Hello Jean Lafleur.

Silencing the lines of communication with your investors makes no sense (no matter your perspective). The reason likely has nothing to do with any ill will on your end. Of course, that’s important. Of course, everyone understands valid excuses and even-tempered people make allowances for valid excuses. Nonetheless, valid excuses or not, it’s high time for you—not only to give the shareholders’ proposals a proper response—but for you to take the initiative in championing what needs to be done.

In our industry, the necessity of having standards is not controversial. The words “Measured” and “Proven,” as they refer to validating resources, don’t require explanation, especially when it’s the case of investors addressing a Geologist with esteemed credentials, such as yourself. The meaning of the word “Mining” is even more self-evident. It hardly needs defining, even to people having the most primitive lexicon.

When Shareholders for Accountability at Fancamp repeatedly talks to you about transforming the Fancamp attitude and frame of mind—even though those are big and important things to do—we’re not talking in terms of the meaning of the transformation being particularly hard to grasp. As the esteemed Geologist thinks about “Measuring” and “Proving” and “Mining,” so do regular business people, according to the less scientifically rigorous standards of the everyday business world.

Although you may consider the ideas we’ve put out to be wordy—when you come right down to it—we’ve taken pains to condense them; because what we’re talking about is only the beginning of Chapter One of the most basic Direct Marketing book. Having what-you-could-call a “Secretary” in the office (or virtual office) is not a particularly revolutionary idea. It’s what’s known as “Data Mining” to have that so-called “Secretary” call a carefully defined list of 200 or so business prospects and establish, over the course of the year, valuable business relationships.

Actively running a business does not mean randomly checking on how things are doing nor does it mean working according to a relaxed or poorly defined schedule. Being in control of your business is a good thing. “Measuring” how you’re doing is, arguably, the main ingredient of how you organize that hourly (better than daily) business control.

At this point in our development—more than mineral resources—our rightful priority is “Mining the Data.” That’s an activity whose results can be “Proven” by “Measuring” how fast we build our Book of Business, containing the growing numbers of our new advocates in the greater investment community.

You will not even reach the starting line by failing to provide your present shareholders specific answers to the numbered reforms we sent to you in our last message (more than two weeks ago). Reaching the starting line necessitates showing how much you value both your present and future shareholders by making it a practice to stay in touch with them, even without being asked.

Best regards.
Shareholders for Accountability at Fancamp.