Podcasts about Corporate development

In this Company Update, I chat with Mike Burke, Director and Vice President of Corporate Development at Sitka Gold Corp. (TSXV: SIG | OTCQB: SITKF | FSE: 1RF). Mike recaps the August 10th drill results from the RC Gold Project's Blackjack deposit, highlighting broad high-grade gold intercepts, potential underground resources, and the active exploration across multiple target zones. Key Discussion Points: Breakdown of Drill Hole 132: Mike details the key intercept, including 218.6 metres of 1.25 g/t gold, and a deeper higher-grade interval, including 44.4 metres of 3.86 g/t gold. Underground Resource Potential: Insight into how deeper, higher-grade mineralization outside the current resource area could pave the way for a future underground resource estimate. Geological Significance of Hole 129: Exploring the extension of mineralization toward the Saddle zone and how this data helps connect distinct deposit areas while reducing overall waste ratios. Scale of Active Drill Program: An overview of operations across Blackjack, Saddle, Eiger, and Rhosgobel, plus details on the newly mobilized 7th drill rig and upcoming news flow.   If you have any follow up questions for the team at Sitka Gold please email me at Fleck@kereport.com.    Click here visit the Sitka Gold website to learn more about the Company - https://sitkagoldcorp.com/   For more market commentary & interview summaries, subscribe to our Substacks:  The KE Report: https://kereport.substack.com/  Shad's resource market commentary: https://excelsiorprosperity.substack.com/   Investment Disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security or investment product. Investing in equities, commodities, really everything involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

Welcome to RIMScast. Your host is Justin Smulison, Business Content Manager at RIMS, the Risk and Insurance Management Society.   In this episode, Justin interviews RIMS SERMC Member Eric Lobser about his career path at Spire Inc. They discuss his start in Budget Analysis at Laclede Gas, which eventually became Spire Inc. He moved into Operations, Treasury, and then Strategic Planning, including Acquisitions. He continued his career as VP of Enterprise Risk Management. Eric shares how he grew into that position, using knowledge he had gained from all the departments he had worked with. He tells about his early presentations to the Board. Eric explains what ERM means to him, and how ERM helps companies manage risks, including reputation, engage in opportunities, and make the resource allocation decisions that lead to success and mitigate failures.   Listen for Eric's idea to improve the ERM acronym.   Key Takeaways: [:01] About RIMS and RIMScast. [:16] About this episode of RIMScast. Our guest is Eric Lobser. He was a practitioner in the natural gas sector for 35 years. We're going to get his ERM philosophies today. But first… [:42] RIMS-CRMP Workshop. We are delighted to announce that on August 27th and 28th, RIMS President Manny Padilla will be leading the two-day in-person workshop at St. John's University at 101 Astor Place in New York City. A link to the registration is in this episode's show notes. [1:02] RIMS-CRMP Virtual Workshops. RIMS will partner with PARIMA for the RIMS-CRMP Exam Prep on September 1st and 2nd. Registration links are in this episode's show notes. [1:13] Also on the webinars page, you will see a two-part series hosted by the RIMS Membership Department. The "Classroom to Career" webinar series highlights how RIMS equips students with the knowledge, skills, and connections needed to thrive in risk management careers. [1:28] Participants will gain insights into industry trends, career pathways, and practical tools that help them confidently step into the evolving world of risk management after graduation. These sessions will be hosted on September 1st and 9th. [1:41] These sessions are member exclusives and are complimentary for RIMS members, of course. So, if you are interested in becoming a member, this would be the time. Visit RIMS.org/membership. [1:51] RIMS is back on YouTube. Our handle is @RIMSOfficialChannel. We've got plenty of videos there, including RIMScast, RIMScast Canada video podcasts, and other informative and entertaining content from RIMS. Subscribe to the channel today! [2:10] On with the Show! We will take a deep dive into Enterprise Risk Management with Eric Lobser. Eric recently retired from a 35-year career in the natural gas sector. He remained with one company that eventually became Spire Energy. [2:26] Eric is also a member of the RIMS Strategic and Enterprise Risk Management Council. [2:32] We will discuss his career journey, how one role led to the next before settling on Enterprise Risk Management, and his philosophies on what makes ERM truly valuable and why the acronym could use an upgrade. Let's get to it! [2:52] Interview! Eric Lobser, Welcome to RIMScast! [3:17] Justin and Eric met last year during a webinar. Eric has a fascinating career. His entire career was at Spire. Originally, it was Laclede Gas Company. Then it became The Laclede Group, and then Spire. Eric's career was 35 years and some months long. [3:53] Justin says that shows our audience that you can have a risk career at one company. You don't need to jump around. If you're doing well, if you're comfortable, if the company's treating you right, and you're doing a good job. [4:10] Eric says the risk career came later in his life. It was the culmination of a lot of other things he did. He had a varied set of positions at Spire. Over time, it was multiple types of companies. As you go through CEOs, things change. [4:31] Eric says he was there for about five CEOs and got to see many different sides of how business operates. [4:49] Eric says he graduated from Boston College in 1990. It was a tough job market. He wanted a job on the East Coast, but it was an expensive place not to have a job. He went back home. [5:08] His stepfather had a contact at the Laclede Gas Company. He interviewed, and they offered him a position, which he took. Within two weeks, he thought he would be crazy to stay at that company more than a couple of years. He thought it was odd they had a few computers. [5:29] Eric came from a school with a library full of computers. You had to sign up to use them. It taught him to use his mind, and it instilled patience. Those elements have been valuable to Eric's career. [6:06] Eric started as a budget analyst and did that for about a year and a half, in the corporate office in downtown St. Louis. [6:33] Then he was fortunate to move to Operations to do the same sort of work with all the department heads to help them with their budgeting, to translate things from Operations into financial terms and get better relationships with the people who ran the business. [6:53] Eric says he got to understand the business better from the view of the boots on the street. [7:04] Justin asks if risk management and ERM came onto Eric's radar in August 2001, when he became the Managing Director for Strategic Planning and Corporate Development. [7:18] Eric says that he had also worked with property insurance in Treasury. There's a big commodity risk at a natural gas company. There are also market risks and credit risks. [7:33] Eric says Strategic Planning was new to The Laclede Group, taking the budget period and extending it out three years, rolling in strategy and planning. [7:49] Eric helped them to develop software for business planning, custom-made from Access, to help support the Balance Scorecard they rolled out. It included something for Initiatives for making improvements, which were tied to Metrics.  [8:11] There were Action Items. There was a section where you laid out your different risks and what you were doing to mitigate them. The Action Items often required support from other areas. The software would put that into their business plan so they could see it and collaborate. [8:33] Eric says risk management and collaboration are hand-in-hand. [9:09] Eric speaks of a change in leadership, where they went from mostly looking at operational excellence and continual improvement to a more external look at other businesses, at ways to diversify within the gas industry: storage, pipeline, E&P, and more. [9:40] That was the beginning of the thought processes Eric would go through, looking at different businesses; what can go right with them, and what can go wrong. [9:57] Part of modeling acquisitions is taking a look at those scenarios and looking for the probability of a downside, what that downside looks like, and what will drive it. What has to go right to have the best case? What does the base case look like? What are those probabilities? [10:20] Eric says that was the beginning of understanding how risk and business go hand-in-hand. They can't have opportunity without risk. There's no reward without risk. Understanding that was an element of that job. [10:39] Eric was fortunate to have a tremendous boss during that time who helped him gain critical thinking about how things operate. [10:58] Eric says when they were looking at how other companies operate, they were companies within the gas industry, to stay within their knowledge base, and simplify their business, within the natural gas value chain, from wellhead to burner tip. [11:30] They were looking at exploration & production, gathering & processing, pipelines, underground storage, down to uses for it, including compressed natural gas for vehicles and local distribution utilities.  [11:58] Justin suggests that the 13-year period when Eric was in Strategic Planning and Corporate Development, holding several positions, was a key time in his career. Eric says yes, and it was his favorite period. He had gone to school for investment banking and acquisitions. [12:42] Eric says, at the same time, it was a tremendous amount of work. He thought maybe it wasn't the best place to spend his lifetime because of the level of work and stress involved. [13:04] Eric was married and raising a family, and that had to come into play, as well. He says while his wife was extremely patient with him during all those times, sometimes working around the clock, he felt it wasn't the right long-term opportunity for him. [13:20] Eric says one of the things he learned when he was doing acquisitions was developing models for how utilities make money. Eric worked with people who did rate cases at the company, to understand what drove cash flow. [13:47] In doing that, Eric learned how regulations work and how tariffs work. That led to asking himself, if this isn't the right career for me, taking a look at something next to it, which was regulatory and government affairs. [14:27] Eric had already started to learn about it. Once he was in charge, he based it on Missouri regulations. The first acquisition was a company in Kansas City, Missouri. [15:05] The second acquisition was Alagasco in Alabama, and that was a completely different type of ratemaking approach that was annual. They had a formal department. Eric was asked to develop something more formal for the entire company. [15:21] Eric says then they acquired Energy South, which brought them into Mobile and also Mississippi, a third rate jurisdiction. There was a mountain of information to climb. His drive and thirst for knowledge helped him up the curve pretty quickly. [15:53] Eric says relationships and the stuff between the lines are just as important as what you can read about and study. [16:12] Eric says, pulling from his enterprise risk career, one of the impacts is not just financial, but reputation. Reputation is a huge element of rate setting. Your reputation precedes you to the commission that oversees rate case litigation and the parties to the case. [16:47] The parties that are involved include industrials, AARP, low-income groups, an energy efficiency group, and other parties. [17:01] Understanding where they're coming from, and what they're trying to achieve, and working towards something that gives all parties some of what they want, is a key element. [17:18] If you were a bad operator; if you had a significant incident that showed you weren't a safe operator, or you weren't treating your customers well, then going into the rate case, people had their minds set that they wanted to give you not a rate increase but a rate reduction. [17:40] The value of the relationships and the reputation, the stuff that is gray and in between the lines, is not just about what the numbers are but who you are as a business. [17:56] A Quick Break! Many fantastic RIMS events are coming up in 2026. The 11th Annual Chicagoland Risk Forum will return to the Old Post Office on Thursday, September 24th, 2026. Visit ChicagolandRiskForum.org for more information. [18:12] The RIMS Western Regional Conference will be held from October 4th through the 7th in Seattle, Washington. The agenda is live, and registration is open. Visit RIMSWesternRegional.com and the link in this episode's show notes for more information. [18:29] Save the dates: October 18th through the 21st. We will be in Quebec City to celebrate the 50th Live RIMS Canada Conference. Booth sales are open, and sponsorship opportunities are still available. Advance registration is open now. [18:45] Visit RIMSCanadaConference.ca for more information. Also, remember to check out RIMS.org/Canada for our spinoff show, RIMScast Canada, hosted by National Conference Committee Chair, Aaron Lukoni. [19:00] The RIMS ERM Conference 2026 will be held on November 19th and 20th in Columbus, Ohio. Registration is now open. [19:10] Through August 21st, you can nominate a program for the RIMS ERM Global Award of Distinction. If you know of an ERM Program that is award-worthy, we want to hear about it. A link to the nomination form is in this episode's show notes. Visit RIMS.org/ERM2026. [19:29] We're already looking to RISKWORLD 2027, which will be held over four days in New Orleans, Louisiana, from April 18th through the 21st! The call for session proposals is now live and will stay active through August 21st. [19:44] RIMS members can exclusively register by September 4th for the best rate. And get first access to the hotel block. Hotel reservations open on October 28th, ahead of public registration. Sitting this out is the real risk! The link to registration is in this episode's show notes. [20:04] Let's Return to Our Interview with Eric Lobser! [20:31] Justin asks about compliance at a natural gas company. Eric says his career at a critical infrastructure utility delivering a relatively volatile product to people's homes was very safety-oriented with a lot of rules, regulations, and areas of compliance. [21:04] The whole industry faced a need to replace some of its aging infrastructure. That started when Eric was in Treasury and trying to think about how they would afford all the replacements they were going through. [21:22] It came again when Eric was in Regulatory, trying to understand the balance between safety and rates and what's best for the business and what's best for the customer. [21:53] Compliance is not something you can decide to do a little bit or a lot. You have to meet at least the minimum standards. Spire was always at that point but also found the benefit of going beyond that, to deal with it a little bit more strategically. [22:14] Spire was generally a group that looked at opportunities to do replacement in a way that overall was more cost-effective, exceeding requirements on their compliance. Compliance was an enterprise risk. [22:34] Eric says it was not just making sure they were in compliance, but also what the cost of compliance is and what if people change their minds and all of a sudden want us to do this or that? [22:53] Being a regulated utility, your rates are dependent on somebody deciding you deserve to have this. [23:02] Compliance was more often not physical replacement but putting in another pipe beside the old pipe and terminating the old cast iron pipe that had degraded and become a safety issue. [23:26] Spire always paid attention to where they were getting leaks or water potentially getting into the system and areas of geography that had similar types of risk. [23:39] Spire took a strategic approach to look at the information they were getting and figure out where to go and do wholesale changes rather than responding to risks as they popped up. [23:54] Eric says that was the approach where they took compliance and said if we do more, it probably can be better for us and better for the customer to take a better strategic approach. [24:19] Eric says it's inconvenient and sometimes problematic for people when there are workers in the street. Part of Eric's career was dealing with claims and issues that can happen with construction. The construction was necessary to make sure the system was safe. [24:53] Eric says the most prevalent claims were when they were doing excavation and hit something unmapped, like an underground dog fence or sprinkler system. To be cost-effective, they used reliable outside partners to replace these. [26:44] Eric says that every year, when he was in Strategic Planning, he would help put on a two-day conference for the Board to review company strategy and present new ideas. [27:01] Any time they found an acquisition opportunity that met the muster of the executives, they presented that to the Board. [27:!3] Eric says the Board is extremely interested in rate cases, which are the heart and soul of a utility's business. [27:28] Something Eric found helpful later in his career, doing regulatory work, was to pull together parties without overlapping interests, such as the Board and the Public Service Commission, to help them find agreement on why something was beneficial for the customers. [28:58] Eric says, for the first time or two, presenting to the Board was frightening. He was fortunate enough not to be leading the presentations. He reported to officers who helped develop the business planning and strategy. They helped Eric work his way into bigger roles. [29:32] Eric says when he became more involved in doing the modeling, one time he was called by the CEO to speak to the Board while he was on a family vacation. His wife reminds him of this. The Board was very interested in the upside case and downside case of a model scenario. [30:31] Eric says in that phone call he had to give the Board a rigorous view of why they should spend $1.1 billion on this acquisition. While exciting, Eric says presenting to the Board was a very stressful part of the job. They're relying on things that he's saying to them. [31:12] Eric says acquisitions have their own timeline and they develop however they want to. It's not like going to the grocery store to pick up something. When something pops, it pops, and it's all hands on deck. You don't stop until the job is done. [31:35] One more Quick Break! RIMS, The Foundation for Risk ManagementTM, is dedicated to shaping the future of the profession. By making a contribution, you are strengthening the global risk management community and investing in the future of the industry. [31:55] The Foundation also supports the Spencer Educational Foundation but has a different mission. The Foundation focuses on providing opportunities for those professionals who have already decided to enter risk management and are just getting started. [32:09] You can learn more about the Foundation by visiting www.RIMS.org/FRM.  While you're there, be sure to check out information about the Susan Meltzer Scholarship Fund, which was established to honor Ms. Meltzer, who was RIMS President in 1999 and 2000. [32:28] Susan Meltzer was a cherished RIMS President and contributed so much to RIMS and the greater risk community. Learn more at RIMS.org/FRM.  [32:36] Let's Return to Our Interview with Eric Lobser! [32:52] Eric says that it seems to him that if people viewed Enterprise Risk Management more as Enterprise Value Management, they would better understand that it's more about what you need to do to improve the value of your company. [33:19] In Eric's Strategic Planning days in Corporate Acquisitions, he learned that Expected Value is about changing probabilities, not just the impact of those probabilities. [33:32] Eric says Enterprise Risk Management does a great job of addressing both the likelihood and the impact of things going wrong and things going right. What you're building with ERM is value. You're adding to the value of the company. [33:46] Eric thinks more people would engage. It would resonate with a lot of the corporate cultures to look at ERM as a way to build value for the company. [34:08] Justin says that for almost eight years, Eric was the Spire VP of ERM. Justin asks if Eric was able to hit the ground running, going from Regulatory and Government Affairs into ERM. [34:32] Eric says the position started with Insurance, and then Commodity Risk Management, other elements of the business that helped him up the learning curve. From Acquisitions, Regulatory, Operations, and Customer Service, Eric understood a lot about the business. [34:55] Eric says having a couple of years when he was in charge of Spire's Insurance program, including Captive Management, where you retain risk instead of transferring it, was a great transition to eventually getting Enterprise Risk. [35:31] Eric says he read every book he could get his hands on in the time he had. He noticed some of the things they were doing were based on ISO 31000. Eric read through ISO and COSO. COSO felt very intricate and detailed. [36:10] Eric asked himself what the potential was that we were going to adopt something. The culture of the business manages the risk. ERM oversees how the business manages risk. Eric wanted to pick a framework that fit more with Spire's corporate culture. [36:39] Eric says ISO 31000 is adjustable. He felt like it was a good fit. It was more about strategy and enterprise than Spire's focus had been. It was not just about what could go wrong and what they should be concerned about happening, but what must go right. [37:22] Eric says that looped in what he learned in Strategy, what they have to do to be successful, and what could derail them from that. Spire transitioned a little bit less away from risks and more to strategic imperatives and what they had to do to achieve their strategic vision. [38:02] Justin asks about ERM conferences and what makes a great ERM session. Eric says it's a practitioner who has lived through it with real-world experience on what works, what doesn't work, and why it didn't work. [38:18] Eric says everything's specific to the company, so what works for one may not work for another. An experienced practitioner brings a level of credibility that is important. Eric wants a presenter who focuses on what helps a company be more successful in executing its strategy. [38:41] Eric says a lot of presentations go into risk registers and software, but in the end, risk management is change management, with very complex systems. The presenter should speak to engaging the business, getting different areas to collaborate, and making better decisions. [39:31] Eric says those decisions are about how you allocate resources. Resources are limited. You can't do everything, so you prioritize. [39:41] ERM helps you to prioritize better, using a process of identification and assessment, to help you understand how important a risk is in relation to other risks, how soon it needs to be dealt with, and what level of mitigation and controls you already have in place. [40:13] Eric says, ERM helps you determine if this risk is extremely well-managed and there are resources you can take away from it to put toward a risk that's less well-mitigated. [40:22] Eric says a good ERM session presenter talks about how ERM helps a corporation make better decisions and effectuate those resource allocations that then help that company to be more successful. That's what ERM is about, and when somebody talks about that, it resonates. [41:02] Eric says when he hears a concept that really resonates with him, he tries to pull those concepts together. He has used principles from the Enterprise Risk Oversight Committee. [41:44] Justin says the Global ERM Award of Distinction call for submissions is open. You can send in those nominations now. RIMS Global ERM Award of Distinction nominations are open through Aug. 21! [41:57] Justin asks Eric what makes an Enterprise Risk Management program award-worthy. Eric says some of it is going to be based on the eye of the beholder. Enterprise Risk should be customized to the culture. People are going to view what makes a great program differently. [42:28] Eric says that the SERMC is looking for, with the diverse perspectives of the members, a program that is well-integrated into Strategic Planning, helps the business make decisions, and most importantly, helps it be more successful, with fewer downturns, than their competitors. [43:09] Eric says the business manages risk. ERM can help oversee what they're looking at and turn its attention to important things, and help determine the best ways to mitigate or treat risk, or support what they are doing, so the strategy prevents threats from derailing the company. [43:33] Eric says, in the end, a company that is consistently successful is probably the mark of a good Enterprise Risk Management program. [43:51] Justin says, we're going to see you again on November 19th and 20th in Columbus, Ohio at the RIMS ERM Conference. You can get your nominations in now for the RIMS Global ERM Award of Distinction. We'll have a special awards ceremony, like we do every year. [44:07] Eric, it has been such a pleasure to have you on RIMScast! I look forward to seeing you in Columbus. [44:19] Special thanks again to Eric Lobser for joining us here on RIMScast. We appreciate him and all the great work he does for the RIMS SERMC. The call for nominations for the RIMS Global ERM Award of Distinction is open; a link is in this episode's show notes. [44:36] There are specific attributes that will make a nomination truly award-worthy. Submit your nominations today! [44:42] Plug Time! Become a RIMS member and get access to the tools, thought leadership, and network you need to succeed. Visit RIMS.org/membership or email membershipdept@RIMS.org for more information. [45:00] Risk Knowledge is the RIMS searchable content library that provides relevant information for today's risk professionals. Materials include RIMS executive reports, survey findings, contributed articles, industry research, benchmarking data, and more. [45:16] For the best reporting on the profession of risk management, read Risk Management Magazine at RMMagazine.com. It is written and published by the best minds in risk management. [45:29] Justin Smulison is the Business Content Manager at RIMS. Please remember to subscribe to RIMScast on your favorite podcasting app. You can email us at Content@RIMS.org. [45:41] Practice good risk management, stay safe, and thank you again for your continued support!   Links: RIMS ERM Conference 2026 | November 19‒20 in Columbus, Ohio | Registration Now Open! | www.rims.org/ERM2026 | RIMS ERM Global Award of Distinction nominations open through Aug. 21! RIMS Certification Week: Sept. 21‒24 | Complimentary For All Spencer Educational Foundation's 2026 Funding Their Future Gala | Sept. 17, 2026 RISKWORLD 2027 Registration | RIMS members can lock in 2026 rates now through Sept. 4 | Education Content Submission Through Aug. 21. ChicagoLand Risk Forum | Sept. 24, 2026 RIMS Western Regional Conference — Oct. 4‒7, 2026 | Seattle, WA | Register Today. RIMS Canada Conference — Oct. 18‒21, 2026 | Quebec City | www.rimscanadaconference.ca | Advance Registration Open | Sponsorship Opportunities Available The Strategic and Enterprise Risk Center RIMS, the Foundation for Risk Management Spencer Educational Foundation — Scholarships and Grants | Open Calls and Timelines. RIMS Now RIMS-Certified Risk Management Professional (RIMS-CRMP) | Insights Video Series Featuring Joe Milan! RIMS Diversity Equity Inclusion Council RIMS-CRMP Stories RIMScast Canada — Episodes Now Live RISK PAC | RIMS Advocacy RIMScast on YouTube! RIMS Risk Management Magazine | Contribute | Q2 2026 Issue Now Available Sponsor RIMScast — Sales@RIMS.org Upcoming RIMS-CRMP Virtual Workshops: RIMS-CRMP Exam Prep Workshop — Live In NY — Aug 27‒28! RIMS-CRMP Exam Prep with PARIMA | Sept 1‒2 Full RIMS-CRMP Prep Course Schedule See the full calendar of RIMS Virtual Workshops Upcoming RIMS Webinars: RIMS.org/Webinars "RIMS Student Series: Classroom to Career Part 1" | Sept 1 "RIMS Student Series: Classroom to Career Part 2" | Sept 9 RIMS Certification Week: Sept. 22‒24 | Complimentary For All   Related RIMScast Episodes: "Board Reporting and ERM in 2026 with Trisha Sqrow and Suzanne Christensen" "The Future of Strategic Risk Management" with John Button "Mid-Year Risk Roundup 2026 with Morgan O'Rourke and Hilary Tuttle" "Emerging Risks and AMRAE's RMIS Panorama 2026 with François Beaume" "Strategy and Change with Ward Ching and Aaron Olson"   Sponsored RIMScast Episodes: "48 Hours From a Storm: What to Do Before A Hurricane Strikes" | Sponsored by Global Risk Consultants, a TÜV SÜD Company (New!) "AI-Scale, Risk Ready: Engineering Controls for the New Data Center Boom" | Sponsored by Global Risk Consultants, a TÜV SÜD Company "Facing Into Risk: Navigating the New Risk Landscape" (New!) | Sponsored by AXA XL "Secondary Perils, Major Risks: The New Face of Weather-Related Challenges" | Sponsored by AXA XL "The ART of Risk: Rethinking Risk Through Insight, Design, and Innovation" | Sponsored by Alliant "Mastering ERM: Leveraging Internal and External Risk Factors" | Sponsored by Diligent "Cyberrisk: Preparing Beyond 2025" | Sponsored by Alliant "The New Reality of Risk Engineering: From Code Compliance to Resilience" | Sponsored by AXA XL "Change Management: AI's Role in Loss Control and Property Insurance" | Sponsored by Global Risk Consultants, a TÜV SÜD Company "Demystifying Multinational Fronting Insurance Programs" | Sponsored by Zurich "Understanding Third-Party Litigation Funding" | Sponsored by Zurich "What Risk Managers Can Learn From School Shootings" | Sponsored by Merrill Herzog "Simplifying the Challenges of OSHA Recordkeeping" | Sponsored by Medcor "How Insurance Builds Resilience Against an Active Assailant Attack" | Sponsored by Merrill Herzog "Third-Party and Cyber Risk Management Tips" | Sponsored by Alliant   RIMS Publications, Content, and Links: RIMS Membership — Whether you are a new member or need to transition, be a part of the global risk management community! RIMS Virtual Workshops On-Demand Webinars RIMS-Certified Risk Management Professional (RIMS-CRMP) RISK PAC | RIMS Advocacy RIMS Strategic & Enterprise Risk Center RIMS-CRMP Stories — Featuring RIMS President Manny Padilla!   RIMS Events, Education, and Services: RIMS Risk Maturity Model®   Sponsor RIMScast: Contact sales@rims.org or pd@rims.org for more information.   Want to Learn More? Keep up with the podcast on RIMS.org, and listen on Spotify and Apple Podcasts.   Have a question or suggestion? Email: Content@rims.org.   Join the Conversation! Follow @RIMSorg on Facebook, Twitter, and LinkedIn.   About our guest: Eric Lobser, SERMC Member   Production and engineering provided by Podfly.

