The 12,000-hectare property in the Abitibi gold belt of Quebec has a long history of exploration, but until now been something of an enigma to prospectors and geologists.

A previous explorer once struck a rich, narrow vein that included 52.3 ounces of gold per ton over 4.8 meters, but failed to follow up on the discovery and virtually abandoned the claim.

“It’s not an easy deposit to model, and they (the previous owners) couldn’t do it,” says Brad Kitchen, President and CEO of Eagle Hill Exploration (TSXV: EAG). “It’s very, very difficult. But we’ve now got the geological model solved. That literally just happened. That’s a huge step for us and further development of the gold deposit.”

Eagle Hill recently negotiated a three-year extension of its 75-per-cent option on the Windfall Lake property, bringing it one step closer to its goal of developing Quebec’s newest gold mine.

Kitchen says the key to the puzzle of Windfall Lake was to understand the historical geological forces that shaped and defined the reserve.

Figuring that out involved more brainpower than drill power.

“We’ve got one of the most focused geological teams in Canada working on the project,” says Kitchen, citing the presence on the team of Dr. Jean-Philippe Desrochers, an acknowledged expert on the Abitibi gold belt.

What Desrochers and his colleagues have discovered is that the Windfall Lake gold zones are structured in a series of vertical and parallel lenses.

“We’ve had one drill hole that intersected three different lenses —one close to the surface, one 200 meters down and another 400 meters down,” says Kitchen.

“We’ve got a strike length of these lenses that’s about 750 meters on the surface, and we are continually hitting at depth. The majority of our gold resource is between about 50 meters and about 450 meters. We are still open on strike to the south west and open at depth.

Windfall Lake is mesothermal gold deposit that are typically four to five times deeper than the strike length. So, with 750 meters at surface we should be 2.8kms to 3.5kms below surface. With the current resource and not taking into consideration any increase in the strike, applying the rule of mesothermal deposits, then the Company could be looking at an eight million ounce resource.

Recent discoveries of near-surface, high-grade gold have dramatically raised expectations of the amount of gold the property might contain — and how economically it could be extracted.

The most recent resource estimate at Windfall Lake — released in July 2012 —showed 822,00 inferred ounces and 538,000 indicated ounces, but Kitchen believes those figures are already dated.

“We plan to convert the majority of the inferred resource to the indicated category and then use these resources to establish a reserve — that’s the crux of our whole plan right now,” says Kitchen.

Results of drilling programs in late 2012 and early 2013 suggest Eagle Hill is on track.

An announcement in April 2013 included 40 meters of 6.18 g/t and 12.2 meters of 19.14 g/t. It also showed mineralization at a depth of some 800 meters.

Newer results from a 10-hole, 3,996-meter drill program during February 2013 were even more encouraging to say the least: The new results, announced May 14, include 288.5 g/t over 12.4 meters and 22.1 g/t over 5.5 meters.

Kitchen says these positive results will help steer the direction of a new 50,000 to 60,000-meter drill program later this year.

“Our goal is to have an indicated reserve of more than one million ounces and we are very confident that we will be able to get to that one million ounce reserve within about nine months to a year. And we are talking very high-grade reserve.”

Kitchen stresses that the near surface deposits will make the gold easily minable. “It’s like low hanging fruit,” he says. “It’s easily accessible from our existing 1500-meter underground ramp.”

There is also “great infrastructure,” including a 58-person camp, and the property is accessible 365 days a year.

“It’s now just a case of turning Windfall into a fairly major development project and then a mine. If we can establish a large, high grade reserve over the next year, then it will raise the level of this project to an even higher level then it is now.”

The ultimate aim at the end of the three-year extension period is to produce a Bankable Feasibility Study, and along the way an updated NR 403-101 report.

“What we are doing is spending a lot of effort putting together the right geological model so that we can either take the project into production or find a partner with the expertise that wants to create a high-grade mine,” says Kitchen.

And he is confident the future will be good for the Company’s shareholders.

Legal Disclaimer/Disclosure: A fee has been paid for the production and distribution of this Report. This document is not and should not be construed as an offer to sell or the solicitation of an offer to purchase or subscribe for any investment. No information in this article should be construed as individualized investment advice. A licensed financial advisor should be consulted prior to making any investment decision. Financial Press makes no guarantee, representation or warranty and accepts no responsibility or liability as to its accuracy or completeness. Expressions of opinion are those of the author’s only and are subject to change without notice. Financial Press assumes no warranty, liability or guarantee for the current relevance, correctness or completeness of any information provided within this article and will not be held liable for the consequence of reliance upon any opinion or statement contained herein or any omission. Furthermore, we assume no liability for any direct or indirect loss or damage or, in particular, for lost profit, which you may incur as a result of the use and existence of the information, provided within this article.

In his head, Doane is adding up the hundreds of millions of dollars he estimates patio furniture makers spend every year buying textiles. “It’s a market we could attack in a heartbeat,” he says. “We can manufacture superior furniture coverings that would knock the socks off whatever is out there in the market.”

By we, he means Garmatex Technologies, Inc., the Vancouver-based manufacturer of revolutionary microfiber fabrics that has recently appointed Doane as its Chief Executive Officer. Doane’s challenge is to put his foot down hard on the accelerator and drive Garmatex towards its goal of becoming a major international player in the market for technology-driven textiles.

Doane is the founding partner and CEO of Ubequity Capital Services, with offices in Toronto, Vancouver, New York, Los Angeles and London, U.K. His two decades of experience, first as a lawyer and now as a merchant banker, have honed his skills in the fields of corporate finance, mergers and acquisitions, financial services and venture capital. As Ubequity’s director of strategy and business development, he specializes in identifying promising business opportunities and driving them forward through capital infusions, acquisitions and managerial advice.

Before Garmatex, he acted as CEO for technology start-up Silverback Media PLC, which he grew in less than three years from a mere idea to a multi-national mobile solutions group with a revenue base of $25 million and 100-plus employees.

Technology fascinates Doane, in whatever form it comes. And textiles are no exception.
What caught his eye at Garmatex, he says, was its “unique approach” to a technological protocol that over the past 10 years has led to the development of a range of more than 30 performance fabrics, including KottinuTM which can be used wherever inferior cotton products have been the standard –“a huge opportunity in itself”.

“The textile market is fascinating for us,” says Doane. “It dwarfs most of the major consumer markets. And Garmatex has this amazing technology platform that is capable of evolving and expanding to serve a really big market. After successfully completing our capital raise to fully implement our business strategy, Garmatex can be a $1-billion-a- year fabric company.”

Doane is backing his hunch with hard cash. Ubequity is in the process of leading a capital raise of $15 million to accelerate growth at Garmatex and is committing its own capital to the pool. The money will largely be used to secure 100 per cent ownership in Winwave Technology Corp., the Far East entity who has partnered with Garmatex to develop its line of proprietary fabric technologies.

But Garmatex will also invest dollars in building up its sales force and sales methodologies. “It’s both a challenge and an opportunity,” says Doane, who likens the current state of the global textile market to the state of the telecommunications market of the 80s and 90s. “You still have major companies relying on technology that is old — like cotton technology, or wool technology,” he says. “But technical textiles are taking over in a wide range of specialized categories, and also in more conventional consumer markets. We think Garmatex is at the arrowhead of that development, working towards bringing retail companies into the 21st century — demonstrating to them how our product line is so far superior to what they are using right now.”

Garmatex fabrics have already attracted worldwide attention, particularly in such specialized fields as hospitals and nursing homes, in medical devices and rehabilitation aids, and in the automotive and aeronautical industries. “The key is to pick the low-hanging fruit — the markets we can penetrate quickly, the markets that have the greatest need for performance fabrics,” says Doane.

As an example, he cites a pending joint venture deal to supply a major Australian manufacturer of bed linens with “millions of meters” of a Garmatex fabric with performance characteristics Doane says are superior to any other product on the market.

“It kills 99.9 per cent of staph infections in hospital environments through its anti-microbial features. It launders better than anything else in the market — up to 2,000 launderings without any deterioration — and it utilizes our proprietary cotton substitute, KottinuTM, which gives it unbeatable performance aspects, including durability, cooling effect, breathability and anti-pilling.”

Doane believes that eventually 80 to 90 per cent of Garmatex revenues will accrue through the sale of bolts of its fabrics to major manufacturers. A Garmatex subsidiary, Firstar Performance Apparel, has developed a line of men’s and women’s leisure wear that sells direct to consumers. “Firstar is like a store window for us,” says Doane. “We can show our Firstar products to potential buyers of our fabrics and help them to visualize how they might work for them.”

Doane says the range of applications for Garmatex fabrics is “almost infinite” and that the company has established such a technological lead that it would be difficult for any competitor to catch up. “The last 10 years have been a continual period of innovation,” he says. “And we have carefully guarded the trade secrets of the dozens of steps that are necessary to produce our fabrics. “

Doane says that Garmatex Chairman Keith Gracey has coined the phrase ‘fiberithm technology’ — a play on the word algorithm — as an apt description of the protocol involved in developing the company’s fabrics.

“If someone else says, ‘Let’s start building technologies for fabrics’ they will be starting from scratch.” Says Doane. “We have the head start and we can maintain a leadership edge. And frankly, that’s where the financial opportunity is, too. It makes a lot more sense — and I will say this out loud — for a large company that wants to improve its own fabrics to buy a company like ours, or work with a company like ours, than to try to develop its own line of fabrics. They’d spend so much time, so much money, and they would still be behind where we are. It makes a lot more sense to stand on our shoulders and utilize our decades of research and development.

