Setting aside Bell for the moment - take a look at the Board
https://australianmines.com.au/about-us
Cutting out bits of their CVs:
Michael Ramsden - is a lawyer with more than 30 years' experience as a corporate advisor. He has been involved with all forms of finance, including money markets, futures trading, lease finance, trade finance and foreign exchange.Mr Ramsden is the Managing Director of Terrain Capital Limited in Australia, and has previously worked for international companies including CIBC Australia, JP Morgan and Scandinavian Pacific Investments Limited.
Michael Elias - has more than 35 years' extensive, international experience in all aspects of nickel resource development in both laterites and sulphides, from project generation and evaluation, exploration planning and management, development studies, open cut and underground mine geology, resource/reserve estimation, and resource economics. He has been a Principal Consultant with mining consultancy CSA Global Pty Ltd since 2001.He previously held the positions of Chief Geologist - WA Nickel Operations and Chief Geologist - Nickel Resource Development at WMC Resources Ltd
Dominic Marinelli - has over 20 years' corporate fundraising and mergers and acquisitions experience covering a wide range of industries including resources and other emerging technologies.
Les Guthrie - has over 40 years of experience of project delivery across the mining, infrastructure and energy sectors
Bell - I know is a sore point with many shareholders in terms of his management to date with missed time frames, his salary which is regular issue raised and other matters.
He has engaged with 2 of the biggest battery manufacturers in the world - a term sheet from SKI that subsequently fell over, but now he has delivered a binding offtake with LG - so he/or the Board have brought 2 of the largest battery manufacturers in the world to the table.
If/when funding is arranged and mine development commences whether Bell will remain is open to conjecture - quite often there is a transition of management in previously "exploration" companies to management with more of a mine development / operation skill base as the company transitions.
Seems to me there is a good mix of finance/ funding, nickel project development and other mine development experience on the Board for AUZ's current requirements.
What skill base for the current stage of development of the company do you feel is lacking?
(20min delay)