ones, they may not be quite ready yet. And this was quite a robust discussion internally about how we haven't done any true expiration holes for years, not since 2020, really. How many do we want to do this year with the understanding that we've made a significant discovery of Boundary? Every hole we drill there basically adds tons. So pulling the drill away from there has a real cost, right? Not a dollar cost, it's an opportunity cost in terms of the resource we publish. Right. So how many millions of tons am I willing to sacrifice to test these other targets?
That doesn't mean that those tonnes are not there. It just means they're not going to be in the next resource update. So that was a pretty serious discussion of like, okay, what do we want to do here? And there were varying opinions like, no, the blue sky is going to be a driver, and other people saying, well, no, we're going to put out this resource. We need it to be the absolute best we can and we can test some more blue sky next year when there's not an imminent resource update. So that was kind of what we settled on, is like, let's test a few of the blue sky, the ones that are mature, but let's keep the drilling focused on maximizing the resource at Tom, Jason, End Zone and Boundary.
Goldfinger:
Let’s discuss the Yukon for a moment. In that 2020 conversation we had, as you mentioned, you had just announced this government road upgrade and that was supposed to be really big news at the time. Obviously it got completely pushed to the side due to what was going on in the world at that time. Can you give us the status of the federal government road upgrade and the Roads to Resources program, what's going on in terms of the infrastructure programs in the territory?
Brandon Macdonald:
Yeah, so that C$71 million got allocated to us in 2020, but was not really released until this year. This is very early days, it looks like. We've seen some posting for some RFPs by the government for external contractors from work on our program through that funding package. So it looks like it's finally getting set in motion. Now, a lot of that delay was COVID, but then a lot was just things taking longer with the government than you would like. The good news is they've got an extension on when they can spend that money too. I think they're allowed to spend until 2033 or something like that. Obviously, I would like it that our portion of it to be spent a long time before then, but there's no jeopardy of it expiring or something like that if they don't get moving on it.
Then there's a broader question of this big new package of federal funds, I think almost $2 billion that's for infrastructure to critical mineral projects. Obviously, we're a pretty prime candidate for that. We'd like to look at additional work on the road, power line, et cetera. And we'll be looking once the Feds clarify how that application process works, because they just kind of announced that, “Hey, this program is going to exist, this is how big it's going to be. Please sit tight and wait for us to tell you how to apply for it.” So we're expecting in the next couple of months they're going to tell us how to apply for that.
But in Yukon specifically, they're introducing these new resource road regulations. And I saw a lot of chatter recently on Twitter and some discussion about in particular, I think they were talking about Atac (now purchased by Hecla with the spinout Cascadia) and how the problem they had with their road to their Tiger Deposit and what that meant for Snowline. And I kind of interjected to point out that there are new resource road regulations coming into effect in Yukon this year that allow for truly private resource roads. Because the old regs sort of had this romantic notion that if a mining company built a road, everyone should be allowed to use it. That you're opening up the backcountry and that hikers and hunters and stuff like that should be allowed to use this road to go explore.
Which is a very romantic notion, except what it means is that mining companies are getting judged from the additional hunting pressure created by the roads and it's not the mining companies doing the hunting, right? So this was not a situation that the mining companies liked. It's not a situation that the First Nations liked because they end up having to object to mining roads because of non mining activity that happened on them. And that meant they had to choose between conservation and economic opportunity when that was a false dichotomy. All right, so these new resource road regulations simplify that and allow for example, when we push a road out to Boundary zone, I mean there is a road out there now but it's been closed and we need to reopen it, we can make it a truly private road and as a truly private road it'll be gated and access controlled. People can be fined for using without our permission, no hunters on it, et cetera. And this alleviates a huge amount of First Nation concerns around these potential access points. So it's a different regime coming and I think it's going to make a big difference.
