General Discussion Topics, page-136188

NAL will ultimately become profitable, and Moblan will inevitably become a world class resource over 100MT. Our biggest challenge right now is ensuring that SYA's $100m - $120m can stay in the bank until NAL makes its own money.
Our next biggest challenge is generating the retail interest to buy the stock back up to the levels that we all want. After all, after this sell off dies down, it's got to be the retail investors who drive the price back up.

Whether you twist, turn or even understand the wording in the announcements, the reviews, the strategies or even the presentations that are offered by the SYA team, it's really the whole sentiment around the business that is important to returning it to it's former glory.

You look at the DH's and the Tim Goyder's and look at the power behind their companies and you have to the parallel between good honest leadership and a publicly recognised drive and the performance of the companies they work for, and the continuous retail interest they generate. Even when both those companies are in completely different stages of their evolution.

JB has a horrible past in the game and he is in THE CEO role. Whether by default or awarded, he is the front man when it comes ensuring SYA remains a desired product for investors and also increasing our value - shareholder value - which is the reason why we are all here.

I don't care if he is a manufacturing man, I don't care his specialty is mining. Get into the public eye and starting telling people what we have and what we are looking for and how well we are going to achieve it. Get something out there that tells these investors that are continuously betting against us that "hey, you do so at your own peril" - In the same time frame that JB has been "Interim CEO" Brett Lynch and Dougal must have been in the public eye about 8 to 10 times, doing presentations and engaging the public. JB, you need to do this. Whether you are comfortable or not. If you can't, then hurry up and get the person who can, in the CEO role.
There were integrated facilities, Marlins, phone calls, Hydroxide Triangles, visits to Korea, espionage in Chile - all sorts of shit that kept people excited and engaged. Even if it hasn't evolved yet due to the downturn in demand, keep people interested and engaged. That's your f***n job!

It's ok to miss a deadline. It's ok to be running a bit late. But don't hide behind the defense of semantics - get out there and tell shareholders "hey, it's going well, but we need further review - give us two weeks". "Give us a month". "PLL need more time to review the strategy" If you can't realise what it is that your shareholders need and want,(continuous disclosure) by now, especially when it's something SO easy to offer, then you are in the wrong game.
Move on JB or get out of your comfort zone, and prove to the market that you are not one of these small cap CEO's that are just there to hang onto the fat paycheck as long as you can while really achieving not much at all - It's a common theme among executives in the ASX at the moment, and there's no room for it here.

Get your mug out there on presentations, do interviews and record them for us, for Morella, any business you are responsible for that needs to see what effort you are really putting in and needs you to lead it. Get these shorts off our ass. You cant use the lithium price as an excuse anymore. Do things that you don't need to do, but because want to, because its what a public company thrives on.