Our Plan
Strategy
A nine-month strategic review across all material workstreams — Green River, Paradox, Yellow Cat, bromine, capital structure — led by Andrew Woskett in collaboration with existing management.
Anson needs experienced engineering and commerical capability to secure funding
Shareholder Value
Quality assets, properly financed, properly governed, properly communicated — will help commercialise Anson's resources and improve the share price
Convert Assets to Cash
Convert Green River into a funded project — Andrew Woskett's core skill. Commercialise other resources to increase Anson’s share price. Potential option proceeds > 12c to mitigate further equity dilution
Getting beyond 12c requires a credible plan & technical capability
Communication
Define Anson’s equity story and establish regular reporting rhythm. Set expectations and deliver to build capital markets trust.
We will keep shareholders informed with monthly operational updates and quarterly strategic updates.
Reduce Costs
A pre-revenue company must treat shareholder capital as precious and embody a sense of urgency to minimise or avoid further dilutive equity raises.
Control costs to mitigate further equity dilution risk
Governance
Separate the Chairman/CEO role and form an independent Remuneration Committee — will provide essential oversight protecting shareholder interests.
First 100 Days
Our Commitments
Commence in-depth strategic review with management covering all assets, priorities and capital allocation
Establish shareholder communication framework — monthly operational updates, quarterly strategic updates
Agree measurable milestones and key performance indicators with management
Review Board committee structure, governance and remuneration alignment
Identify opportunities to accelerate commercial outcomes across the portfolio
Evaluate opportunities to reduce corporate cash burn and reliance on dilutive equity raisings
Visit the Company’s assets in Utah
Report to shareholders at the AGM in November 2026
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Remuneration snapshot
Combined proposed remuneration for both nominees: approximately A$0.53m p.a. — less than half Mr Richardson's A$1.1m p.a.
We expect savings of $1.45m to $1.75m p.a. by reducing Anson’s current remuneration. Investing one-third of these savings to add needed engineering and commerial capability will allow Anson to create shareholder value. Expected net savings $0.9m to $1.2m p.a..
Proposed performance rights will vest only at 2.5x–8x a 5c share price on 20-day VWAP so that shareholders profit before and alongside directors.