Category Archives: Public Entrepreneur

Live from Davos: Jason Paltrowitz & Richard Carleton on Innovations in Cannabis

CSE’s James Black was joined by Jason Paltrowitz, EVP of Corporate Services at OTC Markets, and CSE CEO, Richard Carleton, at the Cannatech Davos Cannabis House for the second installment of a live episode of #HashtagFinance.

In this discussion, Paltrowitz and Carleton talk about the advantages of transparency in the public markets (3:30), how public markets might recapture investor trust in the cannabis industry (7:45), the macro trends that might help lift the market (10:30), and how, instead of sweeping government action, it’s been innovators and entrepreneurs that have been driving the cannabis industry forward (15:30).

Listen until the end to hear about the impressive pace of innovation within this space (22:00) and how some companies are successfully grasping what it means to be a public company (24:30).

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Live From Davos: Jason Paltrowitz & Richard Carleton on Cannabis in Public Markets

CSE’s James Black was joined by Jason Paltrowitz, EVP of Corporate Services at OTC Markets, and CSE CEO, Richard Carleton, at the Cannatech Davos Cannabis House for a very special live episode of #HashtagFinance.

In this interactive discussion Paltrowitz and Carleton explain the advantages of being a publicly traded company and the importance of that funding in the cannabis industry (2:30), the lessons we can learn (again) from this burgeoning industry (12:00), why the US government is the worst weed dealer possible (17:30), and how the entrance of international biotech companies into the industry is helping to legitimize it on a governmental level (20:00).

Listen until the end to hear about the incredible potential of hemp to solve big problems the world is facing (27:00), and why North America continues to be the best place for cannabis companies to go public (36:00).

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Rockcliff Metals: CEO Alistair Ross is bullish on copper as everything goes electric

Rockcliff Metals (CSE:RCLF) is a Canadian near-term copper producer and active explorer in the Snow Lake greenstone belt of Manitoba.

The company has one of the largest land parcels in the Snow Lake mining belt, a region home to copper, zinc, gold, and silver deposits – the portfolio spans more than 4,500 square kilometres. Also key to the plan is the Bucko Mill, a facility that Rockliff will convert to process copper (it was originally built to handle nickel).

Rockcliff’s growth outlook is simple to grasp, with near-term annual copper production projected at 20,000 tonnes and rising gradually to over 50,000 tonnes.

Chief Executive Officer Alistair Ross spoke with Public Entrepreneur about the realities of taking a mine into production in the current environment, and what shareholders can expect from his team in 2020.

You are a seasoned mining veteran who has lived in many different parts of the world, including England and Africa. What drew you to Rockcliff’s project in Manitoba?

The opportunity to build a mining company from scratch was something I had been contemplating for a while. When the Rockcliff opportunity presented itself, I was asked to take the company from an explorer to a producer, from essentially a one-person company directing exploration activities to a company that would find its way into the mid-tier ranks of copper producers.

I jumped out of my second retirement when I saw the resource base it already had. The fact that some of the heavy lifting had already been done with Greenstone Resources providing the capital to get us through the study phase, and Norvista providing the cornerstone asset of the Bucko Mill lease as well as an important mineral resource in the Tower project, is really important.

Rockcliff’s portfolio of properties is extensive.  Walk us through the highlights.

The bulk of the properties are similar in a couple of ways. One, the deposits are at or near surface, and that would allow for rapid access via ramp and portal rather than shaft. Secondly, they are typically narrow veins and steeply dipping in nature. This has allowed us to focus on designing a mining method that could fit multiple ore bodies and allow the transfer of capital equipment from one mine to the next.

Tell us how you transform a junior explorer into a high-grade copper-zinc producer.

Our strategy is to focus on our copper-rich deposits initially due to our belief that, of all metals needed for the next phase of greening our planet, copper is virtually a core part of almost all solutions currently being contemplated and pursued.