In this episode of Loaded and Rolling, host Thomas Wasson is joined by Sean Dehan, Vice President of Strategy and Corporate Development at Truckstop. Together, they dive deep into the changing landscape of the freight industry, exploring how brokers and carriers can navigate a post-Montgomery world, fight rising freight fraud, and adapt to shifting market dynamics. ⁠Follow the Loaded and Rolling Podcast⁠ ⁠Other FreightWaves Shows⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of Loaded and Rolling, host Thomas Wasson is joined by Sean Dehan, Vice President of Strategy and Corporate Development at Truckstop. Together, they dive deep into the changing landscape of the freight industry, exploring how brokers and carriers can navigate a post-Montgomery world, fight rising freight fraud, and adapt to shifting market dynamics. Follow the Loaded and Rolling Podcast Other FreightWaves Shows Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode we explore how chemical recycling is moving from promising research to real-world industrial deployment. Abe Dyck, Head of Corporate Development and Investor Relations at Aduro Clean Technologies joins us to discuss Hydrochemolytic™ Technology (HCT), an innovative approach designed to convert difficult-to-recycle plastics into valuable hydrocarbon feedstocks.The conversation goes beyond chemistry to examine what it actually takes to scale a new process technology. Abe shares insights on pilot plant operations, continuous processing, feedstock challenges, data collection, process automation, simulation, and AI. Together, we explore how digitalization is helping reduce risk, improve decision-making, and accelerate the path from laboratory innovation to commercial reality.Show Notes:Website: Aduro Clean Technologies (https://adurocleantech.com/)LinkedIn: Aduro Clean Technologies on LinkedIn (https://sie.ag/4cA9zv)Video: Chemistry Goes Music (https://sie.ag/6xmZaj)Video: World Cup 2026 – From Waste to Water (https://sie.ag/5CXC8t)Website (Siemens): Chemical Recycling (https://sie.ag/5uS6ks)Press Release (Aduro Clean Technologies): Aduro Engages Siemens to Deliver Advanced Automation for Hydrochemolytic™ Pilot Plant (https://sie.ag/qutYX)Contact Us:Abe Dyck (adyck@adurocleantech.com and www.linkedin.com/in/abedyck/)Don Mack (mack.donald@siemens.com and linkedin.com/in/don-mack)Cole Lewis (cole.lewis@siemens.com and linkedin.com/in/cole-lewis/)

In this Company Update, we sit down with Mike Burke, Director and Vice President of Corporate Development at Sitka Gold Corp. (TSX-V: SIG | OTCQB: SITKF | FSE: 1RF), to discuss major milestones at the flagship RC Gold Project in Yukon, Canada. Key Discussion Points 100% Ownership Consolidation: Mike details the accelerated acquisition of the Clear Creek property, completing full ownership of the strategic claim group containing the Rhosgobel deposit. Royalty Structure and Strategy: Insights into the 5% NSR royalty on the Clear Creek property, including the option to buy down the royalty to 2% and the company's right of first refusal. 60,000-Meter Drill Program Update: Progress on the active drilling campaign across key targets including Rhosgobel, Contact Zone, Saddle, Eiger, and Bear Paw Breccia. Assay Turnaround and Next Steps: What investors can expect regarding upcoming assay results, drill expansion plans, and progress toward an updated mineral resource estimate and PEA.   If you have any follow up questions for the team at Sitka Gold please email me at Fleck@kereport.com.    Click here visit the Sitka Gold website to learn more about the Company - https://sitkagoldcorp.com/   ------------------- For more market commentary & interview summaries, subscribe to our Substacks: The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/   Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security or investment product. Investing in equities, commodities, really everything involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