Goldfinger:
Yeah, that's some good color there because I remember when ATAC didn't get that road approved and that was kind of a big blow to the Yukon, and many people were wondering if the territory and First Nations really do support the exploration sector? Are they going to let us actually build some infrastructure? I think some of those details you just mentioned were lost on people that don't know the territory as well as you do. Let's move to this financing and talk about some of your big investors. So you just announced a $16.8 million financing led by the Lundin family, Larry Childress. First of all, why the financing, why the timing of it now and how did you get an investment from the Lundins and who is Larry Childress?
Brandon Macdonald:
Yeah, so the Lundin relationship has existed for a while, myself personally with Adam and Jack. John, our Chairman, was friends with Lucas Lundin and used to go on ski trips with him annually. Obviously, they partnered on Bluestone when that company was launched. So there was some familiarity, over years of dialogue. I think they were just impressed with the quantum of changes we'd made and particularly the discovery of Boundary and how the project was shaping up. And that led to a site visit in September last year, and an investment in November last year. And now as our largest shareholder, obviously we work pretty closely with them. Our treasury is still pretty healthy but the 16,000 meters we'd planned on this year ends and we'd basically be shutting down in a week.
If we didn't do this financing now, we could have pushed a little bit further without expanding the treasury. It would have left us in a situation where we had to finance sometime in the fall and that's not a situation I like to be in. I think you get the best terms when you're calling the shots, when you don't need your counterparty. So after some dialogue we decided, well, let's do a charity flow-through only financing now. Let's keep it limited in scope, existing shareholders only. We're not going to upsize it. I can tell you the book is basically done here. I'll finalize it today and it's to expand this program and really lay the groundwork for a program that will even be that much bigger next year, like 35,000+ meters next year, we hope to set the stage for that.
So it really was like, okay, it's kind of now or never. We either shut down and say “mission accomplished”. We've delivered what we said we would deliver on budget and ahead of schedule, OR we just go hard. And the share price at that point had basically doubled since our last financing. So it's like you talked about dilution earlier, and I appreciate when you say, what's another 8 million shares? Well, it's a lot and that those all start to add up. But okay, we could maybe wait a little bit later till we're trading at $2 and then that C$17 million is less shares, but it's not going to be a huge appreciable difference. So we decided to do this strategic raise, get the cash in, expand the drill program, and prepare for a massive next year. So that was kind of the logic behind it.
Larry Childress was originally introduced to me through Eric Coffin. I think his first shares came in through our 2018 financing. And I just got to know him over the years, I would chat to him a lot on the phone. He's a mining engineer, although he had a career in oil and gas and really loves junior mining companies. Doesn't own a lot of stocks, he just takes really big positions and holds them for a long period. And I had the pleasure of meeting him for the first time last year and having him come to site this summer. So it’s been great.
There's no doubt that he's the dream shareholder that every CEO wishes they had. He's ultra loyal. He's not high maintenance. He buys on the market, he doesn't grind you on terms. He’s an amazing shareholder to have. And like I said, I don't know where we’d be without Larry. So I think every Fireweed shareholder should make sure he's on their Christmas card list.
Goldfinger:
A couple of things really stood out to me in what you just said and I think great lessons for other CEOs, and also a bit instructive for investors as well. You get your best terms when you don't need the money and you want to be proactive in terms of raising capital. And a junior mining CEO should never allow the company to get down to the bare bones. Unfortunately, I'm a shareholder of a couple of companies right now that are down to the bare bones, and it's not pretty in terms of the share price. So you want to raise capital from strength. And if you're an investor in the sector and you see a company has $5 million still in the treasury and they go and raise another ten, that's not a bad thing.
The fact that they can do that and they can attract that capital, and that they can raise it on more favorable terms is safeguarding shareholder value over the long run. And then Larry Childress, yeah, I've never met the man, but yeah, he is quite an asset to Fireweed, and he was buying in the last couple of years when not many other people were. So, yeah, he is really the dream shareholder. And that's great that you were able to build that relationship with an investor of his caliber. And that's definitely a testament to who you are as a CEO of Fireweed Metals. A couple more questions, then we can wrap up. How would you characterize the job of a junior mining CEO, like, if you were taking some of the lessons that you've learned in the last six years?
