Terry, I might be wrong but I would assume the goal of any...

Terry, I might be wrong but I would assume the goal of any company is to have a product or service that can be sold for a profit.

As you keep pointing out SUV has a processing facility but for some reason they cant sell their product for a profit. Their current product is Kaolin, with the lack of sales being announced to turn the company into a profitable business there can only be one of two reason its failing, either the product isn't what customers want or the sales team are doing a very very poor job. Either way a mine processing a product not making a profit is no good for shareholders how ever you want to twist it. It now appears that as SUV cant sell their Kaolin that they are now relying on trying to create a new product to sell, metakaolin into a fairly new and small market. Do you have any idea how long this will take to first take validate and then secondly sell a scalable amount of the product?

As you think its important to compare, (which for the life of me I cant work out) whilst ADN might not have a mine that is processing their product what they do have is a clear strategy and marketing plan to set up a mine that will process a product for a profit.
Its been clearly evidenced now that ADN's Kaolin, CRM, is suitable for the high end ceramic market with BoA's being signed and currently being finalised. So understanding assay results etc is vitally important if you are going to purchase the product and also buy shares in the company if you want to take the risk of getting in before production.

I typed the above into Copilot for a bit of fun and it spat out the below lol:

It sounds like you’re diving deep into the performance and strategies of Suvo Strategic Minerals (SUV) and Andromeda Metals (ADN). Let’s break down the key points and address your questions:

Suvo Strategic Minerals (SUV)

1. Current Product - Kaolin:

   • Sales Performance: SUV has seen growth in kaolin sales, with revenue of A$3.1 million for the quarter ending March 2024 from the sale of 5,321 tonnes of hydrous kaolin¹. This growth is largely attributed to the export market, particularly to China and Vietnam¹.
   • Challenges: Despite this growth, the company might still be struggling to achieve profitability due to various factors such as market demand, pricing, and operational costs.

2. New Product - Metakaolin:

   • Validation and Scalability: The process of validating and scaling up metakaolin production can be complex. It involves several stages, including laboratory testing, pilot-scale production, and full-scale commercial production. This can take anywhere from a few months to several years, depending on the specific challenges and market conditions²³.

Andromeda Metals (ADN)

1. Strategy and Marketing Plan:
   • Clear Strategy: ADN has a well-defined strategy and marketing plan for their Great White Kaolin Project. They have executed significant binding offtake agreements for their halloysite-kaolin (CRM) for high-end ceramic manufacturers⁴⁵.
   • Market Suitability: ADN’s kaolin has been confirmed suitable for the high-end ceramic market, which is a positive indicator for potential profitability⁴.

Key Takeaways

• Product Demand: For SUV, the key issue might be aligning their product with market demand. If kaolin isn’t meeting customer needs, shifting focus to metakaolin could be a strategic move, but it requires time and investment.
• Sales and Marketing: Effective sales and marketing strategies are crucial. ADN’s success with binding offtake agreements highlights the importance of having a clear strategy and strong market positioning.
• Investment Considerations: Understanding assay results and market suitability is vital for making informed investment decisions. Both companies have their unique challenges and opportunities, and thorough research is essential before making any investment.