Connor Pugliese, Vice President of Corporate Development for Summit Royalties Ltd. (TSX.V: SUM) (OTCQX: SUMMF), joins us to outline the value proposition from the current portfolio of 48 royalties and streams, but also the ability to grow with future transaction thanks to the announcement of US$50Million revolving credit facility.   On July 27th, the Company reported that it has entered into a credit agreement with National Bank of Canada for a revolving credit facility with an initial commitment of US$25 million. The Facility includes an accordion feature providing for up to an additional US$25 million, subject to the satisfaction or waiver of certain conditions, for total potential availability of US$50 million.   Key terms of the Facility include:   Maturity: The Facility has an initial tenor of three years, with Summit having the right to request an extension of the maturity date, subject to satisfaction or waiver of certain conditions and the consent of the lenders; Purpose: The Facility is available for working capital and other general corporate purposes (including acquisitions permitted under the Facility); Interest rate: Advances bear interest at the Secured Overnight Financing Rate or the Canadian Overnight Repo Rate Average, as applicable, plus a credit spread adjustment depending on the tenor of the applicable loan and 2.50% to 4.00% per annum, depending on the Corporation's net leverage ratio; Standby fee: The undrawn portion of the Facility is subject to a standby fee of 0.5625% to 0.9000% per annum depending on the Corporation's net leverage ratio; Financial covenants: The Facility requires the Corporation to meet certain financial covenants, including a net leverage ratio, an interest coverage ratio and a minimum liquidity amount;   Connor shares his background in the industry have created a number of royalties with Triple Flag PMs where mining companies are given much needed development capital in exchange for a royalty or stream on that project when it goes into production.  We also highlight Drews background making accretive acquisitions on existing 3rd-party royalties and streams. The company will be pursuing both approaches for new transactions with this credit facility.   We review again the growth still available in the existing 4 producing royalties as well as the 2 development-stage royalties moving into initial production by year end but ramping up into commercial production in 2027.  Wrapping up Connor outlines the value proposition for Summit Royalties both in terms of future compounded growth metrics, as well as in comparison to royalty peers in the sector.     Click here to follow the latest news from Summit Royalties   If you have any follow up questions for Connor about Summit Royalties, then please email them into us at Fleck@kereport.com or Shad@kereport.com.   In full disclosure, Shad is a shareholder of Summit Royalties at the time of this recording, and may choose to buy or sell shares at any time.     For more market commentary & interview summaries, subscribe to our Substacks:   The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/     Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security. Investing in equities and commodities involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.      

Andrew Morbitzer, VP of Corporate Development, Life360 (ASX: 360) Your standard teaser tells a buyer everything about your company and nothing about why you fit their strategy right now. When sellers expect the buyer to figure out that alignment, the deal dies on the desk. Andrew Morbitzer has led more than $2 billion in acquisitions at Intuit and GoDaddy, worked on the sell-side as an M&A advisor, and returned to the buy-side as VP of Corporate Development at Life360. What You'll Learn Why do corp dev teams default to no on inbound deals before the first conversation How banker incentives and buyer incentives point in opposite directions How to research a buyer's strategy and priorities using only public information What a realistic projection signals to a corp dev leader versus what a hockey stick signals How to apply Buyer-Led M&A™ thinking from the sell side If you're advising on deals and want a framework for how buyers actually evaluate fit, DealPilot, powered by M&A Science, has Buyer-Led M&A™ frameworks to help you pitch into the buyer's strategy instead of handing them a data sheet. ____________________ This episode of M&A Science is presented by DealRoom. DealRoom just launched the only MCP server built for Buyer-Led M&A™ — so your AI and your deal data finally work together. Connect Claude, ChatGPT, or Copilot directly to DealRoom and let your AI read your pipeline, analyze due diligence documents, and automatically write findings back.  See for yourself: dealroom.net/mcp ____________________ Episode Chapters [00:00] Introduction [07:12] Why Inbound Deals Rarely Fit [09:40] Rationalization Over Strategy [10:01] The Inbound Problem Is Not Just About Bankers [15:43] When a Bank Actually Does the Work [18:12] The Banker's Incentive Problem [20:51] How to Actually Land the Pitch [22:12] Cash Flow and Finance Partnership [24:53] First-Hand Research on the Buyer [29:42] How Detailed to Get on Value Creation [34:30] What a Misaligned Banker Actually Costs You [37:50] Cold Outreach vs. Warm Relationships [40:45] Moves That Accelerate Trust [43:07] Applying Buyer-Led M&A on the Sell Side [42:48] The Year One Mistake That Bit Us [46:12] Assessing Culture Fit Before Close

Synopsis: In an industry often defined by rapid innovation and high-stakes science, long-term success in biotech requires more than breakthrough discoveries—it demands strategic clarity, resilient leadership, and a deep understanding of unmet patient needs. In this engaging conversation, Rahul Chaturvedi sits down with Robert Jacks, President & CEO of Sparrow Pharmaceuticals, to explore his unconventional journey from civil engineering to biotech leadership, the lessons learned from building and exiting successful companies, and why creating lasting value should take precedence over chasing acquisitions. Robert reflects on his career spanning Pfizer, entrepreneurship, venture capital at OrbiMed, and leading multiple biotech companies, sharing how his experiences shaped his approach to leadership, capital allocation, and company building. He explains why influence matters more than authority, how empathy creates stronger organizations, and why keeping biotech companies lean allows them to remain resilient throughout unpredictable funding cycles. The conversation then explores Sparrow Pharmaceuticals' evolution from a rare disease company into a precision medicine leader focused on difficult-to-control type 2 diabetes. Robert provides an in-depth look at the emerging science behind cortisol biology, HSD1 inhibition, and why excess intracellular cortisol may represent one of the industry's most overlooked drivers of metabolic disease. He also discusses Sparrow's recent clinical data, the rationale behind its strategic pivot, the future of patient stratification in cardiometabolic disease, and how Sparrow aims to complement—not compete with—the rapidly expanding GLP-1 landscape. From fundraising and leadership philosophy to clinical development strategy and the next frontier of precision medicine, this episode offers practical insights for biotech founders, investors, and industry leaders navigating the complexities of building enduring biotech companies. Biography: Robert has 25 years of experience in the biopharmaceutical industry. He has founded or co-founded multiple companies and raised more than $300 million. Previously, Robert was the President & CEO of Indalo Therapeutics, a clinical-stage biotechnology company developing therapeutics for serious fibrotic diseases, and President, CFO, and Co-Founder of Symbiomix Therapeutics, which was sold after achieving NDA approval for Solosec®. Robert also previously held the positions of Head of Corporate Development for Tobira Therapeutics, Head of Business Development for ACT Biotech, and Entrepreneur-in-Residence for OrbiMed Advisors. Robert began his pharmaceutical industry career in finance and product development at Pfizer, where he last worked as the Director of Business Development for Oncology and Infectious Diseases. Robert earned an MBA from Columbia Business School, an MSE in Civil Engineering from Stanford University, and a BSE in Civil Engineering from Duke University. When not solving intractable healthcare problems, Robert spends as much time as possible with his two daughters.

Jose Gonzalez was supposed to be a lawyer. Then Hurricane Andrew hit South Florida in 1992, and the entry-level job he'd taken at Miami-Dade's Building and Zoning Department to pay his way through FIU turned into a career. He learned construction and its regulatory side on his feet, in the middle of a region rebuilding itself.At 22, when most of his peers were collecting diplomas, Armando Codina recruited him to work on Dolphin Mall. He never really left that world. When Codina Group merged into Flagler in 2006, he stayed on under Florida East Coast Industries, eventually rising to Executive Vice President of Corporate Development, the person responsible for the parts of development nobody claps for: land use, zoning, environmental, traffic, and the government relationships that decide whether a project ever gets out of the ground. His biggest stage was Brightline, the privately built rail line connecting Miami and Orlando, alongside the industrial buildout through Flagler Global Logistics that reshaped South Florida's warehouse map.In this episode we go all the way back, family, upbringing, the version of Jose who thought he'd be arguing in front of juries instead of zoning boards. We get into what Andrew actually looked like on the ground, what Armando Codina saw in a 22-year-old, the low points he doesn't usually talk about, and what he thinks is genuinely broken about how Miami gets built. He also tells us what it means to have come full circle, back in the Codina orbit where the whole thing started.Recorded at Buró, where we do our best work and drink our best drinks. Thanks to Mike Feinstein for the room and to Nick Garcia and the Vinya team for the pour. Connect with usWant to dive deeper into Miami's commercial real estate scene?

What if walking away from the CEO seat was the smartest career move you could make in AI right now?Cameron Herold sits down with Alex Triplett, COO of you.com, the company quietly powering web search for AI agents behind brands like Salesforce, Anthropic, and Harvey. Alex turned down the chance to be a CEO to take the second-in-command seat at a fast-moving AI startup, and he explains exactly why.They get into the operator work most leaders avoid: walking into a 135-person company, making a brutal focus call, and rebuilding the team around a single mission. Alex breaks down his first 90 days, the listening tour that validated his biggest decision, how he sells to enterprise without getting strung along, and the system that keeps him out of the minutiae.Skip this one, and you risk what most new executives do: the right idea at the wrong time, and broken trust. Listen now for the unfiltered COO playbook on focus and timing.Sponsored byGenius Network - An exclusive community for highly successful entrepreneurs, connecting you with top-tier leaders, strategic insights, and powerful relationships to help you grow your business faster and smarter.Learn more: https://www.geniusnetwork.com/Timestamped Highlights10:16 – “Google for AI agents,” explained: the invisible layer your favorite LLM cannot work without13:18 – You might be using you.com right now without knowing it. Here is where it hides in the AI stack15:08 – How to tell a real enterprise deal from a buyer who is just keeping you busy19:56 – The COO superpower hiding in plain sight, and why it gets you a seat at the C-suite table23:08 – Chief of staff or glorified executive assistant? The title too many companies get wrong25:24 – Three companies, one founder: how Richard runs you.com while raising $650M for a frontier lab33:34 – 135 people on day one: the focus call that cut the team to 110, then built it back stronger38:01 – One mission, one North Star, and the moment focus “just exploded” the company39:23 – The first 90 days that make or break a COO: the listening tour that validated everything47:23 – Why this COO leaves messages unread on purpose, and what it taught him about good decisions50:09 – The one-sentence piece of advice he would give his 22-year-old selfAbout the GuestAlex Triplett is the Chief Operating Officer of you.com, the leading web search API for AI agents, serving customers like Salesforce, Anthropic, and Harvey. An investor turned operator, Alex spent the first decade of his career in private equity before moving to the operating side. He served as Global Head of Corporate Development at ION Group, where he helped grow the business from $150 million to $3 billion in revenue, and later as CFO and COO of Appfire. He also chairs the board of the travel app Pangea and holds a degree from the McIntire School of Commerce at the University of Virginia.

In this Company Update, I welcome back Mike Burke, Director and Vice President of Corporate Development at Sitka Gold Corp. (TSX-V: SIG | OTCQB: SITKF | FSE: 1RF), to discuss the recent drill results from the RC Gold Project in the Yukon. Key Discussion Points: The Blackjack Drill Results: A deep dive into the geological significance of Hole 128, which delivered a 348 meter intercept of 1.12g/t gold. The Depth Component: Why escalating grades at depth are reshaping the exploration model, shifting focus toward economic transitions from open-pit to underground operations. Rhosgobel Expansion: An analysis of the first seven holes of the season and how they are expanding the known footprint of this key target area. The Tungsten Advantage: The metallurgical potential of tungsten as a high-value byproduct to smooth out grades and boost overall project economics. What Lies Ahead: A comprehensive look at the progress of the aggressive 60,000-meter program and upcoming catalysts from high-priority targets like the Saddle zone and Pukelman contact.   If you have any follow up questions for the team at Sitka Gold please email me at Fleck@kereport.com.    Click here visit the Sitka Gold website to learn more about the Company - https://sitkagoldcorp.com/   --------------------------- For more market commentary & interview summaries, subscribe to our Substacks:  The KE Report: https://kereport.substack.com/  Shad's resource market commentary: https://excelsiorprosperity.substack.com/   Investment Disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security or investment product. Investing in equities, commodities, really everything involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

A lot has been happening at AppCard, and Eran Harel, Senior VP of Corporate Development and Strategic Partnerships at AppCard, is back on Grocer Pod to discuss it all. Eran and Sean Kosednar met up at the 2026 Innovation Showcase to discuss the company's acquisition of SHOPtoCOOK, as well as AppCard's new chatbot, Ask Pinky.