What is the job of a CEO?
Brandon Macdonald:
Well, the interesting thing is that since we went public, my job has completely changed. When we launched, there were only two of us in the company, and I did everything. Like, if you went to our website, the maps were made by me. I was our GIS person. I was doing the presentation, the graphics updating, and the text on the website. I did everything right, basically doing a lot. And in contrast to now, where I like to joke that I do nothing and that's the way it should be because there's so much going on that you can't leave me with a big task.
Because there's too many things that I get called into, too many decisions that people want my input on, meetings that you're attending for the various groups within the company, marketing, et cetera, where you don't want to, like, hey, Brandon, can you write this ten page document? It's like, no, that's a lot of time. And the CEO just does not, for the company this size and the expense that we're spending, you don't get the time to shut the door, put your headphones on, and work on things for hours on end. It's a tremendous amount of task switching. Right? Getting an hour open in my schedule is like a massive blessing. I can clear out the backlog in my inbox. So I think it changes a lot, and I think that I've changed with it.
Certainly it's been a huge amount of professional growth for me. I'm definitely not the guy I was when we started. I think if I have one defining feature, it's that I'm a fast learner. And that's paid dividends in this, because the velocity at which Fireweed has changed could have easily left me behind if I wasn't a fast learner. And I think for some CEOs that maybe are situational like, you're a great exploration CEO and the company transitions to development, or you're a development CEO and the company transitions to construction and operations. It's great to know when your time is up and gracefully accept that. But for me, my time is not up yet.
I'm still adapting as quickly as I can, and I think the best decisions I've made have been around surrounding myself with people who are the best at what they do, right? And just having faith in that. So it's an interesting job. And anytime you're the CEO of a public company, it means you're the face of success and failure. You have to be humble about the success and maybe also humble about the failure. You have to take ownership of it So it's been very interesting in that regard. I really love it. But it's demanding. Very demanding.
Goldfinger:
Yeah. I've asked that question to several CEOs in the last couple of months. And I think the consensus is that it's a thankless job, and it’s a role that changes depending upon the needs of the company. You are the face of success and failure in the eyes of the investing public, and that investing public can be fickle. The definition of what success looks like can change quickly.
I have another question for you, Brandon. Reviewing quarterly reports from major mining companies in the last couple weeks, there's a consistent theme that companies are having trouble attracting skilled labor, retaining skilled labor, and then the cost of paying for skilled labor is very high and it's gone up a lot. There's just not a lot of talent around available in the mining industry. How does the industry attract young people, new talent and convince them to make a career in the mining industry?
Brandon Macdonald:
You know, it's with, with the specific roles, engineers and geologists, where you have to get them before they're in university. That's outreach, right? That's community events, mining days or whatever. You bring high school students by roundup or whatever. Right? That sort of outreach because you have to plant those seeds well in advance. But in terms of the generalist roles, you've got marketing people, you've got human resources specialists, you've got biologists who are maybe working in your sustainability group and all these things. And they have their choice of being very educated, but they may have their choice of industry where they can apply that skill set. Right. So the question is, how do you attract them to mining? I think we need to continue to sell this idea, which I think is truthful, that we need mining for the energy transition.
And then the other thing you need to do is treat them with respect as employees. And that means paying a fair or competitive wage. Right? I think companies that tell employees like, oh, it's about more than what you earn, typically that precedes them then giving you an offer that sucks. So you want to attract people, you pay competitively and you have good working conditions and you make sure you have a healthy working environment where people don't feel bullied or any of that sort of thing. Right? So I think that we have to kind of get our act together in a lot of things. It's early outreach, it's competitive pay. It's getting with the times on working conditions. And this doesn't mean that you have to have nap pods or any of this tech company bullshit.
Because you look at the Fireweed people, we have very progressive working arrangements, but everyone works their ass off. Everyone works so hard. There's nobody in Fireweed dialing it in. But then we work hard to have the best, and we pay them like the best, and we give them flexibility because we trust them. So I think there's a lesson there that you stick to this old school mentality and you get old school clock watchers. That's not who's going to help you succeed.
