Wiliiam - I'm afraid you are being totally unrealistic over...

Wiliiam - I'm afraid you are being totally unrealistic over engineering development. You may appreciate that engineering development practice operates on what are called Technology readiness levels (TRL) levels. These are as below:



In July 2014 (i.e when GEH pulled out of active development) SLX were probably at about TRL/4 level - prior to that they did not control development (that was GEH's task) SLX were a sub-contractor to GEH and did what GEH required. SLX were not even aware of some of the development since the work was top secret - the SLX sub-contract responsibility was the laser. The GLE enrichment prototype was on a GEH site in Wilmington but some work was also done a Lucas heights but was integrated in Wilmington. The solar, translucent and data logging side shows were a SLX responsibility which were embarked upon prior to July 2014. Immediately the GEH funding ceased (actually slowed down) SLX pulled their team out of Wilmington, repatriate them to Lucas Heights and exited all their side shows (e.g solar, data logging and translucent) - frankly they couldn't have done more to focus just on uranium enrichment. At that time the process was a "batch" process which required many hours to prepare a "batch" run - processing then had to stop and another batch prepared - it was a LONG way from a commercial prototype. I assume you are not experienced in development but when I was working we used a "rule of thumb" that it took about 10 times (cost and time) the effort to move from a lab prototype to a commercial continuous product. If you have a small (core) team you cut the cost significantly but blow out the timescale - that's what SLX did - with the money they has they could ndo anything else (apart from scrap the project). SLX (and Cameco) then basically "dared" GEH to continue some development in Wilmington and also retain (and slowly develop) the Wilmington prototype and preserve the "test loop"/ Meanwhile the Wilmington "core" team (many others were made redundant) was retained in Wilmington and the laser team wholly repatriated to Lucas Height. GEH had the "tails" contract with the DoE who were also not happy to see the GLE project unilaterally closed - DoE is a major GEH customers they would be loath to upset - so they attempted to sell the project but were unsuccessful - according to MG potential new owners felt that the laser was an unacceptable risk. Meanwhile in Lucas Heights the SLX "core" team made considerable progress in the period 2015 - 2017 (probably moving to new and more powerful lasers, developed a control systme - the BCS and thus "cracked" the problems envisaged by new owners (this work was then SLX's property - not GEH since GEH refused to pay for the Lucas heights development. MG took a pay cut and ran a very slim operation. Frankly he has done a hell of a lot to keep this together - without his perseverance (and also other directors) we would NOT be where we are today.

It may help for you to understand how lucky we are to be where we are and that this is in no short measure due to the efforts and smart business sense of all those in SLX including the BoD and also a lot of luck and skill. We now have a resilient TRL/6 prototype ready to testing (with 2 lasers) and a partner (Cameco) who has stepped up to 49% and supported SLX throughout the period from July 2014 (i.e the wilderness years). IMO SLX/Cameco have played a blinder with GEH to get the deal GLE currently holds and the continued support from the DoE (i.e the Paducah tails deal) .