Jeremy Segal, Executive Vice President of Corporate Development, Progress (NASDAQ: PRGS) Buyers who mistake a high LOI bid for a winning strategy are easy prey for sellers who know the growth equity playbook. Jeremy Segal's position: precision at the LOI stage is a stronger differentiator than price. Jeremy Segal is EVP of Corporate Development at Progress (NASDAQ: PRGS), a publicly traded software company that has nearly doubled revenue through M&A, from under $400 million to nearly $1 billion. He has closed roughly 50 acquisitions across his career at Progress, LogMeIn, and Akamai. How do you build a cost-optimization model before LOI for lines you know you can execute? How do you win a competitive process against PE without the highest headline number? When a seller restricts access during the announce-to-close window, how do you decide whether to escalate or walk? And how do you handle a workforce that expected an IPO and got an acquisition instead? Jeremy answers each one. What You'll Learn Building a pre-LOI cost optimization model on what you can actually execute How to use existing infrastructure to outbid PE on price Escalating diligence friction before it kills a deal Why a no-retrade commitment builds trust with sellers Structuring retention pools when a target's IPO falls through What target profile actually fits a disciplined buyer Why private valuations haven't caught up to public markets If you're building deal models before LOI and want a framework for translating those assumptions into an operational plan you can actually execute, DealPilot, powered by M&A Science, has Buyer-Led M&A™ frameworks to help you close the gap between what you modeled and what you deliver. ____________________ This episode of M&A Science is presented by DealRoom. DealRoom just launched the only MCP server built for Buyer-Led M&A™ — so your AI and your deal data finally work together. Connect Claude, ChatGPT, or Copilot directly to DealRoom and let your AI read your pipeline, analyze due diligence documents, and automatically write findings back.  See for yourself: dealroom.net/mcp ____________________ Episode Chapters [00:00] Intro [05:07] Why M&A has to be the growth engine [07:36] Deal cadence and financial discipline [09:42] Pipeline strategy and the five-year roadmap [12:46] How the synergy model works before LOI [17:15] The no-retrade commitment [17:48] Chef: beating PE on a competitive deal [24:56] ShareFile: carve-out from Cloud Software Group [28:07] What to look for in a carve-out diligence [33:48] MarkLogic: when the seller restricts access [38:48] When seller motivation becomes an orange flag [40:09] What counts as a material change warranting a retrade [41:12] How public market cycles affect the deal pipeline [48:09] Advice for a first-time acquirer [49:46] The craziest thing in M&A [53:02] Early Warning Signs in Diligence

Description:  In this podcast episode, be sure to listen to Bill Levinson as he hosts Michael Tobitsch, Executive Vice President & Head of Corporate Development at AmeriLife. Bill and Mike break down not only what it takes to succeed with selling insurance, but also the tools needed for agents to successfully scale their business.Learn various strategies used by other agents and agencies to enhance their value and create long term growth opportunities. There is no time like the present to begin your succession planning and create a lasting legacy that could positively impact future generations for years to come. "This isn't about changing what you do. It's about getting more out of what you've already built." Michael's Bio:  As AmeriLife's Executive Vice President and Head of Corporate Development, Michael Tobitsch spearheads AmeriLife's growth strategy and leads its mergers and acquisitions and partnership integration efforts. Previously, Michael served as a Managing Director at Marsh McLennan, where he managed a team of investment professionals who together deployed over $1 billion annually into global acquisitions across the insurance, investment management and advisory industries. Michael began his career as an investment banker at Wells Fargo Securities. Michael holds a B.S. from Boston University's Questrom School of Business with a concentration in finance and accounting. Check us out online: Agent Back Office Site: LevinsonAndAssociates.com Facebook: @levinsonandassociates TikTok: Levinson&Associates X: @levinsonassoc Instagram: @levinsonandassociates Threads: @levinsonandassociates LinkedIn: @bilevinson Podcast: levinson.libsyn.com YouTube Library: @thelevinson1

Scott Romanoff, Co-Managing Partner of Franchise Equity Partners, spent 28 years at Goldman Sachs and was a Partner for 12 years. He worked within the Investment Banking Division and the Executive Office based in both New York and London. He headed Corporate Development, and co-headed the Financial Institutions Financing Group, providing advice regarding debt and equity financing as well as risk management. He was Co-Chair of the Significant Acquisitions Oversight Group, and member of the GS Bank Management and Firm-wide Finance Committees. A graduate of New York University.

Haseeb Jawad, VP and Head of Corporate Development, Commvault (NASDAQ: CVLT) The people who leave post-close are usually the ones the deal depended on. Which means the problem starts with how you read culture before LOI and whether financial incentives are the only retention tool you are building with. Haseeb Jawad heads corporate development at Commvault, running a lean team with full accountability from sourcing through integration. He has led two to three acquisitions per year across multiple companies, sat on both sides of a transaction, and serves as his own IMO lead. The signals that tell you a deal will lose people are visible from the first founder conversation, if you know what to look for. What You'll Learn The three signals to read in every founder conversation before LOI How the TRUST framework applies across the full deal lifecycle Why retention runs heart, brain, pocket and what breaks when you invert it How to run employee-by-employee diligence without treating people as a cost line Why owning both deal and integration makes business case assumptions honest What one payroll timing issue did to months of trust-building after close If you're managing a post-close retention risk and financial incentives are the only lever you're pulling, DealPilot, powered by M&A Science, has Buyer-Led M&A™ frameworks to help you build the full retention model. ____________________ This episode of M&A Science is presented by DealRoom. DealRoom is the AI-powered operating system for Buyer-Led M&A™ — one connected system for pipeline, diligence, integration, and reporting. No tool-switching, no manual updates, no data gaps. See how it works: https://hubs.ly/Q04mcGKy0 ____________________ Episode Chapters [00:00] Intro [03:05] Engineer Turned Corp Dev Leader [07:45] How to Pick the Right M&A Deals [10:26] What Most Buyers Miss in Deal Criteria [15:44] Getting Founders to the Table [20:18] AI Washing and Valuation Reality [23:09] The TRUST Framework Explained [26:19] When Leadership Alignment Breaks Down [32:03] 3 Tiers of Culture Diligence Before LOI [35:40] The Retention Framework [38:31] Why Money Alone Won't Keep Your Key Talent [41:13] Structuring Retention Plans by Person [43:02] Why the Deal Team Should Stay [49:32] Making Minority Investments Work [51:57] Preserving Culture After Close [53:02] Early Warning Signs in Diligence [53:37] What Breaks First at High Deal Volume [54:02] Walking Away Post-LOI

Send us Fan MailIn this episode of WTR Small Cap Spotlight, Critical Metals Corp.'s Director of Corporate Development and Investor Relations, Tom McNamara, joins WTR's Tim Gerdeman and Dmitry Silversteyn to discuss the company's flagship Tanbreez rare earth project and its path to development. The conversation covers ownership consolidation, commercial partnerships, and accelerated project execution, as well as Critical Metals' broader strategy to build an integrated Western rare earth and lithium supply chain serving defense, advanced technologies, and the global energy transition. 

In this Company Update, I sit down with Mike Burke, Director and Vice President of Corporate Development at Sitka Gold Corp. (TSX.V: SIG | OTCQB: SITKF | FSE: 1RF), to break down the latest high-grade drill results from the Blackjack deposit at their flagship RC Gold Project in the Yukon. Mike discusses the strategic balance between infill and expansion drilling, explains how structural controls are guiding their deep exploration, and compares their current asset scale to Tier-1 gold systems in the region. Key Discussion Points: Recent High-Grade Drill Results: A look into the high-grade intercepts from the June 23rd release and what these mean for the asset. Infill vs. Expansion Drilling: How the company is prioritizing shallow, near-surface ounces while simultaneously testing the boundaries of the deposit. Deep Mining Trade-Off Studies: The ultimate goals for their deep drilling program and how it will shape future open-pit versus underground development decisions. Understanding Visible Gold: The real-time exploration value of frequent visible gold observations in the core and its correlation with higher-grade pockets. Corporate Scale and Target Size: Comparing Sitka's growing resource base to multi-million-ounce intrusion-related gold systems like Fort Knox and Eagle.   If you have any follow up questions for the team at Sitka Gold please email me at Fleck@kereport.com.    Click here visit the Sitka Gold website to learn more about the Company - https://sitkagoldcorp.com/   ----------------- For more market commentary & interview summaries, subscribe to our Substacks:  The KE Report: https://kereport.substack.com/  Shad's resource market commentary: https://excelsiorprosperity.substack.com/   Investment Disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security or investment product. Investing in equities, commodities, really everything involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

Send us Fan MailIn this episode of the WTR Small-Cap Spotlight podcast, Chris Zhang, Vice President of Corporate Development and Strategy of Maison Solutions Inc. (Nasdaq: MSS) joins host Tim Gerdeman, Vice Chair, Co-Founder and Chief Marketing Officer of Water Tower Research, and WTR Analyst James Kisner. Maison is a specialty grocery retailer serving Asian-American and other ethnic communities, operating HK Good Fortune stores in Southern California and Lee Lee International Supermarkets in Arizona. Zhang lays out the company's tech-driven transformation across four pillars: store inventory, sales and order operations, customer privacy, and customer loyalty, with AI-powered forecasting and replenishment furthest along and perishables the first problem it tackles. He details the newly announced collaboration framework with SupplyAi and MiniMax aimed at embedding AI in everyday food-retail workflows, the direct-sourcing strategy across Asia including the Guizhou Moutai distribution agreement, and the company's Worldcoin (WLD) treasury position and early proof-of-human exploration. The conversation closes with the operating KPIs and milestones that would signal the AI and solutions strategy is working over the next 12 months.

Yvonne Johnson left investment banking in New York to join the transformation team at First Bank of Nigeria. She spent eight years there, rising to Head of Strategy and Corporate Development - restructuring the operating model and building the bank's first digital finance strategy. When she left in 2018, she didn't start a lender. She co-founded Indicina, the API-driven credit infrastructure company that banks, digital lenders, and fintechs across Nigeria and Kenya now use to make faster, smarter credit decisions. This episode is a masterclass in building at the infrastructure layer - the rails, not the balance sheet.Key Topics Covered:Why she left Merrill Lynch to join First Bank - the deliberate career bet on institutional transformationWhat eight years inside Nigeria's largest retail bank taught her about stakeholder management and systemic changeThe founding decision: why Indicina was never going to be a lenderThe cost of capital argument: why banks will always win if you try to compete on balance sheetHow to sell to institutional clients with long procurement cycles and multiple sign-offsThe real friction in Africa's credit gap - it is not just a data problem, it is an accessibility problemThe opportunity cost problem: why banks choose government bonds over consumer loansWhat the next ten years looks like for African credit infrastructureWhat she would do differently - customer sequencing and the balance sheet question revisited

In aerospace, we talk a lot about “the future of flight.” But most of that conversation has been driven by fantasy. Fully electric aircraft that can't fly far enough, and technologies that look good in a render but can't sustain the physics or economics of real aviation.   That's why what Electra Aero is building feels like the first practical revolution in modern air mobility. It's not about escaping airports altogether; it's about rethinking what access to the air actually means.    A platform that combines the short-range flexibility of a helicopter with the efficiency, speed, and safety of a fixed-wing aircraft. A system that can land in 150 feet, carry nine passengers, and fly 1,000 miles…all at a cost per seat mile that rivals a Cessna Caravan.   In other words, not a science experiment, but an aircraft for both the Pentagon and Palm Springs.   When you look at the infrastructure, the capital, and the technology now converging, from turbo generators to hybrid propulsion, it's clear the “inflection point” for advanced air mobility is already here. The question isn't if we'll see it, but when the iceberg breaks the surface and everyone suddenly realizes how much has already been built underneath.   What makes this design different enough for the Department of Defense to back it, and powerful enough to fly missions no existing aircraft can?   In this special replay episode, the CEO of Electra Aero, Mark Allen, joins me to dive into what it takes to turn an experimental prototype into a scalable aircraft production company. We also discuss how hybrid-electric flight could redefine how people and goods move between cities in the next decade.   You'll learn: Why “payload-to-range” is the real metric that will define the winners in advanced air mobility How Electra's hybrid-electric system radically cuts maintenance and lifecycle costs Why vertical takeoff isn't the future, ultra-short takeoff and landing is How runway independence could transform both defense logistics and civilian travel What it takes to fund deep-tech aviation in a VC world built for SaaS Why the next big shift in aerospace will feel like a “ketchup bottle” moment: slow, then all at once How leadership and team “swing” drive complex innovation when the mission is bigger than any one person About the Guest: Marc Allen is the CEO of Electra Aero. At Electra, Marc is leading the charge in developing hybrid-electric Ultra Short aircraft to define the next level of seamless air travel connectivity. Through direct aviation, Electra is bringing air travel closer to where people live, work, and play – without airports, emissions, or noise. ‍Marc joined Electra after a distinguished career at The Boeing Company, where he held several key leadership roles, including Chief Strategy Officer and Senior Vice President for Strategy and Corporate Development. He led the $5 billion customer finance business before spending nearly a decade on Boeing's Executive Council, where he served as President of Boeing International and oversaw critical enterprise-wide functions. As head of all venture businesses, he led Wisk Aero's restructuring and full acquisition, focusing on the future of autonomous flight and serving as Chairman. Other roles at Boeing included President of the Embraer Partnership, President of Boeing China, and General Counsel of Boeing International. To learn more, go to http://electra.aero/ or connect with Marc on LinkedIn.  About your Host: Craig Picken is an Executive Recruiter, writer, speaker, and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    Resources: For more aerospace industry news & commentary: https://craigpicken.com/insights/.  To learn more about Craig Picken, visit https://craigpicken.com/.   Check out this episode on our website, Apple Podcasts, or Spotify, and don't forget to leave a review if you like what you heard. Your review feeds the algorithm, so our show reaches more people. Thank you! 

In this episode of The Executive Dose Podcast, host Stephen Beckman leads a timely discussion on how pharmaceutical manufacturers approach portfolio ideation, portfolio development, and strategic growth in today's increasingly complex healthcare environment.   Stephen is joined by Joe Hendrickson, Head of Strategy and Corporate Development for Serovia, for a conversation focused on how manufacturers identify unmet market needs, evaluate product opportunities, prioritize development pathways, and make strategic decisions amid growing industry pressure.   The discussion explores how pharmaceutical companies move from early-stage ideation to portfolio evaluation, development, commercialization, and lifecycle planning. As manufacturers face rising pricing pressure, market access barriers, regulatory expectations, competitive intensity, supply chain constraints, and evolving stakeholder demands, disciplined portfolio strategy has become more important than ever.   Listeners will gain perspective on how manufacturers are navigating uncertainty, adapting their growth strategies, and building more resilient portfolio models designed to bring meaningful therapies and solutions to market. Special Guest Joe Hendrickson Head of Strategy and Corporate Development Serovia

Linda Montgomery is Vice-President of Corporate Development, and Phil Franklin is Vice-President of Business Development for North and South America both at Zenatech. Zenatech is rapidly expanding its footprint across the drone industry through manufacturing, software development, drone as a service, operations, and strategic acquisitions. The company develops autonomous drone platforms for surveying, inspections, logistics, inventory management, and emerging defense applications while integrating AI software and data analytics into a unified ecosystem. At Zantec, Linda leads global strategy across investor relations, partnerships, marketing, and growth initiatives. Linda has over 20 years of experience, including senior marketing and business development roles with KPMG, IBM, and Telesat, as well as leadership in scaling more than 100 new ventures, product lines, and international market entries. She has also guided investor relations strategies for six IPOs and multiple public and venture-funded companies, advancing best practices in transparency, valuation growth, and market visibility. Phil spearheads the company's strategic expansion across North and South America, with a primary focus on driving sales growth and establishing ZenaTech's operational and manufacturing hub in Arizona. With over 25 years of experience in sales leadership and business operations, Phil plays a pivotal role in executing ZenaTech's "Drone as a Service" (DaaS) strategy. He is instrumental in building the company's pipeline for the ZenaDrone 1000 and IQ series drones, overseeing relationships with commercial, industrial, and government partners. His recent work includes leading initiatives to acquire flight training facilities to create a centralized pilot deployment hub and expanding the company's footprint in key sectors, such as logistics. In this episode of the Drone Radio show, Linda and Phil discuss Zenatech's approach to vertical integration, the company's growing drone as a service business, the role of autonomy and data in next generation drone operations, and its expansion into defense and counter UAS technologies.