Battery-powered electric vehicles, renewable power generation, storage of energy – all of these require copper in differing amounts. BHP put out a forecast in May 2019 suggesting that at the mid-point of forecast EV penetration, approximately 1 million tonnes per annum of extra copper would be required.

How we are aiming to position ourselves to deliver some of that extra production is by selecting three of our more promising projects (Rail, Tower, and Talbot) for drilling with an eye to preliminary economic analyses. We would then select the best looking project to advance to a bankable feasibility study (BFS) that would include defining the work required to recommission the Bucko Mill.

We would concurrently permit the mining property and the mill to become a copper producer and have a financing plan in place so that – upon board approval of a construction decision at the end of 2020 – we could begin to mobilize in early 2021. That would all be with a view to producing our first concentrate for sale in early to mid 2022.

Outline your work program for 2020 and tell us if you expect it to be a busy summer.

The whole year will be busy. We intend on having updated resource statements for Tower, Rail, and Talbot by the end of February, and our preliminary economic analyses of those three properties should be ready by early May.

From there, we would go into a bankable feasibility study on the chosen property for completion by year-end. In parallel, our permitting for the mine property and the mill will be proceeding, and our financing plan will be completed based on the preliminary economics.

While we are waiting for the BFS project selection, we are drilling our secondary properties at Copperman, Free Beth and Tramping. As soon as we have made our decision for the BFS property, we will then launch an intensive drill program to further upgrade our knowledge and allow for BFS-level work on the resource, mining, and metallurgical factors.

Can you shed some light on Rockcliff’s status regarding production permits, environmental permits, and road access to the Snow Lake properties?

We have taken all the samples and completed our studies on the Tower and Talbot properties. At Rail, we are just short of our spring study samples to be in a similar position.

We have completed our studies on the implications of placing copper tailings in the tailing area at Bucko and found no impact. We are therefore ready to file for a Notice of Alteration for the mill once we have completed our mining studies to understand what throughput may be required to match the mine output.

Roads are only contemplated for the Talbot and Rail properties, and studies are underway to assess both environmental permit applications and engineering design implications.

How much cash do you have on hand and how far does it get you?

We currently have sufficient funding to complete our required exploration program with approximately $12 million in our flow-through account, and we are on track to complete our studies for a board construction decision in December. We have about $5 million in our hard dollar account to support us until then. We would require a raise to begin construction in 2021.

What are the prospects for subsidiary Goldpath Resources, which has five highly prospective lode-gold properties within the Snow Lake area?

We are pleased that Kinross Gold has agreed to continue its earn-in option at Laguna and Lucky Jack, and we look forward to seeing their continued success. The rest of the properties are of secondary interest at the moment and we will be undertaking a strategic review of their role in our company during 2020.

Given your advanced work, has the company signed any preliminary offtake agreements?

We have not signed any offtake agreements but we have been approached with expressions of interest to talk as our studies develop. Our very early review of the ores suggests that our concentrate will be clean and of reasonable to high grade. So with current knowledge, I do not anticipate any issues placing these concentrates on the market at competitive rates.

This story was featured in the Public Entrepreneur magazine.

Learn more about Rockcliff Metals Corp. at https://rockcliffmetals.com/.

Dr. Raza Bokhari on the Real Promise of CBD

CSE’s Barrington Miller was recently joined in the studio by Dr. Raza Bokhari, CEO of FSD Pharma (CSE:HUGE), whose company recently celebrated their market open at the Canadian Securities Exchange.

In this discussion Dr. Bokhari shares what it’s like to be the first company to be dual-listed on the CSE and NASDAQ (1:35), the importance for companies in the capital markets to be in “the big ocean” (5:25), the groundbreaking clinical trials FSD Pharma is conducting with a synthetic compound that acts like CBD (6:30), and the “HUGE” importance of their ticker symbol (11:00).

Listen until the end to hear Dr. Bokhari’s personal path towards becoming a serial, “eccentric”, entrepreneur (12:30).