About Garmatex Technologies, Inc.
Garmatex’s performance technologies and fabrics: Kottinu™, T3®, Bact-Out®, Coolskin®, Warmskin®, Coldskin™, Steelskin™, Satinu™, Slimskin™, Camoskin™ and Recoveryskin™ have proven to be superior to any like products available in the market for comfort, fit and performance and are engineered using our proprietary “Moisture System Transference” (MST) process which provides unrivaled moisture management control. Garmatex’s ground-breaking Kottinu™ fabric, with its amazing “cotton-like” comfort and feel, delivers unparalleled performance in moisture management, lasts 6 times longer than cotton, maintains color sharpness with minimal fade and is a viable alternative to cotton in any application where the inferior attributes of cotton have been considered “the standard”. Our patented T3® triple-gusset shirt construction, which allows complete 360 degree mobility of the shoulder without restriction or shirt binding, is the first garment construction design patent granted in decades.

Contact Information
Garmatex Technologies, Inc.

http://www.garmatex.com

Media Relations
Garmatex Technologies, Inc.
Canada: 604.575.0366
USA: 714.519.3445
media (at) garmatex (dot) com

Forward-Looking Statement Disclaimer: Statements contained in the Press Release that are not historical facts are forward-looking statements, which are subject to a number of known and unknown risks, uncertainness and other factors that may cause the actual results to differ materially from those anticipated in our forward looking statements. Although we believe that the expectations in our forward looking statements are reasonable, actual results may vary, and we cannot guarantee future results, levels of activity, performance or achievements.

Legal Disclaimer/Disclosure: A fee has been paid for the production and distribution of this Report. This document is not and should not be construed as an offer to sell or the solicitation of an offer to purchase or subscribe for any investment. No information in this article should be construed as individualized investment advice. A licensed financial advisor should be consulted prior to making any investment decision. Financial Press makes no guarantee, representation or warranty and accepts no responsibility or liability as to its accuracy or completeness. Expressions of opinion are those of the author’s only and are subject to change without notice. Financial Press assumes no warranty, liability or guarantee for the current relevance, correctness or completeness of any information provided within this article and will not be held liable for the consequence of reliance upon any opinion or statement contained herein or any omission. Furthermore, we assume no liability for any direct or indirect loss or damage or, in particular, for lost profit, which you may incur as a result of the use and existence of the information, provided within this article.

At stake: billions of dollars, energy security, and some of the most important and environmentally sensitive regions of our planet.

The Opportunity

Scout, a publicly traded company, gives the average investor an opportunity to participate in the financially lucrative energy future. With a market cap well below 10 million dollars, this venture class company is on track to quickly emerge as a leader in the oil services sector, with their system the IDS Oil Spill First Response System.

The Decade’s Hot Sector

Investors have consistently found outstanding investment opportunities in the oil service sector.

Take the two leading oil service companies.

Schlumberger (NYSE:SLB) shares have more than tripled in the last decade. And Halliburton (NYSE:HAL) shares have risen from less than $10 to recent highs of $50 per share.

But the real winners have been in the tiny companies that help oil companies out.

Take a look at Tenaris (NYSE:TS). It’s a company that makes tubes used in oil drilling. Its shares have soared from less than $4 to an all time high of more than $72.

Tenaris isn’t alone in making its investors rich off helping oil companies.

There’s also drilling service and equipment provider Weatherford International (NYSE:WFT). Its shares have climbed from less than $2 to as high as $50.

Again, there are plenty more of them just like these.

For example, Oceaneering (NYSE:OII) helps oil companies find and develop offshore oil. Its shares have risen from a low of $3.25 to a high of $55.00.

Then there’s Carbo Ceramics (NYSE:CRR). It helps make the solutions used in “fracking” to unlock oil and gas trapped underground. Its shares have risen from lows of $12 to a recent high $160.

There are dozens more just like these throughout the oil service sector.

Cost of Oil Spills: Tens of Billions

$40 Billion—the reported cost of the BP Gulf Coast oil spill, to date.

But the nominal cost of cleaning up a hydrocarbon disaster only reflects a part of the damages, longer term.

Degradation of marine environments, loss of wildlife diversity, destruction of fisheries and livelihoods… these factors may not enter into the equation until years or decades after an incident.

Add to that the increased regulatory scrutiny following an event, new legislation, higher insurance costs, dropping share price, litigation costs, fines and fees, and consumer backlash and it’s clear—the damage from one spill spreads faster than a slick over rough seas.

Some 20 years ago, the cost of cleaning up the Exxon Valdez spill reached a nominal $3.8 billion. Yet more than 20 years later, lawsuits persist.

Big Oil Can’t Afford Another BP Type Spill

In calculating the true cost of the British Petroleum Deepwater Horizon Spill, American researchers include the following:

• 405,000 people and 100,000 businesses made claims for damages, potentially $25 billion in total.
• BP paid $713 million for lost taxes to various states.
• Oyster beds decimated by as much as 50% could take up to 10 years to recover.
• 70% of consumers polled expressed concern over Gulf Seafood contamination, and 23% reported reducing consumption due to safety concerns.
• Oxford Economics pegged damage to Gulf Coast Tourism at between 7 and 23 billion dollars.
• Wildlife destruction amounted to 6,045 bids, 609 marine turtles, and over 100 sea mammals. Many carcasses were simply never recovered and dolphin fatalities related to the spill may be 50 times greater than the number of carcasses recovered.
• Over 1,000 miles of shoreline were heavily or moderately oiled at the spill’s peak.
• Over 88,000 square miles closed to commercial and sport fishing—an area equivalent to the sate of Utah.
• Oil covered approximately 40,000 square miles of the Gulf

Scouts IDS early response system can shrink the scale of oil spill damages by getting to and stopping the rapid spread of an oil spill much faster, compared to current methods. The savings will be measured in the billions of dollars.

Massive Stakes

Here are some of the worst oil spills in history:

The Exxon Valdez
The Exxon Valdez oil spill in Prince William Sound, Alaska was the largest oil spill in U.S. waters. Approximately 250,000 barrels of oil spilled into the ocean. Despite attempts to use dispersing agents and oil skimming ships, a large amount of the oil washed ashore in the Sound and in nearby islands. The public was appalled by the damage to the pristine wilderness in an Alaska. They demanded a thorough and costly cleanup, beach by beach. In addition, valuable Alaskan fishing waters were heavily polluted.

Exxon paid more than $3.8 billion in clean up and damage costs and $500 million in punitive damages; lawsuits against the oil giant proceeded for 20 years following the accident. Exxon was originally ordered to pay $5 billion in punitive damages, but that the figure was successfully reduced through a series of appeals that brought the case all the way to the U.S. Supreme Court. More costly than these explicit pay outs, however, was the loss to Exxon in terms of its reputation in the marketplace. Exxon now ships its oil through a subsidiary which uses a different name in the hopes of avoiding further damage to the Exxon brand if there is another accident in the future.

The Ixtoc I Spill
The 1979 Ixtoc I Spill is an interesting case because the circumstances are extremely similar to BP’s Deepwater Horizon. Just as with Deepwater Horizon, Ixtoc I was being drilled when it suffered a catastrophic wellhead blowout. Oil and gas fumes flowing out of the well exploded, causing a fire on the drilling platform and leading to its collapse.

The flow of oil from the Ixtoc I well could not be fully stopped until nine months later, after a relief well was drilled. Before it was capped, the well released approximately 3,500,000 million barrels of oil. This makes it the largest accidental oil spill in history. This oil spill is exceeded only by the intentional spilling of around 8,000,000 barrels of oil into the Persian Gulf by the Iraqi army in an attempt to discourage an American seaborne invasion in the 1991 Gulf War.

A final accounting of the total cost of the Ixtoc I oil spill and its cleanup could not be found, however, an economic impact study conducted for the U.S. Bureau of Land Management speculates that the spill was probably the most expensive oil spill in history at the time. Backing this assertion, the report cites cost figures which would indicate a total cost estimate of approximately $1 billion for the lost oil, well capping operations, cleanup efforts and pending damage claims. Notably, these costs were significantly less than those of the Exxon Valdez because less of the oil washed up on shore. Also, oil spills tend to be less expensive outside of U.S. waters, because the U.S. political climate is such that citizens demand extraordinary measures to repair damage to fishing waters and to coastal environments – as well as reparations for the damage caused.

Those are just the big oil spills. There are dozens and dozens more.

Consider this. Just a few weeks before the BP Horizon spill took over the headlines, an accident in the Port Arthur, Texas released 462,000 gallons of oil into the water. Only about 10 per cent of the oil was successfully recovered. The rest was dispersed in the surrounding waters.

That “small” just isn’t news. Sills like that happen all the time. Between 1976 and today there have been 25 major oil spills and nearly 100 smaller oil spills.

All of them have been enormously costly. But they don’t have to be so costly. And that’s why Scout Exploration intends to make future spills virtually non-news events.

Scout Has the Billion Dollar Solution

An innovative oil spill remediation technology, the IDS Oil Spill First Response System has been under development by IDS Offshore Inc. at the Canadian National Research Council Institute for Ocean Technology, St John’s, Newfoundland since 2008.

The system leverages existing infrastructure and training, and provides significant advantages in oil spill remediation because the Unmanned Spill Response Vessels (USRV) are engineered for deployment from the air.

Time to spill is the critical factor in slowing or stopping oil spill spread.

The IDS Oil-Spill Response System minimizes critical time to first response, representing an order of magnitude advantage over current methods.

For example, an oil spill that would take nearly four days to reach by current, ship-deployment methods could be reached within four hours by air, amounting to a dramatic reduction in spill spread.

