I don't know enough to think whether this is good or bad.  Just like Mengapur, if the execution is done well, it could be absolutely awesome, and if not...

This was not a surprise to me.  The first time I read the 43-101 it seemed like the company needed to be somehow vertically integrated if it wanted to price the Mengapur end product at a high rate.  Now I know why needed to raise so much money ($80 Million).  It wasn't just for Mengapur obviously.  Again, for less than $20 million to secure a steady supply to manufacture fertilizer instead of just selling sulfuric acid, could be very worth it.  From the beginning my main concern has been execution.  The company is going from one mine producing gold (a business management is very experienced at) to this much, much bigger enterprise with multiple plants, and now as we understand, multiple companies producing fertilizer, copper, silver, gold, etc.  Will management be able to pull it off?  That is the 64K question.