This episode we are joined by Mr. Kaes Van't Hof - CEO of Diamondback Energy  & Viper Energy - two NASDAQ listed energy companies with market caps of ~$60 billion & ~$16 billion respectively. Mr. Van't Hof has served as the Chief Executive Officer and as a director of Diamondback since May 2025. Prior to his current position, he served as our President from February 2025 to May 2025, President and Chief Financial Officer from February 2022 to February 2025, Chief Financial Officer and Executive Vice President of Business Development from February 2019 to February 2022, as Senior Vice President of Strategy and Corporate Development from January 2017 to February 2019 and as our Vice President of Strategy and Corporate Development since joining us in July 2016. Mr. Van't Hof has served as Chief Executive Officer of Viper since February 2025, and as a director of Viper since November 2023. Before joining Diamondback and Viper, Mr. Van't Hof served as Chief Executive Officer for Bison Drilling and Field Services from September 2012 to June 2016. From August 2011 to August 2012, Mr. Van't Hof was an analyst for Wexford Capital, LP responsible for developing operating models and business plans, including for our initial public offering, and before that worked for the Investment Banking - Financial Institutions Group of Citigroup Global Markets, Inc. from February 2010 to July 2011. Mr. Van't Hof was a professional tennis player from May 2008 to January 2010. Mr. Van't Hof received a Bachelor of Science in Accounting and Business Administration from the University of Southern California. Among other things we learned about Shale 2.0: Disciplined Permian Growth. Enjoy. Thank you to our sponsors.Without their support this episode would not be possible:Connate Water SolutionsATB Capital MarketsWarren ValveBunch Projects-*This podcast is for informational and educational purposes only, and is not intended as investment advice. Please do your own research, and consult professionals directly before making any investment decisions.Support the show

The eBay, Amazon, Paypal, Square, & Stripe Of Latin America – Meet Leandro Cuccioli SVP Of Mercado Libre $MELIGuestLeandro Cuccioli -- SVP, Corporate Development, Strategy, Sustainability, and Investor Relations; Mercado LibreCompanyMercado Libre ($MELI)Websitehttp://investor.mercadolibre.com/BioLeandro Cuccioli has been Senior Vice President of Corporate Development, Strategy, Sustainability, and Investor Relations at Mercado Libre since July 2024. He has extensive experience in the private sector, having worked in private equity funds investing in the energy, retail, gas, and financial services sectors, with tenures at the UK's sovereign wealth fund and Capital Group, one of the world's largest asset managers. In addition to Latin America, he has professional experience in China, India, and Africa.Between 2016 and 2020, he served in the Argentine government, initially as Public Policy Coordinator in the Cabinet Office of the Chief of Ministers. He then became Deputy Minister of Finance (2017–2018) and later led Argentina's Federal Administration of Public Revenues (AFIP) as Minister of Revenue, overseeing the country's tax collection agency. He holds a degree in Industrial Engineering from the Buenos Aires Institute of Technology (ITBA) and an MBA from the Stanford Graduate School of Business.About Mercado Libre ($MELI)Founded in 1999, MercadoLibre, Inc (NASDAQ: MELI) is the leading company in e-commerce and financial technology in Latin America, with operations in 18 countries. It offers a complete ecosystem of solutions for individuals and businesses to buy, sell, advertise, obtain credit and insurance, collect, send money, save, and pay for goods and services both online and offline. Mercado Libre looks to facilitate access to commerce and financial services in Latin America, a market that offers great opportunities and high growth potential. It uses world-class technology to create intuitive solutions tailored to the local culture to transform the lives of millions of people in the region. More information at http://investor.mercadolibre.com/

In this Company Update, I chat with Mike Burke, Director and Vice President of Corporate Development at Sitka Gold (TSX.V: SIG | OTCQB: SITKF | FSE: 1RF), to unpack the first drill result of the year from the massive 60,000-meter program at the RC Gold Project. Mike breaks down the significance of hole 121, the deepest hole ever drilled on the project, which returned high-grade mineralization at depth.  Key Discussion Points: Deep Drilling: An introduction to hole 121, the deepest hole ever completed on the project, and a look at the high-grade intercepts returned from the assay lab. Geological Implications: Why the company initiated this year's program at the Blackjack deposit and how the mineralization extends far below the currently defined open-pit boundaries. Underground Mining Horizons: A look into the future economic trade-offs, target cut-off grades, and the structural data needed to support a future underground resource estimate. Drill Program Scaling: An update on the progression of the 60,000-meter program, current drill counts across the Rhosgobel and Blackjack zones, and expectations for upcoming assay flow.   If you have any follow up questions for the team at Sitka Gold please email me at Fleck@kereport.com.    Click here visit the Sitka Gold website to learn more about the Company - https://sitkagoldcorp.com/   ----------------------- For more market commentary & interview summaries, subscribe to our Substacks:  The KE Report: https://kereport.substack.com/  Shad's resource market commentary: https://excelsiorprosperity.substack.com/ Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security or investment product. Investing in equities, commodities, really everything involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

John Kim, or Kimmer, has raised more than $70 billion across his career for leading venture capital and private equity firms. Kimmer recently distilled three decades of lessons into The Tao of Fundraising, the best book I've ever read on fundraising for investment managers. Since then, Kimmer joined a General Catalyst portfolio company, Lila Sciences, as Chairman and President of Corporate Development. Our conversation covers Kimmer's philosophy about raising capital, the sales process, art of persuasion, best practices in a meeting, frameworks determining fundraising success, taxonomy of institutional investors, ideal sales team structure and compensation, and the features he carried over from capital formation for funds to a new operating role. Learn More Follow Ted on Twitter at @tseides or LinkedIn Subscribe to the mailing list Access Transcript with Premium Membership Editing and post-production work for this episode was provided by The Podcast Consultant (⁠https://thepodcastconsultant.com⁠)

Interview with Oliver Turner, Executive Vice President of Corporate Development, Americas Gold & SilverOur previous interview: https://www.cruxinvestor.com/posts/americas-gold-silver-tsxusa-productivity-gains-drill-growth-antimony-upside-9947Recording date: 12th May 2026Americas Gold & Silver is emerging as a significant player in the global silver market, driven by a combination of operational transformation, strong institutional interest, and favorable industry dynamics. Once a relatively illiquid stock with daily trading volumes of $400,000 to $500,000, the company now sees $70–75 million in daily turnover, reflecting growing participation from major investors, including BlackRock UK and European institutions. This shift highlights increasing demand for exposure to silver, which is gaining recognition not only as a precious metal but also as a critical industrial resource.At the center of the company's growth strategy is the Galena mine in Idaho, one of the highest-grade silver mines in the world, with average grades of 500 grams per ton and a resource base exceeding 200 million ounces. Following years of underinvestment, a comprehensive modernization program has significantly improved performance. Production has already increased from 270 to 410 tons per day, with further expansion targets of 650 tons per day in the near term and over 1,000 tons per day within two years. Advanced mining methods such as longhole stoping have delivered productivity gains of over 300%.The broader market backdrop further strengthens the company's outlook. Silver demand is rising due to its critical role in solar panels, AI infrastructure, and next-generation batteries, while supply remains constrained. The market has recorded persistent annual deficits of 150–200 million ounces, and with 70% of silver produced as a byproduct, supply cannot easily scale.Despite these favorable fundamentals, Americas Gold & Silver trades at roughly 0.6 times net asset value, significantly below recent peer acquisition multiples near 2 times. With strong cash reserves, ongoing operational improvements, and exposure to U.S.-based critical minerals policy support, the company is positioned for continued growth and potential valuation re-rating.Learn more: https://www.cruxinvestor.com/companies/americas-gold-silver-corporationSign up for Crux Investor: https://cruxinvestor.com

In this Company Update, I am joined by Mike Burke, Director and Vice President of Corporate Development at Sitka Gold (TSX.V: SIG | OTCQB: SITKF | FSE: 1RF). Mike provides a comprehensive breakdown of the May 14th news release regarding the updated Mineral Resource Estimate at the Rhosgobel Gold Deposit within the RC Gold Project. The conversation covers the following key developments: Expanded Mineral Resource Estimate: Mike discusses the official addition of tungsten and silver to the resource at the Rhosgobel deposit, enhancing the overall value of the asset. The Strategic Value of Tungsten: A look at how Sitka Gold's tungsten grade compares to existing mines and the potential for this critical metal to provide non-dilutive funding and government interest. Silver as a Value Add: An overview of the newly defined silver resource and how it contributes to the bulk-tonnage potential of the project. 2026 Exploration Drilling: Details on the massive 60,000-meter drill program currently underway, including progress at the Rhosgobel and Blackjack deposits. Permitting and Infrastructure Advantages: How the inclusion of critical metals might streamline permitting processes and attract federal infrastructure grants.   If you have any follow up questions for the team at Sitka Gold please email me at Fleck@kereport.com.    Click here visit the Sitka Gold website to learn more about the Company - https://sitkagoldcorp.com/   ----------------------- For more market commentary & interview summaries, subscribe to our Substacks:  The KE Report: https://kereport.substack.com/  Shad's resource market commentary: https://excelsiorprosperity.substack.com/ Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security or investment product. Investing in equities, commodities, really everything involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

Interview with Peter Ruse, Head of Corporate Development, and Nicholas Holthouse, MD of Mont Royal ResourcesOur previous interview: https://www.cruxinvestor.com/posts/mont-royal-resources-asxmrz-ashram-acquisition-drives-november-2025-asx-re-admission-8400Recording date: 4th May 2026Mont Royal Resources is on the verge of releasing a highly anticipated Preliminary Economic Assessment (PEA) for its Ashram rare earth project in Quebec, showcasing structural improvements that could redefine the project's financial viability. By strategically redesigning its operations, the company has successfully slashed projected capital costs by more than half, transforming the asset into an eminently financeable operation.This massive cost saving stems primarily from two pivotal decisions: securing a year-round southern road route instead of relying on ice-bound northern ports, and relocating the complex hydrometallurgical processing plant to the Port of Saguenay. Moving the plant away from the remote mine site to an established industrial port guarantees cheaper construction, better access to skilled labor, and proximity to mature mining services. Think of it like moving a specialized, high-tech manufacturing facility from an isolated island directly to an industrial park—everything from daily logistics to emergency maintenance becomes instantly more efficient and less expensive.Beyond its rare earth endowment, Mont Royal is unlocking a lucrative secondary revenue stream by actively targeting fluorspar. With impressive high-grade intersections reaching up to 20% and global metspar shortages driving prices to $400–500 per ton, this mineral acts as a standalone financial pillar rather than a mere byproduct. Despite a massive 200-million-ton resource, the operation is purposefully designed as a boutique, high-value asset. It plans to move roughly 70,000 tons annually in standard 20-ton shipping containers, significantly simplifying the supply chain compared to traditional bulk commodity movements.Crucially, Mont Royal is positioning itself to capture premium pricing outside of China's market dominance. By utilizing a CIF European price deck, the company aims to capitalize on extreme Western supply shortages. This disconnect is highlighted by europium prices, which can exceed $1,000/kg in Western markets compared to a mere $22/kg in China. With proven, uncomplicated metallurgy and firmly secured First Nations support, Mont Royal is advancing a generational critical minerals project ready to feed Western supply chains.View Mont Royal Resources' company profile: https://www.cruxinvestor.com/companies/mont-royal-resourcesSign up for Crux Investor: https://cruxinvestor.com

We've all been holding on to the edges of our seats to see how the situation in the German cannabis market unfolds. Today, we have the pleasure of having a conversation with Alfredo Pascual, CFA who is renowned as one of the "voices of reason" in the cannabis industry, wherein we go deep into the possible outcomes of the recent regulatory changes.We're sure this episode will be a treat for many.Alfredo Pascual, CFA, is Head of Strategy & Corporate Development at Cannamedical, one of Europe's leading independent medical cannabis companies.He brings a decade of experience in investment analysis, capital allocation, and market and regulatory intelligence within the cannabis industry, having previously served as Executive Director of Seed Innovations Ltd (LON:SEED), on the Supervisory Board of Avextra, and as International Analyst at MJBizDaily.Alfredo is also a CFA Charterholder with an MA in Governance and Public Policy from Universität Passau and a BBA from Universidad Católica del Uruguay, complemented by certifications in pharmaceutical drug regulation.---Resources Mentioned in the Video:• FAZ article• another FAZ mention • Parliamentary inquiry response• EKOCAN reports• EU Council Framework Decision 2004/757/JHA of 25 October 2004• German medical cannabis applications for insurance reach 100,000: MJBizDaily❇️ Get in touch at https://www.thecannabisconversation.co.ukConnect with Nikita Cretu on LinkedIn:https://www.linkedin.com/in/nikita-cretu-b24b83a8/Connect with Thomas Gray on LinkedIn:https://www.linkedin.com/in/thomas-c-s-gray/

Climbing the Big 4 partner track is supposed to be the ultimate career goal. But for those on the inside, it often just feels like pledging a 10-year corporate fraternity.In this episode of the Acquisitions & Asphalt series, Sam Silverman brings on Alex Loebig, Head of Corporate Development for The Pave, to discuss why she walked away from a 12-year career at GE Capital and Deloitte to dive into the gritty world of blue-collar M&A.They break down the psychological shift required to leave the Fortune 100, and pull back the curtain on what Post-Day 1 integration actually looks like when you acquire a 30-year-old Mom-and-Pop business.They cover:Why the corporate partner track is changing, and why the delayed gratification may no longer be worth itThe "MBA Dilemma": Is business school actually worth the time and opportunity cost?How to slowly flex your "risk muscle" without blowing up your personal life or bank accountThe reality of Post-Day 1 integration: Why your shiny new CRM means nothing without employee buy-inHow to build immediate trust with blue-collar founders when you are the "corporate outsider"The low-hanging fruit of M&A: Moving acquired companies from personal piggy banks to GAAP complianceHow taking back-office stress off a founder allowed them to double their paving bidding capacitySpotting red flags during due diligence: Work In Progress (WIP) and the hidden impact of safety protocolsThe "Suits" Illusion: Why buying a business isn't just glamorous negotiations (and why ego kills partnerships)This is a weekly series. New episodes every Tuesday.Learn more about The Pave: https://thepave.coLearn more about Silverman Capital: https://silvermancapital.co

In this Company Update, we are joined by Mike Burke, Director and VP of Corporate Development at Sitka Gold (TSX.V: SIG | OTCQB: SITKF). Mike provides an in-depth look at the company's 60,000-meter drill program currently underway at the RC Gold Project in the Yukon. Mike discusses the initial visual results from the Blackjack and Rhosgobel deposits, highlighting the presence of visible gold and metallurgical recoveries for both Gold and Tungsten.   Key Discussion Points: 2024 Drill Program Overview: Mike shares details on the progression of the 60,000-meter program and what the current four-drill setup means for the season's timeline. Visual Gold and Mineralization: Get insights into the visual indicators found in the early drill cores, including the presence of visible gold and scheelite. Expanding the Resource Potential: Mike explains how the current drilling aims to test the expansion of open-pit resources and explore the potential for high-grade underground operations.  Outstanding Metallurgical Recoveries: Insights into the recent lab results showing 94.3% gold recovery and 84.7% tungsten recovery from the Rhosgobel deposit. Upcoming Milestones: What investors can expect in the coming months, including the first batch of assay results anticipated in May.   If you have any follow up questions for the team at Sitka Gold please email me at Fleck@kereport.com.    Click here visit the Sitka Gold website to learn more about the Company - https://sitkagoldcorp.com/   ------------------------- For more market commentary & interview summaries, subscribe to our Substacks:  The KE Report: https://kereport.substack.com/  Shad's resource market commentary: https://excelsiorprosperity.substack.com/ Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security or investment product. Investing in equities, commodities, really everything involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