Deployed from strategic air bases by aircraft, with continent-wide coverage of ocean and inland waters, the IDS system significantly reduces critical time to initial containment, and minimizes oil spill spread more effectively than anything currently available, and forms a continent-wide, rapid-response oil spill safety net.

Response Ready
USRV modules compatible with existing transport aircraft systems are stored at key locations, ready-to-load for deployment to spill locations, day or night, anywhere.

Speed
Air-deployment systems for front-line military, naval, coast guard and commercial operations put required equipment and resources where needed, quickly. Using these same techniques it is possible to put more oil-spill response equipment into action, more quickly than previously imaginable.

Scale & Flexibility
With multiple USRV in various configurations stationed at key air bases, overwhelming multi-layered containment becomes possible. USRV configurations will include deep-sea at-source containment, coastal barrier containment, and fresh or inland waterway containment.

Continental Response Network
Based at strategic locations, the IDS Oil Spill Response system forms a coastal safety net to provide a national or continental network of first response oil spill containment technology. Using existing naval and/or coast guard facilities, along with commercial locations, the IDS system offers wide area mitigation to significantly reduce ecological damage and economic impact of oil spill incidents.

Technical Partners
The IDS Oil Spill Response System has been developed in close cooperation with industry and government to date, and we expect continuing interest from these sectors as the project moves through public market funding and development.

Three of Scout’s Most Compelling Attributes

In the end, Scout Exploration is a really simple and straightforward story any investor will quickly understand during the next major oil spill.

SCXP #1: Oil spills can cost as much as $40 Billion or More

SCXP #2: The potential of Scout Exploration is absolutely massive with the potential for a global coastline protection network

SCXP #3: It is a ground floor investment opportunity — Scout Exploration is currently valued at less than $10 million, but that could change quickly once the crowd learns about this exceptional opportunity.

Legal Disclaimer/Disclosure: A fee has been paid for the production and distribution of this Report. This document is not and should not be construed as an offer to sell or the solicitation of an offer to purchase or subscribe for any investment. No information in this article should be construed as individualized investment advice. A licensed financial advisor should be consulted prior to making any investment decision. Financial Press makes no guarantee, representation or warranty and accepts no responsibility or liability as to its accuracy or completeness. Expressions of opinion are those of the author’s only and are subject to change without notice. Financial Press assumes no warranty, liability or guarantee for the current relevance, correctness or completeness of any information provided within this article and will not be held liable for the consequence of reliance upon any opinion or statement contained herein or any omission. Furthermore, we assume no liability for any direct or indirect loss or damage or, in particular, for lost profit, which you may incur as a result of the use and existence of the information, provided within this article.

When Anita Mahaffey set out to make some of the coolest pajamas in the world, finding a great name for her company was the easy part. She called it Cool-jams. Mahaffey’s business plan was an immediate hit. Sales and profits have doubled every year since the company was founded in San Diego in 2007 and she predicts further “dramatic growth” over the next two years.

Her boundless optimism rests on a strategic partnership with Garmatex Technologies Inc., which supplies Cool-jams with its new KottinuTM material, a ground breaking microfiber with all the comfort of natural cotton plus astonishing wicking and drying properties. The partnership has already paid off: the prestigious trade magazine Apparel this May honored Cool-jams as one of the top 40 innovative apparel companies in the U.S. This honor was awarded to Cool-jams for their innovative approach to marketing sleep products, as well as their scientifically advanced fabrics and products.

Darren Berezowski, the Los Angeles-based President of Garmatex, says his company is at the leading edge of technological innovation in the performance apparel industry. “We are in the right place, doing the right things,” he says. “Cool-jams was smart enough to recognize that.”

How Mahaffey tapped into the newly emerging, high technology world of performance fabrics scientifically attuned to the rhythms and patterns of the human body was a case of “synchronicity,” she says. She was looking for the perfect fabric while, at the same time, Garmatex was looking for her. Garmatex had heard Mahaffey had been using a material imported from Turkey, and they asked her to compare it with their KottinuTM.

Mahaffey, a plainspoken woman with a disarming candor and an infectious laugh, was immediately impressed. “The Garmatex KottinuTM material was better,” she says.
“It’s more comfortable because it feels like silky soft, lightweight cotton, rather than the sticky, uncomfortable polyester fabric found in most other wicking products,” she says. Of particular interest to Mahaffey was the groundbreaking wicking performance of the Garmatex material. “It has all the attributes associated with the fastest wicking and drying material in the world,” she says.

The special properties of the Garmatex proprietary microfibers are a closely guarded secret. Mahaffey learned only that it was originally conceived in response to a request from the Canadian Armed Forces for a more effective alternative to cotton. Engineered in the company’s Taiwan laboratories, the fabrics in the KottinuTM line employ a Moisture System Transference (MST) process involving a unique blend of fine fibers bound into filaments each thinner than a human hair. The filaments, each with different performance capabilities, are formed into threads and knitted together in ways to speed the movement of moisture through the material.

MST technology regulates body heat while minimizing the energy expended to keep the body cool and comfortable. As moisture is pulled away from the body it carries with it the body’s built-up heat, helping to regulate body temperature. This process also minimizes excessive temperature drops during the cool down period after intense physical activity. A proprietary antimicrobial agent, Bact-Out®, is added to the fabric to fight odor and bacteria.

Mahaffey says she finds the Garmatex fabric lasts six times longer than natural cotton and keeps its color with minimal fading. Without doubt, she says, it’s the “best wicking product and most effective night-sweat pajama solution. Cool-jams fabrics disperse moisture over larger areas in record time for faster drying and optimal wearer comfort. And the quick-drying properties of the fabric are ideally suited to Cool-jams’ line of travel pajamas.”

“It’s our process that gives us the outcome” says President Berezowski. “We are constantly performance driven in everything we do and performance to us is moisture management, body movement and body efficiencies. This applies to all forms of human activity. Whether you are active or inactive, the critical point is that at all times the body is doing a function and it is the efficiency of that function that helps you to have a better life.”

Berezowski compares the philosophy behind Garmatex technologies to the principle of the algorithm, an algorithm being “a specific set of instructions for carrying out a procedure, or solving a problem — each instruction by itself may mean nothing, but when the functions are completed it all comes together and the result is extraordinary.”
Keith Gracey, Garmatex Chairman, has even coined a word — “fiberithm” — to describe the complex, rigorous methodology by which Garmatex strives to achieve perfection in its products.

By a happy coincidence, the word fiberithm also nicely conveys the relationship between the sensitivity of the Garmatex fabrics to the human rhythms of its wearers.
Mahaffey would be the first to agree. She’s her own best customer for Cool-jams.
“I wear them all the time,” she laughs. “And my husband wears the men’s pajamas. He loves Cool-jams. Most people, once they’ve worn them, really don’t want to wear anything else.”

Mahaffey’s niche market is mostly baby-boomers — women and men 45 and up for whom a good night’s rest is the key to a healthy, happy life. As a baby-boomer herself, no one knew better than her that Cool-jams sleepwear had to live up to its promise: it had to look good, be a joy to wear and, most important of all, keep a human body cool at night. For middle-aged women battling night sweats — or, indeed, anyone, man or woman, losing sleep due to becoming overheated — the fabric offers unbeatable advantages.

“The purpose is to achieve an optimum sleep temperature,” says Mahaffey. “If you don’t maintain it, if you are too hot or too cold, then you don’t sleep well and the next day you feel tired, you won’t perform well. Athletes who don’t sleep well, don’t perform well. I think Cool-jams are not just for people with night sweats, but for anyone who wants to sleep better in order to perform better.” There is now abundant evidence that even a one-degree change in body temperature can interfere with sleep patterns.

Prof. Guowen Song, academic and author of the recent book Improving Comfort in Clothing, says: “The key is to keep human body balance in heat and moisture and therefore maintain thermal comfort to the human body. A one-degree change in human body core temperature is a huge change — it not only changes sleep patterns, but also some physiological functions.” Song, an associate professor at the University of Alberta in Edmonton, says the big challenge is to engineer textiles that match the transfer of human body heat and moisture with any given environment.

And that’s just what Cool-jams do, say buyers of the company’s products.

“OK, NOW I can sleep. I am not just menopausal, I also have rheumatoid arthritis and past Lyme disease (prone to night sweats). So Thank YOU so much for making a sleepable product,” wrote Angel R of Chesapeake, VA.

“Great products, super quick drying travel pajama. I’ll be back to purchase more,” said Ann W. of New York, NY.

“Very soft and comfortable pajama and bedding. Love the products!” wrote M.A. K. of Bloomfield Hills, MI.

Mahaffey says: “We solve problems for people. It’s not just a pajama. Cool-jams stops night sweats. We solve the problem of temperature regulation. When you sleep better, you perform and feel better.”

Mahaffey, looking to the future, is confident about the potential to expand her offerings beyond sleepwear. “Consumers’ expectations are growing and working with a performance driven company like Garmatex makes sense. It allows us to move into new markets, confident we are at the leading edge of fabric innovations.”

About Garmatex Technologies, Inc.
Garmatex’s performance technologies and fabrics: Kottinu™, T3®, Bact-Out®, Coolskin®, Warmskin®, Coldskin™, Steelskin™, Satinu™, Slimskin™, Camoskin™ and Recoveryskin™ have proven to be superior to any like products available in the market for comfort, fit and performance and are engineered using our proprietary “Moisture System Transference” (MST™) process which provides unrivaled moisture management control. Garmatex’s ground-breaking Kottinu™ fabric, with its amazing “cotton-like” comfort and feel, delivers unparalleled performance in moisture management, lasts 6 times longer than cotton, maintains color sharpness with minimal fade and is a viable alternative to cotton in any application where the inferior attributes of cotton have been considered “the standard”. Our patented T3® triple-gusset shirt construction, which allows complete 360 degree mobility of the shoulder without restriction or shirt binding, is the first garment construction design patent granted in decades.