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Cerro de Pasco Resources: A new generation breathes life into an old mine with benefits that reach far and wide

Cerro de Pasco is a centuries-old community nestled high in the Andes Mountains of Peru, but after nearly 400 years, a local mine that once brought prosperity must rethink a path forward in alliance with the nearly 50,000 people who now live there.

What began as an underground operation became an open pit at the centre of a growing population of miners and their families. Outdated mining technology resulted in inefficient yields. Tailings and stockpiles grew, and contaminated dust and water crept into surrounding areas.

There’s a huge economic opportunity in the tailings and stockpile at the site, though, not to mention known in-situ resources, 11,000 hectares of concessions, and unexplored areas.

But Cerro de Pasco Resources (CSE:CDPR) wants to do more than make money.

Chief Executive Officer Guy Goulet and Executive Chairman Steven Zadka have a vision that, if everything goes right, will see parts of the population relocate away from certain areas to new locations with clean drinking water, heat in their homes, and well-paying jobs – for the benefit of all stakeholders.

The company bought the mineral rights to the tailings and stockpile in 2012 and in November, inked a deal to acquire the mine itself and all accompanying infrastructure. Public Entrepreneur caught up with Goulet and Zadka as they began transitioning the company into production, initiating a multi-decade plan to revitalize a mine and restore a city.

Tell me about your background in the mining industry and how Cerro de Pasco came to be.

Zadka: In 2011, through my capacity as an investment banker, I came across the opportunity to buy the mineral rights on the tailings and stockpile in Cerro de Pasco and decided to jump on it.

Guy was running a company called Maya Gold & Silver in the early 2010s, and I was one of the bankers. He closed a very difficult client of mine and had incredible energy, so I said, “This guy knows how to do things.” He left that company in 2017 and I reached out.

Goulet: I was working in Morocco, and Steven approached me while I was on my way out, following the restart of a silver mine there.

We teamed up to accelerate the development of the project and list the company on the Canadian Securities Exchange.

I’m also attracted to pro-environmental projects. In 2000, I co-founded H2O Innovation, which is the largest water treatment company in Canada as of today.

What are we looking at here in terms of metals? What’s the game plan on the mining side?

Zadka: I knew that there was silver, lead, and zinc. And I discovered that there was also copper and gold in the tailings. The grades are pretty good, both because they’re old and they come from one of the richest mines in the world.

You’ve got material, metals literally sitting on top of the ground, which is much less expensive than traditional exploration.

We’re buying two subsidiaries that are producing and permitted. For 2019, we estimate their revenues were about $120 million combined.

Permitted capacity is about 20,000 tonnes per day on sulfides and right now, it’s doing 7,000 tonnes a day, and once we bring these tailings into production, the annual revenue starts getting into the $250 million to $300 million range.

With all the resources we have and what we’re acquiring, we have a 17 year mine life. But the reality is that the mine is going to go for much longer because there’s 11,000 hectares of concessions and areas that are largely unexplored.

Goulet: Post-acquisition combined, Cerro de Pasco will be the largest holder of silver in one single site. There is a need to increase the current production capacity up to its permitted level of 20,000 tonnes per day.  We estimate this will require about $35 million of capital. Once production levels are up, cash flow will start to generate rapidly.

We’re in the process of raising the capital required for the first phase, which is $65 million USD.

You’ve called Cerro de Pasco a resource management company. What does that mean?

Zadka: A traditional mining company is only focused on extracting metals from the ground. That’s what mining is; it’s going into the ground, digging up dirt, and putting the waste somewhere.

We call ourselves a resource management company because we plan to do more than just mining. There are some aspects of mining at Cerro, but there’s other aspects involved.

For one, we’re reprocessing the materials that are sitting on top of the ground, which is not theoretically mining. There’s also storage of waste.