Goldfinger:
Yeah, I think that's well said. You get what you pay for in this world, and if you incentivize and empower people properly, then you get good results, you get hard work. And obviously the proof is in the pudding in terms of the results at Fireweed. Final question, I promise.
What is your exit strategy? What's the endgame for you and Fireweed?
Brandon Macdonald:
Well, it could be different outcomes depending upon the scenario. This touches on what we talked about earlier, how you can be a situational CEO. And I think our MacMillan Pass project belongs with a zinc major. Teck’s investment in Fireweed suggests they feel at least somewhat the same way. Right?
I think this has a potential to be a top ten global zinc mine with a 40-50 year mine life. Maybe even longer than that if some of these exploration targets work out. So it certainly seems like it belongs there. But with the Lundins behind us, they're mine builders. We could put this into production. And I think that's a viable path forward. And we certainly are proceeding with it at all times as though that's the plan. We're taking ownership over long term problems. We're doing a lot of work on the environmental baseline to proceed towards permitting on these projects.
So my feeling is that MacPass gets bought. I don't know if that's imminent because of what we were talking about earlier, the overall state of the market, I don't imagine a lot of corp dev teams have aggressive mandates to buy anything right now.
And M&A has a lot more to do with where their acquirer is at. Is BlackRock or whatever big fund giving pressure to Teck or Glencore to build their project pipeline? What's your long term strategy? Reserves are dwindling. Show me your growth plans. Yada, yada. The CEO is feeling growth pressure. He pushes that pressure down to the corp dev team. The company sees that in 10-15 years, our zinc production is dropping off a cliff. Investors are panicked because we own these smelters and we can't shut them down or whatever.
So then they get this pressure and they're like, “we need to buy a zinc project” And they're out there and they're hungry. I don't see that happening right now. I just don't see the top down sort of shareholder push for growth in this market. It doesn't mean that M&A doesn't happen. I just don't think there's a big push for it right now.
So, you know, in the meantime, we keep soldiering on. And we now have the wherewithal to do that. So it's what we're going to do. My personal exit strategy, I don't know. Look, if Fireweed gets bought and I get to take that across the line and add that to my CV that I sold Fireweed, I created Fireweed and sold it for a bajillion dollars. Great.
If I have to pass the torch at some time, I'm going to be pragmatic and humble about that. I think if the right person is introduced, who can do a better job than me… Well, I'm a big shareholder. That sounds good to me. That sounds sensible. And I have two young kids. This is a demanding job. I'm not going to quit Fireweed. But I think I said if the right person came along some time, I have to think with my kids, a little bit of a breather might be welcome.
Yeah, that's my thinking. But I think the key thing is to recognize that there are a variety of potential outcomes. Be prepared for them, be flexible and understand it happens on the timing that it's going to happen on and that you cannot engineer a takeout just you prepare for it, but then it happens when it happens.
Goldfinger:
Thank you Brandon, this was a nice update and even though the market environment leaves a lot to be desired, at least we aren’t facing an emerging pandemic and all the chaos of March 2020. Keep chopping wood and carrying water, I look forward to our next conversation in 2026! (laughs)
DISCLAIMER: The work included in this article is based on current events, technical charts, company news releases, and the author’s opinions. It may contain errors, and you shouldn’t make any investment decision based solely on what you read here. This publication contains forward-looking statements, including but not limited to comments regarding predictions and projections. Forward-looking statements address future events and conditions and therefore involve inherent risks and uncertainties. Actual results may differ materially from those currently anticipated in such statements. This publication is provided for informational and entertainment purposes only and is not a recommendation to buy or sell any security. Always thoroughly do your own due diligence and talk to a licensed investment adviser prior to making any investment decisions. Junior resource companies can easily lose 100% of their value so read company profiles on www.SEDAR.com for important risk disclosures. It’s your money and your responsibility.