Contact Information
Garmatex Technologies, Inc.
www.garmatex.com
Cool-jams Inc.
www.cool-jams.com
Media Relations
Garmatex Technologies, Inc.
Canada: 604.575.0366
USA: 714.519.3445
media@garmatex.com

Legal Disclaimer/Disclosure: A fee has been paid for the production and distribution of this Report. This document is not and should not be construed as an offer to sell or the solicitation of an offer to purchase or subscribe for any investment. No information in this article should be construed as individualized investment advice. A licensed financial advisor should be consulted prior to making any investment decision. Financial Press makes no guarantee, representation or warranty and accepts no responsibility or liability as to its accuracy or completeness. Expressions of opinion are those of the author’s only and are subject to change without notice. Financial Press assumes no warranty, liability or guarantee for the current relevance, correctness or completeness of any information provided within this article and will not be held liable for the consequence of reliance upon any opinion or statement contained herein or any omission. Furthermore, we assume no liability for any direct or indirect loss or damage or, in particular, for lost profit, which you may incur as a result of the use and existence of the information, provided within this article.

“The government of Spain have a healthy view of wanting to ‘dig their way out of a recession’ through their support of mining,” says Greg Pendura, CEO and president of Solid Resources.

“The recession battered economy of Spain is immersed in a double-dip recession after failing to recover convincingly from the collapse of a decade-long property boom in 2008, an economic disaster that has sent the unemployment rate soaring to a record 27 percent.”

Tailings at Mina Maria Plant

“You won’t find a country with longer and richer mining history than Spain,” Pendura says.

“Digging up rocks has been a staple of the southern Spanish territory for the past 5,000 years, and its mineral wealth attracted the Phoenecians, Romans and many others over the centuries. This is the place that gave birth to mining giant Rio Tinto Ltd., and its namesake copper mine may be the oldest in the world.”

Solid Resources has been in Spain since 2000. The company’s management had the foresight in the early 2000’s to understand the importance of Tantalum in the near future with the onset of new electrical technologies coming on stream.

The Alberta-1 concession, which was a former producing tin mine has shown to contain vast amounts of this rare metal. Beginning in 2003, Solid has undertaken four drill programs (2003, 2005, 2011 and 2012) to prove out commercial values of tantalum, tin and lithium on Alberta-1.

“The latest drill program is on time and below budget,” Pendura says. “We are excited about entering the final phase of the project and working towards the implementation of a commercially viable mining operation once this permit has been obtained.”

With economical average grades of 800 ppm of tin, 110 ppm of tantalum and 0.5 percent lithium, Solid Resources is anticipating making their submission to the Spanish Mining Authority by the end of May 2013.

The Cehegín iron ore property is comprised of 62 separate concessions, formally owned by the Spanish ironworks company Altos Hornos de Vizcaya S.A. The property produced a premium grade of iron ore (over 65 per cent iron) up until 1989. Three of those concessions (Maria, Colossus and Solebad) could be moved into production in 18 to 24 months.

“There is excellent infrastructure already in place – the deep sea Port of Cartagena is 100 kilometres away, connected by rail and an excellent toll-free highway, hydro and water on site,” explains Pendura.

Solid Resources is busy analysing the vast amount of historical geological and production data on the property. The company intends to make this historical data compliant with the standards of the NI 43-101 to allow these three concessions to commence production.

The possibility of increased stimulus to boost the Spanish economy should not pose any concern to potential investors, he adds.

“Spain is a mine friendly jurisdiction,” says Pendura. “You have a very strong and stable government; you have probably the best infrastructure in the world; you have a huge and talented workforce right there, and you’ve got better than average taxation rates of 30 percent. Spain, with one of the worst fiscal problems is embracing mining.”
Solid Resources received maximum subsidies on their Alberta-1 tin and tantalum exploration of 20 percent for both 2011 and 2012.

“The local governments and mining authorities of for region of Galicia and Murcia where each of the tin, tantalum and iron ore projects are based are very supportive to expedite each project into production,” Pendura says.
Solid Resources is one of numerous foreign companies that have taken the plunge into exploration in Spain, and rediscovered the benefits of working in a stable environment with plenty of first-world benefits.

“In essence, it’s the anti-Congo,” explains Pendura. “Spain is considered Ground Zero for the European mining revival, where dozens of companies have active projects. It should come as no surprise the Iberian Peninsula is attracting the most interest. It still holds great mineral potential after thousands of years of mining.”

Solid Resources is a Canadian junior mining company focused in Spain on the exploration and development of rare and precious metals and industrial commodities worldwide. The Company is currently in the late stage of quantifying the presence of tantalum, tin, lithium and other rare minerals on its Alberta-1 property in north-western Spain and re-opening 62 iron ore concessions in south-eastern Spain.

Legal Disclaimer/Disclosure: A fee has been paid for the production and distribution of this Report. This document is not and should not be construed as an offer to sell or the solicitation of an offer to purchase or subscribe for any investment. No information in this article should be construed as individualized investment advice. A licensed financial advisor should be consulted prior to making any investment decision. Financial Press makes no guarantee, representation or warranty and accepts no responsibility or liability as to its accuracy or completeness. Expressions of opinion are those of the author’s only and are subject to change without notice. Financial Press assumes no warranty, liability or guarantee for the current relevance, correctness or completeness of any information provided within this article and will not be held liable for the consequence of reliance upon any opinion or statement contained herein or any omission. Furthermore, we assume no liability for any direct or indirect loss or damage or, in particular, for lost profit, which you may incur as a result of the use and existence of the information, provided within this article.

Dr. Michael Gunning, chairman of Vancouver-based Alpha Minerals, is talking about his company’s joint venture with Fission Energy at Patterson Lake South, where the results of a winter drilling program has increased Alpha’s share price from twenty cents ($0.20) to over $3 in the past six months with a high of over $5.

“The Patterson Lake discovery is really the first near-surface, high grade, potentially open-pittable uranium resource that we have found in the basin since the late seventies,” says Gunning. “And that is an important potential game-changer for the district.”

As Lead Technical Advisor on the Patterson Lake project, Gunning’s high hopes for the project are perhaps to be expected.

What is at first glance surprising — and what made the industry sit up and take notice — is that Gunning agreed even to consider joining a junior exploration company whose prospects in mid-2012 seemed less than rosy.

After all, Gunning was enjoying the fruits of one of the juiciest deals in recent Canadian mining history.

In his previous role as Chief Executive Officer of Hathor Exploration Ltd., Gunning spearheaded the advancement of the Roughrider uranium deposit in the eastern part of the Athabasca Basin, leading eventually to its sale to Rio Tinto for $654 million — one of the top ten mining deals in the world that year, across all commodities.

The deal was reached after Gunning and his tiny staff fought off a hostile takeover bid from Cameco in a highly publicized David and Goliath struggle.

“Yes, I could have retired at that point,” says Gunning. “But that’s not my personality. I was eager for a new challenge. I believe in giving yourself a change every few years, otherwise you can get too comfortable. From a creative thinking point of view, that’s dangerous.”

Offers to work on other uranium projects flooded in, but he turned them down. “I said thanks, but no thanks, because when you have gone through an experience like Roughrider, what are the odds of improving on it? Both emotionally and strategically you don’t want to get involved in something that is going to be less of an experience. The bar was set pretty high.”

But then, one morning last fall, Gunning had a visitor to his Vancouver office whom he knew well. Ben Ainsworth, Alpha’s CEO, had been vice-president of exploration at Hathor, and the two men had developed a mutual respect.

Gunning was intrigued by Ainsworth senior’s re-telling of the discovery by a Joint Venture team headed by his son Garrett of a field of radioactive boulders scoured from bedrock by moving ice. Members of the team were convinced the source of the boulders could be traced. But, strapped for cash, and with investors looking the other way, the search had been endlessly delayed.
Then, last October, results from four drill holes at Patterson Lake dramatically improved Alpha’s prospects. The company announced Discovery Hole 22 hit anomalous radioactivity over 21 meters. It was the beginning of a series of discoveries that have since revealed extensive, near-surface uranium mineralization over three major zones.

And the good news keeps coming: On April 22, the Joint Venture partners reported drilling highlights that included 53 meters at 6.57 per cent uranium, including 10.5m at 29.26 per cent. The joint venture noted: “These spectacular assays from zone R390E confirm a particularly high grade of uranium mineralization within wide intersections at shallow depth. The winter drilling program at Patterson Lake South continues to deliver exceptional world-class results in both quality and quantity.”

At the time he was approached, Gunning could not have foreseen these later discoveries. But he was persuaded to join Alpha on two counts. Firstly, his intimate knowledge of the geology of the Athabasca suggested the discovery of the boulders was hugely significant. Secondly, he had great respect for the work of Ben and his son Garrett.

In one of his earlier careers, as lead Minerals Deposits Research Geologist with the Saskatchewan Geological Survey, he had often puzzled over the fixation in the mining world with the eastern side of the Athabasca basin.

To be sure, it was in the eastern basin that the two richest uranium deposits in the world had been discovered, at Cigar Lake and McArthur River.

“It’s hard to describe how rich those deposits are, and how much of an anomaly they are in terms of other uranium mines,” says Gunning. “They have dominated the mystique of the Athabasca.”