If you can return clean water to the environment, you’re managing a resource. If you can turn your waste into building products, or turn pyrite into heat to generate hot water, you’re managing a resource.

With that in mind, how is resource management going to help the people of Cerro de Pasco?

Zadka: We’ve been completely open and transparent with the community and the local government. We’ve told them the truth, and the truth is that this is a mess that can be turned into an opportunity with some reorganization, planning, and support from the local authorities and community.

The government acknowledges that Cerro de Pasco is laden with lead, and they have a plan to relocate sections of the city 30 kilometres away from the mine. What they need in order to do that, amongst other important factors, is support from the most important economic driver in town. That’s us.

Peru has a program called “Obras por Impuestos,” or taxes for works, that enables a company to use taxes generated from operations to fund infrastructure projects for the benefit of society. You can fund roads, sewer lines, hospitals, and schools.  One of our main objectives is to do just that.

We also want to take it a step further. None of the cities in the Andes Mountains have heat, and it’s freezing every night. We have so much pyrite, which produces heat on its own, that we can harness to produce hot water and we could pump that hot water through the city.

Goulet: We want to do more water treatment systems and educate the young people to wash their hands before they eat. We want them to play in parks where we’re going to renew the topsoil.

I come from Thetford Mines in Quebec, which was the world capital of asbestos. You know what I was doing as a kid? I was going with my bike and playing in the dumps. In Cerro de Pasco, we want to avoid that.

There is a problem of contamination in Cerro de Pasco, but just as important is the problem of poverty. That mine used to employ 7,000 people.  Some 1,200 work there now in some capacity. In an area that is 4,400 metres high, what else is there to do for work besides mining?

Let’s recall that the problem of contamination is not mainly due to mining activities. The old city is located on a geological natural accident: a massive intrusion of lead, zinc, copper, silver, and gold. A “mine” is what it’s called today! And the population has been living from that operation over the past 400 years.

We want to help solve that problem of poverty and restore prosperity in the community.

The company is listed in North America, but what does your management team look like in Peru?

Zadka: I’m based in New York, and Guy’s based in Canada, but the heart of the management team is in Lima and Cerro de Pasco.

We employ several Spanish speaking expat VPs, who are specialists in different areas like mining, geology, metallurgy, environment, health, and safety.

Everybody that works with us has a very special drive, and I don’t think you find that at other mining companies because this isn’t only about making money. Here, we’re trying to make a difference.

Goulet: We’re going to spend $58 million over the next four years on HSEC (Health, Environmental, Social and Communities). We have a social license, which is essentially a vote of confidence from a key component of the population that agrees with our business plan. That’s an important asset in Peru. We received positive signals from the Minister of Energy and Mines, the local government, and the President himself.

Can an environmental restoration project like this also be profitable?

Zadka: There are multiple benefits to the local population and the environment, but at the end of the day we believe this is a very compelling investment.

Not surprisingly, investors are cautious about tailings and stockpiles because they tend to be a finite resource. They would not normally offer the opportunity to find something above and beyond expectation that could make the stock go up by 10 times overnight.

However, Cerro de Pasco not only has 170 million tonnes of reserves in the tailings and stockpiles, but also 140 million tonnes of material in the ground and 11,000 hectares of concessions in one of the most prolific mining districts in the world, which has never been properly explored.

We’re talking about almost 1.6 billion ounces of silver equivalent.  That would be the biggest amount of silver in one location on the entire planet. Nobody else has that.

What does the long-term picture look like?

Seventeen years from now, a large portion of the population won’t be living in Cerro de Pasco anymore. They’ll no longer be affected by the hazards of the area.  They’ll have access to clean water and live in proper homes.

There are still two approaches to mining. There are companies that try to skirt ESG-related issues, and there are those that see the opportunity to deal with these issues head on.

We aspire to be a leading example of why you shouldn’t run away from these problems. If you’re innovative and you’re willing to go the extra mile, you’re going to have a much better impact on the outcome. Cerro de Pasco needs that outcome.