Interview with Oliver Turner, VP, Corporate Development of Americas Gold & Silver Corp.Our previous interview: https://www.cruxinvestor.com/posts/americas-gold-silver-tsxusa-undervalued-investment-series-with-oliver-turner-9605Recording date: 20th April 2026Americas Gold & Silver Corp. (TSX:USA) is one of the more straightforward turnaround-to-growth stories currently available in the silver sector. The company controls the Galena mine in Idaho's Silver Valley with 190 million ounces of silver in resource at 19% year-over-year increase in M&I mineral resources and 21% increase in M&I grades. After 14 months of operational restructuring under a new management team, the company has moved into active execution of a strategy it spent much of 2025 designing and capitalising.The operational picture at Galena is improving on several fronts. The introduction of longwall stoping, a more productive mining method than the underhand cut-and-fill technique the mine had used for a century, has already delivered results. In 2025, Galena produced silver at 473 g/t, the highest grade in 20 years. Nine longwall panels have been completed, and the transition to 70% longwall stoping by late 2027 is projected to reduce per-tonne mining costs by 40–50%. At the same time, hoisting upgrades have doubled shaft capacity and are expected to triple skipping speeds by mid-May 2026, while a fibre optic network is being installed to automate mine operations and improve productivity further.Alongside Galena, the company acquired the Crescent mine, located nine miles away, which produces the same ore type and will begin feeding the Galena mill in H2 2026. With the Galena mill currently running at roughly 55% of capacity, Crescent ore provides a near-term margin improvement by spreading fixed costs across a higher throughput base. Crescent has not seen an exploration drill hole since 2011, and the company plans to drill it aggressively as part of its 64,000-metre, $20 million 2026 exploration programme.The antimony angle is one that distinguishes Americas Gold & Silver from most silver producers. Galena is the largest producing antimony mine in the Americas and has produced antimony continuously since World War II. Until recently, the company was contractually penalised for this production rather than paid for it. That changed on January 2026 when a renegotiated offtake agreement brought antimony and copper into the revenue column. A joint venture with US Antimony to construct an on-site leaching facility is expected operational within 16 months at a total cost of approximately $50 million which will further maximise the value of that production stream. Americas Gold & Silver's 51% share is fundable from operating cash flow, and US government financing discussions are underway.From a valuation standpoint, the company currently trades at 0.6–0.7 times NAV based on eight-analyst consensus at spot prices. Comparable silver producers trade at 1.5–2 times NAV. Recent M&A in the silver sector has taken place at approximately 2 times NAV. That gap is the investment opportunity in its simplest form. Closing it requires execution and the first production report of 2026 was received positively by the market.The risks are real. Underground silver mining ramp-ups are operationally complex, and the antimony leaching facility has not yet broken ground. Investors should treat 2026 quarterly production reports as the primary scorecard. But the resource quality, cost reduction trajectory, byproduct monetisation timeline, and valuation discount to peers combine to make Americas Gold & Silver one of the more compelling risk-reward propositions in the silver producer space today.View Americas Gold & Silver's company profile: https://www.cruxinvestor.com/companies/americas-gold-silver-corporationSign up for Crux Investor: https://cruxinvestor.com

Lenny's Podcast: Product | Growth | Career ✓ Claim : Read the notes at at podcastnotes.org. Don't forget to subscribe for free to our newsletter, the top 10 ideas of the week, every Monday --------- Keith Rabois was an early executive at PayPal (part of the famous PayPal Mafia), COO at Square, VP of Corporate Development at LinkedIn, and an early investor in Stripe, DoorDash, Airbnb, YouTube, Ramp, and Palantir. Currently he's managing director at Khosla Ventures. Also, he hasn't touched a computer since September 2010 (he does everything from an iPad).In our in-depth conversation, Keith shares:1. The barrels vs. ammunition hiring framework (and how to spot barrels)2. Why talking to customers is actively harmful for consumer products3. How to identify undiscovered talent4. Why the PM role is dying5. The three traits of the best-performing companies right now6. The specific interview question he asks every senior candidate7. Why CMOs (not engineers) are becoming the #1 consumer of tokens—Brought to you by:WorkOS—Modern identity platform for B2B SaaS, free up to 1 million MAUsVanta—automate compliance, manage risk, and accelerate trust with AI—Episode transcript: https://www.lennysnewsletter.com/p/hard-truths-about-building-in-the-ai-era—Archive of all Lenny's Podcast transcripts: https://www.dropbox.com/scl/fo/yxi4s2w998p1gvtpu4193/AMdNPR8AOw0lMklwtnC0TrQ?rlkey=j06x0nipoti519e0xgm23zsn9&st=ahz0fj11&dl=0—Where to find Keith Rabois:• X: https://x.com/rabois• LinkedIn: linkedin.com/in/keith• Website: https://www.khoslaventures.com—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Keith Rabois(01:59) Why Keith hasn't used a computer since 2010(04:52) The team you build is the company you build(07:40) How Keith learned to identify talent at PayPal(10:05) Tactics for getting better at hiring(15:31) The barrels vs. ammunition framework(18:52) What makes someone a barrel(22:36) How to attract the best talent(26:18) Building companies on undiscovered talent(27:53) Why better performance requires more pressure(32:36) Career advice in the age of AI(35:14) The future of the product triad(41:03) Why design and code are merging(49:35) What practicing law taught Keith about entrepreneurship(51:22) Contrarian takes on customer feedback(1:02:33) Identifying great AI opportunities(1:05:13) Advice for evaluating statrups (1:12:36) Criticizing in public vs. private(1:15:05) Failure corner(1:17:29) Lightning round—Referenced:• Square: https://squareup.com• Jack Dorsey on X: https://x.com/jack• Head of Claude Code: What happens after coding is solved | Boris Cherny: https://www.lennysnewsletter.com/p/head-of-claude-code-what-happens• Simon Willison's Weblog: https://simonwillison.net• Vinod Khosla on X: https://x.com/vkhosla• Peter Thiel on X: https://x.com/peterthiel• Max Levchin on X: https://x.com/mlevchin• David Sacks on LinkedIn: https://www.linkedin.com/in/davidoliversacks• Tony Xu on X: https://x.com/t_xu• David Sze on X: https://x.com/davidsze• Faire: https://www.faire.com• Max Rhodes on X: https://x.com/MaxRhodesOK• Jeffrey Kolovson on LinkedIn: https://www.linkedin.com/in/jeffreykolovson• Uncapped | Comparative Advantages w/ Keith Rabois: https://www.khoslaventures.com/posts/uncapped-comparative-advantages-w-keith-rabois• Lattice: https://lattice.com• Taylor Francis on LinkedIn: https://www.linkedin.com/in/taylor-francis-4ba49640• Building product at Stripe: craft, metrics, and customer obsession | Jeff Weinstein (Product lead): https://www.lennysnewsletter.com/p/building-product-at-stripe-jeff-weinstein• The art of hiring: insights from Khosla Ventures, Airbnb, Ramp and Traba: https://ramp.com/velocity/the-art-of-hiring-insights• Eric Glyman: Seek out super individual contributors (ICs): https://ramp.com/velocity/the-art-of-hiring-insights#Eric-Glyman:-Seek-out-super-individual-contributors-(ICs)• Eric Glyman on X: https://x.com/eglyman• Mike Moore on LinkedIn: https://www.linkedin.com/in/mike-moore-802223177• Brian Chesky's new playbook: https://www.lennysnewsletter.com/p/brian-cheskys-contrarian-approach• Why you should work much harder RIGHT NOW: https://marginalrevolution.com/marginalrevolution/2026/03/why-you-should-work-much-harder-right-now.html• Opendoor: https://www.opendoor.com• The Craft of Early Stage Venture | Peter Fenton, General Partner at Benchmark | Uncapped with Jack Altman: https://www.youtube.com/watch?v=vRiblwiXt-Q• Lovable: https://lovable.dev• The rise of the professional vibe coder (a new AI-era job) | Lazar Jovanovic (Professional Vibe Coder): https://www.lennysnewsletter.com/p/getting-paid-to-vibe-code• Building Lovable: $10M ARR in 60 days with 15 people | Anton Osika (co-founder and CEO): https://www.lennysnewsletter.com/p/building-lovable-anton-osika• Marc Andreessen: The real AI boom hasn't even started yet: https://www.lennysnewsletter.com/p/marc-andreessen-the-real-ai-boom• Jeremy Stoppelman on X: https://x.com/jeremys• The design process is dead. Here's what's replacing it. | Jenny Wen (head of design at Claude): https://www.lennysnewsletter.com/p/the-design-process-is-dead• Andy Warhol: https://en.wikipedia.org/wiki/Andy_Warhol• Curation and Algorithms: https://stratechery.com/2015/curation-and-algorithms• Ernest Hemingway: https://en.wikipedia.org/wiki/Ernest_Hemingway• William Shakespeare: https://en.wikipedia.org/wiki/William_Shakespeare• Evan Moore on X: https://x.com/evancharles• Andrew Mason on X: https://x.com/andrewmason• Read Taylor Swift's Full Viral Speech After Record-Breaking Awards Sweep: https://www.newsweek.com/entertainment/read-taylor-swift-full-acceptance-speech-record-breaking-awards-sweep-11745941• The Chainsmokers: Stories Behind the Songs, AI's Impact on Music, and Venture Investing | Uncapped with Jack Altman: https://www.youtube.com/watch?v=9GMSC-2pYnw&list=PLtpH7YnTL8ihy0nR2BV32n5VkRtqlDAS1&index=16• How to spot a top 1% startup early: https://www.lennysnewsletter.com/p/how-to-spot-a-top-1-startup-early• David Weiden on LinkedIn: https://www.linkedin.com/in/davidweiden• Alfred Lin on LinkedIn: https://www.linkedin.com/in/linalfred• Keith's post about vertical integration on X: https://x.com/rabois/status/870673635375104000• Jon Chu on X: https://x.com/jonchu• Kanu Gulati on X: https://x.com/KanuGulati• Rogo: https://rogo.ai• Profound: https://www.tryprofound.com• Basis: https://www.getbasis.ai• Spellbook: https://www.spellbook.legal• Roelof Botha on X: https://x.com/roelofbotha• Delian Asparouhov on LinkedIn: https://www.linkedin.com/in/delian-asparouhov-87447742• Lessons From Keith Rabois, Essay 1: How to become a Venture Capitalist: https://delian.io/lessons-1• Velocity over everything: How Ramp became the fastest-growing SaaS startup of all time | Geoff Charles (VP of Product): https://www.lennysnewsletter.com/p/velocity-over-everything-how-ramp• Nuremberg on AppleTV+: https://tv.apple.com/us/movie/nuremberg/umc.cmc.3sg4y0382byupy76bfy7307k4• Eight Sleep: https://www.eightsleep.com• “NO DAYS OFF”—Bill Belichick on X: https://x.com/SNFonNBC/status/829036279069364224—Recommended books:• Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration: https://www.amazon.com/Creativity-Inc-Overcoming-Unseen-Inspiration/dp/0812993012• The Jordan Rules: The Inside Story of One Turbulent Season with Michael Jordan and the Chicago Bulls: https://www.amazon.com/Jordan-Rules-Sam-Smith/dp/0671796666• The Upside of Stress: Why Stress Is Good for You, and How to Get Good at It: https://www.amazon.com/Upside-Stress-Why-Good-You/dp/1101982934—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com