As a result, he says, the eastern Athabasca has been the most heavily explored, with a well-developed infrastructure to support it.

“At the Geological Survey, we used to say there’s nothing wrong with the geology of the western side of the basin. Nobody has ever said: ‘You need to be on the eastern side.’

“The bread and butter of the Athabasca — the history of the basin since 1969 — was based not on Cigar and McArthur, which are essentially single ore bodies, but on clusters of smaller ore bodies. If you have six or eight of them, even three or four, they start to add up.

“The Patterson Lake discovery is going to remind people that before Cigar and McArthur came along, it was these smaller clusters that really did change the world of uranium.

“Patterson Lake is going to remind people that you can find uranium deposits with truly world-class attributes. It’s showing us near-surface mineralization that we haven’t seen in 40 years. Patterson is so significant in terms of reminding the industry of what the Athabasca is about.”

If Gunning’s best-case scenario stands up, that reminder could be quick in coming.
The task at Patterson Lake South this summer, he says, is to delineate the full extent of the mineralization in the three zones, with the first preliminary resource estimates ready by the first quarter of 2014.

“You can already see resource potential emerging on the three zones, based on the continuity of mineralization in drill holes,” says Gunning. “We will continue drilling on all three zones, and initiate resource estimates individually as they are closed off and fully delineated. That is the way Roughrider evolved, and that is the road that Patterson is taking, and it’s an exciting road at that.”

Looking to the future, Gunning says: “Our job is to keep our heads down, keep the drills turning, get the resource evaluation work going when appropriate and ultimately execute a full preliminary economic evaluation.

“If we can do that successfully, cost effectively and quickly, we will create shareholder value, no question. If Patterson continues to grow the way it did this winter, ‘the deposit will take care of itself’ as the saying goes. It’s already standing out as a potential game-changer.”

Legal Disclaimer/Disclosure: A fee has been paid for the production and distribution of this Report. This document is not and should not be construed as an offer to sell or the solicitation of an offer to purchase or subscribe for any investment. No information in this article should be construed as individualized investment advice. A licensed financial advisor should be consulted prior to making any investment decision. Financial Press makes no guarantee, representation or warranty and accepts no responsibility or liability as to its accuracy or completeness. Expressions of opinion are those of the author’s only and are subject to change without notice. Financial Press assumes no warranty, liability or guarantee for the current relevance, correctness or completeness of any information provided within this article and will not be held liable for the consequence of reliance upon any opinion or statement contained herein or any omission. Furthermore, we assume no liability for any direct or indirect loss or damage or, in particular, for lost profit, which you may incur as a result of the use and existence of the information, provided within this article.

Does the chart look familiar? Pacific Potash’s stock chart probably looks very similar to a junior explorer, or two, sitting in many portfolios. However, there may be a few significant differences between Pacific Potash and many other junior resource plays.

While many junior exploration companies are in a tough financial position (in February a reported 600+ junior resource companies had less than $200,000 in the bank), our new Client and Featured Company, Pacific Potash (PP:TSXV), just completed a $2.25 million private placement financing with the intention of executing a summer 2013- exploration and drill program in an emerging potash district (click here for full news release). In addition, over the past 30 trading days – a period which has seen liquidity dry up for many juniors – Pacific Potash has traded nearly 10 million shares. It currently trades for $0.095.

So the question is ‘why’?

Why was Pacific Potash, a company with a market cap of roughly $3.8 million prior to its latest financing, able to complete a $2.25 million financing in a time period that has been deemed the worst junior resource market in 30 years? And why hasn’t liquidity in its market dried up like so many other juniors?

It certainly isn’t because Pacific Potash is a safe haven investment…like all junior exploration investments, this company is speculative and comes with significant risk; so what is the reason behind the interest in this speculative potash company?

Pacific Potash has managed to become the only TSX Venture traded company, that we could find, planning a work program in the emerging potash district of the Amazonas Basin in Brazil (100% right to undivided interest on nearly 800,000 hectares – click here for news release).

A junior explorer planning to work on an asset situated in the Amazonas Basin is significant for a few key reasons. First, the Amazonas Basin in Brazil has been somewhat off-limits in the past, but now exploration in the region is promoted by the government to hopefully reduce its potash dependency on countries like Canada and Russia. Potash is only produced in an estimated 12 countries right now, yet roughly 150 nations import it – Brazil being one of the largest importers.

Mining Investment Expected to Rise

The Brazilian government is supporting the development of potash projects in the Amazonas Basin for the country’s own sovereign economic gain and crop security. Broadly speaking, the Brazil Mining Association (IBRAM) predicts that mining investment in the country will rise to $68.5 billion by 2015, due to political stability and high-quality deposits.

One of Pacific Potash’s neighbors in the basin is Brazil Potash, a company who last year raised $58.66 million to explore its project in the area; and just this week the Wall Street Journal reported that Forbes & Manhattan is working to raise $100 million to complete studies for Brazil Potash Corp’s project in the Amazon.

The government of Brazil is hoping the Amazonas Basin, which has been compared geologically to the Saskatchewan Potash Basin and labelled a ‘World Class Potash Basin’ by Brazil Potash, will relieve some of its dependence on importing potash.

Brazil, its farmers and its people are at a huge disadvantage right now simply because they have to pay a large premium on potash due to importing costs, mainly from Canada and Russia. It has been estimated that if Brazil can develop its own potash producing region, it will lower its importing costs from roughly $200 a tonne to around $50. That’s a huge cost savings.

Potash Shipping Routes to Brazil

Remaining import dependent for potash is a recipe for disaster from the government’s standpoint because Brazil is the world’s third largest importer of the commodity and its domestic demand keeps rising.

In fact, potash consumption in Brazil has grown 40% in the last 5 years. To Brazil’s credit, it has a federal plan to reduce imported potash from 91% to 60% within the next five years. For the country to achieve this lofty goal, it will require aggressive exploration and new potash mine development within the country. And in order to try and develop potash mines, the Brazilian government is supporting exploration in the Amazonas Basin – possibly because Petrobras, whose biggest stakeholder is the Brazilian government, identified a non 43-101 compliant historical resource totaling 1.1 billion tonnes of potash on two deposits (combined) within the Amazonas Basin. Ironically, this discovery was made by Petrobras while the company was searching for oil; like so many great discoveries, a little serendipity was involved.

Petrobras’ deposits are known as Arari and Fazendinha. At the Arari deposit, Petrobras identified 659 million tonnes of 17.7% KCl* (2.47 m thick) and at the Fazendinha deposit, Petrobas identified 520 million tonnes of 28.8% KCl* (2.63 m thick) – Non 43-101 compliant.

Petrobras’ two potash deposits are situated approximately ~20 and ~40 km from the property being optioned by Pacific Potash within the Amazonas Basin.

The Amazonas Basin is similar in depth, age, original and scale to the basin in Saskatchewan. Within the basin there are some key players to be aware of – they are:

Potassio do Brazil (Brazil Potash) – Forbes Manhattan Affiliate. Completed a US$58 million capital raise to further develop its project in the Amazonas Basin, announced May 31st, 2012. Also of significance, Brazil Potash made a potash discovery in close proximity to the property being optioned by Pacific Potash. In addition, the chief geologist for Brazil Potash’s exploration program in the basin, who was instrumental in the company’s recent discovery, is now advising Pacific Potash for its planned exploration program.

Petrobras – Already identified a historical, Non 43-101 compliant potash resource in the Amazonas Basin (mentioned above) and its major stakeholder just so happens to be the Brazilian government.

Pacific Potash’s location and surrounding neighbors – click to enlarge:

Pacific Potash has a 100% right to undivided interest on 90 mineral exploration licenses in three separate contiguous blocks within the Amazonas Basin that cover an aggregate total of 795,824 hectares (click here for details from company news release). Furthermore, the leader of bringing money into the Amazonas Basin for potash project development of late is a company known as Brazil Potash (aka Potassio do Brasil – mentioned above). This private company has been making headlines for its potash discovery which is in close proximity to the property being optioned by Pacific Potash.

Brazil Potash is partly owned by Canadian merchant bank Forbes and Manhattan. The company is planning an IPO on the Bovespa exchange later this year or in early 2014. Media outlets have reported the company may raise anywhere from $300 million to $1 billion (more on this later).

Brazil Potash’s CEO, David Argyle, stated that the company is hoping to prove a 650-million to 700-million ton resource capable of producing 4 million tons yearly of potash.

In addition, according to Mining Weekly, Brazil Potash has already signed offtake deals with two Brazilian agricultural firms and aims to start building a mine in early 2014, with first production penciled in for mid-2017.

Take a look at some of the drill results returned by Brazil Potash on its asset which is in close proximity to the property being optioned by Pacific Potash (see map above for location):

Brazil Potash Drill Result Highlights:

Discovery Hole PB-AT-10-02 resulted in 1.86m @ 32.59% KCl
Hole PB-AT-11-03 resulted in 1.76m @ 21.10% KCl
Hole PB-AT-11-09 resulted in 1.82m @ 39.94% KCl
Hole PB-AT-11-12 resulted in 2.31m @ 35.20%
KCl Hole PB-IP-11-03 resulted in 2.20m @ 23.26%
KCl Hole PB-IP-12-06 resulted in 4.84m @ 25.74% KCl

Reuters reported last month, in an article by Sabrina Lorenzi, that Brazil Potash’s Project “holds 500 mln tonnes of potash resource.”