This story was featured in the Public Entrepreneur magazine.

Learn more about Cerro de Pasco Resources Inc. at https://pascoresources.com/.

Frank Holmes on the New Investment Realities in the Age of Coronavirus

CSE’s James Black recently hosted Frank Holmes, CEO and CIO at U.S. Global Investors for his second visit to the #HashtagFinance podcast.

In this discussion Frank shares his many investment observations including the global themes that are contributing to gold price speculation (1:50), why he thinks buying Bitcoin is now analogous to collecting art (7:07), and the impact of Coronavirus on recent mining and investment conferences like PDAC (14:46).

Listen until the end to hear Frank’s thoughts on how safety and technology will evolve in response to the Coronavirus and how to protect your money in a low interest rate environment.

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Marilyn Schaffer on How Payments Disruption Starts in the Kitchen

CSE’s Phillip Shum recently hosted CEO Marilyn Schaffer from XTM Inc. (CSE:PAID) to share her experiences in the payments industry and how the time was finally right for XTM to go public on the Canadian Securities Exchange.

In this discussion, Marilyn shares how her experience in payments started with an Angry Birds payment card (2:18), how her firm is making it easier for restaurant servers to get paid and save (4:06), and how their app-based mobile wallet solution will revolutionize cash businesses (8:09).

Listen until the end to learn about Marilyn’s origins as a high-level musician (she obtained an Associateship with the Royal Conservatory) and the meaning behind the letters X-T-M.

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Blue Lagoon Resources: One of 2019’s hottest exploration stocks has quite the entrepreneur at its helm

What is the profile of a “typical CEO” in the mineral exploration industry?  There isn’t one really, though you often find a mix of geology and public markets experience that covers most of the bases.  Rana Vig, President and Chief Executive Officer of Blue Lagoon Resources (CSE:BLLG), is cut from a somewhat different cloth, though. He’s listed some of the biggest names in cannabis and runs a highly successful magazine, and that’s just scratching the surface of a very impressive entrepreneurial resumé.

Mining exploration is the outlier in Vig’s career. It’s the one and only sector where commitment and hard work has not resulted in major business success. He plans to do something about that with Blue Lagoon and is off to a good start, with shares in the company gaining 573 percent in 2019, following a July 4th trading debut. Public Entrepreneur shared lunch with Vig in Vancouver recently to learn about the company’s progress so far and what lies ahead.

Let’s begin with a little bit about your background. What brought you into the mining business? And what are some of the career experiences that led to the creation of Blue Lagoon?

Basically, I am an entrepreneur.  I have been in business for almost 35 years, and in those years I had five start-ups in different verticals – all private businesses and all family businesses. Around 2010, I connected with a very successful businessman who had made most of his money in mining. He recommended I try something different from the private business world and work with him in capital markets.

I was looking for a change. That 2008/2009 period had just happened when everything was collapsing. It was a dismal time in the business world. So, I got involved with him, invested well over $1 million, and in about six months, it was worth around $10,000, because the mining industry imploded.

Long story short, I don’t know all there is to know about mining, but my goal in every business I enter is to be the dumbest guy in the room, so to speak. I want to surround myself with very, very bright people.

I have a couple of strengths and one of them is executing plans.  When everything was collapsing in the public companies I’d become involved with, I took over as CEO and spent several years rebuilding them. Business doesn’t change. Business is business, whether you’re running a restaurant or a magazine, or whatever you are running. The fundamentals are the same. It’s a matter of assembling very smart people who are good at what they do.

I’ve been a CEO, a chairman; I’ve been on boards. To be honest, I’ve met some not so great people in the public company realm, which is something I wasn’t used to in my private business life, but I’ve also met some very good people and developed some meaningful relationships, and they are who I work with.

We will get into your projects in a moment, but first, take us through the concept behind Blue Lagoon. What is the strategy for building the company and creating value for shareholders? What makes Blue Lagoon different?

