First, whether you agree with all/some/none of Derek's points, you have to respect the fact that he is taking a bold first step towards trying to get everyone re-thinking their current positions on both individual events and the big picture.

Having been in NYC and away from the board for a couple of days, I too have been trying to reasses where, if anywhere, I may have personally gone wrong or come to wrong conclusions.

Why? There is no doubt that some or all of us have made mistakes because the community has temporarily become divided along emotional lines, rather than factual lines. I have no problem with the latter but don't like to see the former.

WHAT I PROPOSE

Here is what I am going to propose. Going back through history and debating who did what right and wrong has little value. What is done, is done and can be debated for hours over a few beers.

I think we need to start using our collective knowledge and opinions to analyze the next 1, 3, 6 months of this company as the kick-ass community we've all come to know.

For example, two issues that have investors divided are:

• the lack of results
  
• the lack of a new CEO.
  
• (add more to the list)

Some members believe these are overdue, while some believe they are works in progress that just need time. For those in the latter camp, start providing dates that would begin to make even you nervous if they weren't met. April 15th? May 30th? June 30th?

If the markets have taught us anything, it is the fact that closed corporations can not be trusted. Left to their own devices, the biggest Directors and "C" level executives will do what is in their own self-interest, little guys be damned. More than my own opinion, the data backs me up. This doesn't mean we paint every company or Noront with the same brush - but it bears keeping solidly in mind.

As such, given the enormous financial and time investment made by many on this board, including the historic AGM accomplishment, we owe it to ourselves to keep this company in check. That doesn't mean keep attacking, it means to keep them in check by holding them to reasonable new deadlines on delivering things - even if that means you think things are already overdue.

This way, we can move together as a collective in demanding answers, information and, at the very least, respectful communication.

MY OWN RECONSIDERATION

I continue to maintain that in an environment in which companies are scrapping for shareholders and in which this very company's volumes and share price have been dwindling for months, the company's failure to reach out and connect with an established large community of investors is a big and potentially fatal mistake.

However, in an act of practicing what I preach, I am willing to concede this failure can not be viewed in a vacuum as it may have been part of a bigger picture of results/information/appointments over the next 60 days.

CONCLUSION

Add to this list and let's use our collective to create some drop dead dates. Those dates have to come from those that support, or don't have a problem with the actions of the board. D12, I'd like to see you provide your thoughts here.

I'll start the list and look forward to seeing this community add to it and shape it.

• Drill results (Drop Dead Date ???)
  
• New CEO (Drop Dead Date ???)
• Better IR (May 15th - open to constructive debate)

Off to a 2:00 meeting.

FYI, I met with some of the most influential online finance people in America all morning long - and they believe the AGORACOM model is genius. Enough so that there is a serious push towards creating a Large Cap U.S. version for Wall Street.

We are onto something folks. This model works. We might get side tracked on occasion but it works. Make it so.

Regards,
George