In the Reuters article it stated:

“The Brazil Potash asset is one of several potential potash projects in a 400 kilometer (250 mile) potash belt south of the Amazon river. Brazil’s mines and energy ministry believes the region could produce enough potash to eventually make Brazil one of the world’s largest producers.”

image source: Brazil Potash corporate presentation

The Reuters article elaborated “The Brazil Potash project is expected to cost $2 billion to $3.5 billion to build and Brazil Potash hopes to sell as much as $1 billion of stock in its Brazil-based Potássio do Brasil operating unit in the next year to help finance construction, the source said.”

Click here to read full article.

The Connection

Brazil Potash’s results speak for themselves. As we touched on earlier, the chief geologist for Brazil Potash’s world-class discovery was a man named Andre Costa. Mr. Costa was responsible for the potash exploration technical program, compiled all regional data, developed Brazil Potash’s drilling program and was instrumental in the development of its major discovery. He oversaw the compilation of historic data and execution of a successful drill program, the first of its kind in the Amazonas Basin. Needless to say, Mr. Costa knows the geology in the basin intimately.

A Key Player

Mr. Costa has joined the team at Pacific Potash as an advisor. He will be responsible for leading Pacific Potash’s planned summer drill program in the Amazonas Basin. This is a key reason behind our selection of Pacific Potash as our new Featured Company. Having Mr. Costa’s expertise is invaluable to a junior of Pacific Potash’s stature.

Pacific Potash’s Executive Chairman, Mr. Balbir Johal, stated “He has overseen the drilling of over 20 potash wells in the basin, supervised the compilation of data for Potash Brazil’s technical reports, and from a potash exploration perspective he is one the most knowledgeable individuals regarding the basin. Mr. Costa feels confident that Potash Brazil’s successes are only the beginning of things to come in the Amazon.”

Compelling Infrastructure

There are sections of the property being optioned by Pacific Potash which run adjacent to the Amazon River. It is well permeated by its tributaries through the majority of the property. A nearby section of the Amazon River has been dubbed ‘A Super highway for Soybeans’ because it provides a main source of large vessel cargo transportation (often for large ships carrying soybeans – a main export for Brazil).

The property being optioned by Pacific Potash is in the Amazonas Province (the only free trade zone in the country), in northern Brazil, roughly 150 km east of Manaus – a city with an excellent workforce, a population of roughly two million and home to a world cup game in 2014.

image source: Brazil Potash

There is direct access to both international and internal shipping routes via Manaus and Itacoatiara, with established routes used for soya exporters. The Amazon River can handle 60,000 tonne vessels. There is access to roads, water ways, ports and air-strips. The location of the Amazonas Basin provides quick-to market avenues within Brazil and to foreign countries looking for fertilizers.

Nearby roadways – source: Brazil Potash

Cargo ship at Port of Manaus

Port in Itacoatiara – source: Brazil Potash

As mentioned, Brazil’s government is actively looking to increase fertilizer self-sufficiency and is investing in stream-lining mining applications, improving infrastructure and making Brazil more attractive to foreign investments. With the built-in advantages the Amazonas Basin already has, it comes as no surprise that it is being aggressively explored by the likes of Brazil Potash.

While Pacific Potash is a junior exploration company, an inherently risky investment, we are placing a bet on this one. We have selected Pacific Potash based on location, the surrounding players, its battered share price, its planned summer work program and the strength of its technical team.

The Brazil Factor

Brazil is the world’s third largest agricultural exporter and has the world’s largest reserves of farmable and non-cultivated land. It is currently the world’s largest producer and exporter of a wide range of crop-based products, including soybean, coffee, cane sugar, orange juice, meat and tobacco. It uses roughly 75% of its potash to produce soybean, sugar cane and corn. This is a country that has to secure its own domestic supply of potash.

Brazil’s Exports

Pacific Potash (PP:TSXV) has a chance to potentially make a discovery in a region with major players (Brazil Potash and Petrobas). Of course, there are no guarantees Pacific will make a discovery, but this region has the Brazilian government’s support and the nearby infrastructure to get the product to market, if an asset was to become a mine. Significant amounts of speculative money is being drawn to the Amazonas Basin, which has been led by Brazil Potash, a company with a neighboring asset to the property being optioned by Pacific Potash.

A company like Pacific Potash isn’t in the Amazonas Basin to try and build a mine; that’s not feasible for a small company, nor is it something explorers are typically designed to do. Explorers are designed to try and make a discovery.

With the company planning for a drill program within the Amazonas Potash Basin in Brazil this summer, we felt now was the time to make the introduction.

Having Andre Costa leading the company’s work program is a valuable asset for Pacific Potash. Costa has experienced great success with Brazil Potash in the region already and he will be instrumental in determining where Pacific ends up drilling.

We don’t share in your profits or losses, so practice your own thorough due diligence. Also, we have subscribed to Pacific Potash’s recent private placement, it is a client of ours and for obvious reasons, we are biased.

Expect further updates on Pacific Potash (PP:TSXV) and the Amazonas Basin over the coming weeks.

All the best with your investments,

PINNACLEDIGEST.COM

VISIT PACIFIC POTASH ONLINE

Management Team

Advisory Board

RECENT NEWS FROM PACIFIC POTASH (PP:TSXV)

Pacific Potash Corp Acquires 100% Right To Undivided Interest In The Amazonas Basin Potash Property – February 26, 2013

Pacific Potash Strengthens Brazil Exploration and Development Team – March 1, 2013

Pacific Potash Corporation Announces Agapito Associates, Inc Opinion On Feasibility of Solution Mining – March 26, 2013

Pacific Potash Corporation Completes $2.25 Million Private Placement Financing – April 11, 2013

Disclaimer and Information on Forward Looking Statements: Please read carefully before proceeding.

Important: Our disclosure for this report on Pacific Potash Corporation applies to the date this report was released to our subscribers (April 21, 2013) and posted on our website. This disclaimer will never be updated, even after we have sold all of our shares in Pacific Potash Corporation.

All statements in this report, other than statements of historical fact should be considered forward-looking statements. These statements relate to future events or future performance.

Forward-looking statements are often, but not always identified by the use of words such as “seek”, “anticipate”, “plan”, “continue”, “estimate”, “expect”, “may”, “will”, “project”, “predict”, “potential”, “targeting”, “intend”, “could”, “might”, “should”, “believe” and similar expressions. Much of this report is comprised of statements of projection. These statements involve known and unknown risks, uncertainties and other factors that may cause actual results or events to differ materially from those anticipated in such forward-looking statements. Statements regarding mineral exploration operations and objectives are subject to risk, including, but are not limited to, the availability of financing; fluctuations in commodity prices; changes to and compliance with applicable laws and regulations, including environmental laws and obtaining requisite permits; political, economic and geologic risk, inflation and costs of goods and services, property title issues and regulatory approvals and other risks. Risks and uncertainties respecting mineral exploration companies are generally disclosed in the annual financial or other filing documents of those and similar companies as filed with the relevant securities commissions, and should be reviewed by any reader of this report. In addition, with respect to any particular company, a number of risks relate to any statement of projection or forward statement.

PinnacleDigest.com is an online financial newsletter owned by Maximus Strategic Consulting Inc. We are focused on researching and marketing resource and technology public companies. Nothing in this report should be construed as a solicitation to buy or sell any securities mentioned anywhere in this report (specifically in regard to Pacific Potash Corporation). This report is intended for informational and entertainment purposes only! The author of this report and its publishers bear no liability for losses and/or damages arising from the use of this report.

Be advised, Maximus Strategic Consulting Inc., PinnacleDigest.com and its employees are not a registered broker-dealer or financial advisors. Before investing in any securities, you should consult with your financial advisor and a registered broker-dealer.

Never, ever, make an investment based solely on what you read in an online newsletter, including Pinnacle Digest’s online newsletter, or internet bulletin board, especially if the investment involves a small, thinly-traded company that isn’t well known.

PinnacleDigest.com’s past performance is not indicative of future results and should not be used as a reason to purchase any security mentioned in this report or on our website.

Most companies featured in our newsletter, and on our website, are paying clients of ours (including Pacific Potash Corporation – details in this disclaimer). In many cases we own shares in the companies we feature. For those reasons, please be aware that we are extremely biased in regards to the companies we write about and feature in our newsletter and on our website. Because Pacific Potash Corporation has paid us for our advertising and marketing services and we (Maximus Strategic Consulting Inc.) own shares in the company, you must recognize the inherent conflict of interest involved that may influence our perspective on Pacific Potash Corporation; this is why we stress that you conduct extensive due diligence as well as seek the advice of your financial advisor and a registered broker-dealer before investing in any securities mentioned in our reports.