A couple of years ago, once I’d cleaned up the companies I was involved with, I decided to start fresh. I was very fortunate the last couple of years and brought two of the largest cannabis deals to market. I did a company called Curaleaf, taking them public, and it was the largest cannabis raise in history, at $520 million. I also did Harvest Health & Recreation, which at $300 million was the third largest.

I then had to consider what to do next, and cannabis was retracting.  I’ve had nothing but bad experiences in mining since I started in this business. But it has to come back at some point. I concluded that gold has to be the one, the safest place to start. And I launched an exploration company, and that’s Blue Lagoon.

I’m not a geologist or a mining engineer. First and foremost, always bring together real experts in their fields. Then, go out and find undervalued assets, something where I have the opportunity to add value, because that’s how you build value for your shareholders.

We listed Blue Lagoon on July 4th of 2019 at a little over $1 million in market cap, and here we are, seven months later, trading at over $50 million in market cap.

You have a deal with Mag One Products, whereby Blue Lagoon can earn as much as 70 percent in a joint venture by investing $5.25 million in stages. It is an interesting business and an interesting deal structure. Tell us more about how it benefits Blue Lagoon’s value creation effort.

Mag One has great technology that they can rapidly advance. All they need is the money. It is an attractive value proposition for me and my shareholders.

Why magnesium? People have pointed out that we are a gold company, so what are we doing in magnesium?  Well, that is the entrepreneur in me. I’m not necessarily trying to build a gold company. I am trying to build a mining exploration company and advance shareholder value. My first and foremost job as a CEO is to create value and make my shareholders happy, because they are coming along for the ride with me.

Magnesium is a great metal. It’s 35 percent lighter than aluminum and over 70 percent lighter than steel. With Tesla and all these electric cars, they want to get lighter. Same thing with planes.

The issue is that magnesium can’t compete with aluminum on price.  Enter Mag One. Their technology will compete with aluminum, and even more important is the environmental side. Right now, over 90 percent of the magnesium in the world is produced in China from something called the “Pidgeon process,” which is highly pollutive.  But Mag One is zero-emission. All that’s missing is the capital, and $5 million is not a lot of money. If we can supply them with that, it will advance the project.

I believe gold is going to do really well this year, but if it isn’t quite ready to break out yet, then I have this incredible technology that we can help advance. This company has access to 110 million tons of tailings with 23 percent magnesium, so there is no drilling involved. All we need to do is help them advance the science, and we could potentially change the world.

Gordon Lake is a property you optioned in the Northwest Territories. High-grade gold was found over significant widths by previous owners, and you recently announced steps toward conducting your own drilling. Tell us more about the plans and the timeline.

The reason we like the Gordon Lake property so much is that it is in an area known for gold production. The Discovery Mine did over 1 million ounces, the Con Mine did about 5 million ounces, and the Giant Mine did about 7 million ounces.

Being an entrepreneur, the deal is great. It made sense to acquire that to balance our portfolio for summer as well as winter. As for when we are going to start, we have already engaged local experts in the area, Aurora Geosciences. When it freezes, it gives you access to ice roads, which makes it very economical, as you don’t need helicopters. We hope to get started there later in February or early March.

A 43-101 report was released on your Pellaire project in December. There is no resource yet, but there was historical production in the area. Why do you like this one so much and what is the game plan?

Pellaire is a beautiful property a couple of hours southwest of Williams Lake, also in an area known for gold. It has 10 high-grade veins identified. The owners have been at it for years and circumstances brought it available for sale.

We took JDS Engineering, one of the best in what they do, and had them fly up with us and do some analysis.

One of the things that really attracted me to Pellaire is that there is 25,000 tons of crushed rock sitting right by the Number 3 vein. I had JDS help me with a back-of-the-envelope estimation and we believe there is significant value to be had from that, just by trucking it out. That, along with drilling, presents a great upside opportunity.