Keith Rabois was an early executive at PayPal (part of the famous PayPal Mafia), COO at Square, VP of Corporate Development at LinkedIn, and an early investor in Stripe, DoorDash, Airbnb, YouTube, Ramp, and Palantir. Currently he's managing director at Khosla Ventures. Also, he hasn't touched a computer since September 2010 (he does everything from an iPad).In our in-depth conversation, Keith shares:1. The barrels vs. ammunition hiring framework (and how to spot barrels)2. Why talking to customers is actively harmful for consumer products3. How to identify undiscovered talent4. Why the PM role is dying5. The three traits of the best-performing companies right now6. The specific interview question he asks every senior candidate7. Why CMOs (not engineers) are becoming the #1 consumer of tokens—Brought to you by:WorkOS—Modern identity platform for B2B SaaS, free up to 1 million MAUsVanta—automate compliance, manage risk, and accelerate trust with AI—Episode transcript: https://www.lennysnewsletter.com/p/hard-truths-about-building-in-the-ai-era—Archive of all Lenny's Podcast transcripts: https://www.dropbox.com/scl/fo/yxi4s2w998p1gvtpu4193/AMdNPR8AOw0lMklwtnC0TrQ?rlkey=j06x0nipoti519e0xgm23zsn9&st=ahz0fj11&dl=0—Where to find Keith Rabois:• X: https://x.com/rabois• LinkedIn: linkedin.com/in/keith• Website: https://www.khoslaventures.com—Where to find Lenny:• Newsletter: https://www.lennysnewsletter.com• X: https://twitter.com/lennysan• LinkedIn: https://www.linkedin.com/in/lennyrachitsky/—In this episode, we cover:(00:00) Introduction to Keith Rabois(01:59) Why Keith hasn't used a computer since 2010(04:52) The team you build is the company you build(07:40) How Keith learned to identify talent at PayPal(10:05) Tactics for getting better at hiring(15:31) The barrels vs. ammunition framework(18:52) What makes someone a barrel(22:36) How to attract the best talent(26:18) Building companies on undiscovered talent(27:53) Why better performance requires more pressure(32:36) Career advice in the age of AI(35:14) The future of the product triad(41:03) Why design and code are merging(49:35) What practicing law taught Keith about entrepreneurship(51:22) Contrarian takes on customer feedback(1:02:33) Identifying great AI opportunities(1:05:13) Advice for evaluating statrups (1:12:36) Criticizing in public vs. private(1:15:05) Failure corner(1:17:29) Lightning round—Referenced:• Square: https://squareup.com• Jack Dorsey on X: https://x.com/jack• Head of Claude Code: What happens after coding is solved | Boris Cherny: https://www.lennysnewsletter.com/p/head-of-claude-code-what-happens• Simon Willison's Weblog: https://simonwillison.net• Vinod Khosla on X: https://x.com/vkhosla• Peter Thiel on X: https://x.com/peterthiel• Max Levchin on X: https://x.com/mlevchin• David Sacks on LinkedIn: https://www.linkedin.com/in/davidoliversacks• Tony Xu on X: https://x.com/t_xu• David Sze on X: https://x.com/davidsze• Faire: https://www.faire.com• Max Rhodes on X: https://x.com/MaxRhodesOK• Jeffrey Kolovson on LinkedIn: https://www.linkedin.com/in/jeffreykolovson• Uncapped | Comparative Advantages w/ Keith Rabois: https://www.khoslaventures.com/posts/uncapped-comparative-advantages-w-keith-rabois• Lattice: https://lattice.com• Taylor Francis on LinkedIn: https://www.linkedin.com/in/taylor-francis-4ba49640• Building product at Stripe: craft, metrics, and customer obsession | Jeff Weinstein (Product lead): https://www.lennysnewsletter.com/p/building-product-at-stripe-jeff-weinstein• The art of hiring: insights from Khosla Ventures, Airbnb, Ramp and Traba: https://ramp.com/velocity/the-art-of-hiring-insights• Eric Glyman: Seek out super individual contributors (ICs): https://ramp.com/velocity/the-art-of-hiring-insights#Eric-Glyman:-Seek-out-super-individual-contributors-(ICs)• Eric Glyman on X: https://x.com/eglyman• Mike Moore on LinkedIn: https://www.linkedin.com/in/mike-moore-802223177• Brian Chesky's new playbook: https://www.lennysnewsletter.com/p/brian-cheskys-contrarian-approach• Why you should work much harder RIGHT NOW: https://marginalrevolution.com/marginalrevolution/2026/03/why-you-should-work-much-harder-right-now.html• Opendoor: https://www.opendoor.com• The Craft of Early Stage Venture | Peter Fenton, General Partner at Benchmark | Uncapped with Jack Altman: https://www.youtube.com/watch?v=vRiblwiXt-Q• Lovable: https://lovable.dev• The rise of the professional vibe coder (a new AI-era job) | Lazar Jovanovic (Professional Vibe Coder): https://www.lennysnewsletter.com/p/getting-paid-to-vibe-code• Building Lovable: $10M ARR in 60 days with 15 people | Anton Osika (co-founder and CEO): https://www.lennysnewsletter.com/p/building-lovable-anton-osika• Marc Andreessen: The real AI boom hasn't even started yet: https://www.lennysnewsletter.com/p/marc-andreessen-the-real-ai-boom• Jeremy Stoppelman on X: https://x.com/jeremys• The design process is dead. Here's what's replacing it. | Jenny Wen (head of design at Claude): https://www.lennysnewsletter.com/p/the-design-process-is-dead• Andy Warhol: https://en.wikipedia.org/wiki/Andy_Warhol• Curation and Algorithms: https://stratechery.com/2015/curation-and-algorithms• Ernest Hemingway: https://en.wikipedia.org/wiki/Ernest_Hemingway• William Shakespeare: https://en.wikipedia.org/wiki/William_Shakespeare• Evan Moore on X: https://x.com/evancharles• Andrew Mason on X: https://x.com/andrewmason• Read Taylor Swift's Full Viral Speech After Record-Breaking Awards Sweep: https://www.newsweek.com/entertainment/read-taylor-swift-full-acceptance-speech-record-breaking-awards-sweep-11745941• The Chainsmokers: Stories Behind the Songs, AI's Impact on Music, and Venture Investing | Uncapped with Jack Altman: https://www.youtube.com/watch?v=9GMSC-2pYnw&list=PLtpH7YnTL8ihy0nR2BV32n5VkRtqlDAS1&index=16• How to spot a top 1% startup early: https://www.lennysnewsletter.com/p/how-to-spot-a-top-1-startup-early• David Weiden on LinkedIn: https://www.linkedin.com/in/davidweiden• Alfred Lin on LinkedIn: https://www.linkedin.com/in/linalfred• Keith's post about vertical integration on X: https://x.com/rabois/status/870673635375104000• Jon Chu on X: https://x.com/jonchu• Kanu Gulati on X: https://x.com/KanuGulati• Rogo: https://rogo.ai• Profound: https://www.tryprofound.com• Basis: https://www.getbasis.ai• Spellbook: https://www.spellbook.legal• Roelof Botha on X: https://x.com/roelofbotha• Delian Asparouhov on LinkedIn: https://www.linkedin.com/in/delian-asparouhov-87447742• Lessons From Keith Rabois, Essay 1: How to become a Venture Capitalist: https://delian.io/lessons-1• Velocity over everything: How Ramp became the fastest-growing SaaS startup of all time | Geoff Charles (VP of Product): https://www.lennysnewsletter.com/p/velocity-over-everything-how-ramp• Nuremberg on AppleTV+: https://tv.apple.com/us/movie/nuremberg/umc.cmc.3sg4y0382byupy76bfy7307k4• Eight Sleep: https://www.eightsleep.com• “NO DAYS OFF”—Bill Belichick on X: https://x.com/SNFonNBC/status/829036279069364224—Recommended books:• Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration: https://www.amazon.com/Creativity-Inc-Overcoming-Unseen-Inspiration/dp/0812993012• The Jordan Rules: The Inside Story of One Turbulent Season with Michael Jordan and the Chicago Bulls: https://www.amazon.com/Jordan-Rules-Sam-Smith/dp/0671796666• The Upside of Stress: Why Stress Is Good for You, and How to Get Good at It: https://www.amazon.com/Upside-Stress-Why-Good-You/dp/1101982934—Production and marketing by https://penname.co/. For inquiries about sponsoring the podcast, email podcast@lennyrachitsky.com.—Lenny may be an investor in the companies discussed. To hear more, visit www.lennysnewsletter.com

Is generative AI on track to become the biggest productivity unlock for marketers since the internet, or will it forever be stuck in endless pilot projects and one-off experiments?Agility requires moving beyond isolated experiments and embracing the systemic redesign of core creative and marketing workflows. It's about building the operational muscle to not just adopt new technology, but to integrate it into the very fabric of how your brand creates value.Today, we're going to talk about what happens after the initial hype cycle of generative AI. We're moving past the novelty of prompting for images and into the far more complex challenge of operationalizing AI at enterprise scale. This isn't just about adding a new tool; it's about re-architecting the entire creative supply chain and redefining the role of human judgment in a world of content abundance.To help me discuss this topic, I'd like to welcome Hannah Elsakr, VP of New GenAI Business Ventures at Adobe. About Hannah Elsakr Hannah Elsakr serves as Vice President of GenAI New Business Ventures at Adobe, where she leads efforts at the intersection of technology, creativity, and marketing. She launched Adobe Firefly Enterprise businesses, starting with Firefly Services for creative automation and Firefly Foundry, Adobe's GenAI deep-tuning managed service, enabling brands to adopt commercially safe generative AI. Previously, she led Corporate Development and served as Chief of Staff to Adobe's CEO and Chair, Shantanu Narayen. Hannah is also Board President for the Adobe Foundation, which creates positive change through support for creative and digital literacy, social equity and opportunity, and active engagement in the communities where we live and work.Hannah has experience leading global businesses in ecommerce & marketplaces, consumer products, SaaS, and advisory services. Prior to joining Adobe, she was the Vice President at eBay with P&L responsibility for eBay's Canada, Latin America, and U.S. Exports businesses as well as business operations. Hannah previously held leadership roles at eBay, Del Monte Foods, Avon Products, McKinsey & Co., and J.P. Morgan.Hannah holds a Bachelor of Science degree in applied mathematics with computer science from MIT and an MBA from Harvard Business School. Hannah Elsakr on LinkedIn: https://www.linkedin.com/in/hannahelsakr/ Resources Adobe: https://www.adobe.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://aglbrnd.co/r/2868abd8085a9703 Drive your customers to new horizons at the premier retail event of the year for Retail and Brand marketers. Learn more at CRMC 2026, June 1-3. https://aglbrnd.co/r/d15ec37a537c0d74 Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://aglbrnd.co/r/faaed112fc9887f3 Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://aglbrnd.co/r/35ded3ccfb6716ba Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company Hosted on Acast. See acast.com/privacy for more information.

Is generative AI on track to become the biggest productivity unlock for marketers since the internet, or will it forever be stuck in endless pilot projects and one-off experiments? Agility requires moving beyond isolated experiments and embracing the systemic redesign of core creative and marketing workflows. It's about building the operational muscle to not just adopt new technology, but to integrate it into the very fabric of how your brand creates value. Today, we're going to talk about what happens after the initial hype cycle of generative AI. We're moving past the novelty of prompting for images and into the far more complex challenge of operationalizing AI at enterprise scale. This isn't just about adding a new tool; it's about re-architecting the entire creative supply chain and redefining the role of human judgment in a world of content abundance. To help me discuss this topic, I'd like to welcome Hannah Elsakr, VP of New GenAI Business Ventures at Adobe. About Hannah Elsakr Hannah Elsakr serves as Vice President of GenAI New Business Ventures at Adobe, where she leads efforts at the intersection of technology, creativity, and marketing. She launched Adobe Firefly Enterprise businesses, starting with Firefly Services for creative automation and Firefly Foundry, Adobe's GenAI deep-tuning managed service, enabling brands to adopt commercially safe generative AI. Previously, she led Corporate Development and served as Chief of Staff to Adobe's CEO and Chair, Shantanu Narayen. Hannah is also Board President for the Adobe Foundation, which creates positive change through support for creative and digital literacy, social equity and opportunity, and active engagement in the communities where we live and work. Hannah has experience leading global businesses in ecommerce & marketplaces, consumer products, SaaS, and advisory services. Prior to joining Adobe, she was the Vice President at eBay with P&L responsibility for eBay's Canada, Latin America, and U.S. Exports businesses as well as business operations. Hannah previously held leadership roles at eBay, Del Monte Foods, Avon Products, McKinsey & Co., and J.P. Morgan.Hannah holds a Bachelor of Science degree in applied mathematics with computer science from MIT and an MBA from Harvard Business School. Hannah Elsakr on LinkedIn: https://www.linkedin.com/in/hannahelsakr/ Resources Adobe: https://www.adobe.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://aglbrnd.co/r/2868abd8085a9703 Drive your customers to new horizons at the premier retail event of the year for Retail and Brand marketers. Learn more at CRMC 2026, June 1-3. https://aglbrnd.co/r/d15ec37a537c0d74 Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://aglbrnd.co/r/faaed112fc9887f3 Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://aglbrnd.co/r/35ded3ccfb6716ba Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

Darren Blasutti, EVP of Corporate Development at Minera Alamos, covers the company's recent financing achievements, strategic growth plans, and the evolving landscape of bank financing for mid-tier mining companies. The company did announce a new term sheet with ScotiaBank and National Bank for US$75M. Darren explains how recent developments have transformed Minera Alamos into a more robust, fully financed producer poised for growth.

Most business owners spend their time focused on growth — revenue, employees, and operations. But the biggest opportunities to build wealth often aren't in the day-to-day. They're in how the business is structured, how advisors work together, and how efficiently profits are turned into personal wealth. In this episode, Andrew is joined by Bayntree Wealth's Director of Corporate Development, Brian Hartstein, to introduce the Four Corners of Business Owner Planning — a framework for identifying where businesses are losing money and where untapped opportunities exist. With over three decades of experience working with business owners, Brian breaks down how risk protection, employee benefits, structure and compliance, and owner wealth strategy all need to work together to create a more efficient and valuable business. You'll also learn why most advisory teams operate in silos, how that disconnect costs business owners money, and how proactive coordination can unlock opportunities that often go unnoticed. In this podcast interview, you'll learn:  The Four Corners framework and how it applies to your business Where business owners are unknowingly losing money How to use pre-tax dollars more effectively Why most advisors fail to communicate — and what that costs you How proactive planning can create better long-term outcomes

Chrissy Cox, VP & Head of Corporate Development, Booz Allen Hamilton ​​Booz Allen Hamilton didn't build one of the most active acquisition programs in federal tech by waiting for banker inbounds. They built it by showing up years before anyone else. Chrissy Cox has built Booz Allen's corporate development function from scratch and done it twice. Her team was named Deal Team of the Year by the Association for Corporate Growth, and under her leadership, roughly 80% of their acquisitions come from companies they already have a relationship with. That's not luck, it's a system. In this episode, she breaks down exactly how that system works — from pipeline development to cultural diligence to integration ownership — and what most corp dev teams get wrong before they ever get to LOI. What You'll Learn in This Episode How to build a proprietary pipeline that makes you the preferred buyer before a process starts The specific cultural fit questions Chrissy asks — and the one answer that ended a deal on the spot Why she tells founder-led sellers to hire their own banker, even on proprietary deals How to navigate a carve-out when scope is impossible to fully define upfront When spinning out a business beats building it internally The three mistakes that derail most corp dev functions before they find their footing This episode is sponsored by M&A Science Intelligence Hub If you're trying  to move from cold outreach to genuine relationship-building with targets, the Intelligence Hub has the Partner-First Acquisition Evaluation Playbook — a practitioner-built framework for structuring pre-acquisition partnerships, evaluating targets through the lens of existing relationships, and moving from partner to acquirer with conviction. Become an M&A Scientist at www.mascience.com/membership  _____________________ ‍This episode is also sponsored by DealRoom‍ The best M&A teams close deals faster...not because they work harder, but because they have better systems. DealRoom helps you manage your entire deal lifecycle from target identification through close. No more hunting for documents or wondering what's blocking progress. Request a Demo today: https://hubs.ly/Q03ZMvQX0 ____________________ Episode Chapters  [00:00:00] Intro [00:04:20] Chrissy Cox's path into M&A [00:05:04] Building Booz Allen's corp dev function [00:10:32] How Booz Allen builds a proprietary deal pipeline [00:15:08] The partner-first approach to acquisitions [00:20:31] When founders should consider selling [00:23:49] Why culture can kill a great deal [00:29:40] Carve-out lessons from the PAR Government deal [00:33:24] Why founders should hire bankers [00:43:43] Integration: protect the secret sauce [00:48:01] The biggest mistakes in corporate development [00:49:33] The craziest thing about M&A

