Q1. Could you start by giving us a brief overview of your professional background, particularly focusing on your expertise in the industry?

I'm a senior leader with over 30 years of operational and technical experience in the mining and mining services sector, working across Owner, EPCM, and EPC roles. I bring a disciplined, outcome-focused approach to capital projects and business-critical initiatives, with deep expertise in the early stages of project development—pre-feasibility, feasibility, and FEED. I'm known for delivering practical solutions on time and within budget, while effectively managing risk. I've led businesses with annual revenues of up to $95 million and managed teams of over 250 professionals. I'm passionate about building high-performing teams, embedding strong governance, and creating long-term, sustainable value through complex project environments.

Q2. Are global players gaining ground over local firms, or is local/regional knowledge still a major advantage in winning work?

Tier 1 miners tend to rely on Tier 1 Global service providers. The erroneous premise is that large firms have the best and limitless experts available. This is untrue and contrary to what occurs in this region. A large firm will be made of locally dispersed branch offices, which compete with each other for revenue and profit. They don't share, so the client will be subjected to only those staff locally available, not necessarily the best or even capable of the task.

Tier 2s have more awareness and, more often (though not always), choose known performers and players. In this case, local knowledge is exploited to advantage.

Q3. How are ESG requirements changing the way mining projects are scoped and approved in the early stages?

Green tape has increased with the Federal Labor Government (and most States') administration. Queensland is an exception, having changed from Labor to Liberal National in 2024. This has resulted in a reduction in Green Tape for most resource project approvals.

Q4. How is digital technology (e.g., digital twins, AI, or data analytics) influencing early-stage project planning and execution?

Scoping Studies and Pre-Feasibility exploration, sample assessment, and imaging are strong beneficiaries of AI. Otherwise, the tool is not specifically changing as much as assisting with planning and execution.
 
Q5. Which segments are experiencing the most growth or volatility? For example, are mid-tier miners gaining ground against majors?

Battery Minerals have experienced a significant downturn in the past 2 years, with many projects stalled or cancelled. Some operating mines have been placed in C&M as the market is not supportive of their marginally higher processing costs. Australia's hard rock miners are further up the cost curve compared to China and South America's brine extraction operations.Copper and gold are performing well, given the current high commodity prices. Iron ore is struggling with a flat and falling price due to a slowdown in China's demand.

Q6. How important are factors like technical expertise, cost, delivery timelines, safety track record, and local content compliance in purchasing decisions?

Essential.

Q7. If you were an investor looking at companies within the space, what critical question would you pose to their senior management?

How have you structured your sales pipeline? How many major customers do you have contracts with?

What are the prime controls you exercise on your C1 costs?

What is your Sustaining CAPEX budget, and where are your significant development investments to be made in the next 3,5, and 8 years?