The precious metals sector has made a measured but undeniable comeback in the last few quarters. What is your outlook for the metals, and what are you hearing that those outside the business don’t know?

I don’t know if there is anything I hear other than what everyone is talking about. Many of these countries are in trouble and there’s currency problems. We know that, at some stage, gold is always the safe haven that people turn to.

If you look at the Indian community, it is a big consumer of gold.  I am Indian, and I can tell you that in India, a village will pool its money to buy a gram of gold – not an ounce but a gram. My point is that even the poorest of the poor must somehow acquire gold. That tells me something. It gives me insight about a very large country and its desire to own the metal. That has to come into play at some point, as these deposits are becoming harder and harder to find.

Blue Lagoon closed a financing last year at $1.00, and you just completed another at $1.50 in January.  A lot of CEOs would like to be in your shoes. What is the financing environment like for exploration companies? And have you had any feedback from existing or new shareholders that stands out in your mind?

The financing environment is still very tough. I was fortunate to be coming off of two big deals with a solid following of people who believe in me. People believe I have the ability to find the right projects and the right professionals to advance those projects.

We announced $1 million at $1.00 per share and closed $1.1 million – $300,000 of it from me, to show that I am right alongside everyone. The January financing was for $1 million as well, at $1.50.

I never want to be in a position where I am waiting to look for money. I wanted to make sure we had the money secured to advance our projects. We are sitting around $1.5 million in cash.

I also never want to be in a position where my geologist is looking at me and asking if I am going to advance the money to the drillers or not. Being an entrepreneur, one of my principles is that you must always pay your bills. My word is my bond. You can take it to the bank. If I don’t have the money in the bank, I am not going to contract you. I think that is one reason, actually, that I have a good following. Even if things are bad, it is not going to get better if I lie to you.

Let’s close with one of the indispensable lessons you’ve learned in your business career.

It is extremely important to look at who you are investing with.  You must believe that person has the ability to take your hard-earned money and grow it. I think you significantly reduce your risk if you sit with the person you are banking on. There are lots of people around the world with great ideas, but we never hear about them because they don’t have the ability to execute. I have the ability to listen, understand, and use my business skills to advance any project. If you are looking at a company to invest in, Blue Lagoon was one of the best performing companies in 2019 and we should at least be on your radar. I believe we have a lot of runway to execute what we are working on now, and what we may acquire in the future.

This story was featured in the Public Entrepreneur magazine.

Learn more about Blue Lagoon Resources at https://www.bluelagoonresources.com/.

Traci Costa on the Power of a Majority Female Board of Directors

CSE’s Grace Pedota hosted Traci Costa for her second appearance on #HashtagFinance to discuss her company, Peakaboo Beans Inc. (CSE:BEAN), ringing the bell to open the market at the CSE, and her thoughts on International Women’s Day.

In this discussion, Traci shares how Peekaboo Beans is celebrating new beginnings after “resetting” the company last year (2:21), the advantages of having top female talent in the BEAN boardroom (6:51), and the company’s reasons for rebranding after 14 years as Peekaboo Beans (10:49).

Listen until the end to hear how Traci regularly uses the Tik Tok app, and why sustainability is at the heart of how her company operates.

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Sophia Ruffolo on the Promise of a World with More Women-Owned Businesses

CSE’s Grace Pedota recently hosted Sophia Ruffolo – CEO and Founder of femmebought – to discuss her mission to promote women-owned businesses and close the funding gap for female-led companies.

In this discussion, Sophia shares the insights that are driving her mission for economic parity for women, including the dramatically low number of Fortune 500 companies led by women (3:30), the wide gap in VC funding for male-vs-female led companies (4:25), and the global response to her efforts to promote gender equality in business (8:27).

Listen until the end to hear how she made a 180 degree turn from her legal career in banking, the potential pitfalls of raising private capital, and the role she is playing in demystifying cannabis for women business owners.

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