We can do it.

I love it.

I love it.

Awesome.

Well, I'll just jump right in.

The course is really a two-day course.

There's five modules, and they follow the five disciplines, just like in the book where we lay out the framework with the five disciplines.

Like, can it analyze? Because that's where some of the initial friction is going to come, right?

I love it.

Awesome.

Well, I'll just jump right in.

I...

The, the, the, the, the course is really a two-day course.

Uh, it- there's five modules, and they follow the five disciplines, just like in the book, where we lay that, lay out the framework with the five disciplines.

First is the leadership first mindset, and the idea of the leadership first mindset, as we talked about on the show, is leaders have to hit the door every day thinking about, "What do I have to do to help my team succeed?" And if you're focused on doing your substantive job, you know, the thing that you did when you were an individual contributor, whether it's coding if you're an engineer, or if you're a lawyer, you know, developing documents or doing transactions, or if you're an accountant doing, you know, spreadsheets, whatever it is, that takes you away from the leader work.

[laughs]

We can do it.

I love it.

I love it.

Awesome.

Well, I'll just jump right in.

The course is really a two-day course.

There's five modules, and they follow the five disciplines, just like in the book where we lay out the framework with the five disciplines.

Like, can it analyze? Because that's where some of the initial friction is going to come, right?

in the return of this place and the fact that you're back all the way now i mean every storefront has a sign and you can tell it's it's a it's a huge celebration in that

region it really is and what this means to the to the community in the region you know you look at a 50 million dollar economic impact you know for a nascar cup series weekend here in a in wilkes county that is huge So yes, certainly a lot to celebrate.

And then the impact that we make to that community by bringing race events here and then things we do with Speedway Children's Charities, the further that impact.

So that excites me, but... what really excites me is the sense of pride you can feel it in the community it's their racetrack you know doug it's it's the roots of the sport you were here we celebrated that 47 reserve and when you talk about that era of racing you know you're when you talk about old school racing your mind might go to that 60s and 70s but 1947 really even predates the the formation of nascar and It's all right here in Wilkes County.

Combine that with all the moonshine culture and ground zero for bootlegging and where the sport of stock car racing formed.

It's here in Wilkes County.

And it's just the perfect formula to celebrate the roots and the beginnings of the sport of NASCAR.

Can you make any announcements today on who we might see Friday night?

for

building a high performance or in a high trust environment.

Condition number one is having a leadership first mindset.

So what does that mean? It means when you hit the door in the morning, you should be asking the question, what do I need to do to provide for my team and this organization today from a leadership perspective? And too often leaders are promoted because of their technical skills.

They're not taught leadership and and they come in and they think their job is just to do more of the technical stuff that's always gotten them gotten them by.

And especially in that middle manager, your most critical managers or leaders are in that middle manager.

And a lot of those folks are player coaches.

And nine times out of 10, it has done.

It's not going to be easy to do, but you have to have extreme clarity around what true success looks like, because otherwise you're going to be drowning your team in vanity metrics,

which I love.

Yeah.

I love that so much, Jason, because again, it's back to number one, right? Be purposeful, go to an offsite, bring the team together, create that vision, create those success metrics, hash it all out in the room, get it on the board and then align around it and make sure you operationalize it.

But when you do that, it's literally like magic how much the team rallies around it and how, how positive that environment becomes.

All right, jump to number three.

Number three is capability.

There's talent, there's tooling, right? There's a lot involved here.

It's not going to be easy to do, but you have to have extreme clarity around what true success looks like, because otherwise you're going to be drowning your team in vanity metrics, which

I love.

I love that so much, Jason, because again, it's back to number one, right? Be purposeful, go to an offsite, bring the team together, create that vision, create those success metrics, hash it all out in the room, get it on the board and then align around it and make sure you operationalize it.

But when you do that, it's literally like magic how much the team rallies around it and how, how positive that environment becomes.

All right, jump to number three.

Number three is capability.

And so a lot of these words are like things that you go, duh, like people have to be capable, right? But I think about capability in kind of a four-prong analysis.

There's talent, there's tooling, right? There's a lot involved here.

It's not going to be easy to do, but you have to have extreme clarity around what true success looks like, because otherwise you're going to be drowning your team in vanity metrics,

which I love.

Yeah.

I love that so much, Jason, because again, it's back to number one, right? Be purposeful, go to an offsite, bring the team together, create that vision, create those success metrics, hash it all out in the room, get it on the board and then align around it and make sure you operationalize it.

But when you do that, it's literally like magic how much the team rallies around it and how, how positive that environment becomes.

All right, jump to number three.

Number three is capability.

There's talent, there's tooling, right? There's a lot involved here.

Will do

...

the framework really quick.

There's really five elements to the framework, and I'm gonna talk about it in context of both the book, where it plays out through story, and the program, where it plays out through learning and experience.

But number one, the very most important thing is you've gotta have a leadership first mindset.

That's our first module in the PTP program.

It's a concept that's talked about in the book by Lauren, the CEO who takes over this company and starts to turn it around.

I'm curious to hear what the experience of moving towards that's been look- what the mo- what the experience of moving towards that has looked like for you, and what the, the hurdles have been, and what your vision is, I guess, for the, the business in the medium term.

How much does that new discovery maybe change that PEA or are we going to look more later down the timeline into the PFS? Has anything changed, you know, on the timeline for Levac over the last quarter?

Yeah, and nothing's changed at all on the back except for maybe how excited we are about it.

You know, it's, you know, you know, MacReady West is really hitting its stride operationally and we're very, very happy, you know, with how things are going there.

And, you know, it's going to be a wonderful cash flow contributor overall here.

But really, you know, as we shift, you know, as it's ramped up and, you know, is looking good, we're increasingly shifting focus over to Lavac, which is a very, very busy site right now with lots of underground development, as well as underground drilling.

And then two rigs also operating from surface, really targeting that R2 footwall zone discovery that we made back in summer of 2025.

We've publicly released 10 holes, all of which have been from surface into the R2 zone.

So tell me about, you know, the sequencing of this, of those two projects with those technical reports and the financing, you know, the CapEx could come around, you know, pushing both projects forward in roughly the same time frame.