Maximus Strategic Consulting Inc, owner of PinnacleDigest.com, its officers, directors, employees, and consultants shall not be liable for any damages, losses, or costs of any kind or type arising out of or in any way connected with the use of its products or services, including this report. Maximus Strategic Consulting Inc, owner of PinnacleDigest.com, its employees, consultants and affiliates are not responsible for any claims made by any of the mentioned companies or third party writers in this report. You should independently investigate and fully understand all risks before investing. We want to remind you again that PinnacleDigest.com is often paid editorial fees for its writing and the dissemination of material. The clients (including Pacific Potash Corporation) represented by PinnacleDigest.com are typically exploration-stage companies that pose a much higher risk to investors. When investing in speculative stocks of this nature, it is possible to lose your entire investment over time. Set forth below is our disclosure of compensation received from our client(s) mentioned in this report and an explanation as to which companies we own shares in:

Maximus Strategic Consulting Inc., owner of PinnacleDigest.com, has been paid CDN$50,000 plus gst to provide online advertisement coverage for Pacific Potash Corporation for a pre-paid six month online marketing agreement. The company (Pacific Potash Corporation) has paid for this service. The service includes, but is not limited to, the creation and distribution of reports (reports such as this one) authored by PinnacleDigest.com about Pacific Potash Corporation, as well as display advertisements about the company on our website. We (Maximus Strategic Consulting Inc., owner of PinnacleDigest.com) subscribed to Pacific Potash Corporation’s private placement. In that private placement, we (Maximus Strategic Consulting Inc.) purchased 515,000 units at a price of $0.08 per unit. Each Unit of the placement consists of one common share of Pacific Potash (Shares) and one common share purchase warrant (Warrants). Each Warrant entitles us to purchase one Share at a price of CDN$ 0.13 for a period of 30 months following the closing date of the Offering. All securities issued in connection with the Offering will be subject to a four month hold period from the date of issuance in accordance with applicable securities law. We (Maximus Strategic Consulting Inc. and our employees and consultants) may purchase more shares of Pacific Potash Corporation following the release of this report (report was released on April 21, 2013). Every share we (Maximus Strategic Consulting Inc.) own in Pacific Potash Corporation, we intend to sell for our own profit and without further notice to our subscribers. Every share we (Maximus Strategic Consulting Inc. and our employees and consultants) may purchase in the future of Pacific Potash Corporation, we intend to sell for our own profit and without further notice to our subscribers. Please recognize that we are extremely biased when it comes to Pacific Potash Corporation.

Cautionary Note Concerning Estimates of Inferred Resources:

This report and supportive documents used in the research process of this report may use the term “Inferred Resources”. U.S. investors are advised that while this term is recognized and required by Canadian regulations, the Securities and Exchange Commission does not recognize it. “Inferred Resources” have a great amount of uncertainty as to their existence, and great uncertainty as to their economic and legal feasibility. It cannot be assumed that all or any part of an Inferred Resource will ever be upgraded to a higher category. Under Canadian rules, estimates of “Inferred Resources” may not form the basis of feasibility or other economic studies. U.S. investors are also cautioned not to assume that all or any part of an “Inferred Mineral Resource” exists, or is economically or legally mineable.

Mineral resources which are not mineral reserves do not have demonstrated economic viability. The estimate of mineral resources may be materially affected by environmental, permitting, legal, title, taxation, socio-political, marketing, or other relevant issues.

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The latest figures from the International Diabetes Federation reveal that currently 366 million people have diabetes worldwide, and 4.6 million deaths are due to diabetes. A staggering US$ 465 billion is spent on care for diabetes across the globe. This disease is one of the century’s greatest health challenges and remains on a relentlessly upwards trajectory. Both organizations agree that early and reliable diabetes testing is one measure that could potentially save more lives.

Enter Miraculins Inc., a Canadian medical diagnostic company focused on acquiring, developing and commercializing diagnostic tests and risk assessment technologies for unmet clinical needs, which has just announced it has signed a Term Sheet to acquire an innovative non-invasive screening test for diabetes that is already approved for sale in Canada and Europe.

The SCOUT system is the first non-invasive diabetes screening system designed to provide a highly sensitive and convenient method for screening for pre-diabetes and type 2 diabetes based on the presence of diabetes-related biomarkers found in skin. Unlike current screening methods, a SCOUT test requires no blood draw, no fasting, and no waiting for a lab result.

“The SCOUT represents an exceptional opportunity for Miraculins,” says Christopher J. Moreau, Miraculins CEO and president. “It adds to our story and builds on our value equation of offering non-invasive screening technology. We have been in negotiations for some time with the owners to acquire the SCOUT – which is US based.”

Miraculins currently works with products that already have worldwide potential. The company already has two technology programs that have captured the attention of the global healthcare industry because of their unique value.

The first is a skin cholesterol test called PreVu, and the second technology is for a disease called preeclampsia, a devastating and growing disease of pregnancy affecting 5 to 8 percent of women worldwide regardless of ethnicity.

The PreVu Non-Invasive Skin Cholesterol Point of Care Test is a completely painless and non-invasive test, which involves no blood draw or needles, requires no overnight fasting and involves no handling of potentially hazardous biomaterials. The test is conducted on the palm of the hand in less than five minutes with results being immediately available, facilitating point of care consultation and a next steps discussion.

“Skin cholesterol is an important new biomarker in assessing risk of coronary artery disease,” Moreau says. “As such, the PreVu test can serve as a convenient first step in the global risk assessment process, reaching those who have not been assessed, or who avoid blood testing, and providing them with a tipping point for greater personal action and resolve in looking after their heart health.”

Coronary artery disease is a leading cause of death in Canada and a difficult condition to detect. There are more than 7.2 million heart attacks globally every year and growing, and 540 million blood cholesterol tests performed annually worldwide.

Miraculins closed on the PreVu transaction in the fall of 2010. It took the company about two years to get the product ready for market.

“For Miraculins to manufacture and sell a diagnostic device, we needed to become International Standards Organization (ISO) certified, and that took us about a year,” explains Moreau. “Our company had to undergo tremendous change. We were basically a research and development company prior to acquiring the PreVu, and then we had to go through all these significant changes to become certified. It was a great exercise because it forced us a company to make sure that all of our systems and processes were consistent with the international standard.”

The second lead technology Miraculins has developed is for a serious disease of pregnancy called preeclampsia. The disease affects more than 6.4 million pregnancies per year in the US and 134 million worldwide, with a cost of more than $3 billion annually to the global healthcare system.

Preeclampsia’s rapidly progressive condition, characterized by high blood pressure and the presence of protein in the urine, can quickly accelerate and result in seizure, coma, kidney failure and death for both mother and child. The technology was being advanced through a collaborative research and option agreement with Alere, Inc.; one of the world’s largest diagnostic companies with professional and consumer offerings in over 100 disease categories, and a market capitalization of $2 billion. Alere recently licensed from Miraculins the lead marker in the company’s preeclampsia program.

“We were excited to have partnered a key part of our preeclampsia technology with a major international diagnostics company and they are responsible for advancing a test through regulatory approval and on to commercial sales.” says Moreau.

Miraculins business model is to license and acquire business technology that can either be acquired from a research institution or a university, or another company.

“We are one of a handful of Canadian diagnostic companies that have been able to get a product through the regulatory approval process required so that we can begin to start selling,” Moreau says.

“The way we found out about the SCOUT opportunity was through one of our distribution partners in Canada called Pear Healthcare, which represents us in the retail pharmacy market. There are striking similarities with the SCOUT and PreVu. It’s non-invasive and it involves taking a reading of the skin, and even though the two tests are different what I found interesting was that we are looking for a risk marker for heart disease, and the SCOUT is identifying people who are pre-diabetic, since diabetes is also a risk factor for heart disease.”

“In today’s technologically advanced world, tests that are non-invasive will be the future, so it was interesting that PreVu was being represented by Pear Healthcare while they were simultaneously representing the SCOUT,” Moreau says.

Miraculins partnered with Pear Healthcare last year and initially launched a PreVu pilot program with London Drugs, one of western Canada’s leading pharmacy chains, in the fall of 2012. Based on the success of that pilot, London agreed to offer the PreVu test at one day rotating clinics at all of its 76 locations. Miraculins then secured a launch agreement with the 350 store PharmaChoice pharmacy network earlier this year to introduce the PreVu test in Ontario and Atlantic Canada in the spring of 2013, through a Phase One launch in up to 50 of its stores, with the hope of expanding the program to all of the stores in the fall.

“About three months ago we heard that a private US based company called Veralight, the owners and developers of the SCOUT, were having financial difficulty,” Moreau says.

“We reached out to them and we emerged as the lead potential merger and acquisition partner for this technology. A significant factor in having Miraculins considered as a potential acquirer of the Scout is that many of the markets we envision selling the PreVu test into would be identical for the SCOUT. From that context, we think it’s a good fit because we can assume the operational aspects of the SCOUT by only adding incremental costs to our overhead and without dramatically adding to our sales and marketing budget.”

Miraculins is designed to have more than one product. As a medical diagnostic development company, Miraculins has a team of specialists representing different disciplines including: product development, quality control, regulatory affairs, manufacturing, business development and corporate governance.

“We have developed expertise in all of these areas and have structured our operations team in a way that allows us take on more than one product at a time,” Moreau explains.

Miraculins expects to announce the terms of the SCOUT agreement if the company completes definitive documentation, he says.

“Now that the initial term sheet has been approved by the Miraculins board, we are probably talking about 45 to 60 days before definitive documentation could be concluded at which point we would announce the closing of the deal as well as some of the key deal points.”

About Miraculins Inc.

Miraculins is a medical diagnostic company focused on acquiring, developing and commercializing non-invasive tests for unmet clinical needs. A significant number of promising diagnostic opportunities remain un-commercialized because of the sizable gap between the discovery stage, when research institutions are typically involved, and the commercialization stage, when larger commercial enterprises become interested. Miraculins has direct experience in bridging this gap. The Company’s PreVu® technology is a revolutionary new coronary artery disease risk assessment technology that measures cholesterol levels in a patient’s skin non-invasively, painlessly and without the need for fasting. Miraculins is also advancing a suite of biomarkers to aid in the early detection of the devastating disease of pregnancy known as preeclampsia. The lead marker in the Company’s preeclampsia program is partnered with Alere Inc., one of the world’s largest diagnostic companies. For more information visit http://www.miraculins.com.

