What's Next, page-5

Hi thestoicinvestors,

The company has enormous potential. What it needs now is the right leadership — individuals with the knowledge, experience, and foresight to fully capitalise on the IP and customer relationships developed since its inception.

LaserBond’s revenue is derived solely from the commercial application of advanced surface engineering and additive manufacturing technologies — specifically, the individual processes it has developed and refined over decades, including Laser Cladding, Thermal Spray, materials development, and precision machining and grinding.

This isn’t a software business that can pivot through abstraction or chase the latest market trend.
LaserBond is a deep-tech industrial company, and its success depends on the seamless alignment between process innovation and customer outcomes, especially in high-stakes sectors like mining, defence, oil & gas, and steel production.

Because of this, an in-depth technical understanding of these processes by its leadership is not optional; it is essential.

Why? Because strategic decisions, from capital investment and R&D focus, to customer engagement, pricing, and market expansion, must be made with real-time awareness of the capabilities, limitations, competitive advantages, and commercial potential of all of the technologies at play.
Without this knowledge, leadership is left navigating blindly, relying on legacy assumptions, second-hand summaries, or external advice disconnected from the technical reality of the business.

The risks are significant:

• Misjudging the viability of innovation opportunities.
• Misallocating resources to underperforming areas.
• Undervaluing or overestimating project scope and delivery, damaging commercial credibility.
• And most critically, eroding trust with customers, employees, and shareholders alike.

This is why leadership competence cannot be measured by corporate credentials, tenure, or financial experience alone. For LaserBond to thrive, and particularly to expand into technically demanding markets like North America, it must be driven by people who understand both the Science and the strategy, who grasp not just the numbers, but the technology behind the numbers.
It requires leaders who know what can be achieved on the workshop floor, not just what can be presented in a boardroom.