Interview with Oliver Turner, VP, Corporate Development of Americas Gold & Silver Corp.Our previous interview: https://www.cruxinvestor.com/posts/americas-gold-silver-tsxusa-new-usa-critical-minerals-hub-to-be-built-9246Recording date: 13th March 2026Americas Gold & Silver is executing an ambitious expansion strategy at its flagship Galena mine in Idaho, backed by what management argues is a significant valuation disconnect in the market. Trading at 0.7-0.85 times net asset value according to consensus analyst models, the company sits well below the peer group average of 1.5x NAV despite operating the world's third highest-grade primary silver mine.The company recently announced its largest exploration program in history, comprising 64,000 meters of drilling primarily focused at Galena. Recent results have delivered impressive intercepts approaching 5 kilograms per ton of silver, accompanied by substantial copper and antimony byproducts. The program builds on two major 2025 discoveries, including the 34 vein which has expanded to a target of 6-7 million ounces.Management's production goal centers on returning Galena to 5 million ounces annually, matching historical 2002 output levels. This target underpins a three-year operational transformation plan focused on modernization, equipment upgrades, and transitioning to more efficient mining methods. The strategy emphasizes dual objectives: increasing throughput while simultaneously improving grades through targeted drilling of high-grade zones.Executive Vice President Oliver Turner emphasized the management team's proven track record, having previously scaled production from near-zero to 200,000 gold ounces annually at both Coeur Mining and Klondex using identical operational strategies. The team's execution capability represents a key differentiator as the company navigates its growth phase.Strategic initiatives include a joint venture with US Antimony to construct an antimony processing facility at Galena, maximizing payability for critical mineral byproducts, and the acquisition of the nearby Crescent mine to generate operational synergies.With $130 million in cash and a $50 million undrawn credit facility, all planned growth initiatives are fully funded without requiring additional capital raises. At current silver prices above $84 per ounce, the company generates robust operating cash flow while investing in production expansion.View Americas Gold & Silver's company profile: https://www.cruxinvestor.com/companies/americas-gold-silver-corporationSign up for Crux Investor: https://cruxinvestor.com

Nathan Rust, Senior VP of Corporate Development, Salas O'Brien Salas O'Brien has completed 30+ mergers with a 100% success rate and 93% cumulative leadership retention.  That doesn't happen by accident. Nathan Rust, Senior VP of Corp Dev, explains the system behind those numbers. He shares how they screen bad fits on the first call, why their CEO meets every employee from acquired firms, and how a founder-driven sourcing flywheel attracts inbound deals. In this episode: You'll learn how they screen 200+ opportunities a year down to the ones worth closing, why their initial diligence list is 10 questions, how reverse due diligence works as a real screening tool, and what CEO-led integration meetings mean for retention. The core argument: Cultural fit isn't a soft metric. Believe it or not, it's the primary filter for deals. EBITDA tells you what you're buying, but people tell you whether it survives.  If you run corp dev at a people-intensive business and wonder why your post-close retention doesn't match your pre-close promises, this episode is for you. What You'll Learn in This Episode Why retention is one of the most overlooked risks in M&A How cultural compatibility is assessed during early conversations Why many buyers damage their reputation by retrading deals How equity rollovers align incentives between buyers and sellers Why simplicity in diligence often produces better results How direct outreach and referrals drive proprietary deal flow The role of reverse diligence in evaluating buyer credibility This episode is sponsored by M&A Science If you're struggling to retain founder-led leadership teams post-close, the Hub has frameworks for cultural integration and leadership retention to help you actually deliver on what you promised at signing. Get access at www.mascience.com/membership _____________________ This episode is also sponsored by DealRoom The best M&A teams close deals faster...not because they work harder, but because they have better systems. DealRoom helps you manage your entire deal lifecycle from target identification through close. No more hunting for documents or wondering what's blocking progress. Request a Demo today: https://hubs.ly/Q03ZMvQX0  ____________________ Episode Chapters  [00:04:40] Nathan's Background & How It Shaped His M&A Philosophy [00:09:25] Why People Are the Primary Deal Filter [00:11:23] The Three Screening Criteria on Every First Call [00:16:51] Earnouts, Equity Rollover, and Employee Ownership [00:21:21] Deal Sourcing: Employee Referrals, Buy-Side Reps, Direct Outreach [00:33:37] How Introductory Calls Actually Run (And Why They're 90% Personal) [00:42:10] The 10-Question Diligence List & Reverse Due Diligence   [00:47:50] Valuation Philosophy — Fair Offers, No Retrading [00:51:10] ESOP Deal Complexity & The Charlotte Deal Story [00:55:00] Integration: Why the CEO Meets Every Employee [00:57:44] The Craziest Thing in M&A 

Ryan King, VP of Corporate Development at Equinox Gold, joins the program to discuss the company's "transformational" shift in 2025, which saw net debt plummet from over $1.5B to just $75 million following strategic asset divestments. The company is currently focusing on reaching nameplate capacity at its two cornerstone Canadian operations, Valentine and Greenstone, while targeting a 2026 production range of 700,000 to 800,000 ounces. This robust balance sheet has allowed Equinox to initiate an inaugural quarterly dividend and a share buyback program, opening the stock to a broader mandate of growth and yield-focused investors. Furthermore, the discussion explores organic growth potential and the upcoming technical reports for the self-funded Valentine Phase II expansion.

Doug Green, Publisher of Technology Reseller News, interviewed Dayton Turner, VP of Solutions Engineering, and Chris Burgy, SVP of Corporate Development at Ooma, to discuss the accelerating transition away from legacy copper lines and the growing opportunity for partners to address the POTS replacement market. The discussion focused on the ongoing retirement of the public switched telephone network (PSTN) and the operational challenges organizations face as they migrate critical services from traditional analog lines to modern connectivity solutions. Turner explained that many businesses still depend on POTS lines for applications such as elevators, alarm systems, fire panels, and point-of-sale terminals—systems that were originally designed around the reliability of copper infrastructure. As telecom providers continue phasing out these legacy networks, organizations must identify alternative technologies that maintain reliability while supporting modern connectivity requirements. Burgy emphasized that the transition represents a significant opportunity for channel partners and service providers. Many enterprises and small businesses are only beginning to understand the scope of the copper shutdown and the operational impact it will have on their infrastructure. This creates demand for partners who can evaluate existing deployments, recommend migration strategies, and implement replacement solutions that ensure continuity of critical services. The conversation also highlighted how wireless and IP-based solutions are increasingly being deployed to replace traditional analog lines. These technologies enable businesses to maintain connectivity for essential systems without the limitations of legacy copper infrastructure, while also improving manageability and scalability. For partners, the key is combining technical expertise with proactive engagement to help customers navigate the transition before service disruptions occur. Ultimately, Turner and Burgy stressed that the copper sunset is not simply a network upgrade—it is a structural shift in telecommunications infrastructure. Organizations that begin planning now will be better positioned to maintain operational resilience, while partners who guide customers through the migration will play a critical role in the next phase of enterprise communications. Visit https://www.ooma.com/

With over a billion creators projected to be active in the next decade, is the traditional distinction between a brand, a publisher, and a creator in need of an updated definition?Agility requires not just reacting to new platforms, but fundamentally rethinking who creates your content and how you build an authentic community around it. It's about moving from a campaign mindset to an ecosystem mindset.Today, we're going to talk about the seismic shift in the media landscape, driven by the explosive growth of the creator economy. We'll explore how the very definition of a creator is evolving from a short-term influencer to a long-term brand builder, and what opportunities and challenges this presents for established brands that are trying to earn and keep their audience's attention.To help me discuss this topic, I'd like to welcome, Andrew Perlman, Co-Founder and CEO at Recurrent. About Andrew Perlman Andrew Perlman is the Co-Founder and Chief Executive Officer of Recurrent. Perlman co-founded the company in 2018 with the acquisition of The Drive. Over a span of three years, he oversaw the acquisition of nearly 25 noteworthy brands, including Task & Purpose, Popular Science, Dwell, and Donut, and in the process, introduced Recurrent as the new parent company for the digital media portfolio. In 2022, Perlman rejoined the organization from his role on the board as the Head of M&A and Corporate Development before he assumed the role of CEO in 2023. Previously, Andrew spent over six years as the Chief Executive Officer of XpresSpa, FORM Holdings, and its predecessor company, Vringo, where he led the overall business operations and strategy as well as capital raising. During his tenure, he also oversaw five acquisitions and the NASDAQ listing of the company. Andrew has also served as Vice President of Business Development at EMI Music, SVP of Music and Digital at Classic Media, and held roles at early mobile content companies. Andrew Perlman on LinkedIn: https://www.linkedin.com/in/adperlman/ Resources Recurrent: https://recurrent.io/ Take your personal data back with Incogni! Use code AGILE at the link below and get 60% off an annual plan: https://aglbrnd.co/r/c43e68ce5cfb321e The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://aglbrnd.co/r/2868abd8085a9703 Drive your customers to new horizons at the premier retail event of the year for Retail and Brand marketers. Learn more at CRMC 2026, June 1-3. https://aglbrnd.co/r/d15ec37a537c0d74 Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://aglbrnd.co/r/faaed112fc9887f3 Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://aglbrnd.co/r/35ded3ccfb6716ba Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company Hosted on Acast. See acast.com/privacy for more information.

With over a billion creators projected to be active in the next decade, is the traditional distinction between a brand, a publisher, and a creator in need of an updated definition? Agility requires not just reacting to new platforms, but fundamentally rethinking who creates your content and how you build an authentic community around it. It's about moving from a campaign mindset to an ecosystem mindset. Today, we're going to talk about the seismic shift in the media landscape, driven by the explosive growth of the creator economy. We'll explore how the very definition of a creator is evolving from a short-term influencer to a long-term brand builder, and what opportunities and challenges this presents for established brands that are trying to earn and keep their audience's attention. To help me discuss this topic, I'd like to welcome, Andrew Perlman, Co-Founder and CEO at Recurrent. About Andrew Perlman Andrew Perlman is the Co-Founder and Chief Executive Officer of Recurrent. Perlman co-founded the company in 2018 with the acquisition of The Drive. Over a span of three years, he oversaw the acquisition of nearly 25 noteworthy brands, including Task & Purpose, Popular Science, Dwell, and Donut, and in the process, introduced Recurrent as the new parent company for the digital media portfolio. In 2022, Perlman rejoined the organization from his role on the board as the Head of M&A and Corporate Development before he assumed the role of CEO in 2023. Previously, Andrew spent over six years as the Chief Executive Officer of XpresSpa, FORM Holdings, and its predecessor company, Vringo, where he led the overall business operations and strategy as well as capital raising. During his tenure, he also oversaw five acquisitions and the NASDAQ listing of the company. Andrew has also served as Vice President of Business Development at EMI Music, SVP of Music and Digital at Classic Media, and held roles at early mobile content companies. Andrew Perlman on LinkedIn: https://www.linkedin.com/in/adperlman/ Resources Recurrent: https://recurrent.io/ Take your personal data back with Incogni! Use code AGILE at the link below and get 60% off an annual plan: https://aglbrnd.co/r/c43e68ce5cfb321e The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://aglbrnd.co/r/2868abd8085a9703 Drive your customers to new horizons at the premier retail event of the year for Retail and Brand marketers. Learn more at CRMC 2026, June 1-3. https://aglbrnd.co/r/d15ec37a537c0d74 Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://aglbrnd.co/r/faaed112fc9887f3 Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://aglbrnd.co/r/35ded3ccfb6716ba Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

In this forward-looking conversation, Dustin sits down with Andy Morgan, Chief Partnerships Officer at 2U, to unpack what digital education looks like in 2026—and where it's heading next. From the maturation of online learning to mounting regulatory pressure and the rapid acceleration of AI, Andy outlines the three major forces reshaping higher ed strategy today.The big takeaway? Moving a program online isn't innovation anymore. Institutions that thrive will build integrated, learner-first strategies that blend modality, rethink marketing, and use AI to enhance—not replace—human connection.Guest Name: Andy Morgan, Chief Partnerships Officer, 2UGuest Social: LinkedInGuest Bio: Andy Morgan is 2U's Chief Partnerships Officer overseeing all aspects of 2U's partner relationships, including strategy, growth, and performance, as well as 2U's enterprise business. A long-time leader at 2U, Morgan has held a variety of strategic roles critical to the company's growth and expansion, including Head of Corporate Development and, most recently, Interim Head of the Alternative Credential Segment. With over 15 years of experience in edtech, Morgan brings a wealth of industry knowledge that has been instrumental in molding 2U into one of the world's leading edtech companies.Prior to joining 2U in 2018, Morgan spent seven years at Pearson managing merger and acquisitions and global business transformation across Pearson's media and education businesses. Earlier in his career, Morgan worked in the London office of Ernst & Young in several transaction advisory and consulting roles serving private equity clients.Morgan lives in Bethesda, Maryland, with his wife and two children. He holds a BSc in Economics from the University of Warwick. - - - -Connect With Our Host:Dustin Ramsdellhttps://www.linkedin.com/in/dustinramsdell/About The Enrollify Podcast Network:The Higher Ed Geek is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — The AI Workforce Platform for Higher Ed. Learn more at element451.com. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

It has been said that we don't have “big data” in healthcare, but instead a large amount of “small data.”In this episode, Halle speaks with Kyle Armbrester, CEO of Datavant and former CEO of Signify Health (acquired for $8B), about why healthcare data still moves the way it did decades ago and what it will take to modernize it at scale. Kyle reflects on building and leading large health tech companies and explains how fixing data flow could reduce administrative waste, improve security, and make care easier for patients and providers alike.We cover:Why healthcare billing still happens after the fact and how that fuels administrative wasteHow missing data standards led to fax-based workflows and brittle systemsWhy healthcare data is such an attractive target for cyberattacksHow clinical data can be shared digitally without being owned or resoldLeadership lessons from scaling companies through IPOs and acquisitions—About our guest: Kyle Armbrester is Chief Executive Officer of Datavant, a healthcare data platform company with a mission to make the world's health data secure, accessible, and actionable. Datavant operates the largest and most diverse health data exchange in the U.S., connecting more than 70 percent of the 100 largest health systems, all U.S. payers, and 300 plus real world data partners.Previously, Kyle served as CEO of Signify Health, where he led more than 200 percent revenue growth, took the company public in 2021, and guided its acquisition by CVS Health in 2023 for approximately $8 billion. He later served on the CVS Health executive management team, overseeing healthcare delivery strategy and interoperability.Earlier in his career, Kyle was Chief Product Officer and Head of Corporate Development at athenahealth, where he helped scale revenue from $320 million to $1.2 billion and launched the company's partnership marketplace. Kyle has served on multiple healthcare boards and holds an MBA and AB from Harvard University.—Chapters:00:01:20 Introduction to Kyle Armbrester and his journey in healthcare00:03:58 The impact of Athena Health on healthcare innovation00:06:20 Datavant: Revolutionizing health data interoperability00:08:15 The role of Datavant in reducing administrative burden00:12:20 Understanding Datavant's value proposition across stakeholders00:14:00 Consumer products and data accessibility at Datavant00:18:25 The scale and impact of Datavant in healthcare00:19:35 Cybersecurity challenges in healthcare data management00:23:57 Bridging the gap in healthcare regulations00:26:13 Unlocking the value of untapped healthcare data00:29:25 Challenges of value-based care models00:33:23 The reality of being a CEO in healthcare00:37:00 Navigating IPOs vs. Acquisitions00:39:44 Innovating healthcare incentives for better outcomes—Pre-order Halle's new book, Massively Better Healthcare.—