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Vancouver-based Western Copper and Gold is planning to invest a staggering $2.46 billion developing its Casino Mine property in a remote area of the territory some 1,225 km northwest of Fort Nelson, B.C. A

An updated report by MNP LLP and titled “Economic Impacts of the Casino Mine Project” was released this week incorporating the results from a feasibility study released in January 2013 offers a tantalizing glimpse of the economic bonanza that the development would trigger.

Construction and operation of the mine would contribute $9.7 billion to Canada’s Gross Domestic Product (GDP), creating 51,373 full-time equivalent positions and generating $2.5 billion in wages and salaries.

The report estimates the GDP generated in Yukon by the construction of Casino at $363 million, or 14 per cent of Yukon’s 2011 GDP. The construction phase is estimated to contribute $2 billion to Canada’s economy while generating 22,601 full-time equivalent jobs (FTEs), resulting in $1.1 billion in wages and salaries across Canada.

During each of its 22 years of operation, the Casino mine is expected to contribute $274 million to Yukon’s economy. Operation of the mine is estimated to contribute $350 million to Canada’s GDP annually while creating 1,308 FTEs and generating $61 million in wages and salaries across Canada.

The Casino project is also expected to generate $3.1 billion in taxes and royalties to various governments during the life of mine.

Estimates of recoverable minerals at Casino indicate the vast scale of this project, one of the largest gold and copper reserves currently under exploration in North America. They include 8.9 million ounces of gold and 4.5 billion pounds of copper. In Casino’s first four years of full production, starting in 2019, annual output is projected to be 399,000 ounces of gold, 245 million pounds of copper, 15 million pounds of molybdenum and 1.8 million ounces of silver.

“This updated report reiterates the enormous impact that the Casino Project will have on the Yukon and the rest of Canada,” said Dale Corman, Chairman and CEO of Western. “In addition to the great economic benefit, the Casino project will provide other benefits such as training, education, and infrastructure, which will benefit the Yukon over the longer term.”

But the economic impact will be felt much farther afield than in Yukon, where human and material resources are limited.

“This is a big mine,” says Paul West-Sells, President and Chief Operating Officer of Western Copper and Gold. “It will employ a large number of people.”

A small army of some 1,600 workers will be assembled to build the mine, and 600 permanent jobs will be created when production hits its peak. West-Sells says that even though there are large construction firms based in Yukon, the magnitude of the projects means that “even they are going to have to source most of their labor in B.C.”

In addition, he says, “B.C. is going to be significantly represented” among the on-site contractors and suppliers that will be required.

First among the many tasks is to build a $100-million all-season road linking the Casino mine site with the Klondike Highway, 120 km to the east. The mine is currently reachable by an unpaved winter road.

Along this new highway, trucks will begin to haul the infrastructure for major projects such as a $209-million, 170-megawatt on-site natural gas power plant. The mine is too far from the grid to be hooked up and, in any case, would require more energy than the territorial utility’s total output.

The new road is only one component of a total initial capital investment in the project estimated at $2.46 billion, including the power plant. Other major expenditures are for mining equipment and mine development ($454 million); a concentrator ($904 million) and a heap leach operation ($109 million).

Once in operation, liquefied natural gas to run the power plant would be trucked in convoys along the new road all the way from Fort Nelson, the booming new hub of world-class shale gas plays. “We are in advanced negotiations with people in the Fort Nelson area, which is our preferred option for obtaining LNG. ” says West-Sells.

He says Casino is a large enough project that it alone would act as an “anchor tenant to justify construction of a liquefaction facility” in Fort Nelson. “And once that is built, then you open up an opportunity for various companies and governments in northern Canada and northern British Columbia who are also looking to use LNG.”

Pat Pimm, Liberal MLA for Peace River North, a riding that includes Fort Nelson, says that if Western Copper’s LNG plans come to fruition it will certainly present a huge economic opportunity for the community.

Pimm says that although the distances to Yukon are large, there is no reason why Fort Nelson should not become the service centre for mining operations there.

Fort Nelson Mayor Bill Streeper takes the current boom in his stride. He recently told the Canadian Business Journal: “It’s very exciting around here — we are having an issue expanding the town as fast as the people want to bring employees to town, but I think just about any town in Canada wishes they had our problem. It is a bright future in northeastern British Columbia.”

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The first of the two announcements pertained to Ashburton’s entry into the region of Patterson Lake where Fission and Alpha are operating their latest project which has garnered much deserved attention recently. The more recent announcement placed Ashburton amongst Cameco and Denison into a 1,800-hectare property that hosts Cameco’s Cigar Lake Mine less than 12 km to the northwest.

Combining both properties, along with some valued additions to the management team in the form of three geologists with uranium experience, Ashburton’s new vision appears to have two fronts. With the newly acquired Saskatchewan plays, combined with its Nevada gold plays, Ashburton has opened itself up as a two-front company with both gold and uranium as its focus.

PATTERSON LAKE DISCOVERY AREA

The first of two announcements had Ashburton officially moving into the uranium space, through acquiring two mineral claims near Fission and Alpha’s Patterson Lake South Project and discovery area. Contiguous to Fission and Alpha’s property is Ashburton’s 147 hectare claim, abutting a discovery that yielded significant results this past February and March.

The most notable findings of the Fissian/Alpha joint venture was a hole that intersected a 53m thick interval of continuous mineralization. The JV’s findings included a total of 11.5 meters of continuous “off-scale” radioactivity (readings that occur when the measurement device “pins” at its highest reading, and are typical of high-grade deposits). In total the JV found 13.89 metres of off-scale radioactivity.

Along with the land parcel that sits against the Fission/Alpha northern border, is a much larger property 25km to the southwest of the discovery block. A second property spanning 1,090 hectares in size, and on what historic governmental geological surveys returned with lake sediment samples ranging from 3.9ppm uranium to 7.69ppm uranium.

Results among five of Fission/Alpha’s relatively shallow drill holes suggested that Patterson Lake South project could become Athabasca’s next high-grade uranium deposit. Ashburton’s hopes are that the high-grade lake sediment samples can be brought into the modern era, and surpass those of the Fission/Alpha property. The historic numbers on the Ashburton project come from the Geological Survey of Canada (GSC), and to-date are among the highest grades encountered in the area.

BERNICK LAKE URANIUM PROJECT

The latest announcement pertaining to Ashburton’s shift to uranium was regarding the acquisition of an over 1,800ha property on the eastern portion of the Athabasca Basin. Less than 12km from Cameco’s Cigar Lake Mine, Ashburton’s property, called Bernick Lake, sits within the most prospective corridor of the eastern basin, and bares similarities to Hathor Exploration’s (now Rio Tinto) Roughrider Discovery.

Targeting a broad subsurface EM anomaly with two GEOTEM surveys and an airborne gravity survey, former work on the project identified relatively shallow findings. The unconformity was encountered between 240-270m, which drew the comparison’s to Hathor’s Roughrider. While Cameco has already developed Cigar Lake to the west, Denison Mines also has significant interests to the east of the property.

“In consideration to its proximity to the Cigar Lake Mine (with reserves of over 200MLbs U3O8) combined with high-value targets identified through prior work, Ashburton is extremely excited about this key acquisition of boardwalk realty in the prolific eastern Athabasca,” said Michael England, president of Ashburton.

“With this second acquisition in the basin and in the re-emerging uranium space, the board hopes it can increase shareholder value in the short and long term.”

The property was picked up through an agreement with an arms-length vendor. Ashburton signed an agreement for the ability to earn a 100% interest in the project. An interpretation report by Michael J. Cain, P. Eng, interpreted the subsurface anomaly to be structurally controlled, with peaks in the X and Z channels gave further suggestion that “there could be a series of conductive trends and possible some complex geology and structure.” The target zone coincides with gravity highs observed from an airborne gravity gradiometer survey, which suggested that the area was subjected to alteration events that resulted in silicification.

THE URANIUM IDENTITY GOING FORWARD

Ashburton’s ability to put these two deals together in such rapid succession has a lot to do with the tightly-held nature of the company. With only 14.7 million shares out, and an association with Premier Gold Mines [PG:TSX] that owns 4-5% of Ashburton’s shares, management was able to quickly gain over 3,000 hectares of valuable uranium grounds.

Despite the slowdown tied to the tragic events of Japan’s Fukushima disaster two years ago, it appears that the uranium market has a healthy future ahead. The successes of Alpha (formerly known as ESO Uranium) have multiplied the company’s value eight times since November of last year. Alpha’s success as a junior fly in the face of the drop in value witnessed with the world’s listed largest uranium producer, Cameco.

Ashburton appears to be going after an opening in the uranium sector with these two announcements, and chasing a similar path as the Alpha story. Going forward, the company’s portfolio still also includes its Nevada gold properties, including an option on Premier Gold Mines’ Golden Edge Property. However, now with these latest two announcements, the entire face of the company has changed drastically, and for the better.

G. Joel Chury
for the Financial Press

Legal Disclaimer/Disclosure: A fee has been paid for the production and distribution of this Report. This document is not and should not be construed as an offer to sell or the solicitation of an offer to purchase or subscribe for any investment. No information in this article should be construed as individualized investment advice. A licensed financial advisor should be consulted prior to making any investment decision. Financial Press makes no guarantee, representation or warranty and accepts no responsibility or liability as to its accuracy or completeness. Expressions of opinion are those of the author’s only and are subject to change without notice. Financial Press assumes no warranty, liability or guarantee for the current relevance, correctness or completeness of any information provided within this article and will not be held liable for the consequence of reliance upon any opinion or statement contained herein or any omission. Furthermore, we assume no liability for any direct or indirect loss or damage or, in particular, for lost profit, which you may incur as a result of the use and existence of the